REHAU Sustainability Report 2017/2018
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REHAU Sustainability Report 2017/2018
02
Contents
03 → Preface
04 → Our company
14 → Ethics and compliance
16 → Stakeholders
19 → Suppliers ©Inga - stock.adobe.com
21 → Economic impact
26 → Environmental impact About this report
To promote clarity and make this Sustainability Report as
37 → Social impact easy as possible to navigate, we have provided the report in
PDF form with links.
50 → Report profile
Further online information, for example on the REHAU
54 → Legal notice website, can be accessed via the links in the PDF.
Our symbols will help you navigate.
Link to an external page
e.g. www.rehau.com/sustainability
→ Reference to another page of the report
Page references in the tables on pages 22, 27, 28, 44 and 52
are also linked.
You can find the relevant targets for each of our areas of
activity under the corresponding management approach. In
addition, topics that cover United Nations’ SDGs relevant to
REHAU are marked with corresponding icons in the report.
REHAU AG + Co – Sustainability Report 2017/2018
03 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Preface (GRI 102-14)
Dear reader,
In this report on the 2017/18 period, we are publishing information about our sustainability activities
and targets for the fourth time in a row. A lot has already been achieved in recent years. It is a given for
us as a globally active, privately-held company that we continue expanding the measures we take to
ensure a sustainable future.
We took the opportunity in 2019 to grapple intensively with the topic of sustainability and are in the
process of setting a new trajectory. The processes that we have initiated as part of our new sustain-
ability strategy have not yet concluded, but we would like to give you an initial insight into what we are
striving for in this report. REHAU is not immune from the impact of current social and political devel-
opments around the world, and we are in the process of adapting the principles of our sustainability
activities as a result. We have already established that our activities will be based on four key principles
in future:
▪▪ Sustainable growth
▪▪ Driving forward the circular economy
▪▪ Accelerating climate protection
▪▪ Promoting diversity
We are aware that our future success will depend significantly on our adherence to these principles –
and we intend to measure ourselves by them. In future, we will report on our sustainability activities on
an annual basis. As a further consequence of our reorientation, we will join the UN Global Compact, the
most important global initiative in the field of responsible company management.
We want sustainability to be part of how we work, every day. Which is why the motivation and imagi-
nation of our over 20,000 employees worldwide is so important. It is my personal goal to inspire our
employees, customers and suppliers into action in all their diversity. Sustainability will only become a
reality if every individual plays their part – within our company and beyond.
With this in mind, I hope you enjoy reading this report.
Yours,
William Christensen
CEO of the REHAU Group
REHAU AG + Co – Sustainability Report 2017/2018
04 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Our company
01 _ REHAU as part of a strong, privately-held company
REHAU Verwaltungszentrale AG (Muri, Switzerland)
RAUMEDIC Group REHAU Group MERAXIS Group
Development partner System and Trading group for
in the international service provider for polymer-based
medical technology and polymer-based solutions.
pharmaceutical industry. solutions.
Company profile Founded in 2004 Founded in 1948. Founded in 2019
GRI 102-1: Company name
REHAU AG + Co
GRI 102-2: Activities, brands, products, and services
REHAU AG + Co is headquartered in Rehau and is part of the international
REHAU Group based in Muri bei Bern. REHAU is a leading system and service
provider for polymer-based solutions. REHAU is a premium brand synony- Automotive Automotive
Building and Automotive
Building
Furniture
and Automotive
Building
Furniture
Windows
and Automotive
Building
Furniture
Windows
Industrial
and Building
Furniture
Windows
Industrial
and Furniture
Windows
Industrial Windows
Industrial Industrial
Automotive Infrastructure Building Furniture
Infrastructure Infrastructure Infrastructure Solutions Window
SolutionsInfrastructure Solutions Solutions Industrial
Solutions
mous with high performance, quality, innovation strength and design exper- Solutions Solutions Solutions Solutions
tise for its customers, suppliers and employees. Our corporate culture is
based on the values of trust, reliability and innovation.
REHAU AG + Co – Sustainability Report 2017/2018
05 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Patents GRI 102-4: Location of operations
As an innovative leader in the field of technology, we continue to develop our The REHAU Group has over 170 locations in more than 50 countries.
products across divisions and work on new solutions. This is reflected in the large Its international activities are focused in Europe.
number of patent and utility model applications we submit each year. REHAU
submits approximately 100 patent and utility model applications each year, known REHAU AG + Co in Germany is the largest company in the Group, with a total of 16
as “priority applications.” A total of 556 patents and utility models have been sales offices, 11 plants, 2 administrative offices and 3 logistics centres.
approved worldwide since 2014.
Find out more about our locations in Germany
02 _ Number of patents submitted per year
03 _ REHAU locations worldwide
128
118
100 109
101
2014 2015 2016 2017 2018
GRI 102-3: Company headquarters
The headquarters of REHAU Verwaltungszentrale AG, the REHAU Group holding
company, is located in Muri bei Bern, Switzerland. The German parent company
REHAU AG + Co is headquartered in Rehau, Germany.
REHAU AG + Co – Sustainability Report 2017/2018
06 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
GRI 102-5: Ownership and legal form 04 _ Share of turnover by division
The REHAU Group is privately owned and the holding company takes the legal
form of an “Aktiengesellschaft” (public limited company). The German parent
company takes the form of an AG + Co. The company’s main administrative Division 2017 2018
headquarters are located in Rehau, along with the three divisions Automotive,
Furniture Solutions and Industrial Solutions. The administrative headquarters of Automotive 49 % 51 %
the Window Solutions and Building Solutions divisions are located in Erlangen.
