Environmental and

Social Report 2012

DeLaval worldwide DeLaval worldwide

Local sales organization

Manufacturing
Distribution
Regional HQ
Research & development unit
Global HQ

DeLaval worldwide DeLaval in figures

DeLaval is a leading supplier of solutions that improve the performance of farms Net sales 2011 (million Euro):  955
for professional food producers. We support our customers in reducing their Local sales organizations:  35
environmental footprint while improving food production, profitability and the Independent dealers:  1,384
Markets covered:  >100
well-being of the people and animals involved. We offer products, systems and
Manufacturing units:  18
services for all steps of milk production. Our solutions are used by millions of R&D units:  3
dairy farmers around the globe every day. Installers:  1,388
Delivery trucks and mobile shops:  736
DeLaval, alongside Tetra Pak and Sidel, is part of the Tetra Laval Group. Employees:  4,454

www.delaval.com

1
Contents
Our vision CEO letter 4
Our approach 6
Innovation 8

Environment Our customers 10

Our operations 12

Animal welfare Collaboration16

Dairy development 18

People & society Our employees 20

Food for Development 23
Hamra Farm 25

Governance Framework 27
Supplier commitments 27

Report parameters How we report 28

GRI index 29

Milk contains 18 of the 22 nutrients we need on a daily basis. A cow can convert grass
and water into milk. Cows and small ruminants are versatile, providing not only milk, but
also meat, leather, fertilizer, energy, housing materials and a livelihood. We use precious
soil, energy and water resources to feed ourselves. And we need to improve. Our vision
More on the progress made by dairy farmers and the challenges ahead: quiz.delaval.com
Introducing the new vision
of DeLaval.

Cover model: Elly, born 31 October 2008, yield 11 623 kg energy corrected milk, Hamra Farm.

2 3
Our vision | CEO letter
A new vision to
challenge and lead us
over the long term
Challenges
Today, we are part of a value chain that needs to increase
productivity to ensure food safety and security for 7 billion people
a number that is expected to touch 9 billion by 2050.
As part of this challenge, the food sector needs to secure
nutrition for the one billion people who are undernourished and
meet demand from an increasingly affluent urban population in
newly developed and emerging economies.
While food producers are facing demands to increase
productivity, they also need to reduce environmental impact.
Science is telling us to speed up the rate of change and
reveals that it is on the farm that the biggest improvements
and productivity gains can be made.
4 5
But to focus on the environment alone is not enough. The term
sustainable, as defined within DeLaval, is based on four interlinked
pillars: Environment, Animal Welfare, Social Responsibility
and Farm Profitability.
The goal is to reduce environmental footprint while improving
production, profitability and the well-being of the people and
animals involved. Or put another way to do more with less.
We make sustainable
food production
possible. The new DeLaval vision
Our vision | CEO letter
Do more with less
For present and future generations, food needs to be
baseline was first established in 2009; not least when it comes
to improving energy efficiency and reducing waste water.
produced in a sustainable manner. First step for us is to
support increased productivity on farm and better resource There is much more to be done, but we have made a good
efficiency in our own operations. start and we will continue to report on our environmental and
During the reporting period we have been able to release
social performance.
solutions that are more energy efficient, use less water and Monday morning
improve feed efficiency. We have launched and are proposing For the long term, we are creating networks and partnerships
to launch solutions that deal more effectively with manure and that will help us understand and improve overall farm
effluent management and we are helping farmers plan right management and sustainability.
from the start for more profitable and productive farms. All
these are areas that customers have identified as priorities. And we have put in place a new vision: We make sustainable
And all will contribute to help us reach our strategic goal of food production possible. It underlines the fact that our
doubling the company by 2015. customers are professional food producers and that sustainable
development will from now on drive our strategy.
Animal welfare is also playing an ever-greater role. Not only
does a healthy, well-cared for cow become more productive Major innovations will be
and use less antibiotics. It takes 24 months to raise a milking necessary, but it is not
cow and by adding one lactation through proactive animal
health and cow comfort measures, the environmental and
just about making big
changes. It is also about
financial gains can be considerable. what we can do, starting
Monday morning each
Agriculture remains one of the worlds most dangerous professions.
By automating laborious tasks, for example with the help of milking
week, to ensure
continuous improvements
and feeding automation, we can help reduce physical strain, reduce in the way we work and
accident risks and prevent injuries. support our customers.
In addition to supporting customers, we have made a number of Joakim Rosengren,
improvements to our own operations since the group reporting President & CEO DeLaval
Our vision | Our approach Our vision | Our approach

Identifying challenges Sustainable Dairy Farming

and opportunities
Industry collaboration is an important starting point for us to understand
the environmental and social impacts of milk and dairy farming and where
we as a company can make a difference.
DeLaval has been part of the reference teams for the IDF Guide
to Standard Lifecycle Assessment Methodology for the Dairy
Sector (IDF 2010) and the Food and Agricultural Organisation of
the United Nations Greenhouse Gas Emissions from the Dairy
Sector (FAO 2010).
DeLaval also joined the Sustainability Council at the Innovation
Centre for U.S. Dairy, a part of Dairy Management Inc (DMI),
as a founding member in 2009. The diagram from DMI below
shows the footprint, across the value chain, for generic U.S.
How we are providing solutions to improve the productivity and overall
sustainability of dairy farms.
For the period 2010-11 we have focused on six areas A Scientific Committee of internal experts has identified these
for customer products and services: Feed, Animal health, areas based on a) the importance for the operation of the
Manure, Energy, Water, and Working conditions. farm business and b) the role that can be played by DeLaval.
milk in terms of greenhouse gas emission (CO2-eq) and
freshwater use. DMI has also shown how more than 90% of
Reduce energy use for cooling,
the total water used in the dairy value chain is used on farm. Increase feed efficiency
milking & cleaning
Studies clearly show that it is on the farm where major
impact and improvement opportunities can be found and
not just environmental impacts. The World Development Improve animal health Cut fresh water use for cleaning
Report 2008 indicated that investment in smallholder
farmers is among the most effective way of fighting poverty
and malnutrition. Improve manure &
Automate laborious tasks
effluent management

Share of greenhouse gas emissions for generic milk in the U.S. (DMI 2010) For more on customer products and services, head to
www.delaval.com/en/About-DeLaval/SDF/Solutions/
52%

20%

8% 7%
6% 5%
3%
Feed Milk Production Processing Packaging Transport/ Retail Consumer
Production Distribution

Balancing four pillars

Sustainable Dairy Farming, as defined within DeLaval, is based
on four interlinked pillars: Environment, Animal welfare, Social
Responsibility and Farm profitability. The goal is to reduce
the environmental footprint of farms, while improving milk
production, farm profitability and the well-being of the people
and animals involved.

