Communication on Progress

Participant
Published
  • 14-Jun-2019
Time period
  • January 2019  –  December 2019
Format
  • Stand alone document – Basic COP Template
Differentiation Level
  • This COP qualifies for the Global Compact Active level
Self-assessment
  • Includes a CEO statement of continued support for the UN Global Compact and its ten principles
  • Description of actions or relevant policies related to Human Rights
  • Description of actions or relevant policies related to Labour
  • Description of actions or relevant policies related to Environment
  • Description of actions or relevant policies related to Anti-Corruption
  • Includes a measurement of outcomes
 
  • Statement of continued support by the Chief Executive Officer
  • Statement of the company's chief executive (CEO or equivalent) expressing continued support for the Global Compact and renewing the company's ongoing commitment to the initiative and its principles.

  • 14/06/2019

    To our stakeholders:

    I am pleased to confirm that Powerpipe System AB reaffirms its support of the Ten Principles of the United Nations Global Compact in the areas of Human Rights, Labour, Environment and Anti-Corruption.
    In this annual Communication on Progress, we describe our actions to continually improve the integration of the Global Compact and its principles into our business strategy, culture and daily operations. We also commit to share this information with our stakeholders using our primary channels of communication.

    Sincerely yours,

Human Rights
  • Assessment, policy and goals
  • Description of the relevance of human rights for the company (i.e. human rights risk-assessment). Description of policies, public commitments and company goals on Human Rights.

  • Principle 1, 2

    Powerpipe is a Swedish company with a long tradition of human rights rules.
    We are members of the UN Global Compact and follow it’s human rights principles. We also follow all local laws and regulations in this area.

    In order to ensure the long-term focus on work, we have also set up a sustainability policy and sustainability goals for 2019, linked to our essential sustainability aspects and in line with the UN new sustainability goals.
    Our quality management system regulates how we measure, follow up and act on these.

  • Implementation
  • Description of concrete actions to implement Human Rights policies, address Human Rights risks and respond to Human Rights violations.

  • Powerpipe has set up our work ethics.
    Awareness/training of staff in our work ethics.
    Communicate externally.
    We have a suggestion box that all employees to use freely and all suggestions are reviewed in our management Group meetings.
    We encourage our suppliers to follow our work ethics and evaluate accordingly.
    All framework contractors are undergoing a sustainability assessment before they can be approved as suppliers. The valuation covers aspects such as human rights, the environment, working conditions, corruption, health and safety.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates performance.

  • 100% fulfilled. We had two training sessions in our work ethics during 2018.

Labour
  • Assessment, policy and goals
  • Description of the relevance of labour rights for the company (i.e. labour rights-related risks and opportunities). Description of written policies, public commitments and company goals on labour rights.

  • Principle 3, 4, 5, 6

    Powerpipe Systems AB should be a safe and attractive workplace. We shall continuously develop and improve our business so that we reach success together.

    We have a discrimination policy including:
    All employees are unique and have the same value.
    There should be no gender-related differences in payroll or employment terms.
    Competence development shall be distributed equally between men and women.
    There should be opportunities and be natural for both sexes to combine family and working.

    Goal: We are continuously striving towards recruiting more women in our production. The ideal would be 50/50 but we have no explicitly set goal.
    We are also striving towards mixing both different ages, nationalities and sexes.

  • Implementation
  • Description of concrete actions taken by the company to implement labour policies, address labour risks and respond to labour violations.

  • Employee handbook
    We have routines for non-discrimination during recruitment process.
    Assessment of labour related risks (regular protection committée survey)
    Framework agreement with union
    We have a Strong union engagement, both blue and white collars.
    We have a good cooperation with and support engagement in union work.
    We have serveral additional safety routines implemented during 2019 and more to come, step by step.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates performance.

  • Outcome: We are currently below 50/50 women and men.
    We have a very good range of nationalities.
    We have a very good range of different ages.

Environment
  • Assessment, policy and goals
  • Description of the relevance of environmental protection for the company (i.e. environmental risks and opportunities). Description of policies, public commitments and company goals on environmental protection.

