Combined
Non-financial Report»

In short«

In the past fiscal year Jenoptik rose
the engagement score to72 %and thus by 4 percentage points.

The Combined Non-financial Report fulfils the requirementsof the C S R Directive Implementation Act.

4

J E N O P T I K Annual Report 2019
Combined Non-financial Report

Separate Combined Non-financial Report in accordancewith the CSR Directive Implementation Act
Our Take on Sustainability

Jenoptik sees its entrepreneurial activity as more than purely
the realization of commercial objectives; it is also something thatbrings with it an obligation to society and the environment.
Together with our customers, we create forward-looking trends
in the fields of energy efficiency, healthcare, the environment,
mobility, and safety. As an international technology company,
innovation is our driving force and the basis of our success inbusiness. Our products allow us to make significant contributions
to overcoming the societal challenges we face as well as tothe conservation and efficient use of resources.

Our understanding of sustainability is based on the convictionthat the best way to achieve our economic goals and lastingly
profitable growth is to adopt a position of responsibility to theenvironment and society. To meet this requirement the issueof sustainability at Jenoptik falls within the responsibility of the
Chairman of the Executive Board. Since mid-2019, the Investor
Relations & Sustainability department has been responsible forgroup-wide sustainability management at Jenoptik and reports
regularly to the Executive Board and Supervisory Board. The
Sustainability Working Group – comprising representatives of theInvestor Relations & Sustainability, Communication & Marketing,
Human Resources, Finance, Environmental Management andCompliance & Risk Management departments – regularly
discusses relevant cross-cutting issues.

Since the beginning of 2019, Jenoptik has been operating in
the new organizational structure with the Light & Optics,
Light & Production, Light & Safety divisions, and VINCORION as
an independent investment. Jenoptik mainly operates in thephotonics market and is a supplier of high-quality capital goods.
The Group is thus primarily a technology partner to industrial
companies and public sector contractors.

What follows is information on sustainability issues which areessential to a better understanding of our business performanceand the company’s development in the future.

G08 Materiality matrix
Priority
6.0

5.5

Relevance for Jenoptik’s business

More information on
the business modeland markets can befound from page 74

Position and Business Model

MediumpriorityTop
priority

Lowestpriority

Mediumpriority

Corporate cultureS ecuring substantial
growthInternational
distribution network

HR development

EmployerbrandingInnovation
process

Respect for
No tolerance for corrupt behaviour
human rights
Reputation
BrandCompliance with all applicable laws,
image
standards and guidelines
Patent development  /  IP management
Responsible business relations built on integrity

Customer management
Management capabilities
Quality management

5.0

4.5
3.5

4.0

4.5

Relevance for external stakeholders

54

5.0

5.5

6.0

15 Management

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Management Report

211 Further
Information• Business model page 74• Strategy from page 77 on• R+D / Innovation management from page 84 on• Risk & opportunities from page 117 on•	Diversity policy see Corporate Governance Statement,www.jenoptik.com/investors/corporate governanceMateriality Analysis
Jenoptik maintains ongoing dialog with all stakeholders.
On the basis of the analysis and independent assessment of all
non-financial aspects which are essential for sustainable businessdevelopment both from Jenoptik's perspective and from theperspective of the respective external target groups (customers,
business partners, employees, shareholders, suppliers and thegeneral public), further additional non-financial objectives (seetable page 57) were prioritized in 2019. The results of the overall
assessment are summarized in a materiality matrix and were also
entirely valid for 2019. Topics in the upper right quadrant areof major significance to the Group’s business development fromthe perspective of both Jenoptik and its stakeholders. G08 T10
The following overview reveals where Jenoptik sees its priorities
in the value chain.

T10  Jenoptik's key topics
Employee Matters

Environmental Matters

Social Commitment

Human Rights

Anti-Corruption

Other Topics

Corporate culture
HR development

Environmental
management

Commitment toscience & education,
art & culture as wellas in social projects

Respect forhuman rights

No tolerance forcorrupt behaviour

Brand & reputation
Quality management

Responsible business
relations built on
integrity

Innovation & patentdevelopment

Waste management
Processes to ensurecompliance withregulations

Compliance with allapplicable laws, standards and guidelines

Resource
management
Jenoptik's key topics

Topics reported on a voluntary basis

55

Corporate strategy

53
70

Combined Non-financial Report

The separate Combined Non-financial Report published here
serves the purpose of fulfilling the requirements of the CSR
Directive Implementation Act (CSR-RL-UG) in accordance with§§ 289b (3) and 315b (3) of the German Commercial Code
(HGB). The report covers the key issues in the areas of employees, the environment, social commitment, human rights andanti-corruption for both our external target groups and the company in the 2019 fiscal year. The information in the nonfinancial report applies equally to the Group and JENOPTIK AG;
any information that differs is indicated. The description of
the approaches set out here is guided by Standard 103 of the
Global Reporting Initiative (GRI). This means that Jenoptik
describes components such as goals, existing guidelines, responsibilities, but also specific measures such as projects, programs
and initiatives. The GRI standard served as an orientation aid
for the selection of key figures, but was not used for further
detailing. This includes information on the number of employees, employees on parental leave or the fluctuation rate. The
materiality analysis and the risk assessment were prepared inaccordance with the requirements of CSR-RL-UG. In accordancewith § 315b (1) (3) of the German Commercial Code, referenceis occasionally made to other information available in the GroupManagement Report. The list below shows all the relevant
passages in the Management Report that are relevant to theseparate Combined Non-financial Report.

