Environmental Core Indicators
Corporate Social Responsibility Report 2008
Schenker AB and Group companies in Sweden
Report according to the GRI standards
Environmental core indicators
Financial core indicators
Social core indicators
”Vi har inte ärvt jorden av våra föräldrar
– vi har lånat den av våra barn.”
4 Vision and strategy
5 Statement from the CEO
6 We take into account both finances and the
7-9 Schenker’s seven-point programme to halve
carbon dioxide emissions per tonne/km
10-12 Articles from the magazine Logistikmagasinet in 2008
13 Sustainability Award
14-15 Scope of the report
16 Company organisation
17 Associated parties
18 Customised management system
19 Schenker values, overall guidelines and
22 Financial core indicators
23–27 Environmental core indicators
28–30 Social core indicators
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.
A common vision leading us forward
Schenker is in the process of becoming the leading provider of green logistics
services. We are continuing to reduce our customers’ carbon dioxide emissions
by optimising their transport chains both financially and environmentally.
Group environmental objectives
The DB Group has adopted a group environmental
objective of reducing relative carbon dioxide emissions
by 20% between 2006 and 2020 – on land, at sea and in
In Sweden, the Schenker AB Land Division intends to
halve carbon dioxide emissions per transport movement
through to 2020 and has thus assumed a more demanding
climate objective than the majority of other national
companies in the Group.
With all modes of transport at our disposal we can offer
the best combination for each individual customer.
Climate-neutral freight transport –
collaboration in pursuit of a better climate
The transport sector is facing a major environmental problem. We must reverse
the trend and take on the greatest challenge we have ever faced – carbon dioxide
In 2006, Schenker Sweden took the initiative in expanding collaboration between the various agencies in the
transport sector with representatives from automotive
manufacturers, fuel producers, infrastructure bodies and
the research community. The group initially comprised
Volvo Trucks, Preem Petroleum AB, the Swedish National
Road Administration, the Centre for Environment and
Sustainability, GMV, and Schenker AB.
Several companies joined the group during 2008. The
network currently comprises 13 companies.
Together we can reverse the trend. This is one of the starting points
in the unique collaboration between five of the largest road transport
bodies in Sweden. From the left: Katarina Gårdfeldt, GMV – Helene
Samuelsson, Preem – Lars Nilsson, National Road Administration –
Martin Sjöberg, Preem – Monica Jadsén Holm, Schenker – Bo Hallams,
Schenker and Lars Mårtensson, Volvo Trucks.
Emission dialogue must
During 2008, the climate issue was still firmly in focus.
It is heartening to see that our customers, despite the
downturn in the economy, are just as environmentally
committed as they were previously. New research has
shown that the shock reports presented by the UN
Intergovernmental Panel on Climate Change (IPCC)
in 2007 had in fact underestimated the rate of global
Global warming is a result of the increase in the emission of greenhouse gases. The transport sector is the
second-largest source of the greenhouse gas carbon
dioxide. Worldwide passenger and freight transport
accounts for approximately 25% of emissions.
Schenker operates in the freight transport and
logistics segment, making environmental issues
a strategic issue for the whole Group.
The Swedish Climate Bill (March 2009) highlights the
transport sector as one of the areas that requires most
work if a sustainable environment is to be achieved. By
2030, Sweden ought to have a vehicle fleet that is totally
independent of fossil fuels. This aim will be achieved
by developing hybrid vehicles, electric vehicles and
biofuels. The Bill mentions national measures such as
long-term investment in improving the competitiveness
of the Swedish automotive cluster, extended grants for
filling stations for renewable fuels, increased low-level
mixing of biofuels and binding emission requirements
for automotive manufacturers. An increase in diesel
tax combined with a reduction in road tax for heavy
vehicles and buses is also proposed.
Schenker Sweden is a member of the Swedish International Freight Association, which maintains that
logistics issues are very often forgotten in inquiries
and political decision data. A clearer link between social
planning and the need for rational provision of freight
transport is needed on different levels in society.
Schenker offers public transport solutions for freight
and realises that a great deal can be done to make
it easier for heavy traffic to increase its filling levels
further and reduce the volume of transport. One only
needs to look at how public transport is favoured in
relation to private motoring.
Schenker produces network transport using all modes
of transport – road, rail, sea and air – and can thus
offer the transport purchaser the best combination
in environmental terms for each specific situation. In
October 2008, Schenker invited its sea and air transport suppliers to Gothenburg to take part in what
proved to be a stimulating dialogue, focusing on general environmental issues and above all to discuss the
potential for reducing and reporting greenhouse gas
emissions. Some companies have made more progress
than others although it is obvious that the climate
issue is also of strategic importance to airlines and
To link back to the introduction and increased emissions of greenhouse gases, Schenker is of the opinion
that it is extremely important to ensure that measuring and reporting data and emissions take place in a
manner that is consistent and with a level of credibility that is acceptable internationally. This area
must be the subject of further discussion. In Sweden
we support the efforts being made by NTM and IVL
to develop better tools for emission calculations
and in doing so we are also part of the international
standardisation process. As an extension of this, our
owner, DB, is developing the Ecotrans IT tool to compare in more detail emissions generated by different
modes of transport.
Schenker Sweden continued its close involvement in
the Climate-Neutral Land Transport for Goods alliance
(KNEG), the aim of which is to halve carbon dioxide
emissions per transport movement through to 2020.
We are also looking forward to the autumn when Sweden takes over the EU Presidency as well as COP15,
the UN climate summit due to be held in Copenhagen.
CEO, Schenker North
Gothenburg, May 2009
The Group’s Environmental vision:
Our ambition is to use all the
means available to Schenker to
become the environmentally most
sustainable logistics provider in
We take into account both finances and
Schenker develops and produces transport and logistics services which satisfy the demands of the market for quality, efficiency, simplicity and environmental responsibility.
Schenker’s logistics network makes it possible to utilise
knowledge, experience and ideas from every corner of
the world, which in turn satisfies demands from customers and society. The network also presents the opportunity to combine different modes of transport – road,
sea, air and rail – to create logistics solutions that strike
the best possible balance between financial and ecological demands.
The aim is to create an optimal, cost-effective, environmentally efficient supply chain that will help improve
our customers’ competitiveness. It is often the case that
the logistics solution that best satisfies the demand for
sustainable development is also the most cost effective.
This is the starting point for everything we do – locally
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 mainly large and mediumsized enterprises in the industrial, commercial and food
One example is the complete global logistics and transport service we offer to major sports events around the
Schenker in Sweden has 4,155 employees, 2,215 whitecollar workers and 1,940 blue-collar workers, with
around 7,000 employed indirectly through affiliated
haulage companies. The main trade unions are the
Transport Workers’ Union, the Salaried Employees Union
(Unionen) and the Swedish Association for Managerial
and Professional Staff.
Schenker AB is a wholly owned subsidiary of Schenker
AG, which is a subsidiary of Deutsche Bahn. During
2008 the Schenker companies in Sweden had net sales
of SEK 13.35 billion. Worldwide, Schenker has almost
88,000 employees at 2,000 locations and annual net
sales of approximately €13.2 billion.
Market position in Europe – Land transport
1 DB Schenker
Market position in the world
1 Kühne + Nagel
2 DB Schenker
3 DB Schenker
5 Kühne + Nagel
The seven-point programme to halve
carbon dioxide emissions per tonne-km
Our aim is to reduce carbon dioxide emissions per tonne-km by more than 50%
through to 2020. This is an ambitious undertaking and a combination of different
measures will be necessary if we are to succeed. We need closer co-operation than
is the case at present, with more bodies involved, ranging from the haulage companies that are our suppliers through to public authorities and administrators of the
Through improvements achieved with the aid of known
technology and with existing legislation and the current
infrastructure, Schenker will succeed in improving the
efficiency of its transport by 20-30% per tonne-km
through to 2020. With a number of cautious undertakings involving technological improvements (hybrid
vehicles, biofuels etc.) and with the support of new
legislation and infrastructure, Schenker will succeed in
more than halving carbon dioxide emissions per tonnekm through to 2020.