Building and Infrastructure Solutions 18 % 18 %
GRI 102-6: Markets served
Furniture Solutions 13 % 12 %
The REHAU Group is a leading processor of polymer materials, with locations on
every continent. The company has a broad customer base, from small-scale Window Solutions 11 % 10 %
installation companies to international corporations, from joiners to transnational
OEMs. With over 130 sales offices worldwide, REHAU is close to its customers Industrial Solutions 9% 9%
and to the markets it supplies.
GRI 102-7: Scale of the organization → For the number of locations, see GRI 102-4, p. 5
REHAU AG + Co’s revenue for the 2018 financial year amounted to EUR 2.1 billion. → For the number of products and services provided, see GRI 102-2,
The Group as a whole, with around 20,000 employees, achieved turnover of p. 4
EUR 3.5 billion (2017: 3.5).
GRI 102-8: Information on employees and other workers
At the end of 2018, REHAU AG + Co employed 9,769 members of staff (2017:
9,379). In 2018, REHAU employed a total of 20,729 members of staff (2017:
20,380).
→ You can find more figures on employee development and staff turnover in
the chapter on Social impact, p. 37 ff.
The majority of REHAU employees have permanent contracts. At the end of the
reporting period, around 1,300 employees were working part-time. The number of
external employees is negligible.
REHAU AG + Co – Sustainability Report 2017/2018
07 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
05 _ Employees* by region and employment status
Total employees in 2017 Total employees in 2018
by region by region
Top 10 countries with the most Top 10 countries with the most
employees employees
2,934 2,679
14% 1. DE 9,379 13% 1. DE 9,769
1,566 2. US 1,290 1,611 2. CZ 1,122
8% 3. CZ 1,029 8% 3. US 1,032
4. FR 978 4. FR 994
15,880 5. RU 654 5. CN 657
16,439
78% 6. CN 628 6. MX 619
79%
7. MX 623 7. RU 614
8. ZA 565 8. ZA 569
9. PL 528 9. PL 563
10. GB 475 10. HU 506
AM = Americas AP = Asia Pacific EMEA = Europe, Middle East, Africa
Region AS AP EMEA Total Region AM AP EMEA Total
Employees 2,934 1,566 15,880 20,380 Employees 2,679 1,611 16,439 20,729
Full-time* 2,923 1,563 14,789 19,275 Full-time* 2,676 1,600 15,231 19,507
Part-time* 11 3 851 865 Part-time* 3 11 945 959
* Number of active employees excluding contractors,
temporary staff, interns and mergers and acquisitions
REHAU AG + Co – Sustainability Report 2017/2018
08 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
06 _ Number of employees* by working hours and gender 07 _ Women in management roles
Total: Total:
14,783 2014 9.4%
14,509
Part-time
604 500 2016
Full-time 10.2%
2018 12.1%
Total: Total:
5,631 5,680
806 798
Total: Trainee intake
3 In 2018, trainee intake at locations in Germany was 6.5% (2017: 7.0%). The
4,825 13,905 3 4,882 14,283 number of trainees remained almost exactly the same, but the proportion sank as
the total number of employees increased significantly. Of the trainees who finished
female male other Female Male
their traineeships in 2018, we employed 87% (2017: 77%). These figures were
2017 2018 taken from the current HR system by the Vocational Education department.
Total: Total: GRI 102-9: Supply chain
20,140 20,466 To ensure consistently sustainable business practices, REHAU takes care to work
with suppliers who can demonstrate that they act sustainably and take responsi-
bility for the environmental and social impact of their business. We work with
*excluding mergers and acquisitions, as we do not have detailed information about gender and
working hours (Employees 2017: 240; employees 2018: 263)
around 30,000 suppliers, the majority of which are based in member states of the
Organisation for Economic Co-operation and Development (OECD).
In 2018, REHAU employed 5,680 women (2017: 5,631), of which 798 worked part-
time (2017: 806). Compared with the previous report, the number of women in
management roles increased from 10.2% in 2016 to 12.1% in 2018.
REHAU AG + Co – Sustainability Report 2017/2018
09 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Global collaboration with suppliers can come with certain risks. For this reason, the GRI 102-11: Precautionary principle or approach
REHAU Group has introduced its own Supplier Code of Conduct, which our Risk management is integrated into REHAU’s operational processes via the defined
suppliers must accept as part of our terms of delivery. We developed this further in information and escalation systems and is part of both our strategic and
2018, with the aim of improving the environmental and social standards upheld by operational management. According to the Group structure, risk assessments are
our suppliers and referring more specifically to the relevant global standards in this carried out on a divisional and service area level and, if necessary, on an individual
area. company level, and reported to the Executive Board. Risk assessments are based
on the probability of occurrence and the extent of the potential damages.
→ Chapter on Suppliers, p. 19 ff.
Supplier Code of Conduct We have defined a process by which to recognize and manage environmental and
Supplier management at REHAU social risks in advance. They are incorporated into the company’s overall risk
strategy and management via sustainability and environmental management.
GRI 102-10: Significant changes to the organization and its supply chain
There was a change in the top management of REHAU AG + Co in 2018: As part of this reputational risk management, we monitor products, production
our long-standing CEO Rainer Schulz stepped down and was replaced by William processes, locations and customer groups for which sustainability is a particular
Christensen. factor. The focus is on topics that are ethically, socially or environmentally sensitive
– for example projects that may lead to increased air, water or soil pollution or be
In the 2018 financial year, the REHAU Group’s investment activities amounted to associated with the overuse of natural resources. We are also dedicated to
EUR 139 million (2017: EUR 144 million). The investment rate (cash flow from preserving human rights throughout our supply chain.
investment activities as a proportion of revenue) amounted to 6.7% (2017: 7.2%).
→ Chapter on Suppliers, p. 19 ff.
