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Sustainability at DB SchenkerSustainability Report 2020
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Welcome to this year’s sustainability reportMost of us are likely to remember 2020 as the year Covid-19
paralysed the world. No one has been left unaffected by this
virus, which has changed the ways we meet, communicate,
collaborate and live. Here at DB Schenker, we have seen first-
hand just how important transport is to society, not least when
it comes to transporting personal protective equipment and
vaccines.
Our sustainability work has also been affected by Covid-19,
but not only negatively. A great deal of our focus has certainly
been shifted from sustainability issues to dealing with the
pandemic, and there has certainly been a fear to invest with
the future looking so unsure. However, at the same time, it has
become clear that society is capable of making major changes
when needed. We are also seeing how decision-makers in the
EU, the US and Sweden want to use the green transition to
boost both the economy and the climate transition.
Here in Sweden, we have also seen great progress, and we
are looking forward to the outcome of the electrification
commission that was established during the year. We are also
seeing how our customers are constantly raising their level of
ambition, which we find most positive.
Here at DB Schenker, we have implemented several
improvements during the year. Our network now includes more
fossil-free vehicles, and we are seeing examples of a faster
transition on a daily basis.
In this year’s sustainability report, our 25th, you can read
about our efforts and the progress we have made so far.
Hanna Melander,Quality & Environmen-tal Manager
Inger Uhrdin,Head of Cross Divisional Services
Introduction
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Table of contents
Introduction
» A few words from Magnus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Finances
» About DB Schenker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Environment
» Important events in 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6» Sustainability at DB Schenker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7» Stakeholder dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8» Important collaborations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9» Environmental strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10» Our most important journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11» Greenhouse gas emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12» Vehicle development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13–15» Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16» Fuel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17» Transport efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18» Rail and air freight. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19» Quality = Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20» Customers to the fore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21» Supplier collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22–23» Energy consumption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24–25» Recycling & waste. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26–27 Social
» Working at DB Schenker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28» Skills & leadership development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29» Equal treatment and equal opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30» Work environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31» Safety and security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32» Business ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Miscellaneous
» Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34» A few words from the Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35» GRI index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36–40
19 International rail solutions
21 Important customer collaborations 29 We develop our leaders
DB Schenker Sweden compiles a sustainability report every year. This year’s report describes our sustainability work in 2020. The report complies with GRI standard G4, Core level. The Global Reporting Initiative (GRI) is an international standard that aims to enhance the harmonisation, clarity and credibility of sustainability reports.
4 DB Schenker has a new CEO 11 Our most important journey 13 Vehicle improvements
Psst…You can click the home icon in the top-right corner of any page in this report to return to the table of contents.
We care about people as well as the environ-ment. This means that, as colleagues, we support and help each other to create the best possible solutions for you as a customer. This is a corporate culture of which we are extremely proud, and this is what our sustainability logo symbolises.
The conditions for transition improve every year
The past year has been largely defined by the coronavirus pandemic, and, like many other companies in Sweden, it has been an unusual year for us here at DB Schenker. We have faced new challenges, and our employees have done an amaz-ing job of ensuring that our customers receive their deliveries as usual. We have had to think outside the box and find innovative solutions to new challenges and, in spite of the coronavirus pandemic, have had a successful 2020.
Moreover, 2020 marks the beginning of one of the most important decades of our time. By 2030, Sweden is to have reduced its emissions by at least 70 percent compared to 2010, and we are fully focused on our roadmap for achieving this climate goal.
We take a proactive approach to sustainability, and together with our customers, suppliers and other stakeholders, we have made great progress in these efforts this past year. For exam-ple, we significantly reduced our energy consumption during the year. An achievement that won us an accolade from our owners, Deutsche Bahn (DB).
Our most important sustainability issue is the climate tran-sition, and our biggest challenge is to transition our vehicle fleet. Here and now, we want to become fossil-free as soon
as possible. Looking to the longer term, we are working to become completely emission-free. The conditions for tran-sition improve every year. We have more electric vehicles in our network, and the increased availability of biofuels has improved our ability to transition.
We are pleased that our customers show great commitment to climate issues, and the environment and sustainability increasingly play a pivotal role when we compete for new business. We are proud of our efforts and constantly raise the level of our ambition.
In our sustainability report for 2020, you can read about our sustainability work and our genuine commitment to sus-tainability.
We are pleased that our customers show great commitment to climate issues. The environment and sustainability increasingly play a pivotal role when we compete for new business.
Magnus StrandCEO Schenker AB
Sweden/Denmark/Iceland Cluster
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Introduction
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3,156Number of employees
3,160 Number of vehicles
14,302,962Sales (SEK thousands)
447,841Profit (SEK thousands)
36,400,000Number of consignments (parcels and goods)
– For other financial reporting, please refer to the annual reports of the respective companies in the DB Schenker Group.
Our offeringWe offer many different types of logistics services, but our core business is goods transport by road, sea, rail or air. These services are provided through the compa-nies Schenker AB and Schenker Åkeri AB, our own haulage company.
Through our company Schenker Logistics AB, we offer turnkey third-party logistics solutions, which means that we manage the entire chain for our custom-ers. Everything from incoming deliveries, sorting, storage and order picking to delivery to retailers and end customers.
Through our company Schenker Prop-erty Sweden AB, we own and manage a large number of properties and terminals in Sweden.
Our extensive experience in logistics development and supply chain manage-ment makes us ideally suited to helping our customers with their logistical chal-lenges. Through our company Schenker Consulting AB, we offer our customers professional logistics analysis and logis-tics optimisation, among other services.
DB Schenker’s Swedish head office is located in Gothenburg.
About DB SchenkerHere at DB Schenker, we offer logistics solutions that help our customers to develop and improve their business. We have extensive experience in optimising transport and logis-tics services, and we are one of the largest operators in the Swedish market. By offering a high level of quality, we help to strengthen our customers’ competitiveness, both nationally and internationally.
Companies encompassed by this sustainability report:
– Schenker AB Division Land, Division Air, Division Ocean
– Schenker Logistics AB
– Schenker Consulting AB
– Schenker Åkeri AB
– Schenker Property Sweden AB
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2020 has been largely defined by Covid-19, which has had both negative and positive effects on global sustainability efforts.
During the year, we have seen several positive signs, not least with regards to climate change and biodiversity. However, even greater progress is required if we are to achieve the global sustain-ability goals in time. In the IPCC report, the scientific community described the need for “unprecedented and urgent action” to limit the increase to 1.5°C.
Important world eventsTo achieve this goal, important strategic decisions need to be made by world leaders – and urgently so. One positive development in 2020 is that China raised its ambitions. They now say that they are to become climate neutral by 2060 and reduce their emissions by at least 65 percent by 2030.
Another important event in 2020 was the US presidential election, with the two candidates offering very different views on climate change. The winning candidate, Joe Biden, announced early on that, under his leadership, the US would re-join the Paris Agreement and launch “The Biden plan for a clean energy revolu-tion”, a plan that includes investments totalling no less than USD 1.7 trillion.
International collaboration is clearly crucial to our success. Unfortunately, the COP26 climate summit could not be held as planned. However, although the meeting was postponed until November 2021, a great deal of preparatory work is under way to provide the necessary conditions for a successful outcome.
Europe driving developmentThe European Green Deal shows that the EU wants to lead the global climate transition, and the President of the European Commission, Ursula von der Leyen, wants Europe to become the world’s first climate-neutral continent. Understandably, the coronavirus pandemic has also impacted these efforts, but the
commission proposes that the stimulus package to boost economic recovery in the wake of the pandemic should go hand in hand with the green deal. That is, the various stimuli should be implemented so as to contribute to the green transition. Following negotiations on the EU’s long-term budget, in November 2020 the parliament reached a compromise, meaning that at least 30 percent of spending would support the climate goals.
Sweden investing in the futureWe are seeing much positive progress in Sweden as well. The transport sector’s strategic plan for the transition to fossil-free transport, SOFT* (adopted in 2017), provides a framework for how the Swedish transport sector is to make this transition.
In 2020, we saw the effects of several decisions made within SOFT. The reduction obligation ensures a greater biofuel supply, the bonus malus system encourages investment in smaller vehicles with lower environmental impact and the Swedish Transport Administration has now been tasked with the construction of 3,000 km of electric roads. Parallel to this, several studies are also under way to increase the speed of the transition. For example, the Swedish Transport Administration is looking into when we can finally phase out sales of fossil fuel vehicles. The Swedish government has also established an electrification commission to
accelerate efforts to electrify heavy goods vehicles. In addition, opportunities involving hydrogen are being reviewed.
Shipping reducing its emissionsIn January 2020, IMO 2020 came into force. This means that all vessels must reduce the sulphur content of their fuel from 3.5 percent to 0.5 percent. To meet the new requirements, vessels can switch to low-sulphur fuels, such as methanol or LNG (liquefied natural gas).
Transitioning the aviation industryIn its efforts to become fossil-free, the aviation industry is testing several new technologies, including electric, hydrogen and biofuel, but development is not progressing fast enough to reach the 1.5°C goal. Accordingly, under the stewardship of the International Civil Aviation Organization (ICAO), the aviation industry has also cho-sen to address climate change by introducing the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), which involves the aviation sector working collaboratively to measure, reduce and offset its greenhouse gas emissions.
* Involves the following authorities: Energy Agency, Transport Adminis-tration, Transport Analysis, Transport Agency, Environmental Protection Agency and National Board of Housing, Building and Planning.
Positive signs in 2020
Sustainabilityin focusThe UN’s sustainable development goals, or SDGs, support all types of companies and organisations in their sustainability work. Here at DB Schenker, we work with several of these goals and constantly broaden our efforts to help to achieve them. Our primary focus is on goal number 13 – Climate action.
