swartland gri sustainability report 2012
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Sustainability Report | 2012
The more wood we use, the more forests we will save.
It might seem contradictory, but it’s simple economics.
If wood is used for construction and building materials,
it makes it more valuable to local communities.
This makes it less likely that whole forests will be
cleared for other crops, or other potentially damaging
activities, such as mining. As a leading wooden window
and door manufacturer, we have a responsibility to
monitor our environmental impact.
USE WOOD, AND SAVE TREES
That’s why, for instance, we prefer to buy our wood
from responsibly-managed forests, where harvesting is
strictly controlled. Managed this way, forests become a
renewable resource, and you can choose wood secure in
the knowledge that the next generation would be able to do
the same. If you also take into account the energy-saving
benefits of wood, it is simply the natural choice for those
who care about the environment. For more info, call
086 110 2425 or visit www.swartland.co.za.
1. Message from the CEO ............................................................................................................. 1
2. Swartland Sustainability ............................................................................................................ 6
2.1. Environmental Impact ................................................................................................... 6 2.2. The Swartland Sustainability Journey ........................................................................... 7 2.3. Wood – A Sustainable Material ...................................................................................... 9
2.3.1. Pine ..................................................................................................................... 9 2.3.2. Okoume Hardwood ............................................................................................. 9 2.3.3. Timber Energy Efficiency ..................................................................................... 10
3. Organisational Profile ................................................................................................................ 12
3.1 Markets........................................................................................................................... 12 3.2 Products ......................................................................................................................... 13 3.3 Product Ranges ............................................................................................................. 15 3.4 Ownership ...................................................................................................................... 18
4. Sustainability Reporting ............................................................................................................. 19
4.1 Stakeholder Engagement .............................................................................................. 21 4.1.1 Employees ............................................................................................................ 21 4.1.2 Suppliers .............................................................................................................. 22 4.1.3 Local Communities ............................................................................................... 22 4.1.4 Customer and Product Specifiers ......................................................................... 23 4.1.5 Shareholders ........................................................................................................ 24 4.1.6 Bargaining Councils and Trade Unions ................................................................ 24 4.1.7 Regulators ............................................................................................................ 24 4.1.8 Financiers ............................................................................................................. 24
5. Governance ............................................................................................................................... 26
5.1 Mechanisms for Communication .................................................................................... 27 5.2 Values, Principles, Codes and Procedures .................................................................... 28
6. Economic Sustainability ............................................................................................................ 29
7. Environmental Sustainability ..................................................................................................... 32
Contents
7.1 Products and Services ................................................................................................... 32 7.1.1 Environmental Performance ................................................................................. 32 7.1.2 Product Performance Indicators .......................................................................... 33 7.1.3 Eco-Friendly Maxicare Sealant ............................................................................. 33 7.1.4 The Double-Glazed Window ................................................................................ 35
7.2 Materials ........................................................................................................................ 37
7.2.1 Primary Materials used by Weight and/or Volume ............................................... 37 7.2.2 High Impact Materials and Substances by Weight and/or Volume ...................... 38
7.3 Reused Materials and Sustainable Energy ................................................................... 39
7.3.1 The Swartland Optimisation Process .................................................................... 40
7.4 Water ............................................................................................................................. 41
7.4.1 Annual Water Consumption ................................................................................. 41
7.4.2 Water Discharge ................................................................................................... 42
7.5 Waste ............................................................................................................................. 42
7.6 Emissions ...................................................................................................................... 42
8. Social Sustainability .................................................................................................................. 43
8.1 Labour Practices and Human Rights ............................................................................. 43
8.2 Employment Value System ............................................................................................ 44
8.3 Employment and Remuneration .................................................................................... 45
8.4 Diversity and Equal Opportunity .................................................................................... 46
8.5 Occupational Health and Safety .................................................................................... 46
8.6 Training and Education .................................................................................................. 47
8.6.1 Training Hours Recorded ..................................................................................... 47
8.7 Community Development .............................................................................................. 48
9. GRI Index .................................................................................................................................. 49
A summary of the sustainability activities relating to Swartland Boudienste (Pty) Ltd from 1st July 2011 through 30th June 2012. The reporting period is in line with our financial reporting period and we aim to report annually on sustainability progress.
The report includes information relating to Swartland Boudienste (Pty) Ltd operations in South Africa only and is also available on our website at www.swartland.co.za
We welcome your feedback on our sustainability reporting process. Please send comments or suggestions to: Robbie Best, Managing Director Swartland Boudienste (PTY) LTD Reg. 1970/016505/07 [email protected]. Tel: 086 110 2425
Contents Swartland Sustainability Report | 2012
Message from the CEO
Swartland has been operating in South Africa for three generations and we are proud of the way that our products and practices reflect our vision to make a positive difference to people and planet. This inaugural sustainability report is a platform for us to share that vision and our achievements with various stakeholders who are in one way or another important to the organisation. At Swartland, we understand that our own business sustainability is directly linked to the sustainability of planet Earth and, in particular, to the sustainability of natural resources which form such an important part of our existence as a company. We understand that the three pillars upon which sustainable development is based (economic, environmental and social) are co-dependent and important to address in balance and we are therefore focused on advocating and activating sustainable business practices in everything that we do, to the extent that our aim is to be a net positive environmental contributor.
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● An extensive upgrade of machinery in our sophisticated pine optimisation plant, which has assisted us with optimising the yield on timber, further reducing wastage and lowering our environmental impact.
● Implementation of responsible approved timber procurement practices (including FSC).
● Improved national distribution that strives to ensure widespread availability of sustainably-sourced timber products.
● Our ‘pre-finished’ and ‘ready 2 fit’ production process, which eliminates extra work and energy on our customer’s behalf.
● Water based eco-friendly coatings which add to the longevity of our products.
● The cold press door system which uses significantly less energy in the manufacturing process.
Some of our most recent achievements
Message from the CEOSwartland Sustainability Report | 2012
2.
Our values reflect the desired culture with which we wish to pursue our business objectives and at the cornerstone of these values exists a respect for the environment and for all individuals who are in any way linked to our organisation.
We strive to uphold the high standards of quality, safety and personal development that have become synonymous with our brand and we are committed to making an impact beyond the walls of the organisation, in the communities in which we operate. Organisations that have successfully embraced a commitment to sustainability are differentiating themselves advantageously and this trend will continue to drive product and service design and innovation around the world. We believe that our customers are experiencing the measurable benefits of our innovative designs with products such as our energy efficient double glazed windows and features such as our performance enhancing insulating composite gaskets seals. It is rewarding to know that we are saving energy and therefore money for our customers while saving the environment. Wood is a sustainable and renewable construction material when it is sourced from sustainably-managed forests and mills. Forests help the earth to sequestrate carbon and we promote forestation and timber economies when we choose and use sustainable wood products. Please read more about the ways in which we cherish and promote wood as a wonderful and natural material in our Swartland Sustainability chapter on page 6.
For many years, Swartland has managed to optimise resource consumption and we are proud of our achievements to date. However, we are humble about the fact that sustainability benchmarks are constantly changing and this means that we should never take our progress
for granted. We are on a journey and this first sustainability report has opened our eyes to certain new opportunities that exist for us in the short, medium and long term. Our goal will be to increase the integrity of our environmental interventions and our reporting over time as we reduce emissions and reduce all forms of unsustainable consumption and production.
