SUSTAINABILITY
REPORT 2015THINKING AHEAD – MOVING FORWARD
2 3
CONTENTS 38 SOCIAL ISSUES
ECOLOGY
ECONOMY
INDUSTRY SOLUTIONS
PRODUCTS & SERVICES
UNDER THE SIGN OF THE WILD GEESE
OUR CORPORATE DNA
FOREWORD OF EXECUTIVES
30141210864
In 2015, the world economy grew by 3.0 percent
driven by stronger growth in developing coun-
tries but sluggish development in high-income
countries. Relatedly, the annual projected market
growth for the seafreight and airfreight markets is
stagnant to moderate until 2018; annual projected
growth in the European Road market is expected
to slow down slightly.
Against this background, our growth of 3.4
percent from 3.0 billion euro to 3.1 billion euro
in sales is satisfying. It continues an uninterrupted
progression over the past decades in which Hell-
mann grew from a 100 million euro company to a
business that is 30x its original size.
Our major products, Airfreight, Seafreight and
Road & Rail continue to contribute about ¼ each
in revenue, with the remainder being made up by
Contract Logistics (CL), Customs Brokerage and
Special Products. In terms of geographic ranking,
Europe contributed close to 60 percent of revenue
which is mostly driven by our strong Road & Rail
and CL products in Germany. The Americas are the
second largest revenue-producing region, fueled
by stellar growth in Mexico but offset a little by
lower performances in Brazil and the USA. The
Asia region held their position as 3rd strongest
revenue contributing region with minimal growth
which reflects the slow-down of the Chinese econ-
omy. OMEA continues to develop steadily and is
the 4th largest contributor of revenue.
In the next years, our focus will be on prepar-
ing for the generational change and profession-
alizing our company. Thereby, we are preparing
for market trends such as digitalization which will
influence our industry. We took the first steps at
the end of 2015 with the establishment of a new
management structure and announcement of a
non-family Managing Director, Dr. Thomas Knecht,
who leads the company alongside the two owners
Jost and Klaus Hellmann.
4 5
FOREWORD OF
EXECUTIVES
JOST HELLMANNManaging Partner
KLAUS HELLMANNManaging Partner
DR. THOMAS KNECHTManaging Director
F IA LM Y
OUR
CORPORATE DNA
6 7
First, People First
At Hellmann, we create and
support a pleasant, stimulat-
ing and challenging work environ-
ment, which attracts good employ-
ees and retains and promotes them.
We encourage our employees to
develop their talents in an atmos-
phere of mutual respect and trust,
through training, remuneration
and recognition. Our employees
are significantly responsible for our
success: They define how our cus-
tomers perceive our company. They
directly influence customer satisfac-
tion, enthusiasm and loyalty – and
we are aware of that!
Innovation And Entrepreneurship
At Hellmann, we encourage cre-
ativity, innovation and entre-
preneurship in all areas, thereby
creating an environment in which
risks are permitted. We encourage
all employees to develop uncon-
ventional ideas and to resolutely
advance in adapting our services to
our customers’ wishes in order to
meet our customers’ ever-changing
expectations and requirements.
All About The Customer, Always
We constantly strive to find
ways to expand and improve
our services in order to surpass our
customers’ requirements and expec-
tations. We endeavor to provide our
customers all over the world with
the knowledge and experience they
really require. We achieve this by lis-
tening to them and taking the time
to become better acquainted with
them, thereby learning to under-
stand them. We are very proud that
our customers form the focal point
of our business and that we contin-
ually remind ourselves that all our
activities are carried out with our
customers foremost in our minds.
Live Sustainability
We at Hellmann value a service
range based on economical,
ecologic and social sustainability
that creates opportunities for future
generations. We are responsible for
the people, society and the environ-
ment in all our areas of business and
we act accordingly. It is these prin-
ciples of sustainable development
that help us secure the future of our
family business.
Making It Work Better, Everyday
We continuously improve our
organizational agility and
our operative performance through
business processes with high qual-
ity standards. We use every oppor-
tunity to reduce costs by improving
productivity and maintaining excel-
lent relationships with our suppliers.
In so doing, we not only positively
influence our own results but also
improve the value-added chain for
our customers.
You And Me!
