2022 Solaris Sustainability Report
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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
2022 Solaris 
Sustainability 
Report

2022 Solaris Sustainability Report
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74
Sustainable 
production
Social 
responsibility
Sustainable 
product
About 
the Report
Responsible 
governance
Solaris 
Group
Contents
  3	
Letter from the President of the Supervisory Board
  4	
Letter from the CEO 
  5	
Letter from the Management Board Member  
	
for Strategy, Transformation and ESG
The Solaris Group
  7	
Pillars of our offer growth strategy
  8	
Structure of the Solaris Group
  9	
Solaris Bus & Coach management structure
10	
Financial highlights
11	
Contribution to the pursuit of the UN Sustainable Development Goals
12	
Our values
13	
Solaris’ partnerships and memberships
15	
Stakeholders and stakeholder relations
16	
Selection of relevant reporting topics
17	
Materiality matrix
Responsible governance
19	
Responsible management in Business Ethics, 
	
Crime Prevention and Competition Law
22	
Risk management
22	
Management of sustainability issues
23	
Tax management
25	
Protection of personal data
25	
Protection of confidential information
Sustainable product
27	
Sustainable transport of the future
29	
Solaris supporting innovation
35	
Business profile
36	
E-mobility support offer
36	
Vehicles safe for people and the environment
38	
Vehicle recyclability
38	
Process innovation in logistics and production
39	
Safety of vehicle use
39	
Training and education
40	
New investments
Sustainable production
42	
Environmental management
42	
Environmental risks
43	
Consumption of materials and raw materials
44	
Greenhouse gas emissions (GHG)
47	
Waste
51	
Water
51	
Work with suppliers to ensure a sustainable supply chain
51	
Due diligence in contracting with third parties
Social responsibility
54	
Our team
55	
Employment structure
57	
Headcount and employee turnover
58	
Benefits and working conditions
59	
Training and development
60	
Diversity and equality
63	
Social engagement
64	
Occupational health and safety
	
65	
Participation of the team in co-managing OHS issues
	
65	
Training in and promotion of OHS knowledge
	
65	
Management of OHS risks
	
66	
Protection against accidents and harmful factors at work
	
66	
Occupational risk prevention in figures
	
67	
Occupational safety and protection of vulnerable groups
	
67	
Health promotion at work
About the Report
69	
Contact point
70	
GRI content index

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Sustainable 
production
Social 
responsibility
Sustainable 
product
About 
the Report
Responsible 
governance
Solaris 
Group
The CAF Group, which Solaris is a part of,  
is consistently developing its position as a global 
leader in the sustainable public transportation market. 
Mobility transformation is key to building a more 
sustainable future. In this area, Solaris, with its wide 
range of environmentally friendly zero and low emission 
buses, is one of the European leaders. The manufacturer  
has for years consistently prioritized innovation  
and cross-sector collaboration in developing innovative 
solutions for zero and low emission transportation, 
combining this with a deep understanding of the needs 
of cities that are starting or are already on the road to  
a green transition in transportation.
Despite the challenges of 2022, Solaris – in line with the 
CAF Group’s vision – is undertaking further activities  
and investments to, among other things, reduce its 
carbon footprint within its own operations as well as 
throughout the life cycle of the products  
it offers. This not only contributes to reducing  
the organization’s impact on the environment,  
but also helps ensure better living conditions  
for the residents of the cities in which Solaris  
buses operate.
While history shows us how difficult it is to predict the 
future, it also teaches us that innovation along with 
operational efficiency are the key to success in any 
scenario. In this regard, Solaris, within the CAF Group, 
will continue its decarbonization strategy, expanding its 
range of buses powered by alternative energy sources 
(electricity and hydrogen), automation of transportation 
systems, digitalization of processes, and cybersecurity, 
among others.
I therefore encourage you to read the Solaris 
Sustainability Report, in which you will find  
a summary of Solaris’ activities over the past year in the 
following areas: business focus, operational efficiency, 
innovation and sustainability.
Javier Martinez Ojinaga
CEO of CAF Group, 
Chairman of the Supervisory Board of Solaris Bus & Coach
Letter from the President of the Supervisory Board

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Sustainable 
production
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About 
the Report
Responsible 
governance
Solaris 
Group
Among the challenges the world faces today, climate 
change and its social impacts remain constant.  
In 2022, as Solaris, we continued to work on developing 
our zero- and low-emission buses and innovative 
solutions for sustainable public transportation.
I am glad that the Solaris brand joins the cities across 
Europe on the road to a greener future.  
Last year, our modern vehicles with alternative drive 
systems (electric, hydrogen, hybrid and trolleybuses) 
accounted for 55% of deliveries made. Based on the 
orders secured, we can anticipate that this share 
will increase in the coming years. This demonstrates 
the growing need (as well as the ability) of cities to 
implement a green shift in public transportation.  
It also sends a clear message to manufacturers – 
including Solaris – that the path of innovation  
is the right choice.
Soon we will see further development towards improving 
our drives and developing innovative solutions by 
Solaris employees. In line with the Strategic Plan of the 
CAF Group, we plan to expand our portfolio in Europe 
with zero emission intercity buses and enter the North 
American market with our exclusive zero-emission 
offerings. With this proposal, we want to continue 
Solaris’ positive impact on the transformation of public 
transportation, thus contributing to improving the 
quality of life of current and future societies. 
We take on the aforementioned challenges with great 
humility, yet with courage and feeling that the Solaris 
Group is made up of enthusiasts, determined to achieve 
their goals.
In the past year, as part of the CAF Group, we were 
committed to a shared vision of working towards 
sustainable development of our business. In line with 
our strategy, we have been actively working to reduce the 
carbon footprint of the organization and our products 
throughout their life cycle, and have implemented 
policies and procedures in the area of compliance  
or responsible purchasing.
I am therefore pleased to put in your hands our 
Sustainability Report, which presents the Solaris Group’s 
activities in 2022 in a cross-sectional manner.
Javier Iriarte
CEO of Solaris Bus & Coach
Letter from the CEO

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Sustainable 
production
Social 
responsibility
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product
About 
the Report
Responsible 
governance
Solaris 
Group
Solaris’ nearly 30 years of experience in the public 
transportation manufacturing sector demonstrates 
our ability to create long-term value for our customers 
and implement innovative product solutions. We do so 
having sustainable development and a better future  
for the generations to come as key driver behind all our 
operations.
Recent years have brought new global challenges to our 
societies and governments, as well as businesses.  
At Solaris, we work with carriers to respond to current  
and upcoming challenges and support urban resilience. 
In doing so, we continue our mission to change the 
image of public transportation.
Solaris’ readiness to address these challenges  
is developed together with the CAF Group. In 2022,  
as part of our joint strategy, we worked to, among other 
things, reduce the Group’s impact on the social and 
natural environment, and continued to cooperate to 
ensure a responsible value chain.  
We further developed the area of product innovation, 
which is the basis for building a zero-carbon future.  
We are convinced that the measures we take throughout 
our buses life cycle have a positive impact on people’s 
daily lives.
In the past year, we prioritized cooperation within the 
Solaris Group and the Company itself. In this area,  
we focused on increasing transparency, aggregating and 
measuring sustainability-related data from all companies 
in the Solaris Group, while maintaining the effectiveness 
of our transformation efforts for public transportation.
I would like to thank everyone involved at all stages  
in the preparation of this Report, which summarizes our 
contribution to sustainable development over the past 
year. We still have a lot of work ahead of us, and,  
as Solaris, we are motivated to take further steps toward  
a zero-emission future.
Enjoy your reading!
Agata Stańda
Solaris Bus & Coach Management Board Member  
for Strategy, Transformation and ESG
Letter from the Management Board Member for Strategy, Transformation and ESG

Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Solaris Group
2022 Solaris Sustainability Report

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
The Solaris Group
GRI 2-6
Solaris is one of the leading European producers of buses and trolleybuses. We enjoy the most comprehensive portfolio of electric vehicles 
and services in continental Europe, and we keep growing it relentlessly to support our customers in their transition to sustainable public transport. 
We are a member of the CAF Group, a Spanish manufacturer of rolling stock and rail vehicles with over 100 years of market presence.
Pillars of our offer growth strategy
● we keep expanding our offering of zero-emission drives
● we invest in technological innovations to shape the sustainability agenda
● we provide turnkey solutions (vehicles with comprehensive charging 
infrastructure)
● we adapt our vehicles in a flexible manner to the diverse needs  
of our customers and the characteristics of their cities
We are one of the leading e-mobility producers
in continental Europe*
●	in the last 10 years, we have delivered the largest number of battery-powered  
buses among all manufacturers
●	in 2022, we were ranked second on the market for zero-emission buses  
(electric and hydrogen)
●	we are the leader in the hydrogen bus segment in 2022 with a 61% market share
●	we employ 2,759 people globally
●	on average, staff stay for 9 and 4.5 years at Solaris Bus & Coach and its 
subsidiaries, respectively
●	in 2022, 198 staff reached a 20-year tenure at Solaris Bus & Coach
Our team
Our vehicles:
●	Innovation Award in the Intercity Bus category awarded by the German 
“busplaner” magazine for the Solaris Urbino 9 LE electric bus
●	Kielce Fair medal for the Solaris Urbino 18.75 electric bus as the best product  
in the Buses category, awarded during the Transexpo 2022 fair
●	Award for action supporting the pursuit of the Sustainable Development Goals  
for 2021 for the Urbino 9 LE electric bus, awarded by the Polityka weekly
●	Polish Project Excellence Award 2022 for our team in the New Technologies, 
Science and Innovations category for the execution of the Urbino 9 LE electric bus 
project, awarded by the International Project Management during the 25th IPMA 
Poland Conference
ESG area:
●	Polityka’s CSR Silver Leaf award
●	Rzeczpospolita’s Green Eagle award in the Company category for innovative  
industrial-scale environmentally friendly solutions
2022 Awards
Alternative-drive vehicles in our supply mix
2018
2020
2022
29%
44%
55%
2022 marked the premiere of our articulated 
Solaris Urbino 18 hydrogen
●	we delivered 1,492 vehicles to 133 European cities in 18 countries
●	alternative-drive vehicles (electric, hydrogen, hybrid, trolleybuses)  
accounted for more than 55% of our deliveries
●	our largest markets are Spain, Poland, Italy, Belgium, Germany  
and Romania
Deliveries of our vehicles in 2022
2022
%55
● electric
● hydrogen
● trolleybus
● hybrid
Alternative 
drives
● CNG
● diesel
Conventional 
drives
* EU27, Norway and Switzerland without the United Kingdom and Ireland.

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
GRI 2-1, 2-2
The Solaris Group (“Group” or “Solaris”) consists of the parent company Solaris Bus  
& Coach sp. z o.o. (“Solaris Bus & Coach” or “Company”) and 17 subsidiaries based in  
17 other European countries. Our network is also supported by representative offices 
located in 5 other countries across the globe.
Solaris vehicles are fully manufactured in Poland. Our central workshop and logistics centre 
are also located in Poland. In addition, we maintain a network of workshops and spare 
parts warehouses across Europe, run by selected subsidiaries.
Solaris’ international presence makes us an expert in understanding the specific needs of urban centres. 
The responsibilities of each of our Group member companies include: maintaining ongoing contact  
with customers, analyzing local market trends and shaping our brand image. Information collected  
from international markets also serves us as the basis for coming up with innovative solutions.
* As at 31 December 2022.
Solaris representative offices are also located in Bulgaria, Croatia, Finland, Israel and Hungary.
Members of the Solaris Group*:
Solaris Bus & Coach sp. z o.o. 
Solaris Austria GmbH
Solaris Belgium SRL
Solaris Czech spol. s.r.o.
Solaris Denmark Bus A/S
Solaris Deutschland GmbH
Solaris France SARL
Solaris Hellas S.A.
Solaris Bus Ibérica SLU
Solaris Italia S.R.L.
SIA Solaris Bus & Coach Latvia
Solaris Schweiz GmbH
Solaris Slovakia s.r.o
Solaris Sverige AB
Solaris Netherlands BV
Solaris Norge AS
Solaris Estonia OÜ
UAB Solaris Bus & Coach LT
Solaris 
sites
production of bus 
components
Poznań
production of steel 
body frames
Środa Wielkopolska
production 
of steel body frames
Kijewo
bus production 
operations
Bolechowo
central workshop, 
Customer Service Centre
Murowana Goślina
Logistics 
Centre
Jasin
The majority shareholder of Solaris Bus & Coach sp. z o.o., with a 97.33% stake in its share capital, is Construcciones y Auxiliar de Ferrocarriles S.A. (CAF).
2022 marked:
20 years of Solaris Czech
10 years of Solaris Sverige
Establishment of Solaris Estonia
Structure of the Solaris Group

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
GRI 2-9, 2-10, 2-11
The Company’s governing bodies are the Management Board, the Supervisory Board and the Shareholders Meeting.  
The Management Board consists of one or more Members, including the President of the Management Board (CEO). 
The number of the Management Board Members is determined by the Supervisory Board. If the Management Board 
consists of more than one person, a Management Board Member may also be entrusted with the position of Vice President. 
Management Board Members are appointed (and dismissed) by a resolution of the Supervisory Board for an indefinite 
term. Management Board Members hold an executive function, are in charge of the day-to-day operations in the specific 
area entrusted to them and represent the Company.
The Supervisory Board consists of at least three members, including the President and Vice President. Supervisory Board 
Members are appointed (and dismissed) by a resolution of the Shareholders Meeting for an indefinite term. Supervisory 
Board Members exercise supervision over the Company’s day-to-day operations and the pursuit of the Company’s strategy.
* Composition of the Solaris Bus & Coach Supervisory Board and Management Board as at 31 December 2022.
Management Board in 2022*
Supervisory Board in 2022*
Josu Imaz
President 
of the Supervisory Board
Javier Iriarte
Vice President 
of the Supervisory Board
Janusz Reiter
Member 
of the Supervisory Board
Javier Calleja
CEO
Olivier Michard
Management Board Member, 
Sales, After-Sales, Marketing
Dariusz Michalak, PhD Eng.
Deputy CEO, R&D, Quality 
Assurance, Procurement
Inigo Artamendi
Management Board Member, 
Finance and Investment
Tomasz Barański
Management Board Member, 
Production, Logistics
Patryk Kawa
Management Board Member, 
Human Resources and OHS
Solaris Bus & Coach management structure

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
 
* Economic value distributed to the state is exclusive of VAT. Presented financial data comply with the financial statements for the year ended 31 December 2022.
SOLARIS GROUP
SOLARIS BUS & COACH
2021
2022
2021
2022
thousands of euros
%
thousands of euros
%
thousands of euros
%
thousands of euros
%
Economic value generated
Sales revenue
720,828
99.3
695,912
98.9
708,701
99.2
689,126
98.5
Other operating revenue
3,991
0.5
1,866
0.3
3,189
0.4
1,167
0.2
Financial revenue
1,112
0.2
6,153
0.9
2,366
0.3
9,003
1.3
Total revenue
725,931
100.0
703,931
100.0
714,256
100.0
699,297
100.0
Purchases of materials
461,725
63.6
459,027
65.2
467,762
65.5
483,902
69.2
Other expenses
120,259
16.6
134,667
19.1
121,427
17.0
124,546
17.8
Prepayments
581,984
80.2
593,694
84.3
589,189
82.5
608,448
87.0
Gross economic value
143,947
19.8
110,236
15.7
125,067
17.5
90,849
13.0
Depreciation
18,505
2.5
17,430
2.5
16,659
2.3
15,161
2.2
Net economic value
125,442
17.3
92,807
13.2
108,408
15.2
75,687
10.8
Economic value distributed
To employees (wages, salaries, benefits)
76,958
61.3
83,404
88.4
63,149
58.3
66,925
88.4
To providers of capital (costs of financing)
10,913
8.7
21,275
30.2
10,912
10.1
22,858
30.2
To the state (taxes and duties)*
8,138
6.5
220
-1.0
7,031
6.5
-736
-1.0
To the company (profit allocated to reserve/
supplementary capital)
29,433
23.5
-12,093
-17.7
27,316
25.2
-13,360
-17.7
Net economic value
125,442
100.0
92,807
100.0
108,408
100.0
75,687
100.0
Financial highlights
GRI 201-1

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
In the Solaris Group, we deploy innovations and carry out activities that support the pursuit of the UN Sustainable Development Goals (SDGs). 
In our business, we contribute in particular to the pursuit of the SDGs in the area of our strongest impact:
Affordable 
and clean energy
Industry, 
innovation 
and infrastructure
Sustainable 
cities 
and communities
Climate 
action
Take urgent action 
to combat climate change 
and its impacts.
Make cities and human 
settlements inclusive, safe, 
resilient and sustainable.
Build resilient infrastructure, 
promote inclusive and sustainable 
industrialisation, and foster 
innovations.
Ensure access to affordable, 
reliable, sustainable 
and modern energy for all.
Contribution to the pursuit of the UN Sustainable Development Goals

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Customer Orientation
● We look at quality from the customer’s perspective
● We achieve success together with our business partners  
mutually respecting each other’s needs
● We are a role model of cooperation with customers
Innovation
● We are the leader of innovative solutions
● We set ourselves ambitious goals
● We are constantly developing our products
● We improve our work on a daily basis
Agility
● We are quick and flexible to react to changes within  
our organisation and beyond
● We are bold in our actions
Long-term orientation
● We observe the market to identify its needs and create 
solutions fit for the future
● We take our decisions having in mind the future  
of the company, our employees and the environment
Cooperation
● We are one team and we work together
● Our actions are based on trust, commitment,  
and mutual respect
● We care about relationships with others
● We are responsible for the decisions we make
At Solaris, we take action based on five values that define the corporate identity of our Group and what we collectively 
identify as key. Our values form a roadmap that serves us as the basis for our business decisions.
Value Ambassadors
In 2022, we continued our Value Ambassadors project aimed at supporting our staff 
in the process of identifying with the culture and goals of the organization.  
Under the project, 5 teams of production and administrative workers from various areas 
of the Company were selected. Each team was assigned to work on a selected initiative 
representing a specific value of the Solaris Group.
The project initiatives included, among others:
● Vehicle delivery and acceptance (inspection) procedures open for participation  
by interested team members. This initiative aimed to achieve the following goals:  
increase the participants’ awareness of the vehicle delivery and acceptance (inspection) 
procedure from the customer service perspective, see through the customer’s eyes  
the vehicle inspection process and build a sense of responsibility for the final product 
(in particular among those team members who are not directly involved  
in the manufacturing process on a daily basis). To ensure the comfort of customers,  
a maximum of 4 team members were allowed to participate in each such procedure. 
In 2022, 8 delivery and acceptance procedures were conducted under the initiative, 
attended by a total of 26 staff. The initiative supported the Customer Orientation value.
● Guidebook on how to conduct good meetings, containing a collection of tips and best 
practices that support effective online meetings. The starting point for the preparation 
of the Guidebook was the pandemic that swept across the country and the world,  
and resulted into a shift towards remote work. The initiative supported the Agility value.
Solaris’ ASPIRATION: We are changing 
the image of public transport.
Solaris’ aspiration 
and motivation:
Our MOTIVATION: Solid and long-lasting relations with our customers and team work. 
We are proud of our products and our innovative technical solutions.
Our values

