Corporate Social Responsibility Report 2008 Schenker AB and Group companies in Sweden

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1 Corporate Social Responsibility Report 2008 Schenker AB and Group companies in Sweden Report according to the GRI standards Environmental core indicators Financial core indicators Social core indicators

2 Vi har inte ärvt jorden av våra föräldrar vi har lånat den av våra barn.

3 Contents Page GRI chapter 4 Vision and strategy 1 5 Statement from the CEO 1 6 We take into account both finances and the environment Schenker s seven-point programme to halve carbon dioxide emissions per tonne/km Articles from the magazine Logistikmagasinet in Sustainability Award Scope of the report 2 / 4 16 Company organisation 2 17 Associated parties 2 / 3 18 Customised management system 3 19 Schenker values, overall guidelines and management systems Policies 3 22 Financial core indicators Environmental core indicators Social core indicators 5 31 Glossary What is a corporate social responsibility report? A corporate social responsibility report should present in clear terms how a company works with financial, environmental and social issues.

4 GRI 1 A common vision leading us forward Schenker is in the process of becoming the leading provider of green logistics services. We are continuing to reduce our customers carbon dioxide emissions by optimising their transport chains both financially and environmentally. Group environmental objectives The DB Group has adopted a group environmental objective of reducing relative carbon dioxide emissions by 20% between 2006 and 2020 on land, at sea and in the air. With all modes of transport at our disposal we can offer the best combination for each individual customer. In Sweden, the Schenker AB Land Division intends to halve carbon dioxide emissions per transport movement through to 2020 and has thus assumed a more demanding climate objective than the majority of other national companies in the Group. Climate-neutral freight transport collaboration in pursuit of a better climate The transport sector is facing a major environmental problem. We must reverse the trend and take on the greatest challenge we have ever faced carbon dioxide emissions. In 2006, Schenker Sweden took the initiative in expanding collaboration between the various agencies in the transport sector with representatives from automotive manufacturers, fuel producers, infrastructure bodies and the research community. The group initially comprised Volvo Trucks, Preem Petroleum AB, the Swedish National Road Administration, the Centre for Environment and Sustainability, GMV, and Schenker AB. Several companies joined the group during The network currently comprises 13 companies. Together we can reverse the trend. This is one of the starting points in the unique collaboration between five of the largest road transport bodies in Sweden. From the left: Katarina Gårdfeldt, GMV Helene Samuelsson, Preem Lars Nilsson, National Road Administration Martin Sjöberg, Preem Monica Jadsén Holm, Schenker Bo Hallams, Schenker and Lars Mårtensson, Volvo Trucks. 4

5 GRI 1 Emission dialogue must be intensified During 2008, the climate issue was still firmly in focus. It is heartening to see that our customers, despite the downturn in the economy, are just as environmentally committed as they were previously. New research has shown that the shock reports presented by the UN Intergovernmental Panel on Climate Change (IPCC) in 2007 had in fact underestimated the rate of global warming. Global warming is a result of the increase in the emission of greenhouse gases. The transport sector is the second-largest source of the greenhouse gas carbon dioxide. Worldwide passenger and freight transport accounts for approximately 25% of emissions. Schenker operates in the freight transport and logistics segment, making environmental issues a strategic issue for the whole Group. The Swedish Climate Bill (March 2009) highlights the transport sector as one of the areas that requires most work if a sustainable environment is to be achieved. By 2030, Sweden ought to have a vehicle fleet that is totally independent of fossil fuels. This aim will be achieved by developing hybrid vehicles, electric vehicles and biofuels. The Bill mentions national measures such as long-term investment in improving the competitiveness of the Swedish automotive cluster, extended grants for filling stations for renewable fuels, increased low-level mixing of biofuels and binding emission requirements for automotive manufacturers. An increase in diesel tax combined with a reduction in road tax for heavy vehicles and buses is also proposed. Schenker Sweden is a member of the Swedish International Freight Association, which maintains that logistics issues are very often forgotten in inquiries and political decision data. A clearer link between social planning and the need for rational provision of freight transport is needed on different levels in society. Schenker offers public transport solutions for freight and realises that a great deal can be done to make it easier for heavy traffic to increase its filling levels further and reduce the volume of transport. One only needs to look at how public transport is favoured in relation to private motoring. Schenker produces network transport using all modes of transport road, rail, sea and air and can thus offer the transport purchaser the best combination in environmental terms for each specific situation. In October 2008, Schenker invited its sea and air transport suppliers to Gothenburg to take part in what proved to be a stimulating dialogue, focusing on general environmental issues and above all to discuss the potential for reducing and reporting greenhouse gas emissions. Some companies have made more progress than others although it is obvious that the climate issue is also of strategic importance to airlines and shipping lines. To link back to the introduction and increased emissions of greenhouse gases, Schenker is of the opinion that it is extremely important to ensure that measuring and reporting data and emissions take place in a manner that is consistent and with a level of credibility that is acceptable internationally. This area must be the subject of further discussion. In Sweden we support the efforts being made by NTM and IVL to develop better tools for emission calculations and in doing so we are also part of the international standardisation process. As an extension of this, our owner, DB, is developing the Ecotrans IT tool to compare in more detail emissions generated by different modes of transport. Schenker Sweden continued its close involvement in the Climate-Neutral Land Transport for Goods alliance (KNEG), the aim of which is to halve carbon dioxide emissions per transport movement through to We are also looking forward to the autumn when Sweden takes over the EU Presidency as well as COP15, the UN climate summit due to be held in Copenhagen. Ingvar Nilsson CEO, Schenker North Gothenburg, May

