2012 Corporate responsibility report
The environment and corporate social responsibility
People are not designed to sit still. We need movementand variation in order to perform at our best. Movement and variation increase productivity and reduce both stress injuries and absence. Scandinavian Business Seating’s most important responsibility is therefore ”to make the world a better place to sit”.
At Scandinavian Business Seating we have the overall idea that we have a responsibility beyond making money, namely to take care of nature and the people who are involved. We aspire to be an environmentally conscious market player whose products, services and processes generate minimal greenhouse gas emissions, do not present a risk to health, and result in minimal waste. The group intends to be a responsible member of society and our employees shall demonstrate ethical awareness. These attitudes must permeate everything we do, throughout the value chain.
At Scandinavian Business Seating, we shall be recognised by our core values: customer focus, innovation and focus on results. This presumes that we are capable of creating a culture of innovation, a strong focus on our customers, and goal-oriented work to achieve results. Our corporate culture will provide a basis for commitment and under-standing and give direction to all of our employees. It is intended to contribute towards a good working environ-ment that provides added value for our employees, customers and owners.
Structure of the report
The report you are now reading is an expression of our desire for openness about our corporate social responsibility. In
addition to the formal annual report, we have therefore chosen to report separately on important areas of finance, the environment and social responsibility in accordance with the guidelines of the Global Reporting Initiative (GRI). We believe it is important for the social responsibility report to relate to those things that we can and should control. This means the report covers aspects that we have available data on and that we can influence the result of. For us, the product supply chain is our primary focus, in other words conditions that deal with the development, manufacture and distribution of all of our brands. One important element of a GRI report is determining which indicators it is relevant to report on. We have systematically identified both internal and external viewpoints and have used this basis to choose a set of indicators that we believe are important for both the business and society.
As is apparent from the table on the next page, most environmental aspects are important to us and external parties. In addition, our target groups consider our relation-ship with society to be particularly important. We do of course agree with this, not least from our being a significant company in several local communities in Scandinavia and in our relationship to subcontractors in low-cost countries. External parties have also pointed to product liability as an important area. We regard this as positive, since this is something we have incorporated as an important element of all our brands.
The environment and corporate social responsibility
Making the world a better
place to sit
“At Scandinavian Business Seating we have the
overall idea that we have a responsibility beyond
making money, namely to take care of nature and
the people who are involved.”
Aspects
1 Economy A ResultB Market proximity
C Indirect economic influence
2 Environment A Materials B Energy C Water D Biodiversity
E Discharges, emissions, waste F Environmental effect of products and services
G Compliance with statutes and regulations H Transport
I General/expenses/investments 3 Society
A The workplace
B Human rights (incl. child labour) C Corporate social responsibility (incl. local communities) D Product responsibility 1A 1B 1C 2A 2B 2C 2D 2E 2F 2G 2H 2I 3A 3B 3C 3D High importance High importance
Interested/external parties
Own
judgement
Low importanceInteres-sent
Mutual influence Forum
for dialogue – frequency of dialogueTopic 2012
Owners
The investment company Ratos AB owns 85 per cent of Scandinavian Business Seating. Ratos’ purpose is to help achieve the greatest possible profitability, and influence Scandinavian Business Seating via the board and shareholder-elected bodies. For its part, Scandinavian Business Seating influences Ratos’ total profitability through its operations.
Ratos AB sits on Scandinavian Business Seating’s board and the companies’ mutual influence follows from Scandinavian Business Seating’s ‘Corporate Governance Policy’, which is published in the company’s quality and environmental management system (TQM).
The topic has been the company’s profitability and general operations.
Employees
78 per cent of our employees are in Norway and Sweden, while the rest are employed by the other sales companies. Scandinavian Business Seating exercises significant influence over the employees via their pay and work conditions. In addition to this come the employees’ surroundings, family, etc. For their part, the employees exercise significant influence over Scandinavian Business Seating via their productivity, creativity and general efforts.
The employees are heard via various formal bodies linked to trade unions, board work, work-ing environment committees, etc. In Sweden the employees have two representatives on the board, in Norway they have three. 41 per cent of the em-ployees are members of a trade union. In addition to this comes the dialogue on the company’s HR policy and the organisation’s structure, with accompanying reporting systems.
A working environment survey was carried out in 2012. The results of the survey were used to initiate change processes in all departments. Scandinavian Business Seating complies with Norwegian and Swedish legislation relating to employees’ rights and representation.
Customers
Customers can be divided into two groups: dealers and end-customers. Scandinavian Business Seating focuses here on dealers who are the company’s contact with the end-customer and user.
As the external face of Scan-dinavian Business Seating that the customer meets, dealers exercise significant influence over Scandinavian Business Seating’s general reputation. In addition, Scandinavian Business Seating is dependent on the individual dealer’s efforts to achieve its targets. On the other hand, the dealers are dependent on good processes and products to achieve their own targets.
Various customer satisfaction surveys are conducted regularly. In connection with selecting which indicators to report on, in-depth interviews have been carried out with selected dealers.
Suppl
iers
Scandinavian Business Seating’s supplier portfolio can be divided into two main categories: Direct materials (DM) and indirect materials and services (IM&S). Transport is included in IM&S.
Suppliers, both upstream and downstream, exercise significant influence over Scandinavian Business Seating on a general basis. In 2012 we have chiefly focused on DM suppliers.
Our Code of Conduct, which states ethical guide-lines for suppliers, was updated during the year to include human rights, working conditions, the environment and corruption. Following a risk assess-ment, we have a special focus on, and follow-up of, suppliers in low-cost countries (China and Eastern Europe).
Local
communit
ies
The local communities are defined as Nässjö and Røros. However, this report particularly focuses on Røros due to Scandinavian Business Seating’s special position in a small community.
Scandinavian Business Seating has long been an important actor in the local community in Røros. As one of the local com-munity’s largest employers, the company holds an important position in the local community. The connection with Røros is also important for the HÅG
There is no formal forum for dialogue between the local community and the company, but there is close cooperation in matters that affect both parties, for example the scheduled flight between Røros and Oslo. Scandinavian Business Seating has financially contributed to culture and sports projects in the local community.
Scandinavian Business Seating creates long-term values for owners and society through efficient commercial operations based on sustainable development.
The company wants to be a positive contributor to society for the employees, the company’s partners and subcontrac-tors. The group’s heavy focus on research and development makes an important contribution to this value creation. Prof-itable operations enable the company to create jobs directly in the company and indirectly at the company’s partners and subcontractors, who provide goods and services to the value chain. In Røros, Norway in particular, the company is a cornerstone company and an important contributor to the local community.
Income and costs
The group’s operating income amounted to MNOK 1,010 in 2012. Operating costs amounted to MNOK 807: payroll costs and social benefits for employees accounted for MNOK 259 of this. This represents 32 per cent of operating costs.
