Sustainability Report 2019

Miele Sustainability Report 2019

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

Contents
FOREWORDMIELE AT A GLANCE
What Miele stands forMiele worldwide
Products
Value chain

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

Milestones

Strategic approach

Strategic approach

Strategic approach

Strategic approach

Sustainability strategy

Development and innovation

Natural resources and materials

HR management

Sustainability management

Product portfolio and quality

Supplier management

Occupational health and safety

Stakeholder engagement

Customer orientationand information

Environmental management

Training and education

Resource efficiency

Diversity and equal
opportunities

FACTS & FIGURES
Key figures
GRI content index

Disposal and recycling

ABOUT THIS REPORTEnergy and emissions
Logistics and mobility

Social engagement

IMPRINT

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Miele Sustainability Report 2019

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FACTS & FIGURESCONTENTS

Foreword from the Executive Board
Dear readers,
We once again look back on two successful
business years. Never before has Miele generated more turnover and sold more appliances.
We have gained further market share in Germany and in other important markets. Ourinvestments in innovation and growth – particularly with a focus on the challenges andopportunities of digitalisation – have risen torecord highs for two successive years. Moreover, Miele now offers more than 20,000
people worldwide a place to work. We aredelighted at that figure, and we would liketo take a moment to thank our employees,
without whom this positive long-term development would not have been possible. Still,
we also know that the constant growth ofthe company brings with it a special responsibility. That is why Miele continues making
every effort to be a responsible and appreciative employer, business partner and neighbour.
The proverbial reliability and durability ofMiele’s appliances are a part of the company’s identity. Yet we also aim to offer ourcustomers pioneering innovations time andtime again that enrich their lives. The Dialog
oven, which combines conventional cooking
technology with electromagnetic waves, isone example of these innovative achieve-

ments. Our Generation 7000 dishwashers,with their AutoDos automatic detergent dispenser, are also a unique addition to themarket. Thanks to their intelligent connectivity solutions, both appliances are raising thebar in smart home technology. More connectivity at home means more convenience, butalso places data privacy issues squarely inthe focus of public attention. We are happy
to rise to our corporate digital responsibility.
The development and introduction of ourMiele Privacy Policy is just one example of thesteps we took during the reporting period.
This holistic perspective and the consideration of potential conflicting objectives help us
during the product development process. Afterall, we want our appliances to grow more andmore efficient and provide greater convenience.
SingleWash is an example of how conflicting
objectives can lead to innovative solutions.
The function is the response to a common
problem: Washing machines are often run forlight loads in everyday life, consuming unnecessary amounts of resources. SingleWash
makes it possible to wash even single items ofclothing economically, quickly and hygienically.
That is because it precisely adjusts water consumption to match light loads, automatically

CONTRIBUTION TO THE SUSTAINABLE
DEVELOPMENT GOALSIn 2015, the United Nations adopted the Sustainable Development Goals (SDG). They are at theheart of the 2030 Agenda for Sustainable Development. The 17 SDGs aim to address some of themost urgent global challenges and reduce extreme
poverty. Miele is committed to the SDGs and is dedicated to making a contribution to achieving thesegoals and sub-goals as part of its business activity.
See the SDG icon at the start of each chapter tofind out which goal Miele is focused on achieving
in a particular area of action. Miele also refers to
the SDGs in the overview of its > value chain.

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leading to lower energy consumption. Wastingwater and energy are just as much a thing of
the past as waiting for weeks to do laundry.
This innovation, along with many others, is partof our vision to make Miele the most sustainable company in the industry – and to makesure people see us as such. That is why wehave been a member of the UN Global Compact since 2004. We are committed to the ten
universal principles of the initiative, as well as
the aim of the Paris Agreement to limit global
warming to less than 2 °C. Furthermore, weare doing our part to help achieve the Sustainable Development Goals of the United Nations.

The Executive Directors from left: Dr Stefan Breit, Dr Markus Miele,
Olaf Bartsch, Dr Reinhard Zinkann and Dr Axel Kniehl

Nearly all of our plant locations have now
developed their own programmes based on
the objectives of our sustainability strategy,
which they are working step by step to achieve.
We have also made progress on our specific
CO2 emissions per item, per tonne of productand per employee, which have fallen by up
to 11 percent compared to 2015. Absoluterises in CO2 emissions and energy consumption during the period under review are for themost part due to increases in production.
The use of energy-efficient domestic
appliances has the greatest impact onbringing down CO2 emissions. This showsa sample calculation of the emissions

FACTS & FIGURESCONTENTS

of our appliances. For the first time, wehave investigated the entire use phase.
On balance, our goal is to continue to reduce
emissions. Sustainability rankings suchas the Sustainability Image Score furnish
proof that our efforts have not gone unnoticed. In 2017, Miele took the top spot in
the Sustainability Image Score for the firsttime, making it the brand that people in Germany perceive to be the most sustainable.
To learn more about sustainability at
Miele, please continue reading thisreport. We hope you enjoy it.
Miele & Cie. KG Executive Board
Olaf Bartsch,
Executive Director Finances and Administration
Dr Stefan Breit,
Executive Director Technology
Dr Axel Kniehl,
Executive Director Marketing and SalesDr Markus Miele,
Executive Director and Co-Proprietor
Dr Reinhard Zinkann,Executive Director and Co-Proprietor

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MANAGEMENT & PROCESSES

Miele ata glance

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> What Miele stands for>> Miele worldwide>> Products>> Value chain>> Milestones

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What Miele stands for
A matter of tradition: products and solutions that set standards[GRI 102-1, 102-2, 102-3, 102-5, 102-7,
102-8, 102-16, 102-18, 203-2] For 120
years, Miele has been synonymous withhigh-quality domestic appliances and commercial machines and is regarded as the
epitome of reliable and long-lasting products. Miele aims to continuously delight its
customers with unparalleled quality, innovative technology, perfect results and timelesselegance, while also playing a pioneeringrole in energy efficiency and environmental
protection. “Forever Better”, the precedent set by the company founders, sums it
up. The owners and Executive Board feelan obligation towards the employees, customers, suppliers, the environment andsociety. Miele embodies partnership-based
conduct towards its business partners, anemployee-focused corporate culture as wellas continuity of values, goals and leadership. The family-owned company is now in its
fourth generation, with the two founding families Miele and Zinkann holding 100 percentof the shares. This ensures independence
from the interests of external investors. The
company focuses on the Miele brand andits positioning in the premium segment. Digital products and services from the Smart
Home division are playing an increasingly
important role, as are solutions for commercial users in the Professional division.

HEADQUARTERS
Gütersloh has been theheadquarters of theGroup since 1907.

EXECUTIVE BOARD
The Executive Board of
the Miele Group consistsof five Executive Directors
with equal voting rights.
These include two Executive Directors who act
as representatives of theowner families, as well as
three Executive Directors
with divisional responsibility, who are not associatedwith the families.

