Environmental Report 2010/11

Transcription

1 Ahrend office furniture with Gaja C2C upholstery Gabriel is the first Danish company to obtain cradle to cradle certification - an entirely new interpretation of sustainability. Gaja is thus an exquisite and environmentally friendly textile which is C2C and Oeko-Tex certified and which also carries the EU Ecolabel.

2 Sound green arguments for using quality furniture fabrics from Gabriel Gabriel is Europe s biggest manufacturer of environmentally labelled quality furniture fabrics. Gabriel does its own processing, starting with New Zealand wool and ending with the finished fabric ready for use in upholstering. Gabriel s environmental management is certified under DS/EN ISO 14001:2004. Gabriel s quality management is certified under DS/EN ISO 9001:2000, the international standard for quality management. The purpose of this environmental report is to provide information for our users, customers, employees, the authorities, shareholders, the local community and others interested in environmental conditions at Gabriel. Shearing Scouring Bleaching Carding Spinning Yarn dyeing Twisting Weaving Wet processing Dyeing Finishing Dispatch Cutting out Sewing/ making up Upholstering Use Recycling or disposal 02

3 Contents Company information Gabriel s profile Objectives for quality and the environment Environmental policy Environmental management system Management s environmental report Working environment Employee participation Environmental approvals Environmental action programme 2011/ Further information Accounting policies Environmental auditor s certificate Environmental data Notes

4 Company information Company: Group relationships: Sector: Principal activities: Legislation: Supervisory authority: Gabriel A/S Hjulmagervej Aalborg Reg. no VAT no Ph.: Fax.: Gabriel A/S is a wholly owned subsidiary of the listed company Gabriel Holding A/S. Textile industry Production of furniture fabrics including the processes of dyeing and finishing. Gabriel s activities in Denmark are covered by environmental legislation and regulations established by the City of Aalborg. City of Aalborg Financial year: Number of employees: 64 External auditor and Dansk Standard Certificering accredited environmental verification: NACE code: Manufacture of made-up textile articles, except apparel Area in use: According to information provided by the Danish Building and Dwelling Register, Gabriel's total area has been calculated at 31,860 square metres. The building/paved area covers 9,530 square metres, of which 3,715 square metres consist of roads and parking areas. The undeveloped area consists of a park area bordering the river, which was a precondition for choosing the company s location in

5 Gabriel s profile Philosophy Innovation and value-creating partnerships are keywords in Gabriel s philosophy. Gabriel is a niche company which develops, manufactures and sells furniture fabrics and related technical textiles and components for areas of use in which there are mandatory requirements concerning special product properties, design, logistics, and documented quality and environmental management. Vision Gabriel will be the preferred development partner and supplier to selected leading international manufacturers and major consumers of upholstered furniture, seats and upholstered surfaces. Gabriel will achieve Blue Ocean status through an innovative business concept, patents, licences or similar rights. Gabriel will achieve the status of an attractive workplace and partner company for competent employees and companies. Financial targets Gabriel aims to achieve: A return on invested capital (ROIC) of minimum 15% before tax. An increasing operating margin (EBIT margin). An average annual increase in earnings per share of minimum 15%. An average annual increase in revenue of minimum 15%. User groups Gabriel s sales are focused on two user groups in particular: Contract (office furniture and seats for means of transport, theatres, concert halls, cinemas, auditoriums, hospitals and care institutions etc.). Home (furniure for private homes). Growth strategy Gabriel is growing with the biggest Gabriel s growth is based on partnerships with selected key accounts in a global strategy. Gabriel aims to obtain the highest proportion of every single Key Account s purchase of furniture fabrics, other processed components and related services in the value chain. Possible acquisitions, alliances and new business areas are constantly assessed for the purpose of improving the group s competitiveness and value creation. Corporate model Gabriel s focus on innovation and value-creating partnerships is ensured through accurately selected and efficient management systems, core processes and a high level of expertise. Gabriel s value-creation model Finance Operating margin (%) Return on invested capital Market share Revenue growth Potential Earnings growth Invested capital Customers Satisfaction Key Account/Distributor/End user Processes Global Account Management Logistics Product and process innovation Price competitiveness Resource optimisation Innovation and learning Competent employees/partners Knowledge- User groups Learning in the organisation IT platform development Satisfaction employees/partners Understanding the strategy Generating ideas, and analyses Gabriel s history, philosophy and vision 05

