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20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
Seite 1
Sustainable management:comprehensive responsibility
Hans Ruedi Schweizer
Manager
INEM General Members’ Conference and
Members Meeting 2009, Hamburg, November 24th
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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The basics of sustainability
Social Social performance
Economical
Ecological Ecological performance
Market
performance
Financial performance
Sustainability of national economies Sustainability of businesses
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Sustainability of businesses
Social services Environmental services
Financial services
Market services
Customers, partner companies
Employees, Suppliers, Partner companies, Society
Environment /
living space
Business and capital provider
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Sustainability as concept:the four Schweizer success points (SEP).
Employees and society
We work together fairly and responsibly – within the company and with our partners.
Customer oriented services
Reliability and innovation characterise the services for our customers.
Environment We take care of the environment – with all products and in the entire company.
Profitability Efficiency and profitability ensure our competitiveness and further development.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Building for man and the environment
Facades
Consultancy and ServiceSolar energy systemsLetterboxes and finished parts
Wood/metal systems Windows and doors
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Customer orientation: Reliability and innovation characterise the services for our customers
– Reliability means that our customers can rely on the deadlines and quality of our services.
– Under innovation we mean that we quickly recognise opportunities and requirements in the market and implement these in innovative and aesthetic solutions for a wide range of customers.
– We contract effective partnerships in terms of development, production and sales.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Customer orientationWood/metal systems: Sliding door development
– Development and production of metal frames and system components for more than 150 window factories in Switzerland and Europe
– Ecological through the use of materials: CO2-neutral wood inside and 100%
reusable aluminium as weather protection outside
– Sliding door with the advantages: slim profile, larger proportion of glass, excellent heat insulation, smooth-running sliding function
– As from January 2010, the first Minergie (Swiss low energy standard) certified sliding door
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Customer orientation Letterboxes: classic design and modular
– 1974 development with the designer and artist Andreas Christen (1936-2006)
– Further development and customer-specific configurations feasible thanks to modular construction
– Process reliability by means of industrial series manufacture of the semi-finished products
– Design: plastic inside and weatherproof aluminium outside
– Ecological through consideration of the life-cycle assessment during development and recycling
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Employees and society: We work together fairly and responsibly – within the company and with our partners
– We see our employees as people and not just as manpower. At the workplace they should be able to use their skills and develop further. We promote appropriate training and further training.
– We offer all employees the same chances and rights. For the equivalent work and performance, the salary is also the same.
– We commit ourselves to correct and honest business behaviour, support fair business development and conform with human rights.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Employees and societyJobs
– Sustainable management as the most important basis for maintaining and developing jobs – Creation of 50 full-time jobs since 2004 of which 10 in 2009– Cooperation with people from 21 countries– Package of measures for a deterioration in the market and incoming orders:
Increasing own added value, strengthening sales organisation, recruitment stop, internal transfers, compensation of hours, promoting part-time jobs, short-time work, renovation and project work, early or partial retirement
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Employees and society Training and further training
– 44 apprentices in 6 occupations– 3 half-day seminars for new employees– Regular technical and management further training, German courses for foreign language
employees– Active cooperation with polytechnics, etc.– Training fund of Ernst Schweizer AG, founded by Frau Kathrin Schweizer, for training and
further training under the aspect of sustainability and equal opportunities
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Environment: We take care of the environment – with the products and in the entire company
– With our products we pay attention to a low environmental impact and low use of resources over the entire service life – from the production of raw materials over manufacture, assembly and application up to recycling and disposal.
– We make a particular contribution to the environment through our products for energy saving and solar energy utilisation.
– Environmentally conscious behaviour should be implemented in all areas and functions and at all levels of our company. We ensure that we not only fulfil all legal requirements but also continually improve our environmental performance.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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EnvironmentProduct ecology using the example of facades
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Environment: Product ecology Facades: Optimising product ecology
– Carrier section
– Aluminium instead of steel > weight saving
– Aluminium section statically optimised > material saving 12.7 t instead of 43.4 t (70% weight saving)
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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EnvironmentEnvironmental management
– Management system
– Energy statistics since 1978
– ISO 14001 (since 1996)
– Ecobalance of the entire company
– Vehicle procurement according to ecological
criteria
– Behaviour changes
– Employee seminars
– Reduction of business trips and travel to work
via route optimisation, Eco-Drive driving
courses
– Support of public transport for employees,
parking spaces subject to charge
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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EnvironmentEnvironmental management
– Infrastructure
– Environmentally friendly paint shop, heat
recovery plant central compressed air system
– Heat insulation factory building, solar power
plant
– New Minergie® standard wood/metal frame
factory in Möhlin
– Connection to the district heating grid with wood
chip heating
– Solar cooling of the server room
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
Seite 17
Long-term key data – 30 years of energy collection
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Profitability: Efficiency and profitability ensure our competitiveness and further development
– The annual cash flow of our company is used for the conservation of value and the further development of the company as well as for the employee bonus and the dividends.
