Challenging the Present

Challenging the Present
Sustainability Report MAUSER 2012
Content
The MAUSER Group in 2012 / 2013 – Company Profile
4
A sustainable commitment – Products and Services
10
Competence to rely on – People
16
Aware of what we do – Environmental Management
20
Numbers that count – Finance & Growth
24
Maximum security is our concern – Compliance
26
Reporting Principles
29
GRI Index
30
Challenging the Present
Our ambition and motivation to be the leading special-
We live an open dialogue with all our stakeholders and
ist for industrial packaging has not changed. Since our
partners; those with whom we have had long relation-
founding in 1896 it is within the spirit of our company
ships and those who are new to our team. In Septem-
and the “MAUSER team” to constantly challenge the
ber 2012 MAUSER hosted the 22nd International
present, to improve and correct our actions where
Know-How Conference in Munich, Germany, which
necessary and to forge ahead in areas where we see
since its inception in the early 70th has developed into
the future leading us as well as our customers.
an acknowledged international expert exchange forum
on industrial packaging.
The results of our 2012 customer satisfaction survey
confirmed that more than just the MAUSER name
It is our products and services that we place in the
and the MAUSER reputation for high-quality products
center of our activities. We were in the top 10 % among
and services are recognized within the industry; the
participants in the 2012 “Together for Sustainability”
competence of MAUSER people to solve problems is
assessment, and in 2012 we received the first “Cradle
valued as well. Customers rarely see how much it
to Cradle” Certification in the industry for a 55-gallon
costs us in time, effort and money to help them the way
(US) drum that was also nominated for the 2013
we do, but we’ll continue to accept the challenge
German Packaging Award for its life cycle approach.
to provide the most complete packaging solution to
With our globally harmonized “NCG Recollect” ap-
the market.
proach we have made the collection of empty industrial
2
Content / Preface
“If you want to know your past, look into your
present conditions. If you want to know your future,
look into your present actions.”
Chinese Proverb
packaging even more convenient for our customers
regional Asian partners and opening brand-new
and our customers’ customers. We extended our
facilities in Singapore and Jiangyin City, China.
network of reconditioning sites and executed partner-
Last but not least, our 2012 financial results are proof
ships that allow us to even better serve our customers.
positive that MAUSER’s business model of managing
the entire life cycle for industrial packaging is sustain-
The next step into cyclic management of plastic mate-
able. It is our present and our future.
rials involves our investment in a brand-new recycling
facility in Erkelenz, Germany. This facility will grant our
We look forward to receiving your ideas and
European operations access to high-quality recycling
feedback concerning our initiatives and this
material for the production of new plastic drums –
report at [email protected].
making our Infinity® drum series the first global approach
to plastic drums made from post-consumer regrind.
2012 for MAUSER was another year of selective
Sincerely yours,
growth through acquisitions, greenfield investments
and additional product lines within our existing plants.
We strongly enhanced our presence in Asia by
strengthening our long-term relationship with our
Hans-Peter Schaefer
3
The MAUSER Group in 2012 / 2013 – Company Profile
From its founding in 1896 MAUSER has always
In the time period subject to this report we further
concentrated on efficient industrial packaging solutions.
optimized our footprint in North America and Europe
Our ambition and motivation to be the leading special-
while at the same time enhancing our presence in Asia.
ist for industrial packaging has not changed. This is our
In addition to strengthening our long-term partnership
core competence, and we will remain true to it. Today
with our regional Asian partners, MAUSER opened a
we are a global leader in both the production and
new steel drum factory in Singapore in September 2012,
reconditioning of industrial packaging. Our results are
followed by the opening of a new plastic drum, IBC and
proof positive that our business model of managing the
steel drum plant in Jiangyin City, China in the same
entire life cycle of industrial packaging is sustainable
month. For a detailed overview on regional growth
and future-oriented.
projects materialized in the time period subject to this
report, please refer to the “Finance & Growth” section.
Global Presence
Our group headquarters are located in Brühl, Germany.
Aside from our own operations, MAUSER heads two
Currently we operate 85 plants at 55 locations in
global container producer networks: MIPI® (MAUSER
18 countries on five continents: Africa, Asia, Europe,
International Packaging Institute) for plastic packaging
North America and South America.
and Drumnet® for steel drums. In September 2012 the
company’s 22nd International Know-How Conference
4
Company Profile
WHEN WORKING
WITH MAUSER
YOU’LL DISCOVER
IT’S A COMPANY
OF PEOPLE.
took place in Munich, Germany. Since its inception in
With its broad commercial portfolio MAUSER services
the early 1970s, the bi-annual Know-How Conference
a balanced customer base of international blue-chip
hosted by MAUSER has developed into an acknowl-
companies and valuable regional / national accounts.
edged international expert exchange forum on the latest
The majority of our customers are in the chemical and
developments in packaging design, raw materials,
petrochemical industries, but we also have customers
standardization, legislation and life cycle management.
who do business in the agriculture and food and beverage market. To further limit any potential risks related
Balanced Portfolio
to economic volatility of the chemical industry, a special
MAUSER’s product portfolio covers the complete range
focus of our 2012 product initiatives and investments
of rigid industrial packaging. We provide plastic pack-
has been with the agricultural, food and beverage
aging, metal drums, IBCs, reconditioning services, fiber
and pharmaceutical industries. In the period of time
drums and machinery for packaging production. While
subject to this report we started two new fiber drum
all other product groups have contributed to the
operations in North America and have projected five
company’s growth at roughly the same rate as the
new blow molding machines for production of agricul-
previous year, reconditioning has outperformed other
tural jerricans in our South American operations.
segments by contributing more than 15 % to the
revenue base.
5
Global geographical presence per August 2013*
MAUSER site
MAUSER licensee
NCG site
MAUSER sites (incl. joint venture)
*For exact address of all legal entities please refer to www.mausergroup.com
Africa
Asia
Europe
North America
South America
-
6
27
22
5
NCG sites (incl. joint venture)
2
-
10
10
3
Licencees
1
13
3
1
3
In Europe we installed new equipment for coextruded
external auditor to conduct a comprehensive global
agricultural packaging and in cooperation with one of
customer satisfaction survey. Approximately one
our supply chain partners introduced a new multilayer
thousand customer contacts were asked to provide
plastic drum making use of the first large container
feedback on topics such as: satisfaction with the
blow molding polyethylene with pharmacopeia.
product, satisfaction with service, satisfaction with quality and their opinion of the general company image.
Customer Satisfaction
Our customers and their satisfaction are at the core of
Overall, the results were very positive. At an indexed
our activities. A true understanding of how our custom-
maximum score of four, all answers ranked above
ers perceive MAUSER as their supplier is essential to
three. MAUSER customers rate the company
further improve our products and services. In early
as performing extremely well in the areas of brand
2012 MAUSER contracted with an independent
awareness, company reputation, employees’
6
Company Profile
friendliness / competence and product quality / perfor-
overseeing regional operating businesses. Global
mance. Despite all positive results received, we see
business and corporate functions coordinate activities
room for improvement in the areas of complaint
between the regions and provide support with legal and
management and a better communication on our
corporative framework.
products and services and our efforts and the costs
Some significant changes took place within the
behind.
Management and the Advisory Boards in 2012.
Organizational Structure
In February Mr. Hans-Peter Schaefer replaced
Pursuing opportunities and facing challenges in a
Dr. Clemens Willée as Chief Executive Officer of the
constructive way are parts of our daily business. We
company. In March Mr. Elliot S. Pearlman was appoint-
believe a structured yet flexible organization is the key
ed as Chairman of the Advisory Board of MAUSER.
to dealing with a complex and dynamic global business
In November Mr. Björn Kreiter succeeded Mr. Winfried
environment. MAUSER’s organizational model has a
Klar as Chief Financial Officer of the Company.
matrix structure with strategic business units (SBUs)
Revenue split 2012
by region
by product
2 %
by market
1 %
8 % 5 %
5 %
5 %
5 %
15 %
33 %
43 %
44 %
20 %
20 %
65 %
29 %
Asia
Europe
North America
South America
Plastic
Steel
IBC
Reco
Fiber
Machinery
Chemicals
Petrochemicals
Food
Pharma
Others
7
Index level results on 2012 customer satisfaction survey
Company Reputation
Brand Awareness
Employee Friendliness / Competence
Product Quality / Performance
Complaint Management
Information Material
poor
average
good
excellent
MAUSER Holding Board Members as of
The Management Board* (Executive Committee)
August 2013
consists of the MAUSER Holding Board Members, the
Hans-Peter SchaeferChief Executive Officer (CEO)
Björn Kreiter
SBU managers and selected global functionaries.