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J E N O P T I K Annual Report 2019
Combined Non-financial ReportNon-financial targets

Further information on
this can be found in
the chapter Targets andStrategies

For more on the
topic of innovation
and IP management
see R+D chapter
from page 84

See Corporate
Governance Reportfrom page 36 on

Our Strategy 2022 also goes hand in hand with a change incorporate culture towards a more open, agile and less complex company whose employees contribute to its success withcommitment and motivation. The JENOPTIK AG Executive
Board and Supervisory Board are actively committed to moresustainability and have determined additional non-financial
objectives for the Group in 2019. After “Employee Matters” hadalready been a top priority in human resources work since
2018 and measures aimed at increasing employee satisfaction
and the attractiveness of Jenoptik as an employer had been
implemented, management focused on the topic of “MoreInnovation” as well as the reduction of CO2 emissions and amore transparent supply chain in 2019. The promotion of goodframework conditions for more innovations and greater investment in research and development ensure substantial growthand play a decisive role in our future performance. In addition
to our already defined strategic goal of increasing our R+D output, including customer-specific developments, to 10 percent
of revenue by 2022, we therefore want to continuously increase
the share of revenue generated by products and platforms thathave been developed in the last three years (so-called Vitality
Index).
However, a need for action was also identified in other areas:
The requirements in connection with the goal of international
climate policy to limit global warming are constantly increasing,and companies are being increasingly called upon to contributeactively to the reduction of CO2 emissions. Therefore, we atJenoptik want to increase the proportion of green electricity
used at our main production sites to 70 to 80 percent of our
total electricity requirements by 2022, expand our vehicle fleet
to include vehicles with alternative drive systems and create an
appropriate infrastructure at our sites for charging all battery-powered vehicles. In addition, we also wish to implement
the increasing transparency requirements regarding humanrights. With regard to our supply chain, our goal is to meet thehigher standards of due diligence, thereby increasing transparency.
The non-financial objectives are described in detail in therespective chapters on the following pages, and are stated intable T10.

Detailed informationon our risk
management system
and major risks,
including inconnection with
non-financial
aspects, can befound in the Risk
and Opportunity
Report from page 117

In addition, we report on environmental issues as well as oursocial engagement on a voluntary basis, since our obligation to
the environment is particularly close to our heart and environmental issues are of key concern in all our business decisions.

56

However, our future success also needs a deep understanding ofcustomer and market requirements as well as a functioning sales
network.
Quality management and compliance are also of great significance to Jenoptik. We are equally committed to law-abiding
and compliant conduct with respect for human rights as weare to ensuring the above-average quality of our products andservices. As a responsible and socially committed company,
Jenoptik considers it its duty to play an active role in shaping its
environment. Dedication to our region is therefore anotherhigh priority.
All key topics are reflected in our new corporate strategy and arevalue drivers in our various areas of business.
Our materiality matrix sets out the basis of all our long-term
activities. These key topics are explained in detail in the sections
below.

Risks in Connection with Non-Financial
Aspects
Acting in conformity with rules and considering business risks
and rewards – for Jenoptik, these are the principles of responsible
corporate governance. The Group has a risk manual anda system of guidelines, thus providing a reliable reference framework for all employees worldwide. The group guidelines wererevised in 2019 in a structured process involving the central corporate departments, divisions and regions. The new version
reduces the scope of the content regulated at group level, andfor the first time provides a globally uniform framework thatcan be underpinned by more detailed regulations. The guidelines
are reviewed annually, and extended or updated as necessary.
The new group policy structure has been in force since
January 1, 2020.
Twice a year, Compliance & Risk Management identifies all
risks within the Group and discusses the top issues – set in net
terms – with the Executive Board. Our risk identification, risk
management and risk control processes incorporate non-financial risks in the areas of environment, social issues and corporate
governance, including climate-related risks in the form ofphysical risks and transition risks.
The net analysis did not identify any risks that are very likely
to have a serious negative impact on the specified key
non-financial aspects now or in the future.

15 Management

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Employee Matters
Our employees, with their experience and abilities, are our greatest asset and absolutely essential to the Jenoptik Group’sbusiness success. Structured HR work and the responsible andcontemporary approach to working conditions are therefore
among our most important tasks, because excellent businessperformance is only possible with dedicated employees.

137 Consolidated
Financial Statements

211 Further
Information

HR work at Jenoptik covers all employee-related operating andstrategic measures for the implementation of the Group’s
objectives and is thus an essential component of the overall
leadership and management process. HR is an internal, internationally active business partner which supports both the operating business and participates in the implementation ofstrategic decisions in all Jenoptik divisions. In doing this, HR
fulfills three different requirements. It delivers local service for

T11 Non-financial objectives and performance indicators
Objectives

Performance indicators

Status 2019

TargetCorporate culture• We want to increase thesatisfaction and commitmentof the employees• Fluctuation• Sick leave• Engagement Score• Net Promoter Score

4.1 %
5.6 %
72 %
69 %

< 5%
< 5%
> 68 %> 67 %

Recruiting• We want to fill more internal
vacancies with specialists who havebeen trained by Jenoptik• Training ratio in Germany• Numberof trainees taken on

3.8 %
93 %

> 4%
100 %

Brand & Reputation• We want to increase the attractiveness of Jenoptik as an employer• Fluctuation• E ngagement Score

4.1 %
72 %

< 5%
> 68 %

Innovation and R+D

Securing and boosting competitiveness, revenue and earnings throughsuccessful innovations:• We want to increase our R+D
output including customerspecific developments•R +D output

8%

10 % by 2022

• We want to increase the share ofrevenue generated with products
and platforms which have beendeveloped in the last three years•V itality Index *–Increase• We want to increase the proportion of green electricity used at
our main production sites and takethis issue into account in thepurchasing process• P roportion of green electricity

45.3 %

70 to 80% by 2022

• We want to expand our fleet
of vehicles with alternative drive
technologies and create an
appropriate infrastructure• Number of vehicles withalternative drive technologies
in the fleet•N umber of charging stations

4

Increase1

Increase• We want to increase transparency
in our supply chain in order toguarantee the protection of humanrights and the environment•C RSA Coverage Rateof the purchase volume

25 %> 40 %

Environmental
management

Supply chain
management

Reduction in CO2 emissions:* Will be recorded in the 2020 fiscal year

57

53
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AspectJ E N O P T I K Annual Report 2019
Combined Non-financial Report

all employees and managers, supports division-specific projects
and offers expert knowledge in the areas of recruiting, employer
branding, HR development, labor law and remuneration. HR
reports directly to the Chairman of the Executive Board, who isalso HR Director, via the function Head of Global HR.
The first point of contact for all HR-related issues in day-today business concerning the Group’s employees and managers
are the HR Service Partners. Each division has an HR Business
Partner who is part of the management team. Working with
the Division Management, the HR Business Partners develop
and implement strategic HR topics.

