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  • NACHHALTIGKEITSBERICHT 2014 - Sitemap
    Geschäftspraktiken Nachhaltige Ressourcen und Produkte Nachhaltige Lieferketten Soziale Aspekte der Produktion Ökologische Aspekte der Produktion Bildungsprojekte im Ursprung Kunden Produkte Strategie Steuerung Kundenorientierung Kundenservice Kundendialog Qualität und Sicherheit Förderung nachaltigen Konsums Nachhaltige Sortimente Produkte Nachhaltigkkeitskommunikation Operativer Umweltschutz Strategie Steuerung Klimaschutz Logistik Standorte Filialen Mobilität Wertschöpfungsketten Ressourceneffizienz Papier Verpackung Abfall Mitarbeiter bei Tchibo Strategie Steuerung Unternehmenskultur Werte Talentmanagement Betriebliches Gesundheitsmanagement Beruf Leben Vergütungen Sozialleistungen Tchibo Extras Daten Fakten Kennzahlen GRI Index UN Global Compact Deutscher Nachhaltigkeitskodex Commitments Mitgliedschaften Auszeichnungen Rankings Prüfbescheinigung Home Sitemap Sitemap Nachhaltigkeits Management Über diesen Bericht Vorwort Dr Markus Conrad Anspruch Strategie Steuerung Anspruch Strategie Corporate Governance Steuerung Fortschritte 2014 Ziele 2015 Meilensteine Tchibo International Fortschritte Wertschöpfungskette Kaffee Strategie Steuerung Nachhaltige Entwicklung des Kaffeesektors Qualifizierungsprogramm Tchibo Joint Forces Einkauf nachhaltiger Rohkaffeequalitäten Kooperation zur Förderung nachhaltiger Anbauweisen Umwelt Klima Bildungsprojekte im Ursprung Wertschöpfungskette Gebrauchsartikel Strategie Steuerung Verantwortungsvolle Geschäftspraktiken Nachhaltige Ressourcen und Produkte Nachhaltige Lieferketten Soziale Aspekte der Produktion Ökologische Aspekte der Produktion Bildungsprojekte im Ursprung Kunden Produkte Strategie Steuerung Kundenorientierung Kundenservice Kundendialog Qualität und Sicherheit Förderung nachaltigen Konsums Nachhaltige Sortimente Produkte Nachhaltigkkeitskommunikation Operativer Umweltschutz Strategie Steuerung Klimaschutz Logistik Standorte Filialen Mobilität Wertschöpfungsketten Ressourceneffizienz Papier Verpackung Abfall Mitarbeiter bei Tchibo Strategie Steuerung Unternehmenskultur Werte Talentmanagement Betriebliches Gesundheitsmanagement Beruf Leben Vergütungen

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  • NACHHALTIGKEITSBERICHT 2014 - Home
    Papier Verpackung Abfall Mitarbeiter bei Tchibo Strategie Steuerung Unternehmenskultur Werte Talentmanagement Betriebliches Gesundheitsmanagement Beruf Leben Vergütungen Sozialleistungen Tchibo Extras Daten Fakten Kennzahlen GRI Index UN Global Compact Deutscher Nachhaltigkeitskodex Commitments Mitgliedschaften Auszeichnungen Rankings Prüfbescheinigung Home Gemeinsam Bedingungen verbessern Wir engagieren uns nicht nur für Qualität und Vielfalt unserer Gebrauchsartikel sondern auch für die dauerhafte Verbesserung von Arbeitsbedingungen in den Produktionsstätten Mehr zum Thema Beste Tchibo Kaffees Wir legen nicht nur

    Original URL path: http://www.tchibo-nachhaltigkeit.de/. (2016-04-24)
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  • SUSTAINABILITY REPORT 2014 - About this report
    of reporting and data collection All of the infor mation in this report refers to the sustain ability related activ ities of Tchibo GmbH its subsidiaries and sites in Germany Our inter na tional business units are included here provided they use centrally controlled processes G4 17 This fourth completely revised Tchibo Sustain ability Report is about the devel op ments in 2014 1 January to 31 December 2014 We have also taken into account signif icant events and services up to the editorial deadline in July 2015 to ensure that the infor mation is up to date Since the publi cation of the first Tchibo Sustain ability Report in 2008 we have reported on an annual basis every two years in the form of a condensed update First time appli cation of GRI G4 reporting standards Since 2008 our sustain ability reporting has used the guide lines of the Global Reporting Initiative GRI as an inter na tionally recog nised basis for compa ra bility and trans parency In this Sustain ability Report 2014 we use for the first time the GRI G4 guide lines which will become binding from 2016 The materi ality of the reported content played a key role in the revision of the standards In this report we are therefore focusing more on our material topics and key indicators than in previous years this selection is based on an analysis of the G4 require ments that we conducted in 2014 The report therefore corre sponds to the G4 Core Level We also report other indicators that are related to Tchibo s focuses in its sustain ability activ ities Control Since 2012 we have also taken into account the GRI sector supplement for the food industry which is being piloted and the industry specific supple mentary

