CORPORATE SOCIAL
RESPONSIBILITY report
Roto Smeets Group
in 2013
Roto Smeets Group in 2013 Corporate Social Responsibility Report
Roto Smeets Group
Corporate communicatie
P.O. Box 822
NL-7400 AV Deventer
T (31) 570 69 49 33
www.rotosmeetsgroup.com
Corporate Social Responsibility Report
Roto Smeets Group
2013
Notes to the 2013 Annual Reports of the Roto Smeets Group
The present company, Roto Smeets Group (RSG), was incorporated in 1993, following the merger of Koninklijke De Boer Boekhoven
B.V. and VNU Grafische Industrie B.V. In the intervening twenty years, RSG has experienced both growth and contraction in its business,
number of employees and results.
During the last twenty years, RSG has published not only a financial report but also a social report. And, since the year 2000, it has
published an environmental report which, for the last ten years, has been combined with the social report to form the Corporate Social
Responsibility (CSR) report.
In the financial report, we provide insight into the organisation's results and strategy and into matters which can influence the ability of
the organisation to create value in the short, medium and long term.
The CSR report presents the qualities and nature of the organisation, the relationship with the most important stakeholders and the
degree to which their legitimate requirements and interests are taken into account.
The majority of RSG’s competitors, both in the Netherlands and abroad, are non-listed companies and are, therefore, subject to less
stringent financial reporting regulations. This also applies to the more rigorous Dutch Corporate Governance requirements imposed on
listed companies. Consequently, when commercially sensitive information is involved, we have to make a prudent assessment of whether
or not such information should be published in the annual reports.
The financial report complies with the Annual Reporting Guidelines, Chapter 9 of the Civil Code and the ‘International Financial
Reporting Standard, (IFRS) as endorsed by the European Union. The CSR report complies with the guidelines of ISO 26000 and (since
its inception) those of the GRI (Global Reporting Initiative). At the end of 2013, guidelines were issued by the IIRC (International Integrated Reporting Council), a global coalition of regulators, investors, companies, standard setters, the accounting profession and NGOs.
European directive 78/660/EEC advises governments to make the IIRC guidelines compulsory for listed companies within one to two
years. Given that GRI and IIRC have made agreements with one another about closer cooperation in the field of sustainable reporting
initiatives, RSG has opted not to apply the new GRI-4 guideline this year but to start compiling its reports in accordance with the IIRC
framework.
According to the proposal for section 1.b of European directive 78/660/EEC, it is permissible to divide the information from an integrated
report into two separate reports, provided the reports are published simultaneously. Also at the request of the stakeholders, RSG will
continue to do this.
The Supervisory Board and the Management Board have both acknowledged their responsibility for the realisation of these annual
reports and guarantee the integrity of their contents.
Deventer, 20 March 2014
For more information on the reports, please contact:
Roto Smeets Group
Corporate Communications Department
+31 570 69 49 33
Hunneperkade 4, NL-7418 BT Deventer
[email protected]
Roto Smeets Group Corporate Social Responsibility Report 2013 1
Illustrations Annual Reports 2013
Annual Report
Since 1993, Roto Smeets Group (RSG) each
year reports on its financial, social and
environmental performance. Many of the published reports showed beautiful illustrations
made by the illustrator Vincent Jansen. We
found this a great opportunity to again show a
selection of these beautiful works of art.
Vincent Jansen began his career in 1978 as an
apprentice layout-artist/designer with the
De Boer printing plant. In the evening hours
he was taking a course in graphic design in
Utrecht. To ‘fill the gaps’ Vincent was sometimes allowed to make little drawings. At first
these were cartoon-like ditties in the staff
magazine, but later on he did regular illustration work for all sorts of periodicals that were
made by De Boer Offset.
After his study Vincent went to work as a
visualizer at Richard Design, a design studio
in Laren, the Netherlands, in 1985. There he
made illustrations for packaging and shop
displays. A few years later he was asked to go
and work with the ‘3D’ illustration bureau in
Bussum, where they make so-called ‘artists’
impressions’ for architectural presentation –
a completely different world.
Since 1995 Vincent has been a freelance
illustrator. Creating ‘artists’ impressions’ is still
the chief part of his work. He did this, among
others, for VFD Interiors in Utrecht – for which
he made interior designs for large cruise ships.
For RSG he made, based on a briefing by the
CEO, series of illustrations that depict a theme.
This could be the wide range of policy areas
in which the CEO had to work, the segments
on which the operating companies of RSG
were focused or the various types of media.
A selection of illustrations, plus a reference to
the themes and the year of publication can
be found in the financial report and this CSR
Report.
1994
1995
1996
1997
1998
1999
CSR Report
1996
1997
1998
1999
2 Roto Smeets Group Corporate Social Responsibility Report 2013
Content Corporate Social Resposibility Report 2013
Summary 2013
Statement from the Chairman
4
Profile and organisation
6
5
CSR Statement
12
Good Corporate Governance
14
RSG and society at large
Chain accountability
Rating systems
Dialogue with society
Social sponsoring
19
20
21
21
Developments RSG in 2013
Dialogue with employees
Sponsoring employees
Targets and measures 24
25
28
30
31
Developments Results 2013
Key figures
Operating units in 2013
Dialogue with external stakeholders
Sponsoring business contacts
Awards
34
35
36
38
42
42
43
RSG and its employees
RSG and its operating units
Roto Smeets Group and the environment 46
Glossary
62
Operating Companies RSG
63
Roto Smeets Group Corporate Social Responsibility Report 2013 3
Summary
4500 4000 In this Social Report for 2013, Roto Smeets Group (RSG) accounts to its stakeholders for the performance realised by implementing the
3500 Man, Market and the Environment policy in 2013. In honour of the 20-year jubilee of RSG in 2013, this summary covers the past 20
3000 years.
2500 RSG and its employees
2000 To safeguard the continuity of the company, RSG must constantly adjust to match the1500 market. This has led to many reorganisations in
the past few years, with companies being sold or closed down, thus reducing the total1000 capacity. We have been forced to say goodbye to
1993 1998 2003 2008 2013 many colleagues with the implementation of the social plan.
Number of
employees
4500 4000 70 60 3500 50 3000 40 2500 30 2000 20 1500 10 1000 1993 1998 2003 2008 Number of
corporations
2013 0 1993 1998 2003 2008 2013 70 and its companies
RSG
60 Despite
the very challenging market in which RSG operates, it has been able to strengthen its financial and market position further in
50 The graphics industry has been suffering for several years now from a decreasing demand due to digitisation and the poor eco2013.
nomic
climate. This has increased the level of competition and put a strong downward pressure on the margins. By investing continuously
40 in 30 efficiency measures, RSG has seen its productivity increase (expressed here in processed paper per fte).
20 VA/ton paper
in €
1,200 10 0 1,000 1993 1998 2003 2008 250 produc
200 2013 800 150 600 100 400 50 Productivity 3.50 in processed
0 paper/fte 3.00 x 1000 kg
200 1993 1998 2003 2008 2013 1993 1998 2003 2008 2013 Energie
2.50 RSG and the environment
2.00 We have taken many steps to become more environmentally friendly in the past 20 years. While we continue to make every effort to
reduce our environmental impact, spectacular results like those we achieved in the1.50 beginning are less common as we have lowered our
consumption to a minimum. Our most important targets remain reducing energy consumption and the use of solvents like IPA (isopropyl
1.00 alcohol). RSG is striving to realise IPA-free printing plants and has almost reached this target.
1993 1998 2003 2008 2013 Energy
consumption
in Gj/ton paper
3.50 3.00 Energie
5.00 4.00 2.50 3.00 2.00 2.00 1.50 1.00 1.00 1993 1998 2003 2008 2013 IPA
consumption
in kg/ton paper
5.00 4 Roto
4.00 Smeets Group Corporate Social Responsibility Report 2013
ipa
3.00 ipa
0.00 1993 1998 2003 2008 2013 CSR Report 2013
Statement from the Chairman
In 2013, a great deal was once again expected of our employees.
While the graphics market continues to decline, we are unable to
do anything other than adapt the organisation accordingly. However, we have had to face this situation several times in the course
of the group’s twenty year history.
Until now, these adaptations have enabled RSG to keep its
production volume at a reasonable level: and the same was true
in 2013; therefore, despite the whole market contracting by
approx. 5 %, RSG was able to maintain production at virtually
the same level as 2012. Although it is true that, on average, sales
prices fell. The measures we implemented last year, as part of the
programme ‘Faster, Better, Higher’, are on schedule and already
bearing fruit; however, unfortunately they cannot compensate for
the rate of market decline. Consequently, at the end of October
2013, we announced supplementary measures which we expect
to improve the result.
In some cases, we’ve had to introduce and implement these
measures at considerable speed; and, in this context, I would like
to express my admiration of the role played by the Central Works
Council and local works councils. They have managed to maintain
an independent position and successfully balance the interests of
both the business and the personnel. To ensure our success in the
coming years, good mutual cooperation is essential. And luckily,
our cooperation with the works councils is excellent.
At the end of October 2013, three measures were submitted to
the Central Works Council:
A. a workforce reduction of 170 FTEs;
B. the reclassification of the divisions to achieve greater client
orientation and focus; and, finally,
C. the restructuring of the divisions to enhance entrepreneurship
through greater individual legal and financial responsibility.
The Central Works Council has already issued positive advice
regarding the reduction of the workforce and the reorganisation
is now underway. However, as far as the other measures (B. and
C.) are concerned further research is necessary and, depending on
the outcome of this, we anticipate being able to submit these to
the Central Works Council in the near future.
In the coming years, we will once again pay undivided attention
to controlling costs and increasing productivity but not to these
alone. We will also increase the degree to which we share our
broad service provision with one another (see following pages)
to ensure we strengthen our position in the chain and are (and
continue to be) a party whom no-one can ignore. In this context,
consideration should be given to the services we already supply
across the divisions, such as design activities, advertising sales and
subscription services.
In past years, we have amply demonstrated our ability to adapt
to - frequently difficult - market circumstances. In particular, in
the last two years, we have shown that we are innovative and
have sufficient fighting spirit to take on our competitors. In 2014,
we will continue to display this attitude and ability, and that will
undoubtedly lead to success.
Deventer, 20 March 2014
Joost de Haas
CEO
Reducing the workforce and simultaneously striving to increase
productivity is only possible if we work in the more flexible way
outlined in the plan ‘Panta Rhei’: ‘working where and when
there’s work’, which was implemented last year. This flexibility will
only be achieved if we increase the deployability of our employees
through education and training. Consequently, as you will read in
this report, education and training was again awarded a central
position within the organisation in 2013.
Roto Smeets Group Corporate Social Responsibility Report 2013 5
Profile and organisation
Roto Smeets Group (RSG) is a listed company active in the information and communications industry. The services offered by RSG
are distributed among a number of brands, each of which specialises in one part of the communications chain, linking seamlessly
from start to finish into a unified whole. This enables us to give
shape to our clients’ communication wishes and translate these
into the medium best suited to the intended target group; and
that does not only involve printed work.
The printed medium certainly has a right to exist alongside other
communications media, such as the Internet and the e-reader.
An immense amount of electronic information is available and it
is precisely the ‘push’ from the off-line media that gets the target
group to look at the on-line message. The printing house of the
future will not only be a specialist in the design and printing of
high quality printed products, but will also have to offer services
in other, multimedia areas. RSG has been able to develop this
expertise successfully within the group and, in so doing, has put
itself in a strong position for future growth.
Market
For years, the market segments in which the RSG is active have
been declining; and this trend has been particularly apparent in
the print-related activities. Due to digitisation, the advent of tablets and on-line sales, print volumes have declined. At the same
time, the crisis from 2008 onwards caused advertising expendi-
ture and communication budgets to be subject to even greater
pressure; and this impacted on segments in which marketing
communication companies are active.
While RSG is able to offer more than graphics services alone,
printing and related activities remain the most significant source
of our income (± 90% of total turnover). In this regard, RSG
focuses on the West European market, where the graphics
industry is highly fragmented, consisting principally of small and
medium sized enterprises, which together form about 80% of all
businesses. A few major European players are active in each of
these countries. Consolidation and other forms of collaboration
are being developed, especially among the larger businesses.
SMEs mainly operate in niche markets. The market is actually
divided up according to printing processes and the related products that can be produced most efficiently using one of these
processes. These are rotogravure, web offset, sheetfed offset and
digital printing. The specific nature of the individual processes
means they complement and, to a degree, replace each other.
Furthermore, in the same way as RSG, an increasing number of
graphics businesses are starting to offer complementary services,
such as creation, content management, order fulfilment and
logistics management.
Roto Smeets
Group
Central staff
departments
MediaPartners
Group
Senefelder Misset
Roto Smeets
RS GrafiServices
MediaPartners
X-Media
Solutions
Sales organisation
Location
Eindhoven
vdbj_
PSH Media
Sales
Roto Smeets
Weert
Location
Utrecht
Leads to Loyals
Hoogte 80
Roto Smeets
Deventer
NextGen
Publishers
Roto Smeets
Etten-Leur
Roto Smeets
Antok
Marketing Communications
De Wit Binders
6 Roto Smeets Group Corporate Social Responsibility Report 2013
Print Productions
Rotogravure versus web offset
The more print runs decline the more we see that magazine
volumes in the rotogravure sector are declining and shifting to
web offset.
This has caused rotogravure companies to become increasingly
dependent on commercial printing (retail and catalogues); and to
compete in this segment, it is essential to increase our focus on
costs and speed up turnaround times.
RSG has already won an important market share of the Dutch
magazine market; consequently, it is looking to expand the areas
it covers in (West) Germany, Belgium and (Northern) France.
Within this segment, there is an increasing demand for the extra
supporting services RSG has specifically developed for this segment. One important spearhead is, therefore, to commercialise
these services even further.
magazine market is in a state of flux. Declining advertising revenue and subscriptions due to the economic crisis and the impact
digitisation has had on people’s reading habits have made life
very difficult for publishers.
The decline of Commercial print in RSG’s revenue was due to the
loss of a few orders; however, as of 2014, most of these orders
are once again going to be printed by RSG.
The Netherlands versus the rest of the world
In 2013, the graphics industry showed virtually no growth in the
majority of West European countries. However, there was considerable disparity in the degree to which production, turnover,
employment and financial results fell. A cautious recovery is visible
in a few countries but not, as yet, in the Dutch market. By having
an international sales office in seven West European countries,
RSG is trying to compensate for its loss of volume in the Dutch
market.
For these and other reasons, RSG decided to structure the
divisions differently making it possible for a stronger focus to be
placed on the segments ‘Publishing’ (magazines) and ‘Commercial
Print’ (retail and catalogues). The Publishing division is to consist
of Senefelder Misset and Roto Smeets Weert and the Commercial
Print division of Roto Smeets Deventer, Roto Smeets Etten, De Wit
Binders and Antok. Currently, this structure is being examined. In
this context, please refer to pages 23 in the 2013 Annual Report.
Product category
The most important segments on which RSG focuses its printing
activities are Commercial Print and Magazines. In particular, the
2009 2010 2011 20122013
Fig 2: breakdown sales by market segment
20092010 201120122013
20092010 2011 20122013
Fig 1: breakdown sales by production process
Fig 3: sales performance Netherlands vs abroad
Roto Smeets Group Corporate Social Responsibility Report 2013 7
Areas of expertise of the Roto Smeets Group companies
In the field of information and communication, RSG has every imaginable discipline in house:
Consultancy
Communication strategy
Creation
Advertising
Design and layout
Advertisement acquisition
Concept development
Editorial
Advertising market research
Content marketing
Customer media
Subscriber acquisition
Direct marketing
Customer relationship
management
Database marketing
Cross-channel campaign
management
Prepublishing
Content management
Database management
Cross-media content
preparation
MediaPartners Group
Leads to Loyals
MediaPartners Group is a trendsetter in customer media and
content marketing. They develop media that reinforce the ties
between top brands, businesses, government services and institutions and their target groups, both internal and external.
This communications group is a modern, professional, ambitious
company with a passion for the media and their clients’ target
groups.
Leads to Loyals provides total solutions in the area of loyalty
programs, savings programs, subscription management and
omni-channel campaign management.
MediaPartners Group develops editorial content for a wide range
of media, distributed in both printed and digital forms, to fulfil
their clients’ marketing communications objectives.
The MediaPartners Group has specialists who work on strategy,
editorial content, design and layout in forms suitable for both
printed and on-line distribution, account and project management, graphical techniques and social media.
Leads to Loyals advise their clients and implement interactive marketing programmes for them to maintain, reinforce and revitalise
customer relations, to make effective use of up- and cross-selling
opportunities and enhance the customer experience.
Leads to Loyals offers scalable, flexible marketing solutions to take
customer dialogue to a higher level.
Main clients of Leads to Loyals are Golden Tulip, Michelin,
Gall & Gall and Staatsbosbeheer.
vdbj_
vdbj_ is the second brand within MediaPartners Group. They also
consider the clients’ strategy, develop exciting, appropriate media
concepts, and make and maintain the resulting communications
media. On-line and off-line, for a wide range of public and user
groups, in both marketing and PR, as well as at the cutting edge
of internal communication and organisation (employee engagement and internal branding).
vdbj_ advises and manages communications for major clients
in such industries as the care sector, logistics, financial services,
charities, communications technology, (semi ) government and the
labour market. Taking the clients’ communications policy as our
guide, we advise on strategy, media selection and interactivity,
content and form, distribution and reach.
For more information
www.mediapartners.nl
Stroombaan 4
1181 VX Amstelveen,
The Netherlands
+31 20 547 36 00
[email protected]
www.vdbj.nl
Stroombaan 4
1181 VX Amstelveen,
The Netherlands
+31 20 547 35 00
[email protected]
For more information
www.leadstoloyals.nl
Rietbaan 40-42
2908 LP Capelle aan den IJssel,
The Netherlands
+31 10 258 82 00
[email protected]
8 Roto Smeets Group Corporate Social Responsibility Report 2013
e-media
Prepress
Internet applications
Text-image integration
Print
Finishing and distribution
Rotogravure
Binding
Digital asset management
Image logistics
Web offset
Packaging
Digital magazines
Datacommunication
Sheetfed offset
Segmented distribution
Apps
Digital print
Personalised distribution
National and international
dispatch
Senefelder Misset
PSH Group
Senefelder Misset supplies a series of services to periodical publishers, including both graphics and support services. The range
includes prepress, printing (sheetfed and web offset), afterpress
and logistics. The published product’s excellence and high quality
are warranted by short manufacturing times, the best possible
process management and great flexibility. Senefelder Misset
serves not-for-profit publishers (including trade, professional and
patient organisations, trades unions, clubs and charitable foundations) as well as publishers of special interest magazines.
The PSH Group comprises PSH Media Sales, Hoogte 80 Strategic
Media and PSH Publishing Support.
The X-Media Solutions business unit of Senefelder Misset specialises in the increasingly popular area of effective cross-media
content availability. For publisher clients, X-Media Solutions
conducts a thorough analysis before advising them on possible
new business models, the media channels to be employed, and
the necessary technologies. The unit then designs and implements the various media channels, including magazines, websites,
digital newsletters and digital magazines for tablets like the iPad.
When implementing these media channels, X-Media Solutions
uses a variety of advanced technologies, including a Digital Asset
Management system for the central storage and distribution of
medium-neutral content, such as video, audio, text and image.
PSH Media Sales have looked after media sales for external
clients for more than 38 years. They work together with clients to
successfully exploit their media. They use cross-media solutions
in consultation with both the publisher and the advertiser. PSH
Media have a broad network of advertisers and media planners,
ensuring efficient sales preparation and after-sales.
The second brand in the PSH Groep, Hoogte 80 strategische
media, specialises in developing and producing strategic (relational) media to help their clients to achieve their communication
objectives. Hoogte 80 directs the birth of these media thanks
to an extensive network of freelance editors, designers, photographers and web developers. For years now, Hoogte 80 has
specialized in work for clients with close ties to society, such as
care suppliers and nature protection charities. Hoogte 80 is especially pleased to work for clients who practice corporate social
responsibility.
The third brand in the PSH Group, PSH Publishing Support,
supports publishers with modular publishing services, so that
the media used are and remain available for further exploitation.
Publishers receive assistance with the magazine management
(coordination and operations management), dispatch, advertising
traffic, editorial, and reader research.
PSH Media Sales, Hoogte 80 en PSH Publishing Support are able
to offer integrated service thanks to their close collaboration with
each other, X-Media Solutions and Senefelder Misset.
