SUSTAINABILITY REPORT2017

GRI Content Index

GRI 102-54; GRI 102-55

We have based our sustain­ability reporting on the guide­lines of the Global Reporting Initiative (GRI), the globally recog­nised basis for compa­ra­bility and trans­parency, ever since 2008. The present Sustain­ability Report 2017 is the second one we prepared using the GRI standards, which will completely replace all previous GRI versions starting in 2018. 

In 2012, we identified the topics that are material for Tchibo by means of an extensive stake­holder survey, and then mapped them in a materi­ality matrix. The key topics are derived from this matrix, and are updated in the course of our ongoing stake­holder involvement, and adjusted annually as needed.

The second time we used the new standard, as in the previous year, we focused on our key topics and partic­u­larly meaningful indicators, based on a systematic analysis of GRI standard require­ments that we carried out in 2017. Where appro­priate, we refer readers to helpful sources of further infor­mation. 

Based on a systematic analysis of the require­ments of the GRI standard which we carried out in 2016, we have concen­trated on our material topics and partic­u­larly infor­mative indicators during the first appli­cation of the new standard. Where appro­priate, we refer to further sources of infor­mation.

This report was created in accor­dance with the GRI Standards ‘core option’. We also take into account the GRI additional protocol for the food industry, and the industry-specific supple­mentary indicators for the clothing and footwear industry, which exist as a pilot version. Data that have been audited by an independent auditing company are labelled with .

General Disclo­sures

GRI 101: Foundation 2016




GRI Standard

Disclosure

Reference and RemarksDNK Criteria

UN Global Compact

GRI 102: General Disclo­sures 2016

102-1

Name of the organi­zation

About Tchibo

General

 

102-2

Activ­ities, brands, products, and services

About Tchibo

About this report

General

 

102-3

Location of headquarters

About Tchibo

General

 

102-4

Location of opera­tions

Inter­na­tional subsidiaries

About this report

14. Employee Rights

 

102-5

Ownership and legal form

About Tchibo

About this report

www.maxingvest.de 

General

 

102-6

Markets served

About Tchibo

General

 

102-7

Scale of the organi­zation

About Tchibo

www.maxingvest.de 

General

 

102-8

Infor­mation on employees and other workers

Key Indicators: Employees

No signif­icant share of the work at Tchibo is done by workers who are not fully employed by Tchibo. During the reporting period, temporary workers accounted for 42 % and 47 % (average value) of the staff (number of hours worked in relation to the total hours worked by employees) at our distri­bution centres in Gallin and Neumarkt. The share of temporary workers results from the strong seasonal fluctu­ation in staff require­ments in supply chain management – especially during the holiday/Christmas season. The actions taken in connection with occupa­tional safety apply for Tchibo employees as well as for temporary workers.

General

Principle 6: Labour

102-9

Supply chain

Strategy & Management Coffee

Strategy & Management Consumer Goods

4. Depth of the Value Chain

 

102-10

Signif­icant changes to the organi­zation and its supply chain

There were no signif­icant changes during the reporting year.

 

 

102-11

Precau­tionary Principle or approach

Aspiration, Strategy & Management

 

 

102-12

External initia­tives

Fact & Figures

Commit­ments & Member­ships

 

 

102-13

Membership of associ­a­tions

Fact & Figures

Commit­ments & Member­ships

19. Political Influence

 

102-14

Statement from senior decision-maker

Statement

1. Strategic Analysis and Action

 

102-15

Key impacts, risks, and oppor­tu­nities

Aspiration, Strategy & Management

2. Materi­ality

 

102-16

Values, principles, standards, and norms of behavior

Aspiration, Strategy & Management

Compliance

National action plan

 

Principle 10: Anti-Corruption

102-17

Mecha­nisms for advice and concerns about ethics

National action plan

Compliance

20. Conduct that Complies with the Law and Policy

Principle 10: Anti-Corruption

102-18

Gover­nance structure

Organ­i­sation & Management

Tchibo Facts and Figures

www.maxingvest.de

 

 

102-40

List of stake­holder groups

Stake­holder Involvement and Materi­ality

9. Stake­holder Engagement

 

102-41

Collective bargaining agree­ments

Collective agree­ments apply for all Tchibo GmbH employees in Germany, except the Managing Directors of Tchibo GmbH.

