China

China


Germany

Germany


Vatican

Vatican


Africa

Africa


Spain

Spain


USA

USA


 

 

1.2 / Key impacts, risks and opportunities

Section 1: Main impacts of SOLARWORLD on sustainability and consequences for stakeholder groups
The power of the sun – it is available to all people worldwide. In human terms, solar radiation represents an inexhaustible source of energy. The production of energy generation systems only requires a fraction of the energy generated by the system during its lifecycle. Energy Recycle Time Use of such systems does not pose any hazards, production is reliable. Solar power in combination with other renewable sources of energy is therefore the response to global energy scarcity and increasing climate change. SOLARWORLD has a direct impact on the progress of solar energy and thus the lives of millions of people worldwide.


Effects of SOLARWORLD AG

 
Economic aspects
Profitability as a fundamental prerequisite for sustainable economic action; customer orientation (price/performance ratio, guarantees, delivery reliability, service); compliance with quality standards; contribution to technological development
Ecological aspects
Consideration of ecological aspects in operative business; controlled use of resources; use for conservation of resources and climate protection; recycling
Social aspects
Creation of jobs; shaping working conditions; qualification in the organization; provisioning for old age
Corporate governance
Compliance with the law; maintaining employees’ rights; fair business relationships; reliability; solid investment for investors (transparency, accuracy of disclosures and good corporate governance); fair competition

 


Possible consequences for stakeholders

Opportunities Stakeholders Priority   Reasons
Job security in a growth and future market Employees high In particular due to the current financial crisis, differentiation in the market
Participation in changes towards sustainable social development Employees high Strengthens employee motivation and identification with their own work
Financial participation in the success of the company Employees medium Identification with corporate development (feeling of appreciation in good times, solidarity in bad times)
Guaranteed product quality Customers medium Long-term investment
Growth and security due to solid business relations with SOLARWORLD (competent high-quality manufacturer with longstanding expertise) Customers,
suppliers
high Increasing competitive pressure, long-term networks as intangible resources
Ethically acceptable business practices Customers,
suppliers
medium Differentiation in the market, preventing scandals and proceedings, protection of corporate image
Reliable finance partners Shareholders,
banks, creditors,
suppliers,
customers
high In particular due to the current financial crisis, differentiation in the market, protecting ownership
Potential consideration in sustainability funds Shareholders high For long-term investments, steady and strong growth over many years
Risks      
Potential termination of the employment relationship by the company Employees low Few employees affected due to growth in sector and organization
Work-related illness, accidents Employees medium Health and safety management reduces accidents; no serious work-related illnesses were reported (reported on a voluntary basis)
Permanent change processes, rapid change Employees medium Finding the right measure so that employees work productively
Sanctions in the event of rescission from contract, non-performance/faulty performance Customers,
suppliers
medium Intact customer and supplier networks as valuable resource; investment in long-term good business relationships
Demand overhang, supply shortages and high prices Customers medium Bottleneck constellation in the market is declining
Supply overhang: excess supplies and price slumps Suppliers medium Tightening of the legal framework, market consolidation to be expected but strong flexibility of demand depending on price levels
Poor capital market performance, slump in equity prices Investors
(shareholders,
investors, indirectly analysts and brokers)
medium In particular due to the current crisis in the financial markets, nervous response by analysts and shareholders to corporate news
Lack of financial stability, sanctions against the company Shareholders,
banks, creditors
low Sound corporate management, application of groupwide corporate ethics and the Code of Conduct, zero tolerance
Noise emissions in direct vicinity to the production sites Residents/local population medium Production noise not to be fully avoided, full compliance with legal provisions

 


Services in the reporting period and performance enhancement programs 2009+.
Internal targets achieved and targets set for 2008/2009+

Section 2: Im pact of sustainability trends, risks and opportunities on the long-term development and financial performance of SOLARWORLD AG
Information on the corporate risks, corporate opportunities, targets achieved for 2008 and targets for 2009+ as well as governance mechanisms is provided in the management report Group Management Report


2.10 / Awards

Awards and distinctions received in the reporting period:

Best Investor Relations in Germany (Börse Online), top position
In early 2008, the readers of the economic magazine ’Börse Online’ elected SOLARWORLD AG’s Investor Relations department the best of all TecDAX-listed companies. The survey focused on the credibility and comprehensibility of corporate communications.

Germany’s best employers 2008 (Great Place to Work Institute Deutschland), 57th position
Participating in the survey for the first time, SOLARWORLD was immediately put in a good 57th position. The ‘Germany’s best employers’ list was determined on the basis of standardized assessment criteria, the Great Place to Work Trust Index and a cultural audit among employees with HR responsibilities. Participation is voluntary. Any German or foreign company and any public or private organization employing at least 50 staff in Germany is entitled to take part.

