DEVELOPMENT REPORTThe group's five business entities - Berner, BTI, Caramba, Ambratec and Kent -...
Transcript of DEVELOPMENT REPORTThe group's five business entities - Berner, BTI, Caramba, Ambratec and Kent -...
SUSTAINABLED E V E LO P M E NT
R E P O R T
2017-2018 EDITION
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BERNER | CONTENTS
Editorial
Key figures
Environmental approach
Social approach
Committed corporate approach
Summary of indicators
Correlation table with article 225 of the French Grenelle II law
CONTENTS
p. 5
p. 7
p. 15
p. 29
p. 33
p. 38
p. 3
What has happened this year?
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Corporate social responsibility i(CSR) is now an essential and indispensable fact for
companies and organisations. At Berner France, we have understood this since 2010, introducing actions and initiatives aimed at improving our impact on society and the environment.
It is also a concern dear to the Berner group and Christian Berner, the founder's son, member of the Management board. Throughout 2017 we celebrated sixty years of the Berner group. To mark this anniversary, sixty social, societal and environmental projects were carried out by the group's fifty-five subsidiaries. These projects, linked to our various trades, aimed to make a positive contribution to society, while involving the employees of the various subsidiaries.
In addition to standards and certifications, which give us our road maps, we act spontaneously to improve the satisfaction of our stakeholders
(customers, employees, suppliers, etc.) while taking into account the three pillars of sustainable development: economy, ecology and society. We are thus moving towards economically efficient, socially fair and ecologically sustainable development.
More than just an initiative, CSR is part of our identity. Every day, we strive to do better for our employees, society and the environment. In this 2017-2018 edition of the report, we present our CSR approach as well as all completed and future actions for Berner and Berner Industry Services.
EDITORIAL
Didier GoguelinManaging Director of Berner France
and Vice-President of the South Europe region.
Berner SARL – Berner Industry Services SAS
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BERNER | KEY FIGURES
BERNER GROUP
Founded in 1957 in Künzelsau, Germany, over the years the Berner group has become a major
international player in omni-channel sales of high-quality products and services to professionals in the construction, mobility and industrial maintenance sectors, as well as in the development, manufacture and marketing of specialised technical chemicals.
The group's five business entities - Berner, BTI, Caramba, Ambratec and Kent - have an overall turnover of about €1.042bn, up by +2.4% in the 2017-2018 financial year. A 100% family-owned company, Berner Group has 8500 employees worldwide, who ensure that their customers in more than 25 countries benefit from Berner's know-how and expertise on a daily basis.
FLERS
GERMANY
AUSTRIA
KÜNZELSAU
INGELFINGEN | DUISBURG
BAD KREUZNACH | BREMEN | DUISBURG MAINZ | NATTHEIM | WILLICH
BRAUNAU AM INN
GRÖDIG/GLANEGG
OBERHOFEN AM IRRSEE PÖGGSTALL | PRESSBAUM
BELGIUMLANAKEN
CROATIAZAGREB
CHINASHANGHAI
DENMARKNORRESUNDBY
ESPERGAERDE
MOUNT-SAINT-GUIBERT
SPAINGRANADA
HUNGARY BUDAPEST
FINLAND KUOPIO
GREAT BRITAINDUNFERMLINEBRIDGEWATER | DUNFERMLINE
ITALYVERONAMONCALIERI | TORINO
LATVIARIGA
FRANCESAlNT-JULIEN-DU-SAULTPARISPOISSY
MADRID
LITHUANIAVILNIUS
LUXEMBOURG
HOWALD
NORWAYVOYENENGA
POLANDKRAKOW
PORTUGALSAO DOMINGOS DE RANA
CZECH REPUBLICPRAGUEBLUCINA
ROMANIAARADBUCHAREST
NETHERLANDS
LANDGRAAFASSEN | BREDA
SWEDENNORSBORG
SLOVAKIADETNA
SWITZERLANDREINACH
TAIWANTAIPEH
TURKEYISTANBUL
LAUSANNE | REINACHBAAR
ALPHEN AAN DEN RIJN
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BERNER FRANCE(Berner SARL and Berner Industry Services SAS)
223.15million euros in turnover (financial year 01/04/2017-31/03/2018).
84.5 %satisfied customers (10 567 Berner clients replied to our satisfaction survey following their orders in 2017-2018).
1474employees at the end of December 2017.
46 000 m2 of warehousesA site in Saint-Julien-du-Sault (Yonne): headquarters of Berner SARL, support functions and logistics centre for both companies.
10 000 packages shipped every day.
Turnover by
businesssector
9 % Industry
39 % Mobility
52 % Construction
14.7 % of turnover on the Internetwww.berner.fr
ISO 9001 Quality
ISO 14001 Environment
ISO 50001 Energy
OHSAS 18001 Safety
Fourfoldcertification
523 490 uniquevisitors to both websites.
100 000CUSTOMERS
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OHSAS 18001 Health and Safety at work
Obtained in 2007, the OHSAS 18001 standard lays down the requirements for a management system for health and safety at work. We measure the following indicators:
Incidence rate.
Severity rate.
Label Lucie
The ISO 26000 standard gives the unifying structure for implementation of CSR. Label Lucie allows us to be recognised as a player committed to a CSR approach in the eyes of our stakeholders (customers, employees, suppliers, etc.) and according to a frame of reference based on the 26000 standard. Since January 2018, Berner SARL has been part of the Label Lucie network, with a view to preparing for certification.
