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1 CSR report 2012

2 CSR report Contents Contents Preface... 3 Organisational chart Introduction... 6 The economy... 7 The environment Resource-conserving new constructions and conversions E-mobility & photovoltaics Energy efficiency, protection of resources and waste management Fleet data and CO 2 balance of JCH Social responsibility The work-life balance in the Christof Group Personal development & quality measures Social projects & sponsorship Goals To make this document easier to read the masculine form has be used for person-related nouns. Women and men are, of course, equally addressed in the text. Imprint Christof Holding AG Plabutscherstrasse Graz, Austria T Project Management Günter Dörflinger, MBA CSR-Coreteam: Mag. Carmen Spinotti, MBA, Wolfgang Nestler, Gerhard Reiterer Concept and Design Christof Holding AG, Graz 2013 Production Ecologically-sustainable printing at Medienfabrik Graz: - FSC and PEFC-certified paper used - Climate-neutral production due to CO 2 compensation. 2

3 CSR report Preface Preface In difficult financial times the obvious thing to do seems to be to make savings everywhere, but from an operational perspective this is not necessarily the case. Our company group has also faced this situation and acted in many departments, in accordance with the new conditions. Based on the understanding of a group of family-run companies which has been growing homogenously for decades, we see our responsibility for our employees and the environment, particularly in difficult times, as an obligation. This CSR report impressively shows that economic constraints and necessities do not have to lead to past achievements being withdrawn, but on the contrary that additional measures can be taken in line with corporate responsibility. A social market economy does not exist in legal books, but in the thoughts and actions of people, there is really nothing more to add to this quote from Richard v. Weizsäcker. The Board of Directors and the Supervisory Board of Christof Holding AG view CSR as an important joint responsibility. Johann Christof Chairman of the Board of Directors Johann Christof sen. Chairman of the Supervisory Board Mag. Gernot Schieszler Member of the Board of Directors Günter Dörflinger, MBA Member of the Board of Directors 3

4 Chairman of the Supervisory Board: Johann Christof sen. ACE Apparatebau Construction & Engineering GmbH JCA J. Christof Apparatebau Beteiligungs GmbH JCH J. Christof GmbH DI Markus Fuchsbichler DI Markus Fuchsbichler Mag. Hermann Kernberger Günter Dörflinger, MBA Mag. Gernot Schieszler DI Klaus Zink SBN Schoeller-Bleckmann Nitec GmbH BEA Engineering & Energy GmbH JCRC JCR-Christof Consulting S.R.L. Mag. Hermann Kernberger Ing. Othmar Posch Ing. Dipl.-Vw. Dipl.-Kfm. Hans Joachim Rinner DI (FH) Franz Kitting-Muhr DI Wolfgang Koch APB Apparatebau Schweisstechnik GmbH PMS Elektro- und Automationstechnik GmbH JCS J. Christof d.o.o. Beograd Ing. Josef Habe Ing. Eugen Volosciuc Ing. Franz Grünwald Alfred Krobath Ing. Günther Frühwirth QSE Quality-Safety- Engineering GmbH Energiesysteme GmbH Ing. Manfred Strecker, MAS, MSc Heinz Kaller RIA Rohr- und Industrieanlagen bau GmbH REP Renewable Energy Products GmbH 4 Werner Reibenschuh Ing. Franz Krammer

5 CSR report Organisational chart Board of Directors: Johann Christof Günter Dörflinger, MBA Mag. Gernot Schieszler AHG Anlagenbau Holzmann GmbH Legend Companies in the Christof Holding AG Group Ing. Roland Holzmann JCB J. Christof Bosnien d.o.o. Zenica DI Gordan Joveljic JCR J. Christof Romania S.R.L. Ing. Mag. Markus Gran Dragos Druga JCE J. Christof E&P Services S.R.L. Ing. Bernhard Renner DINAFIT Maintenance & Engineering DI Wolfgang Koch FCR Ferrostaal Christof Romania S.R.L. ACE Apparatebau construction & engineering GmbH AHG anlagenbau holzmann Planungs- und Konstruktions-GmbH APB Apparatebau Schweißtechnik GmbH BEA Electrics GmbH DINAFIT Dinafit S.R.L. FCR Ferrostaal Christof Romania S.R.L. GREENTECH Greentech Energiesysteme GmbH JCA J. Christof Apparatebau Beteiligungs GmbH JCB J. Christof Bosnien d.o.o. Zenica JCE J. Christof E & P Services JCH J. Christof Gesellschaft m.b.h. JCR J. Christof Romania S.R.L. JCR-C JCR-Christof Consulting S.R.L. JCS J. Christof d.o.o. Beograd PMS Elektro- und Automationstechnik GmbH QSE Quality-Safety-Engineering GmbH REP Renewable Energy Products RIA Rohr- und Industrieanlagen GmbH SBN Schoeller-Bleckmann Nitec GmbH Ing. Mag. Markus Gran Ralf Michael Napel In the interest of letting the text flow and making it easier to read, all company names in the CSR report are shown using the abbreviations above (in capital letters). 5

