PDF Download - Schenker

Corporate Social Responsibility
Report 2010

Contents
Page
GRI chapter
3 Statement from the CEO 1
4 We increase our customers’ competitiveness 2
5 The seven-point programme
6-10 DB Schenker’s path to a greener environment
- Evolution
- GreenBuilding
- Logistics & Transport Award 2010
- Methane and diesel
- Sustainability Award 2010
- EcoTransIT World
11 Our organisation 2
12 GRI makes comparison easier 4
13 Scope of the Report 2
14 Stakeholders 2
15 Our values 3
16-17 Policies 3
18 Client-oriented 3
20-22 Financial core indicators 5
23-29 Environmental core indicators 5
30-39 Social core indicators 5
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.

GRI 1
Emissions from transport must be reduced by 60% through to 2050
In April this year a new, slightly delayed, EU White Paper
for the transport sector was published. As one of the
representatives for the transport and logistics sector
it was heartening to read the introduction, where the
necessity of transport for growth in society is confirmed.
“The future prosperity of our continent will depend on
the ability of all its regions to remain fully and competitively
integrated in the world economy. Efficient transport
is vital in making this happen.”
The White Paper also highlights the need for the transport
systems in the eastern and western parts of Europe to be
united more fully. But most of all it highlights the risks
behind Europe’s considerable dependence on uncertain oil
supplies. According to a recent statement from the IEA,
the international energy body, “The longer it takes for us
to reduce carbon emissions, the more the price of oil will
rise. The aim is to dramatically reduce Europe’s dependence
on imported oil and reduce carbon emissions from
transport by 60 per cent through to 2050.”
The White Paper contains proposals for 40 more or less
concrete measures and seven areas have been identified
to promote greater political control to ensure that Europe
succeeds in developing a sustainable transport system,
i.e. pricing, taxation, research/innovation, efficiency
norms, the internal market and infrastructural and
transport planning.
hybrid vehicles that combine electricity and diesel as fuel
sources as well as vehicles that combine gas and diesel,
including variants for compressed gas and liquefied gas
for longer distances. There is also a diesel fuel which is
to a certain extent renewable in the fact that residual oil
from forest sources is refined together with normal crude
oil. This is the correct path to follow; even if first-generation
biofuels will have an important role to play in the
near future, more resources must be allocated for development.
In a new report, the IEA states that in order to
reduce dependence on oil there must be a greater focus
on biofuels. “With the right production technology and
the right primary materials – which do not compete with
food – the proportion of biofuel could increase to 27 per
cent through to 2050”. Biofuels are needed as alternative
fuels for air, sea and heavy road transport.
Management most important
Naturally, a great deal more remains to be done with
regard to raising the level of efficiency, both in terms of
more fuel-efficient engines and management of transport
resources. For the logistics expert, the first step is always
to ensure the totality in order to create the most efficient
transport arrangement possible and the second step is to
examine reducing emissions from transport. The standardisation
of emission calculations that we have sought is
now on its way in the form of a European CEN standard.
The standards is currently at the referral stage.
Our city logistics project in Gothenburg “Full load – half
the emissions” has exceeded our expectations – after just
two years we have reduced relative emissions by 20 per
cent. We are also continuing to work on a group management
system for all HSSE issues. Despite all the positive
environmental signals we will probably look back on 2010
as being the year in which we developed our own equality
and diversity game. An effective way of focusing on
these issues, the first to play what has been termed the
Equality Game during 2011 will be management teams on
different levels.
New vehicle technology – and new fuels
If we narrow our perspective and simply look at the
transport of goods we have reason to be slightly more
optimistic than might be the case for the transport sector
as a whole. In Sweden alone, and just for freight transport
by road, new technology was launched during 2010
for both vehicles and fuels. There are now, for example,
Our own group
If we look back over the past year at DB Schenker in
Sweden, operations have begun to recover from the global
financial crisis, impacting positively on both volumes and
net sales. We can see that our own climate objectives are
once again moving in the right direction and we can note a
modest increase in the proportion of biofuels.
Ingvar Nilsson
CEO, Schenker North
Gothenburg, May 2011
3

GRI 2
We increase our customers’ competitiveness
DB Schenker develops and produces transport and logistics solutions to satisfy the needs of the market
in terms of quality, efficiency, simplicity and environmental responsibility.
DB Schenker’s logistics network makes it possible to
capitalise on know-how, experience and ideas from every
corner of the world. This in turn satisfies the demands of
customers and society. The network also makes it possible
to combine various modes of transport – road, sea, air and
rail – to create logistics solutions that strike the optimal
balance between financial and ecological demands.
We are creating an optimal, cost-effective and environmentally
efficient supply chain and in doing so we will improve
our customers’ competitiveness. It often emerges that the
logistics solution that corresponds best to the demand
for sustainable development is at the same time the most
costeffective. This is the starting point for everything we
do, both locally and globally.
DB 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 primarily large and medium-sized
companies in the industrial, commercial and food sectors.
DB Schenker in Sweden has 3,793 employees, 2,058
white-collar workers and 1,755 blue-collar workers, with
approximately 6,000 employed indirectly through affiliated
haulage companies. The main trade unions are the
Transport Workers Union, the Salaried Employees Union,
the Swedish Association for Managerial and Professional
Staff and the Commercial Employees Union.
DB Schenker in Sweden is part of the DB Schenker Group,
which is in turn owned by Deutsche Bahn. During 2010,
the DB Schenker companies in Sweden had net sales of
SEK 14.25 billion. Worldwide, DB Schenker has almost
91,000 employees at 2,000 locations and had net sales
in 2010 of over €19 billion.
Group Environmental Vision
Reduced carbon emissions
Sustainable work
EC2. The largest companies in the industry
Our ambition is to use all the
means available to DB Schenker to
become the environmentally most
sustainable logistics provider in
the world.
2007 2020 2040
Green Road
Green
Terminals
Green Logistics
Networks
Green Product
Rail
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
Transport growth
Financial growth
CO 2
emissions from transport
The Group has selected a number of green
projects that have been run at different
national DB Schenker companies. These
projects are now reference objects for the
sustainability work of the future.
4

The seven-point
programme
DB Schenker’s overall climate objective is to reduce relative carbon
emissions by at least 20 per cent through to 2020, using 2006 as
the base year. The target has been broken down to the company/
unit level and for each mode of transport and is as follows:
Land transport (truck) – 26%
Air transport – 25%
Sea transport – 15%
Rail transport – 19% (energy)
This means, for example, that DB Schenker’s Swedish Land
Division must reduce its relative emissions by 26 per cent
through to 2020.
However, DB Schenker’s Land Division in Sweden has set its
sights higher and has therefore adopted stricter objectives for its
domestic traffic, i.e. to halve emissions per tonne-kilometre within
the same timeframe. To succeed, we are working according to a
seven-point activity plan. No individual item alone is sufficient to
achieve the target although the underlying principle in this case is
“every little helps”.
Activity Start, 2006 Status, 2010
1. Changed driver behaviour
– Eco-driving
– Reduced speed
50% trained
Limits exceeded in certain
speed segments.
67% trained
Information and attitude
campaigns focusing on speed
have being conducted. New
routines for speed compliance
introduced.
2. Better fuels 2% biofuel 7% biofuel 15 – 20%
3. New vehicles
New vehicle technology
Estimated total CO 2
savings potential in
% through to 2020
5%
2%
66% euro 3 or better 90% euro 3 or better 10%
4. Intermodality/combined 10% of the transport 9% of the transport 3 – 5%
5. Optimised vehicle sizes
- Longer vehicles
Correct combination –
vehicle/assignment
6. Increased filling level/fewer
kilometres driven
Discussion within KNEG regarding
the project dealing with
longer vehicle combinations.
Identification of the importance
of the correct combination –
vehicle/assignment.
The project has been defined
and a preliminary study has
been funded.
Integration of part of the
purchasing policy for vehicles
at our own haulage company.
75-80% (volume, long-distance) 75-80% (volume, longdistance)
7 – 10%
5 – 10%
7. Smarter city logistics Concept defined Pilot project implemented 2 – 4%
5

