Annual report 2014

CR programme to be further expanded in 2015

In addition to the advances already made in the CR activities it has launched, in September 2014 Haniel discussed and agreed with the divisions the next objectives for the three action areas and the measures designed to bring them about. In the summer, the Holding Company also set itself new objectives for 2015.

Haniel

Employees: In 2015, CR aspects will be factored in to the variable remuneration of top executives of the Group for the first time.
Value chain: The company will lift its energy efficiency by centralising heating and cooling equipment and by constructing a combined heat and power unit; it expects this to lead to savings of approximately 40 per cent of energy expenses by 2016. In order to test the use of alternative engines in its service fleet, the Holding Company has launched an electromobility pilot project: By the middle of 2015 an electric vehicle will be acquired which employees can use for service calls. The project also includes the installation of a charging station at the company’s headquarters.
Innovation: With the aim of paving the way towards innovation in the Haniel Group, the Holding Company will develop processes and structures in 2015 which will strengthen its ability to innovate and promote innovation by the divisions.

CWS-boco

Employees: CWS-boco’s TÜV-certified “Sales Excellence” training programme for career changers will strengthen the quality of its direct sales advising even further: in 2015, programme participants will make up 50 per cent of new hires in sales.
Value chain: The uniform Code of Conduct for suppliers, which has already been successfully established for textiles procurement, is being rolled out in additional areas. Going forward, the new Code will also apply to procurement of non-textile products, e.g., dispensers, and the “indirect spending” procurement area, which is responsible for purchasing all services and merchandise outside of the direct product procurement process; these include service vehicles and IT equipment. The target for the middle of 2016 is for 85 per cent of textile and 70 per cent of non-textile products to be procured via suppliers who have signed the Code of Conduct.
Innovation: Going forward, the continued optimisation of service routes and the associated reduction in kilometres driven will be managed by CWS-boco on the basis of an additional performance indicator: By the end of 2015, 90 per cent of drivers in eight countries will be equipped with the relevant dispatch planning tool.

ELG

Employees: ELG’s objective is to increase employee loyalty. In order to further improve employee health and safety, the company is expanding on the project it had initiated in 2014. Among other things, it plans to establish a uniform reporting system for work-related accidents by the end of 2015, as well as to investigate the global differences in employee turnover rates.
Value chain: In 2015, ELG plans to analyse the ecological advantages of recycling as compared to using primary commodities in a study of its primary products. At the same time, it hopes to identify potential room to reduce CO2 emissions.
Innovation: The division has also set itself an ambitious target when it comes to carbon fibre recycling: the objective is to increase the volume of processed carbon scrap produced annually from 458 to 900 tonnes by the end of 2015. In addition, the company plans to team up with its partners to test the use of recycled carbon fibre in new applications in order to increase the share of recycled material used in the material.

TAKKT

Employees: In order to recruit and promote talented individuals, TAKKT will expand the project launched in 2013: the systematic human resources development programme will be implemented at all segments by the end of 2016.
Value chain: The company continues to push forward with its CR efforts as they relate to the supply chain. By the end of 2016, it aims to procure half of the goods and merchandise it sources from suppliers who have been evaluated from a sustainability perspective. The share of suppliers having been evaluated will increase to 10 per cent.
Innovation: TAKKT aims to use advertising materials more efficiently and would like to reduce the amount of paper used per EUR 1 million in revenue by 35 per cent of the amount used in 2011 by 2016. The expansion of digital channels and the development of innovative printing concepts will help it achieve its goal.

METRO GROUP

Employees: The strategic importance of sustainability to the METRO GROUP is underscored by linking Management Board and global senior management remuneration to the group’s score on the Dow Jones Sustainability Index (DJSI).
Value chain: When putting together its product ranges, the METRO GROUP focuses on bundled procurement of many merchandise groups at their place of origin as well as regional products on offer. By sourcing products such as fruits, vegetables and meats from local producers, the group will not only be able to meet growing customer demand for regional products but also make a vital contribution to sustainability in 2015: this will enable it to support the businesses of suppliers and boost the economic development of the individual regions. In addition, shorter transport distances will also improve the CO2 footprint of the merchandise.
Innovation: After the successful conclusion of the pilot project in Germany, the group will expand its merchandise tracing solution. By the end of 2015, it will be implemented in additional European countries and in the medium term it will also grow to include further product groups such as fruits and vegetables.