6 CSR report Introduction Introduction In the past years, the question has often been raised why the Christof Group publishes a CSR Report at all and whether the benefits actually justify the costs. After all, writing such a report is quite time-consuming and the Report s readership is apparently not the biggest. So why take the effort? As the CSR team we are convinced like the owning family and the general management of the individual group companies that it makes sense to pause once a year and take a critical look at the work performed and the outstanding projects with our CSR visor. In our view the purpose of the CSR report for the Christof Group is to consider our values, diverse strategies and our goals. By doing so we are not trying to impress our stakeholders, but to critically deal with the issue and to assess the issue of CSR at regular intervals. No-one can ignore that economic and social conditions are changing in our time faster than ever before and the future is therefore less secure and harder to plan for most of us. Nevertheless, companies and every individual has the opportunity to influence the future and not just to go along with the masses. Robert Jungk is one of the founders of the Future workshop method, whereby the experience and creativity of the participants is used productively and therefore processes can, for example, be initiated and designed by employees for the organisational development. He says: Only if you discover the future by anticipating it, you can hope to actually influence it. 1 This was and is the goal of the Christof Group not just being a follower of trends, but being a trendsetter for innovation, technology and processes in our business areas. For example JCH was one of the first companies in Austria to receive SCC certification in 1999 and our Romanian subsidiary JCR-C was the first company in Romania to work in accordance with the ISO standard. What has happened since the last CSR report? In 2011 there were only 11 strategic guidelines, which influenced the organisational and entrepreneurial decisionmaking processes of the group in areas such as climate and environmental protection, observing quality standards, responsibility for employees and society as well as health and safety at the workplace. In 2012 the Board of Directors of Christof Holding AG took the decision to develop a Code of Conduct, based on the example of other large corporations, which was binding for all group companies and permanently integrated it into the group. This Code of Conduct can be accessed on our website in German and English under the link ZW_Folder_Online.pdf+robert+jungk+nur+wer+die+zukunft+im+Voraus+erfindet&cd=2&hl=de&ct=c lnk&gl=at

7 CSR report Economics Economics Making a profit together A social market economy does not exist in legal books, but in the thoughts and actions of people. (Richard v. Weizsäcker) 2 Like in the last CSR report, in 2012 we also had to realise that the economic conditions are becoming more and more difficult and our group companies are affected by this to differing degrees. In apparatus construction the effects of the worldwide financial and economic crisis were, thankfully, not felt too strongly, while particularly in the service sector (service and maintenance) there were serious shifts in the market. Unfortunately for several years customers have, in many cases, been focussing on the price components of an offer, meaning that the service and quality standards proved by the continual certification by independent test institutions have played a more subordinate role. Due to the severe drop in the wage/salary level an Austrian company is at a price disadvantage, especially in the service sector where personnel costs make up the lion s share of a project, compared to its competitors from South-East Europe. We have decided, however, not to participate in this price dumping out of respect for our employees and our identity as an Austrian company at any cost and therefore chose a proactive counter-strategy to make ourselves even more valuable as a supplier for our customers. These strategic measures include Introduction of the ISO environmental management system at JCH, JCR-C and PMS Intensification of personal development measures with a focus on SCC and project management In-house seminars to offer employees tailor-made seminar solutions about the work-life balance as well as time management, and to provide active burn-out prevention. 2 7