Second-generation
biofuel
Photo: Preem
Tall oil in the tank
Preem has opened a facility for the production of environmentally classified diesel
and is launching a new diesel based on green primary products – Preem ACP
Evolution Diesel – which can reduce fossil carbon emissions by 16 per cent.
The new diesel is produced partly from tall oil, a byproduct
from Swedish forest resources. It functions
perfectly well in all diesel engines. Tall oil is a collective
name for substances deriving from resin and comes from
black liquor. It is a by-product from the forestry industry
and thus satisfies the requirement of not competing with
food. The fuel is based 14 per cent on by-products from
Swedish forests and vegetable oils, after which 5 per cent
RME is added, as in fossil diesel. The total renewable
proportion would thus be 18 per cent. The renewable primary
materials are hydrated using hydrogen gas together
with regular fossil gas oil. The result is a completely normal
standard diesel based partly on renewable primary
products.
Test customer
The new fuel is available on the market and several
haulage companies that operate on behalf of DB Schenker
are already using this fuel. Sune Jansson Åkeri AB is one
of the test customers and has been using Evolution Diesel
since May 2010. The company has run around 50 of its 90
vehicles using Evolution Diesel. Six of the vehicles have
been followed closely to evaluate the effects. The president
of the company, Lennart Jansson, is satisfied with
the outcome of the tests.
“We did not hesitate in the slightest when we got to know
about this. We were only too pleased to be involved. This
was partly for environmental reasons but also as it is
something that benefits Swedish domestic production in
the fact that tall oil is a Swedish product,” he states.
Second-generation biofuel
The new diesel is classified as a second-generation
biofuel. Not only does it comprise a mixture of renewable
primary products, it is also a biofuel with the same
features as a fossil diesel. All vehicles with diesel engines
can run on it, even though up to 25 per cent comprises
renewable primary products. According to Lennart
Jansson, the use of Evolution Diesel has not resulted in
any negative effects whatsoever.
“We can only see benefits”
“No not at all. The vehicle fuel consumption is the same
and nor is there any difference whatsoever in the cost.
We have a SÅIFA station at our facility and so there is no
difference with regard to availability. There are, however,
considerable benefits from an environmental point
of view. Initially, two types of diesel will be delivered: a
summer version with a high proportion of renewable primary
products and a winter version with a low proportion
of renewable primary products.”
The differences are due to the fact that many renewable
primary products are sensitive to the cold. However,
Preem is already reviewing the possibility of adapting its
biorefinery to produce a year-round quality with cold features
that are so good that renewable primary products
can account for 20-25 per cent all year round.
6

New logistics centre according to the GreenBuilding
standard at Landvetter Airport
GreenBuilding
At present, DB Schenker Logistics is spread between four different buildings in Gothenburg. The company
has now commenced construction of a new building with 31,000 square metres of floor space to replace
the present facilities in Gothenburg. The investment at Landvetter means that the majority of operations
can be gathered under one roof.
The new logistics centre at Airport City at Landvetter Airport
has storage space of approximately 31,000 square metres. The
facility is a collaborative project with the construction company
Bockasjö AB and it will be DB Schenker Logistics’ second facility
built in compliance with GreenBuilding standards.
In 2009, DB Schenker Logistics invested in a similar building,
also comprising 31,000 square metres, at Arlandastad, north of
Stockholm.
“Initially, we had 70 people working there. Today we 180 and we
have already grown too big for the premises. We are currently
adding a further 7,000 square metres,” states Mats Olsson,
President of Schenker Logistics AB. “The criterion for Green-
Building is that energy use in the properties is reduced by 25 per
cent in comparison with the National Swedish Board of Building,
Planning and Housing norms. At Arlandastad we have reduced
energy use by 50 per cent,” states Mats Olsson.
The facility has been constructed to reduce use of electricity and
heat, among other things through extra insulation in the roof
and walls.
“We’re working constantly on environmental issues to achieve an
ongoing reduction in energy use. At all our facilities we use only
guarantee-of-origin waterpower and district heating,” concludes
Mats Olsson.
The new facility at Landvetter Airport City is expected to be
completed in November 2011.
7

Logistics &
Transport Award
“Full load – half the emissions” nominated
for the Logistics & Transport Award
The Gothenburg project ”Full load – half the emissions”, which is being run by DB Schenker’s
Gothenburg District, has been nominated as one of three finalists for the Logistics & Transport
Award 2011 in the Environmental Investment of the Year category.
“We have received a large number of entries for this year’s
competition and the jury have selected you as one of the three
finalists in this category. The winner will be announced at the
award ceremony on May 26, which will take place on stage in
conjunction with the Logistics & Transport Fair in Gothenburg.”
The Logistics & Transport Award was established to reward
those in the industry that have come to the fore as a result of
their excellent transport and logistics work. The award was
initiated by the journal Transport & Logistik iDag and is presented
in collaboration with the Logistics & Transport Fair.
DB Schenker’s Gothenburg District has “Full load – half the
emissions” as a theme for its environmental programme. The
aim is to halve carbon emissions in the city centre through to
2015.
The project covers three different areas
Smart Logistics
Vehicles and fuels
Properties
Smart Logistics
Within Smart Logistics, DB Schenker is involved in a collaborative
project “Climate smart city distribution”, run by
Business Region Gothenburg with partners that include Volvo,
DHL, Posten and Chalmers University of Technology. There
are ongoing discussions with consignees, retailing associations
and other parties to improve logistics in the city centre
and to avoid unnecessary driving. The aim is to as far as possible
optimise routes through consolidation.
Vehicles and fuels
“In consultation with automotive manufacturers and haulage
companies we are currently testing different fuels,” explains
District Manager Tomas Johansson. “At the end of 2010, there
were three gas-powered parcel vehicles in operation and one
hybrid gas/diesel distribution vehicle. A further gas-powered
vehicle will be brought into operation next year and there are
plans for a further hybrid vehicle.”
Other fuels use traditional diesel mixed with RME, biogas and
ACP Evolution Diesel, where tall oil has been refined together
with normal crude oil.
“There are many fuels that can be used,” states Tomas. “We
must also be able to fill up vehicles and in that respect the
solutions are not always available.”
Climate-smart terminal
The Gothenburg District also has plans to commence reconstruction
of the terminal at Bäckebol in 2011. Even in this
project, the environment is firmly in focus.
“We’re looking at in-house logistics and the working environment
and when it comes to sustainability we’re working
to have the terminal certified according to the international
environmental certification system LEED,” Tomas explains.
8

New technology &
Sustainability Award
TGM in Gothenburg winner of the
DB Schenker Sustainability Award 2010
DB Schenker tests new
technology for Volvo
Volvo Trucks has developed a new concept with an engine that runs
on a mixture of methane gas and diesel. In 2010, testing of this new
technology began in commercial traffic through various companies,
including the DB Schenker haulage company TGM in Gothenburg.
This new technology means that the environmental benefits of the
gas are combined with the high output of the diesel engine and in
doing so considerably less energy is used compared with traditional
gas-powered trucks. It requires varying amounts of diesel during
operation. However, the truck can also be run on diesel alone,
making it a realistic alternative in areas where the gas distribution
system has not yet been fully developed.
The estimate is that energy use will be around 25 per cent lower
compared with traditional solutions for gas operation at the same
time that output and drivability should remain the same as conventional
diesel trucks. Eight trucks are included in the first test.
“I didn’t believe it as there are so many haulage
companies within DB Schenker that would be
worthy winners,” states Roger Nilsson, President
of TGM.
The award was presented on May 11 at the Bilspeditions
Transportörsförening (BTF) congress
in Helsingborg. Apart from the honour of winning,
there is also a trip to Stuttgart to visit the
Mercedes plant. TGM received the award partly
because it has for a long time been a driving
force within the DB Schenker sustainability
programme. They have acted as test pilots for
new engine technology and new fuels and Roger
STATEMENT BY THE JURY
Nilsson is active in the City of Gothenburg
Logistics Network. He also took the initiative
for newly established collaboration in Gothenburg
city centre to improve safety and security
for drivers and to counteract goods theft.
The DB Schenker Sustainability Award is presented
each year to a haulage company within
the DB Schenker network. The winner is the
haulage company that has succeeded best,
through expert leadership, in improving the
working environment and road safety and reducing
environmental load within the company.
Through considerable commitment to environmental issues, TGM has for a
long time been a driving force in sustainability work within DB Schenker.
The haulage company and its staff are always willing to help and share
their knowledge.
They have acted as test pilots for new engine technology and new fuels.
Students, researchers and politicians have been received in the same
direct, positive way – they are all offered the opportunity to take a trip
out into reality.
Roger Nilsson is active in the City of Gothenburg Logistics Network and he also took
the initiative for collaboration in Gothenburg to improve safety and security for drivers
and to counteract goods theft.
The company has a certified management system for quality, environment and road
safety and is focusing systematically on working environment issues.
9

New online tool provides a total overview of emissions
Deutsche Bahn (DB), together with the International
Union of Railways (UIC) and six other partners, have
developed EcoTransIT World – an online tool for calculating
emissions from a global transport chain. The tool can
be used to calculate environmentally impacting emissions
within a selected transport chain and also demonstrate
whether it is possible to optimise transport from a financial
and environmental point of view.
EcoTransIT World is the first tool that can calculate
energy use and carbon emissions on a global level using
all modes of transport. The user can enter an optional
number of starting points, destinations and temporary
stops to visualise different transport combinations and
compare emissions. This makes it easier to decide which
transport chain is not only the financially most advantageous
but also which one generates the least impact
on the environment. The tool can also propose a suitable
transport chain based on actual routes. The user states
the starting point and end-point at an optional location in
the world. The tool then proposes the next road, port or
airport, depending on the information provided by the user.
EcoTransIT World is free of charge. You can find the tool
under “Environment” at dbschenker.com
10