14. Employee Rights

Principle 3: Labour

102-42

Identi­fying and selecting stake­holders

Stake­holder Involvement and Materi­ality 

9. Stake­holder Engagement

 

102-43

Approach to stake­holder engagement

Stake­holder Involvement and Materi­ality 

9. Stake­holder Engagement

 

102-44

Key topics and concerns raised

Stake­holder Involvement and Materi­ality 

9. Stake­holder Engagement

 

102-45

Entities included in the consol­i­dated financial state­ments

This infor­mation is published in the Federal Gazette (Bunde­sanzeiger).

(Also see: www.maxingvest.de )

 

 

102-46

Defining report content and topic Bound­aries

Stake­holder Involvement and Materi­ality 

 

 

102-47

List of material topics

Stake­holder Involvement and Materi­ality 

2. Materi­ality

 

102-48

Restate­ments of infor­mation

Indicators

 

 

102-49

Changes in reporting

No changes.

 

 

102-50

Reporting period

About this report

102-51

Date of most recent report

Tchibo Sustain­ability Update 2015

Tchibo Sustain­ability Report 2016

 

 

102-52

Reporting cycle

About this report

102-53

Contact point for questions regarding the report

Contact

 

 

102-54

Claims of reporting in accor­dance with the GRI Standards

GRI Content Index

 

 

102-55

GRI content index

GRI Content Index

 

 

102-56

External assurance

About this report

 

Material Topics: Economic Perfor­mance Indicators

GRI Standard

Disclosure

Reference and RemarksDNK Criteria

UN Global Compact

Economic Perfor­mance

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 201: Economic Perfor­mance 2016

201-1

Direct economic value generated and distributed

Corporate Gover­nance Indicators

This infor­mation is published in the Federal Gazette (Bunde­sanzeiger). (Also see: www.maxingvest.de)

18. Corporate Citizenship

Indirect Economic Impacts

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 203: Indirect Economic Impacts 2016

203-1

Infras­tructure invest­ments and services supported

Tchibo Joint Forces!®

Mainstreaming Sustainable Coffee Production

Education Projects in the Countries of Origin (Coffee)

Sustainable and Trans­parent Supply Chains

Social Commitment 

 

 

Anti-corruption

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 205: Anti-corruption 2016

205-3

Confirmed incidents of corruption and actions taken

No incidents were reported or detected during the reporting period.20. Conduct that Complies with the Law and PolicyPrinciple 10: Anti-Corruption

Anti-compet­itive Behavior

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 206: Anti-compet­itive Behavior 2016

206-1

Legal actions for anti-compet­itive behavior, anti-trust, and monopoly practices

No incidents were reported or detected during the reporting period.

 

 


Material Topics: Ecological Perfor­mance Indicators

GRI Standard

Disclosure

Reference and RemarksDNK Criteria

UN Global Compact

Materials

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Consumer Goods

Strategy & Management Customers & Products

Strategy & Management Environ­mental Protection

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 301: Materials 2016

301-2

Recycled input materials used

In 2017, Tchibo commis­sioned the production of a dish brush that consists nearly entirely of recycled, relatively eco-friendly polypropylene (PP), the same plastic used for our Cafissimo capsules.

In 2017, prepa­ra­tions were also made to offer further hard goods containing recycled plastic, various bundles of recycled polyester and recycled polyamide, including Ocean Plastic, and other recycled assort­ments for 2018.In 2017, prepa­ra­tions were also made to offer further hard goods containing recycled plastic, various bundles of recycled polyester and recycled polyamide, including Ocean Plastic, and other recycled assort­ments for 2018.

A breakdown of the materials by percentage is not yet possible at this time, but we are working on further devel­oping this approach.