Chief Financial Officer (CFO)
The company’s business model, with life cycle management of industrial packaging at its core, remains
* For full names and positions of the Management Board please refer to www.mausergroup.com
8
Company Profile
unchanged and has full support from the Advisory and
Kunstoffverpackungen e.V. Sustainability Working
Management Boards. In combined function with Global
Group and the “Technical Committee” of BKV (Beteili-
Product Development, the function of Global Sustain-
gungs- und Kunststoffverwertungsgesellschaft mbH)
ability management reports directly to the CEO of the
in Germany. We see that only via association and
company. Sustainability matters are discussed on a
co-operation with multiple stakeholder associations
regular basis within the monthly Management Board
we will be able to address topics and potential risks
Meetings.
related to public discussions such as the discussion
on “Marine Litter” currently gaining importance when
Collaboration
it comes to the use of plastic materials.
MAUSER is active in many associations and expert
working groups. Sustainability is an increasingly
We do not fill public policy positions, nor do we
important topic in our and our customers’ industries.
contribute to politicians, political parties or related
In 2012 we joined multiple sustainability-related
institutions.
working groups like the IK Industrievereinigung
Being a responsible company – compliance is our
foundation and a core value at MAUSER. Through
our compliance system we strive to keep compliance
in the forefront of the minds and actions of our employees. With
MAUSER operating businesses globally, we deal with numerous
local and international laws and regulations. Despite these
challenges and regardless of the language or culture, it is
exciting to work with and exchange ideas with our colleagues
around the world - all focused on combining the
highest performance with the highest level of
integrity.
Vladimir Thomas, Head of Internal Audit
9
A sustainable commitment – products and services
At MAUSER, we believe that our products and services
Sustainable Engagement
have to reflect our responsibility for what we are. When
We are active members in multiple industry associa-
it comes to the transport of dangerous and sensitive
tions, and during 2012 we saw increased sustainability-
goods, there is no room to compromise on packaging
related activity in almost every one. We actively
quality and regulatory conformity. There is also the
support and encourage association initiatives like the
need for an optimized environmental footprint and
first sustainability report published in September 2012
control of packaging costs.
by the IK Industrievereinigung Kunststoffverpackungen
e. V., which represents the interests of the manufactur-
For more than eight years we have demonstrated how
ers of plastics packaging and films in Germany.
to successfully integrate manufacturing and reconditioning into a full life cycle concept. We lead the
MAUSER openly presents and exchanges information
industry with our ECO Cycle concept. Continuous
on its sustainability program during international
stakeholder dialogue enables us to develop linear to
conferences like the 2nd International Conference
cyclic management of industrial packaging and
on Industrial Packaging hosted by ICCR (International
packaging materials.
Confederation of Container Reconditioners) in Amsterdam in June 2013 or by participating in university research questionnaires like the one from the University
of St. Gallen, Switzerland on the topic of “In search of
10
products And services
LIVING OUR
PHILOSOPHY
MEANS THAT OUR
HEARTS ARE
INVOLVED –
AND OUR HANDS
DON’T REST.
sustainable customer benefits in the industrial sector”
Renew
conducted in late 2012. MAUSER participated in the
Responsible use of raw materials starts with detailed
2012 supplier assessment of the “Together for Sustain-
awareness about the materials being used. With the
ability” (TfS) initiative founded by some multinational
strong message of closing material cycles and elimi-
leading chemicals companies to increase awareness
nating harmful substances, Cradle to Cradle® fits well
on sustainability throughout their supply chain. Our
our vision on environmentally responsible products.
assessment score ranked MAUSER as “silver” and
MAUSER is the first company in the field of industrial
listed in the TOP 10 % of the overall participants.
packaging to receive the Cradle to CradleCM certification for a 220 l / 55 US Gal. plastic tight-head drum. The
Managing the Cycle
approach was nominated for the German Packaging
Building our product and service initiatives on the five
Award 2013.
pillars of “Renew”, “Reduce”, “Recollect”, “Reuse” and
“Recycle”, we demonstrate that environmental respon-
We continued our efforts in screening and testing new
sibility and economic sense go hand in hand.
plastic materials. We are engaged in multiple development projects with our supply chain partners on
alternative HDPE grades that allow a more sustainable
production of industrial packaging.
11
In close collaboration with one of our raw material
Reduce
suppliers, we introduced the MAUSER H-Care™ Drum.
Less material, lower weight and reduced complexity
This is the first multi-layer plastic drum produced from
are fundamental aspects to look at in the context of
new large blow molding material grades with pharma-
more sustainable packaging. Following the start of
copeia. There were no activities in bio-based plastic
additional plastic drum operations in Poland and
materials. Due to high cost and limited availability
Turkey in 2012, MAUSER announced a harmonized
of these materials, packaging produced from these
portfolio of plastic tight-head and plastic open-head
materials currently is not of large scale interest for
drums to be supplied by our multiple European
our industry.
operations. This portfolio harmonization came with
making lower-weight products developed in the years
Late in the year 2012 we decided on a major redesign
before the new standard offering. Weight savings of the
of our IBC composite pallet, which is considered to be
new standard ranges compared to the present high-
the industry benchmark for multi-trip use and recondi-
performance range is on average at 11 %, with a range
tioning of IBCs. The new pallet concept features
per specific product of from 5 – 20 %.
multiple improved handling aspects with a reduced
Process optimization in our South American operations
metal input.
allowed us to gain and harmonize UN certification for
Looking for opportunities beyond our classic product
certain packaging in the range of from 20 to 50 l at
portfolio, we partnered with a smaller German-based
lower weights at up to 20 % in weight reduction. As part
company to implement a new packaging concept
of our “fit for purpose” initiative our packaging consult-
for food and similar applications. The aptly named
ing team supports MAUSER customers by reducing the
“MAUSER FP 15 Aseptic” is a packaging that com-
complexity of their packaging portfolio to what is really
bines standard industrial composite IBC cages with
needed. Such an obvious cost reduction initiative is
an aseptic inner flex-bag that eliminates the need for
highly appreciated by our customers and often also
re-sterilization thereby reducing the risk of product
leads to considering reconditioned packaging as a valid
contamination. In conjunction with our globally avail-
and reliable packaging alternative.
able NCG Return Service we expect this packaging to
become an attractive alternative to heavy-weight
Recollect and Reuse
stainless steel containers.
By extending the life cycle of industrial packaging,
(re)collection and reconditioning of used packaging go
hand in hand. National Container Group (NCG) from
Number of reconditioning sites operated within National Container Group Network
12
2010
2011
2012
Africa
0
0
2
Europe
8
9
10
North America
10
13
10
South America
3
3
3
Global
21
25
25
products And services
MAUSER / NCG reconditioning business – key figures (in 1,000 of pieces)
2010
2011
2012
Number of IBCs collected
1,200
1,245
1,814
Number of IBCs reconditioned
1,000
1,075
1,415
Number of plastic drums collected
1,400
1,079
1,212
950
725
825
Number of steel drums recollected
--
1,540
1,450
Number of steel drums reconditioned
--
1,383
1,308
2010
2011
2012
HDPE, IBC bottles &
plastic drums (tons)
24,050
23,200
29,368
Steel, IBC cages &
steel drums (tons)
19,500
45,850
51,147
Number of plastic drums reconditioned
Virgin materials saved*
*Calculated figures base on numbers of reconditioned packaging and actual average drum weight, resp. IBC bottle and cage weight
the beginning has been the center of MAUSER’s
significant growth. After a drop in volume in 2011,
sustainability program. We continued the global
collection and reconditioning of plastic drums picked up
expansion of our NCG network in 2012 by acquiring
again. Lower volumes in steel drums are to be ex-
and starting up three new sites – one in mid-south of
plained by the October 2012 separation of our North
Germany and two in South Africa.
American steel drum operations.