6 GRI 2 The Group s Environmental vision: Our ambition is to use all the means available to Schenker to become the environmentally most sustainable logistics provider in the world. We take into account both finances and the environment Schenker develops and produces transport and logistics services which satisfy the demands of the market for quality, efficiency, simplicity and environmental responsibility. Schenker s logistics network makes it possible to utilise knowledge, experience and ideas from every corner of the world, which in turn satisfies demands from customers and society. The network also presents the opportunity to combine different modes of transport road, sea, air and rail to create logistics solutions that strike the best possible balance between financial and ecological demands. The aim is to create an optimal, cost-effective, environmentally efficient supply chain that will help improve our customers competitiveness. It is often the case that the logistics solution that best satisfies the demand for sustainable development is also the most cost effective. This is the starting point for everything we do locally and globally. Schenker in Sweden offers domestic and international logistics services for all modes of transport for companies on the Swedish market. At present road transport dominates. Our customers are mainly large and mediumsized enterprises in the industrial, commercial and food sectors. One example is the complete global logistics and transport service we offer to major sports events around the world. Schenker in Sweden has 4,155 employees, 2,215 whitecollar workers and 1,940 blue-collar workers, with around 7,000 employed indirectly through affiliated haulage companies. The main trade unions are the Transport Workers Union, the Salaried Employees Union (Unionen) and the Swedish Association for Managerial and Professional Staff. Schenker AB is a wholly owned subsidiary of Schenker AG, which is a subsidiary of Deutsche Bahn. During 2008 the Schenker companies in Sweden had net sales of SEK billion. Worldwide, Schenker has almost 88,000 employees at 2,000 locations and annual net sales of approximately 13.2 billion. Market position in Europe Land transport 1 DB Schenker 2 DHL 3 DSV 4 Dachser 5 Geodis Market position in the world Air transport Sea transport 1 DHL 2 DB Schenker 3 UPS 4 Panalpina 5 Kühne + Nagel 1 Kühne + Nagel 2 DHL 3 DB Schenker 4 Panalpina 5 UPS 6

7 The seven-point programme to halve carbon dioxide emissions per tonne-km Our aim is to reduce carbon dioxide emissions per tonne-km by more than 50% through to This is an ambitious undertaking and a combination of different measures will be necessary if we are to succeed. We need closer co-operation than is the case at present, with more bodies involved, ranging from the haulage companies that are our suppliers through to public authorities and administrators of the national infrastructure. Through improvements achieved with the aid of known technology and with existing legislation and the current infrastructure, Schenker will succeed in improving the efficiency of its transport by 20-30% per tonne-km through to With a number of cautious undertakings involving technological improvements (hybrid vehicles, biofuels etc.) and with the support of new legislation and infrastructure, Schenker will succeed in more than halving carbon dioxide emissions per tonnekm through to The strategies that will bring this about cover seven areas: Altered driving habits (Ecodriving and speed reductions) New vehicles Better fuels Combination of different modes of transport (Intermodality/multimodal transport) Increased filling levels/shorter driving distances More intelligent city logistics Optimisation of vehicle combinations Altered driving habits Ecodriving At present more than half of Schenker s drivers have been trained in ecodriving. The drivers that have mastered the technique can reduce fuel consumption and thus also the emission of carbon dioxide by 4-10%. A prerequisite for ensuring these effects will be permanent is continuous feedback and encouragement for the drivers. All Schenker s drivers will have undergone ecodriving training within the next five years. This offers the potential to reduce fuel consumption by approximately 5% in our domestic traffic. Altered driving habits Speed reductions If all vehicles in Schenker s domestic traffic were to reduce the average speed by 2 km/h our total fuel consumption would be reduced by 1.7 million litres of diesel each year. This is equivalent to 1.5% of our total fuel consumption. The loss of time would be almost negligible. On the Stockholm-Gothenburg route the driving time would be 10 minutes longer. Persuading all drivers to really reduce their speed and at the same time imposing stricter stipulations regarding delivery speed and accuracy is a major challenge that will require considerable information initiatives. New vehicles Replacing older trucks with new, more fuel-efficient trucks can result in a significant reduction in fuel consumption and consequently lower carbon dioxide emissions. By phasing out older tracks from the fleet over the next five years, carbon dioxide emissions will be reduced by 10% compared with present-day figures. Better fuels At the same time we must make greater use of diesel mixed with biofuel and/or use fuels based entirely on a renewal raw material. In time (5-15 years) we will also be using hybrid vehicles for urban distribution and we will have increased the use of biofuels even further. 7