ISO 9001 Quality
Obtained in 2003, the ISO 9001 standard lays down the requirements for a quality management system. It helps to improve efficiency and increase customer and stakeholder satisfaction. We measure the following indicators each year:
Turnover.
OTL (On Time Logistics).
Customer satisfaction.
BERNER | STANDARDS AND CERTIFICATIONS
STANDARDS AND CERTIFICATIONS
Berner France holds fourfold certification. Resulting from a continuous improvement
approach, these standards allow us to be attentive and to respond to the needs and expectations of stakeholders (customers, employees, suppliers,
etc.). The indicators help us with decision-making. They provide a common language and reference point, facilitating communication. They allow for evaluation of the policies, progress, trends and performance of our organisation.
ISO 50001 Energy
Obtained in 2016, the ISO 50001 standard lays down the requirements for an energy management system. This system allows us to make better use of energy. We measure the following indicator each year:
kWh consumed (electricity and gas).
ISO 14001 Environment
Obtained in 2007, the ISO 14001 lays down the requirements for environmental management, which impose a management system to be followed.
We measure the following indicators:
CO2.
Waste.
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THE YEAR AT A GLANCE
Environmental approach
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BERNER | ENVIRONMENTAL APPROACH
ENVIRONMENTAL APPROACH
As a distribution company, Berner France has a storage warehouse of 16 000 m², which does
not require the use of raw materials. Because chemicals are stored there, the site is classified for protection of the environment and subject to Seveso high-threshold authorisation. This means following and complying with the Environmental Code and the specific regulatory requirements specified in the prefect's order. Berner SARL wants to go beyond this and evaluates its environmental impact at least once a year. In this way, we measure our impact. Our site does not emit visual or odour pollution, nor does it pollute the air, water or soil. As for the noise impact, Berner observes the regulatory thresholds imposed on it.
The energy we use for our business comes from green electricity and natural gas. To reduce our environmental and energy impact, we have permission to use a water table to supply boost the heat pump that warms the site. Natural gas is only used during the coldest periods, to avoid exceeding the pumping limits from the water table imposed by the prefect's order.
In addition, we operate a permanent watch on regulations and standards, thus allowing us to anticipate any changes.
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ENERGY EFFICIENCY
The energy optimisation initiative started in the 2009-2010 financial year. This resulted
in certification to the 50001 standard in January 2016. The subsequent implementation of an IMS (integrated management system for Quality, Safety, Environment, Energy), also in 2016, helped to
optimise energy management. This approach is now well established in the operation of the site. In 2017, 59 actions were carried out with a positive impact on energy savings.
*2010: reference year
-53 %Reduction of our energy consumption in 2017-2018:compared to the year 2010*.
-27 %Reduction of the energy bill compared with 2010*.
Distribution of energy consumption:
Overview of the main activities: Development and optimisation of GTC (heating and air-conditioning control system) for daily real-time management of energy losses.
Replacement of outdoor lighting.
Replacement of windows.
Replacement of skylights.
Replacement of all air-unit filters.
Replacement with less energy consuming kitchen equipment.
ISO 50001
20 %Warehouse lighting
7 %Administration
12 % Heating/Air conditioning
(heat pump)
18 % Gas heating
29 %Logistics
Energy consumption and bills have gone down while the company's opening hours have increased over the past 5 years
100% of the energy used by Berner France is green, i.e. from renewable sources.
green
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BERNER | ENVIRONMENTAL APPROACH
WASTE MANAGEMENT
Waste management takes several forms. First of all on site, with sorting of waste into
ordinary industrial waste (OIW) or special industrial waste (SIW) in logistics. Administrative departments are also equipped with sorting bins (paper, pens, batteries, mobile phones, cardboard, plastic, cans, etc.). Regarding household waste, the company restaurant has implemented the sorting of food and non-food waste.
With regard to its business activity, the company distributes products (consumables, power tools, etc.) subject to recycling requirements for "Waste Electrical and Electronic Equipment (WEEE)". For this purpose, Berner has joined several collecting
organisations since 2014: ES-R and Corepile. They recycle or recover end-of-life equipment. To do this, they provide collection points for customers to deposit electronic and electrical products and batteries. As for processing the paper that the company distributes in the course of its business, Berne is a member of CITEO.
Growing economic activity implies an increase in products sold and packaging. Indicators are closely monitored in order to control and anticipate the increase in waste.
In 2017-2018, 95.2 % of waste was recovered. Only 4.8 % was not recovered (chemicals).
This corresponds to a real saving of €12 000, taking into account the cost of hazardous and non-hazardous non-recoverable waste, whereas in 2015, the non-recovery of waste represented a cost of €27 000.
As part of the waste management optimisation project, and with the aim of increasing recovery and re-use, the waste management department has been working since September 2017 with a service provider who recovers damaged but repairable pallets and then re-introduces them to the usual circuit. Through this action, the logistics centre has saved space, eliminated the cost of transport and treatment, and thus reduced the company's carbon footprint with a journey saving of 260 km.
Waste processing
95.2 % Recovered
4.8 % Not recovered
Compactor
€34 018Saving thanks to waste recovery.
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For several years, Berner has been trying to guarantee customer satisfaction while
reducing CO2 emissions generated by its car fleet and product transport. Every year, the car fleet department selects new vehicles based on cost, safety equipment, comfort and CO2 emissions.