During the 2017 and 2018 financial years, REHAU Group did not sell off any
business areas or product businesses. REHAU Verwaltungszentrale AG in Switzer-
land was able to successfully conclude the acquisition of the internationally active
polymer raw materials group MB Barter Trading in 2018. As part of the acquisition
process, REHAU GmbH, a trading company already located in Switzerland, and its
subsidiaries were merged with MB Barter Trading to form the independent Meraxis
Group as a third division of Verwaltungszentrale AG. Meraxis, based in Muri bei
Bern, Switzerland, focuses on the procurement and distribution of polymer-based
solutions for the plastics processing industry, in particular the automotive,
construction, industry and packaging sectors.
REHAU AG + Co – Sustainability Report 2017/201810 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
GRI 102-12: External initiatives GRI 102-13: Membership of associations
REHAU is a member of several renowned associations, underlining its role as an In accordance with our principles of conduct, we strive to act responsibly and with
economically, environmentally and socially responsible industrial company. integrity – including with regard to political and non-governmental organizations.
We support the transition to renewable energy and heat in accordance with the
These include: Paris Agreement on climate change, in particular the expansion of solar power and
▪▪ German Sustainable Building Council (DGNB) (since 2013) wind energy and the environmentally friendly use of co-generation power plants
▪▪ La feuille de route économie circulaire (circular economy association; since 2018) within local heat networks.
▪▪ kununu, open company (since 2015)
▪▪ NETZWERK Unternehmen integrieren Flüchtlinge (network of companies inte- As a globally active company with a high energy demand, we require
grating refugees; since 2017) internationally competitive energy prices and a secure energy supply, which is why
▪▪ Rewindo – German plastic profile manufacturers’ recycling initiative (since 2011) we are dedicated to promoting free, fair trade.
▪▪ German Association of the Automotive Industry (VDA) (since 2004)
▪▪ VinylPlus – sustainable development commitment by the European PVC The REHAU Group is a member of a selected number of both national and
industry (since 2011) international industry associations and interest groups.
We also continue to be actively involved in or are signatories of the following initia- These include the following organizations:
tives: ▪▪ European Plastics Converters (since 2018)
▪▪ Carbon Disclosure Project, international leader in carbon and water sustain- ▪▪ Verband Fenster + Fassade e.V. DIN (window and facade association; since 2006)
ability ratings (since 2014) ▪▪ Zentralverband Sanitär Heizung Klima (sanitary, heating and climate association;
▪▪ Charta der Vielfalt, international initiative promoting diversity within companies since 1999)
(since 2018)
▪▪ EcoVadis, international leader in business sustainability ratings (since 2012)
▪▪ Responsible Minerals Initiative, initiative for the responsible procurement of Strategy
minerals in conflict-affected regions (since 2014)
GRI 102-14: Statement from senior decision-maker
We are also members of various working groups actively involved in developing
sustainability standards: → Preface, p. 3
▪▪ The European Plastic Pipes and Fittings Association (since 2016)
▪▪ VDA working group on sustainability in the supply chain (since 2018) GRI 102-15: Impacts, risks, and opportunities
Our sustainability strategy is an integral part of our corporate strategy. We have
also developed a mission statement that clearly defines our activities for
sustainable management.
REHAU AG + Co – Sustainability Report 2017/201811 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
This can be divided into four main areas: long-term corporate strategy, 08 _ Developing our areas of activity
environmentally friendly products, resource conservation and employee
satisfaction. As part of our corporate strategy, we want to further increase our
added value, invest consistently in the future of the company and grow with 2010 2015 2019
diversity. As an attractive employer, we offer the best possible working
environment and take on social responsibility. We act in an economically viable, Long-term ▪▪ Diversification ▪▪ Diversification Sustainable
environmentally friendly and socially responsible way with regard to our customers corporate ▪▪ Supplier management ▪▪ Supplier growth
and our suppliers. We focus on quality and strive to always set the best possible strategy ▪▪ Economic stability management
▪▪ Growth markets ▪▪ Growth markets
example in our industries. Where possible, we collaborate with partners and
▪▪ Independence ▪▪ Compliance
expand our expertise through targeted investments. ▪▪ Compliance
Resource ▪▪ Waste and effluents ▪▪ Waste and effluents Accelerating
In order to integrate sustainable economic and business processes into our
conservation ▪▪ Material saving ▪▪ Materials and raw climate protection
corporate decision-making, we observe relevant megatrends, analyze current ▪▪ Energy efficiency materials
developments and evaluate them in terms of possible risks and opportunities. We ▪▪ Hazardous substances ▪▪ Energy efficiency
are continually striving to reduce any possible negative impact our business ▪▪ Recyclates ▪▪ Buildings
activities may have. In order to ensure that environmental and social risks are taken ▪▪ Buildings
into account in our corporate decision-making, our environmental and Environmentally ▪▪ Customer satisfaction ▪▪ Product Driving forward the
sustainability management work is closely interwoven with and supports our risk friendly, ▪▪ Product responsibility responsibility circular economy
management. In addition, we also develop, produce and market products that help energy-efficient ▪▪ Product development ▪▪ Product innovations
products (megatrends) ▪▪ Digitization
promote sustainable development.
Since 2010, we have been developing areas of activity that represent our main
Employee ▪▪ Work-life balance ▪▪ Attractiveness as an Promoting
challenges and, at the same time, provide the framework for developing our
satisfaction ▪▪ Education and training employer diversity
solutions. These areas of activity have been reworked multiple times since 2010 ▪▪ Diversity and equal ▪▪ Education and
and adapted to changing requirements. We are currently working on finalizing our opportunity training
new areas of activity, which will take into account our business’s current ▪▪ Social involvement ▪▪ Occupational health
environment and the requirements for meeting the challenges we will face in the and safety
▪▪ Social involvement
coming years.
REHAU AG + Co – Sustainability Report 2017/201812 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Company values economy and diversity – based on the UN’s Sustainable Development Goals (SDGs).
▪▪ Guidelines and principles of our environmental and energy management strategy.