Our role at this stage is to team up with customers to support

them with the technology and knowledge they need to improve
productivity to do more with less.

DeLaval dairy farm design, here for 1000 cows.

6 7
Our vision | Innovation

Innovation award
Existing technology and knowledge improves productivity on
the farm, yet the need for innovation will accelerate in order to
ensure sustainable development.

Tetra Laval, DeLavals parent company, was named in 2011

as one of the worlds 100 most innovative companies in
Odiae et venim quati audia velestis sequidus sapis enimolorum et, quunt la eium quibusa peliquae as modisquam
Thomson Reuters list of Top 100 Global Innovators. The
dolorpo riandan duntemporro eiunt volore porersperum volent hariberio core, quatqui andaeperchil ipienias pa vid ut
programme honours companies and institutions that lead the
velibustis rectati onsequi sin non con con sita cullaut aut odite nihicimpos sequi rehendaecae velest, nulpa quam, aut ea
world in innovation, driving inventions for economic growth,
rest quat eum adiam quibust maiorita nonse labo. Tiorum remque doluptae int, sunt. Orestis maio. Ita dolumet
influencing future technologies and shaping the future.
imus custiorundit ipidi con everiae et la nesti aut quibus. omnihiligni omnis simus dolupta tempore
dolorro cusam, hendam int faccull?
One example is AMR, the worlds first automatic milking
Bullets look like this
rotary which was first shown to the public at EuroTier 2010.
ut acepudae. Modis aut voluptaque Saniet ut aut voluptaqui blat. Subheads look like this
This high-capacity automatic milking parlour uses six robot
volorume re magnati bustoresci net Aqui blatquuntio ma quam inctendae Agnihil lestiassit a quo consequo ipsum
arms and was developed in close cooperation with Australias
hillabor am cusapero quis eaquunt que natas am et occupta aliquis eumo. quam reicit, accum quia sam, odiciat
FutureDairy project.
nos sustioribus, aspidus rero magnias ea Sum es nat. Verum vitionsequas eiusa iandit inctibus a debit quae odignat

Environment
DeLaval AMR. quatur, volor si velles maiorrovid ulparci ea vidi tetusdam. laborerspit harum evendandit perum quis
untius dolutendam quiam dolupti Odi conseque ipsunt et vendis. aut exerupi temporentum hitatinum et,
orepercit alistrum harcia duntem re expla Natur maximagnat vit fuga. tem. Udita volupta volorae porest, odis
dusam quissimusam im eosti consecus adi cum que vereribus mo minveliam et
maximporum
What kind ofreenvironmental challengesSubheads
venim lam voluptissunt do we and look like
our this
customers face? laboriorior suntia volorem. Ectem dolo
laboressum faccull aboresecea Usam fugia di accae ent a dus aritio est, bea ditium quidus di sit la .
aritatecest voluptae lis eosa si berro suntiis et, sunt expeliq uaturepro isque
doloribus et officii. rem corestem. Apelend elique simagnat Soluptam fuga. Am quideli quisto vollab
quasi nienim dicaborem quias volupta id ent, offictur sa iditatur ant re ent re
Subheads look like this nosame parumeni berorep udiamus, esciae esequi dolenihil in re pliquist, omni
Ut aut et aliquae doloribus quidelique cusciam iuntia voles nonesci psant. Qui dolore porisquodia volluptae reperchictur
soluptibus maximag nientotaquis exped blab in pa sum none nos ditiatio que pa simet doluptio vero berferrum iducia
undam que nem quae officab oreprorit et autem et voluptae adi ullupta tendescium simus eos.
la que voluptat aut eate net expland voluptae adi ullupta tend esci um qua
anihicaborem dellecum ut eatemol tisc ienihictur, quat.
uptatur rem earcil mi, aborios cor sunt
hici tem seque nos essum dolo dolorem Hit alibeaqui seruptur sa qui consequi ut

Picture captions look like this. Hicae sa quunt a solupta vera nonsectento te quundan ducipsandus veliquatio.

8 9
Environment | Our customers Environment | Our customers

Identifying Energy efficient motors

environmental priorities New, energy-efficient motors and vacuum frequency controls are examples
of how our technology can help reduce environmental impacts and costs.
Customer feedback enables us to identify and challenge the focus areas
that drive continuous improvement.
The customer survey from 2009 showed
that electricity consumption was a concern.
Surveys are useful tools for structuring customer feedback. They % of customers that strongly agree that their business will be heavily DeLavals new series of motors meet the
allow us to see what our customers need and to understand the
affected by these areas over the next three years European Commissions requirements
extent to which we are meeting those needs. The main DeLaval for energy efficiency which is scheduled
Customer Survey is quantitative and run every two years. In 23
24
23 2009 2012 to take effect in 2017. These strict new
22 standards call for a reduction of about
2011, qualitative research was done to synchronise the survey 21
20
design with a new segmentation model hence data from 2009 50 per cent compared to the standards
and 2012 here. issued in June 2011.
14

Comparing 2012 to 2009, manure handling, electricity 11 11 11 By meeting the EC standards early,
consumption and water management remain the greatest areas DeLaval can help customers stay ahead of
of concern. Whereas the trend in North America and Europe is the curve on energy efficient electric motors
stable, while customers in Latin America expect the impacts to for both automated and conventional
be higher, especially in the area of manure handling. milking systems. With the new motors, a
Manure Electricity Water Methane Packaging
& Recycling
farmer using the VMS 2012 voluntary
2012 milking system for 150 milking sessions per
day can cut energy consumption by about
South America North America Europe China Australia 8 per cent.

40
The frequency control unit adjusts the
vacuum level automatically, ensuring the
vacuum pump operates at the correct
33.5
level at all times. It is almost silent and
30
29 reduces earth leakage currents, making it
27
25.5 25.5 26 25.5 possible to use standard residual current
21.5
breakers. This can help improve cows
19.5
18.5 18.5 19 health and reduce stress, two important
17 17 factors in milk production, and provides a
15.5 15.5 16 16 DeLaval LVP vacuum pumps.
quieter environment for farmers.
11 11
9
8

3.5

Electricity consumption Manure handling Water management Methane emissions Packaging & recycling

Customer satisfaction Change

Since 2009, customer satisfaction has 2012 2009 Scope
2009-2012
been measured in relation to the three
main areas of our product offering: Satisfaction, aftermarket 88% 76% 12% 12 countries

capital goods, aftermarket and service

and parts. The 2012 survey covers Satisfaction, service and parts 86% 81% 5% 12 countries
12 countries and 3400 respondents.
Satisfaction has increased in all three Satisfaction, capital goods 91% 82% 9% 12 countries
areas since 2009.

