Sustainability
Report2020

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Sustainability Report

Contents
Our understanding

03

Preface04

The MAHLE Group05

Sustainability management at MAHLE

10

Responsible corporate governance

14

Working at MAHLE

19

Environmental management

30

Sustainable innovations

37

Sustainability in the supply chain

40

The MAHLE Foundation

42

Report profile44

SDG Index

45

GRI Content Index

46

Imprint/contact information

56

03

Our understanding
Early on, our company founders, Hermann and Dr. Ernst
Mahle, associated corporate success with social responsibility. After almost 100 years, MAHLE is now a globally
operating company and all the more aware of its social
responsibility. We believe that our most important task is tobalance sustainable development and technical progress.
Our goal is to be a technological driving force for efficientand environmentally friendly mobility. Through our long-termplanning, we strive to reconcile the economic success of
our company with the 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,
The goal remains the same, but the level of urgency is growing. In the past year, topics
such as digitalization and e-mobility as well as climate change and resource scarcity
have gained renewed impetus. These developments, which are of global importance, callfor creative, sustainable solutions that will protect our planet and ensure it can support
future generations.
To achieve these objectives, we must pool together our expertise, resources, and strengths.
We are aware of the responsibility that falls to our industry in particular: with our solutions,
we are making an important contribution towards further reducing pollutants and greenhouse gases and, wherever possible, eliminating them completely. In doing so, we must
balance environmental and economic considerations. An economically viable transition to
eco-friendly transport models will only be successful if the solutions that we offer as anindustry address people’s changing mobility needs. At the same time, we must keep theMichael Frick

impact on health and the environment to a minimum while protecting natural resources.

CEO and Chairman of the Management

MAHLE is taking an entrepreneurial and technological approach to solving these chal-

Board (ad interim)/Member of thelenges. Our Group supports the objectives of the Paris Agreement and strives to makeManagement Board for Financefurther cuts to its CO2 emissions. The goal is for MAHLE to be carbon-neutral by 2040 interms of all direct CO2 emissions and those associated with energy purchases (Scope 1
and Scope 2 in accordance with the Greenhouse Gas Protocol). In terms of technology,
we are focusing on the sustainable triad consisting of the battery electric drive, the fuelcell, and the intelligent internal combustion engine powered by non-fossil fuels. We arethus able to address the different needs of markets and customers. With our products,
we are contributing towards the growing acceptance of these technologies by end customers and helping them become widely established. By doing so, we are creating theconditions for climate-friendly, sustainable mobility.
As a foundation-owned company, our ownership structure means we enjoy significant
advantages. We can plan and act over the long term, manage the business independently, and thus work with our employees to secure the success of our company far into the
future. And that is exactly what we have been doing for more than 100 years.
With this Sustainability Report 2020, we aim to inform you about our goals, strategies,
and measures as well as the progress we have made in this area. Our report is based on

At MAHLE, running a profitablebusiness means taking anenvironmentally and ethicallysound approach.

the International Standards of the Global Reporting Initiative. By using these standards,
we are strengthening the transparency of our actions and laying the foundation for integrated, ongoing sustainability communication in the future.

Michael Frick

05

The MAHLE Group
MAHLE is a leading international development partner and supplier to the automotive industry. The
Group’s product portfolio addresses the most crucial aspects of the powertrain and air conditioning
technology. In terms of drive systems, MAHLE is focusing on the triad of e-mobility, hydrogen andintelligent internal combustion engines powered by non-fossil fuels. In 2020, the Group generated
sales of approximately EUR 9.8 billion with more than 72,000 employees and is represented in morethan 30 countries with approximately 160 production locations. The company is headquartered in
Stuttgart/Germany.

MAHLE is a leading international
development partner andsupplier to the automotive
industry as well as a pioneer andtechnology driver for the mobilityof tomorrow.

06

The MAHLE Group

Markets andproducts

and systems have also been used off theFive trends have a particularly powerfulroad—in stationary applications as well

impact on the automotive industry:

as for mobile machinery, rail transport
and in marine contexts.

Encompassing

enginesystemsn

Climate change (including the politicalclimate targets)andcomponents, filtration, and thermal man-

The MAHLE Group is divided into fiven

Ongoing urbanization

agement, our product portfolio address-

business units: Engine Systems andn

The technological shift to e-mobility

es all the relevant technical aspects relat-

Components, Filtration and Engine Pe-n

The increasing importance of Asia as

ing to the powertrain and air conditioning

ripherals, Thermal Management, Elec-technology as well as their combination.

tronics and Mechatronics, and Aftermar-

What more, our high level of systems

ket. Added to this are four profit centerscompetence and our expertise in electric

which serve specific market and custom-

These developments demand innova-

and electronic components and systems

er segments, as well as central service

tive mobility solutions and present theallow us to offer integrated systems solu-

businesses.

automotive industry with new challeng-

tions for e-mobility. Half of all passenger

an economic regionnDigitalization

es. From a technological point of view,cars and commercial vehicles in the world

Our group strategy is based on the analy-

MAHLE is focusing on the increasing

now contain MAHLE products. And thatsis of relevant megatrends from which weelectrification of the powertrain by battery

is not all: for decades, our components

have developed various future scenarios.

electric drives and fuel cells.

MAHLE Group business segments 2020
MAHLE GROUP
As at December 31, 2020

Sales: EUR 9,774 million | Headcount: 72,184

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 2,107 million

EUR 1,708 million

EUR 3,421 million

EUR 1,029 million

EUR 898 million

EUR 611 million

24,4589,487

20,449

8,659

1,798

7,333

Sales
Headcount

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How quickly this structural change takes place depends on

ing development of the combustion engine—especially in terms

which technical solutions succeed in holding their ground in theof its operation using climate-neutral hydrogen or e-fuels—andmarket and, to an ever-increasing degree, to political demands.

ensure the highest possible level of competitiveness with respect

Technologies such as hybrid and all-electric drives are growing

to quality and costs. In the process, we will primarily concentratein importance for passenger cars and light commercial vehicles

on capitalizing on further CO2 savings potential regarding fric-in urban distribution transport. Alternative drive types such astion, thermal management, and the air pathway. We believe thathybrid, electric, and fuel cell drives are also becoming more im-

synthetic fuels and green hydrogen present an even greater op-

portant for medium-sized and heavy-duty commercial vehicles

portunity to cut CO2 emissions, which is why we are consistently

and their complementing existing technologies. Overall, we ex-aligning our product portfolio to suit their use. By doing so, we

pect the trend—away from combustion engines powered by

are offering our customers solutions that are consistent with bothconventional fuels and toward alternative drives—to progresscurrent and future legislation.

more quickly in the passenger car segment than for commercial
vehicles. With regards to the latter, we anticipate that the com-

2. Developing solutions for future mobility scenarios: At the samebustion engine will remain central to commercial mobility in thetime, we will push ahead with the development of innovative

global markets in the years to come.

solutions and products for alternative powertrain technologies
and expand the affected business segments. Currently, MAHLE

MAHLE has derived its dual strategy on the basis of these as-

generates about 60 percent of its sales independently of the pas-

sumptions and findings.

senger car combustion engine. This figure should grow to a good
three-quarters by 2030. To this end, we will maintain the same

1. Strengthening existing business segments: From a technology

level of investment in our future business areas.

perspective, we would like to assume a leading role in the ongo-

DUAL STRATEGY
Dualstrategy
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

MAHLE has derived a dual strategy from the analysis of relevant megatrends.

Fuel Cells

Power Electronics
and Software

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The MAHLE Group

Development of employee numbers
2016–2020
HEADCOUNT DEVELOPMENT 2016–2020

80,00076,632

78,27779,564

Around 160 production locations
12 major research & development centers
More than 72,000 employees*
77,01572,18460,000Major research &development centers

EUROPE
Northampton / Great BritainŠempeter pri Gorici / Slovenia
Stuttgart – Bad Cannstatt /Germany
Stuttgart – Feuerbach / Germany
Valencia / Spain

40,00020,000

0
2016

2017

2018

2019

2020

ASIA / PA CIFIC
Pune / India
Shanghai / China
Numazu / JapanTokyo /Japan (Okegawa, Kawagoe)

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

Employees

NORTH / SOUTH AMERICA
Buffalo / USA (Amherst, Lockport)
Detroit / USA (Farmington Hills, Troy)São Paulo – Jundiaí / Brazil

Sales(in EUR
million)* As at December 31, 2020

North America

67/6

33,936

4,557

of which Europe

65/5

33,0094,520

of which Africa

2/0

927

37

35/3

22,554

3,016

of which North America

27/2

14,5992,618

of which South America

8/1

7,955

398

59/4

15,6942,201

161/1372,1849,774

27 production locations
14,599 employees*
Sales of EUR 2,618 million
Canada, Mexico, USA

America

Asia/PacificTotal

As at end 2020

09

Europe65 production locations
33,009 employees*
Sales of EUR 4,520 million
Austria, Belarus, Bosnia andHerzegovina, Czech Republic,
France, Germany, Great Britain,
Hungary, Italy, Poland, Portugal,
Romania, Slovakia, Slovenia,
Spain, Turkey

Asia / Pacific
59 production locations
15,694 employees*
Sales of EUR 2,201 million
China, India, Indonesia,
Japan, Philippines, Singapore,
South Korea, Thailand

South America
8 production locations
7,955 employees*
Sales of EUR 398 million
Argentina, Brazil

Africa2 production locations
927 employees*
Sales of EUR 37 million
South Africa

At the end of 2020, the MAHLE Group employed 72,184 people worldwide. This equates to a decrease of 4,831 employees or
6.3 percent compared with the previous year. The main reason for the staffing level adjustments was a decline in orders due to the
COVID-19 pandemic and the persistent weakness of the automotive industry. The overall aim of Group restructuring is to reposition
MAHLE with respect to structure and technology in view of the variety of external challenges faced.

10

Sustainability management at MAHLE

Sustainability managementat MAHLE
Sustainability is part of our identity. We believe that one of our most important tasks is to harmonize
our corporate success with the well-being of people and the environment. To that end, we aim toincorporate environmental and social perspectives into our decision-making.

Principles of sustainability
management

agement system. This committee defines the top risks for thecompany and prioritizes them according to potential financial
impact and likelihood of occurrence. For each risk identified, thecommittee appoints one or more risk owners whose task is to ini-

To us, sustainability means creating a future where environmen-

tiate targeted measures to reduce the potential impact of the risk.

tal protection, safety at work, and good governance work handin hand with our business development. Sustainability means

The Group Risk Manager is responsible for the practical imple-

continuing to be reliable for our customers while innovating ourmentation of the risk management system and summarizes the

products to have a smaller impact on the environment. The

top risks, including countermeasures and risk controlling instru-

principles that guide our actions are ethically correct and lawfulments in the Annual Group Risk Management Report. This reportconduct, the protection of the environment and resources, andmust be approved by the complete Management Board.

the well-being of our employees. Our goal is to have a positive
impact on society, while protecting the environment.

Examples of relevant risks and opportunities
connected with sustainability

We apply international standards related to our industry—for example, when designing our management systems regarding the

The relevant risks and opportunities identified in connection withenvironment, quality, efficiency, and safety at work. Proper man-the environment include the increasing environmental aware-agement systems are fundamental to helping us assess sustain-

ness in the markets and new emission reduction targets. Ourability risks and designing adequate mitigation measures.

Research and Development departments explore trends promptly to ensure that MAHLE can offer competitive and innovative
products both now and in the future. We see opportunities in

The MAHLE risk
management system

the development and application of new technologies to increase
the efficiency of the combustion engine. With the expansion of
our portfolio of electric drives and auxiliary components, we arealso benefiting from the growing market for hybridized and fully

Our risk management system covers economic, environmental,

electric motor vehicles. By 2030, MAHLE intends to boost theand social aspects. In order to identify opportunities and risks

share of sales generated independently from internal combustionat an early stage and address them proactively, our experts inengines for passenger cars from the present figure of 60 percent

the corporate functions and business areas continuously assessto 75 percent.

short-, medium-, and long-term market trends. For example, we
make use of scenario analyses drawn up by our Corporate Plan-

Other sustainability-related risks are examined in more detail inning department to model changes in markets and regulatory

the relevant topic chapters of this report.

frameworks.
The Risk Management Committee, in which members of theManagement Board and the Group Risk Manager are represented, is responsible for managing and monitoring the risk man-

11

The policy framework for shaping sustainable mobility is a key
issue for MAHLE in view of our product portfolio. For this reason,
we follow regulatory plans relating to climate protection as wellas transport and environmental policy. Digitalization and current

Our objective is to communicate our efforts aroundsustainability with even greater transparency—both
internally and externally.

developments in the aftermarket segment are equally important.
MAHLE holds regular discussions with its stakeholders and isa member of various external initiatives, such as the Strategiedialog Automobilwirtschaft der Landesregierung Baden-Württemberg (Strategic Dialogue for the Automotive sector, initiatedby the State of Baden-Württemberg/Germany), and Germany’s
Nationale Plattform Zukunft der Mobilität (National Platform Fu-

External engagement anddialogue
As a global company, we want to contribute our technical expertise to the benefit of societal challenges. We take part in theopinion-forming process on political issues and contribute ourknowledge to planned regulatory frameworks.