Growth Strategy Leadership (Frost & Sullivan), top position
In the year under review, the top rank of the European Growth Strategy Leadership Award was awarded to SOLARWORLD asia pacific. The Frost & Sullivan consultancy awards this prize annually to honour a company that has strengthened its market position during the completed year and whose strategy has had a lasting impact on the market.

Best Practices in SD KPI ‘s (Deloitte), top position
In the year under review, SOLARWORLD AG was again honoured for its excellent reporting quality concerning Sustainable Development Key Performance Indicators (SD KPIs). We thus asserted our position vis-à-vis companies such as BASF or TUI. As early as in 2006, we already took top position in the best reporting list drawn up by the Deloitte consultancy and auditing company in the framework of a survey. As non-financial factors, the SD KPIs contribute substantially to a company’s success. In view of the capital market professionals, the SD KPIs mentioned in the survey are of particular relevance for the development of business, the current position and the expected development of the companies.

Best Marketing Company Award 2008 (BBDO Consulting), 3rd position
SOLARWORLD was put in a very good third position in the Best Practice Marketing Award 2008. The chair for innovative brand management of Bremen University and BBDO Consulting had examined 282 listed companies for their ranking. They took account of both marketing and business performance. According to BBDO, SOLARWORLD showed a convincing performance in all application areas with top technology and quality leadership. The jury explained that the fully integrated solar value chain and the individual product brands reinforce the group’s market position.

CDU NRW Innovation Award
In 2008, the Christian Democratic Party (CDU) of North Rhine Westphalia (NRW) awarded the Future and Innovation Award 2008 to SOLARWORLD AG CEO Dipl.-Ing. Frank H. Asbeck. In the presence of federal chancellor Angela Merkel and state premier Jürgen Rüttgers, the CDU acknowledged Asbeck’s outstanding merits in promoting North Rhine Westphalia as a location for industry.

Online Investor Relations Benchmark 2007/2008 (NetFederation), 78th position
The Online IR Benchmark examines the information offered on the IR websites of the 110 companies listed in the DAX, MDAX and TecDAX. The main assessment criteria are story, service, technology and design. SOLARWORLD was placed in 78th position in this ranking in the year under review.

The 10 largest German companies in terms of stock market capitalization (Handelsblatt), 58th position
In 2008, SOLARWORLD clearly expanded its position year-on-year (2007: 64th position). Stock market capitalization is calculated as the number of shares of a company multiplied by the current stock price.

Best Annual Reports (manager magazin), 2nd position (TecDAX )
In the year under review, we achieved a further improvement in the annual ranking for the best annual reports prepared by manager magazin. Following a third position in 2007 and a seventh position in 2006, we were put in a very good second position in the TecDAX category. The jury, chaired by Prof. Jörg Baetge from Münster University as its scientific expert, checked the annual reports of the largest German companies in the categories contents, style and language.

Deloitte Technology Fast 50 – Sustained Excellence Award (Deloitte), top three
For the first time, SOLARWORLD was presented the Sustained Excellence Award, together with two other companies, in 2008. This category serves to honour companies having shown long-term growth, in particular thanks to their innovation capability, entrepreneurial spirit and excellent performance. Apart from the Technology Fast 50 criteria, the areas assessed are management and corporate culture, competition edge or position and financial performance indicators. The assessment criterion is the average percentage sales growth in the last five financial years (2003 to 2007). In order for a company to qualify, a substantial part of its sales has to develop by itself. The award is presented by the Deloitte consultancy company.

Deloitte Technology Fast 50 Award (Deloitte), 17th position
SOLARWORLD AG again ranked among the strongest-growth German technology companies in 2008 and was presented an award by the Deloitte consulting company. As in previous years, we were among the 50 most successful and most strongly expanding technology suppliers. In presenting the 2008 award, the jury honoured SOLARWORLD AG’s strong growth but in particular also its innovation capability, entrepreneurial spirit, employee motivation and financial success. The award was presented in cooperation with the Capital magazine, Deutsche Börse AG and the German Association for Financial Analysis and Asset Management (DVFA).

German Sustainability Award (AT Ke arney & BBDO Consulting), top position ‘most sustainable production’, Top 3 ‘most sustainable brand’
In the year under review, we were the only company to receive an award in two categories with the award for ‘Germany’s most sustainable production 2008’ and the nomination as ‘Germany’s most sustainable brand’. A total of 350 companies had taken part, half of which were DAX 30 companies. The Sustainability Award is presented to honour companies linking up economic success and social responsibility in an exemplary manner. The jury honoured the consistent orientation of SOLARWORLD AG to sustainable products, sustainable production and sustainable commitment. In addition, the company showed distinct social engagement, e.g. in the form of the Solar2World projects providing people in developing countries and emerging economies with clean and safe solar power. The initiators of the Sustainability Award include the Council for Sustainable Development, the Potsdam Research Institute for Climate Effects and the Wuppertal Institute. The jury consists of 15 experts, including Prof. Klaus Töpfer, former director of the UN Environmental Program and federal minister for the environment, and Dr. Volker Hauff, chairman of the Council for Sustainable Development.