8 Intermodality and multimodal transport For long-distance transport, over 450 km, a combination of different modes of transport is often the best solution. Schenker is currently the biggest user of multimodal transport in Sweden. Multimodal transport (road/rail) means that the consignment is conveyed using more than one mode of transport. Transport takes place using loose load carriers which are transported on specially constructed trucks. The switch between the different modes of transport takes place at specially designed terminals. Increased filling level/shorter driving distance Schenker operates the largest public transport system for freight in Sweden. In our network of terminals and scheduled transport routes around 80,000 transport assignments are co-ordinated each day. If more transport movements, such as company vehicles, were to be co-ordinated within the public transport network for freight, the increased filling level would result in fuel savings of several per cent. It is primarily the large partload sector that offers the potential for reducing driving distances within long-distance transport. With more and better IT tools our transport planners can optimise transport even further. During 2009, all Schenker s domestic carriers will be equipped with new palmtop computers to improve efficiency in handling orders. Over half of the haulage companies have already chosen to combine this new mobile platform with supplementary functions for positioning, navigation and vehicle economy. Multimodal transport currently accounts for approximately 10% of the transport carried out by Schenker, calculated in tonne-km. Using measures such as these, multimodal transport could increase by 15-20% and Schenker s total fuel consumption could be reduced by 3-5%. The potential could be improved even further by using new techniques such as multimodal light and flexitrain Effective multimodal transport presupposes highly efficient reloading terminals. Location, availability and opening hours are key factors in the use of such terminals. We estimate that eight new terminals will be required. This would increase the volumes transported by Schenker intermodally by 20-30%. Intermodal solutions are an excellent complement to conventional freight transport by road but not a replacement. We need to think in new ways, such as vehicle length. Smarter city logistics Our major cities and municipal areas are in a position to alleviate the congestion and the increase in emissions that arise as a result of poor load capacity management. At present, a large number of trucks make deliveries that are both small and few in number to the municipal authorities own delivery points and to various commercial shopping centres. A public transport freight company such as Schenker already has ready-made solutions to adapt to municipal authorities both large and small. Schenker believes primarily in a combination of binding rules and the rewarding of environmentally effective behaviour. Through more efficient city logistics the total fuel consumption for domestic transport could be reduced by 2-4%. 8

9 The KNEG stand at the Logistics and Transport Fair 2008 Infrastructure Minister Åsa Torstensson (right) talking to new KNEG member Carina R Nilsson from the Swedish Association of Road Haulage Companies. Existing strategically located terminals outside the city centres are used for reloading supplemented as necessary with new construction. Modern IT support and modern vehicles developed for city distribution are used. Handling of freight is optimised through consolidated transport on environmentally efficient routes. Consolidation is rewarded. Optimised vehicle combinations With longer and/or broader vehicle combinations, fewer vehicles need to be used to perform the same volume of transport. This reduces fuel consumption and emissions per transported volume of goods. Schenker s undertaking for climate-neutral land transport of freight domestic land transport For 2008 this means 13,000 tonnes of carbon dioxide emissions less in our domestic transport. Source: I-KNEG Ecodriving Ensure that all drivers have up-to-date training in ecodriving. In 2008, over half the drivers had been trained. At least 20% of the drivers will be trained each year until everyone has completed the programme successfully. New vehicles Phasing out older trucks with Euro 1 and Euro 2 engines. In 2008, 80% of the vehicles were Euro category 3 or higher. By 2012, all vehicles will be a minimum of Euro category 3. For 2008 this means 6,600 tonnes of carbon dioxide emissions less in our domestic transport. Source: I-KNEG Best diesel Using the most ecofriendly diesel available. Schenker s vehicles have for a long time been run on MK1 diesel. Our aim is to use MK1 diesel with as high a mixture of biofuel as is practically feasible in the light of vehicle warranties and the infrastructure. 9

10 Articles taken from Schenker s Logistikmagasinet At you can read more about these articles and about what our exciting world. Headline: World premiere for the first ethanol-powered truck Headline: Pure rape seed Scania har tagit fram världens första lastbil som drivs av etanol. En mindre modell, som ska gå i stadstrafik. Tove Nörgård, biträdande försäljningschef Heavy Transportation p stationen utanför Schenkers terminal i Malmö. Med ren rap E95 i d 10 Nä, det har inte öppnat en massa nya gatukök i Malmö. Den svaga doften av pommes frites beror på något helt annat. Nämligen lastbilar som kör på ren rapsolja. Schenker och Statoil har inlett ett samarbete för att testa att köra lastbilar på ren RME (rapsmetylester) som tillverkas av raps. I ett första skede byter vi bränslet i åtta bilar som går i distributionstrafik i Malmö. Den största skillnaden är lukten. När man kör på RME luktar det ungefär som frityroljan från ett gatukök, säger Rustan Eliasson, fordonschef på Schenker Åkeri. Varmt och skönt Anledningen till att man valt just åtta bilar i Malmö till att börja med är flera. Dels har inte RME sam som vanligt d lastbilstillver om man byte Därför pa så där vansin dessutom ha har inget em som vanligt, Dessutom är kunde levere utanför vår te Eliasson. Mindre CO 2 -u På sikt ser ha byta bränsle. Det finns hur mycket m med RME ko räkna ganska utsläppen, sä gis ti ik km agasin et 10