Sustainable resources and products

Promoting sustainable consumption

11. Usage of Natural ResourcesPrinciple 8: Environment

301-3

Reclaimed products and their packaging materials

In Germany, the return and recycling of packaging is regulated by law. Tchibo complies with this statutory requirement, licenses all packaging it brings into circu­lation and thus ensures that 100% of the packaging used can be disposed of by consumers using the Gelbe Säcke (yellow bags), recycling bins or local recycling centres, easily and free of charge.

For the disposal of textiles, we have cooperated with the FairW­ertung e. V. umbrella organi­zation since 2017.
Recycling

 

Principle 8: Environment

Energy

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Environ­mental Protection 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 302: Energy 2016

302-1

Energy consumption within the organi­zation

Key Indicators: Environ­mental Protection

11. Usage of Natural Resources

12. Resource Management

Principle 7: Environment                

Principle 8: Environment

Biodi­versity

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its  Bound­aries

Strategy & Management Coffee 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 304: Biodi­versity 2016

304-3

Habitats protected or restored

For infor­mation, please see the websites of the standards organ­i­sa­tions Tchibo cooperates with.

Progress Report by Tchibo GmbH 2015/2016 on the Decla­ration of Leadership for the 'Biodi­versity in Good Company' Initiative

Cooper­ation to promote sustainable culti­vation methods

11. Usage of Natural ResourcesPrinciple 8: Environment

Emissions

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Environ­mental Protection 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 305: Emissions 2016

305-1

Direct (Scope 1) GHG emissions

Key Indicators: Environ­mental Protection

Strategy & Management Environ­mental Protection 

13. Climate-Relevant Emissions

Principle 7: Environment                

Principle 8: Environment

305-2

Energy indirect (Scope 2) GHG emissions

Key Indicators: Environ­mental Protection

Strategy & Management Environ­mental Protection 

13. Climate-Relevant Emissions

Principle 7: Environment                

Principle 8: Environment

Effluents and Waste

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Environ­mental Protection 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 306: Effluents and Waste 2016

306-2

Waste by type and disposal method

Key Indicators: Environ­mental Protection

11. Usage of Natural Resources

12. Resource Management

Principle 8: Environment

306-3

Signif­icant spills

There were no incidents during the reporting period.

 

Principle 8: Environment

Environ­mental Compliance

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Environ­mental Protection 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 307: Environ­mental Compliance 2016

307-1

Non-compliance with environ­mental laws and regula­tions

There were no signif­icant breaches of compliance during the reporting period.

 

Principle 8: Environment

 Supplier Environ­mental Assessment

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 308: Supplier Environ­mental Assessment 2016

308-2

Negative environ­mental impacts in the supply chain and actions taken

Key Indicators: Consumer Goods

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

4. Depth of the Value ChainPrinciple 8: Environment

 

 

Material Topics: Social Perfor­mance Indicators

GRI Standard

Disclosure

Reference and RemarksDNK Criteria

UN Global Compact

Employment

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 401: Employment 2016

401-1

New employee hires and employee turnover

Key Indicators: Employees

 

Principle 6: Labour

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

In allocating voluntary benefits, Tchibo does not distin­guish between full- and part-time, or fixed-term and permanent employment contracts.

15. Equal Oppor­tu­nities

 

401-3

Parental leave

Key Indicators: Employees15. Equal Oppor­tu­nitiesPrinciple 6: Labour

Labor/Management Relations

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 402: Labor/Management Relations 2016

402-1

Minimum notice periods regarding opera­tional changes

Employee codeter­mi­nation at Tchibo has its basis in the law. The most important body is the works council, which maintains an ongoing, mutually trustful exchange with the company’s management – including and especially regarding business decisions about the devel­opment and future of the company and of jobs. In accor­dance with legal require­ments, infor­mation on signif­icant opera­tional changes must be issued in a timely and compre­hensive manner, and they must be subject to negoti­ation.

 

Principle 3: Labour

Occupa­tional Health and Safety

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 403: Occupa­tional Health and Safety 2016

403-1

Workers repre­sen­tation in formal joint management–worker health and safety committees

At Tchibo, 100% of the workforce is repre­sented on occupa­tional health and safety committees.