Voor meer informatie
www.senefelder.nl
Mercuriusstraat 35
7006 RK Doetinchem,
The Netherlands
+31 314 35 55 00
[email protected]
www.xmediasolutions.eu
Mercuriusstraat 35
7006 RK Doetinchem,
The Netherlands
+31 314 355 616
[email protected]
Voor meer informatie
www.pshmediasales.nl
Mercuriusstraat 35
7006 RK Doetinchem,
The Netherlands
+31 20 547 3600
[email protected]
www.hoogte80.nl
Stroombaan 4
1181 VX Amstelveen,
The Netherlands
0314 35 55 00
[email protected]
PSH Publishing Support
Mercuriusstraat 35
7006 RK Doetinchem,
The Netherlands
+31 314 35 55 00
[email protected]
Roto Smeets Group Corporate Social Responsibility Report 2013 9
Consultancy
Communication strategy
Creation
Design and layout
Advertising
Direct marketing
Advertisement acquisition
Concept development
Editorial
Advertising market research
Content marketing
Customer media
Subscriber acquisition
Customer relationship
management
Database marketing
Cross-channel campaign
management
Prepublishing
Content management
Database management
Cross-media content
preparation
NextGen Publishers
Roto Smeets GrafiServices
NextGen Publishers is the Senefelder Group's new business unit
for publishing cross-media projects focusing on niche markets.
For every project, NextGen will carefully research which media
channels (with what content) can best be added to a publishing
project, whilst retaining the brand’s core vision firmly in mind. The
foundation will be a magazine, however, depending upon the
readership and the potential advertising market, other conduits
will be carefully considered. For example a website, social media
channels (Twitter, Facebook, YouTube, Instagram, etc), events
(conferences, parties, workshops, boot camps) and a mobile app
could be added.
Roto Smeets GrafiServices is Roto Smeets Group’s specialist
sheetfed offset printing unit. Roto Smeets GrafiServices offer
large capacity combined with the latest technology, which
delivers short manufacturing times with excellent process and
cost management. They also handle the finishing, pre-distribution
and distribution of printed products, as well as a wide range of
pre-media services.
The objective of the new business unit is three pronged: independently ensuring added value to the business entity, setting
up excellent and healthy publishing projects and learning from
the opportunities presented by the various media channels. This
is done to disseminate and apply these advantages as widely as
possible throughout the entire company in the future.
Currently, NextGen Publishers has two publishing projects:
‘Vastgoed Media’ centres on the Dutch estate agency sector and
includes a specialist magazine which appears ten times a year, a
website, an app, a weekly digital newsletter, boot camps and an
annual award; the ‘Estate Agent of the Year’.
‘DJMag Nederland’ is aimed at both young starting and experienced DJs in the Dutch club and festival scene, and anyone who
shares this interest. The media package consists of a magazine
which appears eight times a year (also available at newsstands),
a website, an app, annual DJ contests, club nights, DJ workshops
and involvement in the Nightlife DJ of the Year Award.
Roto Smeets GrafiServices supply many types of printed products,
from periodicals for publishers, clubs and other institutions, to
annual reports, books and marketing communications print. The
Roto Smeets GrafiServices account teams are totally dedicated
to the customer’s needs. A permanent team offers continuous
support as orders are being processed, with advice on every
aspect, from streamlining and performance of pre-media services,
through to distribution.
A unique facility is the ability to print very large posters, displays,
maps, packaging and specials, for the retail and packaging market
(to give just one example). The specialist, jumbo-format, sheetfed
press can print in five colours and has a lacquer unit. Formats go
up to 120 x 162 cm.
For more information
www.rsgrafiservices.nl
Roto Smeets GrafiServices
For more information
NextGen Publishers
Mercuriusstraat 35
7006 RK Doetinchem, The Netherlands
Postbus 68
7000 AB Doetinchem, The Netherlands
+31 0314 355 800
Eindhoven Plant
Looyenbeemd 11
5652 BH Eindhoven,
The Netherlands
+31 40-25 05 000
[email protected]
10 Roto Smeets Group Corporate Social Responsibility Report 2013
Utrecht Plant
Kanaalweg 30
3526 KM Utrecht,
The Netherlands
+31 30-28 22 822
[email protected]
e-media
Prepress
Internet applications
Text-image integration
Print
Finishing and distribution
Rotogravure
Binding
Digital asset management
Image logistics
Web offset
Packaging
Digital magazines
Datacommunication
Sheetfed offset
Segmented distribution
Apps
Digital print
Personalised distribution
National and international
Dispatch
Roto Smeets
De Wit Binders
In the Netherlands, Roto Smeets is the market leader by far, with
approximately a 5% market share in North-western Europe.
De Wit Binders take care of the entire graphics finishing process
for catalogues and magazines in medium and large print runs.
Besides perfect binding of catalogues or glossy magazines running
from 48 to 2000 pages, all other finishing processes are available
for these products. De Wit Binders has a number of machine lines
for inserting / outserting such items as personalised letters, DVDs,
plastic cards or small brochures.
Catalogues and magazines are also addressed directly on the
cover, after which they are sorted for postal dispatch. As a finishing
touch, the products are often packaged in plastic film, after which
De Wit Binders take care of the logistics. The company occupies a
unique position in Europe thanks to its unvarying quality and reliability. Perhaps even more valuable, though, is the plant’s central
location in North-West Europe, where it offers short manufacturing times, coupled with logistic knowledge and experience.
The Roto Smeets plants are used to large (repeating) print runs,
very tight schedules and short manufacturing times. The printing
plants can offer the best possible service to their customers
thanks to their large scale, large capacity with simultaneous availability, modern equipment and flexible organisation.
The Roto Smeets printing plants specialise in rotogravure and web
offset printing. The sales organisation has its own offices in seven
EU countries.
The rotogravure process can print all possible products, with a
wide range of pages, print runs and formats, all produced in the
most efficient, effective way.
Rotogravure can cope with thicker signatures than offset.
Advanced engraving techniques and other revolutionary technology have resulted in greatly reduced manufacturing times.
Web offset plants supply high quality, full-colour, printed products with the industrial application of colour management using
ICC profiles and spectral measurement (GMI).
The great versatility of the presses allows the customer to choose
from a wide range of options for signature composition and
finishing. The greatest possible flexibility is offered at minimum
cost, facilitated by specialized 28.5 cm cut off, while the press also
has positions for the insertion of added-value propositions for USP
marketing communication. Roto Smeets specializes in part-products (covers/inserts/partial signatures) for offset and rotogravure,
and luxury offset productions with in-line eco-varnish and/or a
fifth colour. In promotional print they offer exciting options in
glued or stitched products, in all formats, including magazine,
tabloid and broadsheet.
For more information
www.rotosmeets.com
Roto Smeets
Hunneperkade 4
7418 BT Deventer, The Netherlands
+31 570 69 48 50
[email protected]
For more information
www.dewitbinders.com
Meerenakkerweg 8,
5652 AT Eindhoven, The Netherlands
040 25 08 100
[email protected]
Antok Nyomdaipari
Antok Nyomdaipari is Roto Smeets Group’s only production plant
outside the Netherlands. It is a web offset printing plant with good
facilities for in-line finished, retail and advertising print. The plant
specialises in printing on newsprint and SC paper for the commercial print market. The equipment is also suitable for relatively small
(stitched) magazines.
The presses print in both landscape and portrait formats, so Antok
can supply print in a variety of sizes and page formats, varying in
both width and length.
Antok works for a number of customers in Hungary and Austria
and is renowned for its reliability, quality and delivery times, which
are equal to other West-European standards.
For more information
www.antok.hu
Antók Nyomdaipari Kft.
Építők u. 1 H-9500 Celldömölk
Hungary
+ 36 95 525 060
[email protected]
Roto Smeets Group Corporate Social Responsibility Report 2013 11
Roto Smeets Group statement on Corporate Social Responsibility (CSR)
Roto Smeets Group and its subsidiaries (RSG) declare that all business decisions are devoted to securing both greater business profits as
well as to using every available opportunity to improve the environment and the welfare of its employees and society at large.
In its implementation of this policy, RSG seeks to achieve an optimum balance between people, planet and profit. The choices RSG makes
are communicated with full justification and in complete transparency.
RSG has utilised the OECD guidelines for multinational businesses
and the ISO 26000 standard to integrate the Group’s corporate
social responsibility systematically within the organisation.
This finds expression in the following ten pledges:
I. Good management
The RSG management respects the best-practice principles set
down in the Netherlands Corporate Governance Code and where
applicable they have been implemented within RSG for some time.
RSG complies with all legislation and regulations. A code of
behaviour governs internal ethical behaviour, while regular screening is used to advance such behaviour externally. RSG accepts
accountability for all its actions and explains them to stakeholders,
always seeking to increase transparency.
II. Employment conditions
RSG encourages the vitality, flexible deployment and personal
development of its employees by means of dedicated projects. We
seek to increase employees’ opportunities to further develop their
talents, even outside their own industry, by offering a wide range
of education and training programmes.
The Group selects its employees with an eye to diversity in gender,
ethnicity, culture and age. We try to create opportunities for
groups that experience difficulty in finding employment.
RSG aspires to optimise safety in the production processes with
the most effective layout of working areas.
RSG appreciates the importance of satisfactory consultation on
employment conditions. To that end, employee representatives are
allocated the facilities they need for the proper performance of
their tasks. The Group strives to present an open and transparent
picture of corporate affairs.
III. Human rights
RSG shall only engage in such activities as do not violate current
human rights’ standards as set down in the Universal Declaration
of Human Rights, in accordance with international obligations and
valid rules of law in different countries. The Group rejects every
form of intimidation or discrimination on grounds of race, age,
gender, skin colour, sexual preference, religious convictions and/or
land of origin.
RSG places no restrictions on employees who wish to combine or
to join a trade union and does not do business with suppliers who
have products made by forced and/or child labour.
12 Roto Smeets Group Corporate Social Responsibility Report 2013
IV. Chain responsibility
RSG is convinced that a product may only be called sustainable if
all stages in its lifecycle are sustainable. This requires collaboration
with the supplier at one end of the chain, and the customer at the
other. When purchasing products and services, RSG pays close
attention to social, environmental and safety aspects and makes
agreements with suppliers that incorporate such aspects.
V. Honest business practices
The basis for all business transactions is integrity. All those who
have to do with RSG, both internally and outside the Group, can
count on respectful, honest and just treatment. In conformity
with the guidelines mentioned above, RSG utterly rejects all forms
of corruption. All RSG employees are aware of this company
policy and receive instructions on how to conduct their business
honestly, in the form of the RSG Code of Conduct.
RSG respects the fiscal regulations in those countries where it does
business, and subscribes to OECD regulations in this matter. RSG
shall provide the legitimate authorities with all the information
needed to correctly determine and levy taxes appropriate to the
Group’s activities.
VI. Consumer affairs
RSG has no direct contacts with consumers but does deal with
personal information in the context of addressing and CRM
projects for clients. RSG guarantees that all personal data supplied
to the Group are treated with the utmost confidentiality. The RSG
privacy regulations are set up so that data cannot fall into the
hands of third parties. The safety and health of all stakeholders,
including the end-users of our products, is our greatest priority.
RSG thus also strives to use safe, healthy raw materials in its
products by using the most modern technologies and continuous
monitoring of our business processes.
VII. Environment, raw materials, energy and
emissions
RSG aims to have the smallest possible footprint by reducing as far
as possible all environmental burdens, including energy consumption and CO2 emissions.
RSG aspires to a better environment, both now and in the future.
RSG does all it can to prevent harm in any form. The strictest European environmental, health and safety standards are maintained.
VIII. Society
RSG contributes to the welfare of those areas, both local and
regional, in which it operates. For example, the Group invests in
the local business community and the people who live and work
there.
When purchasing products and services, RSG pays close attention
to the social and environmental aspects associated with their
production, transport and use. Agreements on these aspects are
made with suppliers and customers.
IX. Transparency
RSG periodically formulates new SCR objectives, reports progress
honestly and clearly, and is prepared to discuss them with interested parties. RSG is known for its openness. The Group maintains
an active policy on the supply of all necessary information to
stakeholders.
X. Science and technology
RSG is continually searching for new opportunities to improve sustainability and offer green services. RSG is open to collaboration
and partnerships and is prepared to actively share its knowledge
and experience. RSG’s scientific and technological activities are
pursued with an eye to the needs of the local market. This means
that employees are mainly recruited locally. Training is provided.
Roto Smeets Group Corporate Social Responsibility Report 2013 13
Good Corporate Governance
Roto Smeets Group is a corporation with full statutory two-tier
board status. The group is run by a Management Board, supervised by a Supervisory Board. The Management Board is tasked
with running the group, and is responsible for achieving corporate goals, compiling the strategy and associated risk profile and
developing results, as well as for all relevant aspects of corporate
social responsibility. Policy diffuses through the organisation from
the Management Board. The Management Board accounts to the
Supervisory Board in respect of all its policies. The Supervisory
Board’s task is to supervise management’s policy as well as the
general progress of the group and its affiliated companies. In the
performance of its duties, the Supervisory Board takes account of
the group’s interests and those of its affiliated companies, prudently weighing the interests of all the group’s stakeholders. The
Supervisory Board also includes the relevant aspects of corporate
social responsibility in its considerations.
The level and structure of the management’s remuneration is
based on an assessment of the trend in results, as well as on
non-financial indicators relevant to the creation of long-term value
for the group. In view of the group’s results in recent years, the
annual quantitative criteria are currently concerned with the recovery of the results. This does not mean, however, that non-financial
indicators, such as long-term absenteeism, efficiency, reliability of
supply etc., are neglected in the assessment and evaluation.
The CSR policy is adopted by both the Management Board and the
Supervisory Board. Details of the reporting principles used in this
context can be found on the first page of this report. The policy is
implemented by an RSG-wide CSR working party. In addition to
these reporting principles, RSG annually commits to the requirements posed for certification in accordance with standards ISO
9001, ISO 14001, ISO 12647, Swan label, EU-Ecolabel for printed
paper, FSC, PEFC and CSR performance scales.
Important elements of good corporate governance include compliance with legislation and regulations, the promotion of ethical
behaviour, increasing transparency, and correct communication
with stakeholders. Compliance with current legislation is screened
every year, inter alia via the group's aforementioned ISO certification. Ethical behaviour is encouraged by the guidelines included
in the code of conduct, and we measure our performance by
participating in the annual Transparency Benchmark of the ministry
of Economic Affairs.
Internally the group observes a code of conduct and, via a whistleblower’s code, employees are able to report any alleged irregularities of a general, operational or financial nature within the group
without jeopardising their legal position.
De Do’s en Don’ts van
Roto Smeets Group
Samenvatting
van huidige
gedragsrichtlijnen
in het kader van
maatschappelijk
verantwoord
ondernemen
14 Roto Smeets Group Corporate Social Responsibility Report 2013
Transparency Benchmark 2013
The Transparency Benchmark is an initiative of the Ministry of Economic Affairs and the Dutch Professional Accountants Association.
The Transparency Benchmark shows the transparency of social
reporting within the 500 largest corporations in the Netherlands.
In 2013, RSG succeeded in increasing its score by 15 points. This
meant that it once again achieved the highest score in the media
sector and rose to the 32nd position (2012 36th) in the overall
classification.
Comparison top 20 The Netherlands
Profile and
value chain
Contextual
coherence
In this benchmark RSG scores low on ‘confidence’ because, for
reasons of cost, the CSR Report is not externally verified, in contrast to the annual financial report. The financial data referred to
in this CSR report have been extracted from the annual financial
report which has been audited and approved by Ernst & Young
Accountants. The numerical data in the environmental report
were prepared by TME, the Institute for Applied Environmental
Economics, and were originally provided by the operating units,
all of which are ISO 14001 certified and are, therefore, regularly
assessed by the external auditor, BSI. It is our view that this offers
sufficient objectivity to warrant the correctness of the information
presented.
Sector comparison
Roto Smeets Group NV
Top 20 average
Profile and
value chain
Contextual
coherence
Strategy
and policy
10
9
Strategy and
policy
10
9
8
8
7
7
6
6
5
Involvement
of stakeholders
Roto Smeets Group NV
Sector average
4
3
2
1
Governance
structure and
management
approach
Social reporting
policy
Clearness/
clarity
Relevance
Governance
structure and
management
approach
4
3
2
1
Results
Reliability
5
Involvement
of stakeholders
Results
Reliability
Social reporting
policy
Clearness/
clarity
Relevance
Source: Transparantiebenchmark 2013.
Roto Smeets Group Corporate Social Responsibility Report 2013 15
16 Roto Smeets Group Corporate Social Responsibility Report 2013
Environmental policy
From the series:
Growth of digital data processing
The consequence of the development
of the digital data processing is that
processes such as graphic design,
printing and distribution have all been
automated and, to a large extent,
perfected.
These developments have opened up
new fields of activities, such as setting up networks and maintaining
databases. The illustrations in this
series how a number of new and
existing concepts used by the printing industry as it functions today, in
which digital data processing plays an
important, and in many cases, even
a decisive role. Hence the computer
print plate as a background.
Against these backgrounds, there
where three dimensional collages
which symbolize new concepts such
as digital photography, combimedia
and selective binding. The collages
reflect the dynamics and versatility of
digital technology, against a backdrop
of astounding perfection which only
contemporary digital technology can
offer. It is a technology which, with
its vast range of possibilities, allows a
company such RSG to render services
to target groups with highly specific
profiles.
1996/Illustrator Vincent Jansen
Roto Smeets Group Corporate Social Responsibility Report 2013 17
Stakeholders
RSG’s target groups can be distinguished as follows:
Shareholders are self-selected; RSG has no influence in this
respect.
Internal target groups:
–Management
–Employees
– Supervisory Board
– Works councils, Central Works Council
On the basis of the market segments its subsidiaries focus on,
RSG selects relevant media. Specific people from within the target
groups who have contact with the press and analysts are not
selected by RSG but by the media/financial institutions that track
RSG.
External target groups:
–Shareholders
– Clients and prospective clients
–Press/analysts
– Suppliers/financial institutions
– Trade unions
– Local residents/businesses
– Government/interests groups
The package of services offered by the RSG operating units serves
to provide an overview of the market enabling likely prospective
clients to be selected; these prospects are encouraged to become
clients by prudently targeted marketing.
The dialogue with these target groups is conducted with representatives selected by the target group concerned.
The management is selected on the basis of profile sketches drawn
up for each specific function. No restrictions are placed on gender,
age, ethnic origin or faith. The final selection is made by the HR
department together with the specific department’s management.
Higher management positions are also submitted to the Central
Works Council. Employees undergo similar selections procedures.
Members of the Supervisory Board are proposed by RSG’s shareholders or by other Supervisory Board members; the definitive
appointment is made by the shareholders.
Members of the works council are nominated and elected by their
fellow workers in each operating unit. Each works council selects
one delegate to represent the operating unit in the Central Works
Council.
RSG is very careful in the selection of its suppliers; and selection
always takes account of a supplier’s sustainability policy. RSG’s
policy is mainly concerned with direct suppliers, with preference
given to those with ISO 14001 and/or ISO 9001 certification,
unless the particular industry involved uses different certification
offering a better guarantee of the supplier’s CSR policy, in which
case we consider that certification. Suppliers are screened annually
to see if they still fulfil our requirements.
RSG is not involved in the selection of the trade unions, local residents and businesses or the government.
This report reveals how dialogue was conducted with these target
groups in 2013, as well as the outcome and our response. One of
the results is that we have opted to present two reports (financial and CSR) rather than a single, integrated one. We asked a
representative selection of our external stakeholders whether they
would prefer a financial and/or a CSR report. The outcome was
that the financially oriented stakeholders stated a preference for a
financial report, while other stakeholders were opting for both.
18 Roto Smeets Group Corporate Social Responsibility Report 2013
RSG and society at large
Roto Smeets Group (RSG) is immersed in society and, where it can, it contributes to a healthy social climate. In its pursuit of its financial,
social and environmental goals, RSG is fully alert to the demands imposed by the chain in which it works and the needs of its immediate
surroundings.
Chain accountability
To play their part optimally in the printed product chain, the
printing plants of RSG need raw materials - paper and ink - as well
as ancillaries and process chemicals, all of which they source from
selected suppliers. RSG selects suppliers that can demonstrate
their adherence to CSR principles and practices which are similar
to those of RSG itself. In 2013, RSG compiled an External Code of
Conduct setting out RSG’s expectations in respect of a CSR policy.