GRI 2
CEO
Ingvar Nilsson
An up-to-date list of the Board of Directors and the Executive
Management for 2011 can be found at www.dbschenker.com/se
Board of Directors, Schenker AB 2010
DB Schenker's Swedish organisation 2010
LAND DIVISION
Thor Bergby
Mats Grundius (2011)
Domestic
International
Parcel
Coldsped Transport
Rail
LOGISTICS DIVISION
Mats Olsson
Consumer
Retail/Fashion
Automotive
Technology
Healthcare
STAFFS
Finance: Karsten Keller
HR: Yvonne Pokropek
IT: Tommy Sulutvedt
Marketing: Bo Hallams
AIR & OCEAN DIVISION
Helgi Ingolfsson
Air
Ocean
Fairs & Exhibitions
Schenker Consulting AB
Niklas Ward
Schenker Dedicated Services AB
Magnus Strand
Schenker Privpak AB
Tina Rundström
Ordinary board members:
Thor Bergby
Hans Carlheim (E)
Kristin Hedlund
Christine M Johansson (E)
Karsten Keller
Håkan Larsson
Ingvar Nilsson
E = Employee representative
Deputy board members:
Agneta Lind (E)
Kenny Johansson (E)
Kjell Eriksson (E)
CEO:
Ingvar Nilsson
Vice-President:
Thor Bergby
Chairman:
Håkan Larsson
Schenker Åkeri
Mats Grundius
Our organisation
The President of Schenker North is Ingvar Nilsson, who
is also the CEO of Schenker AB. The names of the presidents
of the other Swedish companies can be seen in the
chart above. There are management teams on each level.
The management teams for DB Schenker Sweden
include persons responsible for the largest operating
areas as well as heads of staffs and the President.
Schenker AB’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
Schenker Property Sweden AB
Ann–Charlotte Hellman
Bengt-Arne Björk (2011)
code of conduct and other Group directives. The
Annual General Meeting is not held in Sweden as the
DB Schenker Group is owned by DB (Deutsche Bahn).
There is a bonus programme for the Executive Management
and certain employees on different levels. The
payment of bonuses is linked primarily to the company’s
financial results.
The Swedish organisation is part of Schenker North,
which comprises the DB Schenker Group companies
in Denmark, Norway, Sweden, United Kingdom and
Ireland.
Executive Management, DB Schenker's operations in Sweden
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)
Schenker AB comprises central staffs and the three
divisions – Land, Air & Ocean and Logistics.
DB Schenker Sweden is the name given to all DB Schenker
companies in the country – Schenker AB with the Land,
Logistics and Air & Ocean divisions, as well as the companies
Schenker Åkeri AB, Schenker Consulting AB, Schenker
Dedicated Services AB, Schenker Privpak AB and Schenker
Property Sweden AB.
DB Schenker North comprises the DB Schenker Group
companies in Denmark, Ireland, Norway, United Kingdom
and Sweden.
11

GRI 4
GRI makes comparison easier
This report follows the principles and standards produced by the organisation Global Reporting Initiative* (GRI) based in
Amsterdam. GRI was founded in 1997 as a collaborative initiative involving CERES (Coalition for Environmental Responsible
Economies) and UNEP (United Nations Environmental Programme). GRI’s members are non-profit organisations, international
groups of companies and industry organisations.
GRI standards promote international harmonisation of
reports and facilitate compilation of relevant, credible
information about corporate financial, environmental and
social conditions.
In brief, the Corporate Social Responsibility Report according
to GRI guidelines should have the following content
and page references to this report can be found below:
1. Vision and strategies (GRI 1 / sid 3)
Company’s sustainability issues,
including a statement from the CEO.
2. Profile (GRI 2 / page 4, 11, 13, 14)
Discusson with stakeholders, the company’s operating
areas and organisation as well as the scope of the
report.
3. Costument competitideness and management
systems (GRI 3 / page 15–18)
4. Cross-reference between GRI indexes
and the contents of the report (GRI 4/page 12)
5. Core indicators (GRI 5 / page 19–39)
• Finance, EC1–EC10 (page 20–22)
• Environment, EN1–EN16 (page 23–29)
• Social responsibility, LA1–LA11,
HR1–HR 7, SO1–SO3, PR1–PR3 (page 30-39)
• Industry core indicators, LT1-LT12
(page 22, 28, 29)
We do not report any integrated indicators and instead
we limit ourselves to the most important financial,
environmental and social core indicators.
We also report core indicators from GRI’s Logistics and
Transport Sector Supplement, pilot version.
Information about GRI can be found at
www.globalreporting.org
For further information about DB Schenker’s
environmental work:
nora.kallstrom@dbschenker.com (Company information)
ulla.ahrlin@dbschenker.com (Human resources)
monica.holm@dbschenker.com
(Environment)
anders.bukk@dbschenker.com
(Finances)
www.dbschenker.com/se (Copies of ISO certificates)
*GRI has neither examined the content of this
report nor assessed the credibility of information
provided. Nor has the report been examined by an
independent party.
12
The report is based on the GRI guidelines from June
2002. There will be a switch to G3 guidelines with
effect from the next issue.

GRI 2
Scope of the report
This CSR Report contains figures for and describes events within
DB Schenker in Sweden and its affiliated companies from January 1,
2010 to December 31, 2010. The previous CSR Report covered
2009. The report is aimed primarily at customers seeking information
about how we deal with financial, environmental and social
issues. It is also aimed at other interest groups, such as employees,
suppliers, the EU and other public bodies and students. We make
use of the GRI guidelines from 2002.
The core indicators in the Report refer to all three DB Schenker divisions,
Land, Air & Ocean and Logistics. Schenker AB’s Swedish affiliated
companies are also covered by this report. Schenker AB shares
premises with affiliated companies at a number of locations. Many
of the affiliated companies are Schenker AB suppliers (and vice
versa in some cases). No organisational changes affecting the Group,
reported as a whole, have taken place since the previous report.
The company has two operating areas that are subject to reporting
requirements under the Environmental Code, i.e. 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 the
risk of the waste spreading and not reaching an approved waste
handling facility.
GRI 2.13+2.15
The Report covers the following
divisions within Schenker AB plus
associate companies:
Social core
indicators
Environmental
core indicators
Schenker AB, Land Division* № № №
Schenker AB, Air & Ocean Division** № №
Schenker Logistics AB № № №
Schenker Privpak AB № № №
Schenker Dedicated Services AB № № №
Schenker Consulting AB № № №
Schenker Åkeri AB № № №
Schenker Property Sweden AB № № №
Financial core
indicators
* 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.
13

GRI 2
Developing in dialogue with our stakeholders
Our most important stakeholders are our customers, employees and suppliers. By far the most important
group of suppliers are the haulage companies that we contract as carriers.
Customer dialogue
Communication by DB Schenker Sweden 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 branch office of the
Land Division 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 DB Schenker Sweden employee has a planned
appraisal discussion with his/her manager. Through
an annual questionnaire all employees answer questions
about their understanding of the objectives that
are laid down and what they feel about their working
environment and working situation. The employees also
assess their 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 also
one of our means of communicating with the hauliers.
The hauliers also have access to their own website at
DB Schenker Sweden. A monthly newsletter is published
on the website along with other information which the
hauliers need in order to discharge their obligations to
DB Schenker Sweden. 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 follow-up between the district offices and the hauliers.
The community
DB Schenker Sweden monitors public discussion and is
also a member of different groups and committees within
the Swedish Haulage Association. It is a member of NTM
(Network for Transport and the Environment) and takes
part in the government’s Logistics Forum. When invited,
DB Schenker Sweden also takes part in various initiatives
taken by transport purchasers, mainly represented by the
non-profit association Q3, which works to improve procurement
of transport services in relation to the working
environment, the environment and road safety.
14

GRI 3
Values create our corporate culture
In 2009, DB Schenker officially announced
that the Group supports the 10
principles in the UN’s Global Compact.
A corporate culture is the result of the values that characterise
the people at a company. DB 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 costeffective
if we are to retain our customers and acquire new
customers.
The values which characterise us at DB Schenker Sweden:
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 him or her 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.
Human rights
Principle 1: Businesses should support and respect the
protection of internationally proclaimed human rights.
Principle 2: Make sure that they are not complicit in
human rights abuses.
Labour standards
Principle 3: Businesses should uphold the freedom of
association and the effective recognition of the right
to collective bargaining.
Principle 4: Eliminate all forms of forced compulsory
labour.
Principle 5: The effective abolition of child labour.
Principle 6: The elimination of discrimination in respect
of employment and occupation.
Environment
Principle 7: Businesses should support a precautionary
approach to environmental challenges.
Principle 8: Undertake initiatives to promote greater
environmental responsibility.
Principle 9: Encourage the development and diffusion of
environmentally friendly technologies.
Anticorruption
Principle 10: Businesses should work against corruption
in all its forms, including extortion and bribery.
Facts about Global Compact
Global Compact was launched by Kofi Annan at the World
Economic Forum in 1999. The aim of the initiative is to bring
together international businesses, UN bodies and labour
market and social organisations to support ten main principles
affecting human rights, labour, environment and corruption.
The aim is for commerce and industry, together with other
stakeholders in society, to become part of the solution to the
challenges generated by globalisation. Global Compact is not a
regulatory institution but rather a voluntary organisation which
today comprises hundreds of companies throughout the world
as well as non-government organisations and trade unions.