Political interest representation
We pursue political interest representation with the aim of identifying political projects and regulatory initiatives that could influence our product strategy or business activities.
MAHLE strives to contribute its technical expertise and specialist knowledge to a healthy democratic decision-making process
and to be a reliable contact for policymakers. We establish contact with members of parliament, public authorities, ministries,
government representatives, and embassies at regional, national, and European level.

ture of Mobility). We regularly host politicians and public officials
at our locations to give them direct insights into our company. If
our expertise is requested, we contribute to policy forums andpanel discussions, or take part in parliamentary events and consultation formats organized by democratic parties.
Since 2019, MAHLE has been an active member of the German
Konzertierte Aktion Mobilität (concerted mobility campaign), a
regular high-level exchange between the ten largest membersof the German Association of the Automotive Industry (VDA), theGerman federal government, minister presidents from selectedfederal states, and employee representatives. Here, strategic issues relating to the automotive industry are discussed.
Worldwide, we are active in over 100 associations, interest groups,
and networks, including industry associations such as the VDA andthe European Association of Automotive Suppliers (CLEPA), as wellas in organizations related to finance, research and technology, IT,
logistics, trade, and purchasing. These are valuable platforms for
us in terms of common interests within the industry and, in somecases, facilitating active communication with external stakeholders.
Each association follows strict codes on anti-trust policy.

At Group level, the central department External Affairs (CE) coordinates relations with outside parties, above all with political de-Germany, the EU, and other countries.

Ongoing development of oursustainability management
system

MAHLE takes transparency very seriously. The company is listed

Acting in a sustainable and responsible way towards the environ-on the European Commission’s European Transparency Register

ment is no longer a question for any company with as large anwith respect to its lobbying activities at European level. As a sim-

influence as MAHLE. Sustainability issues are of great interest toilar register will enter into force at the German federal level on 1

our stakeholders. Besides the rising number of customer inquir-

January 2022, MAHLE will apply for registration in that system asies, external regulatory requirements are also becoming increas-

well. In political activities, the MAHLE Business Code defines a

ingly strict. The German government has started preparing to rollclear code of conduct for our dealings with third parties.

out measures which ensure that human rights, and now evencision makers in Germany and the European Union. In addition to
direct exchange with political actors, MAHLE actively participatesin the formulation of political positions in relevant associations inmore so environmental protection, are respected within the value
chains of German companies.

12

Sustainability management at MAHLE

Our objective is therefore to communicate our sustainability ac-

aspects that are important to us, such as becoming CO2 neu-

tivities with even greater transparency—both internally and exter-tral. In areas such as safety at work and energy consumption,

nally. That is why beginning with this Sustainability Report 2020

we already record global key figures and performance indicators.

we decided to start publishing on a yearly basis, rather than on

Where we do not yet have sufficiently comprehensive or detailed

a biyearly basis as it has been since 2015. Our sustainability re-information, we will take specific action to improve data collection.

ports comply with the international reporting Standards of the
Global Reporting Initiative Core option.

Defining the report content

The Corporate Occupational Health, Safety & Environment function (CO) is responsible for the sustainability program manage-

The primary focus of our sustainability management system is on

ment and communication of sustainability topics. CO is also

topics that are of material importance to MAHLE itself or to our

responsible for analyzing, prioritizing, and organizing sustainabil-stakeholders. To identify these topics, we carry out a materiality

ity concepts and monitoring their implementation. The function

analysis. This allows us to ascertain the sustainability aspects

assesses external sustainability requirements, defines Health,that are currently of importance to MAHLE—from an internal

Safety, and Environment (HSE) processes, monitors HSE com-

perspective as well as from the perspective of major customers,

pliance, and prompts the development of suitable implementa-

relevant competitors and investors.

tion concepts by the Group’s specialist departments, businessareas, and regions. Strategic decisions related to the sustaina-

An up-to-date stakeholder analysis is maintained by the Quality

bility goals of MAHLE are made in the Management Board. Our

Management department, with experts from departments such

Sustainability Report must be approved by the Chairman of theas Risk Management, Production, and Human Resources pro-Management Board.

viding their input. These topics are gathered on a business unit
level, deeply analyzed, and approved by the CEO before being

As part of the ongoing development of our sustainability man-released.

agement system, we are also improving our data on sustainability

Energy/climate protection
Health and safety

En
Energy/climate
Energy/climateprotection
protection

Compliance
Compliance
SustainableReliable
procurement
Reliablebusinessbusiness
partner
Human partner
rightsSustainable
Sustainableprocurement
procurementReliablebusiness partner
Human
Humanrights
rightsHuman rights

Data
Dataprotection
protection

Employeedevelopment
Strengthening
Strengtheninglocal
local
communities
communities

Strengthening local
communities

medium relevancemedium relevance
relevance
mediumAttractive
Attractiveworking
working
conditions
conditions
Freedom of
association/employee
Transparency
Transparency
participation

Attractive working
conditions
Freedom
Freedomofofassociation/employee
association/employee
Transparency
participation
participation

Data protection

Perspective ofof external
external stakeholders
stakeholders
Perspective

Diversity/equality
Diversity/equality

Diversity/equality

Freedom of
association/employee
participation

Pollutant reduction

Protection of water
resources

Pollutant
Pollutantreduction
reduction

Protection
Protectionof
ofwaterwater
resources
resources

Waste reduction

Waste
Wastereduction
reduction

Waste reduction
Pollutant reduction

Protection of water
resources

Sustainableproducts

Perspective of external stakeholders

Sustainableproducts

Sustainable
Sustainableproducts
products

He

HealthHealthandandsafety
safetyCompliance

Sustainable procurement

medium relevance

Very high relevance

Very high relevance

Very highhigh relevance
relevance
Very

Materiality matrix

Diversity/equality
Attractive working
conditions
Transparency

Employeedevelopmen

Data protection

Employee
Employeedevelopment
development
Strengthening local
communities

Biodiversity
Biodiversity
Biodiversity

Biodiversity

medium relevancemediummediumrelevance
relevance

Perspective
Perspectiveof
ofMAHLE
MAHLE
Very high relevance
Economic topics

medium relevance
Economic
Economic
topics
topicsPerspectiveof MAHLE

Economic topics

Employee topics

Very
Veryhighhighrelevance
relevance

Environmental topics

Employee
Employeetopics
topicsGeneral topics

Environmental
Environmentaltopics
topicsGeneralGeneraltopics
topicsEmployee topics

Perspective of MAHLE
Environmental topics

General topics

13

In 2020 we revised selected subtopics of the last materiality anal-also paid special attention to our delivery capability. We stepped

ysis. For example, greater attention has been given to the global

up our efforts to meet this appeal and ensure our reliability as apandemic of COVID-19, which kept the focus of the company

supplier. Lastly, greater attention has been given to climate pro-on protecting the safety and health of its employees and work-

tection, resulting in a dedicated focus on target setting for theers (see chapter “Working at MAHLE”). In 2020, our customers

reduction of CO2 emissions.

Reporting topics by chapter and relevance
TopicsKey Aspects covered

Chapter

Relevance*

Occupational health and safety

COVID-19, preventive health care, accident
prevention

Working at MAHLE+

Employee development

Further training, career management, leadership+

Attractive working conditions

Fair pay, voluntary benefits, healthy work–lifebalance+

Diversity and equal opportunity

Diversity of workforce, protection against
discrimination and harassment+

Freedom of association/
codetermination

Employee representation, freedom of assemblyoHuman rights

Prevention of child or forced labor and elimination of human rights risks within the supply chain+

Compliance

Corruption prevention and antitrust law,compliant conduct by employees

Data protection

Protection of personal data relating to business
partners and employees

Transparency

Reporting approach, dialog with stakeholders

Sustainability management at
MAHLE

+

Energy and climate protection

Reduction of energy consumption andgreenhouse gas emissions at our locations

Environmental management+

Waste prevention

Material efficiency, waste management, andrecycling+

Reduction in pollutants

Decreasing emissions into the air, water,and soil from our plants+

Protection of water resources

Water management, wastewater treatmentoSustainable procurement

Compliance with social and environmental
standards and human rights in the supply chain,conflict minerals

Sustainability in the supply chain+

Sustainable products

Environmental considerations throughout the
product life cycle, product safety

Sustainable innovations+

Reliable business partner

Delivery capacity, product quality, business
continuity

Strengthening local
communities

Impact on the area surrounding our locations,
local suppliers, cooperation, voluntary
engagement

Sustainability in the supply chain;
the MAHLE FoundationoBiodiversity

Impact of locations and products on biodiversity

Not reported–* Legend: +/o/- topic with very high/high/moderate relevance for MAHLE

Responsible corporate governance

+
+

+

14

Responsible corporate governance

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

Principles of our compliancemanagement system

MAHLE Business CodeIn our business activities, we are committed to compliance withethical standards and laws. This is based on the MAHLE Busi-At Group level, we ensure that our conduct and actions adhere

ness Code, which is signed by the MAHLE Management Board

to laws and internal rules by means of the MAHLE complianceand defines the legal and ethical framework for all MAHLE em-

structure. This includes the MAHLE Business Code as a basic

ployees, including the members of the MAHLE Management

code of conduct for all employees worldwide as well as our com-

Board and members of the MAHLE Management Committee,

pliance organization, preventive measures, and training concept.

and executives. For affiliated companies located outside Germa-

We take various steps to safeguard the effectiveness and sus-

ny, the MAHLE Business Code describes the minimum stand-tainability of our compliance structure, including documenting

ards, which should then be supplemented by local requirements

our compliance activities and conducting compliance audits as

and specific characteristics. At joint ventures and companies inwell as regular web-based compliance learning programs andwhich MAHLE does not have a majority holding, but rather aclassroom trainings.

holding of at least 25 percent and not more than 50 percent, appropriate measures should be taken to ensure compliance with

As a general rule, all organizational units, divisions, and depart-the objectives of the MAHLE Business Code. Subjects covered

ments are responsible for the processes and compliance risks

by the MAHLE Business Code include, among others, regula-applicable in their area which are aimed at upholding laws and in-tions on competition and antitrust law, prevention of corruption,

ternal rules as per the procedure “Legal Compliance”. There areproduct quality and safety, data protection, and data security.

also compliance risk areas for which central responsibility is assumed. These include, for example, antitrust law and prevention

The MAHLE Business Code is revised when necessary, particu-

of corruption, which are managed centrally by the Group-wide

larly in the event of legislative changes. It was updated in January

MAHLE compliance organization (see subsection “prevention of2020. We are proactive in communicating the MAHLE Businesscorruption and antitrust law”).

Code on our intranet and on the Internet, publishing it in 12 languages for employees, business partners, and the public1. New
employees receive a copy with their orientation documents. In
addition, members of the MAHLE Management Board, members of the MAHLE Management Committee, and executives
are required to make a written commitment to comply with thecontents of the MAHLE Business Code and ensure that it is observed within their scope of responsibility.

1

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

15

The MAHLE compliance structure

Ensuring
Sustainability

Training
ProgramCompliance
Organization

MAHLE
Compliance
Structure

MAHLE
Business
Code

Mesasures forPrevention

Compliance organization

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

employees and the Corporate Compliance Office. The Regional
Compliance Offices also preside over the Regional Compliance

The MAHLE Group Compliance Organization Guideline defines

Committees, which are composed of representatives from com-and designates the responsibilities of the compliance organiza-

pliance-relevant departments such as Sales, Purchasing, Humantion within the MAHLE compliance structure and describes its

Resources, Finance, and Legal. They are primarily responsible fortasks and reporting lines in the event of compliance violations.

