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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
Page 1: Corporate Social Responsibility Rep
Page 5 and 6: The seven-point programme DB Schenk
Page 7 and 8: New logistics centre according to t
Page 9 and 10: New technology & Sustainability Awa
Page 11 and 12: GRI 2 CEO Ingvar Nilsson An up-to-d
Page 13 and 14: GRI 2 Scope of the report This CSR
Page 15 and 16: GRI 3 Values create our corporate c
Page 17 and 18: GRI 3 Environment We contribute to
Page 19 and 20: Financial core indicators Environme
Page 21 and 22: GRI EC1-EC5 CUSTOMERS SUPPLIERS EC1
Page 23 and 24: GRI Environmental core indicators 2
Page 25 and 26: GRI EN3-EN4, EN6-EN7 EN3 a. Energy
Page 27 and 28: GRI EN11-EN16 EN11. Waste volumes (
Page 29 and 30: GRI LT3-LT8 LT3. SUSTAINABLE DEVELO
Page 31 and 32: GRI LA1. LA2, LA7 EMPLOYEES HEALTH
Page 33 and 34: GRI LT9, LA8, LT11, LA13 DRIVING AN
Page 35 and 36: GRI LA11 LA11b. Workforce compositi
Page 37 and 38: GRI LA11 Discrimination and harassm
Page 39 and 40: GRI LA3-LA4, LA6 LA3, LA4, LA6. REL

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