GRI 3
Our most important policies
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 NMI
employee survey – (Satisfied Employee Index).
being offered the opportunity for promotion through
the fact that the company largely recruits in-house.
Working environment policy (GRI LA6)
DB Schenker’s workplaces in Sweden 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.
Quality and diversity policy (GRI HR4+LA10)
At DB Schenker Sweden 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 an employer.
Our workplaces should be free of harassment and
discrimination.
An organisation marked by equality 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.
Equality and diversity (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.
16

GRI 3
Environment
We contribute to sustainable social development by
offering effective logistics solutions and transport, with
a constant reduction in environmental impact.
This means that we:
use our resources optimally.
heighten awareness of environmental issues among
all employees and provide them with the opportunity
to at all times take the environment into account in
their day-to-day work.
prevent air, land and water pollution by taking into
consideration environmental impact in the development
of each new service.
view measures aimed at improving the environment
as long-term investments.
influence, make demands on and co-operate with
customers, suppliers and other parties.
support research and the development of fuel,
transport technology and logistics.
comply with laws, ordinances and other official
directives.
Safety (GRI PR1)
Through preventive safety work we reduce the risk of
personal injury and financial loss. The employees are our
most important safety instrument, followed by technical
safety solutions. This means that we should:
analyse safety risks in relation to our employees,
facilities and operations.
implement safety improvement measures.
investigate crime.
ensure a good level of fire safety.
train personnel with the aim of retaining a high level
of safety awareness.
work actively to ensure dangerous goods are handled
correctly.
apply business ethics that reinforce relationships with
our customers and provide open, correct information.
Road safety (GRI PR1)
DB Schenker Sweden and associated haulage companies
should strive to achieve a consistently high level of road
safety in their business operations, which means that our
drivers, fellow road-users, customers and our parties feel
safe and secure. Our initiatives, actions and behaviour on
the road should contribute to realising the zero accident
vision. This means that:
vehicles should be well maintained, ensuring they
remain in good, roadworthy condition.
employees should be well acquainted with laws and
ordinances that should be complied with when using
the vehicles.
vehicles should be driven with the greatest concern for
fellow road-users so that we are seen to be showing a
good example out on the roads.
seat belts should always be worn, both in trucks and
cars.
systems and routines should be in place for reporting
vehicle faults and providing feedback.
when purchasing vehicles and equipment, particular
attention should be given to factors that improve road
safety and personal safety.
transportation should be carried out by personnel
who are not under the influence of any unlawful
substance.
The Swedeis Transport Administration instructions for
securing loads should be known and complied with.
DB Schenker’s policy regarding HIV and AIDS
(GRI LA8)
The working situation of an employee who is HIVpositive
or who has AIDS must, as far as the illness
permits, remain unchanged. A person may not be transferred
against his/her will if this is not done to protect
him or her from risks in the working environment. An
employee who is HIV-positive, or who has AIDS, is
entitled to decide who should be informed about the
situation that has arisen.
Alcohol and drug policy
DB Schenker is characterised by quality, responsibility,
safety and enjoyment. We do not accept abuse of alcohol
or drugs. A person who has an abuse problem should receive
help and this is a managerial responsibility. Abuse
problems affect us all.
Our ambition is “Abuse goes – employee stays”.
We should have workplaces that are free of alcohol
and drugs.
All employees should be aware of the company’s rules
and views regarding alcohol and drugs and we should
create a contingency plan so that we can counteract
and deal with alcohol and drug problems as early as
possible.
All managers with human resource responsibility
should receive training in how to handle these
problems.
Policies are the basic principles for a way a company or an organisation acts. Above are a number of DB Schenker Sweden’s policies and what they mean in practice.
17

GRI 3
Quality is based on commitment,
wise thoughts and clear leadership
As one of the leading logistics companies on the market DB 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 our management
system. There are, for example, overall
strategies, action plan and basic values as well
as central aims and guidelines.
The DB Schenker management system has been
certified according to ISO 9001:2008 and ISO
14001:2004 and has also been prepared for
certification according to the working environment
standard OHSAS 18001. This means that
operations are checked regularly through visits
by external and internal auditors. Copies of the
company’s ISO certificates can be found on the
website (www.dbschenker.com/se) under the
heading Quality and Sustaininability.
DB Schenker’s aim is to:
have customers who are satisfied with how
we 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 sustainability programme.
DB 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.dbschenker.com/se)
DB Schenker offers a growing number of
e-services which facilitate our customers’
transport administration before, during and
after transport. On the website our customers
can book transport, monitor goods, receive
price details and time schedules, examine
freight documents and invoices, extract emission
reports for road transport and a great
deal besides. Correctly utilised, e-services lead
to a higher degree of quality and sustainable
development for all parties concerned.

Financial core indicators
Environmental core indicators
Social core indicators
Core indicators 2010
according to GRI standards

GRI
Financial core indicators 2010
Administration report for Schenker AB
Operations
The company carries on transport and logistics operations and provides
consultancy services within these areas.
The company is a wholly-owned subsidiary of Schenker North AB
(556361-1762), Gothenburg, which is in turn a wholly-owned subsidiary
of BTL AB (556016-4310), Gothenburg, which is in turn a
wholly-owned subsidiary of Schenker International AB (556557-2897),
Gothenburg. The consolidated accounts are prepared by Schenker International
AB’s ultimate parent company, Deutsche Bahn AG, Berlin,
Germany. The subsidiary Schenker Consulting AB is operated on commission
with Schenker AB. Privpak AB and Schenker Åkeri AB, which
are owned by Schenker North AB, are also operated on commission
with Schenker AB.
Key events during the year
Operations during the year began to recover from the global financial
crisis, which has had a positive impact on volumes. The number of
consignments transported increased during 2010 compared with
2009 by 7.9% to approximately 18.8 million. Net sales amounted to
SEK 12.7 billion, which is an increase of 8.9% compared with 2009.
In September 2010, the Group company Hangartner AB merged with
Schenker AB. Hangartner carries on combined traffic (rail/road) within
Europe. During 2009, these operations generated net sales of SEK 506
million with around 40 employees. The new company is included in the
results for the hole of 2010. The operating profit was SEK 161 million,
which is a fall of SEK 43 million compared with 2009.
During 2010, the company, to a greater extent than previously, was
charged with costs for administrative services from central functions
at the owner companies. Together with the merger with Hangartner
this resulted in an increase in administrative costs and a fall in the
operating profit compared with 2009. The underlying operating profit,
however, increased compared with 2009.
20

GRI
EC1–EC5
CUSTOMERS
SUPPLIERS
EC1. Statement of comprehensive income and Statement of financial
position, KSEK (DB Schenker in Sweden)
2008 2009 2010
Net sales 14 671 734 13 054 393 14 251 257
Operating profit 589 806 331 902 230 205
Total assets 4 994 217 5 012 521 5 450 857
Shareholders’ equity* 669 574 1 111 555 1 071 805
** Refers to the parent company Schenker North AB
EC3. Cost of goods, materials and services, KSEK
2008 2009 2010
-11 760 021 -10 880 492 -12 985 681
EC4. Proportion of supplier invoices paid on time (%)
2008* 2009 2010
90.26 94.8 95
* The figures have been corrected compared with the report for the
preceding year
EC2. The largest companies in the industry
Market position in Europe
Land transport
1 DB Schenker
2 DHL
3 DSV
4 Dachser
5 Geodis
EMPLOYEES
EC5. Employee costs, KSEK
2008 2009 2010
-1 992 163 -1 950 793 -1 965 133
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
21

GRI EC6-EC10, LT 1
FINANCIERS
EC6. Dividend to owners, KSEK
2008 2009 2010
0 0 0
LT1. Number of directly controlled vessels
2008 2009 2010
0 0 0
EC7 a. Interest expense, KSEK
2008 2009 2010
-201 350 -186 145 - 131 915
EC7 b. Profit brought forward following dividend to shareholders, KSEK
2008 2009 2010
666 686 904 141 1 068 917
Refers to the parent company Schenker North AB
PUBLIC SECTOR
EC8. Tax expense for the year, KSEK
2008 2009 2010
-175 181 -87 764 -72 232
EC9. Subsidies, KSEK
2008 2009 2010
0 0 0
EC10. Donations
During the year Schenker AB donated money to a number of nonprofit
organisations. For exampel, we have made a donation to BRIS
(Children’s Rights in Society) instead of sending Christmas cards. We
are a major donor to Chalmers University of Technology and we also
support the Gothenburg Sustainable Development Award. We are
also members of the non-profit association Hydrogen Gas Sweden.
22

