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Sustainability ReportVos Logistics Beheer B.V.
Vos Logistics
Waalkade 4
5347 KS Oss
The Netherlands
t : +31 (0)412 699 500
i : www.voslogistics.com
Entered in the Trade Registry of the Brabant Chamber of Commerce under number 34054561
© Copyright 2010, Vos LogisticsThe information contained within this document is the intellectual property of Vos Logistics. It has been issued in confidence and may not be reproduced in whole or in part or used in tendering or manufacturing or given or communicated to any third party without the prior written consent of Vos Logistics. This document does not form or constitute a part of a contractual document, nor does its submission imply acceptance of any commercial terms. Our proposals and agreements are subject to Vos Logistics’ General Terms and Conditions.
Profile 4
Preface of the Management Board 6
Vos Logistics’ sustainability programme 2015 8
• Mission and sustainability themes
• Organising sustainability
• Results 2009 and goals
Eco-Safe Logistics 13
• Technology 13
o Fuel savings
o Cleaner fleet
o Reducing CO2 emissions
o Alternative fuels
o Minimise noise pollution
o Better and safer tyres
o Reusing tyres
• Operations 18
o Optimisation network
o Reducing empty mileage
o Behaviour
o Intermodal transport
• Premises 23
o Energy efficiency
o Wind energy
o Handling waste wisely
• Customers 26
o Customer satisfaction
o A good result
o Improvement management
Staff 28
• Multicultural workforce
• Health policy
• Low absence rate
• Training and development
Safety 34
• Safety policy
• Safety statistics
• Prevention
• Mobile Quality Team
Stakeholder Engagement 37
Reporting principles 37
Glossary 38
CONTENTS
PROfilE
Vos Logistics is an independent European logistics service provider, delivering a
wide range of transport and customer-specific logistics services. The company
has four core activities:
Cargo comprises the transport of packed goods. The company handles about 450,000
shipments a year. Its operations consist mainly of FTLs (Full Truck Loads), part loads and
intermodal transport. The markets Vos Logistics serves include the automotive, consumer
electronics, retail and construction industries.
Bulk comprises mainly the transport of dry unpacked goods (both granules and powders).
The products include chemicals, food, animal feed, starch, minerals and waste. In the
chemical industry, Vos Logistics is a specialist in freight management, steering goods flows
from a variety of production locations. In addition, Bulk is also responsible for EFTCO
(European Federation of Tank Cleaning Organisations) tank cleaning activities.
Within Logistic Services customer-specific logistics solutions are offered: from forward-
ing, warehousing and value added services and distribution to full supply chain solutions in
which Vos Logistics assumes the management of its customers’ goods flows in full or
in part.
Fleet Services offers efficient transport and distribution solutions to companies with their
own dedicated fleet or vehicles: analyses of transport needs, fleet financing, replacement
and sale of used equipment, preventive maintenance, fuel optimisation, insurance,
management of seasonal influences, recruitment, training and management of drivers and
planning tools.
Through a network of 30 locations, Vos Logistics is active throughout Europe and in terms
of bulk and volume transport markets ranks among the largest road hauliers in Europe.
With 2,074 employees, the company operates a modern fleet of 1,100 mainly Euro 4 and
5 vehicles, 3,000 loading units and 200,000 m2 of storage space.
The strength of the
company lies in its
combination of innovative
skills in both transport
and logistics, a highly
developed European
network, advanced ICT
systems and a sharp
focus on quality and
service.
4
The strength of the company lies in its combination of innovative skills in both transport
and logistics, a highly developed European network, advanced ICT systems and a sharp
focus on quality and service. These qualities are reflected in the high degree of customer
satis faction, thanks to prompt delivery times, low loss rates and flexibility to anticipate to
customer demands.
Vos Logistics is ISO 9001:2008, ISO 14001, GMP, HACCP and ADR certified. Most of the
business units are SQAS assessed. Vos Logistics is participating in the Responsible Care®
programme initiated by the ECTA (European Chemical Transport Association). The company
trains its employees at its own Vos Logistics Education Centre. The Mobile Quality Team,
which monitors transport procedures can be deployed throughout Europe and is also
closely involved in driver training.
Vos Logistics’ strategy is directed at retaining the company’s strong position in the European
transport and logistics market. With its manageable and structured operation based on the
flexible and efficient organisation of both its own vehicle fleet and external capacity, the
company responds effectively to the rapidly changing demand for international transport in
terms of both volume and destinations. The company has designed its network operation
to deliver customer-specific solutions. It also seeks selective growth in logistics services in
specific niches. Vos Logistics was established in 1944. More information on the company
can be found on our website www.voslogistics.com. 5
PREfaCE Of ThE MaNagEMENT BOaRd
Dear reader,
Operating our company in a safe and sustainable way is part of what Vos Logistics stands
for. For us this means working towards profitable growth, maintaining a safe working place
for our employees, promoting sustainable development in customer and supplier relations
and improving our environmental footprint.
Serving our international customer base we move approximately 60 million ton/kilometres
per week over European highways and increasingly over water and by rail. These volumes
are based on customer demand. Yet we consider it our responsibility and a business
opportunity to service our clients as efficiently as possible, with modern vehicles fit for
use, manned with trained drivers. Efficient planning, resulting in a minimum of empty
mileage and using alternative transport modes wherever possible, is an inherent part of our
operational excellence.
Achieving the best sustainability results requires business focus, close cooperation with
clients and suppliers and optimization of operational processes. Over the last year we have
designed a sustainability strategy, called ‘eco-safe logistics’, which will contribute to
the profitability of our company as well as to meeting objectives for a safe and green
environment. This concept is centred around three areas within our sphere of influence
where we can make a difference; technology, operations and premises. Examples of what
we are focusing on include initiatives that directly support the reduction of our CO2
emissions:
Technology:
•Eco-efficient fleet
• Innovative developments with alternative fuel (LNG project) and Ecocombi’s
• Tyre management
6
Operations:
• Reducing empty mileage (density of network, collaborative transport planning)
• Behaviour-Based Safety Training for drivers (reducing incidents and fuel consumption)
• Supporting our customers to optimize the load capacity offered for each shipment
(e.g. loading our megatrailers up to 100 m3)
• Substituting road transportation by rail and water
• Minimizing incidents and encouraging near-miss reports
Premises:
• Reducing CO2 emissions by offices and warehouses
• Waste management
• Increasing sustainability awareness amongst employees
Through the publication of our first sustainability report, inspired by the Global Reporting
Initiative guidelines, we aim to be transparent about our ‘eco-safe logistics’. We share with
you where we currently stand in this process, we display our ambitions and illustrate our
performance with some condensed business cases that reflect daily practice.
We trust that our stakeholders appreciate our effort to highlight the vital role of the
professional transport sector in relation to safety on the roads as well as in reducing supply
chain carbon emissions. Due to the consolidation of transport flows and efficient solutions
offered by professionals, congestion will be reduced and CO2 emissions in terms of ton/
kilometres moved will also be lower.