10 11
Environment | Our operations Environment | Our operations

Our operations Unit 2011 2010 2009

Change
2009-2011
Scope

Energy
We integrate environmental considerations into our business, and strive for
Direct energy use by primary source
continuous improvement in our development, sourcing, manufacturing, and
transportations activities. Natural gas MWh 7 116 7 116 7 320 -3% 16 GMUs + 2 DDCs

Liquified petroleum gas and propane MWh 214 133 145 48% 16 GMUs + 2 DDCs

Boundary setting Fuel oil MWh 682 505 639 7% 16 GMUs + 2 DDCs
Sixteen Group Manufacturing Units (GMUs) For BA Aftermarket & Services,
Indirect energy use
and our two main distribution centres products include liners and tubes,
(Glinde and Kansas City) have been detergents, teat dips and other animal Electricity MWh 13 833 15 029 13 102 6% 16 GMUs + 2 DDCs
chosen for reporting environmental health related products.
performance data. District heating MWh 10 191 12 731 9 893 3% 16 GMUs + 2 DDCs
DeLaval manufacturing output is diverse
The decision is supported by the GRI and we are looking at ways to standardize Total energy use MWh 32 037 35 514 31 099 3% 16 GMUs + 2 DDCs

Decision Tree for Boundary Setting, where output metrics across all operations. 6 GMUs
Energy efficiency number 21.2 21.7 18.1 17%
Yes is the answer to the first two questions, However, energy efficiency and waste (Milk Quality & Animal Health)

i.e. Do you have control over the entity? water KPIs are reported on here for the Definition: Output / total energy used at facility.
and Does it have significant impact? Two six Milk Quality & Animal Health units that Water
manufacturing units have been excluded manufacture detergents and teat dips.
due to size (Kansas City and Shanghai). Total water withdrawals m3 92 966 92 698 82 959 12% 16 GMUs + 2 DDCs
Of the sixteen manufacturing units reported
Note: All water withdrawn from municipal sources.
The units manufacture and perform final on, six are certified in accordance with both
6 GMUs
assembly of products for DeLaval Business ISO 9001 and ISO 14001. For our suppliers Waste water % 39.2% 38.5% 40.3% -1.1%
(Milk Quality & Animal Health)
Areas (BAs), Capital Goods and Aftermarket we have standardized environmental Definition: Water not included in final products / total water used at facility.
& Services. For BA Capital Goods, products assessments during the reporting period,
include integrated automation, diagnostics, including follow up of the percentage of our Waste
stalling, milking parlours, voluntary milking total spend on capital goods suppliers that
Recycled metric tons 1 074 1 095 1 008 7% 16 GMUs + 2 DDCs
systems, and feeding and cooling. are ISO 14001 certified (48% in 2011).
Energy recovered metric tons 817 596 521 57% 16 GMUs + 2 DDCs

Incinerated metric tons 55 104 70 -21% 16 GMUs + 2 DDCs

Managing REACH Landfill

Total non-hazardous waste

metric tons

metric tons
480

2 426
363

2 159
402

2 001
19%

21%
16 GMUs + 2 DDCs

16 GMUs + 2 DDCs

DeLaval is working systematically to implement The substances targeted by Total hazardous waste metric tons 105.5 82.7 80.3 31% 16 GMUs + 2 DDCs

REACH the strictest chemical law in the world REACH are included in DeLavals Note: All hazardous waste dealt with in accordance with local regulations.
throughout the lifecycle of its products (design, Black & Grey lists that define
manufacturing, use and disposal). DeLaval Groups minimum
environmental requirements.

The DeLaval Group initiated a process that will secure
compliance of its products with the EU regulation concerning
the Registration, Evaluation, Authorisation and Restriction of
Chemicals (EC 1907/2006), commonly known as REACH.
The project began in 2010 with the following objectives:
Identify products in DeLavals assortment that are affected
by REACH
Develop procedures, tools and an organisational
structure for operational management of identified
REACH obligations
Identify DeLavals obligations under REACH for identified
REACH products and chemicals.
The DeLaval Group also chose to apply REACH requirements
on DeLaval products marketed outside the European Union.
The Black List contains substances and chemical
constituents that are forbidden or strictly restricted for use
within DeLaval. The Grey List contains substances that are
restricted for use within DeLaval.
DeLaval has an obligation to report Substances of Very High
Concern (SVHC) to the relevant body within the EU. To
achieve this, a thorough investigation throughout the whole
Supply Chain has been initiated. DeLaval needs more detailed
information about each purchased article than was previously
required. We need to know which articles might contain
SVHCs and to what extent in terms of concentration and
amount. Our suppliers have to do the same investigations in
their Supply Chains. REACH is a long journey for all involved
and DeLaval has now taken the first steps along that path.
Progress report
Environmental focus areas have been:
Energy
Reduce the amount of energy used per production output in
detergent and teat dip production.
Performance 2009-2011: 17% improvement. Energy audits.
Lighting and ventilation improvements.
Water
Reduce the amount of waste water in relation to the total volume
of water used in detergent and teat dip production.
Performance 2009-2011: 1% improvement, including usage of
pinch technology and water recycling (Drongen).
Waste
Stabilize non-hazardous waste reporting, improve waste handling
together with local recycling schemes, monitor hazardous waste
and reduce packaging complexity.
Performance 2009-2011: Non-hazardous waste reported.
Membership of farm agricultural product recycling schemes.
Hazardous waste up 31% as a result of warehouse extension
(Glinde distribution centre) and improved cleaning processes
(Wroclaw manufacturing). Monitoring and reduction a priority for the
coming period. Packaging improvements, including FSC (Glinde).
Hazardous substances
Initiate global REACH and RoHS projects for monitoring and
phase-out planning (suppliers and own operations).
Performance: Supplier portal established. Phase out of phthalates in
rubber compounds (global supplier and Chillicothe manufacturing).

12 13
Environment | Our operations

FSC packaging
improvements
DeLaval has been entitled to display the mark of the Forest Stewardship
Council (FSC) globally on all its transport boxes since August 2011.

