GW Sustainability Report 2012

Sustainability report 2012

Das ist das Vorsatzpapier. Diese Seite unbedruckt.



3 4 6 16 22 26 36 48 51In

tro

duc

tio

n

Rep

ort

‘s c

ont

ents

Co

mp

any

mis

sio

n st

atem

ent

CS

R in

fo

cus

Co

mm

unic

atio

n

Peo

ple

Eco

log

y

Co

mp

lianc

e

Affi

liati

ons

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 oversimplifica-tion, 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 convey-ing information about the use of resources to our customers. However, we are working with con-straints, 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 ad-opting 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-pro-voking 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, MBABoard Member Gebrüder Weiss Holding [email protected]

Reporting parametersSince 2008, Gebrüder 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 con-tents are selected on the basis of our company values and the expectations of selected stake-holders. This information relates to ISO-certi-fied 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, collec-ted and verified centrally in the HSEQ (Health, Safety, Environment and Quality) department. We are planning to expand the scope of the re-port: 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 dis-pensed 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 Gebrüder Weiss is Arnd Hoppe, HSEQ manager ([email protected]).

Contents

1.1 / 2.9 / 3.1 - 3.11

Figures - Data - Facts 2012 Gebrüder Weiss Gesellschaft m. b. H. Head office: Lauterach, AustriaOwners: 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, MBASupervisory Board: 8 independent members appointed by the owners and 4 employee rep-resentativesGroup turnover: 1.15 billion euro Employees: 6,000Apprentices: 170 in Austria, Germany and Switzerland Locations: The global GW network includes 162 company-owned branches, facilities and sites in Austria, Germany, Switzerland, Italy, Hun-gary, the Czech Republic, Slovakia, Slovenia, Croatia, Bosnia-Herzegovina, Serbia, Romania, Bulgaria, Macedonia, Montenegro, Ukraine, the United Arab Emirates, India, the People‘s Re-public 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, pro-curement, warehouse logistics, distribution, customer-specific solutions, supply chain management) Business solutions (high-tech logistics, auto-motive 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 soft-ware 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 apprenticesSilver 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 Ro-mania” DPD: “Austria’s Most Customer-Orientated Service Provider 2012”

5A quick overview of Gebrüder Weiss2.1 - 2.8 / 2.10 / 4.1 / 4.2 / 4.3

Company mission statement

Orange Combi Cargo (OCC) from Gebrüder Weiss is an outstanding example of the marketability of sus-tainable 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: Gebrüder 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 compli-ance with the ISO 14001 international environmental management standard.

Sustainability as a logistics success factorBased on its home markets in the Alpine-Danube region, as well as Asia and North America, Gebrüder Weiss develops sector- and 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 sys-tems and distribution processes of our cus-tomers. 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 emis-sions are reduced and profitability increases.

Sustainable actions are therefore not just a so-cial 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.

We think in generationsGebrüder Weiss can look back on a history spanning more than 500 years, a legacy that commits us to vision, tradition, and innova-tion. We think in terms of generations instead of quarterly results. As an independent com-pany with a solid capital base, minimal de-pendence 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.

“We are moving forward with our customers, with a forward-looking approach and innovative ideas.”

Code of Conduct, Chapter 1: Value System

Ec

on

om

ic

Environmental

Social


DMA EC / 4.7 / 4.8

Sustained growth and investmentIn 2012, Gebrüder 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 billi-on euro. This means that the annual turnover of the company has approximately doubled in the past decade. The high equity ratio (un-changed from last year at 58 per cent) meant that we could also make investments in 2012 almost completely independently of credit in-stitutions. We invested nearly 50 million euros in the continued development of our network. Our corporate targets included the construc-tion of an extensive 10,000 square metre logi-stics facility in Georgia, the opening of a large location in the Czech Republic, and the acqui-sition of the freight forwarders Sprenger and Diehl in southern Germany. In addition to ex-panding 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. Gebrü-der Weiss pays its taxes properly in whichever country the relevant business entity is based. Neither profits nor jobs are moved to coun-tries with a lower tax and contribution ratio.

“We are moving forward with our customers, with a forward-looking approach and innovative ideas.”

2002

2004

2006

2008

2003

2005

2007

2009

2010

2012

2011

573.

9

607.

2

708.

3

789.

