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2014Sustainability Report
Sustainability Report 2014 | Pages x | x
ContentsForeword
Company Portrait
Production Plant
Our History
Business Areas – Hygiene International | Special Additives International
The Contribution of our Products to Sustainability
Total Quality Management at schülke
Audits | Shareholders and Memberships | Tasks
GMP | Pharmacovigilance
Organizational Structures
Environmental Policy
Environmental Aspects
Product Responsibility – Sustainability in Development
Product Responsibility – Hygiene Technology
Subsidiary OPAL Service Ltd.
Occupational Safety
Employees
Sustainability from the Perspective of the schülke Works Council
Occupational Health Management
Society – Rudolf Schülke Foundation | Payroll Giving
Interviews
Key Figures
Goal Achievement of our Sustainability Program 2011-2013
Goal Achievement Results of our Sustainability Program 2014-2016
Statement of Validity
Imprint
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Sustainability Report 2014 | Pages 2 | 3
Foreword
Sustainability Report 2014 | Pages 4 | 5
Ralf KummerfeldtHSE Management
Bertrand MasselotManaging Director
Dear Reader,
As a leading producer of chemical and pharmaceutical products such as disinfectants and special products for technical preservation, schülke has a particular responsibility to the environment. We therefore decided in 1996 to fully implement the EMAS Regulation.
For 125 years schülke has stood for fighting diseases and contaminants before they occur. The terrible effects of the raging Cholera epidemic in Hamburg led to the company’s found- ing in 1889 with the first disinfectant, Lysol. Even today, there are threats of epidemics worldwide, for example flu viruses or TB.
An anniversary is also always an occasion for a glance back at the history of the company, which we present to you in this sustainability report. You will notice, however, that many issues are still as relevant today as they were in the past.
Economic fluctuations in Europe, pricing pressures from our markets, rising resource and energy prices, and exchange rate fluctuations in the export business have heavily influ- enced our business. Nevertheless, schülke was able to achieve a growth of more than 10% in 2013 through further efficiency improvements and thanks to the strong support of the employees.
In the areas of Hygiene and Special Additives, we were able to continue to position our- selves well in the markets through strong and dynamic growth.
Our acquisition of the company Merz Hygiene had a positive impact on our business. As a result, schülke gained an additional new plant in Frankfurt and new specialists.
Our company is well equipped for the future. After two years of construction, we were able to put a new pharmaceutical production plant into production.
We will also be investing at a high level in the future. This will include further expansion of security and our health management system.
In the context of environmental management, schülke needs to bring the energy efficiency factor into the foreground by expanding the EMAS Certificate in the direction of energy management through targeted projects.
We appreciate your interest in our company and hope you find the reading interesting. Your responses, feedback, and comments are always welcome.
Company Portrait
Sustainability Report 2014 | Pages 6 | 7
5 x x
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1 x
schülke is a chemical-pharmaceutical company based in Norderstedt (federal state Schles-wig-Holstein) that ranks internationally among the market leaders in the areas of hygiene, infection prevention, and chemical preservation.
schülke currently has 578 employees in Germany, 556 of whom work at our Norderstedt plant in the areas of production, logistics, research, marketing, and distribution. In addition, 24 trainees are being educated in 7 different professional fields.
Including foreign subsidiaries, the schülke group employs a total of 743 personnel. Annual sales in 2013 amounted to over 200 million euro.
The company has made known to its employees and the public that preventing major accidents and limiting their effects on the environment are among the company’s key objectives.
Through the security, health protection, and environmental management system at the Norderstedt plant, the company Schülke & Mayr Ltd. is equipped with an integrated management system that precisely regulates and documents processes and procedures, activities and responsibilities. Based on these principles, the responsible parties at schülke developed policies and made them known to all employees.
Production Plant
The company has been based near Hamburg in Norderstedt since 1963. The site, located in the commercial area of the Glashütte district, includes the plant and an office building, as well as a logistics center that was put into operation in the summer of 2009. The logistics center has a capacity of 18,000 palette storage spaces. Storage and fire protection technol- ogies ensure the safe and environmentally friendly storage of our finished products and packaging materials. Of our approximately 80,000 m² of land, approximately 40% is cultiva-ted and about 22,000 m² are paved and sealed. An additional 25,000 m² are green spaces, including the fire water pond and the reservoir. The Norderstedt plant is the subject of the evaluation according to EMAS III.
Sustainability Report 2014 | Pages 8 | 9
In 1889, founders Rudolf Schülke and Julius Mayr entered the market with Lysol, the first brand-name disinfectant. In 1892, the raging cholera epidemic in the Hansestadt Hamburg was successfully controlled with Lysol. As a result, the company was honored with a certi-ficate for special merits.
Our History
With its 125-year history, schülke is one of the pioneers of modern hygiene and preservation:
1996 20141889 1892 1913 1924 2001
Sustainability Report 2014 | Pages 10 | 11
What began with the protection of people from harmful microorganisms was consequent-ly carried over into the protection of industrially manufactured products in 1924 with the introduction of grotan®, the first brand-name preservative worldwide. In 2001, the first pain-free mucous membrane and wound disinfectant octenisept® was awarded the title “Drug of the Year” by pharmacists from all over Germany. These examples show that today, just as over 100 years ago, innovative strength is an essential part of our company’s phi- losophy. 200 patents, certificates, and awards attest to schülke’s innovativeness.
Since 1996 the company has been a part of the French corporation AIR LIQUIDE, a global enterprise that is primarily active in the production and marketing of industrial and medi-cal gasses. schülke is part of the health protection division “SANTE”. The more than 50,000 employees of AIR LIQUIDE generated €15.326 billion in global sales in 2012 (more informa-tion at www.airliquide.de).
On January 1st 2014 the company Merz Hygiene Ltd., along with all of its employees, was fully integrated into the company Schülke & Mayr Ltd. Its activities and processes have been incorporated into the existing structures of schülke. At the plant in Frankfurt, an Instrument Technical Center will be constructed where responsibilities in the field of instrument disinfection will be combined.