Germany’s strongest-growth companies (Bain & Company), top position
SOLARWORLD AG is Germany’s fastest-growing company 2008 (2006: 11th position). This is the result of a survey covering 280 listed companies by the Bain & Company consultancy. Aspects particularly honoured were the company’s concentration on its core business, solar power technology, and the fact that it covers the entire value chain from raw material silicon all the way to finished solar modules. The survey also covered return, return on equity, growth and sales factors.


3.1 / Reporting period

Calendar year 2008 (1 Jan. 2008 – 31 Dec. 2008) = fiscal year 2008


3.2 / Date of last report

Calendar year 2007 (1 Jan. 2007 – 31 Dec. 2007)


3.3 / Reporting cycle

Annual


3.4 / Contact for questions on report or its contents

IR department


3.5 / Process for defining report content

Materiality: Materiality is determined by the economic, environmental and social/societal impact of the various topics and indicators. Disclosure is practiced for the purpose of informing stakeholders. It includes the topics and indicators which significantly influence the assessments and attitudes of stakeholders. We assume in principle that all Core Indicators contain significant information for the stakeholders in all organizations. Regarding Additional Indicators, the data available were not sufficient in some cases. The other indicators were not considered relevant.
The following chart shows that the Annual Report covers topics of equally high priority for society and the company. Disclosures on the remaining issues are provided in the present Annex to the Annual Group Report for fiscal year 2008.


MATERIALITY MATRIX

Priorities: We have included the Core Indicators to the extent possible in the light of the current data situation. In some cases we have internal data available which we are not able to disclose because they include confidential information. We are making every effort to further increase the transparency of our GRI reporting. Concerning the joint ventures, we do not yet have sufficiently detailed statistical data available. This is partly due to the fact that the joint ventures have only just started to gain relevance, e.g. our silicon production by joint solar silicon (jssi).


Stakeholders: The main stakeholder groups who will use the present report are investors (shareholders, institutional investors, analysts as intermediaries). In addition, the report will serve to inform employees and customers (wholesalers, installers, final customers) and suppliers of the SOLARWORLD group. It will also be a source of information for the interested public.


3.6 / Reporting boundary

The general reporting boundary comprises the group with all its subsidiaries. Organizational units are included where we exercise control and substantial influence on such units. Upstream and downstream stages of the value chain outside the SOLARWORLD group are included only to a limited degree, due to lack of control and influence. Any reporting boundaries that depart from this principle are indicated for each individual point of the GRI. Control is the power to govern the financial and operating policies of an enterprise so as to obtain benefits from its activities (GRI). A significant influence is the power to participate in the financial and operating policy decisions of the entity but is not control over those policies (GRI).


REPORTING BOUNDARY

Thus, the management approach also covers SCHEUTEN SOLARWORLD SOLICIUM GmbH und co. kg as well as SOLARWORLD KOREA LTD., while the strategic information of this report also includes joint solar silicon (jssi) verwaltungs-GmbH as well as SOLARPARC AG.


3.7 / Limitations on scope of reporting

Limitations on scope are currently set by the reasons indicated. 3.5 Priorities
Further details are stressed for the individual indicators.


3.8 / Joint Ventures, subsidiaries, leased facilities and outsourced operations

Subsidiaries and leased facilities are included as a matter of principle. Joint ventures are included only where we exercise control and significant influence over these entities with respect to the indicator in question. Outsourced activities are not included (e.g. logistics companies). The report boundaries were kept constant as far as possible as against the previous year so as to guarantee comparability of the reporting periods and disclosures for different organizations. Departures from this principle are marked. The results are representative of the group, or are interpreted accordingly.


3.9 / Data measurement techniques

The GRI Indicator Protocols were used in reporting.


3.10 / Re-statement of information from earlier reports

In contrast to the previous year, we included information on corporate risks, corporate opportunities, targets achieved in 2008 and targets for 2009+ as well as governance mechanisms in the management report and adjusted the form of presentation.


3.11 / Changes in reporting scope, boundary or measuring methods

65% of our Swedish subsidiary Gällivare PhotoVoltaic AB (GPV) was sold to Borevind AB. The present report will therefore no longer comprise any disclosures on this company. Our site in Munich (17 employees) was closed in 2008. No further changes of this type were effected in comparison with 2007.