GRI 102-16: Values, principles, standards, and norms of behavior ▪▪ Our purchasing guidelines and Supplier Code of Conduct, which provide a
We believe that sustainable company management must be based on values and standard for sustainable procurement.
principles of conduct that are manifested by all employees. We have defined these
values and principles and made them available to all employees via the intranet → Chapter on Ethics and compliance, p. 14 ff.
under the heading “YOUR REHAU.” As a responsible and sustainable privately-held Employee Code of Conduct
company, our employees and our values are at the heart of our unique corporate Supplier Code of Conduct
culture. REHAU drives people. People drive REHAU.
Our corporate culture is based on the values of trust, reliability and innovation.
These values guide our management principles and how we relate to our
stakeholders. We want to be a reliable partner, and our actions are driven by these
values. We undertake to comply with laws, guidelines and market standards as
well as voluntary commitments and our internal REHAU principles. 09 _ YOUR REHAU – values and principles
The binding global Code of Conduct, for example, provides employees with
guidelines for correct, ethical behavior in their day-to-day work. The Code of
Principles
Conduct makes it clear what REHAU expects of its employees: not just that they YOUR REHAU
conform to the law, rules and internal regulations, but that their behavior reflects
our value system.
Our corporate responsibility guidelines, as laid down in the REHAU Employee Code Individual Direct Performance Lifelong Diversity
of Conduct, initiative communi- principle learning
▪▪ also form an important basis for responsible conduct. These include the areas of and cation
responsibility towards our fellow people and society, legal conformity and independence
compliance, integrity and independence in our business transactions, our
relationship with business partners and decision-makers, donations and
sponsorships, conflicts of interests, etc. They also include: Management principles
▪▪ Our commitment to an open dialog with our stakeholders.
▪▪ Our commitment to the UN Global Compact. Values: confidence, reliability and innovation
▪▪ A sustainability strategy that will have a stronger external focus in future, with the
four guiding principles of sustainable growth, climate protection, the circular
REHAU AG + Co – Sustainability Report 2017/201813 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Company management The platforms relate to issues such as 3D printing technology, the development of
new production and recycling processes and the integration of electronics into
GRI 102-18: Governance structure polymer products. This aims to accelerate the transformation of our business
The Group Executive Board (GEB) is the uppermost management body within the model and appropriately support the development of digital products, production
REHAU Group. It has an obligation towards REHAU’s investors, customers, processes and product-specific services.
employees and other company stakeholders, with the goal of pursuing sustainable
value creation (stakeholder value). The GEB is responsible for managing the At REHAU, corporate responsibility issues are managed by three departments.
company in the interests of the company, developing the company’s strategic
direction, discussing this with the Supervisory Board and ensuring its Risk management is integrated into REHAU’s operational processes via the defined
implementation. information and escalation systems, and is part of both our strategic and
operational management. It verifies production and procurement risks,
environmental risks (including climate risks) and cyber risks, alongside customer
10 _ REHAU Group company structure relationships, market developments and products, in particular with regard to
whether these are compatible with our company and sustainability principles.
Supervisory Board Supervisory Board → Find out more under GRI 102-11, p. 9
Sustainability management works closely with risk management. The team is
Group Executive Board Group Executive Board
responsible for the strategic direction and coordination of all economic,
environmental and social sustainability topics. When it comes to stakeholder
Window Building Furniture Industrial
Automotive dialog, sustainability management works closely with the Corporate
Divisions Solutions Solutions Solutions Solutions
Communications department, which is responsible for internal and external
communication regarding corporate responsibility.
Regions Americas EMEA (Europe, Middle East, Africa) Asia Pacific
REHAU also has a global Compliance Management team whose goal is to plan,
manage and monitor the company’s compliance activities.
The Supervisory Board advises and monitors the GEB in its management of the
company. It appoints and dismisses the members of the GEB and, together with → Chapter on Ethics and compliance, p. 14 ff.
executive management, ensures long-term succession planning. To support the
company’s transition to a digital production, technology and service provider,
specific technology platforms were established for REHAU and united in the
Technology & Performance unit.
REHAU AG + Co – Sustainability Report 2017/201814 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Ethics and compliance
GRI 103: Management approach (including 103-1, 103-2, 103-3) – Compliance
GRI 205: Anti-corruption, GRI 206: Anti-competitive behavior, GRI 419: CoCoS whistleblower system
Socioeconomic compliance
REHAU’s CMS is run by the Head of Legal and Compliance – who reports directly
Legally compliant conduct has been a foundational principle at REHAU since the to the Executive Board – the central Compliance department and local compliance
company was founded. We consider ourselves a conscientious privately-held contacts. The REHAU Group’s Executive Board and Supervisory Board are updated
company with a duty to promote sustainability and integrity in our business annually on the current status of the compliance management system as part of
transactions. Our compliance efforts are particularly focused on combating the compliance report.
corruption, violation of competition law, money laundering and violation of
environmental regulations. We follow the OECD guidelines for multinational The efficacy of the compliance management system is monitored on a regular
companies and the UN Convention against Corruption of October 31, 2003. basis and appropriate measures for further development are put in place as
REHAU is also committed to the 10 principles of the UN Global Compact, which necessary.
include combating corruption.
Employee Code of Conduct
Our fundamental values and behavioral code are set out in our internal Code of Supplier Code of Conduct
Conduct and more specific anti-corruption guidelines. These rules are binding for
all REHAU employees around the world, independent of their role or level of
seniority. We expect the partners in our supply chain to share these values and GRI 205: Anti-corruption
principles and to accept our Supplier Code of Conduct.