Return for owners and lenders
The return for owners amounted to MNOK 70.5 in 2012. Hereof MNOK 69.3 are interest on a shareholder loan that pursuant to the shareholder loan agreement are not paid, but accumulated to the shareholder loan. The interest paid to lenders amounted to MNOK 46.3 in 2012.
Finance
Amounts in MNOK 2010 2011 2012
Salaries 190.1 200.1 204.7
Interest expense bank loan, etc
37.8 33.4 46.3
Interest expense owners 77.7 63.1 70.5
Income tax 22.3 32.6 9.6
Social security contributions
Payments to public authorities
Distribution of the group’s tax costs by country:
Voluntary, non-profit investments
Scandinavian Business Seating’s most important contribution is to be a good employer for its employees. The group believes it is important to actively contribute to the local communities in Røros and in Nässjö. Therefore, every year an amount is set aside to sponsor activities in the local communities such as sports teams and the ‘Winterfest’ games in Røros.
Retained earnings
Scandinavian Business Seating Holding AS, which is the group’s parent company, paid MNOK 51.5 in dividend to the owners in 2012. In the short and medium term cash will be used to invest and repay debt rather than pay a dividend. This will result in a flexibility that allows the company to invest further in research and development, as well as in growth-promoting measures in the markets in which the company operates. Amounts in MNOK 2010 2011 2012 Norway 11.3 19.9 1.6 Sweden 5.6 8.9 8.6 Denmark 2.4 3.3 (1.2) The Netherlands 0.7 (0.9) Germany 0.9 0.7 UK 1.1 (0.3) 0.5 France 0.3 1.0 0.3 Singapore (0.2) Total 22.3 32.6 9,6
Scandinavian Business Seating has had the environment on the agenda for more than 20 years. Over the course of these years, we have built up substantial knowledge about environmentally-friendly solutions, materials and processes. This can be seen today in our resource-efficient products and processes that are not hazardous to health and that create a minimum of waste.
Environmental and social responsibility work is organised as a separate unit of the company’s product development department. The SVP R&D represents the area in executive management. As a part of the work on ISO 14001, we have defined our most important environmental aspects. We have chosen to establish a set of strategic environmental targets based on these:
• The average energy consumption per product through out the entire life cycle will be reduced by 40 percent (based on 2005 figures) before 2020.
• The proportion of recycled materials used in the products will be increased to an average of 60 per cent before 2020.
• Neither environmental nor health hazardous chemicals will be used in the manufacture of our products. • Scandinavian Business Seating shall contribute to
ensuring that our products end their life cycles by being dismantled, and that their important components undergo material or energy recovery.
The annual environmental targets shall contribute to the achievement of the long-term goals. In 2012 we have focused on reduced energy consumption, increased use of recycled materials, reduced consumption of hazardous chemicals and reducing waste.
The environment
Scandinavian Business Seating Competitors
Carbon footprint by model (Kg Co
2)
HÅGConvent io W ing HÅG Convent io 9511 HÅG Sideways SAVO Stud io 32 HÅG Capisco 8106 HÅG H05 5370 HÅG H03 320
Orange Box Joy
HÅG Futu HÅG 04 4400 HÅG H04 4470 EFG T eam Spirit 2 Orange Box X10 SA VO EOS HL HÅG H09 9230 HÅG H05 5300 Orangebox Ara RH Extend New RH Act iv RH Logic RH Ambio EFG Spl ice Orangebox Orangebox Spina SA VO S3
Steelcase Please Steelcase Think SA VO Ikon 3 LN SA
VO XO ML
Orangebox G68 Orangebox G64 Connect
ion Eco 24 60 29 67 39 74 51 86 57 108 28 61 69 44 79 53 90 91 57 109 247 29 64 36 73 50 82 54 106 59 168 285 300 250 200 150 100 50 0
Three focus areas: climate, health and resources.
At Scandinavian Business Seating we have found it useful to divide our environmental focus into three areas. All three are important and there is always a risk of choosing solutions that are less than optimum unless consideration is given to the whole picture. This, in addition to our con-sideration of the environmental consequences throughout the life cycle, not just from factory gate in to factory gate out, means that we can be sure of steadily improving in the right direction.
Climate
The products’ climate effects, represented by greenhouse gas emissions, are closely connected with energy con-sumption in processes and transport. We have therefore chosen to measure and communicate the products’ carbon footprint. Scandinavian Business Seating documents the products’ climate performance with the aid of an EPD (Environmental Product Declaration) that shows the extent of the greenhouse gas emissions a product has caused throughout its life cycle, from extraction of raw materials, through refinement, transport and production to use and disposal. This is a key indicator both for customers who wish to minimise the environmental impact of their pur-chases and for our own development of increasingly better products. The table on page 94 shows that all our collections perform well in comparison with competitors.
However, climate-efficient products are just part of the overall picture. How we run our factories and offices is also of great significance. HÅG was the first of the group’s units that could present environmental accounts based on the Greenhouse Gas Protocol (GHG Protocol) in 2008. Now measurements of energy consumption are included as a part of this report.
Health
When we say health, we are thinking of the effect that the use of chemicals in products and processes has on users and the people involved in the process. This area has come under increasing focus in many industries in recent years. In the furniture industry, chemicals are used in areas such as the production of textiles, foam and other plastics, and varnish, paints and glue.
We are continuously working to reduce the use of and ex-posure to chemicals that could damage health or the envi-ronment, both in our own processes and earlier in the value chain. To ensure that our chairs do not contain chemicals that could harm users or the indoor climate, we have chosen
to test our most important collections against the criteria issued by the American Greenguard Environmental Institute. In practice, Greenguard has zero tolerance for emissions of formaldehyde and volatile organic compounds.
Resources
Our present-day use of non-renewable resources is far from sustainable; in a way we are stealing from future generations. At Scandinavian Business Seating we are continuously work-ing to reduce our consumption of non-renewable resources, and we measure our own development by looking at how much of a product is made from recycled materials. This indicator is in the EPD. In the same way, it is important that the waste we generate can as far as possible be recycled, or incinerated for heat recovery. The goal is a closed cycle.
Direct energy consumption
Scandinavian Business Seating uses energy mainly in the form of electricity and district heating in its production and office activities. In Norway and Sweden, we have Green Certificates to ensure that all electricity comes from renewable sources, and at Røros we have installed a new surface treatment plant that uses 30% less energy than the old one. In 2012, we had a target of reducing direct energy consumption by 3%, but in practice it is difficult to unambiguously document the change. Annual consumption is affected by winter in Røros, the number of employees and how many chairs we produce. Nevertheless, we are convinced that we will eventually be able to see the results of our work. The table on the next page indicates the consumption of energy for operation and heating of the group’s own units.