Business AreasOur mission is to fight global disease and contamination before they occur. We develop, produce, and distribute over 200 products around the world. These include disinfectants, antiseptics, medicated skin care products, preservatives, deodorants, and system cleaners. As medical products, biocides, pharmaceuticals, or cosmetics, our products are all subject to different rules and regulations, so we must meet a wide variety of legal requirements.
We offer innovative technologies, products, and services in two core business areas: the area of Hygiene International (HI) and the area of Special Additives International (SAI).
The goal of our product line in the HI department is to create complete hygiene chains. We offer products for hand and skin disinfection, skin cleaning and care products, as well as disinfectant solutions for medical surfaces such as floors, walls, and instruments. Our buyers include hospitals; doctor, dentist, and veterinary practices; and medical labs and beauty salons. In addition to selling our products, we offer comprehensive consulting, training, services, and devices. Another part of the industry that falls under our area of expertise is the hygienic production of products such as food, pharmaceuticals, and cosmetics.
Particularly important in the area of HI are our innovative products based on Octenidine, which are very effective in disinfecting mucous membrane and treating open wounds, do not burn in open wounds, and are very environmentally friendly.
Sustainability Report 2014 | Pages 12 | 13
In the SAI department, we sell preservatives and additives for industrial use, for example in the cosmetics, paint, polish, and metal processing industries. The efficient and responsible use of preservatives is at the forefront of our work. Our range of services therefore also includes a holistic approach to microbiological quality management (MGM). To ensure an optimal combination of production hygiene and product preservation for the industry, we offer services such as analyses of the hygienic status in businesses, training of personnel, consulting on the design of production facilities, and detailed hygiene plans.
In the area of SAI our Oxadermol-based products are particularly significant due to their versatile usability and environmental sustainability.
Special Additives Internationaloctenisept® mikrozid® desderman® kodan®
Hygiene International
C36H62N4 * 2HClMr: 623.8
C8H17 C8H17
2Cl(CH2)10NH NHN N
C8H17 C8H17
2Cl(CH2)10NH NHN N
sensiva® euxyl® grotamar® mikrocount®
The Contribution of our Products to Sustainability
In both core business areas, our products contribute to sustainability:
Our range of offerings in the HI department actively combats infection through preven-tion. The prevention of infection and thus of disease in turn protects the health and thus the lives of humans. Furthermore, every disease that can be prevented reduces the use of drugs and limits their entry into the environment. In addition, the economy and the state are spared the medical and drug expenses and losses caused by disease-related absence.
In the SAI department our products contribute to sustainable development by prevent- ing contamination during production in a variety of industries and thus extend the life of many commodities. This protects valuable resources and ensures the long-lasting usability of products. In addition, only through preservation is it possible to use water as a base for products such as paint and thus refrain from the use of environmentally harmful organic solvents.
Sustainability Report 2014 | Pages 14 | 15
mikrocount® octenisept® desderman® perform® grotamar® mikrozid® PAA
Sustainability Report 2014 | Pages 16 | 17
schülke’s company philosophy is based on a holistic concept of quality, which refers not only to the quality of a product or service in the traditional sense, but includes all aspects of a business transaction and the individual steps involved. Our goal is the continuing improvement of products, processes, and services to ensure the following:
—— Safe and sustainable practices
—— Economic success
—— Customer satisfaction
—— Employee satisfaction
—— Acceptance in society
For the implementation of TQM, we maintain and continue to develop an integrated man- agement system, which is certified according to the ISO Standards ISO 9001, ISO 13485 and ISO 14001. The management system also reflects the requirements of product laws and in-cludes the management tools necessary for the implementation of corporate stipulations, particularly the IMS – Industrial Management System.
In addition, Total Quality Management asks whether the right decisions have been made. TQM is a holistic management approach with regards to the quality standards of a com-pany. In the foreground is the focus on continuous improvement and a more comprehen-sive definition of customer satisfaction and quality. At schülke, quality includes the fulfill-ment of customer requests and expectations regarding the product/service while taking into account the time and cost, as well as environmental awareness, work safety, and risk management. Above all, the following apply:
—— Quality refers not only to products and services, but also to processes, work conditions, and the environment.
—— Quality requires the type of organization that ensures both the quality of individual work areas as well as cooperation between departments and across company boundaries.
—— The idea of continuous quality improvement extends to all areas of an organization.
—— The customer evaluates the quality of a product.
—— Comprehensive quality improvements can only be achieved through the efforts of all employees, which means a high level of tolerance and motivation is necessary from all.
Safe and Sustainable Practices
—— Outstanding performance in occupational health and safety, as well as security and environmental management
—— Integration of Industrial Management Systems (IMS) with the goal: zero accidents and zero environmental damages
Quality
—— Company-wide continuation and expansion of the TQM process
—— Continuous improvement of occupational safety, environmental protection, and management
—— Protection of our business through active risk management
Sustained Increase in the Value of the Company
—— Continued increase in sales returns and liquidity by optimized use of our resources
Growth/Customer Loyalty
—— Above-average growth in Europe and selected international markets
—— Development of a business for the marketing of new service products
—— Protecting and expanding our markets through the use of new electronic media
Customer Requests
Standards and Legal Stipulations
Business Environment
Risk Management Personnel Management
Occupational Safety Management
Environmental Management
IMS Management GMP, GVP, GDP
Crisis Management
Quality Management
Integrated Management System
schülke Company Policies
Air LiquideGroup Codes
Air LiquideGroup Procedures
Air LiquideGroup Reference Guide
Air Liquide Group PoliciesSocial and Environmental Responsibility, Risk Management, Internal Control and Audit, Legal, Finance, Operations Control, Innovation and Interlectual Property, HSE and Industrial Management, Human Resources, Communication, Procurement, Information, Technology, Energy
Total Quality Management at schülke
In order to identify potential areas for improvement and ensure the effectiveness of our management system in achieving corporate goals, annual audits are conducted. For this purpose, we created a process of internal and external audit systems in 1996, which helps us uphold our own requirements in addition to the legal standards. The audit system in- cludes various audit programs – one for the entire company including subsidiaries, and the other for our suppliers.