The strategies that will bring this about cover seven
Altered driving habits (Ecodriving and speed reduc-
Combination of different modes of transport (Inter-
Increased filling levels/shorter driving distances
More intelligent city logistics
Optimisation of vehicle combinations
Altered driving habits – Ecodriving
At present more than half of Schenker’s drivers have
been trained in ecodriving. The drivers that have mastered the technique can reduce fuel consumption and
thus also the emission of carbon dioxide by 4-10%. A
prerequisite for ensuring these effects will be permanent is continuous feedback and encouragement for
the drivers. All Schenker’s drivers will have undergone
ecodriving training within the next five years. This
offers the potential to reduce fuel consumption by
approximately 5% in our domestic traffic.
Altered driving habits – Speed reductions
If all vehicles in Schenker’s domestic traffic were to
reduce the average speed by 2 km/h our total fuel
consumption would be reduced by 1.7 million litres of
diesel each year. This is equivalent to 1.5% of our total
fuel consumption. The loss of time would be almost
negligible. On the Stockholm-Gothenburg route the
driving time would be 10 minutes longer. Persuading
all drivers to really reduce their speed and at the same
time imposing stricter stipulations regarding delivery
speed and accuracy is a major challenge that will
require considerable information initiatives.
Replacing older trucks with new, more fuel-efficient trucks
can result in a significant reduction in fuel consumption
and consequently lower carbon dioxide emissions. By
phasing out older tracks from the fleet over the next five
years, carbon dioxide emissions will be reduced by 10%
compared with present-day figures.
At the same time we must make greater use of diesel
mixed with biofuel and/or use fuels based entirely on a
renewal raw material. In time (5-15 years) we will also
be using hybrid vehicles for urban distribution and we
will have increased the use of biofuels even further.
Intermodality and multimodal transport
For long-distance transport, over 450 km, a combination of different modes of transport is often the best
solution. Schenker is currently the biggest user of
multimodal transport in Sweden. Multimodal transport
(road/rail) means that the consignment is conveyed
using more than one mode of transport. Transport takes
place using loose load carriers which are transported
on specially constructed trucks. The switch between
the different modes of transport takes place at specially
load sector that offers the potential for reducing driving
distances within long-distance transport.
With more and better IT tools our transport planners
can optimise transport even further. During 2009, all
Schenker’s domestic carriers will be equipped with new
palmtop computers to improve efficiency in handling
orders. Over half of the haulage companies have already
chosen to combine this new mobile platform with
supplementary functions for positioning, navigation and
Multimodal transport currently accounts for approximately 10% of the transport carried out by Schenker,
calculated in tonne-km. Using measures such as these,
multimodal transport could increase by 15-20% and
Schenker’s total fuel consumption could be reduced by
3-5%. The potential could be improved even further by
using new techniques such as ’multimodal light’ and
Effective multimodal transport presupposes highly
efficient reloading terminals. Location, availability
and opening hours are key factors in the use of such
terminals. We estimate that eight new terminals will be
required. This would increase the volumes transported
by Schenker intermodally by 20-30%.
Intermodal solutions are an excellent complement
to conventional freight transport by road but not a
replacement. We need to think in new ways, such as
Increased filling level/shorter driving distance
Schenker operates the largest public transport system
for freight in Sweden. In our network of terminals and
scheduled transport routes around 80,000 transport
assignments are co-ordinated each day. If more transport movements, such as company vehicles, were to be
co-ordinated within the public transport network for
freight, the increased filling level would result in fuel
savings of several per cent. It is primarily the large part8
Smarter city logistics
Our major cities and municipal areas are in a position to
alleviate the congestion and the increase in emissions
that arise as a result of poor load capacity management.
At present, a large number of trucks make deliveries
that are both small and few in number to the municipal
authorities’ own delivery points and to various commercial shopping centres. A public transport freight company
such as Schenker already has ready-made solutions to
adapt to municipal authorities both large and small.
Schenker believes primarily in a combination of binding
rules and the rewarding of environmentally effective
behaviour. Through more efficient city logistics the
total fuel consumption for domestic transport could be
reduced by 2-4%.
The KNEG stand at the Logistics and Transport Fair 2008 – Infrastructure
Minister Åsa Torstensson (right) talking to new KNEG member Carina R
Nilsson from the Swedish Association of Road Haulage Companies.
Existing strategically located terminals outside the city centres are used for reloading – supplemented
as necessary with new construction.
Modern IT support and modern vehicles developed for city distribution are used.
Handling of freight is optimised through consolidated transport on environmentally efficient routes.
Consolidation is rewarded.
Optimised vehicle combinations
With longer and/or broader vehicle combinations, fewer
vehicles need to be used to perform the same volume of
transport. This reduces fuel consumption and emissions
per transported volume of goods.
Schenker’s undertaking for climate-neutral land transport
of freight – domestic land transport
For 2008 this means
13,000 tonnes of carbon dioxide emissions
less in our domestic
Ensure that all drivers have up-to-date training in ecodriving. In 2008, over half the drivers had been trained. At least 20% of the drivers will be trained each year until everyone has completed the programme successfully.
Phasing out older trucks with Euro 1 and Euro 2 engines. In 2008, 80% of the vehicles were Euro category 3 or higher. By 2012, all vehicles will be a minimum of Euro category 3.
For 2008 this means
6,600 tonnes of carbon
less in our domestic
Using the most ecofriendly diesel available. Schenker’s vehicles have for a long time been run on MK1 diesel. Our aim is to use MK1 diesel with as high a mixture of biofuel as is practically feasible in the light of vehicle warranties and the infra-
Articles taken from Schenker’s Logistikmagasinet
At www.schenker.se you can read more about these articles and about what
our exciting world.
S c a n i a h a r t a g i t f ra m v ä r l d e n s f ö r s t a
l a s t b i l s o m d r i v s av e t a n o l . E n m i n d r e
m o d e l l , s o m s k a g å i s t a d s t ra f i k .
Tove Nörgård, biträdande försäljningschef Heavy Transportation p
stationen utanför Schenkers terminal i Malmö.
Med ren rap
Nä, det har inte öppnat en massa nya
gatukök i Malmö.
Den svaga doften av pommes frites
beror på något helt annat.
Nämligen lastbilar som kör på ren
Schenker och Statoil har inlett ett samarbete för att testa att köra lastbilar på ren
RME (rapsmetylester) som tillverkas av
– I ett första skede byter vi bränslet i
åtta bilar som går i distributionstrafik i
Malmö. Den största skillnaden är lukten.
När man kör på RME luktar det ungefär
som frityroljan från ett gatukök, säger
Rustan Eliasson, fordonschef på Schenker
E95 i d
Varmt och skönt
Anledningen till att man valt just åtta bilar
i Malmö till att börja med är flera. Dels har
inte RME sam
som vanligt d
om man byte
– Därför pa
så där vansin
har inget em
utanför vår te
På sikt ser ha
– Det finns
hur mycket m
med RME ko
Nytt & Noterat
Lyckad satsning på miljöforum
för sjö- och flygleverantörer
is happening in
– Tanken är att det ska bli en ny plattform som driver miljöfrågorna framåt
på flyg- och sjösidan, säger Monica
Jadsén Holm, från Stab Miljö på Schenker AB.
Under de två sista dagarna i oktober sam
samlades många stora internationella leverantörer av flyg- och sjötjänster i Göteborg för
att diskutera miljö- och klimatfrågor under
Initiativet låter inte så märkvärdigt, men
det visade sig att ett liknande grepp inte
har tagits av något annat företag tidigare.
