Foreword Economic 3 4Environmental 16 Social 30
3 Sustainability - alongside independence, commitment and service excellence - represents a core value of GW. This report expands on the three dimensions of sustainability: economics, environment and social responsibility. The logistics sector must accept the growing challenge of developing competition oriented concepts for ever more complex procurement, storage and distribution processes using resource-conserving technologies. With the confidence of customers and partners, the commitment of well-trained staff and the support of all of the „stakeholders“, it is possible to be successful in a way which is beneficial to the environment and society, which promotes further investment and innovation and which guarantees or creates employment with an outstanding employer.Foreword Wolfgang Niessner, MBA CEO Gebrüder Weiss Holding AG
Economic 72.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.8 / 2.9 By virtue of its solid ﬁnancial basis, Gebrüder Weiss is independent and strategically oriented towards sustainable success. The achievement of long-term goals takes clear priority over the maximising of quarterly results. We putExperiencing responsibility. Moving the future.Gebrüder Weiss GmbH can look back on a history spanning more than halfa millennium. An inheritance, which at the same time is a commitment: to particular emphasis on being pro-active,far-sightedness, tradition and innovation, as well as to the ability to make anactive contribution to shaping development. Starting from its home markets, as well as on the ability to ﬁnd solutionsthe Alpine-Danube region, as well as Asia and North America, GW developssector- and client-specific transport and logistics solutions, which allow the and implement them, since these factors –seamless transition of production, business and transport processes. together with our power of innovation –Gebrüder Weiss is Austria‘s largest privately-owned transport and logisticscompany, which is 100% owned by the Weiss and Jerie families. The Group, are decisive in maintaining and extendingwith headquarters in Lauterach (Vorarlberg), has about 4,500 employees at156 locations worldwide. In Central and Eastern Europe, GW is represented in our competitiveness.Austria, Switzerland, Germany, Italy, the Czech Republic, Slovakia, Hungary,Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bulgaria, Romaniaand the Ukraine. Beside the countries of Central and Eastern Europe, GW hasbranches in the USA, Canada, the United Arab Emirates, Singapore, China,Japan, Taiwan, Thailand, Hong Kong and India.Consistently in the black. With intensive marketing and targeted cost management Gebrüder Weisshas managed to deal with the difﬁcult economic conditions and in 2009, again achieved a positiveresult. Net sales amounted to EUR 830.2 million. Despite this decline in sales, the equity ratio wasonce again increased, and is now signiﬁcantly above 50%, placing the company on a sound ﬁnancialbasis. Capital investments and company acquisitions valued at EUR 38.6 million were carried throughas planned, despite the crisis. Cash ﬂow is lower than the values of previous years, but remainshigher than investment.
Economic 9Sustainability is firmlyanchored in Gebrüder Weiss‘thinking and action. GW‘s Board of Directors (from left to right): Peter Kloiber, Wolfram Senger-Weiss, Heinz Senger-Weiss, Wolfgang Niessner (CEO)
Economic 112.2 / 2.5 / 2.7 / 2.9 / 2.10A long-term investment courseThe GW vision builds on the independence of the company. The guidingprinciple for each decision is the long-term nature of the target. For thisreason, at GW, we think in terms of generations rather than quarters. Againstthis background, the difficult financial year of 2009 was also characterisedby important investments in Central, Eastern and Southern Europe. For GW,important expansion steps in South Eastern Europe were the acquisition of Clever conceptsthe established freight forwarder and logistics company Eurocargo in Serbia, The comprehensive range of services of the Gebrüder Weiss group offersthe completion of the EUR 15 million terminal in Bucharest and the foundation numerous possibilities for tailor-made logistics solutions, which may beof the company’s first branch in Macedonia. In addition, in