We set ourselves new goals
and challenges every day.
Irrespective of whether regarding
goods to be delivered successfully
and punctually at destination, a
particular work process undergo-
ing change or new concepts in the
development phase – “You And
Me” make it possible. “You And
Me” stands for mutual responsibil-
ity. A responsibility that bolsters us
in times, in which we have to rely
on each other and, where necessary,
gives us the impulse to support oth-
ers and work together enthusiasti-
cally.
8 9
UNDER THE SIGN OF THE
WILD GEESE
Have you ever had the opportunity to observe
the v-shaped formation of a flock of wild
geese? This formation is a phenomenal illustration
of science and cooperation. None of these birds
could survive such a journey alone. The wild geese
plan their flights down to the minutest detail. They
can estimate the risks involved in the journey and
have excellent communication skills and perfect
coordination. Added to which, they remain faith-
ful to each other for life and have a highly devel-
oped sense of responsibility. We are convinced
that these characteristics make excellent logistics
service providers. The wild geese mirror the virtues
of our family business and illustrate the reasons
for our success - familiarity in partnership and
longterm business relationships, mutual responsi-
bility, flexibility, innovation and excellent commu-
nication. In short, a trademark that best suits us.
General Cargo, Direct Load and Hellmann East Europe
Courier Service, Express Service, Parcel Service and Night Star Express
Rail Solutions
Academy, Consulting, Safety and Security and EUROS (Insurances)
Air Freight, Sea Freight and Sea-Air
eCommerce
Contract Logistics
HPM (Recycling) und PCO (IT Solutions)
We are among the leading mid-sized groupage
forwarders in Germany and Europe. As a member
of System Alliance and System Alliance Europe, we
belong to a general cargo network, cooperating
with other logistics companies. We deliver part and
full load consignments quickly and safely door to
door. Hellmann East Europe also facilitates us in
expanding this service to include the CIS Countries.
Our courier express parcel services offer customized
solutions for all time-critical consignments. Whether
with the Courier Service, Express Service in the Sys-
tem-Plus alliance, the parcel service within the DPD
association or Night Star express for urgent overnight
consignments, we offer comprehensive services
with the help of our strategic partners and deliver
Germany-wide and internationally, safely and
reliably.
Hellmann Worldwide Logistics relies on rail services
throughout Germany and Europe. With our prod-
uct Rail Solutions International, our services extend
beyond the continental boundaries as far as Asia.
We transport goods reliably, punctually and sustain-
ably by rail, thus protecting the environment. To
complement the rail services between dispatch and
destination stations, we also organize and pre and
post transport processing.
The Hellmann Academy is the point of contact for
employee and management development. Consult-
ing Security and Safety advises on all questions from
waste and environmental management, work safe-
ty and occupational physicians, hazardous goods
management, fire protection and much more. The
EUROS insurance service is specialized in brokering
personal and general insurance especially in the
commercial sector.
Our Air Freight specialists offer individual solutions
within a global network of carriers and service pro-
viders. Years of experience and partnerships with
leading shipping companies mean that our Sea
Freight experts offer highly efficient cargo transpor-
tation by sea. Sea-Air service is the ideal combination
of economy and speed, at up to 80% faster than sea
freight and less costly than airfreight.
The complex requirements on the dynamic e-com-
merce market demand a strong and competent
partner. As a part of Hellmann Worldwide Logistics,
Hellmann eCommerce offers professional solutions
for all e-business areas – from online shops to mid-
dleware, payment solutions and customer care to
warehousing. We realize multi-channel strategies
and connect the desired sales channels with one
another.
In a world of growing expectations from manufac-
turers, retailers and consumers, innovative concepts
and solutions are important factors in securing and
expanding market shares. That is why we accom-
pany our customers along their entire value-added
process. From the first idea on paper to the goal-ori-
ented implementation, Hellmann analyzes each and
every step of the logistics chain from the supplier to
the customer.
HPM supports product responsibility implementa-
tion, the establishment of environment manage-
ment systems as well as the optimization of material
flows. As a certified specialist waste disposal service,
we offer high-quality individual solutions. PCO pro-
vides a customer-oriented and holistic combination
of consulting, care and services for all IT-supported
business and logistics processes.
