GW Sustainability Report 2009

  • Published on

  • View

  • Download


Gebrder Weiss - Sustainability 2009. The second sustainability report of the Austrian transport- and logistics company GW.


1. Sustainability report2009 2. Foreword Economic3 4Environmental16 Social30 3. 3 Sustainability - alongside independence, commitment and service excellence - represents a core value of GW. This report expands on the three dimensions of sustainability: economics, environment and social responsibility. The logistics sector must accept the growing challenge of developing competition oriented concepts for ever more complex procurement, storage and distribution processes using resource-conserving technologies. With the confidence of customers and partners, the commitment of well-trained staff and the support of all of the stakeholders, it is possible to be successful in a way which is beneficial to the environment and society, which promotes further investment and innovation and which guarantees or creates employment with an outstanding employer.Foreword Wolfgang Niessner, MBA CEO Gebrder Weiss Holding AG 4. Economic 5. Economic 72.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.8 / 2.9 By virtue of its solid nancial basis, Gebrder Weiss is independent and strategically oriented towards sustainable success. The achievement of long-term goals takes clear priority over the maximising of quarterly results. We putExperiencing responsibility. Moving the future.Gebrder Weiss GmbH can look back on a history spanning more than halfa millennium. An inheritance, which at the same time is a commitment: to particular emphasis on being pro-active,far-sightedness, tradition and innovation, as well as to the ability to make anactive contribution to shaping development. Starting from its home markets, as well as on the ability to nd solutionsthe Alpine-Danube region, as well as Asia and North America, GW developssector- and client-specific transport and logistics solutions, which allow the and implement them, since these factors seamless transition of production, business and transport processes. together with our power of innovation Gebrder Weiss is Austrias largest privately-owned transport and logisticscompany, which is 100% owned by the Weiss and Jerie families. The Group, are decisive in maintaining and extendingwith headquarters in Lauterach (Vorarlberg), has about 4,500 employees at156 locations worldwide. In Central and Eastern Europe, GW is represented in our competitiveness.Austria, Switzerland, Germany, Italy, the Czech Republic, Slovakia, Hungary,Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bulgaria, Romaniaand the Ukraine. Beside the countries of Central and Eastern Europe, GW hasbranches in the USA, Canada, the United Arab Emirates, Singapore, China,Japan, Taiwan, Thailand, Hong Kong and India.Consistently in the black. With intensive marketing and targeted cost management Gebrder Weisshas managed to deal with the difcult economic conditions and in 2009, again achieved a positiveresult. Net sales amounted to EUR 830.2 million. Despite this decline in sales, the equity ratio wasonce again increased, and is now signicantly above 50%, placing the company on a sound nancialbasis. Capital investments and company acquisitions valued at EUR 38.6 million were carried throughas planned, despite the crisis. Cash ow is lower than the values of previous years, but remainshigher than investment. 6. Economic9Sustainability is firmlyanchored in Gebrder Weissthinking and action.GWs Board of Directors (from left to right): Peter Kloiber, Wolfram Senger-Weiss,Heinz Senger-Weiss, Wolfgang Niessner (CEO) 7. Economic112.2 / 2.5 / 2.7 / 2.9 / 2.10A long-term investment courseThe GW vision builds on the independence of the company. The guidingprinciple for each decision is the long-term nature of the target. For thisreason, at GW, we think in terms of generations rather than quarters. Againstthis background, the difficult financial year of 2009 was also characterisedby important investments in Central, Eastern and Southern Europe. For GW,important expansion steps in South Eastern Europe were the acquisition of Clever conceptsthe established freight forwarder and logistics company Eurocargo in Serbia,The comprehensive range of services of the Gebrder Weiss group offersthe completion of the EUR 15 million terminal in Bucharest and the foundation numerous possibilities for tailor-made logistics solutions, which may beof the companys first branch in Macedonia. In addition, in Senec, Slovakia,customised to the individual needs of customers. From Basel to Bucharest,the first steps were taken with the