– Två av syftena med mötet var att ge
uttryck för våra kunders miljöintresse och
oro för klimatfrågan och att diskutera underlag för att göra bättre emissionskalkyler.
Resultatet tar vi som intäkt för att genomföra fler möten längre fram, säger Andrea
Schön, från Schenkers miljöavdelning, Environmental Affairs, i Essen, initiativtagare
och värd för mötet.
Representanterna från deltagande flygbolag och rederier var mycket positiva till
forumet. Träffen gjorde det möjligt för dem
att berätta om miljöförbättrande åtgärder
e fuel t
som redan har genomförts, men kanske
inte har kommunicerats ut till marknaden.
Schenker drog på så sätt nytta av sin po-
Torsdagen den 16 oktober höll Schenker
dline: för folk i Automotivebran-
schen – samma dag som morgontidningarna
basunerade ut rubriker om kris för bilindustrin i Sverige. Trots krisen deltog ett
70-tal personer i evenemanget, även om en
del fått lämna återbud på grund av rådande
– Vi har samlat elva föredragshållare som
representerar tillverkare, logistikföretag,
forskning, utbildning, designers med flera
för att få en bredd på arrangemanget, berättar Annika Bratt, KAM (Key Account Manager) på Schenker och en av de ansvariga
Hållbar utveckling var på agendan för de
flesta av talarna. Jan-Eric Sundgren, senior
vice president AB Volvo, pratade en hel del
om utvecklingstrender inom fordonsindust-
sition som länken mellan transportköpare
och de flygbolag och rederier som utför
I det korta perspektivet räknar åkeriet
med en del störningar. Rapsolja har vissa
andra egenskaper än diesel. Till exempel
är det ett mycket bättre rengöringsmedel
än diesel. Det gör att gamla dieselrester
i tanken, slangar och motor kommer att
lösas upp. För att det inte ska hamna på fel
ställe måste man på kort tid göra tre byten
– Jag har sagt till chaufförerna att vara
uppmärksamma på ljud och andra defekter.
Men om man inte vågar prova något nytt
emellanåt, lär man sig aldrig något heller,
säger Börje Helm, driftschef på Schenker
Åkeri i Malmö.
P IERRE O LS S O N
t theme for
Jan-Eric Sundgren, senior vice president,
rin, men påminde också om att bilarna faktiskt blir allt effektivare och att utsläppen
minskat med 15-20 procent sedan 1975.
Nya marknader som Ryssland, Kina och
Indien påverkar transporter mellan öst och
väst samt infrastrukturen inom och mellan
länderna. Det gäller att jämföra transport-
A N N E ÖS T E N S S O N S T R Å H L E
Totalt rör det sig om cirka 250 000 liter
diesel som byts mot RME på ett år. En
halvering av CO2-utsläppen innebär alltså
en minskning med cirka 300 ton.
Räknar med småbekymmer
kostnader, transporttid och utsläpp för att
hitta de optimala kombinationerna av olika
transportslag. SKF:s logistikchef Ramki
Ramakrishna menade också att det gäller
att vara flexibel och att hitta samarbetspartners.
Allt större del av världens befolkning flyttar från landsbygden in till städerna, vilket
givetvis ställer stora krav på citylogistiken.
De flesta talarna var eniga i att det
krävs samarbete och diskussioner mellan
politiker, forskare, logistikföretag, fordonstillverkare och övrig industri för att vi ska
få en hållbar utveckling av transporter för
Gunilla Jönsson, professor och rektor
vid Lunds Universitet, och den brittiske
designern Steve Harper från Shado var till
exempel helt överens om att designers
och förpackningsexperter måste tala med
varandra för att optimera nya produkter för
an bara positiva effekter av att
s många olika uträkningar om
man minskar CO2-utsläppen
ontra diesel. Vi har valt att
a lågt, då halverar vi ändå
äger Rustan Eliasson.
”Vi lärde oss mycket under de två dagarna”, säger Andrea Schön från DB Schenkers huvudkontor
i Essen, närmast kameran till vänster.
Samarbete, hållbar utveckling, urbanisering och nya marknader var några
av nyckelorden då Schenkers första
Automotive-dag hölls i Göteborg.
psolja i tankarna
ir and sea su
Hållbar utveckling tema under Automotivedagen
på Statoil, och Rustan Eliasson, fordonschef på Schenker Åkeri, klipper bandet för RME-
mma förmåga att klara köld
diesel och dels är det inte alla
rkare som låter garantin gälla
er från diesel till RME.
assar Malmö bra, här blir inte
nnigt kallt på vintern, och
ar vi många Scaniabilar här. De
mot att låta garantierna gälla
även om vi byter bränsle.
Statoil mycket engagerade och
era en pumpanläggning alldeles
erminal i Malmö, säger Rustan
l forum for a
Norge prövar längre fordon
Schenker i Norge ser gärna
att de permanent får använda
lika långa fordonskombinatio
fordonskombinationer som tillåts i Sverige och i
Finland och driver därför på
de norska myndigheterna i
släpp kan uppnås genom att färre
fordon används för att transportera motsvarande godsvolym.
flera år haft ett transportupplägg
med 25,25-meters fordon från
Umeå till norska gränsen. Där
möter ytterligare ett fordon upp,
omkoppling sker och för sträckan
från norsk gräns till Oslo används
från norska myndigheter. Det är
mycket som ska finnas på plats
innan ett nytt transportupplägg
dras igång. Passande fordon och
trailers ska kontrakteras och
rätt kunder med rätt typ av gods
måste finnas i båda ändar.
Från norsk sida var SH Transport i Drammen först ut och startade den 1 juni en rutt mellan
norska Alnabru och Sverige och
från svensk sida startade samtidigt en linje från Göteborg till
Norge. Hittills är erfarenheterna
mycket positiva och Logistikmagasinet hoppas att lite längre
fram kunna redovisa en utvärdering ur miljömässig synvinkel.
från Schenker i Norge och Sverige
har under ett års tid förberett
ett eventuellt positivt besked
i Sverige har under
I somras kom ett glädjande
besked från norska Samfärdsministeriet – det blir nu tillåtet att
pröva 25,25-moduler under en
begränsad period om tre år. Men
bara på vissa vägsträckor och
totalvikten av modulekipaget får
inte överskrida 60 ton. Myndigheten vill under denna försöksperiod undersöka om lägre total
M O N IC A J A DS ÉN H O L M
Carina R Nilsson, vi
Sten Forseke, VD Gr
Ett nytt pris på 1
er att jobba mer
het och persona
– Vi vill öka medv
lastbil högt betyg
BILD : PIERRE
P IERRE OLSS ON
”Skönt utan avgaserna”
r without em
Det finns en stor skillnad mot en vanlig
– Jag slipper avgaserna, och det är
skönt för jag mår illa av dem, säger
Jivan Osman, den chaufför som testar
världens första etanoldrivna lastbil
Bilen går som distributionsfordon i Stockholm sedan mitten av juli, och hittills har
Jivan Osman inget negativt att säga om
den. Etanol har inte samma energiinnehåll
som diesel, därför fanns det på vissa håll
en farhåga att bilen skulle vara klenare än
en traditionell lastbil.
– Jag märker ingen skillnad. Bilen är stark
och har en väldigt bra svängradie. Det enda
är att den måste värmas upp lite innan
man startar, men det är så lite att det inte
påverkar någonting, säger Jivan Osman.
Flexibelt tak klarar låga passager
BI L D : P I E R R E O L S S O N
Bränsletanken är större än på en vanlig
dieselbil, så det räcker att tanka den var
fjärde, eller femte dag.