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

At Group level, the compliance organization consists of the
MAHLE Management Board, the Compliance Steering Com-Management of compliance violations

mittee, and the Corporate Compliance Office. Further Regional
Compliance Committees and Regional Compliance Offices have

Our decentralized compliance approach means that all organ-

also been established at a regional level.

izational units, divisions, and departments are responsible forthe compliance risks that are relevant to them. For example, the

The Compliance Steering Committee consists of members ofcorporate function Corporate Occupational Health, Safety & En-

the MAHLE Management Board and Management Committee

vironment (CO) is responsible for handling environmental compli-

as well as executives from Human Resources, Legal, and Internal

ance risks, while the Human Resources (HR) department deals

Audit. It is responsible for the content and strategic further de-with compliance risks relating to social concerns. The compli-

velopment of the compliance structure and reports directly to theance risks of antitrust law and prevention of corruption are man-

MAHLE Management Board.

aged centrally by the MAHLE compliance organization.

The Corporate Compliance Office implements preventive meas-

The Corporate Compliance Office must be involved in the caseures such as trainings and communication activities relating toof any incidents that may have a significant impact on the whole

antitrust law and corruption prevention. It also handles reports

Group. It assesses compliance incidents in accordance withof compliance violations, evaluates them, and passes them on

the provisions of the MAHLE Group Compliance Organization

to the appropriate bodies. The Corporate Compliance Office is

Guideline. Any serious and significant violations are immediately

attached to the Corporate Legal department. For the planning ofreported by the Corporate Compliance Office to the Complianceinternal compliance audits, it consults with the Corporate Internal

Steering Committee. The responsible members of the Compli-

Audit department, which then undertakes the compliance audits

ance Steering Committee decide whether the Corporate Internal

upon request by the responsible members of the Compliance

Audit department should be involved for investigation purposes.

Steering Committee. The Corporate Compliance Office is supported by the Regional Compliance Offices, which are available

Employees wishing to report a potential violation of complianceto support employees in their region with compliance queriesrules can approach their supervisor. Employees can also contact

and reports of violations. The Regional Compliance Offices im-

the Corporate Compliance Office or the Regional Compliance Of-

plement any necessary compliance measures, such as train-fice responsible for them.

ing activities, at a local level and are an important link between

16

Responsible corporate governanceIn the event of serious compliance violations or an increased
need for confidentiality, employees can also contact the external ombudspersons responsible for their region by e-mail, tele-

Prevention of corruption andantitrust law

phone, or mail. The regional ombudspersons will verify the report
and, depending on the circumstances, either contact the Corpo-

The compliance risk areas of corruption and antitrust law arerate Compliance Office or refer to the internal reporting channels.

managed centrally by the Group-wide MAHLE compliance or-

Alternatively, the web-based whistleblower system Integrity Plat-

ganization as these risk areas are not assigned to particular or-form can be used—anonymously, if desired. The Integrity Plat-

ganizational units.

form is available to all employees via a link on the MAHLE intranet
or MAHLE Connect and also to external parties via a link on thePrevention of corruption is an important topic at MAHLE. The

MAHLE website.

purpose of our Guide on Prevention of Corruption is to give employees guidance and support with respect to the most impor-

The MAHLE Management Board receives an annual compliancetant rules relating to corruption prevention. It can be accessed onreport which informs them about current developments of thethe compliance page of the MAHLE intranet and in MAHLE Con-

MAHLE compliance structure and activities of the MAHLE com-nect. In particular, the guide defines what constitutes an improp-

pliance organization. Corporate Internal Audit also communi-

er influence over business decisions, when gifts and invitations

cates the key results of the audits undertaken.

may be accepted or offered, and how to behave appropriately
towards public officials. These topics are also covered in detail in

The compliance management system is reviewed regularly andour compliance training prevention of corruption.

developed further if necessary.
In addition, the guide covers the correct approach to donations
and sponsorship activities. To ensure they cannot be used forunlawful purposes, donations and sponsorship activities must betransparent and traceable. Donations greater than EUR 5,000
must be approved by the MAHLE Management Board. Donations to individuals or to private accounts are generally not permitted.
Compliance

Non compliance

The aforementioned provisions are governed by our Approvaland Signature Guideline (ASG). It also defines the dual control
principle and which processes need to be approved by which
management level. It is therefore another tool that helps us avoid
corruption.

Compliance reporting process
Compliance reporting process

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17

We refer our business partners to our strict anticorruption policy,

Training on prevention of corruption and antitrust law

which is part of the Supplier Code of Conduct, with which all our
suppliers have had to comply since 2011. In September 2020

To prevent violations of laws and internal company rules fromit was revised, and its content expanded. The current version is

the outset, we organize regular web-based compliance train-

available for our business partners to download from the MAHLE

ings, covering the topics of antitrust law and prevention of cor-website.2

ruption. We thereby raise awareness among our employees andhelp them to fulfill compliance requirements. The trainings are

Antitrust law

mandatory for all members of the MAHLE Management Board
and MAHLE Management Committee as well as for executives

It is particularly important to follow the antitrust regulations,and employees in risk-exposed areas, such as sales. In addition,

which safeguard and ensure free and fair competition worldwide.

employees have the option of voluntarily following the training

This is reflected in the MAHLE Business Code, which states that

programs on the compliance page of the MAHLE intranet. The

MAHLE employees must comply with the statutory regulations

refresher trainings for the target groups take place every 2-3

relating to competition and antitrust law. We promote free andyears, and in 2020 no refresher trainings took place due to thefair competition and work proactively to prevent potential viola-

iteration interval. In 2020, a total of 286 newly hired or promoted

tions —it is in our own interests to do so. Our Guide on Antitrust

MAHLE employees completed the compliance trainings. We also

Law provides detailed instructions on how to behave in areas

offer classroom training to further increase awareness among oursensitive to antitrust law —such as in conduct toward compet-

employees.

itors, customers, and suppliers, in association meetings, and in
the context of joint venture activities. These topics are also cov-

Details of our internal guidelines relating to compliance are alsoered in detail in our compliance training antitrust law.

published on the MAHLE intranet and in MAHLE connect. We
refer new staff to these guidelines in our orientation documents.
This ensures that the entire workforce is familiar with the guides
and knows where to consult them if needed.

Number of employees trained in prevention of corruption and antitrust law in 2020
Region2

TotalManagement Board (MB) and
executive levels 1 to 3

Other levels

Coverage of MB, executives,
and relevant employees

Europe/South Africa

165

18

147

100%

North America

15

3

12

100%

South America

29

15

14

100%

Asia/Pacific

77

10

67

100%

Total

286

46

240

100%

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

18

Responsible corporate governance

Data protection
In the course of advancing digitalization, the protection of personal or internal company data relating to individuals is becoming
increasingly important. As a leading supplier to the automotive
industry, we process personal data from internal and external
employees, customers, and business partners from all over theworld. Personal data is handled securely and only processed by
employees according to the "need-to-know principle".
MAHLE commits itself to strict compliance with legal requirements for the protection of the right to informational self-determination. As a globally active company with headquarters in Germany, the European General Data Protection Regulation (GDPR)
and the German Federal Data Protection Act (BDSG) apply tous. In addition, we implement necessary measures for compliance with non-European, international data protection laws andregulations.

MAHLE data protection organization
The Corporate Data Privacy department consists of the department management and a team of experienced data protection
specialists. An external Corporate Data Protection Officer reports
directly to the MAHLE Group Management, specifically to the

CFO. This ensures separation between the independently acting
Data Protection Audit bureau and Data Protection Management.
Our data protection organization currently comprises 12 National
Data Protection coordinators (NDPC) and 118 Data Protection
Coordinators (DPC) in the EU, who act as the first point of contact
on site. These specially trained coordinators are the link between
the employees and the Corporate Data Privacy department andare tasked with implementing the centrally defined requirements.
The existing MAHLE guideline on data protection was replaced
by a uniform group-wide Data Protection Management System(DPMS) by the MAHLE Group Management in December 2020.
The DPMS in the MAHLE Group will be rolled out globally in 2022
on a risk-based approach. The data protection training concept
was supplemented in 2020 by a worldwide web-based training
for our employees, as well as special modules for managers.

Any violations of the applicable data privacy guidelines must bereported to the Corporate Data Privacy department, which carefully investigates the situation. Corporate Data Privacy is advisedon this by the Corporate Data Protection Officer. If the suspicionof a violation of data privacy or a data privacy breach is substantiated, the Corporate Data Protection Officer immediately forwards
the incident to the management.

19Working at MAHLE
A company’s most important asset is its employees, a view held by our company founders, Hermann and Dr. Ernst Mahle. It is only by being an attractive employer that people will be enthusiastic
about working for our company. We also place a high value on our employees’ continuous development. It is essential for our company’s future success that our staff are satisfied in their jobs andfeel a part of the MAHLE family. This is why safety and equal opportunity in the workplace are top
priorities, and why we actively oppose all forms of discrimination.

Managing the COVID-19
pandemic

Employees demonstrated their adaptability and problem-solving
skills through their contribution to safety measures within the
production and logistic departments. For example, the training
department quickly stepped up to manufacture acrylic glass

To protect the employees and the company, coronavirus crisis

screens and barriers for the implementation of hygiene measures.

management took the highest priority in 2020. A cross-functional
crisis project organization composed of central, regional, and local crisis teams was quickly set up. We immediately implemented extensive behavioral, hygiene, and protective measures andprovided protective equipment to employees. The goal of the
global task force team was to set up preventive measures andto record and track any COVID-19 cases in order to prevent outbreaks among the workforce. MAHLE facilities provided relevant
information to this interdisciplinary team, where cases were registered and tracked from the first day of reporting until recovery.
From the start of the pandemic, it was a priority to provide upto-date information on governmental regulations and internal
processes on the MAHLE intranet. This service was expanded
upon by setting up additional communication channels, such as
an employee app.

Extended Precaution Measures (EPCM)
To protect our employees and in response to the production interruptions experienced by numerous customers, a temporary
ramp down at many MAHLE production locations was coordinated at the start of the pandemic. As part of the re-start, we set
up protection measures in line with general medical recommendations and country-specific regulations to maintain the usual
operations as much as possible.

The MAHLE Itajubá/Brazil location donated masks and disinfectant
to hospitals and local institutions.

20

Working at MAHLE

Global measures to tackle the COVID-19 pandemic
To help tackle the COVID-19 pandemic, MAHLE locations aroundthe world joined the fight against the virus. Following the outbreak, special projects for producing face masks were launched
quickly in Brazil, the USA, and Austria. One of these projects enabled us to supply around 10,000 masks to the Filderklinik (Filder
Clinic) in Stuttgart/Germany by working with lingerie manufacturer Triumph. In addition, the locations in Limeira, Mogi Guaçu, and
Itajubá/Brazil manufactured around 70,000 masks and delivered
them, along with disinfectant and other resources, to hospitals
and local, socially based institutions. As part of the region´s CSR
work, 10 locations covering four cities received supplies.
During the worst of the COVID-19 outbreak in Mexico there
were hospitals in several states that did not have adequate supplies of oxygen for regular patients or for those with COVID. Our
MAHLE employees at the Lerma, Aguascalientes, Naucalpan, El
Marques, Ramos, Juárez and Santa Catarina/Mexico locations
were impacted by this oxygen shortage. Therefore, local teams
worked with suppliers to purchase oxygen concentrators to support more than a dozen at risk or recovering employees.

Using outcomes of the crisis for continued
transformation
Various virtual initiatives were established for employees aroundthe world to help them take care of their health while maintaining
physical distance. These activities included online sports as wellas webinars on mental health.
For the safety of its employees, MAHLE also encouraged working from home and flexible ways of working, wherever possible.
To improve and professionalize virtual cooperation and leadership, we created additional training activities for various target
groups and opened a toolbox. 2020 showed us how well virtualcooperation is already working at MAHLE. We see this advancement as an opportunity to establish new forms of collaborationand embed them in our processes for the long term.