6 The point of departure for Gabriel s value-creation model is the use of the following Balanced Scorecard Model (applied since 2003) and the four perspectives: The financial perspective describes Gabriel s targets for the return on invested capital (ROIC), specifically defined revenue potential at selected Gabriel customers and targets for growth in sales and earnings. The customer perspective is entirely about customer satisfaction. Lagging indicators only have been set for both perspectives, and these are supported by leading indicators in the core and Overview of Gabriel s processes support processes. The core processes have been selected on the basis of the group s strategy, and leading and lagging indicators (KPIs) have been set for each of the selected core processes: Key Account Management (KAM) Logistics Product- and process innovation Price competitiveness In innovation and learning a continuous focus on innovation and learning is ensured for all employees, with a competent basis as the point of departure. Management processes Strategy process Information for employees Management follow-up Resource optimisation Investor Relations Shareholders Analysts etc. Core processes A and B1 customers KAM - from potential to ongoing customer relationship Product and process innovation - from concept to product ready for sale/ new process A-customers All customers Logistics - from customer s order to product delivery Price competitiveness Lowest cost price Suppliers Support processes - strategic business units KAM-Master SampleMaster DesignMaster FurnMaster QEP-Master LogisticsMaster InnovationMaster MarketingMaster IT-Master FinanceMaster Gabriel China Gabriel Business Park HR-Master ProjectMaster Suppliers and partners Technology and plant TransportMaster Overview of Gabriel s processes Strategic business units Gabriel s corporate model requires a process-oriented method of work which has been introduced in the organisation over several years. Some of the support processes are carried out by independent, and ever more important, strategic business units (Masters) with their own visions, objectives, strategies and budgets. The business units are operated as independent profit centres working on the basis of their own philosophies, visions, goals, strategies, action plans and budgets. Transfer pricing between the units is at market prices and in competition with external suppliers. The individual profit centres have the right and the duty to increase earnings through external trading with goods and services, where relevant, and the individual business units in Gabriel are expected to buy their services on the most competitive terms inside and outside the Gabriel group. The goals of operating parts of the group as strategic business units are as follows: To find new roads to future growth without losing focus on realising the general strategy of the core processes. To achieve a constant increase in the return on invested capital. To become less dependent on overheads in our core business. To ensure competitiveness in the part of the value chain from concept to furniture user where Gabriel participates. FurnMaster (established in 2003/04) offers subcontracting in the form of logistics solutions, cutting, sewing, upholstering and assembly of furniture and screens for Gabriel s Key Accounts. The business unit contributed an increase to the consolidated profit, making up more than 10% of the consolidated revenue in 2010/11. The business unit s growth potential is distinct and realised by carrying out the strategy Applied furniture fabrics. 06

7 Gabriel China (established in 2003), which consists of Gabriel s representation office and the trading company Gabriel (Tianjin) International Trading Co., Ltd., sources products and services for Gabriel in Europe and develops and sells products and services to leading furniture manufacturers in Asia and the USA. In 2010/11, a considerable increase was realised in both sourcing and sales activities, and Gabriel China s growth rates continued through sales to local leading manufacturers on the Chinese market and to other Asian and North American markets. SampleMaster (established in 2000/01) develops and manufactures sample and sales materials and value-creating solutions in the form of effective and attractive sales tools. Despite a stable revenue in the business unit in 2010/11, the contribution to the consolidated profit increased. The business unit is expected to be able to generate growth in both revenue and profit in 2011/12. Gabriel Ejendomme A/S Gabriel Business Park (formed in 2011), which comprises the group s property complex in the centre of Aalborg, develops and rents out office premises to internal and external tenants. Gabriel A/S was awarded the prize by the Committee on prize awards for buildings in Aalborg for its respectful renovation of the old factory buildings, which underpins Aalborg s transformation from industrial city to knowledge city. InnovationMaster (established in 2006/07) continued its work in 2010/11 on development projects which hold a considerable, although uncertain, earnings potential. The projects concentrate on developing technical textiles and related products which are expected to be used mainly within Gabriel s existing value chain. At the beginning of the 2011/12 financial year, one of Innovation- Master s projects is about to be transferred to Gabriel Innovation A/S. Gabriel Innovation A/S was formed in 2008 with the object of continuing innovation projects from Innovation Master as independently sustainable business units. In addition to the product-oriented innovation processes, Innovation Master was the originator of considerable innovation within internal processes which was implemented in 2010/11 to support Gabriel s total competitiveness. DesignMaster (established in 2006/07) carries out regular design-based development and consultancy activities which take our customers and end users requests, requirements and behaviour as their starting point. The background is fundamental market knowledge and targetet research based on a time-to-market of 3-18 months. The projects are carried out in Gabriel s existing value chain with the aim of realising and communicating the potential contained in the application of upholstery textiles and techniques and related products. Activities are initiated and carried out regularly in which core competences such as textile construction and finishing, upholstery design and technology are applied. The colour range for Pixel 2 has been updated with great new colours. 07