We believe that our ’eco-safe logistics’ strategy adds value to our service proposition,
connects us with our strategic partners who have similar ambitions and makes Vos an even
more attractive company to work for.
If you would like to share your suggestions and remarks please email us at
Frank Verhoeven
CEO Vos Logistics7
VOS lOgiSTiCS SuSTaiNaBiliTy PROgRaMME 2015
Mission and sustainaBiLity theMes
Vos Logistics is an independent European logistics service provider delivering a wide range of
transport, logistic and supply chain services. Its mission is to be an industry leader by offering
clients competitive, reliable and sustainable solutions to their challenges, by promoting sustain-
ability in all our operations, and by quality management and behaviour-based safety procedures.
We call this ‘eco-safe logistics’. The company consistently applies and enforces strict standards,
rules, codes and procedures in the field of safety and the environment.
Policy
• Provide best-in-class transport, logistic and supply chain solutions
• Concern for product condition and product safety during all processes
• Operate in accordance with European law and local quality, health, environmental and
safety regulations
• Continuously improve business performance by analysing assessments, deviations,
complaints and customer satisfaction surveys
• Be flexible and responsive within fixed procedures
Principles
• The Management Board and directors have an active role in the internal propagation of policy
• The documented management system complies with ISO 9001:2008
• Quality, environmental, health and safety issues are integral features of all business activities
• All our equipment is of a high standard
• Staff are well-trained and skilled (drivers follow a behaviour-based safety course every three years)
• Employees are motivated, proactive and responsive
• All employees work in accordance with the management system and policy and are encouraged
to suggest improvements
• Operations comply with ISO 9001/14001, GMP+ / Qualimat (standards to assure feed quality
and safety), SQAS (Safety and Quality Assessment System) and HACCP (Food safety system -
Hazard Analysis Critical Control Points)
8
Eco-safe logistics
Eco-safe logistics is centred around three areas known as TOP where we make the
difference:
• Technology
Vos Logistics invests in technological solutions that offer the best commercial and eco-
logical return. Our fleet will become more eco-efficient over time. We continuously explore
opportunities to use alternative fuels to reduce CO2 emissions.
• Operations
Dedicated teams in each transport specialism are responsible for optimising loads and load
ratios. We offer our clients alternative transport, intermodal solutions and integrated logistic
and supply chain solutions with a smaller environmental footprint. Moreover, we promote
eco-efficient driving and train our drivers in optimising their fuel/kilometre ratio. This is an
integral part of our seeking to attain operational excellence.
• Premises
A significant percentage of our CO2 emissions are related to our premises and warehousing
capacity. Improving the environmental performance of our premises makes sense from an
ecological and a commercial perspective. Investment plans consider eco-safe logistics in
order to gradually improve our in-house environmental footprint.
Our mission is to
be an industry leader
by offering our clients
competitive, reliable
and sustainable
solutions.
9
‘TOP’ items encapsulate the ways in which we improve our sustainability. Our eco-safe logistics agenda for the
next five years defines specific performance indicators in each of the three TOP areas. The agenda builds on
the Responsible Care programme and the standards we have set ourselves.
Commitment
Our principles are part of the responsibility of every Vos Logistics employee. Moreover, the sustainability team
reports directly to the board and initiates, supports and monitors the progress. Our joint efforts will consolidate the
industry leadership, economic health and licence to operate. To facilitate the dialogue with clients and other parties
interested we will be publishing a sustainability report on our website each year.
The Management Board is informed about pertinent issues and ensures that actions are taken to implement
the policy. Compliance with this policy is the responsibility of every employee of Vos Logistics.
organising sustainaBiLity
At Vos Logistics it is the CEO who has the final responsibility for sustainability. Natasja van Schaijk (Quality and
Sustainability Manager) and Maino Remmers (HR manager) are responsible for executing and coordinating
Vos Logistics’ sustainability policy. Tasks include maintaining contact with staff responsible for sustainability and
local coordinators who are able to offer assistance when it comes to testing and implementing new sustainability
initiatives. Staff is invited to communicate initiatives through the following e-mail address:
resuLts 2009 and goaLs
At Vos Logistics we have given careful thought to our sustainability activities and we intend to implement and
improve plans step by step. During the year under review we have prepared an action programme that should help
us incorporate the principles of responsible entrepreneurship into the company’s daily practices. Our activities are
linked to specific KPIs for 2010 and where we would like to be standing in 2015.
Activities and the KPIs have been subcategorised in four sustainability themes.
1. Eco-safe logistics: Activities for 2010
• Launch first LNG station in North Europe at Vos Logistics’ premises in Oss
• Viability study for a wind turbine in Oss
• Expand usage of Eco-Combi’s
2. Staff: Activities for 2010
• Launch the ’Healthy Lifestyle’ project
• Register training hours per member of staff/year
3. Safety: Activities for 2010
• Raise/stimulate the number of near-miss reports
• Register the number of work days lost
4. Stakeholders: Activities for 2010
• Evaluate the sustainability performance of our subcontractors
• Improve performance speed of customer complaints handling11
1520%
1017%
0916%
25.88
24.59
22
9
8.5
8
7.5
7
6.5
6
Customer satisfaction
0
09 10 157.6 87.4
30
25
20
15
10
5
0
Lost Work Day Cases
25
09 10 15
13
09 10 15
Fatalities
1 0 0
4.30 %
4.20
4.10
4.00
3.90
3.80
0
Sickness absence
4.2
4.0
09 10 153,7
10 15
5.00
4.50
4.25
4.00
3.75
3.50
3.25
> 4.5
3.95
09
3.72
Fleet’s average Euro standard
Multimodal vs. total
CO2 emission per m2 of premises
09
10
15
CO2 emissions per ton/km
Results 2009 and goals
0,043
0,036
0,045
20 21 22 23 24 25 260,020 0,025 0,030 0,035 0,040 0,045 0,050
23
12
ECO-SafE lOgiSTiCS
Saving on fuel and opting for cleaner alternatives whenever the opportunity
presents itself should help us push down costs and - equally important - minimise
the emissions of harmful substances. Also, we are limiting the number of empty
mileage and the amount of emission by our premises and warehouses. We call
this eco-safe logistics.
Technology
Fuel savings
Based on approximately 3.5 million litres of diesel consumption per month, fuel is a major
cost item. Fuel costs are about 15% of the turnover. Using the right vehicle for every activity
allows us to bring down these costs. The choice depends on type of cargo, range, local
legislation and the load/unload requirements.
We believe saving fuel is an economic necessity and a social responsibility at the same
time. Using diesel, thus discharging CO2, obviously means affecting the environment;
which is why we seek to not only minimise fuel consumption for each kilometre but also
consider cleaner alternatives for fossil fuels.
We believe saving
fuel is an economic
necessity and a
social responsibility
at the same time.
