Sustainability Report 2012 | HABAU GROUP
1.
2.
2. 2.1 2.2 2.3 2.4
Foreword from the shareholders Foreword from the Executive Team
4 5
Approach to the preparation of the Sustainability Report Alignment with the GRI guidelines Alignment with ONR 192500 The HABAU GROUP report and certification of HABAU Hoch- und Tiefbaugesellschaft m.b.H. Reporting period and outlook
6 6 6
3.
3. Organisational Profile of the HABAU GROUP 3.1 The development of HABAU 3.1.1. History 3.1.2. Certificates and awards 3.1.3. Employees 3.1.4. Management 3.1.5. Safety, environment and quality management 3.2 Organisational structure of the HABAU GROUP – an international family business 3.2.1. HABAU GROUP profile 3.2.2. Group locations
4.
4. 4.1 4.2
5.
5. 5.1. 5.2 5.3.
Index
8.
2
8.1. 8.1.1 8.1.2 8.1.3. 8.2. 8.3.
11 11 11
12 12
Awards and certificates of the HABAU GROUP Approved quality – backed by full certification in the HABAU GROUP Summary table of certificates for each Company The awards of the HABAU GROUP – beyond the call of duty
15 15 16 17
6. HAKOS 6.1. Vision, mission & principles of HABAU GROUP 6.2 HAKOS process model in the HABAU GROUP
7.1 7.2 7.3
8 8 8 10 10 11 11
Economic development of the HABAU GROUP A history of high-level construction output from the HABAU GROUP Development of construction output and level of employment over the last 5 years
6.
7.
6 6
The guiding values of the HABAU GROUP Corporate governance Open communication with stakeholders
12
18 18 21
23 24 24
The Green is the colour – HABAU GROUP products with a claim to sustainability 29 The eco2building 29 Mc Smile – the smart clay block house from HABAU 31 A swinging pleated skirt with a difference – Eco architecture 32 Careful use of resources- for resale and recycling of internal requirements 33 Saving while driving - fuel and reduced CO² emissions through environmentally conscious concepts in transport and logistics in the HABAU GROUP 33
8.3.1. 8.4 8.5. 8.6. 8.7
9.
9.1 9.2 9.3 9.4
10.
10.1 10.2 10.3 10.4 10.5
11.
11.1 11.2 11.3 11.4 11.5 11.5.1 11.6
12
12. 12.1 12.2 12.3
13. 14 14.1 14.2
Sustainable road transport measures save over 70,000 litres of diesel and reduce CO² emissions Green IT – environmental action in the area of information technology Awareness as a key - the HABAU training concept for environmentally friendly behaviour The generation of waste - sustainable waste management in the HABAU GROUP Green awareness – competition for the best environmental ideas
Another perspective on sustainable development - tradition meets modernity - 100 years of economic success Think globally, act locally: the multibrand strategy of the HABAU GROUP – strengthening regional identity and loyalty Don’t go out of town, buy here: the economic responsibility of the HABAU GROUP in different regions Accepting responsibility: PPP - Public Private Partnership – HABAU takes a new shared path with the public sector
Social problems are closer than you think - the Social Fund of the HABAU GROUP Diversity, dignity and justice - more than just words The HABAU GROUP as a regional partner - not just paying lip service to “think globally, act locally“ In the case of an incident - the HABAU GROUP actively participates in the Upper Austrian Natural Disaster Network Workplace rehabilitation in the HABAU GROUP
Health and Vitality - the HABAU GROUP as a healthy and dynamic group of companies The operational performance of HABAU GROUP for their employees The most precious resource of a company - human resources development in the HABAU GROUP Today we build for tomorrow – for our apprentices! Safety first - staying healthy is better than any great recovery Occupational health & safety in the HABAU GROUP Zero accidents at work Promoting health in the HABAU GROUP
34 34 35 35 36
37 38 38 38
Millennium Tower, Vienna
40 41 41 42 42
44 46 47 49 50 52 52
Summary - perspectives on sustainability from the team of authors: Ing. Markus Roubin and Patrick Rammerstorfer, MSc MBA. Much achieved, but still much to do – absence and presence of sustainable thinking and action in the HABAU GROUP The development continues – standardisation of indicators Independently tested sustainability – gaining ONR 192 500 approval
53 54 54
Index / Global Reporting Initiative (GRI) Guidelines
56
Air Traffic Control Tower, Vienna
53
Imprint 63 The Team of Authors for the Sustainability Report 63 Active participation in the HABAU GROUP Sustainability Report 63
Revitalisation of Gasometers A and B and extension to residential, office and commercial areas, Vienna
3
1. Mag. Georgine Heindl
Ing. Mag. Peter Halatschek, MBA
Foreword from the shareholders Representatives of the HABAU GROUP “Today we build for tomorrow!“ is a statement that not only expresses the vision of the HABAU GROUP. It is our central mission. A mandate that is reflected for example in the capital city, through landmark construction projects such as the Millennium Tower, the Air Traffic Control centre and tower at Vienna-Schwechat airport and the revitalisation of the Wiener Gasometer. HABAU builds for future generations! As a leading concern in the construction industry and a creator of the future, the HABAU GROUP is deeply committed to this responsibility for building the future of tomorrow today. Shouldering this responsibility effectively requires a clearly defined set of values and principles for sustainability. In the HABAU GROUP, which was founded as a family-based concern, these values and principles have grown with our heritage to become an integral part of our corporate philosophy and culture.
1. 4
As an engine for growth and employment for the future, the presence of sustainability in society is of particular importance. Our actions and activities as an industrial group within the construction sector have a particularly pronounced influence on the expected quality of life for present and future generations. The construction industry as a whole, including the HABAU GROUP, also contributes significantly to gross domestic product and has a substantial impact on the attractiveness
of the business location Austria. A notable feature of our business sector is the lasting durability of our creations. From houses to care homes, from roads, subways and tunnels to public squares, and from pipelines to industrial factories and places of work, they are all lifelong companions for mankind. Corporate social responsibility (CSR) is a voluntary contribution by business to sustainable development that goes beyond legal obligations. CSR includes open and constructive dialogue with the stakeholders and interest groups of the HABAU GROUP. In particular, these include customers and clients, suppliers to our company and all the employees within the group.
Mag. Georgine Heindl
Foreword and Statements from the Shareholders and Management
Ing. Mag. Peter Halatschek, MBA
As a building contracting group, we leave a lasting footprint on nature. We cannot and do not wish to change the core activities of our business. Nevertheless, we can take measures to make a pro-active contribution to environmental protection. In this respect, for example, increased orientation towards environmental concerns can be observed in the building industry. Thus, in the housing sector sustainability is becoming the standard. Within this, the environmental and social aspects during the later phase of use are taking on equal importance, from the access routes for materials to the construction site, to the recycling of building waste during construction. In the (HAKOS) organisational system of the HABAU Group, standards for reporting and documentation of building and manufacturing processes, as well as procedures for quality assurance, are already established. Unfortunately, there is already a wide variety of often misleading descriptions for so-called green products and processes in the market place. These are assessed according to place of origin, methods of transport and/or to environmental impact, and the number of seals of approval and certificates awarded sometimes exceeds the level that can be readily assimilated. All of these certificates, however, have one goal in common: to provide the customer with a further means of comparison, in terms of the economic, environmental and social responsibility of the worker. Additionally, in invitations to tender, clients increasingly contemplate ethical and environmental issues next to economic factors to determine the best bidder. To continue to compete as an international construction group, it is necessary to fulfil the award requirements that are thereby created. Increasingly in the pre-qualification processes for major projects, information on sustainability activities is not only required for the bidding subsidiary, but is also requested for the whole group. For employees within the HABAU GROUP, in particular for the management team, corporate social responsibility (CSR) means proactively recognising economic, ecological and social responsibilities, and thus ensuring the continued sustainable development of the group.
TR Dipl.-Ing. Anton Karner
BR h. c. Dipl.-Ing. Karl Trauner
Dr. Karl Steinmayr
Foreword from the Executive Team Statement from the HABAU management group and corporate values in everyday life. In the current financial year HABAU Hochund Tiefbaugesellschaft m.b.H is applying for certification according to ONR 192500. ONR 192 500 is the independent certifiable standard for CSR management systems, and is based on the principles of ISO 26000. With this, our extensive social and corporate responsibility plans and actions will also be confirmed by an independent approval authority. As a result, we will be one of the first construction companies to receive this, indicating once again the leading role we are taking with regard to this paramount issue. Of course, these changes require a certain amount of effort from all of us. But we are firmly convinced that the introduction of CSR as a management tool in the HABAU GROUP will lead to comprehensive conservation of energy, sustainable reductions in costs and to associated increases in efficiency of the group.
Unfortunately, the term “sustainability“ as a buzzword for marketing purposes, is all too often overused. With and following on from this sustainability report, the HABAU GROUP is taking a further step towards success in ensuring consistent
TR Dipl.-Ing. Anton Karner
Foreword and Statements from the Shareholders and Management
BR h. c. Dipl.-Ing. Karl Trauner
Dr. Karl Steinmayr
5
2.
Approach to the preparation of the Sustainability Report
2.1 Alignment with the GRI guidelines The development of this report is aligned with the GRI (Global Reporting Initiative), which is an international set of standard indicators for the three pillars of active corporate social responsibility - economic, environmental and social issues. For this purpose a comparison matrix is included in Chapter 13, on page 56 of the report. In accordance with the guidelines, the quality of data collection for sustainability is classified in three application levels. The grades C, C+, B, B+, A and A+ show the extent and quality of data collected in relation to the above-mentioned indicators. The Sustainability Report of the HABAU GROUP defines the management approach for each indicator category and comprises 19 fully complete and 13 partially complete core indicators. This corresponds to the GRI Guideline Level B+ for the current sustainability report.
2. 6
2.2 Alignment with ONR 192500 This report also serves as the basis for the CSR certification currently being applied for by HABAU Hoch- und Tiefbaugesellschaft m.b.H. under ONR 192500. Approach to the Preparation of the Sustainability Report
2.3 The HABAU GROUP report and certification of HABAU Hoch- und Tiefbaugesellschaft m.b.H. The HABAU GROUP is committed to effective, long-term and responsible governance in the economic sphere in respect of its employees and staff, society and the environment. The companies of the group constantly strive to bring business and environmental goals and social responsibility into alignment as far as possible. In terms of a sustainable balance between the three dimensions defined above, the HABAU GROUP invests beyond the minimum legal requirements in all employees, the environment and interaction with its stakeholders. To make this commitment accessible to a wider public, the sustainability report has been published for the first time.
2.4 Reporting period and outlook The current sustainability report describes the achievements of HABAU GROUP in the areas of corporate social responsibility in the most recent financial years, 2009/2010, 2010/2011 and 2011/2012, and provides an outlook on the anticipated changes to the business of the HABAU GROUP in the area of sustainability. It is intended that in the future, a sustainability report will be published every three years.
100 Years of Company History That is sustainability
Approach to the Preparation of the Sustainability Report
7
Company History
3.
Organisational profile of the HABAU GROUP
3.1 The development of HABAU
100 Years of HABAU – that is sustainability
3.1.1. History In nearly 100 years of company history the HABAU GROUP has grown from a local building company in Perg, Upper Austria, into an international full-service provider. It offers its services in the business areas of building construction, civil engineering, pipeline and plant construction and prefabricated structures.
3.
The HABAU GROUP operates internationally and is able to conduct the above-mentioned construction services in all regions.
1960
1966
1970
1980
1987
8
Organisation Profile of the HABAU GROUP
1998
2012
With the registration of a building and stonemasonry business in Hohenfurth, which is now part of the Czech Republic, Vincent Halatschek lays the foundation for the subsequent emergence of HABAU.
1950
Son Erich assumes control of the company and steadily develops the business in the areas of building construction and prefabricated structures.
1955
Together with Dir. Ing. Georg Heindl, Erich Halatschek forms the company Ing. Erich Halatschek & Co. OHG with a new business focus on equipment rental, earth moving machinery and civil engineering works.
1988
The building business and the OHG are merged to form the HABAU Hoch- und Tiefbaugesellschaft m.b.H. and the business units amalgamated. From now on Georgine Rumpler-Heindl and Peter Halatschek represent both owning families.
1989
Establishment of the first overseas branch, HABAU Hoch- und Tiefbau GmbH, based in Heringen, Germany.
1992
The business activities are further expanded with the purchase of Universalbeton GmbH Heringen, Germany and a gravel pit in Hungary (HABAU Iparis).
1998
Establishment of HABAU Polska Sp.zo.o., based in Warsaw. Expansion of activities in the areas of horizontal and vertical drilling and structural engineering.
2001
The Austrian Held & Francke Baugesellschaft m.b.H. & Co KG is taken over by the HABAU business group. At the same time HABAU Hungária is founded.
2002
With the purchase of the German-based firm PPS Pipeline Systems GmbH pipeline construction is added as a new business activity. In the same year the Russian market is accessed through the establishment of HASTROY GmbH.
2003
The pipeline construction activities are increased further through the establishment of PPS Pipeline Services GmbH in Austria.
2004
The HABAU d.o.o. is founded in Croatia and another step is taken in opening up new markets abroad.
2005
Foundation of HABAU Slovakia spol. s r.o.
2007
With the acquisition of Hans Holzner Baugesellschaft mbH, Rosenheim, Germany and the establishment of a new HABAU subsidiary in Romania, the HABAU GROUP further expands its presence as an experienced partner in international markets.
2008
Acquisition of Karl Seidl Hoch-, Industrie- und Straßenbaugesellschaft m.b.H. and Östu-Stettin Hoch- und Tiefbau GmbH in Austria. Acquisition of Fuchs Transport-Logistik GmbH in Münzbach.
2009
Foundation of Held & Francke subsidiary in Ceske Budejovice, Czech Republic.
2011
HABAU GROUP continues activities in Europe and beyond, with the aim of sustainable market development.
Organisation Profile of the HABAU GROUP
Company History
1913
9
3.1.2. Certificates and awards
3.1.3. Employees
The customers of HABAU GROUP are made up of industrial companies, public authorities and private individuals. A single integrated management system (IMS) exists for the Group, known as the consolidated HABAU organisation system (HAKOS). For HABAU Hoch- und Tiefbaugesellschaft m.b.H. and all corporately owned sites, the international standards of ISO 9001:2008 apply. The international standards of the codes SCC **: 2007, BS OHSAS 18001:2007 and ISO 14001:2004 also apply in principle to all sites owned by the Group, but certification is carried out only at selected locations.
The HABAU Hoch- und Tiefbaugesellschaft m.b.H. currently employs some 1,260 staff (June 2012) and in the entire group, there are about 3,700 workers. They are employed at the respective individual company locations or on-site at customers’ construction sites.
Halatschek Holding GmbH
Heindl Holding GmbH
60%
40%
HABAU Held & Francke Baugesellschaft m.b.H. (Austria)
Joint resolutions in the General Assembly of holding companies
Hoch- und Tiefbaugesellschaft m.b.H.
