Sustainability Report 2012 - HABAU Hoch

Sustainability Report
2012 | HABAU GROUP

1.
Foreword from the shareholders 4
Foreword from the Executive Team 5
2.
2. Approach to the preparation of the Sustainability Report 6
2.1 Alignment with the GRI guidelines 6
2.2 Alignment with ONR 192500 6
2.3 The HABAU GROUP report and certification of HABAU Hoch- und
Tiefbaugesellschaft m.b.H. 6
2.4 Reporting period and outlook 6
3.
3. Organisational Profile of the HABAU GROUP 8
3.1 The development of HABAU 8
3.1.1. History 8
3.1.2. Certificates and awards 10
3.1.3. Employees 10
3.1.4. Management 11
3.1.5. Safety, environment and quality management 11
3.2 Organisational structure of the HABAU GROUP –
an international family business 11
3.2.1. HABAU GROUP profile 11
3.2.2. Group locations 11
4.
4. Economic development of the HABAU GROUP 12
4.1 A history of high-level construction output from the HABAU GROUP 12
4.2 Development of construction output and level of employment
over the last 5 years 12
5.
5. Awards and certificates of the HABAU GROUP 15
5.1. Approved quality – backed by full certification in the HABAU GROUP 15
5.2 Summary table of certificates for each Company 16
5.3. The awards of the HABAU GROUP – beyond the call of duty 17
6.
6. HAKOS 18
6.1. Vision, mission & principles of HABAU GROUP 18
6.2 HAKOS process model in the HABAU GROUP 21
7.
7.1 The guiding values of the HABAU GROUP 23
7.2 Corporate governance 24
7.3 Open communication with stakeholders 24
Index
8.
8.1. The Green is the colour – HABAU GROUP products with a claim
to sustainability 29
8.1.1 The eco 2 building 29
8.1.2 Mc Smile – the smart clay block house from HABAU 31
8.1.3. A swinging pleated skirt with a difference – Eco architecture 32
8.2. Careful use of resources- for resale and recycling of internal requirements 33
8.3. Saving while driving - fuel and reduced CO ² emissions through
environmentally conscious concepts in transport and logistics in
the HABAU GROUP 33
2

8.3.1. Sustainable road transport measures save over 70,000 litres of
diesel and reduce CO ² emissions 34
8.4 Green IT – environmental action in the area of information technology 34
8.5. Awareness as a key - the HABAU training concept for environmentally
friendly behaviour 35
8.6. The generation of waste - sustainable waste management
in the HABAU GROUP 35
8.7 Green awareness – competition for the best environmental ideas 36
9.
9.1 Another perspective on sustainable development - tradition
meets modernity - 100 years of economic success 37
9.2 Think globally, act locally: the multibrand strategy of the HABAU
GROUP – strengthening regional identity and loyalty 38
9.3 Don’t go out of town, buy here: the economic responsibility of the
HABAU GROUP in different regions 38
9.4 Accepting responsibility: PPP - Public Private Partnership –
HABAU takes a new shared path with the public sector 38
Millennium Tower,
Vienna
10.
10.1 Social problems are closer than you think - the Social Fund
of the HABAU GROUP 40
10.2 Diversity, dignity and justice - more than just words 41
10.3 The HABAU GROUP as a regional partner - not just paying lip
service to “think globally, act locally“ 41
10.4 In the case of an incident - the HABAU GROUP actively participates
in the Upper Austrian Natural Disaster Network 42
10.5 Workplace rehabilitation in the HABAU GROUP 42
11.
11.1 Health and Vitality - the HABAU GROUP as a healthy and dynamic
group of companies 44
11.2 The operational performance of HABAU GROUP for their employees 46
11.3 The most precious resource of a company - human resources
development in the HABAU GROUP 47
11.4 Today we build for tomorrow – for our apprentices! 49
11.5 Safety first - staying healthy is better than any great recovery
Occupational health & safety in the HABAU GROUP 50
11.5.1 Zero accidents at work 52
11.6 Promoting health in the HABAU GROUP 52
Air Traffic Control
Tower, Vienna
12
12. Summary - perspectives on sustainability from the team of
authors: Ing. Markus Roubin and Patrick Rammerstorfer, MSc MBA. 53
12.1 Much achieved, but still much to do – absence and presence of
sustainable thinking and action in the HABAU GROUP 53
12.2 The development continues – standardisation of indicators 54
12.3 Independently tested sustainability – gaining ONR 192 500 approval 54
13.
Index / Global Reporting Initiative (GRI) Guidelines 56
14
Imprint 63
14.1 The Team of Authors for the Sustainability Report 63
14.2 Active participation in the HABAU GROUP Sustainability Report 63
Revitalisation of Gasometers
A and B and
extension to residential,
office and commercial
areas, Vienna
3

1.
Mag. Georgine Heindl
Ing. Mag. Peter Halatschek, MBA
Foreword from the
shareholders
Representatives of the HABAU GROUP
1.
Mag.
“Today we build for tomorrow!“ is a statement
that not only expresses the vision of
the HABAU GROUP. It is our central mission.
A mandate that is reflected for example in
the capital city, through landmark construction
projects such as the Millennium Tower,
the Air Traffic Control centre and tower at
Vienna-Schwechat airport and the revitalisation
of the Wiener Gasometer. HABAU builds
for future generations!
As a leading concern in the construction
industry and a creator of the future, the
HABAU GROUP is deeply committed to
this responsibility for building the future of
tomorrow today. Shouldering this responsibility
effectively requires a clearly defined set
of values and principles for sustainability. In
the HABAU GROUP, which was founded as
a family-based concern, these values and
principles have grown with our heritage to
become an integral part of our corporate
philosophy and culture.
As an engine for growth and employment
for the future, the presence of sustainability
in society is of particular importance. Our
actions and activities as an industrial group
within the construction sector have a particularly
pronounced influence on the expected
quality of life for present and future generations.
The construction industry as a whole,
including the HABAU GROUP, also contributes
significantly to gross domestic product and
has a substantial impact on the attractiveness
of the business location Austria. A notable
feature of our business sector is the lasting
durability of our creations. From houses to
care homes, from roads, subways and tunnels
to public squares, and from pipelines to
industrial factories and places of work, they
are all lifelong companions for mankind.
Corporate social responsibility (CSR) is a
voluntary contribution by business to sustainable
development that goes beyond
legal obligations. CSR includes open and
constructive dialogue with the stakeholders
and interest groups of the HABAU GROUP.
In particular, these include customers and
clients, suppliers to our company and all the
employees within the group.
Georgine Heindl Ing. Mag. Peter Halatschek, MBA
4
Foreword and Statements from the Shareholders and Management

As a building contracting group, we leave a
lasting footprint on nature. We cannot and
do not wish to change the core activities of
our business. Nevertheless, we can take
measures to make a pro-active contribution
to environmental protection. In this respect,
for example, increased orientation towards
environmental concerns can be observed in
the building industry. Thus, in the housing
sector sustainability is becoming the standard.
Within this, the environmental and
social aspects during the later phase of use
are taking on equal importance, from the access
routes for materials to the construction
site, to the recycling of building waste during
construction.
In the (HAKOS) organisational system of the
HABAU Group, standards for reporting and
documentation of building and manufacturing
processes, as well as procedures for
quality assurance, are already established.
Unfortunately, there is already a wide variety
of often misleading descriptions for so-called
green products and processes in the market
place. These are assessed according to place
of origin, methods of transport and/or to environmental
impact, and the number of seals
of approval and certificates awarded sometimes
exceeds the level that can be readily
assimilated. All of these certificates, however,
have one goal in common: to provide the
customer with a further means of comparison,
in terms of the economic, environmental
and social responsibility of the worker.
Additionally, in invitations to tender, clients
increasingly contemplate ethical and environmental
issues next to economic factors
to determine the best bidder. To continue to
compete as an international construction
group, it is necessary to fulfil the award requirements
that are thereby created. Increasingly
in the pre-qualification processes for
major projects, information on sustainability
activities is not only required for the bidding
subsidiary, but is also requested for the
whole group.
For employees within the HABAU GROUP,
in particular for the management team,
corporate social responsibility (CSR) means
proactively recognising economic, ecological
and social responsibilities, and thus ensuring
the continued sustainable development
of the group.
TR Dipl.-Ing. Anton Karner
BR h. c. Dipl.-Ing. Karl Trauner
Foreword from the
Executive Team
Statement from the HABAU management
group and corporate values in everyday life.
In the current financial year HABAU Hochund
Tiefbaugesellschaft m.b.H is applying
for certification according to ONR 192500.
ONR 192 500 is the independent certifiable
standard for CSR management systems,
and is based on the principles of ISO 26000.
With this, our extensive social and corporate
responsibility plans and actions will also
be confirmed by an independent approval
authority. As a result, we will be one of the
first construction companies to receive this,
indicating once again the leading role we are
taking with regard to this paramount issue.
Of course, these changes require a certain
amount of effort from all of us. But we are
firmly convinced that the introduction of CSR
as a management tool in the HABAU GROUP
will lead to comprehensive conservation of
energy, sustainable reductions in costs and
to associated increases in efficiency of the
group.
Dr. Karl Steinmayr
Unfortunately, the term “sustainability“ as a
buzzword for marketing purposes, is all too
often overused.
With and following on from this sustainability
report, the HABAU GROUP is taking a further
step towards success in ensuring consistent
TR Dipl.-Ing. Anton Karner BR h. c. Dipl.-Ing. Karl Trauner Dr. Karl Steinmayr
Foreword and Statements from the Shareholders and Management
5

2.
2. Approach to the preparation of
the Sustainability Report
2.1 Alignment with the GRI guidelines
The development of this report is aligned with
the GRI (Global Reporting Initiative), which is an
international set of standard indicators for the
three pillars of active corporate social responsibility
- economic, environmental and social
issues. For this purpose a comparison matrix is
included in Chapter 13, on page 56 of the report.
In accordance with the guidelines, the quality of
data collection for sustainability is classified in
three application levels. The grades C, C+, B, B+,
A and A+ show the extent and quality of data
collected in relation to the above-mentioned
indicators.
The Sustainability Report of the HABAU GROUP
defines the management approach for each
indicator category and comprises 19 fully complete
and 13 partially complete core indicators.
This corresponds to the GRI Guideline Level B+
for the current sustainability report.
2.2 Alignment with ONR 192500
This report also serves as the basis for the
CSR certification currently being applied for
by HABAU Hoch- und Tiefbaugesellschaft
m.b.H. under ONR 192500.
2.3 The HABAU GROUP report and
certification of HABAU Hoch- und
Tiefbaugesellschaft m.b.H.
The HABAU GROUP is committed to effective,
long-term and responsible governance in the
economic sphere in respect of its employees
and staff, society and the environment. The
companies of the group constantly strive to bring
business and environmental goals and social
responsibility into alignment as far as possible.
In terms of a sustainable balance between the
three dimensions defined above, the HABAU
GROUP invests beyond the minimum legal
requirements in all employees, the environment
and interaction with its stakeholders. To make
this commitment accessible to a wider public,
the sustainability report has been published for
the first time.
2.4 Reporting period and outlook
The current sustainability report describes
the achievements of HABAU GROUP in the
areas of corporate social responsibility in
the most recent financial years, 2009/2010,
2010/2011 and 2011/2012, and provides an
outlook on the anticipated changes to the
business of the HABAU GROUP in the area of
sustainability. It is intended that in the future,
a sustainability report will be published every
three years.
6
Approach to the Preparation of the Sustainability Report

100 Years
of Company History
That is sustainability
Approach to the Preparation of the Sustainability Report
7

Company History
100 Years of HABAU – that is sustainability
3. Organisational profile of the
HABAU GROUP
3.1 The development of HABAU
3.1.1. History
In nearly 100 years of company history the
HABAU GROUP has grown from a local building
company in Perg, Upper Austria, into an
international full-service provider. It offers
its services in the business areas of building
construction, civil engineering, pipeline and
plant construction and prefabricated
structures.
3.
The HABAU GROUP operates internationally
and is able to conduct the above-mentioned
construction services in all regions.
1960 1966 1970
1980
1987 1998 2012
8
Organisation Profile of the HABAU GROUP

1913
With the registration of a building and stonemasonry business in Hohenfurth,
which is now part of the Czech Republic, Vincent Halatschek lays the foundation
for the subsequent emergence of HABAU.
1950
Son Erich assumes control of the company and steadily develops the business
in the areas of building construction and prefabricated structures.
1955
1988
1989
1992
1998
2001
2002
2003
2004
Together with Dir. Ing. Georg Heindl, Erich Halatschek forms the company Ing.
Erich Halatschek & Co. OHG with a new business focus on equipment rental,
earth moving machinery and civil engineering works.
The building business and the OHG are merged to form the HABAU Hoch- und
Tiefbaugesellschaft m.b.H. and the business units amalgamated. From now
on Georgine Rumpler-Heindl and Peter Halatschek represent both owning
families.
Establishment of the first overseas branch, HABAU Hoch- und Tiefbau GmbH,
based in Heringen, Germany.
The business activities are further expanded with the purchase of Universalbeton
GmbH Heringen, Germany and a gravel pit in Hungary (HABAU Iparis).
Establishment of HABAU Polska Sp.zo.o., based in Warsaw. Expansion of activities
in the areas of horizontal and vertical drilling and structural engineering.
The Austrian Held & Francke Baugesellschaft m.b.H. & Co KG is taken over by
the HABAU business group. At the same time HABAU Hungária is founded.
With the purchase of the German-based firm PPS Pipeline Systems GmbH
pipeline construction is added as a new business activity. In the same year the
Russian market is accessed through the establishment of HASTROY GmbH.
The pipeline construction activities are increased further through the establishment
of PPS Pipeline Services GmbH in Austria.
The HABAU d.o.o. is founded in Croatia and another step is taken in opening up
new markets abroad.
2005 Foundation of HABAU Slovakia spol. s r.o.
2007
2008
With the acquisition of Hans Holzner Baugesellschaft mbH, Rosenheim,
Germany and the establishment of a new HABAU subsidiary in Romania, the
HABAU GROUP further expands its presence as an experienced partner in
international markets.
Acquisition of Karl Seidl Hoch-, Industrie- und Straßenbaugesellschaft m.b.H.
and Östu-Stettin Hoch- und Tiefbau GmbH in Austria. Acquisition of Fuchs
Transport-Logistik GmbH in Münzbach.
2009 Foundation of Held & Francke subsidiary in Ceske Budejovice, Czech Republic.
2011
HABAU GROUP continues activities in Europe and beyond, with the aim of
sustainable market development.
Company History
Organisation Profile of the HABAU GROUP
9

