RESPONSIBILITY REPORT - International Post Corporation
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RESPONSIBILITY REPORT
CONTENTS Business ethics OUR
7
p. COMMITMENT
This Responsibility Report is a Communication on Progress (COP) of the DSV Group
under the United Nations Global Compact, which DSV signed in 2009.
Employees The Responsibility Report gives information and data on the responsibility activities
and working of the Parent and of subsidiaries of the DSV Group in which the Parent has an
environment ownership interest of more than 50%.
10
p. The Responsibility Report covers the twelve-month period, ended 31 December
2018. This Responsibility Report is a part of management’s review and covers the
statutory reporting on corporate social responsibility and the gender composition
of senior management as prescribed by sections 99a and 99b of the Danish
Financial Statements Act. Further, this report serves as DSV’s statement according
to section 54, part 6 of the UK Modern Slavery Act.
With this progress report, we would like to express our continued support to the
United Nations Global Compact initiative and its ten fundamental principles as well
as its efforts to achieve the Sustainability Development Goals.
Letter from the CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Environment We also encourage all our partners to support the Global Compact initiative.
and climate
DSV at a glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Our approach to Responsibility . . . . . . . . . . . . . . . . . . . . . 5
Business ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
15
p.
Employees and working environment . . . . . . . . . . . . . . 10
Environment and climate . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Community engagement . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Suppliers
WE SUPPORT
20
Non-financial highlights of the DSV Group . . . . . . . . . 26
Global Reporting Initiative (GRI) index . . . . . . . . . . . . 29 p.
3 DSV Responsibility Report 2018 Letter from the CEO
SUSTAINABILITY
IS A COLLECTIVE
RESPONSIBILITY
As a global transport and logistics provider, This involves regular updates to the DSV
DSV facilitates global trade to support eco- Code of Conduct, which will be published in
nomic growth. We employ more than 45,000 a new version in the beginning of 2019.
people, and our international network counts
more than 200,000 suppliers all over the Employees will subsequently be trained in
world. In other words, we interact with the the contents: if we practice what we preach,
world, and the world interacts with us. we lead by example and can lead the way in
our interactions with our stakeholders.
Global impact carries great responsibility,
and we take that responsibility seriously. We MAKING ENVIRONMENTALLY
recognise that we must act as leaders and CONSCIOUS DECISIONS
set high standards for ethical and responsi- We have a responsibility to keep talking
ble behaviour. We expect our partners to do about the industry’s environmental impact. with emergency relief support and contin- ciples of UN’s Global Compact and to sup-
the same, because together we make up In our daily dialogue with customers and ued our support to Red Cross | Red Cres- porting UN’s Sustainable Development
links in the same chain. suppliers, we must push for environmentally cent development projects in some of the Goals. These initiatives are supported
conscious decisions when choosing routes most vulnerable parts of the world. worldwide by thousands of companies,
To ensure that our partners operate accord- and transport modes. institutions and states.
ing to the same standards as DSV, we will This global partnership is also a local part-
devote even more attention to improving To provide a solid foundation for choosing a nership, where DSV companies engage with We cannot make lasting, global changes
our supplier screening processes in 2019. sustainable solution, we will work to increase local Red Cross | Red Crescent organisations without global consensus, global legislation
transparency and accuracy in the carbon wherever our help is needed. and global efforts. The world is a shared
LEADING THE WAY emission reports we provide to suppliers space, and we must adopt a collective ap-
First and foremost, of course, it is essential and customers in 2019. WE CAN DO MORE TOGETHER proach to sustainability and responsibility.
that all DSV employees act according to the While DSV is a significant global player, we
same ethical standards. CREATING VALUE BEYOND are only one company, in one industry. We
FINANCIAL RESULTS cannot improve the world single-handedly.
We must continously inform our employees To extend our responsibility beyond our Because we can do so much more together,
of our DSV Code of Conduct and train them business activities, we have a global part- we are strong believers in partnerships and
accordingly to demonstrate ethical behaviour nership with Red Cross | Red Crescent. In in joining forces. That is part of the reason Jens Bjørn Andersen
when conducting DSV business. 2018, we strengthened this partnership why DSV is firmly committed to the prin CEO
4 DSV Responsibility Report 2018 DSV at a glance
DSV AT SUPPORTING OUR CUSTOMERS
A GLANCE
SUPPLY CHAINS
KEY RESOURCES AND PERFORMANCE DRIVERS
People — IT systems — Global network with local presence — Standardised global workflow
Carrier relations — Industry knowhow
From Shipper
A
Shipment booking Cargo consolidation
Pick-up FREIGHT FORWARDING Purchase order management
Warehouse SERVICES Cross-dock terminal
Documentation & customs clearance Insurance
FREIGHT FORWARDING AND ONE OF THE BIG FIVE
VALUE-ADDED SERVICES DSV was founded in Denmark in 1976 and
TRANSPORT
DSV is a global freight forwarder offering has since then evolved to become the
(SUBCONTRACTED)
transport and logistics services supporting world’s fifth largest freight forwarder gen-
our customers’ entire supply chain. We pro- erating total revenue of DKK 79,053 million
vide traditional transportation of goods as in 2018 and with a skilled workforce of
well as a variety of value-added services. more than 45,000 employees. Warehouse Labelling, configuration, testing
Picking/packing LOGISTICS AND Distribution
DISTRIBUTION
Cross-dock terminal Documentation & customs clearance
Value-added services include purchase or- ASSET-LIGHT BUSINESS MODEL SERVICES
Deconsolidation E-commerce fulfilment
der management, cargo consolidation, cus- DSV is an asset-light freight forwarder. As
toms clearance, cargo insurance, warehous- such, we plan and coordinate transportation
ing, distribution and other related services. from shipper to consignee as illustrated in
the business model to the right. The physical
Our services are offered through our three
divisions – Air & Sea, Road and Solutions –
transport is outsourced to suppliers – air-
lines, shipping lines, haulage companies etc. B
delivering a full range of transport and logis-
To Consignee
tics solutions throughout the more than 75 The value we add and the services we offer
countries in which we operate. as freight forwarders are therefore based
on the skills and industry knowhow of our SUPPLY CHAIN VISIBILITY
employees, our specialised and integrated IT Alerts —Exception management — Track and Trace — Proof of delivery — KPI reporting
infrastructure, and our global network.
