Sustainability Report 2017

22 23 PERFORMANCE INDICATORS FOR CRITERION 8 Performance Indicator GRI SRS-102-35: Remuneration policy. The reporting organisation shall disclose the following information: a. Remuneration policy for the highest controlling body and executives, broken down by remuneration types, as follows: I. Basic salary and variable remuneration, including performance-based remuneration, share-based remuneration, bonuses and deferred or contingently allocated shares; II. recruitment bonuses or payments as a recruitment incentive; III. severance payments; IV. reclamations; V. retirement benefits, including a differentiation between pension care plans and contribution rates for the highest controlling body, executives and all other salaried staff. b. Where performance criteria of remuneration policy stand in relation to the targets of the highest controlling body and the executives for economic, ecological and social issues. At present, the remuneration system does not yet include sustainability target agreements. We regard this as meaning- ful for our executives at a future time. Further performance indicators are either not yet available or are currently under development. Performance Indicator GRI SRS-102-38: Ratio of the total annual remuneration. The reporting organisation shall disclose the following information: a. Ratio of the total annual remuneration of the highest-paid person in the organisation, in every single country with an important production site, to the median of the total annual remuneration for all staff (with the exception of the highest-paid person) in the same country. This indicator is not significant for our company and has therefore not been reported on. 9. PARTICIPATION OF STAKEHOLDER GROUPS The company shall disclose how socially and econom- ically relevant stakeholder groups are identified and integrated into the sustainability process. It shall dis- close whether and how a continuous dialogue is being conducted with those groups, and whether and how the results of that dialogue are incorporated into the sustainability process. Processmanagement In 2017, the important stakeholders were also identified within the framework of the development process of the sustainability strategy. The internal and external stake- holder groups were identified and assessed with regard to their importance for the company by means of stake- holder analysis. Staff participation in the sustainability process is the most advanced. Continuous dialogue is conducted with staff in various forms (surveys, discussions with staff, staff portal, staff magazine, news ticker, works meetings). For example, the results of the staff surveys are analysed, needs for action identified, measures derived from them and those measures communicated to the staff. The further development of the sustainability strategy and the action plan will be implemented, with the involvement of selected staff from different departments, from 2018 onwards. The dialogue with suppliers and customers is to be regularly conducted in annual discussions from 2018 onwards. PERFORMANCE INDICATORS FOR CRITERION 9 Performance Indicator GRI SRS-102-44: Important issues and concerns. The reporting organisation shall disclose the following information: a. Important issues and concerns voiced in the course of involving the stakeholders –including the following: I. How the organisation has responded to these important issues and concerns – including via its reporting system; II. the stakeholder groups who have voiced the important issues and concerns in detail. Staff: Our dialogue with staff is con- ducted in various forms – essentially through personal care (personnel officer), annual discussions, regular works meetings and surveys. An initial, anonymous survey on staff satis- faction in production was conducted in 11/2017. The thematic areas addressed are broadly diversified and include, among others, company health management, personnel and shift planning processes, staff consul- tations, etc. Customers: We regularly exchange infor- mation with our customers from the food trade marketplace. Some customers are increasingly requesting proof of the environmental and social sustainability of their suppliers. We have prepared for this by developing a sustainability strategy and reporting on our ecological and social sus- tainability in a transparent way. We regularly ascertain how satisfied end customers/ consumers are with our baked goods – for example, through tastings conducted by the German Agricultural Society (DLG, an organisation from the German agri-food sector) and through awards won by our baked goods. Suppliers: Supplier assessments are stipulated in our quality management system. The written feedback on the assessment is sent to the suppliers. We are planning an expansion of the assessments regarding ecological and social criteria. Environment: Data on the environmental effects of our production in Bocholt and Drossdorf is systematically gathered and analysed. This takes place through energy audits (most recently in 2016) and, for the first time, also through CO 2 balancing using the Eco-Cockpit Tool of the Efficiency Agency NRW. On this basis, we are planning measures for improvement and successively implementing them.

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