13
CLeaner fLeet
Stricter legislation, particularly where distribution outside the urban agglomerations is
involved, is increasingly forcing carriers to adjust their Fleet. Vehicles are permitted to
discharge ever fewer harmful substances. Within the EU they must comply with the
European emission standard that is becoming stricter by the day. Vehicles in need of
replacement are making room for vehicles which indeed meet the higher Euro standard
(Euro 4 +) which means they discharge less air polluting substances (NOx+PM10). Climate
emission (CO2), however, remains unaltered.
Fleet: Based on European standard
European standards for truck emissions (1988-2010)
Emissions in gramme/kWh
CO2 SO2 NOx CO HC Particulate Soot
ECE 49 - - 18,00 14,00 3,50 - -
Euro-0 (1988) - - 14,40 11,20 2,40 - -
Euro-1 (1992) - - 9,00 4,90 1,25 0,36 -
Euro-2 (1996) - - 7,00 4,00 1,10 0,15 -
Euro-3 (2000) - - 5,00 2,10 0,66 0,10 0,80
Euro-4 (2005) - - 3,50 1,50 0,46 0,02 0,50
Euro-5 (2008) - - 2,00 1,50 0,25 0,02 0,15
Source: European Commission
Euro-2
Euro-3
Euro-4
Euro-5
NOx = Nitrogen oxides CO = Carbon monoxide HC = Hydrocarbons
3%
23%
73%
1%
09
2%
49%
49%
08
Reducing CO2 emissions
Vos Logistics aims at mapping and cutting back CO2 emissions, which strongly de-
pends on inter alia productive kilometres, traffic conditions and load factor. It is Vos
Logistics’ ambition to push down CO2 emissions by 20% towards 2015 through the
following:
•Optimising network – by reducing empty mileage and optimizing planning activities
• Intensifying intermodal transport
• Reducing diesel consumption, for example by changing drivers’ behaviour.
The total CO2 Road emission for Vos Logistics in 2009 was 107 million kg CO2. For
2009 we calculated the CO2 emission per ton/km. The result for 2009: 0,045 kg CO2
emission per ton/km. Our aim is to reduce the CO2 emission with 20% towards 2015
(Calculation according to www.duurzamelogistiek.nl)14
Alternative fuels
LNG (Liquefied Natural Gas)
Vos Logistics, working closely together with participants Mercedes and LNG Europe, has
taken the initiative of taking three LNG trucks into service. LNG stands for liquefied natural
gas and is at 20 bar pressure and -162 °C. Its methane content is substantial (approx.
98%), which is about 18% higher than traditional Dutch ‘Slochteren gas’. As methane de-
termines calorific value, energy content is thus considerably higher. Liquid LNG takes up
about 600 times less volume than natural gas. Also, thanks to LNG only a relatively small
tank is required to cover 1000 to 1100 km. A bigger variant would even mean 1600 km is
possible.
Euro-5/EEV (Enhanced Environmentally Friendly Vehicle) is currently the standard for
new vehicles. As of 2014 the Euro 6 standard will prevail. The manufacturing industry has
indicated that the standard is indeed feasible, however only at high costs and when certain
measures are combined.
Chances of reduced emissions
Comparing an average Euro 5 diesel with the
Econic on LNG, we get the following result:
Using methane means reducing engine sound
by approximately 50%.
Emission Savings
CO2: 29000 kg
Particulate: 6.5 kg
NOX: 23 kg
yearly:
In May 2010 Vos Logistics will open the first North European LNG station on its premises in Oss.
15
Minimise noise pollution
We make sure to invest in sustainable materials to restrict sound to a generally
accepted level. Our vehicle engines produce less than 80 dB which means they
meet the latest European sound level legislation. We keep informed of each
development in this particular field applying the latest technology wherever
possible. Compressors for instance have been provided with a so-called air
cooler and a sound-insulating system (noise package).
Better and safer tyres
To Vos Logistics tyres are a substantial cost item. One significant influence
factor on tyre life is the driving behaviour. Tyres also have major impact on safety
and the environment. Good tyres with sufficient tread and the right pressure are
important when it comes to driving safely. So it should not come as a surprise
that flat tyres and insufficient tyre tread (meaning longer braking distance) are
often the cause of (near) misses on the road.
16
MICHELIN Fleet Solutions is working together with Vos Logistics on optimal tyre management
‘MICHELIN is Vos Logistics’ customer and supplier at the same time. As supplier MICHELIN Fleet Solutions has been working with Vos Logistics for years to improve tyre usage. It serves Vos Logistics to the fullest satisfaction given the fact that it uses the same methods throughout Europe. Ideas, service and reports are perfectly tuned to each other.
We are responsible for Vos Logistics’ entire tyre management.Activities include assembling, disassembling and balancing wheels, repair, replacement, quality audits etc. Being in control at all times, tyres can be used to the fullest capacity. Our tyre specialists make sure to check tyres four times a year. And every month MICHELIN Fleet Solutions carries out quality audits. This way we ensure optimal tyre capacity. Having the right
Janco Vellema, Key Account Manager MICHELIN Fleet Solutions & Jos Swint, Product Manager MICHELIN truck tyres
pressure means optimal rolling resistance which again means saving on fuel and with it the CO2. Wherever possible, Vos Logistics uses MICHELIN ENERGY tyres, a generation perfectly lending itself for long international transport, ensuring less rolling resistance and less fuel consumption. This way Vos Logistics is able to save 3% to 4% of fuel compared to its previous equipment. Obviously MICHELIN tyres are replaced (Remix) and retreaded.We embrace Vos Logistics’ sustainability plans maintaining contact with Vos management on a monthly basis to discuss the latest developments within the world of tyre management. Together we are determined to have the best tyre management by means of which we seek to make a significant contribution to sustainable transport.’
For years Michelin Fleet Solutions (MFS) has been managing Vos Logistics’ European tyre
services, being responsible for maintenance and other related activities. Working closely
together with MFS we continue to improve matters in terms of safety and the environment.
The quality of the tyres is protected and followed closely through audits. Some of the key
points are the following:
• use of MICHELIN ENERGY tyres: these have been designed to ensure a lower rolling
resistance the purpose of which is to save on fuel (and thus reduce CO2 emission).
• retread: deepen tyre tread to cover more kilometres. Also, during the retread phase,
the tyre will have the lowest rolling resistance possible.
• tyre pressure: good tyre pressure reduces the rolling resistance which means
considerably lower consumption
Reusing tyres
At Vos Logistics all tyres are granted a second life. Tyres that are worn-out
still represent 85% raw material volume. The ‘skeleton’ of MICHELIN tyres
has been designed to allow it to outlive several generations. This means
an enormous saving on raw materials with performance remaining identical
to that of new tyres.
