Sustainability
Report2021

02

Sustainability Report

Contents
Our understanding

03

Preface04

The MAHLE Group05

Sustainability management at MAHLE

12

Responsible corporate governance17

Working at MAHLE

22

Environmental management

34

Sustainable innovations

42

Sustainability in the supply chain

46

The MAHLE Foundation

48

Report profile

49

PwC Auditor’s Report50

SDG Index

52

GRI Content Index

53

Imprint/contact information

64

03

Our understanding
From an early stage, our company founders, Hermann
and Dr. Ernst Mahle, associated corporate success withsocial responsibility. After more than 100 years, MAHLE
is now a company active worldwide and all the moreaware of its social responsibility. We believe that our mostimportant task is to balance sustainable development andtechnological progress. Our goal is to be an innovative
driving force for efficient and environmentally compatible
mobility. Through our long-term planning, we strive toreconcile the economic success of our company withthe requirements of the environment, society and our
employees. Sustainability is an important operational
principle for a foundation-owned company like MAHLE.

04

Preface

Preface

Dear readers,
As a foundation-based company our essential goal is to harmonize entrepreneurial activity withthe well-being of people and the environment and to maintain this harmony. Taking responsibility is part of the MAHLE DNA. Climate protection applies to us without ifs and buts. We see
the Paris climate agreement as a binding mandate to minimize emissions caused by mobility.
Through our technologies, we are accelerating the transition to a reduced carbon footprint.
They are helping to make individual mobility more efficient, more sustainable, and therefore
more environmentally compatible. Today, about 60 percent of MAHLE sales are independentof the passenger car combustion engine. We intend to increase this proportion continuously
and at an even faster pace than before. At last year’s International Motor Show (IAA Mobility) in
Munich, Germany, we highlighted our broad-based product portfolio with respect to e-mobility,
ranging from charging technologies to battery systems and electric motors.
We also pursue ambitious goals within our own factory walls. In 2021 we reached a firstmilestone as all German MAHLE production locations became carbon-neutral. Throughout
our company we have adopted reduction targets and will reach carbon-neutral production by
2040 in terms of all direct CO2 emissions and those associated with energy purchases. This

Michael Frick
Chairman of the Management
Board (ad interim) / Member of theManagement Board FinanceCO2 roadmap is a vital element of our sustainability management.
By focusing on our own renewable electricity production, we are also reducing our CO2 emissions. In 2021 we realized two reference photovoltaic projects in Parma, Italy and in Montblanc, Spain. In 2022, ten more photovoltaic projects are planned. With projects like these weare not only reducing our emissions, but we are also making ourselves less dependent of thevolatile energy markets. Further activities relate to measures concerning the energy efficiencyof our sites, which we aim to increase by at least two percent every year. Our third approach
includes the purchase of carbon-neutral electricity and the offsetting of remaining emissions.
In addition to climate protection, we focus on occupational safety, because ensuring the safetyof our employees is our core responsibility. We consistently align our occupational health andsafety management system with the international standard ISO 45001. By the end of 2021,
93 of our global locations were certified to this standard. Another important goal is to further
reduce the accident rate per million hours worked, which includes accidents with at least one
day of absence.
At the organizational level, we have set up a Central Sustainability Department and establishedthe Sustainability Steering Committee.
With this Sustainability Report 2021, we aim to inform you about our goals, strategies and

At MAHLE, running a
profitable business means
taking an environmentallyand ethically soundapproach.

measures as well as the progress we have made in different areas. Our report has been prepared in accordance with the Global Reporting Initiative (GRI) Standards. By using thesestandards, we are strengthening the transparency of our actions and laying the foundation for
integrated sustainability communication in the future.

Michael Frick

05

The MAHLE Group
MAHLE is a leading international development partner and supplier to the automotive industry
with customers in the passenger car and commercial vehicle sectors. The technology group,
which was founded in 1920, is working on the climate-neutral mobility of tomorrow with a focus
on electromobility and thermal management as well as other technology fields, such as fuel cells
or combustion engines powered with e-fuels and hydrogen. Currently the share of its sales earned
independently from the combustion engine for passenger cars amounts around 60 percent. In 2021
MAHLE generated sales of EUR 10.9 billion and is represented in over 30 countries with more than
71,000 employees in around 160 production locations and 12 major research and development
centers. The parent company, MAHLE GmbH, is headquartered in Stuttgart/Germany.

MAHLE is a leading international
development partner andsupplier to the automotive
industry as well as a pioneer
and technology driver for themobility of tomorrow.

06

The MAHLE Group

Markets and products
We offer our customers around 60 main product groups and over
240 products. Encompassing engine systems and components,
filtration and thermal management, our product portfolio addresses all the relevant technical aspects relating to the powertrain and air conditioning technology as well as their combination.
In addition, our high level of competence and our expertise inelectric and electronic components and systems allow us to offer
integrated solutions for e-mobility. And that is not all: for decades, our components and systems have also been used off theroad—in stationary applications as well as for mobile machinery,rail transport and in marine contexts.

Our management approach
We are led first and foremost by our vision, our predefined group
goals and our leadership principles. The four MAHLE leadershipprinciples provide direction and the framework for a global understanding of leadership. The nonprofit MAHLE Foundation
holds 99.9 percent of the company’s shares, while 0.1 percentof the shares are held by Verein zur Förderung und Beratung der
MAHLE Gruppe e.V. (MABEG), which also holds all of the voting
rights and thus exercises the shareholder rights. This structure
ensures our entrepreneurial independence, which creates thebasis for long-term planning and farsighted investment decisions. The MAHLE Management Board discusses and makescommon decisions from a group perspective.

Empower withaccountability

Inspire forchangeLeadership
Principles

Trust each other

Lead byexampleFurtherdevelopmentof our value-oriented
leadership culture:
Furtherdevelopmentof our value-oriented
MAHLE Leadership Principles

leadership culture: MAHLE Leadership Principles

07

08

The MAHLE GroupOur management system helps us to achieve our business ob-n

The business unit Filtration and Engine Peripherals is one

jectives, meet international customer standards and comply withof the top-selling suppliers in many product groups offering

national and international standards and regulations. The basic

product solutions such as filter systems and components forprinciples of our organization, management system and business processes are defined in the Group Management Manual.

the engine periphery.
n

The Thermal Management unit develops solutions for effec-

Employees must follow the processes defined in this manual.

tive cooling and air-conditioning systems as well as batteries,

Advisory boards such as the Risk Management Committee or

fuel cells, power electronics and electric drives, which makethe Compliance Steering Committee review the management ofextended cruising ranges, high levels of efficiency and a longspecific topics.

service life possible.
n

Our expertise in the development and manufacture of electric

The MAHLE Group is divided into five business units, which are

motors and of electronic and mechatronic systems forms thealso responsible for breaking down the various goals into organi-foundation of our Electronics and Mechatronics business unit,

zational processes. The business units are as follows:which is a strong driver of growth within the MAHLE Group.
nn

Our Aftermarket business unit supplies trade, workshops and

The Engine Systems and Components business unit repre-

engine repair partners as well as electronic retail platforms

sents one of our core fields of expertise and reflects decadesaround the world with products in original equipment quality,of development and system know-how. The range of products

service units and services.

includes steel and aluminum pistons, piston rings, cylinder
liners, bearings and valve train systems.

MAHLE Group business segments 2021
MAHLE GROUP
As at December 31, 2021

Sales: EUR 10,933 million |Headcount: 71,298

BUSINESS UNITSPROFIT CENTERS & SERVICES
Motor sports andSpecial Applications
Large and Small
Engine Components

Engine Systems
and Components

Filtration andEngine Peripherals

ThermalManagement

Electronics andMechatronics

Aftermarket

Industrial Thermal Management

Control Units

Central service businesses
EUR 2,363 million

EUR 1,819 million

EUR 3,865 million

EUR 1,193 million

EUR 1,064 million

EUR 630 million

24,2709,162

20,237

8,137

1,846

7,646

Sales
Headcount

09

Added to this are four profit centers: Motorsports and Spe-Key figures of the MAHLE Group by region

cial Applications, Large and Small Engine Components,
Industrial Thermal Management and Control Units, which

Production
locations/researchand development
centers

address specific market and customer segments. We
serve customers in Europe, North and South America andAsia/Pacific.

Europe/Africa

Employees

Sales(in EUR
million)

66/5

32,764

5,051

of which Europe

64/5

31,9095,003

of which Africa

2/0

855

48

36/3

22,152

3,356

of which North America

28/2

13,4162,767

of which South America

8/1

8,736

589

63/4

16,382

2,526

165/12

71,298

10,933

America

Asia/PacificTotal
As at end 2021

10

The MAHLE Group

MAHLE as a reliable business partner

Key figures of the MAHLE Group by region

MAHLE has a responsibility for the upstream supply chain as well as
the fulfillment of our own supply obligations toward our customers. We
take this responsibility seriously in each of our locations around theworld and as a Group. Even more we strive to continuously improve
our processes to consistently provide our customers with reliable,
high-quality products on time.
Logistics in the automotive sector are closely synchronized, whichmeans that supply disruptions can, in the worst-case scenario, lead toa halt in production for the customer. To that end the risk monitoring of
our own suppliers and the implementation of mitigation measures help
to prevent us from a loss of supplies (see chapter ‘Sustainable supply
chain’). If a risk occurs despite risk mitigation measures, our contingency plans help to maintain our deliveries to customers.

North America

28 production locations
13,416 employees*
Canada, Mexico, USA

South America

8 production locations
8,736 employees*
Argentina, Brazil

11

Around 160
production locations

12 major research &development centersworldwide

More than 71,000
employees*

Europe64 production locations
31,909 employees*
Austria, Bosnia and Herzegovina, Czech
Republic, France, Germany, Great Britain,
Hungary, Italy, Poland, Portugal, Romania,
Slovakia, Slovenia, Spain, Turkey

Africa2 production locations
855 employees*
South Africa* As at December 31, 2021

Asia/Paciﬁc

63 production locations
16,382 employees*
China, India, Indonesia, Japan,
Philippines, Singapore, South
Korea, Thailand

12

Sustainability management at MAHLE

Sustainability
managementat MAHLE
Sustainability has always been part of our identity. The link between environmental protection,
good corporate governance and the economy
has become a success factor. Just as we at
MAHLE put a higher focus on the entire value
chain of sustainable mobility - our business
partners increasingly take an interest in oursustainability management and request insights
into how we consider environmental and social
aspects in our activities.

Principles of sustainability
management
The principles that guide our actions are ethically correct andlawful conduct, the protection of the environment and resources and the well-being of our employees. Sustainability means
continuing to be reliable for our customers while innovating our
products to have a smaller impact on the environment.

Our objective is to communicate our efforts
and achievements around sustainability witheven greater transparency—both internally andexternally.

13

14

Sustainability management at MAHLE

Sustainability management at
MAHLE

Sustainability Report must be approved by responsible membersof the MAHLE Management Board. In 2021 MAHLE adapted its
sustainability organization to address the increasing importanceof sustainability-related issues. Our sustainability management is

The highest level of responsibility for Sustainability, Environmental

regularly reviewed by the Sustainability Steering Committee. It

Management and Safety at Work is at the MAHLE Management

was established in 2021 to identify related risks and opportuni-

Board. Strategic decisions related to the sustainability goals ofties at an early stage and to ensure the appropriate management

MAHLE are made in the Management Board. Furthermore, ourof our sustainability projects. It consists of four members of theManagement Board, the Corporate Sustainability & Occupational Health, Safety & Environment function at group level andother departments, such as Sales. The sustainability program of
MAHLE was released in 2021 and covers six topics with strategic
importance:

As a foundation-owned company, we have a
special responsibility toward mankind and theenvironment.

nSustainable ProductsnClimate & EnvironmentnSustainable ProcurementnWorking Conditions & Social StandardsnHuman RightsnCompliance and Ethics.