In 2017, the Renault Clio IV was selected, as in the previous year. This vehicle emits 85 g CO2/km on average. The Volkswagen Polo is also offered, and it emits 95 g of CO2/km. With an automatic transmission, this model is allocated to employees who need to relocate.
A RESPONSIBLE CAR FLEET
264 "waterless" washes were entrusted to a local business in 2017-2018. By using high-temperature dry steam, water consumption is reduced by up to 90 % and cleaning time by 40 % compared with a high-pressure cleaner. A water saving of 13 m3!
-21.67 %of emissions in grams of CO2/km compared with 2010.
30 406 967 kmwere covered by the teams in 2017-2018.
4 recharging stations have been installed in the car park and are available to employees with electric vehicles.
Emissions in grams of CO2/km
94 9496101105109118120
2016
2017
2015
2014
2013
2012
2011
2010
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BERNER | ENVIRONMENTAL APPROACH
Our main service provider, DPD, is committed to CSR, and more particularly to an energy
transition programme.
At the Berner site, loading optimisation activities have continued throughout 2017-2018. Actions in 2016-2017 resulted in a daily saving of 530 km in journeys.
This year, Berner France has seen an increase in the volumes to be transported. Thanks to the work carried out by its teams, the number of kilometres covered has remained stable.
TRANSPORT OPTIMISATION
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Supplier auditsCarrying out supplier audits to verify in situ compliance with quality standards and the regulations in force.
Supply ChainThe Supply Chain committee meets monthly to optimise procedures and ensure regulatory compliance of its projects, while limiting environmental impacts, reducing risks for employees and improving working conditions.
PackagingPartnership with ESAT (Établissement et Service d’Aide par le Travail), adjoining Saint-Julien-du-Sault headquarters, for packaging of more than 800 articles.
RESPONSIBLE PURCHASING POLICY
As part of its sustainable development approach, Berner is committed to responsibility in its
entire value chain, by involving its stakeholders.
Berner has therefore initiated a responsible purchasing policy resulting in the following actions:
Code of conductAll Berner suppliers have signed the "Berner Code of Conduct", which serves as a reference framework in terms of compliance with labour standards and ethical, social and environmental requirements. All new suppliers sign the code of conduct.
Supplier qualification
Publication of a "supplier qualification" document that includes a section listing their certifications.
Centralised purchasingBerner group centralises purchasing for all subsidiaries, thus allowing more transparency and traceability in relation to our suppliers.
Anti-corruptionIn 2017-2018, Berner France in collaboration with the Berner group carried out anti-corruption risk mapping, giving rise to an action plan. Among the actions carried out were creation of a code of conduct, modification of the suppliers' charter and the creation of internal control procedures. These actions meet the regulatory requirements of the Sapin II law.
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BERNER | ENVIRONMENTAL APPROACH
GOING PAPER FREE
The paperless invoice project started with suppliers' invoices in 2015-2016. It was only
natural to extend this to customer invoices. The company is adapting to its customers' requests, such as the implementation of EDI (electronic data
interchange) links to receive electronic orders and send invoices. One person was recruited full-time to meet these requests (EDI, punchout, AOC, pdf/xml invoices). Furthermore, pay slips have also been paperless since December 2017.
4 %of Berner SARL invoices are
paperless.
12 %of Berner Industry Services
invoices are paperless.
113 %between April 2017 and March
2018, we have seen a 113 % increase in paperless customers.
Invoice
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THE YEAR AT A GLANCE
Social approach
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BERNER | SOCIAL APPROACH
Conscious of its responsibilities in terms of health and safety at work, Berner works to maintain the
quality of working life for all its employees. OHSAS 18001 certification was obtained in 2007 for the health and safety at work management system at all levels in the company. With the publication of the new ISO 45001 standard announced for March 2018, Berner has already started to prepare for the change from the OHSAS 18001 standard to ISO 45001. The first step of identifying the actions to be implemented was deployed in the first quarter of 2018. This action plan will complement the annually reviewed action plan, set up to better control the impacts and risks associated with the businesses. Training is a powerful lever in improving results
in the field of health and safety at work. More specifically, a risk in the area of mechanical handling was identified in 2017-2018. Awareness sessions on the use of mechanical stackers were therefore put in place. In the field of fire safety, the company has turned more towards performance at the IOP (Internal Operation Plan) level. 19 people have been trained as ESIs (Second-response team members).
HEALTH AND SAFETY TRAINING COURSES
Number of people trained
Movement and posture training (carrying loads).
Continued training in fire-extinguisher use for employees (theory and practice).
Road safety for the sales force (phone use while driving, winter tyres, etc.).
5Driving 2- and 3-directional forklifts
1Preventive plan
72Personal Protective Equipment
2Anticipating and sizing your response to an industrial risk
62Accompanying forklift driver
43ADR level 1
19Second-response team members
8Maintaining knowledge for second-response team members
1Industrial accident: crisis management using an emergency plan
116Awareness of carrying loads for the sales team
19 people trained as ESIs (Second-response team members).
Awareness in the use of mechanical stackers
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Prevention of occupational risks and mobilisation are being prioritised more
than ever. In an effort to improve the working conditions of employees, the company has continued its efforts by investing in re-organising places at risk in logistics.
A working group on continuous improvement has been created within the company, in the Supply Chain department. This group has been trained, especially in Lean Management. It has identified several points of progress, which have helped to improve the reception and support of temporary workers.
HEALTH AND SAFETY INITIATIVES
Another example is the improvement of the empty pallet storage area, which has been optimised to avoid congestion of passageways.