4.1

FACTS & FIGURESCONTENTS

generated
BILLION inbyturnover
the Miele GroupEUROS in 2017/18

MIELE
BETEILIGUNGS-GMBH
Sales subsidiaries, international plants andparticipations

IMPERIAL-WERKE OHG
Subsidiary (100 percent) of
Miele & Cie. KG with plantsin Bünde and Arnsberg

MIELE VENTURE
CAPITAL GMBH
Subsidiary (100 percent)of Miele & Cie. KG basedin Gütersloh, focus:
Start-up funding Smart
Home/Industry 4.0

MIELE & CIE. KG
Central administration, plants
and subsidiary in Germany

EMPLOYEES & SOCIETYSTEELCO GROUP
Majority stake in Italian
medical technology
company, Treviso

20,098EMPLOYEESof which 11,225 in Germany
as at 30 June 20186

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FACTS & FIGURESCONTENTS

Miele worldwide
Regionally based, internationally active[GRI 102-1, 102-4, 102-6, 102-7] Miele producesin 13 plants at a total of 12 locations, 8 of which
are located in Germany. Appliances are also produced in Austria, Romania, the Czech Republic
and China. In addition, Steelco and other manufacturing partners also produce for Miele. As a
key employer in these regions, Miele is aware of
its responsibility. A central policy at Miele is therefore to keep jobs secure at all company locations.

50

COUNTRIES
with own sales subsidiaries

12

PRODUCTION
SITES

Gütersloh, Arnsberg, Bielefeld, Bünde,Euskirchen, Lehrte, Oelde, Warendorf, Bürmoos(AT), Braşov (RO), Dongguan (CN), Uničov (CZ)

TURNOVER BY REGION
as a percentage

6
19

30

2017/18

20

24

Germany

North and South America,
Australia, New Zealand,
and South Africa
Asia

Northwest Europe
Southern,
Eastern, andCentral Europe

SALES REGIONS
With its own subsidiaries and importers,
Miele is represented in about 100
countries. After Germany, the USA andAustralia are the regions with the highest
turnover. Asia constitutes the biggest
growth market, with Canada, Austria andRussia also featuring prominently. The
sales subsidiaries are also responsible
for the international implementationof Miele’s sustainability strategy.

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FACTS & FIGURESCONTENTS

The products
Leading solutions for domestic
and commercial purposes[GRI 102-2, 102-6, 102-7] With six million
appliances sold in 2017/18, Miele is the world’s
leading supplier of premium appliances for
kitchen, laundry and floor care. In addition,
Miele also offers solutions for commercial
applications: in 2017/18 alone, 92,000appliances were sold for commercial usage,
medical facilities and laboratories.

DOMESTIC
ATPPLIANCESCOMMERCIAL
MACHINES

SMART HOME AND
CUSTOMER SERVICECARE PRODUCTS
AND ACCESSORIES

Floor care:

Medical technology:• Cylinder and uprightvacuum cleaners• Washer-disinfectors• Miele@mobile app:control devices
via smartphone• Detergents (forwashing machines)• Stick vacuum cleaners• Robotic vacuum
cleaners 1)
Laundry care:• Washing machines• Washer dryers• Tumble dryers

TURNOVER BY BUSINESS AREAS

Laundry technology:• Washing machines• Tumble dryers• Rotary ironers
Dishwashingtechnology:• Rotary ironers• Fresh water
dishwashers

Kitchen appliances:• Tank dishwashers• Steam ovens/
combination units

as a percentage

5• Lab washers

4• Dialog oven
• Cooker hoods

13• ShopConn@ct: order
detergent via app• Detergents (fordishwashers)• Appliance maintenance• Voice control: operate
devices via Alexa• Tumble dryer fragrance• HomeVision: camera
on robotic vacuum
cleaner sends live
images to smartphone• Vacuum cleaner bags

• Process chemicals(commercial)• Appliance accessories• SmartStart: connect
washing machines
to a (renewable)
electricity supply• Con@ctivity: cooker
hood adapts to the hob• MChef app: orderhaute cuisine via app• Dishwashers• Cookers and ovens/
combination units

2017/1878• Coffee machines 1)• Hob units• Refrigerators andfreezers 1)• Microwave ovens 1)

Domestic appliances

Customer service• Vacuum drawers 1)

Professional

Care products
and accessories• Warming drawers

1)• Wine conditioning units 1)

6.1

MILLIONdomestic appliancesand commercial
machines sold byMiele in 2017/18.

1) Commercial machines, service, and spare parts.
1) Miele cooperates with manufacturing partners on these appliances.

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SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

The value chain
Keeping the entire service life in mind
[GRI 102-9] The Miele value chain extends across product development, theselection and procurement of raw materials and components, through to
production in the Miele plants, transport and sales, and usage itself. The
chain ends with the recycling or disposal of the appliances.

PRODUCTDEVELOPMENT

SUPPLY CHAIN

PRODUCTIONSALES & TRANSPORTUSE

RECYCLING &DISPOSALRISKS AND OPPORTUNITIESNew business models
and digital solutions are
helping Miele open up newmarkets. However, this canalso lead to new challenges
regarding sustainability.

Increasingly complex
supply chains and anincreasing scarcity of raw
materials require more
supply chain transparency.
However, partnershipbased supplier relationships
and collaborative solutions
also offer opportunities.

Increasing energy andresource efficiency inproduction is helping offset
higher energy and material
costs. For companies with ahigh level of vertical integration,
the shortage of skilled workers
also presents a risk. It canhave a negative impact on
productivity. Employee
satisfaction is a decisive factor
in meeting this challenge.

Transport-related emissions are at the centreof public debate. In
addition, the number ofregulations is increasing. Logistics must be
made more environmentally friendly.

Shifts in the market
can have a positiveor negative impact on
the demand for sustainable products. The
promotion of sustainable consumption is an
essential opportunity.

Around the world, rawmaterials are becoming
scarcer and their costs
are rising. This requires
comprehensive measuresin order to conserve
natural resources.
Durable and recyclable
products make a positive
contribution, as does
the increased use ofrecycled materials.

MIELE IS MAKING A CONCERTED CONTRIBUTION TO SUSTAINABLE
DEVELOPMENT THROUGH THESE SUSTAINABLE DEVELOPMENT GOALS:
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FACTS & FIGURESCONTENTS

Milestones
Sustainable thinking since 1899

2002

The first sustainability
report is published.

1993

The quality of
production iscertified (ISO 9001).

1970
1929
1899

Miele is founded witheleven employees.

A company
pension scheme
is introduced.

The locations’environmental
data is recorded
for the first time.

1996
1990
1951

The corporate
suggestion
scheme is set up.

1909

The company healthinsurance fund for employees is founded.

The Environmental Officefor products is founded.

The first environmental report ispublished and the environmental
management is certified (ISO 14001).

2018

2015
2012

Energy management iscertified (ISO 50001), theDiversity Charter is signed.

2008

The Miele Code of
Conduct is adopted.

Miele opens its
first nursery at the
Gütersloh location.

The Sustainability Action
Team is founded and Miele
places second in the sustainability report rankings.

2018
2014
2011
2004

Miele joins the United
Nations Global
Compact network.

Occupationalsafety is certified(OHSAS 18001).

Miele receives the
National German
Sustainability Award.

Miele employs morethan 20,000 people.

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MANAGEMENT & PROCESSESPRODUCTS & SERVICESManagement& processes

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> Strategic approach>> Sustainability strategy>> Sustainability management>> Stakeholder engagement11Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approach

PRODUCTS & SERVICES

Sustainability strategy

SUPPLY CHAIN & PRODUCTION

Sustainability management

EMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

Stakeholder engagement

Strategic approach
For Miele, sustainability stands not only for responsibility towards
people and the environment, but also integrity, continuity and asense of quality. This is the basis of our sustainability strategy.