11 Nytt & Noterat in 2008 is happening in oil in the fuel tanks Lyckad satsning på miljöforum för sjö- och flygleverantörer Tanken är att det ska bli en ny plattform som driver miljöfrågorna framåt på flyg- och sjösidan, säger Monica Jadsén Holm, från Stab Miljö på Schen- ker AB. Under de två sista dagarna i oktober sam- lades många stora internationella leverantörer av flyg- och sjötjänster i Göteborg för att diskutera miljö- och klimatfrågor under Schenkers Miljöforum. Initiativet låter inte så märkvärdigt, men det visade sig att ett liknande grepp inte har tagits av något annat företag tidigare. Två av syftena med mötet var att ge uttryck för våra kunders miljöintresse och oro för klimatfrågan och att diskutera underlag för att göra bättre emissionskalkyler. Resultatet tar vi som intäkt för att genomföra fler möten längre fram, säger Andrea Schön, från Schenkers miljöavdelning, Environmental Affairs, i Essen, initiativtagare och värd för mötet. Representanterna från deltagande flygbolag och rederier var mycket positiva till forumet. Träffen gjorde det möjligt för dem att berätta om miljöförbättrande åtgärder Headline: Successful environmental forum for air and sea suppliers Vi lärde oss mycket under de två dagarna, säger Andrea Schön från DB Schenkers huvudkontor i Essen, närmast kameran till vänster. som redan har genomförts, men kanske inte har kommunicerats ut till marknaden. Schenker drog på så sätt nytta av sin position som länken mellan transportköpare och de flygbolag och rederier som utför själva transportuppdraget. å Statoil, och Rustan Eliasson, fordonschef på Schenker Åkeri, klipper bandet för RMEsolja i tankarna tan avgaserna ma förmåga att klara köld Totalt rör det sig om cirka liter iesel och dels är det inte alla diesel som byts mot RME på ett år. En kare som låter garantin gälla halvering av CO 2-utsläppen innebär alltså r från diesel till RME. en minskning med cirka 300 ton. ssar Malmö bra, här blir inte nigt kallt på vintern, och Räknar med småbekymmer r vi många Scaniabilar här. De I det korta perspektivet räknar åkeriet ot att låta garantierna gälla med en del störningar. Rapsolja har vissa även om vi byter bränsle. andra egenskaper än diesel. Till exempel Statoil mycket engagerade och är det ett mycket bättre rengöringsmedel ra en pumpanläggning alldeles än diesel. Det gör att gamla dieselrester rminal i Malmö, säger Rustan i tanken, slangar och motor kommer att lösas upp. För att det inte ska hamna på fel ställe måste man på kort tid göra tre byten tsläpp av bränslefiltren. n bara positiva effekter av att Jag har sagt till chaufförerna att vara uppmärksamma på ljud och andra defekter. många olika uträkningar om Men om man inte vågar prova något nytt an minskar CO 2 -utsläppen emellanåt, lär man sig aldrig något heller, ntra diesel. Vi har valt att säger Börje Helm, driftschef på Schenker lågt, då halverar vi ändå Åkeri i Malmö. ger Rustan Eliasson. PIERRE OLSSON Logistikmagasinet Samarbete, hållbar utveckling, urbanisering och nya marknader var några av nyckelorden då Schenkers första Automotive-dag hölls i Göteborg. 8 Hållbar utveckling tema under Automotivedagen Headline: Schenker i Norge ser gärna att de permanent får använda lika långa fordonskombinatio- ner som tillåts i Sverige och i Finland och driver därför på de norska myndigheterna i denna fråga. Jan-Eric Sundgren, senior vice president, AB Volvo. Schenker i Sverige har under flera år haft ett transportupplägg med 25,25-meters fordon från Umeå till norska gränsen. Där möter ytterligare ett fordon upp, omkoppling sker och för sträckan från norsk gräns till Oslo används två fordon. Norge prövar längre fordon Utvalda vägsträckor I somras kom ett glädjande besked från norska Samfärdsministeriet det blir nu tillåtet att pröva 25,25-moduler under en begränsad period om tre år. Men bara på vissa vägsträckor och totalvikten av modulekipaget får inte överskrida 60 ton. Myndigheten vill under denna försöksperiod undersöka om lägre total bränsleförbrukning/koldioxidutsläpp kan uppnås genom att färre fordon används för att transpor- tera motsvarande godsvolym. Mycket förberedelser En projektgrupp med deltagare från Schenker i Norge och Sverige har under ett års tid förberett ett eventuellt positivt besked från norska myndigheter. Det är mycket som ska finnas på plats innan ett nytt transportupplägg dras igång. Passande fordon och trailers ska kontrakteras och rätt kunder med rätt typ av gods måste finnas i båda ändar. Från norsk sida var SH Transport i Drammen först ut och startade den 1 juni en rutt mellan norska Alnabru och Sverige och från svensk sida startade samtidigt en linje från Göteborg till Norge. Hittills är erfarenheterna mycket positiva och Logistikmagasinet hoppas att lite längre fram kunna redovisa en utvärdering ur miljömässig synvinkel. Torsdagen den 16 oktober höll Schenker en branschdag för folk i Automotivebranschen samma dag som morgontidningarna basunerade ut rubriker om kris för bilindustrin i Sverige. Trots krisen deltog ett 70-tal personer i evenemanget, även om en del fått lämna återbud på grund av rådande omständigheter. Vi har samlat elva föredragshållare som representerar tillverkare, logistikföretag, forskning, utbildning, designers med flera för att få en bredd på arrangemanget, berättar Annika Bratt, KAM (Key Account Manager) på Schenker och en av de ansvariga arrangörerna. Hållbar utveckling var på agendan för de flesta av talarna. Jan-Eric Sundgren, senior vice president AB Volvo, pratade en hel del om utvecklingstrender inom fordonsindustrin, men påminde också om att bilarna faktiskt blir allt effektivare och att utsläppen minskat med procent sedan Nya marknader som Ryssland, Kina och Indien påverkar transporter mellan öst och väst samt infrastrukturen inom och mellan länderna. Det gäller att jämföra transportkostnader, transporttid och utsläpp för att hitta de optimala kombinationerna av olika transportslag. SKF:s logistikchef Ramki Ramakrishna menade också att det gäller att vara flexibel och att hitta samarbetspartners. Allt större del av världens befolkning flyttar från landsbygden in till städerna, vilket givetvis ställer stora krav på citylogistiken. De flesta talarna var eniga i att det krävs samarbete och diskussioner mellan politiker, forskare, logistikföretag, fordonstillverkare och övrig industri för att vi ska få en hållbar utveckling av transporter för fordonsindustrin. Gunilla Jönsson, professor och rektor vid Lunds Universitet, och den brittiske designern Steve Harper från Shado var till exempel helt överens om att designers och förpackningsexperter måste tala med varandra för att optimera nya produkter för hållbara transporter. ANNE ÖSTENSSON STRÅHLE Sustainable development theme for Automotive Day Headline: Norway tests longer vehicles MONICA JADSÉN HOLM Logistikmagasinet Carina R Nilsson, vi Sten Forseke, VD Gr Pris ska positiv Ett nytt pris på 1 er att jobba mer het och persona 11 Vi vill öka medv