The Lean Management team in Supply Chain.
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BERNER | SOCIAL APPROACH
HEALTH AND SAFETY RESULTS
Number of workplace accidents (WAs)
Sede
ntar
y W
As
Sede
ntar
y W
As
Sale
s fo
rce
WA
Sale
s fo
rce
WA
s
20182016
27
9
32 22
Sede
ntar
y W
As
Sale
s fo
rce
WA
s
2017
37
19
5636
54
Reducing risks, occupational illnesses, serious accidents and the most frequent accidents is
an absolute priority for Berner. This comes from respect for the regulations and in particular through evaluation of occupational risks. As part of its
OHSAS 18001 certification, working conditions for employees form an integral part of the company's safety action plans. Berner's performance in safety is measured mainly by the incidence rate and the severity.
19
In 2017, there was no declaration of occupational illnesses at Berner France.
FR Berner SR BernerFR France SR France
2017
2015
2016
12.83 14.8
13.62 15 1
21.55 NC
Frequency (FR)
Absenteeism
2017
2017
2015
2016
0.86
Sales force
Sedentary
1
1.21
1.22 NC
Severity rate (SR)
7.3 %
3.7 %
BERNER | SOCIAL APPROACH
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In accordance with the company agreement relating to the "Generation contract" signed in
November 2013 and renegotiated in May 2017, and in accordance with the agreement on gender equality negotiated and signed in 2017, Berner
continues its commitment to professional gender equality, access to and retention of young, older and disabled workers and support and development of employees' skills.
DIVERSITY
We continue our efforts and our commitment to the recognition and support of our disabled employees. Several actions have been highlighted and developed:
simplified access to clear and precise information on disability for each employee.
support in filing a disabled-worker declaration for those who wish to declare themselves.
The aim of these actions is that disability should no longer be a "difference" for Berner employees in France.
Employment of disabled workers
with an RQTH (recogni-tion of status as a disabled worker) (Berner and Berner
Industry Services).
50 people
have been converted (Sales force
and sedentary).
50 positions
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DIVERSITY
The main actions that can be implemented under the conditions set out in the generation contract agreement are as follows:
Gesture and posture training.
Tools for lifting heavy loads.
Organisation of the work area.
Automatic vehicles for the sales force.
Vehicles with ergonomic seats.
Organisation of working hours.
Financing of a pension analysis as from age 55.
Special attention is given to the hiring and integration of young people. Beyond the actions put in place for the successful integration of young people into the company, Berner has set a target for the percentage of young people hired and the development of work-study programmes.
Employment of older workers
Youth employment
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BERNER | SOCIAL APPROACH
GENDER EQUALITY
Berner has long been committed to ensuring the best possible professional career for both
female and male employees. There remain areas for progress that deserve a proactive approach. Management and social partners have agreed on actions that can be implemented to ensure equal treatment.
Four areas of action have been favoured:
Access to jobs.
Professional promotion.
Professional training.
Actual remuneration.
Male/Female distribution by category
Executives 9 % 16 %
Total
Supervisors 1 % 2 %
Employees 5 % 22 %
Representatives 35 % 59 %
Apprentices/pro contracts
0 % 1 %
7 %
1 %
17 %
24 %
1 %
Male/Female distribution
59 %
41 %For the past 3 years, there has been a marked increase in the number of women in each category. In 2015, women represented 39% of the overall workforce, at the end of 2016, they represented 41%.
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GENDER DIVERSITY
2117
68
161152
237
205
260276
186198
183171
157
181
94108
67
-25 years 35 to -40 years
50 to -55 years
25 to -30 years
40 to -45 years
55 to -60 years
30 to -35 years
45 to -50 years
+60 years
Age pyramid
2016 2017
263
240240
295
223
203
115 114
143
121
71
94 9989
5869
112 112
4039
-1 year 6 to -9 years
15 to -18 years
1 to -3 years
9 to -12 years
18 to -21 years
3 to -6 years
12 to -15 years
21 to 24 years
+24 years
Length-of-service pyramid
2016 2017
average age.
40.1 years old
average length of service.
8.6 years
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BERNER | SOCIAL APPROACH
BERNER INDUSTRY SERVICES DIVERSITY
Male/Female distribution by category
Executives 9 % 11 %
Total
Supervisors 5 % 22 %
Employees 4 % 6 %
Sales reps
Other sales reps contracts
31 %
1 %
58 %
1 %
Apprentices/pro contracts 1 % 2 %
2 %
17 %
2 %
27 %
0 %
1 %
Male/Female distribution
62 % 38 %
Age pyramid
Length-of-service pyramid
113
3
1513
1815
18 17
107
1613
2118
855
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-25 years 35 to -40 years
50 to -55 years
25 to -30 years
40 to -45 years
55 to -60 years
30 to -35 years
45 to -50 years
+60 years
2017
2017
2018
2018
3021
28
17
10
5
9
4
107 8 7
2 14 33
5
-1 year 6 to -9 years
15 to -18 years
1 to -3 years
9 to -12 years
18 to -21 years
3 to -6 years
12 to -15 years
21 to 24 years
+24 years
average age.
40.5 years
average length of service.
6.1 years
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SKILLS DEVELOPMENT
Berner's human resources policy is based on the development of a true state of mind combined
with specific skills. To offer customers the quality and service corresponding to the promise of its signature
"Experts through passion", Berner offers specialised programmes for individual development and a constantly increasing number of training hours.