We are looking for new product distribution partnerships and regard our relationship with building material merchants in South Africa to be crucial as consumer habits change. We believe that we are developing these partnerships well and have been acknowledged for this – for example, Swartland achieved the Number One Supplier Award in the Steinbuild Awards during the reporting year. There are various other stakeholders that are important to the business. We believe that we are dealing with these stakeholders professionally in the ordinary course of our operations but have recently resolved to increase levels of engagement and responsiveness with these groups. Additional information about our stakeholders can be found in this report.
Our vision for the next three to five years is for the company to be a shining example of sustainability stewardship. We aim to grow the company whilst reducing relative consumption of natural resources and whilst providing a meaningful return on investment for shareholders.
Forest in Gabon
3.
Message from the CEO Swartland Sustainability Report | 2012
We plan to do this by focusing on certain strategic priorities, such as running the business on long-term sustainable profitability, reducing relative energy and water consumption and by continuing to increase resource efficiency in everything that we do. We will also continue to focus on the customer’s needs, quality and research and development in order to provide products and services that perform to the highest international environmental standards, particularly as the new building regulations become formalised as industry standards.
The company has performed well against early sustainability targets and we continue to identify new target areas on our journey. We feel positive about our ability to achieve our goals. However, we may need to exercise patience, particularly as we attempt to tackle behavioural interventions across the organisation.
We will of course face certain challenges in the next three to five-year period and some of these challenges will be related to external pressures such as the increasing cost of electricity, fuel and water – pressures that will also be experienced by our suppliers, our customers and our competitors.
The natural and business environment is changing and we aim to be ahead of these changes as they happen.
Robbie Best, James Hanekom, Hendrick Van Niekerk, Hans Hanekom, Oom Jurgens, Jurie Hanekom
Village in Gabon
● Timber is a renewable resource, if managed correctly, as trees harvested are replanted or regrown.
● Timber joinery lasts on average 35 years, and is easily reused, recycled, or broken down into compost after use.
● Timber is highly energy efficient in use, and is an excellent insulator for homes. (See the Environmental Cycle).
Did you know?
6.
Swartland Sustainability
Swartland has adopted the mantra ‘think long term’, which embodies the principles of quality and durability where products are concerned but also reflects the important values that relate to environmental responsibility and sustainability.
‘Think Long Term’ guides us in everything we do: from how we make our products; to how we source our raw materials; and to the value we place on relationships. Our commitment to increased energy efficiency and environmental sustainability is deeply ingrained. These principles are promoted today, more strongly than ever. It may even cost Swartland more to produce a product, but if it means giving back to the environment, then that is a cost that cannot be forfeited.
Environmental impact
2.1
“It is better to utilise every piece of wood that comes from
the forest, no matter how small, as every little piece of wood
adds up, and that wood used with minimal waste means
that fewer trees have to be cut down.”
Oom Jurgens - 2nd generation, former
CEO of Swartland
2
LOW CARBON FOOTPRINT
0° 20’ 33.48”N 9° 33’ 37.83”E 3
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Swartland also sources pine from Forest Stewardship Council (FSC) certified suppliers. By using FSC timber we help to promote socially and environmentally-responsible forestry.
Our German formulated and manufactured eco-friendly, water-based Maxicare wood treatment product ensures that the lifespan of our doors and windows are extended, with very little maintenance required. This treatment process helps to provide Swartland customers with the unique product guarantee that they have come to expect.
Only wood (Okoume) from sustainably- managed forests in Gabon is sourced by Swartland. Okoume trees grow for years and absorb tons of carbon from the earth’s atmosphere in their lifetime.
Forestation is an important economic, labour and social contributing force in Africa and it is good to know that Swartland is playing a positive role, whilst also contributing substantially to the environment and to our planet in general.
The primary ‘cradle to grave’ benefit associated with our wood products is something we simply can’t take credit for. As a truly natural material, wood will biodegrade after deconstruction if it isn’t reused – it’s our planet’s own take-back policy!
Swartland supports mills that follow sustainable harvesting practices. According to strict government forest management policies, on average only two trees per hectare every 25 years may be harvested. Senior management regularly visits mills for inspection and provides guidance on waste reduction.
However, at Swartland we have our own way of promoting an environmental stewardship philosophy that requires adding positively to the eco-systems from which we harvest our raw materials. By using timber we help to create a forestry industry which will continue to ensure that more trees are planted as demand rises, in turn ensuring that the earth’s natural carbon dioxide absorption process is maintained.
ADDI
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COLO
GICA
L VA
LUE
Swartland Sustainability Journey
2.2
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7.
ENERGY EFFICIENT PRODUCTS & PROCESSES
8%9
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By harvesting individual trees strategically, managed forests remain as natural eco-systems capable of sequestrating massive amounts of carbon, whilst maintaining the valuable biodiversity balance for our planet. We believe that with responsible management, wood is a renewable resource.
By optimising the harvesting and transport process from the forest, we are able to achieve resource efficiency. Each part of each harvested log is put to good use. The timber is cut to predetermined sizes based on end product usage to eliminate process waste. Off-cuts are placed between the layers of timber to allow for drying and to protect against damage during transit. This process ensures that almost all of the materials arrive at the factory in perfect condition.
The comparatively low energy that is embodied in the harvesting and transport of Okoume timber from Gabon to South Africa is just one of the reasons why our products have a relatively low carbon footprint. Pine is also sourced as close as economically possible to the manufacturing source.
The best wood cuts from the tree are used to create the finest quality windows and doors. Other grade cuts are used in wood laminate products, and that which does not get used in production is used as fuel for the boilers that kiln-dry our wood. Shavings and sawdust are sold on to local farmers for chicken bedding. Virtually nothing is wasted.
Swartland products are built to perform. Our timber is dried in our own computer controlled kilns to an optimal mean of 8% moisture content to eliminate possible contraction of the wood following production. This unique process increases the quality, stability, durability and performance of the product.
Our homes cause around 28% of all carbon dioxide emissions which can be reduced if they are properly insulated. Our timber products are extremely efficient insulators with our double glazed products rated as some of the best energy efficient products in the country.
MINIM
AL WASTE
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8.
Wood – A Sustainable Material
2.3
9.
Swartland Sustainability Swartland Sustainability Report | 2012
Timber is a natural, sustainable and renewable resource
Swartland sources Okoume, a hardwood from Gabon, and supports mills that follow sustainable harvesting practices. Governments in these regions have implemented very strict sustainability policies and compulsory harvesting Programmes for mills. These policies protect the environment and forest eco-systems as well as local communities. Sustainable harvesting of timber is essential for long-term economic growth.
Okoume timber is not an endangered species and is currently thriving under strict forestry laws. Many other hardwood species are threatened by over-harvesting and deforestation e.g. Meranti is listed as an endangered species.
2.3.2 Okoume Hardwood
Swartland sources pine from FSC certified plantations in South Africa.
The FSC-Forestry Stewardship Council applies primarily to plantation forests and saw mills worldwide. Sustainability requirements for the council include: housing for communities, schools, infrastructure, and plantation measurement, amongst other key community and environmental development measures.
2.3.1 Pine
• Best business practices are implemented in the environment
Sustainable Forestry
• Human needs are met whilst preserving the environment for future generations
• A healthy eco-system is encouraged
Swartland SustainabilitySwartland Sustainability Report | 2012
2.3.3 Timber Energy Efficiency
Mills in Gabon harvest trees based on a strict forest management plan.