8 CSR report Ecology Ecology - Working sustainably together The reconciliation of the economy and the environment means that the chimney smokes but doesn t smoulder. (Peter Gillies, German Journalist) 3 For the companies of the Christof Group, the economy and environment are not mutually exclusive. We were always aware that our international actions leave a considerable carbon footprint due to the consumption of resources and the necessary travelling. It is therefore all the more important to keep this footprint as small as possible by making corresponding optimisations and thereby to operate sustainably. In the 2012 financial year we implemented a variety of measures to further improve our carbon footprint. Resource-conserving new constructions and conversions New constructions and conversions of JCH incl. the wood gas generator and oil separator / Gratkorn The existing building of JCH in Gratkorn was expanded so that the group companies working there (GREENTECH, JCH and REP) could be clearly separated and there was clearer transparent regarding the consumption of resources. In the course of the conversion a wood gas generator was implemented which was designed as a G50-type wood pellet generator. These wood pellets generate gas which drives a motor than in turn generates electricity. This achieves an electrical output of 22kW and a thermal output of 45kW. The electricity generated is fed into the local power network as GREEN electricity and is credited. The heat generated is used to heat water and is stored in a buffer reservoir with a volume of 8,000 litres, which is used to heat the building in winter. The gas filtering of this generator is performed in three stages to ensure there is no filter waste. In the first stage the gas is led through a so-called cyclone, then through a fine filter and in the last stages it goes through an RME filter to ensure that the environment is protected. With a nominal output of 22kW, 55,000 kwh/a is generated on an electrical basis and 112,500 kwh/a on a thermal basis. The injection of electricity into the grid and the use of the heat allow energy costs of the whole property to be reduced efficiently. Meaningful data should already be available for the 2013 CSR report. Wood gas generator at the sites in Gratkorn 8 3 Hommes, R.: Ökologische Produktionslogistik. Ökonomische Grundlagen, Funktionen und Ziele der Logistik mit den an Bedeutung gewinnenden ökologischen Einflüssen und Erkenntnissen im Allgemeinen und in der Wirtschaft und Industrie im Speziellen. [Ecological Production Logistics. Economic principles, functions and goals of logistics with ecological influences and knowledge, which are growing in importance, in general and in the economy and industry] Munich, 2007:1

9 CSR report Ecology In the course of the conversion, however, not only was an alternative heating system set up, but a waste water treatment system was also installed, in the form of an oil separator, to filter out mineral oils. For this purpose the waste water used to wash company cars and the factories is retained in a basin and the oil floating on the top is separated. This investment prevents hazardous substances getting into the waste water and therefore contaminating the environment. Thermal restoration of SBN / Ternitz In 2012 SBN carried out restoration work and insulation on the flat roof of the office building, to make a contribution towards energy efficiency and the protection of resources. In the course of this work an extra 12cm of expanded polystyrene was laid on a roof surface of 898 m² and the U figure (heat transfer coefficient) was thereby reduced by half. Furthermore the hall heating was also modernised. The old fan heating (powered by gas burners) was replaced with an efficient radiant heater. SBN Overview of the gas consumption at SBN 2011/12 financial year March February financial year March - December financial year Estimate Gas consumption³ Due to the afore-mentioned measures a clear energy saving of around 20% is expected in the 2013 financial year. Renovation of the social rooms at RIA / Graz In 2012 RIA adapted the social rooms at its office in Graz, where it improved the kitchen facilities and modernised all the toilet facilities. During this process the needs of the employees as well as the protection of resources were taken into account when selecting materials. E-mobility & photovoltaics By purchasing an electric car for JCH in March 2012 the company took an important step with regards to e-mobility. The vehicle has been used especially for diverse post, bank and supply routes within Graz as these short-distance trips are only around 20 km. As a result of the impressive performance the company management has decided to also use the electric car for internal postal and material transportation between the two sites in Graz and Gratkorn and thereby to contribute to a further reduction in CO² emissions. The use of the electric car within the city of Graz has proved successful both ecologically as well as economically. On the one hand e-cars can park free-of-charge in short-term parking areas in Graz, thereby reducing the total parking fees. On the other hand the electric car also helps reduce fine particle pollution in the city of Graz, which should not exceed the threshold value of 50 µg/m³ according to the [Immissionsschutzgesetz Luft (IG-L)] Air Emission Protection Act. The electric car of Christof Holding AG 9