3.13 / External assurance

The present report, the group management report and the financial statements were subjected to an auditing review by BDO Deutsche Warentreuhand AG Wirtschaftsprüfungsgesellschaft. Auditor‘s Confirmation


4.5 / Relationship between compensation for members of the highest governance body, senior executives, and members of the Executive Board on the one hand, and the organization’s performance on the other

Compensation for members of the Executive Board, senior executives and the members of top management is based on individual target agreements. Our integrated sustainability management Corporate Management and Control thus also comprises sustainability aspects, but there is no separate compensation component Compensation Report


4.6 / Mechanisms for avoidance of conflicts of interest within the highest governance body

Conflicts of interest are avoided by the fact that the Executive Board has set up an Ethics Council alongside the Strategy Council dealing with issues of sustainable and ethical management. Corporate Management and Control Corporate Governance 4.16 SO1 As of 2009, SOLARWORLD will also nominate an ombudsman who may also be involved in the event of clashes of interests.


4.7 / Qualifications and expertise of members of the highest governance body with respect to sustainability topics

The CEO, Frank H. Asbeck, holds a degree in agricultural engineering. He was involved in development projects in Africa before setting up SOLARWORLD AG. He is a founding member of the Green Party. Philipp Koecke (Dipl.-Kfm. tech.) joined SOLARWORLD AG after working in the finance and banking sector for a number of years. Boris Klebensberger (Dipl.-Ing.) joined SOLARWORLD AG at about the time when he was finishing his degree studies. Since then he has been working intensely on matters such as improvements in production processes. Frank Henn (Dipl.-Wirtschaftsing.) has many years of experience in sales and marketing in multinational companies.


4.8 / Mission statement, code of conduct, principles

Our vision, our strategy and our Code of Conduct reflect our models in terms of economic, environmental and social/societal aspects. These models are applicable throughout the group and are implemented via our quality management and environmental management (ISO standards), our sustainability management and by exemplary behaviour on the part of our senior executives. Corporate Management and Control Human Resources Quality and Environmental Management


4.9 / Procedures of highest governance body for overseing sustainability performance

We started establishing integrated sustainability management in 2007 and further developed it in 2008. Our environmental management according to ISO 14001 was introduced at our Bonn and Freiberg sites in 2007 and verified for the first time in 2008. Opportunities and risks are covered by our risk management. In 2008 we further developed our Code of Conduct. We have also based our report on the GRI reporting framework for the second time this year. Our sustainability performance is thus determined on an annual basis. Human Resources Opportunities Risk Report Quality and Environmental Management


4.10 / Procedures for evaluating the highest governance body’s own performance

The performance of the members of the Executive Board is assessed on the basis of individual performance agreements. Our integrated sustainability management Corporate Management and Control thus also covers sustainability aspects, but there is no separate performance assessment in this respect. Corporate Governance


4.11 / Precautionary principle

Our organization addresses the precautionary principle via our risk management, our quality and environmental management and our sustainability management. This basic orientation is also underscored by our voluntary disclosures such as GRI reporting and participation in the Carbon Disclosure Project (CDP). The SOLARWORLD Stock  Corporate Management and Control  Opportunities  Risk Report  Quality and Environmental Management


4.12 / External agreements, principles or initiatives

External agreements, principles or initiatives

  Timeframe    Locations     Established by/Including    Motivation
Code of Conduct 2007 – 2009 Group Employees Voluntary
Participation in the Carbon Disclosure Project (CDP) Since 2005 Group Institutional investors Voluntary
Application of ISO Standard 9001 Since 2003 Bonn, Freiberg,
Madrid, USA
ISO Voluntary
Application of ISO-Standards 14001 Since 2005 Freiberg
(Solar Factory)
ISO Voluntary
Application of ISO-Standards 14001 Since 2008 Bonn, Freiberg ISO Voluntary
Ökoprofit®2) 2007 – 2008 Bonn Municipalities and business
community
Voluntary
PV Cycle1)
Strategic Raw Materials Activities
Since 2007 Group Cell and module manufacturers Voluntary
NetJets Climate Initiative 1.2  EN17 Since 2007 Group NetJets Voluntary

1) Further details on our certifications are available on our website at: www.solarworld.de/sustainability
2) This project is not identical with our internal ÖkoProfit project.