This code of conduct is provided to suppliers each year, accompanied by a CSR policy questionnaire. This questionnaire is used to
screen the suppliers in respect of their environmental, quality and
CSR policies. They are assessed on the basis of their answers and
the data are stored in a central database, which is accessible to
employees who have contacts with suppliers. As soon as a supplier
no longer complies with RSG’s requirements, an alternative supplier is sought.
To limit the impact on the chain of people, the environment and
society even further, RSG works closely with suppliers to devise
innovations which will render existing processes and products even
more sustainable.
To this end, tests are carried out on new sorts of ink or solvents
and transport is no longer restricted to roads but is, en route,
transferred to trains or ships.
At the other end of the chain are RSG’s clients. Last year, in an
attempt to involve this chain in the sustainability process, Roto
Smeets conducted talks with its clients and designed a brochure
entitled: ‘Ten options for sustainability’; this brochure explains a
client’s choices regarding sustainable publishing.
RSG also contributes to developments within the chain in which
it operates by participating in industry-related organisations and
research groups:
RSG is a partner in MVO Nederland [CSR Netherlands] and contributes to developments in occupational health & safety, and the
environment via its membership of KVGO [the Dutch Royal Graphics Industry Association], ROGB [the Graphics Media Industry
Negotiating Council], the A & O Fund, VNO-NCW [the employers’
federation] and the Media Alliantie (a knowledge group of entrepreneurs in the graphics industry).
MediaPartners is part of the Marketing Communications business
line and its employees are active in Logeion, the communication
professionals’ association, SWOCC [the Commercial Communication Academic Research Foundation], and DDMA [the Dutch
Dialogue Marketing Association]. In addition, MediaPartners is a
member of MVO Nederland, the principal purpose being to follow
and, where possible, adopt developments which will enable it to
promote sustainability.
MediaPartners Group is also co-founder of Platform Content, the
professional organisation for agencies in the content marketing
& customer media industry, and one of the founders of Stichting
Leerstoel Customer Media [the Customer Media Chair Foundation], which sponsors a professorship in Customer Media at the
University of Amsterdam. The other unit in this business line, Leads
to Loyals, is also a member of DDMA and contributes to the teaching programme of the Beeckestijn Business School.
To track developments in the Print Productions chain, RSG is a
Board member of the European Rotogravure Association (ERA)
and sits on a number of committees devoted to collaboration in
the industry and the chain. Two examples are the ‘Environmental
Health & Safety Commission’ and the ‘ERA Toluene Task Force’.
These committees take a sector-wide look at challenges posed
in the chain and the industry by the environment and health &
safety, and include such issues as limiting paper consumption, CO2
emissions and toluene consumption.
In 2013, via the working party from ERA, Intergraf and the KVGO
environmental committee, RSG contributed to the establishment
of requirements for a new environmental label, the EU Ecolabel for
printed paper; RSG was the first printer within the Netherlands to
receive this certification.
Within PRN (Paper Recycling Netherlands), RSG persistently works
hard to ensure a high percentage of old paper and cardboard is
collected and recycled.
The employees actively working within Research & Development
enter into dialogues in their area of expertise with their industry
peers, both national and international. They share their knowledge
with them and jointly consider innovations within the graphics
industry. They are members of: CMBO/DALTC, a working party
involved with compiling delivery specifications and guidelines
for electronic delivery and printing; the Graphic User Association
(GUA) for Kodak workflow software users; the Ghent Workgroup,
an international association of trade associations from the graphics
industry which establishes process specifications for optimum
graphic workflows and strives to develop a common infrastructure;
the European Color Initiative (ECI), which develops and disseminates international guidelines for the realisation of medium neutral
printing, processing and exchange of colour data on the basis of
ICC colour management.
Roto Smeets Group Corporate Social Responsibility Report 2013 19
Rating systems
To afford clients insight into RSG’s CSR performance, we are
registered with so-called ‘Rating Systems’; these are virtual market
places for sustainability. This enables RSG to make its sustainability
and future plans transparent to affiliated companies. Within the
Netherlands, the FIRA Rating System is employed. FIRA makes
information about suppliers’ sustainability available to its affiliated
clients; this enables entrepreneurs to make strategic choices so
their sustainability ambitions can be fulfilled. FIRA tests the veracity of the business information and audits the internal processes.
This makes FIRA a broker in CSR information, bringing demand
and supply together and so creating shared value. FIRA is independent and only assesses information related to sustainability.
Foreign clients can access RSG’s CSR information via the Sedex
Rating System. Sedex provides a simple and effective way of managing ethical and responsible business practices within the chain.
Information from affiliated members is recorded for four major
areas: Employment standards, Health & safety, Environment, and
Business Practices. Affiliated clients can use Sedex to view our CSR
achievements.
FIRMUS AGNITIO
Assurance Statement Roto Smeets Group B.V.
Roto Smeets Group B.V. commissioned FIRA Sustainability B.V. to provide external assurance on the reliability of the CSR
information (Corporate Social Responsibility) presented in the FIRA Rating System©. This statement is issued to Roto Smeets
Group B.V. based on our assessment of the content, including underlying systems and available evidence. The statement is
intended for ‘clients and stakeholders’ who have a professional interest in Roto Smeets Group B.V. (further referred to as Roto
Smeets) sustainability performance and challenges, displayed in the FIRA Rating System ©.
The value of this initiative is not found in this statement, but in the actual performance information registered
in the FIRA Rating System©. Visit www.fira.nl to request free access.
Scope
The scope for this assignment is “reproducing, printing, binding and ready for distribution of printed material to customer
specifications” by Roto Smeets Group B.V. based in Deventer, the Netherlands (chamber of commerce 32055676). All Roto
Smeets owned companies in the Netherlands are in scope. Please refer to ‘Scope for FIRA’ for a specific listing of companies.
Please refer to the database for further details regarding legal entities, subsidiaries, activities, etc.
Level achieved: Bronze
Roto Smeets expressed their commitment to the principles of sustainability in the form of a statement. Bronze also allows
showing sustainable achievements such as best practices, company certificates, product labels, third party assessments,
awards and improvement plans.
Methodology & Work Undertaken
FIRA reviewed all company claims relevant for the level achieved, meaning the sustainability information is tested on adherence
to the standard particular this level (see FIRA Rating System© Protocol for details) and substantiation for all claims presented.
Claims and related information in the database were reviewed based on the evidence made available by Roto Smeets to FIRA to
determine the plausibility of information.
FIRA facilitates organizations processing the sustainability information in the database. FIRA ensures that the assessment team
possesses the required competencies and adheres to the principles of auditing regarding ethical conduct, professional integrity,
and independence.
Conclusion
Roto Smeets reports about initiatives and performance related to sustainability. Based on the work undertaken, we conclude
that the claims and information portrayed in the FIRA Rating System©, level Bronze are reliable.
Summary FIRA Comments
We compliment Roto Smeets on initiatives undertaken. While the level bronze has been processed the Roto Smeets Group CSR
report and other documents have shown progress on CSR beyond the level bronze. Please find a summary of the comments
(accomplishments and/or opportunities for improvement) published in in the FIRA database below:
Balance & Completeness: Company practices are focused on environment and human development. We note Roto
Smeets has not disclosed practices on labour such as condition of work, social dialogue, health & safety. The Roto Smeets
Group CSR report shows Roto Smeets has more CSR related programs and practices in place than disclosed in the FIRA
Platform. We encourage Roto Smeets to disclose these practices including substantiation of these claims.
Commitment to CSR: Roto Smeets has its own corporate social responsibility statement and has committed to the
template CSR declaration, including commitment to all CSR principles and to progress on material issues. We encourage
Roto Smeets to integrate the two statements. We compliment Roto Smeets as specific codes of conduct (for the
organization and for suppliers) is in place.
Governance: CSR responsibilities are assigned at management level. We encourage Roto Smeets to disclose how CSR
responsibilities are assigned within the group as a whole (subsidiaries).
Value Chain: There is limited information on the origin of supplies for and beyond Roto Smeets tier 1 suppliers. We
encourage Roto Smeets to collect additional supply chain data for product related suppliers in order to feed the impact
analysis needed for the level Silver.
Date of issue: October 10th, 2013
(CSR information of every company is re-assessed annually.)
On behalf of FIRA,
Mr. A.C. de Bruijn
Managing Director FIRA
20 Roto Smeets Group Corporate Social Responsibility Report 2013
Dialogue with society
Social sponsoring
Local residents and businesses
Those residing and/or working in the neighbourhood of the
operating units may request the annual Environmental Report,
which accounts for the environmental performance of the local
unit. Moreover, a complaints procedure - devised in consultation
with the local authority - is in force. Our complaints procedure is
described on page 51 of this report.
All RSG operating units have their own budget to contribute to
local activities. In 2013, Roto Smeets Deventer supported organisations including the Stichting Theaterschip (a Foundation based
on a ship where actors and members of the public can share their
passion for the theatre) and local events such as Deventer op
Stelten (an outdoor theatre festival), the Deventer Book Market,
Deventer’s Dickens Festival, Deventer’s Industrial Heritage Foundation and the Deventer Orange Association. In 2013, Roto Smeets
Etten again gave a donation to the Jeugdland Foundation which
offers enjoyable summer holidays to a number of children who can
otherwise never go on holiday. In addition, it continued to be a
loyal supporter of the local Graphics Museum as was Roto Smeets
Weert of the Dutch Museum of Lithography in Valkenswaard. In
2013, Senefelder Misset sponsored the ‘Better books’ project in
the children's department of the (local) Slingeland hospital and
donated to the Ronald McDonald Children’s Fund and to the music
campaign ‘Make the dream come true’ organised by the Netherlands Foundation for Mental and Social Welfare (SWGN).
Those residing in the neighbourhood are regularly offered tours
of the printing plant; as are the local schools and service clubs.
In 2013, within the context of ‘Technology Week’, which aims to
stimulate youth interest in technical careers, Roto Smeets Deventer
again provided guided tours for pupils in Group 7 and 8 of primary
school. Furthermore, it also organised guided tours for secondary school teachers and their pupils who were in the process
of choosing the next step in their education. Group visits from
intermediate level technology students [MBO] from the Regional
Training College as well as those in practical education were also
welcomed. And various departments within the unit offered work
experience placements.
Government/interests groups
Consultation with government agencies is mainly decentralised,
as it generally relates to licences and permits. The appropriate
authorities are informed centrally by working groups in which RSG
is represented, and by our press releases.
The employees of MediaPartners Group may propose a charity
close to their hearts for a one-off donation. During an employees’
meeting, a vote is taken in respect of the charities proposed. In
2013, MediaPartners Group made € 1,500 euro available in this
way to the Friends of Rubya Foundation; the objective of which
is the stimulation of small-scale projects in the area of health and
education in East Africa, particularly in and around the district
Rubya Hospital.
To keep in touch and involved with local developments, the operating units are represented in local and/or regional organisations,
such as the Deventer Kring van Werkgevers (Employers’ Circle)
Deventer Kring van Milieucoördinatoren (Environmental Coordinators’ Circle), the Weert Poortwachtercentrum (a centre supporting
the business community in matters concerning sickness absence
and occupational rehabilitation) and the local VNO/NCW circles.
Creating opportunities
The RSG operating units believe they have a social responsibility
within the region and have, therefore, made agreements regarding
the employment of people participating in social work creation
projects. In this capacity, Roto Smeets Deventer cooperates with
Sallcon in Deventer; and Roto Smeets Weert cooperates with
the De Risse companies employing people who had lost touch
with the labour market in the canteen and as assistants to the
Facilities Manager. In addition, one person undertakes security and
coordinating activities within the framework of AEO certification.
Senefelder Misset and Roto Smeets GrafiServices also deploy those
looking for work in a Wajong (Invalidity Insurance (Young Disabled
Persons) Act) situation; this has again demonstrated that having a
disability does not necessarily limit a person’s performance.
Roto Smeets Group Corporate Social Responsibility Report 2013 21
22 Roto Smeets Group Corporate Social Responsibility Report 2013
Corporate
Governance
From the series:
Ever-increasing range of activities
Because of the fast developments within the communication industry, RSG
has to deal with an ever-increasing
range of activities. As a whole 'activity' cannot be caught in one picture,
every illustration is a collection of
associations regarding the subject of
that illustration.
Certain animals evoke strong, general
associations. They therefore play the
most prominent role in the illustrations. The illustration, which concerned
the media battle had to show speed,
tactics and efficiency. Therefore a
leopard was chosen for that illustration. The owl was used for the illustration on scientific information.'Corporate
Governance' mainly concerns the
common interest and the company's
organization, which can believed to be
personified by the bee.
1997/ Illustrator Vincent Jansen
Roto Smeets Group Corporate Social Responsibility Report2013 23
Developments (key statistics)
450
woman
405
man
2012 2013
360
315
270
225
180
135
Chart 1:
Employee numbers
per company
90
45
0
RSG
RS
RSD
RSE
RSW
De Wit
Binders
Antok
SMD/PSH
RSGS
MPG
Leads
to Loyals
400
360
2012 2013
2012 2013
320
280
240
200
160
120
80
40
0
0 to 5 year
5 to 10 year
10 to 15 year
15 to 20 year 20 to 25 year 25 to 30 year
18 to
25 year
30 to 35 year 35 year and more
Chart 2: Length of service
25 to
30 year
30 to
35 year
35 to
40 year
40 to
45 year
45 to
50 year
50 to
55 year
55 year
and older
Chart 3: Employee age range
50
45
2012 2013
40
35
30
25
20
15
Chart 4:
Employees leaving service
10
5
0
Own
request
Permit for
dismissal/
2yr WIA
End temp.
contract
Reorganisation
redundancy
End
employm.
trial period
Internal
transfer
RSG
Pre-pension/
Pension
Recision
empl.
contract
Deceased
Other
10
9
2012 2013
8
7
6
5
4
3
2
Chart 5:
Sick leave
1
0
RSG
RS
RSD
RSE
RSW
SMD
24 Roto Smeets Group Corporate Social Responsibility Report 2013
RSGS
De wit
Antok
MP
LtoL
Totaal
CBS
2013
RSG and its employees
The social policy of Roto Smeets Group (RSG) focuses on improving the vitality, employability and development of its workforce. RSG
provides the necessary information and supports active participation in any training courses needed. Furthermore, it expects all RSG
employees to respect the standards and values laid down by RSG in its code of conduct during the performance of their work. The code
of conduct can be found on the corporate website (www.rotosmeetsgroup.com).
RSG in 2013
The focus in 2013 was on two important matters: the implementation of the project ‘Faster, Better, Higher’, in order to achieve
higher productivity at lower costs; and the choice of a strategic
direction.
In 2013, RSG managed to lower its production costs by an average
of 6%, to increase productivity per FTE by 7% and to make savings on maintenance costs of ± € 2 m. Good performances but,
given the result, they proved insufficient to absorb the speed with
which prices fell. Consequently, at the end of October 2013, new
measures were announced with which the Central Works Council
has already agreed.
This means that through indirect efficiency measures and adapting
the ways of working in a number of operating units, the workforce in the sites Deventer, Etten-Leur, Weert and Doetinchem is
to be reduced by a total of 170 FTEs. Furthermore, the activities
of De Wit Binders in Eindhoven are to be integrated into the units
Roto Smeets Deventer and Roto Smeets Weert at the beginning of
2015.
This reorganisation will get underway at the start of 2014. Due
to the introduction of the project ‘Panta Rhei’,* the jobs required
in the near future will primarily be characterised by flexibility
and multi-deployability. Currently, the job descriptions are being
adapted to correspond to this situation. In order to assess which
employees are suitable for which jobs, employees will be reflected
in these new requirements on the basis of a so-called EVP
trajectory (experience profile). Employees who do not satisfy the
requirements of these new job profiles and have no possibility of
satisfying them in the short term (for example by retraining) will be
declared redundant. Even if there is no question of the job being
changed the reflection principle will be applied.
considerable experience and have a success percentage of ± 75%
(November 2013).
Education and Training
Education and training are particularly important to support
multi-deployability among our employees. The various customised
education and training courses offered within RSG have been
incorporated in a master plan for education and training implemented by a central education and training coordinator. External
educational institutes are also involved, for example the Vapro
courses for operators and technicians, and the ROC course on
Process technology.
Via the Roto Smeets Academy or the GOC, RSG offers general
courses to supplement sector-orientated vocational courses; these
general courses will help employees progress up the career ladder.
In exchange, we expect employees to think about their future
themselves so that an individual development plan can be compiled during the annual assessment interviews. The development
plan will include agreements about the targets to be achieved,
the activities and corresponding education/training, and the times
when progress will be evaluated
At Roto Smeets Weert, the education and training courses offered
are not only vocational but also focus on competencies such as
cooperation, communication, conduct, attitude and discipline. In
the annual discussions with the employees, these points are raised
and agreements made in respect of essential improvements (also
see Satisfaction surveys). Within this context, Roto Smeets Weert
has initiated an experience profile trajectory (EVP) within the
Afterpress department. On the basis of the EVP, each employee’s
development potential will be assessed. A follow-up to this project
will be started in 2014.
Employees who lose their jobs as a result of this reorganisation will
be subject to the Employment Plan. This plan entitles employees
to rely on support from C3 (an employment mediation institute for
the creative sector) when searching for new jobs and to a financial
contribution for retraining. C3 encourages the flow of newly qualified talent into the creative sector and supports those looking for
new jobs, either within or outside the creative industry. They have
Within the framework of the project ‘Panta Rhei’, whereby
employees can be deployed to other workplaces, it is essential for
employees to be taught the skills necessary for various new workplaces. This expands their knowledge and expertise and enhances
their future perspectives. In 2013, Technical Service employees
working at Roto Smeets received focussed courses which increased
their deployability. In the group’s new Front Office department,
the Data Unit group also followed a number of courses.
* The objective of ‘Panta Rhei’ is to align employees’ schedules with the
times when there is work (and where there is work), taking account of the
employees wishes whenever possible; in this context optimum account is
taken of the pattern of peaks and troughs.
In order to benefit from the essential flexibility, Roto Smeets
Deventer also actively worked on its education and training
courses in 2013. In this context, a number of B press operators
followed a course in rotary cutting lines in the afterpress depart-
Roto Smeets Group Corporate Social Responsibility Report 2013 25
1000
800
Training RS
(in number of
employees)
600
400
200
496
857
2012
2013
0
100
Senefelder Misset also invested in the sustainable deployability of
its employees, particularly in areas where, potentially, significant
changes might be made, such as in the afterpress department and
logistics, but also in the print department. The emphasis here was
similarly on deployability in various departments and disciplines.
80
Training RSGS
(in number of
employees)
60
40
20
95
98
2012
2013
0
100
80
Training SMD
(in number of
employees)
60
40
20
55
0
100
2012
2013
80
70
2012
2013
100
80
60
Training MPG
(in number of
employees)
40
20
ment, so that they could be redeployed there during periods when
there was less demand for print work. Operators doing cylinder
processing were trained in the skill of preparation for engraving
in order to provide continuity to that process at times when data
support employees are absent. The foremen in the printing plants
are, through short training, made familiar with cylinder processing
enabling them to provide good supervision in this process as well.
In the afterpress department, both the foremen and operators
received technical training courses focussing on their machines.
In 2013, RotoSmeets GrafiServices continued introducing the new
ERP system ‘iTechnique’ for which the indirect personnel all had
to follow a course. In production, a few employees began training
to become afterpress process operators, while others trained to
become print process operators. At the same time, all the service
account managers followed a course organised by the GOC (the
Dutch Education and Training Centre for the creative industries).
The life-long learning scheme referred to as BBL, which started
a few years ago in the printing plants, still attracts students. In
addition, to the current generation of press operators and afterpress workers, there is an inflow of new (young) workers, which
is important for continuity. In 2013, a third group of BBL trainees
started their training programme at Roto Smeets Deventer while,
at Roto Smeets Weert, a BBL trajectory was completed within the
print and afterpress departments. This has resulted in a number of
participants being appointed ‘Apprentices’; these apprentices will
receive further training.
MediaPartners Group’s education and training programme focuses
on the continuous development of employees. The points of
departure of the policy stipulate that the education, training, or
guidance and/or coaching are relevant to the employee’s current
or, potentially, his/her future position, and that the employee is
able to achieve jointly determined improvements in his/her professional knowledge, expertise and skills.