Jenoptik is modern and flexible in terms of leadership culture.
Key to this will be the respectful behavior in the workplace,balancing of career and family, flexible working hours, and ahealthy work environment. Examples of measures for 2019
include the introduction of remote working and the creation ofa health management position.
We measure the satisfaction and commitment of our employees
through an annual employee survey. This was conducted globallyfor the second time in 2019 in order to obtain a holistic picture.
In the survey, employees evaluate the various facets of their work
as well as the corporate and leadership culture. The commitmentof our employees (so-called Engagement Score) and the recommendation rate (so-called Net Promoter Score) are also measured. We have already achieved our non-financial objective of
increasing both of these KPIs in 2019.

Alongside an appealing corporate culture, we see our employees’ efforts, expertise, experience, and commitment tothe company as key value contributions. This was also
confirmed by the results of the materiality analysis, which in
Human Resources in particular point to topics such as corporate culture, HR development and employee satisfaction.
In 2019, the topic of “Employee Matters” was the focus of ouractivities. For monitoring purposes, during the past fiscal year,
an internal reporting system has been developed for special
non-financial performance indicators (KPIs); it provides the
Executive Board with regular information. In order to achieve
the defined goals, our HR team developed specific measures
which are described in the following sections.
Detailed information on gender equality and targets for the
proportion of women on the Supervisory Board, Executive Boardand the management level below the Executive Board can befound in the Corporate Governance Report and in the Corporate
Governance Statement.
More detailed
information on thetargets for the
proportion of women
can be found atwww.jenoptik.com
under Investors /Corporate Governance in the
Corporate Governance Statement

the field of photonics. At the beginning of 2019, we introduced
the Jenoptik values company-wide with an information andworkshop program.

A pleasant corporate culture provides guidance not only
for employees, but also for customers, suppliers, and potential
applicants. With the implementation of the group strategy
the focus is also on establishing a dialog-based corporate culture
characterized by initiative, respect for diversity and equal
opportunities. An intensive exchange with employees, customers and management representatives in the form of surveys,
workshops and interviews formed the basis for the three newly
defined Jenoptik values – open, driving, confident. We believethat committed and curious people always perform outstandingly. We value new ideas and develop them further in an open
dialog. In order to achieve our targets, we encourage employees
who drive things forward and who have the will to succeed.
We have the courage, the conviction and the expertise to seize
opportunities that present themselves and to be a leader in

58

68 percent of our employees, took part in the 2019 survey(prior year 67 percent). The engagement of our employees, theso-called “Engagement Score” improved by 4 percentage points
to 72 percent, i.e. 72 percent of our employees identify positively
with their duties at Jenoptik and are actively involved. With a“Net Promoter Score” of 69 percent (prior year 67 percent) morethan two thirds of our employees would recommend Jenoptik
as a good employer. This puts Jenoptik four percentage points
above the benchmark of 65 percent determined by our service
provider Qualtrics, the targets set by management to increase
the engagement and net promoter scores were achieved.
Our managers communicated the results of the employee survey
to their teams, who developed team-specific measures ina joint workshop. All measures are regularly presented to the
EMC (Executive Management Committee). The next employee
survey is scheduled for May 2020 and will measure the effectiveness of the measures implemented. In the most recent
employee survey, the top 3 topics were:15 Management

35 Corporate Governance

53 Non-financial
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Management Report•	Career advancement and development opportunities,•	Support from their supervisors in identifying areas ofdevelopment, and•	Transparent communication between Jenoptik and its
employees.

Jenoptik is family-friendly and responds to the needs of its
employees with flexible working hour models. Flextime,
part-time work, and flexible parental leave all make it easierfor our employees to strike their own balance between family
and working life. In 2019, 154 employees made use of parental
leave in Germany (prior year: 157 employees). The numberof part-time contracts in Germany rose to 7.1 percent in 2019(prior year: 6.7 percent). One of the most important preconditions for balancing career and family is the availability ofchildcare. For several years, Jenoptik has been investing in
daycare centers at the Jena, Wedel, and Monheim locations, aswell as in flexible childcare models. Therefore, our employees
are assured a place at the daycare centers.
The global staff fluctuation rate of 4.1 percent in 2019 itself
reflects a high level of employee satisfaction within Jenoptik as
an attractive employer. (prior year: 4.5 percent). Across Germany,
the fluctuation in the past fiscal year was 3.1 percent (prioryear: 3.7 percent).

211 Further
Information

HR development is a key factor that determines the future viability of the company and the commitment of our employees. To
help promote them in line with their potential and interests, thedevelopment needs are assessed in regular staff appraisals andappropriate training is sought. Regular staff appraisals were held
at all sites in 2019, which we verified in the employee survey.
In 2019, Jenoptik invested around 2.6 million euros (prior year
2.5 million euros) in the professional development of its employees. This includes both the costs for trainees and students at the
Cooperative State Universities and the costs for further training
for our employees. Learning at Jenoptik is structured according
to the 70:20:10 principle: as employees and their supervisors
are the experts for their own further development, 70 percent oflearning takes place in the workplace and 20 percent throughlearning from others. Classroom or online training makes up only
10 percent. The topic of e-learning will be the focus of HR
development in 2020.
53

We are also following the 70:20:10 learning principle in thedevelopment of our managers: since 2019, there have been
three target-group specific programs aimed at high potentials,
new managers and experienced managers. Our managers
continue to be key drivers of a uniform leadership culture at
Jenoptik and thus of our corporate success. They are responsible for motivating the employees and have a direct influenceon their satisfaction.
HR Recruitment. Jenoptik’s HR requirements are guided by theGroup’s international growth strategy, resulting in a greater needfor recruitment in Asia, Canada and the USA. However, experts
and managers are also being sought in Germany. The audiences
addressed by recruitment and thus also HR marketing areprimarily specialists and skilled workers in the natural and engineering sciences as well as experts with business management
and legal backgrounds.
In order to fill more vacant positions with internal specialists
trained at Jenoptik, the training ratio was increased, taking into
account the retirement of employees in the context of succession
planning. This meant that significantly more trainees could be
hired in 2019. 65 young people began their training at Jenoptik
in 2019 (prior year 38). Thus, at the end of 2019, a total of
142 trainees were employed by the Group throughout Germany.
For 2020, the number of trainees is to be increased to a totalof 172. This will create 30 additional apprenticeships. The trainee
retention rate in 2019 was 93 percent (prior year 90 percent).
The trainees were taken on for an unlimited period by the company.