construction of the new logistics terminal, the company has a dense network of branches and locations with awhich was commissioned at the start of 2010. In the Czech Republic, GWcomprehensive distribution system, extensive logistics services and thesuccessfully acquired and integrated the land transport activities of its most modern IT infrastructure. GW pursues the goal not of being the largestlong-standing partner Hellman Worldwide Logistics. Further acquisitions supplier, but of providing the best quality. This basic idea influences each ofwere completed in Switzerland (Desca Trans AG and MSV Verzollungenthe four main business areas: land transport, air and sea freight, logisticsGmbH) and in Germany (Maier und Hilbrand OHG). In Austria, with the solutions and courier and parcel transport and is an integral component ofcommissioning of the new EUR 8.5 million logistics terminal in Maria Saal,GWs culture, which over and over again leads to innovation andGebrder Weiss has created the capacity which it needs to become theabove-average commitment.leading logistics provider in Carinthia. Its global air and sea freight networkwas also substantially strengthened with the establishment of local Excellent Commitment. In 2008, GW distinguished itself on multiple occasions for innovative andcompanies in Thailand and India.environmentally friendly transport solutions. Since January 2008, GW has been operating the OrangeCombi Cargo (OCC) as an exclusive daily block train between Vienna and Bludenz, stopping at Hall inTop priority: Service Excellence. GW not only moves goods and data, but also people who are in contactTyrol. Since then, some 60 truck journeys per day and 9,000 tonnes of CO2 per year have been savedwith the Orange network, whether internally or externally. Advanced action and innovative ideas formusing this multi-modal solution. In May 2008, GW was honoured for this with the TRIGOS Award andthe basis for value-added solutions. As a logistics specialist, GW optimises and controls global supply in November 2008 with the Austrian State Prize. In 2009, GW extended this transport solution to achains. The top priority on this matter is service excellence.further track. 8. Economic13Employees have4.1 / 4.2 / 4.3 / 4.4 / 4.14the opportunity toaddress their ideasand suggestionsdirectly to the Boardof Directors orTransparent Management StructureThe fortunes of the company are managed by a four-man board undera CEO. The members of the management are appointed by an independentSupervisory Board, the Chairman of which is not active in the managementof the company. A third of the Supervisory Board is appointed by the centralworks council, through which employees are represented in the highestmanagement body of the company and can submit their communicatethese indirectlyBeside the sessions of the Supervisory Board, there are two meetings peryear between the central works council and the Board of Directors.Employees also have the opportunity to address their ideas and suggestionsdirectly to the Board of Directors or to communicate these indirectly throughtheir superiors. For the management of Gebrder Weiss, a constructiveclimate of dialogue with employee representatives is natural. Due to theeconomic crisis, in 2009, the Board and the works council campaignedthrough theirsuperiors.together for the creation of the industry foundation called Ausped III.Valuing staff forms a cornerstone of the companys corporate targets,defined as: internationalisation, promotion of junior executives, annualdialogues with employees, training activities, rewarding of suggestionsfor improvement and a high degree of participation in the companyspensions plan.Direct line. In accordance with the Articles of Association and the law, the owners have an opportunityat the annual general meeting to direct recommendations or instructions to the Supervisory Board.Besides the annual general meeting, a meeting of shareholders is scheduled once a year. In a familybusiness like Gebrder Weiss, shareholders may also contact the members of the Supervisory Boardand the management directly at any time, including outside these sessions. 