 

 

403-2

Types of injury and rates of injury, occupa­tional diseases, lost days, and absen­teeism, and number of work-related fatal­ities

Key Indicators: Employees

14. Employee Rights

15. Equal Oppor­tu­nities

16. Quali­fi­ca­tions

 

403-3

Workers with high incidence or high risk of diseases related to their occupation

Key Indicators: Employees

(Absence rate, workplace accidents, lost days, fatal­ities)

No occupa­tional diseases at Tchibo

Health consul­tation and medical service available as a consulting and service offer (see Balance)

16. Quali­fi­ca­tions

 

403-4

Health and safety topics covered in formal agree­ments with trade unions

Occupa­tional safety is regulated by law in Germany and is imple­mented by Tchibo in accor­dance with the require­ments. In addition, company agree­ments and organ­i­sa­tional guide­lines on occupa­tional safety issues are developed in cooper­ation with the works council.

14. Employee Rights

15. Equal Oppor­tu­nities

16. Quali­fi­ca­tions

 

Training and Education

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 404: Training and Education 2016

404-1

Average hours of training per year per employee

Key Indicators: Employees

14. Employee Rights

15. Equal Oppor­tu­nities

16. Quali­fi­ca­tions

Principle 6: Labour

404-2

Programs for upgrading employee skills and transition assis­tance programs

Talent Management16. Quali­fi­ca­tions

 

404-3

Percentage of employees receiving regular perfor­mance and career devel­opment reviews

All Tchibo employees are entitled to an annual career devel­opment discussion. During the reporting period, 61% of all employees completed a voluntary self-assessment, which forms the basis for this joint explo­ration of devel­opment oppor­tu­nities in the company.

 

Principle 6: Labour

Diversity and Equal Oppor­tunity

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 405: Diversity and Equal Oppor­tunity 2016

405-1

Diversity of gover­nance bodies and employees

Key Indicators: Employees

Corporate culture & values 

14. Employee Rights

15. Equal Oppor­tu­nities

16. Quali­fi­ca­tions

Principle 6: Labour

405-2

Ratio of basic salary and remuner­ation of women to men

Key Indicators: Employees

Renumer­ation, benefits & Tchibo extras 

15. Equal Oppor­tu­nities

 

Non-discrim­i­nation

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Employees

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 406: Non-discrim­i­nation 2016

406-1

Incidents of discrim­i­nation and corrective actions taken

No cases of discrim­i­nation within the company became known during the reporting period.

14. Employee Rights

15. Equal Oppor­tu­nities

16. Quali­fi­ca­tions

Principle 6: Labour

Freedom of Associ­ation and Collective Bargaining

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 407: Freedom of Associ­ation and Collective Bargaining 2016

407-1

Opera­tions and suppliers in which the right to freedom of associ­ation and collective bargaining may be at risk

Sustainable and Trans­parent Supply Chains

Strategy & Management Coffee

17. Human Rights

Principle 3: Labour

 Child Labor

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 408: Child Labor 2016

408-1

Opera­tions and suppliers at signif­icant risk for incidents of child labor

With regard to the production of our consumer goods, Item 2 of the SCoC expressly states that Tchibo does not tolerate illegal child labour. All suppliers commit to comply with this requirement when they sign a contract with us. Tchibo uses various instru­ments to minimise the risk of child labour in the production of consumer goods: we audit factories to check whether there are children working at them. As part of the WE program, WE trainers support the factory management in building reliable management systems that prevent the employment of children. If, in excep­tional cases, inadmis­sible child labour is detected, the children are to be removed from production immedi­ately, placed in schools if they are still subject to compulsory schooling, and unemployed family members employed in their place; or compa­rable compen­satory measures must be taken. Tchibo closely monitors such processes. If the measures are not imple­mented, the last resort is to terminate the business relationship. For the suppliers and producers of our consumer goods - at the first and second level of our supply chain - child labour is no longer a major problem; Here, the most common form of child labour is the hiring of 15-year-olds in China, who have completed their formal education. Under Chinese law, teens are not allowed to work full-time until the age of 16, which is why these cases are documented as child labour. During the reporting period, there were occasional such incidents, for which we then initiated the process described above.