8 Design and manufacturing of complete furniture components are also part of the solutions offered to customers. On the basis of the theme Applied furniture fabrics and through targeted communication of Gabriel s innovation and development strategy, close relationships have been established with selected furniture manufacturers designers, development teams and decision makers. At the beginning of the 2011/12 financial year, DesignMaster had tasks in progress which were initiated internally as well as external tasks for several of Gabriel s Key Accounts. KAM-Master (established in 2006/07) coordinates the partnership between the individual Key Account s organisation and Gabriel s business units for the purpose of creating maximum value in the long term for each Key Account and KAM-Master. Gabriel s Key Account Managers were organised in 2010/11 as six independent business units, each managing and controling activities for selected customers in their area. LogisticsMaster (established in 2006/07) handles stock control and the flow of goods in the entire value chain from raw product through textile to the completed piece of furniture as the key support function in logistics, one of Gabriel s core processes. The purpose of the core process logistics is to ensure a high level of delivery performance to all of Gabriel s customers. Logistics underwent several changes in 2010/11 including the implementation of a new IT platform to ensure the present and future high standard. At the beginning of the financial year, the reliability of delivery was below the usual Gabriel standard because the change of ERP system required changes to central processes which could not be finally tested prior to go-live. During the last nine months of the financial year, the reliability of delivery was reestablished at the maximum level, and it is now stable at over 98% relative to the delivery date requested by the customer. TransportMaster (established in 2009/10) is responsible for transport services and for continuously ensuring optimal freight conditions for all of Gabriel s business units and customers. IT-Master (established in 2006/07) ensures that all operating systems are running and support Gabriel s strategic development. FinanceMaster (established in 2006/07) is responsible for financial control and regular financial reporting. FinanceMaster participates actively in visualising the value-creation in the entire group, and is responsible for the company s financial and risk management. MarketingMaster (established in 2006/07) is a full-service advertising agency offering services to Gabriel s other business units and customers. QEP-Master, Quality, Environment and Production, (established in 2006/07) supports Gabriel s business development by optimising quality and environmental matters in connection with products, services and processes. QEP will assume responsibility for Luna 2 upholstering on Aline from Inclass, Spain. 08

9 One stop Gabriel innovation in the value chain Design/ development Raw material Yarn Greige piece Dyeing Finishing Cutting Sewing Concept Upholsterymaterial Upholstering Installation Gabriel Contract Key Accounts Distributors Piece good/small quantities Cut out fabric/sewn upholstery Fabric installed on components Furniture component Finished piece of furniture Gabriel Home Other Accounts Furniture users the quality of all products and services sold, and it supports its customers with respect to quality and environmental matters in the supply chain. QEP offers competences within quality and environmental management, product labelling, working environment and production. Technology and plant (established in 2006/07) handles services within repair and maintenance of textile machinery, including all forms of blacksmith, mechanical and electrical work as well as repair and maintenance of buildings. This service is offered to all Gabriel s business units and partners. Management systems Gabriel has been DS/ISO 9001 and EMAS/ISO certified since 1991 and 1996 respectively. Gabriel s Chinese subsidiary Gabriel Tianjin International Trading Co. Ltd was DS/ISO 9001 and ISO certified in In addition to the chosen corporate model, Balanced Score Card, which was implemented in 2002, the following initiatives are significant and described in further detail on Gabriel s website: Key products EU environmentally labelled from Development Blue Ocean Strategy from Innovation Cup participant in 2006, 2007, 2009, 2010 and All of Gabriel divided into independent Master units from 2006/07. First business in Denmark with C2C certification from November Value chain Gabriel s value chain covers all steps from concept to furniture user. were realised in 2010/11, which does not meet the company s target of launching eight newly developed products in the 2010/11 financial year. Staff development Gabriel must be able to attract and retain staff with the right skills and knowledge required to create innovation and growth as an international company. Gabriel gives priority to everyone using, developing and sharing knowledge and skills. All staff members are informed regularly of Gabriel s vision, strategy, goals and activity plans as well as on their work situation in connection with appraisal interviews and department meetings. This ensures that all staff members are working towards clear goals and with clear responsibilities, and that their professional and personal development is stimulated. The HR process received additional attention in the 2010/11 financial year with the establishment of the business unit HR-Master. HR- Master will contribute to an improved bottom line and to creating Share of new products of revenue and number of released products Share of revenue in % Number of released products Innovation Under Gabriel s Blue Ocean strategy, new products and services should contain exceptionally functional or emotional utility value for the user. Close interaction within Gabriel s network of customers, users, suppliers, consultants and competent employees ensures evaluation of new ideas and possibilities Our goal is to ensure that at least 30% of revenue derives from products and services launched less than five years ago. In 2010/11, these products and services amounted to 31%. 0 Realised 06/07 Realised 07/08 Realised 08/09 Realised 09/10 Realised 10/11 The number of released products serves as early warners. Six 09