9. Economic 154.14 / 4.15Constant DialogueCommunication plays an important role at Gebrder Weiss. The provision ofinformation and exchanges with individual reference groups are adjusted tothe respective information requirements as well as to their special attitudewith regard to demands. The channels of Gebrder Weiss communicationsystem are integrated: group-specific information from different channels isnot considered separately but in a complimentary way, so that added valueinformation is created. Against this background, particularly important groupsof stakeholders are specifically addressed. For internal reference groups,current information is available on a daily basis through the company Intranet,as well as through the quarterly employee magazine WeissBlatt, which isalso addressed to employee family members. All significant external referencegroups, customers, partners, suppliers, neighbouring communities andcompetitors can gain a comprehensive overview of the company, its rangeof services, products and solutions through the website, selected reference groups, such as media representatives and potentialemployees, additional detailed information is provided. For customers, ourhomepage offers various additional opportunities for interaction, such asTrack & Trace.A variety of information. The targeted provision of information is illustrated through the broadportfolio of company publications, in which both professional and regional requirements are considered.Information about the company and its development is provided on a yearly basis in its annual andnancial report. Individual regions and countries provide their customers with locally relevantinformation through regular customer newsletters. Specialised units of the group extend and completethe range with their own publications. Due to the increasing relevance of the issue of sustainability,Gebrder Weiss considers that this report is of interest to all of the reference groups mentioned above. 10. Environmental 11. Environmental 19At Gebrder Weiss, corporate responsibilityis also understood in the sense of activeenvironmental protection. To this end, 35resource-saving solutions, alternative conceptsand measures which consider the requirementsof present and future generations play animportant role. Both in its operations and inits strategic orientation, a meaningfulinteraction between economic and ecologicalfactors is promoted. We play a pioneeringrole here in the areas of transport, energy andtechnology. A long-standing commitmentEnvironmental protection has been a central issue within the groupsince 1993. Ten years later GW was certified according to the internationalenvironmental management standard ISO 14001. In the meantime,environment and quality management have been incorporated into theland transport product area. From the beginning until today, the number ofenvironmental managers in the branch offices has increased fivefold. Today,more than 35 managers from Basel to Sofia attend multi-day meetings,characterised by an exchange of experiences and a transfer of knowledge.The environmental managers bring green thinking deeper into theorganisation. Through their own initiatives, they repeatedly take new stepsto economise on energy and greenhouse gases in the daily routine withintheir branches. 12. Environmental 21EN 4Indirect energy consumption, broken down A B C GW Group Environmental FiguresEnergy consumption/employee in kWh -0.88%Paper consumption/employee in number of items-12.35% Paper consumption/consignment in number of items-10.58%by primary sourcesA Nuclear power 13%B Fossil fuels 29%C Renewable energies 58%Measurable successSince 2006, environmental targets have been documented in a centrally createddatabase. Measurements are made in various areas and widely communicatedboth within group management and at employee level. Three targets from theenvironmental area are firmly defined as an integrated component of thecorporate targets: reduction of electricity consumption per employee in kWhby 5% relative to the previous year; reduction of paper consumption by numberof sheets per consignment by 5% relative to the previous year; reduction ofpaper consumption by number of sheets per employee by 5% relative to theprevious year. During the 2009 reporting period, two of the three targets wereachieved or exceeded by a wide margin. In its selection of primary energysources as well, Gebrder Weiss seeks a balance.Consistently negative. It is the declared aim of Gebrder Weiss to adapt consumption to the respectiverequirements through economical and sensible handling, in order to keep pollutant emissions to aminimum. Every year, key gures for paper, electricity and water resources are recorded and checked.13,412.211,756.03,105.23,077.9Our aim is to reduce consumption by 5% per year. Technology, such as intelligent building technology, 2008 2009 5.95.3provides support to economise energy consumption for heating and lighting. 