(Austria)
ÖSTU-STETTIN Holding GmbH (Austria)
PPS Pipeline Systems GmbH (Germany)
HABAU Hoch- und Tiefbau GmbH (Germany)
PSE Engineering GmbH (Germany)
NBW Nordthüringer Baustoffwerke GmbH (Germany)
HF-Cteam Leitungsbau GmbH (Austria)
HF-Rohrtechnik GmbH (Austria)
Östu Stettin Hoch- und Tiefbau GmbH (Austria)
AWW Asphaltwerk GmbH (Wöllersdorf, Austria)
AMI Asphaltmischwerk Grosswilfersdorf GesmbH (Austria)
Stettin Hungaria Kft. (Hungary)
AMW Asphaltmischwerk Hinzenbach GmbH (Austria)
Oberkärtner Asphalt GmbH & Co KG (Austria)
Universalbeton Heringen GmbH & Co KG (Germany)
NBV Nordthüringer Baustoffvertrieb GmbH & Co KG (Germany)
Hemmelmair Frästechnik GmbH (Austria)
Hans Holzner Baugesellschaft m.b.H. (Germany)
Karl Seidl Bau GmbH (Austria)
FTL Fuchs Transport-Logistik GmbH (Austria)
S.C. HABAU Constructii S.R.L. (Romania)
HABAU PPS Pipeline Systems S.R.L. (Romania)
HABAU Slovakia spol S.R.O. (Slovakia)
HASTROY GmbH (Russia)
HABAU Energy GmbH (Austria)
Joint Venture Belstroytrans-gasHABAU (Belarus)
Market Development South America
10
U.D.T GmbH Umwelt- und Deponietechnik (Austria) Altlastensanierung und Abräumdeponie Langes Feld GmbH (Austria)
Organisation Profile of the HABAU GROUP
LOG Wels Projekterrichtungsgesellschaft m.b.H. (Austria)
F2B Fleet2Business Fuhrpark GmbH (Austria Germany)
HABAU Hungária Kft. (Hungary)
HABAU CZ S.R.O. (Czech Republic)
HABAU Ipari Kft. (Hungary)
HABAU Sverige AB (Sweden)
3.1.4. Management HABAU Hoch- und Tiefbaugesellschaft m.b.H. is supported by three directors: TR Dipl.-Ing Anton Karner (technical management civil and prefabricated construction), BR hc Dipl.-Ing. Karl Trauner (technical management of civil engineering and pipeline construction) and Dr. Karl Steinmayr (commercial management).
3.1.5. Safety, environment and quality management Ing. Markus Roubin is the Health and Safety Officer for the HABAU GROUP. Matters of environmental representation for the corporate group are dealt with by Dipl.-Ing. Christian Letz, while aspects of quality management of the HABAU GROUP are dealt with by Ing. Gerhard Wohlmuth.
3.2 Organisational structure of the HABAU GROUP – an international family business The HABAU GROUP is an international group that still has the Halatschek and Heindl families as sole shareholders. Through this partnership structure the HABAU GROUP has always fostered values that are geared towards sustainable management and responsible interaction with people and the environment.
3.2.1. HABAU GROUP profile Figure “organisation chart of corporate group“
3.2.2. Group locations
Subsidiaries
AUSTRIA
Held & Francke Baugesellschaft m.b.H. 4030 Linz, Kotzinastraße 4 Östu-Stettin Hoch- und Tiefbau GmbH 8700 Leoben, Münzenbergstraße 38 Karl Seidl Bau GmbH 2345 Brunn am Gebirge, Feldstraße 26 U.D.T. Umwelt u. Deponie Technik GmbH 4320 Perg, Greiner Straße 63
GERMANY
PPS Pipeline Systems GmbH 49610 Quakenbrück, Hindenburgstraße 36 HABAU Hoch- und Tiefbau GmbH 99764 Heringen/Helme, Postfach 8 UBH Universalbeton Heringen GmbH & Co KG 99765 Heringen/Helme, Nordhäuser Straße 2 Hans Holzner Baugesellschaft mbH 83022 Rosenheim, Innlände 20
EASTERN EUROPE HABAU Hungária KFT, Hungary 2040 Budaörs, Budafoki u. 55 HABAU Slovakia spol. sr.o., Slovakia 83104 Bratislava, Tomášiková 50/B S.C. HABAU PPS Pipelinesystems S.R.L., S.C. HABAU Constructii S.R.L., Romania 100357 Ploiesti, Strada Sinaii Nr. 3
The following list details the most important locations of the HABAU GROUP:
Headquarters of the group HABAU Hoch- und Tiefbaugesellschaft m.b.H. Registered Address: 4320 Perg, Greiner Straße 63, Austria Tel: +43 72 62 555-0 Fax: +43 72 62 555-1500 mail:
[email protected] web: www.habau.com
Organisation Profile of the HABAU GROUP
11
construction output as well as its profit from ordinary activities (POA) through a strategy that was both astute and sustainable. The coming years will be a very challenging time for the construction industry. The uncertain economic development in the eurozone and the associated government austerity measures present great challenges for all of us. The HABAU GROUP views these demands as an opportunity to continue to be successful with its strategy focused on continuity and sustainability.
Business Growth and Profitability Economic development of the HABAU GROUP 4.
Economic development of the HABAU GROUP
4.1 A history of high-level construction output from the HABAU GROUP
4.2 Development of construction output and level of employment over the last 5 years
Sustainability is a feature that can also be reflected in the steady, healthy growth of a corporate business. The HABAU GROUP has continued to grow through strategic acquisitions and organic growth in recent years. The economic environment in the construction industry in the recent past has been extremely difficult, due to the global financial and economic crisis. Nevertheless, the HABAU GROUP was able to increase its
Value in millions of Euros
900
The following charts show the financial years 2006/07, 2007/08 2008/09, 2009/10 and 2010/11. The HABAU GROUP accounts run from 1 April - 31 March to IFRS, as opposed to calendar years. The figures presented are the most recent corporate data available at the time of preparation of the Sustainability Report
Construction Output* Revenues *
Including share of construction work from joint ventures, changes in inventories and other operating income
907
800
822
700 617
599
585
563
2008/09
500
727
2007/08
600
708
638
505
12
100 Business Development of HABAU GROUP
2010/11
4.
200
2009/10
300
2006/07
400
The figure opposite presents the overall output of the HABAU GROUP and the respective contribution of each company in within the group. It shows that the parent company HABAU Hoch- und Tiefbaugesellschaft m.b.H. contributes about a third of the construction output of the group. About half of the group output volume is generated by the subsidiaries Held & Francke Baugesellschaft m.b.H, Östu-Stettin Hochund Tiefbau GmbH and the PPS Pipeline Systems GmbH.
29% HABAU Austria 19% ÖSTU STETTIN 19% PPS Pipeline Systems 17% Held & Francke 4% CEE Countries 3% Karl Seidl 3% Hans Holzner 2% Universalbeton Heringen 1% HABAU Germany 3% Others
It follows from this that the core markets of the HABAU GROUP are in Central Europe and a significant economic contribution is made to the region.
3000
2010/11
2009/10
3250
2008/09
3500
2006/07
3750
2007/08
Contribution to construction output
2750 2500 2250 2000 1750 1500 1250 1000 750 Workers
Total
Staff
Workers
Total
Staff
Workers
Total
Staff
Workers
Total
Staff
Workers
Total
2039
2759
799
2132
2931
912
2246
3158
1073
2446
3519
1095
2403
3498
0
Staff
250
720
500
Business Development of HABAU GROUP
Overview of number of employees in the corporate group
13
This development also shows that the HABAU GROUP takes its economic and social responsibility seriously and is firmly committed both as a major employer in the region and a company that has operated sustainably for almost 100 years.
Credit Rating of the Top 10 Civil Engineering Companies
The basis of the evaluation is formed by companies (Civil Construction) with over EUR 60 million in turnover Source: KSV (Credit Protection Association) Issue 08/03/2011 Key for KSV Rating: 100-199 no risk ‚ 200-299 very low risk, 300-399 low risk 400-499 increased risk 500-599 high risk 600-699 very high risk, 700 bankruptcy code.
14
Company
Location
Rating
1.
HABAU Hoch- und Tiefbaugesellschaft m.b.H.
Perg
204*
2.
Fröschl AG & Co KG
Hall in Tirol
215*
3.
Ing. W. P. Handler Baugesellschaft m.b.H.
Bad Schönau
218*
4.
STRABAG Bau GmbH
Vienna
221*
5.
ÖSTU-STETTIN Hoch- und Tiefbau GmbH
Leoben
229*
6.
Hilti & Jehle GmbH
Feldkirch
230*
7.
F. Lang u. K. Menhofer Baugesellschaft m.b.H. & Co KG
Eggendorf/ Wr. Neustadt
235*
8.
Swietelsky Baugesellschaft m.b.H.
Linz
237*
9.
Leyrer + Graf Baugesellschaft m.b.H.
Gmünd
247*
10.
Schertler-Alge GmbH
Lauterach
248*
Business Development of HABAU GROUP
5. 5.
Awards and certificates of the HABAU GROUP
5.1. Approved quality – backed by full certification in the HABAU GROUP Quality, environment and health and safety at work have a long tradition in the HABAU GROUP and its subsidiaries. Most of the group has been certified for some time according to ISO 9001. The following list shows the most important standards and awards in the group. In addition, there are other standards and awards for a variety of systems and products:
Certificates Awards and certificates of the HABAU GROUP
• Quality Management – ISO 9001 certification • Environmental Management – ISO 14001 certification • Health & Safety Management – OHSAS 18001 and SCC certification • Production control for consistent manufacturing of finished parts to ÖNORM B 3308 • Quality control – concrete components • Authorised welding technicians to EN 719 • Production control for aggregates to ÖNORM EN 13242 • National Award • AUSTRIA quality seal The different systems are combined in an Integrated Management System (IMS).
5. Awards and certificates of the HABAU GROUP
15
ONR 192500
GRI-Guidelines
OHSAS 18001:2007
SCC**:2007
ISO 14001:2009
ISO 9001:2008
5.2 Summary table of certificates for each company
AUSTRIA HABAU Hoch- und Tiefbaugesellschaft m.b.H.
TÜV SÜD
(part) TÜV SÜD
(part) TÜV SÜD
(part) TÜV SÜD
TÜV SÜD
Under review
Held & Francke Baugesellschaft m.b.H.
TÜV SÜD
–
(part) TÜV SÜD
–
TÜV SÜD
–
ÖSTU-STETTIN Hoch- und Tiefbau GmbH
TÜV SÜD
–
–
–
TÜV SÜD
–
–
–
–
–
TÜV SÜD
–
TÜV SÜD
–
TÜV SÜD
–
TÜV SÜD
–
Karl Seidl Bau GmbH Fuchs Transport-Logistik GmbH
GERMANY HABAU Hoch- und Tiefbau GmbH
TÜV SÜD
–
–
–
TÜV SÜD
–
Universalbeton Heringen GmbH & Co. KG
TÜV SÜD
–
–
–
TÜV SÜD
–
PPS Pipeline Systems GmbH
TÜV NORD
TÜV NORD
TÜV NORD
Under review
TÜV SÜD
–
PSE Engineering GmbH
TÜV NORD
TÜV NORD
TÜV NORD
Under review
TÜV SÜD
–
HUNGARY HABAU Hungaria Kft.
TÜV SÜD
–
–
–
TÜV SÜD
–
ROMANIA S. C. HABAU Constructii S.R.L. Overview of HABAU GROUP certification
16
HABAU PPS Pipelinesystems SRL
Awards and certificates of the HABAU GROUP
TÜV SÜD
–
TÜV SÜD
–
TÜV SÜD
–
TÜV NORD
TÜV NORD
–
–
TÜV SÜD
–
5.3. The awards of the HABAU GROUP – beyond the call of duty The commitment of HABAU GROUP goes far beyond meeting the minimum legal standards. Numerous awards from various organisations highlight the social, economic and environmentally-friendly profile of the companies in our group. We are proud of these awards, which are on display in the foyer of the main building in Perg, and they are also an incentive for us to continue to act responsibly and sustainably. Below is a list of the most prestigious awards in recent years:
• Leading Austrian Company – Certificate Leading Companies of Austria 2004 • Health Award of Upper Austria. 2010 • Nominated for National Award for Work Safety 2010 • Henry - Volunteer Award for companies supporting the Austrian Red Cross 2009 • Attractive Employer – 3rd place in Hewitt Study 2008 • Seal of Approval - promotion of health in the workplace 2007 - 2009 and 2010 2012 • D&B-Rating Certificate 2011 • International Safety Award – British Safety Council 2011 • Gold Award 2011 – Royal Society for the Prevention of Accidents (RoSPA) • DOW Safety Award 2012 • Wintershall Safety Award for 15 years of accident free work – 2012 • ENECO Safety Award for 500 000 hours accident free work – 2011
Awards and Certificates of the HABAU GROUP
17
Vision & Strategy HAKOS Integrated Management System
6. HAKOS 6.1. Vision, mission & principles of HABAU GROUP The HABAU GROUP has been working with its HAKOS (HABAU ”Group” organisation system) management system since 2003. The goal is to implement the vision and strategy of the organisation while taking into account the mission and cultural values of the HABAU GROUP. HAKOS covers all major aspects of corporate governance, the provision of necessary resources, and the process model for the realisation of our products and services. The ultimate goal is to create added value for us and our customers, while acting sustainably and managing resources and the environment in a considerate manner. The management system is web-based and HAKOS can be used at any time by all employees with Internet access, throughout the entire group of companies. Who we are, how we think and act, and what we stand for, is set in our vision and mission statement and the policy principles of the HABAU GROUP.
6. 18
In the course of growth and continuously changing conditions, the HABAU GROUP has had a clear environmental policy for a long time. Sustainable management is a building block to success. HAKOS Integrated Management System
VISION of the HABAU GROUP: “Today we build for tomorrow.“ The vision of the HABAU GROUP clearly indicates the sustainable approach of our core mission, to think about tomorrow today, and to ensure that present and future generations inherit an intact living environment and a secure society. Furthermore, the vision also stands for the high executional quality of our construction services, and not least for a sustainable regional economic policy, for the very reason that wherever the HABAU GROUP operates it also establishes a base.
The basis of our business dealings in terms of health and safety, and environmental protection is the compliance with all regulatory requirements and standards. In addition, continuous improvement of the standards achieved will be pursued through targeted measures.
Communication
Short information paths characterise and optimise the communication and decisionmaking in our group. The transparency of our decisions ensures that all stakeholders participate actively and efficiently in their implementation within the scope of their own area of influence.
Customers
The customer is the judge of the performance and quality of our output. Based on customer requirements, we meet different performance profiles. We ensure the highest reliability through selective coordination of the service providers in our group.
Marketplace
Comprehensive market-oriented services in construction, combined with a willingness to support financing and offset business agreements, match the high expectations of national and international markets. This determines our behaviour in the marketplace.
HAKOS Integrated Management System
We set out our stall and actively engage on an international level through process, project and technology innovation.
Employees
The motor of our development is constituted by the challenges and support we give to people in our workplace. We offer motivated employees attractive, internal development opportunities at national and international levels. As a group we remain manageable and are still of a comprehensible size by social standards.
Partnership
Experience and reliability from the foundation of our partnerships with customers and suppliers, as well as with public authorities and the general public.
Economic Viability
The principle of economic and financial viability accompanies all of our corporate activities. Efficient use of labour, on-going productivity improvement and the more economical use of resources will help to ensure the enduring success of our company in the future. Another pillar is formed by the policy principles of the HABAU GROUP. They give all employees an indication of how we see the world and what principles we consider appropriate in our daily work.