10 The chairs in Aalborg Congress and Culture Centre are upholstered with Gabriel s Chess Royal and Chess Royal Prik designs. a company consisting of employees who have a global mindset and can navigate in an increasingly changeable everyday life. HR-Master has assisted in recruiting ten new staff members for both existing and new positions. Staff members with a high level of expertise in terms of education and experience are continuously recruited. Gabriel is happy to employ new graduates who contribute to forming the Gabriel of the future with new ideas and views. Employee branding was also put on the agenda when Gabriel participated for the first time in the nationwide annual career exhibition for new graduates. The large number of visitors confirmed Gabriel s position as an attractive potential workplace. Employee satisfaction Gabriel makes an effort to be an attractive workplace for all employees. Employee satisfaction measurements were therefore re-introduced in 2011 for both Danish and foreign employees. The average satisfaction measured on a scale from 1-5 was 4. Board members elected by the employees Under the Executive Order on the election of members by the employees to the boards of directors in public limited companies, employee board members and alternates are elected to the board every four years. Currently, two employee board members and two alternates are elected. Services provided by Gabriel must correspond accurately to customer needs and expectations. The company s production and distribution proceeds with due respect for a continuing reduction in resource consumption and emissions which might impact upon the environment. Gabriel s position as a quality and environmentally conscious company is evidenced by its certification under ISO 9001, ISO and the EMAS Eco-Management and Audit Scheme. It must be easy for Gabriel s customers to choose environmentally friendly and healthy products, and the company uses product labelling, i.e. the Flower environmental label and the Oeko-Tex health label. The labelling scheme was chosen in view of consumers trust in these schemes, and the latter s recognition rate is increasing. Søren Lyngsgaard, one of the founders of Cradle to Cradle (C2C) in Denmark, noted in a press release that Gabriel breaks the sound barrier by leading the way as a benchmark textile company. The statement was made when Gabriel obtained C2C certification of the company s woolen furniture fabric Gaja, which is being launched in a special C2C range of 35 colours. Please see for further information on environmental matters and CSR. Corporate Social Responsibility CSR work is a natural part of the group s work. To Gabriel, CSR means that the company takes responsibility for creating value which contributes, directly or indirectly, to a positive development in society. The company endorses the principles specified in the UN Global Compact. 10