Minimise greenhouse gas emissions
Minimise use of chemicals
Minimise waste and pollutants
Environmental
impact
Emissions of greenhouse gases
The greenhouse gas account we made for HÅG in 2008 clearly showed that the greatest emissions were connected with business travel and the transport of goods from factory to customer. We believe we would get the same answer today.
We have substantially increased our video conferencing capacity in order to reduce business travel. Together with other measures, this has resulted over the years in sub-stantially reduced business travel, with the accompanying lower travel expenses. This indicator is easy to follow, and we assume that emissions of greenhouse gases have been reduced more or less correspondingly.
As far as the transport of products is concerned, we focus on a high degree of flat packing. We only transport fully assembled chairs when we have a full vehicle for the same customer. In every other case, a flat packed product, which can be transported together with other products for parts of the route when we cannot fill vehicles with a single order, will be the most environmentally efficient method.
We are working continuously to reduce the pack volume of our products, and to ensure that vehicles to and from the factory are as full as possible. Our change of transport supplier in 2012 makes it impossible to report on this area this year.
Energy consumptions Production Røros and Nässjö
Energy consumptions Head quarter + Sales office
2008 2009 2010 2011 2012
Travel costs MNOK
20 15 10 5 0 MWh 8000 7000 6000 5000 4000 3000 2000 1000 0 2010 2011 2012 Oil Remote heating Electricity 2010 2011 2012 MWh 1800 1600 1400 1200 1000 800 600 400 200 0 Gas Remote heating Electricity Making the world a better place to sit
”Our factories do not pollute the soil, water or air,
and represent no noise or odour problems for their
surroundings.”
«Eco Design Tool»
We are constantly striving to develop new products that are better and use less energy than their predecessors. This requires thought and know-how, and here we benefit greatly from all the experience we have accumulated over 20 years of systematically focusing on the environment. From a life cycle perspective, 95 per cent of the environ-mental impact occurs before the components arrive at our factories for final assembly. This means that the basis for a product’s environmental performance is determined during the design phase. Detailed knowledge about each product’s climate impact is now gathered together in what we call our eco design tool, and this has become an important aid in the work of developing new environ-mentally-friendly products.
The environmental performances of established products can also be improved. This can be done, for example, by changing materials or suppliers or by increasing the percentage of recycled materials. Some years ago, the environmental performance of many of our products was improved by about 30 per cent by moving production of star bases from China to Scandinavia.
Recycled materials
By replacing virgin, non-renewable materials with recycled alternatives, we can considerably reduce the products’ environmental impact. The greatest gains are made in relation to aluminium, where more than 90 per cent of the energy consumed by, for example, casting a chair’s star base can be saved if 100 per cent recycled material is used. The use of recycled plastic also brings great gains; for polypropylene (PP) approximately 60 per cent is saved from using 100 per cent recycled material.
As regards steel, we will never be able to use 100 per cent recycled material. The proportion of recycled material used will depend on the manufacturing process. Parts that undergo advanced deep drawing can only contain about 20 per cent recycled materials without the steel losing its flow properties, while parts that are not going to be processed to the same degree can contain up to 50 per cent. Even so, the savings compared to the use of virgin materials are considerable.
The use of recycled material is currently limited to some extent by availability and quality. In practice, for example, the vast majority of the plastics we use are recyclable, but in today’s market only polypropylene (PP) is commercially available in what is termed post consumer quality, i.e. based on collected products.
Scandinavian Business Seating is actively working to in-crease the percentage of recycled materials in its products. As will be seen from the EPDs, the percentage is the total of recycled steel, aluminium and plastic and is shown in the table.
Water
Water consumption is not defined as a significant environ-mental aspect at either Røros or Nässjö, and there are therefore no concrete activities to reduce consumption. The production in Røros is mechanical and involves the washing of metal components before powder coating. Various types of soaps and disinfectants are used in the washing process. The process water is purified before release into the public sewage system.
Water consumption and the release of process water can be seen in the table.
Proportion of recycled materials (%)
Work 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 2009 2010 2011 2012 Visit/Conf. Water 2010 2011 2012 Water consumption 2800.4 m3 2798 m3 2243 m3 Purified process water 138 m 3 268 m3 137 m3
Waste
For many years, almost all of the waste from our production units has been sorted and either recycled or incinerated for heat recovery. In 2012 we also started to sort waste from our head office in Oslo and we have now established targets for annual improvement over the present level.
Production environments, especially mechanical production at Røros, generate a certain amount of hazardous waste. This normally occurs during limited periods in connection with various maintenance routines and will therefore show an in-crease during given periods. All hazardous waste is declared pursuant to the requirements of the Waste Regulations, and delivered to approved reception facilities. Here the majority of the waste is sorted and delivered for incineration for heat recycling. The table shows the hazardous waste delivered from the production units during the period 2010 to 2012.
At some point in time, our chairs will also become waste. However, due to the high quality, most of our products live such a long and itinerant life that it has been impossible to coordinate their collection and disassembly. Nevertheless, we put a lot of care into ensuring that our products are easy to disassemble and that the materials are simple to sort and recycle. An average of more than 95 per cent of the materials in our chairs is recyclable. Given the return systems in use today, however, only just over 60 per cent of the material is recycled. We are not happy with this.
Our factories do not pollute the soil, water or air, and represent no noise or odour problems for their surround-ings. Scandinavian Business Seating is a member of the Norwegian take-back scheme Grønt Punkt, and equivalent schemes in every market in which we have a presence. According to its website, Grønt Punkt collects and recovers around 88 per cent of all packaging in Norway.
Biodiversity
Scandinavian Business Seating’s factory in Røros is located next to the Kvitsanden protected landscape area, about 2 km west of the centre of Røros. The Kvitsanden protected landscape area consists of a special shifting sands area containing both stable and mobile sand dunes. The area is an important element of the landscape, and has a very high conservation value.
In 2003, we discovered during a review of the production process at Røros that we had for years been discharging contaminated process water into the municipal sewage system and disposing of hazardous waste at a closed municipal landfill site. We reported ourselves to the Climate and Pollution Agency. The discharges were stopped imme-diately and a comprehensive review was made of the factory’s effects on the environment. The main conclusions of the report were that the discharges had not had any negative effect on vegetation, fish or the municipal sewage treatment plant.
Scandinavian Business Seating is now very aware of its environmental obligations and has established procedures for assessing risks and preventing discharges into the local environment.