Audits
Shareholders and Memberships
Memberships and cooperation are an important exchange opportunity for schülke. That is why schülke is a member of many different institutions, such as the German Federal Work Group for Environmental Management (Bundesdeutscher Arbeitskreis für Umweltbe- wusstes Management, B.A.U.M. e.V.) since 1991, the Sustainable Schleswig-Holstein Asso- ciation (Verein Zukunftsfähiges Schleswig-Holstein), and the Viamedica foundation (Stiftung viamedica), which deals with sustainability and the environment in the areas of hygiene and health. We also cooperate with many universities and research institutions and use the exchange of experiences with numerous companies in the hygiene sector.
Sustainability Report 2014 | Pages 18 | 19
TasksThe management system has the task of implementing corporate policies and thereby the related goals of the company. It controls, among other things,
—— The organizational structure
—— The organization of procedures
—— The fulfillment of customer expectations and requirements
—— The maintenance of occupational safety
—— The detection of errors and their causes, as well as the initiation
of corrective measures
—— The provision of personnel and resources
Through planned and regular internal and external audits and management reviews, the effectiveness of the management system is continually monitored and improved.
Organizational Structures
The following diagram illustrates the networking of departments within the management circle. This institution involves representatives of all divisions. As a cross-departmental body, it has been ensuring, among other things, the further development of the manage-ment system; a regular exchange of information between all departments; and the link between all operational bodies since 1999. In addition, initiatives related to the sustainable business practices of the company are discussed and voted on in the management system circle. Maximum transparency in all decision-making processes is ensured through meet-ing minutes, which are accessible to all employees. The management system officer reports to the board on the results and recommendations of the management system circle. The decision on the implementation of the measures lies with the executive board.
In the department for environmental protection, schülke has had solid organizational structures in place for over 20 years. The following organization chart shows the organi- zational structure and responsibilities in the area of environmental protection.
Sustainability Report 2014 | Pages 20 | 21
Organization of Environmental Protection
GMP
Under the umbrella of the integrated management system known as GMP, schülke has introduced a pharmaceutical quality assurance system, which implements the stipulations of the AMWHV and the EG guidelines to good practice in the production of medicinal products.
As part of the integrated management system, schülke has created a system of pharma- covigilance/PV, which implements the requirements of the regulation (EC) No 726/2004 and the directive 2001/83/EC.
Index of Instructions and System Supporting Documents
The documents, guidelines, and references listed below are the system-supporting docu-ments in which the management system of our company is ingrained.
StandardsDIN EN ISO 9000 QM System Model
DIN EN ISO 9001 QM Systems
DIN EN ISO 9004 QM and Elements of a QM System
DIN EN ISO 14001 Environmental Management System
DIN EN ISO 13485 QS Systems for Medical Products
Laws, Regulations, and GuidelinesAMG Pharmaceutical LawGuideline 93/42 EWG EU Guideline
MPG Medicinal Devices Act
AMWHV Drug and Drug Production Regulation
GMP EG Guidelines, WHO Guidelines
GVP Regulation (EC) No 726/2004 and Directive 2001/83/EC
GDP Good Distribution Practice
EMAS III EG No 1221/2009
Pharmacovigilance
Executive Director – operator according to § 52a BImSchG
Head of Research and Development
Biological Safety Officer
Waste Management Officer, Immission
Control Officer, Incident Management Officer
Head of Disposal
Head of Engineering
Technical Director
Head of Health
and Safety_______________________________Environmental Manage-
ment Officer, Waste Management Officer,
Dangerous Goods Officer, Emissions Protection,Fire Protection Officer,
Occupational Health and Accident Officer
Head of Quality Manage-ment and Environmental
Management
Since our first sustainability report was drawn up in 2008, annual production has increased by about 35% to our current 34,400 t/year. This was only possible through building and facility investments. Meanwhile, a new logistics center and a new production hall with an area of more than 10,000 m2 were put into operation. At the same time, we were able to modernize many existing plants. By optimizing processes and improving technology, we have been able to reduce our power consumption.
The sparing use of resources and compliance with environmental requirements form the basis of our operational environmental protection. Optimizing environmental perfor- mance is an integral part of our ongoing improvement process.
To improve energy efficiency, we have decided to introduce an energy management sys-tem. Through the use of efficient technology, for example in lighting, and through the reduction of energy consumption in buildings, the cost of specific energy consumption should continue to be reduced.
We hope to protect natural resources through further reduction of emissions and waste products.
Through targeted safety analyses and regular emergency drills we minimize the risk of mal-functions that might impact the environment. An alarm and hazard control management system coordinated with the approval agency is used for these purposes.
In our guidelines we have established our environmental policy as follows:
—— “Through environmentally friendly practices above and beyond the implementation of existing laws, we aim to continually reduce our impact on the environment and thereby act as role models.
—— We continually improve our products and processes with the aim of minimizing en-vironmental impact while protecting resources.
—— We encourage a sense of environmental responsibility in all of our employees and expect them to act accordingly.
—— We help our clients with ecological questions about our products and services and maintain an open dialogue about the environmental aspects of our products and pro-cesses.”
Sustainability Report 2014 | Pages 22 | 23
Environmental Policy
Environmental Aspects
Examples of Directives for Controlling Key Environmental Aspects:
—— Energy efficiency Quality System Procedure (VA) 00092: Assessment of environmental processes
—— Limitation of air or ground emissions by technical systems: VA 00075: Project management of technical projects
—— Consumption of resources in handling our products VA 00052: Consideration of ecological, toxicological and occupational safety aspects
of raw materials in the product development
Sustainability Report 2014 | Pages 24 | 25
Our products and services affect the environment. To avoid having a negative impact on the environment, we have established within our integrated management system a pro- cedure for supervising measures intended to counteract these influences. For the different environmental aspects, we have identified core indicators from among our key processes that will have environmental goals attached to them and have been incorporated into our environmental program.
In the selection we focused on the environmental aspects that are relevant to our site and our products. For example, the issue of biodiversity was not considered.
We distinguish between direct and indirect environmental aspects:
—— Direct environmental aspects can be influenced by the activities of our management system.
—— Indirect environmental aspects take effect outside of the company. Thus, our influence through our organization is limited.