Mission
Occupational health and safety, and environmental protection
19
1 As partners for commitment, fairness and reliability, we believe that customers, suppliers, public authorities and the public must be considered as a first principle. 2 The core of our expertise includes building construction, civil engineering, precast structures and pipeline construction. Here our performance is measured against the highest standards of quality and decision-making. The strength of our work lies in the focus on results.
Policy Principles
3 The structure of the corporate group sets out clear and distinct responsibilities. The interests of the corporate group are placed ahead of company interests, and company interests ahead of departmental interests. Each decision should be reviewed for its overall impact.
20
4 We take on economic and technical risks if we can manage them through collective efforts, with the involvement of our networked expertise, and with a high degree of certainty. 5 We act responsibly and consistently. We practise and accept constructive criticism. We do not hide mistakes to the detriment of the company, but rather use them as opportunities for active learning. 6 We embrace leadership by example on all levels. Reliability in adherence to agreements results in consistent performance fulfilment in an atmosphere of respectful and constructive cooperation.
HAKOS Integrated Management System
7 We integrate new technologies, materials and techniques in terms of project-related requirements and economic usefulness. In doing this, we give close consideration to the impact on the health and safety of our employees, clients, suppliers and the public. 8 In the implementation of economic business goals, we rely on the instruments of effective labour input, continuous productivity improvement and thrift in the use of resources while assuming responsibility for the health and safety of people and the protection of our environment. This requires transparency in the internal performance and leads to improvements in our overall success. 9 Short, understandable information channels and transparent systems ensure quick decisions, which can be comprehensively and intelligently implemented. 10 Each employee and in particular each manager is encouraged to make an on-going, active and responsible contribution to health and safety and environmental protection.
6.2 HAKOS process model in the HABAU GROUP
organisation‘s voluntary commitment to the economy, environment and society, ensure the long-term success of the HABAU GROUP.
The HABAU GROUP offers a highly effective management system that is used by its employees for the benefit of our customers. This is suitable to achieve the desired business objectives and to maintain and enhance the necessary confidence of stakeholders, in terms of the customers externally and the employees internally, as well as the interests of the general public. The system supports the awareness of staff in the interests of health and safety, both in the manufacturing areas of the company and on the ground at the construction site. In addition, it is a tool for minimising the risk of accidents and potential hazards to humans and the environment. HAKOS is process-oriented. In the process model, the company processes are structured as follows:
The conscientious documentation of inspections and audits conducted by our group prevention officers, in addition to the targeted analysis of accidents, near-accidents and environmental damage through systematic root cause analysis and appropriate follow-up, drives the positive development of the HABAU GROUP forward.
• Management processes, • Service processes and • Support processes.
INTERNAL PROJECTS
GROUP AUDIT
M A IN PRO TENA NC D W UCTI E T ELD ON E C HNO ING LOG Y
& RIAL MATE MENT EQUIP ILITY AB S AVAIL LOGISTIC T SPOR
TRAN
MEA S LAB UREMEN ORA T RES TORY OUR C SEC URIT E Y
ACQUISITION
ORGANISATION STRATEGY DEVELOPMENT
MARKET
IMPLEMENTATION
CONSTRUCTION
CIVIL ENGINEERING
PIPELINE CONSTRUCTION HUMAN RESOURCES
INFORMATION TECHNOLOGY
Further development of the management system is characterised by the number of additional and annually revised control documents. The dedication and expertise of the various teams, coupled with the high level of support of all staff involved for the HAKOS Integrated Management System
WARRANTY / PRODUCT GUARANTEE
PREFABRICATED CONSTRUCTION STATIONARY EQUIPMENT
QUALITY STANDARDS ENVIRONMENT DOCUMENTATION HEALTH & TEST SAFETY EQUIPMENT
Our service processes are based on the value chain of the construction process and ensure high and continuous quality while taking full account of environmental aspects. Our service processes are divided into: • Acquisition, • Construction implementation and • Warranty.
EMPLOYEE DEVELOPMENT
LAW CONSTRUCTION INSURANCE
CIAL FINAN TING N U O C AC ROL CONT COST
YEARLY PLANNING
Order and cleanliness characterise our construction sites. The HABAU GROUP presents itself as a trustworthy partner to all stakeholders. The effectiveness of the corporate governance of the organisation is evaluated at regular intervals by senior management
GENERA CONTRA L CTIN FINANC G IAL MANAG EMENT
CONTINUOUS IMPROVEMENT
A wide variety of projects for the promotion of health and safety with public stakeholders, such as the Workers‘ Compensation Board (AUVA) or the Pension Insurance Fund (PV) contribute to the sustainability of employment in the corporate group.
NG HASI PURC EDIT R C ENT AGEM MAN
Chart: HAKOS process model Level: 1
and subsequent corrective action is taken within a continuous improvement process. The following criteria are considered: • Changes that could affect the integrated management system • Comments from interested parties, including complaints • Reports of accidents • Assessment of compliance and the changes in legal requirements for products, services and facilities • Evaluation of environmental performance • Results from reports of the factory inspectorate (Arbeitsinspektorate) and group prevention officers 21
• Results from hazard identification and assessment • Results from quality control • Results of internal and external audits • Knowledge gained from training, health and safety, and environmental events • Follow-up of management reviews (health and safety, environment and quality) • Internal and external recommendations for improvement • Process performance and product conformity • Feedback from stakeholders • Status of preventive and corrective measures • Degree of implementation of corporate objectives
ACQUISITION
The effectiveness of HAKOS is measured using management reviews, through inspections by project and construction managers, through the review visits of HABAU GROUP prevention officers, as well as through internal audits.
IMPLEMENTATION CONSTRUCTION PROJECTS
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
CUSTOMER SERVICE
PROCUREMENT DOCUMENTATION
ACQUISITION
FINALISATION
DEFECT ELIMINATION
PROCUREMENT ARCHIVING
IMPLEMENTATION CIVIL ENGINEERING PROJECTS
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
DEFECT DETECTION
CONSTRUCTION IMPLEMENTATION HANDOVER
WORK PREPARATION
CONTRACTING TENDERING
PRE-QUALIFICATION
Figure: HAKOS process model, second level: performance processes building construction projects
MARKET DEVELOPMENT
PLANNING
EVALUATION / COMPLETION
SITE COST CONTROL
CUSTOMER SERVICE
HANDOVER
PROCUREMENT DOCUMENTATION
ACQUISITION
FINALISATION
DEFECT ELIMINATION
PROCUREMENT ARCHIVING
IMPLEMENTATION FINISHED PRODUCT PROJECT
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
DEFECT DETECTION
CONSTRUCTION IMPLEMENTATION
EVALUATION / COMPLETION
WORK PREPARATION
CONTRACTING TENDERING
PRE-QUALIFICATION
Figure: HAKOS process model, second level: performance processes civil engineering projects
MARKET DEVELOPMENT
SITE COST CONTROL
CUSTOMER SERVICE
22
HAKOS Integrated Management System
DOCUMENTATION
ARCHIVING
FINALISATION
DEFECT ELIMINATION
DEFECT DETECTION
EVALUATION / COMPLETION HANDOVER
PROCUREMENT
INSTALLATION
TRANSPORT
PRODUCTION
CONTRACTING TENDERING
PRE-QUALIFICATION
Figure: HAKOS process model, second level: performance processes Prefabricated structure projects
MARKET DEVELOPMENT
PROJECT EXECUTION
7.
Through the structural, organisational and substantive anchoring of corporate social responsibility (CSR) as a management tool within the corporate structure, the HABAU GROUP is deeply aware of its social and environmental responsibilities as a co-creator of current and future societies. It is crucial to maintain a balance between economy, environment and social commitment. The coherence of these three pillars, upon which a living corporate social responsibility (CSR) is based, is a guarantee for the productivity and sustainability of a company. The companies of the HABAU GROUP have always embraced the values which in today‘s language are known collectively as CSR. The development of the HABAU Hoch- und Tiefbaugesellschaft m.b.H., into the efficient, internationally active HABAU GROUP, has played a central role in this.
Corporate Culture Management & Corporate Culture in the HABAU GROUP
7.1 The guiding values of the HABAU GROUP Corporate culture is always a difficult concept to influence. It plays a central role in the daily life and behaviour of all employees, but is especially relevant for managers. The HABAU GROUP started to develop enterprise-wide leadership values in 2006. They are more than just printed paper. Within the framework of management development programmes, they were taken on board with energy and substance by all participants. An internal study in 2008 showed that as a result of broad participation in this process, almost all managers incorporate these values in their daily activities. The guiding values of HABAU GROUP are: • Network awareness and action • Integrity • Financial awareness and action • Empowerment These guiding values serve as guidance to all managers in their daily activities. They include aspects of leadership as well as dealing with customers and suppliers. They also determine the environmental responsibility of our leaders. “The guiding values are set out in the HABAU GROUP guidance booklet, designed together with the company executives as part of the development process. In addition, the content of leadership training seminars is frequently updated and assists in the often difficult task of everyday management.” Management & Corporate Culture in the HABAU GROUP
Extract of the HABAU GROUP management guidance booklet
7. 23
7.2 Corporate governance Management responsibility The management of HABAU Hoch- und Tiefbaugesellschaft m.b.H. has developed and implemented a mission statement and a set of policy principles on the basis of their visions. These relate to the expectations and needs of the stakeholders of the HABAU GROUP in relation to the commitments they have pledged concerning health and safety, environment and quality and the implementation of strategic business objectives. The vision of the HABAU GROUP – Today, we build for tomorrow - is permanently displayed on all construction vehicles and all printed materials and promotional items. The mission statement and set of policy principles are communicated to staff through their open access to HAKOS and through the HABAU GROUP management guidance booklet. These are further reviewed in leadership and team discussions and shared by managers with their staff. This results in an appropriate understanding of the achievement and maintenance of the derived business goals. The qualifications and professional experience of our employees are the guarantee for the success of the HABAU GROUP. The duties and responsibilities of each employee in the organisation are clearly defined and understandable from the organisational chart. We identify the legal requirements for our services, primarily from the following legal principles:
• Temporary Employment Act (AÜG) • Employee Protection Act (ASchG) • Construction Workers Protection Regulation (Bau-V) • Construction Coordination Act (BauKG) • Industrial Code (GewO) • Environment Ensuring compliance with the requirements of the overriding laws, regulations and standards is integrated into the individual business processes, including the corresponding monitoring of performance. During the financial period 2010 - 2012 there were no criminal proceedings or civil actions taken against the HABAU GROUP.
7.3 Open communication with stakeholders Focus on the expectations and needs of the stakeholders of the HABAU GROUP A continuous process for determining the needs and expectations of stakeholders in the HABAU GROUP is achieved: • through on-going contact with the stakeholders of the company (industrial companies, public servants and private individuals), • as part of on-going feasibility studies and risk assessments of customer inquiries and order processing procedures, and • in the form of a permanent monitoring of the marketplace. Information for a dialogue with stakeholders is obtained, for example, from customer complaints and grievances as well as suggestions from interested members of the general public. In-coming complaints are dealt with by the divisional manager or site manager and checked as quickly as possible for any discrepancy against the respective construction contract. If the HABAU GROUP agrees to accept a liability, remediation costs are defined and corrective action is professionally carried out in coordination with the customer. The assessment of warranty and other defects are part of the regular seminars held for building supervisors and construction engineers, and of safety committee meetings and the annual management reviews
Internal Newsletter “HABAU aktuell“
24
Management & Corporate Culture in the HABAU GROUP
Employees
Shareholders
Suppliers
Research Establishments
Media
Society
Responsibility means shaping - our active contribution to the various organisations. For the HABAU GROUP, management and company ethics mean also assuming responsibility within higher-level organisations. In relation to this, executives of the HABAU GROUP have played a key role as active participants for many years. The HABAU GROUP is an active member in developing the interests of the following groups:
Customers
Customer complaints and suggestions from interested members of the general public that indicate systematic errors in the organisation as the cause and require corrective or preventive action, are dealt with and decided upon by the leadership team within the senior management of the HABAU GROUP. This board ensures implementation and monitoring for any the corrective measures that are established as a consequence. The HABAU GROUP pursues and provides an active and open communication policy towards its stakeholders. The aim is to uphold continuous dialogue in order to strengthen confidence in the companies within the HABAU GROUP as reliable partners. The HABAU GROUP is committed to substantive completion, objective and timely reporting. Customers, employees, shareholders, partners and suppliers, research institutions, media and society are all identified as major stakeholders in HABAU GROUP.
Annual Report
c
p
c
c
p
c
p
Sustainability Report
c
c
c
c
c
c
c
Press Releases
c
p
c
p
p
c
c
Customer Information (Brochures)
c
p
c
-
-
-
-
Websites
c
c
c
c
c
c
c
Exhibitions
p
p
c
p
p
p
p
Internal Newsletter (HABAU aktuell)
-
c
c
-
-
-
-
Internal Conferences and Events
-
c
p
-
-
-
-
Cooperation
p
p
p
p
p
p
p
HABAU GROUP Stakeholders
Management & Corporate Culture in the HABAU GROUP
Communications Matrix of the HABAU GROUP and the stakeholders of the corporate Group Legend: p = partial c = complete
25
Company
Function
Address
Contact person
Austrian Standard Institute
Ing. Gerhard Wohlmuth, Chairman of the Standards Committee Nr. 193 Baumaschinen
Heinestraße 38, 1020 Vienna
Ing. Gerhard Wohlmuth
Deutsche Handelskammer in Österreich (AHK) • www.oesterreich.ahk.de
none
Schwarzenbergplatz 5, Top 3/1, 1030 Vienna
Dr. Karl Steinmayr
Gesellschaft für Ökologie und Abfallwirtschaft
none
Reichelgasse 1, 7202 Bad Sauerbrunn
ppa. Ing. Herbert Ramsauer
Gesellschaft zur Pflege der Straßenbau technik (GESTRATA) • www.gestrata.at
none
Karlsgasse 5, 1040 Vienna
ppa. Ing. Gerhard Wasicek
International Pipeline & Offshore Contractors (IPLOCA) • www.iploca.com
BR h. c. Dipl.-Ing. Karl Trauner (President 2011)
Chemin d. Blandonnet 2, 1214 Venier/ Geneva (Switzerland)
BR h. c. Dipl.-Ing. Karl Trauner
Österreichische Arbeitsgemeinschaft zur Förderung der Qualität – Arge Qualitätsarbeit (ÖQA) • www.qualityaustria.com
none
Gonzagagasse 1/27, 1010 Vienna
ppa. Ing. Walter Preisinger / Ing. Alfred Barth
Österreichische Forschungsgesellschaft • www.fsv.at
none
Karlsgasse 5, 1040 Vienna
N.N.