3

871.

3

948.

6

985.

1

830.

2

976.

0

1065

.6

1146

.6

9

2.9

Sal

es d

evel

op

men

t in

Eur

o m

illio

ns


Four cornerstones of the Orange valuesGebrüder Weiss is distinguished by a strong company culture. Four well-defined core values form the cornerstones that reinforce the cor-porate identity of the company and help unite employees across national frontiers, while also setting the tone for everyday activities.

The orange way of IndependenceGebrüder Weiss can look back on a long his-tory as an independent, owner-operated com-pany 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 net-work. Our company is focused on the current and future requirements of our customers, who can rely on the efficiency and ability of Gebrü-der Weiss.

The orange way of Sustainability To safeguard our ability to compete through investment and innovation, Gebrüder Weiss re-quires sustained financial success. We are also conscious of our great responsibility in the sen-sitive area of transport and logistics to develop and deploy systems that are state-of-the-art, environmentally friendly and sustainable.

The orange way of CommitmentThe distinctive corporate profile of Gebrüder Weiss can be appreciated both internally and externally. Our highly professional approach is demonstrated by our above-average commit-ment 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 ExcellenceOur 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 internatio-nal borders, Gebrüder Weiss has created the optimum conditions to achieve this. Our em-ployees demonstrate expertise and a solution-based orientation, with an emphasis on conti-nuous improvement and proactive creativity.

4.8 / 5

“Gebrüder Weiss is committedto its owners and employees, whosecommitment and confidence areindispensable to achieve our goals.”

Code of Conduct, Chapter 5: Trust

11

Code of ConductIn 2012, we introduced a company-wide Code of Conduct based on our four core values. Within it, we have defined the mandatory eth-ical 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 Con-duct 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 compli-ance 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 infringe-ment, we can correct any misconduct quickly and efficiently.

“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 sus-tainable development of our company. Our ob-jective 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.

4.8

“Gebrüder Weiss is committedto its owners and employees, whosecommitment and confidence areindispensable to achieve our goals.”

The Gebrüder Weiss Code of Conduct


Making quality visibleFast transit times, safety, and punctuality are the defining quality criteria of any trans-port service. In line with our programme for the continuous improvement of our processes (CIP), we record our key performance indicat-ors 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 con-signments), status quality (number of con-signments 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 consign-ment 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 tar-get 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 ac-cordance with ISO 9001 and 14001 in the 2012 assessment period, and 9 minor non-con-formities were documented, which could all be successfully remedied within the defined time limits.

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

“We aim to fill our customers with enthusiasm, which is why our daily work is based on an exceptional quality of service.”

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

targ

et %

De

gre

e o

f fu

lfilm

en

t 1s

t h

alf

201

2 %

De

gre

e o

f fu

lfilm

en

t 2n

d h

alf

201

2 %

Are

a ra

ted

Gebrüder Weiss industry solutions


Consumer safetyAs a service provider operating at a global level in the B2B and B2C sector, we face the task of integrating a growing number of regu-lations and standards into our own processes and policies on a daily basis. Sectors such as the chemical, pharmaceutical, or food in-dustries in particular are developing industry standards in addition to the existing legal systems in order to comply with the strict safety, hygiene, and environmental provi-sions for their customers. By offering logist-ics 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-set-ter in the sector.

Data protectionThe security of information about customers, employees, competitors and other business partners is a key concern of ours, and is safe-guarded worldwide by over 120 employees in our central IT department in Kennelbach, Aus-tria. All data is treated with the utmost confid-entiality. 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.

PR 8

15

A critical view of the sector Even though our sector has done much in the past few years to make the term “Green Lo-gistics“ a reality, the fact remains that over 20 per cent of greenhouse gases are gener-ated by transport services, including pas-senger traffic. However, a further reduction of emissions is only in part the responsibil-ity of the service providers: Transport routes and means are the lifeline for our commer-cial 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 re-gions of the world. Price increases will res-ult, 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 cus-tomers the effects and special significance of transport services in a global business envir-onment. 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 handThe 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 en-vironment, we as a logistics service provider already contribute to making transportation “greener”. Through multimodal traffic con-cepts and the consolidation of consignments for different recipients at 162 locations world-wide, many shipments of a smaller size are grouped together in one larger consignment, thus reducing the number of shipments. Non-etheless, the continuous optimisation of pro-cesses and transport routes and the use of energy-efficient technologies must continue to define our actions. There is still an abund-ance 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. Gebrüder 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

Strategy: Responsible profitsFor Gebrüder Weiss, “Corporate Social Re-sponsibility“ does not just apply to individual departments or employees. We see CSR as a commitment that applies to our entire com-pany and in every country in which Gebrüder Weiss is active. In addition to the implement-ation 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 re-sources or corporate communication, the de-partments of Gebrüder Weiss responsible for transparent stakeholder dialogues.