13. Environmental23EN 8Figures on GW group consumption of resourcesElectricity in kWh -1.29% District heating in kWh -8.63%Gas in m3+70.63%Heating oil in l -1.37%Paper in number of items -12.72% * Water in m3 +13.83% * GWs total water consumption is covered by municipal water utilities (EN 8) Waste: solids -7.04%An integrated approachThe increasing importance of environmental management for Gebrder Weissis also illustrated in the companys best performance ranking Challenger ofthe Year. The achievement and implementation of environmental targets andmeasures has been considered an evaluation component of this challengesince 2008. In parallel, the content of the internal audit has been extended toenvironmental management aspects. Local environmental measures are alsochecked at each location during the audit. Against this background, theconsumption of key resources is also monitored.Setting long-term goals. Group management targets guarantee that ecological criteria have moreinuence on the expansion of GWs vehicle eet. A rule holds for the entire company that only thecurrent highest EURO 5 or EEV classes of heavy goods vehicles are considered for new purchases. 11,698,223 50,528,46944,102,646 11,546,823In materials and cargo handling technology as well, priority is given to using electric forklifts. A well 1,574,930 1,464,002905,259 827,139 543,747 927,803 121,736 120,087 39,13544,548thought-out maintenance plan and regular battery inspections help to ensure long-term reductions in2008 2009electricity consumption in this area. 14. Environmental25EN 28 / EN 11 / EN 22 GW group: Breakdown of types of wasteSolid waste in t Liquid waste in m3Hazardous solid waste in t Hazardous liquid waste in m3 Dangerous equipment in tEquipment/vehicles in tGuaranteed qualitySustainable handling of the available resources is a significant aspectof GWs environmental protection. Improvement of fuel efficiency has thehighest priority, together with the reduction of the greenhouse gaseswhich it causes. The ongoing optimisation of the network, as well as theimplementation of innovative transport solutions, are and remain importantcomponents. Through measures which have already been implementedand ongoing improvements, GW has succeeded in improving efficiency andsetting the course for a resource-saving future. A declared belief in qualityassurance as well as in environmentally compatible and sustainablyresponsible action is demonstrated through certificates in the fields ofquality and environmental management. Environmental management goalsare set in writing and formulated pursuant to ISO 14001. GW adheres to allexisting environmental constraints and laws and does not contravene anyregulation. In addition, none of the logistics facilities owned by the GebrderWeiss group is located within or adjacent to a protected area, but areexclusively in suitable locations for our business activities.Saving through smart driving. Under the title eco driving, GW has held multi-day driving camps ona broad basis in order to disseminate environmentally friendly and safe driving behaviour. The aim isto improve our transport network in a consistent way, by using available capacity more efciently. It is 1,574.9 1,464.0common knowledge that it is not only the distance travelled and the associated emissions which are 62.542.6 5.2 2008 2009 for fuel consumption, but also the way of driving. 15. Environmental 27 Within the context of the permanent further development of information technology, Gebrder Weiss IT teamPaperless freight forwardingFor local traffic, significant reductions in paper consumption were develops solutionsachieved through Mobkom scanning in the delivery area. A further step inthe direction of paperless freight forwarding is paperless claims settlementand the comprehensive deployment of various services which support which save both paper andthis project. Customers can issue orders over the Internet via iOrder andinvoicing data can be exchanged electronically via eFactura. Toners andprinters are monitored more closely on-site with a view to use and efficiency.At the same time, GW offers regular training for employees in order tostrengthen awareness of individual measures. The awareness raisingmeasures range from handbooks and contributions to company publicationsand the Intranet to actual training on environmental issues. electricity.Savings potential on the tracks. With the primary aim of operating in a cost-effective andenvironmentally friendly way, individual branches also implement a variety of local measures, besidesthe stipulations of the group. These range from motion detectors in the corridors and toilets to theoptimisation of electricity use through the deployment of several lighting circuits. Others are pioneersin renewable energies: in 2007, GW Memmingen commissioned a photovoltaic facility