– We want to remain an independent family company. Adequate equity financing forms the basis for this.
– The economic success is based on motivated employees, customer-oriented products and efficient processes. It enables us to secure jobs as well as to create social and ecological benefits.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Profitability: Competitiveness and further development
– Infrastructure– 2006 commissioning of the new Minergie standard office and factory building for metal
frames and components in Möhlin– 2009 enlargement of the production area for solar panels and photovoltaic assembly
systems, new production location for windows and doors in Affoltern a.A.– 2009 new docking site for dispatch of solar panels and energy recovery renovation of the
facade– Industrial order process
– 2008 new processing centre for solar panel frames– 2008 commissioning of a new fully automatic attached parts plant for individual parts such
as weatherboards, etc.– 2009 new production plant for solar panels– 2009 new processing centre for wood/metal sliding doors
– Company expansion– 2009 purchase of Tobler Metallbau AG, St. Gallen, 20 employees
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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ProfitabilityERP-system and configurators in the company
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Sustainability as daily routine:Using the example of solar energy systems
– Consideration of all aspects of sustainability within the company demands the careful and balanced planning of projects and tasks
– The requirement specification must consider the four dimensions: customer orientation, employees and society, environment and profitability
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Organisation of the business areaSolar energy systems
Customer oriented services:– Innovative and aesthetic
solutions for energy and environmental problems
– Value enhancement of buildings
Employees and society:– Creation of interesting and
future-oriented workplaces
Environment:– Reduction of non-renewable
energy and environmental pollution
– Energy recovery repayment duration for new collectors: 9.8 months
Profitability:– Turnover growth– Synergies with metal
construction– Profit increase
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Business area solar energy systems: Development and growth
Turnover 2003: CHF 111 million (€ 72 million) Turnover 2008: CHF 139 million (€ 90 million)
As of 2002, partnership with the German Max Weishaupt GmbH in order to deliver the European market with solar collectors.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Management systemCustomer orientation Employees and Profitability Environmental
society orientation
Overlapping parts of the management system
Annual planning: Sustainability Balanced ScorecardCustomer orientation Employees and Profitability Environmental
society orientation Processes
Medium-term StrategyCustomer orientation Employees and Profitability Environmental
society orientation
Processes
ConceptCustomer orientation Employees and Profitability Environmental
society orientation
Management system: Strategic, operative management
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
Seite 25Ernst Schweizer AG
Management systemSustainability Balanced Scorecard (SBSC)
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Management systemSustainability report
– Since 1994 Schweizer publishes an annual
environmental report
– Since 2003 in the annual sustainability report a
comprehensive account is given of the company
performance for
– customers
– employees
– society
– environment and investors
– In 2009 the sustainability report was once again
evaluated as being very good by the FH
Nordwestschweiz.
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Sustainability key figures
2006 2007 2008
– Customer-orientated services
– Operating revenue (turnover, CHF million) 124 135 139
– Number of new products introduced to the market 10 8 8
– Employees and society
– Number of full-time positions (VZS) 474 486 490
– Number of apprentices 43 44 44
– Environment
– Electricity and heat consumption in MWh (final energy) 6109 6343 7456
– Operational environmental efficiency (CHF/1000 UBP) 24,1 24,8 29,6
– Profitability
– Operating income (EBIT, CHF million)* 2,5 2,0 3,6
– Proportion equity capital (% total capital)* 41% 40% 44%
* according to accounts as per Swiss GAAP FER
20. März 2009 / HS/MAMErnst Schweizer AG, Metallbau
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Abstract
– Sustainable management is an opportunity for businesses, the economy and society.– Sustainable management is successful in the long-term, very satisfying, attractive and
demanding.– Sustainability is integrated into our planning and management instruments– Sustainable thinking and handling has developed into the company culture that is supported
by a large majority of the employees.– Our company has achieved a leading role in sustainable management.– We work together with other companies and associations on the subject of sustainability and
have a good network.– Governmental frameworks are necessary for the promotion of sustainable management:
Guidelines, incentive tax and promotional programmes.– Thanks to purchasing according to sustainable criteria, the public sector promotes the
sustainable behaviour of the company.