11 Objectives for quality and the environment Services provided by Gabriel must correspond accurately to customer needs and expectations. The company s production and distribution will proceed with due respect for a continuing reduction in resource consumption and emissions which might impact upon the environment. Gabriel will have a position as a quality and environmentally conscious company, which is evidenced by its certification under ISO 9001, ISO and the EMAS scheme. Gabriel A/S is licensed to use the EU Ecolabel, which guarantees the safety of employees during the production process, users of the fabrics, and the environment. environmental action programme must include energy considerations and ensure ongoing improvements in energy consumption. The company s general objectives are documented in a business plan prepared once a year for the period 1/10 to 30/9. The business plan covers measurable environmental goals. These goals, together with responsibility and competence, must be known by all employees. Cleaner technology and environmental improvements are introduced on an ongoing basis in the supply chains with due consideration of the technical and financial consequences, and pollution must be prevented. Gabriel conducts an open and close dialogue on environmental requirements with the authorities. The company has a duty to respect relevant legislation and relevant statutory requirements in the area of the environment as well as other provisions to which the company has committed itself. Gabriel prepares an environmental report at the end of the financial year. The report includes information on significant environmental impacts and objectives. The environmental report is available to the public and distributed to all the company s employees. Those of the company s employees in contact with customers are able to provide accurate information on Gabriel s environmental objectives and policies. Guidance must be provided to customers and users on significant environmental aspects of the use, re-use and disposal of the company s products. The company s subcontractors must be selected on their ability to comply with environmental requirements and their willingness to enter into an open and close partnership to achieve optimal solutions. Contractors working at Gabriel s Aalborg site must comply with the same environmental requirements applying to Gabriel. The environmental management system The environmental management system is an integral part of Gabriel s total management system, which covers the company s management, core and support processes. Environmental policy The environmental management system covers all functions at Gabriel, including the Aalborg site and all products and services supplied by the company. Energy consumption has an important impact on the environment, and energy management is an integral part of Gabriel s environmental management. Energy management covers supply systems with significant energy consumption. Environmental goals and the The relationships between the individual processes are specified. This applies to responsibility, input and output, and performance of the various activities. The environmental management system applies to environmental factors in the entire supply chain. Gabriel s management system is audited by Gabriel and Dansk Standard. The audits include an evaluation of whether the system is functioning in practice and complying with the requirements specified for it. 11

12 Perfect biological cycle Environmental Report 2010/11 Management s environmental report The environmental work in 2010/11 yielded positive results in important aspects. It is necessary, however, to continue parts of the environmental action programmes in 2011/12. The following describes the implementation of the environmental action programme for the year and the results relating to the environmental goals. Measurable Improvement goals in Aalborg: Reduction of the current quantity of waste by at least 20% from 22.0 tons to 17.6 tons. The goal was reached, as the quantity of waste was reduced to 16.4 tons, a reduction of 25%. Measurable improvement goals at the dye works Scandye: Expansion and marketing of product range with Cradle to Cradle certified products: The main product Gaja is now C2C marketed in a new big range of 35 colours. Comprehensive marketing material has been prepared, and Gabriel presented the product as one of the main novelties at the international furniture exhibition in Stockholm in February Gaining C2C certification of a polyester product: Subprogramme not completed and will be a part of the 2011/12 environmental action proramme. Preparing guidelines on how to use products to extend their useful lives: A survey of the need for information was conducted among selected customers and users. Guidelines are made available on Gabriel s website. Reduction of current water consumption by at least 3.6%, from 171 litres/kg to 165 litres/kg. Water consumption was 158 litres/kg, and the goal was thus reached. The reduction was reached by acquiring new dyeing technology with low water consumption which is suitable for making small product lines to order. Maintenance of current gas consumption at the current level of 1.11 m 3 natural gas/kg. Consumption was 1.03 m 3 natural gas/kg, and the goal was thus reached. The reduction was reached through new finishing methods, few re-finishing jobs and a positive effect from increased production quantities. r wool fabric Reduction of current electricity consumption by at least 1.9%, from 1.58 kwh/kg to 1.5 kwh/kg. Consumption was 1.34 kwh/kg, and the goal was thus reached. The reduction was reached through a new finishing method and increasing production quantities. Improvement projects - products: Performing LCA on selected main products based on the latest environmental data: Subprogramme not completed and part of the 2011/12 environmental action proramme. The first European Cradle to Cradle CM Certified Silver wool fabric 100% Pure New Wool from New Zealand Compostable and recyclable EU Ecolabel and Oeko-Tex Meet the 4 members of the Gaja Family. Scan the code & watch the film. Gaja C2C indd 2 15/02/ Meet the 4 members of the Gaja Family. Scan the code & watch the film. For more on Gaja C2C, see Improvement projects - manufacturing processes: An investigation of options including for the reduction of water consumption in the supply chains: An assessment of new dyeing technologies was made at the visit to the international ITMA show for textile machinery. The dyeworks Scandye has performed tests and introduced new dyeing technology which has proved suitable for dyeing of apparel made for customers other than Gabriel. The technology of the most recent generation of dyeing machinery which is being used continues to be optimal for Gabriel s furniture fabrics in terms of quality and the environment. Further water saving will be achieved by continuously phasing out the oldest and biggest dyeing machines in favour of the new technology. In addition, Scandye invests in dyeing machines which are optimal for small product lines made to order, which effectively reduces water consumption. 15/02/