Österreichische Forschungsgesellschaft Straße - Schiene - Verkehr Richtlinien für Verkehr und Straße-Auschuss
DI Georg Hunger, Committee Member Occupant Restraint Systems
Karlsgasse 5, 1040 Vienna
DI Georg Hunger
Österreichische Gesellschaft für Baurecht (ÖGEBAU) • www.oegebau.at
none
Heinestraße 38, 1020 Vienna
BR h. c. Dipl.-Ing. Karl Trauner
Österreichische Gesellschaft für Straßen- und Verkehrswesen (GSV) • www.gsv.co.at
none
Marxergasse 10, 1030 Vienna
BR h. c. Dipl.-Ing. Karl Trauner
Österreichische Vereinigung für Beton- und Bautechnik • www.ovbb.at
TR Dipl.-Ing. Anton Karner Board Member
Karlsgasse 5, 1040 Vienna
TR Dipl.-Ing. Anton Karner / ppa. Ing. Gerhard Wasicek
Österreichischer Baustoff-Recycling Verband (BRV) • www.brv.at
none
Karlsgasse 5, 1040 Vienna
Dipl.-Ing. Christian Letz
Österreichischer Güteschutzverband Recycling Baustoffe (GSV) • www.brv.at/gsv
none
Karlsgasse 5, 1040 Vienna
BR h. c. Dipl.-Ing. Karl Trauner
Österreichischer Verein für Altlastenmana gement (OVA) • www.altlastenmanagement.at
none
Gregor Mendlstraße 33, 1180 Vienna
ppa. Ing. Herbert Ramsauer / Dipl.-Ing. Christian Letz
Österreichischer Wasser- und Abfallwirtschaftsverband (ÖWAV) • www.oewav.at
none
Marc Aurel Straße 5, 1180 Vienna
Dipl.-Ing. Christian Letz
Rechts- und Versicherungsausschuss (VIBÖ)
none
Schaumburgergasse 20, 1040 Vienna
ppa. Mag. Bettina Schatzl-Huemer
Verband österreichischer Beton- und Fertigteilwerke (VÖB) • www.voeb.at
none
Kinderspitalgasse 1/3, 1090 Vienna
ppa. Ing. Walter Preisinger / Ing. Alfred Barth
Verein der Freunde der katholischtheologischen Privatuniversität Linz
none
Bethlehemstraße 20, 4020 Linz
Dr. Karl Steinmayr
Vereinigung Industrieller Bauunternehmungen Österreichs (VIBÖ) • www.viboe.at
BR h. h. Dipl.-Ing. Karl Trauner Board Member
Schwarzenbergplatz 4, 1031 Vienna
BR h. c. Dipl.-Ing. Karl Trauner / Dr. Karl Steinmayr
Vereinigung österreichischer Bohr-, Brunnenbau- und Spezialtiefbauunternehmugen (VÖBU) • www.voebu.at
none
Wolfengasse 4/8, 1010 Vienna
ppa. Ing. Ludwig Leonhartsberger
Vereinigung österreichischer Industrieller, Wien • www.iv-net.at
none
Schwarzenbergplatz 4, 1031 Vienna
BR h. c. Dipl.-Ing. Karl Trauner / Dr. Karl Steinmayr / TR Dipl.-Ing. Anton Karner
Wirtschaftsforum der Führungskräfte (WdF) • www.wdf.at
none
Lothringerstraße 12, 1030 Vienna
Dr. Karl Steinmayr
Wirtschaftsverband Oberösterreich (Bezirk Perg) • www.wirtschaftsverbandoberösterreich.at
none
Landstraße 36/2, 4020 Linz
ppa. Bmst. Ing. Dietmar Halatschek
Wirtschaftskammer, Fachausschuss Berufsausbildung, Weiterbildung, Forschung
none
Schaumburgergasse 20, 1040 Vienna
DI Karl Fröschl
Wirtschaftskammer, Fachausschuss Expertengruppe Bildung und Arbeit - Sparte Industrie WKO OÖ
none
Schaumburgergasse 20, 1040 Vienna
DI Karl Fröschl
Wirtschaftskammer, Fachausschuss Preis- und Indexfragen
none
Schaumburgergasse 20, 1040 Vienna
Dr. Günter Kaufmann / Dr. Christian Maier / DI Karl Fröschl
Wirtschaftskammer, Geräteausschuss
none
Schaumburgergasse 20, 1040 Vienna
Ing. Gerhard Wohlmuth
Wirtschaftskammer Österreich, Geschäftsstelle Bau, AS Arbeitssicherheit • www.bau.or.at
none
Schaumburgergasse 20, 1040 Vienna
Ing. Markus Roubin
26
Management & Corporate Culture in the HABAU GROUP
Membership Associations of HABAU Hoch- und Tiefbaugesellschaft m.b.H.
27
Environment The environmental responsibility of the HABAU GROUP All of the HABAU GROUP companies place utmost importance on the complete fulfilment of ecological responsibilities they have towards the environment. Against this background the HABAU GROUP pay meticulous attention to taking the appropriate action to avoid and mitigate negative impacts on the environment. Life-cycle assessments (LCA), which measure the impact of a construction project over its entire life-cycle (planning, construction, operation, decommissioning), are becoming increasingly significant. In preparation for the forthcoming certification according to ONR 192 500, the HABAU Hoch- und Tiefbaugesellschaft m.b.H. identified all sources of consumption as a first step to more detailed analysis. In the next step, the sources of consumption for the subsidiaries will be recorded. Step three and four include the quantitative measurements of CO² emissions in order to obtain a basis for accounting for the carbon footprint of the HABAU GROUP.
8. 28
An LCA for a building project takes into account the full impact on the environment over the entire life cycle, from planning and construction, to operation and on to final decommissioning. Our goal is to capture all relevant life cycle assessment metrics, as Environmental Responsibility of the HABAU GROUP
quickly and efficiently as possible, to evaluate them and use the results obtained in routine standardised processes within our organisation system (HABAU organisation system = HAKOS) as well as take advantage of synergies. Several such actions have already been implemented to provide a solid foundation, and need to be further coordinated and selectively refined. In addition, LCA will be developed into a strategic management tool that can be used for the purposes of responsible thought and action. Thus in the future, values may be considered in tendering which are not primarily measured in monetary terms. This should lead to more innovative approaches and developments in the HABAU GROUP. Environmental measures are not necessarily uneconomic!
8.1. Green is the colour – HABAU GROUP products with a pledge to sustainability
•
8.1.1 The eco2building
•
“It’s almost impossible to be more sustainable.“ Using this slogan the HABAU Hoch- und Tiefbaugesellschaft m.b.H. and its project partners in industrial and commercial buildings advertise the efficient passive house standard. But not only that, the customer gets an individually designed building and rapid construction time, all under one roof. This is the basic idea behind a project funded by the European Union (EU). Combining these advantages in the offer was a great challenge but was solved by the eco²building project partners in an innovative way.
• • • • •
•
requirements (only 10% compared to conventional buildings); Isolated from the risk of energy price increases; Heat generation from biomass (wood chip heating with microturbo generator power option); Pre-installed connections for photovoltaic system Track connection saves 50 tonnes of CO² per year; Ideal natural day lighting; Balanced room climate and clean air for motivating working conditions; High level of identification for employees and surroundings with the building, because it reflects the corporate identity of the company; Sustained usefulness and value of the building: Almost 100% recycling of timber components.
Our cooperation in sustainability includes the following experienced partners:
•
• ebök Institut für angewandte Effizienzforschung GmbH, Tübingen, Germany • Poppe*Prehal Architekten ZT GmbH, Steyr, Austria • Ochs GmbH eco²building-Partner for Northern Germany, Kirchberg, Germany • WIEHAG GmbH, Altheim, Austria
And the result has been rewarded with numerous nominations and awards:
An “eco²building“ is intelligent and forwardlooking, in particular for the following reasons: • Uses predominantly renewable raw materials; • Minimal heating and cooling energy
• Nomination for the Austrian State Prize for Architecture and Sustainability 2010, and • Awards of the Climate Protection Award, 2009, the Trigos Austria Award 2009 and The Energy Globe 2009. Federal Minister, Nicholas Berlakovich distinguished the eco²building as a “climate: active passive house“. This gave the project 1,000 out of 1,000 possible points.
Diesel for Machinery Electricity
4000
Transport
2
Screws Chipboard Mineral Wool Insulation
2000
Sawn Timber
1
DPM OSB
Conventional
-2000
Eco2building
0
Comparison of eco2building and conventional structure relative to global warming potential (kg CO2 equivalent)
0
-1
OVERALL RATING
3
Connection to infrastructure
Disposal
Safety
Plasterboard
6000
Longevity
XPS
End user comfort
4 Clay Blocks
Quality assurance from conception to completion
8000
Reduction of burden for humans and environment
5
10000
4,43
4,05
5,00
4,50
5,00
4,00
4,45
Tested by Arge Total Quality; The rating scale ranges from -2 to +5 Points. A score of 0 corresponds roughly to the average
-2 Environmental Responsibility of the HABAU GROUP
29
The success formula of the eco²building system is: ecological x economical = eco²building. This includes the “pillars“ of sustainable building:
THE SPEED: • Significantly reduced planning time through in-house developed planning software; • 30% reduction in implementation phase due to a high degree of prefabrication.
THE ENVIRONMENT: • Spectacular energy balance: 90% savings on heating and cooling requirements through optimised energy efficiency and building services concept; • Structural support, roof, ceiling and wall panels from the CO²-neutral building material wood.
HIGH QUALITY AND VALUE: • Best quality of workmanship by experienced project partners each providing comprehensive quality management. The eco²building sets a new standard in environmentally-friendly, industrial and commercial construction. Due to the passive house quality, eco²building has a spectacular LCA and achieves a reduction of 90% on heating and cooling needs by optimising the energy efficiency and building services concept. Eco²buildings are already equipped to the requirements of the European Buildings Directive 2021. The advantages: financial planning by offering a fixed price, complete reliability from a fully entrepreneurial single source, best workmanship by expert project partners with total quality management, and a fixed delivery date – all guaranteed by HABAU Hoch- und Tiefbaugesellschaft m.b.H.
THE ECONOMY: • Secure financial planning through fixed price offer; • Turnkey solution by contractor – onestop-shop; • Energy security – guaranteed lower customer operating costs compared to conventionally construction. THE INDIVIDUALITY: • Modular construction system, which is completely adapted to the needs of the customer • Focused on cost-effectiveness through simultaneous verification of the corporate designs of the customer; • Readily expandable design.
1000000 900000 800000
For more information about the sustainable concept of eco²buidings see the project homepage: www.eco2building.at
eco²building conventional building Operating costs over 30 years with annual energy cost increases taken into account.
700000 600000 500000
Energy costs in EURO
400000 300000 200000 100000 0
3%
4%
5%
Rate of Increase of Energy Costs
30
Environmental Responsibility of the HABAU GROUP
6%
7%
8%
9%
10%
8.1.2 Mc Smile – the smart clay block house from HABAU A further sustainable building project of the HABAU GROUP is the Mc Smile house, specially developed for the area of Upper Austria. This can be produced as a standard design or individually planned home to lowenergy, lowest-energy and passive house standards. The Mc Smile standard design houses are built to last for generations using sturdy solid clay block construction that not only gives the durability and stability of solid construction, but also imparts excellent indoor climate due to the clay block walls. The Mc Smile clay block house thus creates a stable relaxing living environment.
The low energy consumption of a Mc Smile house helps to save energy. Whether to low-energy, lowest-energy building or right through to passive house design, the Planning Department of HABAU Hoch- und Tiefbaugesellschaft m.b.H. will design and construct the house to the desired energy standard, making every effort to use the most environmentally friendly methods. The Mc Smile standard series offers affordable house design and a proven architectural concept. This allows efficient environmental and economical buildings to be built. For more information about the concept of the sustainable Mc Smile house, see the project homepage: www.mcsmile.at.
This traditional Austrian operation now uses the same build quality for private homes that it has applied to roads, office buildings, industrial plants, skyscrapers, bridges and pipelines for nearly 100 years of history. The HABAU Hoch- und Tiefbaugesellschaft m.b.H. uses ecological, professional building materials based on individual needs. Especially in building a private house, expert advice is essential. Environmental aspects must be incorporated in a natural manner.
Single family home in Saxen
Pool house in Grein
Environmental Responsibility of the HABAU GROUP
Single family home in Grein
McSmile Standard Series in Putzleinsdorf
31
bottom-up graded colouring, from orange to light yellow, combined with the dynamic “zigzag band“ of the balconies, give the building a very special and memorable appearance that is visible from afar.
Passive House Universumstraße, Vienna @ lisa rastl
8.1.3. A swinging pleated skirt with a difference – Eco architecture Commissioned by one of the two shareholders of the HABAU GROUP, contracted to Heindl Holding GmbH and designed by querkraft architekten, this apartment building, located in Vienna Brigittenau was completed in January 2011. The spectacular architectural style sweeps away the fusty old idea that the very best energy figures are only reached by means of a compact, simple and unimaginative cube with tiny peepholes. To many builders and architects, the requirements for housing subsidy grants appear to be too rigid. The scope often appears too narrow to create architecturally attractive spaces and the one-sided focus on the passive house standard seems unimaginative. Nevertheless, behind the passive house concept there is more to than just an eco-slogan! The passive house is encouraged under the building policy of all the Austrian federal states for good reason. The apartment building is designed as an energy-saving comfort house. The term comfort house comes from a particular technical house concept. In the usual passive house, heating energy is supplied via the air, which allows little or no individual control for the tenant. In addition, the air in winter becomes extremely dry. To make the individual room temperature controllable, in addition to the fresh-air ducts, underfloor-heating was installed and each room furnished with a room thermostat. This also allows the underfloor heating to provide a mild cooling of the rooms in the summer, using two groundwater wells as a cooling medium. The simple and effective architectural principles of the passive house, built by HABAU Hoch- und Tiefbaugesellschaft m.b.H. (with an extended scope of building construction) achieve a high quality of living against accents of urban building design. The façade insets and the alternating forward and recessed terraced parapets create diamond-shaped balcony areas, which provide maximum privacy. The
32
Environmental Responsibility of the HABAU GROUP
The ratio between the outer surface and volume is extremely advantageous, and the surface area is 27% lower than the building shape originally provided for in the development plan. Both are key factors in its compactness that match the requirements of a “climate:active, passive house“. Together with a sophisticated heating and ventilation system and environmentally friendly building materials, the building meets the required technical standard for passive house design.
Explanation: Climate: active, Passive House The Austrian building standard “klima:aktiv” (climate: active) includes four evaluation criteria, which give a maximum score of 1,000 points: 1. Planning and execution: • Infrastructure in the vicinity of the building location (proximity to schools, public transport), presence of bicycle stands; • Free of obstructions. 2. Energy and utilities: • Energy efficiency; • Low heat and water requirements; • Low running costs. 3. Building Materials and Construction: • Ecological building materials (low contamination of the indoor air and minimisation of environmental impact during production and disposal). 4. Comfort and indoor air quality: • Fresh air supply; • Internal temperature; • Humidity. In addition, in the category of “New Residential“ there are three levels (bronze, silver, and gold), whereby in the gold standard the criterion for “energy supply“ corresponds to the Passive House standard of the Passive House Institute in Darmstadt, Germany.