– Vi tankar inte själva utan ringer till en
bussterminal och säger till när vi behöver
Bilen är utrustad med alkolås, bältespåminnare och röda säkerhetsbälten för att
det ska vara lättare att se om chauffören
har bältet på. Flaket är utrustat med höjoch sänkbart tak vilket gör att lastbilens
totala höjd går att variera mellan 3,10 och
– Det är nödvändigt i Stockholm. Det
finns många broar, tunnlar och garageinfarter där du måste kunna sänka taket, säger
Viktigt lasta i rätt ordning
Är det så att chauffören har gods som är
högre än 3,10 på flaket lastas det sist, så
att det kommer av först och inte hindrar en
– Jag brukar köra omkring med 3,30.
Dels kommer jag fram så gott som överallt,
dessutom blir takhöjden när jag är uppe på
flaket lagom då, säger Jivan Osman.
Jivan Osman trivs
med att köra
PIERRE OLSS ON
Genom sparsam körning sparar du tusenlappar på minskad bränsleförbrukning och gör en insats för miljön på köpet.
Kör smartare och
i sparsam körning
n Kör med framförhållning
– undvik stopp.
n Växla upp tidigt och kör på så
hög växel som möjligt.
n Kör med jämnt gaspådrag och
Cirka 60 procent av alla förare i Schenkers inrikestrafik är utbildade i sparsam
Det betyder lägre bränsleförbrukning
med sänkta bränslekostnader och minskad
miljöpåverkan som följd.
Även som privatbilist kan du använda
dig av metoden sparsam körning och spara
mycket bränsle och därmed bättra på ekonomin med flera tusenlappar om året!
mycket bränsle. I såväl stads- och landsvägskörning gäller det att inte bromsa bort energin.
Schenker i Sverige ska halvera koldioxidutsläppen till år 2020 eller mer noggrant uttryckt, att
jämfört med år 2005 halvera utsläppen från en
typisk godstransport. För att lyckats med detta
har Schenker antagit ett handlingsprogram i sju
punkter. En av punkterna kallas ”förarbeteende”
som delas upp i ”Sparsam körning” och ”Lägre
Sune Jansson Åkeri – winner of the
Schenker Sustainability Prize 2009
For the second year in succession the Schenker Sustainability Prize has been awarded
to the best transport company. This year the winner is from the town of Uddevalla.
The award ceremony is preceded by nominations via the Schenker haulier portal and
the jury is made up of representatives from the Schenker Traffic Department, BTF* and
Schenker’s Executive Management.
In Sweden, Schenker largely has its roots in the former
Bilspedition Group, which began addressing environmental issues linked to the transport industry very early on.
The head of corporate communications and environmental issues at the time, Åsa Lindell, helped to promote
efforts leading to the introduction of the unique lowsulphur MK1 diesel and truck tyres that were gentler on
the environment. It was during this time that a great deal
of the environmental organisation was built up and which
is still in place today at the Schenker AB district offices.
A purchasing manual with environmental advice and a
range of information sheets dealing with environmental
issues for the haulage industry was produced in 1995.
The Bilspedition Group and its hauliers thus had a good
start in their environmental initiatives. It is also in this
spirit that the Schenker Sustainability Prize for the best
domestic haulage company during the year came into
The climate issue is very much in focus today and will
remain so for a long time to come. Because of this,
Schenker has produced a seven-point action programme.
The aim is to achieve a halving of the carbon dioxide
emissions per tonne-km in domestic traffic through to
2020. The base year is 2005. For this to be possible,
Schenker is dependent to a large extent on its hauliers. The seven-point programme is based, among other
things, on the potential savings that can be derived from
providing all drivers with training in ecodriving and
speed adaptation. Both measures result in lower fuel
consumption and thus lower carbon dioxide emissions.
Sune Jansson Åkeri AB
The haulage company Sune Jansson Åkeri AB in Uddevalla is
a family company, currently owned by brothers Lennart and
Gunnar Jansson. When their parents Sune and Stella started the
company in October 1957 the core was milk transport.
Sune and Stella were skilled at running a company and they soon
established co-operation with what was at the time Bilspedition.
At that time – the end of the 1950s – they had four trucks and
four employees. Operations grew and today the company has
88 trucks, 85 semi-trailers, 46 trailers and around 150 emploees.
Milk transport has now been replaced by part-loads and
groupage in scheduled traffic for Schenker AB. Many vehicles
are equipped for refrigerated and frozen transport.
Bo Hallams, Director of Marketing at Schenker, presenting the prize at the
BTF Congress in Östersund.
There is some light at the end of the tunnel. SIKA
(the Swedish Institute for Transport and Communications Analysis) has in a recent report (May 2009) stated
that freight transport by road is now showing signs of
levelling out in terms of carbon dioxide emissions. Consequently, the reduction in climate impact is not just a
result of the financial downturn.
Long-term development. Despite these positive signals
we will work for a long time on improving the efficiency
of the transport and logistics sector. The fossil fuels on
which we still depend to a large extent must be gradually phased out. The Schenker Sustainability Prize for
2009 was presented to Sune Jansson Åkeri AB in Uddevalla, which is a good representative for our hauliers in
marking out the right direction for the future.
The head office is in Uddevalla. There is also a terminal for
reloading, which means that the haulage company is 2,000 km
more efficient each day. This is something that benefits our
environment – more specifically around 500 tonnes less carbon
dioxide emissions per year. Apart from distribution in Uddevalla,
the company operates scheduled services from Vänersborg,
Karlstad and Gothenburg.
Quality, the environment and not least road safety are very
important for the company. Environmental certification according to ISO 14001 was secured back in 2000. The company cooperates with the transport engineering programme at Uddevalla
High School and each year it accepts a number of students on
* Bilspeditions Transportörförening
Scope of the report
Schenker AB, Land Division including ColdSped*
Schenker AB, Air & Ocean Division**
Schenker AB, Logistics Division
Schenker Privpak AB
The company has three operating areas which are subject
to reporting requirements under the Environmental Code,
i.e. tank facilities for diesel, 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
Schenker Dedicated Services AB
Schenker Consulting AB
Schenker Åkeri AB
Schenker Property AB
AB Skandiatransport Logistik
Social core indicators
2.13+2.15 The Report covers
the following divisions within
Schenker AB plus associate
Financial core indicators
The core indicators in the report refer to all three
Schenker AB divisions, Land, Air and Ocean and Logistics. Schenker AB’s Swedish associate companies are
also covered. Schenker AB shares premises with associate companies at a number of locations. Many of the
associate companies are Schenker suppliers (and vice
versa in some cases). No organisational changes affecting
the group of companies reported as a collective unit
have taken place since the previous report.
waste and dangerous waste in haulage operations. These
operations could involve a risk of the refuse spreading
and not reaching an approved waste handling facility.
* 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.
Environmental core indicators
This CSR Report contains figures for and describes
events within Schenker AB and its associate companies
from January 1, 2008 through to December 31, 2008.
The previous CSR Report covered 2007. The report is
aimed primarily at customers seeking information about
how we deal with financial, environmental and social
issues. It is also aimed at interest groups, employees,
suppliers, the EU, other public bodies and students
Report with GRI as the guiding principle
This report follows the principles and standards produced by the organisation
Global Reporting Initiative* (GRI), which is based in Amsterdam. GRI was set
up in 1997 through co-operation between CERES (Coalition for Environmentally
Responsible Economies) and UNEP (United Nations Environmental Programme).
The members are non-profit organisations, international groups of companies
and sector organisations.
The GRI standards promote international harmonisation
of reports and facilitate the preparation of relevant and
credible information about companies’ financial, environmental and social conditions.
In brief, a CSR report prepared according to the GRI
standards should have the following contents. References
to the relevant pages in this report are also given:
1.Vision and strategies
(GRI 1.1–1.2/Pages 4–6)
The company’s approach to sustainability issues,
including a statement by the CEO.
(GRI 2.1–2.22/Pages 6, 14–17)
The company’s operating areas and organisation as
well as the scope of the report.