10 CSR report Ecology In 2011 PMS purchased an electric car, which has been used successfully since then. In 2012 an E-charging station was also installed at the site in Wolkersdorf/St. Stefan. Due to the installation of a photovoltaics plant in May 2012, PMS is now able to produce around 50% of its own electricity consumption. The plant has fed an output of 20kWpeak 2D into the grid. This has resulted in an annual CO2 saving of over 20,000 kg. PMS Photovoltaics plant in Wolkersdorf Energy efficiency, protection of resources and waste management The introduction of EN ISO / PMS To be able to fully use the synergies of an integrated management system, in 2012 the management of PMS took the wide-reaching decision to also introduce an energy management system, the EN ISO 50001, at the same time. Based on the existing ISO 9001 quality management system and implemented in the already-tested BPM tool AENEIS, it has been introduced as efficiently and employeefriendly as possible, and has therefore been recognised and accepted as best as possible by all stakeholders. Environmental protection measures /JCR In 2012 JCR began to develop an environmental protection concept for the company at the site in Brazi. This comprises measures like waste collection and separation as well as saving potential for water and energy consumption: Energy efficiency and protection of resources Carpooling to reduce CO2 emissions Energy analysis & optimisation in the day-to-day business Reduction/adaption of the fleet Bus transfer for JCR employees to and from work Resource-protecting commuting / RIA For years RIA has been promoting the formation of carpooling groups of employees for travel to and from the workplace. The daily commute of employees who live in Graz is Waste management / PMS The introduction is not easy because environmental concerns were previously not strongly anchored in the minds of stakeholders, due to urgent social problems, and in many areas repeat clarification work had and has to be carried out. Corresponding data including the analyses should, however, be available for the 2013 CSR report. done by bike, and from further afield exclusively by public transport. In the near future it will be necessary for companies above a certain size to analyse, evaluate and constantly reduce their material flows. The current draft of the Energy Efficiency Law has already set the necessary conditions for this. It will soon be mandatory to implement this once the law is adopted. PMS has even gone one step further than the legislation with the introduction of an Integrated Management System (IMS). Since the company was founded, PMS has constantly strived, under the leadership of the Managing Director, for resource preservation, sustainability and the preservation of our environment. With the introduction of the EMAS and ISO environmental management systems the waste management system of the company has also been optimised, employees have been trained in waste separation, collection and recycling and thereby a reduction in waste disposal costs of almost 50% has been achieved. Due to the on-going optimisation of waste separation, the residual waste quantities were able to be reduced by 70% compared to the 2011 levels. In addition PMS led to the introduction of compositing for organic waste and lawn cuttings on the premises. 10

11 CSR report Ecology Waste management / JCH The large quantities of hazardous waste from 2011 can be explained by the proper disposal of the paint stocks of JCH as well as diverse hazardous waste at the start of The reason for this step to remove various hazardous waste was the introduction of the Environmental Management Abfall System ISO It should be mentioned, however, that after the organised clearing of hazardous waste the quantity of hazardous waste in the company was able to be reduced by 70.8%. CSR-Bericht Ökologie Standort Site Graz, Graz, Plabutscherstrasse Plabutscherstraße hazardous waste 4715 gefährliche Abfälle kg/year [kg / Jahr] In 2011 there was an increase in the quantity of non-hazardous material waste. The reason for this negative development was a large-scale water ingress in a building of JCH s headquarters following a summer storm in August The water ingress led to an unexpected increase in non-hazardous waste, as more waste was incurred in removing the damage than during normal operation. The quantity of waste in 2012 was therefore able to be further reduced and even dropped below the 2010 level, which corresponded to a reduction of 38.5% compared to the previous year. CSR-Bericht Ökologie Standort Site Graz, Plabutscherstrasse Plabutscherstraße non-hazardous waste nicht gefährliche Abfälle kg/year [kg Kg/year kg/jear / Jahr]

12 CSR report Ecology Energy consumption analysis / JCH With regards to the energy consumption, in recent years only minor fluctuations were experienced at JCH. However, compared to the previous year consumption was able to be reduced by 1.7%. The reason for this is the increasing effect of internal employee training, the obligation to shut-down company-internal PC workplaces at the end of the working day and at the weekend and thereby to make the system completely consumption-neutral. Site Graz, Plabutscherstrasse 115 Electricity consuption per year - JCH GmbH Water consumption analysis / JCH Regarding the water consumption at the headquarters of JCH, a severe drop was noticed. Completely contrary to the previous years, water consumption was reduced by 185 m³/year and as a result a large quantity of water was saved. This corresponds to a reduction of 22.7% compared to the previous year. One of the reasons for the severe drop in consumption is the relocation of various departments to the new office premises of JCH in Gratkorn. Water consuption per year - JCH GmbH m³/year kwh/year Site Graz, Plabutscherstrasse 115 Water JCH GmbH 12

