Sustainability Report 2017

Claim and strategy

We are convinced that the long-term success of a company can only be achieved when economic, social and ecological aspects are harmonized. We have therefore embedded our understanding of sustainability in the Bilfinger Mission Statement and in our Code of Conduct. Furthermore, it is also integrated into additional internal commitments:

The Bilfinger Mission Statement (graphic)

Our understanding of sustainability is derived from the . The report, published in 1987, provides the basis for the majority of international environmental agreements: “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”

The Executive Board as a whole is responsible for defining Bilfinger’s sustainability strategy. Michael Bernhardt, member of the Executive Board, is responsible for sustainability reporting. Updates to the sustainability strategy and the creation of the Sustainability Report are the responsibility of Corporate Communications & Public Affairs.

A network of representatives from the various business units and specialist departments (Bilfinger Sustainability Network) regularly provides impetus and support for the further development of sustainability activities and the Sustainability Report. Departments participating in the sustainability network include Corporate Communications & Public Affairs, Corporate Legal & Compliance, Corporate HR, Corporate , Corporate Investor Relations, Corporate Procurement as well as representatives of the operating units. In 2018, we plan to integrate this network more intensively into the implementation of our sustainability strategy and selectively expand it according to topic with additional representatives from our Group companies.

Focus areas newly prioritized

CHRO Michael Bernhardt about the
development of Bilfinger's sustainability strategy

For us, sustainability means aligning our business activities to economic, ecologic and social requirements. In doing so, we want to contribute to sustainable development and, at the same time, ensure our license to operate in order to best meet the expectations of our stakeholders. We have firmly anchored considerations on sustainability into our corporate structures – through our Mission Statement, our Code of Conduct, the Code of Conduct for Suppliers, Group Policies and our commitments to sustainable organizations and initiatives.

Our strategic repositioning in the spring of 2017 also had far-reaching effects on Bilfinger’s sustainability management. On the one hand, this relates to key areas of our sustainability strategy, which has been given new priority. On the other hand, the restructuring process meant that there was aneed to reorganize data collection and that comparisons with previous years were only possible under limited circumstances. For this reason, financial year 2017 was seen strategically as a transition year.

Michael Bernhardt (photo)

We have set ourselves the following objectives for our sustainability strategy in the years to come:

Goals

 

 

To be achieved by the end of

 

Status

Sustainability management

 

 

 

 

Performance of a stakeholder survey

 

2017

 

Completed

Align the materiality analysis to the new strategic repositioning of the Group

 

2017

 

Completed

Expansion of the Sustainability Network

 

2018

 

In progress

Economy

 

 

 

 

Gradual expansion of our service range in the area of sustainable industrial services

 

Ongoing

 

In progress

Harmonization of our customer-satisfaction surveys in the operating units

 

2017

 

Completed

Introduction of software for a standardized customer-satisfaction survey

 

2018

 

In progress

Begin introduction of a Group-wide, uniform, cloud-based CRM system.

 

2017

 

Completed

Develop an R&D center of excellence to support the innovation activities of our operating units

 

2017

 

Completed

Introduction of the BCAP® digitalization solution to increase the efficiency and performance of industrial plants

 

2018

 

In progress

Conduct internal roadshows and communication / training measures on the new Bilfinger Code of Conduct

 

2017

 

Completed

Complete implementation of all components of the Bilfinger Compliance Program at all companies

 

2018

 

In progress

Develop a concept for the performance of targeted and systematic supplier audits

 

2017

 

Completed

Start a test phase for supplier assessments

 

2018

 

In progress

Increase the share of women in management positions throughout the Group to 15 percent

 

2020

 

In progress

Increase the share of women at management levels 1 to 10 percent

 

2020

 

In progress

Social aspects

 

 

 

 

Group-wide harmonization of key figures regarding internal and external professional development

 

2018

 

In progress

Achievement of an LTIF of 0.9

 

2017

 

Completed

Year-on-year improvement of our LTIF by 10 percent in comparison to the average of the last three years