4.13 / Memberships

Voluntary membership of associations/advocacy organizations

Organisation Since Member                                              Function
Camarillo Chamber of Commerce 1980 SOLARWORLD INDUSTRIES AMERICA1 /
Janet Gagnon
Member und Bronze Sponsor2
VCEDA (Ventura County Economic Development
Association)
1989 SOLARWORLD INDUSTRIES AMERICA1 /
Janet Gagnon
Member2
FlaSEIA (Florida Solar Energy Industries
Association)
1989 SOLARWORLD CALIFORNIA LLC1 /
Peter DeNapoli
Board member
SEIA (Solar Energy Industries Association) 1990 SOLARWORLD INDUSTRIES AMERICA1
Raju Yenamandra,
Boris Klebensberger
Board member
ASQ (American Society for Quality) 1992 SOLARWORLD INDUSTRIES AMERICA1 /
Alex Mikonowitz
Senior member
ANSI (American National Standards Institute) 1997 SOLARWORLD INDUSTRIES AMERICA1 /
Alex Mikonowitz
Member
IEC (International Electrotechnical Commission)
Technical Committee 82
1997 SOLARWORLD INDUSTRIES AMERICA1 /
Alex Mikonowitz
US TAG (Technical Advisory Group)
Administrator (since October 2007)
UL/PV section 1997 SOLARWORLD INDUSTRIES AMERICA1 /
Alex Mikonowitz
Advisory Council member
IEEE (Int. Electrical and Electronics Engineers) 1998 SOLARWORLD INDUSTRIES AMERICA1 /
Alex Mikonowitz
Member of the PV
Standards Committee
SESHA (Semiconductor, Environmental, Safety and
Health Ass.)
1998 SOLARWORLD INDUSTRIES AMERICA1 /
Sergio Vasquez
Member
NFPA (National Fire Prevention Ass.) 1998 SOLARWORLD INDUSTRIES AMERICA1 /
Sergio Vasquez
Member
DGS (Deutsche Gesellschaft für Sonnenenergie) e.V., München 1998 SOLARWORLD AG Membership
Eurosolar, Bonn 1999 SOLARWORLD AG Membership
access e.V. 1999 DEUTSCHE SOLAR AG Member
FSEC (Florida Solar Energy Center) 2000 SOLARWORLD CALIFORNIA LLC1 /
Peter DeNapoli
Board member
Freiberger Interessengemeinschaft der Recylings und
Entsorgungsunternehmen (F.I.R.E) e.V.
2002 DEUTSCHE SOLAR AG Member
Dresdner Gesprächskreis der Wirtschaft und Wissenschaft 2002 DEUTSCHE SOLAR AG Member
Solar Alliance 2003 SOLARWORLD CALIFORNIA LLC1 Member
InnoRegio Freiberg e.V. 2003 DEUTSCHE SOLAR AG Member
Bundesverband Solarwirtschaft 2003 SOLARWORLD AG
(previously DEUTSCHE SOLAR AG)
Member
Silicon Saxony e.V. 2003 DEUTSCHE SOLAR AG Member
VIK (Verband der industriellen Energie- und Kraftwirtschaft) 2004 SOLARWORLD AG Member
Mid-Atlantic SEIA (Solar Energy Industries Association) 2005 SOLARWORLD CALIFORNIA LLC1 Member
SEBANE (Solar Energy Business Association of New England) 2005 SOLARWORLD CALIFORNIA LLC1 Member
VCREA (Ventura County Regional Energy Alliance) 2005 SOLARWORLD INDUSTRIES AMERICA1 /
Bob Beisner
Member of the Advisory Council of the
Technical Committee
NorCal Solar (Northern California Solar Energy Industries Association) 2006 SOLARWORLD CALIFORNIA LLC Member
Europäischer Industrieverband für Photovoltaik (EPIA), Brüssel 2006 Boris Klebensberger Board member
Stiftung "Technische Universität Bergakademie Freiberg" 2006 Prof. Dr. Peter Woditsch Member of the foundation council
Stifterverband für die deutsche Wissenschaft 2006 Prof. Dr. Peter Woditsch Member of the central German
regional board of trustees
International Advisory Board des Zentrums für Entwicklungsforschung (ZEF),
Universität Bonn
2007 Frank H. Asbeck Member of the advisory council
Bundesverband Solarwirtschaft 2007 Frank H. Asbeck Board member
NYSEIA (New York Solar Industry Association) 2007 SOLARWORLD CALIFORNIA LLC Member
OSEIA (Oregon Solar Industry Association) 2007 SOLARWORLD CALIFORNIA LLC Member
Museum König 2007 Frank H. Asbeck Chairman of the board
of trustees of Alexander-Koenig-Gesellschaft
Hillsboro Chamber of Commerce 2007 SOLARWORLD INDUSTRIES AMERICA /
Bob Beisner
Member
UnternehmensGrün 2007 SOLARWORLD AG Member
CanSIA (Canadian Solar Industry Association) 2007 SOLARWORLD California LCC Member
PV Cycle 2008 Dr. Karsten Wambach President
Oregon University System Engineering & Technology
Industry Council (ETIC)
2008 Bob Beisner Board member
Oregon Business Association 2008 SOLARWORLD INDUSTRIES AMERICA1 /
Bob Beisner, Ben Santarris
Member
American Solar Energy Society 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
CaISEIA (California Solar Energy Industry Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
AriSEIA (Arizona Solar Energy Industry Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
MSEIA (Mid-Atlantic Solar Energy Industries Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
TREIA (Texas Renewable Energy Industries Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
HSEA (Hawaii Solar Energy Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
MDV-SEIA (Maryland DC Virginia Solar Energy Industry Association) 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
Valley Industry and Commerce Association 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
Solar Oregon 2008 SOLARWORLD Califonia LLC /
Janet Gagnon
Member
Oregon BEST (Oregon Built Environment and Sustainable
Technologies Center)
2008 Gordon Brinser Member
GTZ Biodiversity Initiative 2008 SOLARWORLD AG Member
Energy Advisory Council of the City of Freiberg 2009 Prof. Dr. Peter Woditsch Member