Status on
31-12-2009
Right tyre pressure 41% 89%
Retread percentage 5% 55%
Number of energy tyres 0% 58%
Renewal percentage 15% 55%
Start of MFS agreement
01-02-2002
17
Operations
Optimising the network
Vos Logistics is continuously seeking to optimise the logistics network by:
1. Providing capacity, flexibility and delivery accuracy to our customers
2. Reducing costs through minimal empty running and maximising shipments
3. Reducing emissions and limiting congestion
Optimising the efficiency of our fleet to serve our customers’ requirements
Through optimised planning Vos Logistics seeks maximum efficiency in its operations. The principles
are simple but daily execution requires experience and advanced tools. The focus is on reducing the
empty running of a truck between two shipments and maximising the load of each shipment (moving
as many goods as possible in one go). Furthermore, we seek flexible and efficient loading and
unloading operations that let Vos Logistics use its capacity to the maximum.
Reducing empty mileage
Ideally, a truck should reload at the same location it unloads. Whenever the opportunity arises we do
so. However, empty running is generally unavoidable because trucks have to drive from an unloading
location of one shipment to the loading location of the next shipment. It’s Vos Logistics’ aim to
reduce empty running. This is a win-win-win situation for Vos Logistics, its customer and society. The
Vos Transport Management System Lovos contains an advanced route planning tool that enables
planners to combine loads to meet customer requirements with a minimum of empty running.
Scania and Vos Logistics testing Ecocombi
Hillebrand Diever, Transport Manager at Scania Productions Zwolle Netherlands
‘With the Ministry of Transport, Public Works and Water Management deciding to grant as many companies as possible the opportunity to gain experience with Long Heavy Vehicles (LHV), we have studied whether this would be something we are interested in. An Ecocombi is a truck no longer than 25.25 metre and no heavier than 60 tons. At this stage these vehicles are only permitted in the Netherlands, Denmark, Finland and Sweden.
The initial proposal was made by Vos Logistics interested in shipping tyres on Ecocombi’s. After thorough discussions with the tyre supplier (FITLOG), E-lc, Vos Logistics and Scania, we launched a pilot analysing the safety and consequences of several standards. Driving with these long vehicles requires special skills. Trailers are disconnected at our premises and moved by the tractor unit to the tyre-unloading location. The first results are positive; the environment will be protected (33%) and shipping costs will drop (17%). So basically this is a good result. The pilot will definitely be continued.’
18
Close communication between driver, planner and customer is the secret to solve the puzzle
on a daily basis. No matter how good the planning is done; delays, cancellations and other
unexpected circumstances always require the right anticipation. The commercial strategy with
its focus on selected geographical areas and industries provides the right density of loads in
the operating regions. Our sales team approaches potential customers in areas in which we
unload our trucks. The load efficiency (the ratio of empty mileage to a truck’s total production) is
an important KPI on the weekly dashboard and vital input for management decisions.
Maximise the load factor
In the interest of its customers, Vos Logistics strives to move the maximum volume (or weight)
on each trip in full load shipments (FTL) and in combined loads (LTL/ Groupage). Together with
customers we discuss how they can benefit from the 3 meter internal height of our mega-
trailers. This enables them to move 100 m3 of cargo in one go. Based on our experience, we
overcome hurdles such as changing packaging configurations, amend load instructions for
(external) warehouses, and discuss delivery specifications or order quantities with receivers.
Vos Logistics facilitates these objectives in the knowledge that transport costs per quantity will
fall as more volume is moved in one shipment. Another way to maximise the load factor is to
use large vehicles (see below).
Delivery time and windows
European working hours regulations are strict. A significant proportion of the drivers’ time is
absorbed by loading and unloading. Restricted loading and unloading windows limit the flexi-
bility for optimised planning. Flexible loading and unloading windows are to Vos Logistics’ and
its customers’ advantage as they cut transport costs. Executing these processes efficiently
reduces the time a truck spends at a loading or unloading station.
Using larger vehicles
Vos Logistics has a number of larger vehicles, the so-called Ecocombi’s, running between
Zwolle and Den Bosch 18 to 19 times a day for our customer Scania. Ecocombi’s ideal length
allows trucks to ship considerably more volume which means fewer journeys, less congestion
and lower CO2 emission. We are currently investi gating whether more customers are interested
in Ecocombi’s. Another alternative would be using a 91m3 tank container with 50% more
capacity than the conventional option used by Vos Logistics. By shipping 150% of cargo
instead of 100% a significant number of rides will be cancelled. 19
Vos Logistics´ commitment to the Responsible Care® Program of ECTA
Cathy Demeestere, ECTA Executive Director ‘ad Interim’
‘Vos Logistics is a full member of the European Chemical Transport Association (ECTA), an association regrouping 70 % of the total chemical transport capacity all over Europe. ECTA has a partnership with CEFIC (Cefic European Chemical Industry Council) with the aim of bringing the principles of Responsible Care out of the chemical factory gate into the chemical supply chain (land transport operations and logistics) on a pan-European level. Responsible Care® is the chemical industry’s global voluntary initiative under which chemical companies, through their national associations, work together to continuously improve their health, safety and environmental performance, and to communicate with stakeholders about their products and processes.Vos Logistics is one of the 28 member companies of ECTA Responsible Care initiative, a member of the ECTA Responsible Care® Initiative. As an ECTA Responsible Care member their CEO and the whole organization have contractually committed to:
- Continuously improve the environmental, health and safety performance of their company- Advance sustainable development- Champion and facilitate the appropriate extension of Responsible Care® across the business value chain- Address stakeholder expectations in the continuing development of Responsible Care®.
Chemical industry manufacturers are committed to sustainability and find Responsible Care a key driver in this context. They also expect their logistics providers to take these subjects seriously. Vos Logistics has shown that they are committed to sustainability by becoming a member of the Responsible Care® programme. As Responsible Care Member they are entitled to use the Responsible Care logo that explicitly integrates such commitment to sustainability.’
Behaviour
Vos Logistics would like drivers too to consider environmental and safety aspects and know how they
can save on fuel. To these purposes we have taken the following initiatives:
• For each vehicle a fuel consumption standard will be set for each 100 km
• Drivers receive regular training sessions
(BBS = Behaviour Based Safety Training)
• For each driver fuel consumption per 100 km will be
measured during a certain active period
• Information will be communicated instantly to the driver
• If the standard is exceeded the cause will be
analysed and, if necessary, corrective steps
will be discussed and agreed with the driver.
Benefits of BBS/Iceberg Principle
Accidents
Incidents/Near misses
Fuel consumption
Maintenance costs
Insurance premiums
Fines
Accidents
Incidents/Near misses
Fuel consumption
Maintenance costs
Insurance premiums
Fines20
Avebe and Vos Ede heading towards intermodal transport
Jan Poelman, transport manager at Avebe
‘Avebe is the largest producer of potato starch and its derivates in the world. We ship products to more than 100 countries. For transport heading for Italy we have been joining hands with Vos Ede since 1973. In the early 1990s Vos Ede started providing intermodal transport on this route. The initial reason to swap road transport for intermodal transport was basically cost reduction. Also, the possibility to disconnect the load and unload location means more flexibility because at the terminal in Italy we can contact the customer and discuss delivery date. A truck, on the other hand, will always reach the final location at a set time.