  • Principle 7

    We are located at Göta Älv in a classified water protection area and therefore has higher demands than normal for our type of industry. A control program for the external environment has been developed and approved by the local environmental authorities.

    Principle 8

    We regularly perform an environmental risk evaluation (once every two years).

    From this evaluation we especially monitor the areas where we might affect the environment most, seen from.

    Goals: We monitor our emissions and follow up measurements of our environmental aspects, in the management review. We strive to reduce our energy waste consumption.

    Principle 9

    Since it´s inception in 1986, Powerpipe has worked to produce, as far as possible, products that have little impact on the environment.
    In the ear 1990s, Powerpipe introduced first-rate freelance PUR foam. This development made it possible for Sweden as the first nation in the world to legislate for a ban on the import, manufacture and use of freon-based foam for district heating pipes on July 1, 1991. At this time we developed a freon-free foaming process which is still used successfully today.

  • Implementation
  • Description of concrete actions to implement environmental policies, address environmental risks and respond to environmental incidents.

  • Principle 7

    Powerpipe are certified by Bureau Veritas for ISO 14001.
    We take a cautionary approach to all material and chemical risks, eliminating them as fast as possible.

    Some examples of what the program includes:
    Emissions and permits for emissions with associated inspections /controls
    Waste management including recycling and reporting to authorities - Periodic inspection at three-year intervals conducted by independent environmental consultant
    Annual environmental report is issued and sent annually by Powerpipe to environmental management

    Principle 8

    We have recently set up energy mapping, going through all energy consumption at Powerpipe. From this data we take action where most needed, to reduce our energy waste. This includes mapping our diesel consumption, heat- and electric consumption.
    Since 2018 we also have an ISO certificate in energy (ISO 50 001).

    Waste handling: We also work continuously on reducing our material waste in different ways. This includes waste separation for waste incineration (heat recovery), and optimizing our internal recycling processes for re-melting of PEH.

    Principle 9

    Powerpipe´s business concept has made environmental impacts projects also prioritized in recent years, for example, ”Refilling with existing masses” where Powerpipe participated.

    Life cycle analyzes regarding the manufacture of district heating pipes have been developed by Chalmers Technical College in cooperation with Powerpipe.

    We have developed and continue to refine completely new products with extremely low conductivity (vacuum panels) to the district heating market. These will save a lot of energy in future networks.

    We also make an effort to promote our most insulated products (”isolera mera”=”insulate more”) in every project, since this will save the global energy for us all in the long run.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates environmental performance.

  • Principle 7

    Measuring ground emissions levels every two years: Emissions were under required level.

    Principle 8

    We are measuring and reporting our energy consumption and are actively implementing different measures to decrease our energy waste (all according to ISO 50 001).

    Principle 9

    One of our environmental goals 2018 was to to sell at least 25% of our straight pipe products with larger insulation (we succeeded).
    We continue with the same goal also for 2019.

Anti-Corruption
  • Assessment, policy and goals
  • Description of the relevance of anti-corruption for the company (i.e. anti-corruption risk-assessment). Description of policies, public commitments and company goals on anti-corruption.

  • Principle 10

    Powerpipe Systems AB has for a period of 30 years always been pervaded by doing business in a correct and legal manner. In the late nineties, companies themselves were exposed to cartel formation from other industry actors, where the company gained a clear insight into what could happen if actors act illegally.

    Today we have a stable organization that has good competence in what is in the procurement process. Our focus is always to try to leave the best total offer to our customers within all legal frames.

    We have also set up our own policy of business ethics.

  • Implementation
  • Description of concrete actions to implement anti-corruption policies, address anti-corruption risks and respond to incidents.

  • In 2012-2013, management, together with all employees, developed a value base that applies to Powerpipe System AB. This is the basis for how our staff will act externally and internally to each other and in the environment we seem to be.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates anti-corruption performance.

  • Our largest customer värmek evaluate us on a yearly basis. To them this is one factor of major importance.