3.The company’s management system
(GRI 3.1–3.20/Pages 18–19)
(GRI 5/Pages 22–29)
• Environmental, EN1–EN16
•Social responsibility, LA1–LA11, (Pages 28–30)
HR1–HR 7, SO1–SO3, PR1–PR3
We do not report any integrated indicators, limiting
ourselves to the most important financial, environmental and social core indicators. We will hold back on
reporting additional indicators until another year.
Further information about GRI can be found at
For further information about Schenker’s sustainability
work please contact:
[email protected] (Corp.Communications)
(Copies of the ISO certificates)
4.Cross-reference between the GRI index
and the contents of the report
(GRI 4/Page 15)
*GRI has neither examined the content of this report nor assessed the credibility of the information furnished. Nor has
the report been examined by any independent party. The report is based on GRI guidelines from June 2000. The G3
guidelines will come into effect from the next issue.
Schenker’s Swedish organisation 2008
AIR & OCEAN DIVISION
Fairs & Exhibitions
Schenker North comprises the Schenker Group’s
companies in Denmark, Norway, Sweden, the United
Kingdom and Ireland.
The President of Schenker North is Ingvar Nilsson, who
is also the CEO of Schenker AB. The presidents of the
other Swedish companies can be seen in the chart
above. There are management teams on each level.
The management team for Schenker North includes
each company’s president as well as representatives
from Schenker Group Management. The Annual General
Meeting is not held in Sweden, as the Schenker Group is
owned by DB (Deutsche Bahn).
Schenker North’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
code of conduct and other Group directives.
There is a bonus programme for the Executive Management and for certain employees on different levels. The
payment of a bonus is linked primarily to the company’s
An up-to-date list of the Board of Directors and the Executive
Management for 2009 can be found at www.schenker.se.
Board of Directors, Schenker AB 2008
Ordinary board members:
Morgan Björklund (E)
Hans Carlheim (E)
Kristin Hedlund Roempke
Christine M Johansson (E)
Deputy board members:
Kenneth Andersson (E)
Kenny Johansson (E)
Kjell Eriksson (E)
(E) = EMPLOYEE REPRESENTATIVE
Executive management, Schenker AB 2008
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)
Developing in dialogue with our
Our most important stakeholders parties are customers, employees and suppliers.
By far the most important group of suppliers comprises the haulage companies
that we engage as carriers.
Schenker’s communication 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 district 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.
Each Schenker employee has a scheduled appraisal
discussion with his/her manager. Through an annual
questionnaire all employees answer questions about their
understanding of the objectives that have been laid down
and what they feel about their working environment and
working situation. The employees also assess the 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
one of our means of communicating with the hauliers.
The hauliers also have access to their own website at
Schenker. A monthly newsletter is published on the
website along with other information which the hauliers
need in order to discharge their commitment to Schenker.
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 followup between the district offices and the hauliers.
Schenker monitors public debate and is also a member
of different groups and committees within the Swedish
Haulage Association. It is a member of NMT (Network
for Transport and the Environment) and takes part
in the government’s Logistics Forum. When invited,
Schenker also takes part in various initiatives taken by
transport purchasers, mainly represented by the nonprofit association Q3, which works to improve procurement of transport services in relation to the working
environment, the environment and traffic safety.
Commitment and a clear management
system result in high quality
As one of the leading logistics companies on the market 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 the management
system. The business plan includes operational responsibility for the Executive Management, overall strategic
objectives and actions, basic values and central aims
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 quality improvement initiatives.
The Schenker management system has been certified
according to ISO 9001:2000 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
Schenker’s ISO certificates can be found on the website
(www.schenker.se) under the heading Quality and
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.
Schenker’s aim is to:
have customers who are satisfied with how it carries
out their assignments.
have employees who are motivated, competent and
always know how the customer’s assignment is to be
take into account both customer benefit and cost
On the website (www.schenker.se) Schenker offers
an increasing number of e-services to facilitate the
customers’ transport administration before, during
and after transport has taken place. Using the website,
customers can book transport, track their goods, obtain
prices and timetables, examine freight documents
and invoices and a great deal besides. Used correctly,
the e-services contribute to achieving a higher level
of quality and sustainable development for all parties
A corporate culture is the result of the values that characterise the people at a company. 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
The values which characterise us at Schenker:
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
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
We treat the customer as we would like to be
• We should treat our customers with service-mindedness, honesty and know-how.
• The customer evaluates us in line with how we last
treated them 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
• We treat each other with respect and we have an open
• Those who already work at the company are happy
and are given the opportunity to develop within the
• 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.
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
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 cost-effective if we are to retain our customers
and acquire new customers.
• 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
• 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.
Examples of the Schenker Group Code of Conduct
We have undertaken to apply a high degree of integrity in
our business transactions with customers, suppliers and
other parties and in our dealings with employees and the
• It is natural that we comply with laws, rules and regulations.
• We do not permit even an intimation of a conflict of
interest between our company and us as individuals.
• We apply principles of fairness and honesty in all our
dealings with customers and suppliers.
• We compete through performance. We do not offer
compensation in the form of money or other unwarranted bonus programmes to business partners, competitors or their employees for private use with the aim of
influencing their business decisions.
• The choice of suppliers and services is always based on
objective, factual criteria.
• Purchase orders for competing tenders should be issued
• We do not tolerate business partners exerting pressure
on our employees through, for example, personal benefits.
• We adhere to officially approved accounting principles
and norms when preparing financial statements.
• Continuous improvement in routines and frequent
internal controls ensure strict adherence to the Code
• Full compliance with these rules is one of the primary
tasks of the Executive Management.
A selection of our most important policies
Policies are the basic principles for the way a company or
an organisation acts. Below are a number of Schenker’s
policies and what they mean in practice.
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
being offered the opportunity for promotion through
the fact that the company largely recruits in-house.
Working environment policy (GRI LA6)
Schenker’s workplaces 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
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.
Equality and diversity policy (GRI HR4+LA10)
At Schenker 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 employer. Our workplaces
should be free of harassment and discrimination.
An organisation marked by quality 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.
Quality (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.
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
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.
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
apply business ethics that reinforce relationships with
our customers and provide open, correct information.
Road safety (GRI PR1)
Schenker 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 other 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
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
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
The National Road Administration instructions for
securing loads should be known and complied with.
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 it 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.
Financial core indicators
The company carries on transport and logistics operations
combined with the provision of consulting services within
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 financial statements are prepared by
Schenker International AB’s ultimate parent company,
Deutsche Bahn AG, Berlin, Germany. Operations at the subsidiaries AB Skandiatransport
Logistics and Schenker Consulting AB are run on commission with Schenker AB. Operations at Privpak AB and
Schenker Åkeri AB, which are owned by Schenker North
AB, are also run on commission with Schenker AB.
Key events during the year
Operations during the first three quarters of the year were
very positive although during the fourth quarter the global
financial crisis had a negative impact on volumes. During the year the Company worked intensively on a
number of projects designed to improve operating efficiency. This has led to an improvement in gross profit with
sales and administration costs remaining on roughly the
same level as 2007.
The number of consignments transported during 2008
compared with 2007 fell by 7.4% to approximately 18.2
During the year Schenker donated money to a number
of non-profit organisations. Recipients included BRIS
(Children’s Rights in Society) instead of sending Christmas cards. We are a major donor to Chalmers University of Technology as well as the Gothenburg School of
Economics and Commercial Law and we also support
the Gothenburg Sustainable Development Award.
We are also members of the non-profit association
Hydrogen Gas Sweden.
Table EC1. Income statement and balance sheet (KSEK)
11 680 438
13 256 488
13 357 735
6 029 515
5 053 175
4 994 217
** Refers to the parent company Schenker North AB
Table EC2. The largest companies in the industry.
See graph/Page 6.