High
Moderate
Low
High Moderate Low
Product-related environmental impact
Energy efficiency
Resource efficiency
Emissions – Air/Ground
Direct Indirect
Waste Use of resources –
Supplier/Client
Transport
Environmental Relevance
Influenceability
Evaluating the Significance of Environmental Aspects:
In evaluating the significance of the environmental aspects, the following criteria were considered:
—— Environmental risk potential
—— Vulnerability of the environment
—— The extent and frequency of the environmental impact
—— Relevance to stakeholders and employees of the organization
—— Existence and requirements of relevant environmental legislation
The following table shows the most significant direct and indirect environmental aspects according to environmental relevance and the extent to which they are influenced by our management system.
Today, the use of antimicrobial substances in disinfection and preservation is governed by a large number of laws and regulations. Many of the available active ingredients are subject to limits on the maximum concentration in which they can be used. In addition, we must be aware of the ever-stronger influence of public discussions regarding even those preservatives deemed safe by legislation. A common problem is that no sufficient effects can be achieved with the remaining active ingredients in the allowable amounts, and thus the effectiveness of their application can be uncertain for the user. Through the concept of targeted selection of additives, schülke can increase the performance of the active ingre-dients in our products in order to achieve the greatest possible effects with the smallest amounts. The combinations developed in this manner allow active antimicrobial sub- stances to be used more safely within legal limits.
Through new findings, additional restrictions on the number and quantities of substances with antimicrobial effects are constantly arising. What was considered non-hazardous yes-terday could be regarded as a concern in its current application tomorrow. The continuous observation of the market, the media, and legislative activity makes it possible for schülke to respond to these challenges and provide suitable substitutes in a timely manner.
For example, traditional products for the preservation of cosmetics using a base of para- hydroxybenzoic acid esters (parabens) such as euxyl® K 300, which have been under discus-sion and statutory reassessment since 2004, are being replaced by our product euxyl® PE 9010. Trends over the last few years show both a decrease in the use of euxyl® K 300 and an increase in the use of euxyl® PE 9010, which is due not only to the replacement of euxyl® K 300 but also to the exchange of similar products on the market.
If the total amount of euxyl® PE 9010 produced in 2013 had been used to replace products such as euxyl® K 300 at the same concentration, nearly 500 tons of parabens could have been saved.
Also, in the preservation of technical products such as emulsion paints, schülke succeeds in significantly increasing the performance of preparations through the appropriate combi-nation of antimicrobial agents. In the case of parmetol® MBX, depending on the conditions of use and quality of resources, up to 50% of the previously used amount of the conven-tional substance combination can be spared through the use of a fast-acting third active ingredient without compromising the safe, long-term effect.
Sustainability Report 2014 | Pages 26 | 27
euxyl® PE 9010
parmetol® MBX
0
50
100
150
200
250
300
350
400
2008 2009 2010 2011 2012 2013
euxyl® K 300euxyl® PE 9010
Product Responsibility
Sustainability in Development
Volume [%]
We are currently marketing the “dosit® des”. This is a microprocessor controlled measuring device that is produced according to the latest environmental protection and occupa- tional safety requirements. It functions according to the current guidelines of the Robert Koch Institute (Robert Koch-Institut, RKI) and the recommendations of the Association for Applied Hygiene (Verbund für angewandte Hygiene, VAH). schülke had this confirmed by the accredited test institution HygCen - Center for Hygiene and Medical Product Safety Ltd. (Centrum für Hygiene und medizinische Produktsicherheit GmbH) under the leadership of Mrs. Dipl.-Ing. (FH), Margrit Werner and Dr. Heinz-Peter Werner.
Other aspects such as energy consumption, durability, stocking of spare parts, and the eventual disposal of old equipment are taken into account in the development and pro-duction of our dosing devices. The microprocessor control allows the implementation of new requirements, for example from the VAH, and the ongoing monitoring of dosing accuracy. Through the availability of different languages in the dosit® des display, we guarantee safety in the use of our equipment even for foreign language speakers.
As part of maintenance contracts, schülke does not merely provide a good customer- supplier relationship. Above all, we ensure compliance with the prescribed maintenance intervals, check dosing, and – to the greatest extent possible – keep devices technically up to date for our customers.
The customer can thus be confident that schülke is the right partner for sustainable, eco-nomical, and efficient dosing.
As long as concentrates are diluted to usable solutions by the consumer, questions of health protection, dosage accuracy, and environmental protection remain open. To solve this problem, hygiene technology developed special dosing devices that were not only made with these factors in mind, but also to last.
Variations in dosage that result from manual solution creation, often with the motto “more is better”, thus unnecessarily polluting the environment, increasing costs, and possibly influencing the effectiveness of the solution, are sustainably eliminated through dosing devices.
Dosing devices also ensure increased work safety because proper dosing with a dosing device eliminates the possibility of skin or eye contact with the concentrate, for example.
Sustainability Report 2014 | Pages 28 | 29
dosit® dessm2 500
Hygiene Technology
Product Responsibility
Sustainability Report 2014 | Pages 30 | 31
Occupational Safety
In our OPAL Academy we offer qualified advanced training on the subject of hygiene. Our courses are designed for all healthcare workers. In order to ensure qualified professional development, the OPAL Academy is accredited by the German Society for Sterile Product Supply (Deutsche Gesellschaft für Sterilgutversorgung e.V.) as well as the German Society for Applied Hygiene in Dialysis (Deutsche Gesellschaft für angewandte Hygiene in der Dialyse e.V.). The OPAL Academy continues to offer classic courses for professionals from hospitals, doctors’ offices, rehabilitation clinics, etc. In 2013, the OPAL held 38 events with 433 participants.
For 2014, the OPAL will make some changes. Along with a new website, a new location for the OPAL Academy was opened in Frankfurt am Main. The first training sessions have already taken place there. Online training will also be available beginning in June.
In addition, the newly developed course, “Hygiene Officer in Health Care” has been well received by customers.
Subsidiary OPAL Service Ltd.
Occupational safety with worker and health protection are an integral part of our inte-grated management system. Through continuous developments and improvements we promote safety-conscious work and healthy behavior.
The evaluation of risks and stresses in the work environment through the use of risk assess-ments has become a substantial part of our safety management.
Regular safety training for all employees is another building block in the implementation of our occupational safety philosophy.