PRODUCTS & SERVICES
10 11
Hi-Tech LogisticsHigh-tech products are in good hands with us. Our
specialized teams create extremely efficient delivery
chains and offer holistic solutions.
INDUSTRY SOLUTIONS
12 13
Agricultural LogisticsWhether project, procurement or distribution logistics are
required, our professionals have the know-how and the
appropriate logistics solutions for the agriculture sector.
Cruise LogisticsWe create special supply-chain solutions for cruise
fleet requirements and serve all parts of the supply
chain itself.
Fashion LogisticsWe offer certified processes, tailored and integrative
IT-tools as well as additional value-added services for
the fashion industry.
Healthcare LogisticsPerfectly fitting concepts for transport management,
warehousing and packaging allow us to meet the
exact requirements of the healthcare industry.
Automotive LogisticsAs automotive specialists, we offer individual solutions
for complex logistics requirements in procuring pro-
duction and replacement parts.
Fast Moving Consumer GoodsWe understand the requirements within the supply
chain of fast-moving consumer goods and can thus
turn challenges into opportunities.
Marine SolutionsOur customized products fulfill the requirements of
time-sensitive consignments for shipping companies,
shipyards, chandleries and their suppliers.
Project CargoThrough systematic organization and innovative solu-
tions, we offer optimal project logistics for the mining
and energy, construction, and oil and gas industries.
Renewable EnergyRenewable energy sources are the future. We recog-
nized this early on and developed our own industry
solutions for wind, solar, and bio-energy.
Hospital LogisticsEfficient process management and unique know-how
allow us to optimize organizational structures in hos-
pitals all over the world.
Perishable LogisticsWhether for flowers or foodstuffs – we are at our cus-
tomers’ side from origin to destination. All logistics
solutions from one source!
FACTS & FIGURES
ECONOMY
16 17
OUR EMPLOYEES12,536
EMPLOYEES IN TOTAL
»First, People First – our employees build the base of our success.«
The year 2015 revealed a total of 12,536 Hellmann
employees worldwide, which is 0.7 percent less
than the previous year. The reasons behind this lie in
the curtailment of some processes and procedures,
including the associated possibility of not necessarily
filling newly vacant positions.
Our personnel work is oriented towards long-
term nature and sustainable corporate development.
Well-trained and experienced employees are critical
to our business success. With their services, skills,
and dedication, they make a significant contribution
towards the improvement of our services to our cus-
tomers in the various company departments, thereby
strengthening our company’s market position.
2013
2013
2013
2013
2013
2014
2014
2014
2014
2014
2015
2015
2015
2015
2015
EMPLOYEES EUROPE EMPLOYEES AMERICAS
EMPLOYEES ASIA
EMPLOYEES IN TOTAL
EMPLOYEES OMEA
12,536
2,612
2,172
1,049
6,702
12,872
2,568
2,082
981
7,241
11,683
2,218
1,964
931
6,570
DEVELOPMENT OF THEBUSINESS GROUP
3.10TOTAL REVENUE IN BN. €
The year 2015 also saw a major turnaround of
the world economy. The economy is existent
but at such a very slow growth. The sublime target
of a strong and concurrent global growth, there-
fore, remains difficult to reach. The demands of
the environment remain challenging leading to
greater challenges for the logistics industry. Even
Hellmann Worldwide Logistics isn’t spared from
these arduous demands.
At first, it seemed that the aforementioned
turnaround was conceivable considering the sur-
prising strength of the American economy, but
then the simultaneous development in China
nullified these expectations. The economic weak-
ening of longstanding Chinese prime mover also
had a pertinent impact on other emerging markets
in Asia, thus, taking its toll on the rate volatility
and low growth in the international air and sea
freight transactions leaving us with a record of 2.2
or 0.6 percent loss. The growth in the field of land
transport was also at a record low of 1.8 percent.
Its successful trajectory continues on to contract
logistics and improved its results by 14.5 percent
as compared to last year.
The overall turnover of our company reached
3.1 billion euro in 2015.
