Sustainability Report 2017

19 18 5. RESPONSIBILITY The company shall disclose who is responsible for sustainability in the company management. The Executive Board, represented by Julius Peter Sinnack, Lena Sinnack and Hartmut Wiessner, is responsible for the development and implementation of sustainability strategy. Katrin Heisterkamp supports the Executive Board as the Sustainability Officer. 6. RULES AND PROCESSES The company shall disclose how the sustainability strategy is implemented in operational business through rules and processes. Sustainability Management: The sustainability strategy developed in 2017 has been implemented through measure plans for clearly defined action fields with objectives, responsibilities and implementation dates in our day-to-day business. We regularly monitor the advances made and record the results of the measures implemented in a financial year in writing. RESPON SIBILITY RULES PROCESSES MONITORING Supply chain/procurement: Besides general terms of purchase, our quality management system also stipulated supplier assessments which we carry out regularly. Our written assessment feedback is then sent out to our suppliers. We plan to expand these supplier assessments to include sustainability criteria. Up to now, exchange with the suppliers has taken place as required. From 2019, we plan to conduct regular meetings with suppliers, beginning with our main suppliers. The basic precondition for all suppliers is that they should commit to our quality assurance agreement, which enshrines the criteria of the BSCI sustainability standards since 2010. New suppliers have to fill in a self-disclosure form at the start of the business relationship. This is updated every three years. Environment: Data on the environment effects is systematically collected and analysed. On this basis, we are planning measures for improvement and implementing these progressively. This is done both through energy audits (most recently zin 2016), and through CO 2 balancing using the Eco-Cockpit Tool of the Efficiency Agency NRW – which we first carried out as of 31/12/2017. Staff: In the “Staff” action field, there are rules and processes for systematically integrating staff interests into the sustainability strategy. · Aspects of the company philosophy are laid down in the Company Regulations and in the Quality Management Manual and communicated to all staff. · Clearly structured staff discussions are conducted annually with half of the workforce and are to be progressively extended to include the entire workforce. A clearly structured performance assessment is carried out. · The interests of staff are ascertained through various surveys on subjects like staff satisfaction, health measures or shift models. An anonymous staff survey was first conducted in 2017 and is planned to take place every 2 years in the future. · Staff are systematically further developed through internal and external trainings. · A sophisticated recruitment process ensures that, right from the start, we find the most suitable staff to work for us on a long-term and highly motivated basis. · Our education and further training planning process ensures that we are constantly recruiting our own young trainees (for details, see Criterion 16). 7. MONITORING The company shall disclose how and what performance indicators for sustainability are used in the regular internal planning and monitoring. It shall set out how suitable processes ensure the reliability, comparability and consistency of the data for the internal steering and external communication of the company. In the “Environment” action field, we first used the set of German Sustainability Code (DNK) performance indi- cators for planning and monitoring our environmental performance in 2017. In the “Staff” action field, we work with the DNK performance indicators. In addition, we also use further indicators of staff satisfaction and for performance assessment that we have developed in the course of our staff surveys and discussions with staff. Our sustainability management (see statements for Criterion 3) ensures the credibility, comparability and consistency of data thanks to clearly defined processes and clearly defined performance indicators. Processmanagement Lena Sinnack, Managing Director Julius Peter Sinnack, Managing Director

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