Corrections of contents of the Annual Group Report 2007:
Membership with SEBANE (Solar Energy Business Association of New England), which started in 2005, ended in 2007.
Membership with Central Coast MIT (Mass. Institute of Technology) Forum ended in the summer of 2008.
1) This includes the former Shell Solar and/or Siemens Solar and/or Arco Solar. 
2) The disclosure ‘Board member’ was incorrect.


4.14 / Stakeholder groups

The stakeholder groups involved in the decisions taken by SOLARWORLD are employees and customers (wholesalers, installers, final customers) and suppliers of the SOLARWORLD group. Investors (shareholders, investors) do not represent stakeholders in the strict sense of the term but are included as stakeholders in this section. Analysts and brokers as intermediaries are also included here. Stakeholders also comprise governments, municipalities, local authorities and non-governmental organizations (NGOs) as well as the interested public.


4.15 / Selection of stakeholder groups

In determining the stakeholder groups for our activities we use the following questions1):

1. Who are we responsible for (in legal/financial/operational terms)?
2. Who is directly or indirectly affected by/dependent on our activities or the impact of such activities?
3. Who is in a position to influence (hamper/promote) or decide about implementation of our activities?
4. Who are we in close contact with or maintain close relationships with?
5. Who has voiced their opinion on issues of relevance to us?
6. Which groups (formed by demographic or other characteristics) are likely to be interested in our activities and the results of these activities?

1) Based on Mason and Mitroff, 1981, and the criteria of the AccountAbility Standards AA 1000 SES

Our main stakeholders are those we are responsible for:


STAKEHOLDER ANALYSIS

4.16 / Engagement of stakeholders

The needs of all stakeholder groups are already included but analyzed to varying degrees of depth. An internal analysis is made for all stakeholder groups, based on information available within the company and in external studies. So far, final customers have only been interviewed on an adhoc basis since such surveys require a lot of time and effort. Regular surveys are made among our customers (wholesalers and installers) Trading in Modules and Systems and our employees Human Resources Human Resources – Future Development. In the medium term, we are also planning to carry out such surveys among other stakeholder groups. We also maintain close contacts with the local authorities at our sites. Thanks to our membership in associations and interest groups as well as our cooperation schemes with scientific institutions we maintain a regular dialogue on social policy issues with stakeholders. The company is therefore aware of the stakeholders’ needs and able to take them into account in its decision-making processes. In our Solar2World projects www.solarworld.de/sustainability we work closely with the local stakeholders (e.g. municipalities and NGOs) in order to offer solutions that will give the population the maximum benefit and can be continued by the local people themselves after completion of the project. No stakeholder group was specifically involved in the preparation of the present report but we put our first report developed according to the GRI framework up for voting managed by www.corporateregister.com. We also offer all stakeholders the opportunity to contact us any time via placement(at)solarworld.de and sustainability(at)solarworld.de.


Stakeholders

Main stakeholders                                                                     Instruments
Employees Direct contact, employee surveys, works councils,
company suggestions scheme
Specifically applicants Direct contact, company presentations
Customers (wholesalers, installers, final customers) Direct contact, annual customer survey
Suppliers Direct contact, supplier surveys
Shareholders Direct contact, feedback after roadshows, corporate news
Banks and creditors Direct contact
Residents/local population Direct contact in the event of concerns or complaints voiced;
for Solar2World projects direct involvement in the project
Other stakeholders  
Analysts and brokers Direct contact, feedback after roadshows, investor days,
corporate news
Regional governments, municipalities, local authorities, public authorities Direct contact, interviews
Non-governmental organizations (NGOs) Networks, discussion forums
The interested public Reporting, corporate news
Workforce representatives, employee associations Direct contact in negotiations
(Professional) associations, industrial trading groups Direct contact via networks, trade fairs, etc.
Competitors Market research, informal discussions
Press Interviews, press releases

4.17 / Key topics and concerns raised by stakeholders

In the reporting period, there were no extraordinary questions or concerns regarding the sustainability of our business operations not covered under other items of our GRI reporting.


