Acting responsibly
Making an impact
Sustainability Report 2019

Market
Strategy and 
Governance
Introduction
Environment 
and Climate
Employees
Quality of Life
Appendix
Contents
09
64
80

43

26
Contents
Introduction
03	
Foreword des Vorstand
04	
About this report
06	
Profile of BayWa
Strategy and Governance
10	
Sustainability approach of BayWa
17	
Binding values
18	
Good Corporate Governance
20	
Compliance and anti-corruption
24	
Dialogue with stakeholders
Market
27	
Business development and performance
31	
Procurement
33	
Value chain overview
40	
Protecting human rights across the 
supply chain
Environment and Climate
44	
Environmental management
45	
BayWa climate strategy
50	
Energy consumption and greenhouse 
gas emissions
57	
Transport and logistics 
61	
Waste and waste water
Employees
65	
Human resources strategy
68	
Inclusion & Diversity
74	
Training and education
77	
Occupational health and safety
Quality of Life
81	
Product responsibility
86	
BayWa Foundation and sponsorships
Appendix
90	
BayWa sustainability objectives
91	
Assurance Statement
94	
GRI Content Index 
101	 Imprint
BayWa AG  Sustainability Report 2019
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Contents

Market
Strategy and  
Governance
Contents
Environment  
and Climate
Employees
Quality of Life
Appendix
Introduction
Dear Readers,
The issue of climate protection has never been so present in our 
minds. It is becoming increasingly clear, all over the world, that we 
must act now to preserve the foundations of our livelihoods.
As an internationally operating business in the energy, agriculture 
and building materials industries, BayWa is affected by climate 
change in many ways. That is why we want to make a particular 
impact through our actions – true to the title of this year’s Sustain­
ability Report. Last year we took a close look at the effects of our 
business and adjusted our key fields of action in view of the United 
Nations’ Sustainable Development Goals. Climate protection 
remains a key focal point. But we also want to make our supply 
chains more sustainable and raise awareness of diversity and 
broaden knowledge of sustainability throughout our company.
Our climate strategy, which we resolved in 2018 with the aim of 
ensuring that we are carbon-neutral by 2030, is already having a 
significant effect. In order to achieve our aim, this year we commit­
ted to covering our entire electricity supply through renewable 
sources Group-wide by the end of 2020. The issue of sustainability 
is also becoming increasingly important on the stock market, too. 
One example of this was the significant oversubscription of our 
green bond issued in mid-June 2019. This shows that investors 
view BayWa as a solid and attractive investment and trust the com­
pany to continue the BayWa r.e. success story.
 
We also want to make an impact when it comes to diversity. As an 
international company, we know that diversity in gender, beliefs, 
age and background has a positive effect on the corporate culture 
and opens the door to more creative solutions and better results – 
and this too is a contribution to sustainability. In 2019, we signed 
the Diversity Charter and committed to promoting and embracing 
diversity throughout the company.
This report shows how we were able to make an impact for more 
sustainability in the previous year. It draws on management con­
cepts to show how we act and details performance indicators to 
demonstrate what specific effects our actions are having. We are 
convinced that one of the ways a company can express its reliabil­
ity is through transparency, whether it be to employees, custom­
ers, partners, society or policymakers.
I would like to thank all of our employees for their dedication to 
sustainability, day in, day out, which makes an impact at many levels 
of the company. And I would also like to call on all of our partners, 
customers and suppliers to join us in making sustainability a reality.
Best regards,

Prof. Klaus Josef Lutz
Chief Executive Officer of BayWa AG
Foreword des Vorstand
Prof. Klaus Josef Lutz
Chief Executive Officer of BayWa AG
Introduction
BayWa AG  Sustainability Report 2019
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Introduction  Foreword

Market
Strategy and  
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Environment  
and Climate
Employees
Quality of Life
Appendix
Introduction
With its sixth Sustainability Report, BayWa gives an account of 
how it puts its corporate responsibility into practice. The report 
describes the impact of the company’s operations on the environ­
ment and society, documents key figures and presents objectives 
and measures that BayWa uses to manage its sustainability-related 
activities. The reporting period is the financial year 2019 (1 January 
to 31 December). Where available, data from the previous year is 
included for comparison. Reporting is carried out annually. The next 
Sustainability Report is scheduled for publication in April 2021. 
Framework, review and non-financial report
[ The BayWa Sustainability Report 2019 was prepared in accord­
ance with the Core option of the Global Reporting Initiative (GRI) 
Standards. It complies with these standards to ensure international 
comparability. The report implements the requirements of the 
German CSR-Richtlinie-Umsetzungsgesetz (CSR directive 
implementation act – CSR-RUG) and contains the separate non-
financial report for the Group pursuant to Section 315b of the 
German Commercial Code (HGB), which has been combined with 
the non-financial report of the parent company pursuant to Section 
289b of the German Commercial Code (HGB) (hereinafter: Non-
Financial Group Report). This Non-Financial Group Report con­
sists of the sections referenced in the overview on page 15 and 
other disclosures. The relevant content was subject to a limited 
review by an independent auditing firm and is reported accordingly 
(see page 15). The auditing company reported its findings to the 
Supervisory Board. ] 
 The Supervisory Board reviewed and 
approved the Non-Financial Group Report on the basis of these 
findings.
Determining the content of the report, scope and coverage 
of key performance indicators
[ The content to be included in the report was determined by way 
of a materiality analysis conducted in 2019 and based on the UN 
Sustainable Development Goals (SDGs), and more specifically the 
business themes (or simply “themes”) of the SDGs. The themes 
developed by the Global Reporting Initiative (GRI), the UN Global 
Compact and the World Business Council for Sustainable Develop­
ment (WBCSD) are geared towards making it easier for businesses 
to operationalise the SDGs.
The business themes identified as material have been allocated to 
corresponding topics and disclosures according to GRI standards 
(see page 14). Since 2018, BayWa has reported in its Non-Financial 
Group Report pursuant to the CSR-RUG as part of its Sustainability 
Report. The content for the Non-Financial Group Report was deter­
mined by assessing the understanding of the business performance, 
business results and the company’s position, as well as the BayWa 
Group’s impact on the non-financial aspects (see page 13).
About this report
102-45, 102-46, 102-49 


Information marked with this symbol in 
the report is part of the Non-Financial 
Group Report and was subject to a 
limited review by an independent 
auditing firm in 2019.
[  ] 

BayWa AG  Sustainability Report 2019
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Introduction  About this report

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Strategy and  
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Employees
Quality of Life
Appendix
Introduction
Besides the parent company, BayWa AG, the BayWa Group com­
prises 223 1 fully consolidated Group companies (as at 30 Septem­
ber 2019). The general statements in the management approaches 
in this report and the performance indicators pursuant to the Ger­
man CSR-Richtlinie-Umsetzungsgesetz (CSR directive implemen­
tation act – CSR-RUG) relate to the whole Group (see overview 
table, page 15). Differing approaches, guidelines, structures and pro­
cesses at subsidiaries are described in the text. ] 
[ In preparing the Sustainability Report 2019, some data relating to 
2018 was improved retroactively, allowing more detailed informa­
tion to be provided for selected key figures at the BayWa Group. In 
addition, emissions factors were standardised in the reporting 
year. As a result, the statistics in the “Energy consumption and 
greenhouse gas emissions” and “Transport and logistics” sections 
contain discrepancies compared to the figures in the Sustainability 
Report 2018. Therefore, greenhouse gas emissions in 2019 are not 
comparable with the greenhouse gas emissions presented in the 
Sustainability Report 2018. As in the previous year, some informa­
tion had to be completed using estimates. In the reporting year, 
around 0.2% of Group-related information was reported using 
projections.
Further reformulations due to adjustments, retrospective recogni­
tions or changed data collection deviating from previous reports 
are included as footnotes and explained. ] 
 There were no relevant 
year-on-year changes at the company or in its supply chain.
Note from the editor
Gender-neutral wording has been used for reasons of legibility. 
The editorial deadline was 6 March 2020. The Sustainability Report 
is available in German and English.
Sustainability Report in German
102-48
1 The number of fully consolidated companies reported in financial reporting may deviate from the number reported here.
BayWa AG  Sustainability Report 2019
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Employees
Quality of Life
Appendix
Introduction
The things that are important to people across the world – healthy 
nutrition, climate protection and sustainability – are reflected in 
BayWa’s business model. Since its founding in 1923, the company 
has focused on basic human needs. As a trading, logistics and ser­
vices group with international operations in the energy, agriculture 
and building materials businesses, BayWa helps to responsibly 
shape the future of our world. It develops solutions that make agri­
culture more efficient in an environmentally sound way, builds 
plants and systems for renewable energies and helps power the 
advancement of energy efficiency and healthy housing in the con­
struction sector.
Action driven by values
BayWa’s three core segments – namely the Energy, Agriculture 
and Building Materials Segments – trace their roots back to the 
company’s origins: providing people in rural regions with every­
thing they need. Part of BayWa’s efforts today also include shaping 
the digital transformation, which BayWa aims to do through its 
Innovation & Digitalisation Segment focused on the development 
of new and digital solutions for agriculture. Trust, solidity and in-
novation are hallmarks of how the company does business. These 
core values at BayWa find expression in transparency, social 
responsibility and a commitment to global sustainability goals. The 
Renewable Energies business unit captures the essence of sus­
tainability and has become an integral part of BayWa. It is impos-
sible to imagine BayWa without the ten-year-old and inherently 
sustainable Renewable Energies business unit. To promote healthy 
nutrition, the BayWa Foundation has been supporting sustainable 
education projects around the world for over 20 years. The largest 
shareholders of the company, which has been listed in the Prime 
Standard segment of the Deutsche Börse since 2000, include Bay­
erische Raiffeisen-Beteiligungs- AG, with a 34.61% stake, and Raiff-
eisen Agrar Invest AG, with a 25.14% stake. A further 40.25% of 
shares are free float.
There for our customers around the globe
BayWa’s roots are found in agricultural cooperative trading in 
Bavaria. Nowadays, the Group coordinates some 3,000 locations 
in 45 countries from its headquarters in Munich. In 2019, the com­
pany generated €17.1 billion in revenues with a workforce of 20,766 
employees. Its business focus is on Europe, but BayWa has also 
established an international trade and procurement network by 
maintaining important activities in the US and New Zealand and 
business relations from Asia to South America. The share of rev-
enues generated abroad stood at 56.7% in 2019. Tapping into fur­
ther promising foreign markets is part of the growth strategy. A 
dense sales network and comprehensive digital offerings bring 
BayWa’s products and services into remote regions as well. Cus­
tomers – particularly farmers and foresters, consumers, industry, 
municipalities, commercial enterprises and trading companies – 
can rely on the expertise of BayWa’s employees and the manufac­
turer-independent product range from more than 77,000 suppliers.
Profile of BayWa
See also Consolidated Financial  
Report Statements
2018
2019
0
10
5
15
20
BayWa Group revenues
(in € billion)

16.6

17.1
2018
2019
0
150
100
200
BayWa Group EBIT
(in € billion)

172.4

188.4
Shares ¹
Agriculture: 66%
Energy: 24%
Materials: 10%
1	 Figures rounded; revenues attributable to 
the Innovation & Digitalisation Segment 
and other activities  < 1%
BayWa AG  Sustainability Report 2019
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Introduction  Profile of BayWa

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Appendix
Introduction
Segments for growing needs
In the Agriculture Segment, BayWa covers nearly the entire value 
chain in agriculture by combining local presence – in the provision 
of agricultural inputs such as seed and fertilizers, as well as har­
vest recording activities – with international reach in terms of trade 
in and logistics for agricultural products, machinery and services. 
BayWa operates in both the northern and southern hemispheres 
with its Global Produce business unit. It markets a diverse range of 
products worldwide: from pome fruit to tropical fruits right up to 
select vegetable types. In the fields of agricultural equipment, 
BayWa supplies the whole spectrum of machines, devices and 
systems, along with the corresponding services, as a sales partner 
to renowned manufacturers.
In the Conventional Energy business unit, the company markets 
heating oil, wood pellets, fuels and lubricants, predominantly in 
Germany and Austria. BayWa is a major international player in the 
future market of renewable energies.   
It has systematically tapped into the wind, solar and biomass value 
chain through BayWa r.e. renewable energy GmbH (BayWa r.e.) 
and established a presence in key markets around the world. 
This includes project business surrounding the planning, project 
management and construction of wind and solar energy plants, 
energy trade and trade in components and systems for photovol­
taic plants.
In its core regions of southern and eastern Germany and Austria, 
the Building Materials Segment markets and sells an entire range 
of building materials, from construction, civil engineering and 
extensions, to renovations, modernisation, gardening and land­
scaping.
Through its Innovation & Digitalisation Segment, BayWa develops 
and markets digital products and services for enhancing product-
ivity in agriculture. It also pools the BayWa Group’s e-commerce 
activities in the BayWa Portal.
2018
2019
0
5.0
2.5
7.5
BayWa AG revenues
(in € billion)

4.9

5.1
2018
2019
0
75
25
50
100
EBIT BayWa AG
(in € billion)

62.2

56.1
Shares ¹
Agriculture: 50%
Energy: 24%
Materials: 26%
1	 Figures rounded; revenues attributable to 
the Innovation & Digitalisation Segment 
and other activities < 1%
BayWa AG  Sustainability Report 2019
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Introduction  Profile of BayWa

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Appendix
Introduction
BayWa Group
Agriculture
BAST 
(BayWa Agri Supply & Trade) 
International trade in products, 
supply chain management
Global Produce
Trade in fruit, cultivation 
and marketing of select 
vegetable types
Agri Trade & Service
Recording, trade in 
agricultural inputs and 
products, logistics
Agricultural Equipment
Trade in agricultural machinery, 
service and repairs
Energy
Renewable Energies 
Project planning, services, 
energy trade, PV trade, energy 
solutions
Conventional Energy 
Mobility solutions, trade 
in heating fuels, fuels and 
lubricants
Building Materials
Building Materials
Trading activities for building 
materials, services, system 
solutions
Innovation & Digitalisation
Digital Farming and eBusiness
Development and sales of 
digital solutions for agriculture, 
BayWa Portal
BayWa AG  Sustainability Report 2019
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Strategy and 
Governance
› Sustainability approach of BayWa
› Binding values
› Good Corporate Governance
› Compliance and anti-corruption
› Dialogue with stakeholders
As an international company with cooperative roots, BayWa understands 
that long-term success is only possible with a responsible approach 
to people and natural resources. BayWa’s trusting relationships with 
customers, employees, investors and suppliers are based on this 
understanding and are shaped by the brand values trust, solidity and 
innovation. The UN Sustainable Development Goals guide the company 
towards long-term success. Respecting moral and legal principles and 
the binding company values are the basis for our cooperation at BayWa. 
BayWa is in constant dialogue with its stakeholders so that it continues 
to develop. 
Strategy and 
Governance
09
BayWa AG  Sustainability Report 2019
Strategy and Governance

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Strategy and 
Governance
Tradition and innovation shape BayWa’s understanding of sustain­
ability and of itself as a company. The company has always com­
bined solid, profitable growth with a focus on the interests of future 
generations. BayWa’s trusting relationships with customers, 
employees, investors and suppliers are shaped by its origins as a 
cooperative. These relationships depend on its brand values: trust, 
solidity and innovation. The sustainability strategy’s four fields of 
action (see adjacent diagram) allow BayWa to balance its economic, 
environmental and social activities.
With its four goals – sustainable business practices, conserving 
resources, working in partnership and creating quality of life – 
BayWa’s sustainability strategy determines the general direction 
of the Group. The sustainability strategy of New Zealand subsidiary 
T&G Global is also based on these goals. Since 2018, T&G 's strategy 
has been based on the concept of Kaitiakitanga, the Maori word for 
guardianship and protection, which covers a wide variety of eco­
logical and social aspects. This includes minimising waste, using 
responsible packaging, sustainable cultivation methods, responsible 
procurement and conserving and protecting biodiversity. T&G 
Global’s sustainability strategy seizes on the corporate goals while 
addressing regional expectations and key challenges specific to its 
business.
Sustainability approach of BayWa
102-40, 102-42, 102-44, 102-46
Sustainability at BayWa
BayWa’s sustainability objectives
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Strategy and 
Governance
Materiality analysis
[ In the reporting period, BayWa reviewed its materiality analysis 
from 2016, once again focusing on the United Nations’ Sustainable 
Development Goals (SDGs). This process also involved BayWa 
changing the methods applied in the analysis in order to come up 
with a materiality analysis that corresponds to the requirements of 
the CSR-Richtlinie-Umsetzungsgesetz (CSR directive implemen­
tation act – CSR-RUG) and the Global Reporting Initiative (GRI) 
standards.
Specifically, BayWa assessed its material topics relating to the 
contribution it can make to achieving SDGs and analysed the risks 
and opportunities that arise in relation to this. At the same time, 
stakeholders were asked to complete an online survey to provide 
their assessment of what topics are relevant to BayWa and where 
the company may have negative impacts on the environment, 
employees and society as a whole.
BayWa based this materiality analysis on the SDG business themes. 
These themes have been developed by the GRI, the UN Global 
Compact and the World Business Council for Sustainable Develop­
ment (WBCSD) to provide companies with assistance when it 
comes to implementing SDGs. They help to measure, manage and 
communicate a company’s contribution.
First of all, BayWa’s sustainability steering committee assessed 
the relevance on a scale of one to five of 89 defined themes, each 
allocated to the 17 SDGs when it comes to BayWa’s business oper-
ations. This resulted in 20 themes considered to have above-
average relevance to BayWa. With the help of an external modera­
tor, the 20 themes were then discussed in the sustainability steering 
committee and assessed in terms of their risks and opportunities 
102-46
Kaitiakitanga – T&G’s award-winning 
sustainability strategy 


T&G Global, the New Zealand subsidiary of Global Produce, 
was singled out for its sustainability strategy “Kaitiakitanga”. 
The company was presented with the Sustainability award by 
Countdown, one of the leading retail companies in New 
Zealand.
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Strategy and 
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its Sustainability Report, the requirements of the CSR-Richtlinie-
Umsetzungsgesetz (CSR directive implementation act – CSR-
RUG) must also be taken into account as part of the materiality 
analysis in 2019. All themes have therefore also been reviewed in 
terms of their importance to the understanding of business perfor­
mance, business results and the company’s position (or simply 
“business relevance”) and their impacts on the environment, 
employees, society, respecting human rights and efforts to fight 
corruption and bribery (non-financial aspects pursuant to the Ger­
man CSR-Richtlinie-Umsetzungsgesetz (CSR directive implemen­
tation act – CSR-RUG). The sustainability steering committee has 
defined a number of themes to focus the management of business 
where BayWa considers there to be a particularly significant impact 
on non-financial aspects and significant business relevance.
The overview on page 15 shows the material business themes of 
the SDGs, the associated aspects and matters as defined in the 
German CSR-Richtlinie-Umsetzungsgesetz (CSR directive imple­
mentation act – CSR-RUG) and the underlying performance indi­
cators. Compared to the previous year’s report, the indicators 
“Waste generated” and “Occupational accidents” are now no longer 
considered significant performance indicators as per the definition 
of the German CSR-Richtlinie-Umsetzungsgesetz (CSR directive 
implementation act – CSR-RUG), but do remain important. This 
change reflects the current sustainability context at BayWa, in which 
other themes have come to the forefront (see table on page 15, 
column 2). BayWa AG is working towards defining significant per­
formance indicators that aim to operationalise associated matters 
and make them controllable. ] 
and potential negative impacts on non-financial aspects in accord­
ance with the German CSR-Richtlinie-Umsetzungsgesetz (CSR 
directive implementation act – CSR-RUG). The purpose of doing 
so was to review the strategic focus and also define material 
information for the implementation of the German CSR-Richtlinie-
Umsetzungsgesetz (CSR directive implementation act – CSR-RUG).
Besides internal viewpoints, this also involved gathering the 
opinions of BayWa stakeholders, particularly customers, suppliers, 
employees, investors and service providers. Experience shows 
that these groups have the biggest impact on the company. They 
were requested to participate in an online stakeholder survey 
covering a total of 20 themes, their relevance to BayWa and their 
potential negative impacts on the environment, employees and 
society.
The results (see figure on page 13) have formed the foundations 
of sustainability management at BayWa ever since and help to 
hone in on potential courses of action to achieve the SDGs. In the 
future, BayWa intends to ramp up its efforts to implement these 
courses of action. That is also why annual reporting in accordance 
with the GRI standards is geared towards the material topics and 
shows progress in pursuing the SDGs. ] 
Implementation of the CSR-Richtlinie-Umsetzungsgesetz 
(CSR directive implementation act – CSR-RUG)
[ Given that BayWa AG has published its Non-Financial Group 
Report pursuant to the CSR-Richtlinie-Umsetzungsgesetz (CSR 
directive implementation act – CSR-RUG) since 2018 as part of 
102-46
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Strategy and 
Governance
1	 A significance threshold was introduced to focus the management of business through performance indicators.
Effects on the environment, employees and society
Investment in
infrastructure
Investments in climate 
adjustments to 
strengthen resistance 
against natural disasters
Managing risks and 
opportunities due to 
climate change
Sustainable 
procurement
Food labelling, quality and stable prices
Equal remuneration for men and women
Healthy and affordable food
Diversity and equal opportunity 
Non-discrimination
Employee development
Availability of skilled workforce 
Compliance with laws and regulations 
Conservation of natural habitats
Innovative solutions for clean energy technology
Efficient energy supply 
from renewable energies
Food security 
through sustainable 
agriculture
Resource efficiency 
of products and 
services
Reducing energy 
consumption and 
greenhouse gas 
emissions
Occupational health and safety
Economic inclusion of marginalised groups
5.0
4.0
6.0
5.0
6.0
7.0
7.0
8.0
8.0
9.0
Stakeholder relevance
Results of the materiality analysis
102-46, 102-47
Level of business relevance
Significant business relevance 1
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Strategy and 
Governance
• Compliance with laws and regulations

• Anti-corruption (i, o) • Environmental compliance (i, o) • Indirect economic 
impacts (i, o) • Socioeconomic compliance (i, o) • Anti-competitive behaviour (i) 
• Public policy (i) • Customer health and safety (i, o) • Marketing and labelling (i, o)
• Human rights assessment (o) • Local communities (o) • Non-discrimination (i, o)
• Supplier social assessment (o)
• Sustainable procurement
• Resource efficiency of products and services

• Emissions (i, o) • Energy (i, o) • Environmental compliance (i, o) • Procurement 
practices (o) • Marketing and labelling (i, o) • Materials (o), Effluents and waste (i, o) 
• Supplier environmental assessment (o) • Supplier social assessment (o)
• Conservation of natural habitats

• Procurement practices (o) • Environmental compliance (i, o) • Emissions (i, o)
• Materials (a) • Energy (i, o) • Waste and waste water (i, o) • Environmental 
assessment of suppliers (a)
• Healthy and affordable food
• Food labelling, quality and stable prices
• Food security through sustainable agriculture

• Indirect economic impacts (i, o) • Marketing and labelling (i, o) • Local 
communities (o) • Procurement practices (o) • Customer health and safety (i, o) 
• Healthy and affordable food (o) • Economic performance (i, o) • Energy (i, o) 
Supplier environmental assessment (o) 
• Occupational health and safety

• Indirect economic impacts (i, o) • Emissions (i, o) • Effluents and waste (i, o) 
• Marketing and labelling (i, o) • Customer health and safety (i, o) • Occupational 
health and safety (i)
• Equal remuneration for men and women
• Diversity and equal opportunity
 

• Procurement practices (o) • Diversity and equal opportunity (i) • Employment (i) 
• Training and education (i) • Economic performance (i, o) • Indirect economic 
impacts (i, o) • Non-discrimination (i, o) • Supplier social assessment (o)
Material themes for the strategy and report
based on the business themes of the UN Sustainable Development Goals (SDGs) 1, 2
1 The following SDGs are not considered material for BayWa: Clean Water and Sanitation; Quality Education; Sustainable Cities and Communities; Reduce Inequality within and among Countries; No Poverty; Life Below Water; Partnerships to achieve the Goals. For information on the 
methodology, see pages 11–13.
2 Source: UN Sustainable Development Goals, UN Guidelines for Use of SDG logo and 17 icons; German translation: United Nations Information Service, Vienna
3 Significant within (i) or outside (o) the organisation; attribution based on: Linking the SDGs and GRI; attribution to multiple categories possible
• Business themes  • GRI topics ³
102-46, 102-47
• Managing risks and opportunities due to climate change
• Reducing energy consumption and greenhouse gas 
emissions
• Investments in climate adjustments to strengthen 
resistance against natural disasters 
• Efficient energy supply from renewable sources
• Innovative solutions for clean energy technology