DeLaval has further strengthened its work
in reducing its environmental impact and
has been running a packaging project in
Glinde. The project is looking at ways to
reduce the environmental effects of
DeLavals transport boxes, as well as
improving design and cutting costs.
The FSC label signifies that the
raw materials used are from
responsibly-harvested and
sustainable sources. FSC is
an independent, non-
governmental, not-for-profit
organization established to
promote the responsible
management of the
worlds forests.
All DeLaval boxes are produced using at
least 70% recycled material or raw
material from renewable sources and
well-managed forests. In accordance
with the certification scheme there is a
visible environmental mark on the boxes
showing that they are FSC approved.
Two outcomes of this project so far are The fact that
that we have saved around 14 tons of
CO-eq at the supplier site by using less our boxes are
material to produce the boxes;
and the boxes themselves FSC marked Animal welfare
have a better appearance,
said Anja Pfeiffer,
underlines
Quality Manager, Glinde.
our ambition Animal welfare is one of the four pillars in our
sustainability approach.
In the autumn of 2011,
DeLaval also conducted
to reduce
a dealer survey to find out
more about their opinion of
environmental
our packaging. The result showed impacts.
that DeLaval was using too many plastic
bags when packaging products. As a
result, the packaging instructions have
been changed so that fewer plastic bags
will be used from now on.

Anja Pfeiffer with one of the new transport boxes.

14 15
Animal welfare | Collaboration Animal welfare | Collaboration

Developing through Sharing knowledge

collaboration in China
Broad collaboration is and will be necessary to better define, measure and With the rapid development of dairy farming in China, the need
improve animal welfare. for well-trained Herd Managers is growing quickly.

Industry groups Research cooperation Cornell

DeLaval joined the Sustainable
Agriculture Initiative (SAI) Platform in
2011. As an active member of the Dairy
Working Group, we are
part of the team working
to establish metrics for
measuring animal health
and welfare.
Founded in 2002, SAI is a non-profit
organization dedicated to helping share
knowledge and initiatives that support
the development and implementation of
sustainable agriculture practices. It
comprises the different stakeholders of
the food chain.
Collaboration with universities is critical
to research and development, not least
in terms of better understanding and
measuring animal health and welfare.
SLU
The Swedish University of Agricultural
Sciences new Swedish Livestock
Research Centre at Uppsala-Lvsta offers
research of the highest quality in animal
welfare, animal health, climate-smart
animal management and sustainable food
production. DeLaval has supplied the new
centre with equipment, including testing
of automatic milking rotary AMR and
voluntary milking system VMS.
Cornell College of Veterinary Medicine in
the U.S. is committed to the advancement
of dairy management. DeLaval is supplying
Cornells new teaching barn with milking
equipment and DeLaval activity meters for
monitoring cow activity and cow health.
Approximately 150 cows will be milked at
the new facility, which will be available to
College of Veterinary Medicine and College
of Agriculture and Life Sciences students.
DeLaval also cooperates with Cornell on
animal health research projects and
evaluation of the cow comfort range,
including the swinging cow brush.
A cooperative programme, the Sino-Swedish Dairy Centre,
is helping to meet that need. Programme partners include
DeLaval, Tetra Pak, the Swedish University of Agricultural
Sciences (SLU), the Chinese Ministry of Agriculture, China
Agricultural University and the Beijing Capital Agriculture Group.
The introductory programme began in August 2011 at SLU in
Uppsala. The first course participants were 11 Chinese dairy
farm managers who had on-site training at Hamra, DeLavals
state-of-the art farm at its headquarters in Tumba, Sweden.
The participants say that the programme has helped them to
better understand the relationship between healthy cows, food
safety and profitability, as well as how to manage large herds.
In the past decade, Chinese milk production has increased
400 per cent and demand is still growing. To meet that
demand, dairy farms have been consolidating. Major farm
operators often have very large herds, with as many as
100,000 cows. China does not have a long tradition of
large scale and efficient milk production, notes George
Zhang, managing director of DeLaval China. Farms have
been small, with herds of five to 20 cows. As farms have
consolidated, milk quality has not kept pace. Better herd
manager training can help improve milk quality, ensuring
food safety and consumer confidence.

SAI is the main food industry initiative

supporting the development of sustainable
agriculture worldwide. Food industries are
the biggest purchasers of agricultural raw
materials and in order to rely on a constant,
increasing and safe supply of agricultural
raw materials, these basic materials must
be grown in a sustainable manner.

The Dairy Working Group of SAI Platform

is due to release the first outcome of its
metrics work during 2012.

In 2010 and 2011, we supported the

annual International Dairy Federation
(IDF) World Dairy Summit, focusing on
farmer best practice, environmental
research and animal
health. We are also proud
to be a founding member
of the Sustainability
Council at the Innovation Photo: Jack Mikrut
Centre for U.S. Dairy. Swedish University of Agricultural Sciences new Swedish Livestock Research Centre at Uppsala-Lvsta.