To support the transformation of the Berner Group, the company defined a new HR policy in late 2014 to develop a leadership culture conducive to company growth and team development. The "nextStep Leadership Initiative" programme allows employees to develop their skills personally by joining internal training groups common to the
various subsidiaries. Since its launch, this programme has been deployed in several training courses over several months.
of payroll allocated to training employees.
of training in 2017, or an average of 18 training hours per employee.
employees have benefited from internal development and/or promotion (or 4 % of the workforce), of which 27 sedentary and 26 sales force employees.
2.28 %
26 934 hours
53
trained within the CORE programme.
trained within the MOVE programme.
24 employees or 252 h 11 employees or 147 h
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Since his arrival, Didier Goguelin has set up a quarterly meeting with all sedentary employees. These meetings, called "Meet and Share", enable discussions of corporate strategy, results and projects. During these 45-minute sessions, employees can ask questions directly to Didier Goguelin or project managers, who can take the opportunity to present their activities.
BERNER | SOCIAL APPROACH
CORPORATE CULTURE
Capital magazine singled out France's leading employers in each sector of activity following
a survey of a panel of 20 000 respondents. Thanks to a high recommendation rate and strong attractiveness according to its employees and also outside professionals from the sector, Berner
France was ranked fifteenth best employer 2017 in the "Wholesale Trade" sector. Berner's corporate culture is founded on strong human values such as responsibility, pragmatism, pride, courage, over-achievement and sharing.
In November 2017, Didier Goguelin took over as managing director of Berner France and Vice-President of the group's South Europe region. A qualified engineer from UTC Compiègne and also holder of an MBA from the IAE at La Sorbonne, Didier Goguelin cut his teeth as auditor, financial controller and financial director within several companies. Since 1995, he spent his entire career at RS Components, a distributor of electronic, electromechanical and
industrial products. Having risen through the ranks at RS Components, he recently served as Vice-President of sales for the EMEA market. More than ever, the Berner group places its customers at the heart of its strategy and its actions. By taking over at Berner France and the South Europe region, Didier Goguelin's main objective is to support the group's omni-channel transformation plan in its European subsidiaries.
Appointment of Didier Goguelin, Managing Director Berner France and Vice-President of the South region
“Meet and share”
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Like every year, Berner France thanked its loyal employees during the presentation of Berner and work medals. Several categories are represented: 5, 10, 15, 20, 25, 30 and even 35 years! Last December, under the direction of Didier Goguelin and Cyrille Trollion, Director of Human Resources, 120 employees – sedentary, sales and retired – took part in the 2017 edition. The ceremony is a highlight for everyone. This celebration is a mark of respect for the employees who work every day to ensure the company's success. For retired employees, it is also an opportunity to see their former colleagues.
Fifteen employees were recognised for their participation in the NextStep Leadership Initiative. This training course consists of four programmes. It offers each participant the opportunity to deepen their individual and personal development in a professional context.
Medals
NextStep, a Berner Academy programme
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BERNER | SOCIAL APPROACH
For the fourth year in a row, Berner gathered its entire sales force in November 2017 to participate in two half-day workshops on the theme of discovery and discussion. Like last year, the event took place regionally on several dates and, once again, helped to strengthen the sense of belonging to the company and improve the skills of representatives on the products and services to offer customers. During these meetings, two new and innovative digital applications were presented to the sales force in order to facilitate the exchange between customer and representative. One optimises schedule planning for sales representatives while the other helps maintain customer portfolios with strategic recommendations.
We launched the Berner France blog at the beginning of December 2017. This blog optimises the natural referencing of the merchant site by using redirection links. In addition, it is a real tool that can feed the customer's thinking. Information is obtained before choosing to buy a product. Digitalisation is continuing in 2018-2019, with the launch of Facebook and LinkedIn pages.
Internally, we launched a new Intranet in May 2017 that allows each group employee to have access to the same information. Previously, each subsidiary had its own Intranet operating separately from the other business entities. Now, thanks to the news, published by both the Berner group and the subsidiaries, all group employees are kept informed of company innovations, news and projects. Competitions have been developed to strengthen the sense of belonging to the group.
Digitalisation
Discovery and discussion
29
THE YEAR AT A GLANCE
Committed corporate approach
Make a gesture for NATURE
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BERNER | COMMITTED CORPORATE APPROACH
THE BERNER GROUP TURNS SIXTY
Berner Group celebrates
its 60th anniversary!
I
Food bank in Saint-Julien-du-Sault in the Yonne
Berner France provided support to the Saint-Julien-du-Sault Municipal Social Action Centre, which distributes food to 49 households in the commune (131 people) provided by the Bourgogne food bank. Berner France helped to build new, larger and more functional premises by donating shelving and boxes to organise the sorting and distribution of food. A cash donation was made to help the centre, allowing the purchase of a refrigerated cabinet among other items. As a result, more beneficiaries can be welcomed under better conditions.
Institut Médico-Éducatif d’Auxerre
This institute in Auxerre welcomes and trains 100 young disabled adults to prepare them for social reality and their future professional life. There is a specialist section for building trades. Berner France donated products enabling young people in this class to renovate and refurbish their classrooms, thus developing their training and knowledge in the building sector.