Sustainable and Trans­parent Supply Chains

Coffee is mainly culti­vated in devel­oping and emerging countries. Despite intensive efforts, child labour is still a problem in these terri­tories. The "light form of child labour" is tolerated by legis­lators and inter­na­tional devel­opment and standards organi­za­tions, depending on the children’s age and taking into account the state of devel­opment of the countries concerned. Unfor­tu­nately, children are repeatedly used for heavy or dangerous work during the time they should be going to school. The abolition of all forms of child labour can only succeed if parents can send their children to school, and if age-appro­priate care for their children is available outside school hours. That is why, since 2011, we have been sponsoring educa­tional projects and childcare options for children in various regions of Guatemala

Education Projects in the Countries of Origin

National action plan

17. Human RightsPrinciple 5: Labour

 Forced or Compulsory Labor

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 409: Forced or Compulsory Labor 2016

409-1

Opera­tions and suppliers at signif­icant risk for incidents of forced or compulsory labor

With regard to the production of our consumer goods, Item 1 of the SCoC explicitly states that Tchibo does not tolerate forced and compulsory labour. All suppliers commit to comply with this requirement when they sign a contract with us. If we detect cases of forced labour before the contract is awarded, the supplier will not be awarded the contract and is not included in our producer portfolio. Should incidents of forced or compulsory labour become known at existing suppliers, we will work with the management to initiate corrective actions, and take follow-up measures to verify that they have been imple­mented. If the corrective actions are not imple­mented, Tchibo will terminate the business relationship. 

Strategy & Management Consumer Goods

Sustainable and Trans­parent Supply Chains

There were no cases of forced or compulsory labour reported in the green coffee supply chains from which Tchibo sources its coffee.

Strategy & Management Coffee

National action plan

17. Human RightsPrinciple 4: Labour

Rights of Indigenous Peoples

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 411: Rights of Indigenous Peoples 2016

411-1

Incidents of viola­tions involving rights of indigenous peoples

No such cases came to our attention.Principle 1: Human Rights

Human Rights Assessment

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 412: Human Rights Assessment 2016

412-3

Signif­icant investment agree­ments and contracts that include human rights clauses or that underwent human rights screening

Compliance

Consumer Goods Value Chain

Integrated in the SCoC (which is signed by 100 % of our Consumer Goods suppliers)

17. Human RightsPrinciple 2: Human Rights

Local Commu­nities

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 413: Local Commu­nities 2016

413-1

Opera­tions with local community engagement, impact assess­ments, and devel­opment programs

Tchibo Joint Forces!®

Mainstreaming Sustainable Coffee Production 

Education Projects in the Countries of Origin (Coffee)

Sustainable and Trans­parent Supply Chains

18. Corporate CitizenshipPrinciple 1: Human Rights

Supplier Social Assessment

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Coffee 

Strategy & Management Consumer Goods 

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 414: Supplier Social Assessment  2016

414-1

New suppliers that were screened using social criteria

Sustainable and Trans­parent Supply Chains

Before we award orders to new suppliers, they are subjected to an advance evalu­ation as part of a production site audit. No orders are placed without a positive audit.

17. Human RightsPrinciple 2: Human Rights

414-2

Negative social impacts in the supply chain and actions taken

Key Indicators: Consumer Goods

Strategy & Management Coffee

Strategy & Management Consumer Goods

We are currently working on the further devel­opment of a KPI tracking system that enables the collection of valid indicators.

17. Human RightsPrinciple 2: Human Rights

Public Policy

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 415: Public Policy 2016

415-1

Political contri­bu­tions

No financial contri­bu­tions or in-kind contri­bu­tions were made to political parties or similar insti­tu­tions during the reporting period.19. Political
Influence
Principle 10: Anti-Corruption

 Customer Health and Safety

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Customers & Products

11. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 416: Customer Health and Safety 2016

416-2

Incidents of non-compliance concerning the health and safety impacts of products and services

No such incidents occurred at Tchibo during the reporting period.