NCG North America operations entered into an
We reconditioned and brought back into the market for
affiliation agreement with Industrial Container Services,
new use a total packaging volume of about 1.9 billion
Inc., the largest North American steel drum recondi-
liters in 2012. Using reconditioned instead of new pack-
tioner. The agreement provides joint marketing of
aging results in a saving in virgin materials of approxi-
container collection and reconditioning services and
mately 30 kilotons on HDPE and slightly more than
allows MAUSER to service our customers on steel
50 kilotons on steel.
drum reconditioning out of a network of 23 facilities
operated by ICS. As part of the agreement MAUSER
Regional coverage, customer proximity and good
sold its three US steel drum reconditioning operations
reverse logistics are key elements in providing high-
so as of this report NCG operates 25 reconditioning
quality reconditioning services. At the same time it is
locations on four continents.
the experience and the passion of our people working
together across the regions that makes NCG a pre-
There is continuous and stable growth in our recondi-
ferred choice for customers looking into reconditioning.
tioning activities. Compared to the previous yearly
We see an increasing number of large international
figures, the collection and reconditioning of IBCs show
companies opting for the collection and reuse of used
13
Since our early partnerships with customers in North America, NCG has
developed a global footprint. We have taken the same value creation models
that have been successful for our customers in the United States and applied
these models throughout Europe, Brazil and Mexico, among others.
We understand there are specification requirements, processes and services that are
germain to each region. We build programs that allow flexibility to meet these regional
requirements. None of our customer/NCG programs are built overnight. Our value creation models are systematic builds that generate significant savings, streamline multiple
processes and become part of our customers DNA.
Some of our early customers embraced the use of washed and rebottled IBCs long before
“sustainability” was a popular/required way of life. The driver was to reduce packaging
costs in a commodity space. We know how to do this since it is NCG’s core competency.
With all this said, we have taken our partnerships to a global scale. Initially, we created
and built upon the successes in North America. Now, we have one global vendor for IBC
management, customizing where needed by region. NCG pulls best practice from all
of our global regions into programs that allow our dedicated customers
to minimize their packaging spend while enhancing their commitment
to sustainability.
Kate Hall Graue, Vice President, Strategic Partnerships and Business Development,
National Container Group
industrial packaging as part of their companies’
To make collection of industrial packaging containers
sustainability programs. Customers are increasingly
even easier for our customers and our customers’
interested not only in the positive cost aspects but also
customers we introduced the revised “NCG Recollect
in a better understanding of their product packaging’s
Service” as our globally harmonized recollection
environmental impact throughout their supply chains.
system for MAUSER / NCG. “NCG Recollect” comes
with multiple contact channels including phone, fax,
Based on our previous initiatives in life cycle assess-
mail, web-access and QR-code scanning.
ment (LCA) and simple environmental data sheets
(EDS) for the main products in our portfolio, we further
Recycle
developed our reporting systems to provide full
Responsible material recycling and the avoidance of
overview of the environmental benefits to be gained
waste are key components of any complete approach
by individual customers participating in our Eco-Cycle
to managing the container life cycle. Market accept-
Program. The two-page “Eco-Cycle Performance
ance and reputation of products produced from
Statement” summarizes the carbon emission and virgin
recycled materials unfortunately is not always as high
material savings based on the tracked return and reuse
as the consensus on the general need for material
rates of the individual customer.
recycling. MAUSER strives to close material cycles by
generating high-quality recycled materials out of
collected plastic packaging no longer suitable for
14
products And services
reconditioning while at the same time using the
growth in plastic packaging in this region. Market
generated recycling materials for the production of new
acceptance for packaging made from recycled plastics
plastic drums and IBC components. We are convinced
is high in South America, and we strive to increase our
that such an approach will become the key to address-
inbound stream of empty packaging to be recycled.
ing limited natural resources and environmental risks
such as are covered in the upcoming discussions
European operations saw a drop in absolute and
around “marine litter” caused by plastic materials.
relative use of recycled materials in 2012 because of
the lower usage of IBC plastic pallets, until now the
In 2012 we increased the absolute amount of recycled
major application for recycled plastics in our European
plastics converted to packaging and packaging
operations. Europe so far did not have in-house
components by 11 % compared to 2011. In relation to
recycling operations to generate high-quality PCR
the overall volume increase, the relative tonnage of
materials to be used in drum applications. In 2012
recycled plastic versus virgin material used dropped
MAUSER made a significant investment in a brand-
slightly from 5.2 to 5 %.
new in-house recycling center in Erkelenz, Germany.
Since May 2013 we have operated a highly sophisti-
Supported by the acquisition and integration of
cated plant generating high-quality washed and
Varicon Solutions, USA in February 2012 and back-
re-pelletized plastic materials from empty industrial
wards integration of some IBC components, our
packaging. As of this report we have gained UN certi-
operations in North America managed well in balancing
fication for a complete range of open-head and
recycled material inbound and outbound flow. The
tight-head drums to be produced from such high-quality
significant increase in absolute tonnage goes hand in
recycling material and are now in the position to offer
hand with increasing the relative percentage versus
our successful Infinity® plastic drum range in Europe as
virgin material.
well as elsewhere.
NCG South America recycling operations in Taubaté,
Brazil started successfully near the end of 2011. We
see an increase in absolute terms, and we are confident to soon reach a rate that matches our overall
Use of post consumer regrind (PCR) in MAUSER
Relative tonnage of PCR relating to total
HDPE consumption [%]
Absolute tonnage of
PCR used compared
to previous year [ %]
2011
2012
2012 vs. 2011
Europe
4.8
4.2
- 3.1
North America
5.2
5.4
+ 29.5
South America
9.5
9.2
+ 3.4
Global
5.2
5.0
+11.0
15
Competence to rely on – People
MAUSER operates with a value-based and sustain-
descriptions and benefit structures do not differentiate
able human resources policy that combines social
according to gender or other relevant discrimination
responsibility with a performance-oriented corporate
criteria. Females accounted for approximately 10 % of
culture. While the company continues to expand its
the entire workforce in 2012. Our TOP 40 employees
global presence by satisfying our customers’ needs,
are represented by eight different nationalities and
it is our efficient company structure that allows us
include one female. Any discrimination cases are dealt
to keep the overall number of employees on a level
with on a regional level and are reported to the Chief
comparable to that of the previous year. Our total
Compliance Officer on a quarterly basis. No complaints
employee count rose from 4,378 in 2011 to 4,391
were reported in 2012.
as of December 31, 2012.
Since 2010 MAUSER has evaluated management poFair and Open
sitions on a global basis guaranteeing fairness and
In its hiring, retention and compensation processes
competitiveness of salary structure. Unified compensa-
MAUSER follows strict compliance guidelines. Job
tion plans and a global target agreement process in all
16
people
WE QUALIFY
EXISTING
POTENTIALS
AS THE KEY
TO SUCCESS.
regions make sure that targets are consistent through-
transfer between the plants and a better individual
out the company. Annual performance appraisals and
feedback to the employees.
employee feedback are a continuous part of this
process.
The 2011 global employee satisfaction survey also
showed professional development and training as an
Listen to the Individual
area of importance to our employees. MAUSER’s
In 2011 MAUSER conducted a comprehensive em-
talent and performance management addresses the
ployee satisfaction survey, with employees rating the
top management, managers, especially promising
company high on “employee satisfaction and motiva-
non-managerial staff and young professionals alike.
tion” and “customer orientation”. After analyzing the
Since 2010 the company has conducted regular review
results of the survey in detail, MAUSER in 2012
cycles for succession planning and organizational
implemented detailed action plans on local and
development needs. A global target agreement process
regional levels. Specific topics addressed relate to
has been in place for 3 years.
improved intercompany communication, know-how
17
Numerical split of employees per December 2012 (Total: 4,391 employees)
Direct Workers
Indirect Workers
Temporary Workers
Machinery &
Holding
SBU Asia
SBU South
America
SBU North
America
SBU Europe
0
200
400
600
800
1000
1200
1400
1600
1800
Train to Improve
MAUSER continues its company- wide database on
Having focused on leadership training for the Global
training hours, established in 2010. Compared to
Leadership Team and the Extended Leadership team
previous years, current data reflects our increased
from the beginning of 2012, the company will address
efforts to provide dedicated training to individual
more individual training and coaching needs in the
employees. The main areas of increased training
future. To further support and encourage the compa-
efforts in 2012 were operational training related to the
ny’s identified high-impact performers, in 2012
start-up of our new plants in Singapore and China. In
MAUSER initiated cross-functional “acceleration
our North American plastic operations we initiated “The
teams” in its North American and European operations.
