Materiality Analysis Sets Direction of CR Roadmap

The annual stakeholder survey is an important instrument for identifying CR fields where stakeholders place particularly high expectations on MAN. Our CR Excellence Team and Climate Expert Team have discussed and substantiated these issues and evaluated their relevance to our business. Our materiality analysis is the result.

Compared to last year, the topics of product safety, supply chain, and stakeholder dialog have increased in importance to our stakeholders. In contrast, they consider production-related and product-related environmental protection as well as attractiveness as an employer to be of less relevance than in 2011. The weighting given to different CR topics within this report is guided by our stakeholders’ expectations. For topics identified as particularly relevant to our stakeholders and our business success, we have defined goals for 2015 and 2020 in our CR Roadmap and outlined activities that will allow us to achieve them. This supports our aim of continuous improvement.

The following overview not only lists our achievements in the year under review and our activities in 2013, but also presents the specific targets from our CR Roadmap and how they align with the issues identified by our materiality analysis. The CR Roadmap, approved by the Management Board of MAN SE, represents a core basis for the future development of our activities.


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CR Roadmap Stakeholder dialog
Objectives Deadline Status in 2012 Measures in 2013
 
Corporate Governance        
Making the compliance program a permanent part of MAN's corporate culture
Compliance & corporate governance
2012 Compliance program further developed; 3,865 employees attended onsite training courses on compliance issues
E-learning program launched covering the Code of Conduct, anti-corruption, antitrust, and data protection
In cooperation with Audit function, compliance audits conducted at selected Group companies for the first time
Management survey on compliance topics repeated Subgroup-specific special training classes conducted worldwide
Continuing with current activities
Commitment of MAN Group to comply with international regulations
Compliance & corporate governance Human rights
2012 International Framework Agreement for basic human and employee rights signed
Second UN Global Compact Communication on Progress submitted
Submitting third UN Global Compact Communication on Progress
Integration        
Integration of CR in business strategies, operational business, and internal processes
Attractiveness as employer Occupational health & safety Production-related environmental protection Compliance & corporate governance
2015 CR integrated into MAN brand awareness:
- CR film produced to reinforce employees' identification with the MAN brand
- CR presented as a key topic at the Annual General Meeting
- Renewed focus on CR at leading events such as IAA Commercial Vehicles and SMM (maritime trade fair)
Optimization of data acquisition processes initiated
Preparations made for rollout of IT tool for systematic acquisition of CR data
Introducing a CR IT tool
Integration of CR into vocational training, continuous professional development, and management development
Attractiveness as employer Occupational health & safety
2015 "Manage responsibly" CR training concept for managers developed; pilot training sessions completed; 70 managers participated in nine training sessions at MAN Truck & Bus
Plan for integrating CR into vocational training drawn up and presented to corporate training managers
Continuing with "Manage responsibly" at MAN Truck & Bus both in Germany and internationally and including it in the trainee program
Expanding "Manage responsibly" program to MAN Diesel & Turbo
Implementing pilot project for integrating CR into vocational training
Further development of CR structure by CR managers in the divisions
Occupational health & safety Vocational training and CPD Production-related environmental protection
2015 CR Excellence Team expanded to include managers from additional departments relevant to CR; monthly meetings held
CR and Climate Strategy status report presented to Executive Board committee consisting of CEOs of subgroups and board members responsible for produc-tion, research, and development; next steps defined
Job description developed for CR manager at MAN Diesel & Turbo; job advertised; CR manager recruited
Developing and deploying a new CR organization Representation of the MAN brand on the relevant committees of the Volkswagen Group
Onboarding of the CR manager at MAN Diesel & Turbo and strategic alignment of CR activities
Integration of CR Report and Annual Report with assurance by external auditor
Stakeholder dialog
2015 CR Report 2011 published in accordance with GRI guidelines (application level A+) and with assurance of complete report by external auditor
CR reporting in Annual Report improved
Publishing CR Report 2012 in accordance with GRI guidelines (application level A+) and with assurance of complete report by external auditor
Further improvement of CR reporting in Annual Report
Start of systematic stakeholder dialog
Dialog with policymakers Stakeholder dialog
2015 Renewed focus on CR at leading events such as IAA Commercial Vehicles and SMM (maritime trade fair)
Customer survey on CR topics conducted at IAA Commercial Vehicles and analyzed
CR presented as a key topic at the Annual General Meeting
CR discussed with top managers at MAN Summit
Third worldwide stakeholder survey with approx. 650 participants conducted, analyzed, and used as basis for materiality analysis
Conducting a stakeholder dialog event in conjunction with publication of 2012 CR Report Ensuring a focus on CR at the Annual General Meeting Continuing customer dialog on CR and Climate Strategy with at least one additional key customer Exchanging information with CR managers of relevant customers
Economy        
Identification and monitoring of non-quantifiable risks
Product-related environmental protection
2015 CR integrated into risk management:
- CR ratings analyzed for risk-relevant topics
- With the goal of integrating CR into risk management, contact to risk managers in subgroups initiated and opportunities for integrating CR defined
- Preparations made for workshop on identifying CR-relevant risks
Conducting a workshop on identifying CR-relevant risks and incorporating them into risk management
Introduction of supplier evaluation system
Supply chain Human rights