13 Gabriel Business Park Development of and training in the use of contingency plans and communicating information to other owners in Gabriel Business Park: The contingency plan has been updated and Gabriel s employees have been trained in how to use it. Other tenants have been informed of the contents of the contingency plan and encouraged to train their employees in its use. Reduction of energy requirements for cooling of server room: Gabriel has now outsourced all operation of IT servers. Tenants who have servers placed in the Business Park want to be in charge themselves of purchasing servers and cooling systems. Development of allocation keys for environmental impacts between the tenants in Gabriel Business Park: At the end of the financial year, Gabriel s employees made up 55% of the total number of users of the property. The consumption of electricity, heating and water concerning Gabriel s activities is therefore considerably lower than the figures stated in this report. Determining principles and methods which can relate these environmental impacts more accurately to the individual tenants is therefore part of the environmental action programme for 2011/12: Gabriel continues to receive new tenants, and Gabriel employees now make up less than 40%. In addition, Gabriel s employees and the tenants share communal facilities to a great extent. The EMAS report will therefore continue to provide information on the total impacts from the entire Business Park, although the individual tenants are responsible for their own environmental impacts. In consultation with the tenants, measuring has been established of particularly large impacts and of installations structured in a way enabling direct allocation of the consumption to the rooms used by the tenant. Examining the possibilities of updating and reusing samples which have been sent out on the market: There was no interest in this solution, and we will therefore concentrate our efforts on ensuring that sample material is targeted at the right target audiences and on making other marketing material available on our website and in other media rather than as hard copies. Gabriel s employees and tenants share communal facilities to a large extent 13

14 Criteria for determination of significant environmental impacts: Following Gabriel s environmental policy, significant environmental impacts are determined on the basis of inter alia the following criteria for direct and indirect environmental impacts: - Energy consumption and energy production. - Quantities of waste water and their content of substances with an environmental impact. - Chemicals and dyes. - The total quantity of waste. - Information on safety data sheets. - Statutory limit values. - Requirements under the EU Flower Ecolabel. - Requirements under the Oeko-Tex health label. - Requirements to environmental Cradle to Cradle certification. - New information from institutes, authorities and others with extensive expertise in the area of the environment. The importance of environmental impacts is expressed by setting up key figures which show the impact relative to production. The goal is to minimise the relative environmental impact. Assessment of environmental impacts at the Aalborg site. The total energy consumption was at the same level as last year with an 11% reduction in district heating consumption and a 7% increase in electricity consumption. The increase in electricity consumption was due to an increased number of workplaces in the Business Park. Oil contamination at an old oil tank was found in November 2010 when carrying out earthworks. The oil tank was last used in 1998 when it was emptied and cleaned. Gabriel immediately informed the City of Aalborg of the contamination and an investigation was subsequently carried out to establish the extent of the contamination. The case is now closed and the soil around the tank has been sent away for treatment. In addition, the tank has been filled with sand and the required registrations have been made with the City of Aalborg. Environmental matters are evaluated in visits to subcontractors, and Gabriel requires its producers to comply with all local statutory requirements. Subcontractors are also evaluated in relation to Gabriel s environmental requirements, and action plans are carried out together with subcontractors to ensure that their environmental impacts are constantly being reduced. The environmental audits made at selected subcontractors' premises include mapping of environmental parameters and environmental management, and an assessment of compliance with ISO requirements. The criteria for labelling with the EU Ecolabel are also used. Significant indirect environmental impacts at subcontractors premises include: - Energy consumption and waste water in scouring and dyeing. - Chemicals consumption. - Energy consumption. - Raw materials, primarily New Zealand wool. - Waste from production. - Waste water. - Transport of raw materials and finished goods. Consumption of raw materials is primarily New Zealand wool and polyester for production of furniture fabrics. Gabriel uses New Zealand wool The requirements regarding noise specified by the City of Aalborg were complied with. The terms are given in notes on page 19. The environmental data are given on page 18. Assessment of indirect environmental impacts Indirect environmental impacts at subcontractors premises are determined on the basis of the same criteria of significance which apply to Gabriel s activities in Aalborg. The environmental performance of Gabriel s products ensures that there is no impact on the environment from either processing or many years of use by the consumer. The products can be handled after their useful lives as ordinary non-hazardous waste or recycled, as they contain no hazardous substances such as heavy metals. Gabriel makes audits and other follow-ups on suppliers to identify the indirect environmental impacts. We have, for example, carried out a follow-up on the dye works Scandye, and Gabriel China carries out similar follow-ups on Chinese partners. 14