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
We continuously work on the development and execution of innovative projects with other sector 
participants, industry organizations and stakeholders who are active in the field of sustainable 
public transport. As part of our involvement, we promote e-mobility and modern transport 
solutions.
● Union Internationale des Transports Publics, UITP (International Association of Public Transport)
● Hydrogen Europe (NEW-IG)
● Innovative Transport Forum (ITF)
● Information Technology for Public Transport (ITxPT)
● Chamber of Commerce for Urban Transport
● VDV (Association of German Transport Firms)
● Polish Scientific Society of Internal Combustion Engines
● Polish-German Chamber of Commerce and Industry
● Wielkopolska Chamber of Commerce and Industry
● Wielkopolska Employers’ Association LEWIATAN
● Polish Committee for Standardisation, Technical Committee 17 for Vehicles and Road Transport
● Polish-Spanish Chamber of Commerce
● Polish Chamber of Automotive Industry
● Polish Union of Public Transport Employers
● Open4PT Association for the Standardisation of Modern Transport Systems
GRI 2-28
Solaris’ partnerships and memberships
We are a member of the following organizations:

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Sustainable Development 
Charter
Joined in 2011
As part of our activities  
in the UITP, we became a signatory 
to the Sustainable Development 
Charter. One of the main areas  
of activity of the Charter’s 
signatories and the UITP members 
is the SDG Target 11.2: “by 2030, 
provide access to safe, affordable, 
accessible and sustainable transport 
systems for all, improving road 
safety, notably by expanding public 
transport, with special attention 
paid to the needs of those in 
vulnerable situations, women, 
children, persons with disabilities 
and older persons.”
GRI 2-28
Letter of Intent for 
the Wielkopolska 
Hydrogen Valley
Joined in 2021
Mazovia 
Hydrogen Valley
Clean Bus Deployment 
Initiative
Member since 2017
The document was signed by the 
European Commission and the 
biggest manufacturers in the sector. 
It is an expression of support for 
the large-scale deployment of 
completely zero-emission buses 
with alternative drive systems. The 
European Declaration is an initiative 
based on the following three pillars: 
(1) a commitment by cities and 
producers to pursue a joint mission 
of advancing the process of emission 
reduction, (2) creating a platform 
for information exchange between 
municipal authorities, carriers 
and financial organizations, and 
(3) establishing a group of experts 
providing professional analysis in 
the areas of technology, economics 
and logistics.
European Clean 
Hydrogen Alliance
Joined in 2020
The Alliance was established as 
an initiative led by the European 
Commission and its aim is to scale 
up, by 2030, the production and 
deployment of hydrogen as a 
fuel obtained using low-emission 
technologies and renewable energy 
sources.
An initiative involving the 
development of the Wielkopolska 
Hydrogen Valley and Poland’s 
nationwide ecosystem based 
on hydrogen technologies. 
Signatories to the letter of intent 
for the Wielkopolska Hydrogen 
Valley include officials from the 
Wielkopolska Region, mayors of its 
largest cities, rectors of universities 
and the business community.  
The signatories’ aim is to contribute 
to decarbonising the economy with  
a view to achieving climate 
neutrality.
Joined in 2022
The aim of the Mazovia Hydrogen 
Valley is to boost hydrogen-based 
industry in the region and to 
establish a Mazovian hydrogen hub 
by promoting cooperation between 
the initiative’s participants on 
innovative technologies enabling 
the deployment of hydrogen in 
transport, energy, public utilities, 
agriculture and other sectors  
of the economy.
Solaris participates in the following initiatives:
Solaris’ partnerships and memberships

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
GRI 2-29
In 2020, we prepared a map of stakeholders  
of strategic significance to our business. As part of 
this exercise, we conducted an in-depth stakeholder 
identification and mapping exercise, identified 
stakeholder groups and then assessed the degree  
to which they impacted our company and vice versa.
All identified stakeholders were then broken down 
into five groups indicated by the CAF Group in the 
Code of Conduct: customers, suppliers, shareholders, 
people and society.
The manner and frequency of communication  
with each stakeholder group depends on the 
Company’s current needs and is the outcome  
of our communication with stakeholders.
Through stakeholder relations, the Group fulfils its 
business, information and communication needs. 
Our proactive and attentive contact with stakeholders 
plays a vital role in the pursuit of Solaris’ strategy.  
We are particularly fond of those forms of contact 
that support and enable two-way communication 
and exchange of opinions and permit stakeholders to 
become more deeply involved in the Group’s activities 
(such as trade fairs, participation in initiatives and 
execution of joint projects, vehicle launch events, media 
conferences, etc.).
Selected departments are responsible for ensuring an 
effective communication with each group of Solaris’ 
stakeholders as part of their daily work.
• Internal communication tools (such as the 
Intranet, Przystanek magazine, internal 
newsletter sent out by e-mail, information 
on bulletin boards and TV screens)
•	Social media channels
•	Company’s multilingual website 
•	CAF Group website
•	Meetings with trade unions
•	Work of the OHS Committee
•	Dual education programmes
•	Meetings of the Solaris Club for the Elderly
•	Whistle-blower channel
•	Regular Medical Check-ups in the 
Organization
Employees
Suppliers
•	Company’s multilingual website 
•	CAF Group website
•	Social media channels
Consumers
•	Company’s multilingual website 
•	Social media channels
•	CAF Group website
Customers
•	Company’s multilingual website 
•	CAF Group website
•	Social media channels
•	Solaris Customer Magazine
•	Industry-specific events
•	Company’s bilingual website promoting 
e-mobility (eCity by Solaris)
•	#SolarisTalks conferences for customers
•	Regular customer satisfaction surveys,  
Net Promoter Score (NPS) analysis
•	Customers’ reports following their tests  
of demo buses
•	Magbus spare parts platform  
for customers
•	Study visits by customers to production 
facilities
Media
•	Online press office
•	Social media channels
•	Company’s multilingual website 
•	CAF Group website
•	Press conferences and relations with  
the media
•	Industry-specific events promoting 
e-mobility
Local governments
•	Social media channels
•	Company’s multilingual website
•	CAF Group website
Local communities
•	Social media channels
•	Company’s multilingual website 
•	CAF Group website
•	Social campaigns
•	Visits of students from local schools 
focused on technical education relevant 
to our business
•	Social media channels
•	CAF Group website
•	Participation in trade fairs
•	Membership in associations and industry 
organizations
•	Vehicle launch events
Industry organizations
Public administration
•	Social media channels
•	Company’s multilingual website 
•	CAF Group website
•	Social media channels
•	CAF Group website
•	Company’s multilingual website
Social organizations
•	Social media channels
•	Company’s multilingual website 
•	CAF Group website
•	Social campaigns
Scientific institutions and 
higher education institutions
Stakeholders and stakeholder relations
Methods of communication with stakeholders

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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
GRI 3-1, 3-2
The impact exerted by the Company is analysed on many organizational levels as part  
of the ongoing work of pertinent operating divisions. Solaris Bus & Coach has an Integrated 
Management System in place an integral part of which is the review of internal and external factors 
that affect the organization and are relevant to meeting customer requirements and achieving  
the goals set by the organization. We place particular emphasis on environmental aspects, 
pollution prevention and issues related to occupational health and safety (OHS) in relation to all 
processes taking place within the Company.
We keep analyzing data and information collected inside and outside the organization as well 
as information collected from our stakeholders as it enables us to identify and assess risks 
and opportunities for the growth of our organization and to attain our goals related to quality, 
environment and occupational health and safety.
In 2022, we updated our set of topics relevant to ESG reporting. The process lasted a whole year 
and consisted of the following 4 consecutive elements: 
●	Preparation of a list of topics based on: materiality matrix from the previous reporting cycle; 
analysis of the sources of impact identified in the Integrated Management System; topics 
reported as relevant to stakeholders by operational departments; analysis of the extent of data 
reported by other sector participants; analysis of topics relevant to sustainable development  
by the ESG Team.
●	Ratings of the materiality of topics by representatives of all groups of surveyed internal and 
external stakeholders, on a scale of 1 to 5; 349 individuals completed the survey.
●	Review and assignment of the materiality level to specific topics by the ESG Team (through 
reviewing the materiality of the impact exerted by the Company in the respective area)  
and preparation of a list of recommended topics for reporting.
●	Approval of the list of material topics to be reported by the Company’s Management Board.
Compared to the previous Report, one major change has been made in the 2022 Sustainability 
Report: tax management has been identified as a new topic to be reported on.
Selection of relevant reporting topics

2022 Solaris Sustainability Report
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Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
GRI 3-1, 3-2
Environment 
Weight and type of raw materials used by the 
company
Use of raw and recycled materials
Components for production and packaging 
materials subjected to recycling
Minimizing the volume of waste, recycling
Energy consumption and ways to reduce it
Reducing energy and fuel consumption by 
vehicles
Water consumption and ways to reduce it
Impact on biodiversity
Greenhouse gases emissions and ways to 
reduce them
Corporate governance
Impacts on the climate and actions taken to 
mitigate climate change
Compliance with environmental regulations,  
prevention of abuse and violation of 
environmental laws and regulations
Impact on local labor market
Direct economic value generated and 
distributed
Tax governance 
The amount of orders from local suppliers 
Financial implications and other risks  
and opportunities due to climate change
Financial assistance received from 
government
Customer privacy, preventing losses  
of customer data
Actions to combat anti-competitive behavior,  
anti-trust, and monopoly practices
Actions to prevent accidents of corruption
Society
Employment, new employees, remunerations,  
turnover rate, benefits
Occupational Health and Safety
Training and education, professional 
development
Diversity of governance bodies and 
employees
Equal pay
Non-discrimination in the workplace
Freedom of association
Impact (positive and negative)  
on the local communities
Health and safety impacts of product  
and service categories
1
16
21
10
2
17
22
24
19
20
25
26
27
28
29
18
23
11
12
13
14
3
4
5
6
7
8
9
1
3
4
4.5
5
3.5
15
Solaris Group perspective
Stakeholder perspective
1
3
3.5
4
4.5
5
Other material aspects
Highly material aspects
8 27
24
28
17
14
16
15
12
19
18
25
1
7
20
9
10
29
11
6
4
5
22
26
2
3
23
13
21
Materiality matrix

Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Responsible 
governance
2022 Solaris Sustainability Report

2022 Solaris Sustainability Report
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74
Sustainable 
production
Social 
responsibility
About 
the Report
Sustainable 
product
Solaris 
Group
Responsible 
governance
Responsible governance
GRI 3-3
We consider compliance with international and national 
laws, ethical standards and recognised best practices 
as the foundation of our business. Our relations with 
employees, counterparties and other stakeholders are 
based on the Company’s key values, patterns and rules of 
conduct which we bear in mind while making our business 
decisions.
The groundwork for our organizational culture  
in the context of good corporate governance is defined  
by the following two documents: the CAF Group Code  
of Conduct and the Solaris Code of Best Practices.  
The CAF Group Code of Conduct is based on three pillars: 
ethical principles, behavioural criteria and implementation 
mechanisms. The rules and principles stipulated in these 
documents are applicable to all Group’s employees, 
professionals and any third party which has a business 
relationship with any Solaris Group Company.
An extension of the principles and duties assumed in 
these documents is provided by a system of mandatory 
regulations involving compliance management, both 
at the level of the CAF Group and at the level of Solaris 
Group companies. The system covers, among others, 
issues such as: respect for law, Business Ethics, Human 
Rights, protection of exploitation of the child labour, 
public freedoms and Fundamental Rights, the principles 
of equal treatment and non-discrimination, protection 
of the natural environment and local communities, Due 
Diligence in the supply chain, taxes, principles and laws on 
Competition and Crime Prevention, including corruption.  
The Company employees get familiarized with key 
documents during the onboarding process, through 
ongoing internal communication and, periodically, 
during mandatory e-learning courses. They confirm their 
adherence to the provisions of the codes and key policies 
in writing or through the e-learning platform. The Group’s 
codes and key policies are also available at all times on 
the Company’s Intranet and Company’s internal application 
and in the CAF Group’s corporate internal communication 
application. Selected documents covering the extent of 
activities and responsibilities of the production team are 
available in managers’ offices in all production plants.
Proposing, disseminating and overseeing the execution 
of procedures and policies related to i.e. Business Ethics, 
Competition Law and Crime Prevention is the responsibility 
of the Compliance Officer. At Solaris, these matters are 
managed in cooperation with the CAF Group’s Compliance 
Department. The Compliance Officer also functions as 
a delegate of the CAF Group whose responsibility is to 
supervise the deployment of the Group’s compliance 
procedures.
Responsible management in Business 
Ethics, Crime Prevention and Competition 
Law

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Sustainable 
production
Social 
responsibility
About 
the Report
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 205-2, 206-1, 2-27
Crime prevention 
The Solaris Group is subject to the crime prevention 
programme laid down in the CAF Group Crime Prevention 
Manual. At the Solaris Group level we continue to develop 
a specific Crime Prevention sub-programme including 
specific guidelines for local legislation.
The Manual contains a list of crimes rated in terms of 
their risk of commission in the context of the CAF Group’s 
business, identifies business activities that involve the risk 
of a crime and defines procedures and rules of conduct 
designed to prevent the pursuit of criminal actions, taking 
into account, in particular, crimes related to corruption 
(such as corruption between individuals, bribery  
or influence peddling) and money laundering. 
The purpose of the Manual is to build a common 
framework of good practices and policies that must be 
followed by all employees of the CAF Group. Within the 
Solaris Group the ongoing dissemination and trainings 
are aimed to raising employee awareness of various types 
of crime considered particularly harmful or prevalent 
and potential sanctions for any violations as well as 
implementing guidelines and measures aimed at mitigating 
any identified risks.
The Manual, mandatory for all the employees in Solaris 
Group, is available at all times on the Intranet, in the 
Company’s application and in the CAF Group’s corporate 
internal communication application.   
The contents of the CAF Group Crime Prevention Manual 
are also included in mandatory e-learning courses held for 
all employees who have access to a company computer. 
As of the end of 2022, 1,011 individuals i.e. 91% of the 
administration team, have completed this training. Moreover, 
every new hire of the Solaris Group, regardless of the area of 
his or her involvement (production or administration), must 
read and confirm his or her familiarity with the Solaris Code 
of Conduct, which covers, among other issues, matters related 
to business ethics.
In 2022, we did not identify the occurrence, within 
the Solaris Group, of any cases of corruption or 
any other crimes referred to in the Manual.
Competition protection
For the CAF Group, unconstrained competition constitutes 
a fundamental pillar of market development and economic 
activity. The purpose of the CAF Group Competition Law 
Compliance Manual is to reinforce the commitment of CAF 
Group companies to strict observance of competition 
laws in all their business areas. The Manual covers 
matters such as: agreements that curb competition, 
prohibited exchange of information or documentation 
with competitors, abuse of a dominant position and 
business concentrations. The Manual lays down  
a list of security measures that must be applied in 
the Company’s day-to-day business, concerning in 
particular: prohibited conduct and commercial practices 
in relation to agreements that restrict competition, 
abuse of a dominant position or dominance, economic 
concentrations and state aid in European Union.
All employees of the Solaris Group must comply with  
the obligations included in the abovementioned Manual. 
The contents of the Manual are also part of mandatory 
e-learning courses held for employees whose professional 
duties are related to the contents of the Manual.  
The full version and an abridged version of the Manual  
are available at all times on the Company’s Intranet,  
in the Company’s application and in the CAF Group’s 
corporate internal communication application. 
In 2022, we continued to file explanations and documents 
in response to the 16 December 2020 decision of the 
President of the Office of Competition and Consumer 
Protection to initiate a proceeding to investigate potential 
excessive delays in the disbursement of cash benefits 
by the Company under the Act of 8 March 2013 on 
Counteracting Excessive Delays in Commercial Transactions. 
As of 31 December 2022, the proceedings were in progress. 
Due diligence in contracting with third parties
The Solaris Group has implemented the CAF Group Due 
Diligence Manual for contracting with third parties, which 
lays down the fundamental compliance due diligence 
measures as well as the model and accepted methods 
of verification of third parties with whom CAF Group 
companies intend to establish cooperation. The Manual is 
In 2022, we did not identify, within the Solaris 
Group, the occurrence of any breaches of 
competition protection regulations.
an extension of the CAF Group Crime Prevention Manual 
and the CAF Group Code of Conduct.
All employees and representatives of the Solaris 
Group must comply with obligations resulting from the 
abovementioned Manual. The Due Diligence measures 
includes in particular signature of the Non-Disclosure 
Agreement, Competition Law and Business Ethics analysis: 
prevention of corruption, prohibition of contracting with 
public authorities, international sanctions, conflict of 
interests.
The Manual is available at all times on the Company’s 
Intranet, in the Company’s application and in the CAF 
Group’s corporate internal communication application. 
In 2022, a new training module was uploaded to the 
e-learning platform, covering the contents of the Manual 
and offering a refresher of the basic principles set out in 
the CAF Group Code of Conduct.
In 2022, intense work was underway at Solaris to streamline 
all processes associated with the requirements laid down 
in the Manual. In order to automate the process of the 
compliance Due Diligence we started to implement the 
supplier management tool, which includes an IT tool that 
scans if the third parties are listed in the international 
sanctions lists and allows automatic compliance controls 
of the supplier registration process.

2022 Solaris Sustainability Report
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Sustainable 
production
Social 
responsibility
About 
the Report
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 2-26
Reporting irregularities and protecting whistleblowers 
The Company has an internal system in place for reporting 
irregularities regarding breaches of the law or ethical 
standards, procedures or other internal regulations adopted 
by the organization. Suspected breaches may be reported 
by all Company employees, regardless of their form of 
employment. All persons reporting such breaches are 
protected against any retaliation. The system operates  
on the basis of the Internal Reporting Regulations adopted 
by the Company’s Management Board in accordance with 
Directive (EU) 2019/1937 of the European Parliament and of 
the Council (also known as the Whistleblower Protection 
Directive).
The complete reporting system is provided by an external 
vendor and is independent of any IT systems run by 
Solaris. It enables the reporting of breaches in a secure 
and confidential manner and lets the Company maintain 
two-way communication with the whistleblower without 
compromising his or her anonymity. The Compliance Officer 
is responsible for operating the reporting system  
and disseminating knowledge about the system among  
the Company’s employees.
The Internal Reporting Regulations may be accessed by all 
Company employees on the Intranet, through the Company’s 
application or, for production personnel, also in hardcopy 
form at all Company locations. New hires become acquainted 
with the operation of the reporting system during their 
onboarding training. Information about the system was also 
disseminated in the form of an instructional animation  
and in a bulletin available to all employees.
In 2022, Solaris Bus & Coach conducted 3 proceedings 
initiated on the basis of received suspected breach reports. 
None of the cases concerned a grave breach of the law or 
posed a significant risk for the Company.
Solaris employees and third parties, such as suppliers, 
contractors and subcontractors, may report breaches by 
e-mail to whistleblowerchannel@caf.net, as disclosed  
on the CAF website.