5 DSV Responsibility Report 2018 Our approach to Responsibility
OUR APPROACH
TO RESPONSIBILITY
DSV is committed to being a responsible All SDGs are as such relevant to DSV, but
and reliable business partner and an active some have more significance to and impact on
participant in the global community. our business activities than others.
By working systematically within the frame SPHERE OF INFLUENCE
work of the United Nations Global Compact, we As we are freight forwarders and run our
have dedicated ourselves to improving and re- business based on an asset-light business
porting on matters of social responsibility that model, we do not control the transport
are within reach of our core business activities. equipment that carries and delivers our ser-
vices. We outsource the physical transport
We have been committed to the UN Global to suppliers and as such the value we create
Compact since 2009, and we continue to for our customers is through our logistics
apply responsibility initiatives targeted at planning and network capabilities.
changing and shaping practices that contrib-
ute to improving sustainability and raising Therefore, applying the SDGs within our
ethical standards within our line of business. sphere of influence mainly depends on our
global network of offices, warehouses and
Due to this commitment, we have, since terminals, which constitute the framework
2009, reported regularly on our progress on for the services we provide.
the UN Global Compact’s ten principles of
anti-corruption, environment, human rights Although we have a limited direct influence
and labour. on the transports carried out by suppliers,
we actively engage with suppliers and cus-
By committing to the UN Global Compact, we tomers to create awareness and pursue
apply the 17 UN Sustainable Development possibilities for establishing partnerships in
Goals (SDG) as a framework for defining our order to address the SDGs.
strategies and measuring our progress.
6 DSV Responsibility Report 2018 Our approach to Responsibility
KEY RESPONSIBILITY FOCUS AREAS GOVERNANCE level and with the same urgency as our
Based on our commitment to the UN Global The responsibility activities are anchored other key risks.
Compact, the SDGs and our sphere of in with the Board of Directors, who, together
fluence, DSV’s key strategic responsibility with the Executive Board, sets the direction This alignment means that responsibility is-
areas are: for our responsibility strategy, targets and sues and risks are identified, assessed, and
group policies. mitigated on an ongoing basis and used by
• Environment and climate; the Board of Directors as basis for decision
DSV’s Group CSR Department plans, man- making and development of our business
• Business ethics; ages and follows up on ongoing global re- model in alignment with market- and stake-
sponsibility activities throughout the organi- holder expectations.
• Employees and working environment; sation in collaboration with the Executive
Board. Identified risks and actions to mitigate are
• Suppliers. described in the chapters of this report.
Implementing and driving our responsibility
These areas are highly relevant to our activi- strategies and initiatives ultimately rests OUTLOOK
ties, and within these we can make a differ- with the management of our local sub If we look at responsibility trends within the
ence and seek influence. By matching our key sidiaries. transport and logistics industry, we see an
responsibility areas with the SDGs of great- increasing focus on conducting business in a
est influence, we find that we can make the Ensuring compliance with our responsibility safe and responsible way throughout the
greatest contributions to the following SDGs: policies is also a local matter due to our de- value chain.
centralised structure and empowerment.
Follow-ups are carried out by our Group It is our assessment that the most signifi-
Controlling and CSR department, who con- cant responsibility trend that will continue to
trol reported data and perform local “on impact our activities in the coming years is
site” compliance reviews to ensure that the focus on developing logistics solutions
DSV’s responsibility policies are followed, with a lower carbon footprint that also re-
and related data is reported regularly. main cost-effective, as that is a dominant
requirement from customers. Additionally,
RISK MANAGEMENT we believe that conducting business in an
Besides applying the SDGs as the basis for ethical manner and influencing our suppliers
our strategic work and for achieving targets, to do the same will also attract significant
we also apply the SDGs as a framework focus in the coming years.
when we assess our responsibility risks in
herent to our operations. These areas are closely linked to our key re-
sponsibility areas and areas that have had
Our responsibility risk management process and will continue to form a significant part
is aligned with the main risk management of our responsibility efforts.
process of DSV as described in the 2018
Annual Report to ensure that our responsi-
bility related risks are addressed at the same
7 DSV Responsibility Report 2018 Business ethics
DSV wants to conduct
business in an ethical and
responsible manner, no
matter where in the world
we do business. It is essential
that our employees share the
same ethics when operating
across different cultures all
over the world.
BUSINESS
ETHICS
8 DSV Responsibility Report 2018 Business ethics
Our behaviour is defined by the fundamental revision process, we pay particular attention
principles outlined in the DSV Code of Con- to specifying areas that employees encounter
duct. The Code of Conduct establishes rules digitally, such as data privacy and social media. Our tax contributions
for acceptable business conduct to make
sure that employees act safely and ethically We will increase the amount of Code of Con- When it comes to tax, we have made a choice to act in what we
in their everyday work. All employees must duct training and introduce an e-learning consider to be a fair and responsible way: we aim to comply
follow the Code of Conduct, as these princi- module with the new publication in 2019 and with tax legislation and do not engage in aggressive tax plan-
ples ensure that DSV always acts as a trust- we will continue to raise awareness and in- ning to avoid tax payment. We believe in contributing to the so-
worthy business partner around the world. crease understanding of expected behaviour. cieties and local communities in which we operate, which is why
our goal is to pay taxes following our commercial setup.
The main principles of the DSV Code of Con- The goal is to ensure that all employees act
duct related to business ethics and fair be- safely and understand the scope of their re- In 2018, DSV paid taxes in more than 75 countries and our
haviour emphasise the importance of ensuring sponsibility as part of DSV. We will finish and corporate tax payments amounted to DKK 851 million.
that employees act safely and lawfully. For publish the new version in 2019.
Through our tax payments, DSV contributes directly and indi-
example, the DSV Code of Conduct clearly
rectly to local communities and to achieving most of UN’s 17
states that corruption or bribery of any kind is REPORTING VIOLATIONS THROUGH DSV’S
sustainability goals, specifically SDG 16 and SDG 17.
unacceptable, and that it is prohibited to en- WHISTLE-BLOWER PROGRAMME
gage in activities that in any way breach com- Compliance with DSV’s fundamental ethical
DSV does not practice aggressive tax planning or use tax ha-
petition law or involves a conflict of interest. principles is crucial and non-negotiable. If an
vens. Sometimes, however, offshore company constructions
employee or business partner witnesses a breach
are inherited via mergers and acquisitions. In that case, the pri-
CODE OF CONDUCT AWARENESS or a suspected breach, he/she is urged to report
ority is to liquidate these companies as soon as possible.