Organizational chart of our sustainability program

1 Climate &Enviroment

2 Social Topics& Employees

MAHLE Management Board

Group SC Sustainability

Sustainability & Occupational
Health, Safety andEnvironment

Reporting & Taxonomy

3 Sustainable
Procurement

4 HumanRights

5 Compliance

Program Management
Yearly reporting incl. KPIs,
Secretary of SC Sustainability

6 Product
Development

Strategic Topics

CO2-Roadmap
Energy efficiency
Self-production
Purchase of green
electricity with guarantees of origin &compensation

Sustainable SupplierManagement

Recycled Materials

Emissions Assessment

Material Compliance

Sustainability
Projects

15

The corporate function for Sustainability, which was also newly

Defining Material Topics

established in 2021, is responsible for the sustainability program
management. It shall identify new sustainability trends and be a

In 2021 we updated our materiality analysis process, as well as

driving force for sustainability in MAHLE. It coordinates sustain-

the matrix itself. Using the GRI as a guide, we refined the process

ability activities throughout the Group, leads the regular updates

for determining material topics. We involved different global func-of the materiality analysis, conducts performance monitoring andtions using their expertise to rank topics and validate the resulting

is responsible for transparent communication and stakeholder

materiality matrix.

dialogue. The function assesses external sustainability requirements and prompts the development of suitable implementation

Material topics for 2021 developed from the topics most impor-concepts by the Group’s specialist departments, business areastant to our stakeholders and from where we have the largest

and regions.

impact. Compared to the previous year’s analysis, topics likemobility, anti-corruption and water protection were given a higher

We apply international standards related to our industry—forrating for the impact and the amount of importance for our stake-example, when designing our management systems regarding

holders. In the future we want to further increase our engage-

the environment, quality and safety at work. Proper management

ment with stakeholders during this process. The material topics

systems are fundamental to helping us assess sustainability

can be found in the blue boxes of our materiality matrix.

risks and designing adequate mitigation measures. We regularly
check if the management systems meet the internal and external
expectations and push to drive certification of our plants according to international standards.

Importance of topic for our stakeholders

Materiality Analysis

Mobility
Nondiscrimination
Water and effluents

Security practices
Public policy

Economic performance
Diversity and equal
opportunity
Customer health & safety
Freedom of association &collective bargaining
Labor management
relations

Rights of indigenous people
Procurement practices

Tax
Biodiversity
Local communities
Infrastructure investments

Occupational health and safety
Emissions
Anti-corruption
Forced or compulsory
laborChild labor
Training and education
Customer privacy
Market presence
Supply chain standards
Marketing & Labelling

Waste
Anti-competitive behavior
Employment
EnergySustainable productdevelopment

Innovation

SocialGovernance

Environmental

Impact we have on the environment, economy & society
Low relevance

Medium relevanceHigh relevance16

Sustainability management at MAHLE

External engagement andpolitical dialogue

MAHLE takes transparency very seriously.
We acknowledge that integrity is key for mutual trust and understanding in our political representation and have therefore defined

As a global company, our active relationship with external stake-our ambition in our compliance requirements. In relation to officials

holders and political actors is motivated twofold: understanding

and elected officials, this applies without restriction and strictly with

important regulatory developments and providing our expertisethe aim of excluding any appearance of influence from the outset.

to political processes. We established relations with e.g. mem-

In political activities, the MAHLE Business Code defines a clear

bers of parliament, public authorities, ministries and government

code of conduct for our dealings with third parties. We are listed in

representatives. Hereby we aim to engage with external stake-the European Transparency Register with respect to our lobbyingholders and political actors in a solution-focused way.

activities at European level.

Management and Activities of Political relations

Worldwide, we are active in various associations and networks,
including industry associations such as the VDA and the European

At Group level, the central department External Affairs coordi-

Association of Automotive Suppliers (CLEPA), as well as in organ-nates relations with actors of public policy, above all with politicalizations related to finance, research and technology, IT, logistics,

decision makers in Germany and the European Union. In addition

trade and purchasing. These are valuable platforms for us in terms

to direct exchange with political actors, we actively participate inof common interests within the industry and, in some cases, fa-

the formulation of political positions in relevant associations incilitating active communication with external stakeholders. Each

Germany, the EU and other countries.

association has to be in line with our values and has to follow strictcodes on anti-trust policy for us to be in the membership.

MAHLE holds regular discussions with its stakeholders and isa member of various external initiatives, such as the ‘Strategie-

Our Focus in 2021

dialog Automobilwirtschaft der Landesregierung Baden-Württemberg’ (Strategic Dialogue for the Automotive sector, initiated

In 2021 the EU Green Deal and its numerous legislative initiatives

by the State of Baden-Württemberg/Germany) and Germany’s

to achieve the EU climate targets for 2050 are of particular impor-‘Nationale Plattform Zukunft der Mobilität’ (National Platform

tance to our company. For us, regulation that is open to technolo-

Future of Mobility).

gy is desirable, which brings ecology, economy and social issues
in an equilibrium of sustainability.

17

Responsible corporate
governance
The MAHLE risk
management system

Two examples of relevant risks and opportunities
connected with sustainability
The relevant risks and opportunities identified in connection with

Our risk management system covers economic, environmental

the environment include the increasing environmental awarenessand social aspects. In order to identify opportunities and risks

in the markets and new emission reduction targets.

at an early stage and address them proactively, our experts inthe corporate functions and business areas continuously assess

In several markets worldwide, the automotive industry is facing

short-, medium- and long-term market trends (0-1 year; 1-5stricter fuel efficiency and/or emissions regulations. MAHLE, withyears; 5-15 years). For example, we make use of scenario anal-a large portfolio of emission-relevant segments like combustionyses drawn up by our Corporate Planning department to model

engine components, may experience reductions in demand forchanges in markets and regulatory frameworks.

these components, resulting in decreasing sales within the affected products. We see opportunities in the efficiency increase

The Risk Management Committee, in which members of theof our components and expansion of our portfolio of electric

MAHLE Management Board and the Group Risk Manager are

drives and auxiliary components.

represented, is responsible for managing and monitoring the risk
management system. This committee defines the top risks for

Regarding our locations worldwide we e.g. regularly monitor firethe company and prioritizes them according to potential finan-and natural hazard risks and continuously reduce our risk by fol-cial impact and likelihood of occurrence based on the evaluation

lowing a long-term strategy. This helps us avoid material damage

done by risk experts. For each risk identified, the committee ap-

to our facilities and consequential damage such as air and water

points one or more risk owners whose task is to initiate targeted

pollution, as well as economically negative impacts on internalmeasures to reduce the potential impact of the risk.

and external supply chains.

The Group Risk Manager is responsible for the practical implementation of the risk management system and summarizes the
top risks, including countermeasures and risk controlling instru-

Schematic diagramm of risks management at MAHLE

Schematic diagramm of risks managementat MAHLE

must be approved by the complete MAHLE Management Board.

ranged an economically prudent degree of cover by means of
insurance policies for the financial consequences of production

Supervisory Board
Auditors

In case a hazard occurs despite risk prevention, we have ar-

Corporate Audit

ments in the Annual Group Risk Management Report. This reportManagement Board
Risk
Management Committee (RMC)

losses and MAHLE business interruptions caused by e.g. by fires
and natural disasters. We ensure that specific liability situations
such as environmental issues are also covered.

Risk experts
for identificationand evaluation

Corporaterisk
management

Risk owners
for risk
control

18

Responsible corporate governance

The MAHLE compliance structure

Ensuring
Sustainability

Training
ProgramCompliance
Organization

MAHLE
Compliance
Structure

MAHLE
Business
Code

The existing compliance structure is continuously
optimized and adjusted on the basis of risk by the
MAHLE compliance organization.

Mesasures forPrevention

Our compliancemanagement system

MAHLE Business CodeIn our business activities, we are committed to comply withethical standards and laws. This is based on the MAHLE Busi-

Responsible business behavior means complying with laws andness Code, which defines the legal and ethical framework for all

internal rules as well as ensuring fair competition. Therefore,

MAHLE employees, including the members of the MAHLE Man-

compliance has always been an important element of our cor-agement Board, members of the MAHLE Management Com-porate governance. At Group level, we ensure that our conduct

mittee and executives. For affiliated companies located outside

and actions adhere to laws and internal rules by means of theGermany, the MAHLE Business Code describes the minimum

MAHLE compliance structure. As shown in the graphic below,

standards, which should then be supplemented by local require-

this includes the MAHLE Business Code as a basic code of con-ments and specific characteristics. At joint ventures and compa-

duct for all employees worldwide as well as our compliance or-nies in which MAHLE does not have a majority holding, but rather

ganization, preventive measures and training concept. We takea holding of at least 25 percent and not more than 50 percent,various steps to safeguard the effectiveness and sustainability

appropriate measures are taken to ensure compliance with theof our compliance structure, including documenting our com-

objectives of the MAHLE Business Code.

pliance activities and conducting compliance audits as well as
regular web-based compliance learning programs.

The MAHLE Business Code1 was updated in July 2021 regarding
the internal reporting channels as well as the handling of cash

Our decentralized compliance approach means that all organi-payments. New employees receive a copy with their orientation

zational units, divisions and departments are responsible for the

documents. In addition, members of the MAHLE Management

processes and compliance risks applicable in their area which

Board, members of the MAHLE Management Committee andare aimed at upholding laws and internal rules as per the pro-

executives are required to make a written commitment to comply

cedure ‘Legal Compliance’. There are also compliance risk ar-with the contents of the MAHLE Business Code and ensure thateas for which central responsibility is assumed. These include,

it is observed within their scope of responsibility.

for example, antitrust law and prevention of corruption, which
are managed centrally by the Group-wide MAHLE compliance

Compliance organization

organization (see subsection ‘Prevention of corruption and antitrust law’), or data protection which is managed centrally by

The MAHLE Group Compliance Organization Guideline defines

the department Corporate Data Privacy (see subsection ‘data

and designates the responsibilities of the compliance organiza-

protection’). Furthermore, the function Corporate Occupationaltion and describes its tasks and reporting lines in the event of

Health, Safety & Environment (CO) is responsible for handlingcompliance violations.

environmental compliance risks, while the Human Resources(HR) department deals with compliance risks relating to social
concerns.

1

www.mahle.com/en/about-mahle/compliance19

At Group level, the compliance organization consists of theManagement of compliance violations

MAHLE Management Board, the Compliance Steering Committee and the Corporate Compliance Office. Further Regional

The Corporate Compliance Office must be involved in the caseCompliance Committees and Regional Compliance Offices haveof any incidents that may have a significant impact on the wholealso been established at a regional level.

Group. It assesses compliance incidents in accordance withthe provisions of the MAHLE Group Compliance Organization

The Compliance Steering Committee consists of members of the

Guideline. Any serious and significant violations are immediately

MAHLE Management Board and MAHLE Management Commit-

reported by the Corporate Compliance Office to the Compliancetee as well as executives from Human Resources, Legal and In-

Steering Committee. The responsible members of the Compli-

ternal Audit. It is responsible for the content and strategic further

ance Steering Committee decide whether the Corporate Internal

development of the compliance structure and reports directly to

Audit department should be involved for investigation purposes.

the MAHLE Management Board.
Employees wishing to report a potential violation of compliance
The Corporate Compliance Office implements preventive meas-

rules can approach their supervisor. Employees can also contact

ures such as trainings and communication activities relating to

the Corporate Compliance Office or the Regional Compliance Of-

antitrust law and corruption prevention. It also handles reports

fice responsible for them.

of compliance violations, evaluates them and passes them onto the appropriate bodies. The Corporate Compliance Office isIn the event of serious compliance violations or an increased

attached to the Corporate Legal department. For the planning ofneed for confidentiality, employees can also contact the exter-

internal compliance audits, it consults with the Corporate Internal

nal ombudspersons responsible for their region. Alternatively,

Audit department, which then undertakes the compliance audits.

the web-based whistleblower system Integrity Platform can beused—anonymously, if desired. The Integrity Platform is available

The Corporate Compliance Office is supported by the Regional

to all employees and to external parties on the MAHLE website.

Compliance Offices, which are available to support employees intheir region with compliance queries and reports of violations and

The MAHLE Management Board receives an annual complianceimplements any necessary compliance measures at a local level.

report which informs them about current developments of the
MAHLE compliance structure and activities of the MAHLE com-

The Regional Compliance Offices also preside over the Region-

pliance organization. Corporate Internal Audit also communi-

al Compliance Committees. They are primarily responsible forcates the key results of the audits undertaken.

analyzing local compliance risks, reporting on local complianceissues and adapting the guidelines to suit local characteristics.

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

Compliance
process
Compliance reporting
reporting process

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20

Responsible corporate governancePrevention of corruption andantitrust law

Antitrust law
It is particularly important to follow the antitrust regulations,which safeguard and ensure free and fair competition worldwide.

The compliance risk areas of corruption and antitrust law are

We work proactively to prevent potential violations—it is in ourmanaged centrally by the Group-wide MAHLE compliance or-own interests to do so. Our Guide on Antitrust Law and related

ganization as these risk areas are not assigned to particular or-

antitrust trainings provide detailed instructions on how to behave

ganizational units.

in areas sensitive to antitrust law—such as in conduct toward
competitors, customers and suppliers, in association meetings

Prevention of corruption

and in the context of joint venture activities.