2022 Solaris Sustainability Report
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74
Sustainable 
production
Social 
responsibility
About 
the Report
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 201-2
The Risk Director chairs the Risk Committees, which purpose 
is to evaluate the tenders being prepared. He also supports 
the process of preparing data and taking additional actions 
necessary for the Risk Committees.
The Management Board Representative for the Data 
Management and Protection System role in the field of 
risk management is to: define and assess system risks in 
accordance with Section 6.1 of ISO 9001, ISO 14001 and ISO 
45001, support process owners in identifying actions taken to 
eliminate and mitigate risks, and verify the approach to risks 
in the framework of ongoing internal audits and management 
reviews, as well as deal with any non-compliance in this regard.
The Risk Manager’s job is to build an operational risk 
management system at the strategic, financial and legal levels. 
The system is being created based on the CAF Group guidelines 
and the ISO 31000 and COSO international risk management 
standards.
The Compliance Officer’s responsibilities include managing  
the compliance system at Solaris. This function is carried out  
in cooperation with the CAF Compliance Committee.  
The Compliance Officer also functions as a delegate  
of the CAF Group.
The role of the ESG Team in the area of risk management is to 
coordinate work on identifying environmental risks, including 
climate risks, based on the guidelines of the CAF Group’s 
Integrated Control and Risk Management System. This system 
is based on the CAF General Risk Assessment and Management 
Policy, and is underpinned by Procedure Model Risk Control 
and Management.
Our risk management model is based on the following 
corporate documents: the CAF General Risk Assessment and 
Management Policy and the corresponding Procedure Model 
Risk Control and Management. A detailed description of the 
System is included in the CAF Group’s 2022 Sustainability 
Report in section 5.2.
Risk management at Solaris is carried out in cooperation with 
the CAF Group Risk Management Department.
The Solaris Management Board is in charge of setting 
strategic directions for handling Solaris’ financial and 
non-financial risks in the Company and oversees all risk 
management processes. 
Solaris manages sustainability issues based on the objectives 
of the CAF Group Sustainability Policy. The Policy defines our 
sustainability-related goals, tasks and commitments.  
Its primary objective is to integrate the CAF Group’s mission 
Risk management
Management of sustainability issues
Moreover, the following actors are of key significance 
for these processes:
●	Risk Director
●	Management Board Representative  
for the Data Management and Protection System
●	Risk Manager
●	Compliance Officer
●	ESG Team
with the sustainable fulfilment of the needs and expectations 
of our stakeholders in compliance with the applicable legal 
requirements, but also in line with the best practices of 
corporate governance, risk management and compliance  
with sustainability-related regulations and standards.
Reducing the adverse impact and maximizing the favourable 
impact is embedded in our business model. When developing 
innovative Solaris products, we use the available resources 
in a reasonable manner, by reducing energy and fuel 
consumption needs of our vehicles or minimizing the adverse 
social impact in the supply chain. 
While performing their principal duties, all departments 
of our organization take actions to support the pursuit of 
Solaris’ strategy in this area.
The Company has an ESG Team in place whose assignment  
is to support distinct substantive departments in taking ESG-
related actions, proposing and initiating various initiatives, 
monitoring legislative amendments and reporting on Solaris’ 
progress towards sustainability. 
The Team’s responsibility also includes cooperation with 
the CAF Group on sustainability issues and providing Solaris 
Group companies with support in this area. In 2022, the ESG 
Team was supported by a Supervisory Board Member who 
oversaw the ESG issues.

2022 Solaris Sustainability Report
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Sustainable 
production
Social 
responsibility
About 
the Report
●	Comply at all times with its tax obligations, always 
endeavouring to comply with the deadlines set out 
by tax regulations, both for the payment of taxes and 
for other tax obligations. To this end, CAF will ensure 
the quality, veracity and security of the information 
and data, as well as the accuracy of its tax returns.
●	To collaborate at all times with the Tax Authorities, 
providing the information and documentation  
of tax importance requested by the competent tax 
authorities and other regulatory bodies,  
in a complete and truthful manner,  
and in the shortest possible time.
●	Avoid the use of opaque structures, processes  
or systems designed exclusively for tax purposes, 
or for the purpose of preventing the Tax 
Administrations from knowing who is ultimately 
responsible for the activities or the ultimate owner 
of the assets and rights.
●	Avoid investments or transactions in or through 
territories classified as tax havens under Spanish 
law, or territories with low or zero taxation, for the 
sole purpose of reducing the tax burden. Investments 
or operations in these territories will only be 
permitted when they respond to business reasons 
and are aimed at undertaking the activity included  
in CAF’s corporate purpose, subject to prior approval  
by the Board of Directors in the cases provided  
for by law and regulations.
●	Commit to ensure that there is always a valid 
economic rationale for tax actions.
●	Prevent and reduce, as far as possible, tax risks in the 
course of its activities, while maintaining a prudent 
risk profile. In this framework, investments and 
operations that may represent a particular tax risk 
will be carefully assessed.
●	Ensure compliance at all times with the obligations 
relating to related party transactions, maintaining a 
responsible transfer pricing policy in accordance with 
the arm’s length principle, thus avoiding the erosion 
of tax bases through non-arm’s length pricing.
●	Manage its intangible assets responsibly, avoiding 
the use and generation of intangible assets for 
purely tax purposes.
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 207-1, 207-2, 207-3
CAF’s tax objective consists essentially of ensuring 
compliance with the tax legislation in force in each 
territory in which it operates, thus avoiding tax 
contingencies and fostering cooperation with the tax 
authorities.
CAF’s ultimate objective is to build trust and distribute 
value in the domestic and international market through 
responsible action, particularly with regard to taxes.  
This objective also makes it possible to design a corporate 
strategy and ensure consistent tax behaviour throughout 
the organisation, which ultimately makes it possible to: 
satisfy the stakeholders; maintain a relationship based on 
mutual trust with the tax authorities and contribute  
to improving communities by paying taxes.
The following principles for CAF’s actions in tax matters are a development of the fundamentals of the Code  
of Conduct, the Sustainability Policy and the General Risk Control and Management Policy, and should guide  
the actions of all those persons and entities to which they are applicable:
Tax management
Tax strategy
The framework for tax management activities in the Solaris 
Group is defined by the corporate Tax Policy, which is 
publicly available on the CAF Group’s corporate website, 
and the Tax Policy Implementation Manual, which applies 
to all companies in the CAF Group.
CAF’s Tax Policy specifies that all the principles mentioned 
below will be implemented in accordance with CAF’s 
general principles, specifically those relating to good faith 
and integrity vis-à-vis all stakeholders.

2022 Solaris Sustainability Report
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Sustainable 
production
Social 
responsibility
About 
the Report
Sustainable 
product
Solaris 
Group
Responsible 
governance
Moreover, at Solaris Bus & Coach, we have an internal 
Tax Strategy in place, as endorsed by the Management 
Board. Among the areas defined in the Strategy are 
the fundamental principles of conduct applicable to 
tax-related matters, tax risks along with methods of 
their mitigation and the structure of accountability for 
the calculation and payment of taxes. The Strategy is 
complemented by various internal Policies pertaining 
to specific areas of tax accounting. The Company has an 
internal procedure in place aimed at preventing failures 
to comply with the obligation to provide information on 
mandatory disclosure rules. 
The Company’s primary objective in the context of the 
Tax Strategy is to ensure compliance with the applicable 
provisions of tax law. The Strategy is consistent with the 
Group’s business strategy and ethical values. 
The Tax Strategy and all procedures related to tax matters 
are reviewed at least annually. During the review, the 
Strategy’s validity is verified in relation to the changes taking 
place within the Company and its environment.  
The CFO is in charge of reviewing and updating all pertinent 
procedures and the Strategy. The CFO is also responsible for 
verifying and monitoring the pursuit of the Strategy.
The procedures for validating the tax function adopted 
by the Company include internal control, executed 
on an ongoing basis by designated employees of the 
Finance Department, ongoing monitoring conducted 
within reporting to the CAF Group and external audit. 
Issues related to taxes and potential tax irregularities are 
reported by employees as part of internal communication 
with the Tax Department. All employees of the Finance 
Department are required to become acquainted with 
the Tax Strategy. The Company also ensures continuous 
improvement of qualifications and updating of knowledge 
in accordance with the annual training plan geared towards 
structuring employee know-how and providing targeted 
training.
Information on the Tax Strategy pursued by the Company, 
in accordance with the applicable regulations, is available 
at www.solarisbus.com and is updated annually.
provision of responses to requests from tax authorities, etc.) 
and the posting of liabilities and receivables in the correct 
amount in the Company’s ledgers.  
Cooperation with state administration authorities
In contacts with tax authorities, the Company is guided by 
the principles of honesty and transparency. Solaris Bus  
& Coach maintains transparent and open relationships with tax 
authorities and cooperates with them on an ongoing basis.
In July 2020, the Company submitted an application to 
join the pilot edition of the Cooperation Programme. The 
Programme constitutes a form of cooperation between 
the National Tax Administration Authority and large 
enterprises, based on mutual trust and understanding, and 
transparency that extends beyond the applicable statutory 
requirements. The purpose of the Programme is to take joint 
actions aimed at ensuring compliance with tax law, with 
particular emphasis on specific needs and expectations of 
key taxpayers with a view to ensuring better terms for the 
conduct of business activity in Poland. The Programme is 
based on the guidelines developed by the Organization for 
Economic Co-operation and Development (OECD). Within 
the framework of ongoing tax accounting and regards 
to related party transactions, the Company applies two 
unilateral Advance Pricing Arrangements (APAs) providing for 
an integrated service model and an integrated distribution 
model (pertinent decisions of the Head of the National Tax 
Administration Authority were issued in 2019).
The Company is not involved in any lobbying activities 
related to tax matters.
Tax risk management 
The identification and assessment of tax risks faced by the 
Company is carried out as part of its day-to-day activities. 
The Management Board, the CFO, other employees of the 
Accounting Department and the Tax Department and staff 
of the operating departments take an active part in this 
process. Additional assistance in identifying tax risk related 
to unusual business transactions is provided by external 
experts. All identified risks are included in the internal Risk 
Register, which subject to annual reviews.
The tax risk management system, including the internal tax 
control system, is monitored continually by the Tax Manager. 
Once every year, the CFO evaluates the tax risk management 
system at each stage of its operation.
The tax risk management system concerns, in particular, the 
application of tax regulations in the Company’s business 
transactions, the proper fulfilment of statutory fiscal 
obligations (submission of tax returns, payment of taxes,

2022 Solaris Sustainability Report
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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 418-1
CAF has created and deployed a personal data protection 
policy to guarantee compliance with current legislation 
in all the territories in which it operates. This policy and 
the accompanying manual set out the organisational and 
technical measures necessary to guarantee the correct 
management of personal data processed by CAF staff and 
third parties that engage with any Group company.
The organisational measures adopted this year include 
the creation of a Privacy Compliance Committee aimed at 
ensuring the correct management and deployment of the 
policy and manual across the CAF Group. A Data Protection 
Officer (DPO) was also appointed to guide CAF on compliance 
with the applicable regulations, supervise general compliance 
with these regulations, advise employees, and cooperate with 
and act as a point of contact for the supervisory authority.
Each CAF company ensures correct compliance with local 
regulations on the protection of personal data. In any case, 
the CAF regulatory framework on data protection places 
special emphasis on European privacy regulations, specifically 
on Regulation (EU) 2016/679 of the European Parliament and 
of the Council of 27 April 2016 on the protection of natural 
persons with regard to the processing of personal data and 
on the free movement of such data, repealing Directive 
95/46/CE (“GDPR”).
At Solaris Bus & Coach, we have an internal Personal Data 
Protection Policy in place. It sets out the extent and detailed 
methods of securing personal data, the use of organizational 
and technical measures and data protection mechanisms 
applicable to hard and soft copy documentation.
The Company processes personal data in compliance 
with the following principles:
●	lawfulness, fairness and transparency
●	restriction of the purpose of data processing 
(data processing for specific, explicit and 
legitimate purposes)
●	data minimization (processing only the 
necessary personal data)
●	proper data processing (processing only current 
data)
●	restriction of data storage (deletion of data after 
the purpose of processing ceases to exist)
●	integrity and confidentiality (protection against 
unauthorized access and loss)
●	traceability
In order to ensure compliance with internal rules pertaining 
to the processing of personal data and to minimize any 
potential risk of leakage, theft or loss of personal data, GDPR 
training for new hires was continued in 2022. An extensive 
Protection of personal data
Protection of confidential information
anti-phishing campaign was also carried out, focused on 
building awareness of the significance of cybersecurity in 
e-mail communication.
In 2022, the Company recorded no substantiated complaints 
regarding the protection of personal data, nor any leaks, theft 
or loss of personal data.
In 2022 the works on the Confidentiality Policy in Solaris 
were aligned with the implementation of the CAF Group 
Cybersecurity Policy Development Manual. The aim of these 
policies is to reinforce the information security above the 
level of protection resulting from the provisions of law, 
establish the organisational and technical measures that 
guarantee the confidentiality and to deploy the information 
security culture in our organisation. The Confidentiality Policy 
establishes the classification of sensitive and confidential 
information processed in the organisation as well as, along 
with the Cybersecurity Policy, determines the responsibilities 
and duties related to protection of information and the 
guidelines and measures of protection that must be followed 
by all employees. We plan to complete the implementation 
works in 2023.

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2022 Solaris Sustainability Report

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The need for change
Today’s cities are developing extremely fast.  
55% of the population already lives in urban areas,  
and in 30 years the figure will be as high as 70%*.  
Such intensive development comes with various challenges, 
among others high emissions. Nowadays, cities are 
responsible for as much as 75% of CO2 emissions**, with much 
of it coming from transportation. Another challenge is dense 
traffic, which has a significant impact on the quality of life of 
residents and the sustainability of the agglomerations. 
The dynamics of urban development determine the need to 
change the way people move. We are already seeing  
a change in awareness in this area – among passengers, 
among our customers and among decision-makers at 
the European Union (EU) level. At Solaris, we believe that 
sustainable, friendly and accessible public transportation will 
play a key role in changing the mobility model. 
The change at the EU level
Green Deal regulations, along with meeting ambitious 
climate neutrality targets in 2050, are a top priority in Europe. 
Sustainable public transportation, based on electrical drives,  
is a very important part of this project.
Sustainable product
Sustainable transport of the future
Among the many initiatives to accelerate the transition in 
transportation, it is particularly worth mentioning: 
●	“EU Directive on the Promotion of Clean and Energy 
Efficient Road Transport Vehicles,” which sets minimum 
targets for the share of zero-emission buses in urban 
fleets at 45% by 2025 and 65% by 2030 
●	“The EU Strategy for Sustainable and Smart Mobility,” 
which pledges to reduce CO2 emissions in the transport 
sector by 90% by 2050 
●	NextGen funds aimed to accelerate the green transition 
in Europe
The future of transportation 
Public transportation is crucial in any future mobility 
scenario. We can predict that the coming years will see  
a reduction in the use of private cars in favor  
of zero-emission subways, trams and buses. 
* Source: “68% of the world population projected to live in urban areas by 2050, says UN”, UN, accessed: June 26, 2023, www.un.org/uk/desa/68-world-population-projected-live-urban-areas-2050-says-un
** Source: “Cities and climate change”, UNEP, accessed: June 26, 2023, www.unep.org/explore-topics/resource-efficiency/what-we-do/cities/cities-and-climate-change
*** Source: International Transport Forum “Policy Priorities for Decarbonization Urban Passenger Transport”
**** Source: Electric Vehicle Outlook 2022, BloombergNEF
Public transport is the greenest 
and most sustainable way to travel
According to forecasts, urban passenger transportation will 
increase 60-70% by 2050***. Electric buses in such a scenario 
will account for as much as 62% of all buses on the world’s 
roads by 2040****. 
What is more, the bus segment has one of the highest 
adoption rates of electric vehicles in the 2040 economic 
transition scenario, meaning it is “on track” to reach a net-
zero scenario in 2050.
GRI 3-3, 203-2

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Challenges of 2022
The past year, like the previous one, was a challenging one for 
Europe’s public transportation industry. It was impacted by 
the coronavirus pandemic, the war in Ukraine, high inflation 
and the general economic crisis. 
Despite these factors, 2022 was a good year for the 
development of sustainable transportation and a year 
of major investment in the sector. In 2022 spending on 
electric vehicles and infrastructure has seen an impressive 
54% increase globally in relation to 2021*. 
More electric-powered buses
Although the total number of city buses declined in 2022, 
the electric bus market experienced a significant growth.  
The share of new e-bus registrations reached 44% globally, 
and nearly 30% in Europe. The number of electric and 
hydrogen buses hitting the roads of European cities was  
at a record high of approx. 4,200 vehicles**. 
This growth is being fuelled by several factors: growing 
demand from carriers for sustainable vehicles, rapid 
progress in battery technology, as well as government  
and EU programs that fund green transportation solutions. 
In Solaris’ sales, the green trend is even more pronounced 
– more than half of the buses that left our factory in 2022 
had alternative drives (battery vehicles, hydrogen vehicles, 
trolleybuses and hybrid buses). 
Complete emission-free portfolio
Anticipating the green trend in transportation, Solaris 
has been investing in the development of clean drive 
technologies for nearly two decades. Today, the Company 
is the only manufacturer to offer complete range of 
zero- and low-emission buses. Our portfolio includes 
more alternatively powered vehicles than conventionally 
powered ones.
Various bus configurations, proven zero-emission solutions, 
millions of electric kilometers driven on different roads  
and in a variety of climatic conditions - hands on experience 
is gained in every possible field to ensure the reliability and 
efficiency of our vehicles. On top of that, one of our priorities 
is to work closely with clients at every stage of the given 
project. This includes feasibility studies, maintenance and 
after-sales support. Through ongoing dialogue with customers 
and close cooperation between us, we can offer solutions 
tailored to the specific needs of cities and the preferences 
of carriers. Our actions make a real impact on the green 
transition of public transportation.
Hydrogen trend
Hydrogen technology is one of the fastest growing sectors in 
Europe. Investments in hydrogen more than tripled compared 
to the previous year. This development is strongly supported 
by subsidies – the European Union sees hydrogen as one of 
the key elements in the energy mix of the future.
Hydrogen-powered buses are still a fairly young segment, 
but we are seeing a strong upward trend. In 2019,  
there were 32 hydrogen bus registrations in Europe,  
and in 2022 – already 88 buses.
Solaris has been developing hydrogen-cell vehicles since 
2014, seeing great potential in this market segment from the 
the very beginning. In total, we have already contracted  
200 hydrogen buses, and with more than 40 vehicles 
delivered in 2022, we have captured 61%* of the European 
market***.
* Source: “Electrified Transport Spending Soars, Transition Rolls On”, Bloomberg NEF, accessed: June 26, 2023, www.about.bnef.com/blog/electrified-transport-spending-soars-transition-rolls-on/
** Source: CME Solutions.
*** EU27, Norway and Switzerland, excluding the UK and Ireland.