When setting out training plans for their own departments,
managers looked at developments in their own professional areas
(market, client, technology and organisation) and the consequences for the way the work is done. They also considered the
competences needed (knowledge, skills, insight and attitude) to
perform those activities, now and in the future. An employee’s
progress in this respect is discussed during the assessment, performance, and development discussions.
0
26 Roto Smeets Group Corporate Social Responsibility Report 2013
Health and safety
From the perspective of sustainable deployability, RSG considers it
important that employees can undertake their work in a safe and
responsible way. In the day-to-day operations, progress meetings,
as well as the KAM working parties (Quality, Health & Safety, Environment), attention is, therefore, paid to prevention, information
and raising awareness).
Special attention is paid to safety aspects in and around machines,
as well as to the reduction of physical stress and use of dangerous
substances (reducing the use of IPA).
In addition to a healthy working environment, attention is also
paid to encouraging employees to adopt a healthy lifestyle, and
thus prevent absenteeism. This has resulted in an increasing
number of operating units offering discounts on subscriptions to
local gyms, encouraging participation in sports events and gaining
workplace advice from external agencies.
The production units regularly hold toolbox and information meetings during which attention is paid to raising awareness, knowledge enhancement and improving skills in areas including safety
and working conditions.
Safety, order and tidiness are regularly assessed by the KAM coordinators, who tour the operating units accompanied by the relevant managers. Anything deemed to be in an unacceptable state
is placed on an action list and the Arboplatform (occupational
health and safety platform) checks the necessary action is taken.
Furthermore, for safety purposes, an annual evacuation exercise is
held in the operating units.
If necessary, each operating unit carries out an RI&E (risk inventory
and evaluation). On the basis of the RI&E and associated action
plans, each department considers the (potential) risks and - more
importantly - how these can be avoided.
Incidents
In 2013, a few incidents occurred which could largely be attributed
to reckless behaviour, such as failure to follow the relevant safety
procedures. Consequently two production employees at Roto
Smeets GrafiServices and one at Roto Smeets Deventer incurred
hand injuries.
MediaPartners Group
The operational risks at MediaPartners Group are not comparable
to those of a production environment, however, excessive computer usage and sedentary work still requires regular attention.
Consequently, MediaPartners Group frequently brings in an occupational physiotherapist whose primary tasks are to ensure the
suitability of new employees’ workplaces and to provide employees with injury-prevention advice.
MediaPartners Group has an active first response (BHV) team of
ten. This team has taken a number of initiatives to improve safety
on the work floor.
Absenteeism
In the first quarter of 2013, RSG experienced a previously
unknown high level of absenteeism. One of the causes was the
flu epidemic raging in the Netherlands at that moment, which
affected several of our employees. As a consequence, extra agency
staff were employed resulting in a failure to meet one of 2013’s
important objectives; that being cost savings by making less use of
agency staff. Halfway through 2013, a survey was conducted into
both the causes of absenteeism and the policy in respect of absenteeism, the objective being to lower the level of absenteeism due
to sickness. The results of this survey are expected in 2014. The
measures taken during the year did eventually succeed in reducing
RSG’s average level of absenteeism for 2013 to a level which was
only marginally higher than that of 2012 (5.4 versus 5.3).
The relationship with the occupational health and safety service
is essential to the management of absenteeism. In the summer of
2013, Roto Smeets Weert entered into a joint venture with Cohesie
to implement health management. The central theme of health
management is to think in possibilities not limitations, whereby
employees are, to a significant extent, personally responsible for
their own well being. Unfortunately, this new relationship still
proved unable to halt the increase at Roto Smeets Weert in 2013,
as the annual average of absenteeism due to sickness was 5.8%
while in 2012 it was only 4.46%. The aim for 2014 is to get back
to the 2012 level.
Roto Smeets Deventer was particularly affected by the 2013 flu
epidemic. Consequently, the degree of incapacity for work was
ultimately 6.8 % considerably higher than in 2012 (6.2%). Also
of note is the fact that a number of Roto Smeets Deventer’s
employees were on long-term sick leave. To achieve a better level
of control, evaluations were held with all those involved at the end
of 2013 to establish which measures had to be taken to turn the
increasing trend of absenteeism round. One of these measures
involved Roto Smeets Deventer transferring to another local occupational health and safety service at the end of 2013. This transfer
was accompanied by a training course for the managers.
MediaPartners Group conducts an active absenteeism policy
in which managers play a prominent role supported by the HR
department and the occupational health and safety service, Cohesie. As soon as there is any indication that an employee is likely
to be absent for a significant period, an agreement is made with
Cohesie that the external case manager should immediately hold
a (preventive) discussion with the employee concerned; the aim
being the timely prevention of long-term absenteeism. Moreover,
in accordance with the contract, MediaPartners Group will receive
an absenteeism report during the annual evaluation; this will
Roto Smeets Group Corporate Social Responsibility Report 2013 27
enable it to consider how the policy should be adjusted for the
coming year. This policy resulted in a significant reduction in the
level of absenteeism, which was only 3.3% in 2013.
Whenever necessary, MediaPartners Group will call on (medical)
expertise to prevent absenteeism due to sickness and to promote
the reintegration of employees who are (partially) unfit for work.
Spearheads current status 2013
The Comfortable Collective Labour Agreement for the creative
industries is an initiative of the parties to the collective labour
agreement in the graphics industry; the aim being to modernise
the industry’s employment conditions. The Comfortable Collective
Labour Agreement should ensure the trends in the organisation
and the interests of individual employees are aligned. By establishing flexible working conditions within this Collective Agreement,
space can be created for customisation and diversity. Components
of the employment conditions package must be able to move in
line with (cyclical) trends in the sector and the subsectors. The
point of departure is that the basic components (salary, pension,
holidays etc) will remain unchanged; but the modern employee
will be personally able to determine his/her own fringe benefits.
For example, longer working hours could be exchanged for holidays or the holiday allowance could be saved rather than taken.
The Comfortable Collective Labour Agreement, therefore, puts a
price on all the non-primary components which collectively form
the employee’s personal budget. The employee can then use
his/her personal budget to put together a personal package of
employment conditions.
The intention is to adopt the provisions of this comfortable
employment agreement definitively, although currently they are
only laid down in the ‘Prototype of the Grafimedia Comfortable
Collective Labour Agreement’. Flaws in the prototype, which
were highlighted in the pilot period (from 1 January 2013 until 31
December 2013) are currently being ironed out. The negotiations
will be resumed in 2014.
Dialogue with employees
Internal communication occurs at various levels; information about
group-wide strategy and policy is disseminated via management
or canteen meetings and via the personnel magazine ‘Communiqué’. Local communication is through the operating units’ own
newsletters or meetings. In 2013, special issues were used to
inform employees of the outcome of the strategy discussions and
intended plans being submitted to the Central Works Council.
At the start of 2013, a management-wide meeting was held. The
purpose of these management-wide meetings is to teach the management of the RSG operating units skills/expertise which they can
use in daily practice and to involve them in the strategic choices
that have to be made. The target groups for these meetings are
the plant teams and management teams from the various RSG
operating units. Colleagues from other professional backgrounds
are invited to meetings with a special theme. During the 2013
meeting, the emphasis was on imparting skills and expertise which
would promote optimal communication with the rank and file and
one of RSG’s largest clients attended the meeting and spoke about
his impressions of the group.
At Roto Smeets Weert optimising communication has become one
of the objectives of the improvement process; this was a response
to the conclusions of the employee satisfaction survey conducted
in 2013 (see below). Within the context of the performance trajectory, so-called ‘field meetings’ were introduced within the production department. Field meetings are daily meetings held beside the
machines, so that the employees operating the machines can also
be involved in improving performance. In addition to regular meetings with the works council, the canteen sessions, the executive
staff meetings and the focus group meetings were all intensified
in 2013. Employees selected from various departments sit in the
focus group, together with the executive and the works council.
Roto Smeets Weert also circulates internal publications such as the
weekly ‘Aktueel’, the personnel magazine ‘Impressie’ and works
council publications. The aim is to provide employees with broader
information about plans and proposals and to involve them in their
execution.
Roto Smeets Deventer keeps its employees informed by means of
weekly newsletters and by sending the quarterly personnel magazine ‘Perspectief’ to their homes. Within the context of discussions
between management and employees, various meetings, attended
by a differing range of people, were organised in 2013. Due to
the reorganisation notification, meetings - attended by all the
personnel - were held at Roto Smeets Deventer and Roto Smeets
Etten at the end of 2013. Given that this is the second time Roto
Smeets Etten has been significantly affected by a reorganisation,
intensive efforts were made to communicate with the focus group.
This group has a broader representation than the standard works
council.
As the sheetfed offset units are small-scale compared to the web
offset units, communicating via intranet is simpler. In addition,
further information is disseminated via quarterly newsletters.
MediaPartners Group’s internal communication is primarily
electronic. Up-to-date news can be found on Intranet, while HR
information is available on a ‘facebook’. MediaPartners Group’s
fortnightly meeting ‘The Week in View’ for all employees, at which
new creative work was presented, new colleagues introduced and
business announcements made, was given a totally new format at
the end of 2013. The frequency of the meetings has been reduced
to once every four weeks and the objectives of the meetings will
be: to gain inspiration, acquire information and, most importantly,
to stimulate interaction. By means of short formats, ‘Kijkcijfers’
[Viewing figures], ‘Rondje Nieuws’ [News round], ‘Ken je deze’
[Did you know], ‘Vijf vragen over’’ [Five questions about] and ‘Kijk
mij nou’ [Look at me now] are to be reviewed.
28 Roto Smeets Group Corporate Social Responsibility Report 2013
Satisfaction survey
Internal satisfaction surveys are conducted within the operating
units at regular intervals. One was conducted at MediaPartners
Group in the autumn of 2013. The questionnaire was almost identical to the one used in the previous survey so that, on the basis
of a comparison, an assessment could be made of the improvements resulting from policy changes in response to the previous
survey. The works council is closely involved with the content of
the surveys. At the start of 2014, all the data will be processed and
employees informed of the outcome.
At Roto Smeets Weert, a graduate of a ‘Communication’ programme carried out a satisfaction survey of internal communication and involvement. The most important conclusion for Roto
Smeets Weert is that employees feel insufficiently involved in
discussions about the potential for improvements in the production process and that little is done to share the knowledge and
experience present in the group. In addition, employees feel they
lack concrete information about the operating unit’s objectives. In
response, internal communication has been intensified, as already
indicated above. The other important outcomes in the survey into
involvement are that the majority of the employees suggested
they speak positively about the company, are confident about the
future and are prepared to help think about the future.
Dialogue with the works councils
Every operating unit with the exception of Antok in Hungary has a
works council. Antok has suggested establishing a works council
but the employees have expressed little interest in the concept.
One of the members of each local works council sits in the Central
Works Council which has regular meetings with the RSG management. Once or twice a year, there is a joint meeting with the
Supervisory Board.
Central Works Council
The most important topic this year was the strategy and the
effects of the strategy on the group. See pages 5 A, B and C. The
Central Works Council issued positive advice in respect of point A,
the reorganisation, but is waiting for supplementary information
for B. and C. before it takes a definite decision.
This year’s meeting with the Supervisory Board concentrated on
the strategic choices which have to be made.
Local works councils
In 2013, the board of Roto Smeets Weert asked the works council
for advice about amendments to the organisational structure and
the establishment of a new Front Office department consisting of
a Data Unit and an Order management Unit. The works council
issued positive advice and the implementation has been completed.
Roto Smeets Deventer’s works council agreed to the implementation of ‘Panta Rhei’ and the rules of play in this respect have
now been established for Roto Smeets Deventer. ‘Panta Rhei’
will ensure the work rota is flexible so that the workforce can be
increased and decreased in line with peaks and troughs in production. Other matters put to the works council concern the appointment of a new plant manager, the integration of Rotopack within
the afterpress department, production coming under the control
of a single person, the transfer to a new occupational health
and safety service, a scheme for ‘deputy foremen’ and finally the
reorganisation in 2014. The works council issued positive advice or
agreed to all these requests.
The announcement about the reorganisation was a particularly
bitter blow for Roto Smeets Etten. After seeing the workforce
almost halved in 2010, a significant number of the remaining
employees are now to be declared redundant. Despite this, the
works council is having constructive discussions with the board.
Other subjects discussed this year include the implementation of
‘Panta Rhei’, the evaluation of paper management, security measures and works council elections.
At Senefelder Misset, a number of organisational changes were
implemented in 2013 for which the works council’s advice or
consent was sought. These included the integration of the process
of electronic entry checks, which also had organisational consequences. In addition, advice was requested for a change trajectory
in the logistics department and for adaptations to the working
hours. In 2013, ample time was also freed up so that a forward
look could be taken at 2014 and 2015, as well as the trends
expected in respect of advice, consent and information exchange.
At Roto Smeets GrafiServices, the workload arising from the
implementation of the new ERP system ‘iTechnique’ was the main
subject of discussion.
The main point on the agenda of MediaPartners Group’s representative meetings was the harmonisation of the employment
conditions of MediaPartners Group and vdbj_. Despite the fact
that, for a large part, this subject does not require works council
consent, a representative of the works council has been closely
involved in the entire process. Another important agenda point
was the appointment of the new director.
Roto Smeets Group Corporate Social Responsibility Report 2013 29
Sponsoring employees
RSG views sponsoring as a logical extension of its close relationship with its employees and its social responsibility. The Group
encourages its employees to undertake voluntary work by only
contributing to the good causes supported by its own employees.
In 2013, RSG employees supported the following good causes:
-
DoeMalawi: Employees from Senefelder Misset participated
in a World Servants project in Malawi, Africa. In August, they
spent two weeks in Echikhangeni helping to build a school,
teachers’ accommodation and a girls' changing room.
-
The nature association ‘Water Land and Dikes’: The work consists of looking for nests of wading birds (godwits, lapwings,
redshanks, oystercatchers etc.) and marking them so farmers
avoid harming the breeding birds when working the land.
-
Amstelland's Animal Protection Society’s dog training school,
where volunteers assist the trainers at events and undertake
other duties. .
NIEUWSBRIEF
7
Voor u ligt de laatste Nieuwsbrief van
DoeMalawi. Op 18 augustus zijn alle deelnemers teruggekomen uit Malawi, een
ervaring rijker. Hieronder volgt een verslag van het DoeMalawi-project, gevolgd
door enkele persoonlijke ervaringen.
info
: ww
w
.doe
mala
wi.n
l
september 2013
D OE M ALAWI :
MISSIE GESLAAGD
DoeMalawi heeft zijn doelen bereikt: dak
op school en op lerarenwoning in Echikhangeni en ‘girls changing-room’ bijna klaar.
Een jaar lang actie voeren voor DoeMalawi
werd in augustus afgerond met twee weken bouwen in Echikhangeni, Malawi: het
bouwen van een school, een lerarenwoning en een ‘girls changing-room’.
En daarmee bouwden we ook aan onszelf
en aan onze relatie met anderen, onze
groepsgenoten en de mensen bij wie we te
gast waren, mensen die zo weinig hebben,
maar o zo vriendelijk en gastvrij zijn.
Onervaren
DoeMalawi, project MA313 van World Servants, een groep van 37 personen, de
meesten (20) uit Doetinchem, sommigen
(9) uit andere plaatsen in de Achterhoek,
enkele ex-Doetinchemmers, elders studerend (5) en drie van verder weg (Barneveld, Nieuwegein en Hooghalen); 21 meisjes/vrouwen en 16 jongens/mannen; 21
jongeren (<30 jaar) en 16 ouderen (>50
jaar); een handvol (stafleden) met ervaring
met ontwikkelingswerk, de meesten voor
het eerst naar een Afrikaans land. Hoe
spannend. En niet alleen voor de DoeMalawi-gangers, ook voor de inwoners van
Echikhangeni, die nog niet eerder een bus
vol Europese blanken (Mzungu) hadden
gezien.
Werken op de bouw, een nieuwe ervaring
voor de meesten in de groep. Metselen,
timmeren, met stenen sjouwen. Samen, zij
aan zij, met de mensen van Echikhangeni.
Slapen met mannen en vrouwen apart in
een zaal, onder een klamboe. Elke morgen
om 6.00 uur op, eerst een gesprek met je
GMG-groep (goedemorgengesprek), daarna inloop-ontbijt met rijstepap en 1,5 snee
brood. Tussen de middag en 's avonds een
maaltijd met rijst, enkele aardappelen,
groente (groen, andijvie-achtig, door ons
ʼzeewier’ genoemd), iets met wortel en ui
of een koolsalade, meestal vlees (kip) en
twee keer een hard gekookte ei. Veel meer
dan de smakeloze nsima, maïspap, die we
hadden verwacht.
de kookploeg (foto: Hans Bijleveld)
-
The Junior Girl Scouts/International School of Amsterdam:
The objective of this foundation is to build the girls’ courage,
confidence and character in order to make a better world. They
are encouraged to do good deeds for others.
-
The ‘Natuurlijk Gewoon’ Foundation is responsible for social
integration in the children’s day nursery De Boshoeve. The aim
of De Boshoeve is to have normal children and children with
special needs growing up together.
-
The Neema Foundation helps the Baracka Children’s Orphanage in Kwale, Kenya. The foundation’s goal is to improve the
children’s lives by offering them a safe environment where they
can be cared for and raised.
-
The Franciscus Hospice in Weert: This is a hospitable refuge for
patients – residents - who only have a short time left to live. In
this second home environment, loving and professional help is
provided to those who are dying and their families.
In addition to sponsoring voluntary work, we also sponsor those
taking part in sporting events for good causes, such as Roparun,
Ride for the Roses, Alpe d’huzes, Duchenne Heroes.
The Neema Foundation
uitdeling van de maaltijd (foto: Hans Bijleveld)
de ruimte voor de deelnemers, hier in gebruik als
eetzaal. (foto: Hans Bijleveld)
1
30 Roto Smeets Group Corporate Social Responsibility Report 2013
Targets and measures (people)
Next to the continuous attention for health and safety the printing plants will concentrate on training in relation to making the
work even more flexible. The goal is to create more flexibility for the business, to save on temporary employment staff, and
offer better opportunities to comply with employees’ own wishes.
Completed/
Follow-up in 2014
Theme
Target
Clarification
Sick Leave
Bring average sick leave to 4.5%
Not completed in 2013 due to flu epidemic early in 2013 and
increase of long-term sickness.
Follow-up in 2014
Flexibility
Introduction of personal schedules
In the context of flexibility the transition to personal schedules
was prepared in 2013.
Completed 2014
Employment
conditions
Modernise employment conditions.
The pilot ‘Comfortable Collective Labour Agreement’ was
finalised in 2013. Prototype will be determined in 2014 with
social partners.
Follow-up in 2014
Safety
Change behaviour
Themed campaigns are used to inform employees about the
unsafe situations and risks they encounter.
Follow-up in 2014
Safety
Training at RSD/RSE
Carry out toolbox meetings on sound, safety and chrome
handling
Completed in 2014
Safety
Control
If necessary, carry out RI&E’s (Risc inventory and evaluation)
Follow-up in 2014
Health
Control
Carry out PMO’s (periodical Medic research)
Completed in 2014
Assessment
Start using new assessment and
development system
The personal development plans include training requirements.
Completed
Personnel files
Introduction of digital personnel files
Basic digital file for each employee is ready. Further
complementation will be done in 2014.
Completed in 2014
Training
Enhance teaching skills
Employees acting as course lecturers/trainers must acquire
teaching skills.
Completed
Training
Adapt instructional methods and
principles
Early listing of investments in and projects to improve necessary
professional knowledge and skills.
Completed
Training
Concerning ‘Panta Rhei’
Employees will be prepared for changing job profiles
Completed in 2014
Training
At RS Weert
Quality training afterpress and training Frontoffice Data
Completed in 2014
Training
At RS Deventer
PGS 15 education
Completed in 2014
Training
At RS Deventer/RS Etten
Expanding technical training. Maintenance training
competencies.
Completed in 2014
Training
At RS Etten
Procesoperator training ROC
Completed in 2014
Training
At SMD
Expanding technical training Process operator training ROC
Completed in 2014
Training New
Media
Drafting customized training plans
These plans are specifically focused on cross-media and finishing Follow-up in 2014
department. Are renewed every year.