21

Occupational health andsafetyin consultation with the regional HSE managers, are responsible for implementing safety measures. Operational responsibilitylies with the respective location managers. Our locations also
have safety committees comprising members of management,

According to the guiding principle formulated by our company

employee representatives (if applicable) and the location’s HSE

founders, our core responsibility is the well-being of our employ-

representative. Their job is to manage and monitor occupational

ees. The key to this lies in providing workplaces that do not pose

health and safety issues and to establish measures for continu-

a risk to their health. Therefore, we proactively tackle this topic

ous improvement.

across the Group and raise awareness among our employees to
In 2020, 82 of our locations were certified in accordance with ISO

keep occupational risks to a minimum.

45001. We are continuing to work on our central action plan for

Principles of Safety at Workthe certification of all MAHLE locations in accordance with ISO
45001 by 2023.

We act within the framework of our HSE guideline, which specifies consistent occupational health and safety for the wholeGroup. The following three basic Safety at Work rules act as asimple guide for our employees:
1. Safety First
Safety takes top priority. Risks are not accepted.
2. I Care—We Care
We are all responsible: for ourselves and for others.
3. Walk the Talk
Safety is not something we just talk about—it must also bereflected in our actions.
In the MAHLE Business Code, we pledge that we will act in accordance with the applicable standards regarding health, safety
at work, and environmental protection1. Regular training sessions
and briefings are designed to prevent accidents and minimizerisks.
The HSE corporate function coordinates and monitors health andsafety at work activities worldwide. On-site HSE representatives,

ISO 45001 certified locations 2020
EuropeISO 45001 certified locations

1

North America

40South America

4Asia Pacific6

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

Total

32

82

22

Working at MAHLE

Our objective: to reduce theaccident rateployees. When setting up new workplac-

risks and prevent injuries. Expert training

es, the design phase is now preceded

about advanced ergonomics and utiliza-

by an ergonomic risk assessment. Thetion of the latest diagnostic and control

To bring about a continuous reduction

commitment of the plants’ managers totools were provided to 30 MAHLE plantin the occurrence of accidents, MAHLE

creating a safe working environment has

team members. The tools included theworks with individual target agreements

resulted in a 75 percent decrease of theuse of Artificial Intelligence to analyzeof the plants. Accidents were recorded if

accident rate over the past four years.

videos of the workers and determine unacceptable ergonomic risks. The plantthey caused at least one day of absence.
Our long-term target was fewer than

In 2020 MAHLE North America partneredteams conducted over 250 ergonomic

five accidents per million working hours.

with Humantech/Velocity EHS to launch

job assessments and have so far com-

We are already far beyond that, with thea new expert system and process with-pleted 22 projects to improve ergonom-

worldwide accident rate falling from 4.8

in eight locations to reduce ergonomic

ics at workplaces.

in 2019 to 3.8 in 2020—a reduction of
about 22 percent. This decline of accidents in comparison with the previous
year is influenced by the global pandemic
and the reduction in working hours.
We promote good examples of safety at

Development of accident rates, globally and per region

work at our plants, which is why we present an annual MAHLE Safety ExcellenceAward to plants achieving outstanding
safety performance. In 2020, the prize

Worldwide

3.8

went to our plant in Montblanc/Spain for
their development of a comprehensive

4.8

5.70

Europe7.1

safety management system. Throughdaily follow up sessions of near miss incidents and monthly meetings with thesecurity committee, the plants communicate the importance of safety to their em-

North
America

3.6
2.7

South
America

8.4

10

4.7

4.1

5.3

6.1

0.6
0.7
0.3

Asia/Pacific

0%

2%
2018

4%

6%

2019

2020

8%

10%

12%

23

As part of our safety initiatives, we pro-We define clear process flows for the re-vide ongoing training to employees andporting chain. Hazardous situations thatwork continuously to develop a safety

have caused or could cause serious in-culture that reflects our rule: “I Care—We

jury to our employees must be reported

Care.” We encourage our employees to

via the plant management with minimum

report or, where possible, eliminate po-delay to the head of the business unit,

tential risks.

the relevant central departments, themembers of the Management Board,

We also conduct regular safety observa-

and Corporate Communications. In thetion tours (SOTs) at our locations. SOTs

event that our business partners were di-continued happening throughout therectly or indirectly affected by the impact

COVID-19 pandemic, where possible.

of an incident, we would inform them at

A Group-wide work instruction encour-the earliest opportunity.

ages participation by managers throughUsing Artificial Intelligence to improveergonomics and prevent injuries

Trainings and regular observation tours shall ensure safety inall areas

to the plant managers at the production

Serious accidents, their causes and thelocations. Employee representatives andeffectiveness of the implemented cor-

production staff are also involved in therective measures are evaluated by theobservation tours and training measures.

regional HSE management team together with the affected plant. After the HSE

We monitor compliance with applicable

Corporate function has approved thesafety at work regulations through HSEcorrective measures, results and lessons

audits. The international status of theselearnt are communicated to all plants.

audits is described in the “Environmental

This is intended to be a continuous learn-management” chapter, as is the process

ing process that reaches beyond the lim-

to be followed if violations are identified.

its of individual locations, with the aim ofpreventing similar incidents from happen-

Dealing with incidents
As part of our Group-wide initiative on
safety at work, we have a global, manda-

We have clear policies for the proper

tory training program for new managers

handling of work-related hazards. If an

called “Managing safely.” In the program,incident is reported, we classify it ac-

we emphasize that safety takes absolutecording to its hazard potential. We record

priority at MAHLE and that managers

not only events that could endanger our

have a special responsibility to ensure

employees but also those that pose asafety at the workplace.

potential risk to our business partners.

In 2020, our accident rate fell byaround 22 percent worldwide
compared to 2019.

ing elsewhere.

24

Working at MAHLE

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

MAHLE as an attractive
employerployees is extremely important to us. We work together to develop needs-based measures to improve our employees’ well-being

Our employees are our most important resource and safeguard

and job satisfaction.

the future viability of our company. Thanks to their wide rangeof skills, expertise, and commitment, they make a valuable con-

In particular, the requirements arising from the COVID-19 pan-tribution to our corporate success every day. It is important todemic shaped the activities of MAHLE Health Management

us that our employees are motivated, experience a respectful

in 2020. These include the in-house production of protective

working environment that is free of prejudice, and are able tomasks, enhanced protective measures (distancing, air circulation

perform their tasks effectively and efficiently. To provide them withmeasures, working from home), hygiene concepts for company

the best possible support, we have optimized our HR portfolio

events and a Corona vaccination offer for our employees andaccording to our HR strategy, with a strong focus on the value

their families around the world (see section “Managing the COV-

added for employees and for the business.

ID-19 pandemic”).

HR Roadmap as a model for strategic realignment
We attach great significance to awareness, prevention, and encouraging people to take responsibility for their own actions. Due

Human Resources (HR) has the goal to optimally support andto the COVID-19 pandemic, our typical health days events, whichstrengthen the company functions around the world. In 2020 annormally serve to familiarize employees with health-promoting di-

HR strategy was developed in the form of an HR Roadmap. The

etary and lifestyle concepts, was held online in 2020. Additionally,

Roadmap comprises HR concepts and processes tailored to ourcompany medical services ensure medical assistance and advice

business requirements. Within the HR Roadmap, we have de-are available on site. The activities and benefits we offer range

fined five strategic action areas. These extend from new ways

from free vaccinations and other medical services to health class-of working and qualification to an intensified focus on managing

es, company sports teams, fitness programs, and also includes

our performance.

advice on social issues and company health insurance.
At numerous locations, our risk assessment additionally includes
investigating whether workplaces pose potential health risks in aprocess agreed with the employee representatives. The assessment covers psychological hazards such as addiction and mental illness. We want to raise awareness of these issues and train
our managers in the right way to act towards those affected. In
Germany, this task is taken up by our in-house addiction counselors. Lastly, staff returning to work after a period of illness aresupported by reintegration programs.

“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.

25

MAHLE continues to establish itself as an
excellent employer
With the worldwide #StrongerTogether HR marketing campaign,
we show what makes MAHLE an exceptional and attractive employer. In 2020, this campaign, inspired by the Group strategy,
was rolled out globally. We were delighted to receive numerous
awards as an employer and with respect to employer branding,thanks to our positive public image. For the first time, MAHLE
was awarded the LEADING EMPLOYER 2020 label, putting us in
the top one percent of the 70,000 companies considered in Germany. In recognition of our online talent communication activities,
we made the leap into the top ten in the Applying Online category of the German overall ranking by the independent market
research company Potentialpark. In China, we were presented
with the Employer Excellence of China award by 51JOB. The
Trendence Institut ranked our recruitment process third place in
the Best Application Process category. Finally, in Austria we wereawarded the Career’s Best Recruiters silver seal for the second
consecutive year.
For us, New Work as an umbrella term for innovative ways ofstructuring work in a global and digital landscape means continuously aligning working methods and working environments withchanging requirements. We strive to create optimal conditions
HR road map
Five strategic action areas to support the transformation

Purpose & agility
Culture & new ways
of working

Talent to value& businessBusiness-driven talentmanagement

Five strategic action areas of the HR Roadmap

Performancerecognition
Performance &compensation
management

Disruption
architecture
Organizationalchange &designAcceleration ofefficiency
HR operations
excellence26

Working at MAHLE

As part of our diversity management work, we make additional
services available to our workforce through our MAHLEforME initiative with the aim of improving work–life balance. Besides offers
relating to childcare, nursing care, and household services, ouremployees have also shown great interest in our series of talks
on the subjects of mental health, virtual cooperation, and homeschooling.

Fair pay and voluntary benefits
With regard to working conditions, we meet the applicable statutory regulations at each of our locations as well as any rules connected with labor agreements. We strive to ensure that our employees are remunerated fairly and in line with market conditions.
In addition to the benefits provided under the law and in labor
agreements, we also offer notable supplementary benefits at
many locations. For example, in Germany, employees—including
trainees—can benefit from an attractive, company-funded pension scheme.

New ways of working and virtual collaboration

Representation of
employees’ interests
We are keen to maintain close communication with our employees and their representatives. Therefore, we regularly inform them
about new developments. We respect the right of our workforce

for our international teams to collaborate and focus on achieving
results. In a process accelerated by the COVID-19 pandemic,
we are directing particular attention toward virtual working approaches.
A global training program was created for employees and managers in 2020, and a toolbox was made available comprisingextensive information and training materials. Keynote presentations on the subject of virtual cooperation and leadership fromthe Learning Meetup @MAHLE event series highlighted specificbest practice examples and stimulated discussions among colleagues.

to form employee representation bodies in accordance with statutory requirements. In most countries and locations, there are
local employee representation bodies with whom we cooperate
closely. In Germany, in addition to the location-based Works
Councils, a Central Works Council represents the overriding interests of the workforce. The employee representatives from ourEuropean locations also send delegates to a European Works
Council.

27

Diversity, equal opportunity,
and nondiscrimination
As an international Group, we employ from all over the world.
Diversity and equal opportunity are part of our identity and arefirmly established in our corporate values. At MAHLE, we value
the diversity of our people and foster a respectful and inclusive
work environment. For us, each employee’s unique perspectives,
experiences, and ideas are essential for innovation and performance. Therefore, we strive for an atmosphere that empowers
every employee to develop full potential, encourages new ideas,
and engages and attracts talent.
L-Star Level 3 certification at MAHLE Japan

We thereby consider and encourage the many aspects of diversity at MAHLE and celebrate our diverse workforce every year
through a range of activities, including Diversity Day in May 2020.
To highlight the importance of diversity and inclusion, various

Supporting One MAHLE—with diversity &inclusion

virtual initiatives were launched around the world in 2020 withthe motto: “Diversity and inclusion are now more important than

MAHLE won several awards for its activities relating to diversity

ever.”and inclusion in 2020. For example, MAHLE in Japan was awarded L-Star Level 3 certification by the Japanese government formeasures to support gender equality, particularly in recruitment,
workplace design, and development and career opportunities.
We were also recognized at Ford’s annual World ExcellenceAwards with a Supplier Diversity & Inclusion Development andSustainability World Excellence Award. In recognition of theiremployee-focused working environment, MAHLE locations in
Stuttgart/Germany have held the highly respected Berufundfamilie quality label, awarded by the nonprofit Hertie Foundationand can officially call themselves family-friendly employers. Our
locations in Šempeter pri Gorici, Ljubljana, and Maribor in Slovenia maintained their Family-Friendly Enterprise certificate (Družini
prijazno podjetje).