of over 1,000 mon the roof of the warehouse and generates about 134,000 kWh of green electricity per year. GW alsodeployed so-called energy detectives in order to identify energy saving potential and to advise onpractical implementation with professional know-how. 16. Environmental 29Resource-saving solutions,alternative concepts and measureswhich consider the needs of presentand future generations play animportant role within GW. 17. Social 18. Social33At Gebrder Weiss, social sustainabilitynds its immediate expression through theexperience of responsibility. We are areliable partner and employer for both internalCSRand external reference groups. Employeesare both challenged and promoted in equalmeasure. Support for charitable organisationsthrough donations and sponsorship activitiesis deeply rooted in our corporate culture.The experience of responsibilityFor Gebrder Weiss, CSR (Corporate Social Responsibility) meansjoint responsibility for the beneficial development of the social environmentin which it operates as a company. Our joint responsibility is mirroredin our accomplishments in the environmental and social fields, andin contributions to the improvement of quality of life which add to thesustainable development of society. Gebrder Weiss worldwide staff areevidently a priority for it, with their safety and satisfaction in first place.But giving something back to society, providing help and sharing is a naturalpriority for GW. Specifically because Gebrder Weiss is a long-standingfamily company, it sees itself as responsible for defining and living valuesas a foundation for its dealings with individuals, both within and outsidethe company. 19. Social35LA 1 / LA 2 / LA 7Breakdown of departures by genderA BD ECAT CZ HU SK DE CH RO HR SI BGTotal workforce by employment type Average staff numbers (FTE). During the reporting period, 93.5% of employees were employed full-time (previous year 93.8%).Blue-collar workers White-collar workersApprentices Total workforceA Men 68%B Women 32%Breakdown of departures by age groupC Under 30 38%D 30 to 50 49%E Over 50 13% Proportion of workers by region AT 64% CZ8%GW moves HU5%The value-oriented group culture forms a common basis for motivating SK5%employees and thereby creates value for the company, since it has an immediate DE5%positive inuence on its competitiveness. The four core values - Service CH5% RO4%Excellence, Independence, Commitment and Sustainability - form a foundation HR2%for its global business activities, regardless of nationality, ethnicity and culturalSI1%context. The local commitment of its employees also transcends frontiers, as BG1%they invite their colleagues to take part in a broad range of health-promotingactivities. These measures are not only supported by the branch managementbut also encouraged. In this way, in Hall in Tirol, a multi-stage health programmewas implemented in 2009, while in the Czech Republic, employees took part ina cross-country skiing competition and in Vorarlberg, employees were offeredspecial company conditions at a tness centre. In this way, absences due toillness and accidents fell from 10 to 9.6 days per capita between 2008 and 2009.Individual life and career routes. Within the GW group, career paths are shaped by skills and expertise.New ventures and plans form part of daily tasks. For this reason, during your professional careerwith Gebrder Weiss, you will be offered positions which further promote your personal strengths andinterests. Against this background, despite the tense economic situation, from 2008 to 2009, staffturnover in Austria, Germany, the Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Serbia, 1,3681,3272,6112,5754,150 4,0771721752008 2009Croatia and Switzerland fell from 22.4% to 22%. 20. Social 37LA 10 / EC 3 / HR 4 / EC 7Employment of local employees in the extended B A *Hours of training by employment typeBlue-collar workersWhite-collar workers Apprentices Total hours Despite difcult market conditions, in 2009, 82.2% of the continuing training hours of 2008 were authorised.GW management teamA local 93.2%B non-local 6.8%* of which women 9.1%Lifelong learningGebrder Weiss appreciation for its greatest capital, its employees, is mirroredin various employee initiatives, as well as in a wide range of education andtraining activities for different target groups. Ongoing education and training ofemployees is of major importance at Gebrder Weiss, with this also illustratedby the high level of investment in the area. In this way, as early as 1988, the FWF(Ferdinand Weiss Fund) was established specically to fund training measures,with its resources used to nance many