Resources: Experts at every locationThe individual CSR activities are coordin-ated by a specially established HSEQ admin-istrative 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 recommenda-tions, 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 de-cision-makers with tangible specifications for the envisaged objectives, the necessary measures and the sensible use of resources. Through short-term budgeting, these object-ives can be converted into in-depth economic plans that are geared towards the perform-ance of the relevant divisions and depart-ments. CSR contact persons in the divisions and locations are available for consultation by all employees.

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

19

Implementation of and investment in CSRIn 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 dif-ferent locations. Regular health awareness days and free locally-grown fruit help our em-ployees 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, invest-ments 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 - educationInternal measures are supplemented by sup-porting the external initiatives of non-govern-mental organisations (NGOs). When selecting these projects, we ensure in particular that our contributions are used to promote a sus-tainably positive development in our environ-ment. 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 opportunit-ies on the labour market.

For those in full-time education, we con-tinue to offer interesting opportunities to gain practical experience with Gebrüder Weiss. At multiple locations throughout Austria, we co-operate with different educational organisa-tions and enable a large number of classes to take a glimpse into the day-to-day oper-ations of the transport and logistics sector. One particular project was conducted in con-junction with an industrial school in Slovakia. Gebrüder Weiss used its know-how and fin-ancial means to help establish a new logist-ics department. In the course of this cooper-ation, teachers visited the Gebrüder Weiss branches in Maria Lanzendorf (Lower Austria) and Senec (Slovakia) and took part in spe-cialised training. This has allowed Gebrüder Weiss Slovakia not only to demonstrate the high level of commitment to social responsib-ility in the Orange company, but also to con-tribute to a future with highly qualified spe-cialists 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 man-agement to promote the ongoing develop-ment of the company. The gradual implement-ation of these guidelines is ensured through annual objectives that are communicated in the run-up to the budgeting process. In addi-tion to economic and quality-orientated tar-gets, 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 accom-modate the issue of responsible corporate governance in our reimbursement plans.

Performance is monitored through reporting from the local office and Head Office. Per-formance is measured regularly and deviation analyses are carried out, which helps to en-sure that targets are reached. These meas-ures 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 ef-forts, and the management processes.

Consciously ecological since the 1970sAs far back as the 1970s, CSR played an im-portant role at Gebrüder Weiss. The man-agement team under Heidi and Paul Sen-ger-Weiss placed great importance on equipping all handling facilities with sidings, even though that meant substantial addi-tional costs. Additional environmental pro-jects, such as the installation of a geothermal energy plant and other measures, followed in the 1980s. A dedicated sphere of responsib-ility for environmental protection has been in existence since 1993. Ten years later, the first individual branches were certified according to the international environmental manage-ment standard ISO 14001. Today, the num-ber 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 con-ferences where they share their experience and knowledge. The environmental managers bring “green thinking“ deeper into the organ-isation and continually take new steps to re-duce energy consumption and emissions of greenhouse gases in the company‘s daily op-erations.

21

1.2

Opportunities and risks of CSR As a transport and logistics service pro-vider, Gebrüder Weiss operates in an en-ergy-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 de-partment 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 pro-cesses. To lower the demand for scare re-sources 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 changeIn 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 in-creased competition for qualified and skilled personnel. To attract talent and retain cap-able 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 Gebrüder Weiss? Where can we find publications from the company and its subsidiaries? What is happening on the various social media chan-nels? 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 com-munications.

Communication

Transparency as a mindsetInformation and transparency are the basic requirements for continued economic and corporate development. Using this conviction as a basis, Gebrüder Weiss maintains proact-ive communication with our most important interest groups, and particularly with cus-tomers, partners, suppliers, employees and owners. Our culture of open communication, which is characterised by mutual appreci-ation, 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 com-pany, even off the clock. We always commu-nicate 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 re-porting period.