42+58K57+43KINTERNATIONAL
AIR FREIGHT
SEA FREIGHT
ROAD
MISCELLANEOUS
201320142015
GERMANY
42.4
REVENUE PERCENTAGESNATIONAL AND INTERNATIONAL REVENUE OF THE DIVISIONS IN MILLION €
TOTAL REVENUE IN BILLION €REVENUE PERCENTAGESOF THE REGIONS
REVENUE PERCENTAGESOF THE DIVISIONS
57.6
18 19
3.10
3.00
703.7860.7864.9671.2
2.86
814=995=1000=776=
923=968=1000=18+82+K
28+72K
10+90K
28+72K
57+43K
22+78K
13+87K
22+78K
AMERICAS
SEA FREIGHT
EUROPE
AIR FREIGHT
OMEA
ROAD
ASIA
MISCEL- LANEOUS
18.6
27.8
10.4
27.9
57.8
22.7
13.2
21.6
»Turnover increased up to 3.1 billion euro.«
THE REGION EUROPE(LAND TRANSPORT)
6,920,415ROAD TONNAGE
»Growth on market level.«
The European land transport has recorded slight
gains in all areas in comparison with the previ-
ous years. The shipment volume increased by 2.9
percent to approx. 18.46 million shipments and
the tonnage increased by 4.1 percent. Especially
gratifying in this respect were the developments
in Poland, Spain and the UK, where we acquired
new locations, new partners, and a revised site
structure conforming to positive results and thus,
allowing us to continue the course from recent
years.
We were able to grow by 3.0 percent world-
wide in the field of land transport, hence, attain-
ing growth above market level. The biggest influ-
ence here is our business in Germany with a sales
share of 70.0 percent. Overall, we are continuing
to focus in the field of land transport to optimize
our management structures in order to provide our
central corporate network positive impulses while
keeping up with the demands of the market.
92+8+K
87+13K
97+3K
96+4K
1000K
100K
20152013
2013
2014
2014
2015
20152015
2014
2014
2013
2013
16,958.269
5,996,418
17,942,614
6,645,191
ROAD TRANSPORTS ROAD REVENUE IN MILLION €
MISCELLANEOUS REVENUES IN MILLION €ROAD TONNAGE
18,462,537
6,920,415
20 21
804.6
504.9
795.2
551.9
768.7
515.7
955=
934=
988=
1000=
1000=
915=
THE REGION EUROPE(AIR AND SEA FREIGHT)
205,131AIR FREIGHT CONSIGNMENTS
»Revenues increased by 4.6 percent.«
2015 was a stable year for the European air and
sea freight division in terms of volume and rev-
enue growth while increase in profitability received
high focus.
Thanks to a strong performance, the region
countered the general slowdown in airfreight as
well as the serious rate volatility in seafreight in an
overall challenging European market environment
in a great manner. Considering these conditions,
sales on standard product types was difficult, but
most of the country units could expand their busi-
ness share with a number of key accounts lead-
ing to an alleviated growth: In seafreight, a TEU
growth of 2.0 per cent could be reached with Asia
being the main trade. The growth in revenue was
quite similar with an improvement of 2.3 per cent
(currency adjusted). Airfreight volumes could be
kept stable with a slight increase of 0.3 per cent
against last year. However, our efforts in process
efficiency and centrally managed procurement
were paying off as the revenues could be increased
by 4.6 per cent (currency adjusted).
Especially in a number of smaller units, the
improvement of bottom-line results was signifi-
cant based on new business gains, optimization
in procurement and cost control assisted by a suc-
cessful collaboration between regional and local
teams.
94+6K
51+49K
63+37K
96+4K
56+44K
77+23K
100K
56+44K
79+21K
20152013
2013
2014
2014
2015
20152015
2015
2014
2014
2014
2013
2013
2013
193,229
128,836
202,837
196,370
140,455
250,444
AIR FREIGHT CONSIGNMENTS AIR FREIGHT REVENUE IN MILLION €
SEA FREIGHT REVENUE IN MILLION €AIR FREIGHT TONNAGE
SEA FREIGHT TEUS
205,131
140,862
255,376
22 23
201.1
282.3
190.5
272.6
190.7
240.4
826=
852=
825=
966=
871=
1000=
THE REGION AMERICAS251,562
AIR FREIGHT TONNAGE
»Big challenges ahead in this region.«
2015 was a year of uncertainty for the Amer-
icas with Brazil and The United States specif-
ically feeling pricing and profitability pressures.