Prevention of corruption is an important topic at MAHLE. The

Training on prevention of corruption and antitrustlaw

purpose of our Guide on Prevention of Corruption and related
corruption trainings is to give employees guidance and support
with respect to the most important rules relating to corruption

To prevent violations of laws and internal company rules fromprevention.

the outset, we organize regular web-based compliance trainings,
covering the topics of antitrust law and prevention of corruption.

These provisions are governed by our Approval and Signature

The trainings are mandatory for all members of the MAHLE Man-

Guideline. It also defines the dual control principle and which pro-agement Board and MAHLE Management Committee as wellcesses need to be approved by which management level. It is

as for executives and employees in risk-exposed areas, such as

therefore another tool that helps us avoid corruption.

purchasing and sales. In addition, employees have the optionof voluntarily following the training programs. Refresher trainings

We refer our business partners to our strict anticorruption policy,

for the target groups take place every 2-3 years. In 2021 a total

which is part of the Supplier Code of Conduct, with which all ourof 4,423 active employees completed the compliance trainings.

suppliers have to comply.

Number of employees trained in prevention of corruption and antitrust law in 2021
RegionTotal(nominated)

Management Board,
Management
Committee andexecutive levels 1 to 3
(training completed)

Other levels(training
completed)

Coverage(training
completed)

2,547

29

2,424

96%

North America

585

2

556

95%

South America

320

1

300

94%

Asia/Pacific

1,153

8

1,103

96%

Total

4,605

40

4,383

96%

Europe/South Africa

21tion Officer and Corporate Data Privacy Management. Our dataprotection organization currently comprises 30 National Data
Protection coordinators worldwide and 111 Data Protection Coordinators, who act as the first point of contact in the country
respective on site. These specially trained coordinators are thelink between the employees and the Corporate Data Privacy.
We implemented a uniform Group-wide Data Protection Management System in late 2020. The rollout continued in 2021 on
a risk-based approach and is planned to be finalized in 2022.
The web-based data protection training was rolled out to 21,000
employees, with 95% passing by the end of 2021.
Any violations of the applicable data privacy guidelines must be
informed to the Corporate Data Privacy department, which carefully investigates the situation. If the suspicion of a violation ofdata privacy or a data privacy breach is subject to notification,
the Corporate Data Protection Officer immediately notifies theincident to the respective data protection authority.
In 2021 we developed an internal data privacy audit program andstarted with pilot audits.

Data protection
We commit ourselves to strict compliance with legal requirements for the protection of the right to informational self-determination. As we are a globally active company with headquarters
in Germany, the European General Data Protection Regulationand other local data privacy laws (e.g. Federal Data ProtectionAct) apply to us. In addition, we implement necessary measuresfor compliance with non-European, international data protection
laws and regulations.

Our data privacy organization
The Corporate Data Privacy department consists of the department management and a team of experienced data privacy specialists. An external Corporate Data Protection Officer reports
directly to our MAHLE Group Management. This ensures separation between the independently acting Corporate Data Protec-

22

Working at MAHLE

Working at MAHLE
2021 has been a year of many changes in the lives of our employees. The pandemic changed theway we cooperate and megatrends like climate change and sustainability affect our business activities. Therefore, it is more than ever important that MAHLE is an attractive employer that people
will be enthusiastic about working for. Especially in time of change, we place a high value on our
employees’ continuous development. It is essential for our company’s future success that our staff
is fit for the future and feels a part of the MAHLE family. This is why safety and equal opportunity inthe workplace are top priorities and why we actively oppose all forms of discrimination.

‘People come first!’ This motto passed down by
our company founders Hermann and Dr. Ernst
Mahle still applies today and is reflected in ourcompany philosophy.

MAHLE as an attractive
employer

Overall, our HR Roadmap focuses on five strategic areas ofaction:n

and innovation to attract and retain the right talent

We thrive on our employees’ profound wealth of ideas and theirability to find solutions today for tomorrow’s challenges. They are

Purpose & Agility: Enabling a culture of purpose, accountabilitynTalent to Value: Identify, develop and enable diverse talent with

our most important resource and safeguard the future viability of

specific capabilities and leadership following a clear talent-to-

our company. This makes it crucial, that we remain an attractive

value logic

employer and continue to emphasize what makes us special:nour diversity, our team spirit and the motivation to jointly shapeagement to drive business priorities, incentivize performance

future mobility.

and accelerate resultsnHuman Resources Roadmap continues to serve as
framework for strategic alignment and action

also reflected in the strategic realignment of our work in Human
Resources (HR). In line with our HR Roadmap developed in
2020, we are adapting existing structures and processes andtailoring them to the requirements for accelerated transformation.

Disruption Architecture: Driving and facilitating organizationalchange and optimizing the company footprint in times of disruption and restructuringn

MAHLE is in the midst of a technological transformation. This is

Performance Recognition: Next generation performance man-Acceleration of efficiency: Providing high quality, efficient andcompliant HR transactional operations, services and data

23

HR road map
Five strategic action areas to support the transformation

Purpose & agility
Culture & new ways
of working

Talent to value& businessBusiness-driven talentmanagement

Performancerecognition
Performance &compensation
management

The five strategic areas of the HR Roadmap

New ways of working strengthened on a globallevel
The past two years have tested our ability to change, adapt and tofind new ways of collaboration in a highly disruptive environment.
We optimized our processes, provided modern digital tools andcreated flexible working formats. We consistently provide training and enablement activities on digital collaboration tools, virtual
leadership styles and virtual peer-to-peer level cooperation.
To ensure a sustainable change of our working culture and a
joint understanding of hybrid work (the combination of working
in the office and remotely), we defined a Global Remote Working Guideline in 2021. Based on this framework, we expanded
our efforts to adjust the workplace infrastructure to the changing
requirements post-COVID as well as to create inspiring and motivational on-site workspaces.

Attractiveness as employer of choice confirmed
In 2021 we globally rolled-out the ‘I create my space’ campaign
with a gender-focus to particularly address females within our
industry on social media. We also added a new e-mobility landing
page to our career website to support the ‘Let's keep the future
moving’ campaign and respective recruitment needs. Our talentacquisition efforts were granted several awards such as ‘Careers
Best Recruiters’, ‘Germany’s most attractive employers’, ‘Best
Recruiters no 1 in our industry’, ‘PotentialPark’, ‘Great Place toWork’, ‘Leading Employers’ and ‘MINT minded Company’.

Disruption
architecture
Organizationalchange &designAcceleration ofefficiency
HR operations
excellence24

Working at MAHLE

Recruiting expanded in growing markets
Our external initiatives concentrated on supporting recruitingneeds primarily within our business unit Electronics and Mechatronics, which pursues ambitious growth targets. The importanceof internal mobility of our employees has proven key to quickly
filling positions and providing benefits from transferring skills andknowledge sharing. All recruiting measures were supported by
the upgrade of our global HR system landscape, which included
a new applicant management system that was successfully
implemented in many locations worldwide. We strive to ensure
more efficiency in the recruiting process through digitized and

Employee development
At the end of 2021, 71,298 employees were working for the
MAHLE Group worldwide; this corresponds to a decrease in personnel of 1.2% compared with the previous year. The personnel
adjustments were due in particular to the difficult market situation caused by the COVID-19-pandemic, the global shortageof resources and the general transformation of the automotive
industry.
HEADCOUNTDEVELOPMENT (2016-2021)*
2016 – 2021
Headcount Development

transparent processes and a better candidate experience forapplicants.

82,00079,56480,000Fair pay and voluntary benefits

78,00078,27777,01576,63276,000With regard to working conditions, we have implemented dif-

74,000ferent organizational measures to meet the applicable statutory

72,000regulations and any rules connected with labor agreements at

70,000

our locations. We strive to ensure that our employees are remunerated fairly and in line with market conditions. Therefore, we

72,18471,29868,00066,000
2016

2017

2018

2019

2020

2021

recently implemented new best practice global bonus schemes
for both our executives and managers. The new consistentschemes ensure that remuneration is determined by the require-* Data: 12/31/2021, only figures for 2021 included in PwC
assurance scope

ments of the transformation.
In addition to the benefits provided under the law and in labor

New Learning and Development architectureagreements, we also offer notable supplementary benefits at
many locations. For example, in Germany, employees can ben-Targeted training and qualification programs support our employ-efit from an attractive, company-funded pension scheme. More-ees and managers in their necessary re-/ and up-skilling efforts

over, MAHLE increasingly provides additional benefits in the area

toward future job profiles and new areas of competence. A com-of health care and insurance. For example, we offer an annual

prehensive, global, demand-oriented training and development

health check and an employee assistance program to the entire

catalogue which includes cross-functional and career-related

workforce in China and best practice health insurances in bothlearning content is accessible to all employees. MAHLE thus

the United States and South America.

consistently commits to the principle of life-long learning and willcontinue to drive the introduction of state-of-the-art learning formats such as virtual impulse sessions.

25

Regular Annual Employee Dialogue
Regular communication between employees and their supervi-

Representation of
employees’ interestssors provides the opportunity to clarify expectations and goals,
exchange feedback and review results. It is our aspiration that

We are keen to maintain close communication with our em-

every employee receives a comprehensive performance andployees and their representatives. Therefore, we regularly in-behavior review at least once a year in order to support theirform them about business developments and initiatives. In mostindividual development. In the year under review, 84% of all

countries and locations, there are local employee representation

employees globally received their annual review. A new HR tool

bodies with whom we cooperate closely. Globally, the working

landscape and an improved performance review process will be

conditions of around 75% of our workforce are subject to a col-implemented in 2022 to further increase the number of dialogues

lective bargaining agreement. In Germany, in addition to the loca-

conducted.

tion-based Works Councils, a Central Works Council represents
the overriding interests of the workforce. The employee repre-

Leadership Principles

sentatives from our European locations also send delegates to a
European Works Council.

Future-oriented leadership is essential to live up to the MAHLE
Vision, the transformation and the strategic goals of our company.
The MAHLE Leadership Principles provide orientation and theframework for a global understanding of leadership. In the courseof 2021, we fully introduced the Leadership Principles worldwide.
The task now is to strengthen them in our daily work processes
and ensure sustainable change through regular evaluation.
For more information on the Leadership Principles, see chapter‘The MAHLE Group’.

Percentage of employees covered by collective bargaining agreements*
18%

33%

North
America

Europe
82%

1%

67%

18%

South
America

Asia/
Pacific
99%

Numbers of employees covered
82%
Numbers of employees not covered* Data 12/31/2021 without Joint Ventures (JV) or temporary workers

26

Working at MAHLE

Diversity, equal opportunityand nondiscrimination
Diversity, equal opportunity and nondiscrimination are firmly anchored in our corporate values as an internationally operating company. We appreciate our global workforce – regardless of genderand gender identity, nationality, ethnic origin, religion or belief, disability, age or sexual orientation. We promote diversity and inclusionof the different experiences and backgrounds of our employees
and see this as an opportunity: Through Diversity & Inclusion (D&I),
we can increase our innovative performance and support our business goals. We encourage the many aspects of diversity at MAHLE
and celebrate our diverse workforce every year through a range ofactivities, including Diversity Day in May 2021.

New Diversion & Inclusion (D&I) strategy
MAHLE made a group-wide commitment to promote D&I and
to implement corresponding initiatives by signing the Diversity
Charta in 2016. We set up a new strategy in 2021 to further
demonstrate our commitment which includes a comprehensive
plan for the implementation of various D&I measures worldwide
in 2022. MAHLE was honored once again for its activities within Diversity & Inclusion, for example with the ‘Ford ExcellenceAward’ or as ‘Diversity Leaders’.

Initiative during the Diversity Day in May 2021.

27

Promotion of female executives

With regard to the proportion of women on the Supervisory
Board of MAHLE GmbH, the Supervisory Board determined the

Globally, women account for 25% of the total workforce atfollowing in 2017: ‘For the period until 30 June 2022, the target

MAHLE. 14% of all leadership positions are filled with female

figure for the proportion of women on the Supervisory Board forleaders.

employee representatives is set at 20%. The target figure for theshareholder representatives is also set at 20%.’

Irrespective of legal requirements, promoting women has beena particular focus at MAHLE for several years, which is reflectedby setting targets for women in management positions at both
executive levels below the MAHLE Management Board. Former
targets of 5% and 10%, which were originally set for June 30,
2022, have already been achieved in 2021: We accounted for
7% female managers on the first executive level and 10% on thesecond executive level. A mix of various HR measures, such as
targeted succession planning and recruiting, have contributed tosupporting this positive development. New ambitious targets will
now be set for the next five years to continue moving toward agender balance in the company.