59

70

Combined Non-financial Report

In 2019 we also conducted a survey of our new employees(entries January to September 2019) on the onboarding process
at Jenoptik for the first time, with the objective of further
improving this process. Among our new colleagues, the Engagement Score and the Net Promotor Score were both 90 percent. The satisfaction with our recruiting process is 93 percent,while satisfaction with our onboarding process is 86 percent.
From 2020, structured exit interviews will also be conducted inaddition to the two surveys.

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J E N O P T I K Annual Report 2019
Combined Non-financial Report

Specific support for school students, university students andgraduates forms part of the Group’s expertise strategy, ensuring
early loyalty to the company and thus simplifying therecruitment process. A selection of targeted initiatives andcooperation arrangements is shown below in table T12.
Increasing attractiveness as an employer is the focus of employer
branding at Jenoptik. Clear and distinctive positioning as an
attractive employer should support recruitment and develop
a positive and unmistakable employer image as a future-oriented, innovative high-tech company in the photonics industry.
The definition of the employer brand and the development of
the associated values (Employer Value Proposition) were carriedout on the basis of the Jenoptik Strategy 2022 under the
motto “More Light”. Last year, the focus was on target-grouporiented communication using social media channels . This
makes it possible to flexibly adapt communication with the target groups to the current market situation and to measure thesuccess on the basis of different key figures as well as to derive
further measures.
Since 2019, Jenoptik has been using a uniform international
applicant management system which replaced the previous
country-specific systems.

Occupational health and safety are also key topics affecting thebasic needs of our employees and their satisfaction in the workplace. They are firmly anchored in the Group’s operating processes and aim to minimize risks arising in the work environmentthat may endanger employees. The Jenoptik companies areeach responsible for applying the law on all aspects of occupational health and safety. The central Environment, Health and
Safety (EHS) department reports directly to the Chairman of the
Executive Board and is available to advise all companies. It
coordinates the relevant tasks and assists the Executive Board on
enforcing necessary measures. There are health and safetycommittee meetings in all divisions each quarter. In addition, allemployees are briefed on issues relating to health and safety
at work at least once a year. At all of the German locations,around ten percent of the workforce are trained as first-aiders.
The number of reportable workplace and commuting accidents
in Germany fell to 10.72 per 1,000 employees in 2019 (prioryear 12.42 per 1,000 employees). This figure includes workplace accidents (WA) at 43.75 percent and commuting
accidents (CA) at 56.25 percent. Compared to the members of
the ETEM trade association, Jenoptik is thus clearly below theaverage figure of 22.71 in 2018. In the interests of our employees’ health and performance, the Group offers regular medical
examinations by a company physician. In 2019, we once again
held health days for employees at German sites. Since 2019,
company health management at Jenoptik in Germany has been
centrally managed by the Corporate Center. In the current
fiscal year the associated structures in the company will befurther developed and various initiatives launched.

T12 Initiatives and coorperations (selection)
Jenoptik supports• 	career guidance projects at schools, also offering their students the opportunity to complete an internship•	young researchers in Thuringia as a longstanding state-level corporate sponsor of the “Jugend forscht” initiative• 	various industry organizations to promote professional development activities• 	students in the form of degree theses, internships, and scholarships

Jenoptik works with•	selected universities around the world with regards to HR marketing and recruitment, for research
purposes, and to foster the professional development of its employees•	selected universities around the world via projects and is active through a range of committees andnetworks in an advisory capacity60

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Environmental Matters

Environmental management is a key part of our business practices. We comply with national and international laws andset standards in resource conservation and energy efficiency withrespect to the manufacture of our products. However we also
require our suppliers and contractual partners to comply with
relevant regulations to minimize environmental risks. As a manufacturing company, we set our focus on efficient resource
management so as to reduce energy consumption and greenhouse gas emissions to the best of our ability, use commodities and materials in a safe and resource-saving manner andto largely avoid producing hazardous waste. We espousegood environmentally friendly design and the economical use ofresources as early as the development stage while minimizing
the impact on people, the environment and nature through regulated recycling and disposal. In line with their environmental
relevance, selected Jenoptik companies are certified in accordance with the ISO 14001 environmental management standard which globally sets out requirements for an environmental
management system. In 2019, all Jenoptik companies andsites were again audited for the required energy audit in accordance with DIN EN 16247.

211 Further
Information

Environmental management lies within the remit of Safety,
Occupational Health and Environmental Protection.
The Jenoptik companies are each responsible for applying thelaw on all aspects of environmental protection. The central
environmental protection officer is available to provide assistance where required and, as just one example, reviews allgroup investment projects with regard to their environmental
relevance. The managers responsible for environmental issues
at the German locations meet twice a year to share their experiences and ensure a standard approach to implementing environmental law requirements and processes. Waste officers takecare of all matters relating to the prevention, accrual, recycling,
and disposal of hazardous and non-hazardous waste.
Jenoptik continues to implement and in part exceed statutory
requirements relating to nature conservation and environmental
protection for new buildings, extensions and the modernizationof production facilities. State-of-the-art technologies for saving
resources and protecting the environment are applied when
fitting out production facilities. The company building for theLight & Production division at the Villingen-Schwenningen site,
construction of which has already begun, fully complies with theenvironmental protection standards introduced at Jenoptik. For
example, the new building is equipped with modern insulation,
sensor-controlled LED lighting and energy-saving heating andair conditioning technology. In addition, several charging stations
for electric mobility will be installed.

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Combined Non-financial Report

Long-term protection of our environment is of top priority for
us. We see the efficient use of resources and energy at all our
global locations as our corporate responsibility and here reportvoluntarily on key environmental matters in the Jenoptik Group.
As many of our products contribute to the efficient and responsible use of resources, Jenoptik primarily makes an indirect contribution to conserving resources and therefore also to protecting
the environment. In order to make an active contribution to
reducing CO2 emissions, we want to increase the share of green
electricity used at our main production sites to 70 to 80 percent
of total electricity requirements by 2022, expand our vehicle fleet
to include vehicles with alternative drive systems, and create
an appropriate infrastructure at our sites for charging all battery-powered vehicles.