5. / Management approach // EC, EN, LA, HR, SO, PR

We intend to continue our group-wide emphasis on sustainability with the introduction of an integrated management system Corporate Management and Control. In the following we will outline how the individual aspects have been included in our approach.

Economic
Economic success is a fundamental condition for sustainability. It gives us the necessary freedom of action to take account of environmental and social aspects. The Management Report provides detailed information on this dimension Corporate Management and Control. Our commercial success also contributes to the national economy as a whole, e.g. by creating jobs and promoting sustainable energy supplies geared to the future.

Environmental
Environmental aspects are relevant mainly in our internal processes, especially in production. We will analyze increased involvement of stakeholders and customers. This is a major challenge in view of the market situation (oligopoly with major bottlenecks on the supplier side, and a broad customer base comprising wholesalers and installers). In order to systematically take account of environmental aspects, we introduced environmental management systems according to ISO 14001 at our facilities in Bonn and Freiberg in 2007. Quality and Environmental Management It goes without saying that a crucial factor is also our product: solar power.

Society/social
Our Code of Conduct sets out our ethical principles and behavioral rules and recommendations for all employees and Board members. It defines our working practices, our procedures to ensure compliance with human rights and acceptance of our social responsibility and product responsibility. Human Resources Corporate Management and Control Quality and Environmental Management We are planning to introduce a revised version in 2009.


Management Approach

Dimension Main aspects
Economic (EC) Economic performance Consolidated Financial Statements; market presence Competitive Position and Main Sales Markets Trading in Modules and Systems; direct economic effects are included in our decision-making processes through our stakeholder analyses 4.15. Thanks to our sustainable product and our growth (e.g. creation of jobs), the indirect economic impact of our business operations is to be assessed as positive.
 
Environmental (EN) The use of materials is controlled by our procurement management Procurement. Energy, water, emissions, discharge water and waste are issues controlled by our environmental management system Quality and Environmental Management. Biodiversity is an aspect taken into account in planning new production sites. Our sales offices are not located in regions where they might impair biodiversity. Our products and services are compatible with the sustainability approach. Most of our packaging materials are recycled EN27. Compliance with legal provisions is a key priority for us. This is also governed by our Code of Conduct www.solarworld.de/sustainability. Transportation services are performed by logistics service providers. The associated environmental effects are to be covered more comprehensively in our reporting. Overall, these aspects are handled by our environmental management. Our Code of Conduct for Suppliers (as of 2009) will oblige our business partners to comply with all applicable environmental laws, provisions and standards and operate an efficient system to identify and remedy potential risks to the environment. Moreover, our suppliers are requested to ensure compliance with these standards by their sub-contractors and other business partners.
 
Society/social (LA) Employment, employee-employer relationship, initial and further training, health and safety, diversity and equal opportunities are part of our personnel strategy Human Resources Human Resources – Future Development. Health and safety forms an element of our quality management system. Quality and Environmental Management. Diversity and equal opportunities are issues also covered by our Code of Conduct www.solarworld.de/sustainability. Health and safety provisions, precautionary measures for operational failure, statutory pay and working hours as well as a ban on discrimination are also aspects covered by our Code of Conduct for Suppliers (as of 2009). Moreover, our suppliers are requested to ensure compliance with these standards by their sub-contractors and other business partners.
 
Society/social (HR) Investment and procurement practices, equal opportunities, freedom of association and right to collective bargaining as well as a ban on child labour, forced and compulsory labour are governed by our Code of Conduct www.solarworld.de/sustainability and will be included in training schemes for executives. Human rights clauses and the abolition of child labour and forced labour are included in our Code of Conduct for Suppliers (as of 2009). Moreover, our suppliers are requested to ensure compliance with these standards by the sub-contractors and other business partners. Any complaints are handled directly by the respective superior and/or the HR department. In order to maintain anonymity, a SOLARWORLD ombudsman will be available as of 2009. We offer training schemes for safety practices with regard to our business operations but we do not offer any specific training programs involving human rights aspects for our security staff. We respect the rights of indigenous people. To date there have not been any conflict constellations.
 