Promotion of female executives
Independently of the legal requirements, we would like to further increase the proportion of women in managerial positions
at MAHLE. We are achieving this through targeted succession
One of various virtual initiatives during 2020: Selfie campaign on digital
Diversity Day 2020

planning, the advancement of female junior executives, and the
expansion of our measures to support a healthy work–life-bal-

28

Working at MAHLE

ance. In 2020, various activities within theof MAHLE GmbH set targets in 2017 forobligation on the company and its em-

women’s network, such as the Women@

the German MAHLE companies of fiveployees to comply with all the laws and

MAHLE Network Lunch in Germany, or

percent for the first management level

regulations applicable in their respective

the Ladies Meeting in Japan, were organ-

and ten percent for the second manage-

working environments, including regu-

ized to promote exchange among wom-ment level by 30 June 2022.

lations designed to prevent forced anden at MAHLE and to generate new ideas.

child labor. Any violations will be subject

We also used International Women’s Day

to disciplinary action under the applicableas an opportunity for action on the issuelabor law. Policies are in place to identify

of equal rights for women in society andrisks both during the recruitment process

in working life. We have expanded ourand for the duration of the employment

existing HR marketing campaign with arelationship. A candidate’s age and thewomen’s campaign called, "I create myavailability

space at MAHLE" and launched it on thissuch as a residence or work permit, areday. In the campaign, female employees

checked before employment commenc-of the STEM (Science, technology, engi-

es.

of

important

documents,

neering, and math) area at MAHLE show
how they use their strengths and create
their space at MAHLE.

Female Campaign “I create my space at MAHLE

MAHLE also has a strong employee
representation structure. Employee representatives—with whom MAHLE main-

With regard to the proportion of wom-Eliminating pay gaps

tains a constructive relationship—are

en on the Supervisory Board of MAHLE

also involved in ensuring human rights

GmbH, the Supervisory Board deter-

To ensure a good working atmosphereare upheld. Employees who witness vi-

mined the following in 2017: "For the pe-

and fair employment conditions, we en-olations against human rights have theriod until 30 June 2022, the target figure

deavor to close any gender pay gaps

option to report these violations without

for the proportion of women on the Su-

and to prevent them from the outset. As

risking personal disadvantage via our in-pervisory Board for employee represent-

a company that is bound by labor agree-

ternal reporting channels, be that via their

atives is set at 20%. The target figure forments in many regions, we guarantee

supervisors, the Corporate or Regional

the shareholder representatives is also

equal pay regardless of gender. AcrossCompliance Office, the external ombud-

set at 20%."

the Group, evaluation and remuneration

sperson, or by using the web-based In-

at managerial level are free of gender bias

tegrity Platform whistleblower system.

With regard to the proportion of womenand based on technical criteria. In several

in the Management Board of MAHLE

countries, we are required by law to work

GmbH, the Supervisory Board resolved

to counter gender pay gaps. In Germany,

the following in 2017: "For the period

for example, we prepare a corresponding

from 1 July 2017 to 30 June 2022, a tar-report in accordance with the Transpar-

get figure will be set for the proportion ofency in Wage Structures Act (Entgelt-

women in the Management Board in linetransparenzgesetz).

with the current proportion of women. In
the medium term, the Supervisory Board

Upholding human rights

aims for a higher quota.” On 1 January
2020, the first female member joined the

We believe that upholding human rights,

Management Board of MAHLE GmbH for

combating child and forced labor, andthe HR function. With regard to the first

respecting employees’ freedom of as-

two management levels below the Man-

sociation

agement Board, the Management Board

The MAHLE Business Code imposes anareself-evident

principles.

29

Employee development
As an employer, MAHLE is committed to offer its employees
great opportunities to pursue their professional development as

Empower withaccountability

part of a diverse team and in an inclusive environment. This isInspire forchangereflected in our recruiting and development activities, aiming for a
future-proof work force.

Leadership
Principles

MAHLE consistently expands its global
learning offer
In 2020, we continued to expand our entire training portfolio. Besides our e-learning catalogue, to which we have added morethan 100 e-learning courses, the global range of webinars isTrust each othersteadily growing. Virtual Learning Meetups and toolboxes as

Lead byexamplewell as digital learning platforms, such as LinkedIn Learning and
Coursera, ensure that we meet our employees’ individual learning needs. In addition, our reskilling program includes 220 courses focused on the subjects of e-mobility, electrical engineering,

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

and electronics. This program aims to make our employees fit for
the future requirements of our industry.

Employee training in Germany

Four principles for future-oriented leadership
2019

Leadership and cooperation must continuously adapt to new20201

and ever-changing circumstances. That is why in 2020 we furEmployees trained

7,183

1,872

Staffing level as of December 31

11,64910,86362%

17%107,353

30,99893

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

1

ther developed our value-oriented leadership culture as a driverof performance and success. The four MAHLE Leadership Principles provide orientation and form the foundation for both strong
cooperation and clearly focused leadership. In 2020, we focusedon the global implementation of the principles and on empowering managers to apply situational leadership in their everyday
work.

Due to Covid-19 and short-time work conditions in 2020, the figures/numbers are lower than in the previous year.

30

Environmental management

Environmental management
Like many companies in the automotive industry, production at MAHLE is energy and material
intensive. Our manufacturing activities generate various types of waste and release emissions into
the air and water. Conserving water resources, reducing emissions and energy consumption, andminimizing the impact of our business activities on the environment are primary concerns for us.
Environmental topics are becoming ever more important to our stakeholders, as illustrated by thenumerous, detailed inquiries and requirements we receive. Combining their requirements with ourown environmental goals is part of our strategy towards reducing our environmental footprint andincreasing efficiency.

Principles of environmental
management at MAHLE(KPIs) are aggregated across the Group and discussed annually
within the Management Board.
Our environmental management system is based on strict inter-

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

national standards. In 2020, 85% of our locations were certified

guides us on how to handle complex environmental topics. It

to ISO 14001 and/or EMAS, which correlates to 139 locations.

requires environmental criteria to be taken into consideration during the development of new products and processes, and calls

We also use HSE audits to monitor our compliance with thesefor existing processes to reduce their environmental impact. Our

statutory environmental requirements. Our regional HSE repre-

goals include, but are not limited to, continuously improving oursentatives coordinate internal audits as part of audit programs

resource efficiency, saving energy and avoiding waste in produc-

and report regularly to ensure continuous improvement at thetion.

sites. For incidents and cases of non-conformity, we follow thePlan, Do, Act, Check cycle. Employees participate in finding theEnvironmental management is overseen by the HSE corpo-

root cause of incidents and in establishing corrective actions.

rate function with support from the regional departments. Each

These actions are later evaluated to ensure that similar incidents

production location has an HSE team or at least one HSE rep-are prevented. For cases of non-conformity, the same process isresentative to ensure compliance to the regulations and thefollowed, and the corresponding actions and corrective meas-

management system. The responsibilities of the local HSE rep-ures are documented. In some cases, we also commission ex-

resentatives include recording key environmental figures monthly

ternal experts to review our workplaces in addition to the environ-and providing support towards the implementation of the HSE

mental management systems.

targets. Based on the reporting, key performance indicators

In 2020, over 85 percent of our approximately
160 locations were certified in accordance withthe environmental management systems ISO
14001 and/or EMAS.

31

Energy andclimate protection

sions. In the long term, we will also use

At the end of 2020, thirteen locations

compensation measures to offset any

were certified in accordance with the ISO

remaining CO2 emissions.

50001 energy management system. At

MAHLE is a producing company with a

As far as our locations in Germany areis supervised by an energy manager andhigh degree of vertical integration. The en-concerned, their operations will be car-with their support, we subject energy-in-

ergy consumed at our locations is a key

bon neutral starting in 2021 for Scope 1

tensive processes to continuous testing.

aspect of our environmental management

and Scope 2 emissions, in accordanceSome plants also carry out their own en-

because reducing our energy consump-with the Greenhouse Gas Protocol.

ergy audits.

Energy monitoring at MAHLE

Energy-saving examples worldwide

these locations the energy managementtion not only protects the environmentand saves resources, but is also a powerful tool for cutting costs. Smelting andcasting metals and carrying out plastics

At our locations, we mainly use electrici-

processing operations—primarily injec-ty, natural gas and heating oil as sources

The BRAIN BEE acquisition in Parma, Ita-tion molding—are among the particularlyof energy. In 2020 we increased our us-

ly started in 2017 and enabled the newly

energy-intensive production processes atage of renewable energy by 21 percent

constituted Service Solutions Division,

MAHLE.

compared to 2019 (see table: “Energy

part of the MAHLE Aftermarket Businessconsumption 2019/20 by source”). Each

Unit, to become a recognized industry

A detailed analysis of energy consump-

location records their monthly consump-leader in the design, development andtion and CO2 emissions on a corporatetion figures in a central database so that

manufacturing of automotive workshops

level started in 2020. We gathered andmajor deviations in monthly trends canservice equipment and related services.

analyzed energy efficiency projects, sur-be identified and investigated. Annual

Our goal related to this site is to have theveyed possibilities for potential photovol-

consumption targets are defined on afirst CO2 neutral facility within our MAHLE

taic systems, and researched options forplant level.

group.

neutralizing our CO2 emissions. Basedon the analysis, the management board
agreed to a path towards CO2 neutrality.
The goal is to be carbon-neutral by 2040
in terms of all direct CO2 emissions andthose associated with energy purchases(Scope 1 and Scope 2 in accordancewith the Greenhouse Gas Protocol). To
achieve this important target, we are taking action in the following areas:
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.
3. We want to increasingly use renewableenergy sources to cover our electricity
demand and minimize our CO2 emis-

Thanks to its state-of-the-art building materials, the new MAHLE Service Solutions headquarters are A+++energy certified and will be CO2 neutral.

32

Environmental management

From the choice of materials and posi-

All our Austrian production plants—St.

to an energy reduction of more than 80

tioning of the buildings to the windows

Michael ob Bleiburg, Vöcklabruck, andhouseholds. With these measures theand highly efficient insulation, everything

Mattighofen— source 100 percent of

CO2 emissions in this plant are reduced

has been coordinated to ensure mini-

their electricity from renewables. They

by a total of 200 tons per year. The roof

mal environmental impact. The building

develop projects that focus on buildings

work included replacing skylight slats to

has an energy certification of A+++. The

and infrastructure, such as optimizing hall

improve the illumination design and thephotovoltaic system of more than 100kW

lighting.

second project involved the exchange ofprovides between 30-70 percent of themetal halide lamps for LED lamps.

location’s required energy, in summer

In 2020 our plant in St. Michael ob Blei-

and winter respectively.

burg/Austria completed a flagship projectin energy efficiency. By combining the

LED lights with motion sensors havehydraulic systems of the cooling water

been installed in many parts of the build-

supply and back cooling with well water,ing, including the production and logistic

they reduced their electricity use, noise

areas. A high efficiency reversible heat ex-emissions, and auxiliary materials. Theychange pump for cooling and heating thenow save 67 tons of CO2 and 4 GWh ofbuilding was also installed, and the use ofelectricity every year.

radiant panels ensures further reductions
in energy consumption. The new head-

Our plant in Santa Catarina/Mexico com-quarters are completed with 1,800 m² ofpleted two projects to improve the natu-

outdoor green space, a roof terrace, andral lighting within the plant and reduced

38 trees interspersed around the loca-

its energy use by approximately 417,100

tion. The certification of GHG neutrality is

kWh in 2020. For comparison, one

underway and is planned to be complet-four-person family in Germany requires

ed by the end of 2022, with a final publicaround 5,000 kWh of energy in one year.

certification release in early 2023.

The savings reached in this plant equates2%

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

Greenhouse gas emissions 2019/202
Unit

2

2019

2020

ChangeScope 1

t CO2e217,081

178,283–18%

Scope 2t CO2e1,233,054

1,017,152–18%

Total emissionst CO2e1,450,135

1,195,435–18%

Relative emissions as measured against
sales

t CO2e/EUR
million sales

120

122

2%

All GHG emissions are calculated as CO2 equivalents in accordance with the Greenhouse Gas Protocol. The Scope 2 emissions
factors are market based.

33

MAHLE has the goal to be carbon
neutral by 2040, which includes both
Scope 1 and 2 emissions.
The new MAHLE Service Solutions headquarters is equipped with a roof terrace and 1,800 m2
of green space. The whole building will be CO2 neutral.

