Sustainability at a Glance – 2015 CWS-boco · CWS-boco_CbI_CR-Report_Kurzversion_2015_A5_EN.indd 5 09.12.15 12:26 Our areas of action Resulting from our materiality analysis and

Sustainability at a Glance – 2015CWS-boco

CWS-boco_CbI_CR-Report_Kurzversion_2015_A5_EN.indd 1 09.12.15 12:26

CWS-boco Group overall 2014 2013

National subsidiaries in Europe and China --- 19 19

Group employees overall 7,549 7,527

Company’s own laundries --- 52 55*

Turnover € million 751 748

Operating result before one-time effects € million 74 72

Operating result € million 71 64

Earnings before taxes € million 47 46

Shareholding of CWS-boco Group % 100 100

CO2 emissions in t

57,464Energy consumption in GJ

993,877

Water savings in m3

Scope of application of this report

Unless otherwise indicated, all the information in this report

refers to the calendar year 2014 and the nine companies in

the CWS-boco Group with the highest turnovers: CWS-boco

Deutschland GmbH, CWS-boco Suisse SA, CWS-boco Italia

S.p.A., CWS Nederland B.V., CWS-boco Sweden AB, CWS-boco

Österreich GmbH, CWS-boco Ireland Ltd., CWS-boco Polska

Sp. z o.o. and CWS-boco BeLux N.V.

“About this report” on page 23.

49%Procured

green energy

51%Procured

standard energy

Total energy consumption

Amount of km saved by OMD2014 in DE, BeLux , IT, CH

853,333 48,992

*Site closings and openings in the course of the year have not been taken into consideration here.

We publish our annual financial key figures and capitalisation at CWS-boco International GmbH level as part of the Haniel Financial Report.

2


Dear reader,

Sustainability is a cornerstone of the CWS-boco business.

As a provider of rental textile services, the efficient use of

resources comes naturally to us, which is not only good for

the environment, but also a force behind the company’s

financial success.

Our focus is firmly on people. Thanks to a comprehen-

sive monitoring system, we are now in a position for the

first time to report on the indicators for further training measures. Moreover, our “Sales Excel-

lence” programme, developed for lateral entrants in Direct Sales and certified by the German

Technical Control Board (TÜV), is just one example of our commitment to the professional

development of our staff.

We strive to improve in all fields of activity and are continuously investing in the moderni-

sation of our service network. With great results: We are steadily lowering our use of resourc-

es, for instance our water and energy consumption, as well as the kilometres driven by our

service fleet.

The progress made regarding the implementation of a Code of Conduct in the supply chain

is another source of pride to us. We engage actively with our partners to ensure compliance

with the Code and, where necessary, the improvement of production facilities.

In 2014, the issue of sustainability focused on the strategic development of CR activities,

based on a comprehensive analysis of our areas of reporting as well as intensive dialogue with

our stakeholders. The feedback received from an international, internal and external study was

used to improve our indicators, enhancing the basis for reporting. These indicators correspond

to the international reporting standard GRI G4. Our motto remains “Handle with Care”. Please

read on to discover how we turn these words into reality.

Max TeichnerChairman of the Management Board CWS-boco Internat ional GmbH

Yours,

3


1. Collection

2. Sorting

6. Delivery

3. Washing + drying

4. Quality control

5. Repairs + replacement

Our business revolves around the concept of reuse

4

CWS-boco — Sustainability at a Glance – 2015


Materiality analysis and stakeholder dialogueFor the 2015 report, we entered into intensive dialogue with our internal and external interest groups, casting a new light on those topics most relevant to our strategic development. Around 280 questionnaires were completed in nine countries, helping us to develop and hone our sustainability approach.

Materiality analysis

The materiality analysis laid the foundations

for our stakeholder survey.

We evaluated:

sustainability measures and strategy in

place at CWS-boco

opportunities and risks for our areas of action

the relevance of market developments and

new legislation

reputation and brand value with regards to

sustainability

the correlation between current trends and

our development as a company

next steps for building on and expand-

ing the sustainability strategy in place

Stakeholder survey

We carried out an extensive survey by:

defining our interest group as customers,

employees, suppliers, representatives of

non-governmental organisations and the

media as well as representatives of the Han-

iel holding company

asking participants to evaluate the impor-

tance of a number of issues with regards to

a) the stakeholder groups and b) the inter-

relation between our business activities and

the topics in question

weighting the information supplied by in-

ternal and external respondents equally,

with customers’ (as one of our most im-

portant interest groups) information being

weighted more heavily within the external

stakeholders.