16 17
Animal welfare | Dairy development

Continuous dairy development Heading

The importance of animal welfare: we talk with Charlotte Halln Sandgren,
Dairy Development Director at DeLaval.
What is your job here at DeLaval?
I am responsible for development of products that are kind
to animals. As a veterinarian and a researcher Ive been
working with animal health for 20 years, including at the
Swedish Dairy Association.
Throughout the technological development of DeLaval products
I check against the focus areas and try to ensure that we take
the animals perspective, adapting the technology for the cow,
not the other way around.
What are the challenges for dairy farmers today?
Keeping the animals healthy. They need the right environment
something we call Cow Comfort. For instance, they are very
sensitive to heat when they are most productive. When a cow
produces the most milk she makes about as much energy in
one day as a man does when running two marathons.
Were building up a wealth of knowledge around maternal health
before and after calving. Only the best is good enough for our
cows if they are to reach optimal health and production in the
coming lactation.
It is important that the cow has clean hooves that are in good
condition, and she should have plenty of opportunities to rest.
A healthy start in life is also important. The foundation for
the lifetime health of the cow begins at the point of calving. So
we have to find smart solutions that help the farmer to take
care of their calves, and here feed plays an important role.
Experience shows that farmers care and early detection and
treatment of potential problems mean that they earn more
money. A healthy cow really is a happy and productive cow!
How do you see the future?
We must create a common message about solutions and
best practices that ensure animal health. We need to clearly
show the benefits of Cow Comfort and how to achieve it.
Were creating solutions that effectively support the farmer in
working with their animals health.
In the long run this will help to reduce the amount of antibiotics
and other medications currently in use so that animals can live
a longer and healthier life. And we want to further refine and
develop tools for the early detection of disorders and integrate
these in solutions for preventative measures.
Underscoring everything is the need to increase the interest
and knowledge of what represents good animal health, and
its implications both inside and outside the company.
Six Tips for Animal Welfare
2 colour split
Introduction text. Odiae et venim quati audia vet quat eum adiam quibust
maiorita imus custiorundit ipidi con everiae et la dolorro cusam.
Odiae et venim quati audia velestis sequidus sapis enimolorum et, quunt la eium quibusa peliquae as modisquam
dolorpo riandan duntemporro eiunt volore porersperum volent hariberio core, quatqui andaeperchil ipienias pa vid ut
velibustis rectati onsequi sin non con con sita cullaut aut odite nihicimpos sequi rehendaecae velest, nulpa quam, aut ea
rest quat eum adiam quibust maiorita nonse labo. Tiorum remque doluptae int, sunt. Orestis maio. Ita dolumet
imus custiorundit ipidi con everiae et la nesti aut quibus. omnihiligni omnis simus dolupta tempore
dolorro cusam, hendam int faccull?
Bullets look like this
ut acepudae. Modis aut voluptaque Saniet ut aut voluptaqui blat. Subheads look like this
volorume re magnati bustoresci net Aqui blatquuntio ma quam inctendae Agnihil lestiassit a quo consequo ipsum
hillabor am cusapero quis eaquunt que natas am et occupta aliquis eumo. quam reicit, accum quia sam, odiciat
People & society
nos sustioribus, aspidus rero magnias ea Sum es nat. Verum vitionsequas eiusa
quatur, volor si velles maiorrovid ulparci ea vidi tetusdam.
iandit inctibus a debit quae odignat
laborerspit harum evendandit perum quis
untius dolutendam quiam dolupti Odi conseque ipsunt et vendis. aut exerupi temporentum hitatinum et,
orepercit alistrum harcia duntem re expla Natur maximagnat vit fuga. tem. Udita volupta volorae porest, odis
People make business, so its important that
dusam quissimusam im eosti consecus adi cum que vereribus mo minveliam et
we are a good employer, business partner and
maximporum re venim lam voluptissunt Subheads look like this laboriorior suntia volorem. Ectem dolo
corporate citizen.
laboressum faccull aboresecea Usam fugia di accae ent a dus aritio est, bea ditium quidus di sit la .
aritatecest voluptae lis eosa si berro suntiis et, sunt expeliq uaturepro isque
doloribus et officii. rem corestem. Apelend elique simagnat Soluptam fuga. Am quideli quisto vollab
quasi nienim dicaborem quias volupta id ent, offictur sa iditatur ant re ent re
Subheads look like this nosame parumeni berorep udiamus, esciae esequi dolenihil in re pliquist, omni
Ut aut et aliquae doloribus quidelique cusciam iuntia voles nonesci psant. Qui dolore porisquodia volluptae reperchictur
soluptibus maximag nientotaquis exped blab in pa sum none nos ditiatio que pa simet doluptio vero berferrum iducia
undam que nem quae officab oreprorit et autem et voluptae adi ullupta tendescium simus eos.
la que voluptat aut eate net expland voluptae adi ullupta tend esci um qua
anihicaborem dellecum ut eatemol tisc ienihictur, quat.
uptatur rem earcil mi, aborios cor sunt
hici tem seque nos essum dolo dolorem Hit alibeaqui seruptur sa qui consequi ut

1  here animals are concerned,

W
keep it clean and tidy and the
animals free from infection.

2 Give all animals a balanced diet

of quality feed.

3 Make the best cow comfort

available to the animals.

4 Monitor & care for animals with

disorders directly.

5 Take extra care of cows before

and after calving.

6 Give calves a good start in life.

Charlotte Halln Sandgren at Hamra Farm.

Picture captions look like this. Hicae sa quunt a solupta vera nonsectento te quundan ducipsandus veliquatio.

18 19
People & society | Our employees People & society | Our employees

Our employees
Our Code of Conduct states that Change
Unit 2011 2010 2009 Scope
companies within the DeLaval Group 2009-2011
recruit, employ and promote employees
Accidents
on the sole basis of their qualifications
and ability and there shall be neither Serious accidents number 34 35 33 +1 16 GMUs + 2 DDCs
negative nor positive discrimination.
Definition: Injuries that require medical advice/attention but lead to more than 1 working day of lost time.

We are committed to providing safe and Extraordinary accidents number 0 3 1 -1 16 GMUs + 2 DDCs
healthy working conditions for employees Definition: Any injury causing death, loss of body part or permanent disability.
in all parts of the world. All employees are
expected to share this commitment and Diversity
we do not tolerate any kind of harassment
Age and gender
or abuse in the workplace.
Employees aged <30 (female) number 138 143 131 +7 DeLaval Group
We strive for a good balance in the
workplace between men and women, Employees aged <30 (male) number 471 423 403 +68 DeLaval Group
age groups and nationalities. The ongoing
Employees aged 30-50 (female) number 532 485 404 +128 DeLaval Group
Diversity Challenge project involves
mapping DeLaval as a suitable employer
Employees aged 30-50 (male) number 2048 1991 2004 +44 DeLaval Group
for both men and women and will form the
basis for the next step in our diversity work Employees aged >50 (female) number 235 236 223 +12 DeLaval Group
to create a workplace that increasingly
reflects the markets we are present in Employees aged >50 (male) number 1030 997 951 +79 DeLaval Group
regarding culture, ethnicity and gender.
Gender

We believe diversity drives creativity and In January 2012 we received the Top Jobs award for the third time for our location in Glinde, the second Female employees % 20% 20% 18% 2% DeLaval Group
makes organisations more profitable. largest in terms of employees, as one of Germanys 100 most attractive medium size companies.
Female managers % 16% 16% 14% 2% DeLaval Group

Female non-managers % 21% 21% 19% 2% DeLaval Group

DeLaval honoured with Satisfaction

Australian Agsafe Award

I can influence my work situation Scale 1-7 4.94 * 4.90 +0.04 DeLaval Group

I have freedom to take initiative Scale 1-7 5.16 * 5.18 -0.02 DeLaval Group

I constantly develop myself in my job Scale 1-7 5.28 * 5.22 +0.06 DeLaval Group

In Australia, DeLaval Pty Ltd, which supplies farmers and vets, *Note: Survey run every two years
has been striving to continually improve safety, storage and
transport facilities for several years. In 2011, that dedication
was rewarded with a national Agsafe Achievers Award.