Dialogue with stakeholders We maintain personal two-way communica-tion 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, in-cluding 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 con-structive 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 sharehold-ers have an opportunity at the annual general meeting to direct recommendations or in-structions to the Supervisory Board. Informa-tion 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.

4.4 / 4.14 - 4.17

25

Information specific to target groupsThrough over 60 channels, the corporate market-ing and communications department (MAKOM) provides employees, partners, customers and other stakeholders with information about cur-rent events related to the company. The inform-ation on the various channels is tailored for spe-cific 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, Gebrüder Weiss primarily uses the Intranet, which is updated on a daily basis. In the reporting period, the GW ed-itorial team published 158 articles about current events in the News section alone. We supply ad-ditional information and background information in our regular employee newsletter, which is pub-lished 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 inter-view 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, Gebrüder Weiss has published a Sustainability Report in compliance with the GRI standard. In some regions and countries, customer newsletters with informa-tion 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 distrib-ute our information more quickly and with a re-duced environmental impact..

Digital communicationExternal stakeholders such as partners, cus-tomers 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 web-sites in their respective languages. The subsidi-ary companies of Gebrüder Weiss are also rep-resented 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 em-ployee 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.

4.16

The Gebrüder Weiss corporate website

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 Lauter-ach, 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, includ-ing shoes, school-bags or even specially ad-apted 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 Gebrüder 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 corner-stone for this project in 1988 with the estab-lishment of the FWF (Ferdinand Weiss Fund) for financing educational schemes. These resources allow Gebrüder 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 milli-on euro in the training and further education of our employees.

55 per cent received a performance appraisalContinuous and honest feedback between superiors and employees is a part of our cul-ture 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 de-velopment potential, and simultaneously pre-pare 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.

29

2011 2012

Blu

e-co

llar

wo

rker

s

Whi

te-c

olla

r w

ork

ers

Ap

pre

ntic

es

Tota

l ho

urs

Ho

urs

of

trai

ning

by

emp

loym

ent

typ

e

5,29

9

34,2

55

7,15

1

46,8

84

6,51

4

46,0

68

4,20

6

58,2

41

LA 10

EC 3 / LA 4

People

Labour practices and social protection In 2012, expenditure on the part of Gebrüder Weiss for voluntary social benefits and non-cash benefits amounted to roughly 1.6 mil-lion euro (excluding old age pensions) – in the previous year, the amount was 1.5 mil-lion euro. To ensure that local legal and cul-tural circumstances are taken into consid-eration, measures are implemented by the local subsidiary in each country. Health care in particular is promoted, which includes the employment of company doctors, immunisa-tions and the promotion of sporting activities. The regular organisation of company excur-sions should serve to strengthen the sense of community. On special occasions (mar-riages, 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’ sav-ings deposits, thanks to a capital guarantee and a guaranteed minimum return on invest-ment. Along with this new model, new eligib-ility regulations were also introduced. As of November 2012, employees may take advant-age of the company pension provisions after one year with the company. Previously, three years were required.

Remuneration above the minimum wageBeyond monetary social benefits, we also consider it a matter of course that an employ-ment relationship complying with the legal requirements be established with each em-ployee. We check to ensure acceptable work-ing conditions and compliance with legal pro-visions 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.

EB CA D

Breakdown of departuresby genderA men 69.5 %

B women 30.5 %

Breakdown of departuresby age groupC under 46.1 %

D 30 - 50 44.7 %

E over 50 9.2 %

Absences in days per employee DE 16.0 CZ 13.5 AT 10.4

CH 8.8 HR 6.8 RO 6.2

HU 6.1 SK 4.9 SI 4.8

BG 3.9 RS 2.3

DE CZ AT CH HR RO HU SK SI BG RS

31

Reduced employee turnoverIn 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 predom-inant reason for leaving was to pursue an op-portunity with another company. In comparing the various national subsidiaries, Slovakia re-ported the highest rate of turnover, which can be attributed to the ongoing consolidation and optimisation measures at that location.

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

LA 2 / LA 7

Employees by regionEmployee 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.