industry-wide seminars on a variety oftopics. In the nancial year 2009, the cost of training measures amounted toapproximately EUR 1.4 million. Strong networking within the group and a teamapproach deeply rooted in its culture generate an open working environment, inwhich diversity is utilised instead of discriminating against minorities. Againstthis background, there were no cases of discrimination during the reportingperiod.Challenging and promoting. At Gebrder Weiss, job training is understood as a strategic successfactor. It is important to prepare employees for present and future challenges within the company andin its markets, since the know-how of employees is a signicant success factor. The Orange College38,401 32,981 45,98039,635offers GW employees a wide range of education and training possibilities, which systematically build 2,9572,9904,622 3,6652008 2009and extend knowledge. 21. Social 39 Gebrder WeissSO 5 is conscious of its national and international responsibility.Targeted commitmentGebrder Weiss is conscious of its national and international responsibilityand is thus committed to its membership of the BundesvereinigungLogistik sterreich [Austrian Logistics Association] and the ZentralverbandSpedition und Logistik [Austrian Association for Freight Forwarding andLogistics]. Against this background, GW has also been a member ofTransparency International since 2008. Transparency International is acharitable and politically independent organisation. Its basic principles, onwhich its ventures to combat and contain corruption are built, are integrity,responsibility, transparency and the participation of civil society. In orderto achieve this, the organisation seeks to create awareness and furthermore,to bring together key players in politics, economics and society.Consistent transparency. It is also natural for Gebrder Weiss to contribute to the international struggleagainst terrorism. GWs anti-terror software compares the incoming data for each customer transactionwith persons and organisations entered on the boycott list. Each customer transaction is automaticallychecked by the software, with feedback given in at most 15 minutes. An alert in the event of a matchis sent via e-mail to the anti-terror representative (at least two per branch) as well as to several othercentral locations. Matches are immediately halted and necessary measures taken in agreement with thecentral legal department (e.g. notication of authorities). A blocked consignment is cleared on the basisof the dual control principle and is recorded in a separate programme. 22. Social 41GWs employees are bothchallenged and promoted in equalmeasure. 23. Social 43EC 3Goods and fuel vouchersIn Austria, Germany and Switzerland, from the second year of service onwards, allemployees receive goods or fuel vouchers once a year. The monetary value of thesevouchers is not dependent on the salary of the employee but on the time of servicewith the company. In Hungary, a cafeteria system has been introduced, wherebyafter three months of company service, all employees can choose between differentvouchers or optional insurance services.Appreciable added value for employees To work by shuttleGebrder Weiss offers a company pension to all of its employees inIn most cases, GWs facilities are located in regions with good public transportAustria with three years of company service, based on two pillars,connections. But for locations which are not well serviced by public transport, thea pension fund model and an insurance model. In the former, Gebrder Weisscompany provides shuttle services for commuters.pays a fixed amount to the pension fund chosen by the company and theworks council for each participating employee, regardless of salary.EUR 1.1 million in fringe benetsEmployees also have the possibility of converting wage or salary increasesIn 2009, the costs for these and other fringe benets and benets in kind amountedinto employer contributions, thereby achieving a tax advantage. Under the to approximately EUR 1.1 million (excluding pensions). Despite the global nancialinsurance model, employees and the employer make monthly contribution crisis, expenditure on fringe benets and training activities were maintained at apayments. The employee also enjoys a major advantage relative to a privatehigh level and hence invested in sustainability.pension plan in this model. In 2009, the degree of adhesion of qualifyingemployees to this voluntary system was 44.9% (previous year: 42.9%).Price advantages through company petrol stationsA similar system also exists in Hungary, where employees have the possibility Gebrder Weiss operates its own petrol stations at eight locations in Austria,of allocating 1.5% of their gross salary to a pension plan. For the 2009which may also be used by employees. At these, in 2009, employees enjoyed a costfinancial year, there was no voluntary company pension model in the other advantage of some 4.7% relative to the cost according to the Fuel Monitor of thecountries.BMWFJ [Federal Ministry of Economy, Family and Youth of Austria]. 