GRI
Environmental core indicators 2010
Overall
The environmental core indicators presented here provide an overview
of the resources that DB Schenker Sweden uses to carry on its operations.
We also present the extent of emissions into the air, which is also
our most significant environmental aspect, as well as the risk of emissions
affecting land and water.
Emission details only cover emissions from road vehicles operated by
our Swedish Land Division. Emissions from rail have not been included
and nor have emissions from sea and air transport, which takes place
through the Air & Ocean Division.
It is difficult to show how DB Schenker’s operations affect our environment
although it is accepted that greenhouse gases (in our case mainly
carbon dioxide) contribute to global warming. Emissions of sulphur and
nitrogen contribute to acidification and eutrophication. Nitrogen and
volatile hydrocarbons and oxygen, together with sunlight, form groundlevel
ozone, which is harmful to flora and fauna. Particulate matter
from vehicle exhaust gases is harmful to our health. Freons contribute
to enlarging the hole in the ozone layer.
Each year we formulate and follow up quantifiable environmental objectives.
The management team adopts the general, central objectives and
each divisional management then formulates action plans to achieve
those objectives. The local units subsequently set their own local environmental
objectives based on the environmental enquiry conducted in
conjunction with ISO 14001 certification.
As a member of the DB Group, DB Schenker also has the common
Group climate objective of reducing carbon dioxide emissions per
tonne-kilometre by at least 20 per cent through to 2020. The base
year for this is 2006.
23

GRI
EN1
MATERIAL
EN1. Total consumption, excluding water
DB Schenker’s terminals in Sweden use pallets (just over 700,000 pallets
are acquired each year) and packaging material. See volumes below. The
offices use customary office materials, paper (317 tonnes of copying
paper and writing pads) and around 4,000 printer cartridges. In 2010,
Schenker Åkeri AB used 11.9 million litres of MK1 diesel and RME.
Schenker Åkeri used around 2,500 tyres during the year.
Packaging in kg reported to the Repa register (www.repa.se)
Type of packaging Total (Schenker AB, Schenker Logistics, Coldsped AB)
2008 2009 2010
Steel plate/other metals 9 685 4 220 1 715
Cardboard/paper 43 126 19 750 6 022
Corrugated cardboard 119 611 150 875 568 441*
Plastic 35 584 22 649 127 563
Total 208 006 197 494 703 374
* New assignment DB Schenker Privpak AB
EN2. Recycled material
Information about products manufactured from recycled material is not
available.
ENERGY CONSUMPTION
Producing transport and logistics services requires energy. Apart from large
volumes of vehicle fuel, DB Schenker also uses energy to run offices, terminals,
warehouses and refrigeration and freezing facilities (Coldsped).
For domestic road transport we present details of our diesel consumption.
The figures are based on information about the annual consumption of
diesel for DB Schenker assignments reported to us by our Swedish hauliers.
This year we received information covering more than 90 per cent of the
vehicles, and supplemented it with estimated consumption for the remaining
vehicles. The historical figures are calculated in the same way. For international
transport we have based the diesel consumption on an estimate of
the transport performed for an average distance of 600 km multiplied by
the weight transported.
DB Schenker is endeavouring to achieve greater energy efficiency in all areas.
We have around 40 property managers who are specially trained in energy
efficiency. The training is designed to ensure that each district finds areas
for improvement and savings in electricity, water and heating. Many measures
are often simple and include movement-controlled lighting, keeping
gates closed, turning off computers and other machines at the end of the
working day, correcting the time for activation of ventilation systems and
low-energy light bulbs. This has resulted in a reduction in energy use at
terminals despite the installation of heating systems at several terminals.
120
Carbon dioxide emissions per tkm
Grams C0 2
100
80
60
40
20
tkm 1 (based on
actual weight)
tkm 2 (based on
freight payable
weight)
0
2008
2009 2010
A slow upturn in transport volumes at the beginning of 2010 meant that during
the year we did not return to the 2008 figures although we do see a clear
downturn in CO 2
per tkm compared with the recession year 2009.
24

GRI
EN3-EN4, EN6-EN7
EN3 a. Energy use per source (excl. diesel) in kWh
2008 2009 2010
Electricity 81 910 875 73 936 700 72 819 864
Heating oil* 2 320 000 1 695 700 2 353 300
District heating 21 228 731 18 318 000 17 639 060
Fossil gas 1 326 722 969 600 1 170 900
LPG** 8 678 0 0
Total 106 795 006 94 922 009 91 733 720
** Heating oil translation figure 1 m 3 = 9,960 kWh = approx. 10,000 kWh
** LPG translation figure 1,000 kg = 12,800 kWh
EN3 b. Diesel consumption
Litres kWh
Domestic diesel consumption
2008 (reported) 107 419 320 litres rounded off to 107 000 000 1 070 000 000
2009* (reported) 107 169 697 litres rounded off to 107 000 000 1 070 000 000
2010* (reported) 111 847 082 litres rounded off to 112 000 000 1 120 000 000
International diesel consumption
2008 (estimated) 50 104 215 litres rounded off to 50 000 000 500 000 000
2009** (estimated) 41 087 630 litres rounded off to 41 000 000 410 000 000
2010** (estimated) 36 580 427 litres rounded off to 36 500 000 365 000 000
* Including RME
EN3 c. Total a + b (M7)
Quantity
Unit
2008 Total energy use 1 767 950 006 kWh
Total energy use 6 036 462 023 MJ
2009 Total energy use 1 576 618 980 kWh
Total energy use 5 675 828 329 MJ
2010 Total energy use 1 576 733 720 kWh
Total energy use 5 676 241 392 MJ
EN4. Indirect energy use
Information about indirect energy use is not available.
BIOLOGICAL DIVERSITY
EN6 and EN7.
The size and location of operations linked to biological diversity.
Schenker Property Sweden AB owns just over two million m 2 of land,
divided into 56 properties. The largest tenant is DB Schenker Sweden.
The total floor space is 512,244 m 2 , of which 73,859 m 2 are in the form
of office space and the remainder is warehouse and terminal space.
The majority of DB Schenker Sweden’s facilities are located directly
beside or close to main highways and we thus use the public road network
and other infrastructure facilities.
At the request of Schenker Property, the company Golder Associates
carried out an environmental inventory of DB Schenker’s facilities in
Sweden in 2002. This showed that at seven locations run-off water from
terminals flows onto sensitive recipients and that two of our terminals are
located within water protection areas – (Luleå 52,264 m 2 and Gothenburg
24,828 m 2 ).
Another terminal, DB Schenker Logistics in Nässjö, is in a very sensitive
location high up in the uplands of Småland – in the centre of a watershed
with run-off into important natural areas.
Schenker Logistics therefore carried out a nature inventory on its own
initiative in 1999 and subsequently built a dam beside the terminal area.
The dam functions as a filter for any pollutants that find their way into
the water.
An accident in the form of an oil spillage, diesel leakage or the equivalent
would have a harmful effect on water quality – particularly at any of the
three terminals mentioned above. Emissions of sulphur and nitrogen oxide
from our vehicles also contribute to acidification and eutrophication of
watercourses.
Reported environmental incidents during 2010 – see EN13.
25

GRI
EN5, EN8-EN10
EN5. Water consumption (m 3 )
2008 2009 2010
DB Schenker Sweden 62 241 50 719 47 294
Coldsped 60 723 61 000 61 000
Total 122 964 111 719 108 294
EN9. Use of ozone-degrading substances
Coolant in use kg
A: Coolant in use at Coldsped (temperaturecontrolled
transport operations)
B: Coolant in use in load carriers owned by Schenker Åkeri AB
2010
R22 (kg) R134A R404 R407C R417 R717 Total
(HCFC) (HFC) (HFC) (HFC) (HFC)
EMISSIONER
DB Schenker’s most significant environmental aspect is the consumption of
fossil fuel, which generates emissions into the air.
Emission calculations for domestic land transport are based on diesel
consumption reported by DB Schenker Sweden’s contracted hauliers see
“Energy” on page 24.
The emissions for international land transport have been calculated by
making an estimate of the transport performed – see “Energy” on page 24.
The calculation is based on a generally estimated figure of 2,264,502,600
tonne-kilometres (transported weight multiplied by an average distance of
600 km). The estimated international consumption is approximately
35 million litres of diesel.
EN8. Greenhouse gases – Carbon dioxide (in tonnes)
2008 2009 2010
International 130 271 106 828 95 109
Domestic 279 290 272 476 267 893
Total 409 561 379 304 363 003
A 112 46 680 0 0 62 000 62 838
B 0 0 480 0 0 0 480
Total A + B 112 46 1 160 0 0 62 000 63 318
ODP* factor 0,055 0 0 0 0 0
ODP** 6,16 0 0 0 0 0 6,16
GWP 100 factor 1 700 1 300 3 260 1 525 1 950 0
GWP 100 /1 000 190 59,8 3 781 0 0 0 4 031
** Ozone-degrading capacity compared with CFC 11, which is factor 1.
** The contribution made by different greenhouse gases to the greenhouse effect
can be compared and added to each other if the volume of each individual gas is
multiplied by its GWP (Global Warming Potential) factor. This factor states how great
an impact the gas has on the climate in relation to carbon dioxide, seen here over a
100-year perspective (GWP 100 ).
Source: National Swedish Environmental Protection Agency website
(www.naturvardsverket.se)
EN10. NO x
– SO x
and other significant emissions 2010 (in tonnes)
International Domestic Total
CO 82 257 339
NO X
589 1790 2379
SO X
11 1 12
HC 86 145 231
PM 10 29 39
26