Energy consumption 2019/20 by source
Energy source

Unit

Reducing greenhouse gas
emissions

2019

2020

ChangeWe currently record the Scope 13 andTotal electricity

MWh2,157,920

1,854,549–14%(of which nonrenewable)MWh2,114,736

1,802,533–15%(of which renewable)MWh43,18352,01621%

Heating oil

MWh27,52923,259–16%

Natural gas

MWh900,380

755,919–16%

DieselMWh

21,201

12,997–39%

Gasoline

MWh

4,757

3,051

–36%

PropaneMWh

19,50811,087–43%

Ammonia

MWh

281

174

–38%

Scope 24 greenhouse gas emissions thatare connected to our own business activities and report them to the CDP (Carbon Disclosure Project). The organization gave our climate related reporting in2019 and 2020 a grade of B, on a scalefrom A to D. We plan to start taking account of emissions in the upstream anddownstream value chain (Scope 3) in ourdata recording.
We are working on the continued reduction of our Scope 1 and 2 CO2 emissions. Examples of action taken include

District heat/steamMWh17,142

16,230–5%

Liquefied petroleum gas
(LPG)

MWh

31,411

31,673

1%

Total

MWh

3,180,128

2,708,939–15%

Relative energy
consumption as
measured against sales

MWh/
EUR million
sales

264

277

5%

the optimization of processes and reduction of compressed air leakages, therecovery of waste heat from processes,
innovative cooling systems, and the useof LED bulbs. When renovating, maintaining or construction of our buildings,
we aim to make steady improvements totheir energy efficiency.

Scope 1 covers direct greenhouse gas emissions from combustion processes in the company’s own facilities, operations, andvehicles, i.e., heating systems, engine test benches, and company vehicles, for example.
4
Scope 2 encompasses the greenhouse gas emissions produced in the generation of purchased energy, such as electricity,
district heating, and steam.
3

34

Environmental management

Waste management,chemicals, and hazardous
substances

Another project developed at our plant in Mogi Guaçu/Brazil was
the optimization of the plastic resin recovery process, which led
to an expansion of the range of components that can use up to
10% recovered material. A reduction of 6.3 g of polyamide scrap
and 1.3 g of polypropylene scrap per part was achieved, whichAs part of our environmental responsibility as a company, ourgoal is to create less waste each year. We try to efficiently use
materials in our production processes and when using packaging. The waste pyramid presented below illustrates the principles
behind our waste management system. We strive to minimize
scrap and surplus, but it is not possible to eliminate productionwaste entirely. That is why the second step in the pyramid, internal or external reuse, also takes high priority. We aim to recycle
any waste that cannot be reused, while disposal without a recovery of materials should only take place in exceptional cases. Waste targets are currently defined at a regional level, and inorder to better track our progress we are further developing ourGroup-wide reporting system.

at MAHLE. Our plant in Itajubá/Brazil reduced its consumption oftransport tubes by replacing cardboard tubes with a plastic tube
that can be reused up to 20 times and then recycled. They wereable to reduce their consumption of tubes by around 75%.

QU
AN
TI

Disposal

TY

Other recovery(e.g., energy recovery)

TY

Recycling
RI

Keeping a close eye on hazardous substances
The use of hazardous materials in production and operations
is subject to strict legal requirements. Compliance is monitored
closely by the HSE officers at each location.
Our ongoing chemicals management system project documents
the use of hazardous materials and supplies in a central database. This then allows us to record the chemicals in use in eachregion, monitor the status of local substitution activities (replacing
best practices between locations.

In 2020, a number of measures were introduced to reduce waste

IO

discarded.

hazardous substances with harmless materials), and exchange

Measures for waste prevention and recyclingPR

led to about 32,000 kg of scrap now being recycled rather thanPreparation for reuse

Prevention
Principles of waste management at MAHLE

At product level, constituents, including problematic substances,
are recorded in the International Material Data System. Then thesubstances and products are analyzed for their potential impact
on the environment (see chapter “Sustainable supply chain”).

35

Water and wastewater
We primarily require water as an auxiliary material or consumable—for example, for production processes such as
cooling and metalworking.
To improve how we manage water consumption in the
future, we are further developing our Group-wide water
reporting system. The water KPIs for each location areaccessed globally via a database. We also report on ourwater usage to the CDP. In 2020, our reporting on water
management was awarded a grade B-, on a scale from A
to D. We define water conservation objectives for individual
locations or on a regional scale and in the next few years,
we aim to extend these objectives to cover additional locations.
In 2020, we largely utilized groundwater, third party water
and water from the public supply network (see table: “2020
Water footprint by source”). Additionally, we use water in acircular way to not waste it—for example, as rinsing andcooling water. In 2020 the amount of reused water sourced
increased compared to 2019.

2020 water footprint by source
Water source

Unit

2019

2020

ChangeThird-party or public water

ML

3,654

3,612

–1%

Groundwater/well water

ML

4,339

3,957

–9%

Surface water

ML

91

85

–7%

Groundwater withdrawn (processed)

ML

169

159

–5%

Total water
withdrawal

ML

8,253

7,813

–5%

36

Environmental management

Terra environmental program

Measures for saving water
At our plant in Aguascalientes/Mexico, oil separators were installed to support wastewater treatment in 2020. Thanks to thisapplication, 530,000 liters less of wastewater was produced.
The location reduced its total quantity of water classified as hazardous waste by around 40 percent. The recovered water canbe used again in other production areas or for irrigating green
spaces.

The TERRA environmental sustainability program is a cross-functional, interdisciplinary initiative. Its objective is to improve theenvironmental balance sheet of our locations in South America.
Measured against the number of products manufactured, ourtarget is to reduce energy and water consumption as well as
waste and wastewater by 2 percent each year, taking 2016 asa baseline. A wide range of measures have been implemented
since the program began. An integrated and systematic approach, involving several specialist functions—including HSE,
Purchasing, Controlling, and Production—has proven to be particularly successful.
At our plant in Itajubá/Brazil one project reduced waste in the
production process of thrust washers and bushings. By utilizing
a more efficient stamping and cutting process during production
and optimizing the useful area of bimetallic strips, they were able
to reduce their raw material consumption of steel and other materials by 70 tons per year.

2020 reuse of water
Water source

Reused water

Unit

2019

ML

2020

21

Change

35

65%

37

Sustainable innovations

With our innovative solutions
and our versatile productportfolio, we are making ourcontribution to environmental
and climate protection.

Contribution to environmental
and climate protection

Today, MAHLE generates more than 60 percent of its sales independently of the passenger car combustion engine. Thanks
to our expertise in the development and manufacture of electricmotors as well as electronic and mechatronic systems, we are

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

driving progress in the field of e-mobility.

house gas emissions from transport must be dramatically reduced. Existing regulations for CO2 limits of passenger cars in
the European Union regulates new motor vehicles to not emit

New condenser from MAHLE paves the way forfaster charging of electric vehicles

more than 95 grams of carbon dioxide per kilometer on average
starting in 2020. Further targets have recently entered into force,

MAHLE introduced a new type of condenser for hybrid andprescribing emissions from the passenger car fleet to be cut byelectric vehicles that helps accelerate traction battery charging

37.5 percent by 2030 (compared with 2021) and by 31 percent

in September 2020. This new design offers a significantly high-for light commercial vehicles. For both vehicle classes an interim

er power density. The new condenser also provides a sufficient

reduction target of 15 percent is defined for 2025. These ob-cooling capacity without taking up additional installation space,jectives come on top of stricter regulations governing pollutant

ensuring comfortable temperatures in the cabin. Because fast

emissions and new testing methods that are more in line withcharging is a key factor in the acceptance of electric vehicles, thisreal-world conditions.

innovation from MAHLE contributes towards making this form oftransport more suitable for everyday use and the mass market.

38

Sustainable innovations

MAHLE launches new generation of its e-bikedrive system

Fast, inexpensive, flexible—MAHLE introduces
new modular filter concept for fuel cells

MAHLE launched a new generation of its drive system for e-bikes.

MAHLE developed two standardized air filter solutions for fuelThanks to an extremely compact design, the X35+ system cancells. Thanks to this new modular approach, MAHLE is able to

be integrated almost invisibly into a conventional bicycle frame.

significantly reduce development times and costs, with develop-

Rather than follow the trend toward maximum power output,

ers now having direct access to a fully developed “off-the-shelf”

MAHLE offers ideal user-oriented performance. This makes thecomponent. The new MAHLE air filters reliably protect fuel cells

system not only more streamlined but also significantly lighter, forwith an output of 25–50 kW or 80–120 kW from harmful gases

a total weight of 3.5 kilograms. The hardware is supplemented

and particles, ensuring the operation of the fuel cell over the en-by an integrated connectivity solution featuring mobile and web-tire service life of a vehicle and minimizing the use of expensive

based apps.

catalysts.

For us, sustainability begins in
the research and development
phase.

39

MAHLE opens new test bench for electric drives
In November 2020 MAHLE commissioned a test bench for electric drives in the location in Stuttgart/Germany. This equipment
will be used to develop and test e-axles and e-drive units fora wide range of electric and hybrid vehicles. The bench will be
used on behalf of international customers to carry out functional
development work, simulate highly dynamic, transient modes ofoperation, perform efficiency measurements and torque vectoring, and simulate wheel slip scenarios.

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

Product responsibility
Malfunctions can have serious consequences in the case ofcase scenario, lead to a halt in production for the customer. Risk

safety-related components for automobiles. We therefore as-monitoring of our own suppliers and the implementation of miti-

sume responsibility for the safety of our products throughout

gation measures help to prevents us from a loss of supplies. (seetheir planned life cycle by defining their function description for“Sustainable supply chain” chapter). If a risk occurs despite risk

customers. This is something we take into consideration rightmitigation measures, our contingency plans help to maintain ourfrom the product development stage. At our plants, we adhere todeliveries to customers.

strict quality management. This means that our entire productionof automotive products is certified and monitored in accordance

We have also arranged an economically prudent degree of coverwith the guidelines of the International Automotive Task Forceby means of insurance policies for the financial consequences(IATF 16949).

of production losses and MAHLE business interruptions causedby fires or natural disasters. We also ensure that specific liability

The constituents we use are documented in the International
Material Data System (IMDS). We regularly compare the constituents of our products with the stringent requirements of the EU
REACH regulation and corresponding regulations in other countries to prevent the use of hazardous substances in our production as much as possible.
If, despite all these precautions, a product recall becomes necessary, MAHLE works in close coordination with its customers andthe relevant supervisory authorities. An ad hoc reporting chain isused to inform the business unit’s leadership and the Management Board.

MAHLE as a reliable business
partner
MAHLE has a responsibility for the upstream supply chain as wellas the fulfillment of our own supply obligations toward our customers. Logistics in the automotive sector are closely synchronized, which means that supply disruptions can, in the worst-

situations such as environmental issues are also covered.

40

Sustainability in the supply chain

Sustainability in the
supply chain
MAHLE is aware of its responsibility for its own supply chain. We expect full compliance with oursustainability requirements, from the production of materials to their impact on people, the environment, and the working conditions at supplier companies.

Supplier
management

even more specific by focusing on ILO
standards. The suppliers enforce ourSupplier registration andassessment

guidelines in their own supply chain.
When selecting suppliers, one factor we

If suppliers contracted by us violate so-

The Supplier Code of Conduct contains

consider is their compliance with certi-

cial or environmental standards, this may

guidelines in the following areas:

fied quality and environmental management standards. If quotations are equal

hurt MAHLE in the form of supply disrupHuman rights: prohibition of forced orin price, environmental criteria, such as

age to our reputation. Imposing sustain-

child labor, promotion of equal oppor-

ISO 14001 certification, are the deciding

ability aspects in the supply chain also

tunities, protection from discrimination,

factor. In the future, we aim to introduce

freedom of association

uniform supplier scorecards to facilitate

Working conditions: working hours

the assessment of suppliers based on

be reliable and innovative partners in theand holiday, occupational health andquantitative key performance indicators

long term.

safety(KPIs). In addition to social factors, thenProhibition of corruption and bribery

criteria will include environmental topics,n

Fair and free competition

hazardous substances, and carbon foot-nData protection and confidentiality

prints.

n

Environmental and climate protection

tions, quality and cost problems, or dam-nhelps us avoid risk. Moreover, suppliers
who operate sustainably often prove to

The MAHLE supplier network
Our network comprises around 10,000nWhen registering new suppliers, we in-direct suppliers for our production materials alone. The most important supplier

In view of the complexity of our supply

quire about their certifications via thecountries are China, Germany, and thechain, in recent years we took measures

supplier portal. These may include IATF

United States. We procure raw materi-to harmonize our sustainability activities

16949 and ISO 9001 or ISO 14001. We

als, semi-finished products, and prefab-

across the Group. We provide supple-

also assess them regularly after they arericated items, ranging from simple plastic

mentary information on our procure-commissioned and require certificates toparts to complex mechatronic assem-

ment and supplier management in thebe renewed on a timely basis.

blies.