Sustainability facts and figures for the apartment building in Universumstraße: • Climate: active, gold standard, with 918 out of 1,000 possible points • Heating system: ground-water heat pump (space heating and hot water) • Primary energy demand for heating, water heating and auxiliary power for heating and ventilation: 36 kWh / m² UFA (UFA = usable floor area) • Climate:active requirement: ≤ 65 kWh / m² UFA • Heating energy: 15 kWh / m² UFA • Climate: active requirement: ≤ 15 kWh / m² UFA • Air leakage: n50 = 0.29 h-1 • Climate: active requirement: n50 ≤ 0.6 h-1 • Average U-value: 0.317 W/m²K • Building footprint: 906 m² • Residential space: 3,715 m² • Office space: 1,110 m²
8.2. Careful use of resources- for resale and recycling of internal requirements The HABAU GROUP HQ in the Naarner Straße site in Perg, is home to the precast concrete plant, the construction yard, and the central storage area and workshop. It is also the location for the implementation of a number of key initiatives in environmental responsibility. An outstanding example is the on-site heating system. As a result, a huge reduction in fuel consumption and massive increases in sustainability have been achieved.
8.3. Saving while driving - fuel and reduced CO² emissions through environmentally conscious concepts in transport and logistics in the HABAU GROUP A company in the construction industry makes intensive use of construction equipment as well as company cars and trucks, and it is difficult to avoid high fuel consumption and CO² emissions. However, it is possible to take action in these areas and effect significant reduction. The HABAU GROUP has introduced a number of innovative sustainability initiatives in these areas. Care is taken in particular to look at sustainability, alongside quality and price, when buying new cars, trucks and construction equipment. Fuel consumption and CO² emissions are important parameters in the purchasing decision. As a strategic measure for sustainability, in the area of logistics and transport, the HABAU GROUP took over the transport company Fuchs Transport-Logistik GmbH in 2008. This has primarily strengthened company expertise in transport logistics, but has also added to sustainability by introducing the potential for round-trips into building projects, thus making them more environmentally friendly. For example, empty runs are compensated by contracting freight transport from third parties, which otherwise would be prohibited for a construction company. This brings both economic and environmental benefits for the HABAU GROUP and the customers of Fuchs Transport-Logistik GmbH.
The primary objective was to reduce LPG use as much as possible and to replace it using available waste oil. Before the construction of a waste oil heating system, the waste oil was used for evaporation in concrete hardening. If this was not technically required, the waste oil was disposed of uselessly. Through this novel environmental initiative, 100% of waste oil is used, entirely replacing the LPG. Thus the disposal of used oil at this site could be reduced by approximately 100,000 litres each year, significantly reducing CO² emissions. This innovative heating system is just part of the HABAU GROUP sustainability strategy. With current operations and future plans, the management makes a positive impact on the environment. A further environmental initiative relates to the protection of side embankments, when reclaiming gravel pits, if breeding birds nest there. Environmental Responsibility of the HABAU GROUP
33
8.3.1. Sustainable road transport measures save over 70,000 litres of diesel and reduce CO² emissions The driver is always a decisive factor in road transport. The HABAU GROUP has consistently operated a highly qualified and above all permanent team of committed drivers, who are constantly trained in safe driving techniques. A key focus in the HABAU GROUP is to ensure an environmentally friendly driving style. This focus is documented through a sustainability project that has been carried out in recent years. Following driving style training for safety and fuel economy with about 40 truck drivers, it was possible to achieve a 5% saving in fuel consumption and CO² emissions. The total savings in this area through environmentally friendly driving are enormous and represent approximately 35,000 litres of diesel fuel per year, not to mention less strain on the environment. In 2011, 11 Euro class 3 trucks were exchanged for new models to Euro 5 class EEV. This allows further savings of about 37,000 litres in diesel consumption to be achieved as well as CO² emissions.
Fuchs Transport-Logistik GmbH and HABAU Hoch- und Tiefbaugesellschaft m.b.H. have received the climate protection award.
With the resounding success of this project Fuchs Transport-Logistik GmbH was presented an award for its expertise in climate protection by the Republic of Austria. But the HABAU GROUP is not resting on its laurels with this award. Other environmental initiatives are currently undergoing operational trials. Amongst them a bio-energetic fuel-saver for trucks will be tested. The expectations are aimed at further fuel and CO² savings of 5 to 10% and a strong reduction in other pollutants. Additionally driving style will be evaluated through a vehicle driver management system. The aim is to identify emission reducing measures when braking, accelerating and changing gears. The test period runs from March to August 2012. 34
Environmental Responsibility of the HABAU GROUP
A role model in this area, who upholds environmental action in everyday life, is the director of Transport-Logistik GmbH and manager of the HABAU GROUP construction yard, Wolfgang Breinesberger. With his Peugeot 508, the first company car with diesel hybrid drive, he saves fuel and reduces pollutants. This is another step towards providing a sustainable future. But it is not just with vehicles that environmental action is being taken. As part of an energy assessment at the Naarner Straße site in Perg, improvements to the heating and gas radiators were carried out.
8.4 Green IT – environmental action in the area of information technology Many businesses are not aware that information and communication technology (ICT) influence a high proportion of environmental factors. For example, through the rise of the Internet, global electricity consumption doubled over the last decade. In particular, a large proportion is incurred by the cooling of IT equipment. The HABAU GROUP also sets out sustainability standards in the area of green IT. Housing of a large part of the central servers in the Perg centre has been transferred to the Green Data Centre at the Perg Technology Centre. Server consolidation using virtualisation (VMWare) has replaced many physical servers, which generate heat and which would otherwise usually be cooled with high power consumption. With the programmes Citrix and ThinClients further power is also saved at employees‘ desks. Thin Clients consume much less power and produce much less heat in the workplace. This in turn relieves the load on the air conditioning units, in itself leading to an additional reduction in power consumption. At present a new printer concept is being tried out, which will also bring an environmental advantage. “FollowMe Printing” promises to reduce print volume between ten and twelve per cent with shared printers, by ensuring that the print command is authenticated separately by each user.
An extensive environmental training plan ensures that these documents are actually implemented. This is backed up by keynote speeches, given by members of the environmental management team, as part of site manager meetings, and the content deepened and anchored by further training. Similarly, foremen and supervisors, who as operational managers take on responsibility for the sites, are trained by the same system in environmental issues. Furthermore, it is planned, and already partially implemented, that this environmental training shall be integrated into the standardised personnel development concept of the HABAU GROUP. In the next few years, all employees of the HABAU GROUP will go through this training procedure. Thus, a further step towards environmentally friendly behaviour has been taken, continuously supported by greater awareness.
Total
FY 2010/2011
49,640.30
35,932.04
85,572.34
FY 2009/2010
24,907.00
44,148.00
69,055.00
FY 2011/2012
3,253,891.45
454,414.94
3,708,306.39
FY 2010/2011
4,461,549.02
550,113.92
5,011,662.94
FY 2009/2010
4,709,914.27
495,146.79
5,205,061.06
The above table shows the building productivity and the consumption of resources by means of two principal figures. The following table presents a simplified overview of the acquired and transferred waste for 2011. Discharges to the groundwater or watercourses are not shown.
Übergabe Transferred
Construction Waste Excavation Waste Oil Other Wastes Excavation
Acquired
Construction Waste Waste Oil
8.6. The generation of waste - sustainable waste management in the HABAU GROUP The following table shows the amount of concrete cast in cubic meters compared to the consumption of fuel in litres. It is evident that the sustainable management of waste in the HABAU GROUP is bearing fruit. Despite increased building productivity, which is clear from the amount of concrete cast shown below, fuel consumption was substantially reduced over the same period.
Environmental Responsibility of the HABAU GROUP
Total
From Others
101,192.60
Fuchs TransportLogistik GmbH
97,339.60
From H.B. Beton 4,853.00
HABAU Hoch- und Tiefbaugesellschaft m.b.H.
Environmentally friendly behaviour by employees is required through numerous statements within the integrated management system HAKOS. One such example found in HAKOS is the production of waste management plans for each construction project.
FY 2011/2012
Concrete m³
For the achievement of sustainability, it is paramount to engage the broad participation from as many employees as possible in environmentally friendly behaviour. The HABAU GROUP is aware that this can only be realised through a long-term process of sensitisation.
Fuel in Liters
8.5. Awareness as a key - The HABAU training concept for environmentally friendly behaviour
All waste arising in the Federal Republic of Austria is transferred to authorised regional collection sites and waste handlers. No waste is imported or exported.
Concrete and fuel quantities (all figures for HABAU Austria – without working groups)
83,249.31 t 294,992.52 t 4t 5,000 t 224,427.25 t 61,664.25 t 10 t
Total weight of waste by type and destination in 2011
35
8.7 Green awareness – competition for the best environmental ideas A further element in the quest to reduce CO² emissions, waste, fuel and electricity consumption and encourage environment friendly behaviour is the creation of the “Green Idea Exchange“. All employees of the HABAU GROUP will be asked to submit their ideas on environmental protection and sustainability. An expert panel will select the best proposals, assess their sustainability and initiate implementation. The most creative suggestions will be put on display and receive awards.
36
Environmental Responsibility of the HABAU GROUP
9. 9.1 Another perspective on sustainable development - tradition meets modernity - 100 years of economic success
Economy
A business operation must be financially successful. This is the only way to sustain longterm company survival. Nearly 100 years of history confirm the sustainability of the HABAU GROUP. The long period of financial success of the HABAU GROUP is based on two core values: tradition and modernity. The HABAU GROUP remains a family business that owes its growth to the two owning families, and to a modern management and leadership style.
of the HABAU GROUP
The financial and economic responsibility
The table below shows the positive financial growth of the last three years based on the figures already accounted for at the time of preparation of the sustainability report. From the performance factors outlined below the funding for voluntary donations can also be read. These support non-profit social initiatives and in turn contribute to social welfare.
FY 2008/09
FY 2009/10
FY 2010/11
External performance
727,000
822,000
907,000
Costs
710,700
804,200
887,900
16,300
17,800
19,100
161,800
189,400
195,200
4,095
2,800
6,900
114
59
67
2,806
2,880
2,970
Profit on ordinary activities (POA) Staff costs Tax (actual income tax, without charges and local taxes) Donations (excl. sports club sponsorship) Local taxes to municipalities
All figures in THOUSANDS OF EUROS
9. Financial and Economic Responsibility of the HABAU GROUP
37
9.2 Think globally, act locally: the multibrand strategy of the HABAU GROUP – strengthening regional identity and loyalty Over the last two decades, the HABAU GROUP has grown into a construction company that operates internationally. Throughout this period, a clear multi-brand strategy has always been recognisable. All companies that have become part of the group have not only retained their brand names, but also their identities and have been able to strengthen these further under the combined umbrella. Regional sites have also been maintained in the integration into the corporate group because we are convinced, now more than ever, that we have to think globally as well as act locally. With this strategy the HABAU GROUP follows a special path within the construction industry, one that is proving to be very successful. The loyalty of employees can be seen in the long-term staff retention in all companies, and staff turnover is well below the industry average. As a result, the HABAU GROUP reserves the best technicians and managers, and existing knowledge and technical expertise are thus secured for the future. Customers benefit from reliable and consistent partners and know their contact person in the HABAU GROUP personally. Employees are familiar with HABAU GROUP business partners. The continuity of the staff involved thus guarantees the identity of the group and reflects the loyalty of employees to their employer.
9.3 Don’t go out of town, buy here: the economic responsibility of HABAU GROUP in different regions Economic responsibility is not just for the company alone. The HABAU GROUP understands its economic responsibility as an employer and also as a regional partner for the local economy. A primary goal of the HABAU GROUP employment policy is to hire employees within each region in which an operating site is located. This saves unnecessary travel times for employees, but also avoids unnecessary CO² emissions. This sustainable policy is also carried over to the selection of suppliers and freight 38
Financial and Economic Responsibility of the HABAU GROUP
companies. Here, too, regional partners who want to develop long-term relationships with the HABAU GROUP is preferred. Without fair dealings with each other, such long lasting connections would not be made. The virtual absence of legal disputes with our subcontractors testifies this image of fair and mutually respectful dealings with each other.
9.4 Accepting responsibility: PPP - Public Private Partnership – HABAU takes a new shared path with the public sector PPPs serve to fulfil public functions through private involvement. A key part of the PPP model is the use of private capital to bring about the mobilisation of public projects. This makes it possible for a contracting authority to comply with mandatory or voluntary public duties, without narrowing the general and financial scope (budget) of negotiations to more than what is absolutely necessary. PPPs are thus a very effective way to minimise the net EU debt in accordance with the Maastricht criteria. Within the framework of PPP projects the HABAU GROUP assumes responsibilities that go far beyond a mere construction process. For society this usually results in added value. As a PPP model is often either completely or partially based on a functional tender, construction companies have the opportunity to plan and implement sustainability measures on their own account. In such models the HABAU GROUP plays a significant role in the life cycle of a project from the very beginning and therefore - contrary to conventional construction projects where the deliverables are usually handed over completely to the contractors – is required to plan and implement sustainable action on its own initiative. The importance of sustainable thinking and action is increasing in all areas of the group.
At present, the HABAU GROUP is involved in two PPP projects: these are the by-pass around the B4 Maissau and the establishment of ÖBB Group Headquarters in Vienna. Visualisation of the ÖBB Group Headquarters: © tomaselli.vs. / Zechner & Zechner
B4 Maissau by-pass
Financial and Economic Responsibility of the HABAU GROUP
39
Responsibility Social Responsibility for the HABAU GROUP
The HABAU GROUP sees itself as a group of companies operating internationally that takes social responsibility for all internal and external stakeholders. In the HABAU GROUP, however, social responsibility is not just about giving out charitable donations here and there, but about acting fundamentally in a socially responsible manner and providing specific help. This often means that social projects in the immediate or close environment of the group are supported. Furthermore, the HABAU GROUP operates under the slogan “help others to help themselves“ and does not just donate money or gifts in kind, but provides active support and assistance.
10.1 Social problems are closer than you think - the Social Fund of the HABAU GROUP
10. 40
The HABAU Social Fund is a long-established and reliable tool for rapid and nonbureaucratic assistance for employees in extreme emergencies. The two partnership families, of Halatschek and Heindl, annually make a considerable sum of money The Social Responsibility of the HABAU GROUP
available to cut through red tape and help in difficult situations. The workers‘ council can anonymously make this money available to employees to alleviate serious financial problems due to illness, death or hardship etc. due to unforeseen circumstances. This cannot be a substitute for the trauma or suffering that some may experience, but at least it provides a measure of support to help people to continue their daily lives. Another project that operates in the immediate vicinity of HABAU GROUP is the provision of a school bus. The Austrian citizens and businesses are model helpers. This is demonstrated year after year through the organisation of “Licht ins Dunkel“ (A Light in the Dark). The HABAU GROUP is also a contributor to this campaign. The SOS Children‘s Villages is without a doubt a very deserving cause. They give many children a new home and new hope. The HABAU GROUP regularly supports these facilities, the most recent initiative of note being the establishment of the SOS Children‘s Village in Rechberg. HABAU Supervisory Board member, Adolf Aubock,
assumed the organisation and construction management for the entire project. Foreman Martin Freinschlag and several other construction workers were made available free of charge for the 6-month construction period. In the HABAU GROUP, social responsibility means supporting the local rescue and emergency organisations, which often work voluntarily to provide invaluable services to society. Here, too, the HABAU GROUP offered active support with the purchase of an ambulance for the Red Cross service in Perg.