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SDG 9, 11
We set the trends
Since its incorporation, Solaris has followed technological 
trends, and often set them itself. For many years, technological 
development has been directed toward environmentally 
friendly solutions. We are a pioneer in implementing electric 
and hydrogen solutions in many European bus fleets.
Solaris supporting innovation
Key directions of the CAF Group’s innovation strategy:
●	Zero emissions: Activities aimed primarily  
at the development of alternative propulsion 
systems to diesel and the reduction of consumption  
and emissions of its products and services
●	Connected and automated mobility: Activities 
focused on the development of vehicles that 
operate in an automated manner and increase  
the safety and efficiency of transport systems
●	Passengers and operator: Activities aimed at 
providing the market with better products and 
services for both CAF’s customers and end users
●	Competitiveness: Activities aimed at reducing the 
life cycle cost of the CAF Group’s products and 
services, as well as their delivery times. In this area, 
digitalization is a major enabler of developments 
that increase the Group’s competitiveness and that 
of its customers
The CAF Group’s innovation strategy is materialized in an 
annual innovation plan.
The CAF Group’s Innovation Plan combines activities for  
the development and advancement of products and services, 
as well as activities for the generation of the Group’s own 
knowledge and technology, which allow it to differentiate itself 
from its competitors and supply products with high added 
value in sustainable mobility.
Within the variety of activities and lines of work included 
in the Innovation Plan, we highlight the following that are 
particularly aligned with the current and future priorities 
of society:
●	Zero emissions
●	Connected and automated mobility
●	Digitalization

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SDG 9, 11
We are pursuing several areas of work under this path, 
focused on reducing environmental impact:
●	Development of vehicles with battery and hydrogen-
based drive systems. These types of vehicles do not cause 
CO2 emissions at the point of use compared to internal 
combustion vehicles. In this area, Solaris has the most 
complete range of low- and zero-emission buses  
on the market, with more experience and market share  
than its competitors.
●	Bus battery optimization. On average, every two years  
we develop a new generation of batteries with significantly 
better performance. For example, in high-capacity batteries, 
the energy density per kilogram of battery increased by 77% 
between 2014 and 2020. Improvements in the performance 
of batteries that provide high power are also significant, 
with great progress being seen in increasing charging power, 
allowing shorter battery charging times and recovering 
more energy from braking. All of these improvements have 
a major impact on vehicle performance and greatly enhance 
vehicle autonomy.
●	Developing technologies to reduce vehicle energy 
consumption by improving the energy efficiency of vehicle 
components (e.g. energy devices based on new silicon 
carbide (SiC) transistors) or by reducing drag and lowering 
vehicle weight (e.g. through simplified architectures, new 
more aerodynamic geometries, new lighter materials, lighter 
components, reduced wiring, etc.). In recent years, Solaris 
has achieved fuel consumption reductions of more than 
20% in its 12- and 18-meter electric buses.
Zero emissions
●	Smart management of energy consumed by the vehicle, 
including the development of driving assistance systems, 
efficient automatic driving systems, and smart systems for 
managing the operation and use of various technological 
solutions on board vehicles.
●	Intensive work on the drivetrain of the Urbino 9 LE electric 
vehicle, introducing new suspension components of the 
drivetrain elements and carefully selected insulating 
materials, allowed us to reduce the noise inside the bus 
by an average of 2 dB, and in selected cases even by 
8 dB (depending on the measurement point, case and 
frequency). The development and implementation of the 
advanced BTMS control software allowed for a significant 
reduction in fan operation time (depending on conditions, 
results of up to 25% of the initial figure were obtained).  
This translates directly into noise reduction inside the 
vehicle.
●	The premiere of the latest solution in the company’s 
emission-free portfolio: Urbino 18 hydrogen. This articulated 
hydrogen bus is able to cover about 350 km on a single refill 
in various weather conditions. Full refuelling of the vehicle 
takes around 20 minutes. Depending on the configuration, 
the bus can carry up to 138 passengers. Urbino 18 hydrogen 
opens up the possibilities of electrification of our 
customers’ fleets even more.
In terms of the “Zero Emissions” path in 2022, we implemented 
activities, described later in this report, under the following 
R&D projects: ASSURED, TRUSTONOMY, VIRTUAL-FCS and 
StasHH.

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SDG 9, 11
 
Connected and automated mobility 
Smart mobility brings significant benefits to operators  
and enhances passenger safety and comfort. The increasing 
automation of solutions and development of autonomous 
vehicles is also a key element in increasing transportation 
options, energy efficiency, punctuality and smooth door-to-
door travel. 
As part of this path, we are implementing the following 
activities:
●	Cybersecurity Project
●	ADAS (Advanced Driver Assistance Systems)
●	Data exchange and passenger information systems
●	Geofencing, which allows you to designate virtual zones  
in the city and program a change of vehicle drive mode 
within a specific area
●	Secure vehicle positioning without the need  
for infrastructure equipment
●	On-board control and diagnostic system capable  
of performing critical safety functions
Digitalization
The CAF Group is aware of the great importance of the digital 
transition process that is currently taking place in all areas  
of society. 
Therefore, the Company is devoting a significant portion  
of its R&D efforts to developing its own vision  
of digitalization for rail and bus transportation,  
focusing on the following paths:
●	Developing technology to provide the infrastructure  
to capture and transmit data throughout the transportation 
system, including aspects such as sensorics and vehicle-to-
infrastructure communications.
●	Managing and analyzing large amounts of information  
using big data techniques.
●	Application of advanced data analysis techniques  
(artificial intelligence, machine learning, deep learning, etc.).
●	Using these technologies to develop applications in areas 
of particular importance, such as diagnostics, maintenance, 
energy consumption and operations.
●	On-board real-time vehicle monitoring systems  
and vehicle monitoring systems installed in infrastructure 
(Solaris eSConnect).

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GRI 201-4, SDG 7, 9
 
Battery power
Currently, our engineers are working to maximize  
battery capacity and achieve the best possible results  
in increasing its range. 
We are finalizing the design of a new version of the Urbino 
18 articulated electric bus with new-generation batteries. 
Energy storages will guarantee even greater range on  
a single charge, better operability and performance, 
especially on demanding routes and hills. Improved 
performance will also be provided by the use of  
a distributed drive. The batteries will be located on the roof 
of the vehicle, which, along with the absence of an engine 
tower and the use of distributed drive, will translate into  
a higher passengers’ capacity.
Safety first
At the same time, we are implementing the CMS (Collision 
Mitigation System) safety system and preparing for changes 
related to the entry into force on July 2024 of the EU’s 
GSR2 (Global Safety Regulation 2), indicating a revision 
of approval standards. We are also keeping an eye on EU 
regulations related to data security and preparing for their 
implementation at the Company. Among other things, this 
year we launched the Cybersecurity project, which will 
enhance the digital security of buses.
R&D projects
The needs of our customers and the cities they represent 
inspire and push us to develop innovative solutions.  
At the same time, the rapid technology development 
allows us to use alternative drives or innovative systems 
in vehicles much more often. Offering buses with a better 
environmental and social profile, including zero- and low-
emission alternatives to classic powertrains, is a key goal 
we have set for ourselves.
We have been successfully raising external funding  
to support the execution of our innovative projects.  
In 2022 the Company was the beneficiary of more than 
EUR 1,174 thousand in public funds allocated entirely to 
R&D projects. De minimis aid transferred to the Company 
amounted to less than EUR 29 thousand in 2022.
Because of our ongoing activities, in 2022, we benefited 
from an R&D tax allowance intended to support taxpayers’ 
innovative economic activities and increase the scale 
of investments in research and development in Poland. 
Taxpayers may deduct their R&D expenses from taxable 
income. In 2022, the Company deducted EUR 5,122 thousand 
in eligible expenses from taxable income, having generated 
a tax benefit of approx. EUR 960 thousand.

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GRI 201-4, SDG 7, 9
 
Virtual-FCS
The main objective of the initiative is to support the 
development and optimization and design of hybrid 
hydrogen fuel cell and battery systems for various 
applications. 
Trustonomy
Completed in 2022, this project aimed to increase trust in, 
and acceptance of, automated vehicles and encouraging 
their users to use driver assistance systems. 
Assured
Completed in 2022, this project developed fast and 
smart charging solutions for buses and other heavy-duty 
vehicles. 
StasHH
As part of the project, an open standard for fuel cell 
modules for heavy duty applications in terms of physical 
dimensions, interfaces, controlling and test protocols  
is being developed.
Hybrid Beams
The project focuses on developing a new concept  
for a light-weight bus body frame.
Cybersecurity
Initiated in 2022, the project aims to develop  
a significantly improved cyber-security bus with  
a new OnePlatform architecture for data management. 
The platform is responsible for the vehicle’s connectivity 
and will be the bus’s new data exchange system.  
The systems under development will enable, among 
other things, remote diagnostics of the bus and remote 
analysis of the energy consumed. 
Solaris Urbino 18 hydrogen
Completed in 2022, this project has developed  
a zero-emission articulated city bus powered directly 
by a hydrogen fuel cell. As a result, there is no need 
to periodically recharge its batteries, so it does not 
require the construction of special transportation 
infrastructure in the form of chargers along the route. 
The project work included the construction of the bus’s 
drive system along with the entire hydrogen system 
including the fuel storage and battery pack in the most 
optimal way possible. The project was completed with 
pre-implementation work related to the preparation of 
documentation for mass production, customer testing 
and approval. The initiative was co-financed by the 
National Centre for Research and Development.  
Subsidized R&D projects implemented in 2022:

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SDG 9
 
Cooperation with scientific centers and universities
Cross-sector partnerships are important for developing and successfully implementing innovative solutions in public transportation.
In 2022, we continued our R&D projects involving further development of our products in collaboration with various 
research and educational institutions in Poland and Europe.
●	Consejo Superior de Investigaciones Científicas 
(National Research Council, Spain)
●	AIT Austrian Institute of Technology GmbH 
(Research and Development Organization, 
Austria)
●	University of Science and Technology  
in Krakow (AGH), Poland
●	Belgisch Laboratorium Van De 
Elektriciteitsindustrie (Belgian Laboratory of 
Electricity Industry, Belgium)
●	Communauté d’universités et d’établissements 
université Bourgogne-Franche-Comté (COMUE 
UBFC) (Association of Universities and 
Higher Education Institutions in the region of 
Bourgogne-Franche-Comté in the form of  
a “union of universities and institutions”)
●	Commissariat à l’Énergie Atomique et aux 
Énergies Alternatives(Alternative Energies and 
Atomic Energy Commission, France)
●	Franche-Comté (UBFC) (Association of 
Universities and Higher Education Institutions  
in the region of Bourgogne-Franche-Comté  
in the form of a “union of universities and 
institutions”)
●	Fraunhofer-Gesellschaft zur Förderung der 
angewandten Forschung e.V. (Fraunhofer Society 
for the Advancement of Applied Research, 
Germany)
●	Ikerlan Scl (Research Centre, Spain)
●	Institut français des sciences et technologies des 
transports, de l’aménagement et des réseaux, 
Ifsttar (French Institute of Science  
and Technology for Transport, Development  
and Networks)
●	Institute of Communication and Computer 
Systems (Greece)
●	Instytut Transportu Samochodowego (Motor 
Transport Institute, Poland)
●	Kompetenzzentrum – Das virtuelle Fahrzeug, 
Forschungsgesellschaft mbH (Institute of Science 
– Research and Development for Automotive 
Industry, Germany)
●	Nederlandse Organisatie voor toegepast-
natuurwetenschappelijk onderzoek TNO (Dutch 
Organisation for Applied Scientific Research)
●	Panepistimio Patron (University of Patras, Greece)
● Politechnika Poznańska (Poznań University of 
Technology, Poland)
●	Politecnico di Torino (Polytechnic University of 
Turin, Italy)
●	Sintef AS (Research Institute, Norway)
●	Teknologian Tutkimuskeskus Vtt Oy (Technical 
Research Centre, Finland)
●	University of Leeds (England)
● Výzkumný a zkušební ústav Plzeň s.r.o. (Pilsen 
Research and Testing Institute, Czech Republic)
●	Vrije Universiteit Brussel (Flemish University in 
Brussels, Belgium)
● Západočeská univerzita v Plzni (University of West 
Bohemia, Czech Republic)

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SDG 11
 
Business profile
Vehicle offering
Customers and the needs of the cities they represent  
are at the center of our attention. We support the transition 
of public transportation by, among others, designing modern 
drives, introducing new bus lengths, or offering innovative 
safety systems. Our goal is to create and deliver vehicles with 
the best possible environmental and social profile.
● electric
● hydrogen
● hybrid
● trolleybus
Alternative
● CNG
● diesel
Conventional
Solaris brand drives
Vehicle lengths
● 8,9 LE 
● 9 m zero-emission   
    model only
● 10.5 m
● 12 m
● 15 m zero-emission  
    model only
● 18 m
● 18.75 m
● 24 m zero-emission  
    model only
Electric buses
Battery-powered vehicles fit perfectly into  
the requirements of urban traffic. The wide range  
of options in terms of bus lengths, engines,  
battery types and charging options make them easy 
to adjust to the specific features of different cities, 
climates, traffic characteristics, passenger volumes 
on distinct bus routes and even topography.  
A zero-emission drive system, innovative  
and safe ADAS, modern components and 
comfortable interior make them a real green 
alternative to diesel transport in urban areas.
Hydrogen buses
The energy source for these vehicles is hydrogen. 
It is turned into electricity in a fuel cell which 
serves as a miniature power generator on board 
the vehicle. The electricity generated in the cell is 
transferred directly to the drivetrain, while surplus 
energy is stored in batteries and used on an as-
needed basis, for instance during acceleration.  
The only by-products of the chemical reaction 
occurring in the fuel cell are water and heat. 
Harnessing hydrogen technology in power 
generation enables buses to cover long distances  
in a completely emission-free manner.
Trolleybuses
They are powered by electricity drawn, just as in the 
case of electric trams, from an overhead powerline 
network, however, they do not need rails to move 
on the road. These quiet vehicles produce no local 
emissions either. They may feature additional 
batteries that are charged en-route using the  
In-Motion-Charging system enabling them  
to operate even without a connection  
to overhead wires.
Solaris zero-emission vehicles

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SDG 9, 11, 13
 
E-mobility support offer
At Solaris, we strive to meet and exceed the expectations 
of carriers and support them in meeting the challenges 
of the green transition of public transportation. We offer 
customers with a comprehensive solution to better plan 
and manage the change, as well as a dedicated After Sales 
support structure:
Feasibility studies
Feasibility studies are advanced calculations and 
simulations carried out for customers in order to optimally 
match electric buses, their amenities, features and 
equipment, number, battery technology and charging 
method to the specific needs of the cities where they 
will be operated. To this end, we analyze a broad range 
of data and information, including the number of stops, 
passengers, the timetable at the respective location,  
the topography and climatic conditions.
Our broad offering and extensive experience enable us 
to provide customers with optimal solutions in terms of 
batteries, vehicle lengths, drive systems, climate comfort 
systems, amenities, features and equipment.
Turnkey projects
These complex projects include not only  
the delivery of vehicles, but also the setting up of full 
charging infrastructure, adapted to the specific features 
of the location. Solaris takes care of the execution of the 
construction work, including dealing with the necessary 
paperwork, such as building permits or permits for the use 
of charging infrastructure.
eSConnect
The system enables operators to monitor and efficiently 
manage their bus fleets and to use them in an optimal 
manner which, in turn, translates into energy consumption 
savings. In addition, eSConnect provides the ability to better 
adapt to the requirements of the modern city by allowing 
the vehicle to adapt to zero-emission zones and local speed 
limits. Thanks to reports generated by the system, the user 
can monitor in real time the energy consumed by the bus 
during operation. 
considered: from the mining and transport of raw materials 
to the production of components and vehicles, to the 
transport of the finished products to customers, to the 
operation, maintenance and disposal of vehicles.
In April 2022, on the basis of the LCA calculations, 
the Company obtained third-party verified EPDs 
(Environmental Product Declaration) for Solaris Urbino 18 
electric and Solaris Urbino 12 hybrid vehicles.
Rail and bus transport, as environmentally friendly  
and high-capacity means of transport, offer tremendous 
potential for contributing to the fight against climate 
change and city congestion, thereby reducing  
the environmental impact, improving citizens’ quality of life 
and contributing actively to the protection  
of the ecosystem.
CAF prioritizes activities aimed at replacing fossil fuels  
and reducing the energy costs of transport by providing 
highly efficient mobility alternatives to point the way to  
a sustainable, clean, ecological and emissions-free future.
Vehicles safe for people 
and the environment
Product Life Cycle Assessment
The Life Cycle Assessement (LCA) identyfies processes, 
materials and components with the highest environmental 
impact. In the process, all life stages of products are 
considered: from the mining and transport of raw materials 
to the production with the highest environmental 
impact. In the process, all life stages of our products are 
eSConnect also provides remote access to the vehicle’s 
diagnostic data, thanks to which technicians are often able 
to remotely diagnose a defective component and prepare the 
workshop to carry out any repair, if so required. Furthermore, 
in certain cases the system enables service technicians to 
remotely rectify the defect without the need to be physically 
present at the customer’s location, which significantly reduces 
repair times, travelling costs and related environmental impact.
eSSyncroService
It is a system that uses augmented reality for remote repair  
and maintenance services and vehicle delivery and 
acceptance purposes. eSSyncroService uses goggles to give 
the mechanic a simultaneous view of the bus  
and a comprehensive scan of the vehicle. Using voice 
commands, she/he can call up documentation.  
These elements form a picture that, in the case of standard 
actions, is accompanied by guidelines and next steps.  
For more complicated issues, a mechanic can connect 
remotely with a Solaris expert, relaying the image to her/
him. At the same time, a Solaris expert can apply markers 
indicating specific components to be repaired.  
The eSSyncroService gives continuous access to the safety 
rules in effect at any given stage, which the person servicing 
the vehicle should follow.
With eSSyncroService, our customers can reduce repair time 
to a minimum and get buses back on the road immediately. 
By remotely contacting Solaris experts, the time required for 
them to come to the customer is eliminated.
Solaris Bus & Coach’s life cycle analysis and EPD labeling 
supports public transportation operators in making more 
responsible purchasing decisions. This allows them  
to be guided not only by the price, technical parameters  
of the vehicle or warranty and service conditions,  
but also by how the purchase of a particular product will 
affect the environment. In this sense, the EPD declaration 
supports environmentally conscious choices and motivates 
manufacturers to increasingly manage their supply chains 
and production processes responsibly.
In future years, we plan to expand the scope of the analysis 
to include other types of buses.
Solaris’ Environmental Product Declarations:
Solaris Urbino 18 electric bus:  
www.environdec.com/library/epd5329
Solaris Urbino 12 hybrid bus: 
www.environdec.com/library/epd5600

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GRI 302-5, SDG 11, 13
 
Reducing energy and fuel requirements of vehicles
A life cycle analysis (LCA) of two types of our buses clearly showed 
that the highest environmental impact of the vehicles occurs during 
their operational phase. We take responsibility for our products 
throughout their life cycle, so we are working on solutions that 
reduce the energy and fuel requirements of Solaris vehicles during 
the use phase.
We take various measures at the design and development stage 
in cooperation with our suppliers and as part of the production 
process to reduce energy and fuel requirements. 
In recent years, these measures have included, among others:
●	Development and implementation of innovative systems  
and performing numerous tests. As a result, the Urbino 12 electric 
bus achieved 23% savings in energy consumption between 2018  
and 2022, and the Urbino 18 electric bus reduced energy demand by 
24% between 2019 and 2022. These figures were confirmed by tests 
in accordance with the requirements of the UITP E-SORT2 standard.
●	The use of a battery thermal management system (BTMS) on 
vehicles to control the temperature of batteries, ensuring that they 
operate in optimal conditions and maximizing performance and 
service life. The use of batteries at too high or too low temperatures 
has a decisive impact on their capacity and service life cycle.
●	Changes in the design of the bus body made during the evolution 
of the generation allowed us to achieve significant savings in 
energy demand. Less weight translates directly into less energy 
consumption for the vehicle.
●	The electric bus market is so dynamic that, on average, we launch 
batteries based on a new generation of lithium-ion cells every 
two years. This allows us to offer better and better solutions 
to our customers. Electric and hydrogen buses today can offer 
driving ranges similar to conventionally powered vehicles without 
producing any emissions at the point of use. A huge leap in battery 
development can be seen especially in the case of High Energy,  
a battery with high energy density that provides a long driving range 
for a vehicle. Since 2013 we have managed to almost triple  
the nominal energy rating of the battery while maintaining the same 
weight. In 2014-2020, we increased the energy density per kg of our 
High Energy battery by an astounding 77%. This means significantly 
longer driving ranges with the same battery weight, which translates 
into higher energy efficiency of an electric bus.  
In the case of High Power, or high power density batteries, flexibility 
is more important. Although their rated output is lower, they 
provide instant recharging of the bus during the day and longer 
trips with passengers. We have also seen progress in this technology 
- a significant increase in the charging power parameter. The Solaris 
R&D Department works to optimize the housing and frame of the 
batteries and reduce their weight. The savings for a bus equipped 
with several batteries can reach up to several hundred kilograms. 
This is a weight reduction of about 15% per battery for High Power, 
and about 7% for High Energy. These improvements have  
the effect of reducing the bus’s energy requirements and increasing 
its passenger capacity.
●	Eco-design measures to improve the thermal insulation of the bus. 
In 2019-2020 we carried out a series of analyses and studies and 
introduced new insulation materials for the interior of the vehicle. 
The new materials represent up to 10% improvement in thermal 
insulation performance.
* Tests were conducted by a third-party entity in accordance with UITP E-SORT2 requirements, which reflects the energy consumption of a city bus in an average urban cycle.