15 The working environment Gabriel wants to provide a good working environment for all employees with emphasis on health, safety and job satisfaction. This wish and legislation on health and safety at work form the basis for developing the working environment. Employee participation Delegation of responsibility and a process-oriented work procedure ensure the individual employee an influence on his or her own work situation at Gabriel. Employees are involved in the environmental management under Gabriel s environmental management system, and they participate in the handling of environmental aspects on the basis of the individual s area of responsibility. Environmental approvals Gabriel no longer needs special environmental permits to emit waste water etc. because there is no longer any production in Aalborg. The Silent Solution modules provide good acoustics and a good working environment. 15

16 Environmental action programme Measurable improvement goals for Gabriel Aalborg: Collection of minimum 3.0 tons of waste from polyester goods and implementation of test production where waste is used in new polyester yarns. Identification of possible improvements in the settings of heating systems which will result in a reduction in the heating requirement of minimum 17.0 MWh, corresonding to 5% of the current heating consumption. Measurable maintenance of existing goals and improvement goals at the dye works ScanDye: Maintenance or improvement of the current water consumption of 158 litres/kg. Maintenance or improvement of the current gas consumption of 1.03 m3/kg. Maintenance or improvement of the current electricity consumption of 1.43 kwh/kg. Accounting policies This environmental report was prepared in compliance with the requirements of the EMAS regulation. The report covers the period 1 October 2010 to 30 September 2011, and the figures were stated on the usual accruals basis in accordance with the company s activities. The environmental report includes both absolute quantities and key figures. Information in the report is based on data from ongoing internal and external readings and reports under the environmental management system. The deadline for completion of the next environmental report for Improvement projects: Performing test production with recirculation of the new product ZenXit. Performance of prouction tests with recirculated polyester and identification of impacts on quality and the environment. Examination of the possibilities of collecting waste from our customers cuttings from furniture fabrics and recycling of this material. Environmental consultancy to external customers. Conducting Cradle to Cradle training programme. Responsibility for implementation of the various activities in the environmental action programme has been assigned, and the activities will be carried out by 30 September Installation of new dyeing machines at the dye works Scandye Gabriel s Quality and Environment department regularly follows up on implementation of the activities in the environmental action programme. Further information Please contact Gabriel if further details on the company s environmental issues are required. Aalborg, 21 December 2011 Anders Hedegaard Petersen CEO Kurt Nedergaard Business Manager Quality, Environment and Production 16

17 Environmental auditor s certificate DS Certificate No DS Certificering A/S, with EMAS environmental verifier registration number 6003 accredited for the scope (NACE Code): Manufacture of furnishing fabrics declares to have verified whether Gabriel A/S as indicated in the environmental statement of the organization Gabriel A/S Hjulmagervej 55 DK-9100 Aalborg with registration number DK meet all requirements of Regulation (EC) No 1221/2009 of the European Parliament and of the Council of 25 November 2009 on the voluntary participation by organisations in a community eco-management and audit scheme (EMAS). Reference to the environmental statement: The environmental statement 2010/2011, dated , written in Danish DS Certificering A/S has verified this statement written in Danish and does not vouch for translations of the environmental statement into other languages Reference to the environmental management system: Environmental Management Manual for Gabriel A/S, edition dated By signing this declaration, I declare that: - the verification and validation has been carried out in full compliance with the requirements of Regulation (EC) No 1221/2009, - the outcome of the verification and validation confirms that there is no evidence of non-compliance with applicable legal requirements relating to the environment, - the data and information of the environmental statement of the organisation reflect a reliable, credible and correct image of all the organisations activities, within the scope mentioned in the environmental statement. This document is not equivalent to EMAS registration. EMAS registration can only be granted by a Competent Body under Regulation (EC) No. 1221/2009. This document shall not be used as a stand-alone piece of public communication. Issued at Charlottenlund on Management representative 17