5

CWS-boco — Corporate Sustainability


Our areas of action

Resulting from our materiality analysis and the stakeholder survey, our areas of action have been updated. The following eleven aspects are essential for our commitment to Corporate Responsibility, that is, their effects on our activities within and outside of our organisation.

Safe work environment

Our employees participate in safety

training and we are planning to intro-

duce a risk monitoring system by 2020.

Training and development

As we aim to tailor our training and

development more closely to our respec-

tive markets and fields of work, we have

introduced an international monitoring

system and are working to introduce

national training guidelines by 2020.

Energy efficiency

Washing and drying rental textiles

requires energy, a valuable resource

which we use as carefully as possi-

ble. We thus continuously strive for

the greatest efficiency in our laundry

network and want to improve by 30%

per kg washed by 2020 (vs 2012, aggre-

gated for main service lines).

Water efficiency

Our aim is to achieve the best washing

result with the lowest possible con-

sumption of water, so we reuse and

reprocess washing water wherever pos-

sible. We are also testing alternative

washing techniques. By 2020, we want

to reduce our water consumption by

10% per kg washed (vs 2012, aggregat-

ed for main service lines).

Detergent efficiency

In order to use detergents as effectively

and as environmentally friendly as pos-

sible, we aim to find the right balance

between all aspects of the washing pro-

cess. We also compare our laundries and

intend to harmonise our suppliers fur-

ther by 2020.

6



CO2-emissions from

laundry and service

We want to cover as few kilometres

and emit as little CO2 as possible with

our service fleet. Besides regularly re-

newing our vehicles and using efficient

engines, we employ route optimisation

systems.

Upcycling and material efficiency

More than 2.6 million rented CWS dis-

pensers are installed in our customers’

washrooms – valuable resources for

reuse or upcycling. What’s more, we

hope to implement a holistic recycling

concept which also extends to our tex-

tiles by 2020.

Customer satisfaction

Our customers are amongst our most

important stakeholders. Each nation-

al subsidiary has measures in place to

monitor customer satisfaction, such

as surveys of amongst employees or

customers themselves.

Security of supply

The reliability of our service touches

upon processes both within our organ-

isation and amongst our suppliers. Our

subsidiaries CWS-boco Supply Chain

Management GmbH and CWS-boco

Supply AG bundle this responsibility

centrally.

Supplier assessment

CWS-boco stands for a responsible and

sustainable supply chain. We have a

system in place for guiding and monitor-

ing our suppliers to ensure compliance

with our Code of Conduct and support

them each step of the way should the

need for changes arise. By 2020, we aim

to establish our CoC in different stages

with strategically important suppliers.

Sustainable sourcing

We strive for transparency and social

and ecological sustainability in our

supply chains. We assume responsibility

for our goods even before they enter

our company – by working in long-

established partnerships and carefully

selecting every component of our

products.

7

CWS-boco — Corporate Sustainability


1 – Customers and EmployeesCWS-boco focuses firmly on people. Our cus-

tomers are one of most important stakeholder

groups and we are aware of the responsibility

of conducting a personnel-intensive business

– we follow a sustainable personnel policy

which, among other things, focuses on train-

ing and further education as well as health

and safety.

In constant dialogue with

our customers

Customer feedback and satisfaction are of great

importance to us, be it when developing new

products or lending an ear to listen to feedback

or issues. Our customer care employees regular-

ly visit our customers’ premises and are there to

consult or offer solutions. In total, our employees

from Customer Service, Service and Customer

Care speak to more than 100,000 customers in

person every day.

Customer retention rate

Long-term customer relationsAverage durat ion

Our customer retention rate of 93 per cent is tes-

tament to the fact that good communication is the

right approach.

On average, our customers have been with us for

over 12 years.