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  • SUSTAINABILITY REPORT 2014 - Statement Dr Markus Conrad
    2009 we have subscribed to the principles of the Global Compact of the United Nations a voluntary alliance of companies and organ i sa tions that advocate human rights fair working condi tions and environ mental protection around the globe Beyond this we partic ipate in other voluntary alliances such as the Bangladesh Accord which we co developed in 2012 and the Alliance for Sustainable Textiles in 2015 with which Germany has assumed a pioneering role inter na tionally Devel oping and enforcing inter na tional social and environ mental standards requires the involvement of many stake holders govern ments that provide the necessary regulatory framework scien tists who contribute their expertise as well as civic society groups and trade unions that advance the issues and put them on the public agenda Consumers also play a key role with their purchasing decisions they determine the value of social respon si bility on a daily basis 2014 gives us reason for optimism The year was strongly influ enced by this sense of shared respon si bility govern ments in key buyer countries for consumer goods estab lished new rules for globally connected supply chains The UN principles for business and human rights have started being trans ferred into national action plans The industry is called on to partic ipate Sustain ability Balance Sheet 2014 In the past year we made important progress on this path Our long term partner ships with producers suppliers and other stake holders is an important success factor in this endeavour In 2014 we increased the share of sustainable green coffee i e validated or certified by standards organ i sa tions to around 35 we expect this to increase to 40 for 2015 Tchibo doesn t just rely on certi fi ca tions and standards as

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  • SUSTAINABILITY REPORT 2014 - Ambition, strategy, management
    Promoting sustainable consumption Sustainable Product Ranges Sustainability communications Environmental protection in our operations Strategy management Climate Protection Logistics Tchibo sites shops Mobility Value Chains Resource Efficiency Paper from Pulp Packaging Waste Employees at Tchibo Strategy management Corporate culture values Talent management Occupational health management Work Life Balance Remuneration employee benefits Tchibo extras Facts Figures Indicators GRI Index UN Global Compact German Sustainability Code Commitments Cooperations Awards Assurance statement Home Sustainability Management Ambition strategy management Safeguarding the future with a tried and tested mission statement Tchibo a family owned business founded in 1949 models itself on the ideal of the honourable merchant We think long term and see it as our obligation as a business to take respon si bility for our actions That is why on our way to becoming a 100 sustainable business we consider the impact on people and the environment in all our key processes thereby safeguarding our business success long term We focus on areas where we can make a difference through direct influence We are convinced that our business success should not come at the expense of people and the environment The Tchibo brand should be synonymous sustain ability and be perceived as such by

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  • SUSTAINABILITY REPORT 2014 - Ambition & strategy
    fire safety living wages and freedom to form trade unions Although our consumer goods procurement policy can go a long way to ensuring that our own suppliers recognise and comply with social and environ mental standards this does not eliminate struc tural and political short comings Around the world the reali sation is growing that in these cases success can only be achieved with a joint effort by all relevant stake holders from government business nongovern mental organ i sa tions and trade unions Tchibo supports efforts to implement the UN Guiding Principles on Business and Human Rights through action plans and the like and partic i pates in cross sector alliances These include the Accord on Fire and Building Safety in Bangladesh and the Alliance for Sustainable Textiles in Germany Voluntary commitment by companies also plays an important role for example to the DETOX standard developed by the environ mental organ i sation Green peace Accord on Fire and Building Safety in Bangladesh An important alliance for our efforts in the textile supply chain is the Accord on Fire and Building Safety in Bangladesh We were one of the Accord s first two signa tories in 2012 Since then we have worked with other inter na tional trading companies producers the government with trade unions and NGOs on the assertion of stringent fire and building safety standards for the textile industry in Bangladesh Social aspects of production Alliance for Sustainable Textiles The Alliance for Sustainable Textiles now repre sents more than 50 of the textiles industry in Germany Like other major market partic i pants Tchibo joined the Alliance in June 2015 The partners are currently drafting a joint action plan to promote the imple men tation of environ mental and social standards at all stages of the textiles supply chain For many companies such an action plan will mean signif icant changes to their own processes staff and infor mation resources need to be estab lished existing approaches in sustainable supply chain management strengthened and expanded to other protag o nists in the upstream stages of the supply chain in conjunction with the suppliers Here at Tchibo we are well prepared for this with our sustain ability concept already integrated into the consumer goods supply chain and our practical experience Social aspects of production DETOX The aim of the Green peace DETOX standard is to eliminate the use of undesirable chemicals in all processes of textile production by 2020 In 2014 Tchibo signed the DETOX Commitment which many inter na tional commercial and indus trial companies joined before and since The imple men tation of the exacting standards by 2020 presents partic i pants with major challenges The two biggest are to create trans parency about the complex prelim inary stages of the supply chain and to develop alter na tives to unwanted chemicals at the various upstream stages Ecological aspects of production We are convinced that our future economic perfor mance is largely deter mined by whether