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Gender equality
• We are working with our equal treatment programme
• We conduct leadership development
• We train our staff
Affordable and clean energy
• We only buy hydroelectricpower
• We are continually expand-ing our solar farms
• We are systematicallyreducing our energy needs
Industry, inno-vation and infra-structure
• We are pursuing innovation projects to find new sus-tainable solutions
• We are improving ourinfrastructure to supportsustainable operations
Sustainable cities and communities
• We are developing newtransport solutions forurban environments
• We are testing cargo bikes• We offer transport services
using smaller electricvehicles
Responsible consumption and production
• We are increasing our share of renewable fuels
• We choose products madefrom renewable or recycledmaterials
• We recycle the resourceswe have used
• We are minimising our useof chemical products
Climate action
• We are reducing ourdependence on fossil fuels
• We are transitioning to newzero-emission technologies
• We are increasing aware-ness of and commitment tothe climate transition
Partnerships for the goals
• We collaborate with cus-tomers, suppliers and otherkey partners
• We meet with authoritiesand other decision-makersto discuss the best wayforwards
DB Schenker’s core SDGs
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The dialogue with our stakeholdersSuccessful sustainability work is founded on dialogue and collaboration. An effective dialogue helps to ensure satisfied customers, employees and partners, and that we are achieving the targets set by our owners while contributing to the development of a sustainable society.
CustomersDB Schenker’s customer dialogue is facilitated by customer
meetings, customer events, customer service, newsletters and our website. Through our Strategy Council, every year we meet with a
group of selected customers for more in-depth discussion of how best to satisfy changing market demands. Every
two years, our customers evaluate us in a global customer satisfaction survey. This year’s results
clearly show that we have improved within all assessment criteria (>> page 21).
EmployeesDB Schenker’s employees are an extremely impor-
tant stakeholder group. Motivated and committed employ-ees are the driving force behind our development, and they create the conditions required for us to succeed. Every two years, we conduct a global employee survey. The survey provides valuable feedback on the measures we can take to improve further (>> page 28).
Owners and the DB Schenker Group
DB Schenker is a large interna-tional group operating throughout the world. The dialogue on sustainability issues is held at every level of the company. This is achieved through, for example, global sustainability and environmental steering groups.
Hauliers and suppliersThe largest and most
important category of suppli-ers for DB Schenker in Sweden is, of course, our carriers. Most
hauliers we use are members of BTF (Bilspeditions Trans-portörförening), making it an important channel for commu-nicating with our carriers. Read more about our dialogue with these suppliers on >> pages 22–23.
Society and authoritiesPolicy decisions and instruments are central to
driving sustainability efforts. Decisions concerning, for example, fuel, vehicles, infrastructure, environmental technology, subsidies and taxes have a major impact. In our dealings with representatives from both the authorities and society, we use our knowledge to promote develop-ment (>> pages 7–8).
Stakeholder organisationsThe development of the transport sector is most effective
when business works together with society and academia. This is why we are a party to a broad range of collaborations and forums. Read more about these collaborations on >> page 8.
Our stakeholderdialogue
Customers
Em
ploy
ees
Owners and the DB
Schenker
Society and authorities
Stakeholder organisations
Haulie
rs a
nd s
uppl
iers
– Motivation– Development
– Leadership– Work environ -
ment- Communi -
cation– Corporate
culture
– Communitydevelopment
– Changes inlegislation
– Digitalisation– Globalisation– Increased parcel volumes– Increased demand for
fossil-free transport
Material aspects
Mat
eria
l asp
ects
Material aspects
Material aspects
Mat
eria
l asp
ects
Material aspects
– Progress in oursustainability work
– Sustainablegrowth
– Clarity regarding expectations andrequirements
– Good collaborations
– Customerpreferences
– Quality– Environment
and sustain-ability
– Innovation
– Clarity regardingexpectations andrequirements
– Goodcollaborations
– Shortageof drivers
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Many of us are working intensively to achieve the sustainable development goals. The work to combat climate change is at the top of the agenda, and collaboration is crucial to ensuring its success.
Fruitful collaborations are a necessity if we are to succeed in creating new sustainable transport solutions. Accordingly, here at DB Schenker, we are involved in a range of partnerships in which we collaborate with different stakeholders, including public author-ities, academia, civic society and other commercial enterprises.
Achieving our goals together
DB Schenker’s collaborations
DB Schenker participates in Sweden’s national freight transport council
» Swedish Confederation ofTransport EnterprisesThe Swedish International Freight Association (SIFA) is a trade associa-tion within the Swedish Confederation of Transport Enterprises and the Confederation of Swedish Enterprise. The association works to improve conditions in the industry through consultative bodies, by lobbying deci-sion-makers and by sharing knowledge. Through the association’s environmen-tal committee, the industry collectively promotes environmental work. In 2020, the Swedish Confederation of Transport Enterprises established the Network for Sustainable Transport with the aim of sharing ideas and input in sustainability matters.
» KNEGKNEG (Swedish acronym for cli-mate-neutral freight transport by road)
is an initiative that has long gathered several major enterprises in efforts to show how the climate impact of road freight transport in Sweden can be reduced.
» CLOSERCLOSER is a national neutral collabo-rative arena for research, development and innovation within transport efficiency. DB Schenker is an active partner in CLOSER and has a seat on CLOSER’s Board of Directors.
» Fossil Free SwedenFossil Free Sweden is an initiative founded by the Swedish government ahead of the 2015 Paris Climate Summit that aims to make Sweden one of the world’s first fossil-free welfare states. Fossil Free Sweden is a platform for facilitating dialogues and collabora-tions between companies, municipal-
ities and other types of stakeholders wanting to liberate Sweden from fossil fuels.
» NTMNTM (Network for Transport Meas-ures) is an organisation working to promote and develop the environ-mental efforts of the transport sector and contribute to the qualitative measurement of the transport sector’s environmental impact.
» CLECATA European association for freight, logistics and customs services that aims to strengthen and improve the industry’s representation in Europe.
» NMCNMC is a network of organisations that want to share knowledge, experience
and ideas regarding sustainable trade and industry.
» Sweden’s Chambers ofCommerceDB Schenker is a member of several of Sweden’s domestic and overseas chambers of commerce. One example is the German-Swedish Chamber of Commerce, which works to strengthen cooperation between the two coun-tries’ business sectors.
» CCWGCCWG (Clean Cargo Working Group) is the maritime sector organisation for reduced greenhouse gas emissions.
» Air Cargo SwedenAir Cargo Sweden is a network in the air freight industry working for, among other things, reduced emissions in the logistics chain.
The national freight transport council was founded in 2018. The aim of the council is to promote the development of a national freight transport strategy.
During the year, Linda Borgenstam, CEO of Schenker Consulting, participated as a member of Sweden’s national freight transport council, which is chaired by Sweden’s Minister for Infrastructure, Tomas Eneroth. The council’s work is focused on, among other things, sustainable freight transport as a means for achieving Sweden’s climate goals.
Linda and the other members share their expert opinions in various interim and final reports com-missioned by the government as well as identify and communicate challenges and inspiring role models. Linda brings to the table knowledge and experience from all areas of DB Schenker and returns with new insights and ideas for DB Schen-ker.
In 2020, for example, the council dealt with Transport Analysis’s government commission regarding the streamlining of e-commerce.
We want to speed the transition to a sustainable trans-port system. Fruitful collaborations are the fastest way to do that.
Inger Uhrdin, Head of CDS & Sustainability, DB Schenker
Linda Borgenstam, CEO, Schenker Consulting
During the year, we have tabled the impact of the pan-demic on transport and logistics struc-tures in terms of sustainability, efficiency and reli-ability, in the short and long term alike.
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We will reduce our environmental impact by offering sustainable, effective logistics solutions and by using resources in a responsible manner.
Our environmental strategy
Our work is focused on our three primary environmental aspects:– Energy– Waste– Emissions (of greenhouse gases)Our most important goal is undoubt-edly the reduction of greenhouse gasemissions. The transport industrybears a significant responsibility,and we are working unceasingly tosever the link between growth in thetransport sector and greenhouse gasemissions.
DB Schenker’s global climate goal is to reduce relative carbon dioxide emissions* by at least 50 percent by 2030 (base year 2006).
DB Schenker’s Swedish climate goal is to reduce relative carbon dioxide emissions* from land transport by at least 70 percent by 2030 (base year 2006) and 100 percent by 2045.
Read more about our results on >> page 12.
* Relative carbon dioxide emissions =emissions in relation to the quantities weproduce.
Our strategy is based on three focus areas:
Environmental consultingWe help our customers in their environmental work and provide information on emissions so that they can track the results of their efforts.
Our businessWe are working to reduce our business’ environmental impact. The work takes place with a focus on our important environmental aspects: Emissions, energy and waste.
Supplier controlWe require that our suppliers improve their environmental performance and the results of their environmental work.
Our efforts to reduce greenhouse gas emissions have been under way for several decades, but we need to accelerate them if we are to achieve our goal of reducing our emissions by 70 per-cent by 2030. The results for 2020 show that we have reduced emissions by 57 percent since our base year of 2006*.
To achieve this goal, we work with three tools – Improve & Renew, Collaborate & Influence,and Communicate. This is our strategy for real-ising our goal – climate neutrality.
Our most important journey
DB Schenker’s strategy for achieving climate goalsImprove & Renew
Technological development is accelerating, and we know that new technologies that do not rely on fossil fuels are the future. It is also vital that we continually improve our transport efficiency. This is why we are striving to improve and renew.
This is what we are doing: – We are reducing our climate impact by
investing in vehicles, fuels and technolo-gies that do not rely on fossil fuels.
– We are increasing our transport efficiencyby continuing to optimise our transportlogistics.
– We are pursuing innovation projects tofind the solutions of the future.
Collaborate & Influence
Without collaboration, progress stagnates. This is why we are working with our cus-tomers, hauliers and suppliers, as well as authorities, academia, civic society and other commercial enterprises.
This is what we are doing:– Together with our customers, we are
finding new ways, such as through variousinnovation projects, to reduce our climateimpact.
– We are collaborating with key deci-sion-makers and contributing knowledgeso that new policy instruments areeffective and appropriate. This dialogueenables us to adapt quickly to new rules.