13 CSR report Ecology Fleet data and carbon footprint / JCH An analysis of the last three financial years show a drop in CO² emissions and fuel consumption in the JCH fleet to, some of which are quite considerable. On the one hand this is due to the fact that older vehicles, which therefore had higher CO2 emissions, were replaced with vehicles that had better technology and better emissions and/or lower fuel consumption. On the other hand a drop in emissions is particularly noticeable in the construction sector, due to the fact that the project business at JCH fell as a result of economic conditions, caused by the worldwide financial crisis. Carbon footprint of the JCH fleet Analysis Company Aspect Type Details Unit Difference in % Total JCH Emissions Construction vehicles CO ² Diesel (kg/a) ,74 Total JCH Emissions Other vehicles CO ² Fuel (kg/a) ,95 Total ,31 Less applications at construction sites of course also meant less business trips and therefore lower emissions. So this is only to be viewed as positive from an environmental aspect, but not from an economic viewpoint. To help prevent empty kilometres and to optimise the use of the vehicle, the management of JCH has decided to start a pilot project with electronic journey books. As part of this process in September 2012 all construction site vehicles in the area of Vienna were equipped with electronic journey books, to improve the coordination of vehicles, reduce unnecessary trips and to reduce fuel consumption. An internal evaluation after three months showed that the vehicles were driven 5,000 7,000 km less per month. In the meantime the pilot project has been successfully completed. It is planned to equip up to 50% of construction site vehicles with electronic journey books in Fleet data of JCH Company Site Details Unit Difference Reduction in % JCH all Mileage/a (excluding the Company management) Kilometre ,03 JCH all Fuel consumption/a (excluding the Company management) Litre ,54 JCH all Total vehicles/fleet Quantity ,88 JCH all Reduction of vehicles/fleet Quantity ,15 13

14 CSR report Social responsibility Social responsibility Living together If you want to see results this year, sow grain. If you want to see results in ten years, plant trees. If you want to see results your whole life, develop people. (Lao Tse) Die dritte Säule in unserem Nachhaltigkeitskonzept bildet der Bereich Soziales, da nachhaltige Entwicklung nicht nur Wirtschaft und Umwelt betrifft, sondern auch alle Stakeholder (Arbeitnehmer, Kunden, Konsumenten, etc.) als Individuen. Dabei geht es uns beispielsweise um Arbeitsplatzsicherheit, Miteinbindungen von Betroffenen bei Entscheidungen, Personalentwicklung aber auch um Anerkennung kultureller Unterschiede, Gesundheit, Work-Life-Balance und eine gerechtere Ressourcenverteilung. Work-Life-Balance in der Christof Group Impulse test Since 2012 occupational physician Dr Walsberger has been conducting so called impulse tests in the companies JCH, Christof Holding and QSE. This test shows an overview of work-related stress factors and resources, which provide valuable indicators for stress-reducing measures to help achieve a work-life balance. JCH used the evaluation of the 2012 impulse test when creating the personal development plans for PMS also works with the impulse test during the annual employee survey to identify stress factors and introduce the necessary measures. Increase in working vitality The final paper of an employee of PMS, who has successfully completed her training as a life consultant and coach, is entitled Enhancing Working Vitality. In her paper she examines the influence of a company s management on its employee s working vitality. These results formed the basis for the further procedure in personal and organisational development at PMS. Furthermore, it worked out what support the life and social coach can offer employees and which measures both executives and employees can take themselves to improve their vitality. Individual coaching is already offered at PMC for personal development. The contents of these courses include stress and personal drivers, demarcation, psychological hygiene counter-acting stress, building up resources, time management, energy footprint and quality of life. Working together living together JCR-C was not just the first company in Romania to deal with the introduction of international safety standards like ISO 9001, ISO and ISO but also placed great emphasis on the balance between work, private life and health. The employees are not just expected to perform their everyday work, but the company also makes contributions towards the concept of Working together living 14