Roto Smeets Group Corporate Social Responsibility Report 2013 31
32 Roto Smeets Group Corporate Social Responsibility Report 2013
Knowhow
From the series:
Developing the technology
Around 300 years ago, if a message
needed to be sent to someone on the
other side of the world, it was dispatched on a sailing ship and could be in
transit for several months. Nowadays
a message can be transmitted around
the globe in a flash. Each new development generates awe and amazement at what humans are capable of
achieving. Yet a 17th-century merchant ship still creates a similar sense
of wonder to a modern communication
satellite. That’s why this series places
images of modern-day technology (e.g.
virtual reality) alongside pictures of
relics from ancient civilisations (e.g.
Stonehenge). By adding images that
relate to measuring the passage of
time through the ages, illustrations
emerged which show that people have
always been capable of achieving the
unimaginable; that while times may
have changed, the creative power of
humans has remained constant.
1998/ Illustrator Vincent Jansen
Roto Smeets Group Corporate Social Responsibility Report 2013 33
Full-time Equivalents (ftes)
EBITDA as % of Value-added
in million euros
2250
250
2150
2050
200
1950
1850
150
1750
1650
100
1550
50
-1.5%
11.6%
16.1%
13.2%
9.6%
1450
1350
1250
0
2009
2010
2011
2009
2013
2010
2011
2012
Number of fte (ultimo)
EBITDA
Value-added
180
2012
2013
Average fte
Group equity, Net debt and solvency (%)
Cashflow operational activities and investments
in million euros
in million euros
39.2%
160
40
34.5%
37.4%
30
140
100
20
29.7%
120
30.9%
64.4
10
84.3
80
76.5
0
60
69.7
58.9
-10
40
-20
20
0
-30
2009
2010
Group equity
2011
2012
2013
2009
Net debt
2010
2011
2012
Cashflow operational activities
Balance
Intrinsic value and share prices
2013
Investments
Value-added and Production costs
in euros
Index 2009 = 100
35
120
30
110
25
20
100
15
10
90
5
0
2009
2010
Intrinsic value
2011
2012
2013
Share price high/low
80
2009
2010
Production costs/kton
34 Roto Smeets Group Corporate Social Responsibility Report 2013
2011
2012
2013
Value-added/kton
RSG and its operating units
Whenever it takes a business decision, Roto Smeets Group and its subsidiaries aim to achieve both a higher business return and to
employ every opportunity to ensure a better environment and better well-being for its employees and society as a whole. When implementing this policy, the operating units seek an optimal balance between people, planet and profit. RSG is constantly looking for new
opportunities in the field of sustainable products and services. RSG is open to joint ventures and partnerships and is prepared to share its
knowledge and experience.
Roto Smeets Group shows improvement in results
-
-
-
-
-
Positive net income before exceptional items
Increased solvency
Bank covenants met
Further debt reduction
Strong improvement in productivity and cost control
The average number of employees, based on FTEs, decreased from
1,586 in 2012 to 1,516 in 2013. The restructuring programme led
to the recognition of a € 2.9 million reorganisation charge. The
remainder of the reorganisation is being implemented in 2014,
taking the reduction in FTEs in the reorganisation as a whole to
approximately 170.
Roto Smeets Group (RSG) has further strengthened its market and
debt position in the very challenging market in which it operates.
Although the market fell faster than expected in 2013, the savings
we have achieved through the ‘Faster, Better, Higher’ programme
enabled RSG to remain competitive and thereby maintain volumes
at the 2012 level.
The EBITDA, after restructuring costs, decreased to € 14.6 million
(2012: € 21.3 million). Operating income (EBIT) in 2013 amounted
to -€ 0.1 million (2012: -€ 29.6 million). The cash flow from
operating activities rose to € 17.5 million (2012: € 12.5 million). Net
investments in fixed assets amounted to € 7.1 million (2012: € 5.7
million).
Radical measures were taken in 2013 particularly by customers
in the market segments in which RSG operates. These had a
direct impact on the revenues of the RSG companies. The Dutch
magazine market alone fell by around 15% in volume terms. An
identical trend can be seen in foreign markets. The volume of
printing paper in Western Europe has been declining by around
4-5% annually for many years. RSG succeeded in keeping its
sales volume at the same level and thus substantially increased
its market share. Nevertheless – partly due to the achievement of
productivity increases – most printing businesses had to contend
with overcapacity in 2013. At the end of the year it was therefore
decided, in order to support improved returns over the long term,
to reduce the basic workforce in a number of printing businesses
(while maintaining the available production capacity). This measure
– which had already been announced at the end of October – will
result in the loss of around 170 jobs in 2014 and will reduce fixed
costs further while maintaining the scope for upscaling.
Financing and covenants
Financial developments in 2013
Despite the challenging market developments, RSG’s results show
a number of improvements compared to 2012. The final net
income figure was impacted particularly by the write-down of the
real estate, a provision for the previously announced reorganisation and a write-down of deferred tax assets. Without exceptional
items, net income would have amounted to € 0.7 million. The
interest bearing debt was reduced by over € 10 million in 2013.
Revenues from operating activities decreased to € 291.6 million
(2012: € 316.4 million), mainly as a result of lower print runs,
smaller magazine sizes and withdrawals of titles from the market
by customers. The added value amounted to € 150.9 million (2012:
€ 161.6 million) due to lower selling prices. Personnel costs fell
sharply as a result of the reorganisations carried out in the beginning of 2013 in the Print Productions businesses.
With a ratio of 30.1% according to the definition used by ING
Bank, RSG was in compliance with the 25% solvency requirement
at the end of 2013. The solvency ratio according to the definition
used in ABN AMRO Bank’s was 24.6% at the end of 2013 and
thus complied with the 23.5% solvency requirement. The other
covenants agreed with the banks (the debt service coverage ratio
and the debt/EBITDA ratio) were also met.
RSG conducted consultations with ABN AMRO Commercial
Finance and ING Bank on renewals of the credit facilities. This led
to the renewal of the agreement with ABN AMRO Commercial
Finance based on the same collateral and with additional covenants to July 2016. The mortgage loan from ING Bank was also
extended by one year on the existing terms.
Outlook
RSG is aware that print volumes are set to decline in the years
ahead. But acceptable returns can also be achieved in declining
and consolidating sectors. RSG has demonstrated its ability to
adapt rapidly to changing market conditions over the years.
Margins on printing will remain under pressure in the years ahead.
Combined with the limited credit facilities this means there will
be less scope to absorb any setbacks and investments must be
assessed even more critically. Sharp cost-cutting, tight financial
management and optimum capacity utilisation have so far made it
possible to keep pace with the decline of the market.
However, continued productivity improvements and shorter turnaround times are no longer sufficient. An increase in scale from
joint ventures, co-operation agreements or take-over must result
in more competitive cost prices. But in particular greater added
value must be delivered through cost savings on the customer
side and the development of new services to maintain continuous
Roto Smeets Group Corporate Social Responsibility Report 2013 35
Key Figures
x € mln
2013
2012
2011
2010
2009
Income
291.6
316.4
343.3
345.9
415.4
Value-added
150.9
161.6
165.8
166.1
192.6
EBITDA
14.6
21.3
26.7
19.2
-2.8
EBIT
-0.1
-29.6
3.1
-23.9
-33.0
Financing costs
-2.7
-3.2
-3.7
-4.2
-3.7
0.0
0.0
0.0
0.0
0.0
Result before taxation
Result associates
-2.8
-32.8
-0.5
-28.1
-36.7
Income tax
-1.3
3.6
-0.2
5.5
9.2
0.0
0.0
0.0
0.0
0.0
-4.1
-29.2
-0.7
-22.5
-27.5
101.5
110.5
150.8
155.6
172.6
56.3
65.8
66.5
73.5
89.3
157.8
176.3
217.3
229.1
261.9
Group equity
48.8
52.3
81.4
79.1
102.7
Long-term liabilities
12.7
7.6
33.7
38.4
35.7
96.3
116.4
102.2
111.6
123.4
157.8
176.3
217.3
229.1
261.9
Result discontinued operating activities
Net Result
Balance
Fixed assets
Current assets
Total assets
Current liabilities
Total liabilities
36 Roto Smeets Group Corporate Social Responsibility Report 2013
x € mln
2013
2012
2011
2010
2009
17.5
12.5
14.5
-4.6
29.1
7.1
5.7
8.9
16.1
23.6
5.0%
6.7%
7.8%
5.6%
-0.7%
Cashflow
Cashflow from operational activities
Net investments
Ratios
EBITDA/Income
EBITDA/Added Value
9.6%
13.2%
16.1%
11.6%
-1.5%
-0.1%
-20.6%
2.7%
-18.7%
-20.5%
Value-added/kton (x € 1)
437
465
454
466
492
Production costs/kton (x € 1)
393
406
385
457
443
Net debt/EBITDA
4.0
3.3
2.9
4.4
(23.0)
EBITDA/interest charges
5.4
6.6
7.3
4.6
(0.8)
30.9%
29.7%
37.4%
34.5%
39.2%
Return on Capital Employed
Solvency
Figures per average share x € 1
Cashflow from operational activities
5.3
3.8
4.4
(1.4)
8.8
Net result
(1.2)
(8.9)
(0.2)
(6.9)
(8.3)
Equity
14.8
15.9
24.7
24.0
31.2
Shareprice high
8.2
11.9
13.4
14.0
18.0
Shareprice low
5.0
6.0
5.5
9.0
10.0
1,487
1,576
1,590
1,616
1,962
Number of shares in issue
3,290,275
3,290,275
3,290,275
3,290,275
3,290,275
Average number of shares
3,290,275
3,290,275
3,290,275
3,290,275
3,290,275
Others
Number of full time equivalents
Roto Smeets Group Corporate Social Responsibility Report 2013 37
improvements in results. RSG thereby expects to create a sustainable position in the years ahead.
Operating units in 2013
Roto Smeets
As explained at the start of this report, the market on which the
Print Production units focus is still showing negative trends. Due to
persistently declining demand, the competition between printers is
increasingly fierce resulting in lower revenue. Despite this environment, the operating units of the Roto Smeets Division managed
to process the same volume of paper in 2013 and, consequently,
increased the division’s market share. To absorb the lower revenue
level, internal projects are constantly being worked on to reduce
costs, add value and realise shorter turnaround times. These
projects enabled Roto Smeets to lower its production costs by an
average of 6% in 2013. The productivity per FTE rose by 4% and,
by working more intelligently and cooperatively, ± € 2 million was
saved on maintenance costs.
At Roto Smeets Weert, the emphasis in 2013 was on improving
the performance of, in particular, the printing and afterpress
departments and this positively impacted on quality, production and management. Cost savings were achieved by, amongst
other things, taking back control of the technical maintenance of
secondary installations and modifying the Technical Service’s warehouse management. In addition to merging duties and departments and revamping the Forwarding/Logistics department, a new
department, the Paper Management department, was established.
In essence, the plans of Roto Smeets Weert focus on the unit’s
continuity and ensuring there is work for the employees. However,
due to the current reorganisation, affecting approximately 40 jobs,
that is not always possible. By redeploying a number of employees
within the new organisation and not renewing temporary contracts, only about 15 employees ultimately lost their jobs.
Investing in a Unidrum stitcher, including a Ferag cutting drum,
also had a positive influence on the operating unit, and reduced
production turnaround times. Moreover, it enabled Roto Smeets
Weert to replace two obsolete machines, which reduced costs and
benefited the environment.
In anticipation of the implementation of the 2014 organisational
restructuring, ensuing from the new strategic direction, Roto
Smeets Deventer had to deal with its first structural changes in
2013. At the start of 2013, the after press company Rotopack, also
part of the Roto Smeets Division, was integrated into the afterpress department. This change led to the jobs in the operations
office of Rotopack being incorporated in the existing departments
of Roto Smeets Deventer (order management and afterpress), as
a consequence of which four employees lost their jobs. All the
employees in the Rotopack’s production department became
employees of Roto Smeets Deventer. In 2013, it was decided
that the activities of the other Roto Smeets afterpress unit, De
Wit Binders in Eindhoven, would be integrated into Roto Smeets
Deventer and Roto Smeets Weert at the beginning of 2015.
Particular attention was paid to improving the performance of the
afterpress department. To this end, a project group was set up
to highlight the improvement potential and to take measures to
ensure performance actually improved. The actions which ensued
mainly focussed on the work floor (the technological state and
maintenance of the machines) and the operators (up-to-date
technical knowledge of the means of production). Considerable
attention was also paid to ensuring process breakdowns were correctly registered so that better insight could be acquired and the
causes dealt with. Furthermore, daily meetings were held beside
the machines to discuss the progress of the work. The success of
the project has resulted in this approach now being rolled out in
the printing department.
In 2013, Roto Smeets Etten concentrated on the implementation
of ‘Panta Rhei’. This caused the direction of the unit to change and
employees received intensive technical training so they could be
more broadly deployed.
Antok
In 2013, Antok was able to acquire more orders from outside Hungary and, in so doing, further increased the level of machine occupancy. These orders demanded however hefty price concessions.
Antok is currently supplying printed matter to Austria, Slovenia,
Croatia, Italy, Germany, Slovakia and the Czech Republic.
Antok succeeded in raising its turnover in 2013, however higher
energy costs, technical problems and lack of efficiency have led to
a disappointing result.
Because of this poor performance it was decided to take the
oldest press out of production in 2014. This reduction also means
that the workforce of Antok will be lowered.
The economic conditions in Hungary are still poor. Retail sales
and thus the printed volume are further declining. A trend that is
visible is that the market wants smaller sized publications. A size
that fits well at Antok’s press fit.
Antok is also benefiting from the fact that use can be made of
RSG’s central purchasing facilities to buy at a more attractive price.
Because of these facilities Antok can also buy certain types of
paper for its customers that are not available in Hungary.
An automated control system has been implemented in 2013 so
that each phase of production can be tracked.
In response to increased client demand, Antok had its printing
plant FSC certified in 2013.
38 Roto Smeets Group Corporate Social Responsibility Report 2013
Senefelder Misset
Due to the wide-range of services provided by Senefelder Misset
(SMD), it succeeded in maintaining its results practically on the
same level as in 2012. In 2013, the market trend continued to be
one of falling circulation, an average decline in the size of orders
and an organic reduction in the potential print volume. This meant
the number of orders had to continue growing if the required
volumes were still to be achieved; and, to a significant extent, SMD
succeeded in this respect.
In the third quarter of 2013, SMD began using a Unidrum stitcher.
This drum stitcher replaced three obsolete machines and is able to
process a higher volume.
SMD’s supporting services fared relatively well in 2013, primarily
due to new activities and new orders. X-Media Solutions, active
in the area of design, web design, web development and the
development of (magazine) apps also had a successful year, and
the number of people it employs has grown to 13.
PSH Group (Hoogte 80, PSH Publishing Support and PSH Media
Sales), which offers support in the field of media planning, content
marketing and publishing support, was less successful in 2013,
primarily due to the fall in advertising expenditure.
Going by the name NextGen Publishing, a new collective project, entitled ‘DJ Mag NL’ was launched in 2013. DJ Mag is the
Dutch-licensed version of an English dance scene magazine. By
combining Hoogte 80 Strategic Media’s creative and content
services, PSH Publishing Support’s magazine management and
publishing services, PSH Media Sales’ commercially strategic
services, X-Media Solutions’ (digital) expertise and Senefelder
Misset’s printed matter, it is almost possible to realise the multimedia platform of DJ Mag NL through internal cooperation. To
intensify this collaboration, PSH Group is to move from Arnhem to
Doetinchem at the start of 2014; and as Hoogte 80’s activities fit
in seamlessly with those of MediaPartners Group, its office is to
move to Amstelveen.
Roto Smeets GrafiServices
Roto Smeets GrafiServices (RSGS) started well in 2013 but, in the
second halfyear, it had to cope with a lower market demand. In
the business-to-business segment on which RSGS focuses, the
marketing and communication budgets also fell significantly in
2013. Clients delay making decisions for as long as possible and
are even more precise about order numbers. Turnaround times are
getting shorter and shorter but, due to investments made in the
last few years, this forms an important part of RSGS’ propositions.
RSGS was the first operating unit in which the new ERP system
iTechnique was implemented; coming on top of their own jobs,
this put considerable pressure on the employees. The first alignment of the new system and the RSG group units was realised in
this period and, consequently, the current introduction of the
system in the other units is progressing smoothly.
The legal merger of the operating units in Eindhoven and
Utrecht in April 2013 formalised a process which was already
underway. Roto Smeets GrafiServices now serves the market as
one brand from two sites.
MediaPartners Group
During the last few years MediaPartners Group (MPG) strengthened its position in the market and grew significantly, however,
this growth stagnated slightly in 2013. It was also very apparent
that, in MPG’s market segments, clients were delaying or shortening their communications or, alternatively, were giving content
to them in an entirely different way. For example Karwei, Randstad and PostNL terminated their cooperation; and this resulted
in lower revenue. In addition, the margins on online projects
are not as attractive as those on print productions. Despite this,
MPG achieved 85% of its most ambitious ever business-target
in 2013. In so doing, MPG managed - to a large extent - to
compensate for these losses with new assignments from both
new and existing clients. For example, it recently welcomed
Aegon International, Kips and FNV as clients and it extended the
Allerhande platforms for Albert Heijn with a video (recipes are
supported by instruction films).
Internally, MPG devoted considerable attention to the integration of colleagues from vdbj_ in 2013. Despite a different
workflow and changes to the content of some jobs, by the end
of 2013 it was possible to conclude that all had gone smoothly.
Essential in this process was the harmonisation of the employment conditions of vdbj_ and those of MPG. By involving the
works council from the start and informing the employees concerned regularly via newsletters, joint meetings and individual
interviews, the integration was accomplished satisfactorily.
At the start of 2013, it was decided that the MediaPartners
office in Belgium would be closed. Falling turnover and lack of
scale caused the conclusion to be drawn that these activities
were no longer viable on a stand-alone basis. The office’s activities and client portfolio have been transferred to the content
marketing agency’s Head Office in Leuven, Belgium.
At the end of 2013, Alec Bergsma, director of MPG, announced
that, after having held various posts within RSG over a period
exceeding 15 years, he had decided to broaden his horizons
outside the group. Richard de Booij (50) was appointed his
successor as of 6 January 2014.
ICT
In the last few years, several important steps have been taken
in the production automation process from client to print form.
Within all the production sites, prepress has been standardised
and the most recent version of the printing workflow system
Roto Smeets Group Corporate Social Responsibility Report 2013 39
Kodak Prinergy is now used. This standardisation enables clients’
PDF pages to be simply, predictably and automatically processed,
including the application of an integrated colour management
system. Moreover, it ensures identical processing on all the sites.
Further investments have also been made in the Roto Smeets
MediaPortal. The MediaPortal is a workflow management system
based on a web browser, to which all the production sites and
their clients are connected and is centrally hosted by RSG. Printready data delivered by clients to the MediaPortal is automatically
checked and sent on to the relevant production site. Information
about the quality, quantity and timeliness of delivery is shared with
clients, the prepress department and order management. Within
the MediaPortal application, all the address files delivered are
subject to automated processing and prepared for mail distributors
after which the address labels are prepared in the MediaPortal.
Given the work within the MediaPortal is executed in a web
browser, it can be done ‘anywhere & anytime’. By means of Flowbase (a Business Process Management system), the MediaPortal
also controls the decentralised prepress production system.
Due to the new and extremely powerful opportunities offered by
iTechnique, RSG’s new MIS (Management Information system), a
high degree of automation has been achieved in the production
of print forms with the help of MediaPortal and Kodak Prinergy.
This latest development will enable RSG to produce print forms
automatically with the help of JDFs (Job Definition Formats) and
XMLs (digital operating instructions) supplied by iTechnique. And
this potential will make it possible for RSG to implement its next
efficiency phase within the workflow from client to print form. As
a consequence, Roto Smeets should be able to use its resources
and produce more efficiently, as well as supply higher quality
products.
• Automatic monitoring of
customer data.
• Routing of print-ready
pages.
• Communication to
customers.
• Order creation MediaPortal.
• Imposition creation Prinergy on location X.
• Automatic Plate
Manufacture
40 Roto Smeets Group Corporate Social Responsibility Report 2013
CSR
In addition to the ISO 14001, ISO 9001, FSC and PEFC certification
held by the RSG production units (see RSG and the environment),
the Roto Smeets GrafiServices units are certified in accordance
with the requirements of the CSR performance scale [MVO
prestatieladder].
An important element for certification is to identify stakeholders
correctly and conduct a stakeholders’ analysis. This analysis was
carried out by analysing RSG’s stakeholders in general and, where
possible, identifying the stakeholders within this group specific
to Roto Smeets GrafiServices. This primarily related to employees,
clients and suppliers and the degree of influence they have on the
group. In 2013, a survey of this target group was conducted; the
most important results are presented below.
