GRI 102-16, GRI 102-17, GRI 102-19, GRI 102-20,GRI 102-26, GRI 102-32, GRI 102-33
For 50Hertz, business activity that is successful in the long term is achieved by acting in the best interests of the Company, as well as in the interest of society. This is reflected in the Company’s vision: “A successful energy transition – for a sustainable world”. 50Hertz has made it its mission to make the energy transition possible. The Company has set itself five strategic goals to fulfil this task in the best way possible. Thus 50Hertz wants to maintain the highest possible level of supply reliability, expand the transmission grid to meet demand, achieve a competitive and sustainable result, further improve efficiency, and foster its value-based corporate culture with a strong focus on occupational safety. The sometimes opposing objectives and interests of 50Hertz and its stakeholders are to be reconciled as much as possible. Maximum transparency, for example, which is also embodied in this report, provides the basis for this.
50Hertz expresses its commitment to responsible corporate management in its Company Charter, which lays out its intention to comply with the 10 principles of the UN Global Compact with regard to human rights, work standards, environmental protection and the fight against corruption. 50Hertz joined this global values alliance in April 2017 and since then has been active in the Global Compact Network Germany. Company documentation is also available to our employees containing all applicable guidelines, directives and manuals, work instructions, process handbooks and company agreements. The Company Charter and guidelines set out what is meant by correct corporate conduct and make clear the fact that all employees must comply with the law. These principles flow into organisational measures that are binding for the whole Company.
Under the overall responsibility of the Chief Financial Officer, the Corporate Development Department has defined a sustainability concept and a measures roadmap for the steady expansion of sustainability reporting, while the Communications and Public Affairs Department continues to define the reporting processes.
The importance of constantly expanding sustainability management is clear from its inclusion in the annual business plan, which is valid for five years. As part of the sustainability strategy, objectives, indicators and measures are systematically developed, reviewed and integrated into the corporate strategy. Acompany-wide committee at senior management level (CSR*Board) oversees this, from the development of measures to reporting presided over by the Chief Financial Officer and the Chief Human Resources Officer. The CSR Board meets twice ayear to agree on targets and processes.
The various departments, units and teams are responsible for implementing the individual measures of the Company, as well as for defining and recording the performance indicators. The core CSR team meets every quarter for this purpose. In these meetings, the progress of implementation is discussed, as well as possible critical concerns raised by stakeholders. Data controllers make performance indicators understandable and available to the whole Company on the central transparency management platform. In the regular risk analysis and at an annual risk conference, sustainability aspects are also discussed with the management and assessed. In addition, certified management systems, such as OHSAS 18001 in occupational health and safety and ISO 27001 in information security management, as well as internal management systems based on recognised standards, including environmental management (according to ISO 14001) and early public participation (according to VDI7000), are used in the core areas of CSR.
*CSR = Corporate Social Responsibility