12 Miljö Skönt utan avgaserna Testchauffören ger Scanias etanoldrivna lastbil högt betyg Headline: Much better without emissions BILD: PIERRE OLSSON Det finns en stor skillnad mot en vanlig diesellastbil. Jag slipper avgaserna, och det är skönt för jag mår illa av dem, säger Jivan Osman, den chaufför som testar världens första etanoldrivna lastbil från Scania. Bilen går som distributionsfordon i Stockholm sedan mitten av juli, och hittills har Jivan Osman inget negativt att säga om den. Etanol har inte samma energiinnehåll som diesel, därför fanns det på vissa håll en farhåga att bilen skulle vara klenare än en traditionell lastbil. Jag märker ingen skillnad. Bilen är stark och har en väldigt bra svängradie. Det enda är att den måste värmas upp lite innan man startar, men det är så lite att det inte påverkar någonting, säger Jivan Osman. Flexibelt tak klarar låga passager Bränsletanken är större än på en vanlig dieselbil, så det räcker att tanka den var fjärde, eller femte dag. Vi tankar inte själva utan ringer till en bussterminal och säger till när vi behöver tanka. Bilen är utrustad med alkolås, bältespåminnare och röda säkerhetsbälten för att det ska vara lättare att se om chauffören har bältet på. Flaket är utrustat med höjoch sänkbart tak vilket gör att lastbilens totala höjd går att variera mellan 3,10 och 3,80 meter. Det är nödvändigt i Stockholm. Det finns många broar, tunnlar och garageinfarter där du måste kunna sänka taket, säger Jivan Osman. BILD: PIERRE OLSSON Viktigt lasta i rätt ordning Är det så att chauffören har gods som är högre än 3,10 på flaket lastas det sist, så att det kommer av först och inte hindrar en sänkning. Jag brukar köra omkring med 3,30. Dels kommer jag fram så gott som överallt, dessutom blir takhöjden när jag är uppe på flaket lagom då, säger Jivan Osman. PIERRE OLSSON Jivan Osman trivs med att köra världens första etanoldrivna lastbil. 6 Headline: Logistikmagasinet Genom sparsam körning sparar du tusenlappar på minskad bränsleförbrukning och gör en insats för miljön på köpet. Kör smartare och spara tusenlappar Drive smarter and save thousands 12 Snabbkurs i sparsam körning n Kör med framförhållning undvik stopp. n Växla upp tidigt och kör på så hög växel som möjligt. n Kör med jämnt gaspådrag och håll hastighetsgränserna. Cirka 60 procent av alla förare i Schenkers inrikestrafik är utbildade i sparsam körning. Det betyder lägre bränsleförbrukning med sänkta bränslekostnader och minskad miljöpåverkan som följd. Även som privatbilist kan du använda dig av metoden sparsam körning och spara mycket bränsle och därmed bättra på ekonomin med flera tusen lappar om året! mycket bränsle. I såväl stads- och landsvägskörning gäller det att inte bromsa bort energin. Schenker i Sverige ska halvera koldioxidutsläppen till år 2020 eller mer noggrant uttryckt, att jämfört med år 2005 halvera utsläppen från en typisk godstrans port. För att lyckats med detta har Schenker antagit ett handlingsprogram i sju punkter. En av punkterna kallas förarbeteende som delas upp i Sparsam körning och Lägre hastighet.