24. Social 45LA 4Commitment to better social conditionsFreedom of assembly is a human right written into international declarationsand conventions. Collective bargaining is an important form of inclusion ofstakeholders, since it creates an institutional framework and thereby makesan important contribution to a stable society. Collective agreements are aninstrument used by all concerned parties to promote collective effortsto improve social conditions. The percentage rate of an organisation is anindicator of the importance of freedom of assembly.Gebrder Weiss takes its role as a responsible employer very seriously. Ineach country in which the company employs staff, these are immediatelyshifted to a collective agreement. When a collective agreement wasintroduced in Croatia and Slovenia in 2009, GW implemented this for 100% ofits employees. In Austria and Germany, 100% of employees are included inthe collective agreement. As soon as a collective agreement is introduced inSwitzerland, the Czech Republic, Slovakia, Hungary, Romania and Bulgaria,GW will shift to it. Against this background, in 2009, 73% of GWs employeeswere included in a collective agreement. 25. 473.1 - 3.11GRI CONTENT INDEX Reporting parameters. This report relates to the 2009 reporting period and is drawn up on an annual basis.The rst sustainability report was published in June 2008, albeit still without GRI standards. The selectionof the contents of the report is based on our values, as well as on the expectations of our employees andcustomers. This information relates to ISO-certied branches and locations within Europe.Dr Peter Waldenberger is available as a contact.GRI Application Level C Pages Pages Strategy and Analysis Economic Indicators1.1Report Content3 EC3 Employee Benet Plan36, 42, 43 EC7 Proportion of Management hired from the Local Community 36 Organisation Prole2.1Name of the Organisation6 Environment2.2Primary Brands, Products and Services11 EN4 Indirect Energy Consumption by Primary Sources202.3Operational Structure 6 EN8 Total Water Withdrawal by Source222.4Location of Headquarters6 EN11Surface Area Used in Protected Areas242.5Countries with Major Business Operations6, 10 EN22Total Weight of Waste by Type and Disposal Method 252.6Nature of Ownership 6 EN28Fines for Non-Compliance with Environmental Laws and Regulations242.7Markets served 102.8Scale of the Organisation 6 Human Rights2.9Signicant Changes during the Reporting Period6, 10 HR4 Number of Incidents of Discrimination and Actions taken 362.10 Awards received11 Labour Practices & Decent Work Reporting ParametersLA1 Total Workforce by Employment Type and Region 353.1Reporting Period 47 LA2 Employee Turnover by Age Group, Gender, Region343.2Date of Most Recent Previous Report47 LA4 Employees Covered by Collective Agreements443.3Reporting Cycle47 LA7 Injuries, Absences and Fatalities 343.4Contact Point for Questions regarding the Report 47 LA10Average Hours of Training per Year per Employee 373.5Process for dening Report Content3, 473.6Boundary of the Report 47 Society3.7Limitations on Scope and/or Report Boundary47 SO5 SO5 Participation in Public Policy Development and Lobbying 383.8Basis for reporting on Joint Ventures, Subsidiaries etc. 473.10 Changes in the Representation of Information relative to Previous Reports473.11 Changes in the Scope, Reporting Limits or Methods of Measurement 473.12 GRI Content Index46 Governance, Commitments and Engagement4.1Governance Structure124.2Independence of the Members of the Supervisory Board124.3Controlling Body or Independent Members of the Company Management 124.4Mechanisms for Recommendations by Shareholders and Employees to the Board of Directors 124.14 Stakeholder Groups engaged by the Organisation12, 144.15 Selection of Stakeholders 14 26. ImprintGebrder Weiss Gesellschaft m.b.H.Bundesstrae 1106923 LauterachsterreichProject ManagementPeter WaldenbergerProject TeamSina Balke-JuhnPeter KollerThomas KonradEditingSina Balke-JuhnPeter KollerPhotographyAdolf BereuterJohannes RodachFotoliaDesignAndreas HaselwanterEditorial OfficeRene LormansTranslationXplanation LanguageServices NVPrintingHfle Druck 27. Gebrder Weiss Holding AGBundesstrae 1106923 LauterachsterreichT +43.5574.696.0F