OBJECTIVE
The long-term financial success of Mieleis ensured through sustainability.
Sustainable corporate governance makes economic sensein the long term. Miele therefore develops its sustainability
strategy on an ongoing basis. > Sustainability strategy

Sustainability communication with stakeholders isinternational and tailored to the target audience.
Stakeholders should be thoroughly informed about Miele’s
sustainability performance. To promote exchange andcommunication, Miele is developing additional channels,
nationally and internationally. > Stakeholder engagement

Miele is recognised and valued worldwide as
the most sustainable company in the industry.
Sustainability is an integral part of its brand identity.
Miele continues to expand its commitment to sustainability and also emphasises sustainability aspects in
product and brand presentation. Means of measuring
success include surveys. > Sustainability strategy

RISKS AND OPPORTUNITIESRegulations and legal loopholes aswell as insufficient market surveillance
can create false incentives – withnegative consequences for theenvironment. This is the case, forexample, when manufacturers combine low energy consumption withextremely long programme durations.
Miele can help to shape society
in this area and distinguish itself
from the competition. To achievethis, sustainability must be firmly
rooted in all business processes.

Employees and managers are aware of andengaged in value-driven, sustainable behaviour.
Miele would like to anchor awareness of sustainability throughout
the company, for example with on-site events that focus on
strategy, objectives and measures. > Sustainability strategy

SUSTAINABLE
DEVELOPMENT GOALSIn addition to legal requirements, risk
management also takes into accountthe expectations of stakeholders.
Miele ensures compliance with statutory regulations througha schedule of legal provisions. Screenings help to identify
potential risks. The goal is to fully eliminate complaints andincidents of non-compliance. > Sustainability management12Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approach

PRODUCTS & SERVICES

Sustainability strategy

SUPPLY CHAIN & PRODUCTION

Sustainability management

EMPLOYEES & SOCIETY

VISION

Solutions to tomorrow’s challenges

Miele is the mostsustainable company in theindustry – and is also perceived as such!

it is necessary to involve the plants as wellas the relevant central departments such as
Purchasing and Logistics. Starting in the business year 2016/17, these departments have
had their own sustainability programmes that
contribute to the overarching objectives. In
the programmes, the plants and departments
specify their own priorities for implementing thesustainability strategy. They also define specific measures and key performance indicatorsfor measuring their progress. These sustainability programmes are constantly updated
and are an integral part of the respective plant
strategy. All plants took part in a discussion
at the company headquarters in September
2018. At this meeting, the participants presented their programmes and discussed
challenges and best practices from the previous business year, as well as new strategies.

Miele’s sustainability strategy is regularly reviewed to ensure that the company
develops in a sustainable and future-oriented way. This approach also ensures that
Miele recognises and incorporates important social developments at an early stage.

Management &processes

Sustainable
company success

STRATEGIC HOUSE
Visual depiction of theMiele sustainability strategy

Products &services

Supply chain &production

Employees& society

Career and family
Sustainableproducts
Environmental andsocial standards

Sustainable
brand identity

Health and occupational safety

Training andeducation
Sustainable
innovations
Diversity

Risk management

Stakeholder
dialogue

ACROSS-THE-BOARD SUSTAINABILITYPROGRAMMESIn order to implement the sustainability
strategy in an effective and targeted manner,

CONTENTS

Stakeholder engagement

Sustainability strategy[GRI 102-15, 103-2/3, 102-16] The core of thesustainability strategy is based on the following vision: “Miele is the most sustainable
company in the industry – and is also perceived as such!”. This vision is set out in 15
specific strategic objectives to be achievedby 2025. In addition to overarching management objectives, comprehensive objectives
exist for the areas of “products and services”, “supply chain and production” and“employees and society”. The sustainability
strategy is an integral part of the corporate
strategy and is also intended to serve as amodel for all employees in their daily activities. A detailed description of the objectives
can be found in the individual chapters of thesustainability report, alongside an overview ofcurrent priorities in the various fields of activity.

FACTS & FIGURES

Significant
user benefits

Digitalisation andnetworking

Environmental andclimate protection, energy andresource efficiency

Awareness ofsustainability

Attractive
environment

Exceptional
quality anddurability

Trustworthy
businessrelationships

Independence as afamily-owned
company

Expert andmotivated
employees

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MANAGEMENT & PROCESSESStrategic approach

STAGE 1

CONTENTS

Review of 2017 spectrum of topics

MATERIALITY PROCESS 2018

Evaluation of risks and opportunities

STAGE 2

FACTS & FIGURES

Stakeholder engagement

STAGES OF THE IMPACT-BASED MATERIALITY ANALYSIS

What influence do stakeholders haveon Miele with these topics?
Analysis of: Political requirements, competitors,
economic environment, NGOs

[GRI 102-46, 102-40, 102-43] Miele pursues a comprehensive materiality process
to determine its reporting topics and to give
shape to the sustainability strategy. This
process was once again developed further in the reporting period. The question of
the company’s own impact lay at the heartof the 2018 analysis. How the results ofthe materiality process could be better utilised within the company, for example in> risk management, was also investigated.
STAGE 1IDENTIFY TOPICS
Evaluation of impact
STAGE 3What influence does Miele have on sustainable development with these topics?
Analysis of: Stages in the value chain, locations,influence on the industry

Evaluation matrix with 2018 topics
Fact sheets on individual topics to guide internal management
Results

STAGE 4

An additional strategic objective, alongside sustainable behaviour, involves
making sustainability an integral part ofthe brand identity. Miele was also successful in this area, achieving first placein the > Sustainability Image Score in2017 – an online survey created by theServiceplan Group to investigate the sustainability image of various companies
and industries in the eyes of consumers.

Sustainability management

EMPLOYEES & SOCIETY

Selectionof topics

The development over the past two business years indicates that Miele will be able
to achieve its stated objectives for the sustainability strategy by 2025. The specificenergy consumption in the area of production (energy consumption/item) has decreasedby 4 percent, for example. By contrast,
total > energy consumption within the company has increased in the past two businessyears due to growth and increases in production. This figure also reflects, for the
first time, the natural gas consumption of
the new > cogeneration units. It was possible to further improve the energy efficiencyof these devices across all product categories. The dishwashers in the G 6000 EcoFlex
series are one example of a positive contribution: Their innovative EcoTech heat storage
reservoir combines a top energy efficiency
rating of A+++ minus 20 percent with very
short programme durations. For these dishwashers, Miele was awarded the Ecodesignprize from the Federal Ministry for the Environment, Nature Conservation and Nuclear
Safety, the German Environment Agency
and the International Design Center Berlin.