3.1.2. Certificates and awards
The customers of HABAU GROUP are made
up of industrial companies, public authorities
and private individuals. A single integrated
management system (IMS) exists for the
Group, known as the consolidated HABAU
organisation system (HAKOS). For HABAU
Hoch- und Tiefbaugesellschaft m.b.H. and
all corporately owned sites, the international
standards of ISO 9001:2008 apply. The international
standards of the codes SCC **: 2007,
BS OHSAS 18001:2007 and ISO 14001:2004
also apply in principle to all sites owned by
the Group, but certification is carried out only
at selected locations.
3.1.3. Employees
The HABAU Hoch- und Tiefbaugesellschaft
m.b.H. currently employs some 1,260 staff
(June 2012) and in the entire group, there are
about 3,700 workers. They are employed at
the respective individual company locations
or on-site at customers’ construction sites.
Halatschek
Holding GmbH
Heindl
Holding GmbH
Joint resolutions
in the General Assembly
of holding companies
60% 40%
HABAU Hoch- und Tiefbaugesellschaft m.b.H. (Austria)
Held & Francke Baugesellschaft m.b.H.
(Austria)
ÖSTU-STETTIN
Holding GmbH
(Austria)
PPS Pipeline
Systems GmbH
(Germany)
HABAU Hoch- und
Tiefbau GmbH
(Germany)
Universalbeton
Heringen GmbH
& Co KG (Germany)
HF-Cteam
Leitungsbau GmbH
(Austria)
HF-Rohrtechnik GmbH
(Austria)
Östu Stettin Hoch- und
Tiefbau GmbH (Austria)
PSE Engineering GmbH
(Germany)
NBW Nordthüringer
Baustoffwerke GmbH
(Germany)
AWW Asphaltwerk GmbH
(Wöllersdorf, Austria)
AMI Asphaltmischwerk
Grosswilfersdorf GesmbH
(Austria)
Stettin Hungaria Kft.
(Hungary)
NBV Nordthüringer
Baustoffvertrieb GmbH
& Co KG (Germany)
AMW Asphaltmischwerk
Hinzenbach GmbH (Austria)
Oberkärtner Asphalt
GmbH & Co KG (Austria)
Hemmelmair Frästechnik
GmbH (Austria)
Hans Holzner
Baugesellschaft
m.b.H. (Germany)
Karl Seidl
Bau GmbH (Austria)
FTL Fuchs
Transport-Logistik
GmbH (Austria)
LOG Wels
Projekterrichtungsgesellschaft
m.b.H. (Austria)
HABAU
Hungária Kft.
(Hungary)
HABAU
CZ S.R.O.
(Czech Republic)
S.C. HABAU
Constructii S.R.L.
(Romania)
HABAU PPS
Pipeline Systems
S.R.L. (Romania)
HABAU Slovakia
spol S.R.O.
(Slovakia)
F2B Fleet2Business
Fuhrpark GmbH
(Austria Germany)
HABAU
Ipari Kft.
(Hungary)
HABAU
Sverige AB
(Sweden)
HASTROY GmbH
(Russia)
HABAU Energy
GmbH (Austria)
U.D.T GmbH
Umwelt- und Deponietechnik
(Austria)
Joint Venture
Belstroytrans-gas-
HABAU (Belarus)
Market Development
South America
Altlastensanierung und
Abräumdeponie Langes
Feld GmbH (Austria)
10
Organisation Profile of the HABAU GROUP

3.1.4. Management
HABAU Hoch- und Tiefbaugesellschaft
m.b.H. is supported by three directors: TR
Dipl.-Ing Anton Karner (technical management
civil and prefabricated construction),
BR hc Dipl.-Ing. Karl Trauner (technical management
of civil engineering and pipeline
construction) and Dr. Karl Steinmayr (commercial
management).
3.1.5. Safety, environment and quality
management
Ing. Markus Roubin is the Health and Safety
Officer for the HABAU GROUP. Matters of environmental
representation for the corporate
group are dealt with by Dipl.-Ing. Christian
Letz, while aspects of quality management
of the HABAU GROUP are dealt with by Ing.
Gerhard Wohlmuth.
3.2 Organisational structure of the
HABAU GROUP – an international
family business
The HABAU GROUP is an international group
that still has the Halatschek and Heindl
families as sole shareholders. Through this
partnership structure the HABAU GROUP
has always fostered values that are geared
towards sustainable management and
responsible interaction with people and the
environment.
3.2.1. HABAU GROUP profile
Figure “organisation chart of corporate group“
3.2.2. Group locations
The following list details the most important
locations of the HABAU GROUP:
Subsidiaries
AUSTRIA
Held & Francke Baugesellschaft m.b.H.
4030 Linz, Kotzinastraße 4
Östu-Stettin Hoch- und Tiefbau GmbH
8700 Leoben, Münzenbergstraße 38
Karl Seidl Bau GmbH
2345 Brunn am Gebirge, Feldstraße 26
U.D.T. Umwelt u. Deponie Technik GmbH
4320 Perg, Greiner Straße 63
GERMANY
PPS Pipeline Systems GmbH
49610 Quakenbrück, Hindenburgstraße 36
HABAU Hoch- und Tiefbau GmbH
99764 Heringen/Helme, Postfach 8
UBH Universalbeton Heringen GmbH & Co KG
99765 Heringen/Helme, Nordhäuser Straße 2
Hans Holzner Baugesellschaft mbH
83022 Rosenheim, Innlände 20
EASTERN EUROPE
HABAU Hungária KFT, Hungary
2040 Budaörs, Budafoki u. 55
HABAU Slovakia spol. sr.o., Slovakia
83104 Bratislava, Tomášiková 50/B
S.C. HABAU PPS Pipelinesystems S.R.L.,
S.C. HABAU Constructii S.R.L.,
Romania
100357 Ploiesti, Strada Sinaii Nr. 3
Headquarters of the
group
HABAU Hoch- und
Tiefbaugesellschaft m.b.H.
Registered Address:
4320 Perg, Greiner Straße 63, Austria
Tel: +43 72 62 555-0
Fax: +43 72 62 555-1500
mail: office@habau.at
web: www.habau.com
Organisation Profile of the HABAU GROUP
11

Business Growth and
Profitability
Economic development of the HABAU GROUP
4. Economic development of the
HABAU GROUP
4.1 A history of high-level construction
output from the HABAU
GROUP
Sustainability is a feature that can also be
reflected in the steady, healthy growth of a
corporate business. The HABAU GROUP has
continued to grow through strategic acquisitions
and organic growth in recent years.
The economic environment in the construction
industry in the recent past has
been extremely difficult, due to the global
financial and economic crisis. Nevertheless,
the HABAU GROUP was able to increase its
construction output as well as its profit from
ordinary activities (POA) through a strategy
that was both astute and sustainable.
The coming years will be a very challenging
time for the construction industry. The
uncertain economic development in the eurozone
and the associated government austerity
measures present great challenges for
all of us. The HABAU GROUP views these
demands as an opportunity to continue to
be successful with its strategy focused on
continuity and sustainability.
4.2 Development of construction output
and level of employment over
the last 5 years
The following charts show the financial
years 2006/07, 2007/08 2008/09, 2009/10 and
2010/11. The HABAU GROUP accounts run
from 1 April - 31 March to IFRS, as opposed
to calendar years.
The figures presented are the most recent
corporate data available at the time of preparation
of the Sustainability Report
Value in
millions of
Euros
900
Construction Output*
Revenues
* Including share of construction work
from joint ventures, changes in
inventories and other operating
income
907
800
822
700
708
727
600
500
617
505
585
563
599
638
400
300
4.
200
2006/07
2007/08
2008/09
2009/10
2010/11
100
12
Business Development of HABAU GROUP

The figure opposite presents the overall output
of the HABAU GROUP and the respective
contribution of each company in within the
group. It shows that the parent company HA-
BAU Hoch- und Tiefbaugesellschaft m.b.H.
contributes about a third of the construction
output of the group.
About half of the group output volume is generated
by the subsidiaries Held & Francke
Baugesellschaft m.b.H, Östu-Stettin Hochund
Tiefbau GmbH and the PPS Pipeline
Systems GmbH.
It follows from this that the core markets of
the HABAU GROUP are in Central Europe and
a significant economic contribution is made
to the region.
29% HABAU Austria
19% ÖSTU STETTIN
19% PPS Pipeline Systems
17% Held & Francke
4% CEE Countries
3% Karl Seidl
3% Hans Holzner
2% Universalbeton Heringen
1% HABAU Germany
3% Others
Contribution to
construction output
3750
3500
3250
3000
2006/07
2007/08
2008/09
2009/10
2010/11
2750
2500
2250
2000
1750
1500
1250
1000
750
500
250
0
720 Staff
2039 Workers
2759 Total
799 Staff
2132 Workers
Total
2931
Staff
912
Workers
2246
Total
3158
Staff
1073
Workers
2446
Total
3519
Staff
1095
Workers
2403
Total
3498
Overview of number
of employees in the
corporate group
Business Development of HABAU GROUP
13

This development also shows that the
HABAU GROUP takes its economic and
social responsibility seriously and is firmly
committed both as a major employer in the
region and a company that has operated sustainably
for almost 100 years.
Credit Rating
of the Top 10 Civil Engineering Companies
Company Location Rating
The basis of the evaluation
is formed by
companies
(Civil Construction)
with over EUR 60
million in turnover
Source: KSV (Credit
Protection Association)
Issue 08/03/2011
Key for KSV Rating:
100-199 no risk ‚
200-299 very low risk,
300-399 low risk
400-499 increased risk
500-599 high risk
600-699 very high risk,
700 bankruptcy code.
1. HABAU Hoch- und Tiefbaugesellschaft m.b.H. Perg 204*
2. Fröschl AG & Co KG Hall in Tirol 215*
3. Ing. W. P. Handler Baugesellschaft m.b.H. Bad Schönau 218*
4. STRABAG Bau GmbH Vienna 221*
5. ÖSTU-STETTIN Hoch- und Tiefbau GmbH Leoben 229*
6. Hilti & Jehle GmbH Feldkirch 230*
7. F. Lang u. K. Menhofer Baugesellschaft m.b.H. & Co KG
Eggendorf/ Wr.
Neustadt
8. Swietelsky Baugesellschaft m.b.H. Linz 237*
9. Leyrer + Graf Baugesellschaft m.b.H. Gmünd 247*
10. Schertler-Alge GmbH Lauterach 248*
235*
14
Business Development of HABAU GROUP

5. Awards and certificates of the
HABAU GROUP
5.1. Approved quality – backed by full
certification in the HABAU GROUP
Quality, environment and health and safety
at work have a long tradition in the HABAU
GROUP and its subsidiaries. Most of the
group has been certified for some time
according to ISO 9001.
The following list shows the most important
standards and awards in the group. In addition,
there are other standards and awards for
a variety of systems and products:
• Quality Management – ISO 9001 certification
• Environmental Management – ISO 14001
certification
• Health & Safety Management – OHSAS
18001 and SCC certification
• Production control for consistent manufacturing
of finished parts to ÖNORM B
3308
• Quality control – concrete components
• Authorised welding technicians to EN 719
• Production control for aggregates to
ÖNORM EN 13242
• National Award
• AUSTRIA quality seal
Certificates
Awards and certificates of the HABAU GROUP
The different systems are combined in an
Integrated Management System (IMS).
5.
Awards and certificates of the HABAU GROUP
15

5.2 Summary table of certificates for
each company
ISO 9001:2008
ISO 14001:2009
SCC**:2007
OHSAS 18001:2007
GRI-Guidelines
ONR 192500
AUSTRIA
HABAU Hoch- und Tiefbaugesellschaft
m.b.H.
TÜV
SÜD
(part)
TÜV
SÜD
(part)
TÜV
SÜD
(part)
TÜV
SÜD
TÜV
SÜD
Under
review
Held & Francke Baugesellschaft
m.b.H.
TÜV
SÜD
–
(part)
TÜV
SÜD
–
TÜV
SÜD
–
ÖSTU-STETTIN Hoch- und Tiefbau
GmbH
TÜV
SÜD
– – –
TÜV
SÜD
–
Karl Seidl Bau GmbH – – – –
TÜV
SÜD
–
Fuchs Transport-Logistik GmbH
TÜV
SÜD
–
TÜV
SÜD
–
TÜV
SÜD
–
GERMANY
HABAU Hoch- und Tiefbau GmbH
TÜV
SÜD
– – –
TÜV
SÜD
–
Universalbeton Heringen GmbH &
Co. KG
TÜV
SÜD
– – –
TÜV
SÜD
–
PPS Pipeline Systems GmbH
TÜV
NORD
TÜV
NORD
TÜV
NORD
Under
review
TÜV
SÜD
–
PSE Engineering GmbH
TÜV
NORD
TÜV
NORD
TÜV
NORD
Under
review
TÜV
SÜD
–
HUNGARY
HABAU Hungaria Kft.
TÜV
SÜD
– – –
TÜV
SÜD
–
ROMANIA
S. C. HABAU Constructii S.R.L.
TÜV
SÜD
–
TÜV
SÜD
–
TÜV
SÜD
–
Overview of HABAU
GROUP certification
HABAU PPS Pipelinesystems SRL
TÜV
NORD
TÜV
NORD
– –
TÜV
SÜD
–
16
Awards and certificates of the HABAU GROUP

5.3. The awards of the HABAU GROUP
– beyond the call of duty
The commitment of HABAU GROUP goes
far beyond meeting the minimum legal
standards. Numerous awards from various
organisations highlight the social, economic
and environmentally-friendly profile of the
companies in our group.
We are proud of these awards, which are on
display in the foyer of the main building in
Perg, and they are also an incentive for us
to continue to act responsibly and sustainably.
Below is a list of the most prestigious
awards in recent years:
• Leading Austrian Company – Certificate
Leading Companies of Austria 2004
• Health Award of Upper Austria. 2010
• Nominated for National Award for Work
Safety 2010
• Henry - Volunteer Award for companies
supporting the Austrian Red Cross 2009
• Attractive Employer – 3rd place in Hewitt
Study 2008
• Seal of Approval - promotion of health
in the workplace 2007 - 2009 and 2010 -
2012
• D&B-Rating Certificate 2011
• International Safety Award – British Safety
Council 2011
• Gold Award 2011 – Royal Society for the
Prevention of Accidents (RoSPA)
• DOW Safety Award 2012
• Wintershall Safety Award for 15 years of
accident free work – 2012
• ENECO Safety Award for 500 000 hours
accident free work – 2011
Awards and Certificates of the HABAU GROUP
17

Vision & Strategy
HAKOS Integrated Management System
6. HAKOS
6.1. Vision, mission & principles of
HABAU GROUP
The HABAU GROUP has been working with
its HAKOS (HABAU ”Group” organisation
system) management system since 2003.
The goal is to implement the vision and
strategy of the organisation while taking into
account the mission and cultural values of
the HABAU GROUP.
HAKOS covers all major aspects of corporate
governance, the provision of necessary
resources, and the process model for the
realisation of our products and services. The
ultimate goal is to create added value for us
and our customers, while acting sustainably
and managing resources and the environment
in a considerate manner.
The management system is web-based and
HAKOS can be used at any time by all employees
with Internet access, throughout the
entire group of companies.
Who we are, how we think and act, and what
we stand for, is set in our vision and mission
statement and the policy principles of the
HABAU GROUP.
VISION of the HABAU GROUP: “Today
we build for tomorrow.“
The vision of the HABAU GROUP clearly indicates
the sustainable approach of our core
mission, to think about tomorrow today, and
to ensure that present and future generations
inherit an intact living environment and
a secure society.
Furthermore, the vision also stands for the
high executional quality of our construction
services, and not least for a sustainable regional
economic policy, for the very reason that
wherever the HABAU GROUP operates it also
establishes a base.
6.
In the course of growth and continuously
changing conditions, the HABAU GROUP has
had a clear environmental policy for a long
time. Sustainable management is a building
block to success.
18
HAKOS Integrated Management System

Occupational health and safety, and
environmental protection
The basis of our business dealings in terms
of health and safety, and environmental
protection is the compliance with all regulatory
requirements and standards. In addition,
continuous improvement of the standards
achieved will be pursued through targeted
measures.
Communication
Short information paths characterise and
optimise the communication and decisionmaking
in our group.
The transparency of our decisions ensures
that all stakeholders participate actively and
efficiently in their implementation within the
scope of their own area of influence.
Customers
The customer is the judge of the performance
and quality of our output. Based on
customer requirements, we meet different
performance profiles. We ensure the highest
reliability through selective coordination of
the service providers in our group.
Marketplace
Comprehensive market-oriented services in
construction, combined with a willingness
to support financing and offset business
agreements, match the high expectations of
national and international markets. This determines
our behaviour in the marketplace.
We set out our stall and actively engage on
an international level through process, project
and technology innovation.
Employees
The motor of our development is constituted
by the challenges and support we give to
people in our workplace. We offer motivated
employees attractive, internal development
opportunities at national and international levels.
As a group we remain manageable and
are still of a comprehensible size by social
standards.
Partnership
Experience and reliability from the foundation
of our partnerships with customers and
suppliers, as well as with public authorities
and the general public.
Economic Viability
The principle of economic and financial
viability accompanies all of our corporate
activities. Efficient use of labour, on-going
productivity improvement and the more economical
use of resources will help to ensure
the enduring success of our company in the
future.
Another pillar is formed by the policy principles
of the HABAU GROUP. They give all
employees an indication of how we see the
world and what principles we consider appropriate
in our daily work.
Mission
HAKOS Integrated Management System 19

