5. Responsibility

Accountability within the company’s management with regard to sustainability is disclosed.

Together with the divisional management, the chief executive officers (CEOs), Heino Anhalt and Christian Cornelius, bear the central responsibility for sustainability issues (strategy, control, analysis) at the management and operational level. CSR officer is Maren Anhalt. An organizational chart shows the responsibilities within the company.

6. Rules and Processes

The company discloses how the sustainability strategy is implemented in the operational business by way of rules and processes.

Already more than 10 years ago, Anhalt has established a quality management according to ISO 9001 that continuously has been expanded and improved in recent years. Additional certifications and assessments contribute to a continuous improvement of the management system. Regular external customer audits reveal room for improvements that are taken up upon. With our “A1 quality offensive”, we want to further improve the processes and reduce deviations.

We annually check the sustainability requirements by means of a checklist that was created according to ISO 26000.

The sustainability strategy is described in section 1) Strategic Analysis and Action.

Our Code of Conduct contains the standards of conduct that are binding for all employees and is accessible by all employees via the Intranet.
Code of Conduct pdf September 2019.pdf (1.53 MB)

7. Control

The company states how and what performance indicators related to sustainability are used in its regular internal planning and control processes. It discloses how suitable processes ensure reliability, comparability and consistency of the data used for internal management and external communication.

Our controlling team evaluates our KPIs. In business assessment meetings, these KPIs are then used for strategic decisions.

Reducing fleet consumption by 0.10 l per 100 km per year is one of our environmental goals. This goal was first reached after the introduction of our diesel control system and has been reached every year since then. The development of new vehicle generations of tractor units by our suppliers also offers some potential: Thus, a further reduction of the fleet’s average fuel consumption per 100 km and consequently a reduction of CO2 emissions is projected.

For fuel control, we have integrated an IT system that works with a unique accuracy. Tank sensor readings and data transmissions via GPS are monitored by a sophisticated algorithm. A measuring accuracy of 1.5% of the tank scale is guaranteed. With this system, our fuel bills and the actual amount fuelled are automatically checked for conformity. We also receive reports about fuelling irregularities, sorted by vehicle or location.

A detailed evaluation of the energy consumption will be carried out by means of the energy audit that is going to be performed in 2020. We are going to use the auditor’s suggestions to define new environmental goals and publish these in the Sustainability Report 2020.

An increase in the number of intermodal transports is an important goal of Anhalt Logistics. Shifting traffic flows to more environmentally friendly modes of transports is one of the key objectives of the German and European traffic policy.

In the light of objective competition conditions, the individual modes of transport are to be used or interlinked according to their strengths. To reduce CO2 emissions and energy consumption in the European Union, the European Commission considers combined transport one of the most important instruments.

Setting up a young team called “Intermodal”, which is already working digitally, is Anhalt’s contribution to this kind of climate protection policy.

Anhalt Logistics uses the following KPIs:
  • increase in intermodal transport
  • reduction of paper consumption by further digitalization processes
  • lowering average diesel consumption of truck fleet in liters/100 km
  • reduction of water consumption
  • reduction of gas consumption
  • reduction of electricity consumption
  • reduction of complaint rate
  • reduction of the number of damages
  • increase in customer satisfaction
  • increase in employee satisfaction
  • reduction of empty miles
These KPIs are reviewed and evaluated during annual audits and management reviews.

Key Performance Indicators to criteria 5 to 7

Key Performance Indicator GRI SRS-102-16: Values
The reporting organization shall report the following information:

a. A description of the organization’s values, principles, standards, and norms of behavior.

Our corporate philosophy is the basis of our daily work. The code of conduct sets rules that apply to all employees and shall be complied with, such that a friendly and respectful interaction with colleagues is ensured. The code of conduct can be found in section 1.) Strategic Analysis and Action.
Values, principles, standards and standards of conduct
We have firmly integrated the Anhalt Code of Conduct.

8. Incentive Systems

The company discloses how target agreements and remuneration schemes for executives and employees are also geared towards the achievement of sustainability goals and how they are aligned with long-term value creation. It discloses the extent to which the achievement of these goals forms part of the evaluation of the top managerial level (board/managing directors) conducted by the monitoring body (supervisory board/advisory board).

Our workforce takes a share in the economic success of the company by means of agreements on objectives and incentive systems. There are different working time models for our commercial drivers.

Furthermore, special skills such as specialization in particular work areas are rewarded. However, the details are not externally communicated.

We encourage our employees to support us with the optimization of processes. So far, the sustainability goals have not been integrated into the remuneration system since we are still in the introductory phase of a sustainability management system. For this reason, no board has yet been established - management is responsible for reaching the strategic sustainability goals and is here supported by e.g. diesel management, driver support, scheduling department and/or quality management.

Our Code of Conduct contains the standards of conduct that are binding for all employees and is accessible by all employees via the Intranet.