Despite some difficulties, the region experi-
enced many examples of success overall. Mexico
had an amazing year, while Argentina rose to
the challenge of a bad economic situation. The
Americas saw an increase in airfreight consign-
ment size, generating an increase in airfreight
revenue from 2014 of almost 23.0 percent. With
TEU numbers holding steady and recovery in
tonnage we were able to recapture a declining
seafreight revenue, with nearly a 14.0 percent
improvement from 2014. While we saw exam-
ples of success, the challenge remains achiev-
ing growth of profit while effectively decreasing
operating costs.
The focus for 2016 remains on maintaining and
growing our existing customers as we execute
optimization plans to reduce OPEX and improve
profitability.
72+28K
79+21K
65+35K
72+28K
92+8K
64+36K
72+28K
100K
64+36K
20152013
2013
2013
2014
2014
2014
2015
2015
2015
2015
2015
2014
2014
2014
2013
2013
2013
148,501
199,166
212,196
148,521
232,528
207,856
AIR FREIGHT CONSIGNMENTS AIR FREIGHT REVENUE IN MILLION €
SEA FREIGHT REVENUE IN MILLION €
MISCELLANEOUS REVENUES IN MILLION €
AIR FREIGHT TONNAGE
SEA FREIGHT TEUS
147,983
251,562
207,934
24 25
194.3
279.4
102.1
158.1
245.8
94.2
159.1
249.4
109.0
689=
883=
1000=
684=
871=
864=
841=
990=
937=
THE REGION OMEA (OCEANIA, MIDDLE EAST, AFRICA)
114,476SEA FREIGHT TEUS
29+71K
19+81K
31+69K
18K19+81K
29+71K
19K18+82K
20152013
2013
2013
2014
2014
2014
2015
2015
2015
2015
2014
2014
2013
2013
60,306
47,130
62,718
46,651
AIR FREIGHT CONSIGNMENTS AIR FREIGHT REVENUE IN MILLION €
SEA FREIGHT REVENUE IN MILLION €
MISCELLANEOUS REVENUES IN MILLION €
AIR FREIGHT TONNAGE
58,754
45,263
26 27
78.2
149.5
96.1
75.3
152.4
72.9
73.3
142.4
65.7
317=
504=
603=
326=
540=
869=
339=
530=
882=34+66K35+65K35+65K201520142013
110,130 113,924 114,476
SEA FREIGHT TEUS
»Contract logistics pushes growth.«
The region OMEA continued its growth trend
with a gain of 7.7 percent in 2015. The top
priorities were customer loyalty and good rela-
tions with our suppliers in the region.
The air/ ocean freight business remained
largely stable in 2015. The ocean freight
slightly improved with 114,476 TEU, while the
airfreight remained at the same level as the pre-
vious year. For customs clearance, there was an
increase in 28.0 percent as compared to the
previous year. The area of land transport also
increased significantly up to 33.0 percent. Our
contract logistics activities in the Arabian Penin-
sula and the associated transport requirements
of our customers, including our cross-border
transport in southern Africa are mainly respon-
sible for this.
Our focused efforts in the area of contract
logistics were rewarded with a sales growth of
25.0 percent.
THE REGION ASIA324,474
SEA FREIGHT TEUS
91+9K
53+47K
80+20K
99+1K
56+44K
97+3K
94+6K
55+45K
100K
20152013
2013
2013
2014
2014
2014
2015
2015
2015
2015
2015
2014
2014
2014
2013
2013
2013
187,503
132,229
259,116
205,068
141,606
316,060
AIR FREIGHT CONSIGNMENTS AIR FREIGHT REVENUE IN MILLION €
SEA FREIGHT REVENUE IN MILLION €
MISCELLANEOUS REVENUES IN MILLION €
AIR FREIGHT TONNAGE
SEA FREIGHT TEUS
193,686
138,538
324,474
28 29
230.1
149.6
28.4
231.0
137.8
20.2
205.6
121.2
17.1
890=
429=
157=
1000=
488=
185=
996=
530=
261=
»Follow up of weak import demand.«
In recent years, the economies of established
industrial nations were faced with a weak import
demand. This trend changed in 2015 seizing the
emerging economy of the Asian market. In fact,
these countries were the epicenter of this devel-
opment in the region.