We have processes in place to make sure that it through our whistle-blower programme.
employees are aware of the expected be-
Currently, DSV has non-operational subsidiaries in British Virgin
haviour outlined in the DSV Code of Conduct. Unlawful or non-compliant conduct can be re-
Islands, Curacao and Guernsey, which are all classified by the EU
ported through the dedicated hotline or web-
as non-cooperative tax jurisdictions. These entities inherited
All new employees receive a copy of or a link site, which is administered by an external pro-
from acquisitions are all dormant and under liquidation, which,
to the DSV Code of Conduct when they start vider to ensure anonymity. In 2018, the scope
unfortunately, is proving to be a cumbersome and lengthy pro-
working for DSV. In addition, we provide of the whistle-blower programme was ex-
cess, but remains a focus area.
awareness introduction as part of our global tended, and the programme is now available
onboarding programme for all employees – to both internal and external stakeholders.
and special training for managers. Further, in
2018 we completed special training in re- Globally, we follow up on reported incidents
gions selected on a risk-based approach. In and make sure appropriate action is taken. In
this way, we strive to continously raise the 2018 the number of reports received through More about DSV’s approach to taxes can be found in;
level of awareness of DSV’s business ethics. the whistle-blower programme was approxi- DSV’s global tax policy is publicly available at
mately the same as in 2017, and still at a low dsv.com
In 2018, we reviewed and updated the DSV level. Most of the received reports fell outside
Code of Conduct. The new Code of Conduct the scope of the whistle-blower programme, DSV’s tax payments for 2018 are listed in
will entail more explicit guidance on expected as they were employee issues that had to be DSV’s 2018 Annual Report
behaviour, and make it more accessible. In our resolved by local management.
9 DSV Responsibility Report 2018 Business ethics
KEEPING DATA SAFE
As a global company, it is critical that we
ensure compliance with international data
privacy laws. In the European Union, the
General Data Protection Regulation (GDPR)
came into force in May 2018, enforcing
Further information is available:
stricter requirements for data privacy. DSV
Code of Conduct
carried out a project to ensure that the level
Modern Slavery Statement
of our data privacy setup continues to be
Whistle-blower programme
sufficient. We made improvements to issues
identified. In addition to the improvements,
we conducted training for employees based
on their role and responsibility. We will con-
tinue to work on keeping a high level of
data security.
SUBJECT OUR TARGETS FOR 2018 OUR ACHIEVEMENTS IN 2018 NEXT STEP AND TARGETS FOR 2019
TRAINING We will continue to maintain procedures to We have automated procedures in place ensur- We will ensure awareness of the updated Code
ensure that all new employees at management ing that all new employees at management level of Conduct through:
level receive training in the DSV Code of Con- received training in and passed related testing - Global roll-out and awareness campaigns
duct. For present employees at management on the DSV Code of Conduct. for the Code of Conduct and whistle-blower
level we will repeat the training continuously in programme.
appropriate intervals. During 2018, these procedures underwent a
review as preparation for the roll-out of the - Training in the DSV Code of Conduct for
We will carry out training programmes for updated Code of Conduct training in 2019. employees below management level in
the DSV Code of Conduct for employees selected regions.
below management level within selected Further, special Code of Conduct training was
fields in 2018. carried out in selected regions based on a risk - Uphold procedures to ensure that all new
approach in 2018. employees at management level receive
training in the DSV Code of Conduct. Existing
employees at management level will repeat
the training at appropriate intervals.
COMPLIANCE REVIEWS A compliance review must be carried out in all 24% of all operating entities underwent a com- A compliance review must be carried out in all
operating subsidiaries of the Group at least pliance review in 2018 which is an acceptable operating subsidiaries of the Group according
once every three years. A compliance review proportion according to our risk-and materiality to an established risk and materiality approach,
consist of follow-up on policies and proce- based approach, and our future target. according to which visits take place in intervals
dures within our responsibility work. between two and four years.
10 DSV Responsibility Report 2018 Employees and working environment
Worldwide, DSV employs more
than 45,000 employees,
whose efforts and dedication
to driving DSV forward enable
us to deliver the best service
to all our stakeholders.
EMPLOYEES
AND WORKING
ENVIRONMENT11 DSV Responsibility Report 2018 Employees and working environment
DSV must be a good and safe place to work In 2018, the total employee turnover-rate
to have thriving employees, who can con- was 20.1%, compared to 17.4% the year
tribute to the continued development and before. This is not a trend that we want to Refugees employed through the programme
success of DSV. see in the coming years. pose for the camera in the Bochum warehouse.
That means we are fully committed to pro- Part of the increase is related to a high de-
viding positive, productive and supportive mand for certain employee groups, such as
working environments in which we all feel those employed in our shared service cen-
valued and safe. tres and blue-collar workers in a number of
countries. They represent a significant part
Further, with a presence in more than 75 coun- of the increase in employee turnover-rate.
tries our employees have a multitude of back-
grounds and different skills and experience. We Even though employee turnover increased
believe that diversity benefits our business, as in 2018, it remains at an acceptable level.
a broadly composed workforce provides a wide At the same time, we retain employees with
range of competences that can foster new a high seniority who act as an important
ideas, just as it allows DSV to anticipate future factor in facilitating knowledge-sharing and
demographic changes in the workforce. driving the development of DSV.
These commitments play an important part We are fully aware that DSV needs to retain DSV in Germany creates career
in maintain a working environment that con- employees at all levels of seniority to main- opportunities for refugees
tributes to retaining employees. tain knowledge and competencies and to
secure DSV’s development. To that end, we In Germany, DSV’s Bochum site collaborated with the local job centre in running a
We focus on two main areas in our work to have launched several initiatives both glob- programme in which unemployed refugees are offered a chance to get back on their
ensure a good working environment: ally and locally aiming to both attract, de- feet. The programme was a success for all parties involved in 2018.
velop and retain the best people.
• Providing development opportunities DSV in Bochum often hires large numbers of new employees and decided to give
for all employees; DSV provides development opportunities refugees a chance to prove themselves in DSV.
for white and blue-collar employees alike.