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GRI 3-3, 301-3, SDG 11, 13
 
Marking of components
We are mindful of the depletion of natural resources  
and ensuring sustainable production, so we make it possible 
to recycle components by properly marking parts made of 
metals, plastics and elastomers. Our component marking 
requirements are laid down in the company standard SN22-
004-00L “Marking – identification of places, information and 
scope of marking,” which has been developed on the basis 
of the guidelines of international standards applicable in 
the area. Our suppliers are obliged to comply with it.
Based on the requirements of ISO 22628:2002, in turn,  
we have calculated the recyclability of our buses.  
On the basis of the data we published in the EPD 
environmental labels for the 18-meter electric bus  
and the 12-meter hybrid bus, the estimated recyclability  
rate is 94.9% and 95.9%, respectively, while  
the recoverability rate is 95.1% and 96.1%.
In addition, in order to ensure the safe handling of our 
vehicles throughout their life cycle, we also adhere  
to and require our component suppliers to act in 
accordance with their obligations under the European 
Commission’s REACH regulation. 
Dealing with battery waste at the end of its life cycle
Under the Battery Act, Solaris is required to collect 
batteries following the completion of their useful life. 
Vehicle recyclability
In this regard, we use the services of a cerified recycler 
for the processing of spent batteries. Used batteries are 
processed in accordance with current standards, allowing 
the recovery of raw materials that can be reused in many 
industrial production processes.
Process innovation in logistics 
and production
Every year, we make a number of investments that improve 
the production process and improve product quality.  
The process innovations being introduced in logistics  
and production are also improving occupational safety,  
as well as minimizing electricity consumption.
Welding robots
At our production facilities in Środa Wielkopolska  
and Kijewo, where we manufacture bus frames, welding 
processes are supported by modern welding robots.  
The new equipment stabilizes the technological process 
and improves the quality of the welds made. The robots 
are integrated in the software, where we program welding 
paths or calculate welding times. In 2022 we also continued 
the process of replacing welding machines at both plants.
Bus roof work platform
To increase safety while improving efficiency,  
we introduced a work platform on the bus roof.  
The platform’s design allows operators to work at height 
without the use of restraints thanks to barriers mounted 
on three sides. The platform adjusts to the height  
of the vehicle over which it is positioned.
Milling plotter (CNC) 
The milling plotter cuts bus floor plates according to  
a pre-programmed custom design. Automating the cutting 
process translates into improved productivity, as well as 
improved working conditions and safety.
Manipulator for bus door assembly
The introduction of the mechanism has improved 
ergonomics and safety at work.

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GRI 416-1, SDG 11
 
Safety systems in vehicles
●	Fire detection and extinguishing systems
●	Electrical insulation measurements
●	Tables and drawings showing torques for screws in relevant 
systems (such as the drive system)
●	Enclosed driver’s cabin
●	Safety system to prevent people from being trapped in the 
door (opening automatically if any resistance is detected)
●	Electric Nothan valve (to lock the door when the bus  
is in motion)
●	Braking resistor (aids braking in e-buses)
●	Retarder (aids extended braking and protects brakes)
●	Use of flame-resistant materials
●	Bus emergency exits
●	High voltage shut-off system (emergency stop)
●	Laying HV cables in ducts to prevent contact with people
ADAS (Advanced Driver Assistance Systems)
●	MobilEye Shield+ – The system enables the driver to see more 
owing to cameras placed outside the vehicle. They detect the 
presence of pedestrians and cyclists in the so-called blind 
spot of the vehicle, which is particularly important when 
turning.
Safety of vehicle use
●	MirrorEye – Cameras that replace side mirrors show what is 
happening on screens inside the vehicle and thus ensure 
enhanced visibility for the driver. They substantially broaden 
the field of view and improve the aerodynamics  
of the vehicle.
●	CMS (Collision Mitigation System) intelligent braking 
assistance system – During an emergency, the system enters 
braking mode, reducing velocity and thus reducing the 
consequences of a potential collision. Its correct calibration 
is of great significance in city buses where there are no safety 
belts and most passengers ride while standing. Hence, the 
braking force is crucial for the passenger safety and comfort.
●	BirdView system composed of four cameras – A precise 
device monitoring the surroundings of the vehicle, including 
all blind spots. The device provides high-quality bird’s-
eye view images of the vehicle, making maneuvers such as 
turning easier, thus increasing safety in the vehicle and on 
the road.
●	Rain and dusk sensor – The sensor assists the driver when 
the vehicle is driven in unfavorable weather conditions.  
As soon as the weather deteriorates or it gets dark while 
driving, dipped headlights are automatically switched on  
or amplified to provide clear visibility.
●	DDR (Driver Distraction Recognition) – A driver vigilance 
monitoring system that analyses the driver’s facial 
expressions to alert him or her, should the driver be 
distracted, keep looking around or show signs of drowsiness. 
Fatigue and reduced concentration on the part of the driver 
may set in especially on long routes. If the bus driver is tired, 
he or her will be alerted by a fatigue monitoring system, 
ensuring the safety of both the driver and passengers.  
The system detects signs of fatigue by constantly analyzing 
the driver's eye movements. Once the system detects 
reduced concentration, it alerts the driver of distraction and 
fatigue by displaying a warning icon and an audible signal.
Driver training
We have been supporting the broadening of drivers’ 
knowledge and skills by running the “Safe Driver” training 
program since 2005. Its aim is to improve the safety of 
all road users. During the theoretical part and practical 
training on a special track, drivers learn to anticipate and 
quickly identify threats, acquire new skills and consolidate 
them to react properly in emergency situations.  
The training enables participants to become acquainted 
with the modern systems we offer in our buses, thereby 
taking full advantage of the potential of these solutions.
Customer training
Seeking to best prepare customers for the proper 
operation of Solaris products, we have established  
a special Technical Training Department which, apart 
from running practical training courses at the customer’s 
location, is also in charge of the Technical Support Centre.
Training and education
In 2022, the Technical Training Department conducted 
nearly 200 training sessions for a total of nearly 1,400 
participants.
The training courses we offer include:
●	Driver training in eco-driving
●	Driver training in managing the workplace, basic maintenance 
and economical driving
●	Training of the customer’s technical staff in the construction, 
maintenance and repair of operated vehicles, either during 
the production process or at the customer’s location
●	Specialist training regarding built-in components, delivered 
by subcontractors’ representatives
●	Training for emergency and road services in the design of 
modern city buses and in safe conduct in the event of road 
accidents involving buses
●	Internal technical training as per identified needs

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SDG 9, 11, 13
Charging Park
Charging Park is an innovative, multi-station charging 
station for battery-powered vehicles: electric buses, 
hydrogen buses and trolleybuses. The investment in 
our own Charging Park, that is a single centralized site 
for charging e-buses, marks a natural step in the rapid 
development of the zero-emission Solaris portfolio.  
The Park has been developed to enable the demonstration 
to customers of the innovative solutions used in the energy 
replenishment processes in Solaris buses.  
The Charging Park also has a second extremely important 
function: it will enable the testing of new technologies  
and functionalities in the charging and discharging 
processes of manufactured battery-powered vehicles.  
The Park also supports the Vehicle-to-Grid (V2G) 
functionality, that is a bidirectional electricity flow 
between vehicles and the grid. The V2G technology 
enables the discharging of buses for test purposes and 
the use of vehicles as mobile electricity storage facilities. 
The investment includes eight bus charging stations, 
pantograph mechanisms, plug-in charging islands,  
a section of the trolleybus network, an info kiosk equipped 
with an LCD screen and a technical room. The station also 
has photovoltaic panels installed with a total capacity of 
80 kWp.
New investments
Main Warehouse
The new Main Warehouse covers an area of 10,000 m2.  
It was built in the immediate vicinity of the Solaris factory 
and is connected to it in terms of road infrastructure  
and utilities. The new warehouse facility plays a key role in 
the supply chain of parts and components  
for the production of Solaris buses and trolleybuses. 
The hall is equipped with a modern multi-level storage 
platform with an automatic conveyor line.  
Advanced systems for smoke detection have been 
implemented throughout the facility, and the equipment 
used in the new Warehouse has been fitted with special 
covers to dampen the noise generated by daily operations.
The new facility has a reinforced roof, on which 572 
photovoltaic cells with a total capacity of 260 kWp  
have been mounted.

Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Sustainable 
production
2022 Solaris Sustainability Report

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About 
the Report
Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 201-2, 304-1, 413-2
Solaris, as part of the CAF Group, implements the CAF Group’s 
Environmental Policy and Sustainability Policy in its operations. 
These documents define and consolidate the principles that 
guide all companies in the CAF Group in their sustainability 
activities. Environmental issues are an important aspect  
in them.
It is crucial for us to act strictly in accordance with relevant 
environmental regulations and requirements when 
conducting our business, and to undertake activities that 
combat climate change. Utilizing renewable energy sources, 
investing in research and development and introducing 
sustainable products and technologies, as well as maintaining 
compliance with environmental management system 
requirements are our priority activities in this area.
Since 2005, Solaris Bus & Coach has had a certified 
environmental management system in place, based on 
ISO 14001 requirements. It supports us in achieving our 
environmental and economic goals.
Sustainable production
Environmental management
Identification of environmental risks is a part of the CAF 
Group’s Integrated Control and Risk Management System.  
The system is based on the General Control and Risk 
Management Policy, and is underpinned by the Control  
and Risk Management Procedure. 
Environmental risks
The following risks have been identified and assessed 
in the catalogue of environmental risks:
●	consumption of raw and auxiliary materials
●	consumption of natural resources due to inappropriate 
use of energy and natural resources 
●	water and soil pollution
●	impact on biodiversity
●	air pollution and global warming
●	consumption of natural resources due to inadequate 
waste management
●	noise pollution
●	inadequate third-party environmental management  
due to outsourcing 
●	improper use and maintenance of machinery  
and equipment
This assessment complements risk identification process 
of the environmental management system in Solaris Bus  
& Coach. In accordance with the requirements of ISO 
14001, environmental aspects were assessed, among 
which the most significant criterion was harmfulness 
to the environment. On this basis, significant aspects 
were identified that could potentially result in the 
materialization of risks. Countermeasures were also 
defined to avoid hazardous events and potential 
environmental pollution. 
As part of the analysis of climate risks at the CAF Group level, 
risks and opportunities arising from climate change were 
identified based on the expected trends, in order to prevent 
and reduce the impacts of the risks and take advantage of the 
opportunities that this phenomenon will entail, defining how 
to address them.
The production facilities of Solaris Bus & Coach are located 
outside areas protected under national regulation –  
the Nature Protection Act. Being aware of the importance 
of protecting biodiversity, each time we make investment 
decisions we conduct an environmental impact analysis  
of our activities. We pay attention to the preservation of green 
areas and trees, as well as animal, plant and fungal species.

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Sustainable 
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Solaris 
Group
Responsible 
governance
GRI 301-1, 301-2, SDG 13
We are acutely aware of the impact exerted by Solaris’ business  
on the natural environment and the local communities in which  
we operate. We take responsibility for our products throughout  
their life cycle and make efforts aimed at minimizing  
our potentially negative environmental impact, 
including through a reasonable use of available resources.
Consumption of materials 
and raw materials
Recycled input materials used in components
Solaris is fully aware of the problem of depletion of natural 
resources, so it is defining measures to use recycled materials and 
make products recyclable, and to ensure the reuse of both raw 
materials and products. 
In order to identify this potential, based on the best knowledge 
and information provided by our suppliers, Solaris has taken steps 
to identify recycled materials used in the production of vehicle 
components. 
In 2022, the content of recycled steel in the stainless steel supplied 
by a main supplier to us used for the frame itself, which makes up 
a significant part of the total vehicle weight, was 89.8% according to 
ISO 14021. Taking into account our suppliers, use of recycled metal 
from waste streams, the content of recycled steel was 93.9% in 2022.
However, it is worth noting that the production of many groups  
of components requires the use of materials of the highest quality 
due to technical parameters and requirements, safety of use  
and aesthetic expectations of customers. In such cases, the use  
of recycled materials is not possible.
We used the following key materials and raw materials to produce 
our vehicles in 2022:
For the purpose of packaging spare parts at Solaris Bus & Coach 
in 2022, we used:
Material/
Raw material
Weight [t]
Breakdown of raw materials 
by renewability
Wood
201
Renewable
Paper
52
Renewable
Plastics
1
Non-renewable
Material/Raw material
Weight [t]
Aluminum
637
Adhesives 
480
Brass tubes
78
Plywood 
459
Stainless tubes
62
Stainless steel 1.4003
7,056
Black steel
172
Copper used to 
make the bundles
305

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SDG 13
Greenhouse gas emissions (GHG)
CAF Group is undertaking a number of initiatives to 
decarbonize the value chain. With the goals of the Paris 
Agreement in mind, in 2021 CAF Group joined the Science 
Based Targets Initiative (SBTi) and Race to Zero, and in 2022 
moved these commitments to the 2026 Strategic Plan as 
part of the Zero Net Emissions initiative.
The main pillar of Solaris’ value chain decarbonization  
is the innovative products available in its ever-expanding 
range of hybrid, electric or hydrogen buses. 
In 2022, CAF Group defined short- and long-term 
emission reduction targets, taking into account the SBTi 
methodology and using previous years’ carbon footprint 
calculations as a benchmark. The base year for the 
reduction targets is 2019.
Solaris, as a member of CAF Group, has made  
a commitment to achieve Zero Net Emissions by 2045.
In response to the set reduction targets and the promotion 
of strategies addressing climate change through  
the reduction of greenhouse gas emissions  
and the use of renewable energy sources, as part  
of the work of the CAF Group’s Sustainability Committee  
and the Zero Net Emissions initiative, CAF Group’s first  
CDP (Carbon Disclosure Project) climate change report  
was completed and a CDP score of B was achieved.
* As at the publication date of the report, the reduction targets are in SBTi validation.
In setting reduction targets, CAF Group took into account 
its key sources of greenhouse gases (GHGs), which include 
emissions arising from the product life cycle related to energy 
consumption during the use phase, as well as emissions from 
energy consumption in operations.
Activities to achieve the targets focus on gradually reducing 
emissions through:
●	improving energy efficiency in manufacturing operations 
and facilities
●	increasing the share of renewable energy 
●	research and development toward developing 
sustainable, zero-emission transportation solutions
CAF Group’s decarbonization goals*:
FY30E
%55
Scopes 1&2 (reduction rate % of absolute emissions)
Scope 3 (% per passenger-km)
FY30E
%50
FY45E
Net
Zero
FY45E
Net
Zero
FY26E
%30
FY26E
%40

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Sustainable 
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Group
Responsible 
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GRI 305-1, 305-2, 305-3, 305-4, 305-5
Carbon footprint
The carbon footprint calculation was carried  
out in accordance with ISO 14064:2018  
and it was subjected to external verification.
The carbon footprint was calculated  
and verified in the following scopes:
●	direct emissions (Scope 1): emissions from 
fuel consumption in stationary and mobile 
installations, as well as fugitive emissions  
of fluorinated gases
●	indirect emissions (Scope 2): from electricity 
consumption and thermal energy consumption
●	other indirect emissions (Scope 3): product 
use phase, production and transportation 
of materials to Solaris production facilities, 
transportation of the product to the customer, 
waste management and transportation, water 
consumption, commuting and business travel
The greenhouse gases (GHGs) included in the 
calculations are expressed in equivalent tons 
of CO2 and refer to emissions of carbon dioxide, 
methane and nitrous oxide (CO2, CH4 and N2O, 
respectively), in addition to hydrofluorocarbons 
(HFCs) associated with refrigerant gas losses.
* The carbon footprint calculation did not include data for 2020, as it was not considered a representative year for the Company’s actual operations.
Scope 3 emissions from the use phase of the vehicles 
delivered in 2022 by CAF Group (both buses and rail) are 
presented as an indicator trend relative to the 2019 baseline
Scope 3 
(use phase)
%∆2019-2022
2022 target
CAF Group
-14.8%
-19.6%
Scope 1&2 greenhouse gas emissions intensity  
at Solaris Bus & Coach converted into man-hours
2019
 2021
 2022
Emission 
intensity 
[kg CO2 eq./
man-hour]
3.2
3.1
1.4
%∆2019-2022
   %∆2021-2022
2022
Solaris Bus & Coach
-56%
-55%
Subsidiaries
-70%
-33%
Solaris Group
-58%
-54%
Carbon footprint reduction in 2019-2022 in Scopes 1&2
Scope 1
  Scope 2
  Scope 1&2
2019
Solaris Bus & Coach
4,255
9,075
13,330
Subsidiaries
1,121
1,150
2,271
Solaris Group
5,376
10,225
15,601
2021
Solaris Bus & Coach
4,278
8,886
13,164
Subsidiaries
968
44
1,012
Solaris Group
5,246
8,930
14,176
2022
Solaris Bus & Coach
4,279
1,606
5,886
Subsidiaries
644
36
680
Solaris Group
4,924
1,642
6,566
Carbon footprint results for 2019-2022* in Scopes 1&2 [tCO2 eq.]

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Sustainable 
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Solaris 
Group
Responsible 
governance
GRI 2-27, 302-1, 302-3, 302-4, SDG 7
Total energy consumption by Solaris Bus & Coach in 2022
Electricity 
[MWh]
Heat  
[MWh]
Gas  
[MWh]
12,093
5,468
13,677
91% renewable
14% renewable
Non-renewable
Energy consumption within the organization 
The energy intensity rate per man-hour in 2022 was 7.3 kWh/
man-hour, down by 0.5 kWh/man-hour from 2021.
Initiatives to improve energy efficiency in processes and use 
of renewable sources
The Company’s two main production facilities in 2022 were 
powered entirely by renewable electricity with a guarantee  
of origin, helping to reduce the carbon footprint at Solaris 
Bus & Coach by 55% compared to 2021. In 2022, a 340 kWp 
photovoltaic installation was installed at the Bolechowo 
plant, which will further enhance energy independence.  
The installation is scheduled for commissioning in 2023.
Other measures taken over the years to improve energy 
efficiency and use of renewable energy:
●	The use of electric forklifts in the Bolechowo warehouse 
and the Jasin Logistics Center
●	Replacement of lighting systems with energy-efficient 
ones (in progress at all sites)
● Air curtains in the welding shop in Środa Wielkopolska to 
prevent heat loss
●	Motion-controlled lighting in warehouse areas 
●	Heat cut-off curtains on loading docks
●	Air destratifiers pushing warm air from the upper layers 
of storage halls
Compliance with laws and regulations
In 2022, we were in the midst of two appeal procedures 
relating to the decisions of the President of the Energy 
Regulatory Office from 2020 and 2022, imposing a penalty 
of nearly EUR 13 thousand and approx. EUR 42.6 thousand, 
respectively, for the Company’s failure to submit within the 
prescribed time limit the legally required reports on the 
types and quantities of produced, imported and exported 
liquid fuels and their intended use. In both cases,  
we explained that the harmfulness of the omission was 
minor, including inadvertent violation of the regulations, 
and on our own initiative we performed all obligations 
even before the administrative proceedings were initiated, 
as soon as we became aware of their existence.  
As at 31 December 2022, both cases were pending.
The Company’s two main production facilities  
in 2022 were powered entirely by renewable 
electricity with a guarantee of origin, helping to 
reduce the carbon footprint at Solaris Bus & Coach 
by 55% compared to 2021.