We have a large number of specialists such as security and fire protection officers or internal first-aid workers who form the foundation for the prevention of occupational risks.
The prevention of accidents and work-related ailments remains our highest priority.
Employees
In order to select qualified employees for schülke and properly position them in the group, we share a common campus management with AIR LIQUIDE Germany. We select our em- ployees based on performance, regardless of nationality, gender, age, ethnic background, and education. schülke strives to use diversity as an opportunity.
In the AIR LIQUIDE group, qualified employees are offered the opportunity to build a career in their area of specialty at any time. This path, which we call the “Technical Career Ladder”, is open to researchers, engineers, technicians, and other specialists.
Our particular goal is to be ranked as an employer in the TOP 50 at the universities in Germany.
Every 2 months the TQM News (TQM Aktuell) is issued by the HSE Management Depart-ment and sent to all employees. Below is information on current topics in the areas of occupational safety, environment, health, and quality management.
Comprehensive sustainability in a company can only be achieved if all departments and all employees appreciate, understand, and believe in the necessity of sustainable and environmentally conscious behavior and act accordingly.
This particularly applies to the Works Council of Schülke & Mayr GmbH, the elected voice of the entire workforce. The Council is obliged in its actions to keep aspects of sustainability and environment constantly in mind.
The fact that the main focus of the Works Council represents the interests of employees lies at the heart of the matter.
How does this work in practice? In addition to the fact that the idea of sustainability must be reflected in daily actions and behaviors, here are three concrete requirements.
An Efficient Workforce
From the perspective of the Works Council, only a highly motivated and experienced work-force can meet current and future requirements.
When we look more closely at the three stated qualifications, it is immediately obvious that only permanently employed workers can meet these requirements.
The temporary workers who, in accordance with the Temporary Employment Act, are in-tended to help cover peaks in the production process, cannot meet these requirements. Nevertheless, temporary workers are needed both now and in the future for exactly this special case.
We are lucky that both the Works Council and the management have recognized this need and have taken steps accordingly to reduce temporary workers and increase the perma-nent staff.
Thus, sustainability is sensible and enjoyable.
Sustainability Report 2014 | Pages 32 |33
Sustainability from the Perspective of the schülke Works Council
A Healthy Workforce
A company’s workforce is its most valuable asset. Surely everyone can and will agree to this unconditionally.
schülke is and will remain a chemical company. It does everything possible not to pollute the environment. The environment is one thing, and the worker is another. The workforce also needs to be protected from the effects of hazardous substances and the damages that may result. One indicator is the measurements performed directly at the workplaces of the employees. In particularly dangerous areas, protective clothing must be worn accordingly. Because wearing protective clothing is a heavy burden, other solutions are constantly being sought. Some commonly used solutions are selectively placed suction units directly at the source of hazardous emissions and new ventilation systems for the entire hazardous area. For the sake of being thorough, it should be mentioned that this exhaust is only released into the environment after it has been filtered.
Long Term Performance Ability of the Staff
Even the most ready and able employee cannot meet the high demands of work for an extended period of time, particularly with age. This dilemma can only lead us to a timely discharge of employees.
The introduction of the negotiated agreement, “Working Lifetime and Demographics,” agreed upon by the Employers’ Association and the Industrial Union for Mining, Chemis-try, and Energy (Industriegewerkschaft Bergbau, Chemie, Energie, IG BCE), was a successful first step. With the Demographics II it is now possible
—— for schülke’s shift workers aged 59 and over to reduce their workweek from five days to four.
—— for daytime employees aged 61 and over to reduce their workweek from five days to four.
This model is currently only scheduled to last through 2015, but can certainly be extended if it is met with a high level of approval. If we use all of our available resources and oppor-tunities, as well as enough creativity when necessary, we can overcome current and future problems without leaving part of the workforce behind.
Sustainability Report 2014 | Pages 34 | 35
The Rudolf Schülke Foundation has its own website. The site www.rudolf-schuelke-stiftung.de/ introduces the foundation in German and English and provides information on its activi-ties. Every two years the Rudolf Schülke Foundation awards a Hygiene Prize to scientists who have found exceptional solutions to problems in the fields of hygiene, microbiology and preventive medicine.
The prize for 2013 was awarded for outstanding research in the areas of hygiene, microbio-logy, public health.
On November 29, 2013 in Hamburg, four scientists from four nations were honored with the prestigious Hygiene Awards of the Foundation. The hygiene prize, worth €15,000, was shared by the team of Prof. Dr. Oliver Schildgen, Clinics of Cologne at the University Hospital Witten/Herdecke (Kliniken der Stadt Köln am Universitätsklinikum Witten/Herdecke), for their work on the genetics and pathogenicity of the Boca virus; and Dr. Christian Mair from the team of Prof. Dr. Markus Nagel, Innsbruck Medical University (Medizinische Universität Innsbruck), for the study of the antiseptic properties of N-chlorotaurine.
An additional distinction is the Hygieia Medal, which was presented on the same day. The awards went to Professor Sally Bloomfield, London School of Hygiene and Tropical Medi- cine, for her lifetime achievements in the field of applied hygiene and infection prevention and Prof. William Rutala, Univerity of North Carolina, USA. Prof. William Rutala has shaped medical hygiene in the United States and beyond. In his numerous publications, he has cried out about infectious diseases, hygiene, disinfection, sterilization and disposal of medi-cal waste, whereby his sustained commitment and sound knowledge are expressed. These have been incorporated into a variety of book chapters, guidelines, and recommendations.
Society
Occupational Health Management
Payroll Giving
To support non-profit organizations, schülke established Payroll Giving, i.e. a residual-cent donation policy, in a company agreement. This means monthly paychecks are rounded down by a maximum of 99 cents and the difference is donated. Of course each employee is free to donate more.
We were able to put this company agreement into effect in July 2013, as more than 20% of employees had given their consent. A total of 206 employees donated in 2013.
During the period from July to December, € 1,221.97 was raised, allowing us to transfer € 610 each in donations to two non-profit organizations. The two recipients of these do-nations are the Norderstedter Tafel e.V. www.norderstedter-tafel.de (who collect food for people in need) and Paulinchen e.V. www.paulinchen.de (a parents‘ initiative for children with burn injuries).