• Ensuring a safe working environment, The development programmes are closely The project is a collaboration between DSV and the local job centre in Bochum. They
both physically and digitally. aligned with our business strategy and developed an integration plan for new employees. At the core of the programme was
focus on customers, growth and operational a six-week placement, enabling employees to get to grips with the role. DSV ap-
excellence. Ranging from leadership and pointed an experienced employee to head up the programme, while the job centre
Providing opportunities sales training to literacy courses, the pro- selected six suitable candidates for every period, funded their forklift truck licences
for all employees grammes all serve to equip employees with and provided interpreters to help with communication.
the skills they need in their roles.
We want our employees to be successful in Management in Bochum is happy with the new colleagues, who have all left very pos-
their jobs and to grow their careers and, as itive impressions by being reliable and punctual employees - important qualities for
a business, we aim to retain employees to employees in a busy warehouse.
minimise churn.12 DSV Responsibility Report 2018 Employees and working environment
TALENT MANAGEMENT tential talents and where they work, identify- We view that diversity as a genuine strength. We are aware of the decline in gender ratio,
To build a steady pipeline of talented and ing talent is expected to support employee and to counter this, we have among several
competent employees and create robust retention. We believe that a balanced workforce with other initiatives, published a diversity policy
succession plans for key positions in the equal access to opportunities for all is crucial in 2018 outlining our approach to diversity
different areas of business, our global HR The developments in 2018 constituted the to our success as a business and contributes according to which we aim for a more bal-
Department focused on talent management first step for even better talent management to ensuring a good working environment. anced workforce. In 2019 we will give fur-
throughout 2018. in DSV. Following the good beginning, the ther attention to embedding the policy and
area will continue to be a focus area within One diversity factor is gender, our gender foster greater awareness to diversity among
HR worked to implement a framework for employee development in 2019. ratio being 38% female and 62% male in our entities in DSV.
identifying people with potential for taking 2018 against 39% and 61% in 2017.
on more responsibility and establishing an NEW DIVERSITY POLICY DSV’s diversity policy is publicly available at
improved setup for talent and succession DSV’s global presence in more than 75 coun- At lower management levels, 28% were dsv.com
management. The process offered valuable tries means we have a both multifaceted and female in 2018 and 72% were male,
insights. Besides providing knowledge of po- diverse employee landscape. compared to 31% and 69% in 2017.
Reporting on section 99b of the
Danish Financial Statements Act
-
women and 67% men, one of whom is a U.S. citizen.
34
A similar ratio is not seen at lower management levels of DSV
A/S, nor in other Danish legal DSV entities, but the Danish
operational companies, have targets and initiatives in place to
AGE DISTRIBUTION increase this ratio – both on higher and lower management
OF EMPLOYEES (%) levels.
45-54
30% Further description is available in the Danish entities’ annual
report.
4
20.5% 35
-4
29.8%13 DSV Responsibility Report 2018 Employees and working environment
A safe working Our health and safety departments’ efforts to occupational injuries in 2018. Similarly, In 2019, we will continue our efforts to
are aimed at avoiding occupational acci- we have recorded a small increase in illness secure the safety of all employees in DSV
environment dents or injuries all together. Both at Group on the year before. through even better processes for health
and local levels, staff assess risk and make and safety being developed centrally and
A good working environment is a safe work- sure procedures for safe conduct are However, all the above ratios are still at rolled out globally.
ing environment, and that is a DSV top in place. an satisfactory level, and we do have pru-
priority. We focus on minimising risks and dent safety procedures and a setup for
raising awareness about safety for our We recorded a slight increase in numbers review that constantly makes DSV an even
employees. of occupational incidents and in absence due safer place to work.
RATE OF OCCUPATIONAL ACCIDENTS Group ABSENCE DUE TO ILLNESS Group
(per million working hours) Salaried employees (%) Salaried employees
Hourly workers Hourly workers
Working
hours (%)
16 4,5
14 4,0
3,5
12
3,0
10
2,5
8
2,0
6
1,5
4
1,0
2 0,5
0 0
2018 2017 2016 2015 2014 2018 2017 2016 2015 201414 DSV Responsibility Report 2018 Employees and working environment
SUBJECT OUR TARGETS FOR 2018 OUR ACHIEVEMENTS IN 2018 NEXT STEP AND TARGETS FOR 2019
SAFE WORKING The rate of occupational accidents must be re- The rate of occupational accidents and lost The rate of occupational accidents must be kept stable
ENVIRONMENT duced every year. work days due to occupational injuries increased and not exceed 5 per million working hours in total.
slightly compared to last year.
Lost work days due to occupational injury must The rate of lost work days due to occupational in-
be reduced every year. juries must be kept stable and not exceed 100 per
million working hours in total.
To ensure even better procedures for our health
and safety setup, we will develop and roll out an
improved global approach in 2019.
UN GUIDING We are committed to comply with the UN We worked to further integrate expectations
PRINCIPLES Guiding Principles on Business and Human for responsible behaviour in line with the UN
Rights and continue our due diligence process Guiding Principles into our Code of Conduct and
disclosing local processes and practices on hu- supplier screening process.
man rights to enable the remediation of
any adverse human rights impacts we might We will maintain focus on this area in the coming
cause or to which we contribute. years, but as a fully integrated part of the DSV
Code of Conduct and supplier screening processes.
We consider the target achieved.
DIVERSITY To maintain focus on a diverse workforce, we
OPPORTUNITIES will continue the efforts to roll our our new di-
versity policy.15 DSV Responsibility Report 2018 Environment and climate
The transport sector is
ENVIRONMENT
responsible for about a
quarter of total global carbon
dioxide emissions. For this
AND CLIMATE
reason the sector indisputably
has huge responsibility
towards the environment.16 DSV Responsibility Report 2018 Environment and climate
As a significant player in the sector, the thou- Optimising supply chains to
sands of transports DSV facilitates every day
contribute to the use of fossil fuels. We ac-
reduce environmental impact Recycling 100% of vehicle tyres
knowledge our responsibility for contributing
We work with our customers to optimise
to a reduction in the use of fossil fuels in the DSV has taken a big step towards environmentally responsible
their supply chains. Our efforts include
value chain. processing of discarded tyres by acquiring ownership share of
consolidating freight, choosing the right
Tire2Oil in Denmark.
mode of transport, and choosing the optimal
To live up to this responsibility, we enter
location for warehouses. Besides making
into dialogues with customers and suppliers DSV is now co-owner of a patented technology which has po-
good sense from a commercial perspective
about initiatives that can contribute to re- tential to positively impact a significant environmental problem.