GRI 103: Management approach (including 103-1, 103-2, 103-3) – Anticorruption
REHAU has implemented a global compliance management system (CMS) with (UN Global Compact: principle 10)
the aim of planning, managing and monitoring the company’s compliance
activities. All REHAU Group employees receive regular training on these topics. A → See management approach for compliance, this page
culture of open discussion, trust, transparency and compliance awareness means
these types of queries or issues are usually speedily resolved on a case-by-case GRI 205-2: Communication and training about anti-corruption policies and
basis. Our goal is to foster a culture of compliance according to the principle procedures
“Compliance at REHAU: comply – commit – trust.” A variety of anti-corruption measures were introduced between 2016 and 2018,
including:
Employees and third parties can help combat corruption by reporting compliance ▪▪ distribution of global compliance information
violations via the REHAU Compliance Communication System (CoCoS), which can ▪▪ on-site training in selected countries
be done anonymously. CoCoS is a web-based system and fulfills the highest ▪▪ roll-out of e-learning compliance training
possible standards in terms of data protection and security. Reports submitted via ▪▪ publication of articles on the topic of compliance on the employee intranet
the system land directly with our compliance experts in the Legal and Compliance ▪▪ implementation of an external online system for reporting compliance violations
department and are handled as a top priority with the utmost confidentiality. and corruption
REHAU AG + Co – Sustainability Report 2017/201815 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
All of these measures aim to raise awareness among employees and enforce the GRI 206: Anti-competitive behavior
REHAU anti-corruption guidelines, which apply globally and are part of the REHAU
Code of Conduct. All REHAU employees around the world have access to the Code GRI 103: Management approach (including 103-1, 103-2, 103-3) –
of Conduct – in most cases in their native language – which, like the anti- Anticompetitive behavior
corruption guidelines, can be found on the intranet. Depending on the topic, the
e-learning modules are compulsory for all employees, or, as in the case of the → See management approach for compliance, p. 14
e-learning module on anti-corruption, all employees with third-party contact.
Employees without access to computers are given on-site training. The Group’s GRI 206-1: Legal actions for anti-competitive behavior, anti-trust, and monopoly
regulatory body is updated annually on the current status of the compliance practices
management system as part of the compliance report. REHAU does not tolerate corrupt business practices, cartel agreements or similar.
In the interests of unrestricted competition, we also require that suppliers do not
During the reporting period, 1,525 new REHAU Group employees successfully participate in any form of anti-competitive behavior such as pricing agreements,
completed the training on corruption prevention. the division of market segments, price fixing, etc., that they implement a
zerotolerance policy regarding competitive agreements and provide their
Our goal is to enforce adherence to the Supplier Code of Conduct among all our employees with the corresponding training.
suppliers and service providers. This has replaced the Sustainability Agreement
signed by the majority of our most important suppliers. These principles are set out in the internal Code of Conduct and the Supplier Code
Compliance violations can be reported via the REHAU Compliance Communication of Conduct.
System (CoCoS) at any time. Reports can be made anonymously.
GRI 205-3: Confirmed incidents of corruption and actions taken GRI 419: Socioeconomic compliance
REHAU does not tolerate any form of corruption or other criminal actions by its
employees. REHAU has a zero-tolerance approach to violations. GRI 103: Management approach (including 103-1, 103-2, 103-3) – Socioeconomic
compliance (UN Global Compact: principle 10)
During the reporting period, one instance of corruption was discovered involving
an employee and a supplier. The case was investigated and the employee was → See management approach for compliance, p. 14
eventually dismissed. In other reported cases, no incidence of corruption was
confirmed following investigation. During the reporting period, no public legal GRI 419-1: Non-compliance with laws and regulations in the social and economic
action was taken against REHAU or any of its employees relating to corruption. area
There are currently no known instances of corruption at REHAU. During the reporting period, no significant fines and no non-monetary sanctions
were imposed on REHAU or any of its Group companies.
REHAU AG + Co – Sustainability Report 2017/201816 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Stakeholders
GRI 102-40: List of stakeholder groups GRI 102-43: Approach to stakeholder engagement GRI 102-44: Key topics and
Regular dialog with external and internal stakeholders groups is part of our concerns raised
corporate responsibility. We try to meet the needs and expectations of our
stakeholders through active discussion. We believe this enables us to respond to At REHAU, we seek active dialog in order to meet the needs and respect the
new demands ahead of time, minimize or avoid risks and realize potential. Our interests of our stakeholders and to present our own perspectives. We use a
stakeholders include: variety of internal and external formats for strategic communication with our
▪▪ customers stakeholder groups. These include:
▪▪ employees ▪▪ surveys e.g. on workplace safety and sustainability
▪▪ suppliers ▪▪ publications such as the Annual Report and Sustainability Report, press releases
▪▪ investors and the employee magazine
▪▪ universities and research institutions ▪▪ events e.g. open days, customer roadshows, supplier days and events for
▪▪ media and the general public managers
▪▪ business partners and competitors ▪▪ trade fairs and conferences
▪▪ local residents and communities ▪▪ participation in committees
▪▪ non-governmental organizations (NGOs) ▪▪ presentations
GRI 102-41: Collective bargaining agreements The main concerns of our stakeholders form the framework of our sustainability
We offer our employees attractive salary packages comprising a basic salary based reporting. We identified the following topics for the reporting period, which formed
on their role, variable performance-based payments and a variety of additional the basis of our areas of activity:
benefits based on the relevant labor market, including relevant collective ▪▪ Responsible management
agreements (for example for the polymer processing industry, chemistry and metal ▪▪ Sustainable company development
in Germany). The market development in terms of salaries is monitored on a ▪▪ Environmental and climate protection, CO2 emissions
regular basis (generally once a year). When doing so, we consult relevant ▪▪ Compliance
guidelines like the ILO’s Fundamental Principles and Rights at Work. REHAU meets ▪▪ Risk management
the legal requirements in terms of minimum wage and additional benefits. ▪▪ Product development/optimization
▪▪ Innovations
GRI 102-42: Identifying and selecting stakeholders ▪▪ Digitization
We consider stakeholders to be any people, groups or organizations that have ▪▪ Customer satisfaction
demands, wishes or proposals that relate to us as a company. We differentiate ▪▪ Communication with suppliers/sustainable procurement
between direct and indirect stakeholders. We prioritize dialog with direct ▪▪ Communication with employees and employee satisfaction
stakeholders who have a notable impact on or are significantly affected by our ▪▪ Sponsorships and social involvement
economic, environmental and social performance. We consider indirect ▪▪ Communication with the general public and NGOs.
stakeholders to be interested parties such as local media and the general public at
our 170 global locations, with whom we seek active dialog.