Sustainability strategy

SUPPLY CHAIN & PRODUCTION

Outside-in
analysis

PROGRESS IN THE REPORTING PERIODPRODUCTS & SERVICES

Inside-out
analysis

Miele Sustainability Report 2019

STAGE 5

Workshop to review results

At the start of the process, the topics for the
analysis were identified. Global frames ofreference, such as the Global Reporting Initiative (GRI), the Sustainability AccountingStandards Board (SASB) or the CDP (formerly the Carbon Disclosure Project) were
utilised for this purpose. On this basis,
Miele examined the degree to which theprevious year’s material topics were still
current and relevant, and adapted themas required. In addition, the topics identified at this stage were classified according
to the sub-categories of the Sustainable
Development Goals (SDG). This made clear
which topics contribute to the SDGs andwhat contribution Miele is making towards
achieving the goals (see > graphic). Whenit made sense or was necessary, topics
were shortened or summarised compared to the previous materiality process.
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Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approach

PRODUCTS & SERVICES

Sustainability strategy

SUPPLY CHAIN & PRODUCTION

Sustainability management

IDENTIFY EXTERNAL EXPECTATIONS

50%

percent of research anddevelopment spending
flowed into energy andresource topics in 2017/18.

STAGE 3

IDENTIFY THE COMPANY’S IMPACT
Miele then conducted an impact analysis of
its business activities on sustainable development. What stages in the value chain areaffected? At how many sites is the respective theme relevant? What potential impact
does the industry have as a whole? To thisend, Miele also took information from rating
agencies such as oekom research or theGerman Electrical and Electronic Manufacturers’ Association into consideration.

light risks and opportunities for the company.
This knowledge allows Miele to continue optimising the management of its sustainability
measures. Fact sheets on individual topics
with compact analysis results make it easierfor the company to manage its approach.

STAGE 4

COMPARING MIELE’S OWN PERFORMANCE
In an additional step, Miele compared its
own performance with reference values thatwere identified in advance. These include, forexample, EU climate protection targets andenergy efficiency targets, or national quotas
for women. Deviations from such reference
values indicate a need to act and also high-

STAGE 5ENGAGE EXPERTS TO REVIEWTHE RESULTS
The results and the materiality matrix werethen verified in a workshop with the > Sustainability Action Team. Expert interviews are alsoplanned for the business year 2018/2019. They
serve to compare the results of the materiality

FACTS & FIGURESCONTENTS

Stakeholder engagement

analysis with the views of external stakeholders
and are designed to promote an exchange ofideas concerning the key sustainability topics.

STAGE 2The list of topics formed the basis for identifying the expectations of external stakeholders
with the help of a review of documents:
What regulations and political incentives
exist in relation to sustainability topics? What
expectations do non-governmental organisations have concerning the industry? How
do competitors approach the issue?

EMPLOYEES & SOCIETY

RESULTS OF THE MATERIALITY ANALYSIS[GRI 102-44, 102-47, 102-48, 102-49] The
results of the analysis were summarised in a
> materiality matrix, in accordance with therequirements of the GRI. The horizontal axis
shows the influence of external factors on therespective topic for Miele (outside-in), whilethe vertical axis shows Miele’s impact on therespective topic (inside-out). As a third aspect,
the size of a circle shows to what degree
the respective topic relates to the SDGs.

wants to meet its corporate responsibility inthe area of climate protection can be foundin all fields of activity apart from “Employees& Society”. The company would like toachieve competitive advantages and minimise > business risks via its climate protection
measures. Miele supports the United Nations’
two-degree goal and is constantly striving
to reduce its greenhouse gas emissions.

In the sub-chapters of this report, Miele
describes how the material topics are managed
and what progress the company has made in
the reporting period. At the beginning of eachchapter, Miele also states what opportunities
and risks are associated with the respective topics, based on the materiality analysis.
FOCUS ON CLIMATE PROTECTION[GRI 102-15] The materiality analysis identifies climate protection as an important
topic for both Miele and external stakeholders. However, climate protection cannot
be regarded independently of other topics.
This point was also made clear in the workshop that took place with the Sustainability
Action Team as part of the materiality analysis:
The members determined that climate protection cannot be assigned to just one field ofactivity in Miele’s sustainability strategy. The
approaches and solutions with which Miele
15Miele Sustainability Report 2019

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

Sustainability strategy

Strategic approach

SUPPLY CHAIN & PRODUCTION

Sustainability management

EMPLOYEES & SOCIETY

FACTS & FIGURES

Stakeholder engagement

1,0very high

MATERIALITY MATRIX

10

5+6

Inside-out (Miele’s impact)

0,5
medium

0,75
high

8

4

19

28

15

27

26

2

1

24+25

20

9

17+18
12

14
22

30

7

11

21

1
2
3
4

Management & Processes
Compliance
Sustainability management
Corporate digital responsibility
Dialogue and communication

5
6
7
8
9
10
11
12
13
14
15
16

Products & Services
Resource-efficient products
Consumption-optimised products
Product conformity
Digital products and services
Recyclability of products
Durability of products
Resource-efficient packaging
Use of recyclates
Handling old appliances
Repairability
Sustainable innovations
Sharing models

17
18
19
20
21
22
23

Supply & Production
Energy efficiency at sites
Renewable energies
Origin of resources and supply security
Supplier management
Resource efficiency at the sites
Logistics and mobility
Biodiversity

24
25
26
27
28
29

Employees & Society
Diversity and equal opportunity
Occupational safety
Work-life balance
Health management
Training and education
Social engagement

3

13

16
23

29

Outside-in (External expectations)
0,5
medium

0,75
high

1,0
very highSDG-relevanceIndirect or no
relevance to an SDG

CONTENTS

Directly relevant
to an SDG

Direct relevanceto several SDGs

30 Climate protection

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SUPPLY CHAIN & PRODUCTION

Sustainability management

EMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

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Sustainability management
A focus on people and the environment[GRI 102-11, 103-2] Sustainability management at Miele is based on the precautionary
principle: the company thoroughly reviews
the potential negative effects that its businessactivities might have on people and the environment at an early stage, and takes measures
to prevent or reduce these effects. This applies
equally to the production of Miele appliances and to their use and disposal, and also
includes the company’s supply chain. In future,
another focal point of sustainability management activities will be the impacts of digitalproducts and services. Miele manages issues
such as the conservation of resources, occupational safety and climate protection throughan effective organisational structure using
certified management systems. Compliancemanagement ensures that applicable laws andMiele’s own guidelines are always observed.
SYSTEMATIC SUSTAINABILITY MANAGEMENT[GRI 102-18, 102-20, 103-2] Sustainability is
ultimately the responsibility of the five-member
Executive Board. The Board specifies thestrategic direction, adopts objectives anddefines indicators for measuring progress. The
Technical Product Management and Environmental Office (TPE) is responsible for working
out the details of the sustainability strategy
and it coordinates its activities closely with12
All 12
production
sites certified
according tointernational
standards

From the plants

PERFORMANCE REVIEW
the Executive Board. Along with other specialist departments, TPE is also responsiblefor implementing and monitoring the sustainability strategy. The department heads
at the company’s headquarters, plant managers, heads of the sales regions and theheads of the sales subsidiaries are responsible for ensuring that the objectives areachieved. Miele performs a systematic comparison of the objectives and key figures onsustainability performance on an annual basis.

The second largest Miele plant in Bielefeld, a centre ofexpertise for vacuum cleaners and dishwashers, publishes a biannual internal report on the status of thecompany’s sustainability goals in order to continuously raise awareness on the topic. All target definitions
are regularly checked and adjusted and members ofsenior management are appointed for each objective. Every year, an evaluation figure is calculated fromall the objective achievement rates, showing how well
the plant implements the “Forever Better” philosophy.