for customers, all these aspects of supply
ducing our impact on the environment. We
chain optimisation may impact the environ
are experiencing a gradual increase in the Through a thermal process, Tire2Oil transforms tyres into recy-
ment in a positive way and can reduce the
number of customers expressing an interest clable raw materials that can be sold on the world markets: oil,
use of fossil fuels.
in sustainable transports, and customers steel and carbon - without any harmful environmental impact.
aiming to reduce their carbon footprint. PROVIDING CARBON EMISSION REPORTS
However, they still only amount to a small TO CUSTOMERS NO MORE POLLUTION
part of our customer base. DSV provides carbon emission reports to In many countries, discarded tyres accumulate in nature areas
customers on their supply chains. The goal and are used for incineration, but Tire2Oil’s process is eco-
With DSV’s asset-light business model we is to provide complete transparency in friendly.
have a limited direct sphere of influence be- carbon emissions.
cause the transport is carried out by suppli- The process produces no polluting residual products and the
ers. That poses challenges throughout the The carbon reports can form the basis for factory does not emit smoke. The part of the gas which cannot
value chain. In addition, the transport and lo- dialogues and collaboration with our cus- be condensed into oil can be used as fuel to heat the machinery
gistics industry has been and continues to fo- tomers to find solutions that can help re- and surrounding premises. Thereby, the energy costs of operat-
cus on cost, and current options for more duce the carbon footprint of the services ing the facility are limited.
sustainable transports are likely to increase we provide on their behalf.
the cost of a transport. Therefore, alterna- AIMING TO EXPAND TO THE REST OF EUROPE
tives to traditional transports must be We experienced an increased demand for In 2018, the factory was up and running with a single production
cost-efficient to gain a foothold. carbon emission reports for our customers line. The next goal is to triple the number of production lines,
in 2018. In total, we provided 2,216 carbon followed by setting up or selling production facilities in the rest
OUR EFFORTS TO INFLUENCE emissions reports for customers in 2018. of Europe.
Despite the challenges, we continue our ef- That is a 75% increase on 2017.
forts where we can influence the value chain COMPETITIVE PARAMETER
the most. We focus on three main areas: In 2019, we will devote attention to refining Tyre recycling may not be DSV’s core business, but it combines
our set-up for the preparation of carbon a need and a wish for environmental accountability with com-
• Collaborating with customers to emission reports to ensure a good, transpar- mercial success.
optimise supply chains; ent starting point for a dialogue about pro-
• Working with suppliers and customers viding environmentally optimised transports.
to develop sustainable solutions;
• Focusing on responsible use of resources.17 DSV Responsibility Report 2018 Environment and climate
CONSOLIDATING FREIGHT We measure the energy efficiency for port modes emit different amounts of CO2. In fact, air freight emits approximately 95
Improving capacity utilisation is a way we transports, and our aim is to increase it each We help our customers find the right routes times more CO2e per shipment than sea
can help significantly reduce customer’s car- year. We achieved that in 2018, increasing and transport modes that suit their needs for freight and road transports 8 times more.
bon footprint. Making sure that trailers and energy efficiency for road transports by 1%. time of delivery and budget, while still focus-
containers are loaded in the optimal way, In addition, we improved energy efficiency ing on choosing the most environmentally So, by being flexible on time of delivery the
considering cargo weight, volume and den- for air transports by 3% and 3% for sea friendly solution. Generally, the faster the customer may be able to choose an alterna-
sity, we can reduce carbon emissions and transports. transport and the heavier the goods, the tive transport mode that emits less CO2,
improve energy efficiency because fewer higher the cost and carbon emissions. and sometimes even reduces the cost.
transports go out without full loads. Besides TRANSPORT MODE
being sustainable, it also reduces the overall Choosing a transport mode and route also Goods transported by air freight emit the
costs for customers. impacts the environment, as different trans- highest amount of CO2e per tonne-km.
Energy efficiency in average AIR TRANSPORT
CO2e (g/tonne-km)
CO2e (g/
tonne-km)
700
666.9
SEA TRANSPORT ROAD TRANSPORT
650
622.0
CO2e (g/ CO2e (g/
607.0
601.9
tonne-km) tonne-km)
588.5
150 150 600
100 100 550
73.9
72.3
72.0
71.5
70.9
50 50 50
7.9
6.9
6.6
6.3
6.1
0 0 0
2018 2017 2016 2015 2014 2018 2017 2016 2015 2014 2018 2017 2016 2015 201418 DSV Responsibility Report 2018 Environment and climate
Developing sustainable the lowest total transportation costs, and
thereby the lowest carbon emissions. Our
solutions Group Property Department, consisting of Transparency in carbon emissions
specialists within the area, sets standards
Reducing our impact on the environment and requirements for buildings Group-wide. We measure our total carbon footprint and energy efficiency for each transport
requires changes, and changes require new mode for the DSV Group of companies.
ideas. We engage with our suppliers and New DSV locations are built according to
customers to make use of new ideas and in- some of the most demanding national and Because we use suppliers to carry out the transports booked by our customers,
novative solutions that can help improve international building standards, and we in- most of the chart below contains carbon emissions from transports performed by
carbon efficiency. vest in materials that can ensure energy ef- our suppliers. Our emissions make up approximately 2% of total emissions.
ficiency. Also, new sites are built with en-
It is equally important that DSV’s own fleet ergy efficient solutions like automated The majority of greenhouse gas emissions from our operations is attributable to air
emits as little CO2 as possible. As an example, lighting and low energy light bulbs and wa- and road transports, constituting 42% and 46% respectively, while 11% of our
a team of engineers in South Africa reduced ter saving fixtures. Lastly, new buildings carbon emissions came from sea freight and 1%. from DSV’s buildings.
the carbon footprint of the long-haul trucks have good working conditions for employ-
which travel longer distances by more than ees, and we e.g. prioritise natural lighting.