 

 

Marketing and Labeling

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Customers & Products

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 417: Marketing and Labeling 2016

417-1

Require­ments for product and service infor­mation and labeling

Statutory require­ments regarding our products (Coffee/Consumer Goods) can be found under https://tchibo.com/servlet/content/311648/-/starte­seite-deutsch_en/tchibo-unternehmen_en/qualitaet_en.html.

 

 

417-2

Incidents of non-compliance concerning product and service infor­mation and labeling

No such incidents occurred at Tchibo during the reporting period.

 

 

417-3

Incidents of non-compliance concerning marketing commu­ni­ca­tions

No such incidents occurred at Tchibo during the reporting period.

 

 

 Customer Privacy

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Strategy & Management Customers & Products

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 418: Customer Privacy 2016

418-1

Substan­tiated complaints concerning breaches of customer privacy and losses of customer data

During the period under review, we did not detect any signif­icant data protection viola­tions. There were merely minor viola­tions due to insuf­fi­cient processing of requests for infor­mation and incorrect sending of adver­tising. These were corrected with awareness-building measures.

However, we did not gain knowledge of any data leaks, thefts, or other losses.

 

 

Socioe­co­nomic Compliance

GRI 103: Management Approach 2016

103-1

Expla­nation of the material topic and its Bound­aries

Aspiration, Strategy & Management

1. Strategic Analysis and Action

2. Materi­ality

3. Objec­tives

6. Rules and Processes

7. Control

 

103-2

The management approach and its compo­nents

103-3

Evalu­ation of the management approach

GRI 419: Socioe­co­nomic Compliance  2016

419-1

Non-compliance with laws and regula­tions in the social and economic area

During the reporting period, no appre­ciable penalties or fines were levied.20. Conduct that Complies with the Law and Policy

 

 

Supple­mentary indicators for the food processing industry

Indicator

Links and Comments

FP1 Percentage of purchasing volume purchased from suppliers in accor­dance with our Purchasing Guide­lines

Sustainable Devel­opment

Indicators, see percentage of sustainable coffee

FP2 Percentage of purchasing volume that verifiably complies with reputable, inter­na­tionally accredited norms for sustainable production, by norm

Sustainable Devel­opment

Indicators, see percentage of sustainable coffee

FP3 Percentage of working time lost due to indus­trial disputes, strikes and/or lock-outs, by country

During the reporting period, there were no strikes at Tchibo.

FP4 Type, scope and effec­tiveness of all programmes and methods (in-kind donations, volun­teering, knowledge transfer, mentor­ships and product devel­opment) to promote access to a healthier way of life, prevent chronic diseases, promote access to healthy, nutri­tious and affordable food, and increase the prosperity of people in need

Occupa­tional health management

Strategy and Management

Education projects in the countries of origin

Strategy and Management

Corporate Citizenship

FP5 Percentage of the production ­volume produced at sites certified by an independent insti­tution according to inter­na­tionally accredited standards for food safety management systems

Quality and Security

FP6 Percentage of total revenues from consumer goods with reduced content of saturated fats, hydro­genated fats, sodium and added sugar, by product category

In more than half of the Tchibo Shops with Coffee Bar in Germany, we use low-fat milk (1.5 percent) to prepare the coffee special­ities upon the customer’s request.

FP7 Percentage of total revenues from consumer goods with extra fibre, vitamins, minerals, phyto­chem­icals and functional nutri­tional supple­ments

Tchibo had negli­gible sales of diet products, nutri­tional supple­ments and the like in 2017.

FP8 Guide­lines and methods to provide consumers with infor­mation about ingre­dients and nutri­tional value beyond the statutory require­ments

We comply with all statutory infor­mation obliga­tions with regard to ingre­dients. Beyond this, upon request our Shop staff will provide customers with infor­mation about the ingre­dients and nutri­tional details of the beverages and baked goods we serve.

FP9 Percentage and total number of livestock bred and/or processed, by species and breed

Tchibo does not produce and sell any meat and/or fish products. Accord­ingly, this indicator is not relevant for us.