Waste 2010 2011 2012
Material recycling 320.4 tonn 260.4 tonn 580.8 tonn
Incineration with energy recovery
138.6 tonn 112.9 tonn 251.5 tonn
Disposal 0.5 tonn 0.4 tonn 0.9 tonn
Total waste 459.5 tonn 373.7 tonn 833.2 tonn
Hazardous waste 2010 2011 2012
Waste oil 800 kg 0 kg 0 kg
Oil contaminated soil 3720 kg 3242 kg 2248 kg
Oil filters 200 kg 135 kg 0 kg
Organic solvents 200 kg 0 kg 0 kg
Paint, glue, lacquer 9567 kg 1665 kg 3251 kg
Fluorescent tubes 0 kg 0 kg 35 kg Lead 125 kg 0 kg 0 kg Batteries 351 kg 0 kg 0 kg Slag, dust 351 kg 182 kg 155 kg Oil emulsions, waste water 13929 kg 0 kg 0 kg Process water 48200 kg 68000 kg 69500 kg EE-waste 148 kg 598 kg 699 kg Ribbons 69 kg 60 kg 77 kg Halogenated organic waste 0 kg 0 kg 1183 kg Total hazardous waste 77408 kg 73982 kg 77148 kg
Recycling is divided into:
Energy recovery 9.7 % Material recycling 90.3 %
Total 100 %
Environmental Product Declaration
RH Activ S-P-00275
This declaration has been compiled by: IVL Swedish Environmental Research Institute Ltd. Product description
The model chosen for analysis is the office chair RH Activ.
RH Activ is a range of chairs that function equally well as work chairs or office chairs. The chair follows your slightest body movement – comfortably as well as ergonomically. Since, just like every one of our chairs, it is based on our 2PP™ philosophy of active sitting. RH Activ is an office chair that – thanks to its simplicity and ergonomic design – fits most working environments, for example, in offices and industrial settings. This office chair is available in four basic models.
Manufacturer
RH Chairs is one of northern Europe’s leading manufacturers of ergonomic seating. RH Chairs was established in 1977 in Bodafors, in the Swedish province of Småland. Our plant is now located in nearby Nässjö. Today we are established in Norway, Denmark, Finland, the United Kingdom, France and the Netherlands, in addition to Sweden. RH’s manufacturing plant in Nässjö is certified in accord-ance with ISO 9001 and ISO 14001.
SB Seating AB PO Box 294 SE-571 23 Nässjö, Sweden Corporate identity number: 556411-5672
Contact: Carl Peter Aaser, tel. +47 22 59 59 00, [email protected]
RH Environment
RH’s environmental work is based on our goal of creating a sustainable society. Our work chairs offer a high level of quality and a long lifetime and are externally tested in accordance with EN 1335 and BS 5459:2. Parts that have become worn out can easily be exchanged, including the seat and back pad. Already at the design stage, we take steps to ensure that future disassembly, sorting of materials and recycling are as simple and complete as possible. The plastic parts are labelled in accordance with ISO 11469.
RH has reviewed energy consumption in production to help lessen the greenhouse effect. We have been able to reduce energy consumption and have switched to a more sustainable method of heating our premises – district heat. We also save resources by using consumable materials, transport and packaging more efficiently. RH imposes environmental requirements on suppliers concerning chemical substances with the purpose of minimising harmful effects to customer health and to the environment from RH’s products. The plastics do not, for example, contain PVC, mercury, cadmium, lead, or brominated or chlorinated flame retardants such as PBB or PBDE. No chair parts contain Chromium VI.
RH Activ
GWP – Global Warming Potential 66 kg CO2-equiv.
Recycled material in RH Activ 21 %
Metals Weight g % Steel 6,118 45.9 Aluminium 32 0.2 Plastics Vikt g % PP 2,774 20.8 PA6 GF 2,654 19.9 PUR 1,114 8.4 Other plastics 470 3.5
Other materials Vikt g %
Textiles 178 1.3 Packaging materials 3,099
Material declaration
The RH Activ office chair consists of the materials listed below. The total weight is 13.3 kg (packaging not included in weight).
Scope of assessment: Module declaration: from extraction of raw materials to complete seating solutions, including user phase.
Functional unit: Seating solution manufactured and maintained for 15 years.
Year of study: 2010-2011.
Data: Production data from 2010. Site-specific data from suppliers of main parts and from Scandinavian Business Seating’s
manufacturing unit.
Expected market area: Europe
1. Low weight 2. Few components 3. Good materials 4. Long lifetime
Minimized environmental impact: I Lowest possible ”Carbon footprint” II No toxic chemicals
III Reduced use of non-renwable
At Scandinavian Business Seating, we want all our products to be able to document good environmental performance in all three of our focus areas: climate, health and resources. And after working on this for many years, we know what is needed. Our experience is summarised in five focus areas described by the keywords: low weight, few components, high-quality materials, long service life, and products designed for disassembly and recycling.
Low weight
Low weight means fewer materials and less use of resources. The correct materials for the job and weight-optimisation are major factors in this context.
Few components
The best solutions are almost always the simplest. We invest a lot of resources in refining new ideas before they go into production. Fewer components mean fewer tools, less trans-port and simpler assembly. This in turn means our solutions are more resource-efficient than traditional products.
High quality materials
In today’s society we use much more than our share of the earth’s non-renewable resources. We live far from sustainable lifestyles. Our goal at Scandinavian Business Seating is therefore to increase the use of recycled materials. In today’s products, more than 95 per cent of the materials are recycled, the only components that are not normally recycled are textiles and foam. In this area too, we are con-tinuously looking for better solutions. For example, we have replaced foam with more environmentally-friendly solutions in several of our newest models.
Good materials also mean healthy products. For this reason we also require reduced use of chemicals that might damage health or the environment, both of ourselves and earlier in the value chain.
Long lifetime
The longer a product lasts, the longer it will be before it has to be replaced by a new one. Long service life thus helps reduce global energy consumption. We therefore go to great lengths to ensure that all our products have a long service life, multiple settings, a timeless design, are of high quality, and contain parts that can be replaced when worn. An indication that we have succeeded is that we are one of few manufacturers that provide products with 10-year guarantees.
“From cradle to cradle”
Instead of thinking traditionally about a product, from “cradle to grave”, we think from “cradle to cradle”. The intention is to ensure that, once the product’s life cycle comes to an end, the materials can easily be reincarnated into new products. That is why we make all of our products so that they can easily be dismantled without the need for special tools. All plastic parts are marked for sorting and recycling.
We know that, by choosing the best solutions in all these five areas, the result is a sustainable product with a low carbon footprint, low content of hazardous chemicals and limited use of non-renewable resources. This is our strength: the total picture!
Scandinavian Business Seating wants to create a good, safe working environment, both internally and at our suppliers, and to act as a responsible actor with regard to customers and society as a whole.
Scandinavian Business Seating particularly focuses on three factors associated with the community around us. This focus fits well with our analysis of what our neighbours expect from us.
1. The workplaces in Norway and Sweden and our Western European suppliers.
Everyone who is connected with our product delivery chain shall have good, safe working conditions and we shall actively counter all forms of corruption and unhealthy competition.