13% through fuel savings by implementing
1%
aerodynamic drag reducers, which are thin In 2019, we will continue to focus on build-
plastic items mounted on the trucks’ top or ing sustainably. 11%
side to reduce wind resistance. This example
shows that reducing our environmental im-
pact is not always a question of inventing new Responsible use
technologies, but it is also about using existing
solutions to optimise wherever possible.
of resources
ENERGY EFFICIENT BUILDINGS DSV’s more than 1,000 sites around the world
Our buildings are a part of our acitivties on vary from small office spaces to large ware-
Breakdown
which we can directly influence carbon houses of more than 100,000 m2. Each of
of total emissions
emissions. We continuously renovate, con- them uses paper, wooden pallets, plastic and
solidate and build new warehouses to make cardboards, which we make an effort to recy-
sure that our buildings live up to the energy cle wherever possible in our efforts to mini-
efficiency requirements we set for our- mise DSV’s impact on the environment.
selves. In 2018, DSV’s buildings emitted
55,000 tonnes of CO2 compared to 51,000 RECYCLING MATERIALS AND SORTING WASTE
tonnes in 2017. This increase in emissions Across DSV, we are working to increase the 46% 42%
is caused by DSV’s growth, as we built and number of sites with a systemic approach
expanded in 2018. to garbage collection and recycling.
When planning a building project, we calcu- The recycling initiatives vary across coun- ■ Sea transport ■ Air transport ■ Road transport ■ Buildings
late which possible locations will give rise to tries and types of location.19 DSV Responsibility Report 2018 Environment and climate
Many DSV sites recycle spare cardboard, size of the locations. Due to the attention offices. The system helps minimise the envi- Our calculations from a handful of European
paper and wooden pallets from operations devoted to recycling, we reached 79% in ronmental impact from printing and keep it offices showed impressive savings: Close to
and activities, and other sites use only re 2018, which is a level we aim to further cost-efficient. FollowMe sends printed doc- 4 tonnes of paper were saved, a reduction in
cyclable storage boxes in the warehouses. increase in 2019 to 80%. uments to a server, where they stay until electricity consumption by around 42,000
the employee releases the documents at KWh, reduced carbon emission by around
For 2018, the goal was to recycle materials REDUCING PAPER CONSUMPTION a DSV printer. 11,000 CO2 (kg) and significant cost
in 78% of our sites measured by square In 2018, DSV made it mandatory to use the reductions.
metre, taking into account the difference in system “FollowMe” for printing in all DSV
SUBJECT OUR TARGETS FOR 2018 OUR ACHIEVEMENTS IN 2018 NEXT STEP AND TARGETS FOR 2019
WORKING WITH SUPPLIERS We wish to increase collaboration with inter- We expanded our collaboration with customers, We will continue to increase our collaboration
TO DEVELOP SUSTAINABLE ested strategic customers and suppliers in e.g. in relation to route optimisation. with interested strategic customers and suppli-
SOULTIONS order to find transport solutions focusing on ers in order to find transport solutions focusing
the reduction of carbon emissions and general We continued collaboration with suppliers in or- on the reduction of carbon emissions and gen-
environmental impacts. der to develop sustainable business models and eral environmental impacts.
transport solutions.
TRANSPARENCY IN We will report on climate parameters such as The reporting and commentaries on climate pa- We will report on climate parameters such as
CARBON EMISSIONS group carbon emissions, energy efficiency rameters were incorporated into the text of this Group carbon emissions, energy efficiency from
from transport modes and energy and water chapter and in non-financial statements. transport modes and energy and water con-
consumption from buildings. sumption from buildings.
The data reported are based on a structured data
collection and verification process carried out at To increase awareness of and transparency
year-end 2018. about CO2 emissions among our customers,
we will work on improving our CO2 emissions
platform.
We will implement an improved setup for re-
sponsibility reporting internally and potentially
externally to ensure even better transparency in
our responsibility data.
RESPONSIBLE USE We will in 2018 increase the share of DSV In total, 79% of all DSV square metres imple- We will work on increasing the share of DSV
OF RESOURCES locations that sorts waste for recycling mented recycling procedures. locations that sort waste for recycling,
measured per square meter to 78%. measured per square meter to 80% in 2019.20 DSV Responsibility Report 2018 Suppliers
DSV performs services for
customers worldwide, and
because of our asset-light
business model, we rely on
a large supplier network
consisting of more than
200,000 suppliers.
SUPPLIERS21 DSV Responsibility Report 2018 Suppliers
When our suppliers carry out services on and local levels. In 2018, we started devel-
our behalf, they become DSV ambassadors, oping more customised sanction and sup-
because we are part of the same value plier screening processes matching the dif-
chain. Therefore, we expect every supplier ferent types of suppliers. An effort that will
to share and live up to the same ethical continue during 2019.
standards that we hold ourselves to.
SUPPLIER AUDITS
However, a large and widespread network We have processes for review of suppliers
of suppliers means that DSV faces risks be- in place across our organisation. Depending
yond our internal control from time to time. on the country, the DSV division and the
To minimise these risks, we continously existing legislation, we measure supplier
work to secure an even better standard compliance with our standards. We e.g
for supplier conduct that rests on DSV’s use a quality management framework,
fundamental principles. such as the ISO standards.
We believe that by working ethically and On average, 31% of our locations have an
expecting our suppliers to do the same, we ISO certification, compared to 25% in 2017.
can help ensure an ethical business conduct
in the supply chain. Having a quality management framework
in place helps us set requirements for
LIVING UP TO DSV STANDARDS suppliers.
DSV’s ethical standards and required be-
haviour are defined in the DSV Code of Often, this includes a dedicated quality
Conduct. In our Supplier Code of Conduct, person that conducts supplier audits for
these standards and requirements are spec- all transports whether by air, sea or road.
ified and targeted for the suppliers to make
it clear what we consider appropriate busi- IMPROVING STANDARDS FOR
ness conduct by suppliers when they per- ETHICAL CONDUCT
form services on behalf of DSV. As a mini- We believe that the processes we have in
mum, suppliers must live up to the DSV place across DSV play an important part in
Supplier Code of Conduct. maintaining a standard for ethical business
conduct within DSV and in the transport
For suppliers carrying out road freight ser- and logistics sector in general.
vices, we distribute a Road Haulier Code of
Conduct to hauliers. In addition to defining At the same time, our supplier network is
the ethical code, the Road Haulier Code of large, and the many different types of sup-
Conduct lists requirements for truck safety, pliers pose a challenge for ensuring align-
safe conduct on the road, working rights for ment across the supply chain.
drivers etc. Further, we have processes in
place for supplier selections on both global22 DSV Responsibility Report 2018 Suppliers
It is an area in which we want to improve.
Going forward, we will work to improve
our global screening processes, which will
be prepared centrally and anchored at the
local DSV entities to make sure the pro-
cesses are followed throughout our organi-
sation and supplier network. In this way,
we aim to put additional emphasis on the
importance of a responsible and ethically
business conduct from our suppliers.