13 Sune Jansson Åkeri winner of the Schenker Sustainability Prize 2009 For the second year in succession the Schenker Sustainability Prize has been awarded to the best transport company. This year the winner is from the town of Uddevalla. The award ceremony is preceded by nominations via the Schenker haulier portal and the jury is made up of representatives from the Schenker Traffic Department, BTF* and Schenker s Executive Management. In Sweden, Schenker largely has its roots in the former Bilspedition Group, which began addressing environmental issues linked to the transport industry very early on. The head of corporate communications and environmental issues at the time, Åsa Lindell, helped to promote efforts leading to the introduction of the unique lowsulphur MK1 diesel and truck tyres that were gentler on the environment. It was during this time that a great deal of the environmental organisation was built up and which is still in place today at the Schenker AB district offices. A purchasing manual with environmental advice and a range of information sheets dealing with environmental issues for the haulage industry was produced in The Bilspedition Group and its hauliers thus had a good start in their environmental initiatives. It is also in this spirit that the Schenker Sustainability Prize for the best domestic haulage company during the year came into being. The climate issue is very much in focus today and will remain so for a long time to come. Because of this, Schenker has produced a seven-point action programme. The aim is to achieve a halving of the carbon dioxide emissions per tonne-km in domestic traffic through to The base year is For this to be possible, Schenker is dependent to a large extent on its hauliers. The seven-point programme is based, among other things, on the potential savings that can be derived from providing all drivers with training in ecodriving and speed adaptation. Both measures result in lower fuel consumption and thus lower carbon dioxide emissions. Bo Hallams, Director of Marketing at Schenker, presenting the prize at the BTF Congress in Östersund. There is some light at the end of the tunnel. SIKA (the Swedish Institute for Transport and Communications Analysis) has in a recent report (May 2009) stated that freight transport by road is now showing signs of levelling out in terms of carbon dioxide emissions. Consequently, the reduction in climate impact is not just a result of the financial downturn. Long-term development. Despite these positive signals we will work for a long time on improving the efficiency of the transport and logistics sector. The fossil fuels on which we still depend to a large extent must be gradually phased out. The Schenker Sustainability Prize for 2009 was presented to Sune Jansson Åkeri AB in Uddevalla, which is a good representative for our hauliers in marking out the right direction for the future. Sune Jansson Åkeri AB The haulage company Sune Jansson Åkeri AB in Uddevalla is a family company, currently owned by brothers Lennart and Gunnar Jansson. When their parents Sune and Stella started the company in October 1957 the core was milk transport. Sune and Stella were skilled at running a company and they soon established co-operation with what was at the time Bilspedition. At that time the end of the 1950s they had four trucks and four employees. Operations grew and today the company has 88 trucks, 85 semi-trailers, 46 trailers and around 150 emploees. Milk transport has now been replaced by part-loads and groupage in scheduled traffic for Schenker AB. Many vehicles are equipped for refrigerated and frozen transport. The head office is in Uddevalla. There is also a terminal for reloading, which means that the haulage company is 2,000 km more efficient each day. This is something that benefits our environment more specifically around 500 tonnes less carbon dioxide emissions per year. Apart from distribution in Uddevalla, the company operates scheduled services from Vänersborg, Karlstad and Gothenburg. Quality, the environment and not least road safety are very important for the company. Environmental certification according to ISO was secured back in The company cooperates with the transport engineering programme at Uddevalla High School and each year it accepts a number of students on placement. * Bilspeditions Transportörförening 13

14 GRI 2 Scope of the report This CSR Report contains figures for and describes events within Schenker AB and its associate companies from January 1, 2008 through to December 31, The previous CSR Report covered The report is aimed primarily at customers seeking information about how we deal with financial, environmental and social issues. It is also aimed at interest groups, employees, suppliers, the EU, other public bodies and students The core indicators in the report refer to all three Schenker AB divisions, Land, Air and Ocean and Logistics. Schenker AB s Swedish associate companies are also covered. Schenker AB shares premises with associate companies at a number of locations. Many of the associate companies are Schenker suppliers (and vice versa in some cases). No organisational changes affecting the group of companies reported as a collective unit have taken place since the previous report. The company has three operating areas which are subject to reporting requirements under the Environmental Code, i.e. tank facilities for diesel, washing facilities for vehicles and storage facilities for oil products. Storage of oil products and other hazardous chemicals are also covered by the Protection against Accidents Act as well as the Hazardous and Explosive Goods Act and Ordinance. The company has two operating areas which require permits under the Environmental Code: the transport of waste and dangerous waste in haulage operations. These operations could involve a risk of the refuse spreading and not reaching an approved waste handling facility The Report covers the following divisions within Schenker AB plus associate companies: Schenker AB, Land Division including ColdSped* Schenker AB, Air & Ocean Division** Schenker AB, Logistics Division Schenker Privpak AB Schenker Dedicated Services AB Schenker Consulting AB Schenker Åkeri AB Schenker Property AB AB Skandiatransport Logistik * Environmental core indicators emissions etc. from vehicles belonging to our sub- suppliers are also reported. ** Environmental core indicators not a full account of environmental core indicators emissions from air and ocean transport are not reported. Social core indicators Financial core indicators Environmental core indicators 14

15 GRI 2, 4 Report with GRI as the guiding principle This report follows the principles and standards produced by the organisation Global Reporting Initiative* (GRI), which is based in Amsterdam. GRI was set up in 1997 through co-operation between CERES (Coalition for Environmentally Responsible Economies) and UNEP (United Nations Environmental Programme). The members are non-profit organisations, international groups of companies and sector organisations. The GRI standards promote international harmonisation of reports and facilitate the preparation of relevant and credible information about companies financial, environmental and social conditions. In brief, a CSR report prepared according to the GRI standards should have the following contents. References to the relevant pages in this report are also given: 1. Vision and strategies (GRI /Pages 4 6) The company s approach to sustainability issues, including a statement by the CEO. 2. Profile (GRI /Pages 6, 14 17) The company s operating areas and organisation as well as the scope of the report. 3. The company s management system (GRI /Pages 18 19) 4. Cross-reference between the GRI index and the contents of the report (GRI 4/Page 15) 5. Core indicators (GRI 5/Pages 22 29) Financial, EC1 EC10 (Page 22) Environmental, EN1 EN16 (Pages 23 27) Social responsibility, LA1 LA11, (Pages 28 30) HR1 HR 7, SO1 SO3, PR1 PR3 We do not report any integrated indicators, limiting ourselves to the most important financial, environmental and social core indicators. We will hold back on reporting additional indicators until another year. Further information about GRI can be found at For further information about Schenker s sustainability work please contact: (Corp.Communications) (Human Resources) (Environment) (Finance) (Copies of the ISO certificates) * GRI has neither examined the content of this report nor assessed the credibility of the information furnished. Nor has the report been examined by any independent party. The report is based on GRI guidelines from June The G3 guidelines will come into effect from the next issue. 15

