GRI Standards and Disclosure Number |
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Comment |
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Reference |
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Organizational profile |
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102-1 |
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Name of the organization |
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102-2 |
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Activities, brands, products, and services |
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102-3 |
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Location of headquarters |
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102-4 |
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Location of operations |
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102-5 |
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Ownership and legal form |
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102-6 |
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Markets served |
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Company profile |
102-7 |
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Scale of the organization |
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Company profile |
102-8 |
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Information on employees and other workers |
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Supervised temporary staff is not logged in our employee data system. |
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102-9 |
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Supply chain |
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102-10 |
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Significant changes to the organization and its supply chain |
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Company profile |
102-11 |
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Precautionary Principle or approach |
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Sustainability strategy |
102-12 |
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External initiatives |
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Governance |
102-13 |
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Membership of associations |
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Stakeholder dialogue |
Strategy |
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102-14 |
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Statement from senior decision-maker |
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102-15 |
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Key impacts, risks, and opportunities |
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Sustainability strategy |
Ethics and integrity |
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102-16 |
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Values, principles, standards, and norms of behavior |
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Sustainability strategy |
102-17 |
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Mechanisms for advice and concerns about ethics |
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Compliance management |
Governance |
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102-18 |
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Governance structure |
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Sustainability strategy |
102-19 |
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Delegating authority |
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102-20 |
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Zuständigkeit auf Vorstandsebene für ökonomische, ökologische |
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Sustainability strategy |
102-21 |
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Consulting stakeholders on economic, environmental, and social topics |
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Sustainability strategy |
102-22 |
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Composition of the highest governance body and its committees |
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Management |
102-23 |
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Chair of the highest governance body |
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102-24 |
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Nominating and selecting the highest governance body |
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Diversity, equity & inclusion |
102-25 |
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Conflicts of interest |
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Compliance management |
102-26 |
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Role of highest governance body in setting purpose, values, and strategy |
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Sustainability strategy |
102-27 |
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Collective knowledge of highest governance body |
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Sustainability strategy |
102-28 |
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Evaluating the highest governance body’s performance |
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Board of Partners |
102-29 |
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Identifying and managing economic, environmental, and social impacts |
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Sustainability strategy |
102-30 |
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Effectiveness of risk management processes |
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Sustainability strategy |
102-31 |
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Review of economic, environmental, and social topics |
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Sustainability strategy |
102-32 |
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Highest governance body’s role in sustainability reporting |
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102-33 |
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Communicating critical concerns |
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102-34 |
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Nature and total number of critical concerns |
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Due to the sensitive nature of critical concerns, these figures are only for internal use (except where external reporting is legally required). |
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Compliance management |
102-35 |
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Remuneration policies |
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102-36 |
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Process for determining remuneration |
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102-37 |
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Stakeholders’ involvement in remuneration |
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Attractive employer |
102-38 |
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Annual total compensation ratio |
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Competitive salaries and additional benefits not only increase our attractiveness as an employer; they also motivate our people and build loyalty to the company. The compensation we offer is based on market analyses in the relevant field and the value of the respective position, and the employee's skill set and performance. Our Global Rewards Policy defines the framework for compensation and benefits across the entire Group. As far as possible, we strive to offer all our employees comparable compensation structures. Furthermore, we monitor compliance with minimum standards. We do not consider the information required under GRI 102-38 and GRI 102-39 to be relevant to assessing the fairness of our compensation structures. |
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102-39 |
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Percentage increase in annual total compensation ratio |
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Competitive salaries and additional benefits not only increase our attractiveness as an employer; they also motivate our people and build loyalty to the company. The compensation we offer is based on market analyses in the relevant field and the value of the respective position, and the employee's skill set and performance. Our Global Rewards Policy defines the framework for compensation and benefits across the entire Group. As far as possible, we strive to offer all our employees comparable compensation structures. Furthermore, we monitor compliance with minimum standards. We do not consider the information required under GRI 102-38 and GRI 102-39 to be relevant to assessing the fairness of our compensation structures. |
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Stakeholder engagement |
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102-40 |
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List of stakeholder groups |
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102-41 |
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Collective bargaining agreements |
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102-42 |
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Identifying and selecting stakeholders |
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102-43 |
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Approach to stakeholder engagement |
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Stakeholder dialogue |
102-44 |
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Key topics and concerns raised |
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Reporting practice |
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102-45 |
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Entities included in the consolidated financial statements |
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Report profile |
102-46 |
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Defining report content and topic Boundaries |
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102-47 |
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List of material topics |
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102-48 |
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Restatements of information |
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102-49 |
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Changes in reporting |
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102-50 |
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Reporting period |
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102-51 |
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Date of most recent report |
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102-52 |
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Reporting cycle |
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102-53 |
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Contact point for questions regarding the report |
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102-54 |
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Claims of reporting in accordance with the GRI Standards |
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102-55 |
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GRI content index |
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External assurance |
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Stakeholder
People or organizations that have a legitimate interest in a company, entitling them to make justified demands. Stakeholders include people such as employees, business partners, neighbors in the vicinity of our sites, and shareholders.