Global proporation of female executives (2017-2021)*
Diagramm
executives
Proportionfemaleof women:First executive level
8%

5.3%

6%

12%

7.0%

6.2%

7%

Diagramm
executives- secondlevellevel
Proportionfemaleof women:
Secondexecutive

5.3%

6.8%

8%

Target

5%
4%

6%

3%
2%

10.2%

10%

8.3%

Target

8.4%

6.3%

4%

3.2%

2%

1%
0%

0%
2017

2018

2019

2020

2017

2021

2018

2019

Proportion of female executives:

Proportion of female executives:•

Global: 7.0%•

Global: 10.2%•

Target: 5.0%•

Target: 10.0%* Data 12/31/2021, only figures for 2021 included in PwC assurance scope

2020

2021

28

Working at MAHLE

Eliminating pay gaps

all the laws and regulations applicable in their respective working
environments, including regulations designed to prevent forced

To ensure a good working atmosphere and fair employment con-and child labor. Any violations will be subject to disciplinary action

ditions, we endeavor to close any gender pay gaps and to pre-under the applicable labor law. Policies are in place to identify

vent them from the outset. As a company that is bound by laborrisks both during the recruitment process and for the duration ofagreements in many regions, we guarantee equal pay regardlessthe employment relationship. A candidate’s age and the availabil-of gender. Evaluation and remuneration systems across the or-

ity of important documents, such as a residence or work permit,

ganization are designed to be free of gender bias and based on

are checked before employment commences.

technical criteria. In several countries, we are required by law towork to counter gender pay gaps. In Germany, for example, we

MAHLE also has a strong employee representation structure.

prepare a corresponding report in accordance with the Transpar-

Employee representatives—with whom MAHLE maintains a con-ency in Wage Structures Act (Entgelttransparenzgesetz).

structive relationship—are also involved in ensuring human rights
are upheld. Employees who witness violations against human

Upholding human rights

rights have the option to report these violations without risking
personal disadvantage via our internal reporting channels, be

We believe that upholding human rights, combating child andthat via their supervisors, the Corporate or Regional Complianceforced labor and respecting employees’ freedom of association

Office, the external ombudsperson, or by using the web-based

are self-evident principles. The MAHLE Business Code imposes

Integrity Platform whistleblower system.

an obligation on the company and its employees to comply with

29

Generations at MAHLE

Globally, the age structure at the executive level is distributed
as follows: 40% of managers on the second executive level are

At MAHLE, diversity not only means working together across five

between 30-49 years old, whereby the average age increases

continents and multiple cultures, but it also stands for collabo-with additional responsibility. Two thirds of managers on the first

rating in mixed teams across multiple generations. The average

executive level are over 50 years old. We see age diversity as

age of our global workforce in 2021 was 41 years. While in Asia/

an advantage for MAHLE and are proactively fostering cross-

Pacific, South Africa and South America the biggest share of ourgenerational teams. We encourage teams to co-create initiatives

workforce is between 30-50 years old, the share of employeesthat combine past learnings with new innovations for greaterover the age of 50 in Europe, particularly in Germany and North

efficiency.

America is much higher.

Age structure
distribution at MAHLE*
Diagramm
age structue
100%
80%

10.2%

20.9%

32.0%

27.5%

53.5%

54.2%

10.3%

13.7%

16.5%

South Africa

EuropeNorth America

60%
40%

63.4%
68.7%

20%
0%

16.7%

Under 18

* Data 31.12.2021 without JV

18-29

30-49

50-64

65 and older

68.4%

25.9%
South America

14.6%
Asia Pacific30

Working at MAHLE

Health care and advice
In addition to safety at work, the general well-being of our em-

Occupational health andsafetyployees is extremely important to us. We work together to develop needs-based measures to improve our employees’ well-be-

According to the guiding principle formulated by our company

ing and job satisfaction.

founders, our core responsibility is the well-being of our employees. Beyond the measures taken to address pandemic challeng-

For our older employees, we provide support in the form of advi-es, we continue to make workplaces safer step by step. There-

sory services to help them seamlessly adjust to the many chang-fore, we proactively tackle this topic across the Group and raise

es of a modern-day workplace. Given the amount of change inawareness among our employees to keep occupational risks tothe past few years at MAHLE, it is important for us to provide aa minimum.

place where they can go and get help, thus ensuring that they are
not left behind in the digital transformation.

Principles of Safety at WorkIn 2021 the requirements of the COVID-19 pandemic continued

In 2021 we released updated global guidelines for sustainable

to shape the activities of MAHLE Health Management. The cen-occupational health & safety, environmental and climate protec-

tral and local corona crisis teams established at the beginningtion that specifies our principles in more detail. Besides the focusof 2020 have continued their work to e.g. adapt hygiene con-on climate protection, it now includes, for example the focus on

cepts and rules anticipating the spread of the infection and themachine safety and mental health more explicitly. This guideline

state regulations. At the MAHLE sites, additional on-site testing

provides a framework for a consistent occupational health andfacilities were created to detect COVID-19 infections in addition

safety management throughout the whole Group.

to the public health system. Additionally, all employees had theopportunity to be vaccinated against the corona virus throughThe following three basic Safety at Work rules act as a simple

company vaccination campaigns at the MAHLE sites. With aguide for our employees:

high vaccination participation, this offer was very well received.
The health and safety of all employees was and remains the top
priority in the corona pandemic.

1. Safety First
Safety takes top priority. Risks are not accepted.
2. I Care—We Care

The technical requirements for mobile work were also greatly expanded within a short period of time, so that large parts of theworkforce could work from the home office.

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.

31

In 2021 93 of our locations were certified in accordancewith ISO 45001. We are continuing to work toward our goalof having all MAHLE plants certified to ISO 40500 by 2023.

In 2021 93 of our locations were certified in accordancewith ISO 45001.

In the MAHLE Business Code, we pledge that we will act in accordance with the applicable standards regarding health, safety at workand environmental protection2. Regular training sessions and briefings
are designed to prevent accidents and minimize risks.
At corporate level the Sustainability & Occupational Health, Safety andEnvironment function coordinates and monitors health and safety atwork activities worldwide. On-site Occupational Health, Safety and Environment (HSE) representatives, in consultation with the regional HSE
managers, are responsible for implementing safety measures. Operational responsibility lies with the respective location managers. Our
locations also have safety committees comprising members of management, employee representatives (if applicable) and the location’s
HSE representative. Their job is to manage and monitor occupational health and safety issues and to establish measures for continuous
improvement. Employees participate in finding the root cause of incidents, cases of non-conformity or near-misses and in establishingcorrective actions. In practice, for all kinds of workplaces occupationalrisks must be identified, assessed and addressed by the head of therespective department.

ISO 45001 certified locations 2021
EuropeISO 45001
certified locations

2

North America

47

South
America8

Asia/Pacific6

www.mahle.com/media/global/about-mahle/compliance/2021/210816_b-code_en_03_mc.pdf

Total

32

93

32

Working at MAHLE

Our objective: to reduce theaccident rateworking hours. In mid-2021, we recognized that the positive trend of past years
had reversed. The focus on pandem-

To bring about a continuous reduction

ic-related protective measures has hadin the occurrence of accidents, MAHLE

a negative impact on awareness of orig-

works with individual target agreements

inal workplace risks. The implementedof the plants. Accidents were recorded if

safety measures were not as effective as

they caused at least one day of absence,

before the pandemic. Ad-hoc measures

restrictions in work activity, or transfers

were taken to change back the trend.

to other workplaces. After continued im-

Although the measures showed effects

provement in the last years the target for

during the second half of the year, the2021 was set at 3.1 accidents per million

target for 2021 was not met.

We promote good examples of safety atwork at our plants, which is why we present an annual MAHLE Safety ExcellenceAward to plants achieving outstanding
safety performance.

Development
accident
rates
globally
Development
ofof
accident
rates
globally*
Developmentof
accident
rates
globally

In 2021 the prize went to our plant in
Ramos Arizpe/Mexico for their outstanding safety culture awareness program.
The program’s goal is to increase safe

5.70
5.70

behaviors at work and to encourage all

4.8
4.8

Worldwide
Worldwide

employees to participate in a collective
safety culture. There were daily safety

3.7
3.7

talks, new safety campaigns and drawing contests for the employees’ children.

4.2
4.2

The location also became ISO 45001
certified and started using a new app for

0%
0%
2018
2018

2%
2%

4%
4%
2019
2019

2020
2020

6%
6%

8%
8%
2021
2021

* only figures for 2021 included in PwC assurance scope

10%
10%

12%
12%

conducting its safety observation tours.
Finally, to take a fresh look at the safety of their machines, they completed amachine guarding safety assessment for
100% of their workstations.

33

Digital Health Assistant in
Mühlacker

Trainings and regular observation tours shall ensure safety inall areas

it according to its hazard potential.
We record not only events that could
endangerouremployees

but

also

those that pose a potential risk to our

To improve the well-being and health of
employees who predominantly sit whi-

As part of our Group-wide initiative on

business partners. Incidents that may

le working, our location in Mühlacker/

safety at work, we have a global, manda-

cause a severe hazard to the well-being

Germany implemented a Digital Healthtory training program for new managersof our employees or production andAssistant project. The device conti-

called ‘Managing safely.’ In the program,meet defined internal criteria are clas-

nuously captures the person’s position

we emphasize that safety takes absolutesified as hazardous events. As suchand gives them recommendations onpriority at MAHLE and that managers

they must be reported via the plant

how to improve their posture and when

have a special responsibility to ensure

management with minimum delay tothey should take a standing break. The

safety at the workplace. To increase

the head of the business unit, the rele-location purchased 20 units to help theirawarenesstovant central departments, the members

employees avoid back problems and toaddress managers safety responsibilitiesof the MAHLE Management Board andsupport healthy office work.

has been rolled out in Germany.

Corporate Communications. A dedi-adedicatedtraining

cated hazardous event alert process
As part of our safety initiatives, we provide

is established. If our business partners

ongoing training to employees and work

were directly or indirectly affected by thecontinuously to develop a safety culture

impact of an incident, we would informthat reflects our rule: ‘I Care—We Care.’them at the earliest opportunity.

We encourage our employees to reportnear misses or, where possible, eliminate

Serious accidents, their causes andpotential risks.

the effectiveness of the implemented
corrective measures are evaluated by

We also continued the regular safety

the regional HSE management teamobservation tours (SOTs) of managers attogether with the affected plant. Afterour locations throughout the COVID-19

analyzing the accident, the corrective andpandemic, where possible. The compli-

preventive measures are discussed withance with applicable safety at work

all parties involved, up to and including

regulations has been monitored throughthe MAHLE Board Member responsible

internal HSE plant audits (see chapter

for HSE. The results and lessons learnt‘Environmental management’).

are shared with all plants. This supports
the continuous learning process that

Dealing with incidents

reaches beyond the limits of individual
locations, preventing similar incidents

We have clear policies for the proper
handling of work-related hazards. If
an incident is reported, we classify

from happening elsewhere.

34

Environmental management

Environmental management
MAHLE is committed to its responsibility towards the environment and takes the expectations of
its stakeholders seriously. We know that they are increasingly interested in our environmental performance and have therefore integrated global environmental issues into our business strategy. Our
Supplier Code of Conduct and our Business Code are an example of these principles.

reduce energy consumption and CO2e emissions in 2020.

Environmental managementat MAHLE

We use raw materials in our production processes and at the

Combining stakeholder requirements with our own environmen-

same time, we need energy to process these products. Scarcity

tal goals is part of our strategy toward reducing our environmen-

and price increases for raw materials and energy have a signifi-

tal footprint, increasing efficiency and making us more resilient.

Climate change has become the main driver of transformationin the automotive industry. We launched our CO2 Roadmap tocant impact on business activities. It is therefore our goal to use
resources efficiently and to limit the impacts of our processes.

Environmental management is overseen by the Sustainability &Our environmental management system includes energy, emis-

Occupational Health, Safety and Environment corporate function

sions, conflict minerals, materials, waste and water.

with support from the regional departments. Four regional HSE
heads report regularly on the status of HSE management. This
direct line of communication from our regions to the corporate
function head ensures a constant flow of communication aboutsustainability and HSE topics at MAHLE.
Each production location has an HSE team or at least one HSE
officer to ensure compliance to the regulations and the management system. The responsibilities of the local HSE representatives include recording key HSE figures regularly and providing
support toward the implementation of the HSE targets. We manage our environmental performance on the basis of the Plan, Do,
Act, Check cycle. For the most important topics we have defined
key performance indicators (KPIs) on different levels to monitor our progress. Based on the reporting, KPIs are aggregatedacross the Group and discussed regularly within the MAHLE
Management Board.

