ESG Report
Opening Balance
This document was created as part of the project „Establishment of the ESG Report for ABC Czepczyński” carried out in the period 24.03-30.06.2023 by Grant Thornton.
1 ESG STRATEGIC BALANCE
2 IN-DEPTH INTERVIEWS
3 ESG WORKSHOPS
1 RESPONSIBLE MANAGEMENT
2 POLICIES AND ACTIVITIES RELATED TO SUSTAINABLE DEVELOPMENT
UN Sustainable Development Goals
01.
NO POVERTY
02.
ZERO HUNGER
03.
GOOD HEALTH
AND WELLBEING
» Pro-social organizational culture
» Safe workplace
» Implemented safety systems
04.
QUALITY
EDUCATION
» Employee development
05.
GENDER
EQUALITY
» Equal treatment
06.
CLEAN WATER
AND SANITATION
» Reduction of water consumption
07.
AFFORDABLE
AND CLEAN ENERGY
» Use of renewable energy sources
08.
DECENT WORK AND
ECONOMIC GROWTH
» Research & Development
» Defi ned ESG goals
09.
INDUSTRY, INNOVATION,
AND INFRASTRUCTURE
» Cooperation in the supply chain
10.
REDUCED
INEQUALITIES
» Promoting CSR and ESG activities
11.
SUSTAINABLE CITIES
AND COMMUNITIES
» Awareness of ESG
» Environmental protection
12.
RESPONSIBLE CONSUMPTION
AND PRODUCTION
» Waste management
» Optimisation of material consumption
13.
CLIMATE
ACTION
» Reducti on of CO2
» ESG risk management
14.
LIFFE BELOW
WATER
15.
LIFE ON
LAND
» Biodiversity
16.
PEACE, JUSTICE AND STRONG INSTITUTIONS
» Relationships with counterparties
» Reliable and ethical marketing
» ESG risk management
17.
PARTNERSHIP
FOR THE GOALS
» Cooperation in the supply chain
» Defined ESG goals
Pillars of sustainable development
E - Environment
ENVIRONMENT
Systematic operational activities aimed at reducing CO2 emissions, energy, water consumption and at waste reduction
Investment and development
activities in suport of operational activities
S - Social
SOCIETY
Sales, marketing and PR
activities to maintain reliable and clear external communication
Building motivating and engaging organisational culture which makes the Company a good place to
work and supporting the development of its employees, with particular
emphasis on ESG
G - Governance
CORPORATE GOVERNANCE
Building and developing
ESG strategy taking into
consideration environmental risk management
Adapting actions to formal, legal and organisational ESG
regulations
E - ENVIRONMENT
Reduction of CO2 emissions
FLEET WORK TIME
OPTIMISATION
SAFECARGO TMS
OPERATING SYSTEM
95% EURO 5 I EURO 6
Sustainable rolling stock
meeting high exhaust and
noise emission standards
21% OF THE FLEET
Electromobility
CO2 EMISSIONS
Monitoring and
reporting to KOBiZE
Activities in the area of environment
The Company reduces energy consumpti on in many ways, from changing daily habits of employees through energy- aving IT soluti ons to using energy from renewable sources.
Ongoing monitoring of energy consumption
100% of energy-saving light bulbs
Education in energy saving
29,7 kwp photovoltaic panels
Mini pcs or low power terminals
Intelligent atman server room and microsoft azure cloud
Faucet aerators installed on taps
Dishes only washed
in dishwashers
Two-button flushes
in toilets
Ongoing monitoring and repairing leaks
Education
in water saving
Full waste segregation
Second life of it equipment
Electronic documents flow system
Silver Ecovadis 2022 medal
Research and development activities
Number of internal
projects
Number of employees
involved in projects
Number of integrated
information on systems
Active clients
connected by
integrations
Number of successfully
implemented internal
projects since 2019
Number of employee
hours spent annually on
development projects
in 2022
Providing a safe workplace
Regulations, instructions
Crisis management team
Awareness-building and education
> OHS training for new employees
> Regular Evacuati on Exercises
Quality, environmental and
safety management system
for consignments of medicinal products and food
Fair treatment and a friendly workplace
Of the employees, 60% ARE WOMEN.
In 2022 38 people were employed in managerial positions, including 20 WOMEN.
Almost 50% of employees have worked in the Company for more than 5 years.