Results of the CSR survey
Questions asked
Summary of answers
What do you expect from RSG in the field
of CSR?
RSG is expected to be a trailblazer in the field of CSR within the industry; a group that
produces in an environmentally-friendly and sustainable manner, taking due account of
the impact on society as a whole.
What, in your opinion, are the (5) CSR
topics which most urgently require RSG’s
attention
Safety, Social aspects (“as far as possible avoid insecurity and nurture professional
expertise/craftsmanship”), Employment, Environmental awareness (“Stick to the correct
path and continue encouraging sustainable and environmentally-friendly use of paper”),
Discrimination (“Pay attention to diversity”).
Do you feel that RSG is currently conducting Definitely
its business in a socially responsible way?
Which classification would you link to this?
Frontrunner, peloton or straggler
75% frontrunner, 25% peloton
Do you think that this is the most suitable
role for RSG?
75 % yes, 25% no
Please explain: “Practise what you preach; and make sure everyone knows to do this.”
Do RSG’s CSR performances and ambitions meet your expectations, wishes and
requirements?
100% Yes.
The financial choices that have to be made. Economic and commercial interests can
In your opinion, what are the largest gaps,
if you consider RSG’s CSR ambitions and the overshadow CSR interests. In numerous cases, price is the determining factor.
current situation?
What impact do you expect the realisation
of RSG’s CSR ambitions to have on your
organisation?
A positive impact. It will radiate through the chain. Working efficiently will also translate
into cost savings for clients. Good employment conditions for the personnel will certainly be noticed.
What interest do you have in a ‘sustainable
RSG’ and to what extent is a ‘sustainable
RSG’ of interest to your organisation?
It is of huge importance. Corporate sustainability means all the stakeholders are taken
seriously. It indicates a forward looking approach and helps minimises the detrimental
impact on future generations.
How can your organisation contribute to
the realisation of Roto Smeets’ CSR ambitions and vice versa?
By consulting one another as partners, sharing visions and ensuring ambitions are
realised.
Roto Smeets Group Corporate Social Responsibility Report 2013 41
Dialogue with external stakeholders
Shareholders
As a holding company, RSG is responsible for the dialogue with
shareholders and the press/analysts. The Shareholders’ Annual
General Meeting was held on 15 May 2013. Approval was received
for all agenda items put to the vote.
On 18 October 2013, the shareholders were guests of RSG’s sheetfed offset unit, Roto Smeets GrafiServices (RSGS). During the visit,
attention was paid to the investments RSGS has made in the past
few years and the recent installation of the new ERP (Enterprise
Resource Planning) system, iTechnique.
Press/analysts
Given only a select group of journalists write about RSG and no
analysts actively track the group, press and analyst meetings are
not held every time there is a press release. However, telephone
interviews are held with journalists after every press release; and
journalists’ interviews are held regularly throughout the year. A
meeting is held after the Shareholders’ AGM, which gives the
press the opportunity to put questions to the Management Board.
Suppliers
Suppliers are kept abreast of developments via press releases;
and regular personal meetings are also held. The responsibility
for supervising our suppliers’ social policies is exercised by our
purchase department and the operating units’ environmental
coordinators. In 2013, we published a code of conduct for our
suppliers in which we specified our expectations in respect of our
suppliers’ CSR policies.
Clients
Maintaining contact with clients and potential clients is the
responsibility of the divisions.
Given the target group of MediaPartners Group is relatively
compact, it primarily maintains personal contact with clients and
potential clients. To broaden its reach, MediaPartners Group
organises an annual seminar for this target group. In 2013,
renowned speakers shared their visions on the theme ‘The future
starts now’; the seminar was held in the futuristic film museum
Eye in Amsterdam.
The Roto Smeets target group has also been well charted and it
receives regular visits from the Roto Smeets sales force, so that
clients (and potential clients) can easily make their wishes known.
During the annual golf match, they also have the opportunity to
do this in a more informal way. The sales offices abroad also hold
themed meetings for their business contacts.
To support its new joint organisational structure, Roto Smeets
GrafiServices has launched a new, bilingual website. Throughout
the year, Roto Smeets GrafiServices publishes electronic newsletters providing information to all those with whom it does business.
Senefelder Misset communicates with its target group via an
external magazine and seminars. In 2013, Senefelder Misset held
its 15th seminar, during which the topic of new earnings models in
the hectic communications market was discussed with its clients.
The theme of the 2013 seminar was ‘The Future of Publishing
is Now’. To reach more clients abroad, Senefelder Misset has
launched a new website which is not only available in Dutch but
also in French, German and English.
Antok Printers in Hungary mainly communicates with its clients
by means of personal visits or telephone calls. Due to it having
expanded its client circle outside Hungary, the employees are
currently following German and English language courses.
Sponsoring business contacts
Via its subsidiaries, RSG sponsored the Customer Media Congress
in Utrecht, the VM Trends Congress and the National Congress
for unaddressed mail. In addition, as a Friend of the Magazine
Gala, Roto Smeets contributed to the realisation of the 2013 NUV
Magazine Gala.
RSG, either alone or in cooperation with paper suppliers,
regularly makes capacity available to socially oriented projects;
this is evidenced by Roto Smeets’ participation in the ‘Magazines-in-the-classroom’ projects [Tijdschriften-in-de-klas-projecten]. These projects encourage schoolchildren in deprived
neighbourhoods, as they have to design and produce their own
magazine, from beginning to end. Such projects provide these
children with an opportunity to broaden their horizons. It was primarily third year pupils from the Weekend schools in Amsterdam
South-East, West and North who participated in the magazine
project, under the guidance and supervision of professional magazine publishers.
In 2013, by sponsoring printing and other services, Senefelder
Misset, together with MediaPartners Group, contributed to Foam,
the photography museum in Amsterdam. Furthermore, Roto
Smeets GrafiServices sponsored the printed material used by
Triton, the Utrecht Student association.
42 Roto Smeets Group Corporate Social Responsibility Report 2013
Awards
At the end of 2013, MediaPartners Group was nominated for
a European Excellence Award for Share Magazine, a personnel magazine. European Excellence Awards are given for good
performances within a wide range of communication categories,
from internal communication to public relations; nominations are,
moreover, received from all branches of industry throughout the
whole of Europe. MediaPartners Group compiles the personnel
magazine on the instruction of Aegon, who became a client of
MediaPartners Group in 2013.
Similar awards are also presented within the Netherlands by Platform Content. In 2013, MediaPartners Group was once again the
winner of three Grand Prix Customer Media awards for:
• UWV with the publication: Jij&UWV for the ‘Most creative customer medium’;
• Rabobank Nederland with the publication Wijzer for the ‘best portrait photography’; and
• Jij&UWV as the best ‘Business to Employee’ magazine.
Roto Smeets Group Corporate Social Responsibility Report 2013 43
44 Roto Smeets Group Corporate Social Responsibility Report 2013
Skill
From the series:
Shaping the course of things
Not all that long ago, ‘the year 2000’
was synonymous with ‘the future’.
A marker in time and space, a sign
that tells us where we are, where
we’ve come from and where we can
go next. The works in this series are
eight concepts that have shaped, and
will continue to shape, the course of
things. In addition to eight different
examples of ‘milestones’, images
were sought that symbolised the title
of each illustration. For example: a
mirage for ‘imagination’, binoculars
for ‘discoveries’ and a computer
mouse for the illustration shown here,
‘developments’. As a way of looking
back, each illustration includes an
image from around a century ago,
such as a steam train, a sailing ship,
Einstein, the aviation pioneers and
Picasso. Looking ahead is represented
by various objects people use when
they’re trying to predict the future: a
crystal ball, a pendulum, tarot cards,
etc. We’ll only know for sure how the
future will look when we’ve reached
the next major milestone.
1999/ Illustrator Vincent Jansen
Roto Smeets Group Corporate Social Responsibility Report 2013 45
Environmental barometer
The Roto Smeets Group (RSG) production plants are all linked to the Environmental Barometer maintained by Stichting Simular [the Simular Foundation]. The Environmental Barometer processes data on energy, water and waste water, waste streams, emissions and transport
to create a compact summary. It is an on-line measuring instrument that reveals the environmental performance and CO2 footprint of
the participating businesses. The company can see at a glance which environmental aspects of its business practice count the most.
The graphs are helpful when setting priorities for action points to improve the scores. It is also possible to measure the results against a
benchmark of the other participating graphics companies.
The increase at RS GrafiServices Utrecht was caused by the transfer of the Sales Department from RSGS Eindhoven to RSGS Utrecht. At
Roto Smeets Etten it is due to the work pressure which necessitated starting up the two-meter presses which have to be heated electrically.
Ton CO2 / kg drukwerk
roto smeets etten
Roto Smeets GrafiServices
Roto Smeets GrafiServices Utrecht
1.750
Ton
CO2
Ton CO2
Ton
CO2
Ton CO2
Results for 2013
0,000300
0,000250
600
1.000
750
Freight
Goederenvervoer
Goederenvervoer
Zakelijk verkeer
Business
traffic
Zakelijk verkeer
Woon-werkverkeer
Emissies
Commuting
Woon-werkverkeer
Water & afvalwater
Brandstoffen
Emissions
Emissies
Elektriciteit
Water
and wastewater
Water & afvalwater
Fuels
Brandstoffen
Electricity
Elektriciteit
Goederenvervoer
Zakelijk verkeer
Woon-werkverkeer
Emissies
800
Water & afvalwater
Brandstoffen
Elektriciteit
1.500
1.250
1.000
0,000200
400
500
200
250
0
0,000150
0
2011
1
2012
2
Roto Smeets GrafiServices Eindhoven
CO2 meter0,000100
2012
2
2013
3
CO2 meter Roto Smeets GrafiServices Utrecht
Grafieken - Stimular Milieubarometer
Ton CO2
Senefelder Misset BV
Ton CO
Ton CO22
2011
1
2013
3
Filter | ▼
Grafieken
10.000
Grafiek per ... | ▼
Goederenvervoer
Zakelijk verkeer
20.000
Woon-werkverkeer
Emissies
Water & afvalwater
Brandstoffen
Elektriciteit
0,0000500
8.000
Page 1 of 1
Branchegemiddelde | ▼
Roto Smeets Weert
Goederenvervoer
Zakelijk verkeer
Woon-werkverkeer
Emissies
Water & afvalwater
Brandstoffen
Elektriciteit
15.000
6.000
0
4.000
2011
1
2012
2
2013
3
10.000
5.000
2.000
0
0
2011
1
2012
2
2011
1
2013
3
CO2 meter Senefelder Misset
2012
2
1. 2011
2. 2012
Roto Smeets Weert
CO2 meter
3. 2013
roto smeets etten
Ton
CO2
Ton CO2
Ton CO2
Ton CO2
Roto Smeets Deventer
35.000
2013
3
20.000
Goederenvervoer
Zakelijk verkeer
Woon-werkverkeer
Emissies
Water & afvalwater
15.000
© 2012 Stichting
Stimular,
Rotterdam MVO Balans
Brandstoffen
Elektriciteit
30.000
25.000
Goederenvervoer
Zakelijk verkeer
Woon-werkverkeer
Emissies
Water & afvalwater
Brandstoffen
Elektriciteit
20.000
10.000
15.000
10.000
5.000
5.000
0
2011
1
2012
2
2013
3
CO2 meter Roto Smeets Deventer
0
2011
1
2012
2
2013
3
CO2 meter Roto Smeets Etten
46 Roto Smeets Group Corporate Social Responsibility Report 2013
* Source: Stichting Simular
Environmental Barometer.
Since the system generates the ordinate (y-axis)
automatically, the results of
the participating businesses
cannot simply be compared.
It does allow each company’s results to be compared
to its previous year’s results.
Roto Smeets Group and the environment
In this section of the Social report, we present the results of the application of the environmental policy of Roto Smeets Group (RSG)
and subsidiaries in 2013. It is our policy to maintain all services at a high level with the smallest possible impact on the environment. RSG
follows an effective, stringent quality assurance and environmental policy in every aspect of its business. Work is done according to a
system of analysis and improvement with carefully written quality assurance procedures, which cover each operating company and all
activities. This policy is an integral part of the corporate policy, in common with a concern for safety, health and well-being.
This section utilises the figures derived from the Ecobalans 2013
(see also page 50). The comparisons with previous years are
expressed as proportions, giving a good representation of the
effects of policy in relation to volume growth or decrease.
Combining the upholding of our high quality standard, reducing
the environmental impact and accepting our social corporate
responsibility add a great deal of value to the group. We intend to
continue doing so in 2014.
Scope
RSG’s Print Productions plants are the most important ones in
terms of the environmental aspects, which is why this chapter is
devoted mainly to the six printing plants: the web offset plants
of Roto Smeets Weert and Senefelder Misset, the rotogravure
plants Roto Smeets Deventer and Roto Smeets Etten, and the two
sheetfed offset plants Roto Smeets GrafiServices Eindhoven and
Roto Smeets GrafiServices Utrecht. There is one web offset plant
outside the Netherlands, in Hungary.
In a web printing plant the paper to be printed runs off a roll onto
the press. The paper web is impressed on both sides with ink as
it passes over cylinders holding the printing forms. The paper to
be printed in a rotogravure plant also passes from a roll into the
press, but this process uses very wide cylinders, engraved with the
text and illustrations, with which the paper is printed after the rolls
have been served with ink. In sheetfed offset plants, individual
sheets of paper are inked on the press.
Web offset and rotogravure plants serve the national and international markets for mail-order catalogues, retail printing, sponsored and commercial magazines. Roughly one-third of all print
produced goes abroad, to the UK, Belgium, Sweden, Germany,
Denmark and France. Sheetfed offset plants work mainly for the
regional and national business market.
Sustainable printing
Besides cross-media services, the RSG production plants mainly
supply paper products. Paper is the most recycled product we
have. The bulk of the wood fibre used to make paper comes from
sawmill wastes and forest thinnings, mainly from properly managed European production forests. Print is steadily improving its
green image as our knowledge of sustainable forestry advances.
Today’s paper uses a large percentage of old paper: The Netherlands is one of the leaders in Europe, as more than 90% of the
paper is re-used. Recycled paper is nowadays bleached and
processed in an environmentally friendly manner. However, better
quality paper always needs a certain percentage of new fibre.
RSG always seeks to purchase its paper responsibly. We do not
work with paper that contains any proportion of fibre from virgin
forests. All RSG printing plants are FSC and PEFC certified.
After paper, ink is the most important component of the printed
product. Broadly speaking, ink is made up of pigment, solvent
and petroleum products. Innovations in the ink industry have led
to a considerable decrease in the environmental burden of ink
production. The inks from our most important suppliers consist
90% of sustainable, plant-based materials like grain, linseed or
soyabean oils.
Prepress activities precede the printing: text and images have to be
made up into pages and the press forms prepared. After printing
comes the afterpress process: finishing the printed matter by cutting it to size, folding it, gluing, stitching, etc., followed by dispatch.
RSG has arranged its purchasing and production process to optimise the use of raw materials. RSG also expects similar behaviour
from its suppliers. Our environmental care system (environmental
management system) means we can continue to concentrate
on process innovations like automatic systems that minimise ink
wastage by optimising ink usage during the printing process, and
by further cutting emissions of volatile organic compounds (VOC).
To keep the environmental burden of solvents to a minimum, we
have adopted emission reduction measures, like afterburners and
toluene reclamation in the rotogravure plants. The toluene emissions from the rotogravure plants are 99% recycled, which has cut
them virtually to zero. In the prepress process, toluene has been
replaced by Biosol G, a green industrial cleaner/degreaser based on
a fully biodegradable, natural solvent.
The bulk of the raw materials input to all printing plants comprises
paper, ink and energy. The offset plants also purchase aluminium
plates for the preparation of printing forms, while the rotogravure
plants use cylinders. The process requires a variety of ancillary
chemicals (such as plates, cleaning cloths, cleaning materials) and
other aids (such as stitching wire, adhesives and packaging).
When choosing packaging for its printed products, we have different ways to implement our responsibility to the environment. Our
packaging lines are set up to seal printed products with biologically disposable packaging film and keep waste to a minimum.
Nowadays, 98% of the waste that leaves the production plants
can be recycled.
Roto Smeets Group Corporate Social Responsibility Report 2013 47
RSG distributes its printed products in close collaboration with
transport companies that employ combinations of transport methods, and transfer the cargo underway onto trains, ships or double-deckers. For some loads to some destinations we shall always
need road transport, but our carriers use biodiesel or hybrid trucks
and/or eco-combis: long-load-bed trucks carrying multiple loads,
thus offering considerable ride and mileage savings (so less CO2).
Antok Nyomdaipari Kft
For more than a decade, Antók has had a balanced relationship
with the Inspectorate for the Protection of the Environment,
Nature and Public Works (Western Trans-Danube Region). The
business has all the necessary permits it needs to operate (for
atmospheric pollution and waste).
To ensure that the business can conduct and control its environmental activities in a professional manner, it has signed a contract
with an environmental specialist (Végh & Végh MKT BV), which
checks compliance with environmental legislation, maintains
contact and shares information with government, ensures that any
defects found are attended to, keeps all permits up to date and
follows all developments in relevant legislation and regulation.
The company must report to government annually on air pollution
and waste production. Air measurements are compulsory every
five years. The business complies with the relevant legislation and
has a good relationship with the neighbourhood and the local
authority.
48 Roto Smeets Group Corporate Social Responsibility Report 2013
Environmental policy in practice
Tasks and responsibilities
Final responsibility for the quality assurance, health & safety and
environmental policy rests with the Management Board, whence it
devolves throughout the organization. The Management Board is
answerable to the Supervisory Board.
The RSG staff department co-operates with the Quality-Health &
Safety-Environment [Kwaliteit-Arbo-Milieu, KAM] coordinators in
the printing plants to initiate, facilitate and coordinate certain CSR
developments. This is how CSR policy is prepared and ambitions
formulated for the whole of RSG.
These KAM co-ordinators have an important internal advisory
function, including the drafting and establishment of annual plans
and procedures. He/she is tasked with ensuring compliance with
health & safety requirements according to the current policy,
monitoring compliance with environmental legislation and regulations, and maintaining the quality assurance and/or environmental
care system. The co-ordinator also functions as a checkpoint for
assessing the environmental and safety aspects of incoming materials. Besides that, time is devoted to checking and inspecting the
safety, order and good housekeeping in the various departments
and guiding the internal audit teams.
The co-ordinator also monitors the progress of projects, improvement campaigns and their results. He/she also ensures that legally
compulsory measurements, inspections and calibrations are carried
out, etc. and issues instructions and holds internal instruction
courses. The plants have ensured that all relevant information is
made available digitally to all employees on the Intranet.
As related businesses within a single printing group, the RSG printing plants are quite open in the way they compare their solutions
and environmental performance (benchmarking) and so improve
their performance. Externally, RSG defends its own interests and
those of the graphics industry more generally. The group’s participation in a number of national and international platforms means
it can respond at an early stage to changes in legislation.
Environmental management system
RSG regards its operating companies’ internal quality assurance
and environmental management systems as an important means
for implementing its environmental policy. In those RSG plants that
have operational quality assurance and environmental management systems, the audits of both systems are combined. Although
occupational health and safety are not tested for the NEN-EN-ISO
norms, the KAM co-ordinators include it where possible in the
design of this combined system. The ISO 14001 system requires a
company to improve continuously through a cycle of setting goals,
acting, conducting evaluations and setting new goals as a result.
RSG meets the continuous improvement requirement by con-
ducting research into alternative processes and materials and the
possibilities for recycling waste.
At the time of writing, all systems are certified according to ISO
14001, and three plants have a quality assurance system that conforms to ISO 9001. The goal for 2014 is to have this conformance
operational in the other three plants.
In 2013 Roto Smeets Deventer and Roto Smeets Etten applied for
a multi-site ISO14001 certification. Both plants use identical methods, and their organisations are becoming increasingly integrated.
This made the step for a multi-site application relatively simple.
The recertification was awarded without any indication of problems. The Roto Smeets rotogravure plants thus proved that they
have a well-organised and workable ISO management system.
The same consideration applies to the Roto Smeets GrafiServices
plants. They already have multi-site certification for ISO 9001, ISO
14001 and MVO Performance Scale.