On January 23, 2013 the health officers of schülke met for the first time. Twenty-four em-ployees from different departments volunteered to support the development of health management. One of their tasks is to present the health concerns of their colleagues to the health supervisor. At this meeting, we quickly realized that there are several core topic areas. In order to address them, we formed health circles that are supervised by several health officers. We have, for example, health circles for ergonomics, motivation/communi- cation, nutrition, sports, etc. At the individual health circle meetings, topics introduced by employees and possible actions are discussed. In addition, a steering committee com- prising members of the works council, HSE management and HR was formed.
All documents related to health management are available through the intranet to all em-ployees at schülke. In addition, the TQM News and bulletin boards regularly provide infor-mation on the various activities of the health circles. In 2013 the health circles organized various events, including:
—— Workplace inspections in offices, office chair demonstrations, standing aids for lab workstations
—— Presentations for shift workers on “Healthy Food for Shift Work“
—— An introduction to different diets through presentations and information in the TQM News
—— 2-day diabetes screening in the cafeteria by the company doctor
—— Discussions with representatives of the cafeteria committee and the cafeteria administration
—— Hanging of ergonomics posters
—— Creation of an annual plan for 2014 through the initiatives for health management
Rudolf Schülke Foundation
Interviews
Our Questions:
1 | Executive Board
2 | In the past, while undergoing substantial national and international growth, as well as constant development of its product portfolio, schülke has always managed to be aware of the environmental effects of its activities and to live up to its social responsibilities.
3 | Sustainable management and business develop-ment are achieved through the merging of eco-nomic, social, and ecological objectives. Bringing these into harmony and insistently pursuing them is and shall remain a constant goal at schülke.
4 | Sustainable business requires professional man- agement, clearly defined goals, openness and transparency, as well as good communication and mutual trust. We can and should improve even more in each of these arenas in the future.
Bertrand MasselotCEO
1 | I have been working in Controlling at schülke since October 1979 and supervise the areas of pro- duction, storage and dispatch, as well as research and development, and supply them with facts and figures.
2 | In my 35 years with the company, I have experi- enced many restructuring phases. There have cer-tainly been ups and downs (let us not forget the loss of the Dettol line). Fortunately, thanks to many new product developments, new production and logis- tics units, and new business areas, we are back on solid ground and Air Liquide is supporting our inno-vation projects.
3 | I think an organized, reliable, and careful mode of operation can represent a contribution to sustain-ability. In this manner, tried and tested structures should remain intact over long periods of time.
4 | I see room for improvement particularly in the areas of general communication and information policies. Through a better flow of information we can strengthen the feeling of “we/us.” This is espe-cially so now, for the 125th anniversary celebration. Furthermore, professional development should be continued through targeted training measures.
Renate Mühlbauer35 years at schülke,
Controlling
Sustainability Report 2014 | Pages 36 | 37
1 | Briefly describe the department in which you work.
2 | How have you experienced the development of the company in the past?
3 | Can you give a personal example of sustainability in your department?
4 | Where can we improve and become more sustainable in the future?
Karen Seferovic13 years at schülke,
Product Management
Heinz-Uwe Rehders 43 years at schülke,
Chemical Quality Control
Ina Soltau35 years at schülke,
Production
Wolfgang Merkens24 years at schülke,
International Marketing
Hans Otto Chlebnicek35 years at schülke,
Employee Council
Peter Kowol37 years at schülke,
Mail Office
1 | Special Additives International (SAI), Personal Care department
2 | schülke is always in motion. Both the amount of rev- enue generated and the numbers of employees are climbing, acquisitions and investments are made, and the departments and their functions are adap-ted to the corresponding market situations.
3 | Through the introduction of the cosmetic additives sensiva® PA 30 and sensiva® PA 40, the Personal Care department has placed its focus more strongly on sustainability and active ingredients with natural or nature-identical origin.
4 | The introduction of a product that consists of 100% natural, regenerative raw materials.
1 | As part of my training I pass through many depart-ments where I gain extensive and interesting in-sights.
2 | In my time at schülke it has struck me over and over that we have the constant desire to grow and im-prove, for example by increasing employee num-bers and improving the production site.
3 | Every year the trainee team donates a portion of the profit from the employee shop to a social cause. In 2013 we donated to the Sternenbrücke Childern’s Hospital. In 2014 we are supporting the Wester-wohld animal shelter.
4 | I can’t say exactly where; it is important, however, that we consistently follow and live up to the idea of sustainability.
1 | Testing of bulk and raw materials.
2 | Development from the Stone Age to a utopia in terms of analysis methods, analytical instruments, and documentation.
3 | The economization of solvents through auto- mation.
4 | Paper consumption is currently very high. A new lab data system is being introduced. The data will be electronically recorded and also scanned. Thus paper consumption will be reduced to a minimum.
1 | Employed filling small containers since 1979.2 | Staff has been reduced, modern machinery and
safety integrated with cleanliness.
3 | Teamwork is paramount.
4 | The suppliers should deliver higher quality products to reduce the amount of waste.
1 | I work in the international HI-business as an inter- face between marketing, research, and sales com-panies abroad.
2 | We are experiencing a significant and ongoing restructuring of the company with an eye on the changing national and international markets. The top priorities are in the areas of strategic organiza- tional alignment, a focus on employee qualifi- cations, and market-oriented product development with a clear geographical focus.
3 | The qualities that make us more sustainable than other companies are high quality products, credibi-lity, reliability, and environmental competence.
4 | Further expansion of the strengths mentioned in #3.
1 | As an exempted member of the employee council I am available at all times to advise and help my colleagues.
2 | schülke has transformed itself from a loose pile of working people to a structured company that is highly regulated through many necessary certifica-tions. However, we have always had a large number of imaginative, goal oriented, and hard-working employees.
3 | An experienced team with a high level of training is necessary to ensure long-term sustainability. To make this happen, it has always been important for me to employ a large permanent crew and only a small number of temporary workers.
4 | Only through the involvement of the employees and their knowledge can we maintain and even im-prove our current high standard for the future.
1 | I work in the purchasing department in the mail office.