Cleaning up nature in Saint-Julien-du-Sault in the Yonne
To make employees aware of the importance of respecting the environment, a morning for cleaning up nature was organised on Saturday 24 June 2017. In partnership with the Saint-Julien-du-Sault town hall, volunteers gathered on the hill of the town's historic monument (Chapelle Vauguillain) for waste collection using Berner products. The town's environmental actions were also supported through a cash donation.
In 2017, we celebrated sixty years of the Berner Group. It was in 1957 that Albert Berner started
his company in Künselsau, in the Black Forest, Germany. Over the years, the company has grown, evolved and adapted to markets and has become a European group of 55 subsidiaries in 25 countries
with more than 8500 employees. To celebrate this event and its successes, Berner Group committed to supporting sixty social, societal and environmental projects from May to October 2017 in each subsidiary. For many years, the group has been committed to a CSR policy, and wanted, on this occasion, to showcase its approach to projects working for the improvement of society.
Berner France has therefore supported eight projects related to its core business, through the commitment of its employees, cash donations and product donations.
Project
#1
Project
#2
Project
#3
Make a gesture for NATURE
Food bank
31
Odysséa race
Since 2002, non-profit organisation Odysséa has offered the opportunity to take part in walks or races of 1km (children), 5 or 10 kilometres everywhere in France to raise funds for cancer research. Berner France therefore took care of registration fees and the purchase of t-shirts for its employees. In addition, a cash donation was made to the Yonne committee of the anti-cancer league.
ENVIE network (new company for economic integration)
This non-profit association aims to protect the environment by repairing used household electrical equipment, and at the same time to help re-integrate people in difficulty by offering them work. Berner France has supported the ENVIE network by donating products to help in the renovation of electrical and electronic equipment.
Mobil’éco association – Solidarity garage in Rosoy in the Yonne
The Mobil’éco association works to offer mobility solutions to job seekers with integration difficulties. The creation of a community garage makes it possible to maintain vehicles at a lower cost. Berner products have been donated to contribute to vehicle repair and maintenance.
Abbé Pierre foundation
The Abbé Pierre foundation has long been committed to improving poor housing by supporting community players in carrying out energy renovation projects. Berner France made a cash donation to help renovate poor housing through the "SOS Taudit" programm.
Mobil’Eco
Project
#4
Project
#5
Project
#6
Project
#7
Project
#8Harvest and sale of honey for Les Restos du Cœur
Since 2011, a dozen hives have been set up on the Saint-Julien-du-Sault site by a local beekeeper. Every year, the sale of jars of honey to employees raises funds, which are donated to a charity. All the funds this year were donated to "Restos du Cœur" in Yonne. In addition to the annual sale, a cash donation was made to further help the association with its activities.
FOUNDATION
32
BERNER | COMMITTED CORPORATE APPROACH
STUDENT/COMPANY MEETINGS
To develop its reputation among students and potential applicants, Berner opens its doors or
goes directly to higher education institutions. When thinking of an international group such as Berner,
there are often a certain number of beliefs and preconceptions and, ultimately, little true knowledge of the trades the company offers.
33
SUMMARY OF INDICATORS
34
BERNER | SUMMARY OF INDICATORS
Summary of indicators Berner SARL
Environment
Berner SARL
Quality Indicators Unit2016-2017 2017-2018
Ref.2016 2017 2018
Energy Direct and indirect energy consump-tion divided by primary energy source
kWh per m²
Electricity: 62.17Gas: 19.86Total: 82.01
Electricity: 59.95Gas: 11.85Total: 70.80
EN3 EN4
Water Total volume of water drawn, by source
m3 per person 13.40 8.50 EN8
Emissions, effluent and waste
Total direct and indirect greenhouse gas emissions by weight (teq CO2) (Scopes 1 and 2)
Tonnes eq. CO2
5168 NC EN16
Average emission per vehicle g CO2/km 94 98 94 EN18
Total mass of waste, by type %
Cardboard: 37 OIW: 9.5
Scrap metal: 5 SIW: 12
Plastic film: 2.5 Household waste: 1.5
Paper: 3 Wood: 29.5
Cardboard: 60 OIW: 6
Scrap metal: 9 SIW: 7
Plastic film: 8 Household waste: 4
Paper: 3 Mixed packaging: 3
EN22
Share of processing methods used for waste %
Material recovery/ re-use: 77
Co-incineration: 0 Sent to specialist organised landfill: 21
Recycling / recovery of metals and metallic components: 2
Material recovery/ re-use: 81.5
Co-incineration: 1 Sent to specialist
organised landfill: 14.5 Recycling / recovery of metals
and metallic components: 3
EN22
Share of recovered waste by weight Tonnes 439 488 EN22
Real saving from waste recovery Euros 53 274 34 018 internal
Products and services Number of substances taken into account in the REACH candidate list Number 173 173 EN26
Economic information
Economic performance
Turnover achieved Million euros 193.7 223.15 EC1
Turnover by sector %
Building: 56 Car: 39
Industry (6 months): 5 Merchant site: 14.7
Construction: 52 Mobility: 39Industry: 9
Merchant site: 14.7
EC1
NC: Not calculated
35
Summary of indicators Berner SARL
NC: Not calculated
Social
Berner SARL
Quality Indicators Unit2016-2017 2017-2018
Ref.2016 2017 2018
Employment
Total workforce by type of job and contract % Temporary contract: 43