> More information available online
at miele.com/strategy
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SUSTAINABILITY ORGANISATIONEMPLOYEES & SOCIETY[GRI 102-18, 102-20, 103-2] The Sustainability Committee, which is directly tied to the
Executive Board, is the key sustainability
management governing body at Miele. The
Sustainability Committee acts as the decision-making body for all important operational
and product-related sustainability issues.

Executive Board

Sustainability Committee
controls and decides

Sustainability Action Team develops
solutions (and initiates them)Technical Product Management andEnvironmental Office initiate and organise

Specialist areas in headquarters, plants
and sales subsidiaries implement
measures (and initiate them)

CONTENTS

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SUSTAINABILITY COMMITTEE AS KEY BODY

Central sustainability management committees

FACTS & FIGURESIt meets at regular intervals, and met seventimes during the reporting period. Executive
Director for Technology Dr Stefan Breit andExecutive Director chair the committee. The
committee includes representatives from thefollowing areas: occupational safety, operative environmental protection, works council,
purchasing, energy management, productengineering/development, press and public
relations, quality management, plant management, as well as Technical ProductManagement and Environmental Office (TPE).
This means there are at least 11 members,
with a capacity for more depending on the
topic at hand. The Committee serves as a
critical information platform which helps to elevate communication beyond the limits of theindividual departments. With its interdisciplinary technical expertise, it helps to develop
integral standpoints, strategies and recommendations. During the reporting period,
the committee dealt with current regulatory
developments and discussed the resulting
requirements for Miele. Some examples of thisinclude the EU regulation on energy consumption labelling, the Waste Framework Directive,
the German Electrical and Electronic Equipment Act and the German Packaging Law. The
committee carried out comprehensive analysis

on > mobility management and > energy
during the reporting period. It also supervises
the process of implementing the sustainability strategy at plant level: At the committee
meetings, each location’s > sustainability
programme was presented and then adopted.
ACTION TEAM CREATES CONNECTIVITY
In addition, the 20-person Sustainability Action
Team was founded in 2015, and it includes
representatives from other areas such as
marketing, sales, smart home and humanresources. The team is chaired and organised by the TPE. The Action Team develops
initiatives and measures for implementing
the sustainability strategy as well as solutions to strategic issues. In addition, the Action
Team strengthens dialogue and networking
between the headquarters in Gütersloh andthe locations. There are also similar working
groups abroad, such as the six-strong
Green Team formed in Canada in March2018. The team addresses ideas and suggestions for implementing the sustainability
strategy in its monthly meetings. This working
group is supported by its partner organisation ClimateWise, which advises companies
on the issue of ecological sustainability.

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INTEGRATED MANAGEMENT SYSTEM
Overview

LOCATIONS

Production

Gütersloh

Washing machines, washer dryers,electronic components, foundry

Arnsberg

Cooker hoods

Bielefeld

Dishwashers for domestic and commercial
purposes, washer-disinfectors, vacuum cleaners

Bünde

Steam ovens, hob units, warming drawers

Euskirchen

Electric motors, cable feels, fans

LehrteLaundry machines, rotary ironers

Oelde

Cookers, ovens, Dialog oven

Warendorf

Plastic parts

Bürmoos, Austria

Metal componentsBraşov, Romania

Electronic components

Dongguan, China

Vacuum cleaners

Uničov, Czech Republic

Washing machines, tumble dryers, dishwashers

Tools and standards

ISO 9001 (Quality),
ISO 14001 (Environment),
OHSAS 18001 (Occupationalsafety), SA8000 (Social standard))

ISO 50001 (Energy)

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INTERNAL AND EXTERNALGUIDELINES AND STANDARDS[GRI 102-12, 102-16, 103-2] Sustainability
management at Miele is based on a numberof principles and international guidelines
to which the company is committed:•• Corporate philosophy: prescribed principles, for example from the areas of quality
and product safety, environmental protection, energy management, employee
and customer orientation, or regarding
specific sustainability aspects. These
principles apply to all employees.
•• Ethical guidelines for purchasing: These
are applicable to all employees who
work in procurement. Fair, transparent
and partnership-based cooperation
with suppliers is always paramount.
•• Code of conduct for all employees:
11 mandatory rules for all employees,
including issues such as human rights,
anti-corruption, adherence to competition and antitrust law, and compliance•• Ten > principles of the United Nations(UN) Global Compact on human rights,
labour standards, environmental protection and anti-corruption•• Ten > SA8000 standard for fair working conditions and the recognition of labour rights:
based on the conventions of the International Labour Organization, the Universal
Declaration of Human Rights and the UN
Convention on the Rights of the Child.

PRODUCTS & SERVICES

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SUPPLY CHAIN & PRODUCTION

Sustainability management•• Code of conduct of the German
Electrical and Electronic Manufacturers’> Association for socially responsible
corporate management•• Code of conduct of the European Committeeof Domestic Equipment Manufacturers> APPLiA for corporate social responsibility

EMPLOYEES & SOCIETY

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the ISO 13485 standard for quality management of medical products.
THE MIELE
SUCCESS SYSTEM•• Code of conduct as part of the
Association for Supply Chain Management, Procurement and Logistics (BME)> compliance initiative to reduce compliance risks in the supply chain[GRI 103-2] The integrated management
system is interconnected with the Miele Success System (MES) in many places. The
MES standardises and optimises processes.
It consists of three pillars: the product development system (IMNU 2.0), the Miele Value
Creation System (MWS) and the overarching quality management system.

•• > Diversity Charter: corporate initiative to promote diversity in companies

AUDITING BY AN
EXTERNAL PARTNER

INTEGRATED MANAGEMENT SYSTEMTO ENSURE A UNIFIED STRUCTURE[GRI 103-2] In order to continually improve
its sustainability management, Miele uses anintegrated management system for quality, environmental protection, energy, occupationalsafety and social protection. It combines all thetools and standards that Miele uses to adhere tovarious sustainability requirements (see > table).
The integrated management system is regularly
reviewed in internal and external audits. The current certification was issued on 15 December
2017 and is valid until 14 December 2020. The
employees who are responsible for the individual
areas of the management system report regularly on their progress to the Executive Board.

[GRI 103-2/3, 412-1] The central quality
management department at the company
headquarters in Gütersloh plans and manages
all external auditing and certification procedures at all locations. The only exception is
the management system for medical products
in Bielefeld and Bürmoos, where the auditing
and certification process is independently
organised by the plants themselves. The certification of the European company locations
involves a matrix certification procedure.
The Dongguan location plans and organises
its certification independently, but remains
closely interlinked with the Miele management system and the Miele Success System.
In all cases, external auditors check the processes that are relevant to the certification.

In addition, the relevant departments at thelocations in Gütersloh, Bielefeld and Bürmoos were also certified according to

In the business year 2017/18 > 42 external
audits took place. Four audits recorded
non-confor­mities. The non-conformities

recorded in 2017/18 concerned the areasof occupational health and safety, suppliermanagement and social standards, complaints management and human resources.
In response to the non-conformities, Miele
instigated both immediate and long-term
measures. These include improved risk
management, changes to operational processes, more intensive involvement of
suppliers with regard to outsourced processes and more accurate monitoring ofworking hours by the human resources division. In addition, further inspections and risk
assessments will take place as preventive
measures along with workshops on specific issues and notifications of near misses.