Senec, Slovakia, customised to the individual needs of customers. From Basel to Bucharest,the first steps were taken with the construction of the new logistics terminal, the company has a dense network of branches and locations with awhich was commissioned at the start of 2010. In the Czech Republic, GW comprehensive distribution system, extensive logistics services and thesuccessfully acquired and integrated the land transport activities of its most modern IT infrastructure. GW pursues the goal not of being the largestlong-standing partner Hellman Worldwide Logistics. Further acquisitions supplier, but of providing the best quality. This basic idea influences each ofwere completed in Switzerland (Desca Trans AG and MSV Verzollungen the four main business areas: land transport, air and sea freight, logisticsGmbH) and in Germany (Maier und Hilbrand OHG). In Austria, with the solutions and courier and parcel transport and is an integral component ofcommissioning of the new EUR 8.5 million logistics terminal in Maria Saal, GW‘s culture, which over and over again leads to innovation andGebrüder Weiss has created the capacity which it needs to become the above-average commitment.leading logistics provider in Carinthia. Its global air and sea freight networkwas also substantially strengthened with the establishment of local Excellent Commitment. In 2008, GW distinguished itself on multiple occasions for innovative andcompanies in Thailand and India. environmentally friendly transport solutions. Since January 2008, GW has been operating the Orange Combi Cargo (OCC) as an exclusive daily block train between Vienna and Bludenz, stopping at Hall inTop priority: Service Excellence. GW not only moves goods and data, but also people who are in contact Tyrol. Since then, some 60 truck journeys per day and 9,000 tonnes of CO2 per year have been savedwith the Orange network, whether internally or externally. Advanced action and innovative ideas form using this multi-modal solution. In May 2008, GW was honoured for this with the TRIGOS Award andthe basis for value-added solutions. As a logistics specialist, GW optimises and controls global supply in November 2008 with the Austrian State Prize. In 2009, GW extended this transport solution to achains. The top priority on this matter is service excellence. further track.
Economic 13 Employees have4.1 / 4.2 / 4.3 / 4.4 / 4.14 the opportunity to address their ideas and suggestions directly to the Board of Directors orTransparent Management StructureThe fortunes of the company are managed by a four-man board undera CEO. The members of the management are appointed by an independentSupervisory Board, the Chairman of which is not active in the managementof the company. A third of the Supervisory Board is appointed by the centralworks council, through which employees are represented in the highestmanagement body of the company and can submit their recommendations. to communicate these indirectlyBeside the sessions of the Supervisory Board, there are two meetings peryear between the central works council and the Board of Directors.Employees also have the opportunity to address their ideas and suggestionsdirectly to the Board of Directors or to communicate these indirectly throughtheir superiors. For the management of Gebrüder Weiss, a constructiveclimate of dialogue with employee representatives is natural. Due to theeconomic crisis, in 2009, the Board and the works council campaigned through their superiors.together for the creation of the industry foundation called Ausped III.Valuing staff forms a cornerstone of the company‘s corporate targets,defined as: internationalisation, promotion of junior executives, annualdialogues with employees, training activities, rewarding of suggestionsfor improvement and a high degree of participation in the company‘spensions plan.Direct line. In accordance with the Articles of Association and the law, the owners have an opportunityat the annual general meeting to direct recommendations or instructions to the Supervisory Board.Besides the annual general meeting, a meeting of shareholders is scheduled once a year. In a familybusiness like Gebrüder Weiss, shareholders may also contact the members of the Supervisory Boardand the management directly at any time, including outside these sessions.