2. Monitoring suppliers in low-cost countries.
In recent years, Scandinavian Business Seating has increased the scope of its purchasing from low-cost countries (Eastern Europe and Asia), and therefore has a special focus on ensuring that basic requirements of international provisions on human rights and working conditions are fulfilled.
3. The local community – Røros
Scandinavian Business Seating is one of the largest employers in Røros. This provides both opportunities and obligations.
Follow-up of employees, the workplace, human rights, social responsibility and product responsibility are shared between the group’s Human Relations (HR) department and the department for the environment and corporate
Corporate social responsibility
social responsibility. The HR department is represented in corporate management by the HR Director, while the department for the environment and corporate social responsibility is represented by the SVP R&D. The year’s targets and activities related to the individual focus areas will be apparent from the subsequent review.
Scandinavian Business Seating has ethical guidelines for both our own employees and those of suppliers (code of conduct). The company’s code of conduct for its own employees states that we want employees who conduct themselves as good ambassadors and treat their colleagues and fellow human beings with respect and courtesy. We clearly distance ourselves from corruption and bribes, and we want free competition and fair trade.
Our ethical guidelines for suppliers were updated in 2012 and we are now in line with the requirements of the United Nations Global Compact. This means that we set requirements for human rights, working conditions, the environment and corruption.
Workforce
At year-end 2012, the group had 475 employees, of which 315 were men and 160 women. This means that 34 per cent of the workforce are women. 17 per cent of the board of Scandinavian Business Seating are women, and 14 per cent of the group’s executive management team are women.
Scandinavian Business Seating AS – Norway
Three employee representatives sit on the board. Board elections take place every second year. The company does not have a corporate assembly. Instead agreement was reached on extra board representation for the employees. Four board meetings are normally held each year. From the company, the CEO, CFO and HR Director have been elected as shareholder representatives.
Scandinavian Business Seating AB – Sweden
Two employee representatives sit on the board. Other board members are the CEO, CFO, HR Director and the general manager of Scandinavian Business Seating AB, who also acts as the board’s secretary. Four meetings are normally held each year.
The boards of Scandinavian Business Seating’s other sub-sidiaries consist of the CEO of Scandinavian Business Seating, as chairman of the board, and members of the group’s executive management team.
Employee turnover
In 2012, our employee turnover rate was 8.4 per cent. This is equivalent to 40 people, 21 of whom were women. We sometimes employ temporary production workers for periods to cope with production peaks, which affects our employee turnover.
Employee benefits
Scandinavian Business Seating wants to be a company that offers its employees good employee benefits. Naturally, the different schemes will vary from country to country, according to local conditions. However, the following schemes cover our employees in Norway and Sweden, which in total accounts for around 80% of our workforce.
Trade union work
41.7 per cent in Norway and Sweden are members of trade unions. There is a full-time union representative at the factory in Røros and regular monthly meetings between union representatives and the company are held at both factories. Freedom of association and collective bargaining rights are a matter of course, and apply to all of the group’s units regardless of country. No instances in which attempts have been made to set aside freedom of association and collective bargaining rights have been recorded. A total of 198 employees are trade union members.
Scandinavian Business Seating’s success depends on the performance of its employees and the best way of creating motivation is through active involvement. In those areas where there is a collective pay agreement, the involvement of employee representatives is stipulated by the agree-ments, which state that involvement and information shall take place at as early a stage as possible such that employee representatives are afforded a genuine opportunity to influence decisions.
Procedures for local hiring
Scandinavian Business Seating has found that in many connections it is appropriate to recruit from the local community. This gives a stability to the workforce and is especially relevant in Røros where we have found that it can be difficult to keep employees with special expertise. Around 60 per cent of the managers in Røros and Nässjö have local ties. Scandinavian Business Seating is a member of the “Fjelltrainee” training scheme in the Røros region.
Knowledge and skills
Competence is an important means of developing our employees and the company. Scandinavian Business Seating works systematically to review our employees’ expertise and skills and a competence review in relation to job descrip-tion is part of the annual goals and development interview. Based on the company’s strategic goals, we also look at the competence that is required at any given time to further develop the company. Together these provide the basis for departmental training plans.
Scandinavian Business Seating has its own SB Seating Academy, which provides internal development pro-grammes in subjects such as management, sales and project management. Competence development and training is also closely integrated into change processes and strategic initiatives, such as the launch of new products. In those cases where the internal programmes and the transfer of competence do not meet the skills enhancement needs, external provision is used, which is paid for by Scandinavian Business Seating.
Insurances
Occupational injury/disease - all employees
Business and travel insurance - all employees
Pension insurance - all employees who work in
more than 20 per cent position, are fully able to work, and have at least 10 years before they turn 67 years old
Group life insurance - all employees under 67 years
(Norway only)
Accident insurance - all employees
HSE and absence due to illness
The figure illustrates the annual HSE wheel that defines the continuous activities carried out within HSE.
HSE activities are organised through formal bodies. There are working environment committees in Oslo and Røros in which both the company and employees are represented. There are also dedicated safety deputies in each individual field, i.e. seven safety deputies in Røros and one safety deputy in Oslo. In Nässjö, ten people participate in the formal HSE committee, which meets according to a set schedule. Two safety inspections are carried out in most fields, in both Norway and Sweden, each year and non-conformities are reported. An HSE plan is prepared for the factory environments every year, and in 2012 activities were carried out according to plan. All of our production employees in Norway and Sweden have received HSE training, with focus on how our HSE system is structured, evacuation procedures, protective equipment and the responsibilities of each individual employee. All employees have the freedom to refuse to carry out work that appears risky.
There is an industrial safety team at Røros, but there were no major incidents in 2012 that necessitated calling on them. All accidents are reported in our control system TQM and analysed in order to come up with measures that will prevent repetitions. The safety deputies must be involved in the planning and implementation of measures that are relevant to the working environment. In addition to this, the focus is on using risk assessments as early as possible in new processes in order to discover work pro-cesses and production equipment that could potentially present a risk to our employees.
“Scandinavian Business Seating aspires to be a workplace
in which there is full equality and in which everyone,
regardless of gender, age and background, has the same
opportunities for employment and development.”
1st quarter
Safety inspection - fire - pollution - electrical installations - working environment4th quarter
establish HSE plan
3rd quarter
Safety inspection - fire - pollution - electrical installations - working environment Middle of4th quarter
Risk assessment with respect to emergency and accident situations Continuous risk assessment with respect to heavy and repetitive work, stress and mechanical strainContinuous HSE assessments in the case of new operations, tech-nical installations and introduction of new products
Making the world a better
place to sit
A system for the handling of chemicals has been imple-mented, ECO online, in both Nässjö and Røros. This system ensures that the safety data sheets are valid and easily accessible. Risk assessment of all chemicals was carried out in 2012 and we have started substitute assessments for dangerous chemicals.