Intermodal transport is also part of the green strategy to which Avebe has committed itself. Our customers, especially those involved in the paper industry, set higher demands to sustainability and we expect our suppliers to provide sustainable alternatives. We were happy to learn that Vos Logistics was capable of providing intermodal transport when we needed it most which is why we have continued our relationship. I am proud of Vos Logistics as a sustainable company. They are capable of making a significant contribution to the further development of intermodal transport facilities, for instance by giving further shape to this service at shorter distances as well.’
Intermodal transport
Besides optimising road cargo, Vos Logistics continues to search for alternative
transport. Multimodal solutions are more frequently integrated in the international trans-
port network. Kilometres that used to be covered on the road, are now covered by rail
or water. Particularly on the routes between the Benelux and Spain and Rhone Alpes
(France) and North Italy, these multimodal initiatives indeed pay off. The following rail
and water options are used on a regular basis:
Leboulou - Bettembourg railroad connection
The route between Luxemburg and Perpignan connects the Benelux to the area
between Marseille and Valencia. For shipments heading for Barcelona and environs for
instance, the average CO2 emission is reduced by 56% per journey.
Rotterdam - Verona railroad connection
Vos Logistics ships cargo from the Netherlands to North Italy on a daily basis. Upon
arrival Vos Logistics makes sure to deliver trailers/containers at their final destination.
The average CO2 emission is reduced by no less than 55% on each ride. Also,
maximal loading weight is 28.5 tons instead of 24.5, which means fewer trucks on the
road and thus less traffic congestion.
21
Arkema France: modal shift from road to railGerard Langlais, Vice President Logistics of Arkema Group
‘Arkema is a global chemical company with around half of its activities in Europe. Our three main areas of activity are vinyl products, performance products and industrial chemicals. Vos Logistics is one of Arkema France’s main inland transporters. They transport PVC produced in France to countries all over Europe. Arkema is committed to sustainability which is why in June 2005 Arkema France launched the use of modular transport on the Autoroute Ferroviaire Alpine (AFA). Vos Logistics was very active in promoting this innovation. Together with the train company AFA, they helped us change the method of transportation of our product, switching from road to rail transport from Lyon to Torino. At the train station in France, Vos Logistics puts the road tankers on the train.
In Italy they pick up the tankers and transport them to our customers in Italy. Intermodal freight transport can be a way of ensuring better economics, safety and sustainability. Vos Logistics has helped us improve our sustainability and provide reliable service. It requires good collaboration in intermodal transport to achieve the same flexibility that road transport has to offer. Vos Logistics has showed its commitment to sustainability, also by training their drivers towards economical driving and improving safety. Arkema counts on Vos Logistics to continue being pro-active on sustainability, proposing innovative solutions that contribute to both sustainability and economics.’
The Zeebrugge - Bilbao ferry connection
As for deliveries from the Benelux, but increasingly often also from the United Kingdom
and Scandinavia to Spain (the Bilbao - Madrid axis) and vice versa, the ferry connection
between Zeebrugge and Bilbao is a most welcome alternative to road transport.
Based on daily departure this route, compared to road options, means no more than
a day’s delay, a valid alternative for many shippers. Besides economic advantage,
CO2 emission thanks to this short sea connection could be cut down by half.
Most important intermodal routes
of Vos Logistics in Europe.
Black = RailBlue = Ferry
22
Arkema France: modal shift from road to railGerard Langlais, Vice President Logistics of Arkema Group
Bolsius and Vos Logistics testing Ecocombi’s and heading for sustainable storage Bas Kersten, supply chain manager at Bolsius
‘Our relationship with Vos Logistics began in 1998. Back then we had ware houses in Oss and in Helmond. Both locations were eventually combined in Helmond in 2002. Each day an enormous amount of goods is shipped back and forth between our factory in Boxmeer and the ware-house in Helmond. Since December 2009 and together with Vos Logistics we have been testing Longer and Heavier Truck Combinations (LHV or Ecocombi’s) on this route. After a few adjustments in our warehouse we should be able to efficiently use Ecocombi’s. Each day 5 to 10 units go back and forth, with this option we hope to cut this number by 35%.
We are delighted with Vos Logistics’ idea which, after initial investments, will help us reduce costs as well as CO2 discharged. Bolsius is aiming at more sustainability through transport, but also at our factories and warehouses. We are working closely together with Vos Logistics to modernise our warehouse in Helmond as such creating the possibility to dispose of higher and heavier pallets. This will allow us to ship more cargo with less transport being required. Our customers are setting increasingly more demands to sustainability and so are we. It is good to see Vos Logistics, a major supplier, follow this trend.’
Premises
Logistics and office premises require much energy, not only to heat and illuminate are-
as, but also to be able to use office equipment and rolling stock in logistics centres (e.g.
fork-lift trucks).
energy-effiCienCy
Vos Logistics analyses energy consumption inside premises in three ways:
1. Minimise consumption
We consider how we could minimise energy consumption, protecting the required
functionality at the same time. We pay attention to:
Behaviour
• Less energy consumption for instance through staff’s saving initiatives.
Technology
• Purchasing low-energy equipment.
2. Timing of use
Logistics centres in particular should be able to use electricity off peak hours. Rolling
stock batteries might just as well be charged at night.23
08090809
3. Using alternative power sources
We consider the possible alternative power sources (where and when).
Possibilities include: o Green energy
o Wind energy
o Solar energy
Below figure is an overview of electricity consumption at Dutch buildings. These are offices,
workplaces (sometimes combined with a car wash) and logistics centres for storing goods
and value added activities.
Making warehousing sustainable comes naturally to Akzo Nobel
Joep Mooren, Logistiek continentaal Europa Akzo Nobel Decorative Coatings
‘To Akzo Nobel sustainability is a key element of its strategy. We have crystal-clear objectives when it comes to sustainable enterprising and have been booking some great results. It is why we are highly listed on the Dow Jones Sustainability Index. We believe sustainability also matters to our chain which explains why our suppliers must meet certain requirements. Because of their warehousing activities Vos Logistics is part of our logistics chain. I can see Vos Logistics is working on a sustainable future and we recognise specific examples on the work floor such as waste processing and pushing back paper consumption through scanning.
Vos Logistics is also seeking to be sustainable at strategic level. It is good to be transparent for instance by publishing this first sustainability report. Time will tell whether Vos Logistics will be able to continue to improve its sustainable activities. It takes focus, top-down steering and experience on the shop floor, understanding people, planet and profit. Therefore, one should consider costs but at the same time pay great attention to income. I believe when it comes to warehousing, sustainability has much to offer. The road followed by Vos Logistics convinces me that sustainability is indeed developing shape, which is good for them, good for us and good for our relationship.’
3,200
3,100
3,000
2,900
2,800
2,700
Electricity consumption
KWu (x1000)
27
26.5
26
25.5
25
CO2 emission
Kg per m2
24
Average CO2 emission in 2009 amounted to 25.88 kilogram per m2. This means
consumption has declined modestly right down the line. In the years to come Vos
Logistics will be pursuing a purposeful energy-consumption policy in its buildings,
including those located outside the Netherlands. Having studied the feasibility and
applicability of the various options, we will be formulating our specific objectives.