93%

Customer retention –

target 2020

By 2020, we plan to reach a customer

retention rate of 95%.

12.3 years


8


It is vital to us that our customers are satisfied,

no matter where they are, which is why our na-

tional subsidiaries have developed various con-

cepts for monitoring customer satisfaction. In

Belgium, Luxembourg and the Netherlands, in-

dividual customer groups are surveyed regularly.

The feedback from our employees with custom-

er contact is equally as important. In Germany,

employees from Sales and Service are asked

for their input every month. In both companies,

the results are passed on as direct feedback

to the Management Board. The opinion of our

customers is of great value to us even above

and beyond our daily business. For this reason,

we regularly involve them in the strategy pro-

cess for our sustainability alignment via the

stakeholder dialogue.

Ideal ly protected staf f with

the high-vis ibi l i ty and weather-

proof c lothing f rom boco.

Staying safe on the go with the Juchem Group

Before a new boco collection hits the market,

we run tests to find out whether it is suitable for

everyday use and fulfils the needs of our cus-

tomers, who put our clothing through vigorous

testing before production starts. The Juchem

Group was, one of our test customers for the

high-visibility and weather protection collection

2014. Employees wear their protective clothing

all day long, making them an ideal testing part-

ner. Joachim Mix, a Managing Director in the

Juchem Group, agreed. “It is fantastic that we

can bring our perspective into product develop-

ment,” he confirmed. “It’s great that boco takes

an interest in our requirements and that we can

contribute to a product being created which is

really suitable for everyday use.”

Chapter 1 — Customers and Employees

9


Focus on education and

health & safety

We can only be successful as a company if our

staff have the necessary skills, competencies

and knowledge to keep our service and quality

promise to the customer day after day. This

is why we take education very seriously and

offer our employees a number of programmes

for further development.

What’s more, we also want to professionalise

our training so that we can tailor it more

closely to the needs of our staff and devel-

op country-specific as well as market-specific

education standards. As a first step towards

achieving this, we launched an international

system for collecting information about and

evaluating the quality of the training

measures in place.

Further education in the countries covered in the report, CWS-boco International and CWS-boco Supply Chain Management

4,935 h Staff

in Laundry and Service

3,112 h Staff

in Administration

1,097 h Staff

with personnel responsibility

5,479 h Staff

in Sales

15,160 htotal hours of training

11,370participants

1,093training sessions

Training and education: A sustainable investment

in both our employees’ and our own future

Training and development –

target 2020

By 2020, we want the national train-

ing guidelines to apply to 100% of

employees in the CWS-boco Group.

Our approach is based on coun-

try-specific standards for different

employee categories.


10


Excellently trained – our Sales Excellence programme

Fit for Direct Sales in just twelve months – with

the Sales Excellence training programme at

CWS-boco.

The recipe for success: Motivated lateral en-

trants for Sales, a fountain of expert knowledge

from the company and a sound mixture of the-

oretical and practical units. Six modules teach

trainees about professional consulting; product

details and contract administration alternate

with intensive acquisition phases in the fi eld.

It’s a win-win approach: Trainees get the best

possible education whilst the company coaches

new employees precisely in line with its require-

ments. Plus, the quality of the programme is of-

fi cially recognised: The fi nal exams are certifi ed

by TÜV Rhineland.

Gett ing pract ical exper ience:

The lateral entrants dur ing

supported acquis i t ion days

The CWS-boco Group employs over 7,500 peo-

ple to date and we are actively committed to

ensuring that they are well looked after. Besides

offering further education measures and various

benefits, we are passionate about health and

safety matters. Depending on their respective

country and organisation, our employees can

take advantage of services offering advice in

finding a successful work-life balance, for

instance, or on issues concerning staying

healthy at work, exercise, nutrition and much

more.

In 2014, CWS Nether-

lands and CWS-boco

BeLux were com-

mended by the

Occupational Health

and Safety Assessment

Series (OHSAS) for their

health and safety management system which

helps to identify and minimise risks in the work-

ing environment. OHSAS is one of the most well-

known and important standards for occupational

health and safety management systems.

