Sustainability
Report2018/2019

02

Sustainability Report

Contents
Preface04
The MAHLE Group06
Sustainability management at MAHLE10
Responsible corporate governance16
Working at MAHLE22
Environmental management32
Sustainable innovations38
Sustainability in the supply chain

42

Corporate citizenship

44

The MAHLE Foundation

46

Report profile

48

GRI content index

49

Imprint/contact information 

63

03

Sustainability Report
Early on, our company founders, Hermann and Dr. Ernst Mahle,

we therefore strive to reconcile the existence and economic

associated corporate success with social responsibility. After

success of our company with the requirements of the environ-almost 100 years, MAHLE is now a globally operating company

ment, society, and our employees on a sustained basis. Sustain-

and all the more aware of its social responsibility. Our goal is toability is an important operational principle for a foundation-owned

be a technological driving force for efficient and environmentallycompany like MAHLE.

friendly mobility. Through our long-term planning and actions,

04

Preface

Preface
Dear readers,

drive types, such as electric and hybrid

toward the people who work for and withvehicles. Our objective is to make allus, toward the environment, and toward

Our world is changing more drasticallydrives more efficient, more economical,

society. We also uphold this commitment

than ever before: digitalization, urbaniza-

and more comfortable. Alongside otherin our dealings with our suppliers.

tion, and mobility coupled with a short-actions, we have made a clear statement

age of resources and climate change—of our ambitions with our concept

With this updated Sustainability Report,these developments are affecting every-

vehicle MEET (MAHLE Efficient Electric

we aim to inform you about our goals,

one around the world. In the face of all

Transport). It highlights the extent tostrategies, and measures relating to this

this change, it is essential that we strive

which the meshing of different energy-

subject as well as the progress we haveto preserve the planet for coming gener-saving MAHLE technologies improves

made. It is based on the international

ations and protect it accordingly.

the efficiency of the entire powertrain

Standards of the Global Reporting Initia-

and thereby also increases the cruisingtive. The objective is to ensure ongoing

This is a great challenge and a great

range—a decisive factor. MEET impres-communication on the subject of sus-

responsibility—for our sector too. Our

sively demonstrates that the path wetainability.

expert know-how and experience arehave taken is the right one.
We hope you find our report an inspiring

crucial to achieve further reductions inpollutants, greenhouse gases, and noise,“People come first”—this motto is espe-

to drive forward the transition to econom-

cially applicable in times of change. It

ically viable and environmentally friendly

was Ernst and Hermann Mahle whotransport models, and to ensure that ourmade this commitment with respect toactions are transparent. As an industry,

their conduct in business. It remains un-

we are called upon to develop solutions

changed to this day and is an importantthat increase people’s mobility whilepart of our DNA. As a foundation-owned

maintaining their health and protecting

company, we enjoy crucial advantages:

natural resources and habitats.

We can plan and act over the long term,

read.

Michael Frickmanage the business independently, and
MAHLE is addressing these challenges

thus work with our employees to securewith a dual strategy, and it sees the future

the success of our company. And thatof individual mobility as a practical mix ofis exactly what we have been doing for

efficient drives. Thanks to our optimized

100 years now.

products, we make an important contribution toward further reducing the fuelAt MAHLE, running a profitable businessconsumption and emissions of combus-

always means acting in an environmen-

tion engines, particularly through the usetally friendly and ethically sound manner.

of synthetic fuels. At the same time, weThis means that, for us, sustainability

are developing systems for alternative

is a question of corporate responsibility

At MAHLE, running a profitablebusiness always means acting
in an environmentally friendly
and ethically sound manner.

05

Michael Frick, Chairman of the Management Board and CEO (ad interim)/Member of the Management Board for Finance

06

The MAHLE Group

The MAHLE GroupOur product portfolio addresses all the crucial aspects of the powertrain and air conditioning
technology—both for drives with combustion engines and for e‑mobility. In 2019, the Groupgenerated sales of approximately EUR 12 billion with more than 77,000 employees and is represented in over 30 countries with around 160 production locations. The company is headquarteredin Stuttgart/Germany.

MAHLE is a leadinginternational development
partner and supplier tothe automotive industry
as well as a pioneer andtechnology driver for themobility of tomorrow.

07

Markets andproducts

We also offer electric and electronic com-

The MAHLE Group focuses its businessponents as well as integrated systems

activities on mobility markets. MAHLE

solutions for e‑mobility and fuel cell tech-has derived a dual strategy from the anal-

nology. MAHLE products are fitted in at

ysis of relevant megatrends. This allows

Our product portfolio is based on a broad

least every second vehicle worldwide. In

us to respond to developments such assystems competence and, with Engine

addition, our Aftermarket business unit

the increasing electrification and diversifi-

Systems and Components, Filtration,

supplies around 25,000 sales partners

cation of the powertrain, the growing dig-and Thermal Management, it addresses

around the world with spare and wear

ital connectivity of vehicles, and autono-

all the crucial issues relating to the pow-

parts.

mous driving. Our dual strategy aims, on
the one hand, to increase the efficiency ofertrain and air conditioning technology.

MAHLE Group business segments 2019

Sales: EUR 12,049 million
Headcount: 77,015

BUSINESS UNITSDIVISIONPROFIT CENTERS

Engineering
Services,
Motorsports,
and Special
Applications
Large and
Small Engine
Components
Engine Systems
andComponents

Filtration andEngine Peripherals

ThermalManagement

Aftermarket

Mechatronics

Pumps
Industrial
ThermalManagement
Compressors
Control units

Sales:EUR 2,617 million

Sales:EUR 2,092 million

Sales:EUR 4,556 million

Sales:EUR 950 million

Sales:EUR 492 million

Sales:EUR 1,342 million

Headcount: 26,482

Headcount: 10,437

Headcount: 22,850

Headcount: 1,731

Headcount: 4,771

Headcount: 10,744

Last revised: December 31, 2019

08

The MAHLE Group

vehicles fitted with combustion engines and, on the other, to ex-of development and systems competence. The Aftermarket

pand our activities in the alternative drives product segment. We

business unit has a broad portfolio of services and spare parts inwant to strengthen our position as a leading global development

original equipment quality. Our thermal management products

partner and supplier of innovative and efficient key technologies.

are relevant for the powertrain and cabin of vehicles of all drive
types. With electric drives and power electronics, the Mechatron-

The “Dual strategy” diagram shows which products serve theics division supplies innovations for the mobility of the future. We

respective areas. Our Engine Systems and Components as wellalso offer electric auxiliaries from this division together with theas Filtration and Engine Peripherals business units offer decades

solutions from our Thermal Management business unit.

Dual strategy

ING SOLUTION
E LOP
SDE V RE MOB I LIT Y SCE N FOR
ARI
U
T
OS
FU

HENING EXISTE NGTINSTR USINESS SEGMENT G
S
B

Highly efficient
combustion engines
Electric
auxiliaries
Growthmarkets

Electric
drivesNew businessfields/start-ups

Synthetic
fuels
Thermal management:
powertrain

Fuel cell
technology

Commercial vehicles& off-highway
Thermal management:
cabin
Aftermarket

Power electronics
and software

MAHLE has derived its dual strategy from the analysis of relevant megatrends. We will continue to be a technology leader inthe ongoing development of the combustion engine and will concentrate especially on unlocking further CO2 savings potential
with regard to friction, thermal management, and the air pathway. At the same time, we will push ahead with the developmentof innovative solutions and products for alternative powertrain technologies and expand the appropriate business segments.
Business segments that do not depend on the OEM business for the passenger car combustion engine today already accountfor more than 50 percent of Group sales—and we intend to consistently increase this share.

09

Development of employee numbers2015 –2019

Key figures of the MAHLE Group by region
Production
locations/researchand development
centers

Employees

Sales (inEUR million)

71/6

36,9475,624

of which Europe

69/6

35,336

5,569

of which Africa

2/0

991

55

36/5

24,5274,021

of which North America

27/4

16,1363,391

of which South America

9/1

8,391

630

58/5

16,161

2,404

165/1677,015

12,04990,00080,00075,63576,632

78,27779,56477,015

Europe/Africa

70,00060,00050,000America

40,00030,00020,00010,000Asia/Pacific
0

2015

2016

2017

2018

2019

Total
Last revised: End of 2019As a result of the technological transformation as well as declining markets and a tougher competitive environment,
MAHLE began to implement cost reduction programs in 2018. Starting in 2019, these were followed by additional restructuring
measures aimed at putting the company on a sustainable footing and safeguarding competitiveness.

Production locations

Major development centers10

Sustainability management at MAHLE

Sustainability managementat MAHLE
Sustainability is part of our identity. We believe that one of our most important tasks is to harmonize our corporate success with the well-being of people and the environment. Consequently,
we always aim to incorporate environmental and social perspectives in our decisions alongsideeconomic aspects.

Principles of sustainability
management

ed, is responsible for managing and monitoring the risk management system. This committee defines the top risks for the company and prioritizes them according to potential financial impact
and likelihood of occurrence. For each risk identified, the com-

The principles that guide our actions are ethically correct andmittee appoints one or more risk owners whose task is to initiate

lawful conduct, the protection of the environment and resources,

targeted measures to reduce or manage the potential impact of

the well-being of our employees, safety at work, and the estab-the risk.

lishment of a positive working environment. We apply international standards that are typical for our industry—for example, when

The Group Risk Manager is responsible for the practical imple-

designing our management systems with regard to the environ-mentation of the risk management system and summarizes thement, quality, and safety at work.

top risks and countermeasures taken in the annual Top Risk
Management Report for presentation to the Management Board.

In 2018, a central unit was set up for the coordination and communication of sustainability topics. The precise responsibilities
and reporting and decision-making structures are outlined in the

Examples of relevant risks and opportunities
connected with sustainability

following topic chapters of this report.
The relevant risks and opportunities identified in connection withthe environment include the increasing environmental aware-

The MAHLE risk
management systemness in the markets and new emission reduction targets. Our
Research and Development department explores trends promptly to ensure that MAHLE can offer competitive and innovative
products both now and in the future. We see opportunities in the

Our risk management system covers economic, environmental,

development and application of new technologies to increase theand social Aspects. In order to identify opportunities and risks at

efficiency of the combustion engine. With the expansion of ouran early stage and address them proactively, our experts in theportfolio of electric drives and auxiliary components, we are also

corporate functions and business areas continuously assess

benefiting from the growing market for hybridized and fully elec-

short-, medium-, and long-term market trends. For example, we

tric motor vehicles.

make use of scenario analyses drawn up by our Corporate Planning department so as to model changes in markets and regula-

Other sustainability-related risks arise from the topics: compli-

tory frameworks.

ance, product responsibility, climate and environmental protection, employee development, and attractiveness as an employer.

The Risk Management Committee, in which members of the

These risks are examined in more detail in the relevant topic

Management Board and the Group Risk Manager are represent-

chapters of this report.