137

internal and external audits
were conducted as part ofquality management in 2017/18.

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INTERNAL PROGRESS REVIEW[GRI 103-3, 412-1, 412-2] In addition to external
auditing, Miele operates an internal auditing
process. As a self-monitoring system, it allows
Miele to detect non-conformities at an earlystage and take corrective action. Miele auditors review the Miele management system,
including the areas of quality management(including for medical products), environmental
management, energy management, occupational health and safety and the SA8000
social standard. They work through specificquestions about the various processes andstandards, and also examine the extent towhich the legal and certification requirements,
as well as those of Miele customers, are fulfilled. During the process, they note positive
aspects, areas for improvement, observations
and non-conformities. In addition, the internal
auditors arrange for improvement measuresand monitor them during the following audit.
Auditors with qualifications and experience thata relevant to the task guarantee that the audit
is carried out appropriately. In the businessyear 2017/18, 95 internal audits took place.

PRODUCTS & SERVICES

Sustainability strategy

4

2017/18

38

EXTERNAL AUDITSof the integrated
management system
No significant nonconformities foundSignificant nonconformities found4

2017/18

SUCCESSFUL RISK MANAGEMENT[GRI 102-11, 102-15, 103-2] As a global company, Miele is exposed to a wide range ofdifferent risks. In order to identify, assessand eliminate these risks at an early stage,
Miele has established a comprehensive risk
management system, which is composedof central representatives for risk management and decentralised managers at thecompany locations. Central risk management forms part of the controlling division:

91

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EMPLOYEES & SOCIETY

No significant nonconformities foundSignificant nonconformities found

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Stakeholder engagement

it identifies and assesses risks to the company and monitors the risk management
measures. Risk management is actually implemented at a local level and applies equallyto all locations worldwide. All German locations, the highest-grossing international sales
subsidiaries and the plants in Austria, theCzech Republic and Romania are directly
connected by a computerised system.
The risks are assessed annually according
to the “potential loss” and “probability ofoccurrence” criteria. Based on this evaluation, specific countermeasures are developed
for the risks identified. With regard to sustainability, the company’s current focus ismainly on > resource scarcity and issues
related to procurement. Miele addresses
market and production risks by providing
innovative, high-quality products geared
towards customer requirements. In addition,
Miele is continuously improving productivity
and cost-efficiency. Procurement risks arelimited through close observation of international markets, regular > supplier audits,
careful checking of the quality of the delivered products and the agreement of legallysound supply contracts. Adequate insurance cover is in place for risks arising frompossible interruptions to production.

INTERNAL AUDITSof the integrated
management system

FACTS & FIGURESAN OVERVIEW OF GLOBAL SUSTAINABILITYRISKS: CLIMATE CHANGE[GRI 102-11, 102-15, 201-2] In its > materiality
process, Miele relates its own performance toglobal objectives and sustainability challenges.
That includes the goal set by international climate policy of limiting warming to less than

2° C above pre-industrial temperatures. Scientists expect global average temperatures torise by between 3.7° C and 4.8° C compared
to pre-industrial levels if greenhouse gas emissions are not drastically curbed. This poses
many risks: from storm damage, water shortages and food insecurity to rising sea levels,loss of prosperity and other climate-induced
risks. These phenomena could also haveeffects on Miele. Miele is committed to theobjective of limiting the rise in global warming
to two degrees, and is playing its part inachieving it. The company focuses on longevity
along with energy and resource efficiency. It
also takes the utilisation phase of its appliances into account, as this is an area where
the environmental impact is particularly significant. Miele plants to carry out a climate impact
assessment in the future. This assessment
will consider the effects of climate changeon the company’s business activities and theeconomic consequences that it will entail.
SCIENCE-BASED TARGETS
In this regard, Miele has been using
science-based targets (SBTs) since 2017 andcooperates with the international > Science
Based Targets Initiative (SBTi). The initiative
has developed a method for defining science-based goals for reducing greenhouse gas
emissions in companies. More and more companies are developing their climate strategy
on the basis of this scientific knowledge. Miele
faces a particular challenge in taking a differentiated view of emissions in different phasesof the life cycle. Products that are highly
efficient when in use can, in certain circumstances, have a less positive environmental
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MANAGEMENT & PROCESSESStrategic approachbalance during their manufacturing and/or
disposal phase. Overall, higher levels of emissions during the manufacturing phase canusually be more than compensated for by positive environmental performance during theusage phase. In assessing whether a company’s climate targets support the global
goal of keeping emissions below 2° C above
pre-industrial levels, the SBTi primarily considers the manufacturing phase. The company
believes that the usage phase is the key toreducing emissions, not least because of Miele
products’ above-average service life. The
company uses a range of measures to continuously improve its carbon footprint. As abasis for developing a climate strategy, Miele
carried out a comprehensive analysis of the> emissions in the usage phase (Scope 3) in thebusiness year 2017/18. The analysis revealed
that this phase accounted for the largest shareof the company’s total emissions. That is why
it is also a focal point of the climate strategy.
EFFECTIVE COMPLIANCE MANAGEMENT[GRI 102-16, 102-17, 103-2/3, 206-1] The
corporate culture at Miele involves fair andcooperative conduct vis-à-vis customers, colleagues and business partners. All employees
worldwide are obliged to abide by the law at
all times, and to comply with internal guidelines as well as self-imposed social and ethicalstandards. That is why the Miele Code of Conduct was introduced in 2008. The last review
and update of the code took place in 2018.
The Code, which is available on the Miele
intranet, contains provisions on how to prevent bribery and corruption, as well as policies
on proper conduct in relation to conflicts of

PRODUCTS & SERVICES

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Sustainability management

3,514
employees participatedin the online compliancetraining program.

interest, donations and sponsoring. It also
requires strict adherence to competition andantitrust legislation. In the reporting period,
as in the preceding years, there were no antitrust proceedings against Miele. > The Codeof Conduct is based on the corporate philosophy, the ethical guidelines for procurement,
the principles of the UN Global Compact,
the social standard SA8000 and the APPLiA
Code of Conduct (formerly CECED). Since
2011, Miele has been a member of the> BME compliance initiative and has committed
itself to the association’s code of conduct.
Compliance with individual aspects of theCode of Conduct, such as receiving andoffering gifts, or how to deal with conflicts of interest, are reviewed in internal
audits. In the event of violations, the company will agree on corrective measures. Asa rule, however, it is the responsibility of thefunctional managers to put appropriate guide-

EMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

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lines in place to ensure that their employees’tasks are always carried out in compliancewith applicable laws, internal rules and theself-imposed ethical and social standards.
RAISING EMPLOYEES’ AWARENESS
OF COMPLIANCE[GRI 102-17, 103-2, 205-2, 412-2] It is mandatory for relevant groups of employees toparticipate in an online compliance training
programme on the Miele Code of Conduct.
This includes managers as well as employees
for whom the contents of the Miele Code of
Conduct and the issue of compliance are particularly significant. They work primarily in thepurchasing, internal audit, sales/field sales
and specialist sales departments or are customer service inspectors. Furthermore, theprogramme is also open to all other interested
employees. New employees are automaticallyinformed that they have to complete the program. To date, 3,514 people worldwide havecompleted the software-based training programme on the Code of Conduct, 812 of whomcompleted it during the reporting period.