10.2 Diversity, dignity and justice more than just words Companies in the construction industry have always been required to deal with great diversity in their organisation. In the HABAU GROUP there is not only a large mix in age groups, but also a variety of people of different nationalities, with different religious beliefs, languages and customs. Due to the continuous internationalisation and many trans-national projects, such as in Brazil, India and Russia, these challenges are commonplace for many employees and executives in the HABAU GROUP. Facing the challenge of this diversity is the task of our managers. The way to deal with each other depends mostly on the immediate supervisor, regardless of whether it is manager or foreman. This culture therefore lies at the core of handling the diversity and dignity of people with fairness, and despite the many differences, making sure that they play no role in any dealings. In recent years, the HABAU GROUP has placed its focus on leadership developThe Social Responsibility of the HABAU GROUP
ment, in order to implement a corporate culture that not only permits diversity, but actively encourages it. An integral part of this is the translation of the values of HABAU GROUP, as far possible, into everyday management practice. Evidence to confirm this has been accomplished is provided on the one hand the long-term retention of our employees in the HABAU GROUP and other hand through various awards, including 3rd place in the “Best Employer 2008“ award. For women working in technology companies, particularly in the construction sector, has not always been easy. However, the HABAU GROUP has taken a long and consistent path to equality. Starting at the top with Mag. Georgina Heindl as deputy chairman and general partner, many key positions in the HABAU GROUP are filled by women. For example, the Legal Office is managed for HABAU Austria by ppa. Mag. Bettina Schatzl-Huemer, and for PPS Pipeline Systems in Germany by the lawyer Daniela Balogh-Grese. Cost control is led by Eva Kronberg, whilst Iuliana Tanasescu, MBA is in charge of the company finances, and Mag. Heide Schwarz, MBA is responsible for all staff development. But women do not just hold leading commercial and administrative positions in the HABAU GROUP. The general management of HABAU Hungaria Kft is in the hands of Ing. Monika Franijc. It is the aim of HABAU GROUP to promote even greater diversity within the group in the future. This is not just due to demographic changes and professional or managerial skill shortages. It also represents the deeply held conviction that diversity, dignified and respectful dealings with each other and equal cultural and gender opportunity, in a strong corporate culture, must be a living reality and not just a slogan.
10.3 The HABAU GROUP as a regional partner - not just paying lip service to “think globally, act locally“ Despite the strategy of internationalisation, the HABAU GROUP acts primarily as a regional socially responsible group. As previously mentioned, this is mainly influenced by the selection of suppliers and subcontractors. Above all, the HABAU GROUP is a large employer within its areas of activity. In all these areas, regional campaigns and projects are supported, on the one hand with money and gifts in kind and, on the other hand, by providing free services. 41
10.4 In the case of an incident - the HABAU GROUP actively participates in the Upper Austrian Natural Disaster Network
Upper Austrian Natural Disaster Network
The HABAU GROUP is involved in the Austrian Natural Disaster Network. This network was launched in the summer of 2010. In the case of an emergency rescue operation, the Armed Forces may call for assistance from the HABAU GROUP. Manned and unmanned equipment can be made available across the entire Upper Austrian region in a quick and uncomplicated manner, to deal logistically with the situation as quickly as possible. Fortunately, since its inception, a disaster has not yet arisen, but just in case the HABAU GROUP is well prepared and participates regularly in exercises and simulations with the network. The engagement of volunteers from the HABAU Hoch- und Tiefbaugesellschaft m.b.H. is primarily supported by: • Recognition and dispensation by the management of the company for volunteer service by HABAU employees, • The high importance given to First Aid in the organisation, which also reports directly to the company‘s management. All First Aid courses are held during working hours and participating staff are paid by the HABAU GROUP, • A special commitment for young people and trainees, • Possible waiver of normal work duties of volunteers, who can also take flexible working hours to carry out their volunteer work.
42
The Social Responsibility of the HABAU GROUP
10.5 Workplace rehabilitation in the HABAU GROUP For various reasons, people are often temporarily unable to fulfil their workplace activities. It is incumbent on a socially responsible company to take full responsibility for the rehabilitation of workers. It is a goal of the HABAU GROUP to gather comprehensive information about all employees for the introduction of occupational rehabilitation management (ORM). This will facilitate transparency about the background, scope, schedule and goals of the project. This is necessary in order to address potential fears of employees (and managers) in connection with ORM as early as possible. Such anxieties may be raised, for example, through: • Fear of job loss - ORM is misunderstood as a process for redundancy preparation. • Fear of disability – ORM is misunderstood as a process for enrolment in a disability pension. • Fear of stigma (e.g. HIV, mental illness, etc.) - ORM is misunderstood as a process where diagnosis is critical. The internal public relations information for ORM in the HABAU GROUP has included the following: • The objectives of ORM: overcoming disability, incapacity and retaining the job. • ORM is voluntary: a rejection of the ORM process entails no disciplinary action. Stakeholders become involved in the development of the initiative and can revoke their commitment to the process at any time. There are, however, indications that measures for support and help may not be taken for a person without their cooperation. • Privacy of information is guaranteed: as indicated by the involvement of the chairman of the workers council and the Chamber of Labour as well as a corresponding operating agreement. • ORM is supported by all the parties involved: both employers and staff members are behind the project. All parties are committed to cooperating for the good of the employees. • Who is involved in the ORM process: information about the members of the steering committee and its responsibilities, as well as information about any of the external participants (e.g. case managers, care assistants, occupational psychologists etc.)
The dissemination of information on ORM will be through a number of channels and may be held for specific target groups. Possible channels of information are: • • • • • • •
Staff meetings Department or section meetings Staff Newsletter Circular leaflets Guide for patients Posters Flyers
As always a crucial aspect is the joint participation of both employer and employee representatives. Written information and staff meetings must be contributed to by both partners in the HABAU GROUP. With this important measure, the HABAU GROUP is taking social responsibility to its employees even more seriously than in the last few years.
SOS Children´s Village Rechberg
School bus for Nigeria
The Social Responsibility of the HABAU GROUP
43
Health and Safety Employee health and safety
11.1 Health and vitality - the HABAU GROUP as a healthy and dynamic group of companies Employees contribute significantly to the success of HABAU GROUP. The HABAU GROUP believes in sustainable and healthy human development. We encourage and challenge employees at home and abroad, offer interesting job opportunities in the construction industry, provide a high level of employee commitment and are proud of the exceptionally long service record of our employees. The number of employees has increased in recent years due to continuous growth and internationalisation. • Current number of employees: 3,498 (as on 31st March 2011) – of which: – salaried Staff: 1,095 – hourly workers: 2,403
11. 44
In the tables below data is given on the number of employees, the company development and the management for the group. The senior management of the HABAU GROUP is made up of three executives, each Health and Safety of Workers
with their specific area of responsibility and shared responsibility for further strategic development of the corporate group:
Name
Position
TR Dipl.-Ing. Anton KARNER
Technical Director Building and Prefabricated Structures
Dr. Karl STEINMAYR
Commercial Management
BR h. c. Dipl.-Ing. Karl TRAUNER
Technical Director Civil and Pipeline Construction Group Management Board HABAU Hochund Tiefbaugesellschaft m.b.H.
Governing Bodies 3
Managing the HABAU GROUP
Annually, approximately 8% of total staff
15
Subsidiaries of the HABAU GROUP
Age: 16 years to 60 years
25
Managers and Company Secretaries
By gender: male 7.5% and 0.5% female
25
Heads of Department
175
3750 3500 3250 3000
Staff turnover/losses (including retirements)
Site Construction Managers
The rate of staff turnover (annual staff attrition, including retirements) of about eight per cent is inclusive of (well-deserved) retirement and is well below the industry average. Again, this is an indication that employees at HABAU willingly remain loyal to the company for a long time and suggests a sustained interaction with each other.
Technician Plant Mechanic Assistant Foremen/Supervisors Builders Labourers Salaried Staff Skilled workers Total
1750
2010/11
2009/10
2000
2008/09
2250
2007/08
2500
2006/07
2750
1500 Development in the number of employees in the HABAU GROUP.
1250 1000
The figures shown are average values. At peak times, staffing needs are covered with up to 30% of temporary workers that work alongside the selected permanent staff groups.
750 500
Health and Safety of Workers
19 54 400 405 1095 1055 3498
19 54 427 414 1073 1058 3519
17 50 392 380 912 972 3158
17 50 345 440 799 875 2931
0
15 43 330 405 720 850 2759
250
45
11.2 The operational performance of HABAU GROUP for their employees
Summary of the performance level of legal compliance of the HABAU GROUP
The HABAU GROUP has always been considered a fair and socially responsible employer. This is also reflected in dealing with its stakeholders. The following table shows the requirements of the Global Reporting Initiative (GRI) index and the degree of performance in terms of legal compliance.
Company benefits (illustrative list): • • • •
Work clothes, full provision (in part) Work clothes for Christmas Helmet, shoes, boots and rainwear Free vaccinations by the occupational physician • Christmas bonuses, gift certificates (in part) • Pension plans (pro rata)
Requirements for legal compliance
Compliance in the HABAU GROUP
Total number of incidents of discrimination and actions taken:
There are no known incidents of discrimination therefore no such action was taken.
Operations identified as having significant threat to freedom of association or the right to collective bargaining and action taken:
There have been no formal business activities with a danger to freedom of association and / or the right to collective bargaining, no such action was taken.
Operations identified as having significant risk to child labour, and action taken:
There are no such known activities and therefore no measures were taken in this respect.
Operations identified in which there is a substantial risk of forced or compulsory labour, and actions taken:
There are no business activities in which a significant risk of incidents of forced or compulsory labour was known. It was therefore not necessary to take action.
Percentage and number of business units which were analysed for risks related to corruption:
100 %
Number of complaints that were raised for anti-competitive behaviour, antitrust, and monopoly practices and their results:
There have been no such lawsuits brought against companies in the HABAU GROUP.
Total number of incidents of non-compliance with regulations and voluntary codes related to information and labelling of products and services, by type of impact:
There are no known incidents where regulations and voluntary codes related to information and labelling of products and services have not been respected.
Total number of substantiated complaints regarding the loss or lack of protection of customer data:
There are no such complaints known.
Value of significant fines for non-compliance with laws and regulations relating to distribution and use of products and services. Are there any details to report (number of incidents of preventive measures)?
There are no known violations in terms of distribution and use of products and services.
Percentage of employees covered by collective agreements:
100 %
Are there any operating agreements which guarantee a better position compared to the collective agreement (for all full and part-time positions and fixed-term contracts)?
Partially.
Notice periods regarding significant operational changes and information that such deadlines were specified in collective agreements?
Beyond statutory requirements there are separately agreed notice periods.
46
Health and Safety of Workers
11.3 The most precious resource of a company - human resources development in the HABAU GROUP
the change project “Z.I.E.L. – Zielgerichtet Innovationen erfolgreich leben“ (focused innovation comes alive).
The topic of human resources development receives substantial consideration in the HABAU GROUP. This covers providing basic and advanced training in various areas, from technical courses, through social skills to leadership training.
The objectives of this project ranged from designing the communications and information culture, through initiatives in human resource development, to idea generation and implementation of new products. One result of Z.I.E.L. was the development of probably the smallest precast concrete parts in the world. Illustrations from each project are shown at the beginning of selected chapters.
Number of employees of HABAU Hoch–und Tiefbaugesellschaft m.b.H in education and training: HABAU Hoch- und Tiefbaugesellschaft m.b.H.
Hours
Employees
Training Hours / Employee
Number of Course Participants
Course Participation / Employee
FY 2011/12
11,320
1,224
9.2
1,021
0.83
FY 2010/11
14,626
1,141
12.8
1,167
1.02
FY 2009/10
13,950
1,112
12.5
986
0.89
In addition to traditional staff development activities such as seminars and courses, internal change projects have been initiated, which aim at strengthening the skills of employees. From 2009 to 2011, the Held & Francke Baugesellschaft m.b.H. participated in a cooperation project entitled “KriZu”(master crisis and secure the future). The aim was to strengthen the adaptability of the company and its employees to change. The above average results of the project were presented by ppa. Dipl. Wirtsch.-Ing. (FH), Ing. Harald Krammer, MBA, together with the other project partners, at a press conference with the Upper Austrian Minister for the Economy, Viktor Sigl, and was described as an exemplary cooperation project. In the area of precast structures, the HABAU Hoch- und Tiefbaugesellschaft m.b.H. based at the Naarner Straße site in Perg, launched
A current change project in the HABAU GROUP is “HOPE– Hochbau Personalentwicklung“ (Personnel Development in Structural Engineering). The objectives of this project include the restructuring of “Worker Briefings“, “Career Paths and Job Specifications“ and a “Training Catalogue“ in the field of civil engineering. In addition, a task force is focused on the topic of “Marketing Personnel“ to provide answers to the challenges of demographic change. In all projects, care was taken to achieve an interdisciplinary and cross-hierarchical team structure. Supervisors from the precast factory, were integrated into the project teams alongside building and road construction foremen in order to obtain different perspectives on problems and to make a positive influence on the corporate culture.
Training statistics for HABAU Hochund Tiefbaugesellschaft m.b.H.
Ing. Markus Roubin, Andreas Raffets eder, ppa. Franz Strasser, Mag. Heide Schwarz, MBA, ppa. Ing, Reinhard Stiftinger, Bmstr. Ing. Harald Rührnößl (left to right)
Core Team HOPE Health and Safety of Workers
47
Structured employee appraisals have been conducted regularly in the HABAU GROUP for many years. The aim is to allow mutual feedback on the one hand, and to agree common targets on the other.
Actual
Target
Performance level %
FY 2010/11
270
314
86 %
FY 2009/10
200
312
64 %
FY 2008/09
199
290
69 %
FY 2007/08
176
277
64 %
Interview Rate
Appraisals held in HABAU Hoch- und Tiefbaugesellschaft m.b.H. (Salaried Staff)
The Work Ability Index (WAI) is used to differentiate the assessment of the specific work capacities of individuals, made up from the working conditions and the activities in question, as well as from the personal resources of the respondents. The actions that have been implemented as a result of a survey on the WAI, have facilitated improvements in individual health, employee skills, motivation, work environment and leadership. The Work Ability Index Plus ™ is in accordance with the WAI and extends the index, based on the “House of Work Ability“ model, to include the issues of health, skills, values, leadership, collaboration, design space and working conditions. Using this analytical instrument, targeted interventions were carried out for improving and maintaining the work ability of employees of the HABAU GROUP.
In 2009 and again at the turn of the year 2010/11, two employee surveys were conducted under the “Fit for the Future - maintaining work ability“ programme of the General Accident Insurance Institution (AUVA) and the Pension Insurance Institution (PVA). The results of these surveys formed the basis of a health promotion and organisational initiative in the HABAU GROUP entitled “HABAUfit“ - for a lifetime!
The House consists of the Ability to Work on four levels: (Ground floor) health; (1st floor), qualifications, skills, abilities; (2nd floor) values, attitudes, motivation; (3rd floor) work environment, leadership, job content, work organisation.
“Fit for the Future“ was a free programme run by the General Accident Insurance Institution (AUVA) and the Pension Insurance Fund (PV), in which the HABAU GROUP participated, as one of 20 pilot enterprises. In both surveys, the factor known as the “Work Ability Index” was reviewed. In addition, an analysis was performed based on the Work Ability Index Plus ™.