MAUSER School of Blow Molding”. This internally
As part of multinational teams employees were asked
developed modular concept of training sessions was
to engage in interdisciplinary projects in order to
well received as a profound knowledge platform for our
demonstrate their individual potential and to gain
blow molding operations.
experience in projects outside their usual work environment.
Training hours per employee in 2012
Asia
Europe*
NA
SA
Direct employees, training hours per person
122
9
14
10
Indirect employees, training hours per person
70
18
6
13
* European figures include machinery & holding
18
people
I enjoy working for MAUSER because of all the exciting projects
that I can be a part of. The possibility to bring up your own ideas
and actively influence the results including responsibility and
freedom at the same time is something special for me. Decisions are made in a
short period of time so that the fast paced environment makes every day work
dynamic and exciting. I believe, working at MAUSER is on the one
hand challenging yourself and on the other hand moving forward
and making very valuable experiences.”
Brian Demmer, Participant in MAUSER’s
dual study program / Controlling
Working Safely
Freedom of Choice
MAUSER has persistently and aggressively promoted
Where dictated by prevailing culture and governance,
a culture of safety since 2008. The results from the
MAUSER embraces and works closely with all relevant
2011 employee satisfaction survey demonstrate that
local work councils and trade unions. The majority of
all employees are highly aware of the importance of
company employees in South America and Europe are
health and safety within the company. After a strong
covered by collective bargaining agreements, while in
decrease in the past two years, the number of acci-
North America and Asia the percentage of employees
dents per one million hours worked stayed nearly
covered by these types of agreements is significantly
equivalent to the good 2011 results, with only 20 in
lower. Employee advocates represent the interests of
2012. Overall, the company is seeing positive results
the workforce in dealings with management in almost
from the safety programs that have been put into place.
all regions.
Compared to 2011 the severity rate of accidents as
benchmarked dropped by almost 50 % in 2012.
Safety indicators 2010 – 2012
2010
2011
2012
Number of accidents with incapacitation for at least
one day per 1 million hours worked (FR0t)
7.7
4.1
10.1
Number of accidents without incapacitation
per 1 million hours worked (FR1t)
16.5
15.5
9.9
Severity rate (average lost working days per accident)
(SR0t)
31.9
53.6
27.3
19
Aware of what we do – Environmental management
At MAUSER we strive to offer the market the most
of this standard in this specific region we dropped
sustainable packaging solutions possible. We are
official ISO 14001 certification for our North American
aware that we have to use natural resources responsi-
operations in 2012. All other MAUSER manufacturing
bly in our own operations in order to achieve that goal.
locations, including our new operations in China, are
Efficiency in conserving material and energy, coupled
ISO 14001 certified. Early in 2013 we successfully
with innovation in processes and products, are ele-
obtained ISO 50001 certification for the energy
ments of our manufacturing philosophy.
management system in place at our German locations.
Environmental Awareness
Environmental issues and environmental compliance
Environmental compliance and awareness of environ-
within MAUSER is managed by the global SHEQ
mental issues are essential parts of our day-to-day
(Safety, Health, Environment and Quality) network.
operations. Appropriate management systems provide
SHEQ trustees are appointed for each legal entity and
effective guidance to our employees. All our manufac-
report to SHEQ officers who are in place for all busi-
turing locations are ISO 9001 certified. Our environ-
ness units. Coordination between the individual SHEQ
mental management follows the letter and the spirit of
trustees in our NCG reconditioning locations exists on
ISO 14001. Because of a limited market acceptance
a regional level.
20
Environmental management
as our world
is unique
DEVELOPING
THE FUTURE
hAS A HIGHLY
PERSONAL
IMPACT.
Certification of individual NCG plants in different
Our energy management program tracks energy data
regions of the world confirms the high level of environ-
on a global level based on year-end results.
mental stewardship in our reconditioning operations.
292.500 gigawatt hours of electricity was consumed in
Responsible Consumption
2012, marking an absolute increase of approximately
Raw materials and amounts of raw materials used are
5 % compared to data reported for 2011. In relation to
of great significance for the environmental footprint and
overall business growth of 5.2 % in the same time
the economics of our products. The largest volumes of
period our relative energy consumption decreased
raw materials used by MAUSER are steel and plastic.
by - 1 %. Overall use of natural gas was approximately
In 2012 we converted approximately 207,000 tons of
147.200 gigawatt hours, marking a relative increase of
plastic materials, of which the majority was high-densi-
about 2 % (absolute 7 %) compared to the previous
ty polyethylene. Approximately 302,000 tons of steel
year’s level. Water is mainly used for cooling purposes
were used for production of steel drums and IBC
in our manufacturing processes. Water use is linked to
cages. Consumption of plastic materials increased 5 %
washing and cleaning processes in our reconditioning
compared to the previous year. The amount of metal
plants. Most of the systems in place are closed-loop
used remained equal to the previous year.
systems that reuse water multiple times.
21
The responsible use of energy and resources is nowadays a matter-ofcourse for sustainably operating organizations. The systematic approach
of an energy management system allows us to achieve continuous improvement on energy-related performance, efficiency and savings. We are proud
that the recently gained ISO 50001 certification by TÜV SÜD for the MAUSER
plants in Germany confirms the high level of our energy management
systems. In the end it is not about the certification but about the awareness for energy-related improvement of our processes.
Juergen Scheel, Safety, Health, Environment, Quality SBU Europe
The amount of water consumed in 2012 was close to
operations to support optimizing production capacity for
343,000 m , which compared to the 2011 level is a
regional coverage and customer proximity.
3
relative decrease of - 2 % but an absolute increase of
nearly 3 %.
At MAUSER / NCG, trucks are the most relevant mode
of transport. In 2012 combined inbound and outbound
2012 consumption of propane gas was at 12,300
truck transport covered approximately 65,000,000 km,
gigawatt hours, which amounts to a - 1 % relative
which is close to the 2011 level. The contribution of
decrease (4 % absolute increase) versus the 2011
inbound transport to total transport is currently at 30 %.
data. As we moved from linear to cyclic management
of industrial packaging and packaging materials,
Carbon Footprint
efficient logistics became even more important. In
Based on our 2010 and 2011 assessment we are
cooperation with our logistic partners, MAUSER
aware that electricity, natural gas and truck transport
continuously investigates optimization of truck utiliza-
contribute the majority to our company’s carbon
tion and transport distances. A central logistical
footprint. Our 2012 emission inventory showed similar
management system was installed at our European
results.
Raw Materials (in 1,000 of tons)
Electricity (GWh)
Natural Gas (GWh)
350
350,000
300
300,000
250
250,000
200
200,000
150
150,000
100
100,000
50
50,000
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
0
22
Steel
HDPE
Environmental management
0
2012
2012
Carbon emission equivalent related to main impact
categories
Regional split of carbon emission
equivalents
3 %
3 %
25 %
61,7 %
1,0 %
Electricity
Water
Natural Gas
Propane Gas
Transport
41 %
53 %
12,3 %
South America
North America
Europe
Asia
0,1 %
CO2 emissions related to these main impacts catego-
Waste
ries for 2012 were at 213 kilotons of CO2 equivalents
Though there was no explicit tracking of the use
which amounts to a relative decrease of - 1 % and an
of refrigerants in 2012, based on the setup of our
absolute increase of 4 % in emissions compared to
organization and the overall business development
previous year data. Contributing most to the emissions
we assume it to be on the previous year’s level of
were electricity (62 %) and truck transport (25 %),
approximately 6,200 kg. This figure indicates the
followed by natural gas (12 %).
amount of ozone-depleting substances used within
MAUSER operations. During the year we generated
In the regional split of CO2 emissions related to main
approximately 41 kilotons of solid and liquid waste.
impact categories in 2012, North America contributed
The majority was linked to easy-to-recycle fiber, steel
the majority (53 %), followed by Europe (41 %). South
and plastic waste from our operations. About 12 % of
America (3 %) and Asia (3 %) showed significantly
our waste is classified as hazardous. Only licensed
lower carbon emissions.
and approved contractors are allowed to remove
hazardous materials from MAUSER sites in accordance with local authorities and regulations.