Chapter 1 — Customers and Employees

11


2 – Products and SourcingFor us, sustainability begins in our supply

chain rather than in our own company and

we place great importance on sustainable

procurement as well as supplier assessment

and development. When our products reach

the end of their life cycle, upcycling is an im-

portant topic which helps us ensure that our

products have the longest possible life and

that waste is kept to a minimum.

Supplier structure and product procurement

272 suppliers CWS-boco Supply Chain Management GmbH

Textiles and resources (such as zips,

buttons, etc.) CWS and boco

55% purchase of

finished clothing, Western Europe

45% outward

processing, Eastern Europe

Ama-Dress and the Code of Conduct

Ama-Dress has been sewing workwear for boco

since 2012. In 2013, the company was audited

to ensure compliance with the Code of Conduct.

When the results revealed the need for improve-

ment in various areas, a joint action plan was

drawn up. Ama-Dress invested significant time

and energy into the process and just one year

later all the planned measures had been imple-

mented. The follow-up audit in 2014 was passed

with flying colours. The company now has an

electronic timekeeping system and introduced

an emergency plan as well as a person in charge

of ensuring adherence to the code.

Mater ial , buttons and z ips are

professional ly combined to

produce the f in ished i tems.

12



The CWS-boco Code of Conduct

Socially acceptable working conditions and

the conservation of resources are the utmost

priorities in our supply chain and we commit

ourselves to complying with social and en-

vironmental standards throughout the entire

chain. We have integrated a Code of Conduct

for suppliers (CoC) into our procurement con-

tracts and supplier agreements which is based

on international agreements.

The CoC describes the planned objectives

and minimum expectations for our partners,

including standards on several items, e.g.:

Pay and working hours

Health and safety in the workplace

Prohibition of child and forced labour

Environmental standards and safety issues

Certifi ed auditing teams regularly review our

partners’ adherence to the Code. If a need for

action is identifi ed, we work together with

our partners to draw up and implement an

improvement plan. We aim to off er long-term

support and cooperation to our partners and,

as such, we have bundled this responsibili-

ty in our subsidiary CWS-boco Supply Chain

Management GmbH.

Code

Roll-out of Code of Conduct in the textile supply chainImplentat ion of phase 1 of the Code

160 of the textile suppliers

have signed the Code in phase

1 of its roll-out.

This corresponds to approx.

95% of the purchasing

volume.

Responsible sourcing and

supplier Code of Conduct –

target 2020

By 2020, we aim to have established

our Code of Conduct, in several stag-

es, at all our strategically important

suppliers.

By mid-2016, more than 99% of our

strategically important suppliers in

the textile and washroom sectors

as well as 50% of the strategical-

ly important suppliers from Indirect

Spend should have signed the Code

(percentages based on purchase

volumes).

For phase 2 of the roll-out, we aim to expand the

CoC so that it also encompasses those purchasing

segments currently regulated by our procurement

conditions.

13

Chapter 2 — Products and Sourcing


Sustainable means durable

and high-quality

As our products are rented out, we need to

ensure they withstand a long lifecycle, thus

all the materials we process must be of the

highest quality and are put through rigorous

tests before they enter the market. Skin-

friendliness is another vital prerequisite for

our products. All our cotton towel rolls and

the majority of our textiles are certifi ed in

accordance with the Oeko-Tex® Standard

100 for product category 2 – Products which

are in contact with the skin.

Our washroom dispensers are produced in

Switzerland. Here too we comply with the

most stringent quality standards; the dis-

pensers are made from materials which are

particularly robust and designed for long-term

use by large numbers of visitors.

Switzerland is also home to our Upcycling

Centre. Just because our cotton towel dis-

pensers have been taken off a customer’s

wall doesn’t necessarily mean that they have

reached the end of their useful service life.

**

Our high quality standards are certified

Oeko-Tex® Standard 100 for Product Class 2

Products which are in contact with the skin

* Blue Angel: Applies for the national subsidiaries CWS-boco Deutsch-land GmbH, CWS-boco BeLux N.V., CWS Nederland B.V., CWS-boco Suis-se SA, CWS-boco Italia S.p.A., CWS-boco Ireland Ltd.Hygiene certifi cate: Applies for the national subsidiaries CWS-boco Deutschland GmbH, CWS-boco BeLux N.V., CWS Nederland B.V., CWS-boco Suisse SA

CWS-boco Germany takes silver

CWS-boco Germany’s commitment to eco-logical and social sustainability in the supply chain has been rewarded with the silver sta-tus of the EcoVadis CR rating. This places the national subsidiary among the top seven per cent of the more than 70 companies assessed in its industry sector. In the “Environment” sub-section, it even ranks in the top two per cent of companies.