In Røros there has been an increase in the number of accidents leading to absence (H1 and H2). These incidents were mostly in connection with driving fork lift trucks. Risk analyses were performed after the incidents and one of the measures introduced is new rules for driving fork lift trucks. Today we record sick leave in Norway and Sweden only. Work-related illnesses are not recorded since the indi-vidual’s clinical picture is in most cases very complicated. Specific work has been going on for many years to reduce absence due to illness. We follow up closely with employees who are at risk of needing sick leave and those who are on sick leave. Specific routines have also been devised for adapting working tasks and ensuring that employees can get back to work quickly. Both the company and its sports teams encourage employees to get involved in physical activity and a further round of the Project Active pro-gramme was performed at Røros. The aim is to motivate to physical activity and the project has been successful. In spite of this, absence due to illness increased in 2012, compared with 2011, which was mainly due to long-term absence.
Discrimination
Scandinavian Business Seating aspires to be a workplace in which there is full equality and in which everyone, regardless of gender, age and background, has the same opportunities for employment and development. No episodes or events
involving discrimination were reported. The basic principle is that men and women who perform the same tasks should be able to earn the same. We work to ensure a working environment that is characterised by variety in terms of gender, age and background, and we take gender distribution into account when recruiting for new positions and putting together teams. The company actively works to prevent discrimination due to age, gender, disability, ethnic background, national origin, skin colour or personal beliefs.
Sick leave accumulated as per 31.12.2012
Site Nässjö * Oslo ** Røros **
Short term 1.9 0.9 2.4
Long term 2.02 1.7 3.6
Individual agreements 2.95 4.5
Collective agreements 5.17 6.8
Total 3.92 2.6 6.0
Key-figures - accidents at work accumulated 2012
H-value 0 0 7.9
F-value 0 0 158.3
* Short time leave defined as below 60 days ** Short term leave defined as belowe 16 days H value = number of accidents resulting in absences F value = number of accidents resulting in absences, medical treatment, or tailored work tasks.
Absences are calculated on the basis of the number of working days.
Corruption
Scandinavian Business Seating requires its employees to avoid situations that could cause conflict between the company and their personal interests. All forms of corruption and bribes are unacceptable. These attitudes are set down in, among other places, the group’s code of conduct for our own employees. Anti-corruption is a particular focus in those units that may be exposed to this (sales and purchasing).
Scandinavian Business Seating did not record any form of breach of the corruption rules in 2012. Nor have any been recorded in previous years, and for this reason the group has never been involved in any forms of sanctions associated with corruption.
Suppliers
Our core suppliers (who represent 80% of Annual Purchasing Value (APV)) are mainly located in Scandinavia (66 %) and the Baltic area (26 %). Asian suppliers represent only about 5 % of this group, represented by two suppliers.
Since 2011, we have been working to concentrate more purchasing with fewer suppliers, and the new development projects have been primarily placed with the core suppliers. Delivery starts in 2013, so the effect will not be seen in the 2012 figures. In 2012 we had 22 core suppliers, compared with 25 in 2011.
Asia still provides a small portion of deliveries to Scandinavian Business Seating and is represented by 9 suppliers. We have seen an increase from the two larger core suppliers, but other than this there has been little activity with the supplier base in Asia in 2012.
All evaluation of potential suppliers includes an assessment of how well they fulfil the ethical guidelines for suppliers in our code of conduct. These ethical guidelines were up-dated in 2012, so that we now set requirements for human rights, working conditions, bribery and the environment. This upgrade was based on advice and guidance from the Norwegian organisation Ethical Trading Initiative Norway (IEH), of which we are members.
Geographic distribution of our most important suppliers in 2012
Including new products and new contracts
Share of suppliers that have accepted our purchasing recuirements 2012
Purchasing Budget Accepted recuirements Steel Plast ics Sewing Aluminium Foam Packaging W ood Commod ities MNOK 90 80 70 60 50 40 30 20 10 0 ■ Scandinavia 66% ■ East-Europe 26% ■ Asia 5% ■ West-Europe 3%
Our practice in recent years of somewhat more detailed follow-up with suppliers in China has been maintained and to some extent strengthened, with the support of our employees in China. Regular interviews and inspections are performed and status and action plans for all Chinese suppliers have been established. Our experience of this work has been good, but we can see a clear need to set even more concrete requirements and to follow up on im-plementation, in order to ensure continuous improvement. In 2012, Scandinavian Business Seating has been even more consistent in relation to which suppliers we shall do more work with and to which we shall stop working with. During 2012, we gave concrete demands for change or documentation to three suppliers, and we have stopped working with other suppliers with whom we have had significant issues. All new suppliers are chosen on the basis of well-established processes for evaluation and selection.
The local community - Røros
Røros is the place of our birth and we have a long history in this community. We are today one of the biggest workplaces in this area and the way in which we relate to our employees in Røros has knock-on effects for their families and friends and the local community in general. In the final instance this is of importance to our productivity and thus our results. We are conscious of this responsibility and maintain a good dialogue, both formally and informally, with the responsible authorities and other important opinion formers in Røros.
Indigenous rights
Our factory in Røros is located in an area with Sámi settle-ments. The group has not been involved in infringements of indigenous rights.
Chair model
E N 13 35 E N 1 37 61 E N 17 29 E N 15 37 3 IS O 7 17 3 IE C 6 13 40 ( E SD ) D IN 6 88 78 G S, L G A B S 5 45 9 N PR 1 813 A ns i B if m a “E PD En vi ro nm en ta l P ro d uc t De cl ar ati on IS O 1 402 5” N o rd ic S w an L ab le G REEN G U A R D HÅG HÅG Capisco ● ● ● ● ● ● ● HÅG Capisco Puls ● ● ● ● ● ● ● HÅG H03 ● ● ● ● ● ● HÅG H04 ● ● ● ● ● ● ● HÅG H04 Communication ● ● ● ● ● HÅG H04 Communication w/star base ● ● ● HÅG H05 ● ● ● ● ● ● ● HÅG H05 Communication ● ● ● ● ● HÅG Futu ● ● ● ● ● ● HÅG Futu Communication ● ● HÅG H09 ● ● ● ● ● ● HÅG H09 Meeting ● ● ● HÅG Conventio ● ● ● ● ● ● HÅG Conventio w/star base ● ● ● ● HÅG Conventio Wing ● ● ● ● ● HÅG Conventio Wing w/star base ● ● HÅG Sideways ● ● ● ● RH RH Activ ● ● ● ● RH Extend ● ● ● ● RH Logic ● ● ● ● RH Support ● ● RBM RBM 300 ● RBM 500 ● RBM 600 ● RBM 700 ● RBM 800 ● RBM Ana ● ● RBM Ballet ● RBM Bella ● RBM Cameo ● RBM Sweep ●Table
D S/ E N V 12 52 1 E N 5 27 E N 17 30 RBM RBM Allround ● ● ● RBM Ultima ● ● ● RBM Standard folding table ● ● ● RBM u-Connect ● ● ● RBM e-Connect ● ● ● RBM Eminent ● ● ● RBM Sweep bord ● ● ●RBM Bella
HÅG Capisco Puls, HÅG Capisco
RH Activ
All of Scandinavian Business Seating’s products are developed, tested and approved pursuant to relevant furniture standards that cover safety, strength and stability considerations. All products are approved in accordance with European EN standards. Many of the products are also tested and approved pursuant to the German GS mark (Geprüfte Sicherheit), the British BS 5459-2 standard, which is used to test chairs intended for intensive use (24 hours/7 days a week) and the American ANSI/BIfma standard.