The combination of sharply lowered commod-
ity prices, China’s significantly sunken economic
growth, the decline in industrial production, and
lack of investment led to the weak import demand
in most countries of the region.
Either due to low performances or only weak
import demand, the total trade volume in Asia
stagnated affecting our transport tremendously. In
the field of air cargo, we had a decline of 2.2 per-
cent whereas ocean freight only slightly increased
by 2.7 percent and 325,000 TEU.
Within Asia, we were able to achieve comparati-
vely stable results. Thanks to contract logistics and
to our brokerage services. Additionally, new ser-
vices such as Hellmann Rail Solutions International
and Hellmann Renewable Energy and Healthcare
are developing very well and are savoring a conti-
nual growth in demand. Thanks also to a modern
new warehouse in India for generating growth in
the Hellmann Automative area.
COMMITTED TO THE FUTURE
ECOLOGY
When you think of ways to reduce carbon
emissions in personal transportation, you
cannot avoid thinking of electric vehicles (EV). We,
at Hellmann, thought of this carefully and found
different ways to include EVs into our fleet.
Plug-in hybrids help us reduce emissions on
short trips and daily commutes while ensuring full
flexibility in terms of range and comfort. After ana-
lyzing our driving profiles, we can identify vehicles
that can be replaced by a plug-in car and we will
move forward in modernizing our fleet accordingly.
But we also took the concept one step further
by replacing a conventional car from the Environ-
mental Management Team with a fully electric
vehicle. Only a replacement will ensure that there
is no “rebound effect” when investing into new
technologies. By the end of 2015, the EV saved
more than 1.5 tons of CO2 compared to a die-
sel-powered vehicle.
Clever connectability and decent planning
enable us to do medium to long haul trips with
stops at the growing network of electric charging
stations. When a longer trip is planned, a car-swap
with other colleagues works well since everyone
is looking forward to driving the EV in exchange.
That is the spirit of mobility in the 21st century
which we are aiming to foster in the upcoming
years.
32 33
THE NEW
E-MOBILITY
»The “L” in our F.A.M.I.L.Y-DNA stand for “Live Sustainability”.«
With an Environmental Management System
in place since 1996, we have always cared
about minimizing the energy consumption of our
services and activities. But the implemented mea-
sures were limited to our road freight and con-
tract logistics operations which are mostly located
in Germany.
With the EU Energy Efficiency Directive in place,
we shall be including all European business units
into a comprehensive Energy Management System
(EnMS). This shall not be limited to the size of the
site or the infrastructure, thereby giving us the
opportunity to also create future emission reports
with a maximum of data accuracy. Our EnMS will
take the following factors into account:
� Fuel for vehicles
� Oil / Natural gas for heating and forklifts
� Electricity
This type of data has been included into the regular
financial reporting and controlling in order to keep
it as lean as possible.
34 35
ENERGY MANAGEMENT
IMPLEMENTATION
36 37
In 2014, the Quality and Environmental Manage-
ment Team developed. an eLearning for environ-
mental management in Germany in order to
create more awareness regarding environmental
requirements and related risks. Training is also a
main aspect of our ISO 14001 certification and
the eLearning helps us to be compliant with the
requirements of this standard. In the first step, this
training was rolled out for trainees as a test group.
Then all German employees took part in it later. Up
to now more than 800 people have successfully
completed the training. With the help of the Hell-
mann Learning Experience (HLE), the QHSE depart-
ment can manage the trainings and follow up on
the current performance of the organization.
The eLearning includes information about the
environmental impact and aspects of Hellmann
and what the employees can to do in order to
support the environmental management and to
reduce the influence on the environment. The
harm of CO2 emissions and the climate change
involved are also covered in the training as well
as emergency preparedness and handling of dan-
gerous goods.
In 2015, the existing training was translated
into English and transferred into an international
training which is scheduled for Q1 in 2016. To
prevent technical challenges during a global roll-
out, Hellmann chose a country by country imple-
mentation starting in the Netherlands. This will
enable the organization to continuously improve
the eLearning over time and to incorporate the
feedback from our colleagues worldwide.