– We are collaborating with our hauliers toswitch fuel and vehicle technologies asquickly as possible to become fossil-free.
– We are collaborating with non-govern-mental organisations (NGOs) to exchangeknowledge and make progress in commonareas.
Communicate
Knowledge and awareness of the climate challenge are necessary for realising our goal of becoming climate neutral. Knowledge leads to commitment and the motivation to do more. Knowledge makes us question conventional wisdom and go the extra mile to achieve more.
This is what we are doing:– We are training our employees and creat-
ing commitment to accelerate our climatework.
– We are talking about our climate workwith our customers, suppliers and part-ners to raise awareness and boost themotivation to do more.
* Compared to Sweden’s base year of 2010, wehave reduced emissions by 55 percent.
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12
Emissions fallingGreenhouse gases, domestic land trans-
port (tonnes)2020
Greenhouse gases, CO2, WTW land transport 115,831
Greenhouse gases, CO2e, WTW land transport 141,314
NOx 522
SOx 97
NMHC 42
PM 15
Transportation (tonne-km), land transport 2,086,778,988
Greenhouse gases, ocean and air freight(tonnes CO2e WTW)
2020
Ocean freight (import + export) 34,006
Air freight (import + export) 60,321
Total (import + export) 94,327
DB Schenker Sweden
Land transport
Base year2006
2020
Goal 2020-50%
-57%
Goal 2030-70%
It is imperative that we reduce green-house gas emissions as quickly as possible. The transport sector accounts for just over a quarter of the world’s greenhouse gas emissions, and so we have a great responsibility to reduce our emissions. Progress is being made, but it needs to be made faster!
Global resultsDB Schenker is a large international company oper-ating across the globe. Our global goal is to reduce greenhouse gas emissions by 50 percent by 2030.
We are witnessing reductions in emissions in all sectors, but at differing rates. Emissions attribut-able to global ocean freight have decreased by 68 percent compared to the base year of 2006. This is largely due to the sulphur directive and the IMO
2020 regulations, but also the fact that vessels have become larger and transport speeds at sea have been reduced. Unfortunately, the reductions seen within air freight are not as dramatic. Here, the reduction is only 16 percent. Land transport, on the other hand, is doing better, with the results showing a 25-percent reduction compared to the base year of 2006.
Sweden’s resultsThe reduction in emissions from land transport in Sweden stands out compared to other countries. In 2020, DB Schenker Sweden achieved a reduction in greenhouse gas emissions from land transport totalling a full 57 percent compared to the base year of 2006. Global collaboration was strengthened in 2020, and the sharing of good examples increased. In addition to improving Sweden’s results, we con-sider it important to share good examples with our many colleagues around the world.
Our business
DB Schenker’s emissions calculations comply with the ISO 14064 and EN 16258 standards. Our calculations also follow the Greenhouse Gas Protocol (GHG) standard developed by the World Resources Insti-tute (WRI) and the World Business Council for Sustainable Development (WBCSD). These standards include rules on how to measure, manage and report greenhouse gas emissions. However, it is important to know that emissions calculations are complex and based on many different variables that can be defined and obtained in different ways. The results are based on
a number of different assumptions, and it is therefore not possible to compare the results from one particular emissions calculation with another. For the year 2020 and onwards, DB Schenker altered the data source to improve the quality of our reports. We are now making more extensive use of data produced using the EcoTransIT methodology. The change in the data source enhances the quality of our emissions reports, but it also means that the results for 2020 cannot be compared with the figures reported for previous years.
Improved data quality in our emissions tool
Greenhouse gas emissions
Lower emissionswith new technology
Engine classes
Vehicle fleetDB Schenker Sweden (number) Schenker Åkeri (number)
637
537 357
2018 2019 2020
8
92
2018 2019 2020
331
397
3,392 3,3713,164
2,439
225
637597 598
2,454
355
439
123
104
497
97
The automotive industry is in the midst of a major upheaval, heavily influenced by European legislation. In the truck segment, the focus is primarily on electric and hydrogen-powered vehicles, but to meet legal requirements, investments are also needed in vehicles powered by biofuels such as liquefied biogas.
A large percentage of transport activities in our network is carried out by subcontractors, which means that devel-opment of the vehicle fleet is mainly achieved through collaboration, by imposing demands on subcontractors, and by our choice of partners. Here in Sweden, thanks to our unique approach and long collaboration with hauliers who are members of BTF, we have created a positive basis for pursuing development together with our hauliers. Read more about our collaboration on >> page 23.
Our own haulage operation, Schenker Åkeri AB, strives to lead development and inspire our partner hauliers to increase the speed of the transition.
Our business
n EEV, EEU
n Euro 3
n Euro 4
n Euro 5
n Euro 6
n Heavy vehicles >12 tonnes
n Heavy vehicles 7.5–12 tonnes
n Heavy vehicles 3.5–7.5 tonnes
n Light vehicles <3.5 tonnes
Dat
a no
t ye
t
3
13
2,364
281
415 91
507
DB Schenker Sweden
Heavy vehicles
2018 2019 2020
39%
42%
9%9%
6%6%
35%
52%
1%
64%
28%
4%3%
Light vehicles
2018 2019 2020
50%
5%
43%
3%
34%
3%
62%
1%
70%
28%
2%
Schenker Åkeri
2018 2019 2020
8%8%
1%
44%
40% 67%
28%
3%2%
73%
27%
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During the year, several of our hauliers invested in trucks powered by liquefied biogas, and we now have six biogas trucks serving our network. These include the companies Godsservice i Karlstad AB and Beves Express AB, currently operating two trucks (Volvo FH) powered by liquefied biogas. Both vehicles cover about 130,000 km a year and consume 0.27–0.30 kg of gas per km. In terms of costs, they are equivalent to a diesel vehicle if you consider not only fuel but also repair, maintenance and inspection costs. On the other hand, these vehicles are more expensive to buy, even with gov-ernment grants from the Klimatklivet (The Climate Leap) initia-tive. The drivers, who are interested in new sustainable technology, are pleased with the vehicles and find them as easy to handle as regular diesel vehicles. The hauliers are satis-fied with the trucks and plan to invest in addi-tional LBG vehicles.
DB Schenker started its journey towards zero emissions many years ago, and the emissions generated by our Swedish land transport have been more than halved over the past decade. But we have not crossed the finishing line yet.
The low-hanging fruit has been harvested, and we are now considering all available options and assessing them in terms of risk, cost and poten-tial. Many industries require the same resources, such as electricity, hydrogen and biofuel, and there are many uncertainties to be managed throughout the transition process.
We plan to make the transition in two stages. Here and now, we need to realise the goal of fossil-free energy as soon as possible, although
the ultimate goal is to become completely emis-sion-free. We can become fossil-free with the aid of biofuels, such as biodiesel (HVO & RME), ethanol and liquefied biogas (LBG), but to reach the goal of zero emissions, we need to transition to electric and hydrogen power.
The maturity of the various fossil-free and zero-emission alternatives differs. The prerequi-sites, such as infrastructure and vehicles, are not as well developed for the zero-emission hydrogen and electricity alternatives, which means that biofuels will play an important role over the coming years.
Biofuels helping us to become fossil-freeBiofuel availability has improved. HVO, RME, ethanol and LBG are available in larger volumes and at more filling stations, which has improved our ability to transition. Conventional diesel
with added biodiesel is becoming increasingly common, and EU tax regulations have proved favourable so far.
You can read more about fuel on page >> 17.
Liquefied biogas – LBGSweden’s strategic plan for transitioning the trans-port sector to fossil-free operation (SOFT) ear-marks large sums of money for green investments and, so far, many of these investments have been centred on biogas. Through initiatives such as Klimatklivet* (The Climate Leap) and Drive LBG*, investments are being made in Swedish biogas production, biogas refuelling infrastructure and support for hauliers wanting to invest in a new biogas vehicle.
* Government grant scheme for climate investments atlocal level, for the purpose of reducing greenhouse gasemissions.
Hauliers investing in LBG vehicles
We are aiming for zero
Our joint customers will have greater ex-pectations for sustain-able transport in the future. This is why it is important that we test new technologies together.
Oscar Oscarsson, CEO,Godsservice i Karlstad AB
Fredrik Gustafsson, Operations Manager, and Oscar Oscars-son, CEO, Godsservice i Karlstad AB.
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Electrified transportTo realise the goal of being com-pletely emission-free, we need to transition to electric and hydro-gen-powered transport. Hydrogen will be an important piece of the puzzle in the future, but not all prerequisites, such as infra-structure, production and vehicle technology, are in place yet. The zero-emission transport solutions currently available are mainly electric.
Transitioning to electricThere are several different electric solutions, including electric delivery vans, electric trucks, electric hybrids, electric bikes and electric roads. Electric vehicles have no direct emissions, and provided the energy being used is from renewable sources, we can say that these vehicles are completely emis-sion-free.
The main challenges of the transition to electric are the charging capacity of the power grid, the impact of battery weight on load capacity and high battery costs. The prerequisites are improving every year, and we can now see a significant increase in the maturity of smaller vehicles such as delivery vans and cargo bikes.
KarlstadIn Karlstad, together with our partner Godsservice i Karlstad, we have been operating a Scania P320 hybrid truck since 2017. Every day, this truck completes between eight and sixteen delivery runs transporting coffee from Löfbergs Rosteri in central Karlstad to Löf-bergs’ warehouse in an industrial area ten kilometres outside the city centre. When the truck is not running on electricity, it is powered by 100% HVO.
FalunIn Falun, daily deliveries are handled by our partner haulier Godsservice i Dalarna. Since 2019, some goods have been transported in a Scania hybrid electric truck. The truck is powered by electricity or HVO, with the driver able to choose between electricity, HVO and a combination of the two. The truck is also ready for geofencing, a technology that can control, for example, how fast a connected vehicle can travel on a particular street, whether it should run on electricity or diesel, and whether it should be allowed to enter a particular area. >> Read more here.