GRI
EN11-EN16
EN11. Waste volumes (tonnes)
2008 2009 2010
Normal waste
Wood 2 278 1 839 1893
Cardboard 986 1 128 864
Fine paper 213 240 204
Plastic 134 111 123
Metals 130 209 136
Others 94 209 0
Combustible 1 337 1 455 1 318
Unsorted 378 310 333
Landfill - - 50
Dangerous waste
Batteries 3 3 4
Oil 20 27 45
Fluorescent tubes 3 1 4
Others 77 82 46
Total 5 673 5 645 5 020
EN12. Emissions from the vehicle washing facility in Kristianstad per year
EN13. Major emissions of chemicals and oil
During 2010, five minor environmental incidents and 14 minor hazardous
goods incidents were registered in our follow-up system “Incontrol”. All
incidents were reported to the local authorities and clearance measures
have been taken.
EN14. Environmental impact of products and services
Environmental inquiries in conjunction with ISO 14001 certification of
our management system have revealed that our most significant central
environmental aspect is combustion of fossil fuel from transport operated
directly by the company, which gives rise to emissions into the air.
We divide up the emissions into emission of the greenhouse gas carbon
dioxide, which has a global impact, as well as emission of controlled emissions,
which generate regional and local effects. The central environmental
aspects also include energy use. Locally, environmental inquiries also
highlight other aspects, such as water use, waste, staff travel etc.
EN15. Recycling
Not applicable to our primary operating area, transport.
EN16. Legal infringements
There were no legal infringements apart from the environmental and
dangerous goods incidents that took place during the year.
Cadmium
Lead + chrome + nickel
Zinc
Copper
Oil
2010
0.12 g
11.96 g
198.27 g
102.65 g
3.39 kg
27

GRI
LT2
LT2. COMPOSITION OF THE VEHICLE FLEET
Road – domestic
Vehicle size No. of vehicles Average consumption
< 3.5 tonnes 417 1.22 litres/10 km
H/D
Long distance
}
2.8 litres/10 km*
3 260
4.3 litres/10 km*
Total 3 677
* Based on information from the company’s own haulage company.
Vehicle fleet, domestic/Euro classes
2008 2009 2010
Euro 0 1% 0% 0%
Euro 1 3% 2% 1%
Euro 2 22% 11% 9%
Euro 3 56% 52% 50%
Euro 4 12% 21% 22%
Euro 5 7% 14% 18%
Total fuel consumption
tkm Diesel MK1 RME Gas
litres litres m 3
Domestic road transport
Land Division Sweden* 3 758 294 671 111 847 082 826 155 12 952
International road transport
Land Division Sweden** 2 264 502 600 36 580 426 0 0
* The domestic figures are based on the reported figures
** Basis for calculation of international figures – see page 24
Vehicle fleet Europe*/Euro classes
2008 2009 2010
Euro 0 1% 1% 0%
Euro 1 2% 2% 1%
Euro 2 23% 12% 6%
Euro 3 39% 42% 27%
Euro 4 15% 19% 29%
Euro 5 16% 23% 37%
* 21 151 external long-distance vehicle DB Schenker's European vechicle fleet
28

GRI
LT3-LT8
LT3. SUSTAINABLE DEVELOPMENT
LT4. RENEWABLE ENERGY AND ENERGY EFFICIENCY
New vehicles:
90% of domestic vehicles are Euro 3 or newer.
84% of international vehicles are Euro 3 or newer.
Cange of mode of transport:
Over longer distances, and where it is compatible with other customer requirements,
DB Schenker uses intermodal road/rail solutions.
Route planning:
We are endeavouring to replace fossil fuels with fuels produced from raw
materials that offer a high degree of renewability.
We are examining our terminals and logistics centres to improve energy
efficiency.
DB Schenker Logistics is planning for its logistics centres to be certified as
Green Building facilities and purchases green electricity.
Use of pure RME and biogas/natural gas increased during 2010.
A number of DB Schenker haulage companies have acted as pilots for ACP
Evolution – second-generation fuel.
MDE (Methane Diesel) vehicles were also brought into service.
Route planning is particularly important to achieve a high filling level
in our collection and distribution vehicles.
LT5. CONTROLLED EMISSIONS – URBAN AIR
40% of our vehicles are Euro 4 or higher.
LT6. CONGESTION
Through well-planned routes for collection and distribution traffic we are able
to reduce the congestion problem. DB Schenker's concept for city logistics could
also contribute to less congestion.
LT7. NOISE
Our terminal operations could give rise to noise disruption, particularly in areas
where residential development has come gradually closer to industrial areas and
terminals.
LT8. ENVIRONMENTAL IMPACT OF THE COMPANY INFRASTRUCTURE
See EN6 and EN7.
29

GRI
Social core indicators 2010
Global DB Schenker strategy within Health, Safety and
Environment
During 2010, work was carried on centrally with the aim of creating
a common group policy and a uniform, co-ordinated approach within
health, environment and safety for all DB Schenker operations throughout
the world. The internal standard that has now been adopted by
the top management, and which presents the DB Schenker internal
management system for this work, is based on the international standards
ISO 14001 (Environment) and OHSAS 18001 (Health/safety).
During the coming year, there will be a major focus on implementation
of the stipulations laid down in the standard. Working uniformly in all
parts of the organisation will generate valuable synergies and facilitate
follow-up – including the production of statistics and core indicators –
on a global level.
The company management team playing the EQUAL-game.
30

GRI
LA1. LA2, LA7
EMPLOYEES
HEALTH AND SAFETY
LA1. Number of employees
W B W B W B
2008 2008 2009 2009 2010 2010
Schenker AB 1 768 900 1 735 862 1 630 843
Associate companies 352 250 292 197 328 194
Schenker Åkeri AB 95 790 96 756 100 718
Total 2 215 1 940 2 123 1 815 2058 1755
W = White-collar workers. B = Blue-collar workers.
LA2 a. Staff turnover (%)
Absenteeism due to illness
Absenteeism due to illness during 2010 was 4.1%. The falling trend for
white-collar workers, which commenced in 2007, has continued and the
figure this year is 2.4% compared with 2.6% in 2009. However, absenteeism
due to illness among blue-collar workers has risen and is slightly
above the 6% mark, which was the target figure for 2009.
LA7. Absenteeism due to illness (%)
2008 2009 2010
White-collar workers 3.3 2.6 2.4
Blue-collar workers 6.6 5.8 6.1
2008 2009 2010
White-collar workers 6.2 2.7 3.3
Blue-collar workers 7.5 2.6 5.3
LA2 b. Overtime (%)
2008 2009 2010
White-collar workers 0.9 0.8 1.0
Blue-collar workers 2.4 2.1 2.6
The number of employees has fallen slightly (approximately 3%), for
both white-collar workers and blue-collar workers since 2009. Staff
turnover has continued to be relatively low although there has been
an upturn following the historically very low figures last year. Slightly
higher overtime figures were also reported compared with 2009.
31

