Value Added Chain
Value added chain
100 per cent of investment proposals by divisions include integrated CR aspects since mid-2014
CR in the approval process with the divisions
To the extent legally permissible, the Holding Company decides on divisional investment proposals on the basis of its investment and enterprise valuation guidelines. Since 1 November 2014, these guidelines have stipulated that the specific positive and negative impacts on the objectives laid out in Haniel’s CR action areas be assessed in investment proposals. The updated guidelines have been in force since mid-2014.
CR in portfolio management
The Holding Company launched a project to integrate CR review criteria in key management processes along the phases of the investment cycle. In 2014, a large number of potential acquisition targets were reviewed to determine whether fit with Haniel’s values and the criteria in its investment filter, which also included CR aspects. In addition, new financial investments have also been scrutinised from a CR perspective since the autumn of 2014.
8.5 per cent reduction in energy used per kilogramme of laundry since 2012
CWS-boco lowered the amount of energy consumed per kilogramme of laundry – aggregated from the figures for mats, hand towel rolls and workwear – throughout the Group by 8.5 per cent as compared to 2012. This reduction was made possible thanks to process optimisation, more efficient facilities and equipment and new high-tech laundries.
0.004 radioactivity alarms per thousand tonnes triggered by ELG deliveries
Ecological impact of transshipment goods
ELG lives up to its high level of responsibility for products along the value chain by continuously raising its own environmental and safety standards. In 2014, the company audited the already well-functioning alarm system for radioactivity in materials deliveries and reviewed and improved the detection equipment used around the world.
23.7 per cent of sourced merchandise procured from certified suppliers
Cooperation with suppliers
TAKKT places high value on sustainability along the supply chain. A supplier evaluation system launched as a pilot project in 2013 was expanded to include additional companies and suppliers in 2014.
Sustainable purchasing policy
The METRO GROUP’s general objective is to source products in as sustainable a manner as possible. The Group’s procurement policies form the basis for this. In addition, processes are developed by which ecological, social and economic effects are assessed and objectives are defined for individual product groups.