 

Ongoing

 

In progress

Central recording, coordination and release of all donation and sponsoring activities of the Group

 

2017

 

Completed

Communication measures to establish our donation and sponsoring strategy worldwide

 

2018

 

In progress

Ecology

 

 

 

 

Develop a concept for the Group-wide determination of relevant energy consumption indicators

 

2017

 

Completed

Representation of Group-wide performance indicators on energy consumption and CO2 emissions

 

2020

 

In progress

Comprehensively revise and streamline the vehicle fleet guidelines throughout the Group

 

2017

 

Completed

Develop and implement new travel guidelines throughout the Group

 

2017

 

Completed

Develop a concept for the Group-wide determination of waste and hazardous waste

 

2017

 

Completed

Define global standards on waste management

 

2018

 

In progress

Representation of Group-wide performance indicators on the volume of accrued waste

 

2018

 

In progress

With our sustainability strategy and the activities developed within the scope of the strategy, we have a positive influence on the achievement of the following :

SDG 9: Industry, innovation and infrastructure

SDG 9: Industry, innovation and infrastructure (Icon)

Bilfinger is a leading international industrial services provider. We enhance the efficiency of assets, ensure a high level of availability and reduce maintenance costs. Our portfolio covers the entire lifecycle of an industrial plant from consulting, engineering, manufacturing, assembly, maintenance, plant expansion as well as and also includes environmental technologies and digital applications.

SDG 7: Affordable and clean energy

SDG 7: Affordable and clean energy (Icon)

Our most important customers include companies in the energy and utility sectors. We provide services across the entire lifecycle of nuclear, coal, hydroelectric and gas power plants. With our service portfolio, we ensure a high degree of efficiency for these power plants, reduce their emissions and enhance their effectiveness.

SDG 6: Clean water and sanitary facilities

SDG 6: Clean water and sanitary facilities (Icon)

We have many years of experience and outstanding competences in the development, renewal and maintenance of seawater desalination plants. Our technology and the innovations we have developed to optimize the efficiency levels of seawater desalination plants have a strong reputation on the market. With our services, we contribute to supplying the population in the Middle East with drinking water.

SDG 8: Decent work and economic growth

SDG 8: Decent work and economic growth (Icon)

In both our Group and in our supply chain, we advocate for the protection of human rights, for health and safety at work and for fair working conditions. Through our Code of Conduct and our Code of Conduct for Suppliers, we ensure that our suppliers also implement the principles we follow in their own company and in their supply chain. As a result of our activities in the core regions Continental Europe, Northwest Europe, North America and the Middle East, we promote economic development in various parts of the world.

SDG 4: Quality education

SDG 4: Quality education (Icon)

We mainly provide services. For this reason, the qualifications of our employees are of utmost importance for our economic success. A fundamental education, regular further training and qualification as well as a strong knowledge management are highly valued.

SDG 5: Gender equality

SDG 5: Gender equality (Icon)

Among our core values is the equality of the genders. Each employee has the same opportunities in terms of their hiring, promotion, remuneration and further development, regardless of their gender. Discrimination has no place at our company. We have anchored these principles in our Code of Conduct and expect the same kind of behaviour from our suppliers.

Corporate Governance Code
Set of rules with recommendations and suggestions for a responsible corporate governance
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German Sustainability Code
Standard for the reporting on non-financial performance, developed by the Council for Sustainable Development
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UN Global Compact
The world’s largest and most important initiative for responsible corporate governance
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CDP
Non-profit organization that collects data and information each year on CO2 emissions, climate risks as well as reduction targets and strategies from companies
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Brundtland Report
A report published in 1987 by the United Nations World Commission on Environment and Development
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HSEQ
Health, Safety, Environment & Quality
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Sustainable Development Goals (SDG)
Targets developed by the United Nations to help secure sustainable development on an economical, ecological and social level
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Turnaround
Comprehensive maintenance work on an industrial plant during which the plant is shut down
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