OMBUDSPERSON AS CONTACTPOINT IF SUSPICIONS ARISE[GRI 102-17, 103-3, 205-3, 419-1] Since 2010,
an external ombudsperson can be contacted if there is a suspicion of corruption,
fraud or theft within Miele’s sphere of influence. Employees, suppliers and third parties
all over the world are able to contact theombudsperson. All employees throughout
the world, and all suppliers in Germany, areinformed about the existence of the ombudsperson upon starting work or entering intoa relationship with the company. No notifications were made to the ombudsperson
during the reporting period. There werealso no instances of contracts with business partners being terminated or failing to beextended due to corruption-related violations.

Since the end of 2016, employees at all
locations involved in issues relating to competition and antitrust law are obliged to use
this self-learning software on the subject ofcompetition and antitrust legislation. The program ends with a test. Records are kept onwhether tests were passed. There is also a
legal management system for the areas ofenvironmental protection, energy and occupational health and safety, and an information
management software system addressing
product-related regulation worldwide.
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Stakeholder engagement
Dialogue on an equal footing[GRI 102-40, 102-42] Miele’s products and production processes have different impacts on
people and the environment. At the same time,
the success and reputation of the company
is also strongly influenced by the perceptions, expectations, needs and decisions of its
stakeholders. That is why Miele participates in> ongoing dialogue with all relevant stakeholder
groups. This includes employees, customers
and business partners as well as associations and interest groups, scientists andresearchers, the general public, policymakers
and legislators. Continuous stakeholder dialogue helps the company to identify important
trends and new developments, as well as risks
and opportunities, at an early stage, and also
to achieve common sustainability objectives.
STAKEHOLDER MANAGEMENT[GRI 102-42, 102-43] Many different areas
engage in Miele’s stakeholder dialogue. The
Technical Product Management and Environmental Office (TPE) has numerous contacts
with experts and other stakeholders andis active in associations, conferences anddialogue forums at EU level, which enables
it to help shape policy dialogue. Corporate
communications speaks to media representatives and the public while customer service
and marketing are in contact with customers

and business partners. Experts from thespecialist departments, such as energy management or purchasing, as well as membersof the > Executive Board take part in conferences, working groups and other dialogue
forums. They also hold discussions on a
range of topics with visitors to the Miele locations. At international locations, the dialogue
is generally the responsibility of the sales subsidiaries, in consultation with the appropriate
specialist departments at the company headquarters if necessary.
VALUABLE FEEDBACKFROM CUSTOMERS[GRI 102-43] Miele also conducts brand positioning surveys several times per year. In thesesurveys, customers are asked, among otherthings, whether they believe Miele fulfils its
ecological requirements and is committed
to sustainability. In 2016 and 2017, a total of
19 surveys were evaluated. The average resultfor Miele’s sustainability performance was 3.4
out of a maximum of 4 (= full agreement). In thesurvey, customers were also asked to compare
Miele’s sustainability work with that of competitors. In this regard, Miele achieved first or
second place in 15 countries. These results
confirm that Miele’s sustainability performanceis > perceived positively on a global scale.

In the business year 2017/18, Miele began
reconceptualising the surveys with the aimof requesting even more details on the company’s market positioning in future. After the2018 > materiality process was complete, thecompany decided to hold stakeholder interviews in the business year 2018/19. These areintended to further intensify six focus topics.

on each of the boards of the German Central
Association of the Electrical and Electronics
Industry (ZVEI), the German Brands Association, the Stifterverband für die Deutsche
Wissenschaft (Donors’ association for the promotion of humanities and sciences) and – ata regional level – the Chamber of Commerceand Industry and the trade association.

COMMITTEE AND ASSOCIATION ACTIVITIES[GRI 102-13, 103-2] As a domestic appliancemanufacturer, Miele is influenced by politicaldecisions and legal requirements. Last year,
relevant guidelines were drawn up on issues
such as hazardous substances and the circular economy, primarily at a European level,
and are now increasingly being implemented
in the member states. Miele has been registered in the public transparency register forinterest groups in Brussels since the end of
2015. This is intended to provide an insight into
which representatives of the EU commissions,
the European Parliament and the European
Council are in direct contact with Miele.
Corporate representatives contribute theirexpertise to > national and international committees, commissions and associations. Oneof the executive directors, Dr Markus Miele
or Dr Reinhard Zinkann, is also represented

20
Over 20 sustainability
memberships
Details online at:> miele.com/sustainability
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STAKEHOLDER ENGAGEMENT
Overview

FORM OF DIALOGUE
Employees

Customers

Dealers

Suppliers andservice providers

Associations andinterest groups

Regular• Works council• Employee reviews• Corporate suggestion scheme• Employee survey• Complaints officeContinuous• Miele Customer Service and sales talks• Customer hotline• Usability tests for various product groups in the test studio• Brand positioning surveys
Continuous• Dialogue with dealers and project partners in the areaof domestic appliances and commercial equipment,
particularly concerning customer requirements

Several times a year
• Common working groups• Discussions with Miele’s purchasing department• Dialogue in the context of audits and training• Product innovation workshops
Regular• Membership and active participation in national and international
associations and interest groups, such as the > ZVEI or APPLiA• Conference participation• Participation in EU public consultations

Subjects (selection) and measures• All employee needs> Employees & society• All customer needs, e.g. regarding appliances in use and on sustainability criteria> Products & services > Employees & society > Supply chain & production• Product quality and durability• Consumption efficiency• Dealing with own employees as well as work practices> Products & services > Employees & society > Supply chain & production• Implementing environmental and social standards in the supply chain• Environmental protection throughout the product life cycle, in particular for energy efficiency• Common solutions for the implementation of directives, e.g. threshold value requirements> Products & services > Supply chain & production• Sector-specific regulations in the fields of energy, safety, substances and materials, thecircular economy, resource and material efficiency, disposal, digital products and services> Products & services

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Science andresearch

Policymakers andlegislators

As required• Dialogue with non-governmental organisations(NGOs) on relevant topics in the sector• Collaboration with scientific institutions such as the universities
in Bielefeld, Paderborn and Munich, as well as the FraunhoferGesellschaft on issues such as product development and• Commissioning of studies on specialist topics• Exchange with the Oeko-Institut
Continuous• Dialogue at national and European level by participatingin committees, working groups and conferences• International dialogue with the sales subsidiaries, which inturn are represented in working groups and committees• Personal exchange at a regional level

CONTENTS

Sustainability engagement

FORM OF DIALOGUE
Non-governmental organisations

FACTS & FIGURES

Subjects (selection) and measures• Energy and water consumption of the appliances, waste water contamination, disposal of refrigerators• Compliance with labour and human rights> Supply chain & production > Products & services• Investigating ways to make washing machines and tumble dryers more energy-efficient• Life cycle assessments/studies> Products & services

•
•
•
•
•

Energy efficiency and resource conservation
Occupational safety and product safety
Corporate digital responsibility
Compliance
Digitalisation and industry 4.0> Management & processes

Society/public/media• Answering questions on sustainability topics• Sustainability communication and report• All topics

Local
communities

As required• Exchange with the citizens at the locations in direct contact and at events• Social engagement at the locations• Maintaining local jobs
• Cultural engagement> Employees & society

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face-to-face meeting took place in Gütersloh in which both sides explained theirpositions on the topic of the disposal ofold appliances in a technical discussion.