The direct and indirect energy consumed to harvest and transport timber and manufacture timber products, also known as embodied energy, is relatively low in comparison to other joinery materials i.e. aluminium, steel and uPVC.
Timber has an extremely low embodied energy content i.e. it takes very little energy to source and harvest timber.
Trees are harvested based on a pre-approved Programme to ensure sustainable natural re-growth of the forest. An average of two trees per hectare may be harvested every 25 years.
Younger trees are much more efficient at photosynthesis than older trees. Research suggests that sustainably harvesting small sections of forest, and planting new trees can increase the production of oxygen in the forest.
Did you know?
Gabon
10.
Swartland has factories and premises in:
The Western Cape (Moorreesburg & Atlantis), George, Gauteng, Durban, East London, Port Elizabeth.
Swartland began in 1951 as an electric and hardware store in the small town of Moorreesburg. By 1991, Swartland focused almost entirely on joinery, specifically wooden doors and windows. Swartland is the most recognised joinery brand in South Africa
Johannesburg Office and Distribution
Moorreesburg Head Office and Factory
Atlantis Sales Office and Distribution
Durban Office and Distribution
Pine Doors Atlantis
Organisational Profile
Swartland is a proprietary limited company registered and operating in South Africa in the building and construction sector, including the DIY sector. The company exports to a number of overseas markets. However, the South African operation is the only operation that is relevant to the sustainability issues covered in this report.
Markets
3.1
Export CountriesLesotho, Swaziland, Angola, Namibia, Mozambique, Mauritius, Zambia, Zimbabwe, Botswana, Malawi, Nigeria, UK and the USA
Local DistributionGeorge, Gauteng, Durban, East London, Port Elizabeth
Building, Construction & DIY Sectors
South Africa: Atlantis and MoorreesburgHeadquarters & Manufacturing Operations
NATURE OF OPERATION & COUNTRY
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12.
Organisational Profile Swartland Sustainability Report | 2012
Swartland manufactures a wide range of timber joinery specifically focusing on quality doors, windows and mouldings. The company also provides extensive pre and post-sales services to all customers, including but not limited to merchants, builders, architects, developers, installers and home owners.
Swartland has a Board of Directors which is responsible for strategic direction. The main divisions of the company are sales and marketing, finance, administration, manufacturing, distribution, research and
development. Each of these divisions (including the overseas sales and distribution divisions) are headed up by executive managers who report to the Managing Director. Skills and competencies that are core to the Swartland business are retained in-house and only specialised skills are sourced externally from outsourced service providers where necessary.
There are no Swartland subsidiaries and no joint ventures to report on.
WINDOWS
Double Glazed
Sliding Sash
Mock Sash
Horizontal Gliding
Full Pane
Small Pane
Top Hung
DOORS
Entrance
Back
Patio
Interior
Fold-a-Side
Sliding Doors
Door Frames
TIMBER PRODUCTS
Mouldings
Planed All Round (PAR) Timber
Manufactured Products
Products
3.2
13.
Our South African National Standard (SANS) compliant composite gaskets are designed to ensure superior thermal performance. The four fused materials and low memory of our gaskets means that they return to their original shape, retaining their insulation and energy efficiency properties and provide a barrier to rain, dust and insects.
This collection is synonymous with durability, craftsmanship and increased thermal performance. The Winsters Guarantee is backed up by three generations of experience, and also by knowledgeable service teams. Enhanced standard features such as composite gaskets, kiln-dried timber, a pre-sealed, pre-glazed option and nationwide availability combine to make this eco-friendly collection of windows and doors unrivalled in performance.
The Cape Culture collection caters for those customers who expect nothing but the best. The craftsmanship and environmental performance of this collection is premium where stainless steel hinges, solid brass handles and composite gaskets are standard features.
This collection also offers unique styles, such as the sliding sash and gliding windows, as well as exclusive features such as double glazing and pre-sealed, pre-glazed options. The Cape Culture collection also offers handcrafted joinery, custom made to order should customers be in search of special or uniquely bespoke products or variations.
Product Ranges3.3
15.
To maintain the natural beauty of wood, Swartland recommends Maxicare, a unique sealant that we have developed to give lasting protection for wooden windows and doors. Maxicare is an environmentally friendly water-based, UV resistant, water-repellent and anti-fungal sealant for wooden products. The product is developed and manufactured in Germany and adapted for the South African climatic conditions. In order for the company’s Guarantees* to be certified, all wood must be treated with Maxicare, in conjunction with the Swartland Wash ‘n Wipe Maintenance Programme.
The Coltimbers collection offers a wide variety of quality timber products, such as mouldings, planed all round timber and other ready-to-assemble products. The Coltimbers brand has built a reputation for excellence since 1940 and the ownership by Swartland has resulted in a fusion of traditional craftsmanship, world-class manufacturing and national distribution.
Swartland’s entry level collection is not as extensive as either the Cape Culture or the Winsters collection, however, it carries the same dedication to manufacturing excellence and the quality kiln-dried timber that Swartland is renowned for. This range offers a practical selection of doors and windows and delivers the best combination of price and performance.
16.
Ownership
3.4
Organisational ProfileSwartland Sustainability Report | 2012
Swartland Boudienste Structure 2012
Swartland Boudienste (Pty) Ltd
Swartland Groep (Pty) Ltd
18.
Moorreesburg Manufacturing Operations Atlantis Manufacturing Operations
George Durban East London Port Elizabeth Windhoek
Western Cape Distribution Centre Gauteng Distribution Centre KwaZulu Natal Distribution Centre
Sustainability Reporting
In 2012 Swartland subscribed to the internationally recognised G3.1 sustainability reporting principles and guidelines, which have been applied to the South African operations of the company. The GRI guidelines promote engagements with multiple stakeholders and responsiveness to these stakeholders. GRI reporting is voluntary and Swartland has no obligation to comply with GRI guidelines and principles. However, the company has decided to incorporate the guidelines so that the reporting process is as meaningful and effective as possible.
This report has been driven by the Sustainability Forum at Swartland which consists of line management staff members, senior functionaries and executives in the company (including the Managing Director and the Chief Executive Officer) and an external sustainability consultant. The process for defining report content was led by the Sustainability Forum and consisted of Forum meetings and certain engagements with stakeholders.
• The usefulness of the report for stakeholders (including interests and expectationsof stakeholders)
• The purpose, experience and nature of core business at Swartland
• The material environmental, social and economic impacts of the business
• The importance of reporting credibly and in accordance with the GRI G3 Guidelines
• The availability of data for the reporting period
• The intention to report data for as many indicators as was reasonably andpractically possible
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This process for defining report content was informed by:
The Forum identified and discussed stakeholder groups which in the opinion of the Forum possess the ability to materially impact or influence the performance of the company and are themselves potentially impacted by the organisation and its activities.
The Forum was also responsible for determining materiality. A materiality workshop process was used to identify issues that were then ranked in terms of importance. Each issue was then plotted on a matrix that contained “level of concern” and “affect” as the respective axes. The outcome of this materiality process was used to ensure that the most relevant and material GRI G3 indicators were included in this sustainability report. Materiality was used as a guide for
prioritising topics in the report, as was the ‘Swartland Sustainability Journey’, which is in the company’s view a good reflection of the environmental sustainability strategy.