18 Environmental data Aalborg Key indicators and environmental data 2010/ /10 (historical data see notes) Actual Actual Energy District heating (m 3 ) 31,655 35,587 District heating (KWh) 341, ,340 District heating (MWh) Calculated CO 2 emission (tons) Calculated SO 2 emission (tons) 6 7 Electricity (KWh) 435, ,800 Electricity (MWh) Calculated CO 2 emission (tons) Calculated SO 2 emission (tons) Total energy (MWh) Total calculated CO 2 emission (tons) Total calculated SO 2 emission (tons) Waste water Waste water (m 3 ) Waste Industrial waste (tons) Cardboard for recycling (tons) Plastic for recycling (tons) Hazardous waste (tons) Consumption of raw materials Key indicators and environmental data 2010/ / / / /07 Actual Actual Actual Actual Actual Yarn (tons): Polyester goods (kg) Environmental data ScanDye Key indicators and environmental data 2010/ / / / /07 Actual Actual Actual Actual Actual Natural gas (m 3 ) 1,455,032 1,238, , ,164 37,484 Calculated CO 2 emission (tons) Calculated CO 2 emission (kg/kg) Natural gas (m 3 /kg) Electricity (KWh) 2,037,054 1,769,108 1,292,385 1,247, ,181 Electricity (MWh) Calculated CO 2 emission (tons) Calculated SO 2 emission (tons) Kg CO 2 /kg Kg SO 2 /kg Electricity (KWh/kg) Waste water (m 3 ) 223, , , ,868 63,137 (l/kg)

19 Notes Historical data In contrast to data from 2008/09 and earlier, environmental data are no longer affected by production in Aalborg. These historical data were therefore not included, but they can be found in previous reports. In May 2009, production was completely outsourced to the dye works ScanDye, which meant significant environmental indicators and impacts from ScanDye. The relative environmental impacts in particular are relevant in relation to Gabriel s production because total consumption also includes production for customers other than Gabriel. Historical consumptions of the most important raw materials have been provided for the last five years as this consumption is not affected by the place of production. Key indicators Gabriel s environmental data include key indicators (the letter A in accordance with EMAS III) such as energy efficiency, material efficiency, water, waste and emissions, which express the total annual input/impacts in the various areas. The letter B which expresses total output, and the letter R which expresses the ratio A/B, which is also indicated under environmental data. Energy A cooling of 35 degrees C was used for conversion of m 3 of district heating to KWh. Calculation factors provided by Energicenter Aalborg were used for calculation of CO 2 and SO 2 emissions. Because of uncertainty with respect to emissions in Lithuania concerning electricity, Danish key figures were used. An attempt will be made to provide Lithuanian data in future reports. Emissions of NOx and CH 4 (methane) were not included as the quantity emitted is considered insignificant. Consumption of district heating was primarily waste heat from production of electricity. A varying part of the electricity consumption was renewable energy from wind turbines and hydroelectric power. The Danish Energy Agency s standard factors of 17 January 2011 for calorific value and CO 2 emissions were used concerning natural gas emissions. Waste water Waste water emissions equal the purchased quantity of public potable water. Consumption of raw materials The stated consumption of raw materials includes waste during production, which was approx. 5%. The stated consumption of raw materials is Gabriel s total consumption. Waste Waste recorded does not include construction and metallic waste from renovation of buildings and machinery. Benchmarking It has not been possible at this time to obtain relevant benchmarking data. 19

20 Requirements concerning noise The Danish Environmental Protection Agency s Guideline No 5/1984, External noise from enterprises, specifies the following requirements regarding noise: The noise generated by the enterprise measured outdoors expressed as the equivalent corrected noise level in db(a) may not exceed the values specified below at any time in the designated areas. Day: Times: H1 H1 Allotments B1 R1 Kærby Kærby K.P.till.2.33 Kærby Frydendal Light industry Residential prop. Monday-Friday Saturday Saturday Sundays and holidays Evening: Times: All days Night: Times: Monday-Friday Saturday, Sunday and holidays Max. noise level at night: The limit values stated for the noise contribution were determined on the precondition that they must be observed within the following periods: During the day from ( Monday-Friday) the limit values must be observed within the eight-hour period with the highest noise level. In the evening from the limit values must be observed within the hour with the highest noise level. During the night from ( Monday-Friday) the limit values must be observed within the half hour with the highest noise level. 20

21 Elegant Leaf pattern A wide palette of 18 soft, bright and classic colours 92% New Zealand wool EU Ecolabel and Oeko-Tex Gabriel Holding A/S Hjulmagervej 55 DK-9000 Aalborg Tlf.: Fax: mail@gabriel.dk