Sustainability report 2023

Sustainability highlights and report 2023

Handling the future

A dedicated line o communication, which includes our sustainability commitment logo, represents our ambitions. For us, ‘handling the future’ means that we will do what we can, and what it takes now, to drive a more sustainable worlds from a social, environmental and governance perspective, preserving it for future generations.

Handling is a key word in our business. Our equipment handles material transfers in ports, forests and industrial settings and facilities and is part of our sustainability messaging as well. It has been embraced within the Group and is widely visible, reminding us all that, through our 2030 targets and our sustainability efforts in general, the future is in our hands.

This journey is not one we want to do, or can do alone; we hope that as many of our customers, suppliers, business partners and other stakeholders as possible join us in making sure that, together, we handle the future.

grön bakgrund med mönster — Peter Jonsson, CEO, Bruks Siwertell Group AB

CSRD is designed to modernise and strengthen the rules around sustainability reporting - we welcome this.
Peter Jonsson, CEO, Bruks Siwertell Group AB

Clear agendas drive positive change

Our sustainability work was intensified in 2022, and throughout 2023 we deepened our analysis and calculations. It has been an eventful and intense 24 months, with global circumstances still presenting both with challenges and opportunities.

We asked our CEO, Peter Jonsson, to highlight his top three progress points over the past twelve months:

One of the most significant tasks undertaken during 2023 has been to assess our scope 3 climate calculations to set the base level of the Group’s cargo emissions These are important for obtaining evidential data about the true impact of our business operations, and enable us to better target reductions. We have, for example, introduced new Codes of Conduct. Our suppliers are essential to our business and guiding them through the scope 3 data collection process has been an important part of this work.

An important development for the Group in 2023 was our strategic acquisition of West Salem Machinery (WSM). We already have a comprehensive wood-processing portfolio, well-suited to supporting these industries, but they are growing, along with their sustainability ambitions. This includes the aviation industry looking to decarbonize with sustainable aviation fuels (SAFs). The EU Council passed a law mandating that SF should make up 34 percent of all aircraft fuel supplied to EU airports by 2040, and 70 percent by 2050; we are on hand, and now very well-placed to support these developments.

I am immensely proud of all Bruks Siwertell Group personnel for their positive approach to waste reduction. We have seen Group-wide efforts to instigate robust training programs in waste reduction, sorting and recycling. The majority of our business units are working with specialist contracts and creating key performance indications (KPIs) so that progress can be measured, and initiatives assesses for their effectiveness.

Sustainable development goals and UN global compact

The United Nation’s Sustainable Development Goals (SDGs) are a universal attempt to achieve a sustainable future and promote equality, human rights, and justice for all by 2030. The SDGs are a collection of 17 interlinked goals designed to guide reflection and action on the most critical challenges, and opportunities facing humanity and the natural world.

To move from awareness to action, the UN Global Compact offers participants an extensive toolbox including platforms, hubs and resources, that help businesses take action to achieve the SDGs.

At Bruks Siwertell Group, our sustainability agenda is linked to these 17 SDGs, nine of which have been identified as areas of focus following a recent analysis.

At this stage in our sustainability journey with suppliers, their attitude towards scope 3 information requests is the most important factor.
Jens Lindell-Frantz, Purchasing Director, Bruks Siwertell AB

Our value chain

Understanding customer needs and market knowledge drives our development projects. They aim to find complementary solutions to existing systems or create innovations based on new trends and market demands. Product development also takes place continuously during projects where customers require specific solutions that are adapted to their operational requirements.

Sales are made with the help of our own sales force and through representatives, partners, and dealers. Sales lead times are dependent on the equipment and the requirements of the customer.

Our experienced engineers and designers develop and prepare technical equipment and installation drawings. With their detailed and wider expertise of the Group’s solutions, they know what equipment can be integrated into a complete solution for a customized system. These can comprise project-based, tailormade or standardized products.

Relationships with suppliers are set within the Group’s Code of Conduct framework. All suppliers have the Group’s guidelines for good business practices to refer to, which enables long-term relationships and successful collaborations. This includes suppliers of materials in the form of steel structures, components, equipment and also services, such as contractors who assemble and configure delivered products and offer aftersales support. The majority of our products can be manufactured by completely or partly recycled materials. To be able to reduce emissions, shipping costs and delivery times, our ambition is to find suppliers as close as possible to our customers.

The assembly or manufacturing of our machines and systems takes place either in our factories, at subcontractor facilities, or directly on site with the customer, depending on the size of the project. We strive to have the supplier and assembly as close to the customer as possible to reduce the impact of transport. We do this for both practical and environmental reasons.

Transport, both in the form of deliveries to the factory and the distribution of products and systems to the customer, is mainly carried out by truck freight. In specific circumstances, container vessels or break bulk vessels are used because of the size of the equipment, and when ship unloaders are delivered fully assembled, this is carried out via heavy-lift vessels.