The report has been written with all key stakeholders in mind. The company trusts that all stakeholders will be able to access, read and understand the report and that they will offer feedback. Having said this, the Sustainability Forum is of the opinion that the report will be read mostly by the following stakeholder groups:
Employees, Customers, Shareholders, Local Communities, Bargaining Councils and Trade Unions, Financiers, Regulators and Suppliers.
Sustainability ReportingSwartland Sustainability Report | 2012
20.
The data and information used in this report has been reviewed by the Board of Directors and verified for accuracy, completeness and consistency within the organisation and its subsidiaries.
Manufacturing staff engaging in a Green Area Forum
The Forum used ‘risk’ to identify key stakeholder groups and plotted each stakeholder group’s ability to influence risk and opportunity on a matrix.
Another matrix was then used to establish whether Swartland could influence risk and opportunity for each stakeholder group. The combined results of these two exercises then
informed the relative importance of these stakeholder groups and therefore the groups with which the company would engage.
Inaugural reporting time limits prevented the company from engaging with stakeholders as effectively as was planned. However, the organisation will be better positioned to engage more fully in the next reporting period.
Stakeholder Engagement
4.1
Employees are regarded as a priority stakeholder at Swartland and much of what the company does on a daily basis is directed at the wellbeing of its employees, their families and their communities.
Swartland has internally developed and implemented statements of values and a code of conduct which are used as guidelines for management. These are communicated with employees, who have forums and systems at their disposal to address the values, codes of conduct or standards with regard to noncompliance in any work-related situation or incident. Employees are engaged by management in a variety of ways. Issues that are administrative are communicated between employees by email and in regular weekly and monthly meetings. Within the factory environment employees attend daily and weekly briefing/discussion sessions in dedicated areas which are the central points for communication
in each section of the plant. The ‘Green Area’ feedback meetings are designed to solicit ideas from employees and to generate feedback to and from employees. These are regarded to be best business practice, particularly as they relate to the ISO9000 standard where a closed loop of communication is prescribed as a system of continuous improvement. Company policy is often informed and developed from the feedback emanating from ‘Green Area’ meetings.
Employees are further engaged by the company via the internal employee magazine and newsletter which are published monthly and weekly respectively. The company also makes use of notice boards, sirens, loudspeakers, sms and radio-channel communication systems, which serve to notify or communicate messages to employees in the plant. The very structured approach to meetings and discussions in the factory has created an effective platform for employee engagement and responsiveness.
4.1.1 Employees
Sustainability Reporting Swartland Sustainability Report | 2012
21.
Swartland follows world class manufacturing principles. Employees are encouraged to contribute ideas to enable continuous improvement. There are daily forums that collect and implement these ideas in the business.
4.1.3 Local Communities
Swartland is involved with the communities and families of its employees and has developed or adapted Programmemes that are focussed on empowerment, skills development and education in local communities, particularly those in and around the Moorreesburg and Atlantis operations.
The Swartland Social Community Development Committee consists of one Director and three Senior Managers who
are tasked with identifying community and funding needs and arranging events and activities. The Committee engages with the local communities at least once a quarter and reports back to the Executive Committee. Swartland is also invited to an official community forum, organised by the community. Various issues are raised in these forums (such as transport, dust or noise) and they are discussed positively and constructively.
4.1.2 Suppliers
Supplier engagement is very important for Swartland. The availability, quality and price of raw materials play a large role in determining the company’s ability to drive operating efficiency, margin and product quality. It is for this reason that a Swartland Executive Committee member is assigned exclusively to supplier relationships and works with local and international suppliers to ensure optimum standards and prices. Regular site visits by Swartland to timber
forests, plantations and mills in the supply regions helps to increase levels of engagement and responsiveness with suppliers and ensures that the company is able to influence best practice in these regions to the greatest extent possible. Swartland has assumed a leadership role in this regard and aims to develop and eventually formalise the adoption of best practice principles in its timber supply chain.
22.
Swartland celebrates Christmas with a community children’s orphanage
Sustainability Reporting Swartland Sustainability Report | 2012
Understanding our customers’ needs and requirements is important. We classify customers as ‘end consumers’ and the organisations through which we reach our end consumers we refer to as ‘channel customers’. Building merchants are typical channel customers and they have specific requirements which must be met before a product makes it onto their shelves. The end consumer in turn expects product requirements to be met.
At the marketing level, Swartland uses various print media publications to communicate above and below-the-line messages and advertisements. Other promotional campaigns that utilise trade shows, point-of-sale retail displays or online platforms play a supporting role.
Swartland has developed many Programmemes and training initiatives that focus on the dissemination of product and industry knowledge which help customers to make informed decisions and ensure that they end up with the right product, first time.
Although they are not direct customers, architects, quantity surveyors, architectural technologists, developers and other influencers in the building community are also involved with the end user purchase decision. Swartland actively engages
with industry influences on a regular basis. This includes one-on-one interaction with architects and Continuing Professional Development (CPD) courses, lectures and factory tours which are organised and hosted by Swartland.
The Swartland CPD presentation is validated as a category 1 presentation, and is certified by the South African Institute of Architecture (SAIA) and the South African Institute of Architectural Technology (SAIAT).
CPD presentations have been hugely successful for the company and have significantly contributed to a better understanding of products and correct usage for the industry, greatly increasing the quality standards of the build. These initiatives have assisted Swartland to maintain its reputation as the industry leader, while increasing product specification and market share.
4.1.4 Customers & Product Specifiers
23.
The Western Cape factory tour and CPD training for architects and professionals in Moorreesburg
68% of employees are covered by collective bargaining agreements. Swartland communicates with trade unions and bargaining councils through representatives who attend quarterly meetings or ad-hoc meetings that are organised by either the company
or by the union. Swartland responds in writing to issues raised one week after the meeting and reports back on any actions taken in the following meeting. The process is consultative and responsive and the outcome of each meeting is recorded. This is an effective process of engagement for both parties.
4.1.6 Bargaining Councils & Trade Unions
Swartland is a member of The Association of Architectural Aluminium Manufacturers of South Africa (AAAMSA), a voluntary body concerned with sustainable building practices in South Africa. The company attends national and regional meetings which are held in all major centres in South
Africa. As a member, Swartland has access to technical committees tasked to set and recommend standards in South Africa and employs qualified individuals who are tasked with communicating with regulators, ensuring compliance and rolling out standards in the business.
4.1.7 Regulators
Swartland makes use of business banking finance products in the day-to-day running of the business. Financiers are consulted when necessary, either by email or in arranged meetings with senior management.
The process and the frequency of this engagement and the company enjoys good relationships with its financiers.
4.1.8 Financiers
Shareholders are very involved in the operations of the organisation and are generally available to each other in the ordinary course of business. Informal correspondence between shareholders occurs daily in the form of meetings, face-
to-face interactions, as well as email and telephonic discussions.
Formal quarterly board meetings are effective and shareholder attendance is excellent.
4.1.5 Shareholders
Sustainability ReportingSwartland Sustainability Report | 2012
24.
Governance Swartland Sustainability Report | 2012Ex
ecut
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Com
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Board Members
Senior Staff Members
Senior Management
Director
Directors and Executive Commitee
External Consultant
The committee is tasked with identifying community needs and worthy Programmemes
for funding
The forum is responsible for the development of
environmental targets for Swartland
The committee is responsible for execution of the company strategy, meeting economic targets and the day-to-day
management of the company
25.
Governance
Swartland is a privately-owned family business that has been in existence for three generations.