FP10 Guide­lines and methods regarding physical changes and the use of anaes­thetics, by species and breed

See answer FP9

FP11 Percentage and total number of livestock bred and/or processed, by species and breed, by farming method

See answer FP9

FP12 Guide­lines and methods regarding treatment with antibi­otics, anti-inflam­ma­tories and hormones and/or growth-enhancing measures, by species and breed

Apart from noting that the legal require­ments have been met, we can make no statement about the feed and/or veterinary medica­tions used at our suppliers’ production plants.

FP13 Total number of the incidents of non-compliance with laws and regula­tions; Compliance with voluntary codes regarding transport, transhipment and slaughter of live terres­trial and aquatic species

See answer FP9


Supple­mentary Indicators for the textiles, apparel and footwear industry

Indicator

Links and Comments

AF1 Code of Conduct - Code of conduct content and coverage.      

Sustainable and trans­parent supply chains

Social aspects of production

The SCoC is a binding part of the contract in any and every supplier relationship. Tchibo’s business partners, their producers and subcon­tractors are to have this Code on display in all relevant work depart­ments, freely acces­sible to and for the infor­mation of all employees.

AF2 Audit Process - Parties and personnel engaged in code of conduct compliance function.

Indicators, see ‘Internal and external audits’

Sustainable and trans­parent supply chains

Social aspects of production

AF3 Audit Process - Compliance audit process.

Sustainable and trans­parent supply chains

Social aspects of production

Producers who are not integrated in our supplier WE quali­fi­cation programme are screened every three years in a social and environ­mental audit. In the case of defined zero-tolerance viola­tions, corrective action must be taken within four weeks. Other viola­tions must be remedied within five months. Before we award contracts to new suppliers, they are subjected to an advance production site audit. No contracts are awarded without a positive audit.

AF4 Grievance Proce­dures - Policy and proce­dures for receiving, inves­ti­gating, and responding to grievances and complaints.

If a rule violation remains undetected, the employees in the companies also have the option of contacting Tchibo directly. They can anony­mously report short­comings or discrim­i­nation via email. There is also the option of talking to the WE trainers or voicing their concerns to a non-govern­mental organi­zation. We realise that the employee needs a lot of courage and prior knowledge – e.g. about their rights and/or the commu­ni­cation channels – to contact Tchibo directly. In 2017, Tchibo received five complaints about producers in the Consumer Goods value chain (Bangladesh (2), China, Cambodia, Turkey).

AF5 Capacity Building - Strategy and scope of efforts to strengthen capacity of management, workers and other staff to improve in social and environ­mental perfor­mance.

Sustainable and trans­parent supply chains

AF6 Business Integration - Policies for supplier selection, management, and termi­nation.

Sustainable and trans­parent supply chains

Social aspects of production

AF7 Code of Conduct - Number and location of workplaces covered by code of conduct.

Indicators, see Producers

AF8 Audit Process - Number of audits conducted and percentage of workplaces audited.

Indicators, see Social and environ­mental audits by type of audit

AF9 Non-compliance findings - Incidents of non-compliance with legal require­ments or collective bargaining agree­ments on wages.

Audits represent a snapshot and often only reveal very visible viola­tions. They therefore provide an incom­plete picture. The various types of viola­tions are often inter­con­nected in terms of their substance, so we do not specify infringe­ments by ‘type’. Instead, our WE approach pursues a holistic, integrative improvement of social standards at the factories. (Sustainable and trans­parent supply chains).

AF10 Non-compliance findings - Incidents of non-compliance with overtime standards.

See answer AF9

AF11 Non-compliance findings - Incidents of non-compliance with standards on pregnancy and maternity rights.

See answer AF9

AF12 Non-compliance findings - Incidents of the use of child labour.

See answer AF9

AF13 Non-compliance findings - Incidents of non-compliance with standards on gender discrimi­nation.

See answer AF9

AF14 Non-compliance findings - Incidents of non-compliance with code of conduct.

Indicators, see Social and environ­mental audits by results

AF15 Non-compliance findings - Analysis of data from code compliance audits.

Strategy and Management

 

AF16 Remedi­ation - Remedi­ation practices to address non-compliance findings.