Table EC3. Cost of goods, materials and services (KSEK)
-10 065 135
-12 041 523
-11 760 021
Table EC4. Proportion of supplier invoices paid on time (%)
* The figures have been corrected compared with the report for the preceding year
Table EC5. Employee costs (KSEK)
-1 876 561
-2 022 312
-1 992 163
Table EC6. Dividend to owners (KSEK)
Table EC7 a. Interest expense (KSEK)
Table EC7 b. Profit brought forward following dividend to shareholders
Refers to the parent company Schenker North AB
Table EC8. Tax expense for the year (KSEK)
Table EC9. Subsidies (KSEK)
Environmental Core Indicators
Here we present the resources Schenker uses and
the level of emissions affecting land, water and
air generated by the company’s operations. It
should be noted that the environmental core indicators do not include emissions from Schenker’s
Air & Ocean operations.
Although there are no indicators that show in
simple terms the way Schenker’s operations have
had an impact on our environment it is accepted
emissions of greenhouse gases contribute to
freons contribute to enlarging the hole in the
emissions of sulphur and nitrogen contribute
to acidification and eutrophication
nitric dioxide, volatile hydrocarbon compounds
and oxygen, together with sunlight, form
ground-level ozone, which is harmful to flora
it is dangerous to inhale particulate matter
from vehicle exhaust gases.
Each year Schenker formulates and follows up
quantifiable environmental objectives. The
management team adopts the general, central
objectives and each divisional management then
formulates action plans. Each district or other
equivalent unit also sets its own local objectives.
For the period 2005-2008 Schenker has adopted
the overall environmental objectives as specified in Table M2.
A new objective is that by 2020 the Schenker
Land Division will report a halving of carbon
dioxide emissions in relation to transport performed. By 2012 the reduction will be 16% per
Table EN1. Total consumption, excluding water
Schenker’s terminals use pallets (just over
700,000 pallets are acquired each year) and
packaging material. See volumes below. The
offices use customary office materials, paper
(155 tonnes of copying paper and writing
pads) and around 4,000 printer cartridges.
In 2008, Schenker Åkeri AB used over 12.9
million litres of diesel. Schenker Åkeri used
around 2,500 tyres during the year.
Table M1. Filling level and vehicle fleet
Euro category, Domestic*
Euro category, International **
Euro 3/Euro 4
No information available
** Based on 3,500 vehicles taken from Schenker’s domestic vehicle register
** Based on 16,782 vehicles in Schenker’s European fleet, including Sweden
*** Based on 24,400 vehicles in the Schenker fleet worldwide
Table M2. Overall environmental objectives 2005–2008
Air & Sea Logistics
Reduce our emissions of carbon dioxide from
fossil sources related to transport performed
Reduce other emissions related to transport
Reduce the use of energy
Prevent coolant emissions
Prevent other polluting emissions into air,
land and water
Improve waste management
Packaging in kg reported to the Repa register (www.repa.se)
Type of packaging
Total (Schenker AB, Schenker Logistics, ColdSped AB)
Steel plate/other metals
Table EN2. Recycled material
Information about products manufactured from recycled material
is not available.
Table EN3 a. Energy use per source (excl. diesel) in kWh
Producing transport and logistics services requires energy.
Apart from large volumes of vehicle fuel, Schenker also
uses energy to run offices, terminals, warehouses and
cooling and freezing facilities (ColdSped).
For domestic road transport we present details of diesel
consumption. The figures are based on information about
the annual consumption of diesel for Schenker assignments as reported to us by our Swedish hauliers. This
year we received information covering more than 90%
of the vehicles, supplemented with estimated consumption for the remaining vehicles. The historical figures
have been calculated in the same way. For international
transport we have based the diesel consumption figures
on an estimate of the transport performed for an average
distance of 600 km multiplied by the freight payable
81 391 502
81 538 683
81 910 875
3 900 000
3 030 000
2 320 000
37 764 635
29 394 105
21 228 731
2 502 407
2 089 636
1 326 722
125 562 201
116 064 302
106 795 006
** Heating oil translation figure 1 m = 9,960 kWh = approx. 10,000 kWh
** LPG translation figure 1,000 kg = 12,800 kWh
Table EN3 b. Diesel consumption
Domestic diesel consumption
2006 (reported) 113 580 850 litres rounded off to 114 000 000 1 140 000 000
2007 (reported) 113 524 827 litres rounded off to 114 000 000 1 140 000 000
2008 (reported) 107 419 320 litres rounded off to 107 000 000 1 107 000 000
International diesel consumption
Schenker is endeavouring to achieve greater energy
efficiency in all areas. We have around 40 property
managers who have been specially trained in energy
efficiency. The training is designed to ensure that each
district finds improvements and areas in which to cut
the cost of 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.
The following graph shows diesel consumption for
domestic transport related to the freight payable weight
for the period 2004–2008.
2006 (estimated) 54 273 121 litres rounded off to 54 000 000
550 000 000
2008 (estimated) 50 104 215 litres rounded off to 50 000 000
500 000 000
Heat value of approximately 10 kWh/dm3
Table EN3 c. Total (M7)
2006 Total energy use
1 805 562 201
Total energy use
6 500 023 924
2007 Total energy use
1 806 064 302
Total energy use
6 501 831 487
2008 Total energy use
1 767 950 006
Total energy use
6 036 462 023
(1 kWh=3.6 MJ according to www.spi.se)
Table EN4. Indirect energy use
Information about indirect energy use ia not available.
Diesel consumption, Land Division, Domestic
Carbon dioxide emissions per tonne/km –
domestic land transport Schenker Sweden
540 000 000
2007 (estimated) 55 246 739 litres rounded off to 55 000 000
Year 2004 2006 2008
Litre diesel per tonne
The graph to the right shows the trend for carbon
dioxide emissions per tonne-km. The first two columns
show carbon dioxide emissions in our domestic traffic
in relation to transport performed and where transport
performed has been calculated using actual weight as a
base. The next two columns show the same but where
transport performed has instead been calculated using
the freight payable weight as a base. In the columns for
2008, two figures are given. The first figure shows only
Actual weight gr CO2/tkm.
Freight payable weight gr CO2/tkm
* The figures for 2008 have been corrected to take account of a 5% addition of biofuel
carbon dioxide emissions from fossil sources and the figure
in brackets shows total carbon dioxide emissions, including
emissions from biofuel.
EN6 and EN7 Size and location of operations linked
to biological diversity
Schenker Property owns just over two million m2
of land, divided into 56 properties. The largest
tenant is Schenker AB. The total floor space is
512,244 m2, of which 73,859 m2 are in the form
of office space and the remainder is warehouse
and terminal space.
The majority of Schenker’s facilities are located
directly beside or close to main highways and
we thus use the public road network and other
At the request of Schenker Property, the company
Golder Associates carried out an environmental
inventory of Schenker’s facilities in Sweden in
2002. This showed that at seven locations runoff water from terminals flows on to sensitive
recipients and that two of our terminals are
located within water protection areas – Luleå
(52,264 m2), and Gothenburg (24,828 m2).
Table EN5. Water consumption (m3)
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.
During 2008, 12 minor environmental incidents and 39 minor
incidents involving dangerous goods were registered in our
follow-up system ’Incontrol’. All incidents were reported to
the local authorities and clearance work was carried out.
Another terminal, 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.
Table EN8. Greenhouse gases – Carbon dioxide (in tonnes)
Schenker’s most pressing environmental aspect
is the combustion of fossil fuels, generating
emissions into the air.
Calculations of emissions for domestic transport
based on diesel consumption have been reported
by Schenker’s contracting parties – see ‘Energy’
on page 24.
Table EN9. Use of ozone-degrading substances
Coolant in use kg
Emission calculations for international transport are projected using the estimated transport performed – see ‘Energy’ on page 24. The
calculation is based on a rough estimate of
2,457,942,600 tonne-kilometres (freight payable
weight multiplied by an average distance of 600
kilometres). The calculated international diesel
consumption is approximately 50 million litres.