Employees with with higher education account for more than 90% of staff.
Fair treatment and a friendly workplace
PREVENTING
EXCLUSION OF
MINORITIES
PROJECT ABC
OF EMPATHY
POSITIVE ATMOSPHERE
AND PARTNERSHIP
COUNTERACTING
MOBBING AND
DISCRIMINATION
AWARENES
SBUILDING
FREEDOM OF SPEECH AND
OPEN COMMUNICATION
EQUAL TREATMENT
OF WOMEN
EMPLOYEE
APPRECIATION DAY
JUST
REMUNERATION
CLEAR
CAREER PATH
BONUSES
AND BENEFITS
Pro-social
cooperation:
-
over 2 years of cooperation with UNICEF Poland
-
cooperation with representatives of the European Parliament and the European Economic and Social Committee
Czepczyński
Family Foundation
-
ABC of Economics
-
ABC of Empathy
-
Edu-Skarbonka
G – GOVERNANCE
Level of awareness and structure of ESG
-
In cooperation with Chief Operating Officer/ Board Member, Czepczyński Family Foundation
-
Committee for Counteracting Mobbing and Discrimination
-
Compliance Team
-
Quality Department
-
Integrated System Improvement Team
-
Integrated Management System Improvement Representative
Defined decarbonisation path, ESG objectives, Company strategy taking into account ESG objectives
Goals
Overall goal: working with customers for whom safety and quality of service are a key element in the selection of business partners
Strategic purpose: creating the optimal structure of customers / carriers and maintaining the highest quality of order execution
Strategic purpose: development of the transport localisati on system
Strategic purpose: development of E-forwarding
Additional objectives:
-
Environmental protection
-
Combating corruption
-
Quick, professional and timely implementation of the service
-
Monitoring, compliance with and meeting legal and other requirements concerning the provision of the service, environmental protection and identified environmental aspects.
-
Employing competent employees, constantly improving professional skills and commitment to improving the environment.
Implemented cybersecurity systems
The effectiveness of activities related to cybersecurity is confirmed by internal and external audits:
-
DCOS-4,
-
ISO 9001:2015,
-
Internal data protection system
TMS
Due to the need to adapt IT systems quickly to changing market needs, we have developed our own IT system, TMS class. Through this, ABC Czepczyński can integrate with other external systems, which accelerates the decisionmaking process while maintaining data confi denti ality and unlimited development opportunities.
Digitalization
We have introduced a full electronic flow of documents inside the company. By 2025, we will be ready to automate invoicing, electronic carrier service system, full integrati on with accounting and reporting systems of our contractors.
big data & cloud
Through automation of processes based on smart cloud solutions, as well as BIG DATA resources, we acquire new knowledge to adapt the services to market needs, increase safety and to scale operating activities.
Artificial intelligence
Working with new technologies such as machine learning (ML) and arti fi cial intelligence (AI) is a completely new challenge that we have taken up since we understood that this is the only and the right way to build a business model for the coming years.
Ensuring compatibility with EU taxonomy
ABC Czepczyński is neither a large company nor a listed company, therefore it is not obliged to report non-fi nancial informati on resulting from the European Union Directive on the sustainable development of Enterprises (CSRD).
ABC Czepczyński, identifying its significant impact on the value chain of the Customers who are subject to the reporting obligation, takes proactive actions in order to prepare its contribution to their reporting scopes, which includes publication of this ESG Report – opening balance.
The reporting of Customers in compliance with EU taxonomy will consist in reporting the activities of the Client Company itself for its own purposes as well as the activities of its suppliers, business partners and other related entities.
Downloads
-
Download the reportDownload the report
S – SOCIETY
Building and maintaining transparent relations with Customers, Subcontractors, Contractors
In order to achieve the measurability of the quality of its services and services of Subcontractors and its efficiency, the Company has introduced internal Key Performance Indicators (KPIs):
NUMBER OF FREIGHT
ORDERS EXECUTED ON TIME
EMPLOYEE
INVOLVEMENT LEVEL
MARGIN FOR INDIVIDUAL
CUSTOMERS / INDUSTRIES / MARKETS
NUMBER OF POSITIVELY VERIFIED CARRIERS
NUMBER OF VEHICLES ORDERS VS. NUMBER OF VEHICLES DELIVERED