SUBJECT OUR TARGETS FOR 2018 OUR ACHIEVEMENTS IN 2018 NEXT STEP AND TARGETS FOR 2019
SUPPLIER CODE The DSV Supplier Code of Conduct must be 95% of our entities have communicated the Sup- We aim to further increase the number of suppli-
OF CONDUCT communicated to suppliers and subcontractors plier Code of Conduct to relevant suppliers. ers to whom we communicate the DSV Supplier
with a yearly spend above 25 kEUR. Code of Conduct.
SUPPLIER SCREENING We will continue improvement of our supplier We improved our global screening processes with We will continue improving of our supplier
PROCESS screening process through centralised and a new set-up for sanction screenings of all cus- screening process through centralised and
decentralised procedures. tomers and suppliers. Furthermore, improve- decentralised procedures.
ments are made in terms of general screening
procedures when we onboard new suppliers’
master data.
We mapped our onboarding processes according
to the main areas. of the process. The findings will
be used for improving in the onboarding process
in each of these main areas.23 DSV Responsibility Report 2018 Community engagement
We make it a priority to
COMMUNITY
engage in and support the
communities where we
operate, using our expertise
to help people in need.
ENGAGEMENT
We believe that long-term
relations and transparent
partnerships are paramount
to achieving global, lasting
improvement.
Picture taken by employee Brian Hennesser on a Red Cross project visit in Malawi.24 DSV Responsibility Report 2018 Community engagement
Our efforts are primarily centered around and give them a chance to learn about do-
our human aid partnership with the Red mestic hygiene and how to grow crops that
Cross | Red Crescent and supported by a will last through droughts or floods.
number of local activities.
BETTER LIVING CONDITIONS FOR
A PARTNERSHIP THAT MATTERS REFUGEES IN BANGLADESH
2018 was the second year with Red Cross Cox’s Bazar in Bangladesh houses the
as DSV’s international human aid partner. world’s largest refugee camp. Close to one
Through the partnership, DSV provides sup- million refugees live there in makeshift and
port for transport, sponsors 2,000 m2 spontaneous settlements in crowded condi-
warehousing space for disaster prepared- tions unprotected from dangers, cyclones
ness, and we support Red Cross’ efforts in and monsoons. The vast majority of the
Malawi and Cox’s Bazar, Bangladesh. refugees have fled to Cox’s Bazar since
August 2017, and they have insufficient
DSV’s support to and collaboration with the food, water, sanitation, clothing and basic
Red Cross enables the organisation to work household supplies.
towards reducing poverty and hunger, fighting
climate change and improving the quality of In 2018, DSV started supporting the Red
the education for children and youth in de- Cross’ work in Cox’s Bazar. The Red Cross
veloping countries. has been able to support thousands of fami-
lies with safe drinking water, and tens of
CAPACITY BUILDING IN MALAWI thousands of homes have received hygiene
In Malawi, Red Cross works to build resilience kits to help promote sanitation and hygiene.
in the three poorest provinces in the south-
ern part of the country. DSV’s support helped
enable Red Cross make a significant contri-
bution to reducing hunger and malnutrition:
Red Cross are experts in providing disaster
More than 14,000 school children receive a relief – but they cannot do it without support
daily meal and more than 23,000 children and donations. So DSV made a donation to In-
under five years of age receive a monthly donesian Red Cross to help the victims of the
health check. disastrous tsunami and earthquake that oc-
Photo taken by Danish Red Cross
curred in Indonesia in September 2018.
In the aftermath of the tsunami, the survi-
DSV’s support to the people of Southern vors desperately needed help for essentials
Malawi also helps build capacity by educating like clean water, food, shelter and clothing.
the children of the area and teaching hygiene DSV in Indonesia reached out to their local
and agricultural skills to women in the area. Red Cross to ask how DSV could best pro-
vide aid. That resulted in a financial donation
Close to 1,000 children receive a primary
to emergency aid from DSV to Indonesian
school education, and more than 11,500 Red Cross. The donation was used to distrib-
children attend a Red Cross kindergarten. The ute canned food, blankets, tents and solar
kindergartens free up time for the mothers lamps to the people who lost their homes.25 DSV Responsibility Report 2018 Community engagement
LOCAL COMMUNITY ENGAGEMENT to supporting local sports clubs or teaching For a number of years, DSV has made annual donations to the Child’s Cancer Fund.
Community engagement is also a local pri- safe conduct on the roads. The support helps children with cancer and their families get by in difficult times during
and following the treatment for cancer. For the 2018 donation, DSV’s CEO Jens Bjørn
ority for DSV. Around the world, we interact Andersen presented the donation to the patron of the Foundation, Danish actress
with the communities in which we operate Examples include that DSV in Spain sponsors Ghita Nørby, and CEO of the Child’s Cancer Foundation, Marianne Benzon Nielsen.
to make a positive difference. the transportation of wigs for cancer patients
who have lost their hair, DSV in Denmark and
The local engagements take many different Norway engage in teaching road safety to
shapes, from sponsoring the transportation school children, and DSV Germany runs a pro
of different items that serve a good cause ject aiming to help refugees into employment.