16 GRI 2 Schenker s Swedish organisation 2008 CEO Ingvar Nilsson STAFFS Finance Human Resources IT Marketing LAND DIVISION Thor Bergby Domestic Foreign Parcel ColdSped LOGISTICS DIVISION Mats Olsson Consumer Retail/Fashion Automotive Technology Health Care AIR & OCEAN DIVISION Helgi Ingolfsson Air Ocean Fairs & Exhibitions Schenker Consulting Niklas Ward Schenker Dedicated Services Magnus Strand Schenker Privpak Fredrik Goldbeck Löwe Schenker Åkeri Mats Grundius Schenker Property Ann Charlotte Hellman Company Organisation Schenker North comprises the Schenker Group s companies in Denmark, Norway, Sweden, the United Kingdom and Ireland. The President of Schenker North is Ingvar Nilsson, who is also the CEO of Schenker AB. The presidents of the other Swedish companies can be seen in the chart above. There are management teams on each level. The management team for Schenker North includes each company s president as well as representatives from Schenker Group Management. The Annual General Meeting is not held in Sweden, as the Schenker Group is owned by DB (Deutsche Bahn). Schenker North s Board of Directors reaches decisions of general strategic significance which the Executive Management then implement. Each company adopts its own policies within the framework of the DB Group s code of conduct and other Group directives. There is a bonus programme for the Executive Management and for certain employees on different levels. The payment of a bonus is linked primarily to the company s financial results. An up-to-date list of the Board of Directors and the Executive Management for 2009 can be found at Board of Directors, Schenker AB 2008 Ordinary board members: Thor Bergby Morgan Björklund (E) Hans Carlheim (E) Kristin Hedlund Roempke Christine M Johansson (E) Karsten Keller Håkan Larsson Ingvar Nilsson (E) = EMPLOYEE REPRESENTATIVE Deputy board members: Kenneth Andersson (E) Kenny Johansson (E) Kjell Eriksson (E) CEO: Ingvar Nilsson Vice-President: Thor Bergby Chairman: Håkan Larsson Executive management, Schenker AB 2008 Ingvar Nilsson (CEO Schenker North) Thor Bergby (Vice-President and Head of Land Division) Mats Olsson (President, Schenker Logistics) Helgi Ingolfsson (Head of Air & Ocean Division) Tommy Sulutvedt (CIO, Schenker North) Karsten Keller (CFO, Schenker North) Bo Hallams (Marketing Director) Yvonne Pokropek (Director of Human Resources) 16

17 GRI 2, 3 Developing in dialogue with our stakeholders Our most important stakeholders parties are customers, employees and suppliers. By far the most important group of suppliers comprises the haulage companies that we engage as carriers. Customer dialogue Schenker s communication with customers takes place mainly via the sales force, the customer service department, the website and the customer magazine. Each year since 1998 a representative number of customers (approximately 2,500) have been asked to assess us through a satisfied customer survey (Satisfied Customer Index). The Index is an indication of what we are good at and where we need to improve. Each district formulates its own operating plans using the Satisfied Customer Index as a starting point. Many customers make specific quality and environmental demands as part of the procurement process whilst other customers assess our work in this area through customer and supplier questionnaires. We incorporate quality and environmental demands into our normal contract review with the customer. We often refer to our CSR Report, which provides an overall picture of the company. Employee appraisals Each Schenker employee has a scheduled appraisal discussion with his/her manager. Through an annual questionnaire all employees answer questions about their understanding of the objectives that have been laid down and what they feel about their working environment and working situation. The employees also assess the managers. The results are compiled into an Employee Index. Hauliers and other suppliers The majority of hauliers that we engage are members of BTF (Bilspeditions Transportörförening) which is thus one of our means of communicating with the hauliers. The hauliers also have access to their own website at Schenker. A monthly newsletter is published on the website along with other information which the hauliers need in order to discharge their commitment to Schenker. There is also an extensive interactive questionnaire which must be completed once a year. The replies received from the hauliers are used as a basis for followup between the district offices and the hauliers. Society Schenker monitors public debate and is also a member of different groups and committees within the Swedish Haulage Association. It is a member of NMT (Network for Transport and the Environment) and takes part in the government s Logistics Forum. When invited, Schenker also takes part in various initiatives taken by transport purchasers, mainly represented by the nonprofit association Q3, which works to improve procurement of transport services in relation to the working environment, the environment and traffic safety. 17

18 GRI 3 Commitment and a clear management system result in high quality As one of the leading logistics companies on the market Schenker is of major significance to Swedish industry. The high quality of its services has a positive impact on its customers competitiveness, both nationally and internationally. A high level of quality is achieved through the commitment of the management, sensible guidelines and a clearly defined management system. The business plan is a central part of the management system. The business plan includes operational responsibility for the Executive Management, overall strategic objectives and actions, basic values and central aims and guidelines. The Schenker management system has been certified according to ISO 9001:2000 and ISO 14001:2004 and has also been prepared for certification according to the working environment standard OHSAS This means that operations are checked regularly through visits by external and internal auditors. Copies of Schenker s ISO certificates can be found on the website (www.schenker.se) under the heading Quality and Environment. Schenker s aim is to: have customers who are satisfied with how it carries out their assignments. have employees who are motivated, competent and always know how the customer s assignment is to be implemented. take into account both customer benefit and cost efficiency. This means that objectives are broken down into growth, profitability, efficiency, quality, customer satisfaction and employee motivation. There are also overall environmental objectives and road safety objectives as part of the quality improvement initiatives. Schenker applies the Precautionary Principle according to the Rio Declaration and conducts extensive risk management with load securing, security advisers for dangerous goods and liability insurance. On the website (www.schenker.se) Schenker offers an increasing number of e-services to facilitate the customers transport administration before, during and after transport has taken place. Using the website, customers can book transport, track their goods, obtain prices and timetables, examine freight documents and invoices and a great deal besides. Used correctly, the e-services contribute to achieving a higher level of quality and sustainable development for all parties concerned. 18