The Chief Executive Officer (CEO) is the highest authority and is an Executive Director on the Board. The Managing Director reports to the CEO. Shareholders use the Board Meeting platform to provide their input and to influence resolutions.
Directors on the Board at Swartland are all Executive Directors with functional portfolios and are responsible for the development and execution of company strategy. The Managing Director is responsible for implementing company strategy that is approved by the Board and works closely with the CEO.
The Executive Committee consists of two Board members and four Senior Managers tasked with the execution of the strategy and the day-to-day management of the company. Economic and environmental targets are the responsibility of the Executive Committee.
The Sustainability Forum consists of the Directors, the Executive Committee and an external consultant. The Forum
is responsible for the development of environmental targets for Swartland.
The Social Community Development Committee consists of one Director and three Senior Managers tasked with identifying community needs and worthy Programmemes for funding.
The company has developed a sustainability plan by analysing specific risks and opportunities that exist within a materiality framework. The sustainability plan includes guidance for the board and for employees on the sustainability strategy and implementation at Swartland under the key pillars of economic, environmental, governance and social sustainability.
The company is confident that Board members possess the requisite qualifications and experience to guide and implement the strategy and to be responsive where employee engagement is concerned.
The Board will continually examine qualifications, performance and progress in this regard. The company will also be considering systems that evaluate the Board members.
5
26.
Swartland has certain mechanisms which allow employees and shareholders to provide recommendations to the Board. Shareholders are Directors on the Board and as such are able to propose resolutions and recommendations at Board meetings. Issues raised and discussed in this reporting period largely relate to clients, sales, opportunities and risk.
Employees meet with management on a weekly basis and are able to make
suggestions in these meetings about issues that relate to their work and to the company in general. The Managing Director will on occasion attend these meetings and will feed back to the Board where necessary.
Some of the topics raised in these meetings relate to production performance, risk management, targets, waste minimisation, energy efficiency and energy efficiency awareness among employees.
Mechanisms for Communication
5.1
Governance Swartland Sustainability Report | 2012
27.
Swartland has value statements and codes of conduct which are used as guidelines for management, and which relate to economic, environmental and social performance. These are communicated with employees, who have forums and systems at their disposal to address the values, codes of conduct or standards with regard to non-compliance in any work-related situation or
incident. The Board oversees the process of identification and management of economic, environmental and social issues by using the content of the sustainability plan as a guideline for regular discussion and evaluation. In future, risks and opportunities identified through the process of sustainability reporting will also play an important role.
Values, Principles, Codes and Procedures
5.2
GovernanceSwartland Sustainability Report | 2012
The company is guided by the principles contained
in some of the best local and international external
examples of employee codes and value systems, and
has combined Certified International Organisation of
Standards (ISO) systems with internal systems that
are directed at continuous improvement.
James Hanekom - Financial Director
28.
Climate change poses both risks and opportunities for the business
in the medium to long term. Potential long-term climate change
risks associated with the security of raw materials is something that
Swartland is actively looking to prevent. The company is doing this by
adding value to the local eco-systems, communities and economies of
the regions from which it sources these raw materials.
Jurie Hanekom - CEO
Economic Sustainability
Swartland has performed relatively well over the last few years, in spite of generally difficult economic circumstances in the built environment sector in South Africa. The company has positioned itself for efficiency and competitiveness and this has played a major role in its ability to maintain brand growth and market share during this time.
New regulations relating to energy efficiency in buildings are already having an impact on new building plans approved at the municipal level and this has placed Swartland at a distinct advantage because of the U-value performance of some of our products. This shows us that the objective that was set years ago – to look beyond compliance towards opportunity – has paid off.
In addition, the company will be looking to implement interventions that are linked with the increased costs and possible reduced availability of water and energy in manufacturing plants. These are medium- term threats that, if managed effectively, can be converted to opportunities.
Swartland is committed to playing its part in reducing global greenhouse gas emissions and has engaged with consultants in order to understand how best to reduce impact across the value chain.
Opportunities within the climate change context are meaningful and early adaptation drives competitive advantage for Swartland.
29.
6
The company will be looking to implement interactions that are linked with the increased costs and reduced availability of water and energy in manufacturing plants. These are medium-term threats that, if managed effectively, can be converted to opportunities.
South Africa has recently introduced the Consumer Protection Act (CPA), while also implementing various changes to the National Building Regulations and South African National Standards (SANS) acts that obligate architects and building professionals to behave more responsibly and sustainably. Global warming and other enviromental concerns have educated consumers, who are now making more informed decisions.
Products in the building industry are now beginning to be:
Manufactured from sustainable materials
Manufactured by sustainable companies
Capable of performing to current and future standards
More energy efficient
Swartland’s vision and mission will ensure that we are well positioned to take advantage of the emerging emphasis that is being placed on sustainability and resource efficiency and we recognise that we have to evolve in order to remain current in our business context. The company understands that this will require quality stakeholder engagement and responsiveness and management will make this a key focus as the company continues to report on sustainability progress.
Economic SustainabilitySwartland Sustainability Report | 2012
Design and innovation is at the heart of Swartland’s commitment to providing products that have a relatively lower impact on the environment and high performance products that maintain the insulation integrity of the building envelope.
Products & Services
7.1
Environmental Sustainability 7
7.1.1 Environmental Performance
HEAT LOSS & GAIN
DOORS & WINDOW
32.
Approximately 28% of a buildings heat loss and can be through doors and windows. The rising cost of energy and its associated
environmental impact are driving factors in the global development of new designs
and technology that seeks to improve the performance of doors and windows.
Quality, materials and design can improve performance by up to 20%.
Swartland is at the forefront of performance improvements in South
Africa with composite gaskets, double glazing, and the use of low maintenance water-based
coatings on products.
28
*Swartland Double Glazed Window u-value of 1.89 comparative to a similar tested timber window with a u-value of 2.41. See table on page 33
The U-value is the rate at which heat is transmitted through the arrangement of windows and doors in a building. It takes into account all the components that make up the window or door, such as the frame, the space between the two panes and the glass itself. Glass coatings and the type of gas used between the glass panes also form part of the U-value calculation. Each glazing option has a different U-value and each one delivers a different level of thermal performance. Some options are more resistant to impact, while others offer better thermal and sound insulation.
7.1.2 Product Performance Indicators
The Solar Heat Gain Coefficient (SHGC) of a product indicates how well a product blocks heat from the sun. The lower the SHGC number, the better performance the window delivers. A low SHGC means that the window transmits less solar heat from outside to inside and vice versa.
Environmental Sustainability Swartland Sustainability Report | 2012
33.
Swartland has recently launched an environmentally friendly water-based sealant within the Maxicare range and is targeting a total phase-out of the oil based Maxicare option by the next reporting period. This water-based product performs to the same high standards but is easier to use and significantly less harmful to the environment.
7.1.3 Eco-Friendly Maxicare Sealant
Aluminium/Steel Framing Timber/PVC/ Aluminium Thermal Break Framing
Glass description Total U-value W/m2k SHGC Total U-value W/m2k SHGCSingle-Clear 7.9 0.51 5.6 0.77Single-Tinted 7.9 0.69 5.6 0.65Single Low Ea 5.73 0.66 4.06 0.63Clear double b (3/6/3) 4.23 0.72 3.0 0.68Tinted Doubleb 4.23 0.59 3.0 0.56Tinted doubleb low Ea 3.4 0.66 2.41 0.62Clear doubleb low Ea 3.4 0.54 2.41 0.51
Worst case whole glazing element performance values
Source: Sans204 2011 Edition 1
1.
