As a global company operating in construction and heavy industry, our business duties to our clients, end users and stakeholders are clear. As an organisation that employs hundreds of people across many locations, we understand that we are responsible for making positive contributions to the lives of our employees and the communities and natural environments that we inhabit. We understand that by becoming more sustainable as an organisation, we are better positioned to succeed as a business.

Sustainability and Rawlplug’s business mission

Rawlplug’s business mission is to supply our clients with the highest-quality products possible, and to continuously drive innovation into our products and processes. Today, the Rawlplug brand is built on a heritage of providing high-quality goods to the premium and mid-range segments of the industry. This has enabled us to establish a position of leadership on the European market.

In what is a highly competitive global industry we understand that both maintaining our existing position on the European market and successfully expanding into fast-growing markets (such as the Far East) will be instrumental in securing our long-term future.

We firmly believe that our sustainability goals go hand in hand with our mission and vision for the Rawlplug business. By improving the environmental efficiency of our operations, by using natural resources with greater consideration, by driving sustainable processes into our production and business processes, and by looking after our people and contributing positively to the communities we inhabit, we believe that we will be optimally positioned to succeed internationally for decades to come. 

The significance of “Trust and Innovation”

Trust and innovation are the foundational values of the Rawlplug brand. We pride ourselves on being seen as a market leader and innovator. For Rawlplug, though, being an innovator goes far beyond delivering new, market-leading solutions to our clients; our strategy is to be innovative across the entire product lifecycle  – from design and development, all the way through to manufacture, transport, use and disposal.

In the same way, when we think of ‘trust’ at Rawlplug, it’s natural to first think of the trust between Rawlplug and its clients. This is, of course, important, but equally important is the trust that we build with our employees, our suppliers, our distributors, business partners, and also the communities and environments that we occupy. Without this trust, our business operates in the here and now only. At Rawlplug, our ambition is to build a sustainable organisation that contributes positively to the lives and existence of all its stakeholders. It is this ambition that runs through all of our processes, departments and aspects of our daily operations.

The story of sustainability at Rawlplug

Our pursuit of sustainability dates back to the period 2007-2010. It was at this time that the Polish manufacturer Koelner SA merged with the British entity, Rawlplug Ltd. The merger meant respectfully absorbing almost a century’s worth of Rawlplug Ltd.’s heritage as a premier supplier of innovative solutions to the construction industry. While on the face of it, the merger of two innovative companies – leaders in their respective fields – appeared to be a win-win situation, we were aware that a number of huge challenges lay before us.

How to bring these two huge operations together effectively? How to capitalise on their relative strengths and achieve maximum efficiency? How to respectfully bridge cultural differences and geographic distance? How to create a sense of one from two companies that had previously operated so successfully as independent entities?

This was a milestone event in the history of both companies – production was moved from Great Britain to Poland, and so followed a period of adjustment and rationalisation as two previously disparate cultures, corporate identities and ways of working were brought together as one. As we sought to embrace a new identity, we also began to evaluate our values and our credentials as a sustainable organisation. In doing so, it became clear that, as a significantly larger company, our responsibility to the communities and environments that we inhabit, and to the people that we employ, had become much greater. We came to realise that when two large companies join forces, it is important to look not just at their collective might, but also at their collective credentials as a viable, sustainable organisation.

As Rawlplug and Koelner grew closer, the newly merged organisation began to undergo a transformation of sorts. Production processes, operations and infrastructure were modernised and a project-based approach to working was introduced. As this transformation progressed, we became increasingly aware of other factors, such as the impact these changes would have on the environment and what they would mean for health and safety in the workplace. We began to implement formal waste management measures and we began to evaluate our use of raw materials. As we came to understand more about our operations, we began to look at them more holistically and started to think about the entire product lifecycle and the impact of each stage on the environment, the communities around us, and the people that we work with.

This holistic thinking and focus on sustainability has remained at the top of our corporate agenda ever since and, today, it is present in everything we do.

Our sustainability objectives

We believe that, in order to achieve sustainability within the construction industry, we must devote significant resources and attention to the following three pillars:

  • Innovation
  • Environment
  • Corporate Social Responsibility (CSR)

 At Rawlplug, we have made – and continue to make – huge strides in each area.

Innovation

Innovation is about more than just products and solutions and the value they deliver to their users. At Rawlplug, innovation goes hand in hand with sustainability and we believe that, in addition to adding financial value to the business, any innovation should consider the way products are produced, packaged, transported, used and disposed of. At Rawlplug, our goal is for the sales of those products we consider to be innovative to increase by an average of 20% each year.

We are passionate about innovation that reduces adverse environmental impact. Find out more about Rawlplug products for “greener” building.

Environment

Across the Rawlplug organisation, we have reduced our CO2 emissions by over 30% since 2007. This is thanks in no small part to innovations we have delivered in areas such as product packaging. As part of our sustained commitment to improving our relationship with the natural environment, we have declared our intention to reduce our CO2 emissions by a further 50% by 2030.

Corporate Social Responsibility (CSR)

People are our biggest asset, which is why we endeavour to provide them the conditions they need to be fulfilled in both their personal and professional lives. We facilitate and encourage open dialogue with our employees and strive to:

  • Create working conditions for employees to feel safe, appreciated and inspired to achieve their professional goals
  • Contribute positively to the local communities that we form a part of so that both our workforce and neighbours see us as a valuable, integral part of local society.

The broader Rawlplug strategy for 2013-2018

Sustainability is central to Rawlplug’s broader corporate strategy for the period 2013-2018. This strategy is based on the following key objectives:

Strategic objectives:

  • Increase efficiency (internally)
  • Increase sales
  • Maintain pace of innovation

Operational objectives:

  • Greater consideration for Corporate Social Responsibility (CSR) and, at a practical level, positively contributing to local communities
  • Configuring the organisation in order to facilitate the pursuit of strategic objectives, part of which will be achieved through the redefinition of the marketing function
  • Using a project-based approach to implement and manage change
  • Closer management of subsidiary companies and divisions thanks to increased use of internal audits
  • Continuous optimisation of operations and processes.

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