REHAU AG + Co – Sustainability Report 2017/201817 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
11 _ Stakeholder dialog Our stakeholders have a variety of different expectations, and we strive to meet
them all. We aim to be a positive local presence and contribute to social,
environmental and cultural projects in our site locations. Our local contacts include
Methods cities, educational institutions, cultural organizations, associations and societies,
among many others. We have invested significantly in our dialog with civil society
and NGOs in recent years. In turn, the results of these interactions play an
Social intranet/ increasingly important role in our corporate policy decisions. During the reporting
Company website internal
period, it became clear that environmental and climate protection in particular, and
communication
especially CO2 emissions, are becoming increasingly important for all major
Survey Trade fairs
stakeholders in our various locations. These topics matter to our customers,
suppliers and other stakeholders, and will remain a focus of our dialog in future.
Stakeholders
Responsible management and sustainable company development are also relevant
for all of our stakeholders.
Customers Associations
Employee Participation in
Civil society/social responsibility:
magazine Employees Science/research committees
India – regular tree-planting programs as part of World Environment Day
REHAU World Environmental Day has always been a special event for REHAU India. Every
General year, trees and bushes are planted in the area surrounding our factories in Pune in
Investors the state of Maharashtra and the neighboring regions as part of a community
Panel population Social
discussions Non-governmental media initiative. The aim of the program is to raise awareness of and promote
organizations environmental protection among employees and the general population. During
the reporting period, REHAU employees planted over 400 seedlings in the name of
Suppliers Local media the organization Plant for the Planet.
Presentations Conferences Plant for the Planet
Reports → For more information about REHAU’s social involvement, see p. 48 ff.
Press and publicity (Annual Report,
work Sustainability Report)
REHAU AG + Co – Sustainability Report 2017/201818 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Environmental associations/environmental and climate protection:
France – active member of/in dialog with La feuille de route économie circulaire
During the reporting period, REHAU worked closely with the French government
and French environmental associations to promote the topic of secondary raw
materials. Among the participating environmental organizations were La feuille de
route économie circulaire (FREC), Association Alliance Chimie Recyclage (2ACR)
and the French Environment and Energy Management Agency (ADEME). The focus
of this exchange was the positive impact of a circular economy on environmental
protection and sustainable development. We wish to continue and expand this
dialog in order to underline the importance of this topic not only for France and
Germany but for all of Europe.
Government/recycling:
Sweden – dialog regarding polymer recycling
As a leading company in the field of secondary raw materials recycling, REHAU
took part in a variety of conferences, discussions with stakeholders and expert
surveys during the reporting period. This included sharing our experience and
expertise with the Swedish Environmental Research Institute (IVL) and the
Swedish Environmental Protection Agency (Naturvårdsverket), among others. Data NGOs/biodiversity:
was gathered on the creation, collection and treatment of PVC waste, and as the Indonesia – species conservation
second-largest recycler of polymer window lineals in Europe, we were able to bring
our decades of experience in recycling production materials, post-consumer and Dialog with local NGOs regarding country-specific topics is important at REHAU.
post-industrial raw materials into play. As part of our Management Development Program and with the support of
REHAU Indonesia, we began discussions with the Orangutan Conservation Fund
and provided the organization with financial support. Our factory in Jakarta will
continue to actively support the foundation.
REHAU AG + Co – Sustainability Report 2017/201819 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Suppliers
GRI 103: Management approach (including 103-1, 103-2, 103-3) – Suppliers GRI It specifies in binding terms that REHAU expects its business partners to respect
308: Supplier Environmental Assessment, GRI 414: Supplier Social Assessment human and personal rights, comply with environmental standards and carry out
their business ethically. Suppliers are required to accept the Supplier Code of
Our corporate responsibility extends throughout the supply chain. When it comes Conduct. Violation of the Supplier Code of Conduct can lead to the termination of
to engaging external suppliers and service providers, environmental and social the business relationship.
criteria are crucial. As part of our certified environmental management system, our
purchasing and supplier selection processes are subject to internal and external Suppliers’ compliance with social criteria is also an integral component of our
audits. sustainable procurement standard. We use on-site audits to verify whether our
suppliers meet our social and environmental requirements. If they do not, we
We expect our suppliers to implement the ISO 9001 quality management standard reserve the right to end the business relationship. Audits can be triggered by the
or a comparable standard. supplier selection process, product and process qualifications or customer
requests, among other things.
Systematic risk monitoring for our suppliers is also an important tool at REHAU. It
allows us to accurately evaluate our supplier relationships and adapt our Supplier Code of Conduct
procurement strategy accordingly. We are in continual direct contact with our Supplier management at REHAU
partners on this subject. Central criteria that we assess across all procurement
segments include quality, the risk of supply disruptions, availability and
dependence, protection of know-how and the economic stability of the suppliers. GRI 308: Environmental assessment of suppliers
We aim to pay even closer attention to sustainability standards in future. Our GRI 103: Management approach (including 103-1, 103-2, 103-3) – Environmental
sustainability management team will carry out analysis when selecting and assessment of suppliers
assessing suppliers.