Economic 154.14 / 4.15Constant DialogueCommunication plays an important role at Gebrüder Weiss. The provision ofinformation and exchanges with individual reference groups are adjusted tothe respective information requirements as well as to their special attitudewith regard to demands. The channels of Gebrüder Weiss‘ communicationsystem are integrated: group-specific information from different channels isnot considered separately but in a complimentary way, so that added valueinformation is created. Against this background, particularly important groupsof stakeholders are specifically addressed. For internal reference groups,current information is available on a daily basis through the company Intranet,as well as through the quarterly employee magazine WeissBlatt, which isalso addressed to employee family members. All significant external referencegroups, customers, partners, suppliers, neighbouring communities andcompetitors can gain a comprehensive overview of the company, its rangeof services, products and solutions through the website, www.gw-world.com.For selected reference groups, such as media representatives and potentialemployees, additional detailed information is provided. For customers, ourhomepage offers various additional opportunities for interaction, such asTrack & Trace.A variety of information. The targeted provision of information is illustrated through the broadportfolio of company publications, in which both professional and regional requirements are considered.Information about the company and its development is provided on a yearly basis in its annual andﬁnancial report. Individual regions and countries provide their customers with locally relevantinformation through regular customer newsletters. Specialised units of the group extend and completethe range with their own publications. Due to the increasing relevance of the issue of sustainability,Gebrüder Weiss considers that this report is of interest to all of the reference groups mentioned above.
Environmental 19At Gebrüder Weiss, corporate responsibilityis also understood in the sense of activeenvironmental protection. To this end, 35resource-saving solutions, alternative conceptsand measures which consider the requirementsof present and future generations play animportant role. Both in its operations and inits strategic orientation, a meaningfulinteraction between economic and ecologicalfactors is promoted. We play a pioneeringrole here in the areas of transport, energy andtechnology. A long-standing commitment Environmental protection has been a central issue within the group since 1993. Ten years later GW was certified according to the international environmental management standard ISO 14001. In the meantime, environment and quality management have been incorporated into the land transport product area. From the beginning until today, the number of environmental managers in the branch offices has increased fivefold. Today, more than 35 managers from Basel to Sofia attend multi-day meetings, characterised by an exchange of experiences and a transfer of knowledge. The environmental managers bring „green thinking“ deeper into the organisation. Through their own initiatives, they repeatedly take new steps to economise on energy and greenhouse gases in the daily routine within their branches.
Environmental 21EN 4Indirect energy consumption, broken down A B C GW Group Environmental Figures Energy consumption/employee in kWh -0.88% Paper consumption/employee in number of items -12.35% Paper consumption/consignment in number of items -10.58%by primary sourcesA Nuclear power 13%B Fossil fuels 29%C Renewable energies 58%Measurable successSince 2006, environmental targets have been documented in a centrally createddatabase. Measurements are made in various areas and widely communicatedboth within group management and at employee level. Three targets from theenvironmental area are firmly defined as an integrated component of thecorporate targets: reduction of electricity consumption per employee in kWhby 5% relative to the previous year; reduction of paper consumption by numberof sheets per consignment by 5% relative to the previous year; reduction ofpaper consumption by number of sheets per employee by 5% relative to theprevious year. During the 2009 reporting period, two of the three targets wereachieved or exceeded by a wide margin. In its selection of primary energysources as well, Gebrüder Weiss seeks a balance.Consistently negative. It is the declared aim of Gebrüder Weiss to adapt consumption to the respectiverequirements through economical and sensible handling, in order to keep pollutant emissions to aminimum. Every year, key ﬁgures for paper, electricity and water resources are recorded and checked. 13,412.2 11,756.0 3,105.2 3,077.9Our aim is to reduce consumption by 5% per year. Technology, such as intelligent building technology, 2008 2009 5.9 5.3provides support to economise energy consumption for heating and lighting.