11

Political lobbying
The policy framework for shaping sustainable mobility is of vital
importance to MAHLE in view of our product portfolio and its

Our objective is to communicate
our efforts in the area of sustainability
with even greater transparency—
both internally and externally.

focus on the powertrain and thermal management. For this reason, we keep a particularly close eye on regulatory plans relating
to climate protection as well as transport and environmental policy. Policy issues relating to digitalization or the aftermarket are
equally important.
To ensure our interests are represented in the political arena, westay abreast of regulatory plans and strive to establish contact

External engagementand dialog

with public authorities, ministries, government representatives, orembassies at regional, national, and European level. By doing so,
we keep up to date with current developments in areas that
affect us as well as being able to monitor political and social

MAHLE assumes social responsibility. We are committed to pro-

trends and clearly communicate our own positions.

moting diversity within the workforce as well as associated programs and initiatives. That’s why we have been a signatory of the

At Group level, the central department External Affairs coordi-

Diversity Charter since 2016. We condemn discrimination andnates contact with outside parties, above all with political deci-are committed to providing a working environment that is re-sion makers in Germany and the European Union. Our regional

spectful and free of prejudice.

companies, such as those in the United States, Brazil, andChina, also cultivate their own relationships. MAHLE aims to con-

MAHLE is one of the largest employers in Baden-Württemberg’s

tribute technical expertise and specialist knowledge to theregional capital, Stuttgart, where the Group is headquartered.

political decision-making process and to be a reliable contact for

MAHLE also adds to the everyday traffic in Stuttgart with thepolicy makers by taking a fact-based approach.

commuting and business trips of its employees as well as ourdelivery journeys. We are aware of our shared responsibility for

MAHLE takes transparency very seriously, and it therefore goesclean air. On February 13, 2019, as part of a broad alliance of

without saying that the company is listed on the European Com-large local employers, MAHLE pledged to make a positive

mission’s European Transparency Register with respect to its

contribution toward combating air pollution. The primary action

lobbying activities at European level. Should something similar beinvolves purchasing a fleet of electric cars for journeys between

introduced in Berlin, MAHLE will apply for registration in that sys-

our locations in the greater Stuttgart area and installing

tem too. In all political activities, the MAHLE Business Code de-100 chargeBIG charging points for electric vehicles in thefines a clear code of conduct for our dealings with third parties.

company’s own parking garage in Bad Cannstatt, which went
into operation on July 16, 2019. Furthermore, the infrastructure

MAHLE holds regular discussions with political stakeholders andfor employees who cycle to work has been improved.

is a member of various external initiatives, such as the Strategic

12

Sustainability management at MAHLE

Dialog for the Automotive Sector, initiated by the Land government of Baden-Württemberg/Germany, and Germany’s National
Platform Future of Mobility. We regularly welcome politicians andpublic officials to our locations in order to give them direct insights into our company on site. If our expertise is requested, we

Ongoing developmentof our sustainability
management system

are happy to contribute to policy forums and panel discussions,
including with nongovernmental organizations, to discuss issues

In recent years, we have noted a growing interest in sustainability

with other companies and industry associations, or to take partissues on the part of our stakeholders. Besides the rising number

in parliamentary events and consultation formats organized byof customer inquiries regarding our sustainability activities, exter-

democratic centrist parties.

nal regulatory requirements are also becoming increasingly strict.
For example, in accordance with the Dodd–Frank Act in the

Since 2019, MAHLE has been an active member of the German

United States, we are under obligation to guarantee that our

Konzertierte Aktion Mobilität group, a regular high-level exchange

products are free of conflict minerals.1 The German government

between ten large members of the German Association of thehas also called upon all companies with more than 500 employ-

Automotive Industry (VDA), the German federal government,

ees to report on the measures they are taking to ensure that hu-

minister presidents from selected federal states, and employee

man rights are respected within their value chains. Our objective

representatives, where strategic issues relating to the automotiveis therefore to communicate our sustainability activities with evenindustry are discussed.

greater transparency—both internally and externally. We will regularly publish sustainability reports that comply with the interna-

Worldwide, we are active in over 100 associations, interest

tional reporting Standards of the Global Reporting Initiative.

groups, and networks, including industry associations such as
the VDA and the European Association of Automotive SuppliersWith this goal in mind, we created a central sustainability unit in(CLEPA), as well as in organizations related to finance, research2018 with the task of coordinating our internal and external sus-and technology, IT, logistics, trade, and purchasing. These aretainability communication, including the MAHLE Sustainability

valuable platforms for us in terms of pooling interests within theReport. The unit also assesses external sustainability require-industry and, in some cases, facilitating active communication

ments and prompts the development of suitable implementation

with external stakeholders.

concepts by the Group’s specialist departments, business areas,
and regions.

From MAHLE’s perspective, publicly funded research and innovation is a key component when it comes to safeguarding com-

As part of the ongoing development of our sustainability man-petitiveness. For this purpose, we deliberately seek out partner-

agement system, we are also improving the data we hold on

ships with universities, institutions outside the university

sustainability Aspects that are important to us. In areas such as

framework, and other companies in order to help shape innova-

safety at work and energy consumption, we already record glob-

tive topics at an early, precompetitive stage.

al key figures and performance indicators. Where we do not yet
have sufficiently comprehensive or detailed information, we willtake specific action to improve data collection.

1

 he term conflict minerals refers to the metals tungsten, tin, tantalum, andT
gold from conflict regions, whose mining and trade contribute toward serious violations of human rights on site or result in infringements of international law.

13

Defining the reportcontent

ascertain the sustainability Aspects thatability Aspects, we have revised selected

are currently of importance to the auto-

subtopics of the last materiality analysis.

motive industry—from an internal per-For example, greater attention has been

spective as well as from the perspective

given to the human rights Aspect and

The primary focus of our sustainabilityof major customers and relevant compet-

the legal requirements arising from the

management system is on topics that areitors.

European

Generalor to our stakeholders. To identify theseDue to current developments in the auto-

topics, we carry out what are known as

motive industry and a growing number ofmateriality analyses. These allow us tocustomer inquiries on individual sustain-

force in 2018.

Energy/climate protection
Health and safety
Diversity/
equalityCompliance
Sustainableprocurement

Waste reduction

medium relevance

Sustainableproducts
Attractive
working conditions
Reliablebusiness partner

Employeedevelopment

Data privacy

Transparency

Freedomof association/
employee participation
Strengthening
local communities

Pollutantreduction

Biodiversity

low relevance

Perspective of external stakeholders

high relevanceMateriality matrix

Protectionof water ressources

low relevancemedium relevance

Perspective of MAHLE
Economic topics

Employee topics

Protection

Regulation (EU-GDPR), which came intoof material importance to MAHLE itself

Human rights

Data

Environmental topics

General topics

high relevance14

Sustainability management at MAHLE

Reporting topics by chapter and relevance
TopicsKey Aspects covered

Chapter

Relevance*

Occupational healthPreventive health care, accident prevention+

Employee development

Further training, career management, leadership+

Attractive working

Fair pay, voluntary benefits, healthy work–life+

conditionsbalance

Diversity and equal

Diversity of workforce, protection against

opportunity

discrimination and harassment

Freedom of associa-

Employee representation, freedom of assemblyoPrevention of child or forced labor and elimination+and safety

Working at MAHLE+

tion/codetermination
Human rights

of human rights risks within the company
Compliance

Corruption prevention and antitrust law,compliant conduct by all employees

Data protection

Protection of data relating to business partners+
Ethical corporate
governance+and employees
Transparency

Reporting approach, dialog with stakeholders

Sustainabilityomanagement
Energy and climate

Reduction of energy consumption and greenhouseprotection

gas emissions at our locations

Waste prevention

Material efficiency, waste management,
and recycling

Reduction in pollutants

Decreasing emissions into the air, water, and soil++
Environmental
managementofrom our plants
Protection of water
resources

Water management, wastewater treatmento15

TopicsKey Aspects covered

Chapter

Relevance*

Sustainable procure-Compliance with social and environmental

Responsibility in

+

ment

standards and human rights in the supply chain,

the supply chain

conflict minerals

Sustainable products

Environmental considerations throughout the+

product life cycle, product safety
Sustainable products
Reliable business

Delivery capacity, product quality, business

partner

continuityoStrengthening local

Impact on the area surrounding our locations, local

Responsibility incommunities

suppliers, cooperations, voluntary engagement

the supply chain;osocial engagement
Biodiversity

Impact of locations and products on biodiversity* Legend: +/o/– topic with high/medium/low relevance for MAHLE

Not reported–

16

Responsible corporate governance

Responsible corporate
governance
Responsible business behavior means complying with legal regulations and internal rules as wellas ensuring fair competition. The term “compliance” describes adherence to these requirements.
Violations can have serious consequences for companies, such as fines, claims for damages, lossof business partners, or a damaged reputation. Consequently, compliance has always been an
important element of MAHLE’s corporate governance.

Principles of our compliancemanagement system
At Group level, we ensure that our conduct and actions adhere
to laws and internal rules by means of the MAHLE compliancestructure. This includes the MAHLE Business Code as a basic
code of conduct for all employees worldwide as well as ourcompliance organization, preventive measures, and a training
concept. We take various steps to safeguard the effectivenessand sustainability of our compliance structure, including documenting our compliance activities and conducting compliance
audits as well as regular web-based compliance learning programs and classroom training.
As a general rule, all organizational units, functions, and departments are responsible for the processes applicable in their area
aimed at upholding legal regulations and internal rules as per thelegal compliance procedure. The compliance risk areas of antitrust law and corruption prevention are exceptions. These
are managed centrally by the Group-wide MAHLE complianceorganization (see subsection “Corruption prevention and antitrust law”).

MAHLE Business CodeIn all our business activities, we are committed to compliancewith ethical standards and legal requirements. This is based on
the MAHLE Business Code, which is signed by the Management
Board and defines the legal and ethical framework for all MAHLE
employees, including the Management Board and executives.
For affiliated companies located outside Germany, the Business
Code describes the minimum standards, which should then be
supplemented by local requirements and specific characteristics.
At joint ventures and companies in which MAHLE does not havea majority holding, but rather a holding of at least 25 percent andnot more than 50 percent, appropriate measures should betaken to ensure compliance with the objectives of the MAHLE
Business Code. Subjects covered by the MAHLE Business Codeinclude regulations on competition and antitrust law, corruption
prevention, product quality and safety, data protection, and data
security.
The MAHLE Business Code is revised when necessary, particularly in the event of legislative changes. For example, it was
adjusted in February 2018, and a further update is scheduled forJanuary 2020. We are proactive in communicating the MAHLE
Business Code on our intranet and on the Internet, publishingit in 12 languages for employees, business partners, and the
public.1 New employees are given a copy with their orientation
documents. In addition, the Management Board and executives
are required to make a written commitment to comply with thecontents of the MAHLE Business Code and ensure that it isobserved within their scope of responsibility.

1

www.mahle.com/en/about-mahle/compliance

17

The MAHLE compliance structure

Compliance organization

Ensuring
sustainability

MAHLE
Business Code

MAHLE
compliancestructure
Training
concept

Compliance organization

Prevention
measures he existing complianceTstructure is continuously
optimized and adjusted on
the basis of risk by the MAHLE
compliance organization.

The Corporate Compliance Office implements preventive measures such as training and communication activities relating to

The MAHLE Group Compliance Organization Guideline defines

antitrust law and corruption prevention. It also handles reports ofand designates the responsibilities of the compliance organiza-

violations, evaluates them, and passes them on to the appropri-tion within the MAHLE compliance structure and describes its

ate bodies. The Corporate Compliance Office is attached to thetasks and reporting lines in the event of compliance violations.

Corporate Legal department. For the planning of internal
compliance audits, it consults with the Corporate Internal Audit

At Group level, the compliance organization consists of thedepartment, which then undertakes the compliance audits. The

Management Board, a Compliance Steering Committee, and the

Corporate Compliance Office is supported by the Regional

Corporate Compliance Office. Further Regional Compliance

Compliance Offices, which are available to support employees in

Committees and Regional Compliance Offices have also been

the region with compliance queries and reports of violations. The

established at a regional level.

Regional Compliance Offices implement any necessary compliance measures, such as training activities, at a local level, and

The Compliance Steering Committee consists of members of

are an important link between employees and the Corporate

the Management Board as well as managers from Human

Compliance Office. The Regional Compliance Offices also

Resources, Legal, and Internal Audit. It is responsible for thepreside over the Regional Compliance Committees, which arecontent and strategic further development of the compliancecomposed of representatives from compliance-relevant depart-structure and reports directly to the Management Board.

ments, such as Sales, Purchasing, Human Resources, Finance,and Legal. They are primarily responsible for analyzing local compliance risks, reporting on local compliance issues, and adapting
the guidelines to suit local characteristics.

18

Responsible corporate governanceManagement of compliance violations

In the event of serious compliance violations or an increased
need for confidentiality, employees can also contact the external

Our decentralized compliance approach means that all organiza-

ombudsperson responsible for their region by e-mail, telephone,tional units, functions, and departments are responsible for theor mail. Alternatively, the web-based whistleblower systemcompliance risks that are relevant to them. For example, theIntegrity Platform can be used—anonymously, if desired. The

corporate function CO (Corporate Occupational Health, Safety,

regional ombudspersons will verify the report and, depending on

and Environment) is responsible for handling environmental viola-the circumstances, either contact the Corporate Compliancetions, while the HR (Human Resources) department deals with

Office or refer to the internal reporting channels. The web-based

violations relating to social concerns. The compliance risks ofwhistleblower system Integrity Platform was introduced in May

antitrust law and corruption prevention are managed centrally by

2018 as part of a pilot project in the South America region

the MAHLE compliance organization.

(Brazil and Argentina). It has been available to all employees
since the end of 2018 and also to external parties since April

The Corporate Compliance Office must be involved in the case of2019 via a link on the MAHLE website.

any incidents that may have a significant impact on the wholeGroup. It assesses compliance incidents in accordance with the

The Management Board receives an annual compliance reportprovisions of the MAHLE Group Compliance Organization Guide-

informing it about the current developments and activities of theline. Any serious and significant violations are immediately report-

MAHLE compliance system. Corporate Internal Audit also com-ed by the Corporate Compliance Office to the Compliancemunicates the key results of the audits undertaken.

Steering Committee. It decides whether the Corporate Internal
Audit department should be involved for investigation purposes.