137 Consolidated
Financial Statements

At the Jena site, an infrastructure project for a large building
complex was successfully completed in 2019 with the renewal ofa central ventilation system, the installation of an exhaust air
purification system and a system for heat recovery from exhaust
air. The roof of another large production complex was refurbished to improve energy efficiency, including renewed andmore efficient building heating as well as sustainable water
heating and ventilation technology.
The conversion of existing lighting to LED lighting is being examined and successively implemented at several sites worldwide in ongoing rebuilding measures taking into account costand environmental aspects. In addition, the energy efficiencyof the plant technology at the Jena-Göschwitz site was analyzed
in 2019. In the future, obsolete and resource-intensive technology will be replaced by low-emission and more resourceefficient systems if necessary.

61

For further information see section
Quality managementfrom page 67

J E N O P T I K Annual Report 2019
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Greenhouse gases. As a technology company, Jenoptik generates
only small volumes of emissions within its plants. The majority of
its pollutant emissions are attributable to procured and externallypurchased energy (district heating or electricity). Due to theavailability of data, we report our environmental data with atime lag to the reporting year. In addition to absolute energy
consumption, we are also reporting for the first time energy consumption in relation to revenue, thus making the developmentof energy efficiency in our production transparent. Total energy
consumption came to 90.59 MWh per group revenue of
1 million euros and thus remained in 2018 at the prior-year level(prior year: 90.15 MWh / revenue of 1 million euros).
Through the targeted purchase of renewable energies, Jenoptik
will source green electricity from European hydro power
throughout Germany from 2020. International sites will follow
gradually. This will take us a major step closer to our goalof increasing the proportion of green electricity used at our main
production sites worldwide to 70 to 80 percent of total
electricity requirements by 2022. In 2018, this already amounted
to 45.3 percent.

The consumption of the various media (electricity, district
heating, gas, heating oil, wood pellets) at all major Jenoptik
production sites was used to calculate the CO2 emissions.
The goal remains to record energy consumption throughout
the Group, and to this end additional sites were included in
the past fiscal year. Rochester Hills, Jupiter and Huntsville (USA),
Shanghai (China), France and the UK, Barrie (Canada) and
Switzerland have been included for the first time. Therefore, CO2
emissions rose by 10.8 percent to 12,843 tons in 2018
(prior year: 11,596 tons). T13
Water. Jenoptik does not require large volumes of water for its
manufacturing processes. Water is only used as a coolant, asa process medium and for sanitary purposes and comes primarily
from the public drinking water supply and from groundwater.
Nevertheless, as part of our water management, we take care tokeep water consumption as low as possible at all our sites. In
2018, 70,790 m³ of water were consumed at our main production sites (previous year 71,296). T14

T13 Energy consumption and CO emission by the major Jenoptik sites (in MWh and t)
2

Energy consumption

CO2 emissions

2018

2017

2018

2017

Germany

58,44758,348 *

8,038

8,188 *

Europe1,332 **

983

158 **

148

Americas15,543 **7,814

4,455 **

3,068 *

283

283

192

192

75,60567,428 *

12,843

11,596 *Asia / Pacific
Total* Corrected value due to harmonization of methodology** Figures cannot be compared with prior year as the number of the included production sites of Jenoptik increased in 201862

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Due to low volumes of water required for production processes,
we do not see ourselves encountering any key risks in thisarea. Conservation regulations also play a very minor role for
the Group due to its business purpose and the location of its
sites outside conservation areas.

In Germany, waste types are systematically recorded in all divisions categorized and their quantities calculated. The volumeof hazardous waste disposed of in waste treatment / disposal
plants in the 2019 reporting year increased to 179 tons (prioryear: 162 tons). In contrast, the quantity of non-hazardous wasterose to 1,100 tons (prior year: 1,022 tons), caused primarily by

so-called "clean days" at the German sites. In general, Jenoptik
aims to recycle waste through certified waste management facilities. Through continuous waste separation and training of theemployees on waste prevention, the amount of residual waste
was again further reduced. At the Triptis site, for example,
more plastic materials are being channeled back into the recycling process, thereby conserving resources, avoiding expenditure on waste disposal and generating income.
As a high-tech company, Jenoptik is dependent on a wide rangeof raw materials. In the face of an increasing scarcity ofresources, Jenoptik is committed to making sparing use of thematerials it uses. We comply with applicable regulations, forexample the requirements of the European chemicals regulation
REACH (Registration, Evaluation, Authorization and Restrictionof Chemicals) and the European RoHS directive (Restriction ofcertain Hazardous Substances), and are involved on associatedcommittees. The Product Compliance project was launched in2019 as a means of implementing efficient processes for the collection of relevant data. In the future, declarations from suppliers, raw material and chemical data can be systematically andautomatically evaluated and the respective declarations issued.
The objective of our purchasing processes is to meet all regulations relating to conflict minerals in compliance with the
Dodd-Frank Act.

T14 Water consumption (in m³)
Water consumption

20182017 *

Communal water supply

43,76747,008Groundwater from internal production

27,02324,288

Total

70,79071,296211 Further
Information* Values are partly based on estimates

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Waste. Within the scope of our business activities, hazardous
waste is also generated in the production processes, for example,
electronic scrap, adhesive residues or solvents. Our goal is to
avoid producing such waste generated during production as far
as possible or to recycle it or, at the very least, dispose of it
properly in order to minimize negative effects on the environment. In the production of semiconductor lasers in Berlin-Adlershof, for example, a new process helped to use less solvents. The
volumes sent for disposal or recycling are recorded locally and
we distinguish between hazardous and non-hazardous waste
within these categories.

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Resource Management. Many of Jenoptik’s innovative products
and services make a contribution to the efficient and responsible
use of resources. As a technology company, we are involved
primarily in the areas where our customers’ production processes
and products can be made more efficient. The table below
provides an overview of the contribution of selected Jenoptik
products to resource conservation. T15•	A commitment to the younger generation with projects inscience, education, and in the social arena.
•	Art and cultural projects to lend an attractive design to ourcompany locations and create good conditions for our
employees’ work/life balance.
•	A commitment to integration and internationality tostrengthen the foundations of business and society in the
future.