Based on experience figures within the market it is our ambition to push down
consumption by 5% in 2010 and 15% until the year 2015.
Wind energy
Vos Logistics, together with engineering firm and an external consultant, has been
studying whether having a wind turbine at the Oss premises would be a lucrative plan.
The wind turbine concerned has a 3 MW capacity. Previous research already showed
that the industrial premises concerned are blessed with the right wind and that the
location lends itself perfectly for a wind turbine. Plans will be elaborated in the course of
2010, in association with the municipality.
handLing waste wiseLy
Our purifying stations are EFTCO certified and meet European and local legislation.
Containers are used to store residuals to prevent these products from reaching the
sewer system. A certified company is responsible for emptying containers and we seek
to store and remove as few residuals as possible. In 2009 Vos Logistics Netherlands
removed approximately 1,000 kg of residual products.
Drain water is filtered before it is able to reach the sewer system. Every month a random
check is carried out to verify whether the drain water meets standards. Random checks
are carried out by a certified company while the Water Board analyses results. In 2009
11,853 m2 of drain water was removed.
Our workplaces and offices are responsible for separating waste. Waste includes oil,
oil-bearing materials, wood, metals, storage batteries, lamps and paper. An external
company picks up the waste part of which is recycled or simply destroyed.
25
Customers
We are doing well when it comes to customer satisfaction. Most customers
are happy with the knowledge that we offer and also with our administrative
processes and the way we handle matters. But we aim for perfection.
Customer satisfaction
Towards the end of 2009 we asked an external consultant to find out the extent to which
customers were pleased/displeased with Vos Logistics. We decided to use a number of
categories: cluster (cargo, bulk and service), department per cluster and customer status
(new customer, prospect or lost customer).
Study involved over 200 customers. The fact that many people replied (a comfortable 25%)
is proof that our customers appreciate this initiative. The purpose of the study is to better
understand customers, find out what they expect from Vos Logistics and the service
aspects they appreciate most.
Parallel to the study we conducted a so-called mirror research among staff (who are in
contact with customers); 32 members of staff joined in. Thanks to the parallel research we
have been able to compare customers’ expected opinions and their actual perceptions.
A good result
Study results, in association with Integron, have been analyzed and discussed at length
with staff. A 7.4 means Vos Logistics has turned in a good performance. Customers are
mostly satisfied about the following:
o Administration
o Gaining information
o Staff’s knowledge (customer service in particular)
Vos Logistics will approach it’s customers regularly for a customer satisfaction survey.
26
Improvement management
A 38% improvement potential has been identified. This means that in 4 out of 10 cases
customers believe certain things ought to be improved. The main field of attention turned
out to be our deviating processes. For instance, we should invest efforts to improve the
speed at which complaints are handled and the way in which customers are provided with
information. The study outcomes are a major input for our future policy. 27
STaff
The quality of the services that we offer depends on the input of our
people. We are aware that it is our staff to whom we owe our good
reputation, solid market position and a stable list of customers.
Vos Logistics is an international firm; 70% of our 2,074 employees work
outside the Netherlands. The company’s international character is also
emphasised by staff’s multi cultural background.
Our customers should experience wherever they are that they are dealing with a
quality-driven, dedicated and professional organisation.
Our ICT infrastructure has been making a significant contribution, although it is staff
who have key role. Which is why Vos Logistics has been dedicating special attention
to staff training. For instance, we have our own training institute in Poland called the
Vos Logistics Education Centre (VLEC). Employees are involved in Vos Logistics’
sustainability strategy to make them better aware of environmental and safety
issues and to determine the extent to which they can contribute to and protect
both.
Multicultural workforce
Vos Logistics has 2074 members of staff. Employees are involved at several
locations across Europe. Vos Logistics is a multicultural company with 24 different
nationalities.
192
51
638
27
97
28
Male-female
The world of transport and logistics has always been a man’s world. Nevertheless, 9% of
the total staff is female. Most of them are working at Vos Logistics’ offices, but some are
also hitting the road or making a significant contribution at the warehouses.
Fulltime/part-time employment
At Vos Logistics 93% of staff are employed fulltime (7% part-time). Reason for the high
percentage of full-time employees is the type of work carried out. The nature of activities
involved and the distances usually covered by drivers mean work can hardly be carried
out on part-time basis. The possibility to work part-time is provided by Vos Logistics
warehouses and offices.
Age distribution
In the course of years Vos Logistics has gained many experienced and dedicated
employees. Most of them are aged 25 to 55, with the largest group being represented by
those aged 35 to 45. To carefully prepare for the future, Vos Logistics has been investing
in young, highly educated staff. They are the staff of the future and should undoubtedly
contribute new knowledge and fresh ideas.
177792
96
4 Age categories Percentage
Age category >55 16%
Age category 45-55 24%
Age category 35-45 36%
Age category 25-35 21%
Age category 15-25 3%
Staff by age category
Below figure is an overview of
the number of staff per country.
These are all ‘direct’ (operational
staff and ‘indirect’ (overhead and
indirect operational) employees.
29
Staff by years of employment
It is Vos Logistics’ ambition to maintain long relationships with their employees. Proof is the
number of firm contracts and the years of service. Vos Logistics recently opened offices in
East European countries such as Poland and Slovakia. This explains the high percentage
of 0-10 years of service.
Health policy
In 2006 Vos Logistics decided to take absenteeism into its own hands avoiding the inter-
vention of a traditional working conditions service. We opted for a direct approach using a
coordinator and prepared crystal-clear nonattendance regulations. This approach resulted
in declining sickness reports and fewer long-term sickness files.
The first steps in the right direction have been made, however a few steps are yet to be
taken. For 2010 we have the following initiatives lined up:
1. Register and analyse sickness absence abroad
2. Workshop for executives, role during occupational disability*
3. Prepare manifest on nutrition, work-out and lifestyle + prepare lifestyle training**
4. Analyse total sickness absence (short, medium, and long abroad)
5. Analyse occupational disability regulations abroad
* During the workshop attention is paid to the executive’s role during staff’s occupational disability.
* * Vos Logistics will be preparing a manifest advising staff on nutrition, work-out and how to maintain a healthy lifestyle. Initially we will
launch a pilot for a small group of staff the purpose of which is to make employees realise the significance of a healthy lifestyle.
Years of service Percentage
0-10 79%
10--20 13%
20--30 5%
30--40 2%
>-40 1%
Staff by year of service
30
Low absentee rate
Absenteeism in 2009 declined compared to the years 2008. In 2009 Vos Logistics
registered an average 4.2% compared to 4.3% in 2008. Decline is strongest in terms of
short absence. In 2008 the average absenteeism within the transport sector amounted to
an average of 4.5% (source: Statistics Netherlands). It is Vos Logistics’ ambition to push
down absenteeism below this average. This was realised in 2008.