GRI
LA5, LT12
Work-related incidents
The incidents reported through our own online reporting system show a
slight increase in the number of accidents in 2010: 228 compared to 211
in 2009. However, both the number and proportion of reported nearaccidents
fell and now account for 39 per cent of the total number of
reported incidents. This means that the positive recovery last year in
reported near-accidents (from 2008 to 2009) has now receded slightly,
from 46% to 39%.
The accident pattern is the same as last year. Truck and vehicle accidents
are the predominant type of accident at terminals and warehouses whilst
injuries resulting from falling and handling objects, resulting in crushing
injuries, are the most frequent within the haulage industry. Accidents
involving falling, which in 2010 were the most common type of accident
overall, and considerably more than the previous year, are this year spread
evenly across haulage and terminal/warehouse operations. Falling in snow
and on ice would appear to be a common denominator in a number of the
accidents.
LA5. Work-related injuries (number)
2008 2009 2010
Number of work-related incidents*
Accidents 219 211 228
Near-accidents 111 182 114
Number of near-accidents as a proportion
of the total number of incidents 34% 46% 39%
Occupational injuries that result in absenteeism
Serious and very serious accidents that result in absenteeism must by law
be reported to the Swedish Work Environment Authority. The statistics
from the Swedish Work Environment Authority show that 62 accidents of
this nature were reported by DB Schenker companies in Sweden during the
year, i.e. approximately 30% more than the previous year and in line with
the figure for 2008. Even here, truck/vehicle accidents and accidents
involving falls are the predominant types of accident. Occupational illnesses
also increased slightly during 2010 although not on a par with the figures
for 2008. 2009, however, was from an accident point of view an unusually
positive year with a low number of serious occupational injuries, covering
both accidents and occupational illnesses. Last year’s recession was probably
a contributing factor in this result.
As previously, statistics are used to calculate core indicators, including the
number of cases per 1,000 employees. The equivalent core indicators are
presented in the Swedish Work Environment Authority statistics published
each year. The Authority’s statistics for 2010 have not yet been published
although a comparison with the core indicators for 2009 for the industry/
transport and warehousing sector (10 for accidents and 2 for occupational
illnesses) shows that DB Schenker’s core indicators are just under or on a
par with the figures for the industry.
This year, however, the number of working accidents also raised the core
indicator for occupational accidents. Even in the case of occupational illnesses,
the core indicator has increased, although it is still below the figure
for 2008.
Occupational accidents that have led
to absenteeism**
Number of accidents 60 42 62
Number of accidents/1,000 employees 15.3 10.7 16.3
Occupational injuries and diseases**
Number of reported cases 14 2 8
Number of cases/1,000 employees 3.6 0.51 2.1
* Source: DB Schenker incident reporting system.
** Source: Swedish Work Environment Authority statistics for DB Schenker operations.
LT12. Road accidents
During 2010, details of seven accidents out on the road or at external freight
reception points were reported by our collaborating haulage companies
according to the notification routine introduced in 2008. The purpose of
this routine is to quickly pick up on and disseminate information about
incidents that have affected DB Schenker’s collaborating haulage companies
in order to ensure that professional action is taken at the scene of the
accident.
32

GRI
LT9, LA8, LT11, LA13
DRIVING AND REST TIMES
LT9. Driving and rest times
The rules regarding driving and rest times have been produced to ensure
good working environment conditions for drivers and to create a safe
environment out on the road. Systems for ensuring compliance with the
rules are therefore important from both an employer and community point
of view.
HIV & AIDS
LA8. DB Schenker Sweden policy regarding HIV and AIDS
The working situation of an employee who is HIV-positive or who has AIDS
must, as far as the illness permits, remain unchanged. A person may not
be transferred against his/her will if this is not done to protect him or her
from risks in the working environment. An employee who is HIV-positive,
or who has AIDS, is entitled to decide who should be informed about the
situation that has arisen.
ALCOHOL AND DRUGS
LT11. Alcohol and drugs
DB Schenker and the trade union organisations have decided on a policy and
guidelines for handling matters related to alcohol and drugs at DB Schenker
workplaces. The aim is to co-operate to create good, safe, alcohol- and
drug-free workplaces for our employees and that customers and the general
public will see us as a good example out on the road.
EQUALITY AND DIVERSITY
LA13. Equality and diversity – a plan for equal rights and opportunities
With the new Discrimination Act as a base, a new, broader platform for
DB Schenker’s equality and diversity work has been created. The content of
the Plan for equal rights and opportunities that has been produced is based
on experience from equality work, on current zero tolerance to discrimination
and harassment at DB Schenker workplaces and the ambition to create
conditions for greater diversity from an ethnic and cultural perspective.
This work is being conducted as part of the systematic work environment
programme at the workplace and with close co-operation between employers
and employees. Co-operation not only increases acceptance of this work
but also the potential for the aims to be put into practice. The health and
safety committees have a very important role to play.
For a number of years annual statistics and core indicators have been compiled
which describe the equality situation within the company. The parameters
that are reported are the division between men and women among
all employees, among managers (for white-collar workers and blue-collar
workers) and on group boards. The proportion of men and women who
took part in various in-house training programmes (operational training,
leadership training etc.) was also reported during the year.
In the future, statistics will be supplemented with results from a follow-up
of the objectives and activities laid down in the plan. Our annual employee
survey has an important part to play in this task.
The policy covers all employees within DB Schenker, although other people
could also be affected by DB Schenker guidelines. A routine was produced
during the year to ensure a uniform approach if there is suspicion that a driver
is at a DB Schenker terminal and is under the influence of alcohol.
33

GRI
LA11
DB Schenker’s annual employee satisfaction survey (NMI) – a valuable
source of information in the follow-up process.
The new model for the employee survey (NMI) introduced in 2007, is a
valuable source of information and a supplement in the follow-up of,
among other things, work focusing on the working environment and equality.
It contributes to complementing statistics and core indicators with a
more qualitative description of the conditions. The survey contains a range
of different questions linked to the working environment and working
conditions and presents the employees’ views in areas such as corporate
culture/values, leadership, skills development and the potential to combine
work and being a parent. Personal experience of possible discrimination
and harassment is also sought.
In this year’s employee survey, which refers to conditions in 2010, a new
question regarding foreign origin was added to the background questions.
This information is necessary in order to be able to follow up the results
of our ambition to increase ethnic diversity. The definition of the concept
is taken from Statistics Sweden: Persons born abroad or persons born in
Sweden with two parents born abroad.
The results show that of the 85% of the employees who took part in the survey,
13% state that they have a foreign background, 18% of the blue-collar
workers and 9% of the white-collar workers. One in 10 of DB Schenker’s
female white-collar workers had a foreign background, whilst the figure for
men was slightly lower – 8%. Among the blue-collar workers, where the
proportion of women is very low, a foreign background is more common
among the men.
Employee Satisfaction Index
The question methodology in the employee survey is two-dimensional and
is based on the principle of not only asking how good the employer is in
the different areas but also how important each part is to the employee.
Each question is therefore asked from two perspectives – how important
and how well – and the answers are placed on a five-point scale. The gap,
or the difference between the two assessments, i.e. How well minus How
important, provides a measure of the potential for improvement for each
question and each question area.
The higher the minus figure, the lower the “grade”. The best possible result
is zero and is achieved when ‘well’ and ‘important’ concur completely and
produce the same figure, i.e. when the employees’ expectations and wishes
with regard to the employer/working conditions/manager are satisfied
entirely.
–1.5 to –4.0 Very considerable potential for improvement
–1.0 to –1.5 Considerable potential for improvement
–0.5 to –1.0 Certain potential for improvement
Better than –0.5 Small/no potential for improvement
LA11a. Employees with a foreign background
2010
Total Men Women
White-collar workers 9% 8% 10%
Blue-collar workers 18% 18% 12%
Total 13% 14% 10%
Persons with a foreign background = Born abroad
OR born in Sweden with two parents who were born
abroad.
34

GRI
LA11
LA11b. Workforce composition
2008 2009 2010
Men Women Men Women Men Women
Number of employees 70% 30% 70% 30%
– White-collar workers 48% 52% 49% 51% 49% 51%
– Blue-collar workers 91% 9% 93% 7% 94% 6%
Board representation 79% 21% 76% 24% 76% 24%
Managers for
white-collar workers 70% 30% 70% 30% 66% 34%
Managers for
blue-collar workers 95% 5% 94% 6% 92% 8%
Employees’ view of equal opportunities
The table shows the employees’ perception of DB Schenker’s values and work aimed
at promoting equal opportunities and to what extent their immediate superior is
working to promote equality and counteract discrimination.
The figures in the table show the potential for improvement, i.e. the difference between
how important the question is considered to be and how well it is satisfied.
The men, both white-collar workers and blue-collar workers, consistently consider
themselves to be more satisfied with conditions than the women. The difference
be-tween the genders is greatest among white-collar workers. Common for women
in both personnel categories is dissatisfaction with the company’s values and the
work that is being pursued to promote equal opportunities and also how they have
succeeded in the task of counteracting pay discrimination. The women in the bluecollar
worker group, however, are more critical than other groups of their immediate
superior’s capacity to promote equality and work to counteract discrimination.
The gender division among the company’s white-collar workers is even
and there is generally an equal number of men and women (49% and 51%
respectively) whilst women on the blue-collar worker side are, not surprisingly,
in the minority (6%).
The proportion of female managers has increased slightly since 2009. A
look at the gender division among managers for white-collar groups reveals
that 34% are women compared with 30% the previous year. The proportion
of women among managers for blue-collar workers was this year 8%, an
increase of 2% on 2009. Female representation on the company’s boards
remains on the same level as last year – 24%.
LA11c. Equality and diversity
Men
Women
All B W All B W
The company’s values 2097 1217 880 1054 84 962
Equal opportunities
– Gender - 0.43 - 0.51 - 0.32 - 0.97 - 0.91 - 0.98
– Cultural background - 0.36 - 0.42 - 0.26 - 0.63 - 0.62 - 0.64
– Counteracts pay
discrimination - 0.73 - 0.84 - 0.58 - 1.35 - 1.08 - 1.38
Leadership/immediate superior
– Works to promote equality - 0.38 - 0.5 - 0.22 - 0.6 - 0.91 - 0.58
– Works to counteract
discrimination - 0.47 - 0.57 - 0.35 - 0.63 - 1.01 - 0.6
W = White-collar workers. B = Blue-collar workers
Source: Information is based on replies received in this year’s employee survey.
The table shows the difference (= the gap) between the employees’ assessment of
“How well” and “How important”. The closer to 0, the better the value. (See more
detailed description of the methodology in the section Employee Satisfaction Index).
35