Children in the Peruvian Amazon region waiting for presents that DSV helped transport
to the isolated area in December 2018. The children live in a community that is difficult
to access, so DSV decided to help transport Christmas presents for the children and other
seasonal goods to Bagua and Santa María de Nieva in Peru for the fourth consecutive year.26 DSV Responsibility Report 2018 Non-financial highlights of the DSV Group
NON-FINANCIAL HIGHLIGHTS
OF THE DSV GROUP
Environmental data
2018 2017 2016 2015 2014 2018 2017 2016 2015 2014
Transport emissions (‘000 tonnes) Euro engine standards (%)
- Estimates on Suppliers
Proportion of trucks of DSV Road 0.7 0.7 1.2 1.6 2.5
CO2e emissions – Total transport 6,344 6,278 5,921 3,687 3,388 satisfying Euro 2 standard or older
CO2e emissions – Sea transport 715 738 757 516 566 (own and suppliers’ trucks)
CO2e emissions – Air transport 2,660 2,593 2,425 1,270 1,278 Proportion of trucks of DSV Road 19.3 20.8 24.1 29.8 33.7
satisfying Euro 3 or 4 standards
CO2e emissions – Road transport* 2,969 2,947 2,739 1,901 1,544 (own and suppliers’ trucks)
Direct emissions (‘000 tonnes) Proportion of trucks of DSV Road 80.0 78.5 74.7 68.6 63.8
satisfying Euro 5 or 6 standards
CO2 emissions – Buildings** 55 51 63 48 45 (own and suppliers’ trucks)
Water (‘000 m3) Reports on carbon footprint
data to customers
Total water consumption – Buildings 689 666 534 332 260
Total number of reports on carbon 2,216 1,265 1,141 1,243 1,214
Energy efficiency in average (gram footprint data to customers
CO2e per ton transported one km)
Reports on carbon footprint
CO2e (g/ton-km) – Sea transport 6.1 6.3 6.9 6.6 7.9 data to customers (%)
CO2e (g/ton-km) – Air transport 588.5 607.0 601.9 622.0 666.9 Proportion of total carbon dioxide 8.6 7.2 4.9 7.2 -
CO2e (g/ton-km) – Road transport 71.5 72.3 73.9 72.0 70.9 equivalent emissions reported to customers
Recycling of paper,
cardboard and plastic (%)
Proportion of locations recycling paper, 79 74 70 88 85
cardboard and/or plastic from offices,
terminals and warehouses
* Our own fleet make up 0-1% of total road emissions
** Emissions are emitted only by DSV buildings27 DSV Responsibility Report 2018 Non-financial highlights of the DSV Group
Social data
2018 2017 2016 2015 2014 2018 2017 2016 2015 2014
Employees (full-time employees) Employee turnover (%)
Total 47,394 45,636 44,779 22,783 22,874 Total 20.1 17.4 25.5 17.6 16.6
Salaried employees 23,088 22,730 23,436 14,540 14,216 Salaried employees 20.7 17.4 26.0 16.8 16.6
Hourly workers 24,306 22,906 21,343 8,243 8,658 Hourly workers 19.4 17.3 24.9 19.0 16.7
Employee gender ratio (%) Absence due to illness (%)
Proportion of female employees 38 39 38 38 38 Total 2.4 2.0 2.1 3.3 3.3
Proportion of male employees 62 61 62 62 62 Salaried employees 2.7 2.0 2.0 2.9 2.8
Hourly workers 2.1 2.0 2.2 4.0 4.1
Management gender ratio (%)
Proportion of female managers 28 31 31 26 - Rate of occupational accidents
(per million working hours)
Proportion of male managers 72 69 69 74 -
Total 4.6 4.2 4.6 5.9 5.9
Age distribution of employees (%) Salaried employees 0.5 0.8 1.3 1.2 1.4
Employees 54 11.7 10.9 11.4 12.8 11.4
Salaried employees 23.2 20.8 9.7 26.2 17.6
Employee seniority (%) Hourly workers 164.5 142.5 133.5 263.7 275.0
Seniority 25 years 4.9 5.8 5.8 7.1 6.3 Distribution of DSV’s Supplier
Code of Conduct (%)
Proportion of companies having distributed 95 93 79 80 -
DSV’s Supplier Code of Conduct to suppliers
delivering goods and services for more than
EUR 25,000 each year28 DSV Responsibility Report 2018 Non-financial highlights of the DSV Group
ACCOUNTING POLICIES FOR Social data RATE OF ABSENCE
Number of days of absence due to illness
NON-FINANCIAL HIGHLIGHTS relative to the number of working days
during the year adjusted for maternity/pa-
GENERAL DETAILS ternity leave, agreed holidays and national
The figures and charts of the 2018 Respon- public holidays. Absence due to illness is
sibility Report have been prepared in accor- measured on the basis of wage/salary
Environmental data ENERGY EFFICIENCY dance with the policies applied last year system records.
Average emissions from shipment relative to
freight volume and transportation distance. EMPLOYEES RATE OF OCCUPATIONAL ACCIDENTS
Average number of full-time employees of Number of reported occupational accidents
GENERAL DETAILS EURO ENGINE STANDARDS the year. resulting in more than one day of absence
The figures and charts of the 2018 Respon- Proportion of different Euro engine stan- per million working hours scheduled for
sibility Report have been prepared in accor- dards of trucks operating for DSV Road. EMPLOYEE GENDER RATIO the year.
dance with the policies applied last year. Data collected in Europe among more than Number of female and male employees
15,000 trucks owned primarily by suppliers. relative to total employees at year-end. RATE OF LOST WORK DAYS DUE
EMISSIONS TO OCCUPATIONAL INJURY
Carbon dioxide equivalent emissions from REPORTS ON CARBON FOOTPRINT MANAGEMENT GENDER RATIO Number of reported days of absence from
transport activities are calculated based on DATA TO CUSTOMERS Number of female and male managers occupational accidents resulting in more
average fuel consumption ratios from sup- Total number of reports on carbon footprint relative to total managerial employees at than one day of absence per million working
pliers and trucks owned by DSV, combined data delivered to customers. year-end. hours scheduled for the year.
with data on freight volumes and routing
from DSV’s own traffic management sys- PROPORTION ON CARBON FOOTPRINT AGE DISTRIBUTION OF EMPLOYEES QUALITY MANAGEMENT STANDARDS
tems. The calculations include CO2 emis- DATA TO CUSTOMERS Number of employees by age group relative Percentage of DSV locations certified
sions from air and sea carriers and road Proportion of total transport emissions re- to total employees at year-end. according to ISO 14001, ISO 9001 or
hauliers. ported to customers in carbon footprint re- ISO 45001 (OHSAS 18001). Number of
porting. EMPLOYEE SENIORITY locations certified relative to the total
Carbon emissions from buildings are cal Number of employees by seniority level number of locations of the Group.
culated based on direct consumption of RECYCLING OF PAPER, relative to total employees at year-end.
electricity, gas, oil and water from DSV’s CARDBOARD AND PLASTIC DISTRIBUTION OF DSV’S SUPPLIER
location. Total square metres at DSV locations having EMPLOYEE TURNOVER CODE OF CONDUCT
initiated recycling schemes for paper, card- Number of employees leaving DSV Group Number of companies having distributed
WATER board and/or plastic, relative to total number during the year relative to the average DSV’s Supplier Code of Conduct to suppliers
Total consumption of water at DSV’s lo of square metres locations of DSV. A few en- number of employees calculated on the ba- relative to total number of companies of
cations. tities have leased premises without waste sis of monthly surveys of the actual number the Group.
management schemes operated by DSV. of employees at the end of the month.
Those locations are not included in the data.You can also read