2 | During my long tenure at schülke I have witnessed the development of a family business into a large global company.
3 | The mail used to be picked up and delivered with a schülke vehicle. We have since established a collection and delivery system with the post office. A vehicle for our mail office is no longer necessary.
4 | More customer bills should be compiled in such a way that they can fit into a single envelope.
Maik CarstensenTrainee
Industrial Engineer
Dual System North Academy
Sustainability Report 2014 | Pages 38 | 39
Key FiguresEconomic Figures
Sales
In 2013, sales increased by 10.8%. Compared to the previous year, however, the quantitative growth has increased only slightly.
Sales [M €]schülke worldwide; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Quantity Produced
The quantity of product produced increased by 100 t in 2013.
Amount [t/year]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Capital Expenditures
Since the special project, “Construction of a New Production Plant“, begun in 2011, was completed last year, our capital expenditures amounted to €5.2 million in 2013.
Capital Expenditures [M €]schülke worldwide; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Key FiguresEnvironmental Figures
Specific power consumption (factory) per ton of product [kWh/t]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Electricity
The power consumption in Norderstedt increased by approxi- mately 8%. The main reasons for this are the operation of a new pharmaceutical production plant and the commissioning of a new ventilation system with a cooling setting for operating unit 12.
Plant total [kWh]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Average Outdoor Temperature [°C]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Heat
Energy use for heating increased by 9.7% compared to the previous year, as two new boilers were put into use in the pharmaceutical production plant over the course of the year. The new ventilation system for operating unit 12 also contributed to an increase in heating energy.
Heat [kWh]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Heating Daysschülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Sustainability Report 2014 | Pages 41Sustainability Report 2014 | Pages 40
Key Figures
Steam
The specific steam consumption has increased by about 25%. One reason for the increased amount of steam is the additional steam demand of the new pharmaceutical production. Further-more, the number of production processes requiring higher amounts of steam heating has increased by 10%.
Product [kWh/t]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
CO2-Emissions
Due to the increased amounts of heat and steam power in 2013, approximately 20% more climate-affecting CO2 emissions were released.
Carbon-dioxide emissions into the air per ton of product [kg/t]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Ecological Key Figures
Water
Because both a new drinking water production plant and a new plant for the production of water for pharmaceutical purposes were put into service in 2013, water consumption increased by about 6.5%.
Water consumption [m³/t]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Key FiguresEcological Key Figures
Exhaust Emissions
In 2013 the value was 1.08 mg C/m3, thus lying well below the prescribed limit of 50 mg C/m³.
Volatile organic substances [mg C/m3]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Waste
The volume of waste sank by 23.8 tons compared to 2012. That comes out to a 2% reduction in the specific volume of waste.
Volume of waste per ton of product [kg/t]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Wastewater Emissions
Although the volume of wastewater increased by 3.3% in 2013, the AOX-value, an indicator of pollution with organic halogen compounds, remained at the same level as the previous year.
AOX-value per liter of wastewater [mg/l]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Rehabilitation Wells
The pollution in the rehabilitation wells continues to decline. The flow rate has been reduced by 1557 m3 compared to the previous year. The completion of renovations is not yet in sight, however.
Annual flow [m³]schülke, Norderstedt plant; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Sustainability Report 2014 | Page 43Sustainability Report 2014 | Page 42
Key FiguresSocial Figures
Staff
The workforce at schülke has increased by approximately 5% compared to the previous year. 578 of our employees work in Germany. At the new plant in Frankfurt, 22 employees were gained through the acquisition of Merz Hygiene.
Number of staffschülke Germany; As of: 12/2013
Worldwide 743
0 100 200 300 400 500 600 700 800
Abroad 165
Germany 578
Norderstedt 556
Frankfurt am Main 22
USA
Singapore
Malaysia
Italy
Switzerland
Benelux
France
India
Great Britain
Austria
Poland
7
0 5 10 15 20 25 30 35 40
1012
5
20
6
66
36
27
30
In the international subsidiaries, 165 employees contribute to the success of our company. The workforce should continue to grow in the future, with a continued focus on foreign countries as we expand our international business.
Number of staffschülke worldwide; As of: 12/2013
Worldwide 743
0 100 200 300 400 500 600 700 800
Abroad 165
Germany 578
Norderstedt 556
Frankfurt am Main 22
USA
Singapore
Malaysia
Italy
Switzerland
Benelux
France
India
Great Britain
Austria
Poland
7
0 5 10 15 20 25 30 35 40
1012
5
20
6
66
36
27
30
Trainees
In 2013 our company had 24 trainees, including students of the North Academy (Nordakademie) in Elmshorn.
Number of traineesschülke Germany; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Job Tenure
In 2013, the average length of service was 10 years, as in the previous year.
Average length of service in years (not including trainees)schülke Germany; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Key FiguresSocial Figures
Professional Development
In 2013 we invested € 552,000 in training our employees. A total of 455 employees participated in professional development.
Company expenditures for training [€]schülke Germany; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Professional development days per yearschülke Germany; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Occupational Accidents
The goal of “0 occupational accidents“ was achieved in 2013.