Training and development
At Vos Logistics each member of staff is responsible for carrying out instructed and
standard tasks in accordance with customers’ requirements. Wherever possible, employ-
ees will seek to improve the efficiency, safety and quality of our services. To this purpose
Vos Logistics has been providing thorough training at external and internal level.
Driver training
Well trained drivers are more productive, more flexible and better aware of the material that
they have at their disposal. This means better output and pushing down costs at the same
time. The main basic qualifications Vos drivers must have target the following:
1. Quality
2. Safety / Driving style
3. Customer-orientation
Within these qualifications it is important that schooling complies with the European profes-
sional competence guidelines. These guidelines should ensure better traffic safety and less
fuel consumption. To obtain these basic qualifications several training options exist.
6%
5
4
3
2
1
0
Absentee rate at Vos Logistics Netherlands
Total absence
Short < 8 days
Medium 8-43 days
Long > 43 days
0809 For 2008 absence percentage is 4.5% (Source: Statistics Netherlands)
31
Vos Logistics Education Centre (VLEC)
New drivers may receive internal training at our training centre in Poland. Vos Logistics’
Education Centre (VLEC) has two experienced teachers (former Vos drivers) who are capa-
ble of providing drivers with theoretical knowledge related to law regulations concerning
drive and rest periods, trucks’ maximal load factor and how the digital tachograph
functions. The Lovos IT system is also part of the drives’ training programme. Daily practice
issues are also discussed and drivers carry out loading, unloading and cleaning activities
in order to practise. The BBS training follows at the end of the internal training. Drivers will
be employed by Vos Logistics provided they have sufficient knowledge at their disposal.
Another alternative is training in practice by spending a few weeks with an experienced
driver.
Management Development
Career counselling and Management Development are important to whoever is involved
in Vos Logistics. Manager and staff have their own responsibilities. Human Resource
Management assists in these responsibilities using human capacity to its best knowledge.
The main purpose of this policy is to ensure optimal workforce, aimed at staff’s continuity
and development. In other words, providing the right person at the right time and place.
Career counselling is essential and is based on periodical and systematic tuning of staff and
management and management and human resource. The result is this:
•Guaranteed continuity of the executive framework
• Structural preparing for management functions
• Making organisation less vulnerable in terms of critical functions
• Holding on to high potentials
• Unequivocal executive style
• Using capacities and potential more efficiently
• Following and supervising development management (potential)
The scheme on the next page represents the system and coherence of the human resource
policy at Vos Logistics. The diagram includes staff and their performances, future possibili-
ties and interests. Also, it represents the system of the Vos organisation providing a picture
of the required human quality and quantity at different levels.32
Getting sustainability into drivers’ genes
In recent years sustainability has become a major issue and will continue to interfere with companies’ policy in the years to come. To properly execute the policy Vos Logistics has decided to call in our training centre. As the Trainer of the Year 2009 together with Vos Logistics we have prepared a programme in which we seek to combine ‘useful’ and ‘pleasant’, dedicating special attention to Ecodriving on the one hand and Customer-Oriented Communication and BBS (Behaviour Based Safety) on the other hand. So far we have offered training to about 120 professional drivers. Ecodriving is mostly about developing an awareness process among drivers by adapting the driving style and handling the available material respectfully. During training it is proven that up to 15% of fuel can be saved.
The training Customer-Oriented Communication is about how drivers should be dealing with other people on the road. The BBS training is offered individually convincing the driver that he is in fact the frontpiece of the company he is working for. The training pays attention to behaviour on the road and at the customer’s, the material used and the representativeness with safety being the thread throughout the training sessions. Changing one’s behaviour means drivers are able to contribute even better to the company’s results and market position. For instance, drivers learn how to avoid dangerous situations and make a significant contribution to a better living climate. The process is repeated every three years which means output is guaranteed.
Kees van Iersel, general manager at Verkeersschool Van Iersel & Jenny van Alebeek, branch manager at Verkeersschool Van Iersel
INDIVIDUAL ASPECTS ORGANISATIONAL ASPECTS
HR MANAgEMENT
EVALUATE PERFORMANCE BUSINESS PLANNING
PROCESS INFORMATION
EVALUATE POTENTIAL ORGANISATIONAL PLANNING
FORMATION
ASSESS INTEREST FUNCTION REQUIREMENTS
Recruitment
Staff planning
Transfer
PERSONAL DEVELOPMENT OCCUPANCY PLANNING
CAREER COUNSELLING
ORGANISATIONAL DEVELOPMENT
Job rotation
Management development
Problem analysis
Problem solving
33
SafETy
Safety policy
It is Vos Logistics’ ambition to prevent and minimise all situations risks whereby people
could become seriously injured or even die. So we make sure our staff receive clear
instructions and see that they carry out tasks correctly and that service meets the
existing safety requirements.
Safety statistics
The graph on this page represents Vos Logistics’ safety results. The number of
accidents in 2009 declined strongly compared to 2008.
In 2009 there were 25 Lost Work Day Cases. These are work-related cases whereby
an employee is not capable of carrying out tasks immediately (lost work day(s)).
Vos Logistics is seeking to push down the number of Lost Workday Cases by
10% annually. In 2010 we will be measuring the number of accidents as well as the
number of lost work days.
In 2009 Vos Logistics registered one fatal accident. Investigation into this accident is
still ongoing and more details will be provided in our next report.
Prevention
Drivers’ inattention was the main cause of the accidents that took place in 2009.
The prevention policy for 2010 will therefore seek to make drivers perfectly aware of
this problem.
Near-Misses
In 2008 we started registering Near-Misses. Reporting Near-Misses is essential to
Vos Logistics given the fact that these reports could help us prevent ‘real’ accidents.
We encourage staff to continue to report these cases.
Near-Misses can take place while driving, at wash stations and loading/unloading
locations. External parties have to provide a safe situation for our staff. So, on reporting
Near-Misses we also expect customers to prepare a plan of approach. If Vos Logistics
is to blame for the near-miss, we will take internal measures to avoid real accidents.
60
50
40
30
20
10
0
LWC (Lost Work Day Cases) Vos Logistics
0809
Amount
Fatalities 01
0809
Lost Workday Cases 2009
Personal Safety Outfit
Other
Inattention driver
Slipping
Technical problem
Customers’ conditions
1%
4%
3%
1%
11%
5%
34
BBS (Behaviour Based Safety)
In 2007 Vos Logistics launched the Behaviour Based Safety Programme (BBS). The
purpose of the training is to increase road transport safety by positively influencing
drivers’ behaviour (through observation, development and communication). The training
also has a positive effect on fuel consumption, which again means less CO2 emission.
Safety harnesses
In 2010 the safety harness was added to our bulk drivers’ standard safety gear. Although
essentially we try to avoid working at great heights, this is impossible at certain loading/
unloading locations which means drivers will need to get on the trailer. In these cases driver
must wear the safety harness to minimise safety risks.
Mobile Quality Team
The Mobile Quality Team consists of experienced and trained former drivers. On request
they can provide technical support to our drivers, on the road but also on the customers’
site. Also, they can check equipment for technical faults and assist in optimising operational
processes on loading and unloading goods. The MQT also carries out (unannounced)
audits and maintains contact with the quality manager.