14



Welcome to the Upcycling Centre

Used dispensers from four CWS-boco countries

are taken to our Upcycling Centre in Switzer-

land, with more than 41,000 devices passing

through its doors in 2014. After being tested for

reusability, some are revived for reuse, whilst

others enter our recycling process. This involves

disassembly of the dispensers into their com-

ponent parts, with a part of the plastic being

shredded and reprocessed into new dispensers.

Around 13 tonnes of recycling material was used

for the production of new dispensers in 2014.

Information about recurring problems with de-

vices is passed from the Upcycling Centre to

quality assurance and to the CWS Development

department.

Our dispensers are as

good as new fol lowing

reprocessing

Number of dispensers which could be returned to an as-new condition

69%

Upcycling and material

efficiency – target 2020

By 2020, we want to develop a holistic

upcycling concept for all our products

and packaging.*

*Former KPI "recycling methods" was optimised following our strategic review and re-focus process in 2014. In future, we will focus on upcycling and careful use of raw materials.

15

Chapter 2 — Products and Sourcing


3 – Laundry and TechnologySmart moves and the right adjustments – they

require the right technology and the right peo-

ple. We believe we have found both, meaning

our washing processes are highly efficient as

well as sustainable.

Technology and people

Our approach not only means that resources

are saved it also makes us particularly

flexible and fast, and we are able to wash

the textiles sorted according to customer.

Intelligent tables which allocate items to

the correct wearer cut processing times even

further, resulting in a substantially quicker

turnaround: Only two to four hours pass

between sorting the dirty items and packing

the clean clothing.

Small but perfectly formed – our new laun-

dries in Puurs (Belgium), Łódź (Poland), Čak-

ovec (Croatia) and Wiesbaden (Germany)

employ small, intelligent washing machines

which calculate the correct amount of wa-

ter and detergent based on the weight of the

washing load. If the machine is not at full load

capacity, it automatically reduces the amount

of water and detergent added as well as the

energy required, so that it does not use more

than is absolutely necessary.

16



Of course even the most advanced technolo-

gy is nothing without the right people, so our

staff are always there to pay special attention

to all processes happening at our laundries.

Our “efficiency inspectors” from the business

departments are constantly dropping in at

our locations. Their opinion: Thumbs up in

terms of efficiency and not only for washing,

spinning and drying.

The SmartLine concept

Many small washer extractor machines

process and wash the textiles in line with

the customer’s wishes. Unlike when using

large washing tunnels, we are able to achieve

maximum flexibility, a high level of availability,

better load capacity and production security.

An additional advantage: We can deploy the

machines in different locations – depending on

how much washing needs to be done where.

A special software records the operating data

such as load, running time, temperature and

consumption, enabling us to compare and

optimise all locations working with the same

concept. What’s more, we can wash larger

volumes while simultaneously taking the load

off our employees.

Transparency: The washing

data f rom every machine

can be output v ia a USB

inter face.

Energy efficiency –

target 2020

By 2020, we want to improve our en-

ergy efficiency by 30% per kg washed

(vs. 2012, aggregated for main service

lines towel rolls, mats and workwear).

17

Chapter 3 — Laundry and Technology


Washing – the sustainable way

There are several measures in place to ensure

clean results without costing the earth. For in-

stance, it’s not just our washing machines, but

also our dryers that are intelligent. Measuring

the residual moisture in the clothing, they

stop running when the textiles have reached

the desired degree of dryness. This saves en-

ergy, reduces emissions and is gentle on the

clothes. Instead of mangles and dryers run-

ning on “full steam”, we employ gas-operated

devices which reduce energy consumption, as

there is no need to have them running non-

stop, whilst still offering flexibility due their

quick reaction time.