The compliance management system is reviewed regularly anddeveloped further if necessary.

Employees wishing to report a potential violation of compliancerules can approach their supervisor. Furthermore, they cancontact the Corporate Compliance Office or the Regional Compliance Office responsible for them.

NON COMPLIANCECOMPLIANCE

19

Corruption prevention
and antitrust law

In addition, the guide covers the correct approach to donations
and sponsorship activities. To ensure they cannot be used forunlawful purposes, donations and sponsorship activities must betransparent and traceable. Donations greater than EUR 5,000

The compliance risk areas of corruption and antitrust law aremust be approved by the MAHLE Management Board.

managed centrally by the Group-wide MAHLE compliance

Donations to individuals or to private accounts are generally notorganization as these risk areas are not assigned to particularpermitted.

organizational units.
The aforementioned provisions are governed by our Approval
Corruption prevention is an important topic at MAHLE. The pur-and Signature Guideline (ASG). It also defines the dual control

pose of our Guide on Prevention of Corruption is to give employ-principle and which processes need to be approved by which

ees guidance and support with respect to the most importantmanagement level. It is therefore another tool that helps us avoid

rules relating to corruption prevention. It can be accessed on thecorruption.

compliance page of the MAHLE intranet. In particular, the guidedefines what constitutes an improper influence over business

We refer our business partners to our strict anticorruption policy,

decisions, when gifts and invitations may be accepted or offered,part of the Supplier Code of Conduct, with which all our suppliers

and how to behave appropriately toward public officials. These

have had to comply since 2011. In January 2019, it was funda-

topics are also covered in detail in our compliance training.

mentally revised, and its content expanded. The current version
is available for our business partners to download from the
MAHLE website.2

Compliance reporting process

Supervisor

MAHLE
informant

Regional
Compliance
OfficeExternal
ombudsperson

External
informant

Corporate
Compliance
OfficeCorporate
Compliance
OfficeMAHLE
Management
Board

Integrity
Platform

2

www.mahle.com/en/about-mahle/compliance

MAHLE
Supervisory
Board

20

Responsible corporate governanceAntitrust law

Training on corruption prevention andantitrust law

It is particularly important to follow the antitrust regulations, whichsafeguard and ensure free and fair competition worldwide. This is

To prevent violations of legal requirements and internal company

reflected in the MAHLE Business Code, which states that all em-

rules from the outset, we have organized regular web-based

ployees must comply with the statutory regulations relating tocompliance training since 2012, covering the topics of antitrustcompetition and antitrust law. We promote free and fair competi-

law and corruption prevention. We thereby raise awarenesstion and work proactively to prevent potential violations—it is inamong our employees and help them to fulfill compliance re-our own interests to do so. Our Guide on Antitrust Law provides

quirements. The training is mandatory for all members of thedetailed instructions on how employees should behave in areas

Management Board as well as for executives and employees insensitive to antitrust law—such as in their conduct toward com-risk-exposed areas, such as sales. In addition, every member of

petitors, customers, and suppliers, in association meetings, andthe workforce has the option of following the training programsin the context of joint venture activities. These topics are also

voluntarily on the compliance page of the MAHLE intranet. In

covered in detail in our compliance training.

2018 and 2019, a total of 3,831 MAHLE employees completed
the compliance courses. We also offer classroom training tofurther increase awareness among our employees.

Number of employees trained in corruption prevention and antitrust law from 2018 to 2019

RegionTotal

Management Board (MB)Other levels

Coverage of MB, executives,and executive levels 1 to 3

Europe/and relevant employees

2,143

411

1,732

100%

North America

488

107

381

100%

South America

303

36

267

100%

Asia/Pacific

897

89

808

100%

3,831

643

3,188

100%

South Africa

Total

21

Details of our internal guidelines relating to compliance are also
published on the MAHLE intranet and in MAHLE connect. We

Reorganization of MAHLE’s data protection
organizationrefer new staff to these guidelines in our orientation documents.
This ensures that the entire workforce is familiar with the guides

Since the General Data Protection Regulation (GDPR) came intoand knows where to consult them if needed.

force in 2018, there has been an even stronger focus on thesubject of data protection. In July 2019, we restructured theData protection

organization—it is now led jointly by our external Group dataprotection officer and an internal department manager. The
department manager and the Group data protection officer are

As part of the ongoing process of digitalization, an increasingly

supported by a team composed of experienced data protection

high priority is given to protecting personal data as well as inter-

specialists. This division is necessary to ensure that the data pro-nal company data containing personally identifiable information.

tection audit function, which acts independently, and data pro-As one of the leading suppliers to the automotive industry, we

tection management are kept separate.

process information from internal and external employees, customers, and business partners all over the world. They can have

In Germany alone, our data protection organization comprises

confidence that their data is handled securely and processedaround 75 data protection coordinators (DPCs), who act as the

only by persons who have access authorization granted in accor-

initial points of contact on site. These specially trained employees

dance with the need-to-know principle.

are tasked with implementing the regulations that have been defined centrally. They thus form the important link between the

MAHLE has pledged to strictly comply with legislation aimed atworkforce and the central data protection team.

preserving the right to informational self-determination. When
processing personally identifiable information, we observe Euro-

Our IT systems make use of the latest security technologies thatpean regulations on data protection and all relevant national laws

protect against unauthorized external or internal access to orderived from them. As a globally active company headquarteredmisuse of data. In 2019, we began to develop an integrated data

in Germany, we are primarily subject to the European Generalprotection management system (DPMS).

Data Protection Regulation (EU-GDPR) and the German Federal
Data Protection Act (BDSG). The German Telecommunications

Any violations of applicable data protection policies must be

Act (TKG) and the German Telemedia Act (TMG) are also applica-

reported to the Corporate Data Privacy department, which will

ble. In addition, we ensure compliance with non-European data

carefully assess and investigate the situation. Corporate Data

protection laws and regulations.

Privacy will be advised on these matters by the Group dataprotection officer. If a suspected violation of data protection regulations or a suspected data breach is confirmed, the Group dataprotection officer will refer the incident immediately to theManagement Committee. During the period under review, noviolations of data protection regulations that led to a loss of
personally identifiable information relating to customer data or
infringed the confidentiality of such information were reported.

22

Working at MAHLE

Working at MAHLE
A company’s most important asset is its employees, a view held by our company founders,
Hermann and Dr. Ernst Mahle. It is only by being an attractive employer that we can excite people
about working for our company. We also place a high value on our employees’ continuous
development. It is equally essential for our company’s future success that our staff are satisfied
in their jobs and feel part of the MAHLE family. This is why diversity and equal opportunity in theworkplace are top priorities and we actively oppose all forms of discrimination.

Occupational healthand safety

In the MAHLE Business Code, the company pledges that it will
always act in accordance with the applicable standards with regard to health, safety at work, and environmental protection.1
Regular training sessions and briefings are designed to prevent

According to the guiding principle formulated by our company

accidents and minimize risks.

founders, Hermann and Dr. Ernst Mahle, our core responsibility is
to ensure the safety of our employees. To achieve this, we need

The HSE corporate function coordinates and monitors health,workplaces that protect them from accidents and injuries. How-

safety at work, and environmental protection activities world-

ever, working with machinery and certain materials involves an

wide. On-site HSE representatives are responsible for implemen-

element of potential risk. We tackle this topic proactively acrosstation at the locations in consultation with the regional HSE

the Group and raise awareness among our employees in order tomanagers. Operational responsibility lies with the respective

keep occupational risks to a minimum.

location managers. At all locations, we are also establishing safety committees comprising members of management, employee

Principles of safety at work at MAHLE

representatives if applicable, and the location’s HSE representative. The task of these committees is to manage and monitor

We act within the framework of our Health, Safety, and Environ-occupational health and safety issues and to establish measures

ment (HSE) guideline, which specifies consistent occupational

for continuous improvement.

health and safety standards for the whole Group. In 2017, wedefined the following three basic safety at work rules as a simple

In 2019, the safety at work management system at 52 locations

guide for all employees:

was certified in accordance with OHSAS 18001 or ISO 45001.
We are working on the rollout of our central action plan for the

1. Safety First

phased implementation of the standards at all production loca-

Safety takes top priority. Risks are not accepted.

tions. By the end of 2023, all MAHLE locations will be certified inaccordance with ISO 45001 or OHSAS 18001.

2. I Care—We Care
We are all responsible: for ourselves and for others.
3. Walk the Talk
Safety is not something we just talk about—it must also bereflected in our actions.

www.mahle.com/media/global/about-mahle/compliance/
2020/200728_b-code_en_03.pdf

1 

23

Our objective: to reduce the accident rate

Development of accident rates,
globally and per region

To bring about a continuous reduction in the occurrence ofaccidents, MAHLE works with individual target agreements for all
plants. Our long-term target was fewer than five accidents per

5.70
4.79

Worldwide

million working hours. Accidents were recorded if they caused atleast one day of absence. This target has already been achieved,

Europe

8.40

10.05

with the worldwide accident rate falling from 5.7 in 2018 to 4.8 in
2019—a reduction of around 16 percent. This is a significant decline in comparison with the previous year, and we successfully
reduced the number of accidents in all regions. We also want tocontinue reducing the Group-wide accident rate in the future. We
aim to achieve an accident rate below 4 in 2020. All individual
MAHLE Group location targets are directed toward this objective.
We promote good examples of safety at work at our plants,
which is why we present an annual MAHLE Safety ExcellenceAward to plants that have implemented successful safetymeasures. In 2018, the prize went to our filter plant in Mogi

North
America

3.59

South
America

4.69

5.33

6.12

0.57
0.75

Asia/Pacific
0%

2%
2018

4%

6%

8%

10%

12%

2019

Accidents with at least one day of absence per million working hours

Guaçu/Brazil, where employees and managers were actively
involved in our global safety initiative under the motto “Safety
First”—specifically recognizing safe behavior. As a result of thisGroup-wide safety at work initiativeand other projects, there were absolutely no occupational
accidents involving lost days in Mogi Guaçu in 2018, for exam-

In 2018/19, as part of our Group-wide initiative on safety at work,

ple. The winner in 2019 was our plant in Pune/India, which has

we launched a global, mandatory training program for managers

been accident-free for several years and has driven forward theentitled “Managing safely.” In the program, we emphasize that

implementation of a wide range of safety at work initiatives,

safety takes absolute priority at MAHLE and that managers haveincluding our “I Care—We Care” rule.

a special responsibility to ensure safety at the workplace.

24

Working at MAHLE

Regular observation tours andanalyses to ensure safety in allareas

Reinforcing safety culture
through training

With the aim of preventing similar incidents at other locations as well. We record not only events that could endanger

As part of our safety initiative, we also

our employees but also those that pose a

One of the ways we put the core mes-

provide ongoing training to all employees

potential risk to our external service pro-sage of “I Care—We Care” into practiceand work continuously to develop ourviders.

is by conducting regular safety observa-

safety culture. We encourage our em-tion tours (SOTs) at our locations. A

ployees to report or, where possible,

We have defined clear process flows forGroup-wide work instruction encourages

eliminate potential risks. This helps us

the reporting chain. Hazardous situations

participation by all managers through toprevent occupational accidents, fosterthat have caused or could cause serious

the plant managers at the production

internal dialog within the company, andinjury to our employees must be reported

locations. Generally speaking, employee

involve our employees more closely.

via the plant management to the head of
the business unit, the relevant central de-representatives and production staff arealso involved in the observation tours and

Dealing with incidents

partments, the members of the Management Board, and Corporate Communi-

training measures. Our focus throughthese activities is on communicating our

We have clear policies for the proper

cations. In the event that our businessthree basic safety at work rules (Safety

handling of work-related hazards. In thepartners were directly or indirectly affect-

First, I Care—We Care, Walk the Talk) as

event of an accident, a joint analysis of

ed by the impact of an incident, we would

well as working together to identify,

the causes is carried out by the plant andinform them at the earliest opportunity.

resolve, and prevent shortcomings.

the regional HSE organizations fromwhich actions are derived. The HSE cor-

We monitor compliance with applicableporate function then helps to communi-

safety at work regulations through HSEcate the findings to all plants in order to

audits, for which we also engage external

achieve a continuous learning processexperts in some cases.

beyond the limits of individual locations.

Frequency of safety observation tours at our locations
Production

Plant manager

Between 2018 and2019, our accident
rate fell by around
16 percent worldwide.

Technical
locations/

Department

Supervisor

Once

Twice

Twice

Once

per month

per month

per month

per week

At least once per monthwarehouses
Offices, etc.