WATER-BASED SEALANT
● Quick drying, environmentally friendly sealant designed to protect and extend the life of your wood.
● Wash ’n Wipe wood maintenance programme with no more sanding.
● UV inhibitors protect against sun damage.
● Anti-fungal agents protect against fungus and dry rot.
● Highly elastic to expand and contract with your wood.
● Non-flammable and lead free.
34.
35.
Swartland has recently launched the unique double-glazed wooden window which is exclusive to the Cape Culture range. A recent SAFIERA test shows that these windows are the most energy efficient tested windows in South Africa.
7.1.4 The Double-Glazed Window
“Our test results were nothing short of spectacular when we achieved a U-Value of U-1.89, much lower than the default SANS204 norm for timber at U-2.41. Swartland offers a wide selection of double-glazed windows in both design and type of glass offered.” - Hans Hanekom
Research & Development Director
Environmental SustainabilitySwartland Sustainability Report | 2012
1.
Thicker wood sections, all-round composite gaskets and two panes of glass with a space sandwiched in-between, ensure
increased thermal insulation and soundproofing, while imported German engineered locking systems provide enhanced security.
All of which makes double glazing the unrivalled choice for those who want the best in aesthetic appeal, construction and
environmental performance.
Double glazing substantially reduces and regulates thermal loss from the inside and solar heat gain from the outside. When glazing with 6.38 safety or intruder-proof glass, double glazing provides excellent security, because its composition and design makes it very difficult to break through. Double glazing also provides acoustic insulation and reduces outside noise levels. Acceptable decibels vary from a domestic environment to an industrial environment and the glazed units are manufactured accordingly.
By further optimising the glazing specifications of our windows, we are able to reduce heat energy loss/gain to the highest levels of performance, which are increasingly specified under new buildings regulations.
Various forms of energy efficient performance glass exist in the world today. South Africa is in its infancy stage in the application and use of performance glass in residential application. Various combinations can be specified to get desired energy efficient performance from your windows and glazed doors.
36.
This double-glazed window, with Low E glass, has a U-Value
of 1.9
Composite gaskets form an air-lock
between the frame and casement - which improves
thermal insulation.
Multiple-locking mechanism ensures
a tight fit and enhances security.
Double glazing comprises of two panes of glass, separated by
dehydrated air.
Friction hinge - specially designed to handle the extra glass and thicker window frame.
Stainless steel, thumb-release
handle. Available in white, chrome and
gold finish.
Thicker wood sections improve the thermal and security
properties of the window.
Environmental Sustainability Swartland Sustainability Report | 2012
37.
Materials
7.2
7.2.1 Primary Materials used by Weight and/or Volume
Within the context of materials used, Swartland’s objectives are to:
• Positively manage and influence the resource availability of materials used inlarge quantities
• Be as efficient as possible with all material inputs
• Replace certain materials and substances with more sustainable alternatives where possible
Hard WoodSustainability Objective Optimal utilisation of resources and ongoing encouragement of sustainable harvesting and plantation with suppliers
2300 m3/Month
PineSustainability Objective Optimal utilisation of resources and ongoing encouragement of sustainable harvesting and plantation with suppliers
3000 m3/Month
Packaging Materials
Sustainability Objective Explore efficiencies and alternative materials
9023 Kg/Month
2790 Kg/Month
Sustainability Objective Explore alternative materials and new technologies
Metal Fittings & Features
Sustainability Objective Explore alternative materials and new technologies
Sustainability Objective Reduce, and continue to explore and test organic and/or low VOC alternatives
Glue 40 T/Month
7.2.2 High Impact Materials & Substances by Weight and/or Volume
FuelSustainability Objective Reduce, and economise activities Explore alternative modes of transport
16 131 Litres/Month
CoatingsSustainability Objective Continue to explore and test organic and/or low VOC alternatives
4417 Litres/Month
Composite GasketsSustainability Objective Continue to explore and test organic and/or low VOC alternatives
109 800 Metres/Month
38.
Western Cape factory tour for architects
Environmental Sustainability
Reused Materials & Sustainable Energy
7.3
Cold-press TechnologyThe conventional hot-press system that was previously used to compress doors in the manufacturing process has recently been replaced with a new state of the art cold-press system.
The cold-press system is more energy efficient than the conventional system as much less energy is needed for operation and waste heat is reused in the factory during colder months. This system also does away with the need for glue, that often contains formaldehydes which are frowned upon in the industry.
39.
Management is constantly trying to isolate and manage energy
use in operations. Recent examples of this are the introduction
of energy efficient lighting throughout the Moorreesburg
and Atlantis operations and the introduction of new high-
frequency manufacturing equipment which has had a
significant impact on the embodied energy of our products.
The company uses the most energy efficient method of
producing hollow-core doors.
Hans Hanekom - Technical Director
Swartland Sustainability Report | 2012
During the manufacture of products, small pieces of timber and timber shavings are left behind.
Wood that does not get used as solid pieces in doors and window frames are used in laminate engineered products.
The small shavings are sold to local farmers for chicken bedding.
Manufacturing Process
Optimisation Machine Process
Timber planks are fed into a mechanised conveyer system that passes through various test points. A specialised machine with a camera scans each piece of timber and analyses its composition and any flaws present.
This information is used to cut the timber via an automated process into the best possible lengths that will optimally utilise each piece of wood.
The timber pieces are then fed into different trays based on their sizes and lengths. The timber is utilised to manufacture different products and product parts based on its size and composition.
Kiln Drying Process
Production wood-waste materials are used as fuel in the furnace and this direct source of energy is a closed loop process which generates approximately 37 000kWh per day.
Even the wooden pallets that are built and used on site to move and transport products, are reused as furnace fuel after all embedded nails have been removed.
The boiler is fuelled by the furnace, which in turn powers the kiln that dries out the wet timber, allowing it to better withstand shrinkage and warping in the South African climate.
The boiler is fuelled by the furnace, which in turn powers the kiln
Direct energy use at Swartland’s Moorreesburg plant constitutes 42% of total energy used. Production wood waste materials are used as fuel in the furnace and this direct source of energy is a closed loop process which
generates approximately 37 000kWh per day.The balance of the electricity requirements for the Moorreesburg and Atlantis operations is
provided by Eskom.
Energy
40.
7.3.1 The Swartland Optimisation Process
Environmental SustainabilitySwartland Sustainability Report | 2012
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1
2
3
4
6
7
9
8
5
2
3
4
5
6
7
8
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Environmental Sustainability Swartland Sustainability Report | 2012
Water
7.4
The company is focused on monitoring and reducing water use wherever possible, particularly where water intensive activities are concerned. Water efficiency practices have contributed to an overall reduction in water consumption where for example,
the important steam drying process that operates for the entire day is a closed system that retains water condensation and recycles that back into the process with very little incidental water loss occurring.
7.4.1 Annual Water Consumption (Source: Municipality)
Total water consumption will be reported on in the next reporting period.
Durban
1993 (Kl)
Atlantis
110 978.84 (Kl)
Johannesburg
1070 (Kl)
Moorreesburg
27 975 (Kl)
The average total water discharge from operations for the kilns and boilers by volume is 442 litres per day and total water withdrawn is 35 999 kl. Recently installed water meters are assisting with water management and reduction goals.
41.