Policy Principles
1
As partners for commitment, fairness and
reliability, we believe that customers, suppliers,
public authorities and the public must
be considered as a first principle.
2
The core of our expertise includes building construction,
civil engineering, precast structures
and pipeline construction. Here our performance
is measured against the highest standards of
quality and decision-making. The strength of our
work lies in the focus on results.
3
The structure of the corporate group sets out
clear and distinct responsibilities. The interests
of the corporate group are placed ahead
of company interests, and company interests
ahead of departmental interests. Each decision
should be reviewed for its overall impact.
4
We take on economic and technical risks if we
can manage them through collective efforts,
with the involvement of our networked expertise,
and with a high degree of certainty.
5
We act responsibly and consistently. We practise
and accept constructive criticism. We do
not hide mistakes to the detriment of the company,
but rather use them as opportunities for
active learning.
6
We embrace leadership by example on all
levels. Reliability in adherence to agreements
results in consistent performance fulfilment in
an atmosphere of respectful and constructive
cooperation.
7
We integrate new technologies, materials and
techniques in terms of project-related requirements
and economic usefulness. In doing
this, we give close consideration to the impact
on the health and safety of our employees,
clients, suppliers and the public.
8
In the implementation of economic business
goals, we rely on the instruments of effective
labour input, continuous productivity improvement
and thrift in the use of resources
while assuming responsibility for the health
and safety of people and the protection of our
environment. This requires transparency in
the internal performance and leads to improvements
in our overall success.
9
Short, understandable information channels
and transparent systems ensure quick
decisions, which can be comprehensively and
intelligently implemented.
10
Each employee and in particular each manager
is encouraged to make an on-going, active
and responsible contribution to health and
safety and environmental protection.
20
HAKOS Integrated Management System

6.2 HAKOS process model in the
HABAU GROUP
The HABAU GROUP offers a highly effective
management system that is used by its employees
for the benefit of our customers. This
is suitable to achieve the desired business
objectives and to maintain and enhance the
necessary confidence of stakeholders, in
terms of the customers externally and the
employees internally, as well as the interests
of the general public. The system supports
the awareness of staff in the interests of
health and safety, both in the manufacturing
areas of the company and on the ground at
the construction site. In addition, it is a tool
for minimising the risk of accidents and
potential hazards to humans and the environment.
HAKOS is process-oriented. In the
process model, the company processes are
structured as follows:
• Management processes,
• Service processes and
• Support processes.
organisation‘s voluntary commitment to the
economy, environment and society, ensure
the long-term success of the HABAU GROUP.
The conscientious documentation of inspections
and audits conducted by our group
prevention officers, in addition to the targeted
analysis of accidents, near-accidents and environmental
damage through systematic root
cause analysis and appropriate follow-up,
drives the positive development of the HABAU
GROUP forward.
A wide variety of projects for the promotion
of health and safety with public stakeholders,
such as the Workers‘ Compensation Board
(AUVA) or the Pension Insurance Fund (PV)
contribute to the sustainability of employment
in the corporate group.
Order and cleanliness characterise our construction
sites. The HABAU GROUP presents
itself as a trustworthy partner to all stakeholders.
The effectiveness of the corporate
governance of the organisation is evaluated
at regular intervals by senior management
CONTINUOUS
IMPROVEMENT
INTERNAL
PROJECTS
YEARLY
PLANNING
GROUP AUDIT
STRATEGY
DEVELOPMENT
EMPLOYEE
DEVELOPMENT
ORGANISATION
MARKET
MAINTENANCE
PRODUCTION
WELDING
TECHNOLOGY
ACQUISITION IMPLEMENTATION WARRANTY / PRODUCT GUARANTEE
FINANCIAL
ACCOUNTING
COST CONTROL
MATERIAL &
EQUIPMENT
AVAILABILITY
TRANSPORT LOGISTICS
CONSTRUCTION CIVIL ENGINEERING PREFABRICATED CONSTRUCTION
PIPELINE CONSTRUCTION
STATIONARY EQUIPMENT
GENERAL
CONTRACTING
FINANCIAL
MANAGEMENT
MEASUREMENT
LABORATORY
RESOURCE
SECURITY
HUMAN
RESOURCES
INFORMATION
TECHNOLOGY
QUALITY
ENVIRONMENT
HEALTH &
SAFETY
STANDARDS
DOCUMENTATION
TEST
EQUIPMENT
LAW
CONSTRUCTION
INSURANCE
PURCHASING
CREDIT
MANAGEMENT
Chart: HAKOS
process model
Level: 1
Our service processes are based on the
value chain of the construction process and
ensure high and continuous quality while
taking full account of environmental aspects.
Our service processes are divided into:
• Acquisition,
• Construction implementation and
• Warranty.
Further development of the management
system is characterised by the number
of additional and annually revised control
documents. The dedication and expertise
of the various teams, coupled with the high
level of support of all staff involved for the
and subsequent corrective action is taken
within a continuous improvement process.
The following criteria are considered:
• Changes that could affect the integrated
management system
• Comments from interested parties, including
complaints
• Reports of accidents
• Assessment of compliance and the changes
in legal requirements for products,
services and facilities
• Evaluation of environmental performance
• Results from reports of the factory inspectorate
(Arbeitsinspektorate) and group
prevention officers
HAKOS Integrated Management System
21

• Results from hazard identification and
assessment
• Results from quality control
• Results of internal and external audits
• Knowledge gained from training, health
and safety, and environmental events
• Follow-up of management reviews
(health and safety, environment and quality)
• Internal and external recommendations
for improvement
• Process performance and product conformity
• Feedback from stakeholders
• Status of preventive and corrective measures
• Degree of implementation of corporate
objectives
The effectiveness of HAKOS is measured
using management reviews, through inspections
by project and construction managers,
through the review visits of HABAU GROUP
prevention officers, as well as through internal
audits.
ACQUISITION
IMPLEMENTATION CONSTRUCTION PROJECTS
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
SITE COST CONTROL
CUSTOMER SERVICE
Figure: HAKOS process
model, second level: performance
processes
building construction projects
MARKET DEVELOPMENT
PRE-QUALIFICATION
TENDERING
CONTRACTING
WORK PREPARATION
PLANNING
CONSTRUCTION
IMPLEMENTATION
PROCUREMENT
DOCUMENTATION
HANDOVER
EVALUATION / COMPLETION
DEFECT DETECTION
DEFECT ELIMINATION
PROCUREMENT
ARCHIVING
FINALISATION
ACQUISITION
IMPLEMENTATION CIVIL ENGINEERING PROJECTS
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
SITE COST CONTROL
CUSTOMER SERVICE
Figure: HAKOS process
model, second level:
performance processes
civil engineering projects
MARKET DEVELOPMENT
PRE-QUALIFICATION
TENDERING
CONTRACTING
WORK PREPARATION
CONSTRUCTION
IMPLEMENTATION
PROCUREMENT
DOCUMENTATION
HANDOVER
EVALUATION / COMPLETION
DEFECT DETECTION
DEFECT ELIMINATION
PROCUREMENT
ARCHIVING
FINALISATION
ACQUISITION
IMPLEMENTATION FINISHED PRODUCT PROJECT
WARRANTY
CUSTOMER SERVICE
CUSTOMER SERVICE
PROJECT EXECUTION
CUSTOMER SERVICE
Figure: HAKOS process model,
second level: performance
processes Prefabricated
structure projects
MARKET DEVELOPMENT
PRE-QUALIFICATION
TENDERING
CONTRACTING
PRODUCTION
TRANSPORT
PROCUREMENT
DOCUMENTATION
INSTALLATION
HANDOVER
EVALUATION / COMPLETION
DEFECT DETECTION
ARCHIVING
DEFECT ELIMINATION
FINALISATION
22
HAKOS Integrated Management System

7. Through the structural, organisational and
substantive anchoring of corporate
social responsibility (CSR) as a management
tool within the corporate structure, the HA-
BAU GROUP is deeply aware of its social and
environmental responsibilities as a co-creator
of current and future societies. It is crucial
to maintain a balance between economy,
environment and social commitment. The
coherence of these three pillars, upon which
a living corporate social responsibility (CSR)
is based, is a guarantee for the productivity
and sustainability of a company.
The companies of the HABAU GROUP have
always embraced the values which in today‘s
language are known collectively as CSR.
The development of the HABAU Hoch- und
Tiefbaugesellschaft m.b.H., into the efficient,
internationally active HABAU GROUP, has
played a central role in this.
Corporate Culture
Management & Corporate Culture in the HABAU GROUP
7.1 The guiding values of the
HABAU GROUP
Corporate culture is always a difficult concept
to influence. It plays a central role in the daily
life and behaviour of all employees, but is
especially relevant for managers.
The HABAU GROUP started to develop
enterprise-wide leadership values in 2006.
They are more than just printed paper. Within
the framework of management development
programmes, they were taken on board with
energy and substance by all participants. An
internal study in 2008 showed that as a result
of broad participation in this process, almost
all managers incorporate these values in
their daily activities.
The guiding values of HABAU GROUP are:
• Network awareness and action
• Integrity
• Financial awareness and action
• Empowerment
These guiding values serve as guidance to all
managers in their daily activities. They include
aspects of leadership as well as dealing
with customers and suppliers. They also
determine the environmental responsibility
of our leaders.
Extract of the HABAU
GROUP management
guidance booklet
“The guiding values are set out in the HABAU
GROUP guidance booklet, designed together
with the company executives as part of the
development process. In addition, the content
of leadership training seminars is frequently
updated and assists in the often difficult task
of everyday management.” 7.
Management & Corporate Culture in the HABAU GROUP
23

7.2 Corporate governance
Management responsibility
The management of HABAU Hoch- und
Tiefbaugesellschaft m.b.H. has developed
and implemented a mission statement and
a set of policy principles on the basis of their
visions. These relate to the expectations and
needs of the stakeholders of the HABAU
GROUP in relation to the commitments they
have pledged concerning health and safety,
environment and quality and the implementation
of strategic business objectives.
The vision of the HABAU GROUP – Today, we
build for tomorrow - is permanently displayed
on all construction vehicles and all
printed materials and promotional items.
The mission statement and set of policy
principles are communicated to staff through
their open access to HAKOS and through the
HABAU GROUP management guidance booklet.
These are further reviewed in leadership
and team discussions and shared by managers
with their staff. This results in an appropriate
understanding of the achievement and
maintenance of the derived business goals.
The qualifications and professional experience
of our employees are the guarantee for
the success of the HABAU GROUP. The duties
and responsibilities of each employee in the
organisation are clearly defined and understandable
from the organisational chart.
We identify the legal requirements for our
services, primarily from the following legal
principles:
• Temporary Employment Act (AÜG)
• Employee Protection Act (ASchG)
• Construction Workers Protection Regulation
(Bau-V)
• Construction Coordination Act (BauKG)
• Industrial Code (GewO)
• Environment
Ensuring compliance with the requirements
of the overriding laws, regulations and standards
is integrated into the individual business
processes, including the corresponding
monitoring of performance.
During the financial period 2010 - 2012 there
were no criminal proceedings or civil actions
taken against the HABAU GROUP.
7.3 Open communication with
stakeholders
Focus on the expectations and needs of
the stakeholders of the HABAU GROUP
A continuous process for determining the
needs and expectations of stakeholders in
the HABAU GROUP is achieved:
• through on-going contact with the stakeholders
of the company (industrial
companies, public servants and private
individuals),
• as part of on-going feasibility studies and
risk assessments of customer inquiries
and order processing procedures, and
• in the form of a permanent monitoring of
the marketplace.
Information for a dialogue with stakeholders
is obtained, for example, from customer
complaints and grievances as well as
suggestions from interested members of the
general public. In-coming complaints are
dealt with by the divisional manager or site
manager and checked as quickly as possible
for any discrepancy against the respective
construction contract. If the HABAU GROUP
agrees to accept a liability, remediation costs
are defined and corrective action is professionally
carried out in coordination with the
customer.
The assessment of warranty and other
defects are part of the regular seminars held
for building supervisors and construction
engineers, and of safety committee meetings
and the annual management reviews
Internal Newsletter
“HABAU aktuell“
24
Management & Corporate Culture in the HABAU GROUP

Customer complaints and suggestions from
interested members of the general public
that indicate systematic errors in the organisation
as the cause and require corrective or
preventive action, are dealt with and decided
upon by the leadership team within the senior
management of the HABAU GROUP. This
board ensures implementation and monitoring
for any the corrective measures that are
established as a consequence.
The HABAU GROUP pursues and provides
an active and open communication policy
towards its stakeholders.
The aim is to uphold continuous dialogue in
order to strengthen confidence in the companies
within the HABAU GROUP as reliable
partners. The HABAU GROUP is committed to
substantive completion, objective and timely
reporting. Customers, employees, shareholders,
partners and suppliers, research institutions,
media and society are all identified
as major stakeholders in HABAU GROUP.
Responsibility means shaping - our active
contribution to the various organisations.
For the HABAU GROUP, management and
company ethics mean also assuming responsibility
within higher-level organisations.
In relation to this, executives of the HABAU
GROUP have played a key role as active participants
for many years.
The HABAU GROUP is an active member
in developing the interests of the following
groups:
HABAU GROUP
Stakeholders
Customers
Employees
Shareholders
Suppliers
Research Establishments
Media
Society
Annual Report c p c c p c p
Sustainability Report c c c c c c c
Press Releases c p c p p c c
Customer Information
(Brochures)
c p c - - - -
Websites c c c c c c c
Exhibitions p p c p p p p
Internal Newsletter
(HABAU aktuell)
- c c - - - -
Internal Conferences and Events - c p - - - -
Cooperation p p p p p p p
Communications
Matrix of the HA-
BAU GROUP and the
stakeholders of the
corporate Group
Legend:
p = partial
c = complete
Management & Corporate Culture in the HABAU GROUP
25