Electric roads for heavy transportDuring the year, the government tasked the Swedish Transport Administration with the construction of 3,000 km of electric roads in Sweden. Electric roads are a really interesting alternative that we consider to have potential for our heavy transport. The Swedish Transport Administration’s project has studied, among other things, which technology should be used and possible business models, and we are looking forward to getting to use the final solution.
Electrification in EuropeElectrification is under way across Europe, and electric vehicles are now found in no fewer than 55 European cities. The largest single investment during the year encom-passed 36 FUSO eCanter delivery vans. In addition to this, we now have more new electric bikes, electric trucks and electric hybrids.
At the beginning of 2020, our Linköping district was visited by the Committee on Transport and Communications, and the members were curious to try the electric bike we use to deliver parcels in central Linköping. We received a great deal of positive feedback, and many people believe this will be part of the solution for city centre distribution. Anders Nilsson, Linköping District Manager, took the opportunity to emphasise the importance of fruitful collaboration with the municipality, as this is especially important if we are to be able to expand and develop our cargo bike solutions.
Transport Committee testing electric bike
Our business
Electric trucksIn our day-to-day operations, we currently use three electric trucks.GothenburgIn Gothenburg, together with our partner haul-ier TGM, we have been operating Volvo Trucks’ fully electric Volvo FL Electric truck since 2019. This truck is equipped with a battery capacity of 150 kWh and has a range of about 80 to 120 kilometres, depending on the weather, the load and refrigeration unit use. The truck is charged
overnight at our partner haulier TGM, as well as at a new charging station at Falutorget, not far from central Gothenburg. We are extremely pleased with the truck. While there have been some initial start-up problems, the use of the electric truck is completely free from emissions. Moreover, the work environment has been improved for drivers, who find the truck very quiet and comfortable. During the year, we were visited by Sweden’s Minister for Financial Mar-kets, Per Bolund, who was keen to ride along.>> Read more here.
Sweden’s Minister for Financial Markets, Per Bolund, was keen to ride along with Henrik Sund-berg in TGM’s electric truck.
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DenCityDenCity is a project in which, among other things, we are working together with our partners to develop and test a fully electric distribution truck for refrigerated food transport. Read more on page >> 15.
Local parcel lockersLocal parcel lockers enable people to safely send and collect parcels using lockers shared by logistics compa-nies and located near homes and workplaces. Local par-cel lockers have already been tested in the first phase of the DenCity project, with residents of a tenant-owners association in Jönköping being able to have their parcels delivered to lockers inside their apartment buildings.
The aim of the continuing project is to find a scalable business model suited to all parties in the chain. It also aims to avoid using multiple technology platforms and business models. As a result, a more holistic approach is now being taken with several logistics companies partic-ipating in the project.
QlocxA project to test the operational delivery procedure for delivering to collection points with digital locks. DB Schenker delivers to delivery containers using a single-use digital key, meaning that the recipient need not be present.
High Capacity TransportThrough High Capacity Transport (HCT), DB Schenker is conducting field tests involving new truck sizes and vehicle combinations. The project is being run in part-nership with Volvo, the Swedish Transport Administra-tion, CLOSER (via Lindholmen Science Park), Wabco and others, and it aims to investigate how we can reduce greenhouse gas emissions and the number of heavy vehicles on the road using combinations of vehicles with a higher capacity than is currently allowed. Field tests are carried out in Schenker Åkeri’s normal operations.
Innovation is important to finding the sustainable transport solutions of the future. Together with our partners within academia, the public sector and the business world, we are pursuing a number of interesting innovation projects under the watchful eye of our consult-ing company, Schenker Consulting AB.
DB Schenker’s innovation projects
On the subject of electrification, during the year, DB Schenker decided to join two new theo-retical research projects. Both projects are funded by Triple-F.
Preliminary study on the logistical consequences of the electrification of road freight transportThe aim of the project is to study, from the perspective of freight forwarders, hauliers and goods owners, the logistical consequences for the transport service production system of different technology choices for the electrification of the Swed-ish freight transport system for long-distance road transport.
Electrified transport in south StockholmThe project is looking into the electrification of the Almnäs/Mörby district and aims to reduce the effects of increasing road traffic. The district has proved popular for establish-ing new businesses and the municipality wants it to be characterised by sustainable development. DB Schenker is currently building a freight and parcel terminal in Almnäs that is expected to be completed in the first quarter of 2022.
New electrification projects
There is a clear link between global warming and the use of fossil fuels. This is why it is crucial that we reduce our use of fossil fuels as quickly as possible. Efforts to replace fossil fuels are under way, and investments in renewable fuels such as biodiesel, biogas, renewable electricity and hydrogen are increasing every year.
In 2020, we used 37 percent biofuel in our entire network. We saw a very positive trend in the fuel sector in 2020. Thanks to the government grants such as those provided through the Klimatklivet (The Climate Leap) and Drive LBG initiatives, major investments were made in infrastructure for new production facilities and infrastructure for liquefied biogas (LBG or Bio-LNG). By the end of the year, six biogas-powered trucks were operating in our network, and the amount of lique-fied biogas increased by more than 600 percent during the year. The reduction obligation (see below) has continued to stimulate the production of domestic biodiesel, such as HVO and RME, and the Swedish Energy Agency is implementing and planning further extensive initiatives to create the necessary conditions for producing renewable electricity to power the electric vehicles of the future.
Fossil fuels beingphased out
To secure the supply of sustainable biodiesel, the Swedish government has introduced two legislative amend-ments: the reduction obligation and a new classification of palm fatty acid distillate (PFAD).
Reduction obligation The reduction obligation means that each year every fuel supplier must reduce the greenhouse gas emissions from petrol and diesel by adding a certain percentage of renewable fuel to their petrol and diesel. The require-ments will be tightened in the run-up to 2030. For 2020, the reduction levels were 4.2 percent for petrol and
21 percent for diesel fuel. These levels will be increased in the run-up to 2030, at which point the requirements will be 28 percent for petrol and 66 percent for diesel.
PFAD classificationThe new classification of PFAD means that PFAD, which is a by-product formed during palm oil production, has been reclassified from a residue to a raw material. This means that the traceability requirements are stricter, which is positive because it makes it more difficult to provide misleading figures for the climate impact of the raw material.
Reduction obligation and sustainable PFAD
Fuel (l) 2018 2019 2020
MK 1 3,726,273 0 0
MK 1 with 5% RME 19,702,531 0 0
MK 1 with 7% RME 8,403,067 36,557,901 18,835,190
RME, 100% biofuel 2,755,486 3,533,572 3,661,691
HVO diesel, 20% biofuel 217,720 0 0
HVO diesel, 25% biofuel 19,554,434 3,582,977 19,374,392
HVO diesel, 35% biofuel 7,298,001 0 0
HVO diesel, 40% biofuel 83,609 8,313,458 18,972,005
HVO diesel, 50% biofuel 6,666,466 20,326,220 7,909,504
HVO 100 16,261,355 6,977,044 4,878,187
ED95 2,507
Petrol, 5% ethanol 3,128 279,161 104,938
Ethanol, E85 10 775,931 542,695
Gas, LNG – liquefied natural gas (kg)
0 11,542 0
Gas, LBG – liquefied biogas (kg) 0 10,876 79,453
Gas, CNG – compressed natural gas (m³)
1,068 955 0
Total 84,673,148 80,369,637 74,360,562
Trendproportion biofuel
2017 2018 2019 2020
36% 37%35%
37%
Our business
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Type of fuel 2020
0.1% LBG
0.7%Ethanol
62%Diesel
24.7%HVO
11.1% RME
1.4% Petrol
Our business
During the year, we have worked intensively to implement our new booking and traffic plan-ning system, iLOG. First out was our Västerås district, after which the rollout continued throughout the year.
iLOG is supplied by a company that has created similar solutions for our partner haul-iers within BTF, as well as for Schenker Åkeri. DB Schenker’s system is designed to handle our booking and traffic planning functions, as well
as to offer traffic planners a good overview and improve the conditions for planning efficient transport runs.
Thanks to the new integrated solution, communication with our partner hauliers has improved, which simplifies load planning and more. Together with the rollout of the new PDA in 2020, this has created completely new conditions for improved communication with both drivers and customers. The system auto-matically highlights customer promises so that we keep them in mind.
This automated administration has also improved our internal efficiency considerably. The system recognises bookings and plans them automatically, based on configurable rules. Our planners only need to deal with any deviations, such as if a customer has made a booking that exceeds certain limits as regards time/weight/size/destination or specified an unknown or incorrect pickup address.
Greater efficiency meansfewer kilometresWhile it is important that we stop using fossil fuels, it is also important that we reduce our energy consumption, such as by increasing trans-port efficiency. We work systematically to enhance transport efficiency in several different ways, including by increasing the fill rate, improving route optimisation and minimising the number of cancelled pickups.
The new system makes it easier to do things right, saving time, money and trans-port runs. We also see the potential to further reduce the number of vehicle movements and distance covered.
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Schenker Åkeri increasing the fill rateThe fill rate has a major impact on transport efficiency. Schenker Åkeri monitors efficiency on a daily basis by tracking the number of consign-ments per delivery truck/van. The fill rate for our trucks improved by 2.8 percent in 2020 compared to 2019. We can see the same trend for our vans, where the fill rate improved by a full 5.5 percent compared to the previous year.
We have achieved these great results by improv-
ing our planning, increasing flexibility, optimising preloading and working with a new type of deliv-ery van. As an example, more efficient preloading enables our drivers to spend more time on the road. Together with improved planning and deliv-ery vans that are better adapted to distribution, we can complete the same number of transport assignments with fewer delivery vans.
Greater transport efficiency and qualitywith new booking and traffic planning system
Gustav von Sydow, Process Owner Traffic Planning
Rail freight generates significantly lower emis-sions than road freight using diesel trucks. We offer rail freight solutions across Europe and between China and Europe. Goods are transported by either conventional freight car or intermodal means (container and trailer by train).