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  • SUSTAINABILITY REPORT 2014 - Corporate Governance
    instruc tions They also list the respon si bil ities of Group companies divisions depart ments and employees We regularly train our managers in the appli cation of our Code of Conduct Once a year the managers confirm in writing that they under stand and have complied with the rules of the Code of Conduct and have reported any viola tions that came to their attention With their signature they also assure that they have explained the Code of Conduct to their employees and that they monitor compliance with it Each new employee receives a copy of the CoC We inform our employees about new devel op ments via the intranet as well as directly through their super visors Compliance with the require ments is verified in internal audits by the maxingvest ag Corporate Audit department A whistle blowing hotline operated by an independent body also serves as an anonymous point of contact for employees suppliers and customers to report possible cases of misconduct If necessary infor mation is anony mously passed on to the ombudsman council for processing The ombudsman council is our internal inves ti gation committee consisting of various department heads from maxingvest ag Tchibo GmbH and Chairman of the Works Council There are other ways to report grievances via the works council the Human Resources department the Legal department the Direc torate of Corporate Respon si bility and the Group Audit department Beyond this Tchibo has been a member of the UN Global Compact since 2009 and has among other things committed to actively fight corruption We contin u ously conduct anti corruption training for employees in relevant depart ments such as Procurement and Sales and report on anti corruption measures in an annual progress report which is integrated into this Sustain ability Report UN Global Compact Risk management identi fying and minimising risks Our business is subject to various risks e g from currency fluctu a tions or environ mental incidents that can have an impact on commodity prices As part of our integrated risk management system we identify these risks and take preventive measures to limit their potential negative impact on our business objec tives We make a funda mental distinction here between company risks and supply chain risks Company risks When drawing up risk inven tories we take stock of all signif icant risks and categorise them into three clusters short term opera tional risks one off risks and strategic risks A further differ en ti ation then takes place within these categories Acute and serious risks are promptly reported to the management as soon as they arise so that we can quickly bring potential risks under control The latest infor mation about risk devel opment is fed into Tchibo s management and planning systems several times a year The internal audit department regularly reviews the effec tiveness of the risk management system and informs the management and Super visory Board about the risk situation in regular risk reports that determine the scope

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  • SUSTAINABILITY REPORT 2014 - Management
    sation The Director of Corporate Respon si bility reports to the Chairman CEO and with his staff supports the various depart ments in imple menting and further devel oping their sustain ability goals He checks whether depart ments have achieved their sub goals and reports the results once a year after consul tation with the depart ments to the Chairman of the Management Board CEO If necessary the targets for the following business year are adjusted and new targets are adopted In addition the Direc torate coordi nates company wide and department specific stake holder management The company s Data Protection Office is also organ i sa tionally affil iated with it giving it direct and mandate free access to senior management Corporate Gover nance Sustain ability management system for all products and main processes Stake holder involvement resolving struc tural challenges together Involving our stake holders within and outside the company involved is very important for us We get to know their various expec ta tions can pick up on sugges tions at an early stage and build and expand a trustful relationship with our stake holders The dialogue with our stake holders also often triggers innovation processes both within the company and on a societal level The Direc torate of Corporate Respon si bility deter mines the processes and formats of stake holder involvement in conjunction with repre sen ta tives from the depart ments and the Corporate Commu ni ca tions Direc torate This includes repre sen tation on committees and partic i pation in round tables alliances and initia tives such as the Accord on Fire and Building Safety in Bangladesh and the Alliance for Sustainable Textiles Here we join other trading companies producers govern ments NGOs and trade unions to work on struc tural questions concerning the integration of environ mental and social standards questions that affect our value chain and can only be answered jointly In conjunction with the various protag o nists we work to improve condi tions in our procurement markets while further devel oping our integrated management system An overview of key organ i sa tions initia tives member ships etc can be found here Facts Figures Systematic review and analysis of relevant issues Since 2006 we have been driving forward our sustain ability management in a compre hensive systematic and integrated way We defined the material issues and strategic prior ities based on our own knowledge In 2012 we supple mented this with a compre hensive materi ality survey among our stake holders Our stake holders confirmed the relevance of the action areas we deter mined in 2006 They agree that the greatest social environ mental and economic challenges lie in the Consumer Goods and Coffee supply chains The most important issues include the socially respon sible and resource conserving production of consumer goods and improving the economic and social situation of the mainly small holder coffee producers Materi ality process 2012 13 Basis for integration and reporting In the

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