In order to ensure that our products do not emit gases that are hazardous to health when in use, they are tested
pursuant to the requirements of the American GREENGUARD Environmental Institute. All of the most important collections from HÅG and RH are approved, and we are working on corresponding approvals for the RBM products. In 2010, HÅG Capisco was the first office chair to be awarded the Nordic Swan label.
All products have product labels attached that provide information about the standards they satisfy. The chairs are also delivered with detailed user manuals containing information about their possible settings, and instructions for safe use, maintenance and cleaning.
Indi-cator
Description
Page:Profile
1 Strategy and Analysis
1.1 Statement from the most senior decision-maker of
the organisation. 10
1.2 Description of key impacts, risks, and opportunities. 11, 88 2 Organisational Profile
2.1 Name of the organisation. 1 2.2 Primary brands, products, and/or services. 20-27 2.3 Operational structure of the organisation,
includ-ing main divisions, operatinclud-ing companies, subsidi-aries, and joint ventures.
17, 116
2.4 Location of organisation’s headquarters. 116 2.5 Number of countries where the organisation
oper-ates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
116
2.6 Nature of ownership and legal form. 5 2.7 Markets served (including geographic breakdown,
sectors served, and types of customers/benefi-ciaries).
5, 6
2.8 Scale of the reporting organisation. 5 2.9 Significant changes during the reporting period
regarding size, structure, or ownership. NR 2.10 Awards received in the reporting period. 0 3 Report Parameters
3.1 Reporting period (e.g., fiscal/calendar year) for
information provided. 87 3.2 Date of most recent previous report (if any). 2011 3.3 Reporting cycle (annual, biennial, etc.) Annual 3.4 Contact point for questions regarding the report
or its contents. 115
3.5 Process for defining report content. 88 3.6 Boundary of the report (e.g., countries, divisions,
subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further
88-91
Indi-cator
Description
Page:3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations.
NR
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols.
88
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/ acquisitions, change of base years/periods, nature of business, measurement methods).
NR
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
NR
3.12 Table identifying the location of the Standard
Disclosures in the report. 113-115 3.13 Policy and current practice with regard to seeking
external assurance for the report. NR 4 Governance, Commitments,
and Engagement
4.1 Governance structure of the organisation, includ-ing committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.
16-19
4.2 Indicate whether the Chair of the highest govern-ance body is also an executive officer. 17 4.3 For organisations that have a unitary board
struc-ture, state the number of members of the highest governance body that are independent and/or non-executive members.
17
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
16, 17
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrange-ments), and the organisation’s performance (including social and environmental performance).
19
4.6 Processes in place for the highest governance
body to ensure conflicts of interest are avoided. 17-18
Global Reporting Initative INDEKS
The Global Reporting Initiative (GRI) is a network-based organisation that pioneered the world’s most widely used sustainability reporting framework.
Below a list of the GRI indicatiors, with reference to where the topics are discussed in the report. In our report 35 indicators are addressed. This fulfils the requirements for level B in accordance with GRI’s classification. NR - not relevant
NA - not addressed PA - partly addressed
Indi-cator
Description
Page:4.7 Process for determining the qualifications and ex-pertise of the members of the highest governance body for guiding the organisation’s strategy on economic, environmental, and social topics.
16
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
88,92-93
4.9 Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
16,18
4.10 Processes for evaluating the highest govern-ance body’s own performgovern-ance, particularly with respect to economic, environmental, and social performance.
17-18
4.11 Explanation of whether and how the precaution-ary approach or principle is addressed by the organisation.
88
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses.
103
4.13 Memberships in associations (such as industry as-sociations) and/or national/international advocacy organisations in which the organisation: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic.
91
4.14 List of stakeholder groups engaged by the
organi-sation. 91
4.15 Basis for identification and selection of stakehold-ers with whom to engage. 88 4.16 Approaches to stakeholder engagement,
includ-ing frequency of engagement by type and by stakeholder group.
91
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting.
91
Per formance Indic ator
Finance
Management approach 16
EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.
92-93
EC2 Financial implications and other risks and op-portunities for the organisation’s activities due to climate change.
NA
EC3 Coverage of the organisation’s defined benefit
plan obligations. 59
EC4 Significant financial assistance received from
government. 52
EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.
NA
EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
NA
EC7 Procedures for local hiring and proportion of sen-ior management hired from the local community at significant locations of operation.
102
EC8 Development and impact of infrastructure invest-ments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
NA
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts.
NA
Indi-cator
Description
Page:Environmental
Management approach 94
EN1 Materialbruk fordelt på vekt eller volum NA EN2 Prosentvis andel resirkulert materiale 98 EN3 Direct energy consumption by primary energy
source. 97
EN4 Indirect energy consumption by primary source. NA EN5 Energy saved due to conservation and efficiency
improvements. NA
EN6 Initiatives to provide energy-efficient or renew-able energy based products and services, and reductions in energy requirements as a result of these initiatives.
PA 101
EN7 Initiatives to reduce indirect energy consumption and reductions achieved. NA EN8 Total water withdrawal by source. PA 98 EN9 Water sources significantly affected by withdrawal
of water. NA
EN10 Percentage and total volume of water recycled
and reused. NA
EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
PA 99
EN12 Description of significant impacts of activities, products, and services on biodiversity in pro-tected areas and areas of high biodiversity value outside protected areas.
NA
EN13 Habitats protected or restored. NA EN14 Strategies, current actions, and future plans for
managing impacts on biodiversity. NA EN15 Number of IUCN Red List species and national
conservation list species with habitats in areas af-fected by operations, by level of extinction risk.