In 2021 142 of our approximately 160 locations
were certified in accordance with the environmental
management system ISO 14001 or EMAS.

Our regional HSE representatives coordinate internal audits aspart of audit programs and report monthly to internal stakeholders to ensure continuous improvement at the sites. In addition,
external audits are conducted to ensure our compliance withstatutory environmental requirements. Employees participate in35finding the root cause of incidents, cases of non-conformity and in establishingcorrective actions. These actions are later
evaluated to ensure that similar incidents
are prevented. For cases of non-conformity, the same process is followed andthe corresponding actions and corrective
measures are documented.
We regularly participate in performance
ratings, such as Ecovadis and the CDP
and engage with our clients on different
aspects of our environmental management.
Our updated Group-wide Guidelines forsustainable occupational health & safety, environmental and climate protection
instruct us on how to handle complex
environmental topics. It specifies in moredetail how environmental standards haveto be taken into consideration during thedevelopment of new products and processes and calls for existing processes toreduce their environmental impact. Other
guidelines include the MAHLE Business
Code, which specifies our objectives withregards to health, safety, environmental
and climate protection.
Our environmental management system
is based on strict international standards.
In 2021 142 of our approximately 160 locations were certified to ISO 14001 and/or EMAS.

Energy consumption and climate
protection

consumption not only protects the envi-

As far as our production locations in Ger-

ronment and saves resources but is also

many are concerned, their operations

a powerful tool for cutting costs. Smelt-

were set carbon-neutral for Scope 1 anding and casting metals and carrying out

Scope 2 emissions beginning in 2021.

plastics processing operations—primarily
injection molding—are among the par-Energy monitoring at MAHLE

ticularly energy-intensive production processes at MAHLE.

At our locations, we mainly use electricity, natural gas and heating oil as sources

Since 2020, we have analyzed energy ef-of energy. In 2021 we increased our us-

ficiency projects, the use of photovoltaic

age of renewable energy by 45 percent

systems and assessed options for neu-

compared to 2020 (see table: ‘Energy

tralizing our CO2 emissions. The MAHLE

consumption 2020/21 by source’). EachManagement Board agreed on the goal

location records their monthly consump-

to be carbon-neutral by 2040 in terms

tion figures in a central database so thatof all direct CO2e emissions and thosemajor deviations in monthly trends can

associated with energy purchases. To

be identified and investigated. Annual

achieve this important target, we are tak-consumption targets are defined on a

ing action in the following areas:

plant level.

1. We aim to increase energy efficiency
by 2 percent every year.
2. 
By operating our own photovoltaic
systems, we want to generate electricity from solar power.

MAHLE is a producing company with ahigh degree of vertical integration. The

3. We want to increasingly use renewableenergy consumed at our locations is aenergy sources to cover our electricity

key aspect of our environmental man-

demand and minimize our CO2 emis-

agement because reducing our energy

sions.

MAHLE has the goal to becarbon-neutral by 2040, which
includes both Scope 1 and 2
emissions.

36

Environmental management

2%

At the end of 2021 fifteen locations were certified in accordancewith the ISO 50001 energy management system. At these locations the energy management is supervised by an energy manager and with their support, we subject energy-intensive processes to continuous testing. Some plants also carry out theirown energy audits.

We aim to increase our energy efficiency by 2 % every year.

Energy consumption 2020/21 by source*
Energy source

Unit

2020

2021

ChangeTotal electricity

MWh1,879,160

2,122,670

13%(of which non-renewable)MWh1,811,247

2,024,379

12%(of which renewable)MWh67,91398,29145%

Heating oil

MWh23,691

28,51520%

Natural gas

MWh790,117895,597

13%

Other

MWh

75,654

98,900

31%

Total

MWh

2,768,622

3,145,682

14%

MWh/EUR million sales

283

288

2%

Relative energy consumption
as measured against sales* only figures for 2021 included in PwC assurance scope37

North America Energy and CO2
savings workshops
In 2021 our North American headquarters kicked off a series of workshops inseven different locations with high energy consumption. These workshops were
held in 2021 to discover improvement
projects that will lower energy usage andreduce CO2 emissions in the plants.
The goal of these workshops was toteach plant engineers to perform theirown on-site assessments, develop pro-

In St. Michael/Austria, a pilot energy-sav-

jects out of the results, present them toing project was carried out in 2021. Due

plant and BU management for approval

to supply shortages and issues caused

and then implement them.

by COVID-19, not all the production areas were always in use, leading to unnec-

Lighting improvements, utilizing alterna-

essary operating costs. The new lighting

tive energy sources and new demandsystem uses sensors to detect people

management tools are just a few exam-

and automatically turn on or off the lights.

ples of the resulting projects identified. In

It also automatically controls electricity,

2021 the first projects related to optimiz-

compressed air and air conditioning. By

ing compressed air, switching to renewa-

using the new measuring devices, the lo-

ble energy and installing energy manage-

cation achieved a reduction of about 175

ment software have been started in some

MWh of electricity per year.

of the plants.

Renewable Electricity in
ChengduIn 2021 our location in Chengdu/China
contracted renewable electricity. The location is now solely powered by water
and wind energy for a total savings of
3,500 t CO2e/yr. This project simultaneously fulfilled customer expectations andreduced energy costs.

38

Environmental management

Recycled materials

Reducing greenhouse gas emissions
We currently record the Scope 13 and Scope 24 greenhouse gas
emissions that are connected to our own business activities andreport them here in the sustainability report, but also in ratings
like the CDP (formerly Carbon Disclosure Project). The CDP organization gave our climate related reporting 2021 a grade ofB, on a scale from A to D. We plan to start taking account ofemissions in the upstream and downstream value chain (Scope3) in our data recording.

It is one of our core challenges to develop our business towards
a circular economy. To be sustainable in the long-term, material loops need to be closed. We strive to contribute to resource
conservation by putting a greater focus on the sustainable composition of our products and on making our products more recyclable, meeting the needed product and material quality. Thismeans we work on the sustainable development of products andthe purchasing of sustainable materials. Working toward a circu-

In terms of reducing our carbon footprint along our value chain
MAHLE has taken actions in 2021 to increase the transparencyof CO2e emissions in our supply chain (Cat. 1 Purchased Goods
and Services based on GHG Protocol) and we engaged with our
key suppliers to reduce carbon emissions in the supply chain
by promoting the use of recycled content in raw materials andsupplied parts.

lar economy is a task that involves MAHLE as a whole, from R&D
and purchasing to production and sales.
One current initiative is our materials project centered on developing products with a higher recycled content. Some of our
products already use recycled materials. In 2020 we purchased
10,300 tons of resins with recycled content, which is equivalent
to using a total of 8% recycled input materials for making prod-

We also started initiatives to further reduce our carbon footprintin other Scope 3 categories such as sustainable business travel
and transportation.

ucts. In 2021 we assessed our Business Units on their potential
for increasing recycled material content in various applications.
We also consolidated our customer requests on recycled content to know where they would like to see progress on this topic.

Greenhouse gas emissions 2020/21*5
Unit

2020

2021

ChangeScope 1

t CO2e178,283

210,216

18%

Scope 2t CO2e1,017,152

924,735–9%

Total emissionst CO2e1,195,435

1,134,951–5%

Relative emissions asmeasured against salest CO2e/EUR
million
sales

122

104

–14%

* only figures for 2021 included in PwC assurance scope
3
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.
4Scope 2 encompasses the greenhouse gas emissions produced in the generation of purchased energy, such as electricity, district
heating and steam.
5
All GHG emissions are calculated as CO2 equivalents in accordance with the Greenhouse Gas Protocol. The Scope 2 emissions
factors are market-based.

39

We aim to increase the recycled content of metals, such as

The amount of waste created is regularly communicated as part of ouraluminum, steel and plastics. Our first step in this direction

HSE reporting. Since most of our production plants are ISO 14001

is our new requirement for suppliers to report whether theycertified, their waste management is included as one of the standard

use recycled content in their products via the International

environmental topics. We utilize our HSE Process Check Instruction toMaterial Data System (IMDS).

ensure that waste reduction is considered in the development of new
products. This process also requires plants to assess the environmen-

Waste management
We try to efficiently use materials in our production pro-tal effects of any changes made to products or processes. Our waste
management is regularly monitored and subject to external and internal
audits.

cesses and when using packaging. The waste pyramidpresented below illustrates the principles behind our waste
management system. We strive to minimize scrap andsurplus, although it is not possible to eliminate productionwaste entirely. That is why the second step in the pyramid, preparation for reuse, also takes high priority. We aim
to further recycle any waste that cannot be reused, while
disposal without a recovery of materials should only takeplace in exceptional cases.

Principles of waste management at MAHLE
Most
preferred

Prevention

Preparation for reuse

Recycling

Recovery

Disposal

Least
preferred

Waste 2021*
Type

Unit

2021

Metalstons

93,938

Plastics

tons

5,215

Non-hazardous waste for recycling

tons

38,180Non-hazardous waste for landfill/incineration

tons

32,396

Hazardous waste for recycling

tons

14,787

Hazardous waste for landfill/incineration

tons

16,441

Total Generated Waste

tons

200,957

tons/
EUR million sales

18

Overall generated waste as measured
against sales* only figures for 2021 included in PwC assurance scope

40

Environmental management

Less Waste in Atlanta

Keeping a close eye on hazardous substances

To better protect workers as well as the environment, the Atlan-

The main target of our management system is to replace the use

tic/USA location replaced its old vapor degreaser with a modi-of carcinogenic, mutagenic, bio cumulative substances as wellfied alcohol version. The new degreaser is a closed system, so

as substances which are toxic for the reproduction, also known

workers are less exposed to hazardous pollutants, less waste

as CMR substances. Our suppliers are required to comply withis created, and the pollutants do not volatilize into the air. Thischemical regulations like REACH Regulation, Toxic Substances

project allowed for a reduction of chemical from 12 tons per year

Control Act (TSCA), Persistent Organic Pollutants Regulation andto less than 2 tons per year.

specific customer requirements on a global scale.
In 2021 we started material and compliance reporting on Compliance Data Exchange (CDX) for our industrial and non-automotive business.

Plastic Waste Reduction in Pune
Our location in Pune/India initiated a project to reduce the amountof plastic used when wrapping large pallets. By replacing theplastic wrapping material with a reusable, durable strap, we wereable to reduce plastic use by 40% in this packaging process.

41

Water and wastewater
management
In order to improve the management of water consumption in the
future, we are further developing our 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 CDP. In
2021 our reporting on water management was awarded a gradeC, on a scale from A to D. We plan to make a risk-based assessment within 2022 in order to identify improvement potentials andderive measures for responsible water management.
In 2021 we largely utilized groundwater, third party water andwater from the public supply network (see table: ‘2021 Water
footprint by source’). Additionally, we further extend the use ofwater in a circular way to not waste it—for example, as rinsing
and cooling water.

2021 water footprint by source*
Water source

Unit

2020

2021

ChangeThird-party or public water

ML

3,691

3,596

–3%

Groundwater/well water

ML

4,004

4,351

9%

Surface water

ML

85

84

–1%

Groundwater withdrawn (processed)

ML

159

209

31%

Total water withdrawal6

ML

7,974

8,285

4%

2021 recycled water*

Water source

Unit

Recycled water* only figures for 2021 included in PwC assurance scope
6
Including recycled water

2020

ML

2021

35

Change

45

29%

42

Sustainable innovations

Sustainable innovations
Our innovative strength has been the foundation of our success for 100 years. Even in difficult
times, we maintain our level of investment in research and development.

As a forward-thinking
development partner tothe automotive industry,
the MAHLE Group offers
its customers complete
systems from a range ofcutting-edge products.