15 CSR report Social responsibility together. An example for this is the big JCR barbecue party, which is held every summer and where all the employees and their families can have fun together. In the meantime this event has become a popular tradition, which all sides want to continue. The background for this is to also include the families of the employees, to allow communication across all hierarchy levels and to promote the general commitment. Image right: Employee summer party in Brazi de Sus, Romania Fruit trees for employees In autumn 2012 lots of different types of fruit trees were planted on the premises of PMS. The aim of this was to provide employees with a healthy, vitamin-rich snack thanks to the self-picked fruits. It is hoped that the first fruit harvest will be available in summer/autumn 2013, despite the cold spring. Exercise program at the workplace Since the spring of 2012, an integrated exercise program (chair gymnastics) has been incorporated into the work schedule of administrative employees at RIA. This has been supplemented by a seasonal fruit hunt in the mornings and the consumption of sufficient quantities of water and unsweetened tea. Personal development & qualification measures in the Christof Group Further training measures of SBN SBN is a member of the regional qualification association Power for work and offers employees courses in languages (technical English, construction English, Russian, German as a foreign language), communication & presentation as well as first aid. Specialist training courses such as welding courses/exams, AutoCAD, apprenticeships etc. are offered by SBN as part of the annual training plan. 15

16 CSR report Social responsibility Further training measures of JCH and QSE At the end of 2012 both JCH and QSE sent an employee to train as an European Energy Manager (EUREM). This should ensure that both companies are able to look at the protection of resources more intensively in the future and develop an internal action plan. QSE was also able to apply this qualification for customers outside of the group in its role as a consultant. Special topics are taken into consideration here such as energy management and climate protection, operational energy flows/energy data management, energy technology, control engineering, electronic, refrigeration, air-conditioning and heating technology, co-generation of heat and power, biomass energy, solar heat, photovoltaics, lighting, green IT etc. This experience and know-how then, of course, becomes available to the whole group. Further training measures of PMS In 2012 PMS started an assembler training program. As part of this, workshops were held with small groups of up to 10 Assembly Managers, the management of the Assembly Department as well as one Managing Director, with the support of an external coach. This aim was to provide intensive support, focus on the needs of individual Assembly Managers and deal with special problem cases. This should lead to a more intensive identification with the company PMS (commitment) and promote entrepreneurial action. Furthermore, in 2012 PMS started to hold so-called departmental coaching. In the first stage a problem analysis was carried out with employees of the team. Step two comprised a discussion of the results with the respective team leader and the company management. In the third and final step the improvement measures were jointly developed. The goal of the departmental coaching is to strengthen the solidarity and team spirit, to detect problems at an early stage, develop inter-departmental problem-solving skills and to give employees the chance to actively influence the future of the company. As a result the development of the organisation is not just top-down, but occurs with the active involvement of all stakeholders. JCR Welding technology centre In October 2012 JCR founded a welding technology centre in Brazi, to continually improve the performance of employees and to develop the highest professional specialis skills. Furthermore the centre is also a learning institution for 20 apprentices, who are completing their studies there under the supervision of experienced trainers so that they can overcome professional challenges in the future together with their Romanian and Austrian colleagues. In addition to the theoretical training the focus is also on the operation of modern welding machines and special welding processes, which are necessary for daily service and maintenance work in refineries. At the same time the language skills of the young people are also promoted so that they can also work on international projects. As a result JCR has been organising in-house English courses with external language trainers since At the end of the training course, apprentices receive a welding certificate, TUV certification and a language certificate. JCR wants to systematically pursue and expand this route of structured personal development in the coming years. JCR Welding technology centre in Brazi, Romania Introduction of the SCC management system In autumn 2012 the gradual introduction of the SCC management system was launched by SBN. SBN is therefore the fifth company of the Christof Group to work in accordance with SCC guidelines and thereby makes an important contribution to safety at the workplace. 16