NA
EN16 Total direct and indirect greenhouse gas
emis-sions by weight. 94
EN17 Other relevant indirect greenhouse gas emissions
by weight. NA
EN18 Initiatives to reduce greenhouse gas emissions
and reductions achieved. NA EN19 Emissions of ozone-depleting substances by weight. NA EN20 NOx, SOx, and other significant air emissions by
type and weight. NA
EN21 Total water discharge by quality and destination. PA 98 EN22 Total weight of waste by type and disposal
method. 99
EN23 Total number and volume of significant spills. None registered EN24 Weight of transported, imported, exported, or
treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
99
EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats signifi-cantly affected by the reporting organisation’s discharges of water and runoff.
PA 99
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
99
EN27 Percentage of products sold and their packaging
materials that are reclaimed by category. PA 99 EN28 Monetary value of significant fines and total
num-ber of non-monetary sanctions for non-compli-ance with environmental laws and regulations.
None registered EN29 Significant environmental impacts of transporting
products and other goods and materials used for the organisation’s operations, and transporting members of the workforce.
PA 97
EN30 Total environmental protection expenditures and investments by type. NA
Indi-cator
Description
Page:Social: Labor Practices and Decent Work
Management approach 102 LA1 Total workforce by employment type,
employ-ment contract, and region. PA 104 LA2 Total number and rate of employee turnover by
age group, gender, and region. 104 LA3 Benefits provided to full-time employees that are
not provided to temporary or part-time employ-ees, by major operations.
104
LA4 Percentage of employees covered by collective
bargaining agreements. 104 LA5 Minimum notice period(s) regarding significant
op-erational changes, including whether it is specified in collective agreements.
NA
LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
104
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.
106
LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
NA
LA9 Health and safety topics covered in formal agree-ments with trade unions. 106 LA10 Average hours of training per year per employee
by employee category. NA LA11 Programs for skills management and lifelong
learning that support the continued employability of employees and assist them in managing career endings.
104
LA12 Percentage of employees receiving regular perfor-mance and career development reviews. NA LA13 Composition of governance bodies and
break-down of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
104
LA14 Ratio of basic salary of men to women by
em-ployee category. NA
Social: Human Rights
Management approach 102 HR1 Percentage and total number of significant
investment agreements that include human rights clauses or that have undergone human rights screening.
NA
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.
108
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
NA
HR4 Total number of incidents of discrimination and
actions taken. 107
HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.
NA
HR6 Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.
NA
HR7 Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.
NA
For comments and questions relating to Scandinavian Business Seating’s report on corporate responsibility, please contact Vice President Environment, Carl Peter Aaser:
Indi-cator
Description
Page:HR8 Percentage of security personnel trained in the organisation’s policies or procedures concern-ing aspects of human rights that are relevant to operations.
NA
HR9 Total number of incidents of violations involving
rights of indigenous people and actions taken. 109
Social: Society
Management approach 102 SO1 Nature, scope, and effectiveness of any programs
and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.
PA 109
SO2 Percentage and total number of business units
analyzed for risks related to corruption. 108 SO3 Percentage of employees trained in organisation’s
anti-corruption policies and procedures. 108 SO4 Actions taken in response to incidents of corruption. 108 SO5 Public policy positions and participation in public
policy development and lobbying. NA SO6 Total value of financial and in-kind contributions
to political parties, politicians, and related institu-tions by country.
None registered SO7 Total number of legal actions for anti-competitive
behavior, anti-trust, and monopoly practices and their outcomes.
None registered SO8 Monetary value of significant fines and total
num-ber of non-monetary sanctions for non-compli-ance with laws and regulations.
None registered
Social: Product Responsibility
Management approach 102 PR1 Life cycle stages in which health and safety
impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.
PA 111
PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and ser-vices during their life cycle, by type of outcomes.
NA
PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.
111
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
None registered
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.
NA
PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communi-cations, including advertising, promotion, and sponsorship.
NA
PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.
None registered
PR8 Total number of substantiated complaints regard-ing breaches of customer privacy and losses of customer data.
None registered PR9 Monetary value of significant fines for
non-com-pliance with laws and regulations concerning the provision and use of products and services.
None registered
CARBON NEUTRAL PRINTED MATTER
Print: GRØSET™
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PRINTED MATTER NORDIC ECOLABEL
Head quarter
Scandinavian Business Seating Group AS
Fridtjof Nansensvei 12 | P.B. 5055 Majorstuen | NO-0301 Oslo | Norway Tel: +47 22 59 59 00 | sbseating.com
Production
Scandinavian Business Seating AS
Sundveien | NO-7366 Røros | Norway Tel: +47 72 40 72 00
Scandinavian Business Seating AB
Vallgatan 1 | Box 294 | SE-571 23 Nässjö | Sweden Tel: +46 (0)380 55 53 00
Sales offices
Scandinavian Business Seating AS
Fridtjof Nansensvei 12 | P.B. 5055 Majorstuen | NO-0301 Oslo | Norway Tel: +47 22 59 59 00
Scandinavian Business Seating AB
Rosenlundsgatan 29 C | Box 17198 | SE-104 62 Stockholm | Sweden Tel: +46 (0)752 45 50 50
Scandinavian Business Seating A/S
Nordhuset, Kajakvej 2 | DK-2770 Kastrup | Denmark Tel: +45 99 50 55 00
Scandinavian Business Seating GmbH HÅG RBM
Sperberweg 8 | DE-41468 Neuss | Germany Tel: +49 (0)2131 1510-0
Scandinavian Business Seating BV HÅG RBM
Jacobus Lipsweg 118 | Postbus 278 | NL-3300 AG Dordrecht | Netherlands Tel: +31 (0)78 653 53 53
Scandinavian Business Seating BV RH
Guldenweg 17 | Postbus 42 | NL-4870 AA Etten-Leur | Netherlands Tel: +31 (0)76 504 25 35
Scandinavian Business Seating AB
Upper Tulse Hill Trading Estate | 5 Somers Place | London SW2 2AL | UK Tel: +44 (0)208 683 9930
Scandinavian Business Seating Sarl
Central Parc | 1 Allée du Sanglier | FR-93421 Villepinte | France Tel: +33 (0)148 61 99 12
Scandinavian Business Seating Asia PTE Ltd.
6 Battery Road | Level 31 | Singapore 049909
Tel: +65 6322 0836 | Fax: +65 6322 0808 | [email protected]
For other markets, contact GPO (Global Partner Organisation) at the head quarter.
Photo: Egon Gade (location 8TALLET, KPH) | Per Gunnarsson | Susanne Swegen | Pål Laukli, www.tinagent.no | Jonas Lindström | Bsmart | Thomas Hergaard | Moment Studio | Truls M. Qvale | Pelle Wahlgren | Shutterstock
Print: Grøset
Design & layout: Marketing & Brand Communication, Scandinavian Business Seating
New address from summer 2013
Scandinavian Business Seating BV
Guldenweg 17 | Postbus 42 | 4879 NL Etten-Leur | Netherlands
Making the world a better
2012 | Annual Report | Scandinavian Business Seating sbseating.com
