11 10 2. KEY ASPECTS The company shall disclose what aspects of its own business activities have a significant effect on aspects of sustainability and how sustainability aspects affect its business activities. It shall analyse the positive and negative effects and reports how these findings are incorporated into its own processes. In the course of developing our strategy, we have identified our stakeholders and assessed them according to their key importance. The key stakeholder groups for us are our staff, customers, suppliers (supply chain) and, of course, the environment. The aspects that present us with the biggest challenges and opportunities are: 1. Ensuring environmental and social sustainability in the supply chain As a manufacturer of baked goods, our core business involves the use of flour – which, at over 80 %, represents the most essential raw material. We procure the flour exclusively from German flour mills, and the grain used is almost exclusively grown in Germany. We therefore don’t see any social risks in this respect. In addition, we counter any risks that may arise from the use of pesticides in grain farming with the highest production standards, continual laboratory examinations and adherence to legal limit values by both the mills and our company. KEY ASPECTS Strategy 2. Environmental protection: The production of baked goods is energy-intensive Our operation is categorised as an energy-intensive company. The use of gas and electricity in production is the most important environmental factor and involves correspondingly high CO 2 emissions. For this reason, we regard the avoidance and reduction of energy use and CO 2 emissions as two of the most important environmental aspects. 3. Customer sustainability awareness is increasing Not only our customers from the food trade, but also end consumers are increasingly requesting information and proof regarding the environmental and social sustainability of the products and the production conditions. We are realigning our communication approach accordingly. 4. Finding, motivating and retaining staff Demographic changes and the increasing lack of skilled personnel are making it difficult to recruit staff. In the foreseeable future, staff will reach pensionable age and leave the company. In addition, we are faced with the challenge of an ageing workforce with a corresponding decline in health. We are responding to this with attrac- tive working conditions and various measures to promote the well-being and health of our employees. We system- atically support junior staff and are working on further developing our leadership culture. As we employ people of many different nationalities, equal opportunities and diversity are important aspects of our personnel policy. We have examined all the aspects of sustainability that are so important for us as separate “action fields”. To do this, we have formulated strategic objectives and developed action plans based upon them. On this point, please see the explanations under Criterion 3. We communicate our progress and successes internally to our staff: · annually, during factory meetings · regularly, via the online staff portal · via the company magazine · daily, via the news ticker in the break rooms For the first time in 2018, we will also be communicating our sustainability achievements to our customers, business partners and interested members of the public with the German Sustainability Code (DNK) Declaration of Compliance for the financial year 2017.