Sustainable and trans­parent supply chains

Social aspects of production

AF17 Business Integration - Actions to identify and mitigate business practices that affect code compliance.

Sustainable and trans­parent supply chains

AF19 Materials - Practices to source safer alter­native substances to those on the restricted substances list, including description of associated mgmt. systems.

Ecological aspects of production

AF20 Materials - List of environ­mentally preferable materials used in apparel and footwear products.

Sustainable resources and products

AF21 Energy - Amount of energy consumed and percentage of the energy that is from renewable sources.

Indicators, see ‘Electricity obtained from renewable sources’

AF22 Employment - Policy and practices regarding the use of employees with non-permanent and non-fulltime status.

Sustainable and trans­parent supply chains

The Tchibo SCoC makes no distinction between permanent, temporary and part-time employees.

AF23 Employment - Policy regarding the use of home working.

Sustainable and trans­parent supply chains

The Tchibo SCoC makes no distinction between homeworkers and other workers. Homeworkers can be integrated into the WE programme as needed, as is the case, for example, at a supplier in Vietnam.

AF24 Employment - Policy on the use and selection of labour brokers, including adherence to relevant ILO Conven­tions.

Sustainable and trans­parent supply chains

UN Global Compact

AF25 Wages and hours - Policy and practices on wage deduc­tions that are not mandated by law.

Sustainable and trans­parent supply chains

Social aspects of production

Wage deduc­tions are prohibited as per our SCoC. If and when we encounter them during audits or as part of our WE programme, we demand their remedi­ation.

AF26 Wages and hours - Policy on working hours, including definition of overtime, and actions to prevent excessive and forced overtime.

Sustainable and trans­parent supply chains

We mainly address the issue of unrea­sonable overtime with our WE programme, as audits alone do not bring improve­ments. One WE workshop deals specif­i­cally with the points of working hours, wages, produc­tivity and overtime. In our SCoC the subject working hours is regulated in Item 7.

AF27 Diversity and Equal Oppor­tunity - Policy and actions to protect the pregnancy and maternity rights of women workers.

Sustainable and trans­parent supply chains

Item 4 in our SCoC draws attention to the particular vulner­a­bility of pregnant employees.

AF28 Employment - Percentage of foreign migrant workers as a portion of total workforce, broken down by region.

This indicator is currently not surveyed due to its negli­gible relevance. However, given the refugee problem in several parts of the world, we are consid­ering surveying it in future.

AF29 Labour/Management Relations - Percentage of workplaces where there is one or more independent trade union(s), broken down by:
- Workplaces with a collective bargaining agreement
- Workplaces without a collective bargaining agreement
Also provide infor­mation broken down by country.

Respon­sible business practices

This infor­mation has not been system­at­i­cally surveyed to date; a survey of the producers integrated in the WE programme is planned for 2018.

AF30 Labour/Management Relations - Percentage of workplaces where, in the absence of a trade union, there are worker-management committees, broken down by country.

The estab­lishment of management-labour committees is part of the WE programme; a quanti­tative evalu­ation is planned for 2018.

AF31 Occupa­tional Health and Safety - Initia­tives and programmes to respond to, reduce, and prevent the occur­rence of muscu­loskeletal disorders.

Compared to other occupa­tional health and safety issues such as silicosis or fire protection, risk analysis showed that muscu­loskeletal disorders are a relatively low priority issue in the supply chain. We therefore have no programmes to address this issue.

AF32 Diversity and Equal Oppor­tunity - Actions to address gender discrim­i­nation and to provide oppor­tu­nities for the advan­cement of women workers.

Sustainable and trans­parent supply chains

We primarily address the issue of discrim­i­nation as part of a WE workshop. The issue is regulated in Item 3 of our SCoC.

AF33 Community Investment - Prior­ities in community investment strategy.

Sustainable resources and products 

AF34 Community Investment - Amount of investment in worker commu­nities broken down by location.

In recent years (until 2016), our chari­table involvement in the Consumer Goods value chain focused on cotton production. We decide on future activ­ities as part of our strategic devel­op­ments and programs.