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 qhse@hellmann.com.

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