Sustainablemobility

tions and findings:

presents an even greater opportunity
to cut carbon emissions. That is why

1. Strengthening existing business seg-

we are consistently aligning our prod-

ments: From a technology perspec-

uct portfolio to suit their use. We are

For us, sustainability begins in the re-tive, we would like to assume a lead-offering our customers solutions thatsearch and development phase. Whening role in the ongoing development ofare consistent with both current andthinking about sustainable mobility, ourthe combustion engine—with regard

future legislation and making a signif-

departments for Corporate Planning,

to its operation using climate-neutral

icant contribution to reducing emis-

Corporate Research and Advanced En-

hydrogen or e-fuels. We will primarilysions.

gineering look at global and automotive

concentrate on exploiting further emis-

megatrends like electrification.

sion savings potential with regard to2. Developing solutions for future mobility

friction, thermal management and thescenarios: At the same time, we will

MAHLE has therefore derived its dual

air pathway. We believe that employ-push ahead with the development ofstrategy on the basis of these assump-ing synthetic fuels and green hydrogeninnovative solutions and products for43alternative powertrain technologies and expand the affected

foremost, research and development to develop our productbusiness segments. MAHLE technologies are designed torange in a sustainable way. Managing mobility is a collaborative

make powertrains around the world more efficient, cleaner

effort across all business units and central functions.

and economical. The indicator we use to measure our progress is the share of sales independent from internal com-

To achieve our mobility goals, we provide programs and plat-bustion engines. Business segments that are independent offorms to support innovation within the company. We are increas-business for passenger car combustion engines today alreadying our R&D employee count, creating interdisciplinary develop-

account for about 60 percent of our Group sales. We intend

ment teams and taking advantage of the agility and innovative

to increase this proportion continuously and at an even fasterideas from start-ups. We maintain group-wide R&D activities inpace than before.

relevant topics to steadily grow our e-mobility portfolio. For example, our own corporate start-up chargeBIG developed an in-

We offer exceptional electrification opportunities because we cantelligent charging management system for daily parkers and fleet

use fewer components that are rather of a higher value, thus en-operations (see example below). We are the technology driver ofsuring high quality electrification products. For example, we are

future mobility solutions, but our mobility goals would be nothingdeveloping a magnet-free electric motor (see example below).

without our commitment to climate protection. Our CO2 neutrality
strategy not only lowers our environmental impact, but it also

Managing this challenge affects various areas of action: first andsecures future employment for our employees.

Dual
DUAL strategy
STRATEGY
STRENGTHEN OUR
EXISTING MARKETPOSITION

Highly Efficient
Combustion Engines

BUILD THE FUTURE
IN A CHANGING
MOBILITY WORLDElectric Drive
Systems
Electric
Auxiliaries

Emerging
Markets

New Business
Fields / Start-ups

Synthetic
Fuels

Thermal Management
Cabin & Powertrain

Aftermarket
Commercial Vehicles &Off-Highway

Fuel Cells

Power Electronics
and Software

44

Sustainable innovations

New activities and facilities

MAHLE develops an electric motor without rareearth elements

In 2021 we specifically worked on further expanding our development footprint in the area of e-mobility and hydrogen. A hy-

MAHLE is currently developing a new magnet-free electric motor

drogen test center was commissioned for this purpose at ourthat does not require rare earth elements. This not only makes

location in Stuttgart/Germany. Here, we conduct experiments

production more environmentally friendly, but also delivers ben-relating to fuel cells, their periphery and cooling and hydrogen

efits in terms of costs and resource security. The central featureengines. We opened a new development center in Changshu/

of the new motor is the inductive—and thus contactless—power

China. Work there focuses on developing solutions for alternativetransmission, which allows the motor to operate wear-free anddrives and expanding the company’s systems competence in theparticularly efficiently at high speeds. The level of efficiency is

areas of electric powertrains, as well as in electronics and me-

above 95 percent in the most common conditions in which thechatronics. In addition, MAHLE became a development partner

drive system is used. This new development is easily scalable,of the newly created race series DTM Electric in 2021.

so it can be used in anything from subcompacts to commercial
vehicles.

With our innovative solutions and our versatile
product portfolio, we are making our contribution
to environmental and climate protection.

45

MAHLE offers intelligent charging infrastructure
solution
MAHLE chargeBIG is enabling future mobility by providing large
scale and cost effective charging infrastructure. chargeBIG offers
a grid-friendly system with intelligent load and tariff management
and a turn key ready solution for charging demands. chargeBIG
provides an AC destination charging solution for fleets and use
cases of 18 to 100 or more charging points. This solution is specialized on charging while parking with charging power up to 7.2 kW.
The system conforms to calibration law requirements and is easy
to use. With its complete portfolio, chargeBIG is a provider ofcharging hardware and load management, charging point operator and mobility service provider with an own charging app.

Product responsibility
Our success is based on quality. Innovative, defect-free and reliable products and systems are at the heart of this. That is why
quality targets are core elements of our annual business plan. We
define them from the top down, flesh them out from the bottom
up, and consolidate them across the operational business areas.
In addition, a Group-wide quality management system has beenused in all our business processes for many years now.
Malfunctions can have serious consequences in the case ofsafety-related components for automobiles. We therefore assume responsibility for the safety of our products throughout
their planned life cycle by defining their function description forcustomers. This is something we take into consideration rightfrom the product development stage.
If, despite all these precautions, a product recall becomes necessary, MAHLE works in close coordination with its customers
and the relevant supervisory authorities. An ad hoc reporting
chain is used to inform the business unit’s leadership and the
MAHLE Management Board.
Customer complaints in the automotive segment fell by 19 percent in 2021 compared with the previous year. We were able tofurther reduce the number of faulty delivered parts in the year
under review. Furthermore, the quality of our products was again
acknowledged by more than 75 customers in the 2021 business
year.

46

Sustainability in the supply chain

Sustainability in the
supply chain
For us, it has always been clear that we are responsible for our supply chain. Recent developments
in customer requests regarding conflict minerals and the new German Supply Chain Act have evenincreased our understanding of this responsibility. Therefore, the prerequisite to conduct businesswith MAHLE remains unchanged: full compliance with our sustainability requirements, from theproduction of materials to their impact on people, the environment and the working conditions at
supplier companies.

Supplier
management

Largest supplier countries bypurchasing volume 2021
Ranking

Supplier country

VolumeOur supply chain is key for the achieve-nProhibition of corruption and briberyn

Fair and free competitionnData protection and confidentialitynEnvironmental and climate protectionnExclusion of conflict minerals use

ment of our sustainability goals. Thus,

1

China

19%

it is crucial that suppliers act according

2

Germany

17%

In view of the complexity of our supply

to the standards defined by MAHLE. As

3

USA

16%

chain, in recent years we took measures

an example, if suppliers contracted by

4South Korea

6%

to harmonize our sustainability activities

us violate social or environmental stan-

5

Japan

5%

across the Group. We provide supple-

dards, this may hurt MAHLE in the form

6

Italy

4%

mentary information on our procurementof supply disruptions, quality and cost

7

Brazil3%

and supplier management in the MAH-

problems, or damage to our reputation.

8

India

3%

LE Supplier Guideline. The Guideline

Therefore, imposing sustainability as-

9

Spain

3%

includes additional instructions for sup-pects in the supply chain helps us avoid

10

Mexico3%pliers in selected business areas and regions that depend on legal regulations or

risk. Moreover, suppliers who operate
sustainably often prove to be reliable andinnovative partners in the long term.

The MAHLE supplier network
Our network comprises around 7,000
direct suppliers for our production materials alone. The most important suppliercountries are China, Germany and theUnited States. We procure raw materials,
semi-finished products and prefabricateditems, ranging from simple plastic parts

The Supplier Code of Conduct
The suppliers have to accept our Supplier Code of Conduct7 and are expected
to enforce our guidelines in their own

itiveness require us to source materials
from global supply markets.
7

USA are required to report on the fulfillment of diversity criteria and the inclusionof minorities in their workforce.

The Supplier Code of Conduct contains
guidelines in the following areas:n

Human rights: prohibition of forced or
child labor, promotion of equal opportunities, protection from discrimination,

the automotive industry it is important
products. This and maintaining compet-

ample, suppliers to our companies in the

supply chain.

to complex mechatronic assemblies. In
to fulfill global quality standards for our

specific customer requirements. For ex-

freedom of associationnWorking conditions: working hours
and holiday, occupational health andsafetywww.mahle.com/en/purchasing/general-guidelines-for-suppliers/

The MAHLE Integrity Platform
allows suppliers and otherparties to register violations of
our code of conduct or laws.

47

Supplier registration andassessment
We focus on sustainability aspects earlyon during the assessment of our suppliers. Upcoming regulatory requirements
as the German Supply Chain Act confirm
that due diligence is crucial to identify
sustainability risks early on. When selecting suppliers, one factor we consider istheir compliance with certified quality andenvironmental management standards,
which are assessed as a part of the initialaudits. The initial audit must be passed
successfully in order to be consideredin our supplier panel. If quotations areequal in quality and price, environmental
criteria, such as ISO 14001 certification,
are considered as one deciding factor.
We aim to introduce uniform supplierscorecards to facilitate the assessmentof suppliers based on quantitative key
performance indicators (KPIs). In addition to social factors, the criteria will include environmental topics, hazardous
substances and carbon footprints.
When registering new suppliers, we request to provide their valid certifications
via the supplier portal. These may include
IATF 16949 and ISO 9001 or ISO 14001.
We also assess them regularly after they
are commissioned and require certificates to be renewed on a timely basis.

Risk management in the supply
chain
We use a software system that allows us
to monitor risks that may arise in the supply chain. This is done on the basis of 76
indicators in different areas, ranging fromkey financial figures to location indicatorsand figures relating to environmental orsocial aspects. The continuous monitoring means our purchasers receive an
early warning of any increased risk, enabling us to promptly respond with theappropriate countermeasures. The risk
management tool currently monitors
around 80 percent of our expenditure inthis area.
In the event of a clear violation of ourcode of conduct, we urge the supplier to remedy the problem. Ultimately,
we would remove the supplier from our
supplier panel. We report serious compliance violations to our Compliance OfficeCompliance and sustainableaction as defined in our
Supplier Code of Conduct are
prerequisites for our suppliers in
the MAHLE supplier panel.

for appropriate action. At the same time,
both our suppliers and their suppliers canregister violations of our code of conduct

Our process is based on the OECD Due

using the MAHLE Integrity Platform.

Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Af-

Virtual Supplier Forum 2021

fected and High-Risk Areas. All affectedsuppliers must provide an official Conflict

In order to emphasize the importanceMineral Reporting Template (CMRT) toof sustainability in our supply chain, we

MAHLE. In cases of non-compliance withconveyed our key messages regard-

our due diligence red flags, an escalation

ing sustainability in a dedicated session

process will be started.

during the Virtual Supplier Forum 2021,
to which a large group of our suppliers

The annual CMRT campaigns have been

were invited.

expanded and now include cobalt andmica, a group of 37 types of silicate min-Among the many dimensions of sustain-erals, in order to increase transparency

ability, a special focus was given to theand ensure that our supply chain is free

topics ‘Climate and Environment’ andfrom conflict materials.

‘Sustainable Procurement’. Suppliers
were informed about the MAHLE CO2
Roadmap including our key levers toreach our Scope 1 and Scope 2 targets.
We also highlighted the required contribution of suppliers regarding our Scope
3 emissions reduction. A special focus
was given toward preparation for thestart of the German Supply Chain Act bylaying out the mandatory requirements
towards our suppliers for conducting
any future business.

Conflict minerals regulations
MAHLE implemented a process thatconsists in identifying and better managing risks throughout the entire mineral
supply chain.

48

The MAHLE Foundation

The MAHLE Foundation
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 independence and ensures that the majority of the profit generated can be reinvested in the company.

Our company founders, Hermann
and Dr. Ernst Mahle, associatedtheir commercial success withsocial responsibility at an earlystage. In 1964, they establishedthe MAHLE Foundation.

In line with the objectives stated in its

The MAHLE Foundation also supports

Articles of Association, the foundation isaround 150 projects and initiatives

particularly involved in health and nursing

throughout the world every year. The

care, agriculture and food, education andinitiatives are described in detail in theupbringing, as well as art and culture.

MAHLE Foundation’s Annual Report8.

It provides start-up financing but also
supports a number of more long-term
projects. One of its core projects has
always been the construction and ongoing sponsorship of the Filderklinik (Filder
hospital) in Filderstadt-Bonlanden near
Stuttgart/Germany.

8

www.mahle-stiftung.de/en/downloads/

49

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

The reporting period relates to the 2021 business year—that is,Reporting Initiative (GRI) Standards: Core option. It relates to thethe period between January 1, 2021 and December 31, 2021.

whole MAHLE Group with its around 160 production locations,
12 research and development centers and its associated busi-

We plan to publish a Sustainability Report with external assur-

ness segments. Holdings in which MAHLE is not the majority

ance every year. The publication of the report for the reporting

shareholder have not been taken into account.

period 2022 is anticipated in 2023.