Water (m3)
Propane Gas (GWh)
Truck transport (in 1,000 of km)
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
14,000
70,000
12,000
60,000
10,000
50,000
8,000
40,000
6,000
30,000
4,000
20,000
2,000
10,000
2012
0
0
2012
South America
North America
2012
Europe
Asia
23
Numbers that count – Finance & Growth
In terms of revenues and EBITDA 2012 has been
providing new capital injection in April 2012. Based
another year of robust financial performance for
on its sustainable business performance the company
MAUSER. Based on its sustainable business model
fully met all requirements of credit contracts and in
MAUSER for the third year in a row achieved its best
May 2013 received overwhelming support of its lenders
financial results in history, with an all-time high EBITDA
to amend and extend maturities. Based on its robust
of € 134 million in 2012.
financial performance MAUSER was able consequently
to follow its strategy of selective growth by regional
MAUSER faces strong and stable shareholder support
expansion and acquisitions.
through its owner Dubai International Capital LLC’s
Key financial figures on 2012 business
Figures in 1,000 Euros
2010
2011
2012
1,038,359
1,111,502
1,160,533
Operating costs
777,777
834,041
863,073
Employee wages & benefits
145,049
152,293
163,039
Payments to providers of capital
47,274
44,586
47,374
Payments to government
5,721
6,378
22,336
Revenues
24
Finance & growth
LET’S MAKE IT CLEAR
AND TRANSPARENT:
WITH PRECISION WE
DRIVE PROGRESS.
Major projects realized in 2012:
Jan. 2012:
Installation of new IBC bottle blow molding machine in Houston, USA
Feb. 2012:
Acquisition of Varicon Solutions, USA
March 2012: Start of plastic drum production in Gebze, Turkey
May 2012:
Start of JV with Bressan Inovações Ambientais in Canoas, Brazil
June 2012:
Opening of IBC and plastic drum production in Gliwice, Poland
June 2012:
Start of JV with Weiss Tankwagenreinigung GmbH in Zwingenberg, Germany
July 2012:
Acquisition of majority of the shares of Container Solutions South Africa, South Africa
Sept. 2012:
Opening of new steel drum factory in Singapore
Sept. 2012:
Opening of new steel drum, plastic drum and IBC plant in Jiangyin City, China
Sept. 2012:
Affiliation agreement with Industrial Container Services Inc. (ICS), USA, on reconditioning services
in connection with sale of MAUSER’s North American steel drum reconditioning operations to ICS
Major projects initiated in 2012 as the year under review that will have materialized in 2013
by the time of this report’s publication are:
Jan. 2013:
Opening of new fiber drum factory in The Woodlands, USA
April 2013:
Start of JV on manufacturing of composite IBCs with Plastienvases, Mexico
April 2013:
Acquisition of Armco Industries, Canada
May 2013:
Inauguration of plastic recycling center in Erkelenz, Germany
May 2013:
Start of IBC bottle production in Romeoville, USA
July 2013:
Acquisition of California Fiber Drum in Merced, USA
The revised midterm plan shows further organic growth as
well as growth by acquisitions, greenfield investments and
the creation of additional product lines in existing plants.
25
Maximum security is our concern – Compliance
MAUSER’s success builds on being innovative,
Play to the Rules
quality-driven, reliable and fair. This includes observing
The setup of MAUSER’s compliance organization has
and applying both company-specific and statutory
not been changed during the reporting period. Compli-
regulations as outlined in our Code of Conduct. All our
ance trustees and compliance officers are appointed
operations respect applicable laws, and we expect our
for each legal entity and business function and report
employees and business partners to do the same.
to the Chief Compliance Officer. Semi-annual team
MAUSER’s Code of Conduct is in line with the interna-
meetings are supplemented by a “whistle blower” hot-
tional standards as used by the Institute of Public
line with direct communication to the Chief Compliance
Auditors in Germany (IDW).
Officer for any employee who suspects company
policies are being violated.
To further increase awareness of our sustainability and
compliance principles throughout our supply chain we
As in previous years our compliance organization in
introduced our Supplier Code of Conduct in November
2012 has again proved to be effective and successful.
2012. This document defines our expectations towards
Out of a total of five complaints reported, one incident of
our suppliers with regard to ethics, labor practices,
corruption was deemed to have material significance to
employees’ health and safety, the environment and
the company. The critical issue reported has been
implementation of respective management systems.
investigated in detail by our compliance organization,
Please refer to for the full text of the MAUSER Code of
and the respective master process in our Asian organi-
Conduct and the MAUSER Supplier Code of Conduct.
zation has been changed to avoid similar issues in the
26
compliance
OUR CLOSE
LOOK FOR
EACH DETAIL
MAKES
PROCESSES
MORE
SECURE.
future. The organization’s anti-corruption policies and
MAUSER code of conduct and compliance guidelines
procedures are core elements in our Code of Conduct.
are shared with all new employees as part of the
All reported items have been dealt with in a professional
company’s new-hire orientation program. A basic
and structured way that is in accordance with our
training in code of conduct and the related compliance
corporate compliance policy.
guidelines on, for example, anti-corruption, antidiscrimination and human rights has been given to all employ-
Minimizing Risk
ees during recent years. Annual refresher training with
To further ensure positive and sustainable develop-
specific focus on the topics of adherence to cartel law,
ment of company performance, MAUSER continued
anti-corruption, export control and IT security is given
comprehensive risk assessment based upon the
to all indirect employees in reference to their business
COSO II Enterprise Risk Management model, taking
function.
into account a broad spectrum of strategic, financial,
operational and compliance risks. Despite the one
Responsibility to Lead
issue described, no other risks related to corruption
Minimizing environmental risk with industrial packaging
have been identified in our core business processes
produced and serviced by MAUSER goes hand in hand
and business units within this procedure. MAUSER
with outstanding product quality and adherence to the
was not subject to any significant governmental fines
strict regulations that ensure the safe transport of our
or penalties for anti-competitive behavior, antitrust
customers’ products.
and monopoly practices.
27
Complaints per 1,000 deliveries
2010
2011
2012
7
6
5
4
3
2
1
0
Total
SBU Asia
SBU Europe
SBU North America
SBU South America
Our involvement in trade associations and expert
Reduce Mistakes
working groups enables us to take a proactive, coop-
Our customers and their satisfaction are core concerns
erative and compliant stance to ensure that we follow
in all of our activities. MAUSER went into full operation
both the letter and spirit of the applicable laws and
in 2012 with a new intranet-based customer relations
standards that govern proper use of our products.
management system that had been introduced in 2011
to further harmonize interaction with our clients on a
We participate in multiple industry expert forums,
global basis. With the implementation of the new
such as the advisory board of ICPP (International
system, transparency of available customer and market
Confederation of Plastic Packaging Manufacturing) at
information has increased significantly. A unified
the regular sessions of the United Nations Subcommit-
complaint management system has been integrated
tee of Experts for the Transportation of Dangerous
into the new CRM-software as one of its key elements.
Goods. This governing body defines the basic rules
for current and future regulations on transportation of
In the year under review, the total number of com-
dangerous goods. We work closely with the competent
plaints per 1,000 deliveries compared to the previous
authorities to ensure regulatory compliance of our
year decreased from 4.0 to 3.8. This 5 % reduction
products and services for today and going forward.
is proof positive of our continuous efforts in global
By doing so, we minimize our risk exposure related
harmonization of our quality and complaint procedures
to any non-compliance. MAUSER was not subject to
during recent years. For the second year in a row our
any significant incidents of non-compliance with
operations in different regions show quality perfor-
regulations concerning health and safety impacts of
mance on a comparably high level. The minor increase
our products and services or the labeling and service
in the complaint rate seen in our Asian and North
information provided with them during 2012. All of
American operations mainly is to be accounted for
our packaging that is intended for use with hazardous
in the context of disruptions during the startup of
goods is marked with regulatory information regarding
our new plants in those regions.
the appropriate use of such containers.
Sustainable quality improvement across all regions and
the timely analysis of quality data achieved remains a
clear focus for the upcoming year.
28
compliance
IT’S OUR
PRINCIPLE
TO KEEP
YOU WELL
INFORMED.