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Waste is an important part of assessing our impact on 
the environment. Hazardous waste constitutes a major 
environmental aspect of the Environmental Management 
System in place at Solaris Bus & Coach, in compliance with 
the requirements of ISO 14001. We reduce waste generation 
on our part and properly sort and store waste to enable 
the largest possible degree of recycling and recovery. 
We strictly follow the requirements of the national 
regulations in the area: Waste Act and the waste 
management permits in force. Moreover, the Company has 
internal regulations in place that define the principles 
of proper waste management and recycling. Our 
environmental protection specialists in the Investment 
and Maintenance Department are responsible for ensuring 
compliance of the operations of Solaris Bus & Coach with 
the applicable waste management laws.
Waste generation and consequences of waste generation
The waste generated by the Company’s operations is one of 
the elements that can affect the environment. We run our 
business in compliance with all administrative decisions on 
waste management and fulfill all legal requirements in this 
respect, including by keeping records of generated waste in 
the national online waste database (BDO).
GRI 3-3, 306-1, 306-2, 413-2, SDG 7, SDG 13
Waste
Moreover, we have adopted our own qualitative and 
quantitative targets for each type of waste to monitor 
our waste generation volumes. We ensure that the waste 
we generate does not pollute the earth’s surface, soil or 
waters. The containers we use for storing waste are tight 
and resistant to any chemical reactions that may be going 
on inside them. Our waste containers are marked with the 
type and code of the substances stored inside them.  
Our waste storage locations are protected against 
unauthorized access. We monitor the storage sites.
Further waste handling 
We outsource the collection of our waste and the 
fulfillment of the obligation to recover and neutralize  
our waste to companies holding waste handling permits 
issued by a certified authority. In making decisions  
on transferring our waste to the next owner, we take into 
consideration the principle of proximity, meaning that  
we tend to move our waste to the nearest waste processing 
locations.

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Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 306-1, 306-2, 413-2, SDG 7, SDG 13
Managing major waste-related consequences
We keep our waste management processes under close supervision, in consideration of the relevant environmental 
and economic aspects and strictly observing the applicable laws.
We are undertaking a host of activities to minimize the amount of waste produced, including the following:
Detail Packaging Cards 
Documents imposing a uniform packaging method 
for the respective detail/group of details. The new 
procedure has been deployed in consultation with 
our suppliers. The cards contain all key information 
about the packaging of the components we order, 
including the type of protective materials such as foil 
or paper. Our regulations governing the type and form 
of packaging materials contribute to the reduction of 
their volumes and to the proper sorting of packaging 
waste.
Returnable packaging 
In collaboration with our suppliers, we continue to 
deploy a returnable packaging system for deliveries. 
Reusable returnable packaging made of plastic or steel 
or aluminum reduces the volume of stretch wrap, foil, 
paper and cardboard in deliveries to the Company.
Reusable wheel and glass racks 
We use reusable racks, thus reducing the use of 
wood and thus the amount of waste. The initiative 
also improved the detail-picking ergonomics and 
streamlined the assembly preparation process. 
The application of this new solution has also resulted 
in a lower risk of damage to components during 
transport and has enabled the stacking of wheels, 
thereby letting us recover some storage space.
A trolley for delivering seats to the production station
enabling a reduction in the volume of materials such 
as foil, stretch wrap, paper and cardboard for securing 
seat components. 
A non-rotating material circulation procedure 
has streamlined the process of issuing opinions on 
non-rotating materials by selected departments, 
and thus facilitated efforts aimed at expending 
unused components. The process of issuing opinions 
is entered in the system. The use of non-rotating 
components has reduced their volume ending up 
in waste.

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About 
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Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 306-3
Waste generation
Solaris Bus & Coach keeps records on the quantities and qualities of all its waste using  
the national online waste database (BDO) and submits files all required reports within  
the statutory time limits.
Waste generated at Solaris Bus & Coach in 2022 by location
Production plant
Waste weight [t]
Bolechowo
2,020.9
Jasin
68.1
Kijewo
55.0
Murowana Goślina
160.2
Poznań
60.9
Środa Wielkopolska
393.1
Total
2,758.2
Waste generated by Solaris Bus & Coach in 2022, 
broken down into hazardous and non-hazardous waste
Waste classification
Waste weight [t]
Non-hazardous waste
2,449.3
Hazardous waste
308.8
Total
2,758.2
Waste generated at Solaris Bus & Coach in 2022 by waste type
Waste type
Waste weight [t]
Packaging waste (wood, paper and cardboard, plastics)
1,045.1
Metal waste
546.8
Waste generated in painting processes
88.0
Oil waste
4.5
Hazardous substance packaging waste
11.3
Batteries 
93.0
Other
969.6
Total 
2,758.2

2022 Solaris Sustainability Report
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74
About 
the Report
Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 306-4, 306-5 
Waste generated at Solaris Bus & Coach in 2022 by disposal method
Owing to proper waste management carried out within the framework of our waste recovery processes,  
in 2022 waste recycling ratio at Solaris Bus & Coach stood at 68%. None of the waste we generate ends 
up in landfills.
Reuse
Recycling
Other recovery operations
Non-hazardous waste
Packaging waste  
(wood, paper and cardboard, plastics)
0
1,045.1
0
Metal waste
0
546.8
0
Other  
(plywood, glass, tires)
0
175.2
0
Total
0
1,767.0
0
Hazardous waste
Waste from painting activities
0
0
0
Oil waste
0
4.5
0
Packaging waste
0
0
0
Batteries
0
93.0
0
Other 
0
0
0
Total
0
97.5
0
Waste subject to recovery
Incineration
Storage
Other waste disposal operations
Non-hazardous waste
Packaging waste  
(wood, paper and cardboard, plastics)
0
0
0
Metal waste
0
0
0
Other
14.3
0
668.0
Total
14.3
0
668.0
Hazardous waste
Waste from painting activities
54.7
0
33.2
Oil waste
0
0
0
Packaging waste
0
0
11.3
Batteries
0
0
0
Other  
(adhesives, solvents, antifreeze)
106.9
0
5.3
Total
161.6
0
49.8
Waste subject to neutralization
In 2022 waste recycling ratio at Solaris Bus & Coach stood at 68%. 
None of the waste we generate ends up in landfills.

2022 Solaris Sustainability Report
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74
About 
the Report
Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 204-1, 303-1, 303-2, 303-3, SDG 13
In order to ensure a sustainable supply chain, Solaris 
takes into consideration environmental and social aspects 
as well as corporate governance in its relationships with 
suppliers. This is to avoid risks in the supply chain, but also 
to encourage suppliers to incorporate sustainability into 
their operations.
Water consumption
At the Company, we use water primarily for workplace 
amenities and facilities. In the production process, we use 
relatively small amounts of water to wash our vehicles. 
The car wash is equipped with a closed water circulation 
system. The water used there is recycled through a device 
that treats wastewater from washing the bodies of buses. 
Through filtration on a quartz bed, adsorption on activated 
carbon and oxygenation by air injection, the recovered 
water can be reused for washing. The water consumed by 
Solaris Bus & Coach is obtained from the municipal water 
distribution system.
Solaris Bus & Coach’s total water consumption in 2022 
was 25.93 Ml.
Ongoing monitoring of water consumption based on 
monthly meter readings makes it possible to detect any 
uncontrolled water leaks. The results are analyzed and 
archived over the years.
Water
Work with suppliers to ensure 
a sustainable supply chain
The Company manages the supply chain in compliance with 
the following principles: 
●	giving preference to domestic suppliers, thereby 
contributing to the maintenance of jobs in Poland  
and a reduction of greenhouse gas emissions in transport
●	optimizing logistics processes
●	acquiring components and materials used in the 
production of our buses from businesses fulfilling certain 
social and environmental criteria
Due diligence in contracting 
with third parties
We strive to instill responsible practices in the daily 
operations of third parties. To this end, we use the CAF 
Supplier Code of Conduct, in order to better convey our 
expectations. This document requires our suppliers to 
comply with the standards adopted by the CAF Group 
in its code of ethics (CAF Group Code of Conduct) and 
sets forth requirements and recommendations in the 
following six categories: Compliance with the Law and 
Human Rights, Working Conditions, Health and Safety, 
Environment, Business Ethics, and Confidentiality. Since 
the adoption of the CAF Supplier Code of Conduct, any 
business intending to establish cooperation with us 
must declare full compliance with the provisions of this 
document and communicate the principles contained 
therein to those below in the supply chain. An exception 
to the above rule applies if a contractor has its own 
code of conduct which contains provisions equivalent in 
nature to the CAF Supplier Code of Conduct. All CAF Group 
suppliers are required to comply with the applicable laws 
and regulations, including those pertaining to combating 
corruption, bribery or extortion, and must adhere to the 
principles of fair competition and integrity, both in their 
relationship with CAF Group and with any other public or 
private entity.
Verification of counterparties
The Company has implemented the CAF Group Due 
Diligence Implementation Manual for Contracting with 
Third Parties. It establishes a minimum standard procedure 
prior to entering into a contract with third parties and 
sets out the parameters for evaluating third parties for 
compliance requirements including, in particular, entities 
considered to be competitors (together with the CAF Group 
Competition Law Compliance Manual). We continually 
implement the principles arising from the Manual and 
train our employees in this area. Detailed information 
about the Manual is included in the chapter „Responsible 
Governance”.
We also verify suppliers and customers based on the Due 
Diligence Contractor Verification Instruction. It specifies the 
steps we take before entering into any transaction with  
a new counterparty. 
For this purpose, we use the „Due Diligence” application to 
obtain confirmation of:
●	the counterparty’s credibility
●	the ability to perform proper VAT settlements, including 
the possibility of applying the 0% rate
●	the ability to post fees for the provision of intangible 
services as tax-deductible expenses
●	the ability to perform withholding tax (WHT) settlements
Such verification is conducted every time before 
establishing cooperation with a new counterparty and 
periodically in respect of already verified entities (to 
ascertain whether continued cooperation is unthreatened).
Basic data
In line with the proximity principle, we are conscious to 
give preference to domestic suppliers. Therefore, in 2022, 
we worked with 1,501 suppliers, of which 68.8% were 
domestic suppliers and the remainder suppliers originated 
from other European countries (28.5%) and outside Europe 
(2.7%), respectively. In 2022, 57% of the value of our orders 
went to domestic suppliers.
In 2022, we primarily purchased from domestic suppliers 
in the divisions:
●	vehicles
●	trailers and semi-trailers
●	professional and business services
●	warehouse and transport services
●	municipal and recycling services

2022 Solaris Sustainability Report
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74
About 
the Report
Sustainable 
production
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 308-1, 308-2, 407-1
ESG issues in supplier assessment
Sustainable supply chain management includes environmental, 
social and corporate governance aspects. The approach to 
supply chain management is based on the Group Purchasing 
Policy, the Environmental Policy, the Health and Safety Policy 
and the Supplier Code of Conduct, all of which take into 
account the UN’s human rights, environmental and anti-
corruption principles and provide guidelines not only for our 
organization but also for our suppliers.
Specific requirements for respecting human rights in the 
CAF Group Companies’ own operations are also included in 
the CAF Group’s internal Procedure for Proper Conduct in 
Respecting Human Rights.
Responsible procurement
In 2022, as part of developing responsibility in the supply 
chain, Solaris began implementing a responsible procurement 
program to ensure compliance with CAF Group’s supply chain 
policies.
In accordance with the program’s guidelines, the Group 
selected suppliers whose activities pose the greatest 
environmental, social and ethical risks because of not only 
the potential negative impact of the products they supply,  
but also because of the country in which they operate  
and the likelihood of risk in the aforementioned areas.  
The entities on the list of suppliers with potential ESG abuse 
risks will be further assessed for their approach  
to sustainability management.
In 2022, we have continued our cooperation with battery 
suppliers to develop a responsible supply chain given the 
risks involved in battery production, particularly in sourcing 
the scarce raw materials needed to make them. Based on 
the prepared self-assessment sheet, we verified the battery 
suppliers’ sustainability activities.
We prefer suppliers certified by global responsible raw 
materials mining initiatives, such as the Responsible Cobalt 
Initiative and the Responsible Minerals Initiative.  
Thanks to our battery supplier qualification criteria,  
we are able to obtain information on whether the materials 
necessary for the production of our battery cells are obtained 
in areas free from armed conflicts or an elevated risk of 
human rights violations.
Due diligence in respecting Human Rights
The Solaris Group has an internal CAF Group Human Rights 
Due Diligence Procedure, which supports employees in 
conducting a preliminary assessment of each potential bid, 
contract or project to ensure that its participation does not 
give rise to a breach of Human Rights, either through its own 
activities or as a direct result of its operations, or due  
to the sale of its products or the services provided.  
At the same time, the possible existence of international 
sanctions is checked on a general basis. For this purpose, 
CAF Group uses internationally recognized human rights risk 
indicators and public databases on international sanctions. 
The first step is to analyze whether the country, region or 
city in which the project is located, or the characteristics 
of the project, have a level of risk that a priori requires 
the adoption of special measures on potential associated 
impacts. In a second step, a tailor-made study of the specific 
circumstances of the case is carried out in order to determine 
the specific risks and, if necessary, the preventive risk and 
impact management measures to be adopted if the project  
is classified as admissible.
In 2022, CAF Group updated the list of countries at risk 
of human rights violations and subject to international 
sanctions. In order to consolidate knowledge for the 
Company’s Sales and Procurement departments, training on 
international sanctions requirements in public procurement 
was implemented in 2022. CAF Group continued to undertake 
training and dissemination activities on Human Rights Due 
Diligence commitments among the Group’s employees 
as part of general Compliance training. A new additional 
e-learning module has been launched to specifically train 
those employees in charge of carrying out Human Rights Due 
Diligence.
In 2022, the Solaris Group did not identify any bid,  
order or project that violates Human Rights.

Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
Social 
responsibility
2022 Solaris Sustainability Report

2022 Solaris Sustainability Report
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74
Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 2-7, 3-3
We are fully aware that our business operations may affect 
the lives and daily existence of various individuals across 
the Solaris value chain. We take specific targeted actions to 
maximize our favourable impact while minimizing  
our potential adverse influence.
The CAF Group Code of Conduct constitutes the internal 
framework which lays down the manner of the Solaris Group’s 
conduct in the area of social responsibility. 
Social responsibility
Employees are a fundamental force that enables Solaris’ 
vision of growth. As at the end of 2022, the Solaris Group  
had 2,759 staff working in dozens of locations across Europe. 
We are a team of individuals with diverse competencies 
fulfilling different functions, but sharing the same goal:  
we are changing the image of public transport. 
Although each entity of the Solaris Group – due to its own 
characteristics and the diversity of local laws – enjoys 
independence when it comes to team management, yet each 
of them is subject to uniform codes, policies and patterns  
of conduct. The fundamental obligation of each Group 
company is to comply with international and national laws, 
standards of conduct, internal regulations and the Group’s 
values set out in our codes of ethics.
Solaris Bus & Coach has a number of internal documents  
in place, such as the Work Rules and Regulations  
and the Remuneration Rules and Regulations, along with 
other internal policies and procedures. The purpose  
of these documents is to implement the applicable provisions 
of Polish law, as formulated in the Labour Code,  
into the Company’s internal management system.  
The Human Resources Department is in charge of ensuring 
compliance of the Company’s internal regulations with  
the Labour Code and other workplace regulations  
and standards. At the Management Board level,  
By reference to the principles laid down in  
the Universal Declaration of Human Rights  
and the UN Global Compact in the area of human  
and labour rights, the Code covers the following 
matters:
●	respect for human rights and civil liberties
●	respect for fundamental rights and principles  
of equal treatment and non-discrimination
●	protection against child labour
●	ensuring secure and healthy work conditions
●	equality
●	counteracting discrimination in the workplace
the Human Resources Department is supported  
by the Management Board Member responsible  
for HR and Occupational Health and Safety.  
The Human Resources Department and managers  
of each substantive department are responsible  
for the execution of the Company’s HR Policy.
When carrying out HR-related activities, we focus on:
●	building working conditions that support employees’ 
commitment and identification with the Solaris brand
●	supporting open and transparent communication with 
the team
●	the well-being and work-life balance of employees
Our team

2022 Solaris Sustainability Report
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74
Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
2020
2021
2022
Women
Men
Total
Women
Men
Total
Growth
Women
Men
Total
Growth
Solaris Bus & Coach
340
2,111
2,451
374
2,080
2,454
0.1%
424
2,096
2,520
2.7%
Subsidiaries
49
168
217
57
173
230
6.0%
54
185
239
3.9%
Solaris Group
389
2,279
2,668
431
2,253
2,684
0.6%
478
2,281
2,759
2.8%
Total number of employees
Indefinite term
Fixed term
Total
Women
Men
Women
Men
Solaris Bus & Coach
356
1,920
68
176
2,520
Subsidiaries
50
182
4
3
239
Solaris Group
406
2,102
72
179
2,759
Type of employment (indefinite or fixed term)
Full-time
Part-time
Total
Women
Men
Women
Men
Solaris Bus & Coach
419
2,094
5
2
2,520
Subsidiaries
42
179
12
6
239
Solaris Group
461
2,273
17
8
2,759
Type of employment (full-time or part-time)
Employment structure*
* All headcount data for the Solaris Group are presented as at 31 December 2022. The number of Solaris Bus & Coach employees as at 31 December 2022 does not include juveniles hired under an apprenticeship contract or individuals remaining on unpaid or parental leave. This also pertains to all other tables.  
 Due to Polish law, a juvenile is an employee who has reached the age of 15 and has not exceeded 18.