Permanent contract: 1320Temporary contract: 47
Permanent contract: 1332 LA1
Total workforce by category Number
Apprentices: 12 Executives: 202
Representatives: 854 Supervisors: 16 Employees: 279
Apprentices: 12 Executives: 221
Representatives: 846 Supervisors: 22 Employees: 278
LA1
Recruitment rate % 23 NC LA1
Number recruited Whole number 313 291 LA2
Number of departures Whole number 107 245 LA2
Absenteeism rate % 4.8 4.5 LA7
Sales force turnover rate % 30.7 25.2
Health and Safety at work
Number of workplace accidents by category (sales force, sedentary)
Whole number
Sales force: 37 Sedentary: 65
Sales force: 27 Sedentary: 9 LA7
Accident incidence rate % 21.55 12.83 LA7
Accident severity rate % 1.22 0.86 LA7
Training and education
Total number of training hours provid-ed to employees Hour 18 594 26 145 LA10
Share of payroll allocated to training % 2.20 % 2.28 %
Number of employees trained in the Movement and Posture module during the 1st week of the sales force training course which went on for 3 weeks
Number and %
Sales force: 271 New hires: 100 %
Sales force: 262 New hires: 100 % LA10
Number of employees made aware of road safety Number 271 262 LA10
Number of seniors receiving PRAP training Number - - LA10
Number of employees trained in QSE modules
Number and
hours
519 employees trained 509 training hours
103 employees trained 98 training hours
Diversity and equality
of opportunity
Composition of governance bodies Number Executive Committee: 5 men Board of Directors: 3 women and 11 men
Executive Committee: 6 men Board of Directors: 4 women and 10 men
Distribution of employees by sex, department and category %
Total workforce Women: 41
Men: 59 Distribution of women
by category: Representatives = 50
Executives = 11.7 Supervisors = 1.8 Employees = 35
Apprentices/pro contracts = 1.5 Distribution of men
by category: Representatives = 71.5
Executives = 17 Supervisors = 0.7 Employees = 10.3
Apprentices/pro contracts = 0.5
Total workforce Women: 41
Men: 59 Distribution of women
by category: Representatives = 48.4
Executives = 13.8 Supervisors = 2.7 Employees = 33.9
Apprentices/pro contracts = 1.2 Distribution of men
by category: Representatives = 70.3
Executives = 17.6 Supervisors = 0.9 Employees = 10.6
Apprentices/pro contracts = 0.6
LA13
Employee distribution by age range % Overall age pyramid Overall age pyramid LA13
Number of disabled workers Number 37 31
Number of ESAT disabled on site Number 25 25 LA13
36
BERNER | SUMMARY OF INDICATORS
Summary of indicators Berner Industry Services
Environment
Berner Industry Services
Quality Indicators Unit2016-2017 2017-2018
Ref.2016 2017 2018
Energy Direct and indirect energy consump-tion divided by primary energy source
kWh per m² - - EN3
EN4
Water Total volume of water drawn, by source
m3 per person - - EN8
Emissions, effluent and waste
Total direct and indirect greenhouse gas emissions by weight (teq CO2) (Scopes 1 and 2)
Tonnes eq. CO2
446 NC EN16
Average emission per vehicle g CO2/km 94 94 EN18
Total mass of waste, by type % - - EN22
Share of processing methods used for waste % - - EN22
Share of recovered waste by weight Tonnes - - EN22
Real saving from waste recovery Euros - - internal
Products and services Number of substances taken into account in the REACH candidate list Number 173 173 EN26
Economic information
Economic performanceTurnover achieved Million
euros 18.6 20.1 EC1
Turnover by sector % Website: 11.5 NC EC1
37
Summary of indicators Berner Industry Services
Social
Berner Industry Services
Quality Indicators Unit2016-2017 2017-2018
Ref.2016 2017 2018
Employment
Total workforce by type of job and contract % Temporary contract: 2
Permanent contract: 92Temporary contract: 6
Permanent contract: 94 LA1
Total workforce by category Number
Apprentices: 0 Executives: 15
Non-executives: 77 Supervisors: 2
Apprentices: 2 Executives: 14
Non-executives: 70 Supervisors: 8
LA1
Recruitment rate % 24 NC LA1
Number recruited Whole number 23 26 LA2
Number of departures Whole number 3 26 LA2
Absenteeism rate % NC 5 LA7
Sales force turnover rate % 13.83 17.9
Health and Safety at work
Number of workplace accidents by category (sales force, sedentary)
Whole number 7 7 LA7
Accident incidence rate % 38.00 32.25 LA7
Accident severity rate % 12.89 0.81 LA7
Training and education
Total number of training hours provid-ed to employees Hour 391 1532 LA10
Share of payroll allocated to training % 0.74 2.13
Number of employees trained in the Movement and Posture module during the 1st week of the sales force training course which went on for 3 weeks
Number and %
TCI: 23 New hires: 100 %
TCI: 31 New hires: 100 % LA10
Number of employees made aware of road safety Number 23 23 LA10
Number of seniors receiving PRAP training Number - - LA10
Number of employees trained in QSE modules
Number and
hours- -
Diversity and equality
of opportunity
Composition of governance bodies NumberExecutive Committee: 1 man Board of Directors: 1 woman
and 2 men
Executive Committee: 1 man Board of Directors: 1 woman
and 2 men
Distribution of employees by sex, department and category %
Total workforce Women: 29
Men: 71 Distribution of women
by category: Executives = 7.4
Non-executives = 88.9 Supervisors = 3.7
Apprentices/pro contracts = 0 Distribution of men
by category: Executives = 19.4
Non-executives = 79.1 Supervisors = 1.5
Apprentices/pro contracts = 0
Total workforce Women: 31
Men: 69 Distribution of women
by category: Executives = 6.9
Non-executives = 82.8 Supervisors = 6.9
Apprentices/pro contracts = 3.4 Distribution of men
by category: Executives = 18.2