Safety officer

manager

locations

At least once every two months

25

Health care and advice
In addition to safety at work, the general well-being of ouremployees is extremely important to us. We work together todevelop needs-based measures to improve our employees’ wellbeing and job satisfaction.
In particular, we attach great significance to awareness, prevention, and encouraging people to take responsibility for their own
actions. Health days at the MAHLE locations in numerous countries promote healthy dietary and lifestyle concepts. Company
medical services ensure medical assistance and advice are available on site. The activities and benefits we offer range from freevaccinations and other medical services to health classes,
company sports teams, and fitness programs through advice onsocial issues and company health insurance.
In a process agreed with the employee representatives inGermany, our risk assessment additionally includes investigating
whether workplaces pose potential health risks. The investigation
also covers psychological hazards. In addition, we strive tohelp our employees with problems that are often consideredtaboo—examples include addiction and mental illness. We wantto raise awareness of these issues and train our managers inparticular in the right way to act toward those affected. In
Germany, this task is taken up by our in-house addiction
counselors.
Employees who are returning to the workplace after a long
period of illness are supported by means of reintegration programs that make it easier for them to resume their duties.

“People come first!” This mottopassed down by our company founders
Hermann and Dr. Ernst Mahle
still applies today and is reflectedin our company philosophy.

26

Working at MAHLE

New #StrongerTogether HR campaign

MAHLE as an attractive
employer

Generating enthusiasm for MAHLE—
with a strong employer brandAs an employer, our dual corporate strategy is helping us to po-

Megatrends like digitalization, globalization, and technologicalsition ourselves purposefully on the job market, where we wantchange are having an impact on the world of work and present-

to get the right talent excited about working for us. In addition to

ing us with new challenges.

automotive engineering, power engineering, and computer science professionals, our activities are particularly focused on tar-

Our employees are our most important resource and safeguard

get groups in the fields of mechatronics and electrical engineer-

the future viability of our company. Thanks to their wide range ofing. As one of the key events aimed at addressing this target

skills, expertise, and commitment, they make a valuable contri-group, an E-Mobility Night in Stuttgart/Germany was organizedbution to our corporate success every day. It is important to us

for the first time in 2018 and successfully repeated in 2019.

that our employees are motivated, experience a respectful working environment that is free of prejudice, and are able to perform

With our new international HR marketing campaign, we have giv-

their tasks effectively and efficiently. To provide them with theen MAHLE as an employer a new look. In doing so, we’re high-best possible support, we continue to align our HR concepts andlighting what makes us unique: our diversity, our team spirit, andprocesses on a global basis and work continuously to optimize

our motivation to shape the mobility of the future together. At theand redesign our HR activities.

same time, our global careers website was updated with newcontent and a more user-friendly design.

27

Work–life balance

Fair pay and voluntary benefits

As a modern, attractive employer, it is important to us to help

With regard to working conditions, we meet the applicable stat-

employees find a healthy work–life balance and to use a range ofutory regulations at each of our locations as well as any rules

measures to make continuous improvements.

connected with labor agreements. We ensure that our employees are remunerated fairly and in line with market conditions.

Flexible working hours, flexitime, part-time work, working from
home, and other employee-friendly conditions have therefore

In addition to the benefits provided under the law and in laborbeen part of our personnel policy in many countries for someagreements, we also offer notable supplementary benefits attime. These opportunities allow employees to respond to themany locations. For example, in Germany, employees—including

needs of their families and private matters as needed. For exam-

trainees—can benefit from an attractive, company-funded pen-ple, the part-time models offered by MAHLE encourage staff tosion scheme.

return to work during and after parental leave.
As part of the MAHLEforME initiative, we have also put in place
additional, local services. These include assistance with regard to
the provision of childcare and nursing care as well as household

Representation of employee
interests

and dry cleaning services.
We are keen to maintain close communication with our employIn recognition of their employee-focused working conditions,ees and their representatives. We therefore regularly inform them

MAHLE’s locations in Stuttgart/Germany have held the highly

about new developments and respect the right of our workforce

respected berufundfamilie quality label, awarded by the non-to form employee representation bodies in accordance with stat-profit Hertie Foundation, since 2017 and can officially call them-utory requirements. In most countries and locations, there areselves family-friendly employers. In Slovenia too, our locations inlocal employee representation bodies with whom we cooperateŠempeter pri Gorici, Ljubljana, and Maribor were awarded theclosely. In Germany, in addition to the location-based Works

Family-Friendly Enterprise certificate (Družini prijazno podjetje).

Councils, a Central Works Council represents the overriding interests of the workforce. The employee representatives from ourEuropean locations also send delegates to a European Works
Council.

E-Mobility Night in Stuttgart

28Working at MAHLE

Diversity, equal opportunity,
and nondiscrimination

Promotion of female executives
Independently of the legal requirements, we would like to further
increase the proportion of women in managerial positions at

As an international Group, we employ people in all, and from all,

MAHLE. We are achieving this through targeted succession

continents. Diversity and equal opportunity are part of ourplanning, the advancement of female junior executives, and theidentity and are firmly established in our corporate values. We

expansion of our measures to support a healthy work–life

believe that all our employees should feel valued—irrespectivebalance. In addition, we organize numerous projects and initia-

of gender, gender identity, nationality, ethnic origin, religion or

tives, such as the targeted promotion of high-potential female

ideology, disability, age, and sexual orientation or identity.

employees and networking events. In 2018, for example, Female

1

Leadership Conferences took place for the first time in Argentina,

Supporting One MAHLE—with diversity &inclusion

Brazil, Germany, Japan, and Slovenia. We also use International
Women’s Day as a global opportunity for action on the issue ofequal rights for women in society and in working life. In 2018,

We encourage diversity and inclusion in our workforce. Our goal

more than ten countries engaged with the topic of Women at

is to create a working environment that reinforces team spirit and

MAHLE through numerous activities.

is free from prejudice. To help our employees break down unconscious patterns in their thinking and actions and deconstruct

In addition, we have set the following targets and deadlines forprejudices, we developed and carried out unconscious bias

the advancement of women into management positions. In

training. These courses have been a key component of our glob-

2017, with regard to the proportion of women on the Super-

al training catalog since 2017 and are available to all employees.

visory Board of MAHLE GmbH, the Supervisory Board decided
on the following target figures: “For the period until June 30,

By signing Germany’s Diversity Charter in 2016, MAHLE also

2022, the target for the proportion of female employee represen-

made an official Group-wide commitment to fostering diversity

tatives on the Supervisory Board is set at 20 percent. The target

and implementing corresponding initiatives.

And, in 2018,

for shareholder representatives is also set at 20 percent.” Also in

MAHLE was one of the first organizations in Romania to sign the2017, the Supervisory Board passed the following resolution with

Romanian Diversity Charter and thus make a public commitment

regard to the proportion of women on the Management Board of

to furthering diversity and inclusion.

MAHLE GmbH: “For the period from July 1, 2017, to June 30,

22022, a target figure for the proportion of women on the Management Board has been set in accordance with the current
proportion of women. For the first two management levels below
the Management Board, in 2017, the Management Board of
MAHLE GmbH set target figures for MAHLE legal entities inGermany of 5 percent for the first management level and 10 percent for the second management level by June 30, 2022.”1  www.jobs.mahle.com/germany/en/about-us/our-values

2

www.charta-der-vielfalt.de/en

29

By setting the abovementioned targets, both the Supervisory
Board and the Management Board aimed to do as much justiceas possible to the German legislature’s intention to increase thenumber of women in managerial positions. In doing so, theSupervisory Board and Management Board have taken into
account the current proportion of women and the realistic change
to be achieved by June 30, 2022.

Eliminating pay gaps
To ensure a good working atmosphere and fair employment
conditions, we are eager to close any gender pay gaps andFemale Leadership Forum in Brazil, 2018

prevent them from the outset in all areas of the business. As acompany that is bound by labor agreements in many regions, weguarantee equal pay regardless of gender on this basis. Acrossdisciplinary action under the applicable labor law. Policies are in

the Group, evaluation and remuneration at managerial level areplace to identify risks both during the recruitment process andfree of gender bias and based on technical criteria. In several

for the duration of the employment relationship. In particular, acountries, we are required by law to work to counter gender pay

candidate’s age and the availability of important documents,

gaps. In Germany, for example, we prepare a corresponding

such as a residence or work permit, are checked before employ-

report in accordance with the Transparency in Wage Structures

ment commences.

Act (Entgelttransparenzgesetz).
MAHLE also has a strong employee representation structure.

Upholding human rights

Employee representatives—with whom MAHLE maintains a
constructive relationship—are also involved in ensuring human

We believe that upholding human rights, combating child andrights are upheld. Employees who witness violations against

forced labor, and respecting employees’ freedom of association

human rights have the option to report these violations without

are self-evident principles. The MAHLE Business Code imposes

risking personal disadvantage via MAHLE’s internal reportingan obligation on the company and its employees to comply withchannels, be that via their supervisors, the Corporate or

all the laws and regulations applicable in their respective working

Regional Compliance Office, the external ombudsperson, or byenvironments. In particular, this includes regulations designed tousing the web-based Integrity Platform whistleblower system.

prevent forced and child labor. Any violations will be subject to30

Working at MAHLE

Recruiting and developing
employees

components of our HR activities. The goal is to make our employees fit for the challenges ahead and offer them long-term
prospects at MAHLE. That is why we are investing in selected
measures and instruments that support continuous development

Attracting talent to MAHLE—with a global
HR marketing and recruitment concept

as well as in vocational training and part-time study courses. Our

In 2018, we adapted our personnel marketing and sourcing tools

requirements of the relevant departments.

wide range of training options covers over 300 subject areas,
which are constantly reviewed with respect to the current

across the Group in line with the dual strategy, and we realigned
and harmonized our global recruitment concept. We are thereby

To build up the skills that are increasingly required for the trans-

able to identify the best candidates and attract them to MAHLE.

formation within MAHLE, we launched the Transformation Road-

Since the new recruitment concept was finalized, national

map qualification initiative. We want to use this training and

Recruiting Centers have been set up in Stuttgart/Germany,

qualification program to develop our employees, so that they

Farmington Hills/USA, Tokyo/Japan, Rugby/United Kingdom,can be assigned to work in our future business areas, such as

and Mogi Guaçu/Brazil. Over the course of 2019, additionale‑mobility, going forward.

Recruiting Centers in China, Romania, Poland, and Czechia also
opened their doors.

Alongside this initiative, we are exploring new ways of passing
on knowledge to our employees through our Learning Meetup

Reaching out to specific groups of students and graduates at an@MAHLE event series. This informal cross-functional format isearly stage and creating a bond with them is an important part ofalso helping to support the transformation. Experts provide

our recruitment strategy. We currently have a relationship withinformation about the latest future topics in a keynote presenta-

74 selected key universities in 18 countries worldwide with whichtion and then invite the audience to participate in a round of

we foster a dialog with professors and students through guest

discussions. After the success of two such events in Stuttgart,

lectures, sponsorship activities, and other events. For example,

each attended by over 100 participants, there are plans to offer

an eTechathon was held at our location in Valencia/Spain. At this

this format in other countries too.

competition for up-and-coming electrical engineers, talented individuals based at our partner institution, Universitat Politècnica

Developing potential

de València, were able to prove their expertise. This event was agreat opportunity for us to get an impression of the participants’

We give our high-potential employees strong support throughout

specialist qualifications, level of knowledge, and problem-solving

their development and prepare them extensively for their de-skills.

manding roles. To do so, it is important to identify and foster talent at an early stage. With the reorganization of our development

Developing skills for MAHLE—with an extensive
range of training opportunities

programs as part of the strategic Group initiative HR Boost!, weintroduced the first Global Talent Circle in 2018. This is a worldwide initiative for the ongoing development of top executives andNeeds-based continuous development and building up qualifica-

includes modules in Brazil, China, and Germany. Region-specifictions through a targeted program for advanced training are key

Regional Talent Circles and national Leadership Development

31

Programs also took place to further support our managers. These measurescontribute toward the ongoing development of professional and personal skills,
bolster the expansion of cross-functional
and international networks, and represent an important cornerstone of systematic succession planning.

Improving leadership quality
In periods of change, it is vital for a global
company to have a modern leadership
structure—in addition to a clear visionand highly motivated employees. In
2019, new leadership principles were defined as part of an Organizational Health

Learning Meetup @MAHLE on the subject of blockchain technology

Index project together with employees
and managers around the world in orderto implement a standardized leadership

Employee training in Germany

model. The purpose of these principles isto provide orientation for clearly focused
2018

leadership. The next step is to implement

2019

them globally and train our managers to

Employees trained

8,486

7,183

Staffing level as at December 31

11,972

11,64971%

62%

121,369

107,353

10.14

9.22

Proportion of participating employees
Total training hours
Average participation (hours)

apply them.