Within our domestic network, goods are shipped by rail on several different routes in Swe-den. Moreover, a large share of our rail solutions are managed by DB Schenker’s Full Load Solutions business area, which establishes and refines international rail solutions.
Multimodal logistics solutionsOur Full Load Solutions business area ships some 1,385,000 tonnes of goods (approximately 30,000 consignments) by rail each year. The majority of these consignments are shipped internationally, and our busiest routes are between Sweden and Germany and Italy, Hungary and China, respec-tively.
A typical customer is a medium-sized or large company in the manufacturing industry, although we do have smaller customers. During 2020, we worked with several prestigious rail solutions. For example, our customer AC Floby has switched its goods transport from road to rail and now trans-ports some 96,000 tonnes of goods around Europe by rail. This is enough to fill some 1,700
rail cars a year, equivalent to about 3,800 road trailers.
There are many advantages to transporting goods by rail. Naturally, the reduced carbon foot-print is important, but there are even economic advantages in many cases. Another advantage is that you can transport large volumes that can be loaded at any time of the day without a driver having to wait. The biggest challenge of rail freight is the relatively long lead times, which require careful flow planning.
Rail deliveries between China and Europe Increasingly more people are discovering the advantages of transporting goods to and from China by rail and are choosing our DB SCHENKER-
eurasia service. DB Schenker can cater to small and one-off deliveries as well as large and regular transport volumes to and from China. In 2008, only one train travelled from China to Europe. By 2020, this figure had climbed to some 8,500 trains.>> Read more here.>> Read more here.>> Read more here.
Transport solutions with lower emissions
Finally, fossil-free air freightThe transition to fossil-free fuel is progress-ing at different rates in different transport sectors. The climate transition is particularly complex within aviation, so we were particu-larly pleased when DB Schenker, together with Lufthansa Cargo, was able to start offering climate-neutral air freight between Frankfurt and Shanghai in 2020.
The aircraft, a Boeing 777F, is powered by sustainable aviation fuel, or SAF for short, which is fuel produced from renewable raw materials such as biomass and vegetable oils. This fuel, which is completely fossil-free, generates about 80 percent lower greenhouse gas emissions. We also carbon offset the remaining 20 percent generated during the
production, processing and transport of SAF.DB Schenker has also joined the Clean
Skies for Tomorrow Coalition, in which we work together with the industry to enable and accelerate the transition to sustainable aviation fuels. >> Read more here.
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Rail is good for our environment, and so it is also good for the future.
Jerry Lindestam,Head of Full Load Solutions
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Quality = Sustainability
Continual improvementDB Schenker is certified in accordance with ISO 9001 and ISO 14001, which means that we work methodically to improve quality and reduce our environmental impact. In 2020, we were subject to 84 audits. This is about 35 percent fewer than in a normal year due to the global pandemic, but we have still received productive feedback to help us in our improvement work.
Systematic quality management delivering resultsWe work systematically to improve quality in all our business areas – Ocean Freight, Air Freight, Contract Logistics and Land Transport. This work is conducted by our employees within Operational Excellence (OE), who work systematically to advance our improvement work.
Land Transport The quality work conducted within our land transport organisation is extensive. Despite the challenging conditions dictated by the pandemic, a strong focus on quality and great teamwork have enabled us to improve quality at all levels of the company.
Our OE organisation within Land Transport comprises 31 quality experts working systemati-cally to improve quality. Efforts are governed by the central OE department, which supports and follows up these efforts by means of a large num-ber of audits and follow-up meetings. Each week,
a detailed analysis is distributed, and this forms the basis of all local improvement work.
A straightforward checklist has been developed specifying what all OE units are to do daily, weekly and monthly. This bulleted checklist refer-ences procedures and/or instructions describing the work to be done under each bullet point in greater detail. These bullet points can cover anything from how goods are placed through procedural compliance to door access control.
I am very proud that we have managed to further improve the quality of our domes-tic and international transport alike.
Patrik Olsson,Head of Operational Excellence Land Transport
Jönköping best in EuropeOur systematic quality man-agement is conducted similarly across Europe, and the results from all 400 European districts are collected and compared. Each quarter, the district reporting the best results is recognised. During the year, Jönköping district was recognised for its excellent results, which were the best in Europe.
Quality is about performing a task as well as possible and doing things right from the start. In maintaining high quality, we also maximise our transport efficiency, which by extension benefits our sustainability work. For example, quality communication with a customer concerning a delivery assignment reduces the risk of unnecessary mileage.
Completed audits 2020
Internal audits 46
of which dangerous goods 2
of which medicines 10
External audits 18
Supervisory authority audits 14
From left: Julia Pantzar, Opera-tional Excellence Jönköping, Jan van Ierland, driver, Ann-Sofie Sandberg, District Manager, Cyrille Bonjean, Head of Land Trans-port Region Europe, and Magnus Strand, CEO of Schenker AB.
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Pioneers leading the wayWe have several good examples where together with the customer we have developed alternative solutions, such as biogas transport with Toyota Material Handling in Mjölby, cargo bikes with Ahlsell in Linköping and electric transport for Coop and Tamro in Gothenburg.
One collaboration that stood out in 2020 is our partnership with OneMed. OneMed has the ambition to greatly reduce its climate impact and wants to exhaust every possibility. Together with OneMed, we have completed a thorough analysis to identify areas with the potential for improvement.
For example, we have …… evaluated the environmental performance of
different shipping companies to include this aspect when deciding how goods are shipped.
… switched to 100 percent HVO for pre- and on carriage to and from the warehouse in Tagene outside Gothenburg.
… in collaboration with hauliers evaluated how we can increase the share of biofuel.
… carbon offset selected relationships.
Read more about this collaboration in >> Logis-tikmagasinet.
Customers to the fore
We are working extremely hard to transition as quickly as possible but, unfortunately, greenhouse gases will continue to be released throughout the transition period. As a conse-quence, to our support climate work, we have chosen to include carbon offsetting as a complement to our transition work.
Further to this, we refined our efforts within carbon offsetting in 2020. We pay to carbon offset all our domestic parcels, and we have also made it easier for our customers to carbon offset other transport services.
The concept behind carbon offsetting is that the party causing
the emissions pays for a reduction in emissions of the corresponding amount elsewhere. The concept stems from the UN’s Kyoto Protocol signed in December 1997.
If carbon offsetting is to work, it must lead to real reductions. To counter bogus initiatives, in 2016 the UN introduced the Clean Devel-opment Mechanism (CDM), which means that such projects are subject to special requirements regarding traceability, transparency, auditing and following up. DB Schenker has a global partner, Atmosfair, to help us to invest in CDM-certified projects. Our top priority is to invest in fos-sil-free energy production projects
where we can see the removal of current fossil energy sources. In 2020, we invested in two Gold Stand-ard CDM-certified projects. One of these projects is in Tonk, India, and enables renewable electricity produc-tion from mustard crop residues, and the other is in Nepal and enables the production of biogas. Both projects eliminate the need for fossil energy sources.
Our total carbon offsetting for 2020 was 31,179 tonnes of CO₂.>> Read more here>> Read more here>> Read more here
Many of our customers want help analysing the greenhouse gas emis-sions of their transport activities.
This is why we offer two tools that our customers can use to analyse their carbon footprint: » EcoTransIT, which is used to assess emissions from future transports and to evalu-ate different means of transport, and » eSchenker Emission Reports, which present the approximate carbon footprint of our completed transport runs.
Read more about DB Schenker’s emissions calculations, our calculation principles and the challenges of these calculations here >> page 12.
As a complement to DB Schenk-
er’s standard report, we also offer, via DB Schenker Consulting, an advanced emissions report with higher data quality.
DB Schenker Consulting’s report is more detailed and more customer-specific than the standard report that DB Schenker offers via eSchenker. The level of detail in DB Schenker Consulting’s Emissions Report is decided in consultation with the customer.
The emissions report also includes an action plan with concrete meas-ures that can help to reduce climate impact, such as greater consolidation or alternative means of transport.
In 2019, we evaluated our logistics partners and continued with those
we believe in and know to want to pursue this important
work together with us.
Peter Nilsson, Vice President Supply Chain, OneMed
For us, it is importantnot only to measure, but also to take action andestablish a plan for reducingemissions.
Celia Nuldén, Consultant,DB Schenker Consulting
Customer collaborations are an incredibly important part of the climate transition. Collaboration and dialogue on the climate impact of different means of transport result in educated decisions with the opportunity to reduce environmental impact. Together with our customers, we are striv-ing to test and develop the sustainable logistics solutions of the future while strengthening our customers’ competitiveness.
Carbon offsetting
Measuring emissions
Evaluating our suppliers
Basic requirements for all our suppliersDB Schenker is a member of the UN Global Compact, the » ten principles of which are based on the Universal Declaration of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the United Nations Convention against Corruption.
The ten principles form the basis for » DB Schenker’s Code of Conduct, which is binding and must be fol-lowed by all our partners.
International carriersOur international carriers, primarily those in the maritime and aviation sectors, operate in the global market and are therefore evaluated by our central purchasing department at our global head office in Essen, Germany. Each year, our existing and prospective suppliers take part in a comprehensive assessment, on the basis of which we choose a number
of key suppliers, or preferred carri-ers. Collaboration is ongoing with our selected suppliers to enable us to collectively improve performance and contribute to achieving our environmental goals >> page 12.
All preferred carriers must comply with the following basic requirements: – Sign the DB Schenker Code of
Conduct – Commitment and willingness to
create strategic long-term relation-ships
– Well-established points of contact for employees at all levels of the organisations
– Low risk of capacity problems – Guaranteed space capacity – Successful environmental work – Good communication, quick deci-
sion-making and short decision paths
– Global coverage to meet all of our customers’ needs
Collaborations and partnerships with our suppliers are very important aspects of our sustainability work. We attach great importance to choosing the right partners, and we regularly evaluate our suppliers. Most impor-tant to us is that we work with committed partners who share our goals. Fruitful collaborations are central to achieving our goals.
