Value-added chain

High environmental and social standards in all value-creation activities

Water efficiency

At CWS-boco, washing textiles is a central part of the business model, and improvements in both water and energy efficiency are therefore highly relevant control parameters. The company constantly invests in its laundry network as well as the technology employed in order to use water, energy and washing agents more efficiently. New technologies for pretreating wastewater, for example flotation technology in new laundry locations, and cleaning process water will be further optimised. By the end of 2017, the aim is to reduce water consumption per kilogram of laundry by 5% in comparison to 2014.

Products' CO2 footprint

In collaboration with the research institute Fraunhofer-UMSICHT, ELG analysed the ecological advantages of recycling in 2015 in a study on its main products – with the result that 5,059 million tonnes of CO2 per year can be saved through ELG's recycling activities in comparison to using primary raw materials at the customer. In addition, the company is looking to increase the CO2 efficiency of its own processes and has identified suitable measures with the help of the study. It is ELG's goal to increase the quantity of CO2 saved by the recycling activities in the main products by at least 5 per cent by the end of 2017.

Environmentally friendly print advertising material

For TAKKT, printed advertising material such as catalogues is a central medium for approaching customers and thus a relevant driver for organising the business model of the company on a consistently sustainable basis. In addition to efficient usage, TAKKT pays attention to resource-efficient production: the proportion of advertising material procured from certified sustainable paper sources has already undergone continual increases in the past, and the company is aiming to make that 100 per cent by the end of 2016.

Strategic anchoring of CR

The holding company continues to drive the continual anchoring of CR along its own value chain: in addition to the application of the CR instruments that have been developed both in the investment phase and in the management of the divisions, the existing CR processes will be subject to an audit in 2016, while structures for anchoring sustainability both in the organisation and strategically will be further developed.