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