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Supplier evaluation of new hauliersBefore any haulier is allowed to drive for us, a thorough check is conducted to ensure that all important documentation is in order (AEO security declaration, insurance coverage, corpo-rate tax certificate, certificate of registration, operating permit and confirmation of liability). In addition to this, we also check against the UN sanctions list.
Regular supplier evaluations We maintain a very close dialogue with our partner hauliers, and numerous different meet-ings are held to discuss operational, tactical and strategic issues. Each year, we also regularly conduct the following checks:
– Check of corporate tax certificate– Check of operating permit– Central supplier assessmentThe assessment is based on the hauliers’ responses to two questionnaires sent out at the start of the year.
– Speed measurementsSpeed measurements are conducted annually. The results are documented and communicated to the concerned hauliers, and action plans are requested and followed up. Read more on page >> 32.
– Local follow-up meetingsLocal meetings are held for the district, at which our staff, together with the hauliers, discuss quality, the environment, the work environment and more.
– AuditsSupplier audits are conducted according to a five-year plan. Audits check compliance with the transport contractor agreement, as well as a number of points in a specific checklist. Discus-sions are held with the haulier regarding status and scope for improvement.
We work in close concert with our partner hauliers. We currently work with approximately 130 carriers in our domestic operations and approximately 50 carriers in our international operations. The collaboration with our hauliers is in the form of a partnership, and within domestic operations this has been the case for more than 60 years. We have a highly robust and dependable network of which we are proud.
Together with our hauliers
Important information for transport buyersOn 1 July 2018, a new law came into force in Sweden introducing greater responsi-bility for all companies buying road transport services. This means that the buyer must check that the operator holds an approved operating permit. To ensure that all our hauliers fulfil this requirement, we check the road traffic register each month.
It is important that everyone plans to transition in line with the govern-ment’s established goals. Long-term collaborations and partnerships are essential if we are to succeed together. Anna Hagberg,
Head of Network & Linehaul Management
Our business
Energy consumption decreasing
DB Schenker’s global goal was to reduce energy consumption per square metre by 18 percent by the end of 2020. In Sweden, we reached this target a long time ago, and this year we can present a reduction in energy consumption of a full 34 percent compared to our base year of 2013.
New solar panels in SkaraIn 2020, we fitted a new solar power installation in Skara. This new instal-lation produces some 248,000 kWh a year, corresponding to approximately 40 percent of the facility’s consumption. This is sufficient energy for all lighting and forklift charging in Skara. The forklifts are charged during the day, and since electricity consumption at a
freight terminal is highest at night when the solar panels are not providing any energy, there is a slight imbalance. Any excess energy that cannot be stored is sold to be used elsewhere.
All in all, our solar farms produce 202,485 kWh of electricity.
During the year, our parent company Deutsche Bahn (DB) recognised the energy-saving initiatives implemented in Sweden. 24 of our buildings in Sweden received the “This is green” accolade for a range of energy-saving measures. DB’s environmental programme highlights various environmental initiatives around the world. Today, there are a total of 159 initiatives within the group encompass-ing, for instance, electric bikes, electric trucks and charging infrastructure.
In 2020, our energy consumption decreased significantly. The ongoing pandemic has affected the outcome to some extent, but our systematic efforts to reduce electricity and heat con-sumption are proving increasingly more effective. Moreover, the electricity production from our solar power installations is gradually increasing.
Energy consumption
Base year2013
2020
-34%
-18% Global goal 2020
-25% Swedish goal 2020
2018 2019 2020
22,550 22,103 22,190
171,057
156,470
23,825
� Umeå terminal
� Jönköping terminal
� Skara terminal
Solar power genera-tion (kWh)
24
Energy issues in focus 2020
Energy use by source (MWh)
2018 2019 2020
Fossil-free electricity (solar and hydro electric power)
32,295 29,849 27,698
Electric boiler, heat pump 1,133 1,018 1,093
District heating 13,178 12,296 11,182
Biogas 360 267 295
Within energy, our primary focus is on two issues. First and foremost, we want the energy we use to come from renewable sources, that is, solar, wind or hydropower. In addition to this, we need to reduce our energy depend-ence as quickly as possible.
Energy use by source
Heating
2%Biogas
89%District heating
9% Electric boiler,heat pump
Electricity
100%Solar and hydroelectric power
100 percent of the electricity we use comes from renewable sources – both our own solar farms and hydro-power producers. When it comes to heating, the energy we use comes mainly from district heating.
Under the stewardship of our property management company, Schenker Property Sweden AB, we are systematically reducing our energy consumption. Each year, we identify new areas and implement various energy-saving projects.
In 2020, we made a number of improvements, in particular to our properties in Visby, Växjö and Gävle, with Schenker Property working together with local representatives to complete larger improvement projects.
Improvements are regularly made in the following areas:– Increased control of heating and
ventilation– Temperature-controlled air heaters– Weatherproofing of entrances– Electronic monitoring of terminal
doors– Motion detectors– Roof insulation– LED lighting
DB Schenker’s Energy GroupA couple of times a year, DB Schenker’s energy group meets to discuss different energy-saving opportunities. The group comprises representatives from DB Schenker and energy-saving experts from our partner Systeminstallation i Varberg.
Our business
The new lighting helps to keep us more alert. It is also very notice-able that we are saving energy as the lighting is controlled by sensors. The lights are only on where there are people.
Sara Hellgren, Site Manager Visby
Energy consumption (MWh)
2018 2019 2020
� Electricity
� Heating
32,295
14,671 13,581
29,84927, 698
12,570
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Find out more about our efforts to reduce energy consumption in this >>video produced by our partner Systeminstallation.
>>
Smart waste recyclingThe circular economy is about our need as a species to improve at con-serving the planet’s resources so as to leave something for future genera-tions.
We need to use the available resources smartly without waste. The circular economy is about taking the right approach, that is, to recycle and reuse materials that we no longer need and to reduce our use of products made from finite resources, such as plastics.
Great to see our efforts deliver resultsIn 2020, once again we increased the proportion of waste we recycle, achieving a recycling rate of a full 78 percent. It is great to see the efforts we make deliver such amazing results. We have raised aware-ness of why it is important to recycle waste, and we have enlisted the help of our partners within waste management to optimise our methods. During the year, we also implemented special local initiatives in select locations.
Waste hierarchyIn 2020, we worked our way further up the waste hierarchy. Commit-ment to waste recycling has increased significantly in our operations, and we are seeing pleasing results. We are also convinced that increased awareness of why it is important to recycle waste is key to our contin-ued success in this area as well.
Our business
26LandfillEnergy recovery
Material recyclingReuse
Waste minimisation
27
78% waste recycled
2020
Our business
Waste generatedin Sweden (tonnes)
2018 2019 2020
Wood 2,796 2,502 2,530
Corrugated cardboard 2,222 2,089 2,458
Fine paper 68 65 61
Plastic 149 139 141
Metal 175 130 165
Combustible 1,448 1,221 1,344
Landfill 60 10 14
Not recycled, other 183 157 121
Hazardous waste 120 125 92
Our goal is to recycle as much as possible. In 2020, we recycled a full 78 percent of our waste. This includes material recycling and energy recovery from our wood waste. We are also seeing a clear drop in the amount of hazardous waste.
Material recycling includes waste frac-tions such as corrugated cardboard, plastic, glass and metal, which are processed and recycled to make new products. Energy recovery from wood means that wood waste is converted into woodchips, which are then used as biofuel, among other things. Energy recovery from combustible waste means that the waste is incinerated in special combustion plants where the energy is converted into district heating.
2018 2019 2020
78%
Swedish goal 80%
Proportion of waste recycled
Global goal 66%
74%77% 78%
Type of waste recycled
41%Material recycling wood
37%Energy recoverywood
19%Energy recoverycombustible
3%Not recycled
We are recycling more waste
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Personnel composition – overall Personnel composition – role
n Men n Women
Board of Directors White collarCorporatemanagement
Blue collar
70% men
30% women53%
bluecollar
47% white collar
88%
12%
40% 60%
90%
10%
49%51%
Working at DB SchenkerDB Schenker is a world-leading global transport and logistics company that helps customers around the world to transport and handle their goods. We operate in 130 countries worldwide and currently have about 3,430 employees in Sweden. A com-pany is its employees, and we want our employees to enjoy their work, feel safe and secure, and have the opportunity to take on exciting challenges.
Core valuesTo gauge how well we are succeeding in our ambition for our employees to thrive and grow, we conduct reg-ular employee surveys. We conducted the latest global employee survey in the autumn of 2020, and this time the focus was on commitment and collaboration. These are important aspects of our global core values, in which we talk about being a single team with a single goal as well as winning together – “Be One Team with One Goal” and “Win Together”.
Be One Team with One Goal:We know that we perform best as a team. We chal-
lenge each other and ourselves to do better and aim higher every day.
Win Together:We succeed by collaborating with partners and
customers. We work as a team to create global solu-tions without borders and to maximise their value to everyone.
DB Schenker’s core values:– Walk the Talk– Be One Team with One Goal– Push Limits– Win Together– Take Customers Further– Play Fair, Be Honest
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Skills and leadership developmentIn 2020, we conducted 1,656 days of training and trained a total of 736 participants internally at DB Schenker – 63 percent men and 37 percent women. A large part of our internal course offering is provided by our head of training, Ulf Henriksson, although we also have courses where the instructors are managers or specialists from across the business.
Digital learningSkills development is always high on our agenda. However, this year’s pandemic meant that many of our internal courses had to be quickly converted from physical to digital. Despite the challenges, there was no stopping us. On the contrary, the target number of training days for 2020 was achieved and operations were able to benefit from the planned training courses, held mainly online using a digital platform.
During the spring, we held a few courses in person, although digital learning certainly domi-nated. Among other things, we had online courses on our new PDAs as well as in work environment and employment legislation. It is important for us to get creative and to find new ways to share knowledge.