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 ma-nagement is locally based. Gebrüder 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 pro-motion. The introduction of a quota for wo-men is not planned. Competence is thus set to continue to be the sole basis for decisions with regard to promotions.

CZ DE RO CH HU SK RS HR BG SIAT

Proportion of employees by regionAT 61.9 %CZ 7.0 %RO 6.3 %

DE 5.4 %CH 4.9 %HU 4.4 %

SK 3.5 %RS 2.9 %HR 1.8 %

BG 1.0 %SI 0.9 %

AB

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

People

LA 1 / EC 7

33

Blu

e-co

llar

wo

rker

s

Whi

te-c

olla

r w

ork

ers

Ap

pre

ntic

es

Tota

l wo

rkfo

rce

Tota

l wo

rkfo

rce

by

emp

loym

ent

typ

e A

vera

ge s

taff

num

bers

(FTE

). D

urin

g th

e re

port

ing

perio

d, 9

3.8

per

cent

of e

mpl

oyee

s w

ere

empl

oyed

full-

time

(pre

viou

s ye

ar 9

2.9

per

cent

).

1,41

8

2,65

1

1,47

2

2,75

8

167

4,23

6

170

4,40

1

2011 2012

LA 1

People

DMA HR / HR 4

Commitment to human rights We have stipulated our commitment to in-ternational 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. How-ever, 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 com-mit 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 re-gard 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 vari-ous 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 ap-praisal and supplier audits, are planned.

Cultural diversity We regard the cultural diversity in our com-pany 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 dis-crimination reached us, and is currently still being dealt with.

There is potential for improvement with re-gard to the employment of workers with dis-abilities. The quota required in Austria has not been reached yet, though some locations surpass the legally mandated proportion of disabled workers. In this regard, manage-ment have issued clear instructions to meet this legal quota.

“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

35

DMA LA / 4.12 / LA 4 / HR 5

Basic principles and rightsGebrüder Weiss advocates the right to as-sembly 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 im-portant 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 relev-ant 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 relation-ship. In any case, no threats to the right to freedom of association and collective bar-gaining were identified in the reporting year.

Social responsibility in practice Gebrüder Weiss has supported social pro-jects 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.

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 activit-ies 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 in-clude 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.

“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

Ecology

Solar energyIf 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.

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

SidingsSince the 1970s, GW branches have been connected to the rail network, making the use of multimodal traffic con-cepts considerably easier.

FleetThroughout 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.

Building materialsAny 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.

Heating, coolingWe use geothermal and district heating units, suitable heat and cold insulation and ventila-tion systems with a heat recovery and free cooling function to regulate tem-peratures in an environ-mentally friendly way.

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

Ecology

DMA EN / 4.11 / EN 30

Environmental strategy and the precautionary approach The revision of the company’s health, secur-ity, 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 re-sources and recognise the subject of envir-onmental protection as a long-term challenge and a worthy objective for investment.

In agreement with our legal compliance de-partment 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 com-mitted to doing so. Intelligent platform solu-tions, renewable energy sources, a modern infrastructure, integrated carriers and service providers and above all our highly skilled em-ployees provide us with the potential for new ecological improvements.

Investments In total, Gebrüder Weiss invested approxim-ately one million euro in environmental pro-tection 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.

“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

39

Introduction of ISO 14001 In 2012, Gebrüder Weiss certified all its sur-face transport locations in Germany, Aus-tria 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 respons-ible use of resources.

A significant challenge during the introduc-tion phase was the identification of the legal requirements, in terms of environmental, oc-cupational health and safety and waste man-agement regulations, faced by our transna-tional organisational units.

The scope of these legal standards made it necessary to introduce a legal management programme to supplement the existing con-tractual 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 Gebrüder Weiss to de-velop 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 participat-ing 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 con-text of our existing crisis communication pro-cesses, and is now set to be developed into a crisis management system.

EN 4

Ecology

Environmentally friendly vehicle fleetCorporate 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 thought-out maintenance plan and regular battery in-spections help to ensure long-term reductions in energy consumption in this area.

By putting the first dual-fuel gas HGV into oper-ation at our Maria-Lanzendorf location in 2011, Gebrüder Weiss set new standards in the area of ecologically responsible vehicle fleet man-agement.