• Energy (i, o) • Emissions (i, o) • Materials (o) • Effluents 
and waste (i, o) • Environmental compliance (i, o) • Economic 
performance (i, o) • Indirect economic impacts (i, o) • Supplier 
environmental assessment (o)
• Availability of skilled workforce
• Economic inclusion of marginalised groups
• Non-discrimination
• Employee development

• (i) Procurement practices (o) • Economic performance (i, o) • Market presence 
(i, o) • Training and education (i) • Employment (i) • Energy (i, o) • Supplier social 
assessment (o) • Non-discrimination (i, o) • Occupational health and safety (i) 
• Materials (o)
• Investments in infrastructure

• Indirect economic impacts (i, o)
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Strategy and 
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SDG
Themes with significant importance to the understanding 
of business performance, the business results and the 
position of the company, as well as impacts on the aspects 
pursuant to the German CSR-Richtlinie-Umsetzungsgesetz 
(CSR directive implementation act – CSR-RUG)
Aspects pursuant to the 
German CSR-Richtlinie-
Umsetzungsgesetz (CSR 
directive implementation 
act – CSR-RUG) 
Corresponding
areas
Significant performance indicators
Sections and page numbers in the 
Sustainability Report
Framework used p 4; business model pp 6 – 8; 
process and findings of the identification of aspects 
and risks to be reported pp 11 – 15
Reducing energy consumption and greenhouse gas 
emissions 
Environmental 
concerns 
Energy and 
emissions
Energy consumption and greenhouse gas emissions 
from energy consumption
pp 50 – 56
Managing risks and opportunities due to climate change 
Environmental 
concerns; 
social concerns 
Energy and 
emissions
Not yet defined
pp 50 – 56
Innovative solutions for clean energy technology 
Environmental 
concerns 
Energy and 
emissions
Not yet defined
pp 50 – 56
Efficient energy supply from renewable sources 
Environmental 
concerns
Energy and 
emissions
Not yet defined
pp 50 – 56
Resource efficiency of products and services 
Environmental 
concerns
Transport and 
logistics
Greenhouse gas emissions from transports with own 
and leased vehicles (Scope 1) 
pp 57 – 59
Sustainable procurement 
Respecting 
human rights 
Procurement
Not yet defined
pp 31/32
Food security through sustainable agriculture 
Social concerns 
Product 
responsibility
Not yet defined
pp 81 – 85
Healthy and affordable food 
Social concerns 
Commitment to 
healthy eating
Number of campaign days to promote healthy eating 
pp 86 – 89
Diversity and equal opportunity 
Employee concerns
Inclusion & 
Diversity
Women in management positions 
pp 68/69 and 72/73
Availability of skilled workforce
Employee concerns
Training and 
education
Training hours per employee
pp 74 – 76
Employee development
Employee concerns
Training and 
education
Training hours per employee
pp 74 – 76
Compliance with laws and regulations
Efforts to fight 
corruption and bribery 
Compliance
Number of employees who received trainings
p 23
102-46
The separate Non-Financial Report pursuant to Section 315b German Commercial Code (HGB) of BayWa Aktiengesellschaft, Munich, which was combined with the Non-Financial Report 
pursuant to Section 289b German Commercial Code (HGB) of BayWa Aktiengesellschaft, Munich, comprises the sections and other information listed below. These sections and other 
information have been marked in the Sustainability Report using green square brackets and a green tick at the end of the closing bracket and have been subject to a limited review by Deloitte.
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Employees
Quality of Life
Appendix
Strategy and 
Governance
Negative impacts
[ Upon review of the twelve significant business issues as identified 
with regard to potential negative impacts on the environment, 
employees, society and human rights, BayWa came to the conclu­
sion that although the company may have a negative impact in 
these respects in its role as a major player in the market, the 
impacts should not be classified as severe in all cases. Risks to be 
reported pursuant to Section 289c para. 3 of the German Com­
mercial Code (HGB) therefore do not exist at the present time. 
Details on existing risks can be found in the Opportunity and Risk 
Report in the consolidated management report. ] 
Sustainability organisation within the Group
[ Corporate Sustainability at BayWa Group headquarters manages 
and develops this theme company-wide and reports directly to the 
Chief Executive Officer. The division is supported in its work by the 
sustainability steering committee, which is made up of representa­
tives from the central organisational units, all business units and 
the reporting subsidiaries. It meets at least twice a year. All business 
units and companies included in this report have permanent con­
tacts for matters relating to sustainability (see adjacent diagram).
All fully consolidated companies of the BayWa Group were 
included in the non-financial reporting pursuant to the German 
CSR-Richtlinie-Umsetzungsgesetz (CSR directive implementation 
act – CSR-RUG) for the first time in the past reporting year (as at 
30 September 2019). ] 
CEO
• Responsible for sustainability strategy
• Decision-making authority
• Budget release
Sustainability steering committee
Subsidiaries
Business units
Central Group organisational units
• Monitoring of goal implementation
• Recommendations regarding strategy 
development
Project managers
Data managers
• Implementation of sustainability goals
• Report to Corporate Sustainability
• Coordination of sustainability data within the 
organisational units
• Provision of data via sustainability software
Operative level
Corporate Sustainability
Sustainability coordinators (within corporate divisions)
• Management, coordination and implementation of the 
sustainability and climate strategy
• Coordination of sustainability steering committee
• Preparation of Sustainability report
• Main contact person for sustainability in 
the divisions
• Coordination, management and implementation of the 
sustainability goals
• Data collection for the Sustainability report
Sustainability management
Organisational structure Sustainability, BayWa Group
102-46
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Strategy and 
Governance
Binding values
The claim 
“United for success.” 
is an expression of the core element 
of the BayWa brand. After all, BayWa 
can only act responsibly if it embraces 
unity on social, ecological and 
economic targets.
The BayWa brand
As a company with cooperative roots, responsible and sustainable 
action has always been instrumental at BayWa. The company’s 
brand concept allows it to present employees, customers, the 
capital market and the general public with a uniform and reliable 
image of what it stands for: trust, solidity and innovation. BayWa 
expresses the core element of its brand through the claim “United 
for success.”. After all, BayWa can only act responsibly if it embraces 
unity on social, ecological and economic targets. Specifically, being 
united at BayWa means:
•	 Pulling together
•	 Finding solutions
•	 Taking responsibility
•	 Performing at our best
•	 Having the right attitude
•	 Being flexible
•	 Thinking globally – but feeling at home

The Group-wide Code of Conduct obliges all employees, regard­
less of the organisational unit, region or hierarchical level, to dis­
play integrity and ethically and legally impeccable conduct towards 
suppliers, customers, colleagues and society as a whole. The 
Code of Conduct sets the standards for general business conduct, 
as well as for topics such as legal conformity, the avoidance of 
conflicts of interest, data protection and the protection of human 
rights (see adjacent diagram). It represents the minimum standard 
for all Group companies, both in Germany and abroad. In addition, 
individual companies are also free to implement their own codes 
of conduct. These include the RWA AG Code of Conduct, the 
Cefetra B.V. Employee Manual and Code of Conduct, or "UNSER 
LAGERHAUS" with its Code of Ethics.
Standards of conduct for managers are defined in BayWa’s man­
agement policy. It emphasises managers’ duty to set a good ex-
ample and calls on them to communicate with employees in a clear 
and focused manner, to treat them fairly, to promote a solution-
oriented approach and to develop skills. The Corporate Leadership 
Guide is also available as a practice-oriented brochure and micro­
site on the intranet.
Components of BayWa’s Code of Conduct
Code
of
Conduct
General conduct 
requirements
Lawful
conduct
Avoidance of
conflicts of
interests
Confidentiality
and
data protection
Social and
societal
responsibility
Corporate
responsibility
How to treat
BayWa’s financial 
assets
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Environment  
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Employees
Quality of Life
Appendix
Strategy and 
Governance
Good Corporate Governance
Corporate Governance Report
BayWa AG is an Aktiengesellschaft (publicly listed stock corpora­
tion) subject to codetermination on the basis of parity. For such 
companies, the Gesetz für die gleichberechtigte Teilhabe von 
Frauen und Männern an Führungspositionen in der Privatwirtschaft 
und im öffentlichen Dienst (German equal participation of women 
and men in leadership positions in the private and public sector act 
– FührposGleichberG) stipulates a fixed gender quota of 30% 
women on supervisory boards. BayWa takes this requirement into 
account. On 2 August 2017, the Supervisory Board once again 
complied with the additional legal requirement of setting a target 
for a gender quota for the Board of Management. It set a target 
of 0% for the share of women on the Board of Management by 
30 June 2022.
As a result, a target for women of greater than 0% would compel 
the Supervisory Board to appoint a woman the next time it fills a 
vacancy on the Board of Management, which would limit the 
Supervisory Board’s flexibility with regard to staffing decisions 
and the number of potential candidates.
Beyond the legal requirements, in accordance with its Articles 
of Association, BayWa AG also has a Cooperative Council that 
provides advice on upholding cooperative interests.
 
BayWa regards honest and lawful conduct as a critical prerequisite 
for long-term economic success. With respect to good Corporate 
Governance, the Group uses the recommendations of the German 
Corporate Governance Code (GCGC) and other sources as guides.
Management and control
BayWa AG is headquartered in Munich. As a result, it is subject to 
the provisions set forth in German stock corporation law, accord­
ing to which the Board of Management and the Supervisory Board 
form a dual-tier management and control structure. By cooperat­
ing closely, the two boards ensure sustainable added value.
As at 31 December 2019, the Board of Management consisted 
of five members. It manages the company, develops its strategic 
orientation and ensures implementation. The Board of Manage­
ment is also responsible for risk management and compliance 
and meets at least once a month.
The Supervisory Board represents the company with respect 
to the Board of Management. It appoints Board of Management 
members, monitors them and advises them on how to manage the 
company. In the reporting year, the Supervisory Board comprised 
16 members. In accordance with the German Codetermination Act 
(MitbG), shareholder and employee representatives also sit on 
the Supervisory Board to ensure codetermination on the basis of 
parity. For the purposes of efficient control, the board works in six 
specialised committees.   
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Appendix
Strategy and 
Governance
See also the Remuneration Report 
in the Consolidated Financial Statements
Executive Officer and meets regularly to discuss and assess oper­
ational opportunities and risks. It monitors business development 
at least once each month on the basis of Group-wide financial 
data, and every quarter in the form of a comprehensive business 
review. All business units have risk officers, who are responsible 
for implementing the reporting process.
[ The Board of Management is also responsible for dealing with 
environmental and social risks and opportunities. Sustainability 
management is assigned to the Chief Executive Officer. Since 
2013, reports on the current status of the company’s sustainability 
activities have been made to the entire Board of Management dur­
ing its meetings every six months. The presentation of the imple­
mentation standards for the Group-wide climate strategy and the 
presentation of initial results on dealing with the effects of climate 
change in agriculture were sustainability-related areas of focus in 
the reporting year. ] 
Climate-related opportunities and risks
Climate change is expected to lead to an increase in the frequency 
of extreme weather events with an impact on agricultural trade 
activities and logistics. A long-term shift in climatic conditions 
could fundamentally change global agricultural production and the 
flow of goods. Unforeseeable fluctuations in agricultural recording 
quantities, in some cases significant, constitute a major risk for 
agricultural operations and trade. Uncertainties in planning with 
regard to seasonal capacity utilisation mean a burden for BayWa’s 
regional locations. In logistics, effects such as low water levels 
lead to a shortage of capacities and therefore to rising transport 
costs. By contrast, the growing volatility of market prices for agri­
cultural goods, which leads to an increase in market activity and 
opens the door to leveraging opportunities in agricultural trade, 
has a favourable effect. 
Avoiding conflicts of interest 
Board of Management members are obliged to report potential 
conflicts of interest to the Supervisory Board and other Board of 
Management members without delay. Such conflicts include any 
that could occur due to consultancy or board functions carried out 
for customers or business partners. No acting members of BayWa 
AG’s Board of Management belong to the Supervisory Board.
The remuneration system for the Board of Management, including 
key contractual components, is reviewed by the Supervisory Board 
once a year. Total remuneration consists of a fixed salary, as well 
as short- and long-term variable components. In 2019, total remu­
neration for the Group’s Board of Management amounted to 
€9.4 million (2018: €7.8 million). The remuneration of Supervisory 
Board members is based on their responsibilities and the scope 
of their tasks, as well as the Group’s performance. In 2019, total 
remuneration for the Supervisory Board amounted to €1 million 
(2018: €0.9 million, of which €0.2 million was variable in 2018).
BayWa informs Supervisory Board members of their duties, rights 
and obligations, and of relevant legislative changes throughout the 
year. The Supervisory Board members continue to educate them­
selves independently. The members of the Board of Management 
burnish their qualifications by regularly taking part in conferences 
and symposia.
Management of opportunities and risks
The management of opportunities and risks is an ongoing area 
of entrepreneurial activity, which is necessary to ensure the long-
term success of the Group. It is closely aligned with BayWa’s long-
term strategy and medium-term planning, as well as targets for 
the current financial year. The risk management system is moni­
tored and managed by a Risk Board, which is headed by the Chief 
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Employees
Quality of Life
Appendix
Strategy and 
Governance
Compliance and anti-corruption
Guidelines, structures and processes
Corporate Compliance is responsible for all affiliated companies 
in which the Group holds a majority share and is headed by the 
Chief Compliance Officer, who reports directly to the Chief Execu­
tive Officer.
[ BayWa records compliance risks as part of its risk analyses that 
take place every three years. Compliance risks are recorded and 
assessed both at the level of BayWa AG and at affiliated company 
level, and risk-mitigating measures are incorporated into the man­
agement system. Corporate Compliance’s activities focus on the 
following areas:
•	 Corruption prevention,
•	 antitrust law,
•	 fighting money laundering, ] 
•	 customs/export control and
•	 ensuring data protection

Compliance with regulations in these areas is ensured through 
policies, training workshops, guidance and internal investigations.
Corporate Compliance and Corporate Audit work together closely 
in internal investigations. With regard to the Group-wide imple­
mentation of compliance rules, officers in the business units and at 
Group companies with their own operations assist Corporate 
Compliance by regularly reporting to it.
Compliance violations can have far-reaching consequences − 
for the company and for society. As a result, corruption is a major 
obstacle to development. As a global trading company, BayWa 
also operates in countries that face higher potential for corruption 
and bribery. The associated risks are poorer long-term business 
performance, possible criminal and civil proceedings, the erosion 
of corporate culture and a badly tarnished reputation. That’s why 
lawful conduct is essential to good Corporate Governance.
Compliance audit areas
Audit fields
Antitrust law
Horizontal and vertical relationships (agreements 
among competitors or between suppliers and buyers; 
abuse of dominant position in the market)
Association and regional meetings
Tenders
Anti-corruption
Acceptance and giving of gifts
Events/incentives
Commissioning of agents/advisors
Other
Advertising subsidies
Money laundering
Data protection
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Environment  
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Appendix
Strategy and 
Governance
[ RWA AG has its own compliance management system headed 
by a compliance officer. Both compliance organisations maintain 
close contact.
Since 2015, Corporate Audit has performed Group-wide compliance 
testing in the audit fields listed on page 20. The subsidiaries of 
RWA Group and T&G Global determine the focal points of audits 
independently. ] 
Objectives 
[ The compliance organisation’s principal objective is to avert dam­
age caused by companies’ compliance violations and increase the 
value of BayWa over the long term. Efforts to achieve this include 
the continuous development of existing systems in the areas of 
anti-corruption, antitrust law, money laundering prevention, ] 
 
customs/export controls and data protection.
Furthermore, there are also plans in IT-relevant Group units to 
systematically establish and expand existing ISMSs or ISMSs 
currently in development at companies. Group IT/IT Security is 
also providing support in this area
Customer concerns, comments and complaints that BayWa 
receives in person, by telephone, email, fax or post are forwarded 
directly or through a complaints management system to the depart­
ment responsible. Employees who suspect unlawful practices can 
report their grievances at BayWa AG and the subsidiaries either to 
Corporate Compliance or an external ombudsman. They will look 
into the tip-off and take any necessary action. Employees and 
business partners can also submit reports through an anonymous 
whistleblower system. BayWa provides further information on 
reports on the internet. All tip-offs are treated confidentially in 
accordance with EU minimum standards on the protection of 
whistleblowers.
On 1 January 2019, BayWa AG merged and restructured the Cor-
porate IT Security organisational unit into the newly established 
Chief Information Officer (CIO) organisation Group IT. This step 
was part of the successive introduction of an international security 
management system (ISMS) in other IT-relevant Group units over 
the next few years. BayWa AG is working with IT service provider 
RI-Solution GmbH 1, which is certified according to the interna­
tional ISO 27001 standard and operates an ISMS. One of the require­
ments of the Group guideline on information security is an ISMS at 
IT-relevant companies.
Group IT/IT Security’s activities focus on the preparation of 
Group-wide IT security guidelines, the performance of security 
reviews and audits at companies, training and information courses 
for employee familiarisation and to qualify security officers at 
Group units.
Corporate Compliance’s activities 
focus on preventing corruption, 
antitrust law, combating money 
laundering, customs/export control 
and ensuring data protection.
BayWa whistleblower system
1	 Renamed BayWa IT GmbH from 1 March 2020
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Appendix
Strategy and 
Governance
BayWa will be implementing the following measures over the next 
few years to develop its IT security:
•	 Regular updates of training concepts
•	 Regular updates of guidelines
•	 Performance of regular IT risk analyses
•	 Adjustment or introduction of further processes within the 
scope of the ISMS

[ In accordance with the three core elements of the compliance 
management system – inform, train, advise – BayWa manages to 
establish a common understanding of and familiarisation with 
compliance using targeted communication measures, training 
workshops and online training courses. All relevant information, 
such as guidelines, is available on a dedicated intranet page. 
Compliance training is mandatory for managers and for employees 
who have direct contact with customers, suppliers or competitors, 
and it focuses on issues such as antitrust law, anti-corruption, 
money laundering and data protection. ] 
Measures
[ In the years ahead, BayWa will be taking the following measures 
to further enhance the existing anti-corruption, antitrust and money 
laundering prevention:
•	 Amendment of guidelines, instructions and guidance in line 
with the latest requirements and legal developments
•	 Adjustment and expansion of training concepts in accordance 
with legal developments
•	 Adjustment of required compliance measures in line with the 
Verbandssanktionengesetz (German association sanctions act 
- VerSanG)
•	 Implementation of the requirements of the 5th EU Anti-Money 
Laundering Directive ] 
The following data protection measures are to be implemented
•	 Further development of the data protection management 
system (DMS) in accordance with new legal requirements 
(e.g. handling cookies and the ePrivacy directive)
•	 Inclusion of new companies into the management system 
structures
•	 Group-wide conclusion of the first round of online training 
with subsequent update of training content
•	 Ongoing reviews within affiliated companies conducted by 
a central specialist department 
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Environment  
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Employees
Quality of Life
Appendix
Strategy and 
Governance
application of the EU General Data Protection Regulation (GDPR) 
are advised and supervised by a BayWa AG specialist department 
to ensure a consistently high level of data protection throughout 
the Group. The register of processing operations is updated Group-
wide on a continuous basis, and the necessary data protection 
impact assessments are being performed. Existing and new service 
contracts were adjusted to meet the requirements of the GDPR. 
Processes to safeguard the rights of data subjects have been intro­
duced in the Group.
[  In 2019, Corporate Audit conducted 22 compliance audits on anti­
trust law and anti-corruption at twelve BayWa Group companies at 
33 locations. Select BayWa business units and Group companies 
also underwent review at various additional compliance workshops. 
BayWa found no significant corruption and antitrust risks in the 
reporting year 2018. ] 
On 3 March 2015, the Bundeskartellamt (German federal antitrust 
authority) conducted searches at a number of different agricultural 
companies in the crop protection industry in Germany, including at 
BayWa AG, based on orders from the Bonn district court. BayWa 
AG cooperated in full with the Bundeskartellamt’s investigations 
into the allegations. On 31 December 2019 the company chose to 
bring the complex, time-consuming and resource-intensive legal 
proceedings to an end by agreeing a settlement including a finan­
cial penalty of €68.6 million to establish legal certainty for the 
company and protect shareholders’ interests.
 
Performance indicator and results
[ During the reporting year, a total of 804 employees (2018: 600) 
completed on-site training on compliance, and 5,335 (2018: 2,204) 
employees took part in online training on compliance. The range of 
online training courses on the subject of compliance was expanded 
and access and availability improved. At BayWa, compliance training 
covers antitrust, anti-corruption and money laundering topics. ] 
In addition, 3,743 people (2018: 6,186) received training on data 
protection in 2019, with 8,200 employees (2018: 6,104) receiving 
IT security training.
The online data protection training course introduced at BayWa AG 
in the previous year has also been organised at subsidiary level 
since 2019. All affiliated companies that fall within the area of 
In 2019, a total of 804 employees of 
the BayWa Group completed on-site 
training on compliance, and 5,335 
employees took part in online training 
on compliance. A total of 3,743 employ­
ees also received data protection 
training and 8,200 employees IT 
security training.
Compliance training ¹ 
BayWa AG
BayWa Group
2018
2019
2018
2019
Participants at compliance training courses
276
243
600
804
Participants at online compliance training courses
1,519
4,519
2,204
5,335
1	 The training interval for on-site training courses is three years, for online training courses two years. For this reason, the information for 2019 is not directly comparable 
to the information for 2018.
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Strategy and 
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Dialogue with stakeholders
Council. Cefetra B.V. uses this approach to inform employees 
four times a year of operational changes. With the introduction of 
its sustainability strategy, T&G has initiated a variety of activities to 
increase employee involvement in the realisation of sustainability. 
T&G employees, for instance, are able to express their commit­
ment to sustainability in ONEChange workshops, which focus on 
how everyone can make a contribution to making T&G’s business 
activities more environmentally and socially friendly.
BayWa also intends to use an employee survey to find out how 
much loyalty employees have with BayWa. Employees can submit 
their ideas for improvement through the employee suggestion 
scheme. A total of 442 ideas were received in 2019 (2018: 304).
Listed companies are obliged to provide investors with compre­
hensive information on the business development of the company 
promptly and without prejudice. This takes place through required 
publications as within the scope of analyst conferences, road­
shows and the Annual General Meeting. For this reason, the Board 
of Management is closely involved with capital market communi­
cations. The Investor Relations department is responsible for day-
to-day dialogue with capital market investors.
Regular visits, for example by sales staff, are the most important 
opportunity for contact between customers and BayWa AG and its 
subsidiaries. The Group regularly measures customer satisfaction 
in the individual business units. Surveys were also conducted in 
the reporting year on issues such as customer satisfaction with 
BayWa products and services. At the BayWa subsidiary Cefetra 
B.V., employees complete surveys following customer contact. 
At BayWa r.e., customer assessments, for example those collected 
via hotline, are included in the departments’ target agreements.
BayWa cultivates strategic dialogue with suppliers, such as through 
annual audits. During the harvest season, the Global Produce busi­
ness unit’s wholesale markets inform producers about quality 
requirements, acceptance times and current market conditions. 
Cefetra B.V. is in regular dialogue with its suppliers through various 
sustainability certification schemes and audits, especially for soya. 
The Dutch subsidiary also discussed ecological and social respon­
sibility in the supply chain with farmers as part of a field day in 2019.
BayWa informs its employees of current developments through its 
employee magazine, employee app and its intranet. One member 
of the Board of Management and the head of Corporate HR always 
takes part in regular employee meetings convened by the Works 
102-40, 102-42, 102-43, 102-44
Customers
Suppliers
Employees
Investors   
Public
Analyst conferences
Annual General 
Meeting
Podium discussions 
Memberships 
Meetings
Roadshow
Intranet
Employee magazine 
and app
Workshops
Employee 
meetings
On-site visits 
Customer surveys
Audits
Events
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Quality of Life
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Strategy and 
Governance
In its dealings with the general public, the Board of Management’s 
members adopt positions on current topics as part of presenta­
tions they give or in podium discussions. Furthermore, they are 
represented in some 150 associations, clubs and academic institu­
tions, including DLG e. V., Deutscher Raiffeisenverband e. V. and 
the Technical University of Munich. Through its participation in 
industry associations, BayWa r.e. is dedicated to the successful 
energy transition in Germany. Moreover, activities such as the 
construction of wind power plants depend on transparency and 
timely, intensive dialogue with the community and local authorities. 
BayWa r.e. has set up a corresponding complaint mechanism to 
deal with and pursue any potential ecological or social concerns 
about energy projects.
[  In an online stakeholder survey, BayWa asked for the opinions 
of more than 1,130 customers, suppliers, employees, investors and 
service providers on the importance of 20 sustainability themes 
to BayWa and their impacts on the environment, employees and 
society. The results of the survey were integrated into the new 
materiality analysis (see section Strategy and Governance). ] 
102-40, 102-42, 102-43, 102-44
[ In an online stakeholder survey,  
BayWa asked for the opinions of 
more than 1,130 customers, suppliers, 
employees, investors and service 
providers on the importance of 20 
sustainability themes to BayWa and 
their impacts on the environment, 
employees and society. The results 
of the survey were integrated into the 
new materiality analysis (see section 
Strategy and Governance). ] 
	
10 years of BayWa r.e.
	
From 2009, BayWa begins acquiring a number 
of experienced providers in the solar, wind and 
bioenergy markets.
	
In 2012, BayWa AG combines its business 
activities in the fields of renewable energies 
into a single umbrella brand: BayWa r.e.
renewable energy.
	
BayWa r.e. turns 10 years old! 
Our experience makes us one of the world’s 
leading developers, providers and wholesalers 
of energy solutions in the fields of renewable 
energies.
	
Our aim is to drive forward the expansion of 
renewable energies and set new standards.
2009
2012
2019
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Employees
Quality of Life
Appendix
Market
› Business development and performance
› Procurement
› Value chain overview
› Protecting human rights across the supply chain
As a global company operating in the Energy, Agriculture, Building 
Materials and Innovation & Digitalisation Segments, BayWa develops 
solutions and value-oriented projects to meet the essential human 
needs for food, energy and shelter. By developing innovative products 
and services for the agricultural industry, BayWa is responding to global 
developments such as climate change, shortage of resources and 
population growth. It is systematically developing its business activities 
in the Energy Segment through renewable energies. The Building 
Materials Segment is developing and offering more and more materials 
and solutions for energy-efficient building and renovation. In the 
Innovation & Digitalisation Segment, BayWa develops and markets 
digital products to boost productivity in agriculture and pools innovation 
programmes. BayWa safeguards the future of its business and that of 
its suppliers through long-term partnerships and commitment to 
socially and environmentally responsible procurement.
Market
BayWa AG  Sustainability Report 2019
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Market

Strategy and  
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Environment  
and Climate
Employees
Quality of Life
Appendix
Market
The BayWa Group developed positively on the whole in 2019 and 
achieved the corporate goals for the reporting year. However, 
business performance differed from segment to segment. All told, 
the Energy Segment developed better than expected thanks 
mainly to the BayWa r.e. business unit, which posted new revenue 
and earnings records. The Conventional Energy business unit 
also exceeded the targets for the financial year 2019. Likewise, 
the Building Materials Segment outperformed the expectations. 
By contrast, the economic situation in the Agriculture Segment is 
unsatisfactory. In view of the tremendous significance of these 
business activities for the BayWa Group, there is a need to act here 
in order to noticeably increase profitability. In 2019, the BayWa 
Group once again benefited from its heavily diversified business 
activities and strategic orientation towards international markets, 
as well as future-oriented areas of business and business models.
At €4,474.3 million, the Energy Segment’s total revenues were 
up by €505.8 million year on year. Earnings before interest and tax 
(EBIT) improved by 32.7% to €127.4 million. All told, revenues in 
the Renewable Energies business unit increased by 29.1% to 
€1,975.3 million. EBIT stood at €101.0 million following €72.5 in 
the previous year. The improvement in revenues and earnings is 
attributable mainly to the sharp rise in project sales and the growth 
in solar trading. 
In 2019, the Conventional Energy business unit saw a significant 
increase in demand for heat energy carriers. Due primarily to the 
higher sales volumes in the heating business, the business unit’s 
revenues increased by 2.5% to €2,499.0 million in the reporting 
year. EBIT improved by 12.3% to stand at €26.4 million, mainly due 
to good margins in the heating oil and fuel business, and set a new 
record in the process.
In the Agriculture Segment, revenues fell slightly by 1.4% to 
€10,857.5 million, and EBIT declined marginally by €3.5 million to 
€96.6 million. Development was varied in the business units. The 
revenues of the BAST business unit declined by 7.8% to €4,875.8 
million. The decline was mainly driven by defaults on receivables in 
connection with the sanction-related suspension of business with 
Iran and the lower trading volume. All told, the business unit’s EBIT 
fell by €12.0 million to €19.1 million in 2019. The Global Produce 
business unit generated revenue growth of 4.5%, bringing the figure 
up to €843.9 million. EBIT increased by €9.7 million year on year to 
stand at €36.9 million in 2019. However, EBIT contains the sale of a 
property held by T&G Global that more than compensated for the 
poorer operative performance. The revenues of the Agri Trade & 
Service business unit increased by 4.7% to €3,454.4 million. The 
business unit’s EBIT improved to €7.8 million. Given the continued 
challenging market environment, the increase was primarily attrib­
utable to restructuring measures in the previous years. Revenues 
in the Agricultural Equipment business unit increased by 3.8% to 
€1,683.4 million. By contrast, EBIT fell to €32.8 million (minus 10.4%) 
following the strong rise seen in the previous year (plus 83.9%).
Business development and performance
See also the Group Management 
Report in the Consolidated Financial 
Statements
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Market
The Building Materials Segment’s revenues increased by 5.3% 
to €1,702.8 million in 2019. The segment’s EBIT rose by 3.2% to 
€32.1 million. Alongside the positive sales development, the suc­
cessful expansion of the high-margin range of private brands in 
particular contributed to the improvement.
At €10.6 million, revenues in the Innovation & Digitalisation Seg­
ment’s revenues were on a par with the previous year (2018: 
€10.7 million). As predicted, the segment reported negative EBIT 
of €14.6 million (2018: minus €12.3 million) due to a variety of 
factors, including higher marketing expenses in connection with 
Agritechnica.
The BayWa Group generated total revenues of €17,059.0 million 
in 2019, a 2.6% increase compared to the previous year. EBIT 
improved by 9.3% to €188.4 million. The increase in earnings 
should be viewed against the backdrop that the charge from the 
conclusion of the crop protection antitrust proceedings in the 
amount of €68.6 million was processed in the reporting year. This 
negative effect on earnings was almost fully compensated for by 
income from divestments. At the same time, the earnings contained 
accrued one-off expenses of just under €15 million for various 
projects, such as the preparation of a capital increase at BayWa r.e., 
restructuring measures, portfolio streamlining and the subsequent 
legal costs in connection with the settlement of the antitrust pro­
ceedings. The consolidated net result for the year increased by 
11.3% to €61.1 million on account of the improvement in operating 
earnings. The Board of Management and Supervisory Board will 
recommend to the Annual General Meeting a 5-cent dividend 
increase to 95 cents per share.
In the financial year 2019, the BayWa Group invested a total of 
€368.8 million in intangible assets (€29 million) and property, 
plant and equipment (€339.8 million), in addition to the acquisi­
tions made (2018: €202.0 million). The investments made in the 
financial year were primarily for the purpose of repair and main-
tenance of buildings, facilities (in construction) and office fixtures 
and fittings, as modern locations and seamlessly operating facilities 
are a precondition for efficient logistics processes.
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Market
Taxes, subsidies and political donations
Income tax expense for the BayWa Group amounted to €18.1 million 
in the financial year 2019, which corresponds to a year-on-year 
decrease of €19.6 million. The consolidated net result for the year 
increased by 11.3% to €61.1 million on account of the improvement 
in operating earnings. In the reporting year 2019, BayWa AG made 
no donations to political parties in Germany (2018: €8,500). Every 
donation is subject to review by the Board of Management, which 
discusses the proposal in a transparent manner and logs the decision.
BayWa Group EBIT (in € million) 1 
2018
2019
Renewable Energies 
72.5 
101.0 
Conventional Energies 
23.5 
26.4 
Energy Segment 
96.0 
127.4 
BayWa Agri Supply and Trade (BAST)
31.1 
19.1 
Global Produce
27.2 
36.9 
Agri Trade & Service
5.2 
7.8 
Agricultural Equipment 
36.6 
32.8 
Agricultural Segment 
100.1 
96.6 
Building Materials Segment
31.3
32.1
Innovation & Digitalisation Segment
- 12.3
- 14.6
Other Activities 2
- 42.5
- 53.1
Total
172.4
188.4
1	 Comprises the figures of the Agriculture, Energy, Building Materials, and Innovation & 
Digitalisation Segments, Other Activities and the transition
2	 Earnings before interest and tax (EBIT) resulting from Other Activities consist of the Group’s 
administration costs, as well as consolidation effects.
What are green bonds? 

Green bonds are bonds that a company uses to borrow 
money on capital markets to fund environmentally sustainable 
projects. In 2019, BayWa became the first unrated European 
company to issue a green bond – in the amount of €500 million 
– with the aim of financing existing and new wind turbines and 
solar power plants. 
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Market
BayWa r.e.
Floating photovoltaic plants 
harbour tremendous 
potential 

Within the space of just a few months, 
BayWa r.e. succeeded in building three 
floating photovoltaic plants with a total 
output of 25 megawatt-peak (MWp) – 
making BayWa r.e. one of Europe’s largest 
project developers of floating photovoltaic 
plants. Floating solar farms offer a wide 
range of options for the dual use of com­
mercial bodies of water, such as reservoirs, 
fish hatcheries or decommissioned open-
pit mines. BayWa r.e. is pursuing further 
technological approaches that enable the 
true dual use of surfaces for photovoltaic 
power in the fields of agricultural photo-
voltaic, carports and building-integrated 
photovoltaics.
Initiatives of subsidiaries
agromed – RWA
Feedstuffs based on wood 

agromed Austria GmbH, a subsidiary of RWA, uses 
wood to make healthy, natural and sustainable animal 
feed. Specifically, the company uses the natural ingre­
dient lignocellulose, which animals need for a number 
of reasons, including a healthy digestive and immune 
system. The natural fibres for the products are har­
vested from untreated, freshly cut wood from sustain­
ably managed forests in Europe – primarily Germany – 
that has been certified in line with the GMP+ and PEFC 
standards. 
Cefetra B.V. – BAST
Kimex- after 
CRS now also RTRS 
certified 

In 2017, Kimex became one of the first 
farms in Paraguay to be certified in line 
with the Certified Responsible Soya (CRS) 
standard. Sustainability plays an important 
role on the farm. For example, Kimex has 
launched an educational programme that 
makes it possible for all the children in 
Kressburgo to attend school. Moreover, 
Kimex is committed to protecting the 
environment and minimising any negative 
impacts by preserving 5,000 hectares of 
primeval forest. As part of its sustainability 
programme, Cefetra focuses on the con­
tinuous improvement of agricultural pro­
cesses and cooperation with local farmers. 
“Cefetra and the CRS programme give us 
guidance as to how we can implement 
sustainable practices at our farm,” says 
CEO Cristina Kress. “That has allowed us 
to improve continuously over the years and 
obtain certification from the Roundtable on 
Responsible Soy Association, or RTRS.”  
T&G Global – Global Produce 
Organic waste for climate-friendly 
tomato production 

In cooperation with Ecogas, a local energy company, 
T&G Global plans to produce green electricity from in-
house waste in the future. The planned biogas plant will 
generate biogas using organic waste from the company’s 
own greenhouses and neighbouring food production 
firms. The gas will be used to operate the greenhouses 
and is therefore expected to reduce T&G Global’s GHG 
emissions substantially.
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Market
With an annual procurement volume of over €13 billion, the impact 
that BayWa’s purchasing behaviour has on conditions at suppliers’ 
places of business is by no means insignificant. For example, any 
serious violations of compliance with environmental and social 
standards that occur here could tarnish BayWa’s reputation. During 
the reporting year, the BayWa Group worked together with some 
77,000 suppliers. It procured raw materials, goods and services 
worth roughly €13.5 billion from them in 2019.
 Guidelines, structures and processes
The procurement strategy is defined individually at BayWa’s 
Agriculture, Energy and Building Materials Segments in order to 
optimise supplier structures. The business units are independently 
responsible for implementing the procurement processes. The 
subsidiaries have also set up independent procurement structures 
and processes. As a result, it is possible to strengthen local pro­
curement structures, which has the potential to positively impact 
the environment and society thanks to shorter routes and opti­
mised processes. The business units bear responsibility for the 
precise details of sustainability efforts concerning procurement.
In BayWa AG’s Conventional Energy business unit, a purchasing 
and management manual regulates procurement. Furthermore, 
the Conventional Energy business unit requires its suppliers 
to provide a self-disclosure in line with the quality management 
requirements. The self-disclosure also covers sustainability 
aspects such as environmental protection, as well as occupational 
health and safety.
The Global Produce business unit has implemented a quality 
management system that includes a continuous improvement 
process. Transparency, traceability and optimum process manage­
ment play a particularly key role in the food industry. The quality 
management system ensures that potential deviations are regis­
tered, and that steps towards improvement are defined and taken. 
In addition, Global Produce’s suppliers make a pledge as part of a 
self-disclosure obligation to comply with relevant laws, standards, 
and quality and safety requirements. 
The specifications stipulated by international and segment-specific 
certification standards also serve as guidelines for BayWa and its 
subsidiaries for responsible procurement processes. For example, 
RWA AG and "UNSER LAGERHAUS" consider environmental cer­
tificates, such as those issued by the Forest Stewardship Council 
(FSC), or labour standards, such as the Business Social Compli­
ance Initiative (BSCI), when selecting their suppliers. BayWa AG’s 
feedstuffs product segment has also incorporated sustainability 
criteria into the supplier evaluation process. In general, the busi­
ness units bear responsibility for vetting suppliers.
BayWa subsidiaries also look for their own solutions geared 
towards the requirements of specific supply chains. In 2008, for 
example, Cefetra B.V. set up the Certified Responsible Soya (CRS) 
standard. This standard has since become an important certifica­
tion guideline for the European feedstuffs industry and for farmers 
in South America. The farmers are subject to review each year as 
part of an audit.
Procurement
RWA AG and
"UNSER LAGERHAUS"
consider environmental certificates, 
such as those issued by the Forest 
Stewardship Council (FSC), or labour 
standards, such as the Business Social 
Compliance Initiative (BSCI), when 
selecting their suppliers.
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Market  Procurement

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Market
Objectives 
One of BayWa’s sustainability objectives is to work towards com­
pliance with environmental and social standards in the supply 
chain. The company plans to develop a Code of Conduct (CoC) for 
suppliers based on BayWa AG’s CoC for this purpose, which all 
suppliers will sign in the long term. In 2020, BayWa also intends to 
place a stronger focus on the issue of human rights in its sustain-
able supply chain risk analysis with the aim of subsequently draw­
ing up a CoC for suppliers.
Measures and results 
BayWa plans to focus even more attention on the issue of sustain-
able procurement in the years ahead. Step by step, the Group 
intends to make the BayWa product portfolio in the Energy, Agri­
culture and Building Materials Segments more sustainable while 
taking customer requirements into account. To this end, BayWa 
set up a working group in the reporting year that will draw up a 
specific procurement target and corresponding measures.
Cefetra B.V. is also working on a risk analysis that will define the 
sustainability risks in the supply chain more precisely. Appropriate 
measures will be subsequently initiated on the basis of this analysis.
Compliance with strict environmental and social standards can be 
assumed for regional 1 suppliers. In 2018, orders from BayWa AG’s 
German locations were mainly awarded to regional suppliers (such 
as tradespeople and service providers). BayWa r.e. Bioenergy GmbH 
purchased 95% of its renewable raw materials for biogas plants 
(2018: 95%) within a 20-kilometre radius of the corresponding 
plants. BayWa r.e. Green Energy Products GmbH purchased 70% 
(2018: 76%) of its products in its German home market.
Most of the wood pellets purchased by the Conventional Energy 
business unit come from the southern German states of Bavaria 
and Baden-Württemberg. More than 80% of the fertilizers sold in 
the Agriculture segment are manufactured in Europe in accord­
ance with comparatively strict social and environmental standards.
In 2019, the RWA Group purchased more than half of its products 
and services from regional suppliers based in Austria. 
At BayWa Obst GmbH, regional suppliers accounted for 92% of 
purchasing volume in the reporting year. All of Landhandel Knaup 
GmbH’s suppliers are based in Germany. The subsidiary FarmFacts 
purchased 79% of its software licences and services in Germany.
As part of a workshop on sustainable supply chain management, 
buyers and product managers from the Building Materials business 
unit and the Conventional Energy business unit took a closer look at 
central purchased goods and examined them with regard to poten­
tial sustainability opportunities and risks. The workshop helped to 
encourage internal discussion about sustainability in the supply 
chain, motivating participants to initiate sustainability activities. 
Because analysis has yet to be completed, the findings will be pub­
lished in the Sustainability Report for 2020. The CoC for suppliers is 
subsequently to be developed on the basis of the insights gained.
As part of the Nachhaltige Lieferkette 
(sustainable supply chain) pilot 
project spearheaded by Bayerisches 
Landesamt für Umwelt (the Bavarian 
environment agency), BayWa Obst 
GmbH partnered with other German 
companies in 2017 to design and 
optimise a sustainable supply chain.
1	 BayWa AG and its subsidiaries define regionality differently.
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Market  Procurement

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Market
Value chain BayWa Agri Supply & 
Trade (BAST) and Agri Trade & Service 
BAST and Agri Trade & Service help their agricul­
tural customers maximise yields and conserve 
resources with sustainable services, such as 
innovative products and high-performing crop 
varieties that help them maintain the fertility 
of land, and through an extensive sales and con­
sulting network.
BayWa also offers organic farmers a special 
organic range of seed, feedstuffs, operating 
resources, barns and stables, and agricultural 
equipment through its BayWa Eco concept. 
This concept is constantly being expanded in 
line with our customers’ needs.
 
Value chain overview
Trading with 
operating 
resources
Trading with 
agricultural 
products
Production of 
operating resources 
(crop protection
 and fertilizers, 
seed, feedstuffs)
Farming
Wholesale 
and 
retail
Processing in 
mills, oil mills, 
malt houses, 
feedstuff factories, 
power supply 
companies
BayWa Agri Supply & Trade (BAST) and Agri Trade & Service value chain
Procurement
Storage
Logistics
Services
Recording 
and 
processing
Recording 
and 
processing
Logistics
 BayWa AG
 Other players
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Market  Value chain overview

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Market
Digital Farming value chain 
By creating its own development segment under 
the name Innovation & Digitalisation as an umbrella 
for its digital farming activities, BayWa has under­
scored the strategic importance of digitalisation 
for the entire company. Digital farming is focused 
on the development and marketing of digital 
solutions for agriculture and eBusiness (BayWa 
Portal).
Together with the subsidiaries FarmFacts and 
VISTA, which have experience as systems service 
providers, BayWa is already able to offer a wide 
range of innovative services: satellite data is 
already being used to advise test farms in sub-
Saharan Africa on the management of farmland 
from a base in Germany.
Software
service

Logistics,
delivery
Aftersales, 
returns, CRM
Use by farmers
Use by 
customers
Digital Farming value chain
Smart Farming
eBusiness

Software 
development
(and
sales)

Product 
portfolio
creation and
procurement
Data
management
Marketing
Provision of 
hardware

Product 
and price 
presentation
Consultation 
and service
Transaction
 BayWa AG
 Other players
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Market  Value chain overview

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Market
Global Produce value chain 
Global Produce is a leading global provider of 
fruit and vegetables. Global Produce links the 
various players in the fruit value chain, pools 
competences and offers its customers an attract-
ive, high-quality product portfolio. Global Produce 
is synonymous with solid alliances built on trust 
and long-term partnerships in the value chain, 
allowing it to create the basis for future-oriented 
growth.
From cultivation to trade, and from integrated 
production to organic agriculture, Global Produce 
sees itself as a professional partner along the 
entire fruit value chain – in the southern and 
northern hemisphere alike.
 
Logistics
Logistics
Customer
Global Produce value chain
Purchasing/
import
Recording, 
process, sorting, 
packaging
Fresh fruit 
trading and sale
Production
Production
Food retail 
industry 
Wholesale 
Processing 
industry 
Export
 BayWa AG
 Other players
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Market  Value chain overview

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Market
Conventional Energy value chain
BayWa introduced climate-neutral delivery of heating oil, wood 
pellets and diesel in July 2017 to do its part to protect the climate. 
Greenhouse gas emissions are being avoided and reduced through 
targeted action, such as smart route planning. BayWa offsets the 
remaining emissions through investments in high-quality carbon 
credits.
“Vita holz” wood pellets traded by the Conventional Energy busi­
ness unit have been 100% PEFC-certified since September 2016. 
Sawmill by-products and wood pellets are purchased in line with 
ENplus and PEFC criteria.
Conventional Energy value chain
Procurement

Transport,
storage,
filling

Marketing,
sales,
logistics

Contracting,
supply 
of  heat

Exploration,
production

Raw materials 
processing

Refinery,
blending
Pellet
­production

Use of heat 
and mobility
Solid fuels
Lubricants, AdBlue, chemical products, fuels
 BayWa AG
 Other players
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Market  Value chain overview

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Market
Agricultural Equipment value chain
The Agricultural Equipment business unit keeps its impact on the 
climate and environment to a minimum through the smart use of 
resources. For example, the Agricultural Equipment business unit 
is hard at work developing a machinery and device programme for 
mechanical field work for organic farmers. IT-supported guidance 
systems in tractors and harvesting machines in the field enable 
the optimum, resource-friendly use of vehicles.
Agricultural Equipment value chain
Product 
range devel­
opment
Purchasing 
and storage
Advisory 
services

Sale and 
logistics,
aftersales
Production
Customers
Farmers and foresters 
Contractors 
Municipalities/
authorities 
Private customers 
Trading 
Farming and forestry equipment, 
equipment for municipalities
Other facilities
Milking and feeding equipment
Specialist equipment and spare parts
Stables and stable equipment
Used machinery
 BayWa AG
 Other players
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Market  Value chain overview

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Appendix
Market
Renewable Energies value chain – 
BayWa r.e.’s business areas
BayWa r.e., a wholly owned subsidiary of BayWa 
AG, is responsible for the BayWa Group’s entire 
renewable energy business. BayWa r.e. custom­
ers benefit from a wide range of products and 
services that cover the entire renewable energies 
value chain. BayWa r.e.’s business areas are 
divided into the Projects, Services and Solutions 
segments.
At project level, BayWa r.e.’s focus lies on photo­
voltaic (PV) and wind energy. It also has expertise 
in the field of biogas. Its services comprise the 
technical and commercial management of wind 
and solar power plants, as well as energy trading. 
In the Solutions segment, BayWa r.e. is one of the 
world’s leading wholesalers of PV modules and 
provides comprehensive energy solutions for 
industrial customers. 
Renewable Energies value chain – BayWa r.e.’s business areas

Planning, 
construction
and logistics

Project 
acquisition or
development

Project 
structuring
and financing

Operations 
management 
and
maintenance

Project 
sales
Plant operation
Wind and solar projects
Purchasing

Sales and
marketing
System 
integration and 
assembly 
systems
Power plant 
installation and 
operation

Manufacturing of
solar components
Solar trading and energy solutions 

Purchasing/
trading
Sales and
marketing

Portfolio 
and grid 
management

Customer 
support and
invoicing

Renewable
energy use
(end customers,
farmers, industry)

Production of
renewable
energies
Energy trading services and technical and commercial management 
Commercial 
and  technical plant 
management

Energy
marketing
 BayWa AG
 Other players
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Market  Value chain overview

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Market
Building Materials value chain
Through its portfolio of low-emission building 
materials and related services, the Building Mater-
ials business unit makes healthy construction and 
modernisation a reality for property owners and 
workers. The Building Materials business unit 
provides the necessary foundation for optimised 
overall designs for energy-efficient buildings.
Regarding the trade in natural stones, BayWa 
focuses on TÜV Rheinland-certified goods that do 
not involve child labour. Granite is imported from 
Poland, the Czech Republic and Turkey instead of 
China to shorten transport routes.
Building materials trade
Investor
Processor
General 
contractor

Building 
materials 
manufacturer

Full-line 
supplier
Building Materials value chain
Architects/engineers
Purchasing
Advice and
sale
Storage
Services
Logistics
 BayWa AG
 Other players
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Market  Value chain overview

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Market
[ BayWa purchases commodities, goods and services from suppliers 
in 42 countries (2018: 43). The majority of suppliers for BayWa AG 
and its Group subsidiaries are based in Europe and the United 
States, where strict laws and controls ensure the observance of 
human rights. 1 However, a small percentage of suppliers are based 
in countries that harbour the risk of human rights violations. ] 
Guidelines, structures and processes
BayWa is committed to upholding its due diligence obligations 
concerning human rights as laid out in the German federal govern­
ment’s National Action Plan for Business and Human Rights, and 
is also subject to other national regulations, such as the Modern 
Slavery Act in the UK. The entire Board of Management bears 
responsibility for dealing with risks from potential human rights 
violations. As a result, such risks are dealt with under sustainability 
management.
[ A careful supplier selection process is key to avoiding human rights 
risks at BayWa. As part of a joint process, the Corporate Compliance 
and Corporate Sustainability organisational units conduct an annual 
business partner screening with regard to all suppliers of BayWa AG 
whose headquarters are located in a high-risk country according to 
Transparency International’s Corruption Perceptions Index.
If human rights violations make it necessary to cut business ties 
with a given supplier, notification is sent to the operating unit with 
said ties. Corporate Controlling is responsible for carrying out 
delisting, while Corporate Audit inspects these activities regularly.
In the BayWa Global Produce business unit, approval of suppliers 
is based on a written self-disclosure made by suppliers in cooper-
ation with quality management and sales. With regard to suppliers, 
it is expected that fruit producers are certified according to the 
social guidelines of QS Qualität und Sicherheit GmbH (Voluntary 
QS Inspection of Working and Social Conditions [FIAS]) or the 
GLOBALG.A.P. GRASP module. Family companies with no external 
employees who are not part of the family are excepted from this 
requirement.
In addition to the RWA Group’s Code of Conduct, the Group guide­
lines for the procurement of goods and services define principles 
for the protection of human rights, among other things. RWA AG 
and "UNSER LAGERHAUS" take labour standards, such as those 
of the Business Social Compliance Initiative (BSCI), into account 
when selecting suppliers. ] 
Protecting human rights across the supply chain
1	 [ Most of the BayWa Agri Supply & Trade (BAST) business unit’s suppliers are based in 
Europe and South America. ] 
BayWa AG  Sustainability Report 2019
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Market  Protecting human rights across the supply chain

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Market
Objectives
[ To further ensure that suppliers respect human rights, BayWa AG 
has set the following objectives:
•	 Development of a road map on how to deal with the issue of 
human rights throughout the value chain by the end of 2020
•	 Developing a Code of Conduct for suppliers based on the BayWa 
Group’s Code of Conduct
•	 Medium-term objective: getting 10% of key suppliers to sign 
the Code of Conduct
•	 Long-term objective: expanding the Code of Conduct to all 
suppliers  ] 
Measures and results
[ BayWa has set up a working group to further refine the human 
rights targets. As a next step, a road map on how to deal with the 
issue of human rights is to be developed in 2020. To this end, a 
human rights risk analysis will be performed in the year ahead, 
and the extent to which the issue of human rights is to be more 
strongly anchored within the Group-wide risk management system 
will be reviewed. A gap analysis with regard to diligence obliga­
tions against the backdrop of the National Action Plan (NAP) for 
Business and Human Rights will help to ensure that BayWa meets 
the human rights requirements under the NAP. Subsequently, 
targets for ensuring compliance with human rights will be defined 
and measures derived on this basis. ] 
[ In selecting and reviewing its suppliers, BayWa uses a software 
solution provided by an external software vendor that is specialised 
in the screening of business partners. The screening results are 
then evaluated by Corporate Sustainability and Corporate Compli­
ance organisational units with a view to human rights. The screening 
process included all existing and new suppliers in high-risk coun­
tries with which BayWa AG worked directly in the reporting year. The 
screening yielded no indications of human rights violations.
BayWa has set up a working group  
to further define the human rights 
targets. As a next step, a road map on 
how to deal with the issue of human 
rights is to be developed in 2020. 
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Environment  
and Climate
Employees
Quality of Life
Appendix
Market
Cefetra B.V. launched a social compliance project in Hungary in 
2018. As part of a field event, Cefetra B.V. spoke with farmers 
about environmental and social responsibility in the value chain. 
Human rights are also covered by the internally developed CRS 
(Certified Responsible Soya) standard, the ProTerra standard and 
the Round Table on Responsible Soya (RTRS), the requirements 
of which are supported by Cefetra B.V. Observance of human 
rights is also assessed in the scope of annual audits of farmers in 
South America. Since 2019, ethically, environmentally and socially 
responsible conduct has been required by T&G Global’s sourcing 
guidelines. ] 
BayWa Obst GmbH and TFC Holland B.V. are also registered 
members of Sedex (Supplier Ethical Data Exchange). In addition, 
TFC Holland B.V. is a member of the Business Social Compliance 
Initiative (BSCI) and is certified as a trader of tropical fruit and vege­
tables according to the Fairtrade Standard.
Trade in natural stones is a part of BayWa Building Materials’ busi­
ness activities. Depending on their origin, the mining and process­
ing of natural stones may cause social and environmental damage. 
In 2019, Peter Frey GmbH subjected all of its suppliers in China and 
Turkey to a human rights compliance audit. The company found no 
indications of violations. Furthermore, the company engaged an 
independent auditor to confirm that none of the company’s suppliers 
made use of child labour.
Please visit the CRS standard website 
for further information on 
Cefetra B.V.’s Certified Responsible 
Soya (CRS) standard.
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Environment 
and Climate
› Environmental management
› BayWa climate strategy
› Energy consumption and greenhouse gas emissions
› Transport and logistics
› Waste and waste water
An intact environment is essential to a company’s ability to be fit for 
the future. It provides the necessary resources for doing business. 
Through proactive environmental management, BayWa looks to make a 
contribution to protecting the environment and aims to reduce negative 
environmental impacts as a result of its business activities wherever 
possible. With its climate strategy, BayWa has been working since 2018 
in a targeted and systematic manner to cut its own energy consumption, 
increase energy efficiency, expand renewable energies and reduce 
greenhouse gases. As a trading company, BayWa can make a tremendous 
difference by optimising transport and logistics. More efficient and 
economical processes are also relevant when it comes to the Group’s 
waste management.
Environment and 
Climate
43
BayWa AG  Sustainability Report 2019
Environment and Climate

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and Climate
As a trading, logistics and services company, BayWa’s business 
activities have an impact on the environment in many ways. For 
example, direct impacts may arise at the company’s locations, 
during the transport of goods or during the construction of work­
shops and plants for energy generation. The upstream and down­
stream links in the value chain also play an important role in 
protecting the environment.
Guidelines, structures and processes
The Corporate Environment, Health & Safety (EH&S) organisa­
tional unit makes sure that all BayWa companies comply with 
the relevant national requirements on environmental protection. 
The EH&S coordinators are responsible for the operative imple­
mentation of the standards in the business units. The Corporate 
EH&S department advises and supports those responsible in the 
business units and at the Group companies. It also reports regu­
larly on major environmental protection developments. To prevent 
environmentally harmful incidents, and to limit their scope in case 
of damage, BayWa observes specific standards pertaining to such 
things as the transport of dangerous goods, incident law, ambient 
pollution protection, and chemical and hazardous materials storage, 
as well as water law. It is the responsibility of the department to 
develop and standardise Group-wide standards.
Environmental management
Objectives, measures and results
BayWa continued to pursue the goal of sensitising employees 
more strongly to the issues and challenges related to environmen­
tal management and providing training on environmentally relevant 
products, the transport of hazardous goods and the storage and 
delivery of hazardous substances in 2019. To that end, the estab­
lished seminar concept in the area of environmental management 
was further developed. In 2019, there were:
•	 50 training courses on handling environmentally relevant 
products, the transport of hazardous goods, and the storage 
and delivery of hazardous goods (2018: 78 training courses)
•	 839 employees that participated in these training courses 
(2018: 1,300)

BayWa also has the objective of digitalising all environmentally 
relevant documentation and simplifying processes for the 
implementation of environmentally relevant measures. The first 
locations successfully digitalised their documentation in 2019. 
The conversion process is set to continue in 2020. During the 
reporting year, BayWa AG invested some €7.8 million altogether 
in environmental protection and biodiversity measures (2018: 
roughly €6.1 million).
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Mr Lutz, what was the reaction when 
you unveiled the climate strategy and its 
ambitious targets? 
Lutz: Internally, the reactions were very positive. 
Externally, however, our commitment received 
very little attention. To be honest, I expected 
more. But maybe it has something to do with the 
fact that people have already come to expect 
companies to set ambitious climate targets. Still, 
the successful placement of our first green bond 
in the amount of €500 million demonstrates 
clearly that investors are very interested in green 
alternatives and view BayWa’s business model as 
very promising, especially in the field of renew-
able energies. We will use the issue proceeds to 
finance new wind and solar power plants world­
wide and to expand existing ones. 
Why do you think BayWa’s employees 
welcomed the climate strategy?  
Lutz: For employees, it is becoming increasingly 
important to work for a company that stands by its 
responsibility for the environment and society. 
That’s something I notice when I talk to them, 
and it’s something I can see when I look at how 
environmentally conscious our employees are. 
More and more of them are bicycling to work or 
taking part in demonstrations on the issue. Sus­
tainability was once again one of the focal points 
of our annual Leadership Conference in 2019. 
Specifically, we looked at the consequences of 
climate change for BayWa. The operating seg­
ments often feel the impact directly. The man-
agers voiced their clear commitment to making 
sustainability the driving force behind business 
at the BayWa Group!
That sounds as if all employees were 
convinced of the necessity of fast, systematic 
and consistent climate action?  
Lutz: Not entirely. We’re a conglomerate. We’re 
involved in international business in the fields of 
agriculture and renewable energies, but we’re 
also involved in traditional agribusiness and the 
heating oil trade in Germany and Austria. Corres-
pondingly, there is also a wide range of different 
views and opinions when it comes to climate 
action. Some employees are progressive and see 
our commitment as an opportunity. Others are 
less enthusiastic. 
INTERVIEW
Climate strategy
with an impact
 Prof. Klaus Josef Lutz, Chief Executive Officer of BayWa AG
The urgency of climate action shaped public debate worldwide in 
2019. The business world and society are also increasingly worried 
about the issue. Moreover, the World Economic Forum’s January 2020 
risk report says that the five greatest risks for the world result from 
the consequences of climate change.

Two years ago, BayWa decided to take action and developed a 
Group-wide climate strategy that was presented in detail in the 2018 
Sustainability Report. Its core goal is to make BayWa climate-neutral 
by 2030. Prof. Klaus Josef Lutz, Chief Executive Officer of BayWa AG, 
talks about the implementation process, the Group’s achievements 
to date and the impact that BayWa’s climate strategy has had so far. 
BayWa climate strategy
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Regardless, the best results in our experience 
come when we pool the expertise from the Agri­
culture, Building Materials and Energy Segments 
to develop cross-divisional solutions for climate 
action. Our diversity is a tremendous strength 
here. In Africa, for example, we worked with 
experts from all three segments to build a solar-
powered irrigation system in Zambia that is digit-
ally managed and saves both water and energy. 
This example illustrates very clearly how we can 
work together to grow.
In which business areas does BayWa have 
the most effective tools to help it achieve its 
ambitious climate targets? 
Lutz: First and foremost: BayWa r.e., with its core 
business planning, developing, constructing and 
selling wind and solar farms, in addition to pro­
viding technical and commercial management 
services and marketing the electricity generated. 
BayWa r.e. makes a significant contribution to 
achieving our climate targets and to helping the 
energy transition succeed in Germany and other 
countries. Since 2019, BayWa r.e. has been 
climate-neutral in its operations – a goal we plan 
to achieve for the entire Group by 2030.
All German Global Produce locations are already 
climate-neutral today as well. The international 
locations are also hard at work on that goal. 
TFC Holland in the Netherlands has been climate-
neutral since 2019, and our subsidiary T&G 
Global in New Zealand is constantly taking meas­
ures to effectively reduce GHG emissions. It is 
worth pointing out that not all of this has been 
achieved simply by purchasing high-quality car­
bon credits. In everything we do, our first goal is 
to avoid and reduce emissions before making 
use of compensation options. Global Produce, 
for example, has made greater investments in 
energy efficiency measures in recent years. 
Are there also business areas where it is 
difficult to achieve climate targets?  
Lutz: The agricultural division and conventional 
energies have a far less favourable starting pos-
ition than business areas that are per se closely 
related to climate protection, of course. There is 
a trend towards ever-larger farms, and the com­
petitive pressure on German agriculture, which 
relies more on smaller operations than in the rest 
of Europe, is mounting. At the same time, the 
standards in relation to sustainability are rising, 
even though few consumers are actually willing 
to pay higher producer prices. Many farmers who 
work in conventional agriculture therefore feel 
unjustly singled out. 
As a partner for farmers, BayWa needs to step 
up to the plate in two ways. We want to empower 
conventional farmers to become more competitive 
while also making a contribution to protecting 
the climate. Digitalisation can help tremendously 
here. Our subsidiary FarmFacts, for example, 
provides a system that supports farmers in 
recording relevant data and making intelligent 
use of it, thereby allowing them to optimise pro­
cesses on the farm and in the field so that they 
can work profitably and economically.
“The managers have voiced their clear commitment 
to making sustainability the driving force behind 
business at the BayWa Group!”
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In recent months, we have also conducted a 
series of internal workshops and worked across 
divisions on solutions aimed at making agricul­
ture more resilient to climate change. Our goal 
now is to define the approaches in more detail 
and review an international roll-out. In the Agri 
Trade & Service and Conventional Energy busi­
ness units, we have already identified measures 
that make a contribution to achieving our goals. 
The focus is on increasing energy efficiency at 
our locations and on optimising and electrifying 
our own fleet.
What steps are you taking to ensure that the 
climate targets are pursued consistently and 
systematically at the company? 
Lutz: Our Corporate Sustainability department, 
which is under the direct supervision of the 
Board of Management, plays a decisive role here. 
It is responsible for supporting the divisions and 
sectors in identifying GHG savings potential 
within the Group and developing measures, plus 
it is in charge of monitoring their results. One 
important milestone next year is going to be pro­
viding financial resources for climate action 
measures. Corporate Sustainability also plays an 
important role here. After all, a complex group 
such as BayWa needs reliable internal processes 
to ensure that the measures being pursued are 
effective and that the funds are used reliably. 
Thanks to all the measures and organisational 
strategies, I am certain that we are on the right 
path to achieving our long-term target and being 
climate-neutral throughout the entire BayWa 
Group by 2030.
“We want to empower conventional farmers 
to become more competitive while also 
making a contribution to protecting the climate. 
Digitalisation can help tremendously here.”
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1	 Base year: 2017
2	 In terms of EBITDA
3	 BayWa defines climate neutrality as the avoidance, reduction and compensation of remaining Scope 1 and 2 greenhouse gas emissions 
(CO₂ and other relevant gases with an impact on climate) through investments in high-quality carbon credits.
Climate 
targets 
100% 
Percentage of 
electricity needs 
covered with renew­
able energies
by 2020
– 22% 
Energy consumption 
by 2025  ¹, ²
– 22% 
Greenhouse 
gases by 2025  ¹
+10 GW 
Generation capacities 
of renewable 
energies
by 2025  ¹
The BayWa climate strategy
Climate 
neutrality 
by 2030 
 ³
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and Climate

Target
Measures
Activities in 2019
Progress in 2019
Covering 100% of electricity 
needs with renewable energies 
by 2020
Increased use of green electricity
•	 Increasing own electricity generation through the assembly and 
commissioning of photovoltaic systems at locations worldwide
•	 Switch to green electricity tariffs and purchase of green electricity guarantees 
of origin (if switching to green electricity tariffs not possible)
73%
22% fewer greenhouse gas 
emissions by 2025 1

and

22% lower energy consumption 
by 2025 1, 2
Optimisation and reduction of electricity and fuel 
use through:
•	 Fleet modernisation and electrification, as well 
as route optimisation
•	 Energy-efficiency measures for buildings
•	 Modernisation of heating, cooling and drying 
systems
Optimisation of driving style and route planning
•	 Providing employee training
•	 Replacing high-consumption vehicles with lower-emission models
•	 Replacing liquefied petroleum gas (LPG) forklifts with electric forklifts
•	 Conversion to LED lighting at various locations
•	 Use of energy-saving information technology at office locations
•	 Optimisation of process and operational management at biogas plants
•	 Energy performance optimisation of cooling systems at T&G Global 
(including installation of high-speed doors, process optimisation)
•	 Successive reduction of refrigerants with high greenhouse gas potential
+0.8%
-21.8%
10 GW renewable energy 
generation capacity by 2025 ¹
•	 Construction of onshore wind farms and 
PV parks
•	 Delivery of solar components and systems to 
solar installers worldwide
Expansion by 1.4 GW
3 GW
Climate neutrality 3 by 2030
Compensation of remaining emissions
through high-quality carbon credits
•	 Efforts to make emissions climate-neutral at Global Produce’s German locations 
and at TFC Holland B.V.’s locations
•	 Climate-neutral delivery and provision of climate-neutral products (heating oil) in 
the Conventional Energy business unit
•	 Full offsetting of greenhouse gas emissions from BayWa r.e.’s business activities 
(locations and business travel)
•	 Full offsetting of greenhouse gas emissions from various events
158,360 tonnes of CO2 equivalents 
offset (Scope 1, 2, 3)
BayWa climate strategy measures and progress
Analysis and classification of progress 
In the reporting year, the BayWa Group’s greenhouse gas emissions increased by 
0.8% in absolute terms compared to the base year of the climate strategy (2017), 
which was primarily due to the company’s growth. However, the 21.8% reduction 
in energy consumption illustrates that the reduction measures taken have suc­
ceeded in decoupling growth from energy consumption and helping to make it 
largely emissions-neutral. The commitment to achieving all climate targets will 
be expanded on this basis in the years ahead. By the end of 2020, BayWa will cover 
its electricity needs entirely with renewable energies. To this end, the Group is 
expanding its own generation capacities through renewable energy plants, is using 
green electricity tariffs where possible and is investing in green electricity guarantees 
of origin. BayWa therefore places a higher priority on own generation rather than 
purchasing green electricity or guarantees of origin. By expanding its generation and 
use of renewable energies by 3 gigawatts (GW) in the reporting year, BayWa is within 
the targeted range. Going forward, the Group plans to further expand its efforts to 
offset greenhouse gas emissions and initiate additional own compensation projects.
1	 Base year: 2017
2	 In terms of EBITDA
3	 BayWa defines climate neutrality as the avoidance, reduction and compensation of remaining Scope 1 and 2 
greenhouse gas emissions (CO₂ and other relevant gases with an impact on climate) through investments in 
high-quality carbon credits.
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Environment 
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As a trading and services group with worldwide operations, 
BayWa consumes a great deal of energy for its own operations. 
Our fleet of cars and trucks, the operation of plants, and lighting 
and heating buildings does not just need energy – they also 
generate greenhouse gas emissions. To reduce these emissions 
and thereby make a contribution to achieving the aims of the Paris 
Climate Agreement, BayWa is active in climate protection. At 
the same time, the aim is to lower energy costs and thereby 
improve economic efficiency. 
Guidelines, structures and processes
[ The Board of Management of BayWa AG adopted the Group-wide 
climate strategy in 2018, enabling BayWa to make serious contri­
butions to the limiting of global warming. BayWa’s climate strategy 
is guided by the 1.5° target of the Intergovernmental Panel on 
Climate Change and comprises five objectives (see the diagram 
on page 48). To be able to achieve and implement the objectives, 
the working group established during the development of the 2018 
strategy contributes from an operational perspective. Currently, it 
comprises representatives of the subsidiaries and specialist areas.
Corporate Sustainability compiled a climate strategy manual in 
2019, which aims at helping subsidiaries and specialist areas with 
implementation and allows them to monitor their progress.
To politically underpin our business commitment, BayWa AG 
has supported the Allianz für Entwicklung und Klima (alliance for 
development and climate) spearheaded by Germany’s Federal 
Ministry for Economic Cooperation and Development (BMZ) since 
2018. The alliance provides a platform for non-governmental com­
mitment to economic development and climate protection. ] 
Recording and calculating emissions of greenhouse gases
With its large number of administrative centres, warehouses,
service locations, workshops and cold stores, BayWa has an 
extremely diverse and patchwork consumer structure. The devel­
opment of the Group-wide climate strategy has enhanced energy 
and climate management in all business units. The knowledge 
gained helped the subsidiaries to strengthen their skills in record­
ing data independently. [ BayWa Corporate Sustainability helps 
companies to record consumption data by providing relevant tools, 
a manual with explanations and tips, and training opportunities. 
The data recorded is consolidated at Group level, and the values 
are then checked for plausibility at subsidiary level.
Energy consumption and greenhouse gas emissions
BayWa supports the Allianz 
für Entwicklung und Klima (alliance 
for development and climate) 
spearheaded by Germany’s Federal 
Ministry for Economic Cooperation 
and Development (BMZ).
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During the reporting year, BayWa collected energy and emission 
data from all fully consolidated subsidiaries, achieving 100% 
coverage. Among other things, the data management processes 
relate to energy consumption within the organisation, i.e. in the 
companies’ own processes. Structures intended to record energy 
use outside the organisation are gradually being established. ] 
BayWa Group’s greenhouse gas emissions are recorded and 
calculated based on the internationally recognised Greenhouse 
Gas (GHG) Protocol Corporate Standard. BayWa has chosen the 
financial control approach as its consolidation approach. The 
following emissions are reported: 
•	 Scope 1: Direct emissions from combustion processes of 
stationary systems (natural gas, heating oil, wood chips and 
wood pellets), mobile systems (fuel from procurement and 
distribution shipments and other logistics using own and leased 
passenger cars) as well as direct emissions of volatile gases 
(coolants and refrigerants)
•	 Scope 2: Indirect emissions from purchased electricity and 
district heating
•	 Scope 3: Indirect emissions from transport services purchased 
and business trips using rail or aeroplane 
In accordance with the GHG Protocol guidelines regarding Scope 2 
emissions in effect since 2015, BayWa reports its greenhouse gas 
emissions from electricity in two ways: the “location-based” 
method using the emissions factors of the respective national 
electricity mix, or the “market-based” method using the specific 
emissions factors under the contracts with electricity providers for 
all the electricity used (if available). BayWa likewise considers 
emissions generated along the upstream and downstream value 
chain (Scope 3). In this report, this applies for emissions which are 
caused by transport and logistics service providers or during busi­
ness trips by rail or air.
Objectives
[ BayWa has set itself the goal of reducing the greenhouse gas 
emissions of BayWa’s locations, company cars and own logistics 
by 22% compared to 2017 by 2025. BayWa also aims to achieve a 
relative energy objective: the company plans to reduce its energy 
intensity per euro of EBITDA by 22% compared to 2017 by 2025. 
Moreover, BayWa will cover its own electricity needs entirely with 
renewable energies by 2020. BayWa plans to create 10 GW of 
additional renewable energy generation capacities by 2025 and 
make the entire Group climate neutral by 2030. ] 
As a trading and services company, 
BayWa AG is particularly affected by 
climate change and its effects, but can 
still make an important contribution to 
limiting it. This video shows BayWa’s 
approach to climate change.
The video on BayWa’s climate strategy
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Measures taken by the BayWa Group
[ During the first year of implementation, the climate working 
group provided more detail on the strategy, and revised and valid-
ated the data basis for the benchmark year of 2017 for the Group 
and the reporting units. The working group then identified the 
potential to reduce greenhouse gas emissions and the energy 
used by the various BayWa units. The results of this analysis have 
been submitted to the Board of Management, who used it to 
approve the financing of the implementation measures.
Furthermore, the BayWa climate working group has ensured that 
employees are more closely involved in environmental and climate 
protection measures while raising their awareness on related 
issues. The company also employs Group-wide communication 
measures to communicate the climate strategy and targets. 
In-house communication channels (e.g. intranet, employee news­
letter) are already being used to regularly inform BayWa employ­
ees about what they can do to reduce their energy consumption at 
the workplace.
Plans are also in place to continue the climate working group with 
a focus on the following issues:
•	 Sharing best practices regarding the implementation of 
reduction measures
•	 Renovation and heat generation, as well as the expansion of 
own generation through solar energy
•	 Continuous conversion to electric fleet vehicles and reduction 
of logistics emissions
•	 Reliable Scope 3 calculation
Using internal communication 
channels (e.g. intranet, employee 
magazine), employees are informed 
about how they can reduce their energy 
consumption in the workplace and, 
in doing so make, their individual 
contribution to the climate strategy. 



CDP evaluates BayWa’s efforts
on climate issues for the first time
 
BayWa AG participated in the climate rating of the inter-
national non-profit organisation CDP for the first time in 2019. 
Each year, CDP analyses and evaluates the actions taken 
by numerous companies, towns and cities and countries in 
the field of climate and environmental protection. An in-
creasing number of investors want to invest in companies 
who have knowledge of, can measure and can manage their 
risks and opportunities in relation to climate change. Cur­
rently, CDP represents 525 investors holding assets of a 
value of USD96 trillion who demand information from com­
panies about their approach to climate change. In 2019, CDP 
evaluated over 8,400 companies on their strategic approach 
to the challenges of climate change and their climate manage­
ment in accordance with an extensive catalogue of criteria. 
In its first year of participation, BayWa achieved a C rating 
and is therefore average within its industry. This places 
BayWa among the 30% of companies from the Trading 
Companies & Distributors and Commercial Services & 
Supplies category that have achieved what is referred to as 
Awareness Level. This is a distinction awarded to companies 
which have knowledge about climate issues and the 
company-specific effects on the climate. The basis for the 
evaluation is detailed information about greenhouse gas 
emissions, energy consumption and risk management.
DISCLOSURE INSIGHT ACTION
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BayWa complements its reduction measures by offsetting GHG 
emissions through the purchase of carbon credits, which must meet 
relevant quality specifications (e.g. gold standards). ] 
Measures taken by the business units and subsidiaries 
Numerous subsidiaries brought photovoltaic systems online during 
the reporting period and took energy efficiency into account when 
renovating their office buildings. For example, they replaced exist­
ing lighting systems with energy-efficient alternatives, introduced 
recycling products or optimised the use of cars and trucks accord­
ing to ecological criteria, e.g. saving fuel.
[ The BayWa Group’s Conventional Energy business unit has been 
offering carbon-neutral delivery of its products since 2018. The 
business unit also offers climate-neutral heating products. GHG 
emissions are avoided using targeted measures such as intelligent 
route planning when making deliveries. Unavoidable emissions 
which arise as part of heating and delivery of the ecoclean climate 
neutral heating oil are neutralised by supporting certified climate 
protection projects.
The BayWa r.e. Group has established a three-step package of 
measures to reduce and offset emissions. It covers measures to 
avoid emissions, planning own offsetting projects and purchasing 
high-quality climate protection certificates. In this way, the BayWa 
r.e. Group once again managed to offset its own GHG emissions 
from business activities and emissions arising from business trips 
in 2019 by means of high-quality climate protection certificates. 
1	 CO2
 equivalents include CO2 and other relevant gases with an impact on climate. Emissions factors from VDA, DEFRA, GEMIS, IEA, GLEC, DSLV used. Information contains projections with a 
share of 0.2%. BayWa AG’s data also includes data from BayWa Haustechnik GmbH.
2	 The information included in this report is stated in megawatt hours (MWh) and therefore cannot be compared directly with the information set out in the Sustainability Report 2018. 
An MWh corresponds to 3.6 gigajoules (GJ).
A portion of the climate protection certificates from developing 
countries has been linked to local projects which, among other 
things, finance the planting of forests in the region. Furthermore, 
energy audits have been carried out at select BayWa r.e. Group 
sites since 2019.
Global Produce continued its efforts to reduce greenhouse gas 
emissions, meaning that in addition to all of Global Produce’s 
German locations being climate-neutral, TFC Holland B.V. has 
been too since 2019. ] 
RWA AG established the RWA Solar Solutions division during the 
reporting period. The division, which commenced its operations in 
2019, develops, constructs and operates photovoltaic systems. 
The systems are initially being installed at RWA’s own locations, 
where they will contribute to generating the majority of energy 
required on-site.
Performance indicator and result ¹
Energy consumption
[ During the financial year 2019, BayWa AG used 231,915 megawatt 
hours (MWh) 2 (2018: 220,581 MWh). ] 
 Consumption per em-
ployee at BayWa in the reporting year therefore came to 25.9 MWh 
(2018: 24.4 MWh). [ Almost 52% (2018: 52%) of BayWa AG’s 
energy consumption were accounted for by fuels for transport and 
logistics processes. ] 
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Global Produce continued its efforts 
to reduce greenhouse gas emissions, 
meaning that in addition to all of Global 
Produce’s German locations being 
climate-neutral, TFC Holland B.V. has 
been too since 2019.
Energy consumption according to energy source 
for BayWa AG 
in MWh
2018
2019
Natural gas 1
18,937
24,397
Heating oil 2
37,977
40,219
Fuels 3
114,256
119,402
Electricity
45,022
44,786
Electricity and heat 
from own renewable 
energy sources
60
82
Biogenic 
combustibles 4
364
503
District heating
3,965
2,526
Total
220,581
231,915
1	 Natural gas for heating and drying purposes and other purposes	
2 	Heating oil for heating and drying purposes	
3 	Diesel, petrol, LPG, compressed natural gas	
4 	Wood pellets and wood chips
Energy consumption according to energy source 
for the BayWa Group
in MWh
2018
2019
Natural gas 1
164,133
187,943
Heating oil 2
63,308
66,743
Fuels 3
265,846
273,174
Electricity
170,447
173,559
Electricity and heat 
from own renewable 
energy sources
35,642
23,202
Biogenic 
combustibles 4
3,553
3,507
District heating
18,824
17,422
Other energy 
consumption
216
465
Total
721,970
746,015
1	 Natural gas for heating and drying purposes and other purposes	
2 	Heating oil for heating and drying purposes
3 	Diesel, petrol, LPG, compressed natural gas
4 	Wood pellets and wood chips
[ BayWa Group energy consumption during the reporting year 
was 746,015 MWh (2018: 721,970 MWh). Fuel and electricity con­
sumption makes up 60% of the overall energy consumption ] 
 
Consumption per employee at the Group came to 35.9 MWh 
(2018: 37.2 MWh). [ Consumption per employee at the Group 
came to 35.9 MWh (2018: 37.2 MWh). ] 
 BayWa AG uses about 
99% green electricity. The majority of it is certified with the 
ok-power seal of quality, which requires recipients to make an 
active contribution to the energy system transformation.
[ The overall consumption of electricity by the Group under green 
electricity tariffs 1 was 125,449 MWh in the reporting year (2018: 
125,607 MWh). ] 
During the reporting period, 230,940 MWh (2018: 254,315 MWh) 
of electricity and heat from the Group’s own energy sources was 
generated at the BayWa Group [ of which 23,202 MWh was used by 
the Group itself (2018: 35,642 MWh). ] 
1	 Incl. grey electricity consumption converted by green electricity origin certificates
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Quality of Life
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Environment 
and Climate
Greenhouse gas emissions 
[ The emission of greenhouse gases (Scope 1 and 2) at BayWa AG 
during the reporting year stood at 48,382 tonnes of CO2 equiva­
lents (2018: 45,690), which translates to approximately 5.4 tonnes 
of CO2 equivalents per employee (2018: 5.1). Of these greenhouse 
gas emissions, 66% (2018: 67%) came from the combustion of 
fuels, and another 22% came from burning heating oil. ] 
[ In the BayWa Group, greenhouse gases (Scope 1 and 2) amounting 
to 154,214 tonnes of CO2 equivalents (2018: 145,438) were emit­
ted ] 
, which corresponds to around 7.4 tonnes of CO2 equivalents 
per employee (2018: 7.5). [ Direct emissions from energy consump­
tion made up 84%. ] 
Besides direct emissions from energy consumption, GHG emis­
sions are also generated at the BayWa Group from volatile gases. 
This is particularly the case for BayWa r.e. and the Global Produce 
business unit.
[ The Group caused emissions of approximately 1,711 tonnes of CO2 
equivalents due to the direct emission of volatile gases (such as 
coolants and methane at biogas plants) (2018: 2,865). To reduce 
emissions from coolants, Global Produce carried out refrigeration 
audits at its locations in New Zealand during the reporting period 
and developed a cooling strategy based on the results. Step by step, 
coolants with a large impact on the environment will be phased out 
and the energy efficiency of the cooling facilities improved. ] 
[ A total of 144,431 tonnes 1 of CO2 equivalents were offset at BayWa 
AG during the reporting year (2018: 59,354 tonnes); the subsidiaries 
offset 13,929 tonnes 1 of CO2 equivalents (2018: 20,450 tonnes) by 
buying high-quality climate protection certificates. ] 
1	 Includes Scope 1, 2 and 3 emissions
Global Produce intensifies 
its climate protection efforts 

Global Produce continues to consistently pursue its target 
of reducing GHG emissions at its locations and becoming 
carbon-neutral over the long term. The operations of the 
German subsidiary BayWa Obst GmbH have been climate 
neutral since 2018. Since 2019, also the Dutch subsidiary TFC 
Holland B.V., is working on a climate-neutral basis. Particularly 
by switching to renewable energy sources, greenhouse gas 
emissions could be lowered considerably.
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Environment 
and Climate
Greenhouse gas emissions due to energy consumption 
at BayWa AG (Scope 1 + 2)
Greenhouse gas emissions due to energy consumption  
at the BayWa Group (Scope 1 + 2)
in t CO2 equivalents
2018
2019
Scope 1
44,762
47,602
Heating oil 1
10,271
10,630
Natural gas 2
3,862
4,963
Fuels 3
30,629
32,009
Scope 2
928
780
Electricity ⁴
119
306
District heating
810
474
Total
45,690
48,382
1	 Combustion of heating oil for heating and drying purposes
2	 Combustion of natural gas for heating and drying purposes and other purposes
3	 Combustion of diesel, petrol, LPG, compressed natural gas
4	 The market-based method was used for the calculation; value according to the location-
based method: 23,468 t CO2 equivalents (2018: 25,197 t CO2 equivalents)
Regarding the combustion of biogenic combustibles, CO2 emissions are entered into the 
balance sheet with a value of zero pursuant to the GHG Protocol.
in t CO2 equivalents
2018
2019
Scope 1
 124,283 
 130,572 
Heating oil 1
 17,033
 17,730 
Natural gas 2
33,299 
 38,038 
Fuels 3
71,086 
 73,093 
Volatile gases 
2,865 
 1,711 
Scope 2
21,155 
 23,642 
Electricity 4
17,310 
 20,376 
District heating
3,845 
 3,266 
Total
 145,438 
 154,214 
1	 Combustion of heating oil for heating and drying purposes
2	 Combustion of natural gas for heating and drying purposes and other purposes
3	  Combustion of diesel, petrol, LPG, compressed natural gas
4	 The market-based method was used for the calculation; value according to the location-
based method: 63,900 t CO2 equivalents (2018: 64,310 t CO2 equivalents)
Regarding the combustion of biogenic combustibles, CO2 emissions are entered into the 
balance sheet with a value of zero pursuant to the GHG Protocol.
During the reporting year, BayWa AG caused indirect emissions 
(Scope 3) of 82,246 tonnes of CO2 equivalents from purchased 
transport services (2018: 85,840 tonnes) and 434 tonnes of CO2 
equivalents from business trips by rail and aeroplane, which were 
recorded for the first time. Across the Group, indirect emissions 
from purchased transports amounted to 220,634,937 tonnes of 
CO2 equivalents and 8,646 tonnes of CO2 equivalents from busi­
ness trips.
The BayWa r.e. Group and 
several Global Produce locations 
have been carbon-neutral 
since 2018.
Greenhouse gas emissions Scope 3
in t CO2 equivalents
BayWa AG
BayWa Group
2018
2019
2018
2019
Scope 3
85,840
82,680
 1,271,760 
 220,643,583 
Business trips 1
–
434
–
 8,646 
Transports commissioned 2
85,840
82,246
 1,271,760 
 220,634,937 
1	 Business trips by air and rail
2	 Transports commissioned: truck, rail, ship, bulk cargo carrier
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Quality of Life
Appendix
Environment 
and Climate
As a trading company, BayWa contributes to climate change by 
generating GHG emissions through the transport of goods. To 
keep these emissions as low as possible, BayWa has structured 
its logistics processes in such a way as to improve its own GHG 
balance over the long term. Other risks related to transport and 
logistics come from handling dangerous goods. To prevent staff 
and the environment from suffering any harm which may result 
from transporting these goods, an extensive set of relevant rules 
and regulations has been enacted as part of corporate environ­
mental management (see page 44).
Guidelines, structures and processes
[ BayWa AG logistics activities cause a relevant share of their own 
greenhouse gas emissions. Since 2014, BayWa AG has therefore 
been pursuing the sustainable alignment of its logistics as a pro­
ject spanning all business units. The optimisation of logistics activ­
ities to reduce energy consumption and greenhouse gas emis­
sions also plays a central role in the BayWa climate strategy (see 
page 50). As a result, BayWa not only saves on energy and costs, 
but also meets the rising expectations of customers with regard 
to safe, environmentally compatible transport.
The respective business units continue to be responsible for trans­
port and logistics at BayWa AG. To support these environmental 
protection and occupational health and safety activities, the Cor­
porate Environment, Health and Safety (EH&S) unit advises taking 
preventative measures when transporting and storing products 
and assists BayWa employees in their day-to-day work by provid­
ing checklists, instruction sheets and working instructions. ] 
BayWa takes four strategic approaches to transport and logistics:
•	 Creating optimal distribution structures through network
planning
•	 Increasing the number of shipments by rail and inland water­
ways through targeted logistics concepts
•	 Reducing shipments and emissions by optimising routes, using 
a modern vehicle fleet and trained drivers
•	 Sustainable transport partnerships anchored as a principle in 
the purchasing framework and the purchasing guidelines
Objectives 
[ Since 2017, BayWa has been working on a Group-wide target in 
the area of transport and logistics. BayWa got a lot closer to meet­
ing that target by adopting the climate strategy and the associated 
climate goals for Scope 1 and Scope 2 emissions at the end of 
2018 (for further information, see the Energy and greenhouse gas 
emissions section, page 50).
In the future, greenhouse gas emissions from company cars 
and the Group’s own logistics, among others, are to be lowered to 
reduce the environmental impacts. BayWa is also replacing its 
fleet of vehicles with electric models. By 2025, electric vehicles 
should replace 20% of the fleet, above all the diesel vehicles. ] 
 
Transport and logistics 
[ In order to reduce environmental 
impacts, measures BayWa intends 
to take in future include reducing 
greenhouse gas emissions from 
company cars and Group-own 
logistics. The company is also 
gradually introducing electric cars 
into its fleet of cars. ] 
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Environment 
and Climate
Measures 
[ To reduce environmental impacts from its own vehicles and 
logistics processes, BayWa is implementing a range of activities 
and measures. These are based on the exchange of ideas between 
the business units concerning best practice. Two Group-wide 
workshops were held in 2019 which aimed at identifying and 
implementing potentials for reducing greenhouse gas emissions 
from the car fleet and in logistics at BayWa. The logistics chain 
was analysed as part of this. These efforts should also be con-
tinued in future to guarantee that products are delivered in as an 
environmentally-conscious way as possible. ] 
BayWa is also planning to introduce intelligent route planning. 
The shortest routes are calculated and implemented using tele-
matics, based on data relating to the vehicles and the goods being 
transported. The Building Materials business unit at BayWa has 
already equipped all of its own trucks and some of its partner com­
panies’ trucks with telematics. To guarantee optimum utilisation 
and route planning, a number of companies cooperate with special­
ised logistics service providers. This means that goods are con-
solidated at a central handling location, reducing partial deliveries. 
Furthermore, transports for some companies are done on a cross-
business basis to make optimal use of transport capacities. This 
means that fewer vehicles are needed, costs and fuel consumption 
are kept to a minimum, and transport and logistics processes are 
more efficient and environmentally friendly.
BayWa’s vehicle fleet will also be equipped with cruise control in 
order to reduce speeds and the associated GHG emissions. In 
addition, employees learn in driver training how an environmentally 
conscious, fuel-saving driving style can contribute to GHG savings. 
[ To keep the GHG emissions of the company’s fleet as low as pos­
sible, BayWa AG’s fleet regulations define reference vehicles with 
emissions of between 82 and 98 g/km. Over the medium term, 
BayWa will continue to convert its own fleet and equip it with more 
efficient motors. In 2019, the first electric and hybrid vehicles were 
also added to the vehicle pool. The range of different vehicles 
which the employees can choose from will be broadened by 2020. 
The subsidiaries are also increasingly converting their fleets to 
low-consumption and electric vehicles. BayWa r.e. explicitly pro­
motes electric vehicles in its company car directive.
Along with conserving resources and efficiency, quality assurance 
of production processes and production environments also plays a 
pivotal role in the transport of goods. ] 
[ Two Group-wide workshops 
aimed at identifying and implementing 
potentials for reducing greenhouse 
gas emissions in the car fleet and 
logistics at BayWa. ] 
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Environment 
and Climate
Performance indicators and results ¹
[ In the reporting year, BayWa’s greenhouse gas emissions due 
to the transport of goods with its own and leased trucks amounted 
to 45,855 tonnes (2018: 42,221 tonnes) of CO2 equivalents. ] 
 
The majority of goods from BayWa AG was transported by trans­
port and logistics service providers. To calculate greenhouse gas 
emissions caused by logistics service providers, BayWa consist­
ently records the transport service provided in tonne-kilometres. 
A total of just under 1,499 billion tonne-kilometres resulted from 
truck, rail or ship transport by service providers in 2019. This 
resulted in 220 million tonnes of greenhouse gases being emitted.
At BayWa AG, the number of trucks with Euro V or Euro VI emission 
standards stood at 86% in 2019, representing an increase of 16% 
compared to 2018.  [ In the reporting year 2019, the BayWa Group 
used 17.2 million litres (2018: 15.8 million litres) for the use of its 
own and leased trucks. ] 
  BayWa continues to modernise its fleet 
by introducing electric vehicles and using alternative fuels. During 
the reporting year, BayWa’s fleet included 47 electric cars and 81 
hybrid cars. 
Greenhouse gas emissions from transports using own and leased trucks
in t CO2 equivalents
BayWa AG
BayWa Group
2018
2019
2018
2019
Own and leased trucks
18,345
19,691
42,221
45,855
Diesel combustion in own and leased trucks
Greenhouse gas emissions from transports by external transporters
in t CO2 equivalents
BayWa AG
BayWa Group
2018
2019
2018
2019 ¹
Transports commissioned
85,840
82,246
 1,271,760 
220,634,937 
1	 Year-on-year increase in figures as business activities have increased, among other things.	
1	 CO₂ equivalents include CO₂ and other relevant gases with an impact on climate. Emissions 
factors from VDA, DEFRA, GEMIS, IEA, GLEC, DSLV used. BayWa AG’s data also includes 
data from BayWa Haustechnik GmbH.
In 2019, 47 electric cars and 
81 hybrid cars were available 
in the BayWa fleet for the 
employees to use.
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Environment and Climate  Transport and logistics

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Environment 
and Climate
in tonne-kilometres
2018
2019
Bulk cargo carrier
0
0
Truck
440,102,020
426,683,864
Rail
102,656,165
97,247,618
Ship (other)
462,324,544
418,701,045
Total
1,005,082,729
942,632,527
Breakdown of transports by logistics service providers according to type of 
transport BayWa AG
in tonne-kilometres
2018
2019 ¹
Bulk cargo carrier
46,857,174,672 
81,611,882,741 
Truck
2,695,719,042 
1,407,312,104,006 
Rail
302,124,244 
447,771,388 
Ship (other)
6,619,642,896 
10,380,983,420 
Total
 56,474,660,853 
 1,499,752,741,555 
1	 Year-on-year increase in figures as business activities have increased, among other things.
Breakdown of transports by logistics service providers according to type of 
transport BayWa Group	
	
	
	
Smart Farming for 
environmentally friendly agriculture
Following a successful start to the Smart Farming Challenge 
in the previous year, BayWa and its subsidiaries were once 
again on the lookout for innovations in the field of satellite-
based remote sensing services in 2019. This is underpinned 
by the goal of further developing BayWa’s Smart Farming 
solutions and discovering new approaches. At the same time, 
the Smart Farming Challenge 2019 presents a huge chance for 
the finalists, the young entrepreneurs at Audili, Auravant and 
Ceptu. The Austrian start-up Audili won last year’s challenge 
with its self-learning software, which uses satellites to deter­
mine soil properties, thereby replacing expensive soil analyses. 
The young entrepreneurs receive prize money as well as 
access to BayWa sales platforms and mentoring programmes.
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Environment and Climate  Transport and logistics

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Appendix
Environment 
and Climate
BayWa produces waste and waste water within the scope of its 
business activities. Dealing with them in the proper manner is a 
matter of foresight and compliance. Violations can harm the 
environment and nature, and entail steep fines for the company. 
The global availability of water is extremely important to BayWa. 
As a result, it seeks to be vigilant about the careful and efficient 
use of this valuable resource within its own operations.
Guidelines, structures and processes
The proper and legally compliant disposal of waste from products 
and processes is a central task of BayWa AG. Therefore, disposal 
management activities are allocated to the Corporate Environment, 
Health & Safety (EH&S) unit and are managed by one employee. 
Ongoing training ensures that the employee possesses the neces­
sary expertise. The subsidiaries are independently responsible for 
the implementation of guidelines and measures. Clear lines of 
responsibility and central management also ensure effective waste 
management here.
Standardised BayWa AG instructions at all branches on dealing 
with waste and proper disposal channels ensure that environmen­
tally harmful incidents, either at its locations or when transporting 
goods, are avoided and the impact of incidents are limited. Long-
term partnerships with carefully selected disposal companies 
that operate nationally make it easier to monitor and control 
the processes.
As part of product responsibility, BayWa AG supports the estab­
lishment of collection points at its locations and organises regular 
campaigns to take back waste. 
BayWa AG and its subsidiaries are responsible for, among other 
things, the safe storage of hazardous substances and the safe 
transport of dangerous goods, such as heating oil or crop protec­
tion products. Top priority goes to avoiding incidents of pollution. 
Since 1992, all claims involving BayWa AG have been recorded 
centrally, analysed and processed as quickly as possible in cooper­
ation with the insurance company, relevant experts and the cus­
tomer, regardless of who caused the damage. Employees are 
obliged to report anything conspicuous with regard to incidents of 
pollution and cases of damage.
The water treatment plants at the two sorting facilities of BayWa 
Obst GmbH are permanently in operation and recycle 70% of the 
process water, so that only a small amount of fresh water is used. 
To clean waste water contaminated by oil, RWA AG has installed 
mineral oil separators at the affected areas.
Objectives
In the years ahead, BayWa aims to continuously reduce the amount 
of waste generated throughout the Group while increasing the 
recycling rate. Despite established structures and processes, the 
possibility of environmental damage caused by a lack of knowledge 
cannot be ruled out. BayWa seeks to widely minimise this lack of 
knowledge by raising employee awareness of how to handle haz­
ardous substances through training courses and instructions.
BayWa Agri Supply & Trade (BAST) aims to develop an environ­
mental directive by 2021 which should enable recycling and waste 
management to be done in a differentiated way.
BayWa r.e. also aims to avoid the use of disposable plastics at all 
locations to the greatest extent possible. Several locations were 
able to achieve this goal during the reporting period.
Waste and waste water
To guarantee the safety of the 
environment and society, 
Group-wide instructions for the 
handling of hazardous substances 
are in effect at BayWa AG. 
Briefings, training courses and on-site 
inspections occur regularly for 
this purpose.
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Environment 
and Climate
Measures
To reduce waste and increase the rate of recycling, the measures 
set include the following:
•	 Reducing the amount of copy paper by gradually switching the 
standard print setting to double-sided printing
•	 Increasing the rate of recycling through financial incentives for 
separate waste collection at the locations

To continually reduce the amount of waste produced by the Group 
and simultaneously increase the rate of recycling, BayWa intends to 
prepare information and training sessions on the intranet in a more 
interactive way and communicate them to employees in a targeted 
fashion. This should raise employees’ awareness concerning the 
issues of waste and recycling and motivate them to take action.
With the help of the waste disposal partners, BayWa AG will check 
the waste disposal situation at individual sites. The on-site viewings 
should improve the rate of sorting and are only done at locations 
where potential for improvement is presumed. Together with the 
branch, measures are then taken to increase the rate of sorting.
Results
Over the past year, approximately 13,365 tonnes of waste were 
generated at the locations of BayWa AG (2018: 12,307 tonnes). 
Of this amount, some 77% were recycled (2018: 76%). Through 
regular take-back campaigns and at established site collection 
points, BayWa AG took back 6,343 tonnes of waste in 2019 (2018: 
5,602 tonnes). BayWa AG organised the proper disposal of some 
4,171 tonnes of hazardous waste (2018: 3,913 tonnes), such as 
machine, gear and lubricating oils; oil filters; starter batteries; and 
other hazardous substances, such as fuel, contaminated packag­
ing and solvents. BayWa AG organises the proper disposal of haz­
ardous substances in line with handling instructions. In total, some 
93% of all hazardous waste was recycled (2018: 94%).
The waste produced by the entire Group in 2019 came to 95,141 
tonnes (2018: 135,198 tonnes). Of that amount, approximately 19% 
(2018: 20%) was recycled. The amount of waste water disposed of 
via the sewage systems at the BayWa Group in 2019 came to 
134,241 cubic metres (2018: 63,823 cubic metres).
Altogether, 83 claims involving damage (such as heating oil that 
leaked or fires) were responsible for total expenditures (including 
clean-up and compensation) at BayWa AG of approximately 
€250,000 in 2019 (2018: 67 claims involving damage for total 
expenditures of around €227,170).
In the future, BayWa intends to
prepare information and training 
sessions on waste management on 
the intranet in a more interactive way 
and communicate them to the 
employees in a targeted fashion.
 
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Environment and Climate  Waste and waste water

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Appendix
Environment 
and Climate
Waste by disposal method at the BayWa Group
in tonnes
2018
2019
Reuse
7,593
461
Recycling
27,322
17,602
Composting
14,960
4,286
Reuse incl. combustion 
with energy recovery
4,194
4,309
Thermal treatment
6,607
7,989
Landfill
14,001
3,896
Storage
14
7
Other methods of 
disposal
60,507
56,591
Total
135,198
95,141
Waste by disposal method at BayWa AG	
in tonnes
2018
2019
Reuse
0
0
Recycling
9,311
10,248
Composting
6
23
Reuse incl. combustion 
with energy recovery
2,440
2,434
Thermal treatment
164
243
Landfill
386
418
Storage
0
0
Other methods of 
disposal
0
0
Total
12,307
13,365
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Quality of Life
Appendix
Employees
› Human resources strategy
› Inclusion & Diversity
› Training and education
› Occupational health and safety
A traditional and long-standing company, BayWa has locations in 
numerous countries and intends to remain an important international 
employer in the future. The ONE HR human resources strategy ensures 
this objective, as it aims to strengthen cooperation based on 
performance, trust and encouragement. As a sign of how much 
importance is placed in issues relating to Inclusion & Diversity within the 
Group, BayWa signed the Diversity Charter in 2019. As part of strategic 
personnel planning, the company is also focusing on training and 
professional development, as well as on developing the next generation 
of managers. By offering attractive training and professional 
development programmes and clear career paths, BayWa not only 
consolidates the expertise of existing employees and retains them, but 
also attracts new young recruits. In addition, BayWa also takes action at 
all its locations to ensure occupational safety and protect health.
Employees
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Employees

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Environment  
and Climate
Quality of Life
Appendix
Employees
Guidelines, structures and processes
The ONE HR strategy forms the foundation for human resources 
work at BayWa over the coming years. An HR mission encompass­
ing the entire Group as well as seven strategic fields of focus are 
the cornerstones for this approach.
BayWa’s ONE HR mission comprises three principles:
•	 We are a global team of HR experts guided by our hearts 
and our heads.
•	 We are passionate about working with people and nurturing 
enthusiasm for the BayWa Group.
•	 We find creative solutions together with our customers for 
the global success of the company in a digital world.

Guided by the HR strategy 2018+, BayWa is concentrating its 
efforts on the following seven fields of focus:
HR 2022 – We are business
We are continuously working to expand and focus our range of 
expertise in order to align our portfolio of services even better 
to our internal clients.
Recruiting – Get the best
Our resources are designed to reach and recruit the best employ­
ees for the needs of the BayWa Group – both nationally and inter­
nationally.
Talent management – Our talents create success
The three key steps to our success: making potential and talent vis­
ible, developing them, applying them well. All in the knowledge of 
harnessing those skills that will be crucial to our success in future.
Leadership culture – Leadership makes the difference
Good leadership is the foundation of our success! The leadership 
culture has a direct influence on employees’ motivation to perform 
and hence on the economic success of the BayWa Group.
Diversity & inclusion – Promoting diversity
We aim to leave no potential untapped. Internationality, hetero-
geneity and diversity in the workforce create innovation and 
success.
Connectedness
We establish a culture of dialogue and communication between 
employees and management, in the team and across borders.
Employer branding – BayWa makes sense
The BayWa brand value and BayWa mission are the foundation for 
our positioning as a national and international employer. And our 
employees are our best brand ambassadors.
All our HR activities are focused on the strategic goals and needs 
of the BayWa Group. HR is a key force driving corporate culture 
and a strategic partner with an overarching management function.
Human resources strategy
BayWa’s HR strategy 2018+ 
focuses more strongly on the 
Group’s strategic goals and needs.
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Environment  
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Quality of Life
Appendix
Employees
The HR structure is oriented towards the following key topics:
• Global cooperation: We create the necessary conditions so 
that our expertise as the ONE HR team can create added value 
throughout the world. In order to be effective across the Group 
and capitalise off global synergies, the HR managers of the 
major subsidiaries report functionally to the HR management 
of the BayWa Group.
• Focus on Germany: Our core business is located in Germany. 
In order to meet its needs properly and to align ourselves even 
more closely to the needs of the business, we are establishing 
the HR Germany department.
• Combined HR expertise for the entire BayWa Group: We 
make our expert HR knowledge accessible to the entire BayWa 
Group. The HR Transformation & International division brings 
together expertise and develops an infrastructure in which it 
can have the optimal effect.
Objectives
In HR, BayWa pursues specific objectives in relation to diversity 
and equal opportunity (page 68), training and professional devel­
opment (page 74) and occupational health and safety (page 77). 
The relevant chapters of this report provide an overview of where 
the company stands with respect to achieving each of these ob-
jectives, as well as results from the previous year. 
Measures
The first global ONE HR Hackathon, an event aimed specifically 
at software and hardware developers, was held to strengthen 
strategy-oriented and overarching projects. Ninety participants 
from eight countries addressed the following questions in inter-
disciplinary teams:
•	 How can we work together in a more agile way in the future?
•	 How can we improve our internal processes?
•	 How can we better support our corporate strategy?

The global ONE HR team created innovative and customer-oriented 
solutions together with various interfaces, representatives from 
the business units and the Works Council.
The issues addressed by the project teams ranged from process 
digitalisation to new work and digital upskilling to the question of 	
“How ONE HR can support the Green Strategy ECOnomics?”
Employee structure ¹ 
The number of employees at BayWa AG stood at 8,951 during the 
reporting year (2018: 9,047), which was a slight year-on-year de-
crease. Of those, 14.3% worked on a fixed-term basis (2018: 14.5%); 
12.8% worked part-time (2018: 12.3%). The number of employees at 
the BayWa Group increased slightly in 2019. At the end of the year, 
the Group employed 20,766 people in 30 countries worldwide 
(2018: 19,388).
Responsibilities for different aspects of human resources
Global Corporate HR
3 persons
HR Germany
34 persons
HR Transformation & International
11 persons
1	 As at: 30 September 2019. All employee figures in this section may differ from the figures 
provided in the Consolidated Financial Statements due to different data collection methods.
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Length of service and employee turnover
Long periods of employment 1 with the company and low turnover 
are indicative of high employee satisfaction at BayWa. The former 
stood at 12.6 years at BayWa AG last year, and at 6.6 years for the 
Group as a whole. During the reporting period, BayWa AG had 
1,018 new recruits (2018: 875) and 485 departures (2018: 405) –, 
working out to an employee turnover rate of 5.4% (2018: 4.5%). 
The fluctuation rate across the Group stood at 8.7%, with 3,664 
entries compared to 1,806 exits.
Around 44% of the male employees and around 16% of the female 
employees at BayWa AG were aged between 26 and 54 years in 
2019. Across the Group, around 47% of the male and 19% of the 
female employees were within this age range.
Long periods of employment
with the company are indicative 
of higher employee satisfaction at 
BayWa: at BayWa AG, the period 
of employment stood at 12.6 years 
in 2019.
2018
2019
BayWa AG
Total number of employees
9,047
8,951
Industrial, male
32.5%
31.8%
Industrial, female
1.6%
1.6%
Commercial, male
42.2%
42.2%
Commercial, female
23.7%
24.4%
BayWa Group
Total number of employees
19,388
20,766
Industrial, male
31.3%
32.6%
Industrial, female
3.5%
3.8%
Commercial, male
40.4%
39.6%
Commercial, female
24.8%
24.0%
Employee structure BayWa AG and BayWa Group
1	 Average length of employment
2018
2019
BayWa AG
Total number of employees
9,047
8,951
≤ 25 years, male
15.9%
15.5%
≤ 25 years, female
5.4%
5.3%
26 – 54 years, male
43.2%
43.1%
26 – 54 years, female
15.7%
16.2%
> 54 years, male
15.7%
15.5%
> 54 years, female
4.4%
4.5%
BayWa Group
Total number of employees
19,388
20,766
≤ 25 years, male
12.7%
12.9%
≤ 25 years, female
4.4%
4.3%
26 – 54 years, male
46.0%
46.6%
26 – 54 years, female
19.9%
19.4%
> 54 years, male
13.0%
12.8%
> 54 years, female
4.0%
4.1%
Age structure BayWa AG and BayWa Group
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Companies that actively promote diversity, equality and inclusion 
boost employee satisfaction and motivation, and increase their 
attractiveness to people on the job market. BayWa confronts the 
risk that the number of applicants will drop and that employee 
fluctuation will increase as an effect of the shrinking pool of special­
ist workers by actively promoting Inclusion & Diversity. Because 
diverse teams where the members are mixed in terms of age, 
gender and experience work more creatively, offering a wider 
range of perspectives, the company benefits from Inclusion & 
Diversity being anchored and lived as a principle. With over 
20,000 employees in 30 countries, BayWa is dependent on people 
from various backgrounds collaborating successfully across and 
within country borders.
Guidelines, structures and processes
[ Inclusion & Diversity is an integral part of the ONE HR Strategy 
of BayWa AG. The concept of diversity goes far beyond the differ­
entiation criteria set out in the anti-discrimination and equal treat­
ment laws. Rather, it describes the various characteristics, values 
and modes of behaviour which are either present at the outset or 
which have been gained weither consciously or unconsciously 
through learning or experience.
BayWa does not tolerate employee discrimination on the basis of 
personal background, gender, age or sexual orientation. This prin-
ciple is set forth in the Code of Conduct developed in 2015 and the 
Inclusion & Diversity Policy adopted in 2019, and is communicated 
through the Corporate Leadership Guide and at mandatory manage­
ment training courses.
Corporate HR is responsible for strategically anchoring Inclusion 
& Diversity as a policy. The HR Transformation & International/
Inclusion & Diversity division which was established at the end of 
2018 is responsible for building up initiatives and directives to 
strengthen Inclusion & Diversity across the Group. At the same 
time, it is the task of all managers to live this in their teams. That 
means that all managers should leverage the range of perspectives 
which a diverse workforce entails in daily cooperation. The Inclusion 
& Diversity policy is an international, Group-wide statement on 
Inclusion & Diversity which applies from the recruiting process to 
employee and management development.
Inclusion & Diversity
102-41
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Another important step towards anchoring Inclusion & Diversity 
in the corporate culture was signing the Diversity Charter in 2019, 
including the associated self-imposed regulation. ] 
[ BayWa ensures that its pay structure is solely based on the work 
done and the position in the company. In the areas falling under the 
BayWa pay scale, remuneration is based on evaluation of job func­
tions in accordance with the collective wage and salary agreement. 
The German Transparency in Wage Structures Act (EntgTranspG) 
has also applied since from 2018. According to this legislation, 
BayWa AG employees have the right to information about the salary 
of a colleague of the other gender who performs a similar job or 
works on a similar level. This law was implemented in the form of 
guidelines which all employees can rely on. If employees feel that 
they have been placed at a disadvantage or discriminated against, 
they can contact Corporate HR, the Works Council or an external 
ombudsman at any time. ] 
102-41
Diversity Charter –
what does it mean for BayWa?

The Diversity Charter is an employer’s initiative which was 
set up in 2006 to promote diversity in companies and insti­
tutions. Since that time, 3,400 companies and institutions 
have signed the Charter – including BayWa AG and BayWa r.e. 
By signing this document publicly, BayWa undertakes to 
actively promote a culture of mutual respect and cooperation. 
As part of this culture, each individual must have the feeling 
that they, with their individual characteristics and capabil-
ities, is an integral part of the company, will be able to fulfil 
their potential and can make an optimal contribution to the 
company’s success. BayWa makes sure that all guidelines, 
processes and programmes, including search and selection 
criteria in the recruitment process, career models, HR and 
management development programmes contribute to 
avoiding discrimination and that diversity is seen as an 
opportunity and an enrichment in the Group.
Video on the Diversity Charter
(German only)
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Employees
Environment 
and Climate
What does Inclusion & Diversity mean for you? 
Boesze: For me, diversity means much more 
than issues of gender, age, sexual orientation, 
disabilities and religion. Above all, it is about how 
different we are as people – due to our origins, 
our ways of thinking and our ideas. We have all 
been shaped by our individual experiences and 
therefore represent diversity within our Group.
This should be kept in mind, which brings me 
directly to the issue of inclusion. Inclusion is a 
process of recognising and appreciating our
differences and means addressing the above-
mentioned diversity and leveraging it. 
How does BayWa benefit from your efforts to 
promote diversity?
Boesze: The answer lies in our claim, for 
example: “United for success”. Appreciating 
diversity, or inclusion, is firmly anchored in our 
corporate values and in our Code of Conduct. 
At the same time, every manager and every 
employee is responsible for living and perpetu­
ating this culture. If, together, we manage to 
bring our differences to bear in a proactive way 
and regularly change our perspectives, we will 
tap into the creativity and innovation resources 
at BayWa. It always amazes me to see the ideas 
that come up when people with different back­
grounds work together in a team.
It can’t be easy to live diversity in all parts of 
the business. What are the biggest challenges 
that BayWa faces?  
Boesze: The BayWa Group employs more than 
20,000 people, comprising more than 50 nation­
alities in more than 30 countries. We are already 
a very international company. However, our 
engagement in diversity issues must go beyond 
this status quo. For this reason, the One HR team 
has made Inclusion & Diversity one of our seven 
global fields of action. Even in the future, we will 
channel our energy and attention into living a 
truly inclusive culture so as to make sure that 
BayWa can adapt.
INTERVIEW
Inclusion & 
Diversity
Eva Boesze, Head of Corporate HR at the BayWa Group
Companies that actively promote Inclusion & Diversity are 
more successful. Eva Boesze, Head of Corporate HR at the BayWa Group, 
describes how BayWa is dealing with this issue.
“Above all, it is about
how different we are as people –
due to our experiences,
our ways of thinking and our ideas.
This diversity is a valuable resource.”
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Employees
How much progress has BayWa made towards 
having an inclusive culture?  
Boesze: With a company history going back 
almost 100 years and Bavarian DNA, we have 
come a long way in the last decades. This starts 
with the development of our various business 
units and follows through to the internationalisa­
tion of the BayWa Group. We have adapted the 
various management and HR instruments at our 
disposal to suit new and different requirements. 
We will also do this in the future. Our annual, 
global management conference is just as import-
ant as the ongoing optimisation of HR processes. 
For example, we offer more than 200 flexible 
working models to use workforce capacity more 
efficiently. Models which, I should mention, 
aren’t just used by mothers  working part-time. 
This is also proof that our workforce is getting 
more and more diverse.
Last year, we also signed the Diversity Charter. 
By doing this, we officially undertake to promote 
diversity in our company as an employer. In add-
ition, we are preparing a global mission state­
ment for Inclusion & Diversity which we will use 
internally and externally to communicate what 
we stand for.
What objectives have you set yourself for 
the future? 
Boesze: In my eyes, it is particularly important 
that we openly address our differences and simi­
larities and use them as an absolute strength.
Our role in HR is to set up a framework within 
which managers and employees can operate. 
Inclusion & Diversity are neither purely HR tasks, 
nor is it a catch-all concept for individual, 
well-meant ideas. Rather, it is a basic, strategic 
direction and responsibility where everyone 
makes their contribution to shape the success of 
the company over the long term – today and in 
the future. This begins with recruiting, selecting 
and promoting employees and continues with per­
sonnel development. Here, for example, we focus 
on raising awareness regarding prejudices and 
tapping hidden, as yet unused employee poten­
tial. We are working on the latter issue as part of 
a mentoring programme for sales, a professional 
field which has been traditionally dominated by 
males, where men and women can learn from 
one another and can develop professionally 
through having contact with customers. Good 
progress is being made on this project. We have 
been receiving feedback from various BayWa 
units and divisions.
You can summarise our objective as follows:
In essence, Inclusion & Diversity means connected­
ness. If we live this, we can ensure BayWa’s suc­
cess over the long term.
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Objectives
[ The promotion of Inclusion & Diversity is a strategic goal, because 
diverse and mixed teams can contribute to the improved success 
of the company. Today, people of many different nationalities work 
together at BayWa across the Group. In terms of equal opportun-
ities, the company pursues the aim of securing the most suitable 
candidate for vacant management positions, regardless of personal 
background, gender, age or sexual orientation.
By 30 June 2022, the aim is to achieve a of 22% Group-wide share 
of women in the first and second management tiers. ] 
Measures
[ Women with high potential benefit from BayWa’s Connected 
Women network. The network provides a platform for female 
employees where they can share ideas and experiences, enabling 
them to learn from one another.
To promote a better work-life balance, BayWa AG provides its 
employees with flexible working time models geared towards the 
different stages of their lives. This includes the possibility of 
working part-time. Employees at administrative locations can 
also work according to flexitime. The company agreement on 
“mobile working” allows employees to work from locations other 
than the agreed place of work under certain circumstances. ] 
 
In addition, the volume of greenhouse gases emitted is reduced 
due to fewer journeys being made between the place of residence 
and the place of work, which is also a contribution towards climate 
protection. People returning from parental leave can visit special 
seminars to help them reintegrate into work life. Since 2019, 
BayWa AG has been offering the chance to take a sabbatical for 
six months.
In its job advertisements, BayWa AG encourages people with dis-
abilities to apply. BayWa AG also awards orders for digitalising 
contract documents, for example, to organisations that employ 
people with disabilities as a matter of priority.
Performance indicator and results
[ At the end of the reporting year 2019, the percentage of women in 
the first and second levels of management at the BayWa Group 
came to 21% (2018: 18%). ] 
Year on year, the percentage of female employees at BayWa AG was 
more or less unchanged at 26%. Across the Group, the proportion 
of female employees stood at 28%. The proportion of women on the 
Supervisory Board totalled 25% (2018: 25%).
BayWa Group had 
21% female managers 
working at the first and 
second level in 2019.
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Employees
2018
2019
BayWa AG
Managers overall 
(1st and 2nd levels)
107
118
≤ 40 years
23.4%
24.6%
41 – 50 years
32.7%
33.9%
≥ 51 years
43.9%
41.5%
BayWa Group
Managers overall 
(1st and 2nd levels)
771
911
≤ 40 years
29.4%
30.7%
41 – 50 years
36.8%
37.9%
≥ 51 years
33.7%
31.4%
Management positions by age at BayWa AG 
and the BayWa Group
Women in management positions
2018
2019
BayWa Group
140
191
  thereof BayWa AG
18
24
2018
2019
BayWa AG
Managers overall 
(1st and 2nd levels)
107
118
Female  
19.6%
20.3%
Male
80.4%
79.7%
BayWa Group
Managers overall 
(1st and 2nd levels)
771
911
Female  
18.2%
21.0%
Male
81.8%
79.0%
Management positions by gender at BayWa AG
and the BayWa Group
2019. In 2019, 2.3% (2018: 2.2%) of BayWa AG employees went on 
parental leave, 91% of whom were female (2018: 90%). In total, 
12.8% of employees worked part-time in 2019 (2018: 12.3%). Of 
these, 69.8% were female (2018: 70.2%). Group-wide, the propor­
tion of employees in part-time employment was 11.1%, of whom 
68.8% were female. People with a disability accounted for 2.1% of 
employees at BayWa AG during the reporting period (2018: 2.2%). 
Group-wide, the proportion of employees with a disability was 1.6% 
in 2019.
Of the employees at BayWa AG, 94% fall under the BayWa pay 
scale. As a result, there are no differences in pay between women 
and men. As in the previous year, neither BayWa AG nor any of the 
subsidiaries were made aware of any cases of discrimination in 
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Professional development is key to ensuring the competitiveness 
of companies over the long term, while training is key to ensuring 
the employability of people. BayWa promotes the professional and 
personal development of its employees, thereby helping it to 
secure an edge with regard to expertise, the satisfaction of its 
employees and its attractiveness on the job market. As a result, 
training and education are key components of its human resources 
strategy. Young people in particular expect companies to offer good 
opportunities for personal development. Even a traditional trading 
group such as BayWa must now compete for employees. Attractive 
training and professional development programmes are therefore 
crucial for recruiting and retaining talented junior staff.
Guidelines, structures and processes
[ Training and professional development are part of the human 
resources strategy of BayWa AG, which takes a three-pronged 
approach to employee development: a) a systematic training 
structure, b) a range of in-house and external seminars and devel­
opment programmes for employees and managers, and c) the 
annual employee assessment.
As a training provider, BayWa plays an important role in assuring 
the next generation of talent. Young employees are systematically 
prepared for a profession in 16 apprenticeships. Apart from tech-
nical training, the development of social and methodological skills 
also plays a major role in this process and is a key element of the 
training structure. ] 
Objectives
[ Through its development programmes, BayWa aims to ensure that 
specialists and managers are highly and uniformly qualified. Among 
other things, the programmes aim to teach them to independently 
pursue goals they set themselves. This intrepreneurial approach is 
to become even more firmly rooted in the corporate culture over the 
long term.
The topic of sustainability is now a fixed component of the training 
programme at BayWa. BayWa also plans to provide its employees 
with regular training on its Group-wide sustainability strategy and 
make suggestions on how they can contribute. In addition, man-
agers are slated to complete training courses that aim to raise their 
awareness of stakeholder expectations. Appropriate concepts are 
being developed and implemented to this end.
In addition to existing development and training programmes, T&G 
Global plans to establish a leadership development programme in 
2020. ] 
Measures
Seminars and training courses focus on strengthening personal and 
social skills, technical and methodological skills, as well as business 
and leadership skills.
Training and education
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[ One mandatory management tool for all full- and part 
time BayWa AG employees is the annual employee assess­
ment conducted with their respective manager. Based on 
the competence model, managers and employees identify 
personal strengths and areas for improvement, and estab­
lish specific steps for professional development.  
The BayWa subsidiaries also run numerous training pro­
grammes. For example T&G Global has professional devel­
opment and training programmes in the areas of compli­
ance, leadership and management development, and 
health and safety. The company also offers programmes to 
promote literacy and numeracy, along with technical and 
operational skills.] 
Average number of training hours
BayWa AG
BayWa Group
2018
2019
2018
2019
Number of employees participating in training
10,162
9,154
18,314
20,226
Number of hours per employee overall
13.8
12.9
13.7
10.6
Number of hours per female employee
10
8.3
12.6
8.9
Number of hours per male employee
15
14.5
14.2
11.2
Number of hours per industrial employee
11.2
11.8
18.0
13.0
Number of hours per commercial employee
15.1
13.4
11.5
9.2
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Performance indicator and results
[ In 2019, 9,154 individuals (2018: 10,162) participated in training 
at BayWa AG. The number of training hours per employee was 
12.9 hours (2018: 13.8). Group-wide, 20,226 individuals participated 
in training in the reporting year. This equates to 10.6 training hours 
per employee. ] 
BayWa also uses e-learning for ongoing knowledge sharing, which 
is available to all employees. In 2019, a total of 35,018 participants 
at BayWa used the e-learning offering. Group-wide, the number of 
participants was 39,365.
At BayWa AG, employee assessments covered approximately 
33.4% of all employees in 2019 (2018: approximately 34.7%). 
Group-wide, 37.1% (2018: 37.3%) of all employees participated 
in employee assessments in the reporting year.
Knowledge sharing at BayWa 
is also achieved using e-learning. 
Group-wide, the number of 
participants in 2019 was 39,365. 
Azubi-Academy 2 from BayWa Building 
Materials
To give trainees a broad overview of its fields of activity, and 
to prepare them even better for sales activities and discus­
sions by offering them practical insights, BayWa Building 
Materials created the Azubi-Academy 2. In the reporting 
year, a total of 80 trainees in their third year of training took 
part in a series of practical exercises over a period of four 
days at the BayWa Building Materials logistics centre in 
Regensburg, Germany. The focus of the Azubi-Academy 2 
was on practical experience involving the building materials 
that they usually sell or move around warehouses. Over the 
course of the four-day event, the trainees got their hands 
dirty to find out how the building materials are used. The 
programme cemented the theoretical knowledge the young 
employees had already learned, allowing them to use it in 
practice when offering advice or in sales discussions. 
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Employees spend a large portion of their lives at companies. 
Good working conditions can motivate them, as well as prevent 
stress and harm to their health. By providing a healthy working 
environment, BayWa helps its employees to stay healthy and 
thereby ensures greater quality of life for them outside the work­
place. At the same time, this approach allows the company to 
decrease the number of absences caused by illness, which come 
at a high cost and affect operations.
Guidelines, structures and processes
With its 17 employees, BayWa AG’s Corporate Environment, Health 
& Safety (EH&S) organisational unit is a Group-wide point of con­
tact for employee health and safety concerns, while also crafting 
international standards. In this function, the organisational unit 
reports directly to the Chief Executive Officer. The mandate “Safety, 
Health and Environmental Management”, approved in 2016, estab­
lishes responsibilities for EH&S and specifies the tasks and powers 
of Corporate EH&S. All Group companies have a coordinator who 
is in charge of these matters.
The ISO 45001 standard, published in March 2018, was the first 
such global standard for occupational health and safety manage­
ment systems. The BayWa environmental, health and safety guide­
lines, which came into effect in 2019, are aligned with this standard. 
The guidelines define the minimum measures to be taken for mat­
ters of occupational health and safety and environmental manage­
ment at every BayWa location. It applies to all businesses and 
employees within the BayWa Group and their subcontractors. 
EHS management software is available for all locations to allow 
for the implementation of the individual measures.
The occupational health management structure is based on a work­
ing group, the addiction officer, EHS coordinators and cooperation 
partners. In addition, the BayWa AG occupational health and safety 
committee meets regularly to exchange information and ideas con­
cerning current topics and measures in the area of occupational 
health and safety.
BayWa’s health management scheme promotes employee health 
and safety through various means, particularly prevention. Due to 
the physical nature of their work, BayWa AG’s industrial employees 
– such as warehouse staff, professional drivers, agricultural 
machinery mechanics and customer service staff for milking oper­
ations – are subject to health risks. The requests submitted through 
the employer’s liability insurance association regarding suspicions 
of occupational illnesses are looked into annually, and appropriate 
measures are determined. BayWa AG’s occupational reintegration 
management system provides employees suffering from longer-
term or frequent illnesses with optimum support. BayWa AG exam­
ines how accidents can be avoided and working conditions can be 
improved by means of its employee suggestion scheme. BayWa AG 
has kept systematic records of accidents at work since 1974.
Occupational health and safety
The BayWa environmental,
health and safety guidelines, which 
came into effect in 2019, are aligned 
with the global ISO 45001 standard for 
occupational health and safety 
management systems. 
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BayWa AG EH&S and PR/Corporate Communications/Public 
Affairs must be informed immediately of serious occupational 
accidents or occupational accidents resulting in death, as well as 
incidents that impact the environment. For example, an extensive 
catalogue for personal protective equipment and a comprehensive 
training programme on prevention in occupational safety help pre­
vent accidents and injuries at BayWa AG and its subsidiaries.
BayWa AG’s EH&S organisational unit promotes Group-wide EH&S 
reporting at regular intervals via the companies’ respective EH&S 
officers. The relevant performance indicators are retrieved digitally 
from the business divisions and Group companies each year. In 
addition to the EH&S mandate, Cefetra B.V. has designated its own 
occupational health and safety officers. Cefetra employees face 
the greatest safety risks during external meetings and appoint­
ments. Risk analysis has been carried out with regard to such 
appointments, and countermeasures have been implemented for 
the risks identified. They included procuring stocks of earplugs, 
dust masks, helmets and high visibility vests.
Objectives
BayWa aims to continuously reduce the number of accidents at 
work through Group-wide provisions in EH&S with a focus on pre­
vention. A further BayWa objective is to reduce days of absence.
The number of ISO 45001 certifications for management systems 
for occupational health and safety at work is to be increased con­
tinually, throughout the Group.
The global occupational health and safety management system, 
which was developed with the companies of the BayWa r.e. Group 
in 2019, will be successively implemented at the relevant BayWa 
r.e. companies from 2020. It is designed to enable all BayWa r.e. 
companies to achieve certification under ISO 45001. With this 
measure, the company aims to satisfy the continuously increasing 
EH&S requirements in the renewable energies sector while also 
strengthening awareness for the risks involved in working with 
electrical facilities or at heights among management and employ­
ees. Special attention is given to reviewing subcontractors and 
service providers.
Together with the BayWa r.e. Group, 
a global occupational health and safety 
management system was developed 
in 2019 in order to meet the constant 
requirements in the area of EH&S. 
It will be implemented at further 
BayWa r.e. companies in 2020.
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Measures
BayWa’s health management scheme promotes employee health 
and safety through various means, particularly prevention. Among 
other things, the measures include health seminars on coping with 
stress, healthy eating, exercise and relaxation, along with back 
exercises, yoga and massage offerings. It also offers all Group 
employees in Germany the opportunity to participate in health 
seminars on such topics as boosting their resilience, mindfulness 
and healthy eating.
In the reporting year, BayWa launched a process aimed at the har­
monisation of the recording and analysis of all incidents relating to 
occupational health and safety, as well as environmental manage­
ment. The system was first implemented at BayWa AG’s German 
locations and the German BayWa r.e. Group companies in Decem­
ber 2019. The process will be successively rolled out to all other 
companies. This will enable BayWa to ensure the correct docu­
mentation required by law. Furthermore, the management system 
described enables systematic post-processing of accidents to 
reduce hazards and thereby contributes to the well-being of 
employees.
Occupational accidents
2018
2019
BayWa Group
1,704
588
  thereof BayWa AG
247
237
BayWa’s health management 
scheme promotes employee health 
and safety through various means, 
particularly prevention. Among other 
things, the measures include health 
seminars on coping with stress, 
healthy eating, exercise and relaxation, 
along with back exercises, yoga and 
massage offerings.
In 2019, a total of over 5,000 
BayWa AG employees participated 
training sessions on health and safety 
(2018: 1,300).
Results
At 3.2%, the rate of illness at BayWa AG in 2019 remained almost 
unchanged in comparison with the previous year (2018: 3.4%). The 
Group-wide rate of illness was 3.2% in the reporting year.
Since 2017, BayWa Health Management has been assuming the 
cost for health training, which has been taken up by 319 employees 
to date. These seminars help promote employee health with a spe­
cific focus on the prevention of mental and psychological strain. In 
2019, a total of 5,137 BayWa AG employees also participated in 
training sessions on health and safety (2018: 1,300).
In addition, the number of ISO 45001 certifications for manage­
ment systems for occupational health and safety at work increased 
at BayWa r.e. from one certification at BayWa r.e. Rotor Service 
GmbH to include a further certification at another company of the 
BayWa r.e. Group in 2019.
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› Product responsibility
› BayWa Foundation and sponsorships
BayWa’s business activities serve basic human needs – for food, energy, 
mobility, heating and housing – and affect quality of life. As a responsible 
company, BayWa is committed to high quality and safety standards for 
its products and services. The complete recording of suppliers 
guarantees the ability to transparently trace products back to their 
origin. The compliance of products with strict safety requirements is 
ensured by adherence to guidelines and processes. Reliable information 
and a cooperative relationship with customers also facilitate the proper 
use of products. Through the BayWa Foundation, the company supports 
projects in Germany and throughout the world in the fields of education, 
sports and the environment.
Quality of Life
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Quality of Life
Guaranteeing product safety and, with it, the protection of custom­
ers, employees and the environment is a key concern for BayWa. 
At the same time, it is a challenging task, because as a leading 
international supplier of raw materials for agriculture, global pur­
veyor and marketer of fruits, and trader of energy carriers, the 
company is confronted with a wide range of different national quality 
and safety standards. Defective products that wind up on the mar­
ket can result in a tarnished reputation − especially when it comes 
to food − and entail liability claims for the company. Complex supply 
chains further complicate efforts to check and ensure safety and 
quality standards.
Guidelines, structures and processes
At BayWa, product responsibility is a key issue in Group-wide sus­
tainability management. Due to the wide range of products offered 
by BayWa’s segments, product responsibility means something 
different in each case, and is accordingly managed and imple­
mented individually.
Product responsibility therefore lies with quality management in 
the respective business unit. In the Agri Trade & Service business 
unit, responsibility has been assigned to the relevant product area 
managers. The divisions and subsidiaries of the RWA Group also 
have independent responsibility for the topic.
Thanks to close collaboration between producers, production 
and marketing, systematic traceability and comprehensive residue 
monitoring, the company meets or exceeds the strict legal stand­
ards, especially in the food and feedstuffs product unit. The selec­
tion of reliable suppliers and neutral inspection bodies also plays 
a pivotal role and contributes to product and process safety.
[ Products containing hazardous substances are subject to special 
labelling obligations regarding their origins, ingredients and use, 
as are feedstuffs and seed. BayWa complies with those special 
labelling obligations. The Corporate Environment, Health & Safety 
(corporate EH&S) organisational unit holds regular training courses 
for all business units to ensure that all relevant BayWa employees 
are informed about current requirements. At the RWA Group, such 
training is carried out internally by the individual specialist areas. ] 
In accordance with legal requirements, BayWa AG sends safety 
data sheets and any updates directly to professional users, and it 
makes approximately 17,000 such documents for hazardous goods 
and substances available on the internet and intranet.
BayWa Agri Supply & Trade (BAST) and Agri Trade & Service
[ All locations of BayWa AG’s BAST and Agri Trade & Service busi­
ness units that record, store and trade grain and feedstuffs in bulk, 
as well as all bulk shipments of grain and feedstuffs (made by 
truck, rail or ship), are certified in accordance with the GMP + B3 
feedstuffs safety standard for trade, origination, storage and hand-
ling and the GMP + B4 safety standard for transport, or an equiva­
lent standard. The "UNSER LAGERHAUS" agricultural locations 
that record, store and trade grain and feedstuffs in bulk are also 
GMP certified.
In 2019, BayWa Agri Trade & Service recorded approximately 2 million 
tonnes of grain and approximately 280,000 tonnes of oilseed; 75% 
of that grain and almost 98% of that oilseed was certified according 
to the REDcert EU sustainability standard and, with the exception 
of rapeseed, met the GMP+ B 3 feedstuffs safety standard. 
Product responsibility
In 2019, BayWa Agriculture 
recorded around 1.29 million tonnes 
(2018: 1.17 million tonnes) of 
sustainable grain and 272,868 tonnes 
(2018: 290,586 tonnes) of 
sustainable oilseed.
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The share of non-genetically modified soya meal compared to 
the total amount of soya meal sold rose to 26.4% in 2019 (2018: 
18.6%). Of the traded soya meal, 73.6% (2018: 81.4%) was genet-
ically modified, which is still subject to a special labelling require­
ment. Approximately 50 BayWa locations have been VLOG certi­
fied since mid-2018. That allows farmers participating in non-
genetically modified programmes to be supplied with certified 
feeds that do not require labelling. ] 
The subsidiary Cefetra B.V. has set up a standard to certify soya 
production. This Certified Responsible Soya (CRS) standard was 
found to be compliant with the European Feed Manufacturers’ 
Federation (FEFAC) sourcing guidelines. Cefetra B.V. also under­
goes auditing in accordance with the following standards:
•	 Good Manufacturing Practice (GMP+ International: GMP+ Feed 
Responsibility Assurance, GMP+ Feed Safety Assurance and 
GMP+ GMO Controlled)
•	 Good Trading Practice (GTP)
•	 Cert ID Non-GMO Standard 
•	 International Sustainability and Carbon Certificate (ISCC)
•	 With respect to quality, environmental and social standards 
in line with its membership in the Roundtable on Sustainable 
Palm Oil (RSPO) and the Round Table on Responsible Soy 
Association (RTRS)
Cefetra B.V. also participates in
•	 the UK Roundtable on Sustainable Soya,
•	 the Dutch Soy Platform Initiative,
•	 the Coceral Food and Feed Safety Working Group,
•	 the MVO Food and Feed Safety Working Group,
•	 the MVO Working Group Sustainable Sourcing,
•	 the EFISC-GTP Technical Committee,
•	 the ProTerra initiative and
•	 the Collaborative Soy Initiative communication platform 
convened by RTRS.

RWA AG uses the legally stipulated method to inspect seed − 
from suppliers as well as that which the company itself produces − 
from crops subject to the Austrian Saatgut-Gentechnik-Verordnung 
(ordinance on genetically modified seed). Products that test 
positive are not accepted. "UNSER LAGERHAUS" also meets 
the high legal requirements and quality standards of customers, 
especially in mixed feed production, through regular sampling for 
laboratory testing and through external audits.
[ Last year, the share of 
non-genetically modified soya meal 
compared to the total amount 
of soya meal sold rose from 
18.6% to 26.4%. ] 
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Global Produce
BayWa Obst GmbH and TFC Holland B.V.’s warehouse and packing 
locations fulfil the requirements of the food standards of Qualität 
und Sicherheit (QS), the International Featured Standards (IFS) and 
the Global Standard for Food Safety of the British Retail Consor­
tium (BRC), and undergo annual auditing by neutral, accredited 
inspection bodies. BayWa Obst GmbH’s locations are recognised 
for the recording of products from organic farming pursuant to the 
European Council regulation on organic production. TFC Holland 
B.V. is a certified processor and trader in fair trade products. T&G 
New Zealand Produce uses various programmes on issues such 
as water treatment and deep-freeze treatment to ensure that legal 
requirements regarding food safety and other quality standards 
are met.
The Global Produce locations in Ravensburg, Germany, and Maasdijk, 
Netherlands, are also certified processors of organic fruit. The pro­
ducers are certified under the combined QS-GAP quality standard, 
which contains the guidelines of GLOBAL G.A.P, a global standard 
for the sustainable production of agricultural produce, and of the 
Qualität und Sicherheit food standards (QS). They also fulfil the 
requirements of regional labels, such as Regionalfenster, which 
informs consumers of the product’s origin and the location where it 
was processed.  [ Since 2017, BayWa Obst GmbH’s self-disclosure 
obligation for suppliers has required compliance with the core 
labour standards of the International Labour Organization (ILO). ] 
Building Materials
Through a wide range of products and services, BayWa makes 
safe, healthy and environmentally friendly construction a reality for 
customers. Among other things, this includes planning for homes 
that are healthy to live in and consultation on energy standards. 
The Building Materials business unit offers some 9,000 emissions-
tested products (2018: 5,400), which are issued with the corres-
ponding certificate from the manufacturer or BayWa. Of the 
approximately 520,000 building material products, 2% (2018: 2%) 
have particularly and verifiably low emissions and may therefore 
carry the BayWa BauGesund seal. Approximately 3% are consid­
ered environmentally relevant and are given a safety data sheet by 
BayWa that includes handling recommendations to ensure the 
protection of the environment when the product is used.
Conventional Energy
BayWa AG’s Conventional Energy business unit has implemented 
the ISO 9001:2015 quality management standard. Regular internal 
and external audits assess whether, for example, purchased wood 
pellets meet the requirements of the standard. Where applicable, 
corrective and preventative measures are taken. “Vita holz” wood 
pellets traded by the Energy business unit have been 100% PEFC 
certified since September 2016. Sawmill by-products and wood 
pellets are purchased in line with ENplus and PEFC criteria.
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Renewable Energies 
BayWa has been ok-power certified for green electricity since 2012. 
The certification by EnergieVision e. V. applies to tariffs from pure 
green electricity providers. They are only awarded to electricity 
suppliers who supply all tariff customers with electricity from 100% 
renewable sources.  The r.e. mix green electricity product has been 
TÜV certified since 2011. BayWa green gas is composed of at least 
10% biomethane and is also TÜV certified.
Objectives, measures and results
Due to the broad product range, BayWa’s individual business units 
set their own product responsibility targets, rather than Group-wide 
goals, and implement measures accordingly.
[ Corporate EH&S at BayWa is driving planned Group-wide content 
management for data on hazardous substances and plans to con­
tinue ensuring the correct handling and storage of such substances 
in the future. This approach relies on data on hazardous substances 
and safety data sheets being regularly updated and provided to cus­
tomers. To this end, Corporate EH&S has joined forces with the 
business sectors to implement the fully automated digital trans­
mission of safety data sheets to customers. ] 
Building Materials
[ The Building Materials business unit has set itself the goal of 
increasing the proportion of certified low-emission products, and 
therefore healthy building materials, to 5% by 2020. ] 
 In the 
reporting year, the proportion of healthy building materials was 
2%. To identify such products, BayWa launched its own seal for 
labelling healthy building materials in 2018 with the aim of helping 
customers select and combine the right products. Only products 
that pass the internal control process will receive the seal, known 
as the “BayWa BauGesund-Siegel”. As part of these efforts, a review 
of the most important independent product certifications will be 
performed, and a BayWa expert will be responsible for awarding 
the seal, among other measures.
The BayWa Portal offers 
organic farmers approximately 
500 products in the areas of 
livestock farming, soil fertility 
and seed. 




Organic agriculture – 
an important element at BayWa 
Organic production, regionality and fair production conditions 
are important components of forward-looking agriculture. 
BayWa Agri Trade & Service is meeting the rising demand 
for organic products with an comprehensive range of agri­
cultural inputs for organic agriculture. The BayWa Portal 
offers organic farmers approximately 500 products in the 
areas of livestock farming, soil fertility and seed. Together 
with eight organic agriculture consultants, BayWa also 
supports farmers with planting advice for both organic and 
conventional farms that are taking new approaches. 
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Agriculture
[ Since 2016, BayWa has been supporting organic farmers with the 
“BayWa Öko” concept through a comprehensive range of products 
and services. A total of 127 locations are certified for trade in 
organically produced goods, and four locations record the organic 
agricultural products. ] 
 Since autumn 2018, BayWa AG has been 
a member of Biokreis e. V., the fourth-largest growers association 
in Germany for organic farming. Since early 2019, a BayWa team 
of regional organic experts has supported organic farmers with 
advice. In addition, RWA AG’s “Unser Bio” range has been exclu­
sively offering products that comply with the European Council 
regulation on organic production since 2016.
Innovation & Digitalisation
Agricultural productivity must continue to rise to safeguard the 
global food supply while minimising agricultural sprawl. BayWa 
supports its customers in maximising agricultural yields and con­
serving resources through sustainable services for protecting 
soil fertility, among other goals, and innovative products such as 
high-performance varieties. Technologies – such as the “E-Pura” 
electronic seed treatment as an alternative to chemicals, or the 
“Optifert Check” soil analysis as the basis for optimised fertiliza­
tion planning – are complemented by an extensive sales and 
consulting network.
The NEXT Farming LIVE digital solution enables even small and 
medium-sized farms to make use of modern farm management 
systems to increase productivity. Using satellite data, BayWa is 
able to offer agricultural advisory services to farmers around the 
world from Germany. In 2019, BayWa piloted the system in sub-
Saharan Africa, Canada and Spain.
BayWa develops concepts for
climate-resilient agriculture

Along with the reduction of greenhouse gases, BayWa’s 
strategic climate activities also include an increased focus 
on greater climate resilience in its value chain as a result of 
climate change. To better understand the impact of climate 
change on BayWa’s business activities in the agricultural 
division and increase the resilience of the agricultural value 
chain, BayWa conducted a series of workshops on the topic 
of climate-resilient agriculture in 2019. Representatives from 
Agri Trade & Service, Strategy & Innovation, Risk Manage­
ment, Global Produce and Corporate Sustainability have 
developed climate and business scenarios to examine the 
consequences of climate change for southern and western 
Germany and to identify opportunities and risks for BayWa, 
as well as its suppliers and customers.
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Companies that are actively committed to improving the well-
being of people and the environment beyond their actual core 
business can increase their acceptance in society. Approaches 
that shed light on new business prospects can have a positive 
impact on companies’ innovative capabilities. This principle applies 
all the more whenever commitment to society is thematically tied 
to the business purpose of an enterprise.
Guidelines, structures and processes
The BayWa Foundation was established in 1998 to fulfil and further 
develop the Group’s commitment to society. It is a public, civil-law 
foundation with legal capacity and has its registered office in Munich. 
It operates under the oversight of the government of Upper Bavaria 
and is intermittently audited by an auditor. [ The principles and 
founding objectives of the BayWa Foundation are laid down in its 
statutes. In addition, the BayWa Foundation acts in accordance with 
the Code of Conduct of BayWa AG. The Foundation’s Board of Man­
agement and management regularly assess and monitor its work.
The Foundation’s board comprises three members who are 
appointed by the Board of Management of BayWa AG. The BayWa 
Foundation’s Board of Management appointed a managing director, 
who steers the work of the Foundation. The managing director 
reports directly to the BayWa Foundation’s Board of Manage­
ment. ] 
 BayWa AG covers the administrative costs and doubles 
donations so that 200% of the money the Foundation receives 
goes towards projects that it funds. In 2019, the Foundation funded 
40 educational projects worldwide.
Objectives
[ The goal of the BayWa Foundation is to establish sustainable 
education projects in the areas of healthy eating and renewable 
energies. The BayWa Foundation is active in an operational and 
supporting capacity in these areas.
For 2020 and the years beyond, the BayWa Foundation plans to 
further develop the existing educational projects on healthy nutrition 
and renewable energy both in Germany and around the world. 
BayWa Foundation’s individual projects are described in greater 
detail in the section “Measures” (page 87). ] 
Internationally, the BayWa Foundation is focusing on helping 
people to help themselves. In Africa in particular, the Foundation is 
pressing ahead with its existing educational projects. For example, 
funding of training courses for young women in Zambia is to be 
continued.
In 2020, the BayWa Foundation plans to further establish the 
“Die Waldschule” (forest school) project. Teacher training is also 
offered to offered to spread knowledge about the topic of forest 
ecosystems. [ The “Gemüse pflanzen. Gesundheit ernten” (plant­
ing vegetables, harvesting health) nutrition education programme 
is also being continued by building further school gardens, distrib­
uting nutrition compasses to primary schools in Bavaria and train­
ing multipliers. From 2020, the BayWa Foundation also plans to 
support BIOTOPIA Lab with nutrition workshops and the nutrition 
compass. ] 
BayWa Foundation and sponsorships
BayWa Foundation
BIOTOPIA Lab
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Measures
The BayWa Foundation’s numerous educational projects contrib­
ute to 11 of the 17 United Nations’ Sustainable Development Goals 
(SDGs).

The “Die Waldschule” (forest school) project, which was launched 
by the BayWa Foundation in 2018, allows primary school children 
to experience the forest ecosystem and contribute to the conser­
vation of native forests by planting trees. In 2019, the UN Decade 
on Biodiversity recognised “Die Waldschule” (forest school) as an 
exemplary project for the conservation of biodiversity in Germany.

The BayWa Foundation’s projects in the area of healthy eating 
promote agriculture and help to educate children and young people 
about the origins food and healthy nutrition. [ A total of 166 school 
gardens have already been established across Germany as part of 
the “Gemüse pflanzen. Gesundheit ernten.” (planting vegetables, 
harvesting health nutrition education programme. In classrooms, 
the teaching and activity book “Der Ernährungskompass” (the 
nutrition compass; in German only) helps children learn playfully 
about food and nutrition. In the agricultural project “Ausbildungs-
pakt mit Afrika” (training pact with Africa), young Africans at uni­
versities develop a business case for improving agriculture in their 
home country and receive seed funding for implementation, thereby 
improving nutrition in the African population. ] 

The BayWa Foundation’s commitment to the Deutschlandstipen­
dium (Germany scholarship) and educational initiatives are helping 
to educate young people. Moreover, the BayWa Foundation sup­
ports facilities for children and young people in Munich, including 
Sonderpädagogische Förderzentrum Neuperlach (Neuperlach 
special education centre) and Tillmann Kinder- und Jugendhaus 
(Tillmann centre for children and young people), with educational 
offerings. These institutions support children that have had difficult 
lives and give them fair chances for the future.
Internationally, the BayWa Foundation supports five African scien­
tists engaged in postgraduate studies at Weihenstephan-Triesdorf 
University of Applied Sciences.
In 2019, the UN Decade 
on Biodiversity recognised 
“Die Waldschule” (forest school) as an 
exemplary project for the conservation 
of biodiversity in Germany.
UN Decade on Biodiversity
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The international projects, especially in Africa, are geared towards 
providing long-term assistance to help people help themselves. 
In Zambia, young mothers in need receive support in the form of 
training as tailors or cooks, and the opportunity for childcare, to 
help them on their way to leading independent lives. In the report­
ing year, a total of 20 young mothers in need in Zambia received 
support in the form of training and childcare.
In Tanzania, the BayWa Foundation supports the construction of 
biogas plants and the transfer of knowledge concerning the field 
of biogas. Many households in Tanzania use open wood fires to 
cook, which is very damaging to health and the environment. The 
joint construction of biogas plants as an alternative energy source 
provides households with clean cooking fuel and valuable fertilizer 
for their fields. In addition, jobs are created as part of the project, 
and living conditions for farmers are improved. Together with the 
association “Change Development”, the BayWa Foundation is 
working on further developing local expertise and making the 
technology more widely available.
Performance indicator and results
[ In 2019, the BayWa Foundation conducted 156 campaign 
days to promote healthy eating. The total sum for projects in 
the field of healthy nutrition in the reporting year was €697,854 
(2018: €882,697). ] 
 The Foundation provided a total of 
€1,220,387 in financing for 40 projects in 9 countries 
(2018: €1,329,268 for a total of 42 projects in 7 countries).
In 2019, the BayWa Foundation 
supported 34 educational projects 
worldwide. Many of them contributed to 
11 selected United Nations’ Sustainable 
Development Goals (SDGs).
BayWa Foundation takes on 
environmental sponsorship of a 
secondary school in Munich 
In 2019, the BayWa Foundation took on the environmental 
sponsorship of Luitpold-Gymnasium, a secondary school in 
Munich. It thereby supported a student rubbish collection 
campaign in Munich’s Englischer Garten (English garden) in 
the summer, along with environmental education activities. 
Creative artworks were then made from the collected cans, 
bottles and plastic packaging. The goal of the rubbish collec­
tion campaign was to raise awareness of the environmental 
consequences of littering among Munich’s population.
Number of campaign days to promote healthy eating
2019
Number of campaign days to promote healthy eating
156
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The Foundation’s commitment was reflected, among other things, 
by the success of the activity book “Der Ernährungskompass” 
(the nutrition compass). A total of 1,500 primary schools – every 
second school in Bavaria – are already using the teaching and 
activity book. In addition, 13 teaching staff were trained as multi­
pliers and conducted nutrition campaign days at Bavarian primary 
schools on behalf of the BayWa Foundation. Further teacher train­
ing and teaching materials were also offered. A total of 50 further 
school gardens were built and supported by the BayWa Foundation 
as part of the nutrition education programme “Gemüse pflanzen. 
Gesundheit ernten.” (planting vegetables, harvesting health) in 
the reporting year. Furthermore, the Foundation granted a total of 
150 Deutschlandstipendium (Germany scholarships) of €1,800 
each to students studying agricultural sciences, energy and 
resource management, and food management. ] 
A total of 22 primary schools and schools for children with learn­
ing difficulties took part in the “Die Waldschule” (forest school) 
project, helping to plant a total of 635 trees in 2019. Teacher train­
ing also took place. Approximately 400 forest diaries were distrib­
uted to students.
During the reporting year, BayWa AG donated a total of roughly 
€801,731 (2018: €800,798), of which some €716,399 (2018: 
€711,151) went to the projects of the BayWa Foundation. Apart 
from the Foundation, which supports science, research and edu­
cation, BayWa’s corporate social responsibility has traditionally 
also extended to promoting sporting activities in Munich. In 2019, 
BayWa supported FC Bayern as the main sponsor of its basketball 
team for the sixth season and continued to make a contribution to 
top-level sports. Since the 2016/17 season, there has been an 
increased focus on sustainability. Recyclable material is used in 
the production of materials for sponsorship-related communica­
tions, and a highlight games day was climate neutral for the first 
time in 2019.
During the reporting year, 
BayWa AG donated a total of roughly 
€801,731 (2018: €800,798), of which 
some €716,399 (2018: €711,151) 
went to the projects of the 
BayWa Foundation.
In Forstenrieder Park with
“Die Waldschule” (forest school)
On Social Day 2019, numerous BayWa employees joined “Die 
Waldschule” (forest school) children and the BayWa Founda­
tion as they planted trees in  Forstenrieder Park near Munich. 
Together with third-year pupils from Jan-Amos-Comenius-
Grundschule (primary school) in Munich, they took part in the 
10th campaign day for social commitment at BayWa and 
planed a total of 300 new beech trees. The young and old par­
ticipants thereby not only contributed to the reforestation of 
Forstenrieder Park, but also experienced the forest with all 
their senses and, among other things, learned interesting 
facts about bark beetles.
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Appendix
BayWa sustainability objectives
BayWa’s sustainability objectives by 2020
Achievement of objectives in 2019
Market
Governance and 
data quality
•  Clear processes and contacts for sustainability issues
•  Greater transparency based on the consistent collection of social, economic and environmental data
•  Measurement and management of sustainability performance through defined performance 
indicators and targets

•  Strengthening the Group-wide sustainability organisation through two additional employees in
sustainability management at Global Produce and BAST
•  Optimisation of the recording of relevant sustainability data using Group-wide software
Code of Conduct 
for suppliers
•  Developing a road map in relation to due diligence obligations concerning human rights along 
the value chain by the end of 2020
•  Code of Conduct for suppliers based on BayWa AG’s Code of Conduct
•  Short-term objective: putting greater focus on human rights within Group-wide risk management
•  Medium-term objective: getting 10% of BayWa AG’s most important suppliers to sign
•  Long-term objective: expansion to all suppliers 
•  Establishing a climate working group to specify objectives concerning human rights. Supplier 
screening for 100% of BayWa AG suppliers in high-risk countries 
•  Workshop for sustainable supply chain management in the Conventional Energy business unit
Environment 
and Climate
Energy 
consumption and 
greenhouse 
emissions 1
•  Establishment of a strategic energy management system
•  Measurement and management of all location-specific sources of emissions (Scopes 1 and 2)  
and inclusion of emissions from the up- and downstream value chain since 2018
•  Continuous identification and implementation of reduction measures in buildings, plants and 	
processes, as well as vehicle fleets and logistics, with the help of a structured governance 
process
•  Expansion of carbon-neutral activities
•  Validation of the database and specification of absolute climate target for 2025
•  Identification of potential to reduce greenhouse gases and energy consumption, as well as
associated investment to finance corresponding measures
•  Carbon neutrality of TFC Holland B.V. implemented
•  Reduction of energy requirements by 1.8% ²
•  Reduction of energy intensity by 1.8%
•  Increase of Group-wide use of green electricity to 73% ³
•  Expansion of renewable energies by over 3 GW
Transport and 
logistics
•  Efficient and sustainable design of transport and logistic processes
•  Identification of GHG reduction potential in vehicle fleet and in logistics 
•  47 electric vehicles and 82 hybrid vehicles in Group-wide fleet
Employees
Employee 
training
•  Regular training on challenges, strategy, objectives and measures with regard to sustainability; 
encouraging employees to get involved 
•  Making managers aware of stakeholder expectations; providing them with the motivation to take 
initiative
•  6,139 workers trained in compliance (classroom and online training sessions), as well as 
9,943 employees on data protection and information security
•  839 BayWa AG employees participated 50 training sessions on how to handle environmentally 
relevant products, the transport of hazardous goods, and the storage and delivery of hazardous 
substances
Quality of Life
Future scenarios 
for quality of life
•  Development of future scenarios by cross-departmental and cross-business-unit groups of experts
•  Analysis of long-term societal changes and the value creation processes that arise as a result
•  Working out ways that BayWa can contribute to sustainable development
•  Organisation of three workshops on the subject of “Climate-resilient agriculture” with representa­
tives from Agriculture, Global Produce, Innovation & Digitalisation, Agricultural Equipment, Risk 
Management, Strategy & Innovation and Corporate Sustainability
•  Organisation of a total of eight Social Days with 86 participants to promote social engagement 
among BayWa employees in BayWa Foundation projects in the areas of healthy eating, education 
and biodiversity
1	 Objectives formulated on the basis of 2017 as the base year.
2	 Per €1 EBITDA
3	 Green electricity or own renewable energy sources, including guarantees of origin for green electricity
Appendix
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Strategy and  
Governance
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Contents
Environment  
and Climate
Employees
Quality of Life
Appendix
Assurance Statement
To BayWa Aktiengesellschaft, Munich
Our engagement
We have performed a limited assurance engagement on the sep-
arate non-financial Group Report of BayWa Aktiengesellschaft, 
Munich, (hereinafter: “the Company”) in accordance with Section 
315b German Commercial Code (HGB), which was combined with 
the non-financial Report of the parent company in accordance with 
Section 289b German Commercial Code (HGB) for the period 
from 1 January to 31 December 2019 (hereinafter: “Non-Financial 
Group Report”). This Non-Financial Group Report consists of the 
sections and other information listed in the overview on page 15 
of the Non-Financial Group Report of BayWa Aktiengesellschaft, 
Munich. The other sections and other information within the 
Sustainability Report 2019 as well as the audit of websites of the 
Company which are referenced were not part of our engagement.
Responsibility of the executive directors
The executive directors of BayWa Aktiengesellschaft are respon­
sible for the preparation of the Non-Financial Group Report in 
accordance with Sections 315b, 315c German Commercial Code 
(HGB) in connection with Sections 289c to 289e German Com­
mercial Code (HGB). 
INDEPENDENT AUDITOR’S REPORT 
ON A LIMITED ASSURANCE ENGAGEMENT  
In preparing the Non-Financial Group Report, the executive direct-
ors used the Sustainability Reporting Standards of the Global 
Reporting Initiative (GRI) with the option “Core” and have indicated 
these within the Non-Financial Group Report.
This responsibility of the Company’s executive directors includes 
the selection and application of appropriate methods for preparing 
the Non-Financial Group Report as well as making assumptions 
and estimates related to individual non-financial disclosures, which 
are reasonable in the circumstances. In addition, the executive 
directors are responsible for such internal control they have deter­
mined necessary to enable the preparation of the Non-Financial 
Group Report that is free from material misstatements, whether 
intentional or unintentional.
The accuracy and completeness of the environmental data in the 
Non-Financial Group Report are inherently subject to limits that 
result from the manner in which data is collected and calculated 
and assumptions made.
Practitioner’s responsibility
Our responsibility is to express a limited assurance conclusion on 
the Non-Financial Group Report, based on the assurance engage­
ment we have performed.
We are independent of the Company in accordance with the provi­
sions under German commercial law and professional require­
ments, and we have fulfilled our other ethical responsibilities in 
accordance with these requirements.
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Our audit company applies the German national legal require­
ments and the German profession’s pronouncements for quality 
control, in particular the by-laws governing the rights and duties of 
public auditors and chartered accountants (Berufssatzung für 
Wirtschaftsprüfer und vereidigte Buchprüfer) as well as the IDW 
Standard on Quality Control 1: Requirements for Quality Control in 
Audit Firms [IDW Qualitätssicherungsstandard 1: Anforderungen 
an die Qualitätssicherung in der Wirtschaftsprüferpraxis (IDW QS 1)], 
which comply with the International Standard on Quality Control 1 
(ISQC 1) issued by the International Auditing and Assurance 
Standards Board (IAASB).
We conducted our assurance engagement in compliance with the 
International Standard on Assurance Engagements (ISAE) 3000 
(Revised): “Assurance Engagements other than Audits or Reviews 
of Historical Financial Information” issued by the IAASB. This 
standard requires that we plan and perform the assurance engage­
ment in a form that enables us to conclude with limited assurance 
that nothing has come to our attention that causes us to believe 
that the information disclosed in the Non-Financial Group Report 
has not complied, in all material respects, with Sections 315b, 
315c in connection with Sections 289c to 289e German Commer­
cial Code (HGB). In a limited assurance engagement the assur­
ance procedures are less in extent than for a reasonable assurance 
engagement and, therefore, a substantially lower level of assur­
ance is obtained. The assurance procedures selected depend on 
the practitioner’s professional judgment.
Within the scope of our limited assurance engagement, which was 
performed from September 2019 to March 2020, we conducted, 
amongst others, the following audit procedures and other activities:
•	 Obtaining an understanding of the structure of the sustainability 
organisation and of the stakeholder engagement
•	 On-site visits to the subsidiaries BayWa r.e. renewable energy 
GmbH, Munich/Germany, and T&G Global Limited, New Zea­
land (via video conference) as part of an investigation into the 
processes for collecting, analysing and aggregating selected 
data
•	 Interview of the executive directors and relevant employees that 
participated in the preparation of the Non-Financial Group 
Report about the process of preparation, the measures on hand 
and precautionary measures (system) for the preparation of the 
Non-Financial Group Report as well as about the information 
within the Non-Financial Group Report 
•	 Identification of the risks of material misstatement within the 
Non-Financial Group Report
•	 Analytical evaluation of selected disclosures within the Non-
Financial Group Report
•	 Reconciliation of the disclosures within the Non-Financial Group 
Report with the respective data within the consolidated financial 
statements as well as the management report
•	 Evaluation of the presentation of the disclosures
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Practitioner’s conclusion
Based on the assurance work performed and evidence obtained, 
nothing has come to our attention that causes us to believe that 
the information disclosed in the Non-Financial Group Report of 
the Company, for the period from 1 January to 31 December 2019 
has not complied, in all material aspects, with Sections 315b, 315c 
German Commercial Code (HGB) in connection with Sections 
289c to 289e German Commercial Code (HGB).
The audit opinion only refers to sections and other information listed 
in the table on page 15 in the Non-Financial Group Report of the 
BayWa Aktiengesellschaft, Munich. Our opinion does not refer to 
the other sections, other disclosures in the Non-Financial Group 
Report. 
It was not part of our engagement to audit referenced websites of 
the Company.
Purpose of the assurance statement
We issue this report on the basis of the engagement agreed with 
BayWa Aktiengesellschaft, Munich. The limited assurance engage­
ment has been performed for purposes of BayWa Aktiengesell-
schaft, Munich, and the report is solely intended to inform BayWa 
Aktiengesellschaft, Munich, on the results of the assurance 
engagement.
Liability
The report is not intended to provide third parties with support in 
making (financial) decisions. Our responsibility exclusively refers 
to BayWa Aktiengesellschaft, Munich, and is also restricted under 
the engagement agreed with BayWa Aktiengesellschaft, Munich, 
on 6 August 2019 as well as in accordance with the “General 
engagement terms for Wirtschaftsprüfer and Wirtschaftsprüfungs-
gesellschaften (German public auditors and German public audit 
firms)” from 1 January 2017 of the Institut der Wirtschaftsprüfer 
in Deutschland e.V. We do not assume any responsibility to third 
parties.


Munich/Germany, 24 March 2020

Deloitte GmbH
Wirtschaftsprüfungsgesellschaft

Signed: Cornelia Tauber
Signed: p.p. Thomas Krick
(German Public Auditor)
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GRI Content Index 
This report has been prepared in accordance with the GRI Standards: Core Option. The German version of this Sustainability 
Report “Acting Responsibly. Making an Impact” has successfully undergone the GRI Materiality Disclosure. The GRI Services 
Team has confirmed that the “materiality disclosures” (GRI 102-40 – 102-49) are located correctly. 
GRI Standard
Page
Comments
GRI 101:
Foundation 2016
GRI 102:
General Disclosures 2016
Organizational Profile
GRI 102-1
Name of the organization
04
GRI 102-2
Activities, brands, products and services 
06 – 08
GRI 102-3
Location of headquarters 
06
GRI 102-4
Location of operations 
06
GRI 102-5
Ownership and legal form 
06
GRI 102-6
Markets served 
06
GRI 102-7
Scale of the organization
06;     Consolidated Financial 
Statements  11/12, 53
GRI 102-8
Information on employees and other workers
66/67, 73
GRI 102-9
Supply chain
31, 33 – 39
GRI 102-10
Significant changes to the organization and its supply chain 
05
GRI 102-11
Precautionary principle or approach 
18/19
GRI 102-12
External initiatives
04, 33, 82 – 84
GRI 102-13
Membership of associations
25
Strategy
GRI 102-14
Statement from senior decision-maker 
03
GRI 102-15
Key impacts, risks, and opportunities
14 – 16
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GRI Standard
Page
Comments
Ethics and integrity
GRI 102-16
Values, principles, standards and norms of behavior 
17
Governance 
GRI 102-18
Governance structure
18;     Consolidated Financial 
Statements 184/185
GRI 102-19
Delegating authority 
16, 18
Stakeholder engagement
GRI 102-40
List of stakeholder groups
10, 24/25
GRI 102-41
Collective bargaining groups
68
GRI 102-42
Identifying and selecting stakeholders
10, 24/25
GRI 102-43
Approach to stakeholder engagement
24/25
GRI 102-44
Key topics and concerns raised
10, 24/25
Reporting practice 
GRI 102-45
Entities included in the consolidated financial statements 
04;     Consolidated Financial 
Statements 65/66
GRI 102-46
Defining report content and topic boundaries
04, 10, 11 – 16
GRI 102-47
List of material topics
13/14
GRI 102-48
Restatements of information
05
GRI 102-49
Changes in reporting
04
GRI 102-50
Reporting period
04
GRI 102-51
Date of most recent report
9 April 2019
GRI 102-52
Reporting cycle
Annually
GRI 102-53
Contact point for questions regarding the report
Imprint
GRI 102-54
Claims of reporting in accordance with the GRI Standards
94
GRI 102-55
GRI content index
94 – 99
GRI 102-56
External assurance 
Assurance statement 
Elements of the non-financial report
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GRI Standard
Page
Comments
Material topics
GRI 201:
Economic Performance 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
06/07, 27/28
GRI 201-1
Direct economic value generated and distributed
06/07, 27-29;     Consolidated 
Financial Statements 121
GRI 201-2
Financial implications and other risks and opportunities due to climate change
19
GRI 202:
Market Presence 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
68/69
GRI 202-2
Proportion of senior management hired from the local community
Due to their various segments, BayWa AG and its subsidiaries use different definitions depending on 
region. For this reason, BayWa currently does not record this data. However, it is assessed whether a 
uniform definition will become possible and meaningful in the future so that data can be recorded and 
reported over the long time.  
GRI 203:
Indirect Economic Impacts 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
86 – 88
GRI 203-1
Infrastructure investments and services supported
87 – 89
GRI 204:
Procurement Practices 2016
GRI 103:
Management Approach 2016 (including 103-1, 103-2, 103-3)
31/32
GRI 204-1
Proportion of spending on local suppliers
32
GRI 205:
Anti-corruption 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
20 – 22
GRI 205-2
Communication and training about anti-corruption policies and procedures
22/23
GRI 206:
Anti-competitive Behavior 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
20 – 22
GRI 206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
23
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Page
Comments
GRI 302:
Energy 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
50 – 53
GRI 302-1
Energy consumption within the organization
53/54
GRI 302-3
Energy intensity
53
OG 3
Total amount of renewable energy generated
53/54
GRI 304:
Biodiversity 2016 
GRI 103:
Management Approach 2016 (including 103-1, 103-2, 103-3)
44, 87
GRI 304-2
Significant impacts of activities, products, and services on biodiversity
No significant impact on biodiversity through BayWa’s products and services was known in the 
reporting year.
GRI 305:
Emissions 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
50 /56
GRI 305-1
Direct (Scope 1) GHG emissions
55/56
GRI 305-2
Energy indirect (Scope 2) GHG emissions
55/56
GRI 305-3
GHG emissions intensity
56
GRI 305-4
Reduction of GHG emissions
55
GRI 306:
Effluents and Waste 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
61/62
GRI 306-2
Waste by type and disposal method
62/63
GRI 306-3
Significant spills
62
GRI 307:
Environmental Compliance 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
44
GRI 307-1
Non-compliance with environmental laws and regulations
62
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GRI Standard
Page
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GRI 308:
Supplier Environmental Assessment 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
31/32, 81 – 84
GRI 308-1
New suppliers that were screened using environmental criteria
The percentage of new suppliers cannot be reported at this time, as the data is not available. BayWa is 
working on establishing a system for collecting the data in future. A precondition is a Code of Conduct 
for suppliers, the preparation of which is planned in 2020.
GRI 308-2
Negative environmental impacts in the supply chain and actions taken
The number of suppliers audited with regard to their ecological impact is currently not recorded Group-
wide. BayWa is working on establishing a system for recording this data in the future. A precondition is 
a Code of Conduct for suppliers, the preparation of which is planned in 2020. 
GRI 401:
Employment 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
65/66
GRI 401-1
New employee hires and employee turnover
66/67
GRI 401-3
Parental leave
73
GRI 402:
Labor/Management Relations 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
24
GRI 402-1
Minimum notice periods regarding operational changes
BayWa complies with the respective regional statutory requirements for notice periods.
GRI 403:
Occupational Health and Safety 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
77 – 79
GRI 403-1
Workers representation in formal joint management-worker health and safety committees
77
GRI 403-2
Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and 
number of work-related fatalities
79
GRI 403-3
Workers with high incidence or high risk of diseases related to their occupation
78
GRI 404:
Training and Education 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
74/75
GRI 404-1
Average hours of training per year per employee
75
GRI 404-3
Percentage of employees receiving regular performance and career development reviews
75
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Page
Comments
GRI 405:
Diversity and Equal Opportunity 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
68/69, 72
GRI 405-1
Diversity of governance bodies and employees 
67, 73
GRI 406:
Non-discrimination 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
68/69, 72
GRI 406-1
Incidents of discrimination and corrective actions taken 
BayWa was not made aware of any cases of discrimination in the reporting year. 
GRI 412:
Human Rights Assessment 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
40 – 42
GRI 412-1
Operations that have been subject to human rights reviews or impact assessments 
41/42
GRI 414:
Supplier Social Assessment 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
40 – 42
GRI 414-1
New suppliers that were screened using social criteria 
The percentage of new suppliers cannot be reported at this time, as the data is not available. BayWa 
is working on establishing a system for recording this data in the future. A precondition is a Code of 
Conduct for suppliers, the preparation of which is planned in 2020.
GRI 414-2
Negative social impacts in the supply chain and actions taken
The number of suppliers audited with regard to their social impact is currently not recorded Group-
wide. BayWa is working on establishing a system for recording this data in the future. A precondition is 
a Code of Conduct for suppliers, the preparation of which is planned in 2020.
GRI 415:
Public Policy 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
24, 29
GRI 415-1
Political contributions
29
GRI 416:
Customer Health and Safety 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
81 – 85
GRI 416-1
Assessment of the health and safety impacts of product and service categories
81 – 84
GRI 416-2
Incidents of non-compliance concerning the health and safety impacts of products and 
services
There were no indications of potential non-compliance in the reporting year. 
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Page
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GRI 417:
Marketing and Labeling 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
81 – 85
GRI 417-2
Incidents of non-compliance concerning product and service information and labeling
There were no incidents of non-compliance in the reporting year with regard to product and service.
GRI 419:
Socioeconomic Compliance 2016
GRI 103:
Management Approach 2016 (including GRI 103-1, 103-2, 103-3)
17, 20 – 22
GRI 419-1
Non-compliance with laws and regulations in the social and economic area
23
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Imprint
Publisher 
BayWa AG, Munich 
Concept, text, editorial office and design
akzente kommunikation und beratung gmbh
Munich www.akzente.de 
For more information 
BayWa AG, Munich
Jessica Paffen
Head Corporate Sustainability
Arabellastr. 4
81925 Munich
Germany
Telephone	 +49 89 9222-2843
Fax	
+49 89 9212-2843
sustainability@baywa.de
Image source 
© BayWa AG, Munich
www.baywa.com
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iStock.com/Franckreporter
Klaus Haag
iStock.com/ollo
T&G Global Limited
iStock.com/gorodenkoff
BayWa r.e.; 
agromed Austria GmbH;
T&G Global Limited
iStock.com/Franckreporter
Jochen Müller 
Audili
Dominik Osswald, Tina Rieger-Gudehus
Dominik Osswald, Tina Rieger-Gudehus
BayWa AG
n.n./via GettyImages
BayWa AG 
BayWa Stiftung/Alissa Lüpke
BayWa Stiftung
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Appendix  Imprint

BayWa AG
Corporate Sustainability
Arabellastr. 4
81925 Munich, Germany