Social Commitment / Corporate
CitizenshipAs a responsible and socially committed company, Jenoptik
considers it its duty to play an active role in shaping its businessenvironment. As part of this process, our main concern is toachieve close, long-term partnerships, with the aim of providing
not just financial but also non-material assistance. With ourcommitment to society, we want to strengthen the confidence
placed in Jenoptik and boost our employees’ sense of identification with the company. We also expect this to have a positiveeffect on our brand image, reputation and our attractiveness as
an employer.

Supporting young people in their education and scientific activities, as well as in social projects – this is at the heart of Jenoptik’ssocial engagement. The Group supports a whole range of nonprofit projects, organizations and initiatives and is actively
involved in the following three areas, primarily in Germany but
increasingly also abroad:T15 Contribution of our products to resource conservation
Product

Contribution to resource conservation

Jenoptik diode lasers and laser machines for a wide range ofapplications, e.g. in medical technology or the automotive industry• The most efficient light sources available with an efficiency of
up to 70 percent• Resource-friendly alternative to conventional machining processes,
especially when processing high-strength steel with a lower weight

Optical systems and components for information and datatransmission as well as medical diagnostic procedures• Continuous further development towards even smaller crystalline
structures in semiconductor production opens up ever newer
application options,• Time-saving processes and cost-effective production, thereby
conserving resources

Metrology – systems and equipment to check shape and roughness,particularly in the automotive industry• The results are more precise surfaces and tighter tolerances inengine components (downsizing) and thus entire vehicles that
require less fuel and produce fewer emissions• More complex transmissions for hybrid cars demand theincreased use of metrology

Hybrid power generation systems to enable an efficient power
supply to the Patriot missile defense system• Use of battery technology to reduce fuel consumption• Longer life cycles for customers, lower service expenditure andthis product sustainability

Traffic monitoring systems check compliance with current roadtraffic regulations and improve traffic flow

• Contribution to increasing road safety and reducing accidents• Reduction in emission of pollutants and noise• Installation at the side of the road limits interference in theenvironment (no installation of monitoring gantries)

Toll monitoring systems on federal highways

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The duties of Corporate Citizenship are the responsibility ofMarketing & Communication. Group-wide guidelines govern
the principles of a structured and standardized approach todefining “Jenoptik as a Corporate Citizen” and ensure a uniform
method of handling donations and sponsorship queries, aswell as carrying out sponsorship projects.

211 Further
Information

In 2019, the group-wide program “Mitarbeiter im Ehrenamt”(Employees and Volunteering) was launched as a further pillarof social engagement. Volunteering is an important link in society. Many Jenoptik employees make an important contribution
to associations and organizations through their volunteeringwork. The new program encourages and honors this engagement.
Together with numerous partners, the Group is also active as amember of “Familienfreundliches Jena e.V.” (Family-Friendly Jena)
support group for projects conducted by the “Jenaer Bündnis
für Familie” (Jena Family Alliance) to improve general underlying
conditions, the work / life balance and equal opportunities in
education. Jenoptik supports various models of family-friendly
childcare, the “Saaleknirpse” in Jena, the “Wasserstrolche” inWedel, and the “Talentschuppen” in Monheim. For schoolchildren, once again there was the summer camp jointly organized
for children of Jenoptik employees and children of recognizedrefugee families.

T16 Social commitment - examplary projects
SocialJenoptik supports• 	Easter charity concert by the International Young Orchestra
Academy on behalf of the Elterninitiative für krebskranke Kinder
Jena e.V.
• “Friends of Foster Children”, Jupiter (USA)•	Fundraising campaign on the occasion of the New Year’s Eve
reception on behalf of ARCHE Berlin•	Summer camps for children of Jenoptik employees and childrenof recognized refugee families•	Promotion of “Mitarbeiter im Ehrenamt”• 	Project “Mitten im Leben” in the Bürgel parish• 	Christmas campaigns on behalf of sick and needy children at the
Jenoptik locations Jena, Jupiter and Huntsville

Sience & Education

Jenoptik is a partner for ...

• 	Global competition "SPIE Startup Challenge"• 	The Thuringian young researchers competition“Jugend forscht” (since 1991)• 	Competition “Schüler experimentieren” (since 2012)• 	Applied Photonics Award of Jena-based Fraunhofer IOF• 	Student project “Hinterm Horizont macht Schule”• 	Lothar Späth Award for Outstanding Innovations in Scienceand Economy• 	70 years of the German Basic Law: New version as magazine
in modern layout – for schools and educational institutions
Art & Culture

Jenoptik promotes artists throughits own series of “tangente” art exhibitions(since 1994):

Jenoptik supports cultural projects
with partners:• tangente: Thomas H. Saunders “Art of Microscopy”•	Art exhibition OSTER+KOEZLE “raum+stoerung” at the Friedrich
Schiller University and tangente "rooms + architectures" as part ofthe 100th anniversary of the Bauhaus in 2019•	Open-air Cultural Festival “Kulturarena” organized by thecity of Jena•	Summer theater spectacular by Theaterhaus Jena•	Summer concert series at the Thalbürgel monastery church

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Our dedication to our region is of particular relevance. Since
1996, the Group has acted as the patron of the “Adult Initiative
for Children with Cancer Jena”. Donations both made by
Jenoptik and collected from partners, and the organization ofvarious events, have helped to support children with cancer
and their parents. Particularly worthy of note is the Easter Charity
Concert given by the International Youth Orchestra Academy,
the proceeds of which are donated to the initiative. T16

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Combined Non-financial Report2019 was marked by a number of important anniversaries,
which were also reflected in our social engagement. For example, Jenoptik sponsored a project in which schoolchildren
addressed the 30th anniversary of the fall of the Berlin Wall and,
under the patronage of the Udo Lindenberg Foundation,
brought the musical “Hinterm Horizont geht's weiter” (Behindthe Horizon Life Goes On) to the stage of the German National
Theater in Weimar. In the USA, Jenoptik employees at theJupiter site worked with "Friends of Foster Children" from Palm
Beach County to bring holiday joy to children. Also in Jupiter,
staff members provided family-style Thanksgiving meals to theneedy in the region and participated in food collections.
Employees in Huntsville supported the “Kids to love” foundationand collected toys and donations for children for Christmas.
At the Jenoptik site in Barrie, Canada, employees support the“Great Cycle Challenge”, a charity campaign for the fightagainst childhood cancer. The employees fulfilled gift requests
in the form of toys and cash donations to bring a smile tothe children’s faces during this time.
Since the company’s earliest days, Jenoptik has been enriching
life in Jena with art and cultural projects. The in-house“tangente” series of art exhibitions is a key part of this endeavor.
Jenoptik also sponsors art projects by partners, such as an art
exhibition organized by the Friedrich Schiller University in Jena
to mark the 100th anniversary of the Bauhaus in 2019.