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 af-filiated 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 ser-vices provided in tonne-kilometres (a key fig-ure that represents the transported weight in relation to the distance covered) and the res-ulting environmental pollution (CO2 emissions in tonnes).

We compare the actual values to a theoretic-ally 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 emis-sion 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 influ-encing 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, Gebrüder 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 envir-onmentally sustainable transport options in all sectors, including surface transport.

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

CO

2e T

ank

2 W

heel

in t

onn

es

Ha

ula

ge

ca

pa

cit

y in

mill

ion

s o

f to

nn

e k

ilom

etr

es

(tk

m)

CO

2e T

an

k 2

Wh

ee

l in

g p

er

tkm

Res

ults

of

the

CO

2-ca

lcul

ato

r

41

BA C

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%)

Ecology

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

Measurable environmental targetsThree 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 consign-ment 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 consump-tion was a consequence of the increases in quantities and volumes handled and the as-sociated need to expand existing facilities or inaugurate new buildings, particularly in Aus-tria 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 in-creased by 2.65 per cent and the number of personnel in the locations covered in our en-vironmental data base increased by 2.41 per cent.

Due to the increase in consignments, the level of paper consumption increased by 0.83 per cent per employee. To counteract this devel-opment and manage our administration more efficiently, specific measures such as the optimisation of our archiving process were implemented. A partial conversion to a pa-perless system for internal invoicing of con-signments 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.

43

2011 2012

Ene

rgy

cons

ump

tio

n/em

plo

yee

in k

Wh

+4.

17 %

Pap

er c

onsu

mpt

ion/

empl

oyee

in n

umbe

r of

item

s

+0.

83 %

Pap

er c

ons

ump

tio

n/co

nsig

nmen

t in

num

ber

of

item

s

+0.

25 %

Env

iro

nmen

tal F

igur

es

3,77

7.9

13,7

43.6

4.6

3,93

5.3

13,8

57.7

4.6

EN 11 / EN 22 / EN 28

Our modernisation generates waste In line with the substantial investment in in-frastructure in the 2012 reporting year, our logistics facilities were extensively enhanced and modernised. Over the course of our con-struction activities, large amounts of rubble, steel and other solid materials as well as non-reusable 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, Gebrüder 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 Gebrüder 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 en-vironmental standards and laws and thus did not have to pay any penalties or fines.

Locations with customers involved in paint and lacquer production (e.g. Linz and Inns-bruck) generate higher quantities of liquid waste. These waste products result primar-ily 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 trans-ported.

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 re-quiring 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 dis-pose 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 partic-ularly for the locations in Slovakia, Lauterach, and Altenrhein.

Ecology

EN 8

45

2011 2012

So

lid w

aste

1 in

kg*

+37.

4 %

Liq

uid

was

te in

m³

+29.

0 %

bre

akd

ow

n o

f w

aste

by

typ

e

Haz

ard

ous

so

lid w

aste

2 in

kg

-69.

1 %

Haz

ard

ous

liq

uid

was

te3 i

n m

3

-14.

0 %

Dan

ger

ous

eq

uip

men

t4 in

kg

+114

.6 %

Dis

card

ed e

qui

pm

ent/

vehi

cles

5 in

kg

-13.

2 %

2,19

7,37

8.0

601.

0

3,01

8,62

6.9

775.

3 1,38

5.0

112,

702.

0

6,47

0.0

12,9

08.0

428.

5

96,8

68.4

13,8

85.6

11,2

00.0

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

DMA EN / EN 8

Reduced heating requirementsDemand for heating decreased at the majority of our locations. In this regard, the continuous improvement of our facilities and the reloca-tion to modern buildings is having a very po-sitive impact. One particular item of note is the reduction in district heating and gas con-sumption 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. Consump-tion 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 informa-tion about power consumption, see page 42 and following.

Ecology

47

2011 2012

Ele

ctri

city

in k

Wh

+6.3

%

Dis

tric

t he

at in

kW

h

-16.

6 %

Gas

in 1

000

m³

-3.3

%

Hea

ting

oil

in 1

000

l

-5.9

%

Pap

er in

num

ber

of

item

s

+2.9

%

*W

ater

in 1

000

m³

+1.5

%*7

9.9

per

cent

of o

ur o

vera

ll w

ater

con

sum

ptio

n is

cov

ered

by

mun

icip

al w

ater

util

ities

and

19.