Austrian Standard Institute
Deutsche Handelskammer in Österreich
(AHK) • www.oesterreich.ahk.de
Company Function Address Contact person
Ing. Gerhard Wohlmuth,
Chairman of the Standards Committee
Nr. 193 Baumaschinen
none
Heinestraße 38,
1020 Vienna
Schwarzenbergplatz 5, Top 3/1,
1030 Vienna
Ing. Gerhard Wohlmuth
Dr. Karl Steinmayr
Gesellschaft für Ökologie und Abfallwirtschaft none Reichelgasse 1, 7202 Bad Sauerbrunn ppa. Ing. Herbert Ramsauer
Gesellschaft zur Pflege der Straßenbau
technik (GESTRATA) • www.gestrata.at
International Pipeline & Offshore Contractors
(IPLOCA) • www.iploca.com
Österreichische Arbeitsgemeinschaft zur
Förderung der Qualität – Arge Qualitätsarbeit
(ÖQA) • www.qualityaustria.com
Österreichische Forschungsgesellschaft
• www.fsv.at
Österreichische Forschungsgesellschaft -
Straße - Schiene - Verkehr
Richtlinien für Verkehr und Straße-Auschuss
Österreichische Gesellschaft für Baurecht
(ÖGEBAU) • www.oegebau.at
Österreichische Gesellschaft für Straßen- und
Verkehrswesen (GSV) • www.gsv.co.at
BR h. c. Dipl.-Ing. Karl Trauner
(President 2011)
none Karlsgasse 5, 1040 Vienna ppa. Ing. Gerhard Wasicek
none
DI Georg Hunger,
Committee Member
Occupant Restraint Systems
Chemin d. Blandonnet 2, 1214 Venier/
Geneva (Switzerland)
Gonzagagasse 1/27, 1010 Vienna
BR h. c. Dipl.-Ing. Karl Trauner
ppa. Ing. Walter Preisinger /
Ing. Alfred Barth
none Karlsgasse 5, 1040 Vienna N.N.
Karlsgasse 5, 1040 Vienna
DI Georg Hunger
none Heinestraße 38, 1020 Vienna BR h. c. Dipl.-Ing. Karl Trauner
none Marxergasse 10, 1030 Vienna BR h. c. Dipl.-Ing. Karl Trauner
Österreichische Vereinigung für Beton- und
Bautechnik • www.ovbb.at
TR Dipl.-Ing. Anton Karner
Board Member
Karlsgasse 5, 1040 Vienna
TR Dipl.-Ing. Anton Karner /
ppa. Ing. Gerhard Wasicek
Österreichischer Baustoff-Recycling Verband
(BRV) • www.brv.at
Österreichischer Güteschutzverband
Recycling Baustoffe (GSV) • www.brv.at/gsv
Österreichischer Verein für Altlastenmana
gement (OVA) • www.altlastenmanagement.at
Österreichischer Wasser- und Abfallwirtschaftsverband
(ÖWAV) • www.oewav.at
none Karlsgasse 5, 1040 Vienna Dipl.-Ing. Christian Letz
none Karlsgasse 5, 1040 Vienna BR h. c. Dipl.-Ing. Karl Trauner
none
Gregor Mendlstraße 33, 1180 Vienna
ppa. Ing. Herbert Ramsauer /
Dipl.-Ing. Christian Letz
none Marc Aurel Straße 5, 1180 Vienna Dipl.-Ing. Christian Letz
Rechts- und Versicherungsausschuss (VIBÖ) none Schaumburgergasse 20, 1040 Vienna
Verband österreichischer Beton- und Fertigteilwerke
(VÖB) • www.voeb.at
none
Kinderspitalgasse 1/3, 1090 Vienna
ppa. Mag. Bettina
Schatzl-Huemer
ppa. Ing. Walter Preisinger /
Ing. Alfred Barth
Verein der Freunde der katholischtheologischen
Privatuniversität Linz
Vereinigung Industrieller Bauunternehmungen
Österreichs (VIBÖ) • www.viboe.at
Vereinigung österreichischer Bohr-, Brunnenbau-
und Spezialtiefbauunternehmugen
(VÖBU) • www.voebu.at
Vereinigung österreichischer Industrieller,
Wien • www.iv-net.at
Wirtschaftsforum der Führungskräfte (WdF)
• www.wdf.at
Wirtschaftsverband Oberösterreich (Bezirk Perg)
• www.wirtschaftsverbandoberösterreich.at
Wirtschaftskammer, Fachausschuss Berufsausbildung,
Weiterbildung, Forschung
Wirtschaftskammer, Fachausschuss
Expertengruppe Bildung und Arbeit - Sparte
Industrie WKO OÖ
Wirtschaftskammer, Fachausschuss
Preis- und Indexfragen
BR h. h. Dipl.-Ing. Karl Trauner
Board Member
none Bethlehemstraße 20, 4020 Linz Dr. Karl Steinmayr
none
none
Schwarzenbergplatz 4, 1031 Vienna
Wolfengasse 4/8, 1010 Vienna
Schwarzenbergplatz 4, 1031 Vienna
BR h. c. Dipl.-Ing. Karl Trauner /
Dr. Karl Steinmayr
ppa. Ing. Ludwig
Leonhartsberger
BR h. c. Dipl.-Ing. Karl Trauner /
Dr. Karl Steinmayr /
TR Dipl.-Ing. Anton Karner
none Lothringerstraße 12, 1030 Vienna Dr. Karl Steinmayr
none
Landstraße 36/2, 4020 Linz
ppa. Bmst. Ing. Dietmar
Halatschek
none Schaumburgergasse 20, 1040 Vienna DI Karl Fröschl
none Schaumburgergasse 20, 1040 Vienna DI Karl Fröschl
none
Schaumburgergasse 20, 1040 Vienna
Dr. Günter Kaufmann /
Dr. Christian Maier /
DI Karl Fröschl
Wirtschaftskammer, Geräteausschuss none Schaumburgergasse 20, 1040 Vienna Ing. Gerhard Wohlmuth
Wirtschaftskammer Österreich,
Geschäftsstelle Bau, AS Arbeitssicherheit
• www.bau.or.at
none Schaumburgergasse 20, 1040 Vienna Ing. Markus Roubin
26
Management & Corporate Culture in the HABAU GROUP
Membership Associations
of HABAU Hoch- und Tiefbaugesellschaft
m.b.H.

Environment
The environmental responsibility
of the HABAU GROUP
All of the HABAU GROUP companies place
utmost importance on the complete fulfilment
of ecological responsibilities they
have towards the environment. Against this
background the HABAU GROUP pay meticulous
attention to taking the appropriate action
to avoid and mitigate negative impacts on the
environment. Life-cycle assessments (LCA),
which measure the impact of a construction
project over its entire life-cycle (planning,
construction, operation, decommissioning),
are becoming increasingly significant.
In preparation for the forthcoming certification
according to ONR 192 500, the HA-
BAU Hoch- und Tiefbaugesellschaft m.b.H.
identified all sources of consumption as a
first step to more detailed analysis. In the
next step, the sources of consumption for the
subsidiaries will be recorded. Step three and
four include the quantitative measurements
of CO ² emissions in order to obtain a basis
for accounting for the carbon footprint of the
HABAU GROUP.
quickly and efficiently as possible, to evaluate
them and use the results obtained in
routine standardised processes within our
organisation system (HABAU organisation
system = HAKOS) as well as take advantage
of synergies.
Several such actions have already been
implemented to provide a solid foundation,
and need to be further coordinated and
selectively refined. In addition, LCA will be
developed into a strategic management tool
that can be used for the purposes of responsible
thought and action. Thus in the future,
values may be considered in tendering which
are not primarily measured in monetary
terms. This should lead to more innovative
approaches and developments in the HABAU
GROUP.
Environmental measures are not necessarily
uneconomic!
8.
An LCA for a building project takes into
account the full impact on the environment
over the entire life cycle, from planning and
construction, to operation and on to final
decommissioning. Our goal is to capture all
relevant life cycle assessment metrics, as
28
Environmental Responsibility of the HABAU GROUP

8.1. Green is the colour – HABAU
GROUP products with a pledge to
sustainability
8.1.1 The eco 2 building
“It’s almost impossible to be more sustainable.“
Using this slogan the HABAU Hoch- und
Tiefbaugesellschaft m.b.H. and its project
partners in industrial and commercial buildings
advertise the efficient passive house
standard. But not only that, the customer
gets an individually designed building and
rapid construction time, all under one roof.
This is the basic idea behind a project funded
by the European Union (EU). Combining
these advantages in the offer was a great
challenge but was solved by the eco²building
project partners in an innovative way.
Our cooperation in sustainability includes the
following experienced partners:
• ebök Institut für angewandte Effizienzforschung
GmbH, Tübingen, Germany
• Poppe*Prehal Architekten ZT GmbH,
Steyr, Austria
• Ochs GmbH eco²building-Partner for
Northern Germany, Kirchberg, Germany
• WIEHAG GmbH, Altheim, Austria
An “eco²building“ is intelligent and forwardlooking,
in particular for the following reasons:
• Uses predominantly renewable raw materials;
• Minimal heating and cooling energy
requirements (only 10% compared to conventional
buildings);
• Isolated from the risk of energy price
increases;
• Heat generation from biomass (wood chip
heating with microturbo generator power
option);
• Pre-installed connections for photovoltaic
system
• Track connection saves 50 tonnes of CO ²
per year;
• Ideal natural day lighting;
• Balanced room climate and clean air for
motivating working conditions;
• High level of identification for employees
and surroundings with the building, because
it reflects the corporate identity of
the company;
• Sustained usefulness and value of the
building:
• Almost 100% recycling of timber components.
And the result has been rewarded with numerous
nominations and awards:
• Nomination for the Austrian State Prize
for Architecture and Sustainability 2010,
and
• Awards of the Climate Protection Award,
2009, the Trigos Austria Award 2009 and
The Energy Globe 2009.
Federal Minister, Nicholas Berlakovich
distinguished the eco²building as a “climate:
active passive house“. This gave the project
1,000 out of 1,000 possible points.
10000
5
8000
6000
4000
2000
0
Clay Blocks
XPS
Plasterboard
Disposal
Diesel for Machinery
Electricity
Transport
Screws
Chipboard
Mineral Wool Insulation
Sawn Timber
DPM
OSB
4
3
2
1
0
Reduction of burden for humans and environment
Quality assurance from conception to completion
End user comfort
Longevity
4,43 4,05 5,00 4,50 5,00 4,00 4,45
Safety
Connection to infrastructure
OVERALL RATING
-2000
Eco
2
building
Conventional
Comparison of
eco 2 building and conventional
structure relative to
global warming potential
(kg CO2 equivalent)
-1
Tested by Arge Total Quality;
The rating scale ranges from -2 to
+5 Points. A score of 0 corresponds
roughly to the average
-2
Environmental Responsibility of the HABAU GROUP
29

The success formula of the eco²building
system is: ecological x economical =
eco²building. This includes the “pillars“ of
sustainable building:
THE ENVIRONMENT:
• Spectacular energy balance: 90% savings
on heating and cooling requirements
through optimised energy efficiency and
building services concept;
• Structural support, roof, ceiling and wall
panels from the CO ² -neutral building
material wood.
THE ECONOMY:
• Secure financial planning through fixed
price offer;
• Turnkey solution by contractor – onestop-shop;
• Energy security – guaranteed lower
customer operating costs compared to
conventionally construction.
THE INDIVIDUALITY:
• Modular construction system, which is
completely adapted to the needs of the
customer
• Focused on cost-effectiveness through
simultaneous verification of the corporate
designs of the customer;
• Readily expandable design.
THE SPEED:
• Significantly reduced planning time
through in-house developed planning
software;
• 30% reduction in implementation phase
due to a high degree of prefabrication.
HIGH QUALITY AND VALUE:
• Best quality of workmanship by experienced
project partners each providing
comprehensive quality management.
The eco²building sets a new standard in environmentally-friendly,
industrial and commercial
construction. Due to the passive house quality,
eco²building has a spectacular LCA and achieves
a reduction of 90% on heating and cooling
needs by optimising the energy efficiency and
building services concept.
Eco²buildings are already equipped to the requirements
of the European Buildings Directive
2021. The advantages: financial planning by
offering a fixed price, complete reliability from a
fully entrepreneurial single source, best workmanship
by expert project partners with total
quality management, and a fixed delivery date
– all guaranteed by HABAU Hoch- und Tiefbaugesellschaft
m.b.H.
For more information about the sustainable
concept of eco²buidings see the project
homepage: www.eco2building.at
1000000
900000
800000
eco²building
conventional building
Operating costs over 30 years with
annual energy cost increases taken
into account.
700000
600000
500000
400000
Energy costs in EURO
300000
200000
100000
0
3% 4% 5% 6% 7% 8% 9% 10%
Rate of Increase of Energy Costs
30
Environmental Responsibility of the HABAU GROUP

8.1.2 Mc Smile – the smart clay block
house from HABAU
A further sustainable building project of
the HABAU GROUP is the Mc Smile house,
specially developed for the area of Upper
Austria. This can be produced as a standard
design or individually planned home to lowenergy,
lowest-energy and passive house
standards.
The Mc Smile standard design houses are
built to last for generations using sturdy
solid clay block construction that not only
gives the durability and stability of solid
construction, but also imparts excellent
indoor climate due to the clay block walls.
The Mc Smile clay block house thus creates
a stable relaxing living environment.
This traditional Austrian operation now uses
the same build quality for private homes
that it has applied to roads, office buildings,
industrial plants, skyscrapers, bridges and
pipelines for nearly 100 years of history.
The low energy consumption of a Mc
Smile house helps to save energy. Whether
to low-energy, lowest-energy building or
right through to passive house design, the
Planning Department of HABAU Hoch- und
Tiefbaugesellschaft m.b.H. will design and
construct the house to the desired energy
standard, making every effort to use the
most environmentally friendly methods.
The Mc Smile standard series offers affordable
house design and a proven architectural
concept.
This allows efficient environmental and
economical buildings to be built.
For more information about the concept of
the sustainable Mc Smile house, see the
project homepage: www.mcsmile.at.
The HABAU Hoch- und Tiefbaugesellschaft
m.b.H. uses ecological, professional building
materials based on individual needs.
Especially in building a private house,
expert advice is essential. Environmental
aspects must be incorporated in a natural
manner.
Single family home in Saxen
Pool house in Grein Single family home in Grein McSmile Standard Series in Putzleinsdorf
Environmental Responsibility of the HABAU GROUP
31

Passive House
Universumstraße,
Vienna @ lisa rastl
8.1.3. A swinging pleated skirt with a
difference – Eco architecture
Commissioned by one of the two shareholders
of the HABAU GROUP, contracted to Heindl
Holding GmbH and designed by querkraft
architekten, this apartment building, located in
Vienna Brigittenau was completed in January
2011. The spectacular architectural style
sweeps away the fusty old idea that the very
best energy figures are only reached by means
of a compact, simple and unimaginative cube
with tiny peepholes. To many builders and architects,
the requirements for housing subsidy
grants appear to be too rigid. The scope often
appears too narrow to create architecturally attractive
spaces and the one-sided focus on the
passive house standard seems unimaginative.
Nevertheless, behind the passive house concept
there is more to than just an eco-slogan!
The passive house is encouraged under the
building policy of all the Austrian federal states
for good reason.
The apartment building is designed as an energy-saving
comfort house. The term comfort
house comes from a particular technical house
concept. In the usual passive house, heating
energy is supplied via the air, which allows
little or no individual control for the tenant. In
addition, the air in winter becomes extremely
dry. To make the individual room temperature
controllable, in addition to the fresh-air ducts,
underfloor-heating was installed and each
room furnished with a room thermostat. This
also allows the underfloor heating to provide a
mild cooling of the rooms in the summer, using
two groundwater wells as a cooling medium.
The simple and effective architectural principles
of the passive house, built by HABAU
Hoch- und Tiefbaugesellschaft m.b.H. (with
an extended scope of building construction)
achieve a high quality of living against accents
of urban building design. The façade insets and
the alternating forward and recessed terraced
parapets create diamond-shaped balcony
areas, which provide maximum privacy. The
bottom-up graded colouring, from orange to
light yellow, combined with the dynamic “zigzag
band“ of the balconies, give the building a
very special and memorable appearance that is
visible from afar.
The ratio between the outer surface and
volume is extremely advantageous, and the
surface area is 27% lower than the building
shape originally provided for in the development
plan. Both are key factors in its compactness
that match the requirements of a
“climate:active, passive house“.
Together with a sophisticated heating and
ventilation system and environmentally
friendly building materials, the building
meets the required technical standard for
passive house design.
Explanation: Climate: active, Passive
House
The Austrian building standard “klima:aktiv”
(climate: active) includes four evaluation criteria,
which give a maximum score of 1,000
points:
1. Planning and execution:
• Infrastructure in the vicinity of the building
location (proximity to schools, public
transport), presence of bicycle stands;
• Free of obstructions.
2. Energy and utilities:
• Energy efficiency;
• Low heat and water requirements;
• Low running costs.
3. Building Materials and Construction:
• Ecological building materials (low contamination
of the indoor air and minimisation
of environmental impact during
production and disposal).
4. Comfort and indoor air quality:
• Fresh air supply;
• Internal temperature;
• Humidity.
In addition, in the category of “New Residential“
there are three levels (bronze,
silver, and gold), whereby in the gold standard
the criterion for “energy supply“ corresponds
to the Passive House standard of
the Passive House Institute in Darmstadt,
Germany.
32
Environmental Responsibility of the HABAU GROUP

