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Operational sustainability

At Cargotec, we are continuously working to stay at the top of the game in sustainability. Although the main industrial sustainability impacts occur through our products, we do our best to improve the sustainability performance of our own operations as well. We take the sustainability standards that guide our operations seriously: many issues covered by standards are now a license to operate in the industry.

We report on our sustainability matters according to the Global Reporting Initiative (GRI) and are a signatory of the UN Global Compact. Our EHS policy is to promote a high safety level and environmental friendliness in our products, services and solutions. Our goal is to maintain a precautionary approach to environmental challenges and develop best practices for environmentally sustainable operations.

We are making a great effort to be more transparent, and are improving our communication with our suppliers and investors to increase environmental awareness and management. We proactively contact our investors to discuss the most relevant sustainability topics. During the year, we also took part in several sustainable investment conferences. We report to several third parties, which award us sustainability ratings that help our stakeholders to evaluate our sustainability performance. At the beginning of 2018, MSCI and Ecovadis both rated us among the most sustainable companies in our industry (class AA and gold respectively), and we have been disclosing to CDP since 2010.


Process optimisation


With respect to the changing environment, we continuously work to optimise our production processes and reduce our emissions. One target is to have 100% of electricity in Finland and Sweden to originate from renewable energy sources by the end of 2018.

On the operational side, several energy saving initiatives were implemented during last year. For example, at the Kalmar assembly site in Shanghai and Hiab’s assembly site in Korea, old inefficient machinery and lighting were replaced, cutting down on energy consumption and reducing CO2 emissions. More solar panels were installed at the Tampere Competence Centre in Finland and wood pellet combustion was increased at the assembly site in Stargard, Poland.

All changes concerning our sites and facilities are thoroughly evaluated against their environmental impacts and risks before being put into action. The same process is being applied during acquisition and divestment projects; an external partner evaluates environmental risks and potential non-compliances by performing an environmental impact assessment. These assessments include site inspections, and soil and water sampling if any potential harm is identified.


Eco-efficient products and solutions


The environmental impacts of Cargotec’s own operations are fairly small in comparison to the complete value chain. We therefore put a lot of effort into helping our customers reduce their environmental impact. The biggest emission savings are achieved when using our products and we are striving to continuously grow our portfolio of eco-efficient products and solutions. This portfolio includes electrically driven equipment, digital solutions, automation and services. We are pioneers in sustainable cargo handling and will take our role seriously now and in the future.

We develop occupational health and safety issues continuously to secure a safe working environment for our employees.

Our management follows actively the development on this area on various organisational levels. Our ultimate target is zero occupational injuries, and some of our sites have already achieved that level.

Occupational health and safety issues are included in Cargotec’s sustainability targets, which the Board of Directors and the Extended Executive Board follow regularly. Business areas have their specific occupational health and safety programmes, which are built to take into consideration the characteristics of their respective operational environments. 

Health and safety programmes include, for example, various types of trainings, health and safety practice development and audits, as well as target follow-ups.

Ensuring and managing occupational health and safety issues is always the responsibility of the management of the company. As we nevertheless want to guarantee our employees the opportunity to highlight issues that they consider to risk safe working conditions, all employees have the possibility to bring up anonymously their health and safety conditions-related concerns. For this purpose we use the Cargotec Speak-Up line, a communication channel that primarily supports the enforcement of our Code of Conduct.

We are committed to international human rights agreements in our operating principles and staff policy and we want to ensure that our employees and candidates are treated with fair practices regarding compensation, career development as well as recruitment.

The implementation of the Code of Conduct and employee policy is conducted for example through HR tools and processes and with personnel trainings. We train our personnel in human rights and equality issues as part of our general Code of Conduct training processes. Additionally, all employees have the possibility to anonymously inform about possible non-compliances through the Cargotec global SpeakUp line. In 2017, a dedicated organisation was formed to support the business in ethics and compliance issues.

Leadership and employee engagement

We want to be a responsible employer. We conduct our Compass employee engagement survey annually with which we evaluate our employees’ opinions on leadership, team climate, engagement, and insights on employees views about Cargotec social responsibility.

In 2017, the annual Compass employee engagement 2017 survey had a participation rate of 86% (2016: 88%). The leadership index in 2017 was 71% (2016: 68%), while the team climate index was 76% (70%), the employee engagement index 69% (69) and social responsibility index 79% (79%). Each index represents the percentage of respondents who selected the top two most favourable responses (strongly agree and agree). Based on the results of the survey, managers in each business area organise feedback sessions and draw action plans with their teams. The progress of 1–3 key action points is followed throughout the year.

The results from Compass survey guide the development of our HR strategies. We believe that with good leadership we can increase the engagement and performance of our teams and reaching our targets; hence leadership development is set as one of our must-win battles in our current strategy. During 2016-2017 we have conducted an intensive people leader development programme, through which we aim to establish a more uniform leadership culture at Cargotec. Our leadership is built on three main characteristics: Lead with purpose, Empower for performance and Collaborate to win.

Almost 1,300 leaders participated in leadership training programmes at all targeted organisation levels. All managers are part of a continuous leadership and team effectiveness improvement process, and a continuous development and measurement of company leadership is an ordinary practice. All processes support improvement in leadership performance, personal development plan completion and employee engagement survey quality rates. The move to a more collaborative work culture is proceeding as Google tools were taken into use in the whole company in 2017.

Harmonised processes and tools

Our online Human Resources Information System ZONE provides access to harmonised HR policies, processes and tools across the entire company. ZONE is a transparent tool that helps us to ensure a better quality of HR data and personnel management methods. ZONE is also the main platform for planning and analysing our personnel-related activities, such as an annual performance management process, people and organisational development needs, both external and internal recruitment, salary and incentives, including bonus programmes, and ensuring a fair and equal treatment of our employees globally. By leveraging ZONE in all our recruitment efforts, we expect to significantly improve our internal job rotation to build up engagement

Our performance management is based on the performance and development plan (PDP) concept and process. PDP is our primary leadership process that connects strategy to individual development plans and the targets set for our employees. It is a systematic and regular process used in our personnel performance and career development review, during which the principles of our Code of Conduct are also regularly discussed. Through PDP, employees participate in and contribute to organisational improvement. In 2017, the PDP completion rate was 93%.

Cooperation and dialogue

The aim of internal cooperation is to improve the workplace atmosphere and the commitment of Cargotec's employees to their work and to strengthen the company’s fundament for successful operations. A fruitful cooperation is built on the efforts of all the employees to create an open dialogue and relations based on trust.

Based on statutory employee information and consultation requirements, Cargotec's employee cooperation system has been developed together with employees. Cooperation is organised at corporate and location level.

In Europe, the corporate cooperation forum is the annual Cargotec Personnel Meeting, attended by 11 employee representatives from 11 countries in 2017. This event represents an excellent opportunity for employee and management dialogue and informal interaction. Employee questions are collected and brought to the meeting by the country representatives and answered by Cargotec management. The minutes of the meeting including questions and answers are distributed via the company intranet to all personnel. A working committee consisting of the country representatives of the Cargotec Personnel Meeting also meets several times a year, to ensure the continuity of the company-employee dialogue.

Other country-specific and local cooperation bodies convene in line with each country’s established practices and legislation. Global personnel webcasts held in conjunction with the publication of interim reports provide a channel in which personnel can discuss business issues with senior executives. Questions may be submitted in advance via the intranet, and participants can also ask questions during the event. The PDP discussion held twice a year allows each employee to engage in systematic dialogue with his or her immediate manager.