→ See management approach for suppliers, this page
At REHAU, procurement is undertaken by the Purchasing division, whose
management reports directly to the CEO. GRI 308-1: New suppliers assessed according to environmental standards
We aim to enforce adherence to the Supplier Code of Conduct on all our suppliers
The topic of sustainability in purchasing is covered by the Global Procurement and service providers. By the end of 2018, all of our suppliers had signed the
Strategy department. We use a variety of policies and processes to ensure our Supplier Code of Conduct, which replaced the Sustainability Agreement signed by
suppliers and service providers meet basic standards. An integral part of all of our the majority of our suppliers. The only exceptions are the Indirect Materials &
supply agreements is the Supplier Code of Conduct, drawn up in 2018, which has Services department and Travel/Event Management division.
replaced the Sustainability Agreement that was previously used.
REHAU AG + Co – Sustainability Report 2017/201820 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
GRI 308-2: Negative environmental impacts in the supply chain and actions taken GRI 414: Supplier Social Assessment
We monitor the potential environmental impact of our suppliers via on-site audits.
A total of 110 audits of this kind took place in 2018 (2017: 84). Three (2017: two) of GRI 103: Management approach (including 103-1, 103-2, 103-3) – Supplier Social
these audits revealed violations of our environmental guidelines and the business Assessment
relationships were ended as a result.
→ See management approach for suppliers, p. 19
12 _ Basic method for supplier audits GRI 414-1: New suppliers that were screened using social criteria
REHAU is a globally active company. We are conscious of this and expect our
employees and business partners to respect the different regional mentalities that
Audit preparation involves. We have a zero-tolerance policy regarding unethical business practices
such as discrimination, child labor and forced labor, corrupt business practices and
Creating an audit plan cartel agreements. By signing the Supplier Code of Conduct, all REHAU suppliers
commit to adhering to our values when carrying out their global business activities
Conducting an audit and conforming to the applicable laws. If suppliers violate the Supplier Code of
Conduct, we reserve the right to terminate existing contracts without notice.
Introductory meeting
REHAU operates a whistleblower system (Compliance Communication System,
Investigation CoCoS) which employees and suppliers can use to anonymously report unethical or
illegal behavior. The system was used by more than 20 stakeholders during the
Closing meeting reporting period.
Audit report You can find more information about the CoCoS whistleblower system in
the Compliance chapter, p. 14
Follow-up activities
GRI 414-2: Negative social impacts in the supply chain and actions taken
We reserve the right to take appropriate measures to verify adherence to the
Supplier Code of Conduct with regard to social criteria. No significant negative
social impact from the supply chain was discovered during the reporting period.
REHAU AG + Co – Sustainability Report 2017/201821 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Economic impact
GRI 103 Management approach for economic impact (including 103-1, 103-2, At the same time, we want to play an active role in society and be a positive
103-3) GRI 201: Economic Performance, GRI 203: Indirect Economic Impacts influence on the world around us. This is reflected in our diverse range of products
and services, such as those enabling energy-efficient construction, the use of
REHAU is a system and service provider of polymer-based solutions. We have renewable energy and water management. We are also involved in the
been developing new, innovative fields of application for polymers for 70 years. communities around our locations.
Our approach has always remained the same: to replace standard materials with
higher-performance polymers and provide system solutions with added value for → For more information about our social involvement, see p. 48 ff.
our customers. Our broad range of products focuses on technically advanced,
high-quality, complex solutions. As a premium brand for polymer-based solutions, In the future REHAU aims to continue its orientation towards medium and long-
REHAU is an international presence in the construction, automotive and industry term targets, instead of focusing on short-term profit. Our development and
sectors. Our expertise is split into five divisions: Automotive, Building Solutions, market activities are therefore focused on overarching strategic corporate topics:
Furniture Solutions, Industrial Solutions and Window Solutions. digitalization, individualization, mobility, sustainability and new work. In
combination with our broad-based customer structure, this puts us in a good
→ GRI 102-2: Activities, brands, products, and services, p. 4 position from which to achieve sustainable growth. We are also seeking
sustainable solutions to the economic and ecological challenges of the future. Our
Our market focus and reliable customer partnerships that take economic, decades of accumulated expertise and innovative spirit combined with our
environmental and social sustainability into account are strongly rooted in our impressive development achievements in the field of polymer technology will help
company principles. A sales force with close proximity to our customers with 130 us tackle the topics of tomorrow.
branches around the world guarantees the required market presence and helps
maintain and expand existing business relationships. Around 20,000 members of
staff in over 170 locations in 54 countries all contribute to the success of our
company.
At the heart of our vision and strategic targets are profitable growth and the aim to
become competitive market leaders in the majority of our business areas. In doing
so, we think and act with foresight and in accordance with sustainability
requirements. We consider our responsibility towards people and the environment
to be a key pillar of our corporate culture and a basis for long-term growth.
REHAU AG + Co – Sustainability Report 2017/201822 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
Sustainable growth targets GRI 201: Economic Performance
(area of activity: sustainable growth)
Targets Deadline Status Reached Page GRI 103: Management approach (including 103-1, 103-2, 103-3) – Economic
Performance
Sustainable growth By Between 2015 and 2018, REHAU AG + 21 ff.
across all divisions 2030 Co had an annual growth rate of over 5%. → See management approach for economic impact, p. 21
A weaker phase emerged in 2018.
Gradual transition from By We are already implementing the use of 28 ff. GRI 201-1: Direct economic value generated and distributed
a linear to a circular 2050 recyclates across all divisions and a In addition to value-oriented company management, the REHAU Group is
economy holistic circular economy will become an managed in line with qualitative and quantitative planning aimed at achieving
even stronger focus in future.
Group results. These are important drivers behind our company development.