Sustainability facts and figures for
the apartment building in Universumstraße:
• Climate: active, gold standard, with 918
out of 1,000 possible points
• Heating system: ground-water heat
pump (space heating and hot water)
• Primary energy demand for heating,
water heating and auxiliary power for
heating and ventilation: 36 kWh / m² UFA
(UFA = usable floor area)
• Climate:active requirement: ≤ 65 kWh /
m² UFA
• Heating energy: 15 kWh / m² UFA
• Climate: active requirement: ≤ 15 kWh /
m² UFA
• Air leakage: n50 = 0.29 h-1
• Climate: active requirement: n50 ≤ 0.6
h-1
• Average U-value: 0.317 W/m²K
• Building footprint: 906 m²
• Residential space: 3,715 m²
• Office space: 1,110 m²
8.2. Careful use of resources- for
resale and recycling of internal
requirements
The HABAU GROUP HQ in the Naarner
Straße site in Perg, is home to the precast
concrete plant, the construction yard, and
the central storage area and workshop. It is
also the location for the implementation of
a number of key initiatives in environmental
responsibility. An outstanding example
is the on-site heating system. As a result,
a huge reduction in fuel consumption and
massive increases in sustainability have
been achieved.
8.3. Saving while driving - fuel and
reduced CO ² emissions through
environmentally conscious concepts
in transport and logistics in
the HABAU GROUP
A company in the construction industry makes
intensive use of construction equipment
as well as company cars and trucks, and it is
difficult to avoid high fuel consumption and
CO ² emissions. However, it is possible to take
action in these areas and effect significant
reduction.
The HABAU GROUP has introduced a number
of innovative sustainability initiatives in these
areas. Care is taken in particular to look at
sustainability, alongside quality and price,
when buying new cars, trucks and construction
equipment. Fuel consumption and CO ²
emissions are important parameters in the
purchasing decision.
As a strategic measure for sustainability, in
the area of logistics and transport, the HA-
BAU GROUP took over the transport company
Fuchs Transport-Logistik GmbH in 2008. This
has primarily strengthened company expertise
in transport logistics, but has also added
to sustainability by introducing the potential
for round-trips into building projects, thus
making them more environmentally friendly.
For example, empty runs are compensated
by contracting freight transport from third
parties, which otherwise would be prohibited
for a construction company. This brings both
economic and environmental benefits for the
HABAU GROUP and the customers of Fuchs
Transport-Logistik GmbH.
The primary objective was to reduce LPG
use as much as possible and to replace it
using available waste oil. Before the construction
of a waste oil heating system,
the waste oil was used for evaporation in
concrete hardening. If this was not technically
required, the waste oil was disposed
of uselessly. Through this novel environmental
initiative, 100% of waste oil is used,
entirely replacing the LPG. Thus the disposal
of used oil at this site could be reduced
by approximately 100,000 litres each year,
significantly reducing CO ² emissions.
This innovative heating system is just part
of the HABAU GROUP sustainability strategy.
With current operations and future plans,
the management makes a positive impact
on the environment. A further environmental
initiative relates to the protection of side
embankments, when reclaiming gravel pits,
if breeding birds nest there.
Environmental Responsibility of the HABAU GROUP
33

Fuchs Transport-Logistik
GmbH and HABAU
Hoch- und Tiefbaugesellschaft
m.b.H. have
received the climate
protection award.
8.3.1. Sustainable road transport
measures save over 70,000
litres of diesel and reduce CO ²
emissions
The driver is always a decisive factor in road
transport. The HABAU GROUP has consistently
operated a highly qualified and above all permanent
team of committed drivers, who are
constantly trained in safe driving techniques. A
key focus in the HABAU GROUP is to ensure an
environmentally friendly driving style.
This focus is documented through a sustainability
project that has been carried out in recent
years. Following driving style training for
safety and fuel economy with about 40 truck
drivers, it was possible to achieve a 5% saving
in fuel consumption and CO ² emissions.
The total savings in this area through environmentally
friendly driving are enormous and
represent approximately 35,000 litres of diesel
fuel per year, not to mention less strain on the
environment.
In 2011, 11 Euro class 3 trucks were exchanged
for new models to Euro 5 class EEV.
This allows further savings of about 37,000
litres in diesel consumption to be achieved as
well as CO ² emissions.
With the resounding success of this project
Fuchs Transport-Logistik GmbH was presented
an award for its expertise in climate
protection by the Republic of Austria.
But the HABAU GROUP is not resting on its
laurels with this award. Other environmental
initiatives are currently undergoing operational
trials. Amongst them a bio-energetic
fuel-saver for trucks will be tested. The expectations
are aimed at further fuel and CO ²
savings of 5 to 10% and a strong reduction in
other pollutants.
Additionally driving style will be evaluated
through a vehicle driver management system.
The aim is to identify emission reducing
measures when braking, accelerating and
changing gears. The test period runs from
March to August 2012.
A role model in this area, who upholds
environmental action in everyday life, is the
director of Transport-Logistik GmbH and
manager of the HABAU GROUP construction
yard, Wolfgang Breinesberger. With
his Peugeot 508, the first company car with
diesel hybrid drive, he saves fuel and reduces
pollutants. This is another step towards
providing a sustainable future.
But it is not just with vehicles that environmental
action is being taken. As part of an
energy assessment at the Naarner Straße
site in Perg, improvements to the heating
and gas radiators were carried out.
8.4 Green IT – environmental action
in the area of information technology
Many businesses are not aware that information
and communication technology (ICT)
influence a high proportion of environmental
factors. For example, through the rise of
the Internet, global electricity consumption
doubled over the last decade. In particular, a
large proportion is incurred by the cooling of
IT equipment.
The HABAU GROUP also sets out sustainability
standards in the area of green IT.
Housing of a large part of the central servers
in the Perg centre has been transferred to
the Green Data Centre at the Perg Technology
Centre.
Server consolidation using virtualisation
(VMWare) has replaced many physical servers,
which generate heat and which would
otherwise usually be cooled with high power
consumption. With the programmes Citrix and
ThinClients further power is also saved at employees‘
desks. Thin Clients consume much
less power and produce much less heat in the
workplace. This in turn relieves the load on
the air conditioning units, in itself leading to
an additional reduction in power consumption.
At present a new printer concept is being tried
out, which will also bring an environmental
advantage. “FollowMe Printing” promises to
reduce print volume between ten and twelve
per cent with shared printers, by ensuring
that the print command is authenticated separately
by each user.
34
Environmental Responsibility of the HABAU GROUP

8.5. Awareness as a key - The HABAU
training concept for environmentally
friendly behaviour
For the achievement of sustainability, it is
paramount to engage the broad participation
from as many employees as possible
in environmentally friendly behaviour. The
HABAU GROUP is aware that this can only
be realised through a long-term process of
sensitisation.
Concrete m³
From H.B. Beton
From Others
Total
FY 2011/2012 4,853.00 97,339.60 101,192.60
FY 2010/2011 49,640.30 35,932.04 85,572.34
FY 2009/2010 24,907.00 44,148.00 69,055.00
Environmentally friendly behaviour by employees
is required through numerous statements
within the integrated management
system HAKOS. One such example found in
HAKOS is the production of waste management
plans for each construction project.
Fuel in Liters
HABAU Hoch- und
Tiefbaugesellschaft
m.b.H.
Fuchs Transport-
Logistik GmbH
Total
An extensive environmental training plan
ensures that these documents are actually
implemented. This is backed up by keynote
speeches, given by members of the
environmental management team, as part
of site manager meetings, and the content
deepened and anchored by further training.
Similarly, foremen and supervisors, who as
operational managers take on responsibility
for the sites, are trained by the same system
in environmental issues.
Furthermore, it is planned, and already partially
implemented, that this environmental
training shall be integrated into the standardised
personnel development concept of the
HABAU GROUP. In the next few years, all employees
of the HABAU GROUP will go through
this training procedure.
FY 2011/2012 3,253,891.45 454,414.94 3,708,306.39
FY 2010/2011 4,461,549.02 550,113.92 5,011,662.94
FY 2009/2010 4,709,914.27 495,146.79 5,205,061.06
The above table shows the building productivity
and the consumption of resources
by means of two principal figures. The
following table presents a simplified overview
of the acquired and transferred waste
for 2011. Discharges to the groundwater or
watercourses are not shown.
Concrete and fuel
quantities (all figures
for HABAU Austria
– without working
groups)
Übergabe Construction Waste 83,249.31 t
Transferred
Excavation
Waste Oil
294,992.52 t
4 t
Thus, a further step towards environmentally
friendly behaviour has been taken, continuously
supported by greater awareness.
Acquired
Other Wastes
Excavation
Construction Waste
5,000 t
224,427.25 t
61,664.25 t
Waste Oil
10 t
8.6. The generation of waste - sustainable
waste management in the
HABAU GROUP
The following table shows the amount of
concrete cast in cubic meters compared to
the consumption of fuel in litres.
It is evident that the sustainable management
of waste in the HABAU GROUP
is bearing fruit. Despite increased building
productivity, which is clear from the
amount of concrete cast shown below, fuel
consumption was substantially reduced
over the same period.
All waste arising in the Federal Republic of
Austria is transferred to authorised regional
collection sites and waste handlers. No
waste is imported or exported.
Total weight of waste
by type and destination
in 2011
Environmental Responsibility of the HABAU GROUP
35

8.7 Green awareness – competition
for the best environmental ideas
A further element in the quest to reduce
CO ² emissions, waste, fuel and electricity
consumption and encourage environment
friendly behaviour is the creation of the
“Green Idea Exchange“.
All employees of the HABAU GROUP will be
asked to submit their ideas on environmental
protection and sustainability. An expert panel
will select the best proposals, assess their
sustainability and initiate implementation.
The most creative suggestions will be put on
display and receive awards.
36
Environmental Responsibility of the HABAU GROUP

9.
9.1 Another perspective on sustainable
development - tradition meets
modernity - 100 years of economic
success
A business operation must be financially
successful. This is the only way to sustain longterm
company survival. Nearly 100 years of
history confirm the sustainability of the HABAU
GROUP. The long period of financial success of
the HABAU GROUP is based on two core values:
tradition and modernity. The HABAU GROUP
remains a family business that owes its growth
to the two owning families, and to a modern
management and leadership style.
Economy
The financial and economic responsibility
of the HABAU GROUP
The table below shows the positive financial
growth of the last three years based on the
figures already accounted for at the time of
preparation of the sustainability report.
From the performance factors outlined below
the funding for voluntary donations can also be
read. These support non-profit social initiatives
and in turn contribute to social welfare.
FY 2008/09 FY 2009/10 FY 2010/11
External performance 727,000 822,000 907,000
All figures in
THOUSANDS OF
EUROS
Costs 710,700 804,200 887,900
Profit on ordinary activities (POA) 16,300 17,800 19,100
Staff costs 161,800 189,400 195,200
Tax (actual income tax, without charges and
local taxes)
4,095 2,800 6,900
Donations (excl. sports club sponsorship) 114 59 67
Local taxes to municipalities 2,806 2,880 2,970
9.
Financial and Economic Responsibility of the HABAU GROUP
37

9.2 Think globally, act locally: the
multibrand strategy of the HA-
BAU GROUP – strengthening
regional identity and loyalty
Over the last two decades, the HABAU
GROUP has grown into a construction
company that operates internationally.
Throughout this period, a clear multi-brand
strategy has always been recognisable. All
companies that have become part of the
group have not only retained their brand
names, but also their identities and have
been able to strengthen these further under
the combined umbrella. Regional sites have
also been maintained in the integration into
the corporate group because we are convinced,
now more than ever, that we have to
think globally as well as act locally.
With this strategy the HABAU GROUP
follows a special path within the construction
industry, one that is proving to be very
successful. The loyalty of employees can be
seen in the long-term staff retention in all
companies, and staff turnover is well below
the industry average.
As a result, the HABAU GROUP reserves the
best technicians and managers, and existing
knowledge and technical expertise are
thus secured for the future.
Customers benefit from reliable and consistent
partners and know their contact
person in the HABAU GROUP personally.
Employees are familiar with HABAU GROUP
business partners. The continuity of the
staff involved thus guarantees the identity of
the group and reflects the loyalty of employees
to their employer.
9.3 Don’t go out of town, buy here:
the economic responsibility of
HABAU GROUP in different regions
Economic responsibility is not just for the
company alone. The HABAU GROUP understands
its economic responsibility as an
employer and also as a regional partner for
the local economy.
companies. Here, too, regional partners
who want to develop long-term relationships
with the HABAU GROUP is preferred.
Without fair dealings with each other, such
long lasting connections would not be
made. The virtual absence of legal disputes
with our subcontractors testifies this image
of fair and mutually respectful dealings with
each other.
9.4 Accepting responsibility: PPP
- Public Private Partnership –
HABAU takes a new shared path
with the public sector
PPPs serve to fulfil public functions through
private involvement. A key part of the PPP
model is the use of private capital to bring
about the mobilisation of public projects.
This makes it possible for a contracting
authority to comply with mandatory or
voluntary public duties, without narrowing
the general and financial scope (budget) of
negotiations to more than what is absolutely
necessary.
PPPs are thus a very effective way to minimise
the net EU debt in accordance with the
Maastricht criteria.
Within the framework of PPP projects the
HABAU GROUP assumes responsibilities
that go far beyond a mere construction
process.
For society this usually results in added
value. As a PPP model is often either completely
or partially based on a functional
tender, construction companies have the
opportunity to plan and implement sustainability
measures on their own account.
In such models the HABAU GROUP plays
a significant role in the life cycle of a project
from the very beginning and therefore
- contrary to conventional construction
projects where the deliverables are usually
handed over completely to the contractors –
is required to plan and implement sustainable
action on its own initiative. The importance
of sustainable thinking and action is
increasing in all areas of the group.
A primary goal of the HABAU GROUP employment
policy is to hire employees within
each region in which an operating site is located.
This saves unnecessary travel times
for employees, but also avoids unnecessary
CO ² emissions.
This sustainable policy is also carried over
to the selection of suppliers and freight
38
Financial and Economic Responsibility of the HABAU GROUP

At present, the HABAU GROUP is involved
in two PPP projects: these are the by-pass
around the B4 Maissau and the establishment
of ÖBB Group Headquarters in Vienna.
Visualisation of the
ÖBB Group Headquarters:
© tomaselli.vs. /
Zechner & Zechner
B4 Maissau by-pass
Financial and Economic Responsibility of the HABAU GROUP
39

Responsibility
Social Responsibility for the HABAU GROUP
10.
The HABAU GROUP sees itself as a group
of companies operating internationally that
takes social responsibility for all internal
and external stakeholders.
In the HABAU GROUP, however, social
responsibility is not just about giving out
charitable donations here and there, but
about acting fundamentally in a socially
responsible manner and providing specific
help.
This often means that social projects in
the immediate or close environment of the
group are supported. Furthermore, the
HABAU GROUP operates under the slogan
“help others to help themselves“ and does
not just donate money or gifts in kind, but
provides active support and assistance.
10.1 Social problems are closer than
you think - the Social Fund of
the HABAU GROUP
The HABAU Social Fund is a long-established
and reliable tool for rapid and nonbureaucratic
assistance for employees in
extreme emergencies. The two partnership
families, of Halatschek and Heindl, annually
make a considerable sum of money
available to cut through red tape and help
in difficult situations. The workers‘ council
can anonymously make this money
available to employees to alleviate serious
financial problems due to illness, death or
hardship etc. due to unforeseen circumstances.
This cannot be a substitute for the
trauma or suffering that some may experience,
but at least it provides a measure
of support to help people to continue their
daily lives.
Another project that operates in the immediate
vicinity of HABAU GROUP is the
provision of a school bus.
The Austrian citizens and businesses
are model helpers. This is demonstrated
year after year through the organisation
of “Licht ins Dunkel“ (A Light in the Dark).
The HABAU GROUP is also a contributor to
this campaign.
The SOS Children‘s Villages is without a
doubt a very deserving cause. They give
many children a new home and new hope.
The HABAU GROUP regularly supports
these facilities, the most recent initiative
of note being the establishment of the SOS
Children‘s Village in Rechberg. HABAU
Supervisory Board member, Adolf Aubock,
40
The Social Responsibility of the HABAU GROUP

assumed the organisation and construction
management for the entire project.
Foreman Martin Freinschlag and several
other construction workers were made
available free of charge for the 6-month
construction period. In the HABAU GROUP,
social responsibility means supporting the
local rescue and emergency organisations,
which often work voluntarily to provide invaluable
services to society. Here, too, the
HABAU GROUP offered active support with
the purchase of an ambulance for the Red
Cross service in Perg.
10.2 Diversity, dignity and justice -
more than just words
Companies in the construction industry
have always been required to deal with
great diversity in their organisation. In the
HABAU GROUP there is not only a large mix
in age groups, but also a variety of people
of different nationalities, with different
religious beliefs, languages and customs.
Due to the continuous internationalisation
and many trans-national projects, such as
in Brazil, India and Russia, these challenges
are commonplace for many employees and
executives in the HABAU GROUP.
Facing the challenge of this diversity is the
task of our managers. The way to deal with
each other depends mostly on the immediate
supervisor, regardless of whether it is
manager or foreman.
This culture therefore lies at the core of
handling the diversity and dignity of people
with fairness, and despite the many differences,
making sure that they play no role in any
dealings.
In recent years, the HABAU GROUP has
placed its focus on leadership development,
in order to implement a corporate
culture that not only permits diversity, but
actively encourages it.
An integral part of this is the translation of
the values of HABAU GROUP, as far possible,
into everyday management practice. Evidence
to confirm this has been accomplished
is provided on the one hand the long-term
retention of our employees in the HABAU
GROUP and other hand through various
awards, including 3rd place in the “Best Employer
2008“ award.
For women working in technology companies,
particularly in the construction sector,
has not always been easy. However, the HA-
BAU GROUP has taken a long and consistent
path to equality. Starting at the top with Mag.
Georgina Heindl as deputy chairman and
general partner, many key positions in the
HABAU GROUP are filled by women.
For example, the Legal Office is managed
for HABAU Austria by ppa. Mag. Bettina
Schatzl-Huemer, and for PPS Pipeline
Systems in Germany by the lawyer Daniela
Balogh-Grese. Cost control is led by Eva
Kronberg, whilst Iuliana Tanasescu, MBA is
in charge of the company finances, and Mag.
Heide Schwarz, MBA is responsible for all
staff development. But women do not just
hold leading commercial and administrative
positions in the HABAU GROUP. The general
management of HABAU Hungaria Kft is in
the hands of Ing. Monika Franijc.
It is the aim of HABAU GROUP to promote
even greater diversity within the group in the
future. This is not just due to demographic
changes and professional or managerial skill
shortages. It also represents the deeply held
conviction that diversity, dignified and respectful
dealings with each other and equal
cultural and gender opportunity, in a strong
corporate culture, must be a living reality and
not just a slogan.
10.3 The HABAU GROUP as a regional
partner - not just paying lip service
to “think globally, act locally“
Despite the strategy of internationalisation,
the HABAU GROUP acts primarily as a regional
socially responsible group. As previously
mentioned, this is mainly influenced by the
selection of suppliers and subcontractors.
Above all, the HABAU GROUP is a large employer
within its areas of activity.
In all these areas, regional campaigns and
projects are supported, on the one hand with
money and gifts in kind and, on the other
hand, by providing free services.
The Social Responsibility of the HABAU GROUP
41