Certificates for the environmental care systems are issued by an
independent authority. Prior to certification, its auditors assess
the operational processes and interview the personnel. Partly in
view of the recurrent external audits, several employees, department heads, supervisors and project leaders of the plants have
been trained as internal auditors. They conduct internal audits to
check if the ISO procedures, which are divided into process and
system-related procedures, are still fit for their purpose. The plants
are thus well prepared to pass the periodical external auditing for
recertification.
Operating company environmental plans and annual
environmental plans
The principal strategies and procedures for implementing environmental policy and achieving the best performance are set for
each operating company in annual environmental improvement
programmes, also called operating company environmental plans.
These environmental plans, which contain several key indices and
long-term tasks and goals, are drafted with an eye to discussing
them with the government. The plan gives the company insights
into its operational processes and possible environmental impact,
anticipated business developments and environmental effects,
norms it must comply with regarding the environmental burden,
and the tasks and objectives of its environmental policy. The
individual plants’ environmental plans underlie the annual environmental plans (sometimes as part of a combined KAM annual plan
for Quality, Occupational Health and Safety and the Environment),
allowing the business units to set down their goals and tasks for
the coming year and the concrete actions they intend to undertake. The implementation of this plan is monitored throughout
the year. The plants’ annual environmental plans are used when
preparing this section of the annual Social report.
Roto Smeets Group Corporate Social Responsibility Report 2013 49
Roto Smeets
Paper
Weert
Senefelder
Ink
Product
Client
Paper waste
Recycled
Emissions
EPRTR
Toluene
Recovery
Misset
Energy
Roto Smeets
Deventer
Suppliers
check
Water
Registration
Ecobalance
‘in’
Roto Smeets
Etten
Registration
Ecobalance
‘out’
Chemicals
or
Plastics
Roto Smeets
GrafiServices
Auxiliary mate-
Eindhoven
rials
Recognized
General process
waste
recycle
waste
processors
Roto Smeets
Process mate-
GrafiServices
Hazardous
rials
Utrecht
waste
Ecobalance
An important component of the general operational policy is cost
savings. The environmental policy, with its emphasis on conserving
materials, fits in well with this. To determine goals and measure reductions, RSG has been using the Ecobalance since 1994.
This balance shows in detail all incoming and outgoing material
streams, plus power and water consumption, for each production
plant. With it, RSG goes much further than just charting the environmental aspects as prescribed in the environmental management system. The Ecobalance is co-ordinated by the independent
Institute for Applied Environmental Economics (TME) in Voorschoten. RSG sets down targets which guide the search for reduction
opportunities. We have hit every target since 1994, something
of which we are extremely proud. In our 20-year existence, we
have used 75% less water, 30% less power and our emissions of
toluene and other volatile organic compounds (VOC) have been
cut by more than 75%.
Because the Ecobalance reveals the companies’ complete material
budget, it can be used not only to manage emissions but also to
help in the efficient management of all materials in the production
process. The data for the Ecobalance are collected continuously,
so a very frequent, up-to-date picture of performance can be generated, should that be needed to keep a running check on certain
developments. This complete mass balance gives the RSG companies a total environmental picture. It also simplifies the calculation
of CO2 emitted per ton of product. The basic principles underlying
the Ecobalance are shown in the diagram below.
Supplier assessment
When purchasing products and services, RSG pays close attention
to social, environmental and safety aspects and makes agreements
about them with its suppliers. Hazardous materials, for example,
are assessed according to the ‘purchasing new hazardous materials’ procedure. The KAM co-ordinator uses a checklist to assess
the material based on its MSDS (material safety data sheet).
RSG chooses especially those suppliers with a quality and/or
environmental management system according to the ISO 9001 /
14001 standard, just like RSG itself, or else a comparable certification system for their own specific industry. This is entered into
a suppliers’ questionnaire, which is regularly sent to our suppliers.
The KAM co-ordinators assess the replies and allocate a score to
the supplier. Suppliers who fall below the standard are delisted,
and an alternative is sought. The data are stored in a suppliers’
database, which can be accessed on the RSG intranet site. Besides
regularly updated supplier data, this site also contains other
product information relevant to the environment (as for inks and
paper), permits, the Ecobalance, all certificates and all environmental annual reports.
50 Roto Smeets Group Corporate Social Responsibility Report 2013
Soil
As part of the National Soil Protection Guidelines (NRB), the
RSG production plants keep the risks to the soil transparent. The
objective is to show that the risk to the soil of potentially polluting
activities is kept within the soil risk categories defined in the NRB
by taking efficient steps and using proper facilities.
This includes examining the technical status of the underground
and aboveground tanks, the pipeline transport, the pumpage of
potentially soil-polluting substances, the storage and transshipment of viscous fluids, the underground sewage system and the
groundwater quality near the tanks.
The rotogravure plants also monitor for aboveground contamination by toluene and any leakage from the ink and toluene tanks.
The sampling and analyses of the samples are conducted by a
STERlab-certified laboratory.
Emergency management
If inspections show that permitted emission concentrations are
being exceeded or other irregular circumstances, the companies
take immediate action to counter the cause. It is standard procedure to inform the licensing authority of the events and subsequent remedial actions.
All plants have disaster plans ready. Employees are all instructed in
these plans, and internal company first-responders are trained for
them. Regular drills are held to keep the company first-response
teams up to the mark and to ensure that employees respond adequately, should an incident occur. This checks the way evacuations
are co-ordinated, looks at the reception of employee and external
first-responders, and the risks to the first-responders. It also
reinforces knowledge about chemicals, the proper way to handle
them and safety aspects. The environmental care system also
requires that a record be made of environmental near-incidents,
since they also provide an insight into the company’s performance.
In 2013 a fire started during maintenance activities on the exhaust
system for the glue installation of the perfect binding machine at
Senefelder Misset.
An inflammatory product was used to clean the filter in the
exhaust system. It was blown dry with compressed air. After
replacing it, the filter charged itself immediately, and remnants/
fumes of the product used ignited. The remnants still in the filter
burned and generated smoke. Given the prompt response of
the TD employees, who were also first-responders, the fire was
prevented from spreading.
The employees were once again instructed in the right way to
use cleansers on press start up.
Extreme storms in July led to an incident at Roto Smeets Weert,
where part of the roof collapsed, flooding the finishing and
paper warehouse. Work on hand was nevertheless delivered
after only a slight delay. Customers including Sanoma Belgium
and Reed (Elsevier) expressed their appreciation for the way Roto
Smeets Weert coped with this emergency.
Following on from the internal safety campaign conducted last
year, employees reported unsafe situations faster. This is a valuable aspect for the companies as it can lead to the prevention
of emergencies. Actions can be taken promptly to avoid risky
situations.
Complaints procedure
Complaints, both internal and external, are valuable signals that
companies can use to improve their business operations. According to the internal procedure, complaints are passed on to the
KAM co-ordinator. This procedure guarantees written recording,
personal resolution, registration and follow-up.
In 2013 the companies did not receive any complaints. Roto
Smeets Etten did carry out a suggestion for improvement in
2013 based on a complaint from 2012. It concerned a complaint about excess noise when a toluene recovery plant was
being steamed out. Various corrective measures were implemented and new noise measurements done. The local authority
confirmed during its inspection that the current noise level fell
within the noise standards of Roto Smeets Etten. There were no
new complaints.
Naturally, RSG does everything it can to prevent environmental
incidents and nuisance to its neighbours. However, in a production environment all kinds of factors can result in unwanted situations, some of which can be influenced, while others are out of
the plant’s control. All complaints are recorded in a web-based
improvement registration system, in which all departments
record any deviations. Together with information from departmental meetings and QTMS (the quality assurance system), the
faults are traced back to their source by a technical specialist. In
practice, any complaints that are made to the local authority are
usually passed straight on to the company, so the company itself
can respond as quickly as possible.
Roto Smeets Weert also experienced a small, brief fire in 2013. It
originated in the drying oven when a press was started up, and
was quickly put out with a handheld extinguisher. An over-generous use of cleaning solvent led to the excess vapour catching fire
in the dryer on start-up, which in turn set light to the paper web.
Roto Smeets Group Corporate Social Responsibility Report 2013 51
Copyright papierenkarton.nl
RS Gravure
(Deventer and Etten)
RS Weert
Senefelder Misset
RS GrafiServices
ISO 14001
ISO 14001
ISO 14001
ISO 14001
ISO 9001
ISO 9001
ISO 12647
ISO 12647
ISO 12647
FSC
FSC
FSC
FSC
PEFC
PEFC
PEFC
PEFC
SWAN
SWAN
EU Ecolabel for printed products
EU Ecolabel for printed products
Jeroen Voges
Thijs Caelers
Certification
All RSG production plants are certified according to FSC (Forest
Stewardship Council) and PEFC (Program for the Endorsement of
Forest Certification) guidelines. This means that they may prepare
products on selected FSC or PEFC paper according to these strict
guidelines. This shows that RSG supports the objectives of these
agencies, to create an environmentally friendly, socially desirable
and economically viable management of the forests.
These systems form the connecting link between responsible
forest management and the consumer. The RSG companies can
put the FSC or PEFC logo on printed products of customers who
wish to demonstrate their commitment to sustainable entrepreneurship.
Roto Smeets Deventer and Roto Smeets Weert are also certified
by the Nordic Ecolabel Swan. This is an official environmental label
in Scandinavia (Norway, Sweden, Finland, Denmark and Iceland).
A Swan label on a product means that it has one of the lowest
environmental impacts of its kind.
MVO performance scale
Karin Driezen
Gert-Jan van der Vlis
This applies also to the EU Ecolabel, which is broadly based on this
Scandinavian label. The Roto Smeets printing plants (Deventer,
Etten and Weert) have obtained the EU Ecolabel certificate for
printed paper, especially for titles from Scandinavian customers.
This EU eco-label is awarded for products with a relatively slight
environmental impact throughout their entire lifecycle. The EU
developed this ecolabel because the chemicals used in printing
paper can impede recycling and may be hazardous to the environment and human health. Using a range of tests to show that the
products made by RSG can easily be recycled and do not contain
toxic substances, its Scandinavian customers can display the EU
Ecolabel on their products.
International environmental policy
A number of RSG printing plants fall under the obligations of the
EC’s PRTR order (Pollutant Release and Transfer Register). They
supply the appropriate authority with annual data on emissions
to the air, water or soil and the transport of wastes, including
contributions to national registries that record all the emissions
that occur in a given country. The data also show that the plants
are compliant with the requirements of the PRTR.
52 Roto Smeets Group Corporate Social Responsibility Report 2013
RSG also has to comply with the international rules under the
REACH* guideline. REACH affects the production, marketing and
use of all chemicals in the EU with a view to recognising possible
human health and environmental hazards and recommending
measures to manage risk in the entire supply chain.
To this end, every maker or importer of chemicals in quantities of
1 ton or more per annum in the European Union is obliged to file
a registration with the European Chemicals Agency (ECA), unless
a release has been obtained, on penalty of refusal of permission to
make or import the substance(s).
The most important components of the products made by Roto
Smeets Group are paper and ink. According to appendix 4 of the
REACH regulations, the most important raw materials in paper
(such as wood, filler, coating pigment, mechanical pulp) are
excluded from REACH under present legislation and therefore do
not need to be registered. RSG has nevertheless had to register
under REACH in connection with the resale to the ink supplier of
the toluene recovered from the process.
In turn, RSG has sent its suppliers a questionnaire and has
received confirmation that their products fulfil all REACH chemical
requirements. This means that no deliberate chemical emission
and no substances of very high concern (SVHC) are present in
concentrations greater than 0.1%. The suppliers have amended
the data sheets for the materials they supply according to the
REACH guidelines for regular use. RSG has changed its internal
instructions accordingly. These instructions form part of the risk
management measures under the ISO 14001 certification of the
RSG production plants.
We intend to make regular checks on the information received
from our suppliers. When a supplier no longer complies with the
REACH regulations, we shall turn to other suppliers in order to
safeguard the continuity of our production.
* REACH: European Regulation (EG) no. 1907/2006 on the Registration,
Evaluation, Authorisation and Restriction of Chemicals (REACH) is a new
European Union regulation that came into force on 1 June 2007. REACH
seeks to encourage sustainable development by improving the protection
Dialogue
Throughout the graphics chain, sustainability is an issue from the
forest to the printed page. A product can only be called sustainable if it is handled appropriately in all stages of its life cycle, from
raw material to separate waste collection for re-use. This requires
cooperation with suppliers at one end of the chain to customers at
the other. We regularly enter into dialogue with our stakeholders
to evolve sustainable measures.
Employees
Management and the works councils receive periodic reports on
quality and environmental matters, featuring the findings of internal and external audits. The works councils are informed about
developments by their members sitting on the Safety, Health,
Welfare and Environment Committee [Veiligheid, Gezondheid,
Welzijn en Milieu, VGWM]. Besides the works council members,
the VGWM Committee members include production and HR
employees, together with the Health & Safety and Environment
(KAM) Co-ordinator.
There is a special environmental meeting in the form of the RSGwide environmental co-ordinators’ council. Every quarter the environmental co-ordinators from all the RSG production plants meet
to discuss developments, problems and solutions in their area of
expertise and exchange knowledge and experiences.
Environmental aspects and environment-related procedures form
a standard part of the regular training given to new printers when
they enter employment at a RSG company.
Surroundings
People living near plants attach great importance to developments
in the field of nuisance (particularly noise and smell). The government (national and EU level) emphasises the performance of the
printing plants in terms of volatile organic compounds (VOC).
Individual companies’ environmental plans are important and must
be available to these stakeholders.
Suppliers
As already stated, we pay particular attention when purchasing
products and services to the social, environmental and safety
aspects and make agreements on them with our suppliers. In 2013
we prepared a ‘Code of conduct for suppliers’ with the aim to clarify the CSR policy of RSG. Using a ‘third-party regulation’ suppliers
are made aware of the local company regulations for occupational health and safety and the environment. Together with our
suppliers, we search for sustainable production methods in our
chain and strive for maximum transparency about the products
that we purchase so our customers can make a conscious choice.
Our international network also allows us to track all sustainability
initiatives abroad.
of human health and the environment.
Roto Smeets Group Corporate Social Responsibility Report 2013 53
Customers
With the brochure issued last year about sustainable printing,
our account managers make specific choices together with the
customer: when to choose print, which materials to use for the
printed product, the finishing process needed, dispatch and
transport? This has led to more awareness in the chain.
Other matters
Waste management contribution
Companies in the graphimedia industry have to deal with two
matters concerning government-imposed contributions to keeping the waste manageable: the ‘Disposal fund for recyclable
paper’ and the ‘Waste management contribution’ (formerly
packaging tax). They are two very different things: the first
measure concerns the processing of recyclable paper other than
packaging (newspapers, magazines, etc.) and the second the
processing of packaging waste (plastic, metal, paper, etc.).
Disposal charge for recyclable paper and cardboard (not
packaging)
This temporary - legal – contribution concerns the raw materials
paper and cardboard from which products are made and is
completely separate from the waste management contribution.
The local authorities are responsible for ensuring that paper for
recycling is picked up and collected. This is coordinated by the
Stichting PRN (Paper Recycling Netherlands). This foundation is
in principle supported from the proceeds of the recycled paper.
If this is not sufficient to cover costs in a particular period, the
industry has to contribute by paying a sum in euros per kg paper
for a brief period. The government determined that this was
to be charged to the client as a separate item on the invoice,
before taxation. In 2013 this contribution was not required; in
the 1st quarter of 2014, a charge was imposed (€2.40 per 1000
kg paper).
Charging the waste management contribution
The waste management contribution supports the processing of
the waste produced by packaging materials (not only paper). This
charge imposed by the Ministry of Infrastructure and Environment
is meant to stimulate cutting the amount of packaging and a shift
to the use of packaging materials that are less hazardous to the
environment. There is a separate charge for each type of material
and packaging. The amount is linked to the impact that the material has on the environment. The charge for plastic is much higher
than that for paper, for example. The charge for biological film is
much lower than for a plastic film. The government is working on
the principle: the polluter pays. As the customer determines the
type of packaging around the product, and can thus influence the
type of packaging, the government argues for making this difference visible in the invoice. It produces income which the government uses to process the waste.
Climate-neutral printing
Climate-neutral printing means that the CO2 released when
printing a product is compensated by the purchase of CO2-certificates. CO2-certificates guarantee that the quantity of CO2 specified
on the certificate is actually saved by the project for which the
certificate is issued. To estimate how many CO2-certificates to buy
to be climate-neutral, the CO2 footprint of the product must be
determined first.
CO2 footprint
The CO2 footprint is a way of calculating a product’s environmental impact, especially on climate change. By calculating the carbon
footprint one can also measure and compare improvements. There
are three reasons for calculating a CO2 footprint:
- To be able to demonstrate an annual reduction in CO2 emis-
sions;
- To compare firms’ and/or products’ CO2 emissions;
- To determine the total CO2 emission for such purposes as com pensation mechanisms.
The data needed to calculate a CO2 footprint can be classified into
three main types:
- Scope 1: Direct emissions of greenhouse gases in a firm by, for example, combustion of oil or gas in own boilers of vehicles.
- Scope 2: Indirect emissions of greenhouse gases in the produc-
tion of purchased energy, such as electricity and district heat-
ing.
- Scope 3: Other indirect emissions of greenhouse gases, as from
the production of raw materials, transport of services pur-
chased, and employees’ commuter traffic.
54 Roto Smeets Group Corporate Social Responsibility Report 2013
A CO2 footprint gives an insight into the greenhouse gas emissions
during the entire life cycle of a product. Calculating a footprint is
a complex process due to the assumptions that have to be made
and the boundaries drawn. RSG can only estimate a footprint for
the making of a product, not of the entire life cycle. We do not
have any influence on the creation of the product (editing, design,
etc.) nor on the endphase (what the recipient does with it after
reading).
For customers already demanding climate-neutral printing products, RSG can propose estimating an indicative CO2 footprint, just
like other European printers. We use the Environmental Barometer
maintained by Stichting Stimular on the basis of the same data
given above, CO2 emission calculations done per ton of paper. All
RSG production plants are linked in it and can thus be compared.
Currently, we use this calculation primarily for setting our CO2
reduction targets. See page 46 for the environmental barometers
for 2013.
A number of CO2 footprint calculators have appeared on the
market in response to demand, but there is as yet no standard for
the industry. The current generation of calculators thus does not
use standard reference frames nor a consistent footprint analysis
nor share any common areas of application. As long as there is
no official guidance on the parameters to be used when calculating a CO2 footprint, products and businesses cannot simply be
compared, nor is there any guarantee that a product is “climate
neutral”.
It is accepted that international norms would help to reduce the
spread in outcomes of such calculations and thus improve the
reliability of information about the CO2 footprint. In 2013 the ISO
standard 16759 appeared. This is an international standard for
the quantification and communication of estimations of the CO2
footprint of printed media products. CO2 calculators already on
the market can now apply for certification according to this norm.
There are calculators that claim to work in the ‘spirit of ISO 16759’,
but Roto Smeets Group will only commit to working with a calculator that has been awarded an ISO certificate. In that way, RSG
can determine a pure CO2 footprint for production.
Roto Smeets Group Corporate Social Responsibility Report 2013 55
Environmental data
The data presented here are taken from the RSG Ecobalance (see
page xx) and represent a careful measurement of all incoming and
outgoing flows. It should be noted, however, that not all flows are
easy to weigh. The release of volatile compounds from certain formulations, for instance, has to be assessed from a given percentage of evaporation. In such cases we have to rely on theoretical
and empirical knowledge, such as that presented in the Information Sheet L33 Air, “Solvent Resolution” by InfoMil, verified as far
as possible by tests and measurements made on the shop floor.
The data below relate to the energy and water consumed in business operations, and the materials used in the production process.
The Input side of the Ecobalance records the raw materials, ancillaries and process materials, while the Output consists of products
and wastes (solid waste, waste water, emissions), all insofar as they
relate directly to the RSG production plants in the Netherlands.
Naturally, indirect environmental aspects are also involved, such as
the production of materials that RSG purchases, or the processing of waste streams from the plants. However, environmental
burdens that occur elsewhere in the chain do not form part of the
Ecobalance and are not shown in the data below. This does not,
incidentally, mean that RSG’s concern starts only after purchase,
nor that it stops after the waste has been removed. RSG is active
in other parts of the chain as it imposes demands on suppliers and
waste processors, and educates its business contacts. Care like this
also forms part of the ISO 14001: 2004 environmental management system.