Supplier management: By All specified suppliers have signed 19 ff.
embedding of 2020 REHAU’s Sustainability Agreement. In
sustainability 2018, REHAU’s Sustainability Agreement 13 _ Turnover figures for the REHAU Group and REHAU AG + Co
requirements into was updated and replaced by the
relationships with Supplier Code of Conduct.
business partners
2017 2018
Health and safety at Ongoing During the reporting period, the average 40 f.
work – continual rate of accidents in certain factories grew
reduction of workplace due to a significant increase in the REHAU Group EUR 3.5 billion EUR 3.5 billion
accidents (vision: zero) number of staff.
REHAU AG + Co EUR 2.0 billion EUR 2.1 billion
Target achieved Target partially achieved Target not achieved
For the first time, we will present our targets as they relate to the UN’s 2030 For more information, see REHAU AG + Co’s Management Report
Sustainable Development Goals. In terms of economic impact, our targets are (published on www.bundesanzeiger.de).
based on SDG 8 regarding sustainable growth.
REHAU AG + Co – Sustainability Report 2017/201823 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
GRI 201-2: Financial implications and other risks and opportunities due to climate Climate change will affect all areas of REHAU’s industrial production and its
change regional climate conditions. To date these changes have not sufficiently influenced
Due to the progression of climate change and the resolutions of the 2015 Paris our thinking around sourcing raw materials, our supply chains, our development
Agreement (COP 21), the proportion of renewable energy is increasing globally. At and production processes and new business models, and they have not been taken
the same time, we expect the price of CO2 emissions to continue to rise in future into account sufficiently in our risk management. Measures pertaining to climate
and a CO2 levy to be implemented worldwide. change have thus far been limited to individual initiatives and programs run by
specialist departments or dedicated employees and managers who are not
To offset fluctuations and volatile developments, and to achieve our ambitious CO2 specialists in the field. Starting in 2020, we aim to develop a climate adjustment
goals, we have been using over 100 gigawatt hours of TÜV-certified green concept for two sites in Germany, which will analyze the projected impact of the
electricity a year since 2015. In future, we aim to increase our direct use of climate crisis and define necessary, centralized measures.
renewable energy, thereby minimizing the above-mentioned financial risks.
At the same time this will provide a basis for calculating the added expenditure
→ GRI 305: Emissions, p. 33 f. and/or financial losses incurred by this development, as well as identifying market
and product opportunities for new or existing systems and business models.
14 _ Price developments and CO2 emission allowances The REHAU Group’s mission remains focused on its core polymer business,
supported by new business models and expanded services. The focus of these
development and marketing activities on the overarching topic of sustainability will
EUR/t open up good opportunities for continuous, moderate growth. Our expertise in the
30
preparation and implementation of recyclates forms a solid basis for the
+300% implementation of our underlying “circular economy” strategy, which we need if
25 +241% we are to continue reducing our dependence on primary energy and resources.
+200%
20
As an independent, privately-held company, REHAU thinks in terms of a long-
15 +100% term, intergenerational contract. Sustainability and environmentally conscious
10 behavior have been a core part of our corporate culture since the beginning. We
0% aim to successfully tackle the challenges of the future – including those posed by
5
the climate crisis – through creative ideas, innovative solutions and long-term
0 100% partnerships with our customers, suppliers and employees.
2014 2015 2016 2017 2018 2019
(Source for graphic: https://www.finanzen.net/rohstoffe/CO2-emissionsrechte/chart)
REHAU AG + Co – Sustainability Report 2017/201824 Contents Preface Our company Ethics and compliance Stakeholders Suppliers Economic impact Environmental impact Social impact Report profile
GRI 201-3: Defined benefit plan obligations and other retirement plans One example of this is the development of dynamic flaps for wind turbines, which
Our employees share responsibility for the development of the REHAU Group by REHAU carried out in collaboration with other research partners. These control
delivering their best work. Many of them do this over the course of several flaps aim to improve the aerodynamics of the blades, which decreases the noise,
decades. That’s why we take responsibility for our employees – even after they vibration and pendular movement of the blades.
retire, we support them through an occupational pension scheme (AVWL).
Another example is a research project in which REHAU is working with partners
The ten-year average interest rate, which is decisive for pension liabilities, fell from from various universities and commercial institutions to develop innovative
4.01 percent to 3.68 percent. In the 2017 financial year, the personnel provisions infrastructure with which to supply buildings with hydrogen as an alternative
aimed at optimizing the structures generally remained at the same level as the energy source. Among other things, the project aims to develop and qualify
previous year. In addition to the consolidated restructuring of the REHAU Group, appropriate polymer pipe systems for transporting hydrogen, alongside the
with a stronger focus on the market and the customer, and the optimization of necessary safety technology and an optimal network system.
factory processes, the company was able to improve its competitiveness and
market position in the 2018 financial year through carefully considered
adjustments to its sales, division and administrative structures. The allocation of
relevant restructuring provisions, in addition to the further decrease in the actuarial
GRI 203: Indirect Economic Impacts
interest rate for pensions and the expense impact of the transition to updated (area of activity: sustainable growth)
biometric guideline tables, led to a disproportionate increase in personnel costs in
2018.
See REHAU AG + Co’s Management Report (published on www GRI 103: Management approach (including 103-1, 103-2, 103-3) – Indirect
bundesanzeiger.de). Economic Impacts
GRI 201-4: Public funding support → See management approach for economic impact, p. 21
Various research and development projects that took place during the reporting
period were of public interest and were therefore supported by public funds. The GRI 203-1: Infrastructure investments and services supported
amount of funding received will not be disclosed for competitive reasons. REHAU considers itself a corporate citizen. Corporate citizenship begins with
establishing a good relationship with local residents and communities. In advance
of investment decisions, we investigate what effect our business activities will
have on the surroundings. This includes analyzing the expected emissions, the
regional infrastructure and the impact on the local job market.
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