Litres of water consumed per kg of laundry washed ( l/kg)

5.33

27.51

Towel rolls

Cleanroom

textiles

5.35

30.10

2014 2013

2013

2.66Mats 3.3520132014

13.83Workwear 13.4820132014

7.36Flat linen 7.4420132014

2014

Water efficiency –

target 2020

By 2020, we want to reduce our water

consumption by 10% per kg washed

(vs 2012, aggregated for main service

lines towel rolls, mats and workwear).

18



As water is a precious resource, we are con-

stantly looking for innovations that help us

cut our requirements and lower the pollution-

al index of our wastewater. For instance, we

developed a special solution for pretreating

wastewater. The so-called flotation technique

makes filtering dirt particles from the water

more efficient whilst requiring a lot less en-

ergy than conventional filtration techniques.

In order to make our laundries more sustain-

able, we look at the big picture. To make

practical resource savings without sacrificing

quality, we choose technologies which make

particularly efficient use of water, energy and

detergent. This means being open to alterna-

tive sources of energy, such as pellets to gen-

erate the steam for our machines and experi-

menting with alternative washing techniques.

Tests at our sites in Puurs and Wiesbaden, for

example, have shown that polymer beads can

be effectively employed for cleaning some

textiles such as high-visibility clothing. These

small, rounded plastic particles are added to

the wash and absorb stains and dirt. At this

point in time, we cannot completely cut out

water and detergents, but we have been able

to reduce the amount we need substantially.

Pilot scheme: Washing with polymer beads

Removal of dirt particles

Absorption of dirt particles

Polymer beads

Washing process

Cleaning of polymer beads

Reduced use of water

and detergent

Transfer to polymer beads

19

Chapter 3 — Laundry and Technology


OMD

Drivers with OMD

71%

4 – Logistics and ServiceWe always strive to improve the service we

provide to our customers. Whether we look at

the way we deliver our products or at custom-

ising them according to our clients’ needs –

flexibility and efficiency are of utmost impor-

tance to us. Two examples are the “Optimize

my Day” app for our service drivers and our

Customer Fulfilment Center.

Intelligent technology saves

kilometres and CO2

Optimize my Day – OMD for short – has been

in use since the end of 2012 and has since

been rolled out in six countries*. It renders

the route planning of service vehicles at

CWS-boco intelligent by always calculating

the shortest route and offering the opportu-

nity of evaluating the routes taken in almost

real time. But OMD can do much more than

just route-planning: The application provides

service drivers with all the important route in-

formation such as customer data and delivery

qualities and allows the driver to process cus-

tomer enquiries directly with their superior or

Customer Care.

As a result, OMD not only helps to shorten re-

action times and increase customer satisfac-

tion, it also contributes significantly to cut-

ting down the number of kilometres driven:

In 2014, we saved more than 850,000 kilo-

metres across the Group.

At the time of writing, 71 per cent of drivers

in the OMD countries were equipped with the

application. By the end of 2015, we want this

number to rise to 80 per cent.

Route-optimisation tool

OMD – target 2015

We want to equip over 80% of our

drivers with the OMD tool to further

optimise our service routes and

reduce the number of kilometres

driven.

*Germany, Netherlands, BeLux, Ireland, Italy, Switzerland

20



We don’t just optimise routes using the

“Optimize my Day” app though: Combining

CWS and boco products for delivery also

cuts down on the number of kilometres to be

covered. In so-called “mixed service routes”,

we don’t differentiate between CWS and

boco customers. The products are delivered

together in the same lorry. This allows us to

save kilometres and use fewer vehicles –

particularly outside of the cities.

And we don’t stop there: CWS in the

Netherlands actually went so far as to develop

its own type of vehicle, the so-called “Smart

Box”, a delivery van with a load capacity

of 1,250 kilograms. As this type of vehicle

can only usually only a load of around 700

kilograms, the national subsidiary took a good

look at what a service logistics vehicle really

needed, removed all “superfluous ballast”

and added features which make life and work

easier for the driver and thus more efficient.

With its 31 Smart Boxes, CWS Netherlands

saved around 22,500 litres of diesel in four

years.