50

PwC Auditor’s ReportPwC Auditor’s Report
Independent Practitioner’s Report on a Limited
Assurance Engagement on Sustainability
Information

Our audit firm applies the national legal requirements and professional standards – in particular the Professional Code for German
Public Auditors and German Chartered Auditors (‘Berufssatzung
für Wirtschaftsprüfer und vereidigte Buchprüfer‘: ‘BS WP/vBP’)

To MAHLE International GmbH, Stuttgart

as well as the Standard on Quality Control 1 published by theInstitut der Wirtschaftsprüfer (Institute of Public Auditors in Ger-We have performed a limited assurance engagement on themany; IDW): Requirements to quality control for audit firms (IDW

2021 Sustainability Report of MAHLE International GmbH,

Qualitätssicherungsstandard 1: Anforderungen an die Qualitäts-

Stuttgart (hereinafter the ‘Company’) for the period from 1 Jan-sicherung in der Wirtschaftsprüferpraxis - IDW QS 1) – and ac-uary to 31 December 2021 (hereinafter the ‘Report’).

cordingly maintains a comprehensive system of quality control
including documented policies and procedures regarding com-

Not subject to our assurance engagement are the external sourc-

pliance with ethical requirements, professional standards andes of documentation or expert opinions mentioned in the Report.

applicable legal and regulatory requirements.

Responsibility of the Executive Directors

Responsibility of the Assurance Practitioner

The executive directors of the Company are responsible for the

Our responsibility is to express a conclusion with limited assur-

preparation of the Report in accordance with the principles stat-ance on the disclosures in the Report based on our assurance

ed in the Sustainability Reporting Standards of the Global Re-

engagement.

porting Initiative (hereinafter the ‘GRI-Criteria’).
We conducted our assurance engagement in accordance withThis responsibility includes the selection and application of ap-

International Standard on Assurance Engagements (ISAE) 3000

propriate sustainability reporting methods and making assump-(Revised): Assurance Engagements other than Audits or Re-

tions and estimates about individual sustainability disclosures ofviews of Historical Financial Information, issued by the IAASB.

the Company that are reasonable in the circumstances. Further-

This Standard requires that we plan and perform the assurance

more, the executive directors are responsible for such internal

engagement to obtain limited assurance about whether any mat-controls as the executive directors consider necessary to enable

ters have come to our attention that cause us to believe thatthe preparation of a Report that is free from material misstate-

the disclosures in the Company’s Report, other than the external

ment whether due to fraud or error.

sources of documentation or expert opinions mentioned in theReport, are not prepared, in all material respects, in accordance

Independence and Quality Control of the Audit
Firmwith the relevant GRI-Criteria.
In a limited assurance engagement the procedures performed

We have complied with the German professional provisions re-are less extensive than in a reasonable assurance engagement

garding independence as well as other ethical requirements.

and accordingly a substantially lower level of assurance is ob-

51tained. The selection of the assurance procedures is subject to

Restriction of Use

the professional judgement of the assurance practitioner.
We draw attention to the fact that the assurance engagement
In the course of our assurance engagement, we have, amongst

was conducted for the Company’s purposes and that the reportother things, performed the following assurance procedures andis intended solely to inform the Company about the result of theother activities:

assurance engagement. Consequently, it may not be suitable forany other purpose than the aforementioned. Accordingly, the re-nnGain an understanding of the structure of the sustainability

port is not intended to be used by third parties for making (finan-

organization and the stakeholder engagementcial) decisions based on it. Our responsibility is to the Company.

Inquiries of personnel involved in the preparation of the Report

We do not accept any responsibility to third parties. Our assur-

regarding the preparation process, the internal control systemance opinion is not modified in this respect.

relating to this process and selected disclosures in the Reportnn

Identification of the likely risks of material misstatement of theFrankfurt, 23 August 2022

Report under consideration of the GRI-Criteria

PricewaterhouseCoopers GmbH

Inspection of processes for collecting, controlling, analy-

Wirtschaftsprüfungsgesellschaft

zing and aggregating selected data at specific sites of theCompany on a sample basis, incl.

Nicolette Behncke– Physical site visits at Markgröningen, Germany andMühlacker, Germany– Virtual sit visits at Krotoszyn, Poland; Pithampur, India;
Juárez, Mexico and Mogi Guaçu, BrazilnAnalytical procedures on selected disclosures in the ReportnReconciliation of selected disclosures with the corresponding
data in the consolidated financial statements and the groupmanagement reportnEvaluation of the presentation of the selected disclosures

Assurance Opinion
Based on the assurance procedures performed and evidence
obtained, nothing has come to our attention that causes us tobelieve that the disclosures in the Report of the Company forthe period from 1 January 2021 to 31 December 2021 are notprepared, in all material respects, in accordance with the relevant
GRI-Criteria.

Wirtschaftsprüferin[German public auditor]

ppa. Thomas Groth52

SDG Index

SDG Index
SDGs relevant to the MAHLE Group
SDG

Goals

2021 Status

Page

Certify all locations in accordance with
ISO 45001 by 2023
n Further reduce the accident rate, goal for 2021:
3.1 accidents/million working hoursn

ISO 45001: 93 locations certified
Updated HSE Guideline, explicitly covering mental
health & machine safety
n Chemical management system, Supplier Code of
Conductn Accident rate 2021: 4.23*

30-33

20% representation of women on Supervisory
Board for employee representatives and 5% forGerman MAHLE companies for first management level, 10% representation for second
management level by 2022nEqual pay guarantee
Global Diversity & Inclusion Commitment
n 6% female managers on first executive level, 10% on
second executive level

27

Carry out an in-depth assessment of our water
footprint and related water risks

n

n

n

n

Become CO2 neutral by 2040 (Scope 1 & 2)
Operate our own PV systems
n Increase energy efficiency by 2% every year

n

n

35-38

Communication with employee representation bodies
Conform with statutory regulations and offer
suplementary benefits at many locations
n MAHLE Business Code25, 28,42-43

Around 60% of sales generated independently of
combustion engine
n Increase our R&D employee count

42-45

n

n

n

Expand development in e-mobilitynnOptimize technology to cut emissions from thepassenger car fleet by 37.5% and by 31% forlight commercial vehicles by 2030
n Increase R&D and start-up activitiesn

Carry out an in-depth assessment of our waste
management and further develop reporting
system

n

n

n

41

Report energy usage to the CDP, Rating B
Launched CO2 roadmap
n Energy consumation as measured against sales:
288 MWh / 1 Million €n 15 locations certified in accordance with ISO 50001
n German locations set CO2 neutraln Reduction of emissions by 31% against 2018nn

Report water usage to the CDP, Rating C

Reported waste numbers for the first time

Virtual Supplier Forum 2021—focus on sustainableprocurement and climaten Expanded Conflict Minerals Reporting Templaten Started project to use more recycled content in productsn

SDGs chosen based on analyses of customer requirements and the MAHLE Materiality Matrix.
* DART incident rate calculation in days away from work, restricted work activity or job transfer rate.

39-40
46-47

53

GRI Content Index
All major, relevant sustainability topics are organized by means

ensure their effectiveness. Modifications and optimizations areof an integrated management approach for the purpose ofundertaken in line with current requirements. If there is an ad-

identifying and avoiding risks. The components of the ap-

ditional approach for a specific topic, this is explicitly stated inproach, including policies, goals, responsibilities, resources

the applicable chapter.

and feedback mechanisms, are regularly internally reviewed to

GRI 102: GENERAL DISCLOSURES 2016
Standard

Disclosure

Page

Omissions/explanations

GRI 102-1: Name of the organization

5

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

6, 8

GRI 102-3: Location of headquarters

5

GRI 102-4: Location of operations

10-11

GRI 102-5: Ownership and legal form

6

GRI 102-6: Markets served

9

GRI 102-7: Scale of the organization

9a. iv. Consolidated equity in the year underreview was EUR 2,050 million and net debt was
EUR 1,056 million

GRI 102-8: Information on employees
and other workers

10-11

a. Information unavailable: We do have theproportion of female employees at MAHLE, but
not divided into employment contract yet.
b. Information unavailable: During the time ofreview our system cannot provide any moredetailed information on the division of
employees by contract and by region.
c. Information unavailable: Most of our work­force is employed full-time; only in Germany do
we have a small amount of part-time
employees, measuring about 2%.
d. Only an insignificant amount of our businessactivity is performed by workers who are not
employees, but we do not have an exact
number.
e. No significant variations reported inDisclosures 102-8-a, 102-8-b and 102-8-c.

GRI 102-9: Supply chain

46-47

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GRI content index

Standard

Disclosure

Page

GRI 102-10: Significant changes to theorganization and its supply chain

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

GRI 102-11: Precautionary Principle orapproach17

GRI 102-12: External initiatives

48

GRI 102-13: Membership ofassociations

16-17

GRI 102-14: Statement from seniordecision-maker4

GRI 102-15: Key impacts, risks andopportunities

15, 17

GRI 102-16: Values, principles,standards and norms of behavior

3, 6

GRI 102-18: Governance structure

6, 14

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

14-15

GRI 102-40: List of stakeholder groups

List of relevant Stakeholders:a. our employees
b. customers
c. the general publicd. local, national and international authorities
and associations
e. competitors
f. debit capital providers
g. insurance companies
h. interest groups
i. the MAHLE Foundation, MABEG, the Management Board, the Works Council and theSupervisory Board
j. governmental bodies
k. our suppliers
l. vulnerable groups in other countries
m. potential employees

GRI 102-41: Collective bargaining
agreements

25

GRI 102-42: Identifying and selecting
stakeholders

15

GRI 102-43: Approach to stakeholder
engagement

15

55

Standard

Disclosure

Page

Omissions/explanations

GRI 102-44: Key topics and concerns
raised16

Corporate External Affairs responds to and is
responsible for stakeholder engagement.

GRI 102-45: Entities included in the
consolidated financial statementsn/a

AR 2021, pp. 80-85

GRI 102-46: Defining report content
and topic Boundaries

15, 49

GRI 102-47: List of material topics

n/a

Mobility
Nondiscrimination
Water and effluentsOccupational Health and Safety
Emissions
Anti-corruption
Waste
Anti-competitive behavior
Employment
EnergySustainable product development

GRI 102-48: Restatements of
information

n/aa. No restatements of information

GRI 102-49: Changes in reportingn/a

Due to an updated materiality analysis, the listof material topics became smaller and more
precise.

GRI 102-50: Reporting period49

GRI 102-51: Date of most recent reportn/a

GRI 102-52: Reporting cycle49

GRI 102-53: Contact point forquestions regarding the reportn/a

GRI 102-54: Claims of reporting inaccordance with the GRI Standards

49

GRI 102-55: GRI content index

53-63

GRI 102-56: External assurance

50-51

The most recent Sustainability Report covered
2020 and came out in 2021.

See back of report.

The Sustainability Report 2021 has beenexternally assured by PricewaterhouseCoopers
GmbH Wirtschaftsprüfungsgesellschaft. A limited
assurance engagement in accordance with theInternational Standard on Assurance Engagements (ISAE) 3000 (Revised) was performed.

56

GRI content index

Topic-specific Standards
GRI Standard

Disclosure

Page

Omissions/explanations

103-2

46-47

103-3

47

204-1 Proportion of spending on
local suppliers

n/a

103-1

20

103-2

17-19

103-3

n/a

a. ii., iii. Confidentiality constraints

205-1 Operations assessed for risks
related to corruption

n/aa. Confidentiality constraints: Numbers ofoperations assessed for corruption are notpublished for reasons of confidentiality.

205-2 Communication and training
about anticorruption policies andprocedures

20

Only absolute figures are given.
a., b., d. and e. Further explanation: Trainings
are mandatory for members of the Management
Board, members of the MAHLE Management
Committee and for executives and employees inrisk-exposed areas.
c., we inform all our suppliers about MAHLE’sbinding Supplier Code of Conduct. Additionally,
the Supplier Code of Conduct and the MAHLE
Business Code are published on the Internet,
available for all business partners and the public.

103-1

20-21

103-2

17-20

103-3

21

206-1 Legal actions for anticom­
petitive behavior, antitrust, andmonopoly practices

20

103-1

38-40

103-2

34

103-3

39

301-2 Recycled input materials used

38

Procurement Practices
GRI 103: Management Approach 2016

GRI 204: Procurement Practices 2016

a.,b.,c. Not applicable: In the automotive industry we fulfill global standards, which means
we must use global supply markets to ensure a
constant product quality and supply.