Environmental 23EN 8 Figures on GW group consumption of resources Electricity in kWh -1.29% District heating in kWh -8.63% Gas in m3 +70.63% Heating oil in l -1.37% Paper in number of items -12.72% * Water in m3 +13.83% * GW‘s total water consumption is covered by municipal water utilities (EN 8) Waste: solids -7.04%An integrated approachThe increasing importance of environmental management for Gebrüder Weissis also illustrated in the company‘s best performance ranking „Challenger ofthe Year“. The achievement and implementation of environmental targets andmeasures has been considered an evaluation component of this challengesince 2008. In parallel, the content of the internal audit has been extended toenvironmental management aspects. Local environmental measures are alsochecked at each location during the audit. Against this background, theconsumption of key resources is also monitored.Setting long-term goals. Group management targets guarantee that ecological criteria have moreinﬂuence on the expansion of GW’s vehicle ﬂeet. A rule holds for the entire company that only thecurrent highest “EURO 5” or “EEV” classes of heavy goods vehicles are considered for new purchases. 11,698,223 50,528,469 44,102,646 11,546,823In materials and cargo handling technology as well, priority is given to using electric forklifts. A well 1,574,930 1,464,002 905,259 827,139 543,747 927,803 121,736 120,087 39,135 44,548thought-out maintenance plan and regular battery inspections help to ensure long-term reductions in 2008 2009electricity consumption in this area.
Environmental 25EN 28 / EN 11 / EN 22 GW group: Breakdown of types of waste Solid waste in t Liquid waste in m3 Hazardous solid waste in t Hazardous liquid waste in m3 Dangerous equipment in t Equipment/vehicles in tGuaranteed qualitySustainable handling of the available resources is a significant aspectof GW‘s environmental protection. Improvement of fuel efficiency has thehighest priority, together with the reduction of the greenhouse gaseswhich it causes. The ongoing optimisation of the network, as well as theimplementation of innovative transport solutions, are and remain importantcomponents. Through measures which have already been implementedand ongoing improvements, GW has succeeded in improving efficiency andsetting the course for a resource-saving future. A declared belief in qualityassurance as well as in environmentally compatible and sustainablyresponsible action is demonstrated through certificates in the fields ofquality and environmental management. Environmental management goalsare set in writing and formulated pursuant to ISO 14001. GW adheres to allexisting environmental constraints and laws and does not contravene anyregulation. In addition, none of the logistics facilities owned by the GebrüderWeiss group is located within or adjacent to a protected area, but areexclusively in suitable locations for our business activities.Saving through smart driving. Under the title “eco driving”, GW has held multi-day driving camps ona broad basis in order to disseminate environmentally friendly and safe driving behaviour. The aim isto improve our transport network in a consistent way, by using available capacity more efﬁciently. It is 1,574.9 1,464.0common knowledge that it is not only the distance travelled and the associated emissions which are 62.5 42.6 5.2 2008 2009 0.1 0.5 0.7 4.2 3.1 1.3 4.2responsible for fuel consumption, but also the way of driving.
Environmental 27 Within the context of the permanent further development of information technology, Gebrüder Weiss‘ IT teamPaperless freight forwardingFor local traffic, significant reductions in paper consumption were develops solutionsachieved through Mobkom scanning in the delivery area. A further step inthe direction of paperless freight forwarding is paperless claims settlementand the comprehensive deployment of various services which support which save both paper andthis project. Customers can issue orders over the Internet via iOrder andinvoicing data can be exchanged electronically via eFactura. Toners andprinters are monitored more closely on-site with a view to use and efficiency.At the same time, GW offers regular training for employees in order tostrengthen awareness of individual measures. The awareness raisingmeasures range from handbooks and contributions to company publicationsand the Intranet to actual training on environmental issues. electricity.Savings potential on the tracks. With the primary aim of operating in a cost-effective andenvironmentally friendly way, individual branches also implement a variety of local measures, besidesthe stipulations of the group. These range from motion detectors in the corridors and toilets to theoptimisation of electricity use through the deployment of several lighting circuits. Others are pioneersin renewable energies: in 2007, GW Memmingen commissioned a photovoltaic facility of over 1,000 m²on the roof of the warehouse and generates about 134,000 kWh of “green” electricity per year. GW alsodeployed so-called “energy detectives” in order to identify energy saving potential and to advise onpractical implementation with professional know-how.