Upper Austrian
Natural Disaster
Network
10.4 In the case of an incident - the
HABAU GROUP actively participates
in the Upper Austrian Natural
Disaster Network
The HABAU GROUP is involved in the Austrian
Natural Disaster Network. This network
was launched in the summer of 2010. In the
case of an emergency rescue operation, the
Armed Forces may call for assistance from
the HABAU GROUP.
Manned and unmanned equipment can be
made available across the entire Upper Austrian
region in a quick and uncomplicated
manner, to deal logistically with the situation
as quickly as possible. Fortunately, since its
inception, a disaster has not yet arisen, but
just in case the HABAU GROUP is well prepared
and participates regularly in exercises
and simulations with the network.
The engagement of volunteers from the HA-
BAU Hoch- und Tiefbaugesellschaft m.b.H. is
primarily supported by:
• Recognition and dispensation by the management
of the company for volunteer
service by HABAU employees,
• The high importance given to First Aid in
the organisation, which also reports directly
to the company‘s management. All
First Aid courses are held during working
hours and participating staff are paid by
the HABAU GROUP,
• A special commitment for young people
and trainees,
• Possible waiver of normal work duties
of volunteers, who can also take flexible
working hours to carry out their volunteer
work.
10.5 Workplace rehabilitation in the
HABAU GROUP
For various reasons, people are often
temporarily unable to fulfil their workplace
activities. It is incumbent on a socially responsible
company to take full responsibility
for the rehabilitation of workers. It is a goal
of the HABAU GROUP to gather comprehensive
information about all employees for
the introduction of occupational rehabilitation
management (ORM). This will facilitate
transparency about the background, scope,
schedule and goals of the project.
This is necessary in order to address potential
fears of employees (and managers) in
connection with ORM as early as possible.
Such anxieties may be raised, for example,
through:
• Fear of job loss - ORM is misunderstood
as a process for redundancy preparation.
• Fear of disability – ORM is misunderstood
as a process for enrolment in a disability
pension.
• Fear of stigma (e.g. HIV, mental illness,
etc.) - ORM is misunderstood as a process
where diagnosis is critical.
The internal public relations information for
ORM in the HABAU GROUP has included the
following:
• The objectives of ORM: overcoming disability,
incapacity and retaining the job.
• ORM is voluntary: a rejection of the ORM
process entails no disciplinary action.
Stakeholders become involved in the
development of the initiative and can revoke
their commitment to the process at
any time. There are, however, indications
that measures for support and help may
not be taken for a person without their
cooperation.
• Privacy of information is guaranteed:
as indicated by the involvement of the
chairman of the workers council and the
Chamber of Labour as well as a corresponding
operating agreement.
• ORM is supported by all the parties involved:
both employers and staff members
are behind the project. All parties
are committed to cooperating for the
good of the employees.
• Who is involved in the ORM process:
information about the members of the
steering committee and its responsibilities,
as well as information about any
of the external participants (e.g. case
managers, care assistants, occupational
psychologists etc.)
42
The Social Responsibility of the HABAU GROUP

The dissemination of information on ORM
will be through a number of channels and
may be held for specific target groups.
Possible channels of information are:
• Staff meetings
• Department or section meetings
• Staff Newsletter
• Circular leaflets
• Guide for patients
• Posters
• Flyers
As always a crucial aspect is the joint participation
of both employer and employee representatives.
Written information and staff
meetings must be contributed to by both
partners in the HABAU GROUP.
With this important measure, the HABAU
GROUP is taking social responsibility to its
employees even more seriously than in the
last few years.
SOS Children´s Village Rechberg
School bus for Nigeria
The Social Responsibility of the HABAU GROUP
43

Health and Safety
Employee health and safety
11.1 Health and vitality - the HABAU
GROUP as a healthy and dynamic
group of companies
with their specific area of responsibility and
shared responsibility for further strategic
development of the corporate group:
Employees contribute significantly to the success
of HABAU GROUP. The
HABAU GROUP believes in sustainable and
healthy human development. We encourage
and challenge employees at home and
abroad, offer interesting job opportunities in
the construction industry, provide a high level
of employee commitment and are proud of
the exceptionally long service record of our
employees.
The number of employees has increased in
recent years due to continuous growth and
internationalisation.
• Current number of employees: 3,498 (as on
31 st March 2011) – of which:
– salaried Staff: 1,095
– hourly workers: 2,403
Name
TR Dipl.-Ing. Anton
KARNER
Dr. Karl
STEINMAYR
BR h. c. Dipl.-Ing. Karl
TRAUNER
Position
Technical Director
Building and Prefabricated
Structures
Commercial Management
Technical Director
Civil and Pipeline
Construction
Group Management
Board HABAU Hochund
Tiefbaugesellschaft
m.b.H.
11.
In the tables below data is given on the number
of employees, the company development
and the management for the group.
The senior management of the HABAU
GROUP is made up of three executives, each
44
Health and Safety of Workers

Governing Bodies
Staff turnover/losses (including retirements)
3 Managing the HABAU GROUP
15 Subsidiaries of the HABAU GROUP
Annually, approximately 8% of total staff
Age: 16 years to 60 years
25
Managers and Company
Secretaries
By gender: male 7.5% and 0.5% female
25 Heads of Department
175 Site Construction Managers
The rate of staff turnover (annual staff attrition,
including retirements) of about eight per
cent is inclusive of (well-deserved) retirement
and is well below the industry average.
Again, this is an indication that employees at
HABAU willingly remain loyal to the company
for a long time and suggests a sustained
interaction with each other.
3750
3500
3250
3000
Technician
Plant Mechanic
Assistant Foremen/Supervisors
Builders Labourers
Salaried Staff
Skilled workers
Total
2750
2500
2250
2000
1750
2006/07
2007/08
2008/09
2009/10
2010/11
1500
1250
1000
750
500
250
Development in the
number of employees
in the HABAU GROUP.
The figures shown
are average values. At
peak times, staffing
needs are covered
with up to 30% of temporary
workers that
work alongside the
selected permanent
staff groups.
0
15
43
330
405
720
850
2759
17
50
345
440
799
875
2931
17
50
392
380
912
972
3158
19
54
427
414
1073
1058
3519
19
54
400
405
1095
1055
3498
Health and Safety of Workers
45

Summary of the
performance level of
legal compliance of
the HABAU GROUP
11.2 The operational performance of
HABAU GROUP for their employees
The HABAU GROUP has always been considered
a fair and socially responsible employer.
This is also reflected in dealing with its
stakeholders. The following table shows the
requirements of the Global Reporting Initiative
(GRI) index and the degree of performance
in terms of legal compliance.
Company benefits (illustrative list):
• Work clothes, full provision (in part)
• Work clothes for Christmas
• Helmet, shoes, boots and rainwear
• Free vaccinations by the occupational
physician
• Christmas bonuses, gift certificates (in part)
• Pension plans (pro rata)
Requirements for legal compliance
Total number of incidents of discrimination and actions
taken:
Operations identified as having significant threat to freedom
of association or the right to collective bargaining and action
taken:
Operations identified as having significant risk to child
labour, and action taken:
Operations identified in which there is a substantial risk of
forced or compulsory labour, and actions taken:
Percentage and number of business units which were
analysed for risks related to corruption:
Number of complaints that were raised for anti-competitive
behaviour, antitrust, and monopoly practices and their
results:
Total number of incidents of non-compliance with regulations
and voluntary codes related to information and labelling
of products and services, by type of impact:
Total number of substantiated complaints regarding the
loss or lack of protection of customer data:
Value of significant fines for non-compliance with laws and
regulations relating to distribution and use of products and
services. Are there any details to report (number of incidents
of preventive measures)?
Compliance in the HABAU GROUP
There are no known incidents of discrimination therefore
no such action was taken.
There have been no formal business activities with a
danger to freedom of association and / or the right to
collective bargaining, no such action was taken.
There are no such known activities and therefore no
measures were taken in this respect.
There are no business activities in which a significant
risk of incidents of forced or compulsory labour was
known. It was therefore not necessary to take action.
100 %
There have been no such lawsuits brought against companies
in the HABAU GROUP.
There are no known incidents where regulations and
voluntary codes related to information and labelling of
products and services have not been respected.
There are no such complaints known.
There are no known violations in terms of distribution
and use of products and services.
Percentage of employees covered by collective agreements: 100 %
Are there any operating agreements which guarantee a
better position compared to the collective agreement (for all
full and part-time positions and fixed-term contracts)?
Notice periods regarding significant operational changes
and information that such deadlines were specified in collective
agreements?
Partially.
Beyond statutory requirements there are separately
agreed notice periods.
46
Health and Safety of Workers

11.3 The most precious resource of a
company - human resources development
in the HABAU GROUP
The topic of human resources development
receives substantial consideration in the
HABAU GROUP. This covers providing basic
and advanced training in various areas, from
technical courses, through social skills to
leadership training.
Number of employees of HABAU
Hoch–und Tiefbaugesellschaft m.b.H in
education and training:
the change project “Z.I.E.L. – Zielgerichtet
Innovationen erfolgreich leben“ (focused
innovation comes alive).
The objectives of this project ranged from
designing the communications and information
culture, through initiatives in human
resource development, to idea generation
and implementation of new products. One
result of Z.I.E.L. was the development of
probably the smallest precast concrete
parts in the world. Illustrations from each
project are shown at the beginning of selected
chapters.
HABAU Hoch- und Tiefbaugesellschaft
m.b.H.
Hours
Employees
Training Hours /
Employee
Number of Course
Participants
Course Participation
/ Employee
FY 2011/12 11,320 1,224 9.2 1,021 0.83
FY 2010/11 14,626 1,141 12.8 1,167 1.02
FY 2009/10 13,950 1,112 12.5 986 0.89
In addition to traditional staff development
activities such as seminars and courses,
internal change projects have been initiated,
which aim at strengthening the skills of
employees.
From 2009 to 2011, the Held & Francke
Baugesellschaft m.b.H. participated in a
cooperation project entitled “KriZu”(master
crisis and secure the future). The aim was to
strengthen the adaptability of the company
and its employees to change. The above average
results of the project were presented
by ppa. Dipl. Wirtsch.-Ing. (FH), Ing. Harald
Krammer, MBA, together with the other
project partners, at a press conference with
the Upper Austrian Minister for the Economy,
Viktor Sigl, and was described as an exemplary
cooperation project.
In the area of precast structures, the HABAU
Hoch- und Tiefbaugesellschaft m.b.H. based
at the Naarner Straße site in Perg, launched
A current change project in the HABAU
GROUP is “HOPE– Hochbau Personalentwicklung“
(Personnel Development in Structural
Engineering). The objectives of this
project include the restructuring of “Worker
Briefings“, “Career Paths and Job Specifications“
and a “Training Catalogue“ in the field
of civil engineering.
In addition, a task force is focused on the
topic of “Marketing Personnel“ to provide
answers to the challenges of demographic
change.
In all projects, care was taken to achieve an
interdisciplinary and cross-hierarchical team
structure. Supervisors from the precast factory,
were integrated into the project teams
alongside building and road construction
foremen in order to obtain different perspectives
on problems and to make a positive
influence on the corporate culture.
Training statistics
for HABAU Hochund
Tiefbaugesellschaft
m.b.H.
Ing. Markus Roubin,
Andreas Raffetseder,
ppa. Franz
Strasser, Mag. Heide
Schwarz, MBA, ppa.
Ing, Reinhard Stiftinger,
Bmstr. Ing.
Harald Rührnößl
(left to right)
Health and Safety of Workers
Core Team HOPE
47

Appraisals held in
HABAU Hoch- und
Tiefbaugesellschaft
m.b.H. (Salaried Staff)
Structured employee appraisals have been
conducted regularly in the HABAU GROUP for
many years. The aim is to allow mutual feedback
on the one hand, and to agree common
targets on the other.
Interview Rate Actual Target
Performance
level %
FY 2010/11 270 314 86 %
FY 2009/10 200 312 64 %
FY 2008/09 199 290 69 %
FY 2007/08 176 277 64 %
In 2009 and again at the turn of the year
2010/11, two employee surveys were conducted
under the “Fit for the Future - maintaining
work ability“ programme of the General
Accident Insurance Institution (AUVA) and
the Pension Insurance Institution (PVA). The
results of these surveys formed the basis of
a health promotion and organisational initiative
in the HABAU GROUP entitled “HABAUfit“
- for a lifetime!
“Fit for the Future“ was a free programme
run by the General Accident Insurance
Institution (AUVA) and the Pension Insurance
Fund (PV), in which the HABAU GROUP participated,
as one of 20 pilot enterprises.
In both surveys, the factor known as the
“Work Ability Index” was reviewed. In addition,
an analysis was performed based
on the Work Ability Index Plus .
The Work Ability Index (WAI) is used to
differentiate the assessment of the specific
work capacities of individuals, made
up from the working conditions and the
activities in question, as well as from the
personal resources of the respondents.
The actions that have been implemented
as a result of a survey on the WAI, have
facilitated improvements in individual
health, employee skills, motivation, work
environment and leadership.
The Work Ability Index Plus is in accordance
with the WAI and extends the
index, based on the “House of Work Ability“
model, to include the issues of health,
skills, values, leadership, collaboration,
design space and working conditions.
Using this analytical instrument, targeted
interventions were carried out for improving
and maintaining the work ability of
employees of the HABAU GROUP.
The House consists of the Ability to Work
on four levels: (Ground floor) health; (1st
floor), qualifications, skills, abilities; (2nd
floor) values, attitudes, motivation; (3rd
floor) work environment, leadership, job
content, work organisation.
Survey Survey (2009)
Survey
(2010/2011)
Survey (2012)
Group, Location
A-4320 Perg, Naarner Straße 80
A-4030 Linz, Kotzinastraße 4
and A-3382 Loosdorf, Gewerbestraße
3
HABAU GROUP,
all Austrian
subsidiaries
HABAU GROUP,
all Austrian
subsidiaries
Number of Employees 372 2,300 In progress
Returned Questionnaires 55.11 50.48 In progress
Women 27 117 In progress
Men 168 990 In progress
Hourly Workers 99 612 In progress
Salaried Staff 85 434 In progress
Returns from the
employee surveys as
part of the AUVA and
PVA-project “Fit for
the future – maintaining
work ability“
Apprentices 9 37 In progress
Staff without management role 133 726 In progress
Middle managers 56 273 In progress
Senior Managers 5 33 In progress
48
Health and Safety of Workers