9 pe

r ce

nt b

y gr

ound

wat

er. T

he re

st is

cov

ered

by

usag

e of

sur

face

- or

rai

n w

ater

.

Fig

ures

fo

r re

sour

ce c

ons

ump

tio

n w

ithi

n th

e G

W G

roup

13,9

63.1

1,34

7.8

1,14

3.1

112.

3

50,7

96.3

14,8

44.0

1,12

4.5

1,10

5.7

105.

7

52,2

71.3

51.3

52.1

Compliance

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

Compliance

DMA HR / 4.6

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 pro-viders. 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 fun-damental to securing our future, and they form the basis of every sustainable company strategy. We therefore usually award trans-port 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 regula-tions 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 procedureEcological, social, and quality-related as-pects are also taken into account whenever possible when purchasing non-freight for-warding 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.

“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

51

SO 2 / SO 7

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

Promoting fair competitionCorruption has a negative impact on fair com-petition 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 com-pliance programme in this reporting period. We promote fair competition and comply with antitrust regulations. Agreements that restrict competition and price-fixing agree-ments 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 activ-ities, we regularly come into contact with public officials, particularly in customs agen-cies. This represents an increased risk for us and our customers. Our measures primarily include raising the awareness of our employ-ees through training and regular information bulletins.

In 2010, Gebrüder 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 Car-tel 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 Prosec-utor have lodged an appeal with the Austrian Supreme Court, the highest court of appeal for antitrust cases. A decision is not expected be-fore the end of 2013.

Affiliations

UN Global Compact In November 2011, Gebrüder Weiss joined the UN Global Compact. This meant that we com-mit 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 demon-strate their social and ecological respons-ibility. In times of complex regulatory con-straints, the UN Global Compact provides an internationally accepted body of regulations that companies can use for guidance in or-der to improve their performance in the areas of human rights, working standards, the en-vironment and the fight against corruption. As a participant in the UN Global Compact, Gebrüder Weiss proactively faces these is-sues and strives to integrate appropriate pro-cesses into its core business.” Bettina Stein-brugger, UN Global Compact Austria

Affiliations

4.12 / 4.13 / SO 5

Working together for a better future Through our engagement in a range of organ-isations and associations, we hope to con-tinue to support our economic, ecological and social interests. We are convinced that sus-tainable actions result in a sustained strength-ening of the economic competitiveness of our communities, and we want to focus public attention more strongly on this topic. The ba-sic conditions for fair competition should also be framed in this way and promoted for the greater good.

ZV Spedition & Logistik Zentralverband Spedition & Logistik (Central Association for Freight Forwarding and Lo-gistics) is a voluntary organisation that repres-ents 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 in-terests 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.

In November 2012, management board mem-ber 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 pro-motion of sustainable traffic concepts, such as long trucks. Other aims include the long-term improvement of the basic economic and social conditions for the industry and the pro-motion 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 long-term member of respACT, we also support the principles of the organisation, which is a focal point of the Austrian UN Global Com-pact network.

Transparency InternationalThrough our membership of Transparency International, we contribute to the improve-ment of the basic institutional framework in Austria – which also encompasses meas-ures for increased transparency and the fight against corruption.

Greenfreight EuropeGebrüder Weiss is a member of the “Green-Freight Europe” initiative. This association of companies, which was launched in 2009 under the working title “SmartWay Europe Working Group”, is a voluntary and independ-ent programme for evaluating and improving the environmental performance of road trans-port in Europe.

EcoTransITOur membership of “EcoTransIT” underlines our commitment to our ecological respons-ibilities. Another objective of this voluntary programme is to make carbon dioxide and exhaust emissions measurable and use this quantification as a basis for ongoing im-provement.