Respect for human rights is a high priority for Jenoptik, especiallyin the supply chain. Jenoptik is committed to internationallyrecognized standards of human rights and does not tolerate any
form of slavery, forced labor, child labor, human trafficking or
exploitation in its own business operations or those of its supply
chain. We also expect our suppliers to comply with andrespect internationally recognized human rights standards, e.g.
the Slavery and Human Trafficking Statement. The compliance-relevant processes are continuously revised in order to
identify violations and high-risk business partners in good time.
In a two-step process, a supplier compliance declaration andan additional code of conduct for distributors first oblige all
our business partners to adhere to the law. In the second step,a centralized high-risk business partner screening process is used
to ensure that Jenoptik cooperates only with those business partners that meet all of its compliance requirements.
Anti-corruption. Jenoptik fights all forms of active and passive
corruption and expects all its business partners to do thesame. We also see it as our responsibility to ensure that ourcustomers and suppliers act in compliance with the law. For
detailed information on Jenoptik’s compliance management
system, the company guidelines and codes of conduct for
employees, suppliers and sales partners, our online training,and our whistleblower system, we refer you to the Corporate
Governance Report from page 36 as well as the Risk andOpportunity Report from page 117.

Responsible Corporate Governance66

Future Business

G09 Classification of suppliers

Preferred
Supplier

Mandatory Supplier

Current
Business

In a globalized market environment, Jenoptik is fully committed
to responsible corporate governance and law-abiding, compliant
conduct. We make our business decisions with this in mind andalways work to ensure that our actions are in accordance withregulations, laws and our values. Compliance & Risk Management therefore lies within the remit of the Chairman of the Executive Board, and the department reports directly and regularly
to him. The Director of Compliance & Risk Management is inclose contact with all employees throughout the organization,
controls the Group's opportunity and risk management system inclose cooperation with the central divisions and the divisions’risk officers. Over the past fiscal year, our compliance organization has been expanded and internationalized. A data protection officer is the group-wide contact for all data protection
matters. In the North America and Asia / Pacific regions, the teamwas strengthened with regional compliance officers. Since
the beginning of 2020, Compliance & Risk Management has also
taken on group-wide responsibility for export and customs controls.

Additional
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Supply chain management. As one of our most importantresources, our supplier base has a significant influence on thevalue contribution of our products, but also sustainability andenvironmental protection. We partner with our suppliers allalong the value chain on a long-term basis. When selecting
our business partners and when working together, we take into
account their performance in terms of safety, health, the environment, social standards and fair business practices in order tofurther develop an integrated supplier management system.

Our Code of Conduct for Suppliers to the Jenoptik Group isbinding on all suppliers worldwide, irrespective of procurement
volume, and serves as the basis for contractual relationships.
Among other things, it includes topics such as compliance withlaws and regulations, respect for human rights, the prohibitionof forced and child labor, the responsible handling of conflictmaterials and the obligation to protect the environment. As
part of a qualification process, the Code of Conduct of new suppliers is requested. The qualification process also includes therequest for a “Corporate Social Responsibility Supplier Self-Assessment (CRSA)” – a questionnaire for suppliers on sustainability
topics in the social, compliance, governance and environmental
areas. An evaluation of the questionnaire is carried out interdivisionally with the Compliance & Risk Management, and Safety,
Occupational Health and Environmental Protection departments.
As a last resort, a phase-out process is initiated.

211 Further
Information

Purchasing in the Jenoptik Group is globally positioned andresponsible for all procurement activities and the implementationof responsible supply chain management. The various purchasing
categories and product groups are controlled and managed bycategory / commodity managers worldwide. The Vice President
for Corporate Supply Chain Management & Procurement reports
directly to the CFO of JENOPTIK AG.

Quality Management and Brand Image
Quality management. The key to Jenoptik’s success as atechnology company primarily lies in the quality of its products
and solutions. Longstanding collaborations with key customers, sometimes in the form of development partnerships, andthe confidence placed in us by our partners are proof thatour products and solutions are of superior quality. As a quality
leader in many of our product areas, we are committed toensuring that the quality of our products and services is above
average. Quality management at Jenoptik is managed locallyin the business units and falls within the responsibility of thehead of the divisions. Each division applies individual quality
indicators. The following overview summarizes key KPIs for
quality management in the Jenoptik Group. T17

T17 KPIs for quality management
Criterion

Examples for KPIs of the divisions

Quality froma customer perspective• Customer satisfaction• Complaint cost ratio• Warranty and guarantee costs

Quality as an internalbusiness partner• Internal audits• 	Measures in the process of continual
improvement• 	Process and product quality- Production yield / quality grade- Reworking costs- Reject costs

Quality from the
supplier’s perspective

67• External supplier audits• Suitable suppliers• 	Supplier quality and deliveryof defective parts

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Our business partners are classified and assigned to different
phases of a supplier life cycle within the scope of strategic supplier management. Our Preferred Suppliers are distinguished bytheir strategic importance for the future business with Jenoptik.
They are qualified according to uniform criteria applying groupwide. We hold a strategic meeting with our Preferred Suppliers
at least once a year at which we discuss supplier assessment
and their development. We use a scorecard to help set targets
and measures relating to quality, logistics, technology, costs
and sustainability. G09

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One measure to ensure and further improve our quality is ourquality initiative, the impact of which can be seen in all areas of
the business – from the development of new products to quality
planning and assurance and all the way to the quality of thefinished product. In 2019, topics such as international quality
and occupational health and safety as well as environmental
protection programs were developed on the basis of the Jenoptik
and divisional strategies. Within the Automotive area, forexample, the Jenoptik subsidiary Five Lakes Automation was
integrated into the division’s international QM system anda new quality reporting and rollout plan was developed forupcoming certifications. The initiative will continue to run

in 2020, now with an increased focus on internal customer andsupplier relationships.
In addition to certifications, further issues in quality managementat Jenoptik include standardization, process controls, tests as wellas continuous dialog with customers, e.g. analyses of customer
satisfaction. Almost all the group companies comply with therequirements of quality management standard ISO 9001; manyof them also meet the requirements of the ISO 14001 environmental management system.