Survey
Survey (2009)
Survey (2010/2011)
Survey (2012)
Group, Location
A-4320 Perg, Naarner Straße 80 A-4030 Linz, Kotzinastraße 4 and A-3382 Loosdorf, Gewerbestraße 3
HABAU GROUP, all Austrian subsidiaries
HABAU GROUP, all Austrian subsidiaries
Number of Employees
372
2,300
In progress
55.11
50.48
In progress
27
117
In progress
168
990
In progress
Hourly Workers
99
612
In progress
Salaried Staff
85
434
In progress
9
37
In progress
133
726
In progress
Middle managers
56
273
In progress
Senior Managers
5
33
In progress
Returned Questionnaires Women Men
Returns from the employee surveys as part of the AUVA and PVA-project “Fit for the future – maintaining work ability“
48
Apprentices Staff without management role
Health and Safety of Workers
rebuilding a children‘s slide, building a boat house and repairing a tree house. Through such work, HABAU apprentices already make a contribution to socially responsible behaviour and the community.
“House of Work Ability“ – model (from Prof. Juhani Illmarinen)
FAMILY
WORK ABILITY
FRIENDS
Leadership Work environment Work contents Organisation of work Values Attitudes Motivation Qualification, Knowledge, Expertise Abilities and Skills Physical, Psychological, Spiritual and Mental Health
SOCIETY
POLICIES
Heinzl Julia, HABAU employee and lecturer with the Austrian Red Cross, training her young colleagues in First Aid.
11.4 Today we build for tomorrow – for our apprentices! The conditions in the area of professional training have changed dramatically in recent years. Skills shortages and demographic changes not only haunt the headlines across the media landscape, but are real problems that companies have to face in the short as well as the long term. As one of the responses to this issue, the HABAU GROUP invests heavily in training apprentices. As a complement to existing training courses, the group launched a modular development programme for apprentices in 2007.
Young builders and brick layers preparing a “banquet menu“ in the kitchens at the Mühl-fun-viertel centre – a first-time experience for some of them!
During the three years of training, the apprentices come together for three days each year to gain a full understanding of their own health and future work ability. The seminars for apprentices, (Year 1: “Stimulation Days“ – We’re off, but which way? Year 2: “Just Safety“ - Safety from the start, Year 3: “Fit for Life“ - health, an asset for the future), not only impart recognition of a sustainable corporate bond, creating a “feel-good factor“ in their own company, but also support the discovery and development of individual resources and skills. For example, as part of the apprentice workshops, some apprentices carried out a practical project renovating the recreation ground equipment that had become rotten at the hostel where they were staying. Under their own initiative, they planned, executed and presented this very real construction project. The work was carried out with great enthusiasm and included demolishing and Health and Safety of Workers
To conclude the three days of exciting experience and learning, the fitness and safe working procedures that have been learnt are tested using the giant ladder in the rope garden.
49
The “HABAU Keen Eye” - for safety - is the name of the current safety initiative at HABAU GROUP. By sharpening observation amongst staff and targeted raising of awareness, it is expected that work-related accidents and thus lost hours due to injury will continue to be reduced even further. More than anything, an accident at work usually brings human suffering. The health and safety of employees in the HABAU GROUP is therefore paramount. Upholding these values takes precedent over any other business objective. Back in 2005, parts of the HABAU Hoch- und Tiefbaugesellschaft m.b.H received certification according to the SCC (Safety Certificate for Contractors) standard, leading to a long-term reduction in accident rates in the HABAU GROUP. 60 55
47,12
50
42,98
45
FY 2011/2012
FY 2010/2011
No. of technical safety inspections per FY
196
203
109
No. of unsafe states and safety incidents per FY
305
322
207
No. of unsafe states and safety incidents per inspection
1,56
1,59
1,90
No. of visits by the Factory Inspector per FY
33
18
29
No. of complaints by the Factory Inspectorate per FY
98
73
60
No. of complaints by the Factory Inspectorate per visit
2,97
4,06
2,07
Number of safety inspections by the Safety Officer of the HABAU GROUP in Austria and number of visits to construction sites by the Factory Inspectorate in Austria. (The figures shown are for all companies in Austria of the HABAU GROUP excluding Östu-Stettin Hochund Tiefbau GmbH)
Number of accidents per million hours worked
51,24
FY 2009/2010
11.5 Safety first - staying healthy is better than any great recovery. Occupational health & safety in the HABAU GROUP
40 35
Preventive work is continuously strengthened through the provision of a variety of safety and occupational health services by the health and safety management of HABAU GROUP.
30 25,99
19,06 17,98 17,59
14,00*
2011/12
2006/07
2005/06
2004/05
5
2003/04
10
2002/03
15
18,60
2010/11
19,83
2009/10
Specified as per SCC procedures
2008/09
20
2007/08
25
0 Accident frequencies (AF) in the SCC certified divisions of the HABAU GROUP in Austria. The business of the HABAU GROUP in Austria, certified according to the SCC standard are: • HABAU Hoch- und Tiefbaugesellschaft m.b.H - Industrial and general contracting - Civil Works and Highway Construction – Eastern Div. - Pipeline construction – Western Div. - Civil Engineering • Held & Francke Baugesellschaft m.b.H. - Central Region, Salzburg Branch Office • Fuchs Transport-Logistik GmbH - Full divisional activities Covers all accidents with one or more lost work days. * Provisional figures
50
Health and Safety of Workers
Another positive picture in terms of workplace accidents is shown by the German subsidiary PPS Pipeline Systems GmbH, which operates internationally.
18
PPS is currently working towards certification according to OHSAS 18001 to satisfy the requirements of international clients, where SCC is not as well recognised as in Germany and the Benelux countries.
14
17
17
Number of incidents per SCC Number of near misses Accident Rate (AR) per SCC
16 15 13 11
11 11
10
10 9
9 8
7
7
7
6
6
7 6
5
In the HABAU GROUP of companies, occupational health care is closely related to safety. In the present reporting period, occupational health care is provided in the Austrian companies by AMZ Perg GmbH. The following statistics show the level of occupational health services:
9
4
2009
0
2008
1
2007
2
2
2006
3
6
6
4
4
2011
11
12
2010
12
FY 2011/2012
FY 2010/2011
FY 2009/2010
Accident record of PPS Pipeline Systems GmbH
Consultation days
46
48
54
Med. consultations (Dr. Kratzer)
58
85
86
Med. consultations (Dr. Wiederkehr)
55
84
334
238
325
460
Vaccinations by AMZ GmbH Perg Of which Statutory Health Inspection by AMZ GmbH Health Of which
Health and Safety of Workers
Flu 182 / TBE 40 / Hepatitis 16 / DiphtheriaTetanus 0 203 Noise 170 / Welding fumes 19 / Quartz 8 / Painting 2 / trichloroethylene 4
Flu 115 / TBE 158 / Hepatitis 25 / DiphtheriaTetanus 27 182 Noise 167 / Welding fumes 5 / Quartz 4 / Painting 2 / trichloroethylene 4
Flu 73 / TBE 312 / Hepatitis 18 / DiphtheriaTetanus 57 319 Noise 300 / Welding fumes 9 / Quartz 7 / Painting 1 / trichloroethylene 2
Occupational health services for the Group in Austria (excl. ÖstuStettin Hoch- und Tiefbau GmbH)
51
11.5.1 Zero Accidents at work
safety at work
Zero accidents are a specific target of the HABAU GROUP. This applies as much to averting unforeseen events as to continued significant improvement in the safety performance of the group. The following measures at the corporate level have been taken to improve communications and safety culture: • Monthly publication of the HABAU-aktuell newsletter, in which issues on safety, in particular, are discussed alongside general news about the group, • Improving and standardising the reporting of specific incidents and accidents to the HABAU Hoch- und Tiefbaugesellschaft m.b.H company management, • Analysis of public liability claim reports over the past three years to uncover additional safety hazards, • Organisation of internal supervisor and foremen meetings on the topic of the‚ Healthy (= safe) leadership style at HABAU, • Organisation of site manager and building engineer seminars on the above subject, • Reducing the intervals between machine operator seminars from the previous twoyearly, to an annual event with a main focus on safety, • Holding of regular Quarterly Occupational Safety Meetings with stakeholders of the HABAU GROUP at expert level, • Strengthening the internal training programme with special focus on proper leadership and role models, • Implementation of the internationally certified ISO 18878:2004 license for mobile elevator platform driver training in the HABAU Hoch- und Tiefbau m.b.H.
11.6 Promoting health in the HABAU GROUP Promoting health in the workplace in the HABAU GROUP starts with ergonomics, eating healthy food and providing burn-out prevention, in order to be “fit for the future“, maintaining the ability to work and reducing the amount of sick leave taken. Under the AUVA PVA project “Fit for the Future – maintaining work ability“, the HABAUfit – fit for a lifetime – programme joins a number of projects in the everyday practice of promoting health within the HABAU GROUP. In February 2010, the HABAU GROUP , together with the HABAU Hoch- und Tiefbau m.b.H., received the renewed seal of the Austrian Network for the Promotion of Health in Workplace, while only a few months later, in September 2010, they went on to win the prestigious Upper Austrian Health Award 2010, in the royal category “Companies with over 100 employees“. The aims of the “HABAUfit - for a lifetime“ project are: • To ensure appropriate age-related work in the companies of the HABAU GROUP • To maintain the ability to work of all employees in the HABAU GROUP, taking their age into account • To keep employees in the HABAU GROUP healthy as long as possible.
sponsored by:
52
Health and Safety of Workers
12
12. Summary - perspectives on sustainability from the team of authors: Ing. Markus Roubin and Patrick Rammerstorfer, MSc MBA. With this first Sustainability Report, the HABAU GROUP has gathered together all the corporate social responsibility (CSR) related activities for the years 2010 to 2012 for the first time. Intensive examination of the CSR theme, and the wide participation throughout the entire group, have made it clearly visible where social responsibility is actually practised and where there is a need for further development. In preparing this Sustainability Report, however, it was not just recognised that a lot more needs to be done concerning CSR. There is already a large number of concrete initiatives in hand, some of which are shown in this report and others that will be addressed and implemented in the near future.
The sustainability of sustainability “Paper is patient.“ As with any improvement measure in an organisation, there is a danger that many good ideas, concrete actions, visions and strategies are written in fine words, but then get lost under the everyday pressures of work. Everyday operational life, with its many tasks, is then usually put before the necessary changes in the organisation. The mere creation of a sustainability report does not automatically have a positive impact on corporate culture. This requires concrete action that - above everything else - has to be demonstrated in practice. Thus, it is down to the leaders of the HABAU GROUP to live and demonstrate in everyday life all of the aspects and related themes that are included this report.
of the HABAU GROUP were involved in the preparation of the report.
12.1 Much achieved, but still much to do – absence and presence of sustainable thinking and action in the HABAU GROUP As is evident from this report, there are some areas of social responsibility in the HABAU GROUP that are already being practised sustainably. But as might be excepted, the creation of this first report has uncovered many topics which still need to be addressed. It will certainly be necessary in the near future to place a high level of emphasis on raising the awareness of all employees. It requires a comprehensive catalogue of training that contains the theoretical background, but primarily includes practical action on CSR. Alongside a training initiative on the central issues of CSR, further awareness needs to be developed through other routes. One way is to make sure there is a positive impact on all employees through initiatives such as the “green awareness“ competition for green ideas.
Summary Perspective on sustainability
“Involve the people affected“ Changes and new values are always lived and demonstrated if people are convinced of their usefulness. Usefulness is created in the formative stages. Therefore, we made a conscious decision at the outset not to create the report behind closed doors, but to get employees to take active responsibility for it. Broad participation across hierarchical and functional boundaries and even beyond corporate boundaries, as in this case, is at least a good start for sustainable change. There are many names in Chapter 14, which serves as evidence of how many employees Summary and Perspective on Sustainability
12. 53
A further way to raise awareness of CSR lies within the competence of the marketing department. How can internal marketing support efforts ensure that staff members develop an awareness of the importance of CSR? Another major factor in social responsibility are the partners of an organisation. Here, too, there is need for action, above all in the selection and development of suppliers. CSR can only be lived to the full if all parties accept the value creation process as part of this issue.
12.2
The development continues – standardisation of indicators
For the current financial year 2012/2013, there are already numerous ideas and actions in the HABAU GROUP, such as making CSR a core management theme. But as we know, a good idea alone is not sufficient for sustainable implementation. “What cannot be measured cannot be improved!“ This is a quote borrowed from the Japanese Kaizen approach, a philosophy for the company which provides for gradual improvement and change. The development and especially the standardisation of CSR metrics is an important first step. Here, too, we adhere to the guidelines of the GRI Index and will continue to develop existing and add important missing metrics.
12.3 Independently tested sustainability – gaining ONR 192 500 approval Another important step towards anchoring CSR as a central theme in the HABAU GROUP is an independent and professional audit of the entire CSR policy and the related activities. Work toward ONR 192 500 approval is still being carried out and an independent CSR audit by TÜV SÜD will be conducted in autumn 2012.
54
Summary and Perspective on Sustainability
Summary and Perspective on Sustainability
55
Index Global Reporting Initiative (GRI) Guidelines
No.
GRI Index
Report Section
Level of Fulfilment
Page(s)
General Indicators Profile Disclosure 1
Strategy and Analysis
Profile Disclosure 1.1
Declaration of the highest decision makers of the organisation (e.g. CEO, chair or equivalent senior position) concerning the relevance of sustainability to the organisation and its strategic direction
Sect. 1
c
4-5
Profile Disclosure 1.2
Description of key impacts, risks, opportunities
Sect. 4.1
p
12
Profile Disclosure 2
Organisational Profile
Profile Disclosure 2.1
Name of the Organisation
Sect. 3.2.2
c
11
Profile Disclosure 2.2
Primary brands, products and / or services
Sect. 3.1.1
c
8-9
Profile Disclosure 2.3
Organisational structure, including main divisions, operating companies, subsidiaries, joint ventures
Sect. 3.2.1
c
10-11
Profile Disclosure 2.4
Headquarters of the Organisation
Sect. 3.2.2
c
11
Profile Disclosure 2.5
Number of countries where the organisation operates, and names of the countries in which major operations are located or which are covered in the report for the sustainability issues of particular relevance
Sect. 3.2.2
c
11
Profile Disclosure 2.6
Ownership and legal form
Sect. 3.2
c
11
Profile Disclosure 2.7
Markets that are served (including geographic breakdown, sectors served and types of customers)
Sect. 4.2
p
12-14
Profile Disclosure 2.8
Size of the reporting organisation
Sect. 4
p
12-14
Profile Disclosure 2.9
Significant changes in size, structure, or ownership during the reporting period
no changes
Profile Disclosure 2.10
Awards received during the reporting period
Sect. 5.3
c
17
Profile Disclosure 3
Report parameters
Profile Disclosure 3.1
Reporting period (e.g. fiscal / calendar year) for the information in the report
Sect. 2.4
c
6
Profile Disclosure 3.2
Publication date of the last report, if available
first issue
Profile Disclosure 3.3
Reporting cycle (annual, biennial, etc.)
Sect. 2.4
c
6
13. 56
Global Reporting Initiative (GRI) Indicators
Level of Fulfilment
No.