MAHLE Supplier Guideline. The Guideline includes additional instructions for

Requirements for MAHLE
suppliers

suppliers in selected business areas andRisk management in the supply
chain

regions that depend on legal regulationsor specific customer requirements. For

We use a software system that allows us

Our Supplier Code of Conduct forms theexample, suppliers to our companies into monitor risks that may arise in the sup-basis for the responsible design of thethe USA are required to report on the ful-

ply chain. This is done on the basis of 76

supply chain . Because of this topic’s

fillment of diversity criteria and the inclu-

indicators in different areas, ranging fromrelevance, in 2020 the code was madesion of minorities in their workforce.

key financial figures to location indicators

1

1

www.mahle.com/en/purchasing/general-guidelines-for-suppliers/

41

and figures relating to environmental oris using conflict minerals, we work to-social aspects. The continuous moni-ward switching to conflict-free metals as

toring means our purchasers receive anquickly as possible.

early warning of any increased risk, enabling us to promptly respond with theappropriate countermeasures. The risk

Largest supplier countries bypurchasing volume 2020

management tool currently monitors
around 80 percent of our expenditure in

Ranking

Supplier country

Volumethis area.
1

China

22%

In the event of a clear violation of our2

Germany

19%

code of conduct, we urge the supplier

3

USA

15%

to remedy the problem. As a last resort,

4

Japan

5%

we would remove the supplier from our5

Mexico4%

supplier panel. We report serious compli-

6

Italy

4%

ance violations to our Compliance Office

7South Korea

4%

for appropriate action. At the same time,

8

Spain

3%

both our suppliers and their suppliers can

9

India

2%

register violations of our code of conduct

10

Poland2%

using the MAHLE Integrity Platform.

The particular challengeof conflict minerals
Conflict minerals are materials whose
mining and sale fund armed conflicts in
war zones or high-risk regions. The term
refers to tin, tungsten, tantalum, and gold
mined, for example, in disputed regionsof the Democratic Republic of the Congo or neighboring countries. Companies
that use these metals are urged to monitor and document their origin to avoid
indirectly supporting conflicts and related
human rights abuses.
To provide our customers with evidenceof the conflict-free origin of the metals in
our products, our corporate HSE function, in coordination with Purchasing,poses questions to all relevant suppliers.
We use an internationally standardized
form (the Conflict Minerals Reporting
Template [CMRT]) and monitor the responses. If we discover that a supplier

Compliance and sustainableaction as defined in our
Supplier Code of Conduct are
prerequisites for our suppliers in
the MAHLE supplier panel.

42

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.
In line with the objectives stated in its

Stuttgart’s “Coronades”

Articles of Association, the foundation isparticularly involved in health and nursing

Necessity is the mother of invention—acare, agriculture and food, education andsaying that held more truth than everupbringing, as well as art and culture.

in 2020. The Stuttgart Coronade con-

It provides start-up financing but also

certs were a case in point. During the

supports a number of more long-term

lockdown in the spring of 2020, Stutt-

projects. One of its core projects hasgart-based performers played music inalways been the construction and ongo-

front gardens, in the courtyards of retire-ing sponsorship of the Filderklinik (Filder

ment homes, and on the streets, bringing

hospital) in Filderstadt-Bonlanden near

joy into the everyday life of many people.

Stuttgart/Germany.

“As the MAHLE Foundation, we supported this project and are delighted that the

The MAHLE Foundation also supports

artists were able to create an emotionalaround 150 projects and initiatives

connection to their audience despite thethroughout the world every year. A few

physical distance,” Jürgen Schweiß-Ertl,

examples are outlined below, while oth-Managing Partner of the MAHLE Foun-ers are described in detail in the MAHLE

dation, sums up.

Foundation’s Annual Report.1

Our company founders, Hermann and Dr. Ernst
Mahle, associated their commercial success withsocial responsibility at an early stage. In 1964,
they established the MAHLE Foundation.

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

1

Despite the lockdown, people should not haveto miss out on the chance to enjoy music, andthe Stuttgart Coronade concerts were a welcome
break.

43

Waldorf schools around theworld battle the coronavirus
crisisIn 2020, many of the world’s approximately 1,150 Waldorf schools and 1,800
Waldorf kindergartens faced unforeseenchallenges due to the coronavirus pandemic. The organization Freunde derErziehungskunst Rudolf Steiners e.V.
(Friends of Waldorf Education) has connections with many Waldorf schools
around the globe, and it knows where
schools need support. The MAHLE
Foundation provided assistance by participating in joint corona aid activities. The
support provided by the MAHLE Founda-

The MAHLE Foundation supports the educational concept of the Filderklinik, which encourages targeted
support for trainees in their learning processes.

tion has been largely targeted at schoolsthat are entirely dependent upon fees
paid by parents and are not in receipt ofstate subsidies.

Restructuring at the Filderklinik
nursing education center

aspects of training and to trial innovative
learning concepts. One particular focusof the project is on providing personal-

Since it was founded, the Filderklinik

ized learning support. “Whether in terms(Filder Hospital) has been the MAHLE

of learning or educational background,Foundation’s largest funding project. Theage, or language, the profile of trainees

organization also has its own nursing

in the care professions is in a constanteducation center, which offers state-rec-state of flux. The redesigned concept forognized training courses for caring pro-nursing education at the Filderklinik takes

fessions. With the backing of the MAHLE

account of these changes,” Schweiß-Ertl

Foundation, the center’s education con-explains.

cept is now being completely redesigned
in order to offer caregivers who are intraining even more targeted support intheir learning processes in the future. The
project, entitled Learning Pathways—
Enabling Personalized Learning in NursBy participating in joint aid activities, the MAHLE
Foundation helped support Waldorf schools
during the corona pandemic.

ing Education, aims to analyze learning
processes in practical and theoretical

44

Report profile

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

The reporting period relates to the 2020 business year—that is,Reporting Initiative (GRI) Standards: Core option. It relates to thethe period between January 1, 2020 and December 31, 2020.

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

We plan to produce a Sustainability Report every year, with pub-ness segments.

lication of the report for the reporting period 2021 anticipated in
2022.

Holdings in which MAHLE is not the majority shareholder havenot been taken into account.

45

SDG Index
SDGs relevant to the MAHLE Group
SDG

Goals

2020 Status

Page

Certify all locations in accordance with ISO
45001 by 2023
n Further reduce the accident rate, goal for 2020:
4.1

nISO45001: 82 locations certified
Chemical management system, Supplier Code of
Conduct, CMRTn Managing Safely mandatory training program

21–23

n

n

n
n

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 2022n

Carry out an in-depth assessment of our water
footprint and related water risks and further
develop reporting systemnn

Become CO2 neutral by 2040 (Scope 1 & 2)
Operate our own PV systems
n Increase energy efficiency by 2% every year
(relative to our turnover)n Become Co2 neutral in Germany starting in 2021
(Scope 1 & 2)

n

n

n

Approach development of solutions for alternative powertrain technologies and the optimizationof the combustion engine in a holistic mannernnOptimize technology to cut emissions from thepassenger car fleet by 37.5% and by 31% forlight commercial vehicles by 2030 (comparedwith 2021)

nn

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

Safety observation tours at locations
Accident Rate 2020: 3.8

Global D&I Commitment
Women@MAHLE network activities, female leadership
eventsn Communication campaigns: “I create my space at
MAHLE”, International Women’s Day, Diversity Day

27–28

n

n

Report water usage to the CDP, Rating BRegions define their own targets

35

Report energy usage to the CDP, Rating B
Locations record their consumption figures in a central
database on a monthly scalen Energy efficiency: 277 MWh / EUR million salesn 13 locations certified in accordance with ISO 50001

31–33

Communication with employee representation bodies

7, 14,
26, 28Supplier Code of Conduct adjusted to focus on ILO
standards
n Conform with statutory regulations at our locations,and offer supplementary benefits at manyn MAHLE Business Coden

Focus on battery electric drive, the fuel cell, and theintelligent internal combustion engine powered by
non-fossil fuelsn Training programs with expansion of courses on innovation, technological topics
International Material Data System

4, 26,
29, 3734, 39SDGs chosen based on analyses of customer requirements and the MAHLE Materiality Matrix (see chapter "Sustainability managementat MAHLE")46

GRI content index

GRI Content Index
GRI 102: GENERAL DISCLOSURES 2016
Disclosure

Page

StatusGRI 102-1: Name of the organization

5

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

6

GRI 102-3: Location of headquarters

6–9

GRI 102-4: Location of operations

8–9

GRI 102-5: Ownership and legal form

Omissions/explanations

AR 2020, p. 36–37

GRI 102-6: Markets served

6–7

GRI 102-7: Scale of the organization

6, 8

a. iv. AR 2020, p.49
a. v. Due to the great number and diversity of the different
product groups, no total quantity figure is available.

8

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

GRI 102-8: Information on employees and other workers

GRI 102-9: Supply chain

40–41

GRI 102-10: Significant changes to the organizationand its supply chainn/a

GRI 102-11: Precautionary Principle or approach10

GRI 102-12: External initiatives

11,
42–43

GRI 102-13: Membership of associations

11

GRI 102-14: Statement from senior decision-maker4

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

10

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

10,
11–12

GRI 102-18: Governance structure

10, 12

GRI 102-29: Identifying and managing economic,
environmental, and social impacts

10, 12! Material topic

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

Not reported/partially reported/reported in full

AR = Annual Report

47

Disclosure

Page

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

10

GRI 102-40: List of stakeholder groups12

GRI 102-41: Collective bargaining agreements

26

GRI 102-42: Identifying and selecting stakeholders

12

GRI 102-43: Approach to stakeholder engagement

12

GRI 102-44: Key topics and concerns raised

Omissions/explanations

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

12–13

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

GRI 102-46: Defining report content and topic Boundaries

12

GRI 102-47: List of material topic

12

GRI 102-48: Restatements of information

n/aa. No restatements of information

GRI 102-49: Changes in reportingn/aa. No significant changes

GRI 102-50: Reporting period

44

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

GRI 102-52: Reporting cycle

44

GRI 102-53: Contact point for questions regarding thereport56

GRI 102-54: Claims of reporting in accordance with the
GRI Standards

44

GRI 102-55: GRI content index

46–55

GRI 102-56: External assurancen/a

AR 2020, pp. 84–89

The most recent Sustainability Report covered thereporting years 2018 and 2019 and came out in 2021.

The Sustainability Report has not been assured, but weplan on assuring it.

48

GRI content index

Topic-specific Standards
GRI Standard

Disclosure

Page

StatusOmissions/explanations

Procurement Practices
GRI 103:
Management Approach 2016

GRI 204:
Procurement Practices 2016

103-1 Explanation of the material
topic and its Boundary40

103-2 The management approachand its components

40–41

103-3 Evaluation of the management
approach

40–41

204-1 Proportion of spending on
local suppliers

40–41

!

Anticorruption
GRI 103:
Management Approach 2016

GRI 205:
Anticorruption 2016

103-1 Explanation of the material
topic and its Boundary

10, 14103-2 The management approachand its components

10, 14103-3 Evaluation of the management
approach

10205-1 Operations assessed for risks
related to corruption

15–16

205-2 Communication and training
about anticorruption policies andprocedures

17!