“House of Work Ability“ – model
(from Prof. Juhani Illmarinen)
rebuilding a children‘s slide, building a boat
house and repairing a tree house. Through
such work, HABAU apprentices already
make a contribution to socially responsible
behaviour and the community.
FAMILY
WORK ABILITY
Leadership
Work environment
Work contents
Organisation of work
Values
Attitudes
Motivation
FRIENDS
SOCIETY
Qualification, Knowledge,
Expertise
Abilities and
Skills
Physical,
Psychological,
Spiritual and Mental
Health
POLICIES
11.4 Today we build for tomorrow – for
our apprentices!
Heinzl Julia, HABAU employee and lecturer with the Austrian Red Cross, training
her young colleagues in First Aid.
The conditions in the area of professional
training have changed dramatically in recent
years. Skills shortages and demographic
changes not only haunt the headlines across
the media landscape, but are real problems
that companies have to face in the short as
well as the long term.
As one of the responses to this issue, the
HABAU GROUP invests heavily in training
apprentices. As a complement to existing
training courses, the group launched a modular
development programme for apprentices
in 2007.
Young builders and brick layers preparing a “banquet menu“ in the kitchens at
the Mühl-fun-viertel centre – a first-time experience for some of them!
During the three years of training, the apprentices
come together for three days each
year to gain a full understanding of their own
health and future work ability.
The seminars for apprentices,
(Year 1: “Stimulation Days“ – We’re off, but
which way? Year 2: “Just Safety“ - Safety
from the start, Year 3: “Fit for Life“ - health,
an asset for the future),
not only impart recognition of a sustainable
corporate bond, creating a “feel-good factor“
in their own company, but also support the
discovery and development of individual
resources and skills.
For example, as part of the apprentice
workshops, some apprentices carried out a
practical project renovating the recreation
ground equipment that had become rotten at
the hostel where they were staying. Under
their own initiative, they planned, executed
and presented this very real construction
project. The work was carried out with great
enthusiasm and included demolishing and
To conclude the three days of exciting experience and learning, the fitness and safe
working procedures that have been learnt are tested using the giant ladder in the
rope garden.
Health and Safety of Workers
49

11.5 Safety first - staying healthy is
better than any great recovery.
Occupational health & safety in
the HABAU GROUP
FY 2009/2010
FY 2010/2011
FY 2011/2012
The “HABAU Keen Eye” - for safety - is
the name of the current safety initiative at
HABAU GROUP. By sharpening observation
amongst staff and targeted raising of
awareness, it is expected that work-related
accidents and thus lost hours due to injury
will continue to be reduced even further.
No. of technical safety
inspections per FY
No. of unsafe states
and safety incidents
per FY
196 203 109
305 322 207
60
More than anything, an accident at work usually
brings human suffering. The health and
safety of employees in the HABAU GROUP is
therefore paramount. Upholding these values
takes precedent over any other business
objective. Back in 2005, parts of the HABAU
Hoch- und Tiefbaugesellschaft m.b.H received
certification according to the SCC (Safety
Certificate for Contractors) standard, leading
to a long-term reduction in accident rates in
the HABAU GROUP.
No. of unsafe states
and safety incidents
per inspection
No. of visits by the
Factory Inspector
per FY
No. of complaints by
the Factory Inspectorate
per FY
No. of complaints by
the Factory Inspectorate
per visit
1,56 1,59 1,90
33 18 29
98 73 60
2,97 4,06 2,07
55
50
45
51,24
47,12
42,98
Number of accidents
per million hours worked
Number of safety inspections by the Safety
Officer of the HABAU GROUP in Austria and
number of visits to construction sites by the
Factory Inspectorate in Austria. (The figures
shown are for all companies in Austria of the
HABAU GROUP excluding Östu-Stettin Hochund
Tiefbau GmbH)
40
35
30
25
25,99
Preventive work is continuously strengthened
through the provision of a variety of
safety and occupational health services
by the health and safety management of
HABAU GROUP.
20
15
Specified as per SCC procedures
19,83
19,06 17,98 17,59
18,60
14,00*
10
5
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
0
Accident frequencies (AF) in the SCC certified divisions of the HABAU GROUP in
Austria. The business of the HABAU GROUP in Austria, certified according to the
SCC standard are:
• HABAU Hoch- und Tiefbaugesellschaft m.b.H
- Industrial and general contracting
- Civil Works and Highway Construction – Eastern Div.
- Pipeline construction – Western Div.
- Civil Engineering
• Held & Francke Baugesellschaft m.b.H.
- Central Region, Salzburg Branch Office
• Fuchs Transport-Logistik GmbH
- Full divisional activities
Covers all accidents with one or more lost work days.
* Provisional figures
50
Health and Safety of Workers

Another positive picture in terms of workplace
accidents is shown by the German subsidiary
PPS Pipeline Systems GmbH, which operates
internationally.
PPS is currently working towards certification
according to OHSAS 18001 to satisfy the requirements
of international clients, where SCC is
not as well recognised as in Germany and the
Benelux countries.
18
17
16
15
14
13
12
11
10
9
17
11
11
11
Number of incidents per SCC
Number of near misses
Accident Rate (AR) per SCC
12
9 9
10
In the HABAU GROUP of companies, occupational
health care is closely related to safety.
In the present reporting period, occupational
health care is provided in the Austrian companies
by AMZ Perg GmbH. The following
statistics show the level of occupational
health services:
8
7
6
5
4
3
2
1
0
2
2006
7
7
2007
7
2008
6
2009
6
4
2010
6
6
4
2011
Accident record of PPS
Pipeline Systems GmbH
FY 2009/2010
FY 2010/2011
FY 2011/2012
Consultation days 46 48 54
Med. consultations
(Dr. Kratzer)
Med. consultations
(Dr. Wiederkehr)
Vaccinations by AMZ GmbH
Perg
58 85 86
55 84 334
238 325 460
Of which
Flu 182 / TBE 40 / Hepatitis
16 / Diphtheria-
Tetanus 0
Flu 115 / TBE 158 / Hepatitis
25 / Diphtheria-
Tetanus 27
Flu 73 / TBE 312 / Hepatitis
18 / Diphtheria-
Tetanus 57
Statutory Health Inspection by
AMZ GmbH Health
Of which
Noise 170 / Welding
fumes 19 / Quartz 8 /
Painting 2 / trichloroethylene
4
203 182 319
Noise 167 / Welding
fumes 5 / Quartz 4 /
Painting 2 / trichloroethylene
4
Noise 300 / Welding
fumes 9 / Quartz 7 /
Painting 1 / trichloroethylene
2
Occupational health
services for the Group
in Austria (excl. Östu-
Stettin Hoch- und
Tiefbau GmbH)
Health and Safety of Workers
51

safety
at work
11.5.1 Zero Accidents at work
Zero accidents are a specific target of the
HABAU GROUP. This applies as much to
averting unforeseen events as to continued
significant improvement in the safety performance
of the group.
The following measures at the corporate
level have been taken to improve communications
and safety culture:
• Monthly publication of the HABAU-aktuell
newsletter, in which issues on safety, in
particular, are discussed alongside general
news about the group,
• Improving and standardising the reporting
of specific incidents and accidents
to the HABAU Hoch- und Tiefbaugesellschaft
m.b.H company management,
• Analysis of public liability claim reports
over the past three years to uncover additional
safety hazards,
• Organisation of internal supervisor and
foremen meetings on the topic of the‚
Healthy (= safe) leadership style at
HABAU,
• Organisation of site manager and building
engineer seminars on the above subject,
• Reducing the intervals between machine
operator seminars from the previous twoyearly,
to an annual event with a main
focus on safety,
• Holding of regular Quarterly Occupational
Safety Meetings with stakeholders of the
HABAU GROUP at expert level,
• Strengthening the internal training
programme with special focus on proper
leadership and role models,
• Implementation of the internationally certified
ISO 18878:2004 license for mobile
elevator platform driver training in the
HABAU Hoch- und Tiefbau m.b.H.
11.6 Promoting health in the HABAU
GROUP
Promoting health in the workplace in the
HABAU GROUP starts with ergonomics,
eating healthy food and providing burn-out
prevention, in order to be “fit for the future“,
maintaining the ability to work and reducing
the amount of sick leave taken.
Under the AUVA PVA project “Fit for the
Future – maintaining work ability“, the HA-
BAUfit – fit for a lifetime – programme joins
a number of projects in the everyday practice
of promoting health within the HABAU
GROUP.
In February 2010, the HABAU GROUP ,
together with the HABAU Hoch- und Tiefbau
m.b.H., received the renewed seal of the
Austrian Network for the Promotion of Health
in Workplace, while only a few months later,
in September 2010, they went on to win the
prestigious Upper Austrian Health Award
2010, in the royal category “Companies with
over 100 employees“.
The aims of the “HABAUfit - for a lifetime“
project are:
• To ensure appropriate age-related work
in the companies of the HABAU GROUP
• To maintain the ability to work of all employees
in the HABAU GROUP, taking their
age into account
• To keep employees in the HABAU GROUP
healthy as long as possible.
sponsored by:
52
Health and Safety of Workers

12. Summary - perspectives on
sustainability from the team of
authors: Ing. Markus Roubin and
Patrick Rammerstorfer, MSc MBA.
With this first Sustainability Report, the
HABAU GROUP has gathered together all
the corporate social responsibility (CSR)
related activities for the years 2010 to 2012
for the first time. Intensive examination of
the CSR theme, and the wide participation
throughout the entire group, have made it
clearly visible where social responsibility is
actually practised and where there is a need
for further development.
In preparing this Sustainability Report,
however, it was not just recognised that a
lot more needs to be done concerning CSR.
There is already a large number of concrete
initiatives in hand, some of which are
shown in this report and others that will be
addressed and implemented in the near
future.
The sustainability of sustainability
“Paper is patient.“ As with any improvement
measure in an organisation, there is a danger
that many good ideas, concrete actions,
visions and strategies are written in fine
words, but then get lost under the everyday
pressures of work. Everyday operational
life, with its many tasks, is then usually put
before the necessary changes in the organisation.
The mere creation of a sustainability report
does not automatically have a positive impact
on corporate culture. This requires concrete
action that - above everything else - has to
be demonstrated in practice. Thus, it is down
to the leaders of the HABAU GROUP to live
and demonstrate in everyday life all of the
aspects and related themes that are included
this report.
of the HABAU GROUP were involved in the
preparation of the report.
12.1 Much achieved, but still much to
do – absence and presence of
sustainable thinking and action in
the HABAU GROUP
As is evident from this report, there are
some areas of social responsibility in the
HABAU GROUP that are already being practised
sustainably.
But as might be excepted, the creation of
this first report has uncovered many topics
which still need to be addressed.
It will certainly be necessary in the near
future to place a high level of emphasis on
raising the awareness of all employees.
It requires a comprehensive catalogue of
training that contains the theoretical background,
but primarily includes practical
action on CSR.
Alongside a training initiative on the central
issues of CSR, further awareness needs to
be developed through other routes. One way
is to make sure there is a positive impact
on all employees through initiatives such
as the “green awareness“ competition for
green ideas.
Summary
Perspective on sustainability
“Involve the people affected“
Changes and new values are always lived
and demonstrated if people are convinced
of their usefulness. Usefulness is created in
the formative stages. Therefore, we made a
conscious decision at the outset not to create
the report behind closed doors, but to get
employees to take active responsibility for
it. Broad participation across hierarchical
and functional boundaries and even beyond
corporate boundaries, as in this case, is at
least a good start for sustainable change.
There are many names in Chapter 14, which
serves as evidence of how many employees
12.
Summary and Perspective on Sustainability
53

A further way to raise awareness of CSR lies
within the competence of the marketing department.
How can internal marketing support
efforts ensure that staff members develop an
awareness of the importance of CSR?
Another major factor in social responsibility
are the partners of an organisation. Here,
too, there is need for action, above all in the
selection and development of suppliers.
CSR can only be lived to the full if all parties
accept the value creation process as part of
this issue.
12.2 The development continues –
standardisation of indicators
For the current financial year 2012/2013, there
are already numerous ideas and actions
in the HABAU GROUP, such as making CSR a
core management theme. But as we know, a
good idea alone is not sufficient for sustainable
implementation.
“What cannot be measured cannot be improved!“
This is a quote borrowed from the
Japanese Kaizen approach, a philosophy
for the company which provides for gradual
improvement and change.
The development and especially the standardisation
of CSR metrics is an important first
step. Here, too, we adhere to the guidelines
of the GRI Index and will continue to develop
existing and add important missing metrics.
12.3 Independently tested sustainability
– gaining ONR 192 500 approval
Another important step towards anchoring
CSR as a central theme in the HABAU
GROUP is an independent and professional
audit of the entire CSR policy and the related
activities. Work toward ONR 192 500 approval
is still being carried out and an independent
CSR audit by TÜV SÜD will be conducted in
autumn 2012.
54
Summary and Perspective on Sustainability

Summary and Perspective on Sustainability 55

Index
Global Reporting Initiative (GRI) Guidelines
No. GRI Index Report Section
Level of
Fulfilment
Page(s)
General Indicators
Profile Disclosure 1
Profile Disclosure 1.1
Strategy and Analysis
Declaration of the highest decision makers of the organisation
(e.g. CEO, chair or equivalent senior position)
concerning the relevance of sustainability to the organisation
and its strategic direction
Sect. 1 c 4-5
Profile Disclosure 1.2 Description of key impacts, risks, opportunities Sect. 4.1 p 12
Profile Disclosure 2
Organisational Profile
Profile Disclosure 2.1 Name of the Organisation Sect. 3.2.2 c 11
Profile Disclosure 2.2 Primary brands, products and / or services Sect. 3.1.1 c 8-9
Profile Disclosure 2.3
Organisational structure, including main divisions, operating
companies, subsidiaries, joint ventures
Sect. 3.2.1 c 10-11
Profile Disclosure 2.4 Headquarters of the Organisation Sect. 3.2.2 c 11
Profile Disclosure 2.5
Number of countries where the organisation operates,
and names of the countries in which major operations are
located or which are covered in the report for the sustainability
issues of particular relevance
Sect. 3.2.2 c 11
Profile Disclosure 2.6 Ownership and legal form Sect. 3.2 c 11
Profile Disclosure 2.7
Markets that are served (including geographic breakdown,
sectors served and types of customers)
Sect. 4.2 p 12-14
Profile Disclosure 2.8 Size of the reporting organisation Sect. 4 p 12-14
Profile Disclosure 2.9
Significant changes in size, structure, or ownership during
the reporting period
no changes
Profile Disclosure 2.10 Awards received during the reporting period Sect. 5.3 c 17
Profile Disclosure 3
Profile Disclosure 3.1
Report parameters
Reporting period (e.g. fiscal / calendar year) for the information
in the report
Sect. 2.4 c 6
Profile Disclosure 3.2 Publication date of the last report, if available first issue
Profile Disclosure 3.3 Reporting cycle (annual, biennial, etc.) Sect. 2.4 c 6
13.
56
Global Reporting Initiative (GRI) Indicators