17 CSR report Social responsibility Social projects & sponsorship SBN social projects For many years SBN has taken part in social projects like the purchase of building blocks for impulse weeks (therapy weeks, holidays etc.) for children s cancer aid in Vienna, Burgenland and Lower Austria. SBN is also a reliable sponsoring partner of HAK Neunkirchen and supports them with countless school projects. QSE Sapana school project Since 2012 QSE has been actively supporting the Sapana school project in Nepal, which is financing the construction of a village school in the mountain village of Pokhare as well as the purchase of furniture, school materials and uniforms. PMS social projects Due to its membership of the association The network of responsibility, PMS takes part in lots of events, talks and seminars concerning sustainability, health and safety at work, burn-out prevention, CSR, energy management etc. In 2012 PMS supports the project Day care vaulting and riding at VS St. Stefan which provides additional measures for children with different needs in an integrative lesson and thereby allows children to make great progress in motor skills, cognition, sensomotoric skills and social behaviour. Furthermore, for years PMS has been employing staff from Pro Mente to look after the outdoor premises at the site in St. Stefan. At the 2012 commitment day at the day care centre of Die vier Jahreszeiten, a facility which looks after severely disabled people in Landskron, the company management Working together brings us to the goal. Thanks to the hardworking cooperation the shed was successfully constructed. constructed a shed together with the apprentices of PMS. On the one hand the commitment day is used to implement projects, which would otherwise be difficult for nonprofit organisations to finance themselves, together with the company. On the other hand commercial employees benefit from contact with people with physical or mental disabilities in non-profit organisations such as Pro Mente, as this improves the social skills of the participants. Christof Romania Foundation The Christof Romania Foundation was founded back in April 2009, and since then has provided people in need in Romania with financial support for urgent medical treatment. By 2012 eleven people were able to undergo operations and other treatment was successfully carried out, which would otherwise not have been possible, thanks to the financial donations of the foundation. The cases concerned severe cancer illnesses, brain/spinal cord injuries, epilepsy, autism as well as leukaemia. The Christof Romania Foundation is an independent legal entity registered in Romania, which is also politically independent as a NGO/NPO and offers the following support: Spiritual and material support both locally and nationally of children, young people and the elderly The representation and promotion of the interests of children, young people and the elderly at local and national level PMS: Social commitment for building a shed Assumption of school fees or lesson materials at 17

18 CSR report Social responsibility Goals secondary school level, vocational schools, college or University for children or young people from problematic social backgrounds Support for young people from problematic social backgrounds to help them find professional employment Support for young people from problematic social background to make their knowledge and skills ready for the workplace Activities to promote art and artists Support of activities which encourage the preservation of traditions and customs In addition the Christof Romania Foundation also promotes sports activities and supports talented people to help them pursue their (sports) careers. The volunteer members of Youth basketball team, Romania the foundation do not see their task as just making financial contributions, but also to offer an ear in the event of any problems. This is what we are planning for 2013 Our next steps 18

19 CSR report Goals SBN sets seminar priorities In 2013, SBN will offer seminars focussing of Back fit, Anti-smoking and Look after yourself, make sure you don t burn out for burn-out prevention as part of a range of qualification options. PMS Project Management Training Due to the increasing complexity and shorter processing times for orders, PMS is focusing its attention more and more on project management training, to equip all employees who already work in this area or will work there in the future with the necessary tools and to allow them to also act at a high level internationally. This concerns the acquisition of both specialist and the corresponding social skills. In a structured training program orientated to the needs of PMS, a wide-range of project management skills should be developed in the long-term across different levels. PMS launched this extensive project manager training program in autumn As part of it, project managers will receive fundamental training at international level (pm-baseline certificate level D incl. written exam). The topical focus of these modular training courses include project management principles, project organisation, structure and time planning, team work as well as project cost and resource planning and project controlling. Based on this, 8-15 employees will receive further training to become professionals in project management (pmbaseline certificate level C). The focus of this further training course, which also has a modular structure, is also on investment evaluation, conversation techniques, team process, and negotiation tactics as well as the drafting of contracts. JCH SCC training program JCH has already been certified according to SCC guidelines since 1999 and is therefore one of the first industrial plant engineering companies in Austria to possess this certification. The SCC training certificates for operative staff or executives are valid for 10 years. For the next business year a repeat SCC training program is plan for a total of 200 employees, which will be run in cooperation with QSE and will start in the spring of PMS promotes social skills In addition to its countless sponsoring activities, PMS meets its social responsibility primarily by taking part in the annual commitment day. The 2013 project offers have a double benefit. On the one hand the courtship areas of the rare wood grouse were improved by the forestry performed as part of the project, to ensure their survival. On the other hand these measures were implemented together with the young people at Pro Mente (young people with social and emotional problems), the general management and the executives of PMS, to promote the social skills of all participants, like last year. 19

20 Headquarters Plabutscherstrasse Graz, Austria P

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