Anticompetitive Behavior
GRI 103:
Management Approach 2016

GRI 206:
Anticompetitive Behavior! Material topic

Only absolute figures are given.
a., b., d., and e. Trainings aremandatory for members of theManagement Board, members of the
MAHLE Management Committee,
and for executives and employees inrisk-exposed areas.
c., we inform all our suppliers about thebinding 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 Explanation of the material
topic and its Boundary

10, 14103-2 The management approachand its components

10, 14103-3 Evaluation of the management
approach

10, 14206-1 Legal actions for anticompetitive behavior, antitrust, and monopoly practices

15–17

Not reported/partially reported/reported in fullRestrictions due to duty of confidentiality.
Numbers and details of reported incidents
are not published for reasons of confidentiality. AR 2020, p. 58

AR = Annual Report

49

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Materials
GRI 103:
Management Approach 2016

103-1 Explanation of the material
topic and its Boundary34

103-2 The management approachand its components

30103-3 Evaluation of the management
approach

30!

EnergyGRI 103:
Management Approach 2016

103-1 Explanation of the material
topic and its Boundary31

103-2 The management approachand its components

30103-3 Evaluation of the management
approach
GRI 302:
Energy 2016

We are planning on setting up a Groupwide reporting system.
We report on conflict minerals.

302-1 Energy consumption within
the organization

30–31
33

Our records do not currently allow us tobreak down energy consumption figures
by:b. Not applicablec. ii./iii. Proportion of heating vs.
cooling
d. Not applicablef. We adhere to the GHG Protocol
g. Market-based conversion factors are
preferred

302-3 Energy intensity

32–33

a. See table: “Primary energy consumption
2019/20 by energy source”
b. The denominator is sales
d. Within the organization

302-4 Reduction of energy
consumption

31, 33c. Base year is 2018d. Calculation methods as per
GHG Protocol

Water and Effluents
GRI 103:
Management Approach 2016

103-1 Explanation of the material
topic and its Boundary35

103-2 The management approachand its components

35103-3 Evaluation of the management
approach30, 35The database for water management at
Group level is still in the consolidation
phase. Regions define their own targets
for water reduction.

50

GRI content index

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Water and EffluentsGRI 303:
Water and effluents 2018

303-1 Interactions with water as ashared resource

35

a. In the future, we plan to reportfurther key water figures.
b., c. We do not yet aggregate information
on water-related impacts.

303-2 Management of water
discharge-related impacts

35

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

35–36

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

303-3 Water withdrawal!

Emissions
GRI 103:
Management Approach 2016

103-1 Explanation of the material
topic and its Boundary33

103-2 The management approachand its components

33103-3 Evaluation of the management
approach
GRI 305:
Emissions 2016

! Material topic

30, 33305-1 Direct (Scope 1) GHG
emissions32

e. Emission factors are either site-specificor based on VDA Emission factors, DEFRA
2017 or EN 16258. GWP rates correspondto IPCC Fifth Assessment Report, details
on request.

305-2 Energy indirect (Scope 2)
GHG emissions

32

e. Emission factors are either site-specificor based on VDA Emission factors, DEFRA
2017 or EN 16258. GWP rates correspondto IPCC Fifth Assessment Report, details
on request.

305-3 Other indirect (Scope 3) GHG
emissionsn/a

We are planning on taking account of Scope 3 emissions in our data recording in the
coming years.

305-4 GHG emissions intensity

32

a. See table: “Greenhouse gas emissions
2019/2020”
b. The denominator is salesc. Scope 1 and Scope 2 included
d. All types of greenhouse gases included,
given as CO2 equivalents

305-5 Reduction of GHG emissions

32

305-6 Emissions of ozone-depleting
substances (ODS)n/a305-7 Nitrogen oxides (NOX), sulfur
oxides (SOX), and other significant air
emissionsn/aa. See table: “Greenhouse gas emissions
2019/2020”
b. All types of greenhouse gases included,
given as CO2 equivalents
c. Base year is 2018
d. Scope 1 and Scope 2 included
e. Calculation method as per GHG Protocol
We do not yet aggregate information on air
pollutants, such as NOX (nitrogen oxides),SOX (sulfur oxides), or ODS (ozone-depleting substances), across the Group.

Not reported/partially reported/reported in full

AR = Annual Report

51
GRI Standard

Disclosure

Page

StatusOmissions/explanations

Waste
GRI 103:
Management Approach 2016

103-1 Explanation of the material
topic and its Boundary34

103-2 The management approachand its components

34103-3 Evaluation of the management
approach
GRI 306: Waste 202030, 34306-1 Waste generation andsignificant waste-related impacts

34306-2 Management of significant
waste-related impacts

34

a. We are planning on setting up
a Group-wide reporting system torecord waste figures.

306-3 Waste generated

34

a. We are planning on setting up aGroup-wide reporting system.
!

Environmental Compliance
GRI 103:
Management Approach 2016

GRI 307:
Environmental Compliance

Supplier Environmental
Assessment
GRI 103:
Management Approach 2016

GRI 308:
Supplier Environmental
Assessment

103-1 Explanation of the material
topic and its Boundary30

103-2 The management approachand its components

15–16

103-3 Evaluation of the management
approach

15–16,
30

307-1 Noncompliance with environmental laws and regulations30

103-1 Explanation of the material
topic and its Boundary40

103-2 The management approachand its components

40–41

103-3 Evaluation of the management
approach

40–41

308-1 New suppliers that werescreened using environmental criteria

40!

The environmental certifications of all new
suppliers of production materials arechecked.
!

Employment
GRI 103:
Management Approach 2016

Restrictions due to duty ofconfidentiality.
b. We ensure compliance with legal requirements by means of the continued development of internal and external HSE audits(including ISO14001, EMAS). In 2020 over
85 percent of our approximately 160 locations were already certified in line with atleast one of these standards.

103-1 Explanation of the material
topic and its Boundary24

103-2 The management approachand its components

24–29

103-3 Evaluation of the management
approach29

52

GRI content index

GRI Standard

Disclosure

Page

StatusOmissions/explanations!

Employment
GRI 401:
Employment 2016

401-1 New employee hires andemployee turnover

8a., b. We do not yet 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 employees

26

i.–iii., v., and vii. We are in the process ofcreating a Group-wide database to coverthese points.
iv. We offer supplementary benefits at many
locations, such as a company-fundedpension scheme in Germany.
v. See 401-3.

401-3 Parental leave

26

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

Labor–Management Relations
GRI 402:
Labor–Management
Relations 2016402-1 Minimum notice periods
regarding operational changes

26, 28!

Occupational Health and Safety
GRI 103:
Management Approach 2018

GRI 403: Occupational Healthand Safety

103-1 Explanation of the material
topic and its Boundary

19–23

103-2 The management approachand its components

21–24

103-3 Evaluation of the management
approach23403-1 Occupational health andsafety management system21403-2 Hazard identification,risk assessment, and incident
investigation

23403-3 Occupational health services! Material topic

A standard answer cannot be given,
depends on the specific circumstancesat the locations.

23, 30403-4 Worker participation,
consultation, and communication
on occupational health and safety23403-5 Worker training on
occupational health and safety23403-6 Promotion of worker health24

Not reported/partially reported/reported in fullLocations have implemented local
processes for worker participationand consultation.

AR = Annual Report53
GRI Standard

Disclosure

Page

Status!

Occupational Health and Safety
GRI 403: Occupational Healthand Safety403-7 Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

23

In the event that our business partners are
directly or indirectly affected by the impactof an incident, we tell them at the earliest
opportunity.

403-9 Work-related injuries

22

a. i., ii. Restrictions due to duty ofconfidentiality.
a. iv. Types of injury are regionally documented in a standardized form. We areworking on a centralized method of dataacquisition valid for all regions.
b. Data not yet recordedc. Restrictions due to duty ofconfidentiality.
e. Rates have been calculated based on
1,000,000 hours worked.
f. Data not yet recorded.
!

Training and Education
GRI 103:
Management Approach 2016

GRI 404:
Training and Education

103-1 Explanation of the material
topic and its Boundary29

103-2 The management approachand its components

24, 29103-3 Evaluation of the management
approach

24–29

404-1 Average hours of training peryear per employee

29404-2 Programs for upgrading
employee skills and transition
assistance programs

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

GRI 405:
Diversity and Equal
Opportunity 2016

Data only available for Germany,
not broken down by gender andemployee category.

26, 29a. Global Pilot Project: A global
needs-oriented training and development
initiative implemented providing the talent
we need to shape future mobility by reskilling employees towards future job profiles
based on the strategic planning of thebusiness.
b. No programs for transition assistance or
career endings yet defined29

Diversity andEqual Opportunity
GRI 103:
Management Approach 2016

Omissions/explanations

100% coverage!
103-1 Explanation of the material
topic and its Boundary

27–28

103-2 The management approachand its components

27–28

103-3 Evaluation of the management
approach

27–28

405-1 Diversity of governance bodies and employees

27–28

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

54

GRI content index

GRI Standard

Disclosure

Page

StatusOmissions/explanations

Nondiscrimination
GRI 103:
Management Approach 2016

GRI 406: Nondiscrimination 2016

103-1 Explanation of the material
topic and its Boundary

27–28

103-2 The management approachand its components

27–28

103-3 Evaluation of the management
approach

27–28

406-1 Incidents of discrimination andcorrective actions taken

a. Restrictions due to duty of confidentiality.
Numbers of reported incidents are notpublished for reasons of confidentiality.
b. Restrictions due to duty of confidentiality.
Details of reported incidents are not published for reasons of confidentiality.
i. – iv. In accordance with the provisions of
the MAHLE Group Compliance Organization Guideline all incidents of discrimination
are assessed, and corrective actions aretaken fromappropriate bodies.

Freedom of Association andCollective Bargaining
GRI 407:
Freedom of Association andCollective Bargaining 2016407-1 Operations and suppliers inwhich the right to freedom of association and collective bargaining may
be at risk

26103-1 Explanation of the material
topic and its Boundary28

103-2 The management approachand its components

28103-3 Evaluation of the management
approach28412-2 Employee training on humanrights policies or procedures

n/aa. No breakdown by operations,
suppliers, and countries is available.

Human Rights Assessment
GRI 103:
Management Approach 2016

GRI 412:
Human Rights Assessment 2016!

Supplier Social Assessment
GRI 103:
Management Approach 2016

GRI 414:
Supplier Social Assessment 2016

103-1 Explanation of the material
topic and its Boundary40

103-2 The management approachand its components

40–41

103-3 Evaluation of the management
approach

40–41

414-1 New suppliers that werescreened using social criteria414-2 Negative social impacts in the
supply chain and actions taken! Material topic

No precise data on participation inthese trainings is available yet.

Not reported/partially reported/reported in full

40

40–41

All new suppliers undertake to comply with
the MAHLE Supplier Code of Conduct.
We do not currently screen new suppliers
against social criteria.
No awareness of negative impacts in thereporting period.

AR = Annual Report

55
GRI Standard

Disclosure

Page

Status!

Customer Health and Safety
GRI 103:
Management Approach 2016

GRI 416:
Customer Health and Safety

103-1 Explanation of the material
topic and its Boundary39

103-2 The management approachand its components

39103-3 Evaluation of the management
approach39416-1 Assessment of the health andsafety impacts of product andservice categories

39416-2 Incidents of noncomplianceconcerning the health and safety
impacts of products and services

39

GRI 418:
Customer Privacy 2016

103-1 Explanation of the material
topic and its Boundary18

103-2 The management approachand its components

18103-3 Evaluation of the management
approach18418-1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer data18103-1 Explanation of the material
topic and its Boundary

14–15

103-2 The management approachand its components

15–16

103-3 Evaluation of the management
approach
GRI 419:
Socioeconomic Compliance 2016

a., b. Restrictions due to duty ofconfidentiality!

Socioeconomic Compliance
GRI 103:
Management Approach 2016

a. 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).

!

Customer Privacy
GRI 103:
Management Approach 2016

Omissions/explanations

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

15–16
Restrictions due to duty of confidentiality.
AR 2020, p. 58.

All major, relevant sustainability topics are organized by means of an integrated management approach for the purpose of identifying
and avoiding risks. The components of the approach, including policies, goals, responsibilities, resources, and feedback mechanisms,
are regularly internally reviewed to ensure their effectiveness. Modifications and optimizations are undertaken in line with current requirements. If there is an additional approach for a specific topic, this is explicitly stated in the applicable chapter. For ease of reading, wehave otherwise not given additional references in the “GRI content index.”

56

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
Die Filderklinik/Maks Richter
MAHLE-STIFTUNG GmbH/Charlotte Fischer
Katja Schnackenburg© 2021 MAHLE GmbH

MAHLE Sustainability

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

00007855EN.11/21

MAHLE International GmbH