No. GRI Index Report Section
Level of
Fulfilment
Page(s)
Profile Disclosure 3.4 Contact for questions regarding the report or its contents Sect. 14.1 c 63
Profile Disclosure 3.5 Procedure for defining report content Sect. 2.1, 2.2 c 6
Profile Disclosure 3.6
Profile Disclosure 3.7
Profile Disclosure 3.8
Profile Disclosure 3.9
Profile Disclosure 3.10
Profile Disclosure 3.11
Profile Disclosure 3.12
Profile Disclosure 3.13
Profile Disclosure 4
Profile Disclosure 4.1
Profile Disclosure 4.2
Profile Disclosure 4.3
Profile Disclosure 4.4
Profile Disclosure 4.5
Profile Disclosure 4.6
Profile Disclosure 4.7
Profile Disclosure 4.8
Profile Disclosure 4.9
Profile Disclosure 4.10
Boundaries of the report (e.g. countries, divisions, subsidiaries,
leased facilities, joint ventures, suppliers)
Information on specific limitations on the scope and limits
of the report
Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations and other units, that can
significantly affect the comparability from period to period
or between different organisations
Survey methods and design principles for data that are
used for indicators and other information in the report,
including the estimates underlying assumptions and
techniques
Explanation of the effect of a new presentation of information
in earlier reports and the reasons for the restatement
of this information
Significant changes in the scope, boundary or measurement
methods from previous reporting periods
Table in the report indicating the locations, in which the
Standard Disclosures are contained
Policy and current practice with regard to confirmation of
the report by external third parties
Management, commitment and dedication
Management structure of the organisation, including
committees under the highest governance body responsible
for specific tasks
Indication whether the Chair of highest governance body
is also the Managing Director
For organisations without a supervisory board, how many
independent members of the board are independent or if
none then state
Mechanisms for shareholders and employees to provide
recommendations and instructions to be addressed by
the highest governance body
Relationship between compensation for members of the
highest governing body, the directors and the executives
(including termination arrangements) and the performance
of the organisation (including the societal /
social and environmental performance)
Existing processes of highest governance body to avoid
conflicts of interest
Process for determining the qualifications and experience
of members of the highest governance body for the
purpose of strategy formulation for the organisation in
economic, environmental and social areas
Internally developed mission statements, codes of
conduct and principles that are important for economic,
environmental and societal / social performance of the
organisation, as well as the manner of implementation
Procedures of the highest governing body for overseeing
the identification and control of economic, environmental
and societal / social services of the organisation, including
relevant risks and opportunities, and adherence to
internationally agreed standards, codes of conduct and
principles
Procedures for evaluating performance of the highest
governance body‘s own performance, particularly with
regard to economic, environmental, and societal / social
services
Sect. 2.3, 5.2 c 6, 16
Sect. 2.3, 5.2 c 6, 16
Sect. 2.3, 5.2 c 6, 16
Sect. 2.1 p 6
first issue
first issue
Sect. 13 c 56-62
Sect. 5.2 c 16
Sect. 7.1-7.2 c 23-24
Sect. 1, 11.1 c 4, 44-45
not applicable
Sect. 6.2-7.1 c 21-23
no information
no information
Sect. 6.2 p 21-22
Sect. 6.1 c 18-20
Sect. 6.2 c 21-22
no information
Global Reporting Initiative (GRI) Indicators
57

No. GRI Index Report Section
Level of
Fulfilment
Page(s)
Profile Disclosure 4.11
Profile Disclosure 4.12
Profile Disclosure 4.13
Explanation of whether and how the precautionary approach
and the precautionary principle is addressed by
the organisation
Externally developed economic, environmental and
societal / social charters, principles or other initiatives
to which the organisation subscribes to or which it has
acceded
Membership in associations (such as industry associations)
and national / international advocacy organisations
Sect. 4.1, 4.2 p 12-13
Sect. 8.3.1 c 34
Sect. 7.3 c 26
Profile Disclosure 4.14 List of companies included in the stakeholder groups Sect. 7.3 c 25
Profile Disclosure 4.15 The basis for selection of the stakeholders Sect. 7.3 c 24-26
Profile Disclosure 4.16
Profile Disclosure 4.17
EC
EC1
EC2
Approaches to stakeholder engagement, including frequency
of engagement by type and different stakeholder
groups
Key topics and concerns that were raised in the dialogue
with stakeholders, and how the organisation has dealt
with these questions and concerns - including reporting
Economic performance indicators
Economic value generated and distributed, including
revenues, operating costs, employee compensation,
donations and other community investments, retained
earnings, and payments to capital providers and governments
(taxes)
Financial implications of climate change for the
organisation‘s activities and other climate change risks
and opportunities
Sect. 7.3 c 25
Sect. 7.3 p 25
Sect. 9.1 c 37
no information
EC3 Coverage of the organisation‘s social benefit plan Sect. 10 c 40-43
EC4 Significant financial assistance received from government Sect. 11.6 c 52
EC5
EC6
EC7
EC8
EC9
EN
Difference ration of the standard entry level salary to the
local minimum wage for key business fields
Business policies, practices and proportion of activities
falling to locally-based suppliers at key business locations
Procedures for local hiring and proportion of local staff in
senior positions of key business locations
Development and impact of infrastructure investments
and services provided primarily in the public interest,
whether in the form of commercial commitment, in benefit
in kind or pro bono work
Understanding and describing the nature and extent of
significant indirect economic impacts
Ecological Indicators
no information
Sect. 9.2-9.3 c 38
Sect. 9.3 p 38
Sect. 9.4 c 38-39
Sect. 9.2 p 38
EN1 Materials used by weight or volume Sect. 8.6 p 35
EN2 Percentage of recycled materials in total material use Sect. 8.2 p 33
EN3 Direct energy consumption by primary energy sources Sect. 8 p 28
EN4 Indirect energy consumption by primary energy sources Sect. 8 p 28
EN5
Energy saved due to conservation conscious use and
efficiency Sect. 8.3 c 33-34
EN6
EN7
Initiatives to provide products and services with higher
energy efficiency such as those based on renewable
energies, or reductions in energy demand
Initiatives to reduce indirect energy consumption and
reductions achieved
Sect. 8.1 c 29-33
Sect. 8.4 c 34
EN8 Total water withdrawal by source no information
58
Global Reporting Initiative (GRI) Indicators

No. GRI Index Report Section
EN9 Essential withdrawal from water sources affected no information
EN10 Percentage and total volume of water recycled and reused no information
Level of
Fulfilment
Page(s)
EN11
EN12
Location and size of land in protected areas or areas adjacent
to protected areas. Location and size of land in areas
of high biodiversity value, outlying conservation areas or
adjacent thereto. Land owned, rented or managed by the
organisation is relevant.
Description of significant impacts of activities, products
and services on biodiversity in conservation areas and in
areas with high biodiversity value outlying conservation
areas
no information
Sect. 8 p 28
EN13 Protected or restored habitats Sect. 8.2 c 33
EN14
EN15
EN16
Strategies, current actions and future plans for
managing impacts on biodiversity
Number of species on the IUCN Red List and national
lists, which have their natural habitat in areas affected by
operations of the organisation, sorted by threat level
Total direct and indirect greenhouse gas emissions
by weight
Sect. 8.7 c 36
no information
no information
EN17 Other relevant greenhouse emissions by weight no information
EN18
Initiatives to reduce greenhouse gas emissions
and results
Sect. 8.3-8.3.1 c 33-34
EN19 Emissions of ozone-depleting substances by weight no information
EN20
NOx, SOx, and other significant gas emissions by type and
weight
no information
EN21 Total water discharge by quality and destination Sect. 8.6 p 35
EN22 Total weight of waste by type and disposal method Sect. 8.6 p 35
EN23 Total number and volume of significant spills Sect. 8.6 p 35
EN24
EN25
EN26
EN27
EN28
EN29
EN30
LA
Weight of transported, imported, exported or treated waste,
classified under the provisions of the Basel Convention
Annex I, II, III and VIII as dangerous, and percentage of
waste transported abroad
Identity, size, protected status and biodiversity value of
waters and associated natural habitats that are significantly
affected by wastewater discharge and run-off of the
reporting organisation
Initiatives to mitigate environmental impacts of products
and services, and extent of mitigation
Percentage of products sold, where the packaging materials
are returned, listed by category
Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with environmental
laws
Significant environmental impacts of transporting products
and other goods and materials used by the organisation,
as well as of employee transport
Total environmental protection expenditures and investments,
broken down by type
Labour practices and humane working conditions
Sect. 8.6 p 35
no information
Sect. 8.1 c 29-33
not applicable
no information
Sect. 8.3-8.3.1 c 33-34
no information
LA1 Total workforce by employment, type and region Sect. 11.1 c 45
LA2
LA3
Total fluctuations in staff levels, by number and as a percentage,
by age group, gender and religion
Benefits provided to full-time employees that are not provided
to temporary or part-time employees, broken down
by major operations
Sect. 11.1 c 45
Sect. 11.2 c 46
Global Reporting Initiative (GRI) Indicators 59

No. GRI Index Report Section
Level of
Fulfilment
Page(s)
LA4
LA5
LA6
LA7
LA8
LA9
LA10
LA11
LA12
Percentage of employees covered by collective agreements
Notice period (s) regarding significant operational changes
and information on whether this deadline was set by
collective agreement
Percentage of the overall workforce represented in health
and safety committees to monitor and advise health and
safety programmes
Injuries, occupational diseases, lost days and absenteeism,
and number of work-related fatalities by region
Education, training, counselling provision, prevention
and control programmes for employees, their families or
community members regarding serious diseases
Health and safety topics covered in formal agreements
with trade unions
Average annual number of hours per employee spent on
further education and training
Programmes of knowledge management and life-long
learning for employees in work skills and professional
development
Percentage of employees receiving regular performance
and career development reviews
Sect. 11.2 c 46
Sect. 11.2 c 46
no information
Sect. 11.5 c 50-51
Sect. 11.5 p 51
Sect. 11.5.1 p 52
Sect. 11.3 p 47
Sect. 11.3 c 47
Sect. 11.3 p 48
LA13
Composition of governing bodies and breakdown of the
employees categories by sex, age group, minority group
membership and other indicators of diversity
Sect. 10.2, 11.1
p
41,
44-45
LA14
Ratio of basic salary of men to women by employee salary
category
no information
HR
Human rights
HR1
Percentage and total number of significant investment agreements
that include human rights clauses or that have
undergone human rights screening
not applicable
HR2
Percentage of significant suppliers and contractors that
have been scrutinised on aspects of human rights and
actions taken
not relevant
HR3
Hours of training of employees in company policies or organisational
procedures, relating to human rights issues,
which are relevant to operations, including the percentage
of trained employees in the total workforce
no information
HR4
HR5
HR6
HR7
HR8
HR9
SO
SO1
Total number of incidents of discrimination and actions
taken
Operations identified as having significant threat to
freedom of association or the right to collective bargaining
and action taken
Operations identified as having significant risk
of child labour, and action taken
Operations identified as having significant risk of forced
or compulsory labour, and action taken
Percentage of the human rights-related policies and
trained procedural security personnel
Number of incidents involving rights of indigenous people
and actions taken
Society
The nature, extent and effectiveness of programmes and
procedures to assess the impacts of operations on communities,
including entering, operating, and exiting the
business in a community or region
Sect. 11.2 c 46
Sect. 11.2 c 46
Sect. 11.2 c 46
Sect. 11.2 c 46
not relevant
not relevant
no information
60
Global Reporting Initiative (GRI) Indicators

No. GRI Index Report Section
Level of
Fulfilment
Page(s)
SO2
SO3
Percentage and total number of business units, which
were analysed for risks related to corruption
Percentage of employees who are trained in anti-corruption
policies and anti-corruption procedures of the
organisation
Sect. 11.2 c 46
Sect. 7.1 p 23
SO4 Actions taken in response to incidents of corruption not relevant
SO5
SO6
SO7
SO8
PR
PR1
PR2
PR3
PR4
PR5
PR6
PR7
PR8
PR9
Public policy positions and participation in public policy
development and lobbying
Total value of donations (cash and in kind contributions)
to political parties, politicians and related institutions by
country
Number of complaints that were raised for anti-competitive
behaviour, antitrust, and monopoly practices and their
results
Significant fines (monetary value) and number of nonmonetary
sanctions for non-compliance with laws
Product stewardship
Stages during the lifetime of a product or a service period,
in which it was determined whether their effects can improve
the health and safety of customers; with percentages
corresponding to the investigated product and service
categories
Total number of incidents of violations of regulations and
voluntary codes of conduct, where the effects of products
and services have impacted health and safety, by type of
consequences
Types of statutory product and service information, and
percentage of products and services subject to such information
requirements
Total number of incidents of non-compliance with regulations
and voluntary codes where requirements for
information and labelling of products and services have
not been complied with, by type and consequences
Business practices that serve customers satisfaction,
including results of surveys measuring customer satisfaction
Programmes for adherence to laws, standards and
voluntary codes concerning marketing communications,
including advertising, promotion and sponsorship
Total number of incidents of non-compliance with regulations
and voluntary codes of advertising, including
advertising, promotion and sponsorship, by type of impact
Total number of complaints about the loss or lack of protection
of customer information
Value of significant fines for non-compliance with laws
and regulations relating to distribution and use of products
and services
Sect.7.3 p 26
no information
Sect. 11.2 c 46
Sect. 11.2 c 46
Sect. 11.5-11.6 p 52
no information
no information
no information
Sect. 6.2 c 21-22
Sect. 7.2 c 24
none known
none known
Sect. 11.2 c 46
Level of fulfilment of GRI Indicators
Key:
p = partial
c = complete
Global Reporting Initiative (GRI) Indicators
61

62
Global Reporting Initiative (GRI) Indicators

14 Impressum
14.1 The team of authors for the Sustainability
Report
Ing. Markus Roubin (HABAU Hoch- und Tiefbaugesellschaft
m.b.H., Greiner Straße 63,
A-4320 Perg)
Patrick Rammerstorfer, MSc MBA (Pro Active
Beratungs- u. Trainings GmbH, Bethlehemstraße
3, A-4020 Linz)
Ing. Markus Roubin
und Patrick Rammerstorfer,
MSc MBA
(team of authors)
14.2 Active participation in the HABAU
GROUP Sustainability Report
Wolfgang Breinesberger (Fuchs Transport-
Logistik GmbH), Rudolf Emhofer (HABAU
Hoch- und Tiefbaugesellschaft m.b.H.), Anton
Engelmaier (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Ing. Andreas Fambach
(Held & Francke Baugesellschaft m.b.H.),
Dipl.-Ing. Karl Fröschl (HABAU Hoch- und
Tiefbaugesellschaft m.b.H.), Georg
Gschwandtner (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Karl Guttmann (HABAU
Hoch- und Tiefbaugesellschaft m.b.H.), ppa.
Ing. Bmst. Dietmar Halatschek (HABAU
Hoch- und Tiefbaugesellschaft m.b.H.), ppa.
Ing. Wilhelm Halatschek (HABAU Hoch- und
Tiefbaugesellschaft m.b.H.), Rosemarie
Haunschmidt (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Mag. Dietmar Herbrich
(HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Hans Irndorfer (HABAU Hoch- und
Tiefbaugesellschaft m.b.H.), Rosemarie
Kabelka (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Dr. Roland Kratzer (AMZ Perg
GmbH), Eva Kronberger (HABAU Hochund
Tiefbaugesellschaft m.b.H.), Dipl.-Ing.
Christian Letz (HABAU Hoch- und Tiefbaugesellschaft
m.b.H), Dipl.-Ing. Ralf Prior (PPS
Pipeline Systems GmbH ), Dipl.-Ing. (FH)
Ulrich Puntigam Dipl.-Ing. (FH) (Östu-Stettin
Hoch- und Tiefbau GmbH), Dipl.-Ing. (FH)
Christian Rott (PPS Pipeline Systems GmbH),
ppa. Mag. Bettina Schatzl-Huemer (HABAU
Hoch- und Tiefbaugesellschaft m.b.H.), Gerhard
Schaupp (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), Mag. Heide Schwarz,
MBA (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.), ppa. Franz Strasser (HABAU Hochund
Tiefbaugesellschaft m.b.H.), Dr. Bettina
Wiederkehr (AMZ Perg GmbH) and Ing. Gerhard
Wohlmuth (HABAU Hoch- und Tiefbaugesellschaft
m.b.H.).
Imprint
Responsibility for the content
Subject to change without notice.
© HABAU Hoch- und Tiefbaugesellschaft m.b.H.
Layout & design: arche nova – marketing + advertising
agency • www.arche-nova.at
14
Imprint
63

HABAU – YOUR FULL
SERVICE SUPPLIER FOR
CONSTRUCTION
Building Construction
Civil Engineering
Pipeline Construction
Prefabricated Structures
64