In 2020, the Stockholm branch invested heavily in team and leadership devel-opment for its managers. At a large workplace with many employees and a wide range of roles, it is important that employees gain an understanding of their colleagues’ day-to-day tasks.
Over the space of five days, the course focused on the areas of self, team and company. The aim was to bring together leadership at all levels, from district management to new team leaders. The goal is to ensure sustaina-ble leadership. The course came about when management found that efforts are often expended on the wrong things. By improving the collaboration between work groups, the district wants to create a winning team.
A strategic focus on all leadership roles has been important. It is important to maintain a consensus on leadership as well as for all company leaders to know what the company, both locally and centrally, expects from them and what their responsibilities entail.
Strategic human resource planning has also been an important part of this training initiative. Knowing what col-leagues work with is important; not only to be able to help out when needed, but also to develop in one’s own role as a leader. Knowledge also creates oppor-tunities for individuals to progress to other roles within the company, and an awareness of colleagues’ working days can open one’s eyes to possible future roles.
Here in Sweden, each year sees the return of our SMEDS programme (Swedish acronym for summer jobs, mentoring and thesis projects at DB Schen-ker), of which we are very proud. There were fears that the pandemic would put the programme on hold in 2020, but we still managed to offer a place on our student programme during the year. In this latest SMEDS programme, Linnéa Widroth was offered the opportunity to attend the programme with Anna Hagberg, Head of Network & Linehaul Management, as her mentor.
Following this past summer, autumn and winter, both say that the programme worked well despite the circumstances. There was time to get to know each other during the summer placement, when sites could be visited and meetings held in person, making it easier during the autumn when tougher restrictions were in place and contact was main-tained digitally to a greater extent. Linnéa wrote her master’s thesis during the autumn, and the SMEDS programme resulted in the offer of a job as a specialist within Network & Linehaul Manage-ment.
SMEDS
Team and leadershipdevelopment
Skills development and knowledge sharing are at the heart of all business development. Well-functioning training activities strengthen our leadership and improve conditions for our employees and company alike.
30
Equal treatmentand equalopportunities
We want to further improve equal treatment All forms of discrimination and victimisation are prohib-ited. We take discrimination very seriously and believe that it is the responsibility of managers and employees alike to ensure that no one is victimised. In the autumn of 2019, our equal treatment steering group presented our new equal treatment plan, and in 2020 operations established new goals for local equal treatment efforts.
As with systematic work environment management, local operations are to assess risks as well as analyse, act on and follow up activities within equal treatment. The equal treatment plan presents the established focus areas to operations and proposes different activities linked to each focus area. It is then down to each department to identify its challenges and risks and to draw up a development plan.
The organisation works actively with a number of activities and areas within equal treatment. Examples include reviewing local guidelines for how meetings are to be scheduled so as to enable children to be dropped off and picked up, as well as ensuring that contact is maintained with and relevant information conveyed to employees on parental leave. Reviewing discussion topics and examining any discriminatory aspects during safety tours are other examples.
Equal treatment and equal opportuni-ties are important when developing our business. We want it to feel natural for our staff to work with these issues, which should be an integral part of our day-to-day operations.
New employee benefits portal in placeTo ensure that all employ-ees receive the same infor-mation about benefits, in 2020 we introduced a new employee benefits portal. This provides all employ-ees with the opportunity to enjoy the same benefits and offers.
31
Work environment affected by Covid-19Looking back at 2020, it is difficult not to mention the impact of Covid-19 on the work environment. Working from home has become the new norm for office staff, and procedures have been adapted accordingly for drivers and staff working at our terminals and warehouses.
One major change for us and many other organisations has been the nature of customer contact. Among other things, our hauliers have had to act quickly to ensure that deliveries of goods and parcels would not be hampered, and new procedures had to be quickly communicated to employees to comply with the guidelines issued by the Public Health Agency of Sweden. Our employees who work out of offices had to quickly learn how to use digital services such as Teams. Digital customer meetings and internal meetings became the new norm, and office environments were replaced with our own kitchens or living rooms.
These unique circumstances have made it particularly important to check how employ-ees are doing both physically and mentally. To provide operational support in work environment issues, managers throughout the organisation were encouraged to immediately make themselves easily available via our digi-
tal tools. We have also encouraged managers to remind employees to take more regular breaks due to the ergonomic risks of work-ing from home, as well as to activate their cameras during digital catch-up meetings and coffee breaks on Teams. These are just a few examples of the occupational health and safety challenges of 2020.
Our field operations have also faced new challenges in the work environment due to Covid-19, such as increased e-commerce leading to a greater risk of musculoskeletal disorders. The risk of the spread of infection and the worry of getting infected were also more tangible as interpersonal contact is routine for employees in our operations. It is important for us to respond to this worry with respect, as different people experience anxiety in very different ways. Since we provide an essential service, it was extremely important that we acted quickly and created procedures that enabled safe deliveries to DB Schenker’s customers.
Participation and responsibility on the part of both employer and employee in work environment management has probably never been as apparent as in 2020. A year in which new knowledge in the field of occupational health and safety was accumulated and new working methods were introduced.
Work environment andincident management
Sick leave affected by the pandemicSick leave was clearly affected by the pandemic in 2020. During March and April, we can clearly see how the spread of infection gained momentum within our organisation, and we can see that sick leave was higher among both white- and blue-collar staff. The highest peaks among blue-collar staff were seen during spring and autumn, when a large share of sick leave was down to cold symptoms. We have closely monitored developments and recorded every case of Covid-19. Despite the challenges, it was business as usual in production. Among white-collar staff, we mainly saw a peak in March when the virus was new to us.
Incidents and accidents Incident and accident reporting increased in 2020. The increase was mainly attributable to incidents, which we consider a positive devel-opment as it indicates that incidents are being noticed and recorded so that we can learn from them and eliminate risks in the work envi-ronment. The number of reported incidents mainly rose within our contract logistics activities, where incident reporting is an established procedure that all employees take very seriously.
DB Schenker pursues effective systematic work environment management encompassing our entire operation. Our workplaces are to foster high attendance rates and motivated employees, and we strive to ensure that all employees help to ensure a good work environment at our workplaces.
Sick leaven White collar n Blue collar
2018 2019 2020
3.8% 3.2% 3.6%
7.3% 7.0%8.3%
Reported incidentsand accidents
n Incidents n Accidents
2018 2019 2020
203 279 275
653
865 921
32
Safety and securitySafety and security issues are central to our day-to-day operations. We work with safety and security in several different areas, such as road traffic safety, safety within our operations and the security surrounding our customers’ goods.
Systematic safety and security workDB Schenker takes a systematic approach to safety and security work in order to fulfil requirements as well as to ensure cost efficiency and long-term quality in our business rela-tions. We have an internal safety and security organisation working across all our companies that acts quickly when an incident occurs. We have a central safety and security department supporting the entire organisation and ensuring that requirements and needs are well met. This department also works systematically to improve safety and security. In 2020, for exam-ple, improvements were made to the safety of our drivers.
Secure handling of customer goodsDB Schenker Sweden holds AEO authorisation, which concerns security in the handling of our customers’ goods. AEO authorisation includes customs simplifications (AEOC) and security and protection (AEOS). The requirement for security
and protection (AEOS) is that everyone entering our areas where goods are handled is checked.
Road traffic safetyRoad traffic safety issues are a focus area of ours and our partner hauliers. We are most keen for both the drivers who work for us and the general public to feel safe in traffic. Accordingly, together with our partner hauliers, we employ a systematic approach to prevent and minimise the number of road accidents.
Speed measurementsThe best way to avoid accidents is to obey the speed limit. In order to check how well our drivers are sticking to speed limits, we perform special speed measurements twice a year.
Each spring and autumn, we engage NTF (Säker Trafik i Jönköping) to perform speed measurements. The results are presented to our partner hauliers and we discuss how we can work together to prevent speeding in the future.
When accidents happenTo respond rapidly when accidents do happen, we have a system, Infolarm, that effectively ensures the concerned parties receive the necessary information about the incident. This system enables us to act quickly around the clock. In 2020, eleven road traffic accidents were reported. All incidents are analysed and followed up.
Alcolocks in our vehiclesMore alcolocks (or key safes) are gradually being installed in our trucks. Today, approx-imately 51 percent of our vehicles have alcolock equipment installed. Our own haul-age operation, Schenker Åkeri AB, installs alcolocks in all newly purchased vehicles, with 100 percent coverage attained several years ago.
Alfred Bülow, Quality & Environment Specialist
Our attitude in traffic is central to avoiding accidents. Accord-ingly, we perform speed meas-urements to ensure that speed limits are observed.
2018 2019 2020
Proportion of vehicles with alcolock
n Total vehicle fleet
n Schenker Åkeri
47%
100% 100% 100%
48% 51%
33
That everyone at DB Schenker conducts themselves with integrity in all our dealings with customers, competitors, public authorities, employees and others we encounter in a professional capacity is extremely important. We have a clear set of rules to guide us, and our employees regularly attend training courses to ensure that we are familiar with all that applies.
Business ethics are important
Code of conduct The Code of Conduct contains binding principles and the expectations we have of our daily conduct to maintain an ethical approach in the company. The principles are binding on all employees worldwide. Managers have a particular responsibility to act as role models and to ensure the com-munication and implementation of these guidelines.
Gifts policy Benefits such as gifts and invitations are gestures of politeness. They must never be given with the aim of influencing business decisions.
Guidelines in the event of conflict of interest Employees are required to make work-re-lated decisions based on the company’s interest rather than self-interest.
Prevention of corruption DB Schenker has a policy of adhering to the highest possible level of professional stand-ards, such as honesty and integrity, when carrying out its business.
Protection of assets The purpose of this guideline is to provide advice on the handling of DB Schenker’s and the DB Group’s assets and business and trade secrets.