T18 Certification within the Group (selection)
Certification

Description

2019 actions

ISO 9001

Certification of quality management processes• 	Matrix certification of all German sites of theLight & Optics divison• 	Certification in the Light & Production division• 	Certification in the Light & Safety division• 	Certification of JENOPTIK Shanghai PIE Co. Ltd.

ISO 50001

Certification of the energy management system• 	Certification of Photonic Sence GmbH due toenergy-intensive machining processes

EN 9100

Certification of quality management processes
specific to the aerospace and defense industries• 	Re-certification at VINCORION

ISO 13485

Certification of comprehensive quality management
systems for the design and manufacture of
medical products• 	Recertification in the Light & Optics division

ISO 14001

Certification of the environmental management system• 	Matrix certification of all German sites of theLight & Optics division, integration of Laser GmbHin the environmental management system of Jenoptik
Optical Systems Germany• 	Re-certification in the Light & Production division• 	Re-certification at VINCORION

ISO / TS 16949

Certification for the automotive industry• 	Follow-up audit and special audit at the Triptis
location (among others due to merger of the German
companies Jenoptik Optical Systems and Jenoptik
Polymer Systems)

IRIS

International Railway Industry Standard• 	Certification at VINCORION

ILO - OSH - 2001 /OHSAS 18001 or
DIN ISO 45001

Certification of occupational safety andhealth management• 	Re-certification in the Light & Production division• 	Re-certification at VINCORIONAQAO 2110 / 2210

NATO quality assurance system• 	Renewal of certification at VINCORION

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211 Further
Information

Our brand image and reputation are of key importance – thetrust placed in us by our stakeholders, our position in thecompetitive environment, our attractiveness as an employer,
and the identification of the employees. As an international
photonics group, we work in many different markets and compete with numerous companies. Our brand image makes
us visible, assessible and attractive to customers, as a supplierof high-quality capital goods, and to future employees. We
strengthen trust and therefore lasting and stable relationships
with our customers and suppliers, shareholders and otherstakeholders through transparent communication. Internal andexternal communications are the task of the central Communication and Marketing department at Jenoptik, which reports
directly to the Chairman of the Executive Board and ensures aconsistent image for the overall Group and the Jenoptik brand.
The aim is to ensure that the company’s communications andpublic image are modern, distinct, ongoing and memorable, as
well as oriented towards the Executive Board’s strategic targets.
Operational topics relating to markets, technologies and products are managed locally by the division marketing managers
in the operating areas. Group-wide guidelines govern cooperation between the Corporate Center, divisions and regions.
Communications to the capital market are the responsibility ofInvestor Relations & Sustainability, which also reports to the
Chairman of the Executive Board and remains in close contact
with Communications and Marketing.

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The table on page 68 shows a selection of group certifications and actions undertaken in 2019. The Light & Optics division
has successfully passed the matrix certification in accordancewith the ISO 9001 and ISO 14001 international standards for
quality and environmental management for several sites. The
German sites of VINCORION also received the re-certification
audits for the implementation of their quality and environmental management systems. Successfully audited were theimplementation of the environmental management standard
ISO 14001:2015 (in Wedel and Essen) and compliance with theindustry-specific standard EN 9100:2018 (in Wedel and Essen).
In 2019, the Light & Production division also received the certifications for the ISO 9001:2015 quality management systemand the ISO 14001:2015 environmental management system.
The auditors certified a good system of integrated process
analysis, a good risk/opportunity analysis and saw strengths ininnovation management. In addition, they certified that theemployees receive a very high level of training. In June, the Automotive division’s production area at the Shanghai site successfully passed an audit by the Deutschen Gesellschaft zur Zertifizierung von Managementsystemen (DQS). For the first time, theplant was audited comprehensively with respect to the requirements of ISO 9001. The shop floor management in assembly
received an especially good report. T18

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Further informationon the subject of innovations can befound in the chapter
R+D from page 84

More information canbe found in the Corporate Citizenship section of this chapter,on page 64

Within the highly specialized photonics market, which ischaracterized by a multitude of smaller companies, the Jenoptik
brand is perceived as synonymous with a major supplier – withan integrated brand image covering all products. We have beenshaping the Jenoptik umbrella brand throughout the Group forover ten years. With “Strategy 2022,” the Group is concentratingon the core photonics competencies in light and optics under
the Jenoptik brand. Our mechatronic business is managed under
the independent VINCORION brand, which better meets the
specific market requirements. A uniform corporate culture which
supports the strategy on the basis of a common understanding
and shared values is essential for a clearly positioned brand.
Using surveys, workshops and interviews, employees, representatives of Jenoptik's management as well as customers and partners were intensively involved in the development of the three
Jenoptik values “open, driving and confident” and the positioning of the Jenoptik brand. Jenoptik has been positioning itself inthe market and against the competition as a top photonics
provider since the beginning of 2019. The new Jenoptik brandhouse with a clear customer promise, defined distinguishingfeatures and a new corporate design has been in place since
February 2019. In order to reinforce the new values morestrongly, various marketing processes were revised in 2019 andaligned with the value “open”. Employees are being involved
more than before in marketing topics:•	A voting tool enables employees to participate in the choiceof advertising materials•	“Corporate Volunteering” encourages our employees to carryout volunteering activities•	Photo competition for employees on the subject of “morelight”

70

In addition, new social media channels were opened (e.g. Instagram). Further projects will follow in 2020. Our departments arealso focusing on the new values. For example, our entire innovation process has become more open and is oriented towards thevalue “open” with the motto “Speed up innovation”.
A new and globally developed communications concept wasderived from the brand house in 2019 in order to strengthen thevalue “confident” in group-wide communications. A modular
concept allows for uniform communication for various marketing
instruments such as advertisements, trade fairs or video statements, which can yet be tailored to the needs of the divisions.
Jenoptik benefits from the reputation of our main location Jena,
which is highly renowned by scientists and customers as an“Optical Valley”. Jenoptik is conscious of this reputation and is
involved in various activities aimed at sustainably improving
the location.
The audit report for the separate Combined Non-financial Report
can be found on page 220.