In conjunction with trainings for health and
safety as well as the Business Code of Conduct
trainings, our employees will have all necessary
information regarding environmental aspects to
be compliant with requirements coming from
legal, international standards and from customers.
„By using eLearnings as one of our communi-
cation channels, we have the possibility to reach a
large number of employees at the same time. It is
no longer necessary to schedule meetings, rooms
and resources for classroom trainings. Integrated
quizzes at the end of each eLearning ensure that
the employees understand the training content.
Some trainings also offer discussion forums for
the users to enable feedback and information
exchange. With our integrated online platform, it
is also possible to follow up the participation of
trainings and to provide proofs to be compliant
with legal requirements.
Of course, programming an eLearning means
an excessive workload, but with all the benefits,
it‘s a low price.“ Markus Meyer – People Develop-
ment Specialist Academy
ENVIRONMENTAL
TRAINING
FOCUS ON THE PERSON
SOCIAL MATTERS
This years’ diversity topic is fostering women in
all stages of their life. Especially Becoming a
mother is a transforming change for every woman.
That being said, we committed ourselves to sup-
port them. In our headquarter, we implemented a
comprehensive program for our female employees.
In the reporting year 2015, our Diversity Rep-
resentative, Anja Staschinski, implemented a “Par-
ent-Child-Office” in our headquarters in Osna-
brueck. In cases where the day care, kindergarten
or school is closed, the parents can bring their
child to work. In the new “Parent-Child-Office”,
our employees can find a well-stocked office with
an integrated play corner for the youngsters. This
allows them to combine work and family life, even
in critical situations. Next to this initiative, we are
still fostering further diversity initiatives like the
MobiPro campaign with which we are offering
young truck drivers from Spain, who have difficul-
ties finding a job in their country, the possibility to
work for Hellmann in Germany.
40 41
DIVERSITY AND
INCLUSION
»Reconciliation of work and family life.«
42 43
Since the beginning, we at Hellmann are acti-
vely participating in giving back to commu-
nities and the environment in which we live and
operate in. Over the years, we were engaged in
many different projects supporting different social
purposes. As part of our new Global QHSE & CSR
Policy, we encourage our Hellmann countries to
engage in at least one social cause they are pas-
sionate about.
CSR and global change are not only important
topics for universities and colleges, but also for
students of vocational schools who are already
working in companies in various industries. Stu-
dents and future teachers are facing the advanta-
ges and issues of globalized companies every day.
Therefore, we, at Hellmann, committed ourselves
to give prospective teachers insights into this topic
by incorporating CSR issues in the form of lectures
and case studies into their syllabus.
In several dilemma scenarios, the future teachers of
the BBS Pottgraben and the University of Applied
Sciences in Osnabrück needed to evaluate those
from different stakeholders´ point of views. This
not only shows how difficult it is for businesses
in a globalized world to find fitting solutions to
please all stakeholder needs, but also emphasizes
a continuous exchange between companies and
its key stakeholder.
We, at Hellmann, care about the health and
safety of our employees. It is crucial to us
that we continually strive to improve our health
and safety procedures in order to provide our
employees and externals on site with a safe wor-
king environment. In the previous year, we stated
that we had started to develop a global health
and safety policy in order to ensure an internal
minimum standard in all our branches worldwide.
Now, we are pleased to report that a Global
Quality, Health, Safety and Environment (QHSE)
policy has been finalized and approved by our
Executive Board. Due to the fact that these topics
overlap strongly with our CSR requirements, we
also integrated a policy regarding this topic.
Through an extensive communication program,
we rolled-out this policy in Q1 of 2016. While we
recognize that every country has its own national
laws and regulations, we feel that it is important to
have a global minimum framework that not only
ensures the same standard across the globe, but
also provides a baseline which supports our bran-
ches. In addition, the policy will better facilitate the
process of locating best practice warehouses to
share their knowledge and experience with other
ones.
FOSTERING THE NEXT GENERATION
OCCUPATIONAL HEALTH AND SAFETY
We value your feedback!
As a valued stakeholder, we welcome your feedback, concerns and suggestions regarding the content of
this report as well as our commitment to the United Nations Global Compact.
Please provide us with your feedback by writing to our Hellmann QHSE Department [email protected].
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