Key Performance Indicators to criteria 8

Key Performance Indicator GRI SRS-102-35: Renumeration policies
The reporting organization shall report the following information:

a. Remuneration policies for the highest governance body and senior executives for the following types of remuneration:
i. Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses, and deferred or vested shares;
ii. Sign-on bonuses or recruitment incentive payments;
iii. Termination payments;
iv. Clawbacks;
v. Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives, and all other employees.

b. How performance criteria in the remuneration policies relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social topics.

The remuneration of our employees, base salaries, severance packages and reclaims are not communicated outside the company.

Every employee is informed about the possibility of a company pension scheme, which Anhalt subsidizes.

Key Performance Indicator GRI SRS-102-38: Annual total compensation ratio
The reporting organization shall report the following information:

a. Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.

Annual compensations of top earners are not externally communicated.

9. Stakeholder Engagement

The company discloses how the socially and economically relevant stakeholders are identified and integrated into the sustainability process. It states whether and how an ongoing dialogue takes place with them and how the results are integrated into the sustainability process.

The following stakeholders and topics have been identified. These stakeholders have already been identified prior to the recertification of DIN ISO 9001:2015 (4.2 Understanding the needs and expectations of interested parties).

We pay attention to taking sustainability aspects into account in our daily actions.

For the first time, we invited local residents and all interest people to an “Open Day” at our headquarters in 2019, such that they are able to get to know the company and its activities better. We advertised this "Open Day" by means of invitations and posters.

We regularly meet with our commercial banks.

Our customer account managers are in permanent contact with our customers and there is an annual customer survey. We regularly visit our customers.

There are annual employee dialogues. Furthermore, we ask our teams about the need for training and hold workshops and promote further education.

Local authorities
We are in constant contact with the local authorities and their monitoring functions.

There are annual supplier evaluations and regular meetings between the CEOs and major suppliers.

Every year, our subcontractors are asked to submit current documents (EU licenses, insurance certificates, certificates) and the validity of these documents is stored in our forwarding software.

The results of these discussions are documented and evaluated during internal audits and management reviews.

Key Performance Indicators to criteria 9

Key Performance Indicator GRI SRS-102-44: Key topics and concerns
The reporting organization shall report the following information:

a. Key topics and concerns that have been raised through stakeholder engagement, including:
i. how the organization has responded to those key topics and concerns, including through its reporting;
ii. the stakeholder groups that raised each of the key topics and concerns.

Please see section 9.) Stakeholder Engagement for the different stakeholders.
Important topics and concerns
Please see section 9.) for topics and concerns. An evaluation is done on occasion of internal audits and management reviews according to DIN ISO 9001:2015.

10. Innovation and Product Management

The company discloses how innovations in products and services are enhanced through suitable processes which improve sustainability with respect to the company’s utilisation of resources and with regard to users. Likewise, a further statement is made with regard to if and how the current and future impact of the key products and services in the value chain and in the product life cycle are assessed.

To address climate change, drive inclusive growth and safeguard the long-term success of the company, an environmentally friendly transportation system is crucial. Hereby, we play an important role as a transport and logistics provider.

Sustainability innovations that have been promoted by Anhalt in recent years:
  • digitalization of our business processes, which led to enormous reduction of paper consumption
  • reduction of average fleet consumption by 0.40 l / 100 km in comparison the previous year 2018 by introducing tank sensors
  • promoting intermodal transport, leading to reduced CO2 emissions
  • using new vehicle technologies
  • selection of power suppliers with more than 50% of electricity from renewable energies
We keep an eye on commercial vehicle innovations by visiting commercial vehicle fairs and by being constantly updated by our distributors.

Currently, a new generation of tractor units is being developed - it is expected to consume 3% less fuel on motorways and 5% less fuel in interurban traffic when compared to the previous version. The savings result from a reduction of the air resistance which is achieved by exterior mirror cameras and concave cab side deflectors, as well as newly adjusted speed- and transmission control. This control uses a satellite-based tracking system and thus delivers precise maps as well as data on topography, curve shapes, crossroads, and roundabouts. The driving programs Standard, Eco, and Power are standard. For the first time there is the option to save more fuel with the driving mode “Economy+”. As a third measure to save fuel, a standard new rear axle ratio is used.

The impact of promoted innovations is for example tracked with the KPI "average fleet consumption". In the reporting period 2019, "Kombiverkehr" confirmed a CO2 saving of 3,480 tonnes that was attributable to the expansion of intermodal transports.

To continuously improve our business processes in the context of economics and sustainability, we encourage our employees to make suggestions. For this purpose, a form is available with the quality management system ISO 9001:2015.

Key Performance Indicators to criteria 10

Key Performance Indicator G4-FS11
(report also in accordance with GRI SRS): Percentage of assets subject to positive and negative environmental or social screening.(Note: the indicator should also be reported when reporting to GRI SRS)

Anhalt Logistics GmbH & Co. KG has no financial assets that are subject to environmental or social screening and can therefore not report on any.