GRI Index
Report Section
Profile Disclosure 3.4
Contact for questions regarding the report or its contents
Sect. 14.1
c
63
Profile Disclosure 3.5
Procedure for defining report content
Sect. 2.1, 2.2
c
6
Profile Disclosure 3.6
Boundaries of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)
Sect. 2.3, 5.2
c
6, 16
Profile Disclosure 3.7
Information on specific limitations on the scope and limits of the report
Sect. 2.3, 5.2
c
6, 16
Profile Disclosure 3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other units, that can significantly affect the comparability from period to period or between different organisations
Sect. 2.3, 5.2
c
6, 16
Profile Disclosure 3.9
Survey methods and design principles for data that are used for indicators and other information in the report, including the estimates underlying assumptions and techniques
Sect. 2.1
p
6
Profile Disclosure 3.10
Explanation of the effect of a new presentation of information in earlier reports and the reasons for the restatement of this information
first issue
Profile Disclosure 3.11
Significant changes in the scope, boundary or measurement methods from previous reporting periods
first issue
Profile Disclosure 3.12
Table in the report indicating the locations, in which the Standard Disclosures are contained
Sect. 13
c
56-62
Profile Disclosure 3.13
Policy and current practice with regard to confirmation of the report by external third parties
Sect. 5.2
c
16
Profile Disclosure 4
Management, commitment and dedication
Profile Disclosure 4.1
Management structure of the organisation, including committees under the highest governance body responsible for specific tasks
Sect. 7.1-7.2
c
23-24
Profile Disclosure 4.2
Indication whether the Chair of highest governance body is also the Managing Director
Sect. 1, 11.1
c
4, 44-45
Profile Disclosure 4.3
For organisations without a supervisory board, how many independent members of the board are independent or if none then state
not applicable
Profile Disclosure 4.4
Mechanisms for shareholders and employees to provide recommendations and instructions to be addressed by the highest governance body
Sect. 6.2-7.1
c
21-23
Profile Disclosure 4.5
Relationship between compensation for members of the highest governing body, the directors and the executives (including termination arrangements) and the performance of the organisation (including the societal / social and environmental performance)
no information
Profile Disclosure 4.6
Existing processes of highest governance body to avoid conflicts of interest
no information
Profile Disclosure 4.7
Process for determining the qualifications and experience of members of the highest governance body for the purpose of strategy formulation for the organisation in economic, environmental and social areas
Sect. 6.2
p
21-22
Profile Disclosure 4.8
Internally developed mission statements, codes of conduct and principles that are important for economic, environmental and societal / social performance of the organisation, as well as the manner of implementation
Sect. 6.1
c
18-20
Profile Disclosure 4.9
Procedures of the highest governing body for overseeing the identification and control of economic, environmental and societal / social services of the organisation, including relevant risks and opportunities, and adherence to internationally agreed standards, codes of conduct and principles
Sect. 6.2
c
21-22
Profile Disclosure 4.10
Procedures for evaluating performance of the highest governance body‘s own performance, particularly with regard to economic, environmental, and societal / social services
no information
Global Reporting Initiative (GRI) Indicators
Page(s)
57
Level of Fulfilment
No.
GRI Index
Report Section
Profile Disclosure 4.11
Explanation of whether and how the precautionary approach and the precautionary principle is addressed by the organisation
Sect. 4.1, 4.2
p
12-13
Profile Disclosure 4.12
Externally developed economic, environmental and societal / social charters, principles or other initiatives to which the organisation subscribes to or which it has acceded
Sect. 8.3.1
c
34
Profile Disclosure 4.13
Membership in associations (such as industry associations) and national / international advocacy organisations
Sect. 7.3
c
26
Profile Disclosure 4.14
List of companies included in the stakeholder groups
Sect. 7.3
c
25
Profile Disclosure 4.15
The basis for selection of the stakeholders
Sect. 7.3
c
24-26
Profile Disclosure 4.16
Approaches to stakeholder engagement, including frequency of engagement by type and different stakeholder groups
Sect. 7.3
c
25
Profile Disclosure 4.17
Key topics and concerns that were raised in the dialogue with stakeholders, and how the organisation has dealt with these questions and concerns - including reporting
Sect. 7.3
p
25
EC
Economic performance indicators
EC1
Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments (taxes)
Sect. 9.1
c
37
EC2
Financial implications of climate change for the organisation‘s activities and other climate change risks and opportunities
no information
EC3
Coverage of the organisation‘s social benefit plan
Sect. 10
c
40-43
EC4
Significant financial assistance received from government
Sect. 11.6
c
52
EC5
Difference ration of the standard entry level salary to the local minimum wage for key business fields
no information
EC6
Business policies, practices and proportion of activities falling to locally-based suppliers at key business locations
Sect. 9.2-9.3
c
38
EC7
Procedures for local hiring and proportion of local staff in senior positions of key business locations
Sect. 9.3
p
38
EC8
Development and impact of infrastructure investments and services provided primarily in the public interest, whether in the form of commercial commitment, in benefit in kind or pro bono work
Sect. 9.4
c
38-39
EC9
Understanding and describing the nature and extent of significant indirect economic impacts
Sect. 9.2
p
38
EN
Ecological Indicators
EN1
Materials used by weight or volume
Sect. 8.6
p
35
EN2
Percentage of recycled materials in total material use
Sect. 8.2
p
33
EN3
Direct energy consumption by primary energy sources
Sect. 8
p
28
EN4
Indirect energy consumption by primary energy sources
Sect. 8
p
28
EN5
Energy saved due to conservation conscious use and efficiency
Sect. 8.3
c
33-34
EN6
Initiatives to provide products and services with higher energy efficiency such as those based on renewable energies, or reductions in energy demand
Sect. 8.1
c
29-33
EN7
Initiatives to reduce indirect energy consumption and reductions achieved
Sect. 8.4
c
34
EN8
Total water withdrawal by source
no information
58
Global Reporting Initiative (GRI) Indicators
Page(s)
Level of Fulfilment
No.
GRI Index
Report Section
EN9
Essential withdrawal from water sources affected
no information
EN10
Percentage and total volume of water recycled and reused
no information
EN11
Location and size of land in protected areas or areas adjacent to protected areas. Location and size of land in areas of high biodiversity value, outlying conservation areas or adjacent thereto. Land owned, rented or managed by the organisation is relevant.
no information
EN12
Description of significant impacts of activities, products and services on biodiversity in conservation areas and in areas with high biodiversity value outlying conservation areas
Sect. 8
p
28
EN13
Protected or restored habitats
Sect. 8.2
c
33
EN14
Strategies, current actions and future plans for managing impacts on biodiversity
Sect. 8.7
c
36
EN15
Number of species on the IUCN Red List and national lists, which have their natural habitat in areas affected by operations of the organisation, sorted by threat level
no information
EN16
Total direct and indirect greenhouse gas emissions by weight
no information
EN17
Other relevant greenhouse emissions by weight
no information
EN18
Initiatives to reduce greenhouse gas emissions and results
Sect. 8.3-8.3.1
c
33-34
EN19
Emissions of ozone-depleting substances by weight
no information
EN20
NOx, SOx, and other significant gas emissions by type and weight
no information
EN21
Total water discharge by quality and destination
Sect. 8.6
p
35
EN22
Total weight of waste by type and disposal method
Sect. 8.6
p
35
EN23
Total number and volume of significant spills
Sect. 8.6
p
35
EN24
Weight of transported, imported, exported or treated waste, classified under the provisions of the Basel Convention Annex I, II, III and VIII as dangerous, and percentage of waste transported abroad
Sect. 8.6
p
35
EN25
Identity, size, protected status and biodiversity value of waters and associated natural habitats that are significantly affected by wastewater discharge and run-off of the reporting organisation
no information
EN26
Initiatives to mitigate environmental impacts of products and services, and extent of mitigation
Sect. 8.1
c
29-33
EN27
Percentage of products sold, where the packaging materials are returned, listed by category
not applicable
EN28
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws
no information
EN29
Significant environmental impacts of transporting products and other goods and materials used by the organisation, as well as of employee transport
Sect. 8.3-8.3.1
c
33-34
EN30
Total environmental protection expenditures and investments, broken down by type
no information
LA
Labour practices and humane working conditions
LA1
Total workforce by employment, type and region
Sect. 11.1
c
45
LA2
Total fluctuations in staff levels, by number and as a percentage, by age group, gender and religion
Sect. 11.1
c
45
LA3
Benefits provided to full-time employees that are not provided to temporary or part-time employees, broken down by major operations
Sect. 11.2
c
46
Global Reporting Initiative (GRI) Indicators
Page(s)
59
Level of Fulfilment
No.
GRI Index
Report Section
LA4
Percentage of employees covered by collective agreements
Sect. 11.2
c
46
LA5
Notice period (s) regarding significant operational changes and information on whether this deadline was set by collective agreement
Sect. 11.2
c
46
LA6
Percentage of the overall workforce represented in health and safety committees to monitor and advise health and safety programmes
no information
LA7
Injuries, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region
Sect. 11.5
c
50-51
LA8
Education, training, counselling provision, prevention and control programmes for employees, their families or community members regarding serious diseases
Sect. 11.5
p
51
LA9
Health and safety topics covered in formal agreements with trade unions
Sect. 11.5.1
p
52
LA10
Average annual number of hours per employee spent on further education and training
Sect. 11.3
p
47
LA11
Programmes of knowledge management and life-long learning for employees in work skills and professional development
Sect. 11.3
c
47
LA12
Percentage of employees receiving regular performance and career development reviews
Sect. 11.3
p
48
LA13
Composition of governing bodies and breakdown of the employees categories by sex, age group, minority group membership and other indicators of diversity
Sect. 10.2, 11.1
p
41, 44-45
LA14
Ratio of basic salary of men to women by employee salary category
no information
HR
Human rights
HR1
Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening
not applicable
HR2
Percentage of significant suppliers and contractors that have been scrutinised on aspects of human rights and actions taken
not relevant
HR3
Hours of training of employees in company policies or organisational procedures, relating to human rights issues, which are relevant to operations, including the percentage of trained employees in the total workforce
no information
HR4
Total number of incidents of discrimination and actions taken
Sect. 11.2
c
46
HR5
Operations identified as having significant threat to freedom of association or the right to collective bargaining and action taken
Sect. 11.2
c
46
HR6
Operations identified as having significant risk of child labour, and action taken
Sect. 11.2
c
46
HR7
Operations identified as having significant risk of forced or compulsory labour, and action taken
Sect. 11.2
c
46
HR8
Percentage of the human rights-related policies and trained procedural security personnel
not relevant
HR9
Number of incidents involving rights of indigenous people and actions taken
not relevant
SO
Society
SO1
The nature, extent and effectiveness of programmes and procedures to assess the impacts of operations on communities, including entering, operating, and exiting the business in a community or region
60
Global Reporting Initiative (GRI) Indicators
no information
Page(s)
Level of Fulfilment
No.
GRI Index
Report Section
Page(s)
SO2
Percentage and total number of business units, which were analysed for risks related to corruption
Sect. 11.2
c
46
SO3
Percentage of employees who are trained in anti-corruption policies and anti-corruption procedures of the organisation
Sect. 7.1
p
23
SO4
Actions taken in response to incidents of corruption
not relevant
SO5
Public policy positions and participation in public policy development and lobbying
Sect.7.3
p
26
SO6
Total value of donations (cash and in kind contributions) to political parties, politicians and related institutions by country
no information
SO7
Number of complaints that were raised for anti-competitive behaviour, antitrust, and monopoly practices and their results
Sect. 11.2
c
46
SO8
Significant fines (monetary value) and number of nonmonetary sanctions for non-compliance with laws
Sect. 11.2
c
46
PR
Product stewardship
PR1
Stages during the lifetime of a product or a service period, in which it was determined whether their effects can improve the health and safety of customers; with percentages corresponding to the investigated product and service categories
Sect. 11.5-11.6
p
52
PR2
Total number of incidents of violations of regulations and voluntary codes of conduct, where the effects of products and services have impacted health and safety, by type of consequences
no information
PR3
Types of statutory product and service information, and percentage of products and services subject to such information requirements
no information
PR4
Total number of incidents of non-compliance with regulations and voluntary codes where requirements for information and labelling of products and services have not been complied with, by type and consequences
no information
PR5
Business practices that serve customers satisfaction, including results of surveys measuring customer satisfaction
Sect. 6.2
c
21-22
PR6
Programmes for adherence to laws, standards and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship
Sect. 7.2
c
24
PR7
Total number of incidents of non-compliance with regulations and voluntary codes of advertising, including advertising, promotion and sponsorship, by type of impact
none known
PR8
Total number of complaints about the loss or lack of protection of customer information
none known
PR9
Value of significant fines for non-compliance with laws and regulations relating to distribution and use of products and services
Sect. 11.2
c
46
Level of fulfilment of GRI Indicators Key: p = partial c = complete
Global Reporting Initiative (GRI) Indicators
61
62
Global Reporting Initiative (GRI) Indicators
14Impressum
14.1 The team of authors for the Sustainability Report Ing. Markus Roubin (HABAU Hoch- und Tiefbaugesellschaft m.b.H., Greiner Straße 63, A-4320 Perg)
Ing. Markus Roubin und Patrick Rammerstorfer, MSc MBA (team of authors)
Patrick Rammerstorfer, MSc MBA (Pro Active Beratungs- u. Trainings GmbH, Bethlehemstraße 3, A-4020 Linz)
14.2 Active participation in the HABAU GROUP Sustainability Report Wolfgang Breinesberger (Fuchs TransportLogistik GmbH), Rudolf Emhofer (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Anton Engelmaier (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Ing. Andreas Fambach (Held & Francke Baugesellschaft m.b.H.), Dipl.-Ing. Karl Fröschl (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Georg Gschwandtner (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Karl Guttmann (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), ppa. Ing. Bmst. Dietmar Halatschek (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), ppa. Ing. Wilhelm Halatschek (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Rosemarie Haunschmidt (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Mag. Dietmar Herbrich (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Hans Irndorfer (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Rosemarie Kabelka (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Dr. Roland Kratzer (AMZ Perg GmbH), Eva Kronberger (HABAU Hochund Tiefbaugesellschaft m.b.H.), Dipl.-Ing. Christian Letz (HABAU Hoch- und Tiefbaugesellschaft m.b.H), Dipl.-Ing. Ralf Prior (PPS Pipeline Systems GmbH ), Dipl.-Ing. (FH) Ulrich Puntigam Dipl.-Ing. (FH) (Östu-Stettin Hoch- und Tiefbau GmbH), Dipl.-Ing. (FH) Christian Rott (PPS Pipeline Systems GmbH), ppa. Mag. Bettina Schatzl-Huemer (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Gerhard Schaupp (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), Mag. Heide Schwarz, MBA (HABAU Hoch- und Tiefbaugesellschaft m.b.H.), ppa. Franz Strasser (HABAU Hochund Tiefbaugesellschaft m.b.H.), Dr. Bettina Wiederkehr (AMZ Perg GmbH) and Ing. Gerhard Wohlmuth (HABAU Hoch- und Tiefbaugesellschaft m.b.H.). Subject to change without notice. © HABAU Hoch- und Tiefbaugesellschaft m.b.H. Layout & design: arche nova – marketing + advertising agency • www.arche-nova.at
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