Anticorruption
GRI 103: Management Approach 2016

GRI 205: Anticorruption 2016

Anticompetitive Behavior
GRI 103: Management Approach 2016

GRI 206: Anticompetitive Behavior

Materials
GRI 103: Management Approach 2016

GRI 301: Materials 2016

a., b. Confidentiality constraints. Numbers ofsuch legal actions are not published for reasonsof confidentiality. AR 2021, p. 54

57

GRI Standard

Disclosure

Page

Omissions/explanations

103-1

34

103-2

34-35

103-3

35

302-1 Energy consumption within
the organization

36

a. From table: ‘other ’ sources includes propane, LPG, natural gas, diesel, gasoline, propane
and district heat/steam.
c. ii./iii. Information unavailable: Proportion ofheating vs. coolingd. Not applicable to our market
f. We adhere to the GHG Protocolg. DEFRA 2021, IPCC 2006, IEA 2021

302-3 Energy intensity

36

b. The denominator is sales
d. Within the organization

302-4 Reduction of energy
consumption

36c. Base year is 2018 for GHG targets and 2019
for energy efficiency targets
d. Calculation methods as per GHG Protocol

103-1

34

103-2

34

103-3

34

a. i., ii., iii. Information unavailable: We want toreport on our water management approach andevaluation in more detail in the future. During
the reporting period the management approach
was not evaluated.

303-2 Management of water
discharge-related impacts

41

a. Information unavailable: Our locations are
responsible for their compliance with local
prescribed and legal requirements. We do nothave a global minimum standard set for thequality of effluent discharge.

303-3 Water withdrawal

41

a. iii. Not applicable. We do not source
seawater.
b., c. Information unavailable: We do not yet
aggregate data on areas with water stress or by
freshwater/other water.

103-1

34

103-2

34-35

103-3

38

EnergyGRI 103: Management Approach 2016

GRI 302: Energy 2016

Water and Effluents
GRI 103 Management Approach 2021

GRI 303 Water and Effluents 2018

Emissions
GRI 103: Management Approach 2016

58

GRI content index

GRI Standard

Disclosure

Page

Omissions/explanations

305-1 Direct (Scope 1) GHG
emissions38b. We report on CO2, CH4 and N20.
c. Not applicable to our industrye. Emission factors are site-specific and CO2eequivalents are based on the DEFRA 2020 and
IEA 2019. GWP rates correspond to IPCC Fifth
Assessment Report.
f. operational control

305-2 Energy indirect (Scope 2)
GHG emissions

38

e. Emission factors are site-specific and CO2eequivalents are based on the DEFRA 2020 and
IEA 2019. GWP rates correspond to IPCC Fifth
Assessment Report.

305-3 Other indirect (Scope 3)
GHG emissions

n/a

We are taking account of Scope 3 emissions inour data recording in the coming years, startingwith CDP Report 2021.

305-4 GHG emissions intensity

38

b. The denominator is salesc. Scope 1 and Scope 2 included
d. All types of greenhouse gases included,
given as CO2 equivalents

305-6 Emissions of ozone-depleting
substances (ODS)n/a305-7 Nitrogen oxides (NOX), sulfur
oxides (SOX) and other significant air
emissionsn/aInformation unavailable: We do not yet aggregate information on air pollutants, such as
NOX (nitrogen oxides), SOX (sulfur oxides), orODS (ozone-depleting substances), across theGroup.

103-1

34

103-2

34, 39103-3

34, 39a. i., ii., iii. Information unavailable: We want
to report on our waste management approachand evaluation in more detail in the future.
During the reporting period the management
approach was not evaluated.

306-1 Waste generation andsignificant waste-related impacts

39

a. i., ii. Information unavailable: We are in theprocess of improving our waste management
approach.

306-2 Management of significant
waste-related impacts

n/aInformation unavailable: We are in the processof increasing the amount of recycled material
we use in products, which will help prevent
waste generation.

306-3 Waste generated

39

Emissions
GRI 305: Emissions 2016

Waste
GRI 3-3 Management Approach 2021

GRI 306: Waste 2020

59
GRI Standard

Disclosure

Page

103-1

18,
34-35

Omissions/explanations

Environmental Compliance
GRI 103: Management Approach 2016

103-2
103-3

18,
34-35
18,
34-35

GRI 307: Environmental Compliance

Supplier Environmental
Assessment
GRI 103: Management Approach 2016

GRI 308: Supplier Environmental
Assessment

307-1 Noncompliance withenvironmental laws and regulations

n/a

103-1

46-47

103-2

46-47

103-3

46-47

308-1 New suppliers that werescreened using environmental criteria

47

103-1

22-23

103-2

22-23

103-3

22-23

401-1 New employee hires andemployee turnovern/aa., b. Information unavailable: We do not currently record new employee hires and employee
turnover by gender, age group and region. We
plan to record the corresponding data for the
next reporting period.

401-2 Benefits provided to full-time
employees that are not provided totemporary or part-time employeesn/a

We are in the process of creating a Group-wide
database to collect further information on someof these benefits.
a. i.– iii. Information unavailable: Some locations offer sick leave and accident insurance,
but this is decided on a local level.
a. iv. See 401-3
a. v. Information unavailable: We offer supplementary benefits at many locations, such as acompany-funded pension scheme in Germany.
a. vi. There is no employee stock ownershipplan at MAHLE.

401-3 Parental leaven/aa. Information unavailable: In alignment withlegal requirements.
b. – e. Information unavailable: We are in theprocess of creating a Group-wide database.
Information is currently only available forGermany.

103-1

25

103-2

25

103-3

25

402-1 Minimum notice periods
regarding operational changes

n/aa. Confidentiality restraints: Numbers of fines
and their monetary value are not published forreasons of confidentiality.
b. Confidentiality restraints: Non-compliancesanctions are not published for reasons ofconfidentiality.

The environmental certifications of all new
suppliers of production materials are checked.

Employment
GRI 103: Management Approach 2016

GRI 401: Employment 2016

Labor-Management Relations
GRI 3-3 Management Approach 2021

GRI 402: Labor-Management
Relations 2016

a., b. Information unavailable: A standard
answer cannot be given, depends on thespecific circumstances at the locations.

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GRI content index

GRI Standard

Disclosure

Page

Omissions/explanations

103-1

30-31

103-2

30-31

103-3

30-31

403-1 Occupational health andsafety management system

30-31

403-2 Hazard identification, risk
assessment and incident
investigation

33

b. Further explanation: The processes forworkers to report hazards is location specificand according to the management system.
Workers can report any violations via the Integrity Platform, which ensures confidentiality andanonymity.
c. Information unavailable: An answer on a
global level cannot be given, but the regions
and individual locations may have such policies.

403-4 Worker participation,
consultation and communication
on occupational health and safety

32-33

a. Further explanation: Locations have implemented local processes for worker participationand consultation.
b. Information unavailable: We do have safetycommittees (see chapter ‘Working at MAHLE’)but more detailed descriptions are not available
due to disparities between locations.

403-5 Worker training on
occupational health and safety

32-33

403-6 Promotion of worker health32-33

403-7 Prevention and mitigationof occupational health and safety
impacts directly linked by business
relationships

32-33

In the event that our business partners are
directly or indirectly affected by the impact of anincident, we tell them at the earliest opportunity.

403-9 Work-related injuries

n/aa. i., ii. Confidentiality constraints: Numbers
and rates of fatalities and high-consequence
injuries are not published for reasons ofconfidentiality.
a. iv. Information unavailable: Types of injury are
not yet documented in a standardized form. We
are working on a centralized method of dataacquisition.
b. i.-v. Information unavailable: Data not yet
recordedc. i.-ii. Confidentiality constraints: Work related
hazards are not published for reasons ofconfidentiality.
e. Rates have been calculated based on
1,000,000 hours worked.
f. Information unavailable: Data not yet recorded

Occupational Health and Safety
GRI 3-3 Management Approach 2021

GRI 403: Occupational Health and
Safety

n/a

n/a
n/a

32
n/a

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GRI Standard

Disclosure

Page

Omissions/explanations

103-1

n/a

103-2

24

103-3

24

404-1 Average hours of training peryear per employee

25404-2 Programs for upgrading
employee skills and transition
assistance programs

25

b. We offer our employees numerous transition
assistance programs, such as for going into
retirement.

404-3 Percentage of employees
receiving regular performance andcareer development reviews

25

a. Information unavailable: Our system does not
yet allow for a breakdown of total employees
who received a performance and career review
by gender or employee category, it is only
possible to do so by location. In the future
performance reviews will be mapped on adifferent system that will allow a more detailed
breakdown of evaluation criteria.

103-1

6, 22

103-2

6, 22

103-3

6, 22

405-1 Diversity of governancebodies and employees

27

103-1

n/a

103-2

6, 26

103-3

6, 26

406-1 Incidents of discrimination andcorrective actions taken

n/aTraining and Education
GRI 103: Management Approach 2016

GRI 404: Training and Education

Diversity andEqual Opportunity
GRI 103: Management Approach 2016

GRI 405: Diversity and Equal
Opportunity 2016
Nondiscrimination
GRI 103: Management Approach 2016

GRI 406: Non-discrimination 2016a. Confidentiality constraints: Numbers ofreported incidents are not published forreasons of confidentiality.
b. Confidentiality constraints: Details ofreported incidents are not published forreasons of confidentiality.
i. – iv. In accordance with the provisions of
the MAHLE Group Compliance Organization
Guideline all incidents of discrimination areassessed and corrective actions are takenfrom appropriate bodies.

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GRI content index

GRI Standard

Disclosure

Page

Omissions/explanations

103-1

n/a

103-2

25

103-3

25

407-1 Operations and suppliers inwhich the right to freedom of association and collective bargaining may
be at risk

25

103-1

n/a

103-2

28

103-3

28

412-2 Employee training on humanrights policies or procedures

n/a

103-1

n/a

103-2

44

103-3

46

414-1 New suppliers that werescreened using social criterian/a414-2 Negative social impacts in the
supply chain and actions taken

47

103-1

n/a

103-2

6

103-3

6

416-1 Assessment of the health andsafety impacts of product and service categories

n/aa. Information unavailable: Percentage of product and service categories is not explicitly recorded at present. The constituents we use are
documented in the International Material Data
System (IMDS).

416-2 Incidents of noncomplianceconcerning the health and safety
impacts of products and services

n/aa., b. Confidentiality constraints: Numbers of
non-compliance incidents are not published forreasons of confidentiality.

Freedom of Association andCollective Bargaining
GRI 103: Management Approach 2016

GRI 407: Freedom of Association andCollective Bargaining 2016

a. Information unavailable: No breakdown by
operations, suppliers and countries is available.

Human Rights Assessment
GRI 103: Management Approach 2016

GRI 412: Human Rights Assessment
2016

a., b. Information unavailable: No precise dataon participation in these trainings is available
yet.

Supplier Social Assessment
GRI 103: Management Approach 2016

GRI 414: Supplier Social Assessment
2016

a. Information unavailable: Further explanation:
All new suppliers undertake to comply with the
MAHLE Supplier Code of Conduct. We do notcurrently screen new suppliers against social
criteria.

Customer Health and Safety
GRI 103: Management Approach 2016

GRI 416: Customer Health and Safety

63
GRI Standard

Disclosure

Page

103-1

n/a

103-2

21

103-3

21

418-1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer data

22

103-1

n/a

103-2

6

103-3

6

419-1 Noncompliance with laws andregulations in the social and economic area

n/a

103-1

42

103-2

43-43

103-3

n/a

Omissions/explanations

Customer Privacy
GRI 103: Management Approach 2016

GRI 418: Customer Privacy 2016

a., b. Confidentiality constraints: Numbers ofcomplaints and identified losses of customer
data are not published for reasons of confidentiality.

Socioeconomic Compliance
GRI 103: Management Approach 2016

GRI 419: Socioeconomic Compliance2016

a., b. Confidentiality constraints: Numbers andthe value of non-compliance incidents are notpublished for reasons of confidentiality.

Mobility
GRI 103: Management Approach 2016

ii. Information unavailable: The teams leading
the mobility projects have started in the year
under review to harmonize the management
processes for e-mobility, with the new tool
chain rollout expected to be completed in thenext few years.

64

Imprint/contact information

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 Sustainability &Occupational Health, Safety,
and Environment Management (CO)Pragstraße 26–46
70376 Stuttgart/Germany

Graphic design and layout
FACT GmbH Werbeagentur
Einsteinstraße 43
73230 Kirchheim/TeckGermany

Picture credits
Annett Mälzer
© 2022 MAHLE GmbH

65

Notes

66

Notes

67

Notes

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

MAHLE Sustainability

00007871EN.08/22

MAHLE International GmbH