Reporting Principles
This report is the annual sustainability report for the
Scope and reporting process
MAUSER Group during 2012. Quantitative data
The content of this report has been gathered by the
reported refers to business activities in 2012. Further
global sustainability management team in close
applicable documentation on specific projects and
cooperation with regional and functional managers in
initiatives materialized in 2013 by the time of this
the organization. It has been reviewed and agreed with
report’s publication are referenced in case such
by the main members of the Executive Committee.
information leads to a better understanding of the
Quantitative data provided in the report is derived from
company’s overall development and achievements.
regular cross-regional reporting of main sustainabilityrelated key performance indicators. The information
Our 2012 sustainability report complies with the
provided in the report reflects the sustainability inter-
guidelines of the Global Reporting Initiative (GRI-G3),
ests of the main identified stakeholder groups that we
Application level B. It has not been audited by an
see as our customers, our employees, our sharehold-
external party, but it has been checked by GRI. For
ers and various associations we are active in.
GRI Application Level Check Statement please refer to
the GRI index table at the end of this report.
Boundary of the report
The report includes all 100 %-owned MAUSER and
NCG operations. In line with previous sustainability
reporting, all joint ventures in which MAUSER holds a
majority share are included; joint ventures in which
MAUSER holds a minority share are left out completely. Information inapplicable to MAUSER / NCG activities
is listed as such in the pertinent sections of the report.
Reporting Principles
29
GRI Content Index – GRI Application Level B
Indicator Description
Reported
Reference / Answer
Strategy and Analysis
1.1
Statement from the most senior decision-maker of the organization.
Fully
Pages 2-3
1.2
Description of key impacts, risks, and opportunities.
Fully
Pages 4-9
Organizational Profile
2.1
Name of the organization.
Fully
Cover, Backpage
2.2
Primary brands, products, and/or services.
Fully
Page 5, Graph Page 7
2.3
Operational structure of the organization.
Fully
Page 7, Graph Page 6, (*)
2.4
Location of organization’s headquarters.
Fully
Page 4
2.5
Number of countries where the organization operates and names of countries with major operations
Fully
Page 6
2.6
Nature of ownership and legal form.
Fully
Page 24
2.7
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
Fully
Graph Page 7
2.8
Scale of the reporting organization.
Partially
Pages 24-25, (*)
2.9
Significant changes during the reporting period regarding size, structure, or ownership.
Fully
Page 7, Page 25
2.10
Awards received in the reporting period.
Fully
Page 11
Report Parameters
3.1
Reporting period (e.g., fiscal/calendar year) for information provided.
Fully
Cover, Page 29
3.2
Date of most recent previous report (if any).
Fully
2011
3.3
Reporting cycle (annual, biennial, etc.).
Fully
Page 29, annual
3.4
Contact point for questions regarding the report or its contents.
Fully
[email protected]
3.5
Process for defining report content.
Fully
Page 29
3.6
Boundary of the report.
Fully
Page 29
3.7
State any specific limitations on the scope or boundary of the report.
Fully
Page 29
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities.
Fully
Page 29
3.9
Data measurement techniques and the bases of calculations.
Fully
Data from annual fiscal reporting and
operational KPIs.
3.10
Explanation of the effect of and reason for any re-statements of information provided in earlier reports.
Fully
No re-statements versus 2011 report.
3.11
Significant changes from previous reporting in the scope, boundary, or measurement methods applied in the report.
Fully
No significant changes.
3.12
Table identifying the location of the Standard Disclosures in the report.
Fully
Pages 30-31
3.13
Policy and current practice with regard to seeking external assurance for the report.
Fully
Page 29, no external assurance
Governance, Commitments and Engagement
4.1
Governance structure of the organization.
Fully
Pages 7-9
4.2
Indicate whether the Chair of the highest governance body is also an executive officer.
Fully
Chair is not an executive officer.
4.3
Number of members of the highest governance body that are independent and/or non-executive members.
Fully
Four non-executives, one independent
(chairman)
Fully
4.4
Mechanisms for shareholders and employees to provide recommendations/direction to the highest governance body.
4.5
Linkage between compensation for members of the highest governance body, senior managers, and executives and the orgaFully
nization’s performance (including social and environmental performance).
Pages 8-9, Page 19
4.6
Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Fully
Pages 26-27
4.7
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the
organization’s strategy on economic, environmental, and social topics..
Partially
Several advisory board meetings per year.
Members appointed by shareholders.
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental,
and social performance and the status of their implementation.
Fully
Page 26
4.9
Procedures of the highest governance body for overseeing the organization’s identification and management of economic,
environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
Fully
Page 9, Pages 26-27
4.10
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmenFully
tal, and social performance.
4-5 times a year advisory board meetings
4.11
Explanation of whether and how the precautionary approach or principle is addressed by the organization.
Fully
Page 27
4.12
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization
subscribes or endorses.
Fully
Page 11, Pages 26-27, United Nations
Global Compact Initiative, United Nations‘
Universal Declaration of Human Rights
Pages 16-17
4.13
Memberships in associations (such as industry associations) and/or national/international advocacy .
Fully
Page 9, Page 10, Page 28
4.14
List of stakeholder groups engaged by the organization.
Fully
Page 29
4.15
Basis for identification and selection of stakeholders with whom to engage.
Fully
Page 8, Page 9
4.16
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
Fully
Pages 8-9, Pages 10-11
4.17
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to
Fully
those key topics and concerns, including through its reporting.
Page 8, Page 9, Page 10, Page 14
Economic Performance
EC1
Direct economic value generated and distributed.
Partially
EC2
Financial implications and other risks and opportunities for the organization’s activities due to climate change.
Not
EC3
Coverage of the organization’s defined benefit plan obligations.
Not
EC4
Significant financial assistance received from government.
Fully
EC5
Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.
Not
EC6
Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
Not
EC7
Procedures for local hiring and proportion of senior management hired from the local community.
Not
EC8
Development and impact of infrastructure investments and services provided primarily for public benefit.
Not
EC9
Understanding and describing significant indirect economic impacts, including the extent of impacts.
Not
Page 24, (*)
No financial assistance received.
Environmental Performance
EN1
Materials used by weight or volume.
Partially
Page 21, Page 22 (mains materials)
EN2
Percentage of materials used that are recycled input materials.
Fully
Page 13, Page 15
EN3
Direct energy consumption by primary energy source.
Fully
Page 21, Page 22 (547,200,000 GJ)
EN4
Indirect energy consumption by primary source.
Fully
Page 21, Page 22 (1,053,000,000 GJ)
EN5
Energy saved due to conservation and efficiency improvements.
Not
EN6
Initiatives to provide energy-efficient or renewable energy- based products and services, and reductions in energy requirements as a result of these initiatives.
Not
EN7
Initiatives to reduce indirect energy consumption and reductions achieved.
Not
EN8
Total water withdrawal by source.
Fully
EN9
Water sources significantly affected by withdrawal of water.
Not
Page 22, Page 23 (mains water)
EN10
Percentage and total volume of water recycled and reused.
Partially
Page 21 (majority, but no explicite data)
EN11
Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas.
Fully
No land managed in respective areas.
EN12
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high
biodiversity value outside protected areas.
Partially
Page 9, „Marine litter“ in reference to
plastic packaging.
EN13
Habitats protected or restored.
Not
EN14
Strategies, current actions, and future plans for managing impacts on biodiversity.
Partially
Page 9, Page 15. Engage in relevant
associations activities, in-house material
recollection & recycling.
Fully
Not aware on any such species affected by
our operations.
Number
of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by
index
30EN15 GRI
level of extinction risk.
EN16
Total direct and indirect greenhouse gas emissions by weight.
Fully
Page 23, (*)
EN17
Other relevant indirect greenhouse gas emissions by weight.
Fully
Page 23
EN9
Water sources significantly affected by withdrawal of water.
Not
EN10
Percentage and total volume of water recycled and reused.
Partially
Page 21 (majority, but no explicite data)
EN11
Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas.
Fully
No land managed in respective areas.
Partially
Page 9, „Marine litter“ in reference to
plastic packaging.
Not
Reported
Reference / Answer
Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high
EN12
biodiversity value outside protected areas.
GRI Content Index – GRI Application Level B
EN13
Habitats protected or restored.
Indicator Description
Strategy and Analysis
EN14
1.1
Strategies, from
current
and future
plans for managing
impacts on biodiversity.