Society/social (SO) Community, corruption, politics, anti-competitive behaviour and compliance with the law are issues governed by our Code of Conduct www.solarworld.de/sustainability. We also prevent corruption by means of the provision concerning inadmissible payments and bribery in our Code of Conduct for Suppliers (as of 2009). Moreover, our suppliers are requested to ensure compliance with these standards by their subcontractors and other business partners.
 
Society/social (PR) Customer health and safety, product and services labelling, advertising, protection of customer data and compliance with legal provisions are issues governed by our Code of Conduct www.solarworld.de/sustainability
 
Dimension Targets and performance
Economic (EC) Group Management Report
Ecological (EN) Quality and Environmental Management
Society/social (LA) Corporate Management and Control Human Resources Human Resources – Future Development
Society/social(HR)                     
Society/social (SO)
Society/social (PR)
Corporate Governance
Dimension Policies
All dimensions Suppliers have to respect the Code of Conduct for Suppliers (as of 2009) of SOLAWORLD.
Economic (EC) Taken into account in the framework of our quality management Quality and Environmental Management. Behavioural rules, e.g. concerning anti-corruption or fair competition, are set out in our Code of Conduct www.solarworld.de/sustainability. There are no specific policy guidelines on SOLARWORLD’s economic obligations.
 
Ecological (EN) Taken into account in the framework of our environmental management system Quality and Environmental Management
Society/social (LA)
Society/social (HR)
Society/social (SO)
Society/social (PR)
Defined in the framework of our Code of Conduct www.solarworld.de/sustainability. It also covers internationally recognized standards, e.g. those of the United Nations, the ILO and the Vienna Declaration.
Dimension Responsibility
All Dimensions 1st level – Executive Board, 2nd level – Managing Directors
Environmental (EN) 3rd level – Divisional Manager and Environmental Manager
Society/social (LA)
Society/social (HR)
3rd level – Divisional Manager and Quality Manager
Society/social (SO) 3rd level – Divisional Manager
Society/social (PR) 3rd level – Divisional Manager and Environmental Manager
Dimension Training schemes and awareness-raising programs
Environmental (EN) Implemented by our quality and environmental management. Apart from this, our employees tend to show a very high level of environmental awareness due to the nature of our business operations.
Society/social (LA) We already implement training schemes on health and safety. The additional topics will be included in our executive training programs in future.
Society/social (HR)
Society/social (SO)
Society/social (PR)
To be integrated in our executive training programs.
Dimension Monitoring and follow-up
Environmental (EN) Monitoring activities are carried out by each individual site on its own. Corporate environmental goals were defined in 2008 and were checked at year-end in 2008. More specific measures are taken at the individual locations. The Freiberg and Bonn sites have been certified according to ISO 14001. Quality and Environmental Management
 
Society/social (LA) Monitoring is effected at the individual sites. Internal surveys were implemented in 2008. Measures to be taken by the Board and the HR department were derived from these surveys.
 
Society/social (HR) Monitoring and follow-up are partly initiated by the HR departments and partly directly at top management level.
Society/social (SO) Monitoring and follow-up at top management level.
Society/social (PR) Monitoring and follow-up are initiated by the corresponding departments and reported to the top management level.
 
Dimension Key successes
Environmental (EC) Group Management Report
Ecological (EN) Research and Development
Society/social (LA)
Society/social (HR)
Employees
Society/social (SO)
Society/social (PR)
Corporate Governance
Dimension Key shortcomings
All Dimensions We were not yet able to disclose comprehensive information on each individual indicator since some of the data is not available to us in the required form.
Dimension Key opportunities and risks
All Dimensions
Environmental (EC)
Risk Report
Ecological (EN) Opportunities for solar energy arise from the increasing scarcity of fossil fuels and continuing climate change EC2 Risks are inherent in production but have to be considered as low in comparison with other sectors. They are mapped and controlled via our environmental management Quality and Environmental Management and our health and safety management.
 
Society/social (LA)
Society/social (HR)
Society/social (SO)
Society/social (PR)
Opportunities arise from our positioning as a group acting responsible in international competition. Risks arise on the potential loss of credibility and sanctions that would be imposed if fundamental principles were violated.
Dimension Major changes to systems or structures in the reporting period in order to improve performance
Economic (EC) Group Management Report
Environmental (EN)
Society/social (LA)
Society/social (HR)
Society/social (SO)
Human Resources Important Events during the Business Year Business Development 2008
Society/social (PR) Corporate Governance
Dimension Key strategies and procedures for implementing policies or achieving goals
Economic (EC)
Environmental (EN)
Quality and Environmental Management
Society/social (LA)
Society/social (HR) Society/social (SO)
Society/social (PR)
 
Corporate Governance

More detailed explanations of our management systems are provided in the management report. Group Management Report