Environmental 29Resource-saving solutions,alternative concepts and measureswhich consider the needs of presentand future generations play animportant role within GW.
Social 33At Gebrüder Weiss, social sustainabilityﬁnds its immediate expression through theexperience of responsibility. We are areliable partner and employer for both internal CSRand external reference groups. Employeesare both challenged and promoted in equalmeasure. Support for charitable organisationsthrough donations and sponsorship activitiesis deeply rooted in our corporate culture. The experience of responsibility For Gebrüder Weiss, CSR (Corporate Social Responsibility) means joint responsibility for the beneficial development of the social environment in which it operates as a company. Our joint responsibility is mirrored in our accomplishments in the environmental and social fields, and in contributions to the improvement of quality of life which add to the sustainable development of society. Gebrüder Weiss‘ worldwide staff are evidently a priority for it, with their safety and satisfaction in first place. But giving something back to society, providing help and sharing is a natural priority for GW. Specifically because Gebrüder Weiss is a long-standing family company, it sees itself as responsible for defining and living values as a foundation for its dealings with individuals, both within and outside the company.
Social 35LA 1 / LA 2 / LA 7Breakdown of departures by gender A B D E C AT CZ HU SK DE CH RO HR SI BG Total workforce by employment type Average staff numbers (FTE). During the reporting period, 93.5% of employees were employed full-time (previous year 93.8%). Blue-collar workers White-collar workers Apprentices Total workforceA Men 68%B Women 32%Breakdown of departures by age groupC Under 30 38%D 30 to 50 49%E Over 50 13% Proportion of workers by region AT 64% CZ 8%GW moves HU 5%The value-oriented group culture forms a common basis for motivating SK 5%employees and thereby creates value for the company, since it has an immediate DE 5%positive inﬂuence on its competitiveness. The four core values - Service CH 5% RO 4%Excellence, Independence, Commitment and Sustainability - form a foundation HR 2%for its global business activities, regardless of nationality, ethnicity and cultural SI 1%context. The local commitment of its employees also transcends frontiers, as BG 1%they invite their colleagues to take part in a broad range of health-promotingactivities. These measures are not only supported by the branch managementbut also encouraged. In this way, in Hall in Tirol, a multi-stage health programmewas implemented in 2009, while in the Czech Republic, employees took part ina cross-country skiing competition and in Vorarlberg, employees were offeredspecial company conditions at a ﬁtness centre. In this way, absences due toillness and accidents fell from 10 to 9.6 days per capita between 2008 and 2009.Individual life and career routes. Within the GW group, career paths are shaped by skills and expertise.New ventures and plans form part of daily tasks. For this reason, during your professional careerwith Gebrüder Weiss, you will be offered positions which further promote your personal strengths andinterests. Against this background, despite the tense economic situation, from 2008 to 2009, staffturnover in Austria, Germany, the Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Serbia, 1,368 1,327 2,611 2,575 4,150 4,077 172 175 2008 2009Croatia and Switzerland fell from 22.4% to 22%.
Social 37LA 10 / EC 3 / HR 4 / EC 7Employment of local employees in the extended B A * Hours of training by employment type Blue-collar workers White-collar workers Apprentices Total hours Despite difﬁcult market conditions, in 2009, 82.2% of the continuing training hours of 2008 were authorised.GW management teamA local 93.2%B non-local 6.8%* of which women 9.1%Lifelong learningGebrüder Weiss‘ appreciation for its greatest capital, its employees, is mirroredin various employee initiatives, as well as in a wide range of education andtraining activities for different target groups. Ongoing education and training ofemployees is of major importance at Gebrüder Weiss, with this also illustratedby the high level of investment in the area. In this way, as early as 1988, the FWF(Ferdinand Weiss Fund) was established speciﬁcally to fund training measures,with its resources used to ﬁnance many industry-wide seminars on a variety oftopics. In the ﬁnancial year 2009, the cost of training measures amounted toapproximately EUR 1.4 million. Strong networking within the group and a teamapproach deeply rooted in its culture generate an open working environment, inwhich diversity is utilised instead of discriminating against minorities. Againstthis background, there were no cases of discrimination during the reportingperiod.Challenging and promoting. At Gebrüder Weiss, job training is understood as a strategic successfactor. It is important to prepare employees for present and future challenges within the company andin its markets, since the know-how of employees is a signiﬁcant success factor. The Orange College 38,401 32,981 45,980 39,635offers GW employees a wide range of education and training possibilities, which systematically build 2,957 2,990 4,622 3,665 2008 2009and extend knowledge.