Non-executives = 69.7Supervisors = 6
Apprentices/pro contracts = 1.5
LA13
Employee distribution by age range % Overall age pyramid Overall age pyramid LA13
Number of disabled workers Number 1 2
Number of ESAT disabled on site Number 0 0 LA13
NC: Not calculated
38
BERNER | SUMMARY OF INDICATORS
Correlation with the decree applying article 225 of the French Grenelle II law
Decree applying article 225 Berner sustainable development report Page GRI correlation
Social information
Employment
Total workforce Key figures 5 LA1
Employee distribution by sex Berner SARL diversity Berner Industry Services diversity
1820 LA13
Employee distribution by sex Berner SARL diversity Berner Industry Services diversity
1820 LA13
Employee distribution by geographical area LA1
Recruitment Summary of indicators 30 - 32
Departures Summary of indicators 30 - 32 LA2
Remuneration EC1 - EC5
Evolution of remuneration EC1 - EC5
Organisation of work Organisation of working hours
Absenteeism Summary of indicators 30 - 32 LA7
Social relationsOrganisation of social dialogue LA4
Review of collective agreements LA5
Health and safety
Health and safety conditions at work Health - safety training 14 LA6 - LA8
Review of agreements signed with unions on health & safety at work Diversity 17 LA9
Incidence and severity of workplace accidents Health - safety results Summary of indicators 14 LA7
Occupational illnesses Health - safety results 14 LA7
Training
Training policies implemented Health - safety training courses Skills development 21 LA11
Total number of training hours Skills development Summary of indicators 21 LA10
Equality of treatment
Measures taken in favour of gender equality LA9 - LA13
Measures taken in favour of jobs and integration for disabled people Diversity 17 LA13
Anti-discrimination policy LA13
Promotion and observance of stipulations from ILO agreements
Respect for freedom of association and the right to collective bargaining HR5 - LA4 - LA5
Elimination of discrimination in respect of employment and occupation HR4
Elimination of forced or compulsory labour HR7
Effective abolition of child labour HR6
39
Correlation with the decree applying article 225 of the French Grenelle II law
Decree applying article 225 Berner sustainable develop-ment report Page GRI correlation
Environmental information
General policy on the environment
Organisation of the company to take environmental issues into account. If applicable, environmental assessment or certification procedures
Energy efficiency 9
Training and informing employees in the field of environ-mental protection Energy efficiency 9
Resources devoted to the prevention of environmental risks and pollution
What has happened? environmen-tal aspects 7 EN30
Amount of provisions and guarantees for environmental risks (except risk of damages)
What has happened? environmen-tal aspects 7 EN28 - EC3
Pollution and waste management
Preventive measures, reduction and repair of releases to air, water and soil seriously affecting the environment
Waste recovery Summary of indicators
1033 EN22 - EN23 - EN24
Preventive measures, recycling and elimination of waste Waste recovery 10 EN22
Taking account of noise and other forms of pollution specific to an activity EN22
Sustainable use of resources
Water consumption Summary of indicators 33 EN8
Water supply as a function of local constraints EN8 - EN9 - EN21
Consumption of raw materials EN1
Measures taken to improve efficiency in the use of raw materials
Energy consumption Summary of indicators 33 EN3 - EN4
Measures taken to improve energy efficiency and the use of renewable energy Energy efficiency 9 EN5 - EN6 - EN7
Land use
Climate change
Greenhouse gas emissions A responsible car fleet 11 EN16 - EN17 EN19 - EN20
Adaptation to the consequences of climate change Energy efficiency A responsible car fleet Transport optimisation
91112
EN18 - EC2
Protection of biodiversity Measures taken to preserve or develop biodiversity Support for societal initiatives Sixty years of the Berner group 29 EN11 to EN15
EN25
40
BERNER | SUMMARY OF INDICATORS
Correlation with the decree applying article 225 of the French Grenelle II law
Decree applying article 225 Berner sustainable develop-ment report Page GRI correlation
Information relating to societal commitments in favour of sustainable development
Territorial, economic and social impact of the company's activity
In terms of employment and regional development EC8 - EC9
On neighbouring or local populations EC1 - EC6
Relationships with people or organisations with an interest in the company's activity (nb: stakeholders)
Conditions for dialogue with these people or organisations
Support for societal initiatives Sixty years of the Berner group 29
Partnerships or patronage Support for societal initiatives Support for sports initiatives 29 - 32 EC1
Subcontracting and suppliers
Taking social and environmental issues into account in the purchasing policy Responsible purchasing policy 13 EC6 - HR2 -
HR5 to HR7
Level of subcontracting and taking CSR into account in relations with suppliers and subcontractors
Fair practice
Actions undertaken to prevent all forms of corruption SO2 to SO4 - SO7 - SO8
Measures taken in favour of consumer health and safety Responsible purchasing policy 13 PR1 - PR2
Other actions undertaken in favour of human rights
09.2
018
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201
8 Be
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Berner SARLZ.I. Les Manteaux14, rue Albert BernerF-89331 Saint-Julien-du-Sault Cedex
T 09 74 19 59 [email protected]
www.berner.frAll paperis sorted and recycled