19 GRI 3 Our values A corporate culture is the result of the values that characterise the people at a company. Schenker Sweden is an old-established company with values that have had been firmly embedded for a long time. The corporate culture offers security and strength and we are proud of it. This is what has made us the market leader. Values and corporate culture are also living processes and need to evolve as society evolves if the company is to keep pace with future changes. By talking about values we remind ourselves of the values that are important. This helps us to maintain focus and clarity. The values mean that we enjoy our work and generate the commitment required for a company to continue to develop successfully. In today s globalised society commitment on the part of every employee is vital. Competition is keener and we need to constantly improve and become quicker and more cost-effective if we are to retain our customers and acquire new customers. The values which characterise us at Schenker: We do the right thing from the outset We must endeavour to achieve 100% at every stage. This means that we must do the right thing from the outset and go to the very root of a problem when it arises. If we fail we need to inform the customer before the customer informs us. 99% delivery assurance sounds good. However, this still means a couple of thousand errors every day. This is not good enough. We know that customer demands make us more efficient Customer demands produce better solutions at a lower cost. This makes us better. A positive attitude to customer demands means that we retain and increase the head start we have on our competitors. We treat the customer as we would like to be treated ourselves We should treat our customers with service-mindedness, honesty and know-how. The customer evaluates us in line with how we last treated them as a customer. We are the only logistics provider in Sweden that can offer personal local presence with a global one-stop shop offer. This makes us unique. We support each other and we have a high level of tolerance We treat each other with respect and we have an open climate. Those who already work at the company are happy and are given the opportunity to develop within the company. It also makes it easier to attract new skilled and motivated employees. We assume responsibility for people, the environment and society We seek to improve the environment, both for employees and for those around us. We are involved in the development of society, both locally and globally. Active, honest environmental and social responsibility is a prerequisite for doing good business. We are proud of being glocal We are proud of our contact with local customers and partners. We are equally proud of being part of Deutsche Bahn one of the world s largest and best logistics groups. It is the combination of local and global that makes us unique and strong. Examples of the Schenker Group Code of Conduct We have undertaken to apply a high degree of integrity in our business transactions with customers, suppliers and other parties and in our dealings with employees and the general public. It is natural that we comply with laws, rules and regulations. We do not permit even an intimation of a conflict of interest between our company and us as individuals. We apply principles of fairness and honesty in all our dealings with customers and suppliers. We compete through performance. We do not offer compensation in the form of money or other unwarranted bonus programmes to business partners, competitors or their employees for private use with the aim of influencing their business decisions. The choice of suppliers and services is always based on objective, factual criteria. Purchase orders for competing tenders should be issued when possible. We do not tolerate business partners exerting pressure on our employees through, for example, personal benefits. We adhere to officially approved accounting principles and norms when preparing financial statements. Continuous improvement in routines and frequent internal controls ensure strict adherence to the Code of Conduct. Full compliance with these rules is one of the primary tasks of the Executive Management. 19

20 GRI 3 A selection of our most important policies Policies are the basic principles for the way a company or an organisation acts. Below are a number of Schenker s policies and what they mean in practice. Employees Motivated, committed, knowledgeable employees are prerequisites for utilising the potential of the market and achieving success. It is therefore important to have active, clear leadership that brings about a climate where everyone feels satisfied and involved in their work. This is achieved by all employees understanding their role and their duties, receiving the necessary information and having the requisite authority to discharge their duties. having at least one appraisal discussion each year. devoting an average of at least two days each year to developing their skills and expertise. together with their immediate superior producing an activity plan based on the results of the annual Motivation Index. being offered the opportunity for promotion through the fact that the company largely recruits in-house. Working environment policy (GRI LA6) Schenker s workplaces should be characterised by a safe and stimulating working environment that promotes good attendance and motivated employees. This applies both to the company s own employees as well as hired personnel. The company management has ultimate responsibility for the working environment at the company. However, everyone at the workplace has personal responsibility for their own health and working environment and co-operating to ensure there is a good working environment and a good corporate climate. This is achieved: through a systematic working environment programme where we continuously map, rectify and evaluate the working environment. by setting objectives each year for our working environment programme and including working environment measures in the budget process. through continuous development of the skills and know-how of management and employees in working environment issues. Equality and diversity policy (GRI HR4+LA10) At Schenker we consider diversity to be a strength and we appreciate differences. Our company should be a workplace that everyone can be proud of. We should be an attractive alternative when women and men from different backgrounds and with different experience choose a workplace and employer. Our workplaces should be free of harassment and discrimination. An organisation marked by quality and diversity leads to greater satisfaction and professional treatment and creates security for employees, partners, jobseekers, customers and suppliers. We are convinced that the operations we conduct are better and more profitable when we make active use of all the experience and expertise of the company s employees. We will continue to work actively to promote equal rights and opportunities for women and men with regard to work, terms and conditions of employment and opportunities for professional development. Quality (GRI PR2) Our operations should be constantly developed. This means that: we view all activities as a totality. we satisfy the demands that have been made. our resources are used where they generate the greatest benefit for our customers as well as maximum profitability. our development is governed by external expectations and future demands. we should increase the level of quality to the customer and provide maximum customer benefit. The work is focused on achieving concrete improvements in operating quality. 20

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