Social 39 Gebrüder WeissSO 5 is conscious of its national and international responsibility.Targeted commitmentGebrüder Weiss is conscious of its national and international responsibilityand is thus committed to its membership of the BundesvereinigungLogistik Österreich [Austrian Logistics Association] and the ZentralverbandSpedition und Logistik [Austrian Association for Freight Forwarding andLogistics]. Against this background, GW has also been a member ofTransparency International since 2008. Transparency International is acharitable and politically independent organisation. Its basic principles, onwhich its ventures to combat and contain corruption are built, are integrity,responsibility, transparency and the participation of civil society. In orderto achieve this, the organisation seeks to create awareness and furthermore,to bring together key players in politics, economics and society.Consistent transparency. It is also natural for Gebrüder Weiss to contribute to the international struggleagainst terrorism. GW’s anti-terror software compares the incoming data for each customer transactionwith persons and organisations entered on the boycott list. Each customer transaction is automaticallychecked by the software, with feedback given in at most 15 minutes. An alert in the event of a matchis sent via e-mail to the “anti-terror representative” (at least two per branch) as well as to several othercentral locations. Matches are immediately halted and necessary measures taken in agreement with thecentral legal department (e.g. notiﬁcation of authorities). A blocked consignment is cleared on the basisof the dual control principle and is recorded in a separate programme.
Social 41GW‘s employees are bothchallenged and promoted in equalmeasure.
Social 43EC 3 Goods and fuel vouchers In Austria, Germany and Switzerland, from the second year of service onwards, all employees receive goods or fuel vouchers once a year. The monetary value of these vouchers is not dependent on the salary of the employee but on the time of service with the company. In Hungary, a cafeteria system has been introduced, whereby after three months of company service, all employees can choose between different vouchers or optional insurance services.Appreciable added value for employees To work by shuttleGebrüder Weiss offers a company pension to all of its employees in In most cases, GW‘s facilities are located in regions with good public transportAustria with three years of company service, based on two pillars, connections. But for locations which are not well serviced by public transport, thea pension fund model and an insurance model. In the former, Gebrüder Weiss company provides shuttle services for commuters.pays a fixed amount to the pension fund chosen by the company and theworks council for each participating employee, regardless of salary. EUR 1.1 million in fringe beneﬁtsEmployees also have the possibility of converting wage or salary increases In 2009, the costs for these and other fringe beneﬁts and beneﬁts in kind amountedinto employer contributions, thereby achieving a tax advantage. Under the to approximately EUR 1.1 million (excluding pensions). Despite the global ﬁnancialinsurance model, employees and the employer make monthly contribution crisis, expenditure on fringe beneﬁts and training activities were maintained at apayments. The employee also enjoys a major advantage relative to a private high level and hence invested in sustainability.pension plan in this model. In 2009, the degree of adhesion of qualifyingemployees to this voluntary system was 44.9% (previous year: 42.9%). Price advantages through company petrol stationsA similar system also exists in Hungary, where employees have the possibility Gebrüder Weiss operates its own petrol stations at eight locations in Austria,of allocating 1.5% of their gross salary to a pension plan. For the 2009 which may also be used by employees. At these, in 2009, employees enjoyed a costfinancial year, there was no voluntary company pension model in the other advantage of some 4.7% relative to the cost according to the Fuel Monitor of thecountries. BMWFJ [Federal Ministry of Economy, Family and Youth of Austria].