A:Coolant in use at Schenker Coldsped (specialising in temperature controlled transport).
B:Coolant in use in load carriers owned by Schenker Åkeri AB.
Total A + B
39 57 650 59 313
39 57 650 59 796
Total A + B
39 57 650 59 022
39 57 650 59 502
Total A + B
128 64 050 66 681
128 64 050 67 161
** 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 (GWP100).
Source: National Swedish Environmental Protection Agency website
Table EN10. NOX – SOX and other significant emissions 2008
EN12. Major emissions into water
Schenker has washing facilities at the following
Stockholm – Used by Schenker Åkeri for less
than 1,000 washes each year (not subject to a
reporting obligation under the Environmental
Kristianstad – Used by Schenker Åkeri for
more than 1,000 washes each year (subject to
a reporting obligation under the Environmental
The number of washes is around 1,900.
EN13. Major emissions of chemicals and oils
See Page 26.
Table EN11. Waste volumes (tonnes)
EN14. Environmental impact of products and
See Page 27.
EN16. Legal infringements
There were no illegal infringements during
the year apart from the environmental and
dangerous goods incidents.
Table EN12. Emissions from the vehicle washing facility in
Lead + chrome + nickel
Table M3. Environmentally related investments (SEK)
measures* to vehicles,
11 606 610
9 490 376
3 870 522
terminals and offices
and other clearance
training and projects
** Examples of environmental improvement measures: New gates, loading hatches,
weather seals, additional insulation, replacement of windows, replacement of light
sources, replacement of ventilation systems, seals and filters for run-off wells, press
for cardboard and plastic, timers and temperature sensors, delivery vehicles that
run on ethanol.
** Including land clearance following the closure of a tank facility.
Table M9. Consignment information (Land Division)
Number of domestic consignments 18 447 067
18 676 466
17 251 614
Number of internat. consignments
Total number of consignments
Freight payable weight in tonnes
Freight payable weight in tonnes
Total tonnes transported
19 399 077
19 621 146
18 160 131
15 055 794
15 871 329
15 177 717
4 437 425
4 517 029
4 096 571
19 493 219
20 388 358
19 274 288
LA1–LA2, LA5, LA7–LA9
Social core indicators
In spring 2008 the new employee survey (Satisfied
Employee Index) was run for the first time. The survey
measures employees’ perception of the workplace in 11
different areas and the results are presented in reports
on the company/divisional level as well as for individual
departments and work groups. Based on the results
each manager works with his/her personnel to prioritise
and plan measures for improvements during the coming
year. This process should take into account in particular
the two issues which the executive management have
selected as priority areas based on the overall results for
Take action to prevent harassment and all forms
Develop and raise the level of quality in salary
discussions with employees.
EMPLOYEES (LA1–2A b)
Table LA1. Number of employees
2 197 1 990
2 192 1 962
2 215 1 940
W = White-collar workers. B = Blue-collar workers
Table LA2 a. Staff turnover (%)
Central measures during 2008
Information about the company’s view of harassment has been assigned a prominent position in the Com-
HEALTH & SAFETY (LA5–LA8)
pany’s in-house communications during the year. The Table LA5. Work-related injuries (number)
meaning of the term has been explained more closely, 2006
roles and responsibilities have been clarified and Number of work-related incidents *
rules and routines for handling have been described Accidents
in more detail.
A training course dealing with the setting of salaries
Number of near-accidents as a proportion
and salary discussions for all managers was run on three of the total number of incidents -
occasions during the year.
Occupational accidents that have led to absenteeism **
HEALTH & SAFETY
Absence due to illness
The figures for absenteeism due to illness continued to
fall and at the end of 2008 the figures set for the year
were achieved (3.5% for white-collar workers and 7%
for blue-collar workers). The trend is in line with what
we can see in society in general although part of the
explanation could be a greater focus on rehabilitation
Table LA2 b. Overtime (%)
Number of accidents
Number of accidents/100,000 working hours -
Number of accidents/1,000 employees
Occupational injuries and diseases **
Number of reported cases
Number of cases/100,000 working hours
Number of casesl/1,000 employees
* Source: Schenker incident reporting system.
** Swedish Work Environment Authority statistics.
Table LA7. Absenteeism due to illness (%)
By mapping the need for extra support on the operational level, long periods of absenteeism due to illness
were identified and targeted action was taken. These
efforts have had a very positive outcome, both for the
employees concerned and for the company. Further
work is required to achieve the targets for 2009, 3% for
white-collar workers and 6% for blue-collar workers.
The practice of reporting near-accidents and accidents
in Schenker’s internal reporting system has continued
to increase. This contributes to the creation of a better
overview of working environment risks on the operational level and in doing so provides a better basis for
Schenker’s aim is to stimulate the reporting of nearaccidents even further with the aim of ensuring that
the number of near-accidents in the incident report is
considerably higher than the present figure (34%).
Target 2008: White-collar 3.5% and blue-collar 7%.
Target 2009: white-collar 3.0% and blue-collar 6%
Occupational injuries that result in absenteeism
On the basis of the Central statistics produced by the
Swedish Work Environment Authority, the number of
occupational accidents and occupational diseases that
have led to absenteeism at Schenker has been mapped.
Based on this information, two key figures have been
calculated – the number of cases in relation to the
number of employees and the number of cases in relation to the number of hours worked.
LA3–LA4, LA6, LA9b-LA11
Accidents out on the road and at external loading
and unloading points
In 2008, in routine was formulated to improve information about serious accidents out on the road and at
external freight reception points where employees at
Schenker partners are involved. The routine, which was
launched in July 2008, aims to ensure the rapid flow
of information and professional action at the scene
of the accident. A web-based incident reporting system introduced during the year, available to affiliated
external hauliers, also picks up on information on the
circumstances surrounding the accident. This data is a
valuable contribution to the Schenker road safety work
and increases awareness of risks at external loading and
EQUALITY AND DIVERSITY (LA10)
During 2008 a new, broader equality and diversity
programme began to take shape; the organisation and
guidelines for this work have been confirmed and an
activity plan for 2009 has been established. The aim
for 2009 is to put the message across to all parts of the
organisation in order to create a common and necessary
set of values for work in the years to come. A characteristic feature of the work during 2009 will be a strong
focus on information and communication, both centrally
In conjunction with intensification of the quality work,
key figures will be reported that will to a greater extent
include information about gender distribution. An example can already be seen this year in the reporting of
participation in in-house training programmes during the
year and representation on boards of directors.
Table LA9. Training days 2007 and 2008
Less than 1 day 2 days
Less than 1 day 2 days
White-collar workers, total 24 %
Blue-collar workers, total
Source: Information based on replies received in the Satisfied Employee index for the
year (response rate 84%).
Table LA9b. Number and gender breakdown of the persons who
took part in in-house training programmes during the year
No. of Men Women
Number of participants
In-house training 1 795
excl. training directed 1 315
No. of Men
39% 1 519
51% 1 103
Target: the proportion of women in leadership-related training programmes will be
40% during the period 2004-2008.
Table LA11. Workforce composition
87 % 13 %84 % 16 % 79 % 21 %
Number of white-collar workers
48 % 52 %48 % 52 % 48 % 52 %
Managers for white-collar workers
75 % 25 %72 % 28 % 70 % 30 %
Blue-collar workers, total
6 %93 %
7 % 91 %
Managers for blue-collar workers
6 %92 %
8 % 95 %
Target 2009: Managers, white-collar workers – 30%. Managers, blue-collar workers – 8%.
Figures for the year show that the proportion of women
on boards of directors in the Schenker Group increased
compared with the preceding year.
The proportion of female managers in white-collar
groups has also increased, which means that the target
of 30% for 2008 has been achieved. However, the proportion of female managers among blue-collar workers
has fallen since 2007 despite the fact that the proportion of female blue-collar workers in total has increased
slightly. The target of 8% women among managers for
blue-collar workers has thus not been achieved.