CO2 emissions by energy source

7,247 tCompany cars Sales and Administrationowned and leased

333 t Business trips

29,399 t Natural gas for laundries

57,464 ttotal CO

2 emissions

in 2014

12,291 tService fleet vehiclesowned and leased

2,911 t Oil

1,519 t Steam

3,764 t Procured standard energy

21

Chapter 4 — Logistics and Service


Tailor-made clothing – the perfect fit, just in time

Our clothing is as individual as those who

wear it and sometimes garments need a little

VIP treatment. Around 160 employees in the

Customer Fulfilment Centre in Międzyrzecz,

Poland, ensure that everything fits perfect-

ly, that customisation is carried out according

to clients’ needs and that a replacement for

damaged items is available quickly. Clothing is

equipped with company logos or name badges;

details such as different types of pocket, reflec-

tive stripes or buttons are added, alterations

are made upon request. Thanks to our one-stop

concept, spare items can be ready for shipping

within four hours.

And our customers can be sure they receive

the same style and quality over and over again:

As opposed to seasonal wear, our clothing is

available for the long term, ensuring a uniform

appearance.

We customise around 12,000

items every day at the CFC.

For this reason, we have more

than 300,000 customer logos

in stock.

Besides product development, we are

also open to alternative technologies and

concepts. In Solingen and Bochum, Germany,

we are partaking in a research project

focusing on electric mobility. We are putting

the concept of electric mobility to a rigorous

test by employing two electric lorries as

delivery vehicles. As we currently do not see

this technology as fully matured in terms of

development and infrastructure, we are not

yet in a position to deploy it across the board.

Along with the natural gas technology we use

in several vehicles, we are keeping a close eye

on future developments and for the time being

opt for the most efficient diesel technology

available and regular updates of our fleet.

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About this reportScopeThe published data include the nine national sub-sidiaries in the Group with the highest turnover fi gures:

1 --- CWS-boco Deutschland GmbH2 --- CWS-boco Suisse SA3 --- CWS-boco Italia S.p.A.4 --- CWS Nederland B.V.5 --- CWS-boco Sweden AB6 --- CWS-boco Österreich GmbH7 --- CWS-boco Ireland Ltd.8 --- CWS-boco Polska Sp. z o.o.9 --- CWS-boco BeLux N.V.

2014Period under review

Calendar year

86 %of the workforce

95 %of the total

turnover

The data in the report incorporates

More information and downloadwww.cws-boco.com/sustainability

Scan the QR code to go directly to the online portal.

Published byCWS-boco International GmbHFranz-Haniel-Platz 6–8, 47119 Duisburg, Germany

Responsible parties:Dr. Maren Otte, Head of Corporate Communications & ResponsibilityDreieich Plaza 1B, 63303 Dreieich, Germany

Contact:Should you have any questions on our Report or thecontents thereof, please contact Carolin Wiegand, Manager Corporate Responsibility,CWS-boco International GmbH, e-mail: [email protected]

Forward-looking statementsThis Sustainability Report contains forward-looking statements. These statements are made on the basis of assumptions and expectations which, in turn, are based on the information available at the time of the publication of the report. They are therefore associated with risks and are not to be deemed to constitute guarantees of projected developments and results.

Many of these risks and uncertainties are determined by factors which are beyond the control of CWS-boco International and which cannot be reliably assessed at the present time. These risk factors include future market conditions and general economic data, the achievement of anticipated synergies as well as legal and political decisions. CWS-boco International does not assume any obligation to update the forward-look-ing statements contained in this report.

CollaborationDesign and realisation:Strichpunkt GmbH, Stuttgart/Berlin Die Alchemisten AG, Oldenburg

Printed by:Uscha printmediaUnterleider Medien GmbH,Rödermark, Germany

Certifications

climate neutralwird von der Druckerei eingesetzt

CWS-boco — About this report

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CWS-boco International GmbH | Franz-Haniel-Platz 6–8 | 47119 Duisburg

Sorting

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Delivery

Collection

Quality control

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Documents

Sustainability at a Glance – 2015 CWS-boco · CWS-boco_CbI_CR-Report_Kurzversion_2015_A5_EN.indd 5 09.12.15 12:26 Our areas of action Resulting from our materiality analysis and