Dealings with competitors Dealings with competitors are complex, and there is therefore a special, more compre-hensive guide for this that advises employ-ees of what is and is not permitted within areas such as pricing, market allocation and customer protectionism, the exchange of information, contact with competitors, and other restrictions.
We encourage and support whistle-blowersIf any of our employees discovers something that is not right, we want to make it easy for them to report their concerns. With BKMS, DB Schenker’s whistleblowing system, we want to create the right conditions to make it easy to report serious crimes committed by anyone at DB Schenker.
Business ethics for us:
34
Our organisation and ownership structure
DB Schenker Sweden/Denmark/Iceland Cluster consists of the DB Schenker Group’s companies in Sweden, Denmark and Iceland. The CEO is Magnus Strand.
DB Schenker in Sweden, which has its head office in Gothenburg, is the designation for the follow-ing DB Schenker companies in Sweden – Schenker AB, Schenker Logistics AB, Schenker Åkeri AB, Schenker Consulting AB and Schenker Property Sweden AB.
Swedish corporate management includes managers of the largest businesses, as well as heads of staff and the CEO, as shown in the organisational chart. There are management groups for all divi-sions, staffs and companies.
Schenker AB consists of central staff teams and the three divisions Land Transport, Air Freight and Ocean Freight. Schenker AB has a Board of Directors that makes decisions of overall strategic importance.
The Annual General Meeting of Shareholders is not held in Sweden, as the company is included in the DB Schenker Group owned by Deutsche Bahn (DB).
Board of DirectorsChair Helmut Schweighofer
Ordinary member, CEO Magnus Strand
Ordinary member Karsten Keller
Ordinary member Maria Sjölin Bergman*
Ordinary member Vesna Frostlin*
Deputy board member Sabine Boström*
Deputy board member Daniel Hedman*
Corporate managementCEO, Schenker Sweden Magnus Strand
Head of Air Freight Gustaf Sundqvist
Head of Land Transport Magnus Strand
Head of Ocean Freight Mathias Tilander
Head of Contract Logistics/SCM Håkan Nydén
CIO, Schenker Sweden Fredrik Nordin
CFO, Schenker Sweden Göran Mayner
CCO, Schenker Sweden Maria Libäck
CHRO, Schenker Sweden Michael Ängbacken
* employee representative
CEOMagnus Strand
Land TransportMagnus Strand
Air FreightGustaf Sundqvist
Ocean FreightMathias Tilander
FinanceGöran Mayner
ITFredrik Nordin
Sales & MarketingMaria Libäck
HRMichael Ängbacken
Schenker Consulting ABLinda Borgenstam
Schenker Property GroupBengt-Arne Björk
Schenker Åkeri ABTomas Johansson
Schenker Logistics ABHåkan Nydén
Organisation
35
A few words from the Board of DirectorsA few words from the Board of Directors
This sustainability report describes how we are working to develop the transport industry toward increased sustain-ability.
To succeed in our long-term goal to make the transport industry more sustainable, dialogue with our stakeholders is extremely important. We are convinced that we will succeed through collaboration, and dialogue with our stake-holders guides us in our development work.
This document is intended to describe to our stakehold-ers the progress we have made in our development work. The information in the report reflects our progress in 2020.
All data described in this report concern our Swedish companies within the DB Schenker Group, with the excep-tion of data concerning vehicles, fuel and emissions, for which we include our partner hauliers’ vehicle fleets.
Our responsibilityWe know that our actions affect economic, environmental and social factors, both locally and globally. We also know that the transport services we provide have a major impact on the planet’s climate. We accept our responsibility to reduce our environmental impact by conducting our sus-tainability work, following our environmental strategy and investing in innovation for the future. We feel that invest-ments within sustainability are valuable to our company, and we look forward to continued development in 2021.
We are creating the sustainable transport solutions of the future
36
GRI Index 2020
General standard disclosures 1/2
Description Page Comment/Reservation
Strategy and analysis
G4-1 Statement from the CEO and board of directors »5, »35
Organisational profile
G4-3 Name of the organisation »5
G4-4 Primary brands, products and services »5
G4-5 Location of headquarters »34
G4-6 Location of operations »34
G4-7 Ownership and legal form »34
G4-8 Markets served »5
G4-9 Scale of the organisation »5
G4-10 Information on employees and other workers »5
G4-11Percentage of total employees covered by collective bargaining agree-ments
»28
G4-12 The organisation’s supply chain »22–23
G4-13 Significant changes during the reporting period »5
G4-14 Precautionary Principle or approach »3, »20, »21, »22, »33
G4-15 External charters, principles and other initiatives »8–9, »20, »22–23, »33
G4-16 Membership of associations and organisations »8–9, »22–23
Identified material aspects and boundaries
G4-17 Entities that are included or excluded »5This report does not include the Swedish companies Schenker Dedicated Services AB and Schenker Equip-ment AB
G4-18 Process for defining the report content »7–8
G4-19 Identified material aspects »7–8, »10–11
G4-20 Each material aspect’s boundary within the organisation »7–8, »10–11
G4-21 Each material aspect’s boundary outside the organisation »7–8, »10–11
G4-22 Effect of any restatements of information provided in previous reportsNo restatements of information provided in previous reports
37
GRI Index 2020
General standard disclosures 2/2
Description Page Comment/Reservation
Identified material aspects and boundaries, cont.
G4-23Significant changes from previous reporting periods in scope, definition and measurement method
»12
For the year 2020 and onwards, a change was made to the data source in DB Schen-ker’s emissions calculation tool to improve quality. We are now using data linked to EcoTransIT to a greater extent. Read more on page 12.
Stakeholder engagement
G4-24 Stakeholder groups »8
G4-25 Identification and selection of stakeholders »8
G4-26 Approach to stakeholder engagement »8–9
G4-27Key topics and concerns that have been raised through stakeholder engagement and the organisation’s response
»8–9
Report profile
G4-28 Reporting period »5
G4-29 Date of most recent previous report Most recent report 2019
G4-30 Reporting cycle »5
G4-31 Contact point for questions regarding the reportHanna Melander, Quality & Environmental Manager, [email protected]
G4-32 “In accordance” option selected »3
G4-33 Policy and current practice for external assurance »20DB Schenker’s Sustainability Report is audited by PwC Sweden in conjunction with the auditing of the other annual reports.
Governance
G4-34 Governance structure »34
Ethics and integrity
G4-56 Values, principles, standards, code of conduct and ethics policy »33
38
GRI Index 2020
Specific standard disclosures 1/3
Material aspect Indicator Description Page no. SDGUN Global Compact(principle no.)
Economy
Financial resultsG4-EC1 Direct economic value generated and distributed »5, »20
G4-EC2
Financial impact and other risks and opportunities for the organisation’s activities due to climate change
»6–21
Indirect economic impact G4-EC7Development and impact of infrastructure investments and services supported
»7–25
G4-EC8
Significant indirect economic impacts, including the extent of impacts
»7–25
Environment
MaterialG4-EN1 Materials used by weight or volume »27-28
G4-EN2Percentage of materials used that are recycled input materials
»17
EnergyG4-EN3 Direct energy consumption »24–25
8
G4-EN4 Indirect energy consumption »24–25
G4-EN5 Energy intensity »24–25
G4-EN6 Reduction in energy consumption »24–25
G4-EN7Reduction in energy requirements of products and ser-vices
»24–25
EmissionsG4-EN15 Direct greenhouse gas emissions (Scope 1) »10–26
8
G4-EN16Energy-related indirect greenhouse gas emissions (Scope 2)
»10–26
G4-EN17 Other indirect greenhouse gas emissions (Scope 3) »10–26
G4-EN18 Greenhouse gas emissions – intensity »12
G4-EN19 Reduction in greenhouse gas (GHG) emissions »10–12
G4-EN21 NOx, SOx and other significant air emissions »12
39
GRI Index 2020
Specific standard disclosures 2/3
Material aspect Indicator Description Page no. SDGUN Global Compact (principle no.)
Environment cont.
Effluents and waste G4-EN23 Total quantity of waste by type and disposal method »27-28 8
Products and services G4-EN27Actions to reduce environmental impact from products and services
»10–26 9
Transport G4-EN30 Significant environmental impacts of transportation »10–26
Overall G4-EN31Total environmental protection expenditure and invest-ments
»10–26
Supplier environmental assess-ments
G4-EN32Percentage of new suppliers that were screened using environmental criteria
»22–23
1, 2, 3, 4, 5, 6
G4-EN33Significant negative environmental impact, impact on subcontractors and actions taken
»10–26
Social
Employment G4-LA1Total number and proportion of new recruits and staff turnover
»28
Occupational health and safetyG4-LA5
Percentage of total workforce represented in formal joint management-worker health and safety committees
»28
G4 LA6Types and rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities
»31–32
Training and educationG4-LA9
Average hours of training per year per employee, by gender and by employee category
»29
G4-LA10Programmes for upgrading employee skills and lifelong learn-ing that support the continued employability of employees and assist them in managing career endings
»29
G4-LA11Percentage of employees receiving regular performance and career development reviews
»29
Diversity and equal opportunityG4-LA12
Composition of governance bodies and breakdown of employees per employee category, according to gender, age group, minority group affiliation, and other indicators of diversity
»28
40
GRI Index 2020
Specific standard disclosures 3/3
Material aspect Indicator Description Page no. SDGUN Global Compact(principle no.)
Human rights
Investment G4-HR2 Employee training on human rights »33
Non-discrimination G4-HR3Total number of incidents of discrimination and corrective actions taken
»30 6
Freedom of association and collective bargaining G4-HR4
Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights
»28
Supplier human rights assess-ment
GR-HR11Significant actual and potential negative human rights impact in the supply chain and actions taken
»22–23
Local communities
Anti-corruptionG4-SO4
Communication and training on anti-corruption, guidelines and procedures
»33 10
G4-SO9Percentage of new suppliers that were screened using crite-ria for impact on society
»22–23
Product responsibility
Product and service labelling G4-PR5 Results from surveys measuring customer satisfaction »8