Social 45LA 4Commitment to better social conditionsFreedom of assembly is a human right written into international declarationsand conventions. Collective bargaining is an important form of inclusion ofstakeholders, since it creates an institutional framework and thereby makesan important contribution to a stable society. Collective agreements are aninstrument used by all concerned parties to promote collective effortsto improve social conditions. The percentage rate of an organisation is anindicator of the importance of freedom of assembly.Gebrüder Weiss takes its role as a responsible employer very seriously. Ineach country in which the company employs staff, these are immediatelyshifted to a collective agreement. When a collective agreement wasintroduced in Croatia and Slovenia in 2009, GW implemented this for 100% ofits employees. In Austria and Germany, 100% of employees are included inthe collective agreement. As soon as a collective agreement is introduced inSwitzerland, the Czech Republic, Slovakia, Hungary, Romania and Bulgaria,GW will shift to it. Against this background, in 2009, 73% of GW‘s employeeswere included in a collective agreement.
47 3.1 - 3.11GRI CONTENT INDEX Reporting parameters. This report relates to the 2009 reporting period and is drawn up on an annual basis. The ﬁrst sustainability report was published in June 2008, albeit still without GRI standards. The selection of the contents of the report is based on our values, as well as on the expectations of our employees and customers. This information relates to ISO-certiﬁed branches and locations within Europe. Dr Peter Waldenberger is available as a contact.GRI Application Level C Pages Pages Strategy and Analysis Economic Indicators1.1 Report Content 3 EC3 Employee Beneﬁt Plan 36, 42, 43 EC7 Proportion of Management hired from the Local Community 36 Organisation Proﬁle2.1 Name of the Organisation 6 Environment2.2 Primary Brands, Products and Services 11 EN4 Indirect Energy Consumption by Primary Sources 202.3 Operational Structure 6 EN8 Total Water Withdrawal by Source 222.4 Location of Headquarters 6 EN11 Surface Area Used in Protected Areas 242.5 Countries with Major Business Operations 6, 10 EN22 Total Weight of Waste by Type and Disposal Method 252.6 Nature of Ownership 6 EN28 Fines for Non-Compliance with Environmental Laws and Regulations 242.7 Markets served 102.8 Scale of the Organisation 6 Human Rights2.9 Signiﬁcant Changes during the Reporting Period 6, 10 HR4 Number of Incidents of Discrimination and Actions taken 362.10 Awards received 11 Labour Practices & Decent Work Reporting Parameters LA1 Total Workforce by Employment Type and Region 353.1 Reporting Period 47 LA2 Employee Turnover by Age Group, Gender, Region 343.2 Date of Most Recent Previous Report 47 LA4 Employees Covered by Collective Agreements 443.3 Reporting Cycle 47 LA7 Injuries, Absences and Fatalities 343.4 Contact Point for Questions regarding the Report 47 LA10 Average Hours of Training per Year per Employee 373.5 Process for deﬁning Report Content 3, 473.6 Boundary of the Report 47 Society3.7 Limitations on Scope and/or Report Boundary 47 SO5 SO5 Participation in Public Policy Development and Lobbying 383.8 Basis for reporting on Joint Ventures, Subsidiaries etc. 473.10 Changes in the Representation of Information relative to Previous Reports 473.11 Changes in the Scope, Reporting Limits or Methods of Measurement 473.12 GRI Content Index 46 Governance, Commitments and Engagement4.1 Governance Structure 124.2 Independence of the Members of the Supervisory Board 124.3 Controlling Body or Independent Members of the Company Management 124.4 Mechanisms for Recommendations by Shareholders and Employees to the Board of Directors 124.14 Stakeholder Groups engaged by the Organisation 12, 144.15 Selection of Stakeholders 14