TNT Express Annual Report 2011

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Corporate responsibility performance Chapter 3 CHAPTER 3 CORPORATE RESPONSIBILITY PERFORMANCE I. CORPORATE RESPONSIBILITY FRAMEWORK 30 II. PROTECTING OUR PEOPLE 31 III. MAXIMISING OPERATIONAL EFFICIENCY 33 IV. BUILDING WIN - WIN RELATIONSHIPS 34 V. 2012 CORPORATE RESPONSIBILITY COMMITMENTS 37 29
Corporate responsibility performance Chapter 3 TNT Express' corporate responsibility (CR) strategy, actions and indicators are integrated into the 2011 annual report. This overview describes the corporate responsibility performance of TNT Express’ businesses worldwide. I. CORPORATE RESPONSIBILITY FRAMEWORK TNT Express’ CR strategy, described in more detail in chapter 1, complements the overall strategy and has three main elements: − protecting our people; − maximising operational efficiency; and − building win-win relationships. Feedback from stakeholders through dialogues as described in chapter 1 provides input for developing TNT Express’ CR strategy. Specific strategic targets in relation to the three elements of the CR strategy include: − implementation of a five-year road safety action plan with an overarching goal of zero fatal accidents; and − improvement of TNT Express’ CO 2 efficiency index by 40% by 2020, compared to the 2007 baseline. The CO 2 efficiency index combines the operational performance in TNT Express’ operational activities (road transport, air transport and buildings) into one indexed metric. TNT Express also participates in external evaluations of its CR performance, some of which are described below. − − − A global benchmark is provided by the Dow Jones Sustainability Indexes (DJSI), which tracks the financial performance of the world’s leading companies in terms of corporate sustainability performance. TNT Express is included in the Dow Jones Sustainability World Index as well as the Dow Jones Sustainability Europe Index. TNT Express scored 93 points out of a possible 100, which is one point improvement over 2010. In 13 out of the 16 dimensions, TNT Express achieved the best-in-class score. Another benchmark is provided by the Carbon Disclosure Project (CDP), which works with investors globally to advance investment opportunities and reduce the risks posed by climate change by requesting almost 6,000 of the world’s largest companies to report on their climate strategies, greenhouse gas emissions and energy use. TNT Express scored 78 points out of a possible 100, which is three points less than in 2010. Feedback is also provided by the Transparency Benchmark of the Dutch Ministry of Economic Affairs. This benchmark provides insight into the level of transparency in sustainability reporting of the 469 largest companies in the Netherlands. TNT Express maintained its position in the front runners group and achieved a shared fifth position compared to fourth position in 2010. In support of its CR strategy, TNT Express has implemented a dedicated CR organisation structure. In 2011, CR responsibilities were more closely embedded in the business, with the responsibility for developing and implementing CR programmes delegated to regions and individual operating units. A CR steering committee was established that advises both the Executive Board and Management Board on CR strategy, oversees the development and implementation of programmes and monitors performance. The CR steering committee is chaired by the CEO and includes the CFO and representatives of the Human Resources, Operations, Risk Management & Internal Control, Communications and Legal departments. Progress on CR initiatives is measured monthly, through a dedicated CR monitoring and reporting tool. CR performance targets are set and included in management reward structures. The principal monitoring and control processes for corporate responsibility are: − A global reporting and consolidating system for CR data supported by a dedicated CR Reporting function under the responsibility of the CFO. − Non-financial Letter of Representation - each year, senior management signs off on CR related questions, confirming the reliability of the provided data. − Review of control processes based on the Internal Control framework for Corporate Responsibility (ICCR framework). − Independent assurance reviews by internal and external auditors. Performance against TNT Express’ ambitions is described in the following sections. 30
Page 1 and 2: Building on Strengths Annual Report
Page 3 and 4: At a glance AT A GLANCE Financial C
Page 5 and 6: Table of contents CAUTIONARY NOTE W
Page 7 and 8: Overview 2011 and strategy Chapter
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Page 25 and 26: Business performance Chapter 2 II.
Page 27 and 28: Business performance Chapter 2 Desp
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Page 33 and 34: Corporate responsibility performanc
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Page 73 and 74: Statements Chapter 5 I. FINANCIAL S
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Statements Chapter 5 Trade accounts
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Statements Chapter 5 Consolidated s
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Statements Chapter 5 contributions
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Statements Chapter 5 In 2010, two a
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Statements Chapter 5 The fair value
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Statements Chapter 5 The following
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Statements Chapter 5 The balance sh
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Statements Chapter 5 TNT EXPRESS N.
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Statements Chapter 5 Pension disclo
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Statements Chapter 5 Guarantees TNT
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Statements Chapter 5 OTHER INFORMAT
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Statements Chapter 5 EXTRACT FROM T
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Statements Chapter 5 II. CORPORATE
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Statements Chapter 5 NOTES TO THE C
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Statements Chapter 5 ISO 9001 certi
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Statements Chapter 5 10 Internal pr
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Statements Chapter 5 Lost time acci
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Statements Chapter 5 CO 2 emissions
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Statements Chapter 5 26 September 2
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Statements Chapter 5 OTHER INFORMAT
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Statements Chapter 5 INDEPENDENT AU
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Investor relations and share price
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Investor relations and share price
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Annexes ANNEXES ANNEX 1 - GLOBAL CO
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Annexes Extent of Nr G3.1 INDICATOR
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Annexes Nr G3.1 INDICATOR Disclosur
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Annexes Nr DMA DMA DMA Extent of re
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Annexes ANNEX 2 - GLOSSARY AND DEFI
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Annexes Greenhouse Gas Protocol The
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Annexes Sustainable energy Sustaina
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TNT Express Annual Report 2011

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