Input
Nearly all consumption data show a relatively negative trend. This
is due to the fact that all data are expressed in terms of kilograms
of paper consumed. Recent years have seen sizes and print runs
decline, with fewer titles and a shift to lighter types of paper. This
influences the relationship with the consumption of raw materials,
ancillaries and process chemicals. The use of lighter weight papers
-- which means that the number of kilograms drops – ‘disturbs’
the trend in the index values.
In absolute terms, the results are more positive and show a
decrease in all key indices (except water).
Ink
Compared to 2012 the ink consumption has risen slightly. This
was due to a change in an order package which involved greater
ink coverage at the rotogravure plants and the sheetfed plants.
The sheetfed plants are processing smaller quantities, and in the
past year have used more ink-absorbing types of paper and more
lacquer finishing at a customer’s request.
This means a break with previous years in which ink consumption, in particular by monitoring through measurement systems,
is decreased. The rotogravure presses use a GMI system, which
employs a photospectrometer to continuously measure the printed
paper web. The inking system is managed fully automatically
according to predefined density standards. The sheetfed presses
use the InktStar system, which replenishes the ink in measured
doses, thus economizing on ink usage.
Process optimization in the rotogravure plants is based on HP
(High Performance) inks combined with changes in the engraving
gradations. In the finishing departments the MEK (methylethylketone/ solvent-rich ink) for the inkjet printers has been replaced by a
water-based ink, leading to a 60-70% reduction.
40
30
20
10
30.7
28.6
27.9
27.0
28.7
2009
2010
2011
2012
2013
0
Ink consumption 2009 - 2013 (in kg/ton paper)
56 Roto Smeets Group Corporate Social Responsibility Report 2013
Energy
Just like last year, the key index showed a slight rise over the year
before. In absolute terms the energy consumption remained the
same. With the drop in amount of paper processed, the energy
in the key indices per ton paper increased slightly. Energy sources
must be continually supplied with electricity, even when production has stopped.
Water
Water consumption in 2013 was slightly higher than in 2012,
largely due to the weather but also to a faulty valve engine in the
cooler and a overhaul of the sprinkler installation, at Roto Smeets
Weert. The key index is also influenced by the fact that the central
coolers remain in operation, even when less printing is done, as
was the case in 2013.
RSG intends to continue saving energy. The investments in regenerative afterburners made by the web-based plants contributed
significantly to the reduction in gas consumption. The use of frequency regulation of the ventilation fans in the rotogravure plants
also had a favourable effect. A negative effect on consumption
was partly caused by the increased gas consumption for toluene
recovery at the rotogravure plants. Every 5 years the carbon bed
for the toluene recovery process must be replaced. At Roto Smeets
Etten, this must be done next year. This means that in the last year,
more steam and water are required to obtain the same recovery
efficiency of 99%.
The rotogravure plants also use water to generate steam in boilers
to support the toluene recovery. In 2013 Roto Smeets Etten, anticipating the regeneration of the active charcoal beds of the recovery
system, required more steam for steaming and cleaning.
0,5
0,4
0,3
2,5
0,2
2,0
0,1
0.42
0.44
0.38
0.40
0.41
2009
2010
2011
2012
2013
1,5
0
1,0
Water consumption 2009 – 2013 (in m3/ton paper input)
0,5
2.35
2.27
2.01
2.06
2.10
2009
2010
2011
2012
2013
0
Energy consumption 2009 – 2013 (in gigajoule/ton paper
input)
Roto Smeets Group Corporate Social Responsibility Report 2013 57
Ancillary materials
The ancillary materials index is mainly determined by the consumption of packaging materials. The increased quantity of single-use
pallets was responsible for the rise in this index, amounting to
almost 50% of the total kilograms of packaging materials.
Process materials
Process materials include chemicals (broadly speaking one-third
of the total mass), plates and the associated developer and fixer,
cleaning cloths, cleansing agents and disposable packaging of
products supplied to us.
We also saw a growth in the packaging of magazines with more
leaflets. Although it is not evident in the index, it is worth mentioning that the use of biodegradable packaging films is gaining
ground over the more common type. We have a broad range of
100% biodegradable packaging films that can be added directly
to the compost. The packaging is manufactured from renewable
raw materials like corn starch or biomass and fibrous materials like
sugarcane or palm-tree fibre. The use of agricultural crops benefits
the carbon cycle compared to oil-based materials. RSG uses a film
that is made from starch and is 100% compostable. At the correct
humidity and temperature, the film ‘decomposes’ into compost in
12 weeks. It is only 18μm thick, while normal film is 25μm.
At the offset plants, achieving the IPA reduction target in recent
years has led to a considerable drop in chemical consumption.
The sheetfed plants are completely free of IPA, Senefelder Misset
and Roto Smeets Weert are almost there. In just the past 10 years,
the use of IPA has dropped by 75%. That this key index has not
dropped further this year can be ascribed to additional cleaning of
the press and a fault on the IPA dose meter at Roto Smeets Weert.
15
The rotogravure plants reduced their use of process chemicals
in 2013 (-37%) and of process materials like glue, adhesives and
lubricants.
5
12
4
9
3
6
2
3
11.38
10.33
8.75
10.28
10.45
2009
2010
2011
2012
2013
0
1
4.78
4.46
4.57
4.39
4.33
2009
2010
2011
2012
2013
0
Ancillary materials consumption 2008 – 2012 (in kg/ton
paper input)
Process materials consumption 2009 – 2013 (in kg/ton paper
input)
58 Roto Smeets Group Corporate Social Responsibility Report 2013
Output
Emissions to water
The water consumption has fluctuated somewhat in the past
few years. This was primarily the result of weather conditions.
The warm summer in 2013 led to an strong increase in the water
consumption by the cooling systems.
Here, too, the reduction in tonnage of processed paper is reflected
in the key index. A cooling system runs continuously, even when
printing has stopped.
Waste water receives attention in all plants as part of their continuing effort to improve their production process.
The water used in the plants for household purposes and the
cooling towers does not come into contact with the production
process and therefore remains free of the chemicals used. Most
important is the waste water polluted by the production process
in the RSG plants. All the waste water the plants discharge to the
sewer receives additional final treatment in a waste water treatment plant, which means it complies with the permitted quality
standards for waste water.
Emissions to air
A change in the composition of the rotogravure inks and the
increased ink consumption, as described on page 56, explain the
rise in VOC emissions in 2013 compared to 2012. In 2014 again a
decline is expected due to the move to different inks.
The use of isopropyl alcohol (IPA) in the offset plants has been
declining for years as the press workers use lower dosages and
even print on alcohol-free presses. This has resulted in a 75%
decrease in VOC (volatile organic compounds) over the past 10
years.
Continuing with minimal dosing, more alcohol-free printing and
the use of different moistening water additives remain the most
significant ways to cut IPA emissions even further in future.
VOCs also include other compounds, such as other moistening
water additives and cleansers, plus toluene from the ink in rotogravure processes. Toluene is a solvent in the ink, and some of it is
released during printing. This toluene-containing air is drawn off
above the presses and sent to a recovery plant. The yield of these
toluene recovery plants is around circa 99%.
On balance, so much toluene is recovered that a considerable
amount can be sold back to the suppliers, after deduction of a
small amount for internal use. The possibilities to permanently cut
toluene emissions from the rotogravure plants lie mainly in the use
of high pigment inks and an expansion of concentration-dependent air extraction above the presses. The fact that the prepress
process has ceased to use toluene, as they now use clamps rather
than glue, and coupled with the use of Biosol G, has contributed
to this result.
0,5
0,4
0,3
2,0
0,2
1,5
0,1
0.24
0.22
0.24
0.21
0.22
1,0
0
2009
2010
2011
2012
2013
Emissions to water 2009 – 2013 (in kg/ton paper input)
0,5
1.67
1.51
1.44
1.17
1.38
2009
2010
2011
2012
2013
0
Emissions of Volatile Organic Compounds 2009 – 2013 (in kg/
ton paper input)
Roto Smeets Group Corporate Social Responsibility Report 2013 59
2,0
1,5
Wastes
The RSG wastes can be classified into three types:
- Hazardous waste
- General process waste
- Recyclable waste
98% of the RSG wastes can be recycled. The waste is separated
and collected by a qualified company specialising in sustainable
waste management. Waste management goes further than just
collecting, processing and/or recycling all types of waste. It’s also
about reducing the quantity and cutting the costs of waste. This
is done by better separation at the source, optimisation of the
processing and recycling. Re-introducing waste materials into
the production cycle helps counter resource depletion and cuts
CO2 emissions. RSG also collects hazardous wastes in this same
sustainable way, having them processed to innocuous residues and
valuable raw materials, thus lessening their impact and hazards to
mankind and the environment.
1,0
0,5
0
1.81
1.76
1.87
1.82
1.51
2009
2010
2011
2012
2013
General process waste 2009 – 2013 (in kg/ton paper input)
1,5
1,2
The reduction in hazardous wastes can mainly be attributed to
the lowering of the refresh rate of the rotogravure copper-plating
baths and the decrease in plate developer at the offset plants.
This makes up ca. 30% of the total quantity of hazardous waste.
Optimisation of the procedures involved in cleaning and refreshing
the development baths is responsible for this reduction. Another
chemical substance is now used that lasts longer and keeps the
developing machines cleaner than before. This has considerably
reduced the consumption and the waste.
0,9
The general process waste has also declined strongly, due to an
efficient use of materials, good separation of the waste flows and
process efficiency. The volume of recyclable waste like paper, scrap
metal and copper has dropped as a result of the reduced disposal
of paper waste. This is partly caused by a decline in production,
while better process management has led to a higher paper
efficiency.
Hazardous waste 2009 – 2013 (in kg/ton paper input)
0,6
0,3
1.30
1.22
1.20
1.14
1.08
2009
2010
2011
2012
2013
0
200
150
100
50
161.2
155.6
150.5
152.0
150.0
2009
2010
2011
2012
2013
0
Recyclable waste 2009 – 2013 (in kg/ton paper input)
60 Roto Smeets Group Corporate Social Responsibility Report 2013
Targets and measures
The practical implementation of environmental policy in the plants finds its expression in fixing targets and setting tasks. The points for
action that result are incorporated in an annual programme. At the end of every year an evaluation is done to see whether all the points
for action have been completed according to plan. Unfinished items that will be continued in the following year are incorporated in the
new annual programme. A digital monitoring system has been set up.
Company Theme
Target
Clarification
Completed/
Follow-up in 2014
RSW
Energy
Reduction of overall electricity
consumption/ton (supplied) paper
by 2% per year in 2010-2015
Per ton paper 2% more electricity was consumed
compared to 2012. As the volume decreased
instead of increased, this had an unfavourable
effect on the e-machine efficiency.
Follow-up in 2014
RSW
Energy
Reduction of overall gas consumption/ton (supplied) paper by 2% per
year in 2010-2015
Per ton paper no improvement or even a worsening was noted. As the volume decreased
instead of increased, this had an unfavourable
effect on the consumption per ton paper.
Follow-up in 2014
RSW
Productivity
Reduction of paper waste/ton
(supplied) paper by 0.1% per year in
2010-2015
The paper waste per ton supplied paper did not
decrease by 0.1%, rather it increased by 0.6%. The
unfavourable formats of the final products meant
that more paper had to be cut off than is usually
necessary.
Follow-up in 2014
Reduction in defective plates by 5%
per year in 2010-2015
This target has been amply achieved
Completed
RSW
SMD
Energy
Reduction
The result of a recent energy-savings study was
used as a basis to develop and implement structural energy management within the organisation.
Follow-up in 2014
SMD
Waste
Efficiency of waste flows
Waste flow plan was imposed in 2013 over all
departments and has led to a nice increase in the
flow of recyclable plastic.
Completed
SMD
Suppliers
Integrated approach to purchasing,
testing and evaluating chemicals
(suppliers).
This target was reached in 2013, but did not work
well for test products. They are now also included
in the procedures.
Completed
RSD
Quality
ISO 9001
Implementing ISO 9001 at RS Diepdruk
Completed in 2014
RSD
EU Ecolabel
Supporting customers with obtaining EU Ecolabel for printed products
Helped 4 customers.
Completed
RSD
Investments
Preparing and implementing
replacement plan for coolers containing R22
In 2015 all coolers containing R22 as a coolant will
be replaced with a more environmentally friendly
alternative.
Completed in 2014
RSD
Packaging
Reduction in film consumption
Target reached. Also, film thickness reduced from
23 µm to 17 µm.
Completed
RSD
Investments
Reduction in MEK inks
Continuing to implement water-based inks in
sealing & banding department with new inkjet
printers.
Follow-up in 2014
RSD
Energy
Reduction
By implementing frequency regulation of the
ventilation fans of the presses.
Completed in 2014
RSD
Waste
Reduction
By lowering the refresh rate of the copper-plating
baths.
Completed in 2014
RSGS
VOC
Reduction of IPA
Both plants are practically IPA-free already
Follow-up in 2014
RSGS
Energy
Reduction
On-going investigation into other TL/LED lighting
in production
Follow-up in 2014
Roto Smeets Group Corporate Social Responsibility Report 2013 61
Glossary
ISO 14001
FSC/PEFC
The ISO 14001 Environmental Management System sets down
fixed procedures to fulfil regulations and legislation, environmentally aware purchasing, minimum stockholding, and the correct
use of materials. It also provides content for our employees’
environmental training and the way we communicate about the
environment, both internally and externally.
All RSG printing plants have been certified under the Forest Stewardship Council (FSC) and PEFC (Programme for the Endorsement
of Forest Certification), the most important certification programme.
These systems form the link between responsible forest management (which is of course regularly audited by independent third
parties) and the consumer. The certification must be visibly guaranteed throughout all stages of the production process, all the
way through to supporting documents, such as price quotations,
order confirmations, paper sources and invoices.
ISO 9001
The ISO 9001 standard is a process model for quality management, focusing on customer requirements, customer contentment
and continuous improvement.
ISO 12647
In addition to the environmental management system and
ISO environmental certification, ISO 12647 is a very important
standard for printing works. ISO 12647 lays down standards for
virtually every aspect of printing process control. This means that
the printed product is produced very reliably and predictably. ISO
12647 certification also guarantees consistent working methods
and optimum quality. Improvements in process control automatically result in improved environmental performance.
ISO 26000
ISO 26000 is an international standard for CSR: a tool for companies (and other organizations) in the implementation of CSR. The
ISO 26000 standard does not impose requirements, so it cannot
be used as a basis for certification. It serves as a guide to help
organisations decide what CSR means for them and it can be used
to permanently embed CSR in the organisation.
The CSR Performance Scale
The CSR Performance Scale makes a concrete, objective, verifiable
statement about social engagement, and sustainable development. The certification standard for the CSR Performance Scale
has been set up to reflect the principles set down in the international sustainability guidelines (ISO 26000), stakeholder management (AA 1000) and indicators and reporting guidelines (GRI). The
standard is designed in such a way that it is internationally applicable. ISO 26000 is not a management system so it is not intended
or appropriate for certification purposes. The CSR Performance
Scale - Management - Requirements and Certification Standard is suitable for certification.
GRI
GRI stands for Global Reporting Initiative. The Global Reporting
Initiative has, since its inception in 1997, become the standard
reference in the field of sustainability reporting. A sustainability
report, prepared in accordance with the GRI G3’s requirements in
terms of content, quality and scope is for stakeholders very useful
to get an idea of the sustainable opportunities and risks that a
company has to face.
SWAN
Both our rotogravure and offset plants can supply printed products with the Nordic Swan label. This official Scandinavian label
is concerned with both the paper and the process, guaranteeing
that the products a business make belong among the least environmentally harmful of their type.
ECOLABEL
One part of the European Integrated Product Policy is the
granting of an Ecolabel to products and services with a reduced
environmental impact. In 2013 the criteria for an EU Ecolabel for
printed matter are ready. The criteria are intended to promote the
environmental efficiency of de-inking, the recyclability of printed
paper products, the reduction of VOC emissions, and the reduction or avoidance of risks to the environment or human health
associated with the use of hazardous materials. The criteria will
introduce labelling for printed products, stating that they have a
low environmental impact. Roto Smeets Group meets the relevant
criteria for printing firms.
ADR
ADR is the abbreviation for the French title of the European
treaty on the international transport of hazardous goods by road:
“Accord Européen relative au transport international des marchandises Dangereuses par Route”. The treaty was signed in Geneva,
Switzerland, in the United Nations’ Economic Committee for
Europe on 30 September 1957. It went into effect on 29 January
1968.
REACH
European Regulation (EG) no. 1907/2006 on the Registration,
Evaluation, Authorisation and Restriction of Chemicals (REACH) is
a European Union regulation that came into force on 1 June 2007.
REACH seeks to encourage sustainable development by improving
the protection of human health and the environment.
62 Roto Smeets Group Corporate Social Responsibility Report 2013
Operating companies
The annual report covering the period from
1 January 2013 to 31 December 2013 relates
to all operating companies within the Group.
The situation at 20 March 2014 is given below.
Roto Smeets Group BV
Hunneperkade 4, NL-7418 BT Deventer
P.O. Box 822, NL-7400 AV Deventer
Tel.: +31 570 69 49 00
Fax: +31 570 69 41 00
E-mail: [email protected]
Site: www.rotosmeetsgroup.com
Print Productions
Sales offices
Roto Smeets BV, Deventer, the Netherlands
Roto Smeets Belgium NV/SA, Brussels, Belgium
Roto Smeets Denmark A/S, Copenhagen, Denmark
Roto Smeets Deutschland GmbH, Bielefeld, Germany
Roto Smeets France SA, Paris, France
Roto Smeets Ltd., Sawbridgeworth, UK
Roto Smeets Sweden AB, Täby, Sweden
Web printing plants
Roto Smeets Deventer BV, Deventer
Roto Smeets Etten BV, Etten-Leur
Roto Smeets Weert BV, Weert
Senefelder Misset BV, Doetinchem
Antók Nyomdaipari KFT, Celldömölk, Hungary
Sheetfed offset plants
Roto Smeets GrafiServices B.V., Eindhoven en Utrecht
Graphics and other services
Periodieken Service Holland BV
trading as PSH Media Sales / Hoogte 80 strategische media,
Doetinchem
NextGen Publishers, Doetinchem
Roto Smeets Grafische Nabewerking BV, Eindhoven
trading as De Wit Binders
Marketing Communications
MediaPartners Group BV, Amstelveen
vdbj_ Communicatie Groep, Amstelveen
Leads to Loyals BV, Capelle a/d IJssel
Minority Shareholding
Business Media BV (40%), Ede
Roto Smeets Group Corporate Social Responsibility Report 2013 63
Roto Smeets Group N.V.
Hunneperkade 4
NL-7418 BT Deventer
P.O. Box 822
NL-7400 AV Deventer
+31 570 69 49 00
Tel.:
Fax: +31 570 69 41 00
E-mail:[email protected]
Site: www.rotosmeetsgroup.com
Chamber of Commerce:
entered in the Commercial Register Deventer
under no. 32017953
Design, press and printing by
Roto Smeets GrafiServices B.V.
Illustrations
Vincent Jansen, Hilversum
Ecobalance coordination and evaluation
TME, Institute for Applied Environmental Economics,
Voorschoten
Paper
Roto Smeets Group has chosen Cocoon Silk by Arjowiggins
on which to print its 2013 annual reports. This paper is 100%
post-consumer recycled, FSC® certified, and machine calendared.
Cocoon, with its excellent whiteness, is an ecologically sound paper
choice. The paper has been awarded an EU Ecolabel,
No. FR/011/003.
This Corporate Social responsibility report covers the calendar year 2013 and covers all activities for which the Roto Smeets Group has
full control, unless otherwise indicated. This means that this report covers both Roto Smeets Group and its subsidiaries. Participating
interests and information regarding subcontractors and cooperating organizations are not included in the report.
No part of the report may be reproduced, and/or published in any form or by any means except with the prior written consent from
Roto Smeets Group.
In the event of any difference of interpretation, the Dutch original of this English translation shall apply throughout this annual report
of Roto Smeets Group NV.
64 Roto Smeets Group Corporate Social Responsibility Report 2013
CORPORATE SOCIAL
RESPONSIBILITY report
Roto Smeets Group
in 2013
Roto Smeets Group in 2013 Corporate Social Responsibility Report
Roto Smeets Group
Corporate communicatie
P.O. Box 822
NL-7400 AV Deventer
T (31) 570 69 49 33
www.rotosmeetsgroup.com

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