2022 Solaris Sustainability Report
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74
Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
Employment structure*
Age
Women
Men
Total
Central and Eastern Europe:
Czech Republic, Estonia, Lithuania, Latvia, Poland, 
Slovakia
0-29
126
488
614
30-49
274
1,287
1,561
50 and above
39
364
403
Southern Europe:
Greece, Spain, Italy
0-29
4
2
6
30-49
13
23
36
50 and above
2
8
10
Northern Europe:
Denmark, Norway, Sweden
0-29
0
3
3
30-49
3
16
19
50 and above
1
17
18
Western Europe:
Austria, Belgium, France, the Netherlands, Germany, 
Switzerland
0-29
2
18
20
30-49
12
34
46
50 and above
2
21
23
Solaris Group
0-29
132
511
643
30-49
302
1,360
1,662
50 and above
44
410
454
Solaris Group
Total
478
2,281
2,759
Type of employment (indefinite or fixed term) by region
Indefinite term
Fixed term
Total
Women
Men
Women
Men
Central and Eastern Europe:
Czech Republic, Estonia, Lithuania, Latvia, Poland, Slovakia
369
1,962
70
177
2,578
Southern Europe:
Greece, Spain, Italy
17
33
2
0
52
Northern Europe:
Denmark, Norway, Sweden
4
36
0
0
40
Western Europe:
Austria, Belgium, France, the Netherlands, Germany, Switzerland
16
71
0
2
89
Solaris Group
406
2,102
72
179
2,759
* All headcount data for the Solaris Group are presented as at 31 December 2022. The number of Solaris Bus & Coach employees as at 31 December 2022 does not include juveniles hired under an apprenticeship contract or individuals remaining on unpaid or parental leave. This also pertains to all other tables.  
 Due to Polish law, a juvenile is an employee who has reached the age of 15 and has not exceeded 18.
The Solaris Group does not hire non-guaranteed hours 
employees. In 2022, no significant changes occurred in the 
level, type or form of employment within the Solaris Group.
Contracts other than employment contracts account for  
a small percentage of all labour relations. For the most part, 
we enter into such contracts with individuals participating 
in dual study programmes or internships and with persons 
who provide us with services in certain areas (chiefly 
marketing, graphics and IT). In 2022, we entered into civil-
law contracts with 110 individuals and into B2B contracts 
with 5 persons.
GRI 405-1

2022 Solaris Sustainability Report
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74
Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 401-1
Our team, based on the competencies and experience of its 
individual members, provides a fundamental contribution 
to the Solaris Group’s position as a leader in its industry. 
We strive to ensure that our staff associate their 
professional future with Solaris for a long time to come. 
Moreover, our ambition is to be the employer of first choice 
for potential candidates who are willing to help pursue 
Solaris’ aspirations and identify with our values.
We provide our team with comfortable, competitive  
and fair working conditions as well as good opportunities  
for development. We foster a work culture based on joint 
responsibility, dialogue and mutual respect.
9 years
average length of service Solaris Bus & Coach
4.5 years
average length of service Subsidiaries
* The number of newly hired staff as at 31 December 2022 does not include juveniles whose basis of employment changed from an apprenticeship contract to an employment contract or individuals who returned to work from their unpaid or parental leave.
Women accounted for 27% 
of new hires in the Solaris Group in 2022
Total number of new hires* by region
Women
Men
Total
Rate
Central and Eastern Europe:
Czech Republic, Estonia, 
Lithuania, Latvia, 
Poland, Slovakia
87
210
297
10.8%
Southern Europe:
Greece, Spain, Italy
2
9
11
0.4%
Northern Europe:
Denmark, Norway, Sweden
1
7
8
0.3%
Western Europe:
Austria, Belgium, France, 
the Netherlands, Germany, 
Switzerland
1
14
15
0.5%
Solaris Group
91
240
331
12.0%
In 2022, the percentage of new hires in the Solaris Group’s total headcount was 12%. 
For Solaris Bus & Coach, the percentage was 10.6%, while for all subsidiaries, it was 15.9%.
Total number of persons who left their jobs (at the initiative of either party) by region
Women
Men
Total
Rate
Central and Eastern Europe:
Czech Republic, Estonia, 
Lithuania, Latvia, 
Poland, Slovakia
36
200
236
8.55%
Southern Europe:
Greece, Spain, Italy
2
4
6
0.22%
Northern Europe:
Denmark, Norway, Sweden
3
9
12
0.43%
Western Europe:
Austria, Belgium, France, 
the Netherlands, Germany, 
Switzerland
3
9
12
0.43%
Solaris Group
44
222
266
9.64%
In 2022, the employee turnover ratio in the Solaris Group was 9.64%. For Solaris Bus & Coach, 
it stood at 9.3%, while for all subsidiaries, it was 13.4%.
Headcount and employee turnover

2022 Solaris Sustainability Report
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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 201-3, 401-2
We consider equal treatment of all persons remaining in a labour relationship with us to be  
of fundamental significance, which is why all individuals hired under an employment contract, 
regardless of the type of employment (full/part-time, definite/indefinite term) at Solaris Bus  
& Coach, are provided with access to the same benefits and perquisites.
●	Monthly discretionary bonus
●	Vacation bonus
●	Christmas bonus
●	Attendance bonus
●	Christmas present
●	Annual bonus based on EBIT
●	Basic medical care
●	Employee nursery school
●	Subsidized meals
●	Employee Pension Scheme (PPE), which 
may be joined by all employees with 
a length of service in the Company of 
at least 1 year, regardless of the type 
of employment contract. Under the 
Scheme, the Company pays monthly 
contributions towards future pensions 
of participating employees
●	Group life insurance
●	Business-related language courses
●	Partial funding of business-related 
postgraduate or MBA studies
●	Cafeteria benefit platform, enabling 
employees to collect points in order to 
receive additional subsidised healthcare 
services, leisure cards and numerous 
discounts
●	“I have an Idea” programme of 
employee initiatives, enabling our 
employees to contribute to improving 
the Company’s operations by suggesting 
improvements and, after a favourable 
verification, to share in the savings 
after the improvement has been 
implemented. In 2022, the program had 
its 15th anniversary of successful launch
Benefits at Solaris Bus & Coach
Benefits and working conditions
Moreover, in accordance with the applicable 
laws:
●	we have implemented an Employee Capital 
Scheme (PPK) which is the government’s 
general savings scheme for employees 
offered based on the principle of 
cooperation between employers and the 
state
●	we pay retirement and disability benefits to 
employees who leave work in relation to the 
right to the age or disability pension
Administrative employees at Solaris Bus  
& Coach, due to the nature of office work,  
may also take advantage of the following 
options:
●	hybrid work
●	flexible working hours (start of work 
between 6:00 and 9:00 in the morning)
●	equivalent working time
●	individual work schedule for selected 
positions in response to submitted requests

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Sustainable 
production
About 
the Report
Directors
37
Managers
20
Production managers
15
Administration
11
Direct production
4
Production, other
5
Total average training  
hours per person
7
Women
9
Men
7
Total average training  
hours per person
7
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
Training and development
GRI 3-3, 203-2, 404-1, 404-2, 404-3
The continuous improvement of our 
employees is crucial. It enables us to 
develop innovative solutions  
for sustainable public transport.  
A broad range of training options 
and continuous vertical and 
horizontal professional development 
solutions supports our team  
in building employment continuity  
and simultaneously increase of 
employee commitment and job 
satisfaction.
All employees of the Company, 
regardless of the form of 
employment (full/part-time, 
definite/indefinite term),  
are provided with access to training 
and development opportunities.
* Without initial occupational health and safety training and onboarding training.
External specialist training
This includes qualification courses, for instance, 
to acquire SEP (Association of Polish Electrical 
Engineers) or forklift and welding certificates 
and various training courses to broaden the 
employees’ knowledge and improve competencies 
in such areas as project management, business 
reporting, product features for non-production 
departments, human resources, finance, bus 
design, labour law, employee relations for team 
managers and IT applications for the office.
“Be a Better Boss” programme
This is an extensive training programme for 
foremen, leaders, managers and directors.  
It helps participants to improve their managerial 
skills, both hard and soft ones, and to learn how 
to manage one’s team more effectively, how to 
contribute to its development and how to support 
it. The programme is partly based on the Ken 
Blanchard SLII® methodology.
“Electromission” programme
This is a development programme initiated  
in response to the changing automotive market  
and the resulting shift towards the production  
of electric vehicles. “Electromission”  
is a series of internal training courses that provide 
employees with the opportunity to improve their 
qualifications. This project aims to retrain people 
from assembly jobs to electrical workstations at 
various levels of advancement. It involves both 
people from inside and outside the organization 
who are willing to expand their electrical 
competencies or become retrained. The training is 
also targeted at electricians who wish to improve 
their skills and take up work at workstations 
where advanced electrical operations are 
performed. “Electromission” enables the 
acquisition of new, future-oriented qualifications 
and is executed as a key development project 
in the manufacturing area. With the project, 
we intend to increase social awareness about 
electromobility and promote electrician jobs as 
professions of the future.
Language courses
Employees whose duties require foreign language 
skills are offered the opportunity to take part in 
free language classes.
Co-funding for post-graduate or MBA studies
In order to improve various relevant qualifications 
of our staff, whenever this is reasonable from 
the business perspective, employees may attend 
courses co-funded by the Company.
In-house training
In-house training covers courses dedicated to 
specific topics and areas. They are provided to 
address current needs, identified and analysed 
by the HR Department, including training in the 
conduct of periodic performance evaluations and 
technical in-house training.
In addition to training aimed at improving the 
participants’ knowledge and skills, we also 
provide:
Onboarding training
Every new employee is provided with extensive 
induction and onboarding training. The training 
introduces new members of our team to the 
company’s structure and the responsibilities of 
individual departments. Participants also have 
the opportunity to talk to an HR Business Partner 
and thus gain in-depth knowledge of employee 
issues. Induction training is also conducted for all 
employees working in our subsidiaries, regardless 
of their country of residence or the country they 
work in.
Mandatory initial and periodic occupational health 
and safety training
Average number of training hours 
per person by gender at Solaris Bus 
& Coach*
Average number of training hours 
per person by job category 
at Solaris Bus & Coach*

2022 Solaris Sustainability Report
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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 203-2, 404-1, 404-2, 404-3
* Without initial occupational health and safety training and onboarding training.
In order to properly manage the knowledge  
and competencies of our staff and at the same time 
improve working conditions in accordance with the 
needs of our team, we take the following actions:
Organizational Health Survey (OHS)
Every year, we conduct anonymous Organizational 
Health Survey to collect the insights from our people 
on various aspects of work in our organization, 
inter alia, development opportunities, management 
style or work environment. Based on the collected 
insights, we introduce measures to improve health of 
the organization.
Competence matrices
The SkillBox is a tool for gathering and analysing 
information about the competencies of individual 
Company employees and for facilitating team 
development. It also helps us identify areas in need 
of continued work and improvement. The purpose of 
this tool is to support the planning of improvement 
of employee skills in accordance with the needs of 
the organization. In 2022, we continued to deploy 
this tool in subsequent teams across the Company.
Annual appraisals
Annual appraisals form a significant component 
of professional development of the Solaris Group 
team as a whole and of each team member. These 
All of Solaris’ employees, regardless of their age, gender or any 
other characteristics, enjoy the same working conditions and 
have the same opportunities for vertical and lateral promotion, 
based solely on their competencies and qualifications.  
We are committed to fostering diversity in our team.
Training future employees
In a world of rapidly changing technologies, we consider  
the professional education of future employees and engineers 
to be one of our top priorities. We have been developing our 
cooperation with technical schools in the Wielkopolska region 
since 2007. Not only do our initiatives provide young people 
with a tremendous head start in their profession, but they also 
support local education and serve as an investment in the 
local labour market.
Employees of retirement age
We support those of our staff members who have reached 
retirement age. Employees who, despite being eligible to 
retire, wish to continue working are offered the opportunity 
to continue their employment on the same terms. In turn, 
those who wish to retire receive a farewell gift package from 
the company. As at the end of 2022, despite having reached 
retirement age, 12 members of our staff decided to continue 
working at Solaris Bus & Coach sp. z o.o.
We also keep in touch with retired employees through our 
Club for Seniors. All retired employees are welcome to join it. 
Currently, the Club has around 40 active members.
Number of persons participating 
in various programmes in 2022
Dual 
studies
Practical 
vocational 
training
Traineeships
Solaris Bus 
& Coach 
13
57
95
appraisals enable the preparation of structured 
feedback and a joint review of objectives  
and the degree of their achievement by superiors 
and subordinates. In 2022, all Solaris Group 
employees underwent their periodic appraisals.
Internal recruitment
The Company’s in-house recruitment invariably 
contributes to the professional development of 
individual team members, their identification with 
the organization and the acquisition of internal 
talents for new jobs. Our consistent  
and transparent rules facilitate a smooth execution 
of the recruitment process, termination of work in 
the current job and taking up a new function.
In 2022, 10% of the Solaris Bus & Coach team was 
promoted within the framework of 4 development paths:
●	54 managerial promotions: promotion to a position 
related to team management
●	24 vertical promotions: promotion to a higher  
position, combined with a relocation to another 
department
●	135 career path development cases: development  
within a certain position (e.g. from junior to senior 
specialist)
In 2022, we continued the following three forms of 
education:
●	Dual study programmes offered in collaboration with the 
Poznań University of Technology
●	Practical vocational training in collaboration with the 
vocational school Branżowa Szkoła I Stopnia, part of the 
agricultural school grouping Zespół Szkół Rolniczych in 
Środa Wielkopolska, and its counterpart school in Murowana 
Goślina
●	Professional internships
●	42 lateral promotions: change of a position based on the 
initiative of an individual employee, within the same level
Promotions
Diversity and equality

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About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
* According to Polish law, the 12-month “maternity leave” consists of the following two components: 20 weeks of maternity leave to be taken only by women  
and 32 weeks of parental leave to be used by either men or women.
** In accordance with Polish legal requirements, a father who raises a child up to 2 years of age is entitled to paternity leave and may use that leave 
within 2 years of the child’s birth. Fathers are not required to provide the employer with the child’s birth data unless they wish to take paternity leave.
GRI 401-3
Ratio
Women
 Men
Solaris Bus & Coach
of return to work
100%
100%
of job retention within 12 months of returning
100%
84%
We create the right conditions for those of our employees who return to work after childbirth in order to help them reconcile their professional 
and private lives, enabling them to spend more time at home with their families and derive satisfaction from their job at the same time.
Women
Men
Total
Number of persons who were on maternity* or paternity** 
leave in 2022
Solaris Bus & Coach
30
119
149
Subsidiaries
6
2
8
Solaris Group
36
121
157
Number of persons who returned from maternity 
or paternity leave in 2022
Solaris Bus & Coach
15
140
155
Subsidiaries
3
1
4
Solaris Group
18
141
159
Number of persons who returned to work after maternity 
or paternity leave and were still employed within 12 months 
of returning
Solaris Bus & Coach
15
97
112
Subsidiaries
0
0
0
Solaris Group
15
97
112
Leaves associated with the birth of a child
Return-to-work and job-retention ratios
●	optional use of a Company nursery school 
by persons employed in the Company for 
at least 1 year
●	flexible working hours
●	equivalent working time
●	hybrid work
The forms of support 
we offer include:
Working parents

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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 202-1, 405-2
Solaris Bus & Coach has the Remuneration Rules and Regulations in place, 
setting out the basic principles of remunerating the Company’s personnel. 
The purpose of our policy in this area is to attract and retain the most 
qualified and committed individuals. When determining the amount of 
remuneration, we are guided solely by the qualifications, competencies 
and experience of the person in question.
In the Company, we offer an attractive remuneration package 
comprising:
●	base remuneration
●	monthly bonus
●	additional financial benefits
All full-time Company employees receive base employee compensation 
higher than the lowest allowable wage or salary set by Polish law (the 
same minimum salary applies throughout Poland at EUR 661,6 pre-tax as 
at the end of 2022).
We consider equal pay for women and men to be another one of our 
priorities. We carry out regular reviews of remuneration levels and,  
if any gaps are identified, we strive to eliminate them.
With every passing year we have been observing an increase in interest 
among women in receiving education in engineering and pursuing  
a professional career in a technical field. In 2022, women accounted  
for 26.7% of new hires in the Solaris Group.
* The ratio takes into account remuneration for positions where both women and men are employed in the respective year.
** Remuneration including bonuses and additional financial benefits.
Ratio of remuneration to the minimum wage at the lowest job level, by gender at Solaris Bus & Coach
Remuneration ratio of women to men at Solaris Bus & Coach*
Women
Men
Average base remuneration at the lowest job level
134%
153%
Average total* salary at the lowest job level
180%
203%
Average base remuneration
Average total remuneration**
Managers
101%
99%
Administration
97%
97%
Direct production
94%
94%
Production, other
93%
91% 
Competitive remuneration and equality in employment

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production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
Social engagement
Educational project #CityMission Solaris
In 2022, we organized the #CityMission by Solaris educational project aimed at children in grades 
1 to 3 of primary school from Poznan County. Its aim was to enhance environmental awareness 
among children and to encourage them to use public transport as the most environmentally-
friendly solution. The project consisted of: a creative contest with environmentally friendly prizes 
in the form of breathing murals and air-purifying vertical gardens, educational classes and an 
urban game. The competition task was to design a cutting-edge bus of the future. 
Environmentally friendly prizes were installed in the three winning schools: breathing murals 
or air-purifying vertical gardens. Pupils from these schools were also be invited to participate 
in this endeavour, which created an excellent opportunity for joint action. In addition to the 
educational value for the recipients of the project, the action allowed us to realize our strategic 
goal of promoting sustainable public transportation.
Corporate foundation
The Green Dachshund Foundation, for the rescue of the defenceless, was established in 2012.  
The regular beneficiaries of the Foundation have included our employees and their immediate 
family members. We also provide ongoing support to the Special School Grouping in 
Kowanówko, to which we donate computers, classroom equipment, educational aids and other 
equipment that helps in the day-to-day operation of the facility. Furthermore, every year we 
organize Christmas campaigns.
GRI 203-2

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About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 3-3, 403-1, 403-7, 403-8
The health and safety of the Group’s employees is of 
fundamental importance for us. We take a number of 
initiatives, in close cooperation with our teams, to ensure 
appropriate and comfortable working conditions.
Being part of the CAF Group, Solaris Bus & Coach is 
implementing the corporate Occupational Health and Safety 
Policy, which sets out the relevant principles, standards and 
codes of practice to support the creation and maintenance 
of appropriate working conditions. The main objective of 
the Policy is to guarantee the health and safety of people, 
highlighting its commitment to use the necessary means to 
eliminate or reduce occupational risks by promoting  
a preventive culture among all the people who carry out  
their professional duties at CAF.
The basic principles of Occupational Health and Safety 
defined in the Corporate Policy are as follows:
●	Build a positive preventive culture through the leadership 
of management and the line of command, in consultation 
with and the participation of employees and workers.
●	Establish or reinforce the occupational health and safety 
management systems that are focused on continuous 
improvement and that contribute to integrating the 
preventive culture into all activities.
●	Respect current occupational risk prevention regulations 
in the countries where the Group operates and, as far as 
Occupational health and safety
possible, anticipate the introduction of new regulations 
and comply with the occupational health and safety 
commitments voluntarily acquired by the Group.
●	Continuously identify and evaluate the working 
conditions of the activities carried out to generate safe 
and healthy work environments.
●	Report clearly on the results and actions in the area 
of occupational health and safety, maintaining the 
appropriate channels to promote communication with 
employees and workers and with stakeholders in general.
In 2022, as part of building and promoting a health and 
accident preventive culture at Solaris Bus & Coach, we have 
taken a number of measures, including: conducting regular 
workplace audits and updating and improving workplace 
safety knowledge through internally and by external suppliers 
training courses and workshops. Moreover, we have promoted 
a preventive culture among management by conducting 
periodic thematic workshops. Once again, we actively 
participated in the celebration of Occupational Safety and 
Health Days, organized under the auspices of the National 
Labour Inspectorate. These activities are described in detail 
below.
The basis for managing issues related to occupational health 
and safety (OHS) in the Company is strict compliance with the 
Labour Code and other applicable regulations.  
The Health and Safety Department oversees the compliance 
of our internal regulations governing health and safety 
matters with the applicable legal regulations and best 
standards. The Department is composed of occupational 
health and safety specialists, experts in chemical substances 
and fire inspectors. At the Management Board level, the 
Department is supported by the Management Board Member 
responsible for Human Resources and OHS.
Solaris Bus & Coach has an OHS management system in place, 
certified in 2022 in compliance with the ISO 45001* standard. 
It supports the Company in ensuring proper working 
conditions and continuous improvement in the occupational 
health and safety area. The system covers our employees 
hired under an employment contract and other persons who 
perform work directly for the Company.
The Occupational Health and Safety Management System is 
regularly supervised through, among other things, internal 
audits and reviews of legal and other requirements. Qualified 
internal auditors assess the effectiveness of the Management 
System and confirm compliance with CAF internal procedures, 
instructions and policies.
The results of internal audits provide a basis for taking 
corrective actions to address any identified non-conformities 
and initiating actions to improve the management system.
* As at 31 December 2022, our ISO 45001 certification covered all Company locations, except for the service station located in Murowana Goślina. The service station will be certified at the next phase of the standard implementation procedure.