32

Environmental management

Environmental management
Like many companies in the automotive industry, production at MAHLE is energy- and materialintensive. Our manufacturing activities also generate various types of waste as well as emissions
released into the air and water. Conserving water resources, reducing emissions and energy
consumption, and minimizing the impact of our business activities on the environment are primaryconcerns for us—above and beyond the legal requirements. The fact that environmental topics
are also important to our stakeholders is illustrated, among other things, by numerous and some‑times detailed inquiries and customer requirements we receive on this matter.

Principles of environmental
management at MAHLE

At MAHLE, programs with the aim of improving our environmen-

A Group-wide Health, Safety, and Environment (HSE) guideline

Each location also has an HSE team or at least one HSE officer.

defines our basic rules for handling environmental topics. It

The local HSE representatives’ responsibilities include recording

requires environmental criteria to be taken into consideration

key environmental figures on a monthly basis and providing sup-during the development of new products and processes as well

port toward the implementation of the HSE targets. On the basis

as calling for existing processes to reduce their environmentalof the reporting, key performance indicators (KPIs) are aggregat-

impact through concrete objectives, improvement programs,

ed across the Group and discussed with the Management Boardand action plans. Our goals include continuously improving ourduring an annual management review. Measures are developed

resource efficiency and—in connection with this—saving energy

out of these discussions as part of a continuous improvement

and avoiding waste in production.

process.

Environmental management is coordinated by the HSE corpo-

Our environmental management system is based on internation-

rate function with support from the regional departments.

ally established standards. We are working to introduce environ-tal impact are set up and managed in collaboration with the business units and regions.

mental management systems in accordance with ISO 14001
and/or EMAS at all our locations. In 2019, over 80 percent of ourapproximately 160 locations were already certified in line with atleast one of these standards. We have our safety at work andenvironmental management systems verified by external experts.
Our compliance with statutory environmental requirements ismonitored by means of HSE audits, some of which are carriedout by external partners.

In 2019, over 80 percent of ourapproximately 160 locations werecertified in accordance with theenvironmental management systems
ISO 14001 and/or EMAS.

33

Energy andclimate protection

As one of our key priorities, we want tofurther develop the energy management

Energy-saving concepts worldwide

systems at our locations in the future.
Our plant in McConnelsville/USA is a

As a producing company, the energy

Our suppliers of production materials

model for just how much energy can be

consumption at our locations and the as-also carry out a number of processes

saved through systematic reduction ac-sociated greenhouse gas emissions arethat make intensive use of raw materials

tivities. By implementing various mea-

key elements of our impact on the envi-

and energy, such as metal, plastics, orsures, the location’s electricity consump-ronment. Particularly energy-intensive

rubber manufacturing. We therefore favortion has been cut by around 13.5 percent

processes include smelting and casting

suppliers who can provide evidence of anin five years, which is the equivalent of ain the Engine Systems and Components

environmental management system that

CO2 saving of approximately 3,300 met-business unit as well as plastics process-has been certified in accordance withric tons. One of the measures involved

ing methods, such as injection molding

ISO 14001. Further information about

installing an automated shut-off systemor deformation, in the Thermal Manage-

supply chain management at MAHLE

for the radial fans located on the coolingment business unit.

can be found in the chapter “Responsibil-

section of the strip annealing line. The

ity in the supply chain.”plant has also set up a remote monitoring

Energy management at MAHLE
At our locations, we primarily use electricity, natural gas, liquefied petroleum
gas, heating oil, diesel, and gasoline assources of energy. The locations record
their monthly consumption figures in acentral database so that major deviations
in monthly trends can be identified andinvestigated. This allows the locations totake swift action where required. The
consumption figures are also analyzed inregular management reviews and appropriate actions identified. Annual consumption targets are defined at locationlevel.
As at the end of 2019, eleven locations
were certified in accordance with the ISO
50001 energy management system. In
accordance with the standard, the system is supervised on site by an energy
manager. With their support, we subject
all energy-intensive processes to continuous testing to achieve optimal efficiency.

Award-winning: The exemplary energy-saving concept implemented by our colleagues in McConnelsville/USA cut electricity consumption at the location by 13.5 percent—and earned them a prize.

34

Environmental management

and control system for its production

By switching our plant lighting over to

In 2019, we cut our relative energy con-machinery, enabling the energy-efficientenergy-saving LEDs, the combined an-

sumption as measured against sales by

operation of several furnaces thanks tonual electricity consumption of our plants

a total of 5 percent in comparison with

programmed temperature reduction ofin Mühlacker/Germany and Numazu/

the previous year (see table: “Primary

the furnaces during idle times. The

Japan

energy consumption 2018/19 by energy

location received the Energy Efficiency

360,000 kWh.

hasdecreasedbyaroundsource”).

Champion Award presented by electricity
supplier AEP Ohio for the successfulPrimary energy consumption 2018/19 by energy source

program.
Our location in St. Michael ob Bleiburg/
Austria is also taking a pioneering role inmatters of energy efficiency and climate
protection. For example, the plant purchases electricity from carbon-neutral
renewable sources. To reduce its energy
requirement,savings

projects

werecarried out with a focus on buildings andinfrastructure. These included optimizinghall lighting and the supply of coolingwater in addition to measures aimed
at raising awareness and changing behavior. As a result, the plant was able todecrease its annual energy requirement
by around 7 gigawatt-hours.
Other MAHLE locations are also implementing energy-saving measures. For
instance, our plant in Izmir/Turkey optimized its furnaces in 2018. This stepalone has resulted in an annual saving of
747,000 kWh of natural gas, corresponding to a reduction of 22 percent.

Energy source

Unit

2018

2019

ChangeTotal electricity

MWh2,340,444

2,157,920–7.8%

	of which nonrenewableMWh2,292,231

2,114,736–7.7%

of which renewableMWh48,213

43,183–10.4%

Heating oil

MWh27,77527,529–0.9%

Natural gas

MWh1,027,641

900,380–12.4%

DieselMWh

19,552

21,201

8.4%

Gasoline

MWh

4,615

4,757

3.1%

PropaneMWh30,23819,508–35.5%

Ammonia

MWh

554

281

–49.3%

District heat/steamMWh15,611

17,142

9.8%

Liquefied petroleum gas

MWh28,20331,411

11.4%

Total

MWh

3,494,632

3,180,128–9.0%

Relative energy con-

MWh/

278

264

–5.0%

sumption as measured

EUR million

against sales

sales

(LPG)

Scope 1 covers direct greenhouse gas emissions from combustion processes in the company’s own facilities, operations, and vehicles, i.e., heating systems,
engine test benches, and company vehicles, for example.

1

2

Scope 2 encompasses the greenhouse gas emissions produced in the generation of purchased energy, such as electricity, district heating, and steam.

35

Greenhouse gas emissions 2018/19*
Unit

2018

2019

ChangeScope 1

t CO2e253,003

217,081–14.2%

Scope 2t CO2e1,389,800

1,233,054–11.3%

Absolute total emissionst CO2e1,642,803

1,450,135–11.7%

130.6

120.4

–7.8%

Relative emissions as

t CO2e/EUR

measured against sales

million sales

Between 2018 and 2019, we
succeeded in cutting our absolutegreenhouse gas emissions by
11.7 percent and our relativeemissions by 7.8 percent.

*A ll greenhouse gas emissions are calculated as CO2 equivalents in accordance with
the Greenhouse Gas Protocol.

Reducing greenhouse gas emissions

Not only did our absolute greenhouse gas emissions fall by
11.7 percent in 2019 in comparison with the previous year—

Greenhouse gas (GHG) emissions connected with our business

which is a significant decline—but our relative emissions also

activities are recorded in Scope 1 and Scope 2 . Scope 1 in-

dropped by 7.8 percent.

1

2

cludes all direct emissions from the use of fuels as well as directprocess emissions. Scope 2 comprises indirect emissions connected with the energy supply. We report our greenhouse gas
emissions as part of the CDP (Carbon Disclosure Project). The
organization gave our climate protection measures in 2018 and2019 a grade of B, which was achieved by only the top 6 percent

Waste management,chemicals, and hazardous
substancesof all participating companies. We plan to take increasing account of emissions in the upstream and downstream value chain

In our production processes, and when using packaging, we(Scope 3) in our data recording in the coming years.

take care to use materials efficiently. We always strive to minimize
scrap and surplus with the help of the most state-of-the-art tech-

When renovating and maintaining our buildings, we aim to makeniques available. Nevertheless, it is not possible to eliminate pro-steady improvements to their energy efficiency. We are also

duction waste entirely. We aim to recycle any waste that cannot

working continuously to further reduce our direct CO2 emissions.

be reused. Disposal without recovery of materials should only

Examples of action taken include the reduction of compressedtake place in exceptional cases. The waste pyramid on the fol-

air leakages, the recovery of waste heat from processes, innova-

lowing page illustrates the principles behind our waste manage-

tive cooling systems, and, as previously mentioned, the use ofment system.

LED bulbs at our locations.

36

Environmental management

At Group level, we intend to make a further reduction in the vol-During the period under review, we expanded our chemicals

ume of waste as measured against sales—by a total of 10 per-management system in the individual regions and introduced

cent by 2022. To achieve this, targets are defined for the individ-

computer-aided processes in order to document the use of haz-ual locations. In order to track the progress of these targets andardous materials and supplies in a central database. These pro-ensure they are achieved, we are currently setting up a Group-

cesses allow us to record the chemicals in use in each region,

wide reporting system to record waste figures and disposal costs

monitor the status of local substitution activities (replacing haz-at each location.

ardous substances with harmless materials), and exchange bestpractice examples between the locations.

Measures for waste prevention and recycling
At product level, constituents, including problematic substances,
During the period under review, a number of measures were in-are recorded in the International Material Data System (see chap-

troduced to reduce waste at MAHLE locations. For example, ourter “Sustainable supply chain”).

Brazilian locations in Itajubá, São Bernardo do Campo, andRafaela/Argentina collectively saved more than 90 metric tonsof waste. We made the largest contribution in Rafaela by
optimizing wastewater treatment, resulting in much smaller

Water and wastewater

quantities of sludge.
We primarily require water as an auxiliary material or consum-

Keeping a close eye on hazardous substances

able—for example, for production processes such as coolingand metalworking. High-quality supplies must therefore be avail-The use of hazardous materials in production and operations isable in a sufficient quantity on site.

subject to strict legal requirements. Compliance is monitored
closely by the HSE officers at each location.

To improve the way we manage water consumption in the future,
we are developing a Group-wide water reporting system. The
water KPIs for each location are accessed globally via a database. We also report on our water usage to the Carbon Disclosure Project (CDP). In 2019, our water management was awarded grade C, on a scale from A to D. We have already defined

QU

water conservation objectives for individual locations or regions

AN
TI

Disposal

TY

Other recovery(e.g., energy recovery)(see subsection “TERRA environmental program”). In the future,
we aim to extend these objectives to cover additional locations.
In 2018 and 2019, we largely utilized groundwater (52 percent) ordrew the resource from the public supply network (44 percent).

Recycling

PR

IO

RI

TY

Measures to reduce wastewaterPreparation for reuse

Cleaned process water is reused for cooling valve blanks in thePrevention

pressing process at our engine components plant in Macheng/
China. This saves around 100,000 m³ of water each year.

37

At our piston plant in Tsuruoka/Japan,
we collect the cooling water arisingduring production and reuse it in further
processing. This has allowed us to reduce water consumption by 30 percent.

TERRA
environmental
program

HSE, Purchasing, Controlling, and Production—has proven to be particularly
successful.
In Jaguariúna/Brazil, for example, wewere able to reduce annual water con-Our Spanish locations in Montblanc and

The TERRA environmental sustainability

sumption by more than 12,000 m³ by re-

L’Espluga de Francolí have cut their total

program is a cross-functional, interdisci-using treated water, carrying out continu-

water

than

plinary initiative. Its objective is to improveous leakage monitoring, and managing

730,000 liters per year by implementing a

consumption

by

more

the environmental balance sheet of ourwithdrawal on a demand basis.

demand-driven control system, optimiz-

locations in South America. Measured

ing the use of cooling water, and employ-against the number of products manu-

ing treatment measures.

factured, our target is to reduce energy
and water consumption as well as waste

Further action taken includes demand-

and wastewater by 2 percent, taking

based water withdrawal and the reuse

2016 as a baseline. A wide range ofof rainwater or treated process watermeasures have been implemented since(see subsection “TERRA environmental

the program began. An integrated

program”).

and systematic approach, involving
several specialist functions—including

Water footprint by source
Water source

Unit

2018

2019

Proportion

Public supply network

m³

4,028,357

3,653,522

44%

Groundwater/well waterm³

3,976,515

4,338,521

52%

Surface waterm³

87,17891,350

1%

Reused waterm³–*

21,413<1%m³

649,700

168,494<1%

m³

8,741,750

8,273,300

100%

Groundwater withdrawn(processed)
Total water input* We often use water several times—for example, as rinsing and cooling water.
These volumes of water were not yet recorded in our water footprint in 2018.