RELATIONSHIP BETWEEN EMPLOYEES AND MANAGEMENT
(LA3, LA4, LA6)
All employees at Schenker are covered by a collective
agreement with Unionen (the Salaried Employees’
Union), the Transport Workers’ Union or Ledarna, the
Association of Management and Professional Staff.
Collective agreements as well as current legislation
on the labour market govern the relationship between
employer and employee in areas such as employment
conditions, work supervision and allocation, working
environment, equality and diversity etc.
Schenker has a systematic working environment
programme and a manual for internal control and the
working environment. The manual lays down routines
and approaches to prevent work-related problems.
The manual refers to the Working Environment Act,
the Working Environment Ordinance and the National
Swedish Board of Occupational Safety and Health
Both in the local health and safety committees around
the country and in the Schenker Central Working
Environment Committee, which is the Company’s overall
forum for discussions and decisions regarding working
environment issues, there are both employer and employee representatives.
HR1–HR7 HUMAN RIGHTS
HR6 CHILD LABOUR AND HR7 FORCED LABOUR
As Schenker AB 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 Schenker’s attitude to human rights,
such as the Group’s Code of Conduct (see page 19) and
our equality policy (see LA10).
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.
SO1 SOCIAL ASPECTS
SO2 BRIBES AND CORRUPTION
Schenker 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 2008 we continued our
collaboration with the National Road Administration
to clarify our role as a designer of road safety systems.
Giving and receiving bribes is in contravention of the
Schenker Group Code of Conduct (see page 19).
PR1 CUSTOMERS’ HEALTH AND SAFETY
PR2 PRODUCTION & LABELLING
Schenker’s road safety policy (see page 21) also
applies to Schenker’s contracted hauliers. In August
2004 Schenker’s 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 (see page 21).
Schenker’s terms and conditions of liability are identical
to NSAB 2000.
SO3 CONTRIBUTIONS TO POLITICAL CAMPAIGNS
Schenker did not make any contributions to political
campaigns during 2008.
PR3 RESPECT FOR THE CUSTOMER’S INTEGRITY
Schenker never divulges information about a customer
to a third party. See the Schenker Group Code of Conduct
(see page 19).
Barrier effect. Roads, fences and buildings are examples of
barriers that prevent animals from moving around naturally to
acquire food. Such barriers affect the spread of plant life and
the propagation of species and often lead to plants and species
disappearing, either completely or in part.
Biogas. Gas formed when bacteria break down biological material, e.g. sludge and agricultural seeds and shoots.
Carbon dioxide (CO2). A necessary gas for all biological life.
People and animals exhale carbon dioxide, which plants use in
photosynthesis. Carbon dioxide is formed in large volumes in
conjunction with combustion, e.g. of fossil fuels, by the carbon
in the fuel reacting with oxygen. One litre of combusted diesel
generates 2.6 kg of carbon dioxide, the main greenhouse gas.
Code of Conduct. The Code of Conduct for employees in the
Schenker Group. Supplemented by a number of other policies
Corporate Social Responsibility Report. A Corporate Social
Responsibility (CSR) report should present in clear terms how a
company works with financial, environmental and social issues.
Diesel. The sulphur content in diesel should be a maximum of 500
ppm (0.05 per cent) according to the EN590 standard in environmental category 3 and a maximum of 10 ppm in environmental
category 1. Environmental category 1 fuel is most common in Sweden (accounts for more than 90 per cent of sales). Compared with
environmental category 3, environmental category 1 fuel reduces
emissions of nitric oxide by around 10 per cent, of particulate
matter by around 15 to 30 per cent and carbon dioxide from 2.7
to 2.6 kg per litre of fuel. However, emissions of hydrocarbons and
carbon dioxide are increased slightly, by approximately 15 per
cent and 8 per cent respectively.
Source: NMT (Network for Transport and the Environment)
DNOx catalytic converter. An emission purification system that
removes hydrocarbons, particulate matter and nitric oxide.
Emissions. Emissions on combustion (exhaust gases).
Energy. Energy is the product of output and time.
1kWh (kilowatt hour) = 1 kW for 1 hour.
1kWh is equivalent to approximately the energy generated
by an electric hotplate over a period of one hour.
Euro category. The engine in each vehicle is classified according
to the European emission regulations. The year of manufacture
indicates the Euro category to which a vehicle belongs:
Euro 0 = 1990-, Euro 1 = 1993-, Euro 2 = 1996-, Euro 3 = 2000-,
Euro 4 = 2005-, Euro 5 = 2008-.
Filling level. The proportion of utilised load space.
Fossil. Organic material (containing the basic substance carbon)
stored for millions of years.
Fossil gas. Gas extracted from oil and gas fields. Often called
Freons. The collective name for different chlorofluorohydrocarbons and chemical hydrocarbon compounds (used, among other
things, as a refrigerant). The compounds are of three types: CFC,
HCFC and HFC. CFCs (completely-halogenated chlorofluorohydrocarbons) are stable and harm the ozone layer. HCFCs
(incompletely-halogenated chlorofluorohydrocarbons) – also
called soft freon – are less stable than CFC and cause less harm
to the ozone layer. HFCs (fluorohydrocarbons) contribute to
global warming but do not harm the ozone layer.
Global warming. The measurement GWP (Global Warming
Potential) is often used to state how much a substance or an
activity contributes to global warming.
Greenhouse effect. The effect that certain components in
the earth’s lower atmosphere have on outdoor temperatures.
Greenhouse gases mean that ground temperatures have a global
average of around 15°C. If the greenhouse gases did not exist
the average temperature would be below the freezing point of
water. Environmental researchers and politicians are concerned
that changes in the carbon dioxide content of the atmosphere,
caused by human activity, could have a negative, warming effect
on the earth’s atmosphere.
GRI (Global Reporting Initiative). A standard for sustainability
reports designed to make it possible to compare different companies’ environmental reports.
Hydrocarbons (HC). Chemical compounds that contain carbon
and hydrogen, often together with chlorine, fluorine, bromine
etc. Hydrocarbons are to be found in paint, varnish and fuels
as well as traffic emissions. Hydrocarbons damage forests, contribute to the formation of photochemical smog (ground-level
ozone) and are carcinogenic.
ISO 14001. An international standard for building up and introducing an environmental management system in organisations
Load capacity. A vehicle’s maximum load capacity. Can be
expressed in terms of weight, volume or flat metre.
Load carrier. The collective name for vehicle units that can
carry goods, e.g. a trailer or container.
Nitrogen oxide (Nox). When nitrogen and oxygen react, for
example, in the combustion of diesel or petrol, the substances
formed include nitrogen monoxide (NO) and nitrogen dioxide
(NO2). Nitrogen monoxide, or simply nitric oxide, is highly toxic.
Nitrogen oxide can cause health problems and contributes to
acidification, eutrophication and thinning of the ozone layer in
Output. Output is energy per time unit.
1 kW (kilowatt) = 1,000 W (watt)
1 kW is equivalent to approximately the output of an
PAH oil. An oil with polyaromatic hydrocarbons. Some are
carcinogenic. Used in certain tyres.
Particulate matter (PM). Particles of soot that are dangerous
to health, arising from diesel emissions, and which can induce
cancer and cause respiratory disorders.
Trailer. A trailer with one or more axles, linked to the tractor
unit by means of a tow bar.
Sulphur dioxide (SO2). Sulphur dioxide from, for example,
diesel exhaust fumes is transformed in the atmosphere into
sulphuric acid, which contributes to acidification.
Tonne-kilometres. The product of the number of tonnes transported and the number of kilometres transported.
Semi-trailer. A unit with one or more axles at the rear and a
support leg at the front, linked by a 5th wheel and a kingpin to
the tractor unit.
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