2015 Pilot project from MAN Diesel & Turbo extended to Corporate Purchasing Contrary to plan, CR not yet integrated into award criteria Encompassing supplier selection, rating, classification, and development
Systematic acquisition of CR data and monitoring of performance indicators
Occupational health & safety Production-related environmental protection Product-related environmental protection Stakeholder dialog
2015 Listed in the Dow Jones Sustainability Indexes (DJSI) World and Europe KPIs developed for steering CR and Climate Strategy Further improving overall score to become industry leader in DJSI by 2015
KPIs approved and monitored by Executive Board to steer CR and Climate Strategy
Environment        
Climate Strategy, Core Initiative 1 25% reduction in CO2 emissions at MAN sites by 2020 (baseline: 2008)
Occupational health & safety Production-related environmental protection
2020 Roadmap developed for implementing Climate Strategy at MAN Truck & Bus sites Walk of Energy installed at MAN Truck & Bus Nuremberg site to inform about production-related environmental protection Rollout of energy-efficiency measures continued at MAN Truck & Bus site in Plauen Energy efficiency booklet created at MAN Diesel & Turbo site in Changzhou Applying and implementing Roadmap at all production sites and monitoring progress using relevant KPIs
Rolling out further energy-efficiency measures at Plauen site
Identifying and assessing additional Group-wide environmental targets
Climate Strategy, Core Initiative 2 Consistently Efficient product portfolio
Product-related environmental protection Stakeholder dialog SO2 emissions
2020 MAN Diesel & Turbo's Bluefire gas strategy developed, launched, and communicated EfficientLine expanded to bus product segment Consistently Efficient Tour carried out in South Africa and savings of 4.7 liters per 100 km confirmed Expanding Consistently Efficient product portfolio to include other environmental aspects besides CO2
Reducing total cost of ownership and cutting CO2 emissions during the use phase
Exchanging information with Sales and raising awareness of climate and environmental topics in the sales process
Climate Strategy, Core Initiative 3 Customer involvement and dialog
Product-related environmental protection Stakeholder dialog
2020 Discussion of CR and Climate Strategy experiences held with three (of four planned) key customers
Flagship projects (Concept S with semitrailer and MAN Metropolis) developed in cooperation with business partners and customers
Continuing customer dialog on CR and Climate Strategy with at least one additional key customer
Developing further flagship projects in cooperation with business partners and customers
Climate Strategy, Core Initiative 4 Potential for reducing CO2 emissions along the product life cycle
Product-related environmental protection Product-related environmental protection Stakeholder dialog SO2 emissions
2020 Tool developed to identify CO2 savings potential along the product life cycle
Product carbon footprint (PCF) calculated for different MAN Truck & Bus product segments
PCF calculated for an MAN Diesel & Turbo reference engine
Improving data quality for PCF calculations
Integrating PCF calculations into the standardized product development process
Expanding PCF analyses to include additional product segments at MAN Diesel & Turbo
Exchanging information with Sales and raising awareness of climate and environmental topics in the sales process
Climate Strategy, Core Initiative 5 Climate Strategy management
Stakeholder dialog
2020 (CR and) Climate Strategy status report presented to Executive Board committee consisting of CEOs of sub-groups and board members responsible for production, research, and development
Management model (incl. KPIs) developed to track implementation of Climate Strategy
Guidelines established for Group-wide data collection and reporting
Climate Strategy communicated through various internal and external media (e.g. CR Report 2011, Annual General Meeting, CR film, UN Global Compact yearbooks)
Adopting relevant KPIs as part of management model for Climate Strategy
ISO 14001 certification for all European sites and all sites in BRIC countries El El
Attractiveness as employer Production-related environmental protection
2015 ISO 14001 certification obtained for MAN Truck & Bus central spare parts warehouse in Dachau and production site in Saint-Nazaire
Development of supervisory and support system for preparing MAN Truck & Bus sites outside Germany for certification
Preparing MAN Truck & Bus sites outside Germany for further certification
Preparing for certification of MAN Diesel & Turbo site in Aurangabad, India
Employees        
Measurement of employee satisfaction and worldwide implementation of findings of employee survey El
Attractiveness as employer
2015 2,850 workshops held on implementing top findings of the employee survey
Preparations made for Group-wide MAN employee opinion survey in 2013
Conducting the MAN employee opinion survey
Introduction of a diversity management program
Diversity & equal opportunity
2015 15 additional women appointed to positions in management levels 1-3 Further increasing the proportion of women in management to 12% by 2014
OHSAS 18001 certification for all sites
Attractiveness as employer Occupational health & safety
2015 Certification obtained for MAN Latin America site in Resende OHRIS (similar to OHSAS) certification obtained for MAN Diesel & Turbo site in Augsburg
Certification obtained for MAN Diesel & Turbo sites in Hamburg, Oberhausen, and Deggendorf
Roadmap drawn up for certification of MAN Truck & Bus sites
Planning the OHSAS 18001 certification of the MAN Diesel & Turbo site in Augsburg
Preparing for OHSAS 18001 certification of pilot MAN Truck & Bus sites in Nuremberg and Krakow
Corporate Citizenship        
Encouraging employee volunteering
Attractiveness as employer Stakeholder dialog Donations & sponsoring
2015 Additional opportunities created in SOS Children's Villages facilities in Munich and Salzgitter
47 employees volunteered 329 hours
Expanding initiatives to sites outside Germany
Providing at least 150 additional hours of voluntary work
Expansion of cooperation with SOS Children's Villages to the BRIC countries
Attractiveness as employer Stakeholder dialog Donations & sponsoring
2015 Educational partnership for children and young people initiated in Brazil
SOS Children's Villages facility in Brazil visited and initial discussions with leaders held
Selecting a specific development project in the Säo Paulo or Rio de Janeiro region of Brazil
objective met    partially met    ongoing