Number of occupational accidents schülke worldwide; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Occupational accidents per million work hoursschülke worldwide; As of: 12/2013
0
50
100
150
200
250
2011 2012 2013
178195
216
0
5000
10000
15000
20000
25000
30000
35000
2011 2012 2013
30540
34300 34400
0
50
100
150
200
250
2011 2012 2013
194210
227
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
2011 2012 2013
5444217
72095097792917
0
3
6
9
12
15
2011 2012 2013
12.1
8.4
5.2
0
2000000
4000000
6000000
8000000
10000000
2011 2012 2013
5455182
75066698233297
0
50
100
150
200
250
300
2011 2012 2013
191 202
253
0
20
40
60
80
100
2011 2012 2013
9085
100
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.53 1.541.64
0.00
0.05
0.10
0.15
0.20
2011 2012 2013
0.18
0.11 0.12
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
1.61.7
1.08
0
10
20
30
40
50
2011 2012 2013
45.5
37.4 36.6
0
2000
4000
6000
8000
10000
12000
2011 2012 2013
10938 10932
9375
0
5
10
15
20
25
2011 2012 2013
23 23 24
0
100000
200000
300000
400000
500000
600000
700000
800000
2011 2012 2013
641911 634416552000
0
1000
2000
3000
4000
5000
6000
7000
8000
2011 2012 2013
14101020
7750
0.0
0.5
1.0
1.5
2.0
2011 2012 2013
0
2
00.0
0.5
1.0
1.5
2.0
2.5
2011 2012 2013
0
2.06
00
2
4
6
8
10
2011 2012 2013
10 10 10
0
50
100
150
200
250
300
2011 2012 2013
264 274 271
02468
10
2011 2012 2013
10.0 9.4 9.2
Sustainability Report 2014 | Page 45Sustainability Report 2014 | Page 44
No. Environmental Issue Measure Goal Deadline Status
1 Use of renewable energyMake possible the installation of a photovoltaic system on the roof of the logistics center to supply power
Self-sufficient power supply for the logistics center and simultaneous return of 20% to the main supply
2015
2 Improving energy efficiency
Develop a feasibility study on the use of CHP for direct heat and indirect cooling and the simul- taneous use of generator power for independent energy production
Determine the feasibility and the associated cost and energy savings
2016
3 Improving energy efficiency
Test the energy use of high-calorie product residues in the exhaust combustion process
Reduce gas consumption for exhaust combustion by 40%
2016
4 Improving energy efficiency
Establish a power management system: Develop an energy accounting system for electri-city, heat, water and compressed air
Introduce key figures and indicators for consumption data analysis
2015
5 Improving energy efficiency
Energy supply: Optimize compressed air generation by employing efficient technology
Reduce specific power consumption for compressed air production by 30%
2015
6 Improving energy efficiency
Energy supply – lighting: Convert the lighting system for the logistics center to LED industrial lighting
Reduce electricity consumption by 50%
2015
7Systemic, controllable improvement of employee performance
Introduce the Learning Management System (LMS) and Training Management System (TMS)
Create uniform standards for all departments according to the require-ments of the parent company. Regular training to improve performance
31.12.2015
8 Long-term employee development
- Introduce LMS and TMS- Conduct career interviews- Monitor employee interviews in
Management Review- Common Campus Management with
AIR LIQUIDE Germany- Identify and recognize expertise- Reward performance and commitment
Select appropriate employees and correctly position them in the group, Promote employees based on their performance, regardless of nationality, sex, age, ethnic background, and education, Technical Career Ladder for suitable employees
31.12.2016
Goal Achievement Results of our Sustainability Program 2014-2016
Test Certificate and Statement of Validity
The signatory environmental assessor was hired to:
—— evaluate the Sustainability Report 2014 with the Environmental Statement based upon the data, systems, and processes available to him
—— critically examine the scope, balance, and interpretation of the presentation
—— assess the management system and the Sustainability Report for conformity with the requirements of the directive (EG) No. 1221/2009 and EN ISO 14001 and
—— certify the Sustainability Report.
The evaluation was conducted in accordance with the guideline „EMAS - From the Environ-mental Statement to the Sustainability Report“ (EMAS – von der Umwelterklärung zum Nachhaltigkeitsbericht (BMU/UBA, 2007)).
The environmental assessor is of the conviction that the data and information provided are, in view of the ecological, social and economic aspects of sustainability, presented in a com-prehensive, balanced, and appropriate manner and are not contrary to other information and reports on the company.
The signatory, EMAS environmental assessor Dr. Axel Romanus (DE-V-0175), in total accredited for the areas 20, 21, confirms his assessment that Schülke & Mayr GmbH, Robert-Koch-Straße 2 in 22851 Norderstedt, as shown in this Sustainability Report, fulfills all requirements of the directive (EG) No. 1221/2009 of the European Parliament and Council of 25 November 2009 for the voluntary participation of organizations in a combined system for environmental management and environmental company auditing (EMAS).
With the signing of this statement it is confirmed that:
—— the assessment and validation were carried out in complete compliance with the require- ments of the directive (EG) No. 1221/2009,
—— the results of the assessment and validation confirm that there is no evidence of non-conformity with applicable environmental regulations,
—— the data and information from Schülke & Mayr GmbH provide a dependable, credible and true presentation of all their activities.
This statement cannot be equated with an EMAS registration. The EMAS registration can only be granted by an authorized authority in accordance with the directive (EG) No. 1221/2009. This statement may not be used as an independent basis for briefing the public.
Goal Achievement of our Sustainability Program 2011-2013In summary, we have achieved positive results in our Sustainability Program 2011-2013.
In particular, we have succeeded in the long-term estab- lishment of the issue of energy efficiency at the Norderstedt plant through the introduction of energy management measures.
For the future, a number of measures for the efficient op- eration of our energy supply systems were put into place.
Also in the topic area, „use of alternative and renewable forms of energy“, we have taken important steps towards securing our energy supply through measures for using photovoltaic or force-heat coupling.
Statement of Validity
Sustainability Report 2014 | Page 47Sustainability Report 2014 | Page 46
Kiel and Norderstedt, June 2014
Dr. Axel Romanus
Environmental Assessor DE-V-0175
Publisher
Schülke & Mayr GmbH
Contact
Ralf Kummerfeldt
Director of the HSE Management Department
Schülke & Mayr GmbH
Robert-Koch-Straße 2
22851 Norderstedt
E-mail: [email protected]
Concept/Editorial Staff
Schülke & Mayr GmbH
Date: June 2014
Imprint
Sustainability Report 2014 | Page 48
Printed on 100% recycled paper
2595 | II | 10.14 | A | westwerk
Schülke&Mayr GmbH22840 Norderstedt | GermanyPhone | Fax +49 40 52100-0 | -318www.schuelke.com
schülke worldwide:
... plus our international distributors
A company of the Air Liquide Group
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ChinaSchülke&Mayr GmbHShanghai Representative Office Shanghai 200041Phone +86-21-62 17 29 95Fax +86-21-62 17 29 97
MalaysiaSchülke&Mayr (Asia) Sdn Bhd. 47301 Petaling Jaya, SelangorPhone +60-3-78 85 80 20Fax +60-3-78 85 80 21
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