The award is part of the Agsafe Accreditation and Training Progress report
programme, an industry initiative that helps agronomy
and veterinary chemical businesses to comply with People focus areas 2009-2011 have been: Diversity challenge
government regulations. DeLaval employees are all Agsafe Mapping gender and age distribution.
accredited and have been involved with the service for Workplace safety Performance: Mapped and reported.
more than 15 years. Reduce serious and extraordinary accidents.
Performance: Slight improvement on 2009 and continued Employee satisfaction
Both the Advanced Agsafe Accreditation and the priority. Baseline extended to include all field and office Improve performance on key parameters.
Achievers Award are dedicated to a small warehouse personnel for inclusion in 2014 report. Training programs
Performance: Slight decline in freedom to take initiative.
staff in Tullamarine who have worked tirelessly to ensure implemented, including Des Plaines.
Improvement in the ability to influence ones work situation
that DeLaval endeavours to meet obligations on safety, The team in Tullamarine.
and develop oneself at work.
transportation and warehousing on a daily basis.

20 21
People & society | Our employees
Employees at Des Plaines
celebrate Risk Award
Des Plaines is the largest Milk Quality & Animal
Health manufacturing unit in the DeLaval Group.
In 2011, the U.S. facility achieved the Highly Protected Risk
rating from the property insurance carrier FM Global.
Highly Protected Risk is the highest level that can be
awarded to a facility by the company. In order to achieve
such a high status, Des Plaines has implemented safety
training and numerous safety measures to protect the
property, including sprinkler systems and evacuation plans.
In all chemical facilities, there are many elements of risk;
they range from the facility, to the people, the equipment,
the raw materials and even the products themselves. The
interaction of all these are a daily menu that Plant Mangers
face each and every shift.
If any of these are not maintained, monitored, or not
functioning properly within specifications we create risk.
During the reporting period, the Des Plaines facility has
made changes: updated sprinkler systems, water pumping
systems, lighting projects and floor repairs have improved.
A complete review of all production equipment took place
and required replacement of pumps, scales, agitators and
drives, and tanks.
An audit of all processes and documentation resulted in
right sizing the organization and gave all employees a
sense of ownership and accountability for their activities.
Clean ups occurred in many areas: record keeping was
updated; retention of samples was cleaned up and
procedures were written.
Labour management relationships
Since 1998, we have had a Group
Personnel Representative Body in
accordance with the European Works
Council Directive (94/95/EC). The body
meets at least once a year with the
CEO and has the overall objective of
promoting interaction between man-
agement and staff and to enhance
relations between the personnel in
different organizational entities.
22
Annual safety programs were updated and fulfilled: fire
drills, monthly inspections, monthly safety meetings,
MSDS documentation. OSHA training in General Safety,
spill response, AED and CPR, as well as lock out Tag out.
All employees are required and given awareness training
in all these areas. The Emergency Response Team is
trained in handling spills, accidents, and fire. Certification
for Transportation of Dangerous Goods is also part of
the training.
Our production range includes: FDA registered products,
DEA controlled substances, and EPA registrations; we need
to be well trained, well documented and be aware of any
risk that may cause an injury or an environmental concern.
And the journey of improvement is continuing.
The team at Des Plaines.
Members of our European Works Council.
Food for development
How public-private partnerships are being used to fight rural poverty
and malnutrition.
Tetra Laval Food for Development Office activities, a joint initiative
between DeLaval and Tetra Pak, are part of our long-term business
development projects. Their aim is to encourage demand for locally
produced dairy products and support the transformation of
subsistence smallholders into commercially viable farmers.
Dairy Hub Development Concept
A dairy hub is a centre combining collection of smallholder milk
with services and training for farmers. A hub typically brings
together 15-20 villages with 800-1,000 smallholder farmers and
up to 10,000 cows, all working closely with a dairy processor
collecting their milk. By treating cows from many villages as one
herd, economies of scale are achieved and farmers receive
training in feeding, breeding and animal health.
Throughout 2010 and 2011, DeLaval worked on Dairy Hub
development in Pakistan and Bangladesh. Specifically we are
delivering and supporting the development of practical training
modules in such areas as feeding practices, silage and hay making,
breeding, calf rearing, cow health, mechanized dairy farming and
milk production as a business. We are also providing cooling tanks,
entry level milking machines and aftermarket products.
People & society | Food for development
Dairy Hubs in Bangladesh
In an effort to increase the collection of locally produced milk
for industrial processing, DeLaval and Tetra Pak joined forces
to support PRAN Dairy Ltd, part of the PRAN-RFL Group food
processing conglomerate, in expanding its collection network
by setting up dairy hubs.
The first hub in Bangladesh opened in September 2010 in
Chatmohar in Pabna district, and the second in September
2011 in Sirajgonj district. In the Chatmohar district, milk
collection went up from 2000 litres to 24,000 litres a day
during the first 15 months.
Farmers connected to this first hub increased their monthly
incomes from an average 100 to 133 USD between October
2010 and January 2012. During the same period, milk yields
increased from just under 6 to almost 8 litres per cow per day,
compared to the average in Bangladesh of around 3.6 litres.
(contd) >>
23
People & society | Food for development
The view from here...
Amjad Khan Chowdhury (CEO of PRAN-RFL
Group) and his son Ahsan Khan Chowdhury
(Deputy Managing Director of PRAN Foods)
share their views on the development of dairy
hubs in Bangladesh.
PRAN was founded by Amjad in Dhaka more than thirty
years ago. Originally a processor of fruit and vegetables,
the company now produces over 200 food products,
including dairy products since 10 years and exports to
77 countries.
What are the challenges facing dairy production
in Bangladesh?
AHSAN: Bengalis have a tradition of drinking milk. But in this
country of 160 million people, no more than 400,000 litres of
milk are processed every day. Imports of milk powder have
met the large majority of dairy demand, while adults and even
more children have often turned to other types of drinks.
AMJAD: As a result, compared to other agricultural sectors
such as fruits (the mango revolution) and rice, dairy farming
is a relatively underdeveloped sector.
What are the challenges facing dairy farmers?
AMJAD: One of the main challenges has been that dairy
farming has not been seen as a business. Combined
with a lack of land rights, this has seen to a relative lack
of development.
AHSAN: And then there is know-how. For example, just
importing semen from Australia, and expecting cows to
perform, is not going to solve our problems.
How would you describe a dairy hub?
AHSAN: A dairy hub should provide smallholders with
support on almost everything they need to know about
dairy farming. Information on animal health, feeding, silage
making, deworming, milking machines, animal housing,
training and business; you name it. It should also be able
to provide access to suitable milking technology.
Disaster Relief
In 2010, Tetra Laval approved several donations to victims of
natural disasters. On Tuesday the 12th of January 2010 an
earthquake struck Haiti, devastating a country that was already
facing significant challenges due to severe poverty, a limited
economy and malnutrition. Tetra Laval made a significant in-kind
donation to help the disaster relief initiative. Another country hit
by natural catastrophes was Pakistan, which experienced some
of the worst floods in 80 years affecting about 14 million people.
The Group donated Euro 100,000 in kind to the flood victims.
Many areas in the Khyber Pakhtunkhwa, Punjab and Sindh
provinces were inaccessible and some of Tetra Paks customers
were affected in terms of milk collection and product distribution.
24
Amjad Khan Chowdhury, CEO PRAN-RFL Group
AMJAD: The dairy hub model is more about social dairy
farming, which is probably more suited to our context than
big farms. Our aim is to make the herds of 2-3 animals
more productive, that is primarily what we are trying to do.
With this we can make dairy farming profitable, both for
the smallholder farmers and for our company.
and equipment, forestry, a gravel pit
AHSAN: As my father said, dairy farming has traditionally not
been seen as a profitable business. We can help to change that.
Looking ahead, what potential do you see?
AMJAD: There is also a profound poverty alleviation aspect
to dairy farming. By building dairy hubs for dairy farmers, we
can create jobs where people are. Dairy farming is also so
versatile, able to provide many more products than just milk,
including fuel, fertilizer and leather.
AHSAN: The challenge ahead of us is to produce more and
better milk. It is the challenge of replicating the success of the
first two dairy hubs, where DeLaval and the Tetra Laval Food
for Development team have provided technical guidance,
commitment and enthusiasm. Our role is implementation.
AMJAD: In order to scale up the number of dairy hubs we
will have to work very, very hard. But it is rewarding. And
Im sure we will make it.
In 2011, a donation of Euro 6 million was made to support
immediate disaster relief efforts in Japan after the country
was severely hit by an earthquake and the tsunami that
followed. The purpose was to help address some of the
more acute issues related to the supply of milk, water and
foodstuffs to the people affected. The Tetra Laval Group
Board also decided to donate Euro 100,000 to the people
affected by the flooding in Thailand and another Euro 100,000
to support those affected by the earthquake in Turkey; in
both countries to support with food and water supply.
People & society | Hamra Farm
Hamra Farm
Hamra Farm is located next to DeLaval company headquarters,
30 kilometres south west of Stockholm. The farm has 230 milking cows
and covers 2406 hectares, of which 851 are arable land.
This holding enables DeLaval to develop Additional environmental initiatives include: their families, and inspired by its
and test new ways of producing high- success, Open Days have been held in
quality milk, while serving as a model a manure handling system in the the autumn at Hamra since 2008 so the
farm with the best cows, conditions VMS Barn to reduce ammonia loss local community can also come and
and equipment. by up to 50%; take a look around. A total of 600
groundwater protection via a 6-metre visitors came to these events
Hamra Farm was acquired by Gustaf protective zone maintained during
de Laval and his company AB Separator fertilization, sowing and spraying;
in 1894 and remains today a way of a black earth spreader that is used to
keeping close to our customers and spread fertilizer down into the soil and
their daily operational needs. The farm can reduce nitrogen loss by up to 50%;
is a subsidiary of DeLaval and run as a cultivation of own silage and maize,
separate commercial unit. reducing the volume of external feed
needed and thereby the number of
Apart from milk production, the farm transports to and from the farm.
lets out properties, has its own crop
production, animal husbandry, plant Open Days
Helping dairy farmers to provide quality
and a modern conference facility milk to local communities and beyond is
with accommodation. an important social responsibility. It is also
important for consumers to understand
Environmental initiatives how their food is produced. Open day at Hamra Farm.
A wood chip burner has been installed
on Hamra Farm for central heating. The A highlight of the Swedish farming year Improving farm working environments
wood, which comes from the farms own is spring, when young calves and In 2010 and 2011, DeLaval hosted the
forest, now heats up personnel areas, heifers are released from the barn to Swedish Committee on Working
water for washing and has replaced pasture. At Hamra Farm, this popular Environment in Agriculture (LAMK)
125 m of annual oil consumption. spring event is open to employees and annual conference at Hamra Farm.
25

