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Focus areas

We bundle and manage our activities within the six focus areas in order to ensure sustainable, responsible action within the TAKKT organization. For us, however, sustainability does not end at the companyʼs boundaries. In our core business, we will exert influence wherever possible in order to promote sustainable action. In terms of the selection and collaboration with suppliers and business partners, the principles of sustainability are an important criterion. In this way, we also want to make a significant contribution to accomplishing the objectives set within the framework of the Global Compact Initiative. As members of the initiative, we are committed to complying with and implementing the ten principles of the Global Compact in the areas of human rights, labor standards, environmental protection and anti-corruption. With the six focus areas at TAKKT, we have created an operational framework for complying with and implementing the principles of the Global Compact.

In the sourcing area, we assume responsibility for the entire life cycle of the products sold by us - from the manufacture, utilization to disposal of materials and packaging. Our focus on excellent product quality maximizes the possibility of long-term use by the customer. Therefor we offer an extensive range of certified products (for example FSC, Blue Angel, Greenguard). Until 2020 we want to expand our sales with sustainable ("green") products to at least 12-15%.

We require our suppliers to comply with the applicable internationally recognized environmental and social standards. We cultivate long-term relationships based on partnerships with suppliers who act sustainably and responsibly to serve as a basis for mutual growth.

With the integration of relevant sustainability criteria in the existing supplier evaluation program, we want to systematically record, document and improve sustainability in our supply chain.

We do this by collaborating with the internationally recognized EcoVadis platform. The test method allows the relevant aspects of sustainable action to be shown in a transparent manner in the business models of our suppliers while identifying where there is room for improvement. By repeating the audits at regular intervals, we aim to measure the progress and improvement in the sustainability of our suppliers. After completion of the successful test phase in 2013, the program expand step by step to include other divisions and suppliers since 2014. It is our goal to expand the share of sourcing volume from certified suppliers to at least 50-60% until 2020.

The same applies to the direct imports TAKKT wants to purchase 30-40% of their purchasing volume of direct imports from certfied suppliers until 2020. In addition all suppliers do have the same strict requirements and continuous tests.  

In the marketing area our aim is to provide our customers individually and adequately with informations they need for an ideal sourcing. We began with the expansion of our E-Commerce early so our customers have the chance to use different digital channels for ordering.

E-commerce is developing into the most important sales channel as part of our digital agenda.

As B2B direkt marketing company, we view e-commerce as a key channel of our multi-channel strategy. Our motto for optimal customer value and sustainable efficiency is not “either or” but “as well as.” Therefore, we strive to optimize conservation of resources and increase efficiency, especially at all marketing levels of the traditional catalogue business, from catalogue production to the distribution of advertising materials. Through optimization of the marketing mix, we have been able to reduce the relative paper consumption per EUR million of sales by over 60 percent since 2011. Until 2020 we want to minimize our paper consumption of the print advertising materials to at least 6.0-6.5 kg per order.

The paper for our catalogues and other print media now almost comes from certified sources and should be completely climate-neutral until the end of 2020. We also want to compensate the carbon emission from 15 webshops with certified climate protection projects.

Sophisticated logistics are the backbone of successful direct marketing. At the same time, the optimization of transports and sustainable use of packaging represent a relevant instrument for climate protection and the conservation of resources. Our single-tier direct marketing model generally offers clear advantages over trading systems with local stores. Shipping routes are optimized and emissions minimized due to the elimination of additional transportation steps. In contrast to multi-tier distribution systems, in single-tier direct marketing we already generate significant environmental benefits from the producer to the end customer. However, our aims go further: From the optimal availability of goods, short delivery times and absolute adherence to schedules to the continuous consolidation of deliveries in terms of optimized capacity utilization of transport routes.

At the same time, we want to ship our products in the most environmentally friendly way possible. Therefore we cooperate with several logistics companies in order to make our deliveries carbon-neutral. With our logistics partners, we already send carbon-neutral parcels to 16 European countries and in the US. We have made great progress with respect to efforts in our home market of Germany: In addition to our parcel delivery all KAISER+KRAFT general cargo delivery shipments from Germany to the forwarding agents in 14 European countries are delivered carbon-neutral. This is how over 90 percent of all the deliveries in Germany are carried out in a carbon-neutral manner.

We would like to send 100% of the parcel delivery across the group and 90% of the general cargo delivery from distribution center carbon-neutral until 2020.

The resources and climate focus area extends over virtually all the business processes of our company with a focus on the areas with the greatest savings or development potential. Modern environmental and energy management systems and respective certifications are a standard for us and our business partners along the entire value chain.

We actively support the careful handling of natural resources and climate protection. We have been recording the carbon footprint along all relevant stages of the value chain for KAISER+KRAFT in Germany since 2011 and in six other European companies since 2013. In 2015 the first climate footprint were certified with ISO 14064-1 for Gerdmans in Sweden and for the two US-societies HUBERT and Central. This has enabled us to identify important starting points to introduce targeted improvement measures.

Additional to the existing quality management system ISO 9001 we want to gradually introduce certified environmental management systems in accordance with ISO 14001 for at leat 10-13 major companies. An important part of the certification is the introduction of a continual improvement process in environmental management. Beside our Scandinavian company Gerdmans two major KAISER+KRAFT companies are already certified with ISO 14001. Arrangements for more companies are in progress.

Certified energy management systems with ISO 50001 were introduced for ratioform, KAISER+KRAFT and gaerner in Germany and should accelerate until 2020.

Futhermore we are focused to reduce our energy consumption and limit our harmful emissions across the group until 2020.

 

 

We invest a great deal of time and resources in the professional development and further training of our employees because they are the pillar of our success. Individual development and sharing of the success in a fair way ensure high employee retention at TAKKT. A well-developed corporate culture, mixed teams of experienced and new employees as well as attractive working time models are elements of a human resources management strategy oriented towards the future. As part of our new digital agenda we are able to find and retain those employees, who are becoming increasingly scarce due to the changing demographics. Thereby our goal is to have a share of retained "digital talents" that we hired within the scope of our digital agenda with more than 50%.

TAKKT is convinced of mixed executive teams and wants to ensure the same chances for women and men in their career development over all countries and sectors. To achieve this objective TAKKT wants to expand the proportion of women in top-executive positions to at least 10% until 2020.

Our social involvement is based on voluntary commitment and locally supported activities: The actual involvement with social projects is born by our employees. They know best what needs to be done at which location and they organize the specific ideas and material support for local initiatives on site at our affiliates.

For example, our US subsidiary HUBERT, has been implementing the very successful “Individual Volunteer Time Program” for several years now. As part of the “Individual Volunteer Time Program” (IVT), every employee at HUBERT is encouraged to devote one paid working day per year to a social project of their choosing. The volunteer helpers only have to show that the activity is supported by a government-approved institution. A seven-member “Volunteer Leadership Council” (VLC) is appointed every two years in order to coordinate other projects across the company. The existing council, which is comprised of voluntary members of staff, decides which monthly project will be supported company wide and for which projects the donation budget will be used. In addition, the council records the expenditures and time spent on all the social activities.

A similar program has also been in effect in Germany since the summer of 2015. The idea of the “Engage” program is to encourage employees to volunteer for a social cause. Through “Engage” and by granting special paid leave of one day per person and year, TAKKT wants to act as a source of inspiration and make it easier for employees to get involved with corporate citizenship activities. Employees have the option of undertaking self-initiated activities as well as participating in those provided through recognized external partners. Until 2020 55-60% of all employees in the group should have the opportunity of paid leave and at least 8-12% of the employees should utilised this opportunity.