Statement
theactions,
most senior
decision-maker
of the organization.
Partially
Fully
1.2
Description of key impacts, risks, and opportunities.
Fully
Page 9, Page 15. Engage in relevant
associations
Pages
2-3 activities, in-house material
recollection
Pages
4-9 & recycling.
Fully
Fully
Fully
Fully
Not aware on any such species affected by
our operations.
Cover,
Backpage
Page 5,
23,Graph
(*) Page 7
Page
Number
of le
IUCN Red List species and national conservation list species with habitats in areas affected by operations, by
Organizational
Profi
EN15
level ofofextinction
risk.
2.1
Name
the organization.
EN16
2.2
EN17
2.3
EN18
2.4
Total direct
and indirect
greenhouse
gas emissions by weight.
Primary
brands,
products,
and/or services.
Other relevant
indirectofgreenhouse
gas emissions by weight.
Operational
structure
the organization.
Initiativesoftoorganization’s
reduce greenhouse
gas emissions and reductions achieved.
Location
headquarters.
Fully
Fully
Not
Fully
2.5
EN19
2.6
EN20
2.7
EN21
2.8
Number
of of
countries
where thesubstances
organization
Emissions
ozone-depleting
byoperates
weight. and names of countries with major operations
Nature of ownership and legal form.
NOx, SOx, and other significant air emissions by type and weight.
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
Total water
quality and destination.
Scale
of thedischarge
reporting by
organization.
Fully
Fully
Fully
Not
Fully
Not
Partially
Pages 24-25, (*)
Fully
Partially
Fully
Page 7,
23Page 25
Page
11 cant spills reported in 2012.
No signifi
2.9
Signifi
cant changes
theand
reporting
period
regarding size, structure, or ownership.
EN22
Total weight
of wasteduring
by type
disposal
method.
2.10
Awards
received
the reporting
period.
EN23
Total number
andinvolume
of signifi
cant spills.
Report Parameters
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention
EN24
Annex I, II,period
III, and(e.g.,
VIII, fiand
percentage
of transported
waste
shipped internationally.
3.1
Reporting
scal/calendar
year)
for information
provided.
Not
Fully
3.2
EN25
3.3
EN26
3.4
EN27
3.5
EN28
3.6
EN29
3.7
EN30
3.8
Fully
Not
Fully
Fully
Fully
Fully
Fully
Fully
Fully
Partially
Fully
Not
Fully
Identity,
size, recent
protected
status,report
and biodiversity
value of water bodies and related habitats significantly affected by the reportDate
of most
previous
(if any).
ing organization’s discharges of water and runoff.
Reporting cycle (annual, biennial, etc.).
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
Contact point for questions regarding the report or its contents.
Percentage of products sold and their packaging materials that are reclaimed by category.
Process for defining report content.
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance.
Boundary of the report.
Significant environmental impacts of transporting products and other goods and materials.
State any specific limitations on the scope or boundary of the report.
Total environmental
protection
expenditures
and investments
by type.
Basis
for reporting on
joint ventures,
subsidiaries,
leased facilities,
outsourced operations, and other entities.
Social Performance / Labor Practices and Decent Work
3.9
Data measurement techniques and the bases of calculations.
LA1
Total workforce by employment type, employment contract, and region.
3.10
Explanation of the effect of and reason for any re-statements of information provided in earlier reports.
LA2
Total number and rate of employee turnover by age group, gender, and region.
3.11
Significant changes from previous reporting in the scope, boundary, or measurement methods applied in the report.
LA3
3.12
Benefiidentifying
ts providedthe
to location
full-time of
employees
that Disclosures
are not provided
temporary or part-time employees
Table
the Standard
in thetoreport.
3.13
Policy
and current
practicecovered
with regard
to seeking
external assurance
for the report.
LA4
Percentage
of employees
by collective
bargaining
agreements.
Governance, Commitments and Engagement
LA5
Minimum notice period(s) regarding significant operational changes.
4.1
Governance structure of the organization.
LA6
Percentage
of total
represented
in formal joint
management-worker
and safety committees.
4.2
Indicate
whether
theworkforce
Chair of the
highest governance
body
is also an executivehealth
officer.
LA7
4.3
LA8
4.4
LA9
4.5
LA10
4.6
Rates of of
injury,
occupational
diseases,
lost days,body
and that
absenteeism,
and number
work-related fatalities
by region.
Number
members
of the highest
governance
are independent
and/orofnon-executive
members.
Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or
Mechanisms
for
shareholders
and
employees
to
provide
recommendations/direction
to
the
highest
governance
body.
community members regarding serious diseases.
Linkage between compensation for members of the highest governance body, senior managers, and executives and the orgaHealth and safety topics covered in formal agreements with trade unions.
nization’s performance (including social and environmental performance).
Average hours
of training
year governance
per employee
by employee
Processes
in place
for theper
highest
body
to ensure category.
conflicts of interest are avoided.
Process
the qualifiand
cations
andlearning
expertise
of support
the members
of the highest
governance
body for guiding the
Programsforfordetermining
skills management
lifelong
that
the continued
employability
of employees.
organization’s strategy on economic, environmental, and social topics..
Percentage of employees receiving regular performance and career development reviews.
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental,
Composition
of governance
andofbreakdown
of employees per category according to gender, age group, minority
and
social performance
and bodies
the status
their implementation.
group membership, and other indicators of diversity.
Procedures of the highest governance body for overseeing the organization’s identification and management of economic,
LA14
Ratio of basic salary
of men
to women by
employee
category.
4.9
environmental,
and social
performance,
including
relevant
risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
Social Performance / Human Rights
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmen4.10
tal,
and social
performance.
HR1
Percentage
and
total number of significant investment agreements that include human rights clauses.
4.11
Explanation of whether and how the precautionary approach or principle is addressed by the organization.
HR2
Percentage of significant suppliers and contractors that have undergone screening on human rights.
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization
4.12
subscribes
HR3
Total hours or
of endorses.
employee training on policies and procedures concerning aspects of human rights.
LA11
4.7
LA12
4.8
LA13
HR4
4.13
4.14
HR5
4.15
HR6
4.16
HR7
4.17
HR8
Total number of incidents of discrimination and actions taken.
Memberships in associations (such as industry associations) and/or national/international advocacy .
Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk,
List of stakeholder groups engaged by the organization.
and actions taken to support these rights.
Basis for identification and selection of stakeholders with whom to engage.
Operations identified as having significant risk for incidents of child labor.
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
Operations identified as having significant risk for incidents of forced or compulsory labor,
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to
Percentage
of security
personnel
trained through
in the organization’s
those
key topics
and concerns,
including
its reporting.policies concerning aspects of human rights.
Fully
Fully
Fully
Not
Fully
Page 7,
23Graph Page 6, (*)
Page
Page 4
Page
6,200 6kg
Page 24
Graph Page 7
Cover, Page 29
2011
Page 29, annual
Pages 11-15
[email protected]
Page 13, Page 15
Page 29
Page 28
Page 29
Page 23 (truck transport)
Page 29
Page 29
Data from annual fiscal reporting and
operational
Page 18 KPIs.
No re-statements versus 2011 report.
No significant changes.
Not
Fully
Pages 30-31
Fully
Partially
Page
external
assurance
Page 29,
19. no
Only
qualitative
data.
Not
Fully
Not
Fully
Chair is not an executive officer.
Fully
Fully
Pages 7-9
Four
independent
Pagenon-executives,
19. No fatalities one
in 2012.
(chairman)
Not
Fully
Pages 8-9, Page 19
Not
Fully
Pages 16-17
Fully
Fully
Page 18
Pages
26-27
Not
Partially
Partially
Fully
Partially
Several advisory board meetings per year.
Members appointed by shareholders.
Page 17, Only qualitative data.
Page 26
Page 16
Not
Fully
Page 9, Pages 26-27
Fully
Partially
Fully
Partially
4-5
timesscreening
a year advisory
board
meetings
Inherent
in place.
No percentage
recorded yet.
Page 27
MAUSER Supplier Code of Conduct. No
Page
11, Pages
26-27,
United Nations
percentage
recorded
yet.
Global Compact Initiative, United Nations‘
Page 27. No count on hours available.
Universal Declaration of Human Rights
Page 16. No incidents reported.