[GRI 103-2] Miele maintains a continuous
dialogue with political representatives andregularly welcomes regional, national, or European politicians. In the business year 2016/17,
international dialogue was supported byevents such as a visit from the French ambassador and a Korean consul general.

Miele also presented the sustainability characteristics of a range of new products at the
IFA and raised the issue of corporate digital responsibility. The company illustrated how
it protects customers’ data, with the use of> Alexa voice control serving as an example.

CONTENTS

Sustainability engagement

IN DIALOGUE WITH POLICYMAKERS

At the Trade Show for Consumer Electronics &Home Appliances (IFA) in Berlin, Miele took particular advantage of the IFA tour organised by the
ZVEI to seek dialogue with ministries and authorities: in 2017 and 2018, the discussions focussed
on the planned EU energy label for dishwashers
and washing machines. Miele clarified how regulation of this nature can influence the market.
The minimum efficiency threshold for appliances
listed in the draft legislation is so ambitious that
the A+ appliances that are currently affordable
could not meet them and would disappear fromthe market. A modern dishwasher is generally
significantly more efficient than washing dishes
by hand – it can lower energy consumption
fur washing up by around 63 percent (source:> APPLiA). This means that the more households
have a dishwasher, the more CO2 emissions
can be avoided. If legislators ban the affordable
appliances on the market, the populationgroups that currently still do not possess a dishwasher will not be able to afford one in future.

FACTS & FIGURES•• Digitalisation: In 2017, the Competitiveness Symposium focussed entirely
on digitalisation. Around 200 specialists and managers from Miele plants
took part in lectures on the subjectsof digital products and customer-centric business models, industry 4.0 andsmart collaboration. The 13th symposium, which took place in 2018, deal withthe topic of > “strategic ambidexterity”.
•• Consumer rights and environmental
protection: A wide range of topics werediscussed in the national and international committees and associations
during the reporting period. These
include digital products and services
as well as accompanying questions related to consumer protection
and corporate responsibility. Discussions also touched on matters such as
national material restrictions, the circular economy, resource and material
efficiency and the EU energy label.

In May 2018, the German Federal Ministry ofJustice and Consumer Protection launchedthe > Corporate Digital Responsibility Initiative. It serves as a platform for determining
principles and cornerstones of corporate
responsibility together with the participatingcompanies. In April 2018, the ministry invited
Miele and five other companies to discuss
examples of best practice on this issue andto work together on a guideline for responsible navigation of the digital transformation.
FOCAL POINTS OF DIALOGUE IN THE REPORTING
PERIOD[GRI 102-13, 102-44, 103-2]•• Disposal of old appliances: Miele has been
in a continuous dialogue with Environmental
Action Germany (Deutsche Umwelthilfe) for
several years. During the reporting period, a200

specialists and managers
exchanged ideas at the Miele
Symposium on Digitisation.

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MANAGEMENT & PROCESSES

Products &services

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> Strategic approach>> Development and innovation>> Product portfolio and quality>> Customer orientation and information>> Disposal and recycling27

Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approach

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recycling

Strategic approach
Miele adopts a holistic approach when developing its products. All devices
are designed with durability and efficiency in mind, while also offering top
performance and ease of use. They attain the best energy label grades
and have proven to be environmentally friendly during everyday use.

OBJECTIVES
Miele is the industry leader in terms
of product innovations and businessmodels with a focus on sustainability.
Miele offers ever more system solutions that contributeto an efficient use of resources. The company also
supports innovative start-ups and is testing “pay peruse” solutions. > Development and innovation

Trust in Miele is assured, even in
an interconnected world.
With its new Smart Home division, Miele is a driving force
in the connectivity of domestic appliances, while also
fulfilling the expectations of its stakeholders, for example
by continuing to effectively protect its customer datain the digital world. > Development and innovation

Miele appliances are the benchmark for sustainableproduct design and holistic efficiency.
Miele is working on further improving the energy efficiency of
its products when it comes to actual use. Highly efficienttechnologies are also increasingly offered for entry-level models.
> Product portfolio and quality
In order to optimise resource and climate protection,
Miele considers the entire life cycle of an applianceand constantly explores new ways of closing
material cycles. > Disposal and recycling

RISKS AND OPPORTUNITIESInsufficient regulation can result inincentives that have a negative effecton sustainable business models.
Rising production and product costs
that cannot be measured against themarket may also represent a risk.
Sustainable consumption represents
an opportunity for social change.
Miele supports this developmentwith its products and helps tomake an environmentally-friendly
lifestyle possible. The connectivityof appliances is also the basis for
new, sustainable business models.

SUSTAINABLE
DEVELOPMENT GOALS

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Development and innovation

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Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recycling

Development and innovation
Fulfilling the highest standards[GRI 103-2] Miele develops durable and consumption-efficient products. It aims to provide
great benefit to customers and have as little
impact as possible on the environment. Regulatory developments such as > EU energy
consumption labelling and internal sustainability criteria such as > recyclability, energy
efficiency and resource efficiency provide
the framework and are taken into consideration from an early development stage. Miele
appliances also stand out from the crowd
thanks to their modern yet timeless design
and aim to be user-friendly and as accessible as possible (> universal design). The aim
is to offer the best appliance on the market inevery sense and develop innovative businessmodels that take sustainability into account.
NEW BUSINESS MODELS AND
STRATEGIC PARTNERSHIPS[GRI 203-2] Miele Venture Capital was established in 2017. It promotes projects withpromising start-up companies in areas
such as the smart home, digital marketingand industry 4.0. The forms of cooperation
range from joint development projects andmanagement support to direct capital investment. In the reporting period, Miele invested
in start-ups such as Plant Jammer, KptnCook and MChef. These companies showwhat the future of cooking is going to look
like: transparent, convenient and using minimum resources. The Danish start-up Plant
Jammer, for example, generates recipe ideas
using leftover food. KptnCook, an app for recipe-based shopping, allows amateur cooks
to see which nearby supermarkets stock
certain ingredients. In 2018, Miele also intensified its strategic partnership with Yujin Robotand made a significant additional investmentin the Korean company. The aim is to further develop the > robotic vacuum cleaner
product category together and research
automation options related to production.
LEASING INSTEAD OF BUYING[GRI 103-2, 203-2] In the pay-per-use
model, customers only pay for individual
units of output rather than buying an appliance. In the case of a washing machine,for example, one wash cycle would constitute one unit of output. Studies showthat a pay-per-use approach could promote sustainable consumption. The reason
for this is that users become more conscious of their own consumption behaviour,as people who pay per wash cycle tend to
wait until they have enough laundry for a fullcycle rather than washing clothes with thedrum only half-full. That is more efficient.

6%of total turnover isinvested in researchand development.

Since 2016, Miele has been offering aleasing service for washing machines in the
Netherlands, where users are billed on