GRI
LA11
Work and parenthood
A clear and important objective for DB Schenker is that employees
should be able to combine parenthood and work. According to this year’s
employee survey, the question is relevant to approximately half of the
employees, of whom the vast majority reported that the situation was
working out excellently or well. Most satisfied are white-collar workers,
both men (96%) and women (95%). Parents among blue-collar workers
find it more difficult to get day-to-day life to work satisfactorily. This
year, 16% of the male blue-collar workers with a family/children found it
difficult to combine work and being a parent. Among women the figure
is 6% – a significantly lower figure than last year when male and female
blue-collar workers were largely in agreement regarding the difficulties.
We note, however, that among blue-collar workers the number of "mothers"
is considerably lower this year.
The problem of combining work and parenthood generally appears to be
linked more to personnel category than gender. The difference between
the genders is, however, tangible with regard to parental leave (including
leave for care of a sick child). In this area, women account for a higher
proportion, 6.18%, compared with the figure for men of 1.97%. Bluecollar
workers, both men and women, take out slightly more parental
leave than white-collar workers. We can note, however, that the differences
between the sexes have fallen over time. The men in both personnel
categories have increased the amount of parental leave they take whilst
the figure for women is falling. The same trend can be seen for the country
as a whole.
LA11d. Combining parenthood and work
2009 2010
W B W B
Men Women Men Women Men Women Men Women
Employees who have
stated that they
are parents 501 484 596 48 480 499 549 34
Yes, things are
working out excellently
or quite well 95% 95% 82% 85% 96% 95% 84% 94%
No, due to work,
the manager or
other reasons 5% 5% 17% 15% 4% 5% 16% 6%
W = White-collar workers. B = Blue-collar workers.
Source: Employee Surveys 2010 and 2011.
LA11e. Parental leave taken
2009 2010
Men Women Men Women
White-collar workers 1.42% 6.12% 1.83% 6.09%
Blue-collar workers 1.64% 7.59% 2.06% 7.0%
Total 1.56% 6.3% 1.97% 6.18%
Parental leave, including care of a sick child.
36

GRI
LA11
Discrimination and harassment
Within DB Schenker there is zero tolerance with regard to harassment
and victimization at work. The question has remained strongly in
focus since the proportion of employees who feel that they have been
the victim of some form of harassment or discrimination during the past
12 months has not fallen and remains at around 5%.
The most common reasons for discrimination/harassment are stated to
be ‘Several reasons’ and ‘Victimisation/exclusion’, whilst few persons
reported ’Other grounds for discrimination’.
In total, 5% (146 employees) state that they feel that they have been
exposed to discrimination/harassment during the past 12 months.
The following reasons were given:
Equal pay
During the period 2006-2009, a survey of salaries was conducted both locally
and centrally. This revealed unreasonable pay differences in a small number
of cases. These were adjusted immediately and meant that 44 women and five
men received a pay rise.
According to the new Discrimination Act, a pay survey from an equality perspective
must be conducted every third year. DB Schenker, however, intends
to apply an equality perspective to the annual pay reviews in order to facilitate
the more long-term work.
Several reasons
Victimisation/exclusion
Religion/beliefs
Ethnic background
Age
Disability
Sexual persuasion
Gender
2010 (total 5%)
2009 (total 6%)
2008 (total 5%)
In the form of sexual harassment
0 20 40 60 80
Number of employees
37

GRI
LA9
TRAINING AND EDUCATION
LA9. Training and education
The extent of training and education during the year remained largely on the
same level as 2009. In total, 875 employees took part in one of the DB Schenker
centrally administered training programmes. Skills development can also be
regarded as including other forms of training, both external arrangements and
locally arranged courses. This information is not available on a central level
and is not reported here.
From the central training statistics, we note that female course participation,
both in operational training and management/leadership training, increased
significantly compared with the previous year. Almost half (47%) of the participants
in the leadership training programmes during the year were women,
compared with 30% the previous year. In other training programmes, female
participation totalled 43%.
The perception of the employees about their own skills development during
the past year did not indicate any major differences compared with the previous
year. Among white-collar workers, approximately half of the women and
just over half of the men state that they had two or more days of skills development
during 2010, which is identical to the results for 2009.
According to the blue-collar workers, the training days were fewer during 2010
compared to the previous year. 37% of the men and 46% of the women in
this personnel category state that they had received at least one day of skills
development.
(DB Schenker’s guidelines state at least one day for blue-collar workers and
two days for white-collar workers)
LA9 a. Training days 2008 and 2009
2008 2009 2010
White-collar Blue-collar White-collar Blue-collar White-collar Blue-collar
M W. M W. M W. M W. M W M W
Less than 1 day 23% 28% 58% 46% 27% 31% 58% 51% 27% 29% 62% 53%
1 day 15% 18% 16% 14% 15% 19% 18% 14% 16% 21% 18% 20%
2 days or more 62% 54% 26% 40% 58% 50% 23% 36% 57% 50% 19% 26%
Source: Employee Surveys 2009–2011.
LA9 b. Number of participants, type of training and division
between men and women
2008 2009 2010
No. of No. of No. of
participants Men Women participants Men Women participants Men Women
In-house training 1,519 63% 37% 876 67% 33% 875 57% 43%
Management/
supervisor training 157 59% 41% 86 70% 30% 167 53% 47%
Source: Information is based on central education and training statistics.
38

GRI
LA3-LA4, LA6
LA3, LA4, LA6. RELATIONSHIP BETWEEN EMPLOYEES AND
MANAGEMENT
All employees at DB Schenker are covered by collective agreements with the
Unionen, the Transport Workers Union, the Association of Management and
Professional Staff and the Commercial Employees Union.
Collective agreements govern the relationship between employer and
employee with regard to employment conditions, arrangement of working
hours, holidays and leave, daily allowances and overtime payment, general
rules of procedure etc. Each year a conference is held for white-collar
trade union representatives in the organisation and representatives for the
company management, where the organisation, economic climate, company
results and the future are discussed.
In conjunction with operational changes, employee representatives take
part in the impact assessments that are carried out to ensure a good working
environment after a change has been implemented.
In the working environment programme, co-operation is a key concept and
a success factor but also a requirement under the Working Environment
Act. Forums made up of the various parties involved and set up to deal on
an ongoing basis with working environment issues exist on the central level
(DB Schenker Working Environment Committee) and at the individual workplaces
(local health and safety committees).
HR1–HR7. HUMAN RIGHTS
As DB Schenker in Sweden is subject to Swedish law and does not import
any goods, guidelines for child labour or forced labour have not been drawn
up. A number of guidelines, however, cover the companie's attitude to
human rights, such as the Group’s Code of Conduct (see page 10) and our
equality policy (see LA10).
HR6. CHILD LABOUR AND HR7 FORCED LABOUR
The GRI standard (see page 15) is designed to suit companies throughout
the world and therefore includes a number of core indicators that deal with
human rights.
S03. CONTRIBUTIONS TO POLITICAL CAMPAIGNS
DB Schenker Sweden did not make any contributions to political
campaigns during 2010.
PR1. CUSTOMERS’ HEALTH AND SAFETY
DB Schenker’s road safety policy (see page 17) also applies to the
companie's contracted hauliers. In August 2004 Schenker ABs CEO at the
time signed a six-point programme for increased road safety. In 2007, the
programme was brought up to date and signed by the CEO. The programme
now comprises four target areas and each objective is accompanied by a
detailed plan of action.
GRI
HR, PR
S01. SOCIAL ASPECTS
DB Schenker in Sweden is a large company and through its various rules it
has an impact on the world in which it exists. How we act as an employer, a
creator of public opinion and when making demands on suppliers is important.
Our aim is to exert a positive influence and we are therefore seeking
collaboration that can contribute to a sustainable society. During 2010, we
continued our collaboration with the Swedish Transport Administration to
clarify our role as a system designer in a road safety context.
PR2. PRODUCTION & LABELLING
DB Schenker Sweden’s terms and conditions of liability are identical to NSAB
2000.
PR3. RESPECT FOR THE CUSTOMER’S INTEGRITY
DB Schenker never divulges information about a customer to a third party.
See the DB Schenker Group Code of Conduct.
S02. BRIBES AND CORRUPTION
Giving and receiving bribes is in contravention of the DB Schenker Group
Code of Conduct.
39

Schenker AB
SE-412 97 Göteborg
Tel +46 31- 703 80 00
www.dbschenker.com/se
Art. No. 1190/POD
Ottoboni
May 2011
Eskils Tryckeri AB
Printed on eco-friendly paper