Page 9, Page 10, Page 28
Fully
Partially
Fully
Fully
Fully
Page
None.29
Mauser Human Rights Position. (*)
Fully
Fully
Fully
Fully
Page 8, Page 9
None. Mauser Human Rights Position. (*)
Pages 8-9, Pages 10-11
Mauser Human Rights Position. (*)
Fully
Not
Page 8, Page 9, Page 10, Page 14
Economic
Performance
HR9
Total
number of incidents of violations involving rights of indigenous people and actions taken.
EC1
Direct economic
value generated and distributed.
Social Performance
/ Society
Fully
Partially
No issue reported in 2012.
Page 24, (*)
EC2
SO1
EC3
SO2
EC4
Not
Not
Not
Fully
Fully
SO3
EC5
SO4
EC6
SO5
EC7
SO6
EC8
Financial
implications
and other risks
andprograms
opportunities
for the organization’s
activities
duethe
to climate
Nature, scope,
and effectiveness
of any
and practices
that assess and
manage
impactschange.
of operations on communities, including
entering, operating,
and exiting.
Coverage
of the organization’s
defined benefi
t plan obligations.
Percentage
and
total
number
of
business
units
analyzed
for
risks
related
to
corruption.
Significant financial assistance received from government.
Percentage
of employees
in organization’s
anti-corruption
policieswage
and procedures.
Range
of ratios
of standardtrained
entry level
wage compared
to local minimum
at significant locations of operation.
Actionspractices,
taken in response
to incidents
of corruption.
Policy,
and proportion
of spending
on locally-based suppliers at significant locations of operation.
Public policyfor
positions
and and
participation
in of
public
policy
development
and
lobbying.
Procedures
local hiring
proportion
senior
management
hired
from
the local community.
Total value of and
financial
andofin-kind
contributions
to political
and related
institutions
by
Development
impact
infrastructure
investments
and parties,
servicespoliticians,
provided primarily
for public
benefi
t. country.
SO7
Total number ofand
legal
actions for
anti-competitive
and monopoly
practices
and their outcomes.
EC9
Understanding
describing
signifi
cant indirect behavior,
economicanti-trust,
impacts, including
the extent
of impacts.
SO8
Monetary
value of significant fines and total number of non-monetary sanctions for non-compliance with regulations.
Environmental
Performance
Partially
Not
Fully
Not
Fully
Not
Fully
Not
Page
27. 100%
business
units analyzed.
No
financial
assistance
received.
Page 27. No percentage available.
Pages 26-27
Page 9
Page 9
Fully
Not
Fully
Page 27
Page 27
Partially
Page 21, Page 22 (mains materials)
Fully
Fully
Fully
Fully
Page
Page 13,
28 Page 15
Page 21, Page 22 (547,200,000 GJ)
28. Page
No incident
reported.
Page 21,
22 (1,053,000,000
GJ)
Not
Fully
Not
Page 28
Social Performance
/ Product
Responsibility
EN1
Materials used
by weight
or volume.
Life cycle stages
in whichused
health
impacts
products and services are assessed for improvement, and percentage
EN2
Percentage
of materials
thatand
aresafety
recycled
input of
materials.
PR1
of significant products and services categories subject to such procedures.
EN3
Direct energy consumption by primary energy source.
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of
PR2
EN4
Indirect
consumption
primary
source.
productsenergy
and services
during by
their
life cycle,
by type of outcomes.
EN5
Energy
due
toservice
conservation
and effi
ciency by
improvements.
Type of saved
product
and
information
required
procedures, and percentage of significant products and services subject
PR3
Initiatives
to providerequirements.
energy-efficient or renewable energy- based products and services, and reductions in energy requireto such information
EN6
ments
as a result
of theseof
initiatives.
Total number
of incidents
non-compliance with regulations and voluntary codes concerning product and service information
PR4
and labeling,
by typeindirect
of outcomes.
EN7
Initiatives
to reduce
energy consumption and reductions achieved.
Fully
Not
Page 28. No incident reported.
PR5
EN8
Practices
to customer
satisfaction, including results of surveys measuring customer satisfaction.
Total
waterrelated
withdrawal
by source.
Fully
6, Page
Page
28 water)
Page 22,
Page8,23
(mains
EN9
PR6
EN10
Programs
for adherence
to affected
laws, standards,
and voluntary
Water
sources
significantly
by withdrawal
of water.codes related to marketing communications, including advertising,
promotion, and
Percentage
andsponsorship.
total volume of water recycled and reused.
Total number
of incidents
of non-compliance
with regulations
and voluntary
codes
concerning
marketing
communications,
Location
and size
of land owned,
leased, managed
in, or adjacent
to, protected
areas
and areas
of high biodiversity
value
includingprotected
advertising,
promotion, and sponsorship by type of outcomes.
outside
areas.
Not
Not
Partially
Page 21 (majority, but no explicite data)
Fully
Fully
Page
28.managed
No incident
reported. areas.
No
land
in respective
Fully
Partially
Fully
Not
No incident
reported.
Page
9, „Marine
litter“ in reference to
plastic packaging.
Page 28. No incidents reported.
PR7
EN11
PR8
EN12
PR9
EN13
Total number
substantiated
complaints
regarding
breaches
of customer
privacy and
of customer
Description
ofof
signifi
cant impacts
of activities,
products,
and services
on biodiversity
in losses
protected
areas anddata.
areas of high
Monetary value
ofoutside
significant
fines for
non-compliance with laws and regulations concerning the provision and use of products
biodiversity
value
protected
areas.
and services.
Habitats
protected or restored.
(*) For more detailed GRI Content Table including full DMAs and referenced documents like MAUSER Code of Conduct, MAUSER Supplier Code of Conduct and
Page 9, Page 15. Engage in relevant
MAUSER Human Rights Position please refer to http://www.mausergroup.com/de/en/company/sustainability.3371.html
EN14
Strategies, current actions, and future plans for managing impacts on biodiversity.
Partially
EN15
Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by
level of extinction risk.
Fully
MAUSER / NCG welcome your feedback to this report. Please send your comments to [email protected].
associations activities, in-house material
recollection & recycling.
Not aware on any such species affected by
our operations.
EN16
Total direct and indirect greenhouse gas emissions by weight.
Fully
Page 23, (*)
EN17
Other relevant indirect greenhouse gas emissions by weight.
Fully
Page 23
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved.
Not
31
MAUSER Holding GmbH
REGIONAL HEADQUARTERS
NCG
Schildgesstraße 71-163
50321 Brühl, Germany
Phone:+49 (0) 2232 78-1000
Fax: +49 (0) 2232 78-1202
SBU Asia
National Container Group LLC
3620 West 38th Street
Chicago, IL 60632, USA
Phone:+1 (0) 773 847-7575
Fax: +1 (0) 773 847-7557
[email protected]
www.mausergroup.com
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Changning District, 200051 Shanghai,
China
Phone:+86 (21) 6237 2800
Fax: +86 (21) 6237 2801
[email protected]
www.nationalcontainer.com
SBU Europe
NCG Europe
MAUSER-Werke GmbH
Schildgesstraße 71-163
50321 Brühl, Germany
Phone:+49 (0) 2232 78-1000
Fax: +49 (0) 2232 78-1202
NCG Europe GmbH
Schildgesstraße 71-163
50321 Brühl, Germany
Phone:+49 (0) 2232 78-1880
Fax: +49 (0) 2232 78-1888
SBU North America
[email protected]
www.ncg-europe.com
MAUSER USA, LLC
35-C Cotters Lane
East Brunswick, NJ 08816, USA
Phone:+1 (0) 732 353-7100
Fax: +1 (0) 732 651-9777
SBU South America
Mauser do Brasil Embalagens
Industriais S.a
Rua Alexandre Dumas,
2220 – cjs. 21 e 23
04717-003 São Paulo – SP, Brazil
Phone:+55 (11) 2168-0050
Fax: +55 (11) 2168-0058
NCG South America
NCG – Tankpool
Avenida Eurico Ambrogi Santos, 1021
12042-010 Taubaté / SP – Brazil
Phone:+55 (12) 3627-4300
[email protected]
www.tankpool.com.br
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© 2013 Mauser-Werke GmbH, Brühl, Germany. This work may be reproduced and redistributed, in whole
or in part, without alteration and with prior written permission, provided the source is mentioned.