Operation
MoorreesburgAtlantisTotal
Indirect Energy from Eskom(kWh)
655 100864 7801 519 880
Direct Energy from Furnace (kWh)
1 110 000-1 110 000
Energy Consumption
Waste
7.5
Waste minimisation begins with procurement policies that ensure that the best possible volumes and quality of materials are sourced at the outset. Policies extend to the promotion of reuse and recycling activities that collectively impact on the volumes of final waste.
Total final waste is approximately 100 tons per month (1200 tons p/a) where skip waste is currently disposed of at landfill. Swartland intends to reduce relative waste in the next reporting period and is looking at ways to do this and to create employment in the local community in the process.
Emissions
7.6
Swartland has introduced systems and technology to dramatically reduce dust emissions and boiler emissions. These
include an air-management system and a high-tech filter. Further emissions details are available in the Index of this report.
Water discharge from operations is either ‘grey water’ or effluent. Grey water is discharged via ordinary building drainage systems and storm water drainage systems
situated around the premises. Effluent is treated and discharged into storm water drainage systems.
7.4.2 Water Discharge
Environmental SustainabilitySwartland Sustainability Report | 2012
42.
Social Sustainability
43.
8
Swartland seeks to promote and uphold the shared value system that is core to the culture of the organisation. This value system, as well as the principles imbedded in South Africa’s Labour Relations Act of 1995, ensure that the organisation promotes and practices non-discrimination, freedom of association and collective bargaining and the absence of child labour in all its activities.
Employees at Swartland receive market-related remuneration packages and the company’s remuneration structure is tested against independently gathered market information. In addition, all employees participate in the company’s profit share scheme.
Labour Practices and Human Rights
8.1
Swartland staff are rewarded for their long term service. Image: Pieter Coetzee, Willie Hoogbaard, Chris Adams and Joslin Anthony with their 15 year celebration clocks
“ The success of Swartland’s employment equity policy depends on the integrity of our value system which underpins the various employment Programmemes.”- James Hanekom - Financial Director
Business Strategy Employment equity is not a stand-alone process but part of our business strategy
Accountability Line managers are held accountable for the implementation of the employment equity programme and for the subsequent management and development of their people
Human Resources Practices Equitable Human Resources practices are in place to ensure the implementation of acceptable practices
Respect, Dignity & Equal Opportunity
All stakeholders participate in problem solving and decision-making processes through effective individual and team empowerment
Communication and Consultation Consistent, open, honest and respectful communication and freedom of expression
Employee Development Creating the environment for all individuals to develop to their full potential for their own benefit and that of the company
Health and Safety Ensuring a safe and healthy work environment
Community and Environment Commitment
Active involvement in and improvement of the environment and quality of life in the community in which we operate
Higher Purpose Goal Remembering our reasons for being, which is to be a world-class manufacturer of joinery products internationally, and to promote social responsibility
Employment Value System
8.2
Social SustainabilitySwartland Sustainability Report | 2012
44.
Swartland supports community policing forums. Image: Moorreesburg police forum members Elise Nero and William with James Hanekom and Oom Jurgens
45.
Employment & Remuneration Summary % Earnings Total
Workforce Top Management 4.57 4
Senior Management 2.83 4
Mid Management 11.65 27
Junior Management 26.56 173
Semi Skilled 28.54 457
General 25.86 744
% Representation per Gender Total
Region Western Cape 78.35 1104
Eastern Cape 0 0
Northern Cape 0 0
Gauteng Province 6.03 85
KwaZulu-Natal 15.61 220
% Representation per Region Total
Age Group 18 -19 1.63 23
20 - 29 41.45 584
30 - 39 34.42 485
40 - 49 15.61 220
50 - 59 6.25 88
60 - 69 0.64 9
% Representation per Age Group Total
Gender Male 65.44 922
Female 34.56 487
Total employees 1409
Employment & Remuneration
8.3
Social Sustainability Swartland Sustainability Report | 2012
Swartland recognises and is committed to achieving equity in the workplace by promoting equal opportunity and fair treatment in employment. To this end, the company is strongly opposed to any
forms of discrimination and is in favour of affirmative action measures in all occupational categories and at all levels, in accordance with specific timetables linked to measurable goals.
Safety is of paramount importance and management objectives are to ensure that the best possible occupational safety policies and recommendations are continually developed and evaluated; that employees are trained; and that safety information, incidents and accidents are recorded and reported correctly.
HIV/Aids has been identified as a serious disease around which education, training,
counselling, prevention and risk control Programmemes exist at an organisational level. The nature of this disease is such that certain Programmemes and communications should also extend into the communities and families of Swartland employees. While this objective has its challenges, the organisation is making progress in this regard.
Social SustainabilitySwartland Sustainability Report | 2012
Diversity and Equal Opportunity
8.4
Occupational Health and Safety
8.5
Days lost
107
Work-related fatalities
1
Rate of Injury
2.7%
Incidents of operational disease
NIL
46.
Occupational health and safety figures - 2012
47.
Social Sustainability Swartland Sustainability Report | 2012
The organisation relies heavily on a skilled and semi-skilled labour force, which undergoes continuous training. Swartland uses a fully equipped and dedicated training department which travels around
South Africa ensuring that new employees and in-service employees are continually trained with a view to providing them with opportunities for advancement of their careers within the company.
Average training hours per employee per annum
Training and Education
8.6
Unskilled
69 Hrs
Skilled
21 Hrs
Semi-skilled
27 Hrs
8.6.1 Training Hours Recorded
Swartland conducts regular training for all staff
The company employs from the local area and is interested in long-term mutually valuable employment relationships that extend to future generations. Swartland recognises that employees from local communities must be provided with opportunities to be promoted to management positions and this is reflected by the fact that 100% of senior
management positions are occupied by members of local communities.
Swartland is involved with the Crossroads project, an initiative that actively engages with, and trains the teachers within the local communities on values that will assist the learners and the community with further development, including but not limited to social, economic, and even spiritual growth.
Community Development
8.7
Teachers are trained for the Crossroads outreach programme
Social SustainabilitySwartland Sustainability Report | 2012
48.
Swartland supports the Dolfyntjies school in the local community
49.
GRI Index9
Indicator Indicator Response * Compliance
1.1 Page 1, 2, 3
2.1 Contents page
2.2 Page 13, 15, 16, 32, 33, 35, 36
2.3 Page 11, 12, 18, 26
2.4 Page 53
2.5 Page 12
2.6 Page 12, 18
2.7 Page 12, 23
2.9 There have been no significant changes during the reporting period regarding size, structure, or ownership including:- The location of, or changes in operations, including facility openings,
closings, and expansions;- Changes in the share capital structure and other capital formation,
maintenance, and alteration operations
2.10 Page 2
3.1 Contents page
3.2 Page 1
3.3 Contents page
3.4 Contents page, page 53
3.5 Page 19, 20
3.6 Contents page
3.8 No reporting on joint ventures, subsidiaries, leased facilities, outsourced opera-tions, and other entities that can significantly affect comparability from period to period and/or between organisations has been required in the current boundary and scope of this inaugural report.