PARSYST (Preventive Anti-Roll SYSTem)
Vos Logistics is one of the PARSYST project partners for tankers in the Mobility Technology course at the Universities of Arnhem and Nijmegen. The purpose of this project is to reduce the number of rollover accidents in and outside the Netherlands by using an efficient system that informs drivers on time about the speed acceptable for the truck combination on approaching possible critical locations. High speed is usually to blame. The critical speed varies according to cargo. It has considerable impact on the vehicle’s behaviour on the road. With trucks becoming increasingly more comfortable, the critical speed is difficult to judge.
A software vehicle model is combined with use of several sensors inside the truck allowing the PARSYST system to determine on the ride how the truck is behaving on the road while carrying certain cargo. Combined with a digital map and the actual position (GPS) of the of the car, the system should be able to show the critical speed for a bend the driver is about to approach. Because Vos Logistics feels responsible for safety on the road, we attach great value to a successful rollover warning system and also to participa-tion in the project.
35
STakEhOldER ENgagEMENT
With more than 1,100 vehicles and a large number of subcontractors who together
cover many kilometres on a daily basis, Vos Logistics is a familiar name on the European
roads and also in European cities. Many people will know or at least recognise our name
and logo. In addition to the position Vos Logistics takes for staff and the direct vicinity
(customers and suppliers) it is our aim to interact strongly with the outside world.
As a transport and logistics company we are literally the bridge between raw material
suppliers, manufacturers and consumers. Our responsibilities therefore are beyond
our service. Aspects such as safety and environmental burden are of paramount
importance. It is a responsibility which we seek to carry in a structured manner by
means of a purposeful sustainability policy. This policy we lay down in a report that
should provide customers, stakeholders and society insight into Vos Logistics and what
we stand for.
Blind spot in Oss
In association with the Dutch Traffic Safety Association and the municipality of Oss, Vos Logistics has provided space at its own premises in Oss where drivers can adjust their blind spot mirrors. Instructions on how to do this are provided on site.
Blind spot projects for primary schools
In association with the Dutch Traffic Safety Association we have also provided traffic information to primary schools. Primary school children (aged 11 and 12), who are soon to be cycling to secondary schools, are made aware of the danger of trucks’ blind spot.
André Janssen, Mobile Quality Team at Vos Logistics:
‘Children must realise that sometimes truck drivers are simply unable to see them. And the best way to explain this is to have them live the experience which means we allow them to take a seat in the cabin to find out what the truck driver can actually see in his mirror.’
36
REPORTiNg PRiNCiPlES
Vos Logistics has a clear commitment and ambition with respect to sustainable development.
Through this sustainability report we aim to be transparent about our principles, policies and
performance in the field of sustainability.
Scope
This report covers Vos Logistics’ activities and performance in the field of sustainable development. It includes
quantitative and qualitative data about the calendar year 2009 (January to December 2009). Most topics are
for the total Vos Group, but some topics only contain the results of the Netherlands. (This is always
mentioned)
Selection of topics
The report covers topics based on interaction with stakeholders on what they feel is of importance to form
an opinion on our sustainability behaviour. Moreover, we have reported those issues and dilemmas that are
illustrative for the logistics sector and for Vos Logistics in particular.
GRI
We have taken notice of the GRI guidelines to ensure we cover relevant topics, identified by a broad range of
stakeholders. After a self-assessment we applied the C application of the GRI. Please find the GRI content
matrix on our website www.voslogistics.com.
World Economic Forum
In preparing this report, we have taken notice of the ‘Supply Chain Decarbonization’ (report) of the World
Economic Forum.
Reporting process
We have no overall information system in place for sustainable development. Nevertheless, we used corporate
information systems, such as Lovos, Cognos and Pers Master (Human Resources), for data gathering when-
ever possible. We used the GhG Protovol and the CO2 Meetlat Logistiek to calculate CO2 emissions.
Although we are confident of the overall reliability of the data reported, we recognize that some of this
information was subject to a certain degree of uncertainty because of limitations associated with measuring,
calculating or estimating it. Where these uncertainties concern material, they are described in the report. 37
Third party quotes
Instead of limiting this report to our own statements, we have chosen to invite external
parties to give a quote about our institution or our co-operation. We have used the quotes
as they were given to us.
Further information about Vos Logistics
This report only covers limited aspects of Vos Logistics. To develop a more complete
picture we refer to our website: www.voslogistics.com.
Disclaimer
Nothing in this document is intended to extend Vos Logistics’ existing obligations to its
clients or stakeholders. Vos Logistics reserves the right not to make available (details of) the
policies, procedures, criteria, instructions guidelines or anything similar that have been
mentioned in the report to third parties.
Thanks for contribution:
· KNV (Koninklijk Nederlands Vervoer)
· ECTA (European Chemical Transport Association)
· Avebe
· Arkema France
· AkzoNobel
· Bolsius
· Scania
· Michelin
· LNG Europe
· Integron
· VTL/Kees van Iersel
· Veilig Verkeer Nederland – Regio Maasland
Connekt
(voert het innovatieprogramma Duurzame Logistiek)
Advice, editing and coordination:
Triple Value, The Hague
Jonkergouw & van den Akker, Amsterdam
Design & layout:
Spoetnix, Tilburg
Printing:
NPN drukkers, Breda
Photography:
Arjo van der Graaff, Dirksland
HR Human Resource
CEO Chief Executive Officer
ghg protocol Green House Gas Protocol
DB Decibel
EEV Enhanced Environmentally Friendly Vehicle
LTL Combined full load
LOVOS Vos Logistics IT system
BBS Behaviour Based Safety
VLEC Vos Logistics Education Centre
LWC Lost Workday Case
MQT Mobile Quality Team
glOSSaRy
FTL Full Truck Load
EFTCO European Federation of Tank Cleaning Organisations
ISO International Organization for Standardization
gMP Good Manufacturing Practice
HACCP Hazard Analysis and Critical Control Points
ADR European agreement for international road transport
of dangerous goods
ECTA European Chemical Transport Association
LNg Liquefied Natural Gas
LHV Long, Heavy Vehicle
SQAS Safety and Quality Assessment System
KPI Key Performance Indicator
38
Thanks for contribution:
· KNV (Koninklijk Nederlands Vervoer)
· ECTA (European Chemical Transport Association)
· Avebe
· Arkema France
· AkzoNobel
· Bolsius
· Scania
· Michelin
· LNG Europe
· Integron
· VTL/Kees van Iersel
· Veilig Verkeer Nederland – Regio Maasland
Connekt Innovation programme sustainable logistics www.duurzamelogistiek.nl
Advice, editing and coordination:
Triple Value, The Hague
Jonkergouw & van den Akker, Amsterdam
Design & layout:
Spoetnix, Tilburg
Printing:
NPN drukkers, Breda
Photography:
Arjo van der Graaff, Dirksland