Corporate governance
DeLavals business is operated under a governance system, which
involves a set of relationships between the companys management,
the board, our shareholders and other stakeholders. How does this
governance system work?
26
Corporate Governance
Framework
The Corporate Governance Framework of DeLaval sets the baseline
of how we act in our operations worldwide, internally as well as in our
external relations.
The Framework is key to the sustainable
and successful business of DeLaval. It is
developed and mandated by the Board
and DeLavals Group Management (GM)
and consists of the following components.
Roles & Responsibilities
The Code of Business Conduct
Corporate Governance Policies
Controls
The Roles & Responsibilities define the
areas of responsibility of different bodies
and functions within DeLaval. By the
Roles & Responsibilities, the Board
delegate to our CEO the responsibility to
implement and enforce compliance with
the Code of Business Conduct, the
Corporate Governance Policies and all
other parts of the Framework.
The Code of Business Conduct which
is further supported by our Corporate
Governance Policies covers, amongst
other areas, compliance with laws and
regulations, health and safety at work,
anti-discrimination, confidentiality and
information management, conflicts of
interest, anti-corruption and bribery
prevention and prevention of child
labour and forced labour.
Top-level operational commitment to
the Framework is secured by a GM
member being assigned as owner of
each Corporate Governance Policy.
A Corporate Governance Council
was in 2010 formed to support the
governance of the Framework and the
management of corporate governance
matters in DeLaval.
The Code of Business Conduct,
Corporate Governance Policies and
other supporting documents and
information within the scope of the
Framework are easily accessible to
all our staff through our intranet.
Controls and training
The Roles & Responsibilities set the
framework for the controlling and
supervising of the adherence to the
Code of Business Conduct, the
Corporate Governance Policies and
other supporting policies and guidelines.
The yearly Management Declaration
signed by our CEO and GM assures
to the Board conformance to the
Framework. The CEO and GM in turn
verify conformance through signed
Corporate Governance Confirmations,
annual Control Self Assessments and
quarterly confirmations regarding
compliance with specific corporate
policies, submitted by the managing
director of each DeLaval legal entity.
The internal audit team of Tetra Laval
provides further comfort that the
Framework is adhered to across the
DeLaval Group.
Through our whistle blowing policy, our
staff is encouraged to escalate breaches
of the Framework or other serious
inappropriate behaviour that comes to
their knowledge. An employee blowing
the whistle in good faith is explicitly
protected from disciplinary actions or
other HR consequences by reason of
the whistle blowing.
Corporate governance | Framework
DeLaval staff are regularly trained in
corporate governance generally, as
well as in specific areas such as
anti-corruption, compliance with
competition law and financial reporting.
In 2010, an e-learning programme on
anti-corruption was successfully rolled
out to 74% of DeLaval staff, including
all levels of management, in an effort to
further raise awareness in this subject
across DeLaval. The participation and
results of the programme was monitored
and has been followed up by appropriate
complimentary training.
Supplier commitments
In an integrated value chain, we believe
customers and suppliers must work
closely together to reduce end-to-end
impacts. DeLaval therefore requires its
suppliers to commit to a high standard
of performance in relation to our
environmental policy commitments,
compliance with laws and regulations,
product safety and compliance with
regulatory requirements. The
commitment of our suppliers is
incorporated in our supplier contracts,
making it a contractual obligation to
adhere to those requirements.
We work closely with our suppliers
to ensure adherence to our policy
commitments. In 2010 and 2011,
specific projects were launched to
follow up and ensure our suppliers
compliance with the EC Regulation
REACH (Registration, Evaluation,
Authorization and Restriction of
Chemical substances) and RoHS
(Restriction of Hazardous Substances).
27
Report parameters | How we report
GRI Category Indicator GRI Description Location (page)