3.10 There have been no restatements of information in this inaugural report.
3.11 There have been no significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in this inaugural report.
Indicator Indicator Response * Compliance
3.12 Page 49, 50, 51, 52
3.13 Page 53
4.1 Page 25, 26
4.2 Page 26
4.3 Page 26
4.4 Page 27
4.5 All employees participate in the company’s profit-share scheme, however, no link between compensation and environmental or social performance exists at this stage
4.6 Swartland requires that employees sign an employment contract in which they acknowledge that they may not undertake any other work without the written consent of the most senior executive of the company
4.7 Page 26
4.8 Page 28
4.9 Page 28
4.12 Page 19
4.13 Page 9
4.14 Page 21, 22, 23, 24
4.15 Page 21
4.16 Page 21, 22, 23, 24
EN1 Page 37, 38
EN2 No recycled input materials have been used
EN3 Page 40, 41
EN4 Page 40, 41
EN8 Page 41
EN9 No water sources have been significantly affected by withdrawal of water
EN11 No land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
EN13 No habitats have been protected or restored
EN15 No IUCN Red List species and national conservation list species with habitats in areas affected by Swartland operations
EN21 Page 42
EN22 Page 42
GRI IndexSwartland Sustainability Report | 2012
50.
51.
Indicator Indicator Response * Compliance
EN23 There have been no significant spills.
EN24 No treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII has been transported, imported, exported and no transported waste has been shipped internationally.
EN25 No water bodies and related habitats have been significantly affected by discharges of water and runoff.
EN26 Page 32, 33, 35, 36
EN27 No products sold and their packaging materials are reclaimed.
EN28 No fines and/or non-monetary sanctions for noncompliance with environmental laws and regulations have been incurred in the period
EN29 No significant environmental impacts of transporting products and other goods and materials used for the organisation’s operations have occurred in the period.
HR1 There are no significant investments agreements that include human rights clauses or that have undergone human rights screening.
HR2 There are no significant suppliers and contractors that have undergone screening on human rights and actions taken.
HR3 No specific training relating to human rights policies and procedures in operations takes place at this time. Employees do, however, undergo an induction training process that is informed by the policies and principles of the Labour Relations Act and the Basic Conditions of Employment Act, both of which refer to human rights issues that are relevant for Swartland.
HR4 No incidents of discrimination have been recorded.
HR5 No operations have been identified in which the right to exercise freedom of associa-tion and collective bargaining may be at significant risk.
HR6 No operations have been identified as having significant risk for incidents of child labour.Internal (and external BCEA) policy is strictly applied in terms of legal employment age requirements.
HR7 No operations have been identified as having significant risk for incidents of forced or compulsory labour.
HR8 All security personnel (100%) receive training that includes policies and procedures that relate to human rights.
HR9 There have been no incidents of violations involving rights of indigenous people and actions taken.
LA1 Page 45
LA3 There are no benefits provided for full-time employees that are not provided for temporary or part-time employees
LA4 Page 24
LA5 Minimum notice periods for employees regarding operational changes are governed by the Basic Conditions of Employment Act of 1996 (the Act). In respect of termination these are:- During the first 6 months of employment, workers will be entitled to at least 1 weeks’
notice of the termination of their services.- Between the first 6 months and 12 months, workers will be entitled to 2 weeks’ notice.- If they have worked for more than a year, workers are entitled to 4 weeks’ notice.This applies to collective agreements for workers whose contracts are deemed to be governed by the act.
GRI Index Swartland Sustainability Report | 2012
Indicator Indicator Response * Compliance
LA7 Page 46
LA8 Page 47
LA10 Page 47
S01 There are no currently existing programmes and practices that assess and man-age the impacts of operations on communities.
S02 All business units and departments are regularly analysed for risks related to corruption.
S03 The company does not have any clear-cut anticorruption policies and procedures but does plan to introduce these in the next period.
S04 There have been no incidents of corruption
S06 No financial and/or in-kind contributions to political parties, politicians, and related institutions were recorded in the period.
S07 No legal actions for anticompetitive behaviour, anti-trust, and monopoly practices have been recorded in the period.
S08 There have been no fines or sanctions for noncompliance with laws and regula-tions.
PR2 There have been no incidents of noncompliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle.
PR3 No products or services require procedural information.
PR4 There have been no incidents of noncompliance with regulations and voluntary codes concerning product and service information and labelling.
PR6 Swartland’s marketing and advertising communications are governed by the South African Advertising Standards Authority as well as certain terms contained in the Consumer Protection Act. The company ensures that these terms and conditions are upheld by retaining expert external marketing and advertising con-sultants who are professionally familiar with all legal requirements in this regard.
PR7 There have been no incidents of noncompliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship.
PR8 There have been no complaints regarding breaches of customer privacy and losses of customer data.
PR9 There have been no fines for noncompliance with laws and regulations concerning the provision and use of products and services.
EC2 Page 29
EC4 Swartland has not received any financial assistance from Government.
EC7 Page 48
52.
GRI IndexSwartland Sustainability Report | 2012
* Compliance - Self Assessed Compliant Partially Compliant
53.
This report has been compiled by Swartland with the assistance of GSA Campbell Sustainability Consulting using the Global Reporting Initiative (GRI) G3 Guidelines. The company is self-declaring a C Application Level. The company believes that the level of independence and guidance achieved by the appointment of GSA Campbell is sufficient for this inaugural report and does not believe that a third party assurance process is necessary at this time.
This report is available on our website at www.swartland.co.za and any questions or comments can be addressed to [email protected]
w w w . g s a c a m p b e l l . c o m
HEAD OFFICEKotze Street, Moorreesburg 7310 Tel: 022 433 8000 Fax: 022 433 2760
CAPE TOWN SALES OFFICEHarry Alexander Crescent Atlantis Tel: 021 573 7600 Fax: 021 577 3204
JOHANNESBURG SALES OFFICEBridoon Street Stormill Ext 4 Roodepoort, Johannesburg Tel: 011 671 0400 Fax: 011 672 0690
DURBAN SALES OFFICE17 Alexander Road Westmead, Durban Tel: 031 792 0860 Fax: 031 700 3218
PORT ELIZABETH6 Algoa Stree, North End Port Elizabeth Tel: 041 487 1342 Fax: 041 487 1737
EAST LONDONWinmould Agencies Unit 2, Wilsonia Industrial Park Bert Kipling Road, Wilsonia East London Tel: 043 745 0410 Fax: 043 745 0237
GEORGENywerheid Street George IndustriaTel: 044 874 5642Fax: 044 878 2444
NAMIBIA31 Calcium StreetProsperita IndustrialWindhoekTel: 00 264 612 49558Fax: 00 264 612 49285
CUSTOMER SERVICESEmail: [email protected] Customer Service: 086 110 2425
Swartland Contact Details
OUR FUTURE IS IN THE PAST
The past is where the future is created. It’s the goals we set
ourselves, the values we cherish and the choices we make, that
shape what we’ll become tomorrow.
As a leading manufacturer of windows and doors, our past is
rooted in the Hanekom family tradition. A proud tradition that
started with “Oupa” Hanekom in 1951, in the small town of
Moorreesburg, a few wheat fields north of Cape Town. His
devotion to excellence rubbed off on his son “Oom” Jurgens
and this has grown stronger with every generation since, to
become the philosophy of continuous improvement that drives
us today. The results speak for themselves – manufacturing
that is world-class, products that are energy-efficient and
handcrafted to perfection. Our commitment to preserving
our environment for the next generation is deeply ingrained
and like all effective leaders we think long term, and believe
that our old-fashioned values, paired with innovation and
forward-thinking, are indeed the future. For more info call
086 110 2425 or visit www.swartland.co.za