2022 Solaris Sustainability Report
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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 403-2, 403-4, 403-5, 403-7, 403-9, 403-10
The employees’ active participation in the establishment of 
the occupational health and safety system and the team’s 
high degree of awareness of OHS issues play a key role in 
maintaining appropriate working conditions in the Company.
Consulting on health and safety issues
The Company has established an Occupational Health 
and Safety Committee which serves as a consultative and 
advisory body. The Committee is composed of OHS services 
and a medical doctor providing preventive health care and 
employees representing various departments and areas.
The Committee meets quarterly, each time at a different 
site. The minutes of each OHS Committee meeting are taken, 
including conclusions and opinions, and are then presented 
to management of each plant during separate meetings.
Informing the team about health and safety concerns
We regularly provide our team with information on  
the events, developments and achievements related to 
our occupational health and safety management system. 
Depending on the scope of data, we regularly (on an 
annual, quarterly, monthly or ongoing basis) provide 
the following: information on the fulfilment of annual 
objectives and KPIs related to occupational health and 
safety; statistical data; outcomes of working environment 
As part of our efforts to promote the knowledge of 
occupational health and safety issues in 2022, we carried 
out the following:
●	mandatory initial general and on-the-job training for 
each new hire during his or her first day at work
●	mandatory periodic training to refresh and update 
employees’ knowledge of occupational health and safety 
issues
●	3-day workshop “Safety Days at Solaris 2022”, held under 
the auspices of the Chief Labour Inspectorate
●	monthly outreach campaign (Topic of the Month) via 
internal communication tools to popularize various 
occupational health and safety issues
●	regular (weekly) meetings with heads of production and 
warehouse logistics devoted to occupational health and 
safety matters
●	intensified cooperation with the Social Labour Inspector
Training in and promotion 
of OHS knowledge
measurements, information on new solutions and changes 
in the organization of workstations or updates of the 
Occupational Risk Assessment.
To this end, we use various internal communication tools 
at our disposal to make sure these data and information 
are available to all Company employees.
In order to eliminate OHS-related hazards and minimize 
any pertinent risks, Solaris Bus & Coach has developed an 
Occupational Risk Assessment document, which contains 
an inventory of occupational risks identified in each of the 
Company’s production plants for each workstation. The 
document is subject to regular periodic and ad-hoc updates 
(following measurements of the working environment, 
acceptance audits of machinery and equipment, significant 
technological changes and accidents).
Risk identification and updates of the Occupational Risk 
Assessment document are the responsibility of a team 
comprising a representative of the OHS Department, the 
manager and a representative of the team from the area 
under analysis, and the Social Labour Inspector. The diverse 
composition of the team is conducive to the preparation of  
a complete and up-to-date picture of the risks described in 
the Occupational Risk Assessment document.  
The risk assessment procedure is described in detail in 
the internal “Instructions for occupational risk assessment 
at workstations”. The Instructions describe the hazards 
that the respective process may generate along with the 
consequences that may be caused by such hazards.  
On this basis, appropriate preventive measures are selected.
Potentially hazardous situations are also identified with 
the involvement of the Company’s employees. Any hazards 
identified during ongoing work and any accidents that have 
occurred may be reported to the OHS Department through 
our standard communication channels (in person, by phone, 
e-mail, suggestion box).
The procedure to be followed in the event of an accident at 
work is laid down in the Company’s internal manual entitled 
“Determining the circumstances and causes of accidents 
and how to document them”. The accident log is kept by the 
occupational health and safety services.
All new hires become acquainted with the Occupational Risk 
Assessment and the company’s manual on what to do in the 
event of an accident on their first day at work.
In order to improve the occupational health and safety 
system and motivate our team to pay attention to and report 
any departures from the adopted OHS rules, the Company 
has developed an app for reporting near-misses. By analysing 
the reports sent through the app, we are better able to take 
corrective actions before a hazardous event or a situation 
that may threaten human health or life in the workplace 
occurs. Once near misses have been identified, changes in 
the work environment are made, significantly contributing 
to an improvement in the safety of all our employees and 
subcontractors.
Participation of the team 
in co-managing OHS issues
Management of OHS risks

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production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 403-9, 403-10
* Except for fatal accidents at work.
** Work-related injury that results in any of the following: death, days away from work, restricted work or transfer to another job, medical treatment beyond first aid, or loss of consciousness; or significant injury or ill health diagnosed by a physician or other licensed healthcare professional, even if it does not result in death, days away from work, restricted work or job 
transfer, medical treatment beyond first aid, or loss of consciousness.
*** Indicators calculated in compliance with the GRI Standard (based on 1,000,000 hours worked according to the formula: number of incidents divided by the number of hours worked and multiplied by 1,000,000 hours worked).
In order to appropriately protect the health of our employees, 
their work environment is regularly measured in all Solaris 
Bus & Coach production plants and warehouses and at 
every workstation wherever factors harmful or arduous to an 
employee’s health have been identified. Surveys of working 
conditions are carried out by an external company fully 
accredited to administer such surveys. Information about 
the survey outcomes is communicated to our team through 
internal communication channels.
Due to a specific nature, materials used or local conditions 
of work performance, there are certain workstations in 
the Company where the risk of accidents is greater than 
elsewhere. 
Owing to regular and ongoing actions, the number of 
accidents at work at Solaris Bus & Coach in 2022 decreased by 
17.7% compared to 2021.
Due to the specific nature of work, the following three 
main types of injury occur in the Company’s plants:
●	injuries resulting from movement (specifically, sprains of 
the joints of the lower limbs)
●	cuts and injuries related to impacts with vehicle 
structural elements or workstation hardware
●	eye irritation
Occupational risk 
prevention in figures
Protection against accidents and harmful 
factors at work
17.7% fewer accidents at work than in 2021
In order to minimize any risks associated with the 
performance of activities of this type and in the 
light of work safety, ergonomics and other pertinent 
considerations, for each Solaris Bus & Coach plant, in 
cooperation with the Company’s Production Engineering 
Department, the following documents have been prepared:
●	list of particularly hazardous works
●	list of works to be performed mandatorily by a team  
of at least 2 persons
A system of written permits for the performance of such 
works has also been put in place.
In order to protect our staff against any harmful effects of 
chemicals and other physical factors affecting their health, 
we provide them with appropriately selected technical 
protective equipment and collective and personal 
protective equipment.
Number and rate of accidents at work at Solaris Bus & Coach in 2022
Fatalities as a result 
of work-related injury
High-consequence 
work-related injury*
Recordable 
work-related injury**
Number 
of hours 
worked
Number
Indicator***
Number
Indicator***
Number
Indicator***
Persons employed in 
the Company under an 
employment contract
0
0
0
0
51
11.9
4,274,121
Persons performing 
work for the Company
0
0
0
0
0
0
268,683
In 2022, no case of occupational disease was recorded among Solaris Bus & Coach employees or other persons working directly 
for the Company.

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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 403-3, 403-5, 403-6
We give great significance to positions in which women, 
people with disabilities and young workers are employed 
in our organization. Our Work Rules and Regulations 
govern all issues related to the occupational health and 
safety protection covering these groups. We are also in 
an ongoing dialogue with our team, which enables us to 
analyse various situations and adapt specific solutions, 
going above and beyond what the current legal regulations 
require.
In areas where young workers undergo practical vocational 
training, a detailed hazard analysis, including a risk 
assessment, is conducted. Vocational trainers (certified 
or educated as teachers) ensure the proper vocational 
training and safety of young workers.
Occupational safety and protection of 
vulnerable groups
Health promotion at work
We provide our employees with mandatory and preventive 
medical care.
Within the framework of our cooperation with a private 
medical network, we perform mandatory preliminary, 
periodic and verification occupational medical 
examinations. As part of his or her care for our team, an 
occupational medicine physician also deals with  
the prevention of occupational diseases by monitoring 
the working environment and factors that have an adverse 
impact on human health. The occupational medicine 
physician also regularly participates in meetings of  
the OHS Committee and has access to information about 
the outcomes of the measurement of factors affecting 
the working conditions, which enables us to properly 
protect the health of our staff. These meetings also enable 
our team to consult with the occupational medicine 
physician the organization of workstations in the context 
of ergonomics, physiology and psychology of work, and 
carry out diagnostics and treatment activities in the field 
of occupational pathology.
Moreover, all Solaris Bus & Coach employees hired under 
an employment contract are offered private medical 
care through the Company’s benefit platform. As part 
of this care, free access to specialist consultations and 
examinations and medical services is offered. The basic 
package, which is fully paid for by the Company, may be 
extended by applying points available on the benefit 
platform. All our employees, their spouses or life partners 
and employees’ children are eligible to join the private 
medical care programme.

2022 Solaris Sustainability Report
Solaris 
Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
About 
the Report

2022 Solaris Sustainability Report
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Sustainable 
production
About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI 2-2, 2-3, 2-4, 2-5, 2-14
The 2022 Sustainability Report prepared by 
Solaris is based on GRI Standards and the  
9 Reporting Principles contained therein.  
The publication also includes references to  
the Sustainable Development Goals (SDGs).  
The contents of the Report include the data  
and description of the activities of Solaris Bus  
& Coach sp. z o.o. in the period from 1 January 
to 31 December 2022.
Our Report focuses primarily on the Company’s 
operations in Poland in 2022. It also includes key 
information in the reported period on Solaris 
Group subsidiaries (Solaris Austria GmbH, 
Solaris Belgium SRL, Solaris Czech spol. s.r.o., 
Solaris Denmark Bus A/S, Solaris Deutschland 
GmbH, Solaris Estonia OÜ, Solaris France SARL, 
Solaris Hellas S.A., Solaris Bus Iberica SLU, 
Solaris Italia S.R.L., SIA Solaris Bus & Coach 
Latvia, UAB Solaris Bus & Coach LT, Solaris 
Schweiz GmbH, Solaris Slovakia s.r.o, Solaris 
Sverige AB, Solaris Netherlands BV, Solaris Norge 
AS). Any reference to the activities carried out 
by our subsidiaries or foreign representative 
offices or activities of the Solaris Group pursued 
outside the reporting period are clearly marked 
as such in each case.
The information and data presented in 
our Report have been developed and 
verified internally and in cooperation with 
representatives of the CAF Group. Our Report 
has not been audited by an external company.
All key aspects and the extent of reporting 
coverage were selected with the involvement 
of stakeholders of strategic significance 
for Solaris Group. The updated materiality 
analysis was based on the results of an 
anonymous stakeholder survey and an analysis 
of: the impacts identified in the Integrated 
Management System, topics reported as 
material by the Company’s various operating 
divisions, the extent of the reported data by 
other industry participants, and topics relevant 
from the sustainability perspective by the 
ESG Team. To select its content, we also kept 
in mind our internal policies and strategies 
as well as information relevant to customers’ 
tender requirements. The selection of topics 
for reporting was approved by the Company’s 
Management Board. Additional information on 
the process of defining material aspects and 
the list of material aspects are presented in 
the subsections: Stakeholders and Stakeholder 
Relations, Selection of Material Topics for 
Reporting, and Materiality Matrix. 
The members of the Company’s Management 
Board and Supervisory Board have reviewed this 
Report and approved the contents presented 
therein.
Solaris Bus & Coach sp. z o.o. reports on an 
annual basis. As at the date of this Report, the 
Company is not required to report and does 
so voluntarily. Solaris’ previous Sustainability 
Report, for 2021, was published on 7 September 
2022. During the 2022 reporting period, there 
were no significant changes from the previous 
reporting period.
The publication is the outcome of the work of 
employees representing various departments 
of Solaris Bus & Coach sp. z o.o and individual 
subsidiaries in the Solaris Group with the 
support of representatives of the CAF Group.  
We would like to thank everyone involved for 
their contribution to this publication!
About the Report
Contact regarding the Report:
E-mail: esg@solarisbus.com
Weronika Krzywicka-Styzińska
ESG Project Coordinator
ESG Department
Phone: +48 691 997 894
E-mail: weronika.krzywicka-styzinska@solarisbus.com
Ewa Wojtysiak
ESG Specialist
ESG Department
Phone: +48 697 950 739
E-mail: ewa.wojtysiak@solarisbus.com

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About 
the Report
Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI Index
GRI
Disclosure title
Location of solaris response
Page
2-1
Organizational details
Solaris Group
8
2-2
Entities included in the organization’s sustainability reporting
Solaris Group
8
2-3
Reporting period, frequency and contact point
About the Report
69
2-4
Restatements of information
About the Report
69
2-5
External assurance
About the Report
69
2-6
Activities, value chain and other business relationships
Solaris Group
7
2-7
Employees
Social responsibility
54
2-9
Governance structure and composition
Solaris Group
9
2-10
Nomination and selection of the highest governance body
Solaris Group
9
2-11
Chair of the highest governance body
Solaris Group
9
2-26
Mechanisms for seeking advice and raising concerns
Responsible governance
21
2-27
Compliance with laws and regulations
Responsible governance
46
2-28
Membership associations
Solaris Group
13
2-29
Approach to stakeholder engagement
Solaris Group
15
3-1
Process to determine material topics
Solaris Group
16
3-2
List of material topics
Solaris Group
16
GRI
Disclosure title
Location of solaris response
Page
3-3
Management of material topics
Sustainable product
27
201-1 Direct economic value generated and distributed
Solaris Group
10
201-2
Financial implications and other risks and opportunities due  
to climate change
Responsible governance,  
Sustainable production
22, 42
201-3 Defined benefit plan obligations and other retirement plans
Social responsibility
58
201-4 Financial assistance received from government
Sustainable product
32-33
3-3
Management of material topics
Social responsibility
59-60, 62
202-1 Ratios of standard entry level wage by gender compared  
to local minimum wage
Social responsibility
62
203-2 Significant indirect economic impacts
Sustainable product, 
Social responsibility
27, 59-60, 
63
3-3
Management of material topics
Sustainable production
51
204-1 Proportion of spending on local suppliers
Sustainable production
51
3-3
Management of material topics
Responsible governance
20
205-2 Communication and training about anti-corruption policies 
and procedures
Responsible governance
20

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Social 
responsibility
Sustainable 
product
Solaris 
Group
Responsible 
governance
GRI
Disclosure title
Location of solaris response
Page
205-3 Confirmed incidents of corruption and actions taken
In 2022, no case of corruption 
was reported.
-
3-3
Management of material topics
Responsible governance
20
206-1 Legal actions for anti-competitive behavior, anti-trust, 
and monopoly practices
Responsible governance
20
3-3
Management of material topics
Responsible governance
23-24
207-1 Approach to tax
Responsible governance
23
207-2 Tax governance, control, and risk management
Responsible governance
23-24
207-3 Stakeholder engagement and management of concerns 
related to tax
Responsible governance
24
3-3
Management of material topics
Sustainable product, Sustainable 
production
38, 42
301-1 Materials used by weight or volume
Sustainable production
43
301-2
Recycled input materials used
Sustainable production
43
301-3 Reclaimed products and their packaging materials
Sustainable product
38
GRI
Disclosure title
Location of solaris response
Page
3-3
Management of material topics
Sustainable production
42
302-1 Energy consumption within the organization
Sustainable production
46
302-3 Energy intensity
Sustainable production
46
302-4 Reduction of energy consumption
Sustainable production
46
302-5
Reductions in energy requirements of products and services
Sustainable product
37
3-3
Management of material topics
Sustainable production
42
303-2 Management of water discharge-related impacts
Sustainable production
51
303-3
Water withdrawal
Sustainable production
51
3-3
Management of material topics
Sustainable production
42
304-1
Operational sites owned, leased, managed in, or adjacent to, 
protected areas and areas of high biodiversity value outside 
protected areas
Sustainable production
42
3-3
Management of material topics
Sustainable production
45
305-1
Direct (Scope 1) GHG emissions
Sustainable production
45
305-2
Energy indirect (Scope 2) GHG emissions
Sustainable production
45

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Social 
responsibility
Sustainable 
product
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governance
GRI
Disclosure title
Location of solaris response
Page
305-3
Other indirect (Scope 3) GHG emissions
Sustainable production
45
305-4
GHG emissions intensity
Sustainable production
45
305-5
Reduction of GHG emissions
Sustainable production
45
3-3
Management of material topics
Sustainable production
42, 47
306-1 Waste generation and significant waste-related impacts
Sustainable production
47
306-2 Management of significant waste-related impacts
Sustainable production
47
306-3 Waste generated
Sustainable production
49
306-4 Waste diverted from disposal
Sustainable production
50
306-5 Waste directed to disposal
Sustainable production
50
3-3
Management of material topics
Social responsibility
57
401-1 New employee hires and employee turnover
Social responsibility
57
401-2 Benefits provided to full-time employees that 
are not provided to temporary or part-time employees
Social responsibility
58
401-3 Parental leave
Social responsibility
61
3-3
Management of material topics
Social responsibility
64
403-1 Occupational health and safety management system
Social responsibility
64
GRI
Disclosure title
Location of solaris response
Page
403-2 Hazard identification, risk assessment, and incident  
investigation
Social responsibility
65
403-3
Occupational health services
Social responsibility
67
403-4 Worker participation, consultation, and communication  
on occupational health and safety
Social responsibility
65
403-5 Worker training on occupational health and safety
Social responsibility
65, 67
403-6 Promotion of worker health
Social responsibility
67
403-7 Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships
Social responsibility
64-65
403-8 Workers covered by an occupational health 
and safety management system
Social responsibility
64
403-9 Work-related injuries
Social responsibility
65-66
403-10 Work-related ill health
Social responsibility
65-66
3-3
Management of material topics
Social responsibility
59
404-1 Average hours of training per year per employee
Social responsibility
59
404-2 Programs for upgrading employee skills and transition  
assistance programs
Social responsibility
59-60
404-3 Percentage of employees receiving regular performance  
and career development reviews
Social responsibility
59-60

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Social 
responsibility
Sustainable 
product
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Group
Responsible 
governance
GRI
Disclosure title
Location of solaris response
Page
3-3
Management of material topics
Social responsibility
54, 62
405-1 Diversity of governance bodies and employees
Social responsibility
56
405-2 Ratio of basic salary and remuneration of women to men
Social responsibility
62
3-3
Management of material topics
Social responsibility
54
406-1 Incidents of discrimination and corrective actions taken
In 2022, no case of discrimination 
was reported.
–
3-3
Management of material topics
Sustainable production
42
413-2 Operations with significant actual and potential negative  
impacts on local communities
Sustainable production
42, 47, 48
3-3
Management of material topics
Sustainable product
36
416-1 Assessment of the health and safety impacts of product  
and service categories
Sustainable product
39
3-3
Management of material topics
Responsible governance
25
418-1 Substantiated complaints concerning breaches of customer  
privacy and losses of customer data
Responsible governance
25

2022 Solaris Sustainability Report
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Group
Sustainable 
production
Responsible 
governance
Social 
responsibility
Sustainable 
product
About 
the Report
www.solarisbus.com