Our products are used, for example, in port operations, forestry settings, sawmills, power plants and pulp and paper industries. These are challenging environments with high demands on efficiency and reliability. Ship loading and unloading needs to be carried out quickly and smoothly to prevent disruptions to critical infrastructure and global logistics chains. Similarly, a forest owner in a remote location must be able to rely on our equipment. We attach great importance to machine and system solutions that ensure operator safety and a good working environment.

Our machines and original manufacturer spare parts are designed to be durable, easy to maintain and repairable to ensure a long service life. After delivery, continuing peak operational performance and service longevity is offered thanks to a global service team. This team of experts provides knowledge, support, maintenance and spare parts to ensure reliability throughout the lifetime of the installation, which can extend over several decades.

Equipment and products that have reached the end of their service lives are important to Bruks Siwertell. Those products that predominantly consist of steel structures can be recycled to a large extent. By recycling the steel, natural resources are saved while carbon dioxide emissions are reduced. This part of the value chain can be further developed, and it is our intention to see recycled steel being included as a material in new products.

Our goals and local ownership

Our sustainability team was established in 2021 and is led by the company’s Chief Strategy Officer, who supports the units’ local initiatives and runs and coordinates Group-wide activities such as training, climate calculations and the mapping of significant sustainability issues. The exchange of knowledge between the participants in the sustainability team drives the Group’s entire sustainability work. Each company within Bruks Siwertell Group has formulated an individual action plan to ensure its feasibility, establishment and a sense of ownership.

Bruks siwertell group’s sustainability goals are assessed from an environmental, social, and governance (ESG) perspective, with each initiative falling into one or more of these categories.

50%

Our target to reduce greenhouse gas emissions

100%

Compliance with Codes of Conduct for both suppliers and customers

30%

Our target for the number of women in management roles

Zero

Our target for waste in our office units

Zero

Our target for number of workplace accidents

Environmental, social, and governance

Environmental, social, and governance (ESG) is a framework designed to be embedded into an organization's strategy, that considers the needs and ways in which to generate value for all organizational stakeholders.

Environmental factors consider an organization's overall impact on the environment and the potential risks and opportunities presented as a result of environmental issues. Examples include:

Energy consumption and efficiency
Greenhouse gas (GHG) emissions (direct or indirect)
Waste and recycling management
Air and water pollution
Biodiversity loss
Deforestation
Natural resource depletion

Social factors include how an organization performs in relation to its internal and external stakeholders, including employees, suppliers, customers, business partners, and community members. Examples include:

Fair treatment of employees, customers, and suppliers
Diversity, equity and inclusion (DEI) programs
Employee experience and engagement
Workplace health and safety
Data protection and privacy policies
Community relations and engagement
Support for human rights and labor standards

Governance factors examine how an organization polices itself, focusing on internal controls and practices to maintain compliance with regulations, industry best practices and corporate policies. Examples include:

Company leadership and management
Board composition, including its diversity and structure
Executive compensation policies
Financial transparency and business integrity
Regulatory compliance and risk management
Ethical business practices
Whistleblower programs

Our 2030 ambitions

The outcome of our materiality analysis has resulted in challenging but clear focus areas and ambitions for 2030: Bruks Siwertell Group wants to set the sustainability standard for the industries that we serve and with ambitious targets, make a positive impact on surrounding ecosystems.

Focus areas

Product development
Reduce and limit CO₂ and greenhouse gas emissions
Reduce energy use
Reduce waste

Measurable goals

50% reduction in CO₂ emissions
90% circularity of products
Zero waste in our office units
100% renewable energy

Focus areas

Health and safety
Employee satisfaction
Diversity and inclusion

Measurable goals

Zero workplace accidents
30 eNPS score
30% female managers

Focus areas

Anti-corruption
Supply chain management
Management systems

Measurable goals

100% compliance with Codes of Conduct for both suppliers and customers
100% of work processes updated and improved

The benefits of enclosed conveying are many: spillage and material losses are minimized, as well as the need for cleaning, resulting in a safer working environment with less pollution to nearby surroundings.
Jonas Andersson, Technical Director, Bruks Siwertell AB

Sustainability cases

Bruks Siwertell Group is committed to reaching its 2030 targets, and will continuously communicate to its stakeholders how these targets will be met and what is achieved. This will be done through the publication of sustainability cases that detail different initiatives within the Group, including the relevant ESG focus areas.

Below is a selection of the cases from 2023.

Sustainability highlights and report 2023

Sustainability highlights and report 2023

Handling the future

Clear agendas drive positive change

Deepening our climate calculations

Broadening our technological scope

Waste-reduction on target for zero

Sustainable development goals and UN global compact

Our value chain

Innovation and development

Sales to customers

Construction

Materials and suppliers

Assembly and manufacturing

Distribution and transport

Products in use

Service, repair and maintenance

Recycling

Our goals and local ownership

Environmental, social, and governance

Environmental

Social

Governance

Our 2030 ambitions

Environmental

Social

Governance

Sustainability cases

Our continuing sustainability journey in 2024

Our continuing sustainability journey in 2024