Strategy and Analysis 1.1 Report Content 4 fully1.2 Impacts, Risks and Opportunities 21 fully

Organisation Profile2.1 Name of the Organisation 5 fully2.2 Primary Brands, Products and Services 5 fully2.3 Operational Structure 5 fully2.4 Location of Headquarters 5 fully2.5 Countries with major Business Operations 5 fully2.6 Nature of Ownership 5 fully2.7 Markets served 5 fully2.8 Scale of the Organisation 5 fully2.9 Significant Changes during the Reporting Period 4; 9 fully2.10 Awards received 5 fully

Reporting Parameters 3.1 Reporting Period 4 fully3.2 Date of Most Recent Previous Report 4 fully3.3 Reporting Cycle 4 fully3.4 Contact Point for Questions regarding the Report 4 fully3.5 Process for defining Report Content 4 partially3.6 Boundary of the Report 4 fully3.7 Limitations on Scope and/or Report Boundary 4 fully3.8 Joint Ventures, Subsidiaries, Outsourcing 4 fully3.9 Data Measurement Techniques 4 fully3.10 Changes in the Representation of Information relative to Previous Reports 4 fully3.11 Changes in the Scope, Reporting Limits or Methods of Measurement 4 fully3.12 GRI Content Index 56; 57 fully3.13 External Verification of Data 58 fully

Governance, Commitments and Engagement 4.1 Governance Structure 5 fully 4.2 Independence of the Members of the Supervisory Board 5 fully4.3 Controlling Body or independent Members of the Company Management 24 fully 4.4 Mechanisms for Recommendations by Shareholders and Employees to the Management Board 24 fully4.5 Remuneration of Management Board linked to Business Performance 20 fully4.6 Processes to avoid Conflicts of Interest 50 fully4.7 Expertise of the Highest Governance Body in Terms of Sustainability 8 fully4.8 Corporate Policy, Core Values and Codes of Conduct 8; 10; 11 fully4.9 Monitoring of Sustainability Processes by the Management/Supervisory Board 18; 20 fully4.10 Auditing of the Management Board’s Performance 20 fully4.11 Implementation of Precautionary Principle 38 fully4.12 Support of External Initiatives 35; 54; 55 fully

GRI Application Level B+

GRI CONTENT INDEX

3.12

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

Reporting parameters

Level of reportingPages

4.13 Membership in Associations and Interest Groups 54; 55 fully4.14 Stakeholder Groups engaged by the Organisation 24 fully4.15 Selection of Stakeholders 24 fully4.16 Approaches to Stakeholder Engagement (Type/Frequency) 24; 25 fully4.17 Position on Key Concerns of Stakeholders 24 fully5 Management Approach 10 fully

Economic Indicators DMA EC Management Approach 8 fullyEC3 Employee Benefit Plan 30 fullyEC7 Proportion of Management hired from Local Community 32 fully

Environment DMA EN Management Approach 38; 42 fullyEN4 Indirect Energy Consumption by Primary Sources 42 fullyEN8 Total Water Withdrawal by Source 45 fullyEN11 Surface Area used in Protected Areas 44 fullyEN22 Total Weight of Waste by Type and Disposal Method 44 fullyEN28 Fines for Non-Compliance with Environment Laws and Regulations 44 fullyEN30 Environmental Protection Expenditures and Investments 38 fully Human Rights DMA HR Management Approach 34; 50 fullyHR4 Number of Incidents of Discrimination and Actions taken 34 fullyHR5 Operations endangering Freedom of Association and collective Bargaining and Actions taken 35 fully

Labour Practices and decent Work DMA LA Management Approach 35 fullyLA1 Total Workforce by Employment Type and Region 32; 33 fullyLA2 Employee Turnover by Age Group, Gender, Region 31 fullyLA4 Employees covered by Collective Agreements 30; 35 fullyLA7 Injuries, Absences and Fatalities 31 fullyLA10 Average Hours of Training per Year per Employee 29 fullyLA12 Number of Employees receiving regular Performance Reviews 28 fully Society DMA SO Management Approach 18 fullySO2 Business Units analyzed for Corruption Risk 51 fullySO5 Participation in Public Policy Development and Lobbying 54 fullySO7 Competition Lawsuits 51 fully Product Responsibility DMA PR Management Approach 12 fullyPR8 Compliance to Customer Data Privacy 14 fully

Level of reportingPages

GRI Application Level B+

57

3.13

59

Imprint

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

Project ManagementFrank HaasPeter Koller

EditingMartin BegleMarkus BoisitsFrank HaasArnd HoppePeter Koller

PhotographyUN Photo/Eskinder Debebe (Pages 52/53)All other photos: GW-archive

Translation and Editorial OfficeAndreas Haselwanter

TranslationXplanation Language Services NVTransvox Language Services

PrintingBuchdruckerei Lustenau




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