Strategy & Analysis 1.1 Statement from the most senior decision maker of the organization. 4, 5

How we report Organizational profile 2.1

2.2
Name of the organization.

Primary brands, products, and/or services.

1

delaval.com

2.3 Operational structure of the organization. delaval.com

The aim of this report is to inform about the environmental and social
2.4 Location of organizations headquarters. 1
aspects of our business and to support dialogue with our stakeholders.
2.5 Number of countries where the organization operates. 1

2.6 Nature of ownership and legal form. Tetra Laval 2011/12

1,
Scope reporting, the following priorities were identified as subjects 2.7 Markets served.
Tetra Laval 2011/12
Unless otherwise indicated, this report covers selected activities for reporting.
2.8 Scale of the reporting organization. 12, 13, 21
across the global operations owned by the DeLaval Group from
January 2010 to December 2011. Some areas of engagement, Report parameters 2.9 Significant changes during the reporting period. none
such as disaster relief and Food for Development, are coordinated With regards the Global Reporting Initiative (GRI), we have used
2.10 Awards received in the reporting period. 8, 20
through Tetra Laval. the GRI framework as a reference point for the development of
this report. This is not a formal GRI report and we have not Report profile 3.1 Reporting period for information provided. 28
We have chosen the topics in this report to reflect the issues requested external assurance. 3.2 Date of most recent previous report (if any). 28
most relevant, or material, to our business. To determine these,
3.3 Reporting cycle (annual, biennial, etc.) 28
we mapped how our company and our stakeholders rated the Communication on progress
importance of sustainability issues. This is the first external report. Every two years we plan to report 3.4 Contact point for questions regarding the report or its contents. 28
on our strategy and how we influence the environmental and
3.5 Process for defining report content. 28
The main stakeholders who influence DeLavals performance social issues that matter most to our business and where we
and goals, or are influenced by the company, are: Customers, can have the greatest impact. The next update is due 2014. 3.6 Boundary of the report. 28
Dealers, the Board, Employees, Academic and Research
3.7 State any specific limitations on the scope or boundary of the report. 28
institutions, Suppliers and Trade associations. We have not On-line
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other
counted the number of stakeholders this represents and have This report is available on-line at 3.8
entities that can significantly affect comparability from period to period and/or between organizations.
28
identified the need for a more thorough stakeholder analysis. www.delaval.com/en/About-DeLaval/The-Company/
3.10 Explanation of the effect of any re-statements. no re-statements

Using customer and employee surveys, internal strategy The Tetra Laval 2011/12 report can be accessed at 3.11 Significant changes from previous reporting periods in scope, boundary or measurements methods. 28
documents, workshops, trend analysis, research and media www.tetralaval.com/annual_report 3.12 Table identifying the location of the Standard Disclosures. 28

Governance 4.1 Governance structure of the organization. Tetra Laval 2011/12

Focus areas 2010-2011 Customers Operations 4.2 Indicate whether the Chair of the highest governance body is also an executive officer. Tetra Laval 2011/12

For organizations that have a unitary board structure, state the number of members of the
4.3 Tetra Laval 2011/12
highest governance body that are independent and/or non-executive members.
Environment Energy Energy
Mechanisms for shareholders and employees to provide recommendations or direction to the
Water Water 4.4
highest governance body.
22
Manure Waste
4.14 List of stakeholder groups engaged by the organization. 28
Hazardous substances
4.15 Basis for identification and selection of stakeholders with whom to engage. 28
Social responsibility Working conditions Health, safety and diversity Key topics and concerns that have been raised through stakeholder engagement, and how the
4.17 10, 28
Food for Development Corporate governance organization has responded to those key topics and concerns, including through its reporting.

Customer satisfaction Employee satisfaction Environmental EN3 Direct energy consumption by primary energy source. 13

EN4 Indirect energy consumption by primary source. 13

Animal welfare Feed
EN5 Energy saved due to conservation and efficiency improvements. 13
Animal health
Initiatives to provide energy efficient or renewable energy based products and services,
EN6 11, delaval.com
and reductions in energy requirements as a result of these initiatives.

EN8 Total water withdrawal by source. 13

EN21 Total water discharge by quality and destination. 13

EN22 Total weight of waste by type and disposal method. 13

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. delaval.com

Rates of injury, occupational diseases, lost days, and absenteeism, and number of workrelated
Labour LA7 21
fatalities by region and by gender.
Composition of governance bodies and breakdown of employees per employee category
LA13 21
according to gender, age group, minority group membership, and other indicators of diversity.

Society SO3 Percentage of employees trained in organizations anti-corruption policies and procedures. 27

Practices related to customer satisfaction, including results of surveys measuring

Product responsibility PR5 10
customer satisfaction.
Development and impact of infrastructure investments and services provided primarily for
Economic EC8 23
public benefit through commercial, inkind, or probono engagement.

28 29
 For more information
DeLaval Headquarters
DeLaval International AB
PO Box 39
SE-147 21 Tumba
Sweden
Phone: +46 (0)8 530 660 00 info@delaval.com
www.delaval.com Fax: +46 (0)8 530 689 00 www.facebook.com/smartfarming

Printed by a carbon neutral company, Edita Sweden.

is a registered trademark of Tetra Laval Holdings & Finance S.A. and DeLaval is a registered trade/service mark of DeLaval Holding AB.
The manufacturer reserves the right to make design changes. 53571180-201205 v3