38

Sustainable innovations

Sustainable innovations
Contribution to environmental
and climate protection

er regulations governing pollutant emissions and new testing

To achieve the targets set out in the Paris Agreement, green-

Consistent implementation of the dual strategy

methods that are more in line with real-world conditions, referred
to as Real Driving Emissions.

house gas emissions from transport must be dramaticallyreduced. In the European Union, to name just one important

In 2019, we continued to pursue our dual strategy. On the one

example, new motor vehicles may not emit more than 95 grams

hand, we are working to further optimize the combustion en-of carbon dioxide per kilometer on average starting in 2020/2021.

gine—with the goal of making it even cleaner and more efficient.

In 2019, EU legislators adopted even more far-reaching reduc-And on the other hand, we are consistently advancing the devel-tion targets. As a result, emissions from the passenger car fleet

opment of alternative drive concepts. These include hybrid andmust be cut by 37.5 percent by 2030 compared with 2021 andbattery electric powertrains as well as fuel cell technologies andby 31 percent in the case of light commercial vehicles. An interim

synthetic fuels, known as synfuels. The goal is demand-oriented

reduction target of 15 percent has been prescribed for both

mobility, where the right drive type is available for each specificvehicle classes for 2025. These objectives come on top of strict-application—with no restrictions regarding the technology.

Objective: Adherence to theParis Agreement

Electric
drivesCombustion
engineAlternative
fuels

In order to meet the Paris climate targets, it is necessary to further optimize the combustion engine, focus on alternative fuels,
and advance e-mobility.

39

With our innovative
solutions and our versatile
product portfolio, we
contribute to environmental
and climate protection.
The MAHLE corporate start-up chargeBIG has developed an intelligent charge management system for users of longstay parking, which can be integrated into the existing infrastructure at low cost and without protracted conversion work.

Today, MAHLE already generates more than 50 percent of its

with the conventional combustion engine, especially for heavy

sales with products that are not directly linked to the combustion

vehicles used over long distances.

engine. Thanks to our expertise in the development andmanufacture of electric motors as well as electronic and mechatronic systems, we are driving progress in the field of e-mobility.

Ultrafast charging and extended cruising ranges
thanks to integrated thermal management

With our thermal management systems for batteries, we distribute key technologies successfully around the world.

Our newly developed battery management system with integrated thermal management increases the fast charging capabil-

Air and thermal management for fuel cells

ity of electric vehicle batteries (beyond 3C). As a result, traction
batteries can be designed to be significantly smaller, because

In 2019, we worked within the scope of an interdisciplinary

they can be charged more quickly. This not only improves the

project to transfer research and development findings relating tocarbon footprint of the electric vehicle but also lowers theconventional transport to fuel cell technology and to makedemand for raw materials for battery production, which are be-thermal, air, and liquid management and filtration work together

coming increasingly scarce worldwide.

as a system. The long-term objective is to achieve cost parity

40

Sustainable innovations

Due to the absence of waste heat from an internal combustion

Potential of climate-friendly e-fuelsengine, today’s electric vehicles normally rely on direct resistive
heating by electric heaters to heat cabin and traction battery inWith regard to synthetic fuels, we have studied the influence

wintertime, which consumes a comparatively large amount ofof alternative fuels on filter media and engine components. Inelectricity. In cold temperatures, this can reduce the cruising

engine tests run in parallel, we determined the proportions up

range of an electric vehicle by as much as half. MAHLE has de-to which engine operation is possible without major adjustments

veloped a compact system based on a heat pump (Integrated

to hardware or software if fuels outside the current standard are

Thermal System—ITS), which reduces the loss of cruising range

admixed. These tests revealed that a proportion of up to 20 per-in the winter by up to 20 percent. It is easy to control and can becent could be used with the current technologies—delivering

readily adapted to future vehicle architectures—at low cost.

a correspondingly positive impact on the CO2 emissions from theexisting fleet.

Fuel savings through wide-ranging hybridization
In view of the market development, we have designed a new,Engine filters containing responsibly sourced
cellulose

fully integrated, and modular hybrid drive that can be tailored tosuit a wide range of vehicle applications. The MAHLE Modular

We also take a responsible approach toHybrid Powertrain is a fully integrated, plug-in hybrid drive incor-

our use of raw materials and consumables.

porating a two- or three-cylinder turbocharged gasoline engine,

Since 2016, eleven of our plants have

which features our latest technologies and stands out onreceived Chain of Custody certification fromaccount of its remarkable efficiency. In comparison with estab-the international organization Forest Stew-

lished hybrid technologies, it offers several advantages: it isardship Council® (FSC®). We want othercheaper, more compact, and lighter.

plants to achieve this certification in the
future too. This will allow us to offer our customers cellulose air
filter elements with cellulose that verifiably originates from responsibly managed forests.

High cost savings: the scalable and modular
hybrid drive from MAHLE can power vehicles in
the B-segment through to large SUVs.

The flat membrane humidifier from MAHLE
ensures that the intake air is kept reliably
moist, which protects the fuel cell.

41

Product responsibility
Malfunctions can have serious consequences in the case ofsafety-related components for automobiles. As agreed with ourcustomers, we therefore assume responsibility for the defined
function and safety of our products throughout their planned life
cycle. This is something we take into consideration right from theproduct development stage. At our plants, we adhere to strict
quality management. This means that our entire production of
automotive products is certified and monitored in accordance

As a leading development partner to theautomotive industry, the MAHLE Group offers
its customers complete systems from a productrange that is unrivaled in breadth and depth.

with the guidelines of the International Automotive Task Force(IATF 16949). Our Annual Report 2019 contains further information about MAHLE’s quality management system (from page 90).
The constituents we use are documented in the International Material Data System (IMDS), which also provides information about
potentially hazardous substances. We regularly compare the

MAHLE as a reliable business
partner

constituents of our products with the stringent requirements ofthe EU REACH regulation and corresponding regulations in other

MAHLE is a vital link in the automotive industry’s complex global

countries in order to prevent the use of hazardous substances invalue chain. This means we have responsibility for the upstream

our production as far as possible.

supply chain as well as the fulfillment of our own supply obligations toward our customers, who expect absolute reliability fromIf, despite all these precautions, a product recall becomes neces-us. Logistics in the automotive sector are closely synchronized,sary, MAHLE will work in close coordination with its customer

which means that supply disruptions can, in the worst-case sce-and the relevant supervisory authorities. There are definednario, lead to production stoppage for the customer. We counter

processes for this eventuality. An ad hoc reporting chain is used

this risk with contingency plans, which lay down our response to

to inform the business unit’s leadership and the Management

unforeseen events and ensure business continuity. We have also

Board.

arranged an economically prudent degree of cover by means of
insurance policies for the financial consequences of production
losses, business interruptions—including due to natural disasters—and other liability issues.
Risk monitoring of our own supply chain takes place in close
cooperation with our Purchasing function (see “Sustainable supply chain” chapter). This allows us to respond swiftly to extreme
events and the potential failure of individual suppliers to deliver.

For us, sustainability
begins in the researchand development phase.

42

Sustainability in the supply chain

Sustainability in the
supply chain
MAHLE is aware of its responsibility for its own supply chain. Our aim is to make it as sustainable
as possible—in terms of the production of the materials used, their impact on people and theenvironment, as well as the working conditions at supplier companies.

Supplier
management

Requirements for MAHLE
suppliers

In view of the complexity of our supply
chain, we have taken measures in recent
years to harmonize our sustainability ac-

Our Supplier Code of Conduct forms thetivities across the Group in this regard.

If suppliers contracted by us violate so-basis for the responsible design of theThis document includes additional guide-cial or environmental standards, this may

supply chain.1 Because of the relevancelines for suppliers in selected businessbe detrimental to MAHLE in the form ofof the topic, the code was made evenareas and regions—depending on legal

supply disruptions, quality and costmore specific in the year under review,

regulations or specific customer require-problems, or damage to our reputation,

2019, focusing in particular on compli-

ments. For example, suppliers to ourfor example. Imposing sustainability

ance with environmental and social stan-companies in the USA are required to

Aspects in the supply chain also helps us

dards, including most notably the Inter-

report on the fulfillment of diversity criteria

avoid risk. Moreover, suppliers who oper-

national Labour Organization’s core laborand the inclusion of minorities in theirate sustainably often prove to be reliable

standards with respect to exploitative

workforce.

and innovative partners in the long term.

child labor. The suppliers undertake toWith increasingly stringent sustainability

enforce our guidelines in their own supply

requirements also being placed on our

chain too.

Supplier registration andassessment

and legislation, we are taking a proactive

The Supplier Code of Conduct contains

When selecting suppliers, one factor weapproach to this topic.

guidelines in the following areas:consider is their compliance with certified

supply chain management by customers

quality and environmental management

The MAHLE supplier network

Human rights: prohibition of forced or

standards. If quotations are equal inchild labor, promotion of equal

price, environmental criteria, such as ISO

Our network comprises around 9,000

opportunities, protection from14001 certification, are the deciding

suppliers for our production materials

discrimination, freedom of association

factor. In the future, we aim to introduce

Working conditions: working hours

uniform supplier scorecards to facilitateand holiday, occupational health andthe comprehensive assessment of sup-alone. The most important supplier coun-nntries are Germany, China, and the Unitedsafetypliers on the basis of quantitative key per-as metals and plastics as well as semi-nProhibition of corruption and bribery

formance indicators (KPIs). In addition tofinished products and prefabricatednFair and free competitionsocial factors, the criteria will include en-components—from simple plastic partsn

Data protection and confidentiality

vironment, hazardous substances, andthrough complex mechatronic assem-nEnvironmental and climate protection

carbon footprint.

States. We procure raw materials suchblies. Further materials include specialty
chemicals and other materials andWe provide supplementary information

When registering new suppliers, we in-supplies.

on our procurement and supplier man-quire about their certifications via theagement in the MAHLE Supplier Guide-

supplier portal. These may include IATF

line, which also sets out our expectations

16949 and ISO 9001 (quality manage-

and requirements for suppliers.

ment) or ISO 14001 (environmental

43

management). We also assess them
regularly after they are commissioned

The particular challengeof conflict minerals

Largest supplier countries bypurchasing volume 2019

Conflict minerals are materials whose

Rankingand require certificates to be renewed ona timely basis.

Supplier country

Volumemining and sale fund armed conflicts in

Risk management in the
supply chain

war zones or high-risk regions. The term

1

Germany

19%

mined, for example, in disputed regions

2

China

18%

We have been using a software systemof the Democratic Republic of the Congo

3

USA

17%

for several years that allows us to monitor

or neighboring countries. Companies

risks that may arise in the supply chain onthat use these metals are urged to moni-

4

Japan

5%

the basis of 76 indicators in different

tor and document their origin accurately

5

Mexico5%

areas. These include, for example, key

to avoid indirectly supporting conflicts

financial figures, location indicators suchand related human rights abuses. In the

6

Italy

4%

as a country’s corruption index, and key

United States, this obligation is laid down

7South Korea

4%

figures relating to environmental or social

in the Dodd–Frank Act.

8

Brazil3%

refers to tin, tungsten, tantalum, and gold

aspects. The continuous monitoringmeans our purchasers receive an early

Our suppliers must provide us with con-

9

India

2%

warning of any increased risk, enabling

firmation of the conflict-free origin of the

10

Poland2%

us to respond promptly with appropriate

metals in our products. To this end, we

countermeasures. The risk management

use an internationally standardized form

11

Czechia2%

tool currently monitors around 8,000 of(the Conflict Minerals Reporting Template

12

France2%

our active suppliers of production materi-[CMRT]) and monitor the responses us-

als. This covers around 80 percent of ouring special software. If we discover that a

13

Spain

2%

expenditure in this area.

supplier is using conflict minerals, we

14

Switzerland

1%

work toward switching to conflict-free

15

South Africa

1%

16

Austria1%

In the event of a clear violation of ourmetals as quickly as possible.

code of conduct, we urge the supplier toremedy the problem. As a last resort, we
would remove the supplier from our pool.
We report serious compliance violations
to our Compliance Office for appropriate
action. At the same time, both our
suppliers and their suppliers can register
violations of our code of conduct using
an established reporting system (MAHLE

Compliance and sustainableaction as defined in our
Supplier Code of Conduct are
prerequisites for inclusion in
MAHLE’s pool of suppliers.

Integrity Platform), which can be accessed via the MAHLE website.

www.mahle.com/en/purchasing/generalguidelines-for-suppliers

1

44

Corporate citizenship

Corporate citizenshipWe have been supporting numerous projects and initiatives in the vicinity of our locations aroundthe world for many years. This voluntary engagement is particularly focused on the issues of social
interaction, education, the environment, and the fight against poverty and disease. As well as sup‑porting and funding certain long-standing initiatives and institutions, MAHLE regularly organizes
additional campaigns to address acute problems.

Employeeengagement

Helping the needy at many
MAHLE locations

Social engagement is also a top priority in
the United Kingdom. The Warwick Rotary
Club’s annual dragon boat race on the

Bringing joy by making wishes come true

River Avon has become a real highlight.

MAHLE employees at many of our loca-

for fellow citizens in need—this sums up

University graduates take part in the spe-

tions worldwide are strongly committed

the objective of the engagement by ourcial race during their first year at MAHLE

to social issues. Projects are often

employees around the world.

UK. The 2018 team had the task of recruiting people from all over the company

launched on the initiative of our employees: people who work for us start the

In 2018, for example, colleagues at our

to form a rowing team and collecting

projects and drive them forward. Our

Polish locations again took part in the

charitable donations for a local hospicecorporate culture firmly advocates sup-Noble Gift (Szlachetna Paczka) charity

as well as a children’s hospital. Our team,

porting society. In addition to the initia-

campaign, one of the largest and most

MAHLELICIOUS, won all three races andtives described below—which are just awell-known fund-raising programs insuccessfully raised GBP 777 for thisselection of our activities—other projects

Poland. People in need are supplied withgood cause.

are presented in our Annual Report andfurniture, food, clothing, or even medical

on our website2. The Management Board

equipment. Our Polish colleagues also

In a major fund-raising campaign by ourwould like to express its heartfelt thanks

supported a children’s home near thecolleagues in the US in 2019, employees

and appreciation to all the helpers forlocation in Ostrów Wielkopolski by do-fromtheir tireless efforts.

nating sports and leisure equipment for

USD 50,000 to the charitable organiza-

two recreation rooms.

tion United Way. The plant in St. Johns

1

eight

MAHLE

locationsgavealso supports the local foundation Relay
For Life of St. John’s University every year
and was able to help people in needagain in 2019 by raising over USD 35,000.

At MAHLE, engagementwith society and theassumption of social
responsibility areintegral elements ofour corporate culture.

45

Commitment to education
Preparing children and young people fortheprofessional

challenges

of

the

future—this is the objective of the many
MAHLE employees who are engaged in
education projects.
In Durban/South Africa, for example, 15
primary school teams and 15 high school
teams were given the chance to take partin a multidisciplinary challenge. The
teams’ task was to develop, make, andtest a miniature race car powered bycompressed air. To accomplish the task,
the teams had to get to grips with physics, aerodynamics, design, manufacture,branding, marketing, and sponsorship—

Employees from our location in Balassagyarmat/Hungary help to construct a playgroundfor local children.

with the benefit of several months ofsupport from MAHLE employees acting

In North America too, MAHLE is support-

day engineering challenges under bud-as mentors. Along the way, the school-

ing the education of high school pupils togetary and time constraints.

children and students also gained valu-

boost their interest in scientific and tech-able experience of leadership and team-nical careers in particular. In 2018, ourEvery year, the employees at our plant inwork. Plus, on a plant tour of the location

US plants in Morristown, Troy, Lockport,

Balassagyarmat/Hungary select three

itself, the teams obtained insights into

Amherst, and Farmington Hills as well as

projects that merit support. In a centrally

the state-of-the-art production of vehicle

our plant in Tilbury/Canada took part

organized poll, each member of staff canparts.

in various robotics programs at local

cast their vote for a project of their choice.

schools. Supported by mentors fromIn 2019, a playground was built nearby

MAHLE’s workforce, 110 pupils in seniorand play equipment purchased in coop-high school designed and built working

eration with the local community and withrobots in teams, while also solving every-

the assistance of ten MAHLE employees.

1

www.mahle.com/en/investor-relations/financial-reports

2

www.mahle.com/en/about-mahle/corporate_citizenship

46

The MAHLE Foundation

The MAHLE Foundation

The MAHLE Foundation supports the FZD initiative, which cultivates high-quality, mixed-population varieties of grains that are adapted to today’s environmental conditions.

This nonprofit foundation holds 99.9 percent of the shares in the MAHLE Group but has no voting
rights, as a matter of principle. The foundation uses the annual dividend from the Group’s net
income for the year to support social projects. This arrangement guarantees the Group’s indepen‑
dence and ensures that the majority of the profit generated can be reinvested in the company.
In line with the objectives stated in its

throughout the world every year. A few

Integrative Medizin. This competence

Articles of Association, the foundation is

examples are outlined below, while oth-

network is an alliance of nine renowned

particularly involved in health and nursing

ers are described in detail in the MAHLE

clinics

care, agriculture and food, education andFoundation’s Annual Report.

Germany and aims to promote an

1

upbringing, as well as art and culture. It
primarily provides start-up financing but

andhospitals

insouthern

integrative approach to medicine. “TheSponsorship of the Filderklinik

also supports a number of more long-

Kompetenznetzwerk acts as a bridge between conventional medicine and inte-

term projects. One of its core projects

One of the MAHLE Foundation’s funding

grative medicine. The network is thus

has always been the construction andpriorities is health and nursing care, aintensifying dialog among medical pro-ongoing sponsorship of the Filderklinik in

category that supports numerous proj-

fessionals and combines both approach-

Filderstadt-Bonlanden near Stuttgart/ects, including those involving anthropo-

es to a high standard,” explains Jürgen

Germany.

sophical medicine. In 2019, for example,

Schweiß-Ertl, managing partner of thethe MAHLE Foundation continued to

MAHLE Foundation.

The MAHLE Foundation also supports

fund the work of the Filderklinik, which isaround 150 projects and initiatives

a member of the Kompetenznetzwerk

47

Agriculture and foodtaining the diversity, health, high quality, and productivity of cultivated plants in the future and thus playing an important role inAgriculture and food has been one of the foundation’s funding

providing people with a healthy and varied diet.

priorities for decades, with a particular commitment to promoting
biodynamic farming. This includes seed breeding, especially the

Manege der Kulturen project

cultivation of varieties adapted to their respective growing regions. “We continued to support certain research projects in the

Young performers teach circus skills to refugee children andfield in 2018,” says Jürgen Schweiß-Ertl.

young people—that’s the idea behind the Manege der Kulturen
project, begun in 2015. The advantage of this scheme is that

For example, the Forschung & Züchtung Dottenfelderhof

training together doesn’t require a shared language, so potential(Dottenfelderhof Research and Breeding, FZD) initiative has forbarriers are overcome through nonverbal communication. Refu-

many years been cultivating delicious and healthy vegetables

gee children and adolescents practice acrobatic tricks, learn toand cereal crops that are adapted to today’s environmental con-juggle, and rediscover the joy and fun of movement. The proj-

ditions. In one new approach, mixed-population varieties of

ect—inspired by Waldorf philosophy—places a particular focus

high-quality grains are grown alongside isolated varieties. Theyon the young people’s state of mind. With the support of care-are cultivated to be resistant to pests and weeds even without

givers who have been well trained in trauma-informed education,

the use of pesticides, synthetic fertilizers, or genetic engineering.

the young refugees are better able to process any suffering and

The initiative also uses breeding methods that have been handed

terror they have experienced. In 2019, the project received sup-down for centuries: selection and crossing. By doing so, the FZD

port from the MAHLE Foundation and was awarded the ninth

preserves and exploits the genetic variety of cultivated plants.

Stuttgart Citizens’ Prize.

Through its research, it is making a major contribution to main-

Our company founders, Hermann and
Dr. Ernst Mahle, associated theircommercial success with social
responsibility at an early stage. In 1964,
they established the MAHLE Foundation.
In the Manege der Kulturen project, child refugees and young performers
practice acrobatics and juggling, enjoying the fun of movement.

1

www.mahle-stiftung.de/en/downloads

48

Report profile

Report profile
This report has been prepared in accordance with the Global

The reporting period relates to the 2018 and 2019 business

Reporting Initiative (GRI) Standards: Core option. It relates to theyears—that is, the period between January 1, 2018, and Decem-

whole MAHLE Group with its around 160 production locations,ber 31, 2019.

16 research and development centers, and all associated business segments.

Due to the restrictions in place during the coronavirus pandemic,
this Sustainability Report has been published in 2021 rather than

Holdings in which MAHLE is not the majority shareholder havein 2020, as originally scheduled. We plan to produce a Sustain-

not been taken into account.

ability Report every two years, with publication of the report for
the reporting period 2020 and 2021 anticipated in 2022.

49

GRI content index
Disclosure

Page

GRI 102-1: Name of the organization

6

GRI 102-2: Activities, brands, products, and services

7

GRI 102-3: Location of headquarters
GRI 102-4: Location of operations

StatusOmissions/explanations

7–10
9

GRI 102-5: Ownership and legal form

AR 2019, pp. 74–75

GRI 102-6: Markets served

7– 8

GRI 102-7: Scale of the organization

6–7,
9

a. iv. No calculation of market capitalization wasundertaken.
a. v. Due to the great number and diversity of thedifferent product groups, no total quantity figure isavailable.

GRI 102-8: Information on employees and other9

Our records do not currently allow us to provide a
detailed breakdown of our workforce by:workersa. Gender, b. Employment contract and region,c. Employment type and gender.
We are working to improve the database. Further
explanations:d. Only an insignificant amount of our businessactivity is performed by workers who are not employees. e. No significant variations reported inDisclosures 102-8-a, 102-8-b, and 102-8-c.
f. No summary of the data available yet, therefore no
explanation.
GRI 102-9: Supply chain

42

GRI 102-10: Significant changes to the organizationn/aand its supply chain

There were no significant changes to theorganization during the reporting period.

GRI 102-11: Precautionary Principle or approach
GRI 102-12: External initiatives

10
11,
44–47

GRI 102-13: Membership of associations! Material topic

11

Not reported/partially reported/reported in full

AR Annual Report

50

GRI content index

Disclosure

Page

GRI 102-14: Statement from senior decision-maker4

GRI 102-15: Key impacts, risks, and opportunities

10–11

GRI 102-16: Values, principles, standards, and norms

StatusOmissions/explanations

10of behavior
GRI 102-18: Governance structure10

GRI 102-29: Identifying and managing economic,

10

AR 2019, pp. 52–53

environmental, and social impacts
GRI 102-31: Review of economic, environmental,

10

and social topics
GRI 102-40: List of stakeholder groups

n/aa. A comprehensive stakeholder analysis was not
carried out, but one is planned for the next report.

GRI 102-41: Collective bargaining agreements

27

a. Working conditions at MAHLE are regulated
by collective bargaining agreements (whereavailable). Percentage figures of employees coveredby collective bargaining agreements are not currently available.

GRI 102-42: Identifying and selecting stakeholders

n/aa. A comprehensive stakeholder analysis was not
carried out, but one is planned for the next report.

GRI 102-43: Approach to stakeholder engagementn/aa. A comprehensive stakeholder analysis was not
carried out, but one is planned for the next report.

GRI 102-44: Key topics and concerns raised

GRI 102-45: Entities included in the consolidated

12–13

48

AR 2019, pp.120–125

financial statements
GRI 102-46: D efining report content and topic

13

Boundaries
GRI 102-47: List of material topics

13

GRI 102-48: Restatements of informationn/a

GRI 102-49: Changes in reportingn/a

The reporting period covers the years 2018 and2019.

! Material topic

Not reported/partially reported/reported in full

AR Annual Report

51Disclosure

Page

GRI 102-50: Reporting period

StatusOmissions/explanations

The reporting period covers the years 2018 and

n/a

2019.
GRI 102-51: Date of most recent report

The most recent Sustainability Report covered48

the reporting years 2016 and 2017.
GRI 102-52: Reporting cycle

48

GRI 102-53: Contact for questions regarding the report63

GRI 102-54: Claims of reporting in accordance with48

the GRI Standards
GRI 102-55: GRI content index

49–62

GRI 102-56: External assurance

n/a

The Sustainability Report has not been assured.

Topic-specific Standards
GRI Standard

Disclosure

Page

Market PresenceGRI 202:202-1 Ratios of standard entry

Market Presence 2016

level wage by gender com-27

pared to local minimum wage
Procurement Practices
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

42

42–43

approach and its components
103-3 Evaluation of the

42–43

management approach

GRI 204:

204-1 Proportion of spending

Procurement Practices 2016

on local suppliers

42

StatusOmissions/explanations

52

Topic-specific Standards

GRI Standard

Disclosure

Page

StatusOmissions/explanations!

Anticorruption
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary

10, 16

All major, relevant sustainability topics
are organized by means of an integrated
management approach for the purpose

103-2 The management

10, 16of identifying and avoiding risks. The

approach and its components

components of the approach, including
policies, goals, responsibilities, resourc-

103-3 Evaluation of the10

es, and feedback mechanisms, aremanagement approach

regularly internally reviewed to ensure
their effectiveness. Modifications andoptimizations are undertaken in line withcurrent requirements. If there is an additional approach for a specific topic, this is
explicitly stated in the applicable chapter.
For ease of reading, we have otherwise
not given additional references in the
copy/“GRI content index.”

GRI 205:

205-1 Operations assessed for

Anticorruption 2016risks related to corruption

18–19

Only absolute figures are given withrespect to a., b., d., and e. We do notcurrently record information about train-

205-2 Communication and train-

20, 43ing participants by employee category/ing about anticorruption policies

region, only by the categorization shown.

and procedures

Regarding c., we inform all our suppliers
about MAHLE’s binding Supplier Code of

205-3 Confirmed incidents ofConduct. Other business partners havecorruption and actions taken

not yet been addressed separately.

!

Anticompetitive Behavior
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

10, 16

10, 16

approach and its components
103-3 Evaluation of the10, 16

management approach
GRI 206:

206-1 Legal actions for anticom-

18–20

Restrictions due to duty of confidentiality.

Anticompetitive

petitive behavior, antitrust, andNumbers and details relating to reported

Behaviormonopoly practices

incidents are not published for reasons ofconfidentiality.
AR 2019, p. 94! Material topic

Not reported/partially reported/reported in full

AR Annual Report53

GRI Standard

Disclosure

Page

GRI 103:103-1 Explanation of the

35–36Management Approach 2016

material topic and its Boundary

StatusOmissions/explanations

Materials
We are currently setting up Group-widereporting for the recording of waste anddisposal costs at each location.
103-2 The management

32

approach and its components
103-3 Evaluation of the
management approach!

EnergyGRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

33

32

approach and its components
103-3 Evaluation of the

33–34

management approach
GRI 302:302-1 Energy consumption

Energywithin the organization

34

Our records do not currently allow us tobreak down energy consumption figures
by:b. Fuel typec. ii./iii. Heating/cooling consumption
d. Energy soldf. No specific standards/tools were used
g. No conversion factors were used

GRI 302:302-3 Energy intensity

33–34

Energya. See table: “Primary energy
consumption 2018/19 by energy source”
b. The denominator is salesc. All types of energy included
d. Within the organization

302-4 Reduction of energy
consumption

33–34

c. Base year is 2018, database available
d. Calculation methods as per GHG
Protocol54

Topic-specific Standards

GRI Standard

Disclosure

Page

GRI 103:103-1 Explanation of the

36–37Management Approach 2016

material topic and its Boundary

StatusOmissions/explanations

Water
The database for water management at
Group level is still in the consolidation
phase. No targets have yet been defined.
103-2 The management

32

approach and its components
103-3 Evaluation of the

36–37

management approach
GRI 303:303-1 Water withdrawal by

Water

source36–37

The database for water management at
Group level is still in the consolidation
phase. In the future, we plan to report key

303-3 Water recycled and

36–37

water management figures.

reused!

Emissions
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

34–35

32

approach and its components
103-3 Evaluation of the

34–35

management approach! Material topic

Not reported/partially reported/reported in full

AR Annual Report

55

GRI Standard

Disclosure

Page

StatusOmissions/explanations!

Emissions
GRI 305:

305-1 Direct (Scope 1)

Emissionen

GHG emissions

35

e. Main sources of emission factors:
DEFRA 2017 and EN 16258. GWP rates
correspond to IPCC Fifth Assessment

305-2 Energy indirect (Scope 2)

35

Report, details on request.

GHG emissions
305-3 Other indirect (Scope 3)

Information not available. We are investi-

GHG emissions

gating whether we can extend our data
recording in the coming years to include
emissions in the upstream and downstream value chain (Scope 3).

305-4 GHG emissions intensity

35

a. See table: “Greenhouse gas emissions
2018/2019”b. The denominator is salesc. Scope 1 and Scope 2 included
d. All types of greenhouse gases included, given as CO2 equivalents

305-5 Reduction of GHG

35emissionsa. See table: “Greenhouse gas emissions
2018/2019”b. All types of greenhouse gases included, given as CO2 equivalents
c. Base year is 2016, database availabled. Scope 1 and Scope 2 included
e. Calculation method as per GHG
Protocol305-6 Emissions of ozone-

n/a

We do not yet aggregate information
on air pollutants, such as NOX (nitrogen

depleting substances (ODS)

oxides), SOX (sulfur oxides), or ODS
305-7 Nitrogen oxides (NOX),
sulfur oxides (SOX), and othersignificant air emissions

n/a(ozone-depleting substances), across theGroup.

56

Topic-specific Standards

GRI Standard

Disclosure

Page

GRI 103:103-1 Explanation of the

35–36Management Approach 2016

material topic and its Boundary

StatusOmissions/explanations

Effluents and Waste

103-2 The management

32

approach and its components
103-3 Evaluation of the

36–37

management approach
GRI 306:306-1 Water discharge by

Effluents and Waste

quality and destination

35–36

a. i.–iii. The database for water management at Group level is still in the consolidation phase. The available water KPIs
for each location are currently examined
globally.

!

Environmental Compliance
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

16–17

16–17

approach and its components
103-3 Evaluation of the

16–17

management approach

GRI 307:

307-1 Noncompliance withEnvironmental Complianceenvironmental laws and18

Restrictions due to duty of confidentiality
b. We ensure compliance with legal

regulations

requirements by means of the continued
development of internal and external HSE
audits (including ISO 14001, EMAS).
In 2019, over 80 percent of our approximately 160 locations were already certified
in line with at least one of these standards.

! Material topic

Not reported/partially reported/reported in full

AR Annual Report

57

GRI Standard

DisclosurePage103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

Omissions/explanations!

Supplier Environmental Assessment
GRI 103:

Status

42–43

42–43

approach and its components
103-3 Evaluation of the

42–43

management approach

GRI 308:308-1 New suppliers that wereSupplier Environmental

screened using environmental

42

The environmental certifications of all
new suppliers of production materials are

Assessment

criteria

checked.

!

Employment
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

22

22

approach and its components
103-3 Evaluation of the

22–23

management approach
GRI 401:

401-1 New employee

Employment

hires and employee

9

Certain information is not available. We
do not currently record new employee

turnoverhires and employee turnover by gender,
age group, and region. We plan to record
the corresponding data for the nextreporting period.

401-2 Benefits provided to27

i.–iii., v., and vii. We are in the process offull-time employees that are notcreating a Group-wide database to coverprovided to temporary or part-these points.

time employees

iv. We offer supplementary benefits at
many locations,such as a company-funded pension
scheme in Germany.
v. See 401-3.

401-3 Parental leave

27

a. In alignment with legal requirements.
b.–e. We are in the process of creatinga Group-wide database. Information iscurrently only available for Germany.

58

Topic-specific Standards

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Labor–Management Relations
GRI 402:402-1 Minimum notice periods

Labor–Management Relations

regarding operational changes

A standard answer cannot be given,27

depends on the specific circumstances atthe locations.

!

Occupational Health and Safety
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

22–23

22–23

approach and its components
103-3 Evaluation of the

22–23

management approach

GRI 403:403-2 Types of injury and rates

Occupational Health andof injury, occupational diseases,

23

a. and b. Types of injury are not yet documented in a standardized form. We are

Safetylost days, and absenteeism, andworking on a centralized method of data

number of work-related fatalities

acquisition.
a., b., ii. Breakdown by gender has notbeen documented.

403-4 Health and safety topics

22

covered in formal agreementswith trade unions!

Training and Education
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

22

26

approach and its components
103-3 Evaluation of the22

management approach! Material topic

Not reported/partially reported/reported in full

AR Annual Report

59

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Training and Education
GRI 404:404-1 Average hours of training

Training and Education

per year per employee

Data only available for Germany, not31

broken down by gender and employee
category404-2 Programs for upgrading

30–31

b. No programs for transition assistance

employee skills and transitionor career endings yet defined

assistance programs

404-3 Percentage of employees

100% coverage

30–31

receiving regular performanceand career development reviews!

Diversity and Equal Opportunity
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

28

28–29

approach and its components
103-3 Evaluation of the

28–29

management approach
GRI 405:405-1 Diversity of governanceDiversity and Equal

bodies and employees

28

a. ii. and iii. Data not yet recorded.
b. ii. and iii. Data not yet recorded.

Opportunity!

Nondiscrimination
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

28–29

28–29

approach and its components
103-3 Evaluation of the

28-29

management approach
GRI 406:

406-1 Incidents of discrimination

No data available about incidents ofNondiscriminationand corrective actions taken

discrimination.

60

Topic-specific Standards

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Freedom of Association and Collective Bargaining
GRI 407:407-1 Operations and suppliers

Freedom of Association andin which the right to freedom

Collective Bargainingof association and collective

a. No breakdown by operations,27

suppliers, and countries is available.

bargaining may be at risk
Human Rights Assessment
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

28–29

28–29

approach and its components
103-3 Evaluation of the29

management approach412-2 Employee training

31

No precise data on participation in

on human rights policies ortraining is available.

procedures!

Supplier Social Assessment
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

42–43

42–43

approach and its components
103-3 Evaluation of the

42–43

management approach
GRI 414:414-1 New suppliers that wereSupplier Social Assessment

screened using social criteria

42–43

All new suppliers undertake to comply
with MAHLE’s Supplier Code of Conduct.
We do not currently screen suppliers
against social criteria.

414-2 Negative social impacts

42–43

in the supply chain and actions

No awareness of negative impacts in thereporting period.

taken! Material topic

Not reported/partially reported/reported in full

AR Annual Report

61

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Public Policy
GRI 415:415-1 Political contributions

19

Public Policy!

Customer Health and Safety
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

16

41

approach and its components
103-3 Evaluation of the
management approach
GRI 416:416-1 Assessment of the health

Customer Healthand safety impacts of product41

a. Percentage of product and service
categories is not explicitly recorded atand Safety

and service categories

present. See Annual Report 2018/2019
for overarching information. The constituents we use are documented in the International Material Data System (IMDS).
AR 2019, pp. 90–91

416-2 Incidents of noncompli-

41

ance concerning the health andsafety impacts of products andservices!

Customer Privacy
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

16

21

approach and its components
103-3 Evaluation of the21

management approach
GRI 418:

418-1 Substantiated com-

Customer Privacy

plaints concerning breachesof customer privacy and lossesof customer data

21a., b.: Restrictions due to duty ofconfidentiality

62

Topic-specific Standards

GRI Standard

Disclosure

Page

StatusOmissions/explanations!

Socioeconomic Compliance
GRI 103:103-1 Explanation of theManagement Approach 2016

material topic and its Boundary
103-2 The management

16–19

16

approach and its components
103-3 Evaluation of the18

management approach

GRI 419:419-1 Noncompliance with laws

Restrictions due to duty of confidentiality

Socioeconomic

and regulations in the social andAR 2018/2019, p. 94

Complianceeconomic area

! Material topic

Not reported/partially reported/reported in full

AR Annual Report

63

Imprint/contact information
Published by
MAHLE GmbH
Pragstraße 26–46
70376 Stuttgart/Germany
Phone +49 711-501-0
www.mahle.com

Contact
MAHLE International GmbH
Kathrin Apel, Head of Corporate Occupational Health,
Safety, and Environment Management (CO)Pragstraße 26–46
70376 Stuttgart/Germany
nachhaltigkeit@mahle.com

Graphic design and layout
freelance project gmbh
Reinsburgstraße 96 A
70197 Stuttgart/Germany
www.freelance-project.de

Translation
Target Languages GmbH
Waldhofer Straße 102
69123 Heidelberg/Germany
www.target-languages.com

Picture credits
Tinnakorn—stock.adobe.com (cover),
MAHLE Foundation (pp. 46, 47), MAHLE Archive© 2021 MAHLE GmbH

Pragstraße 26-46
70376 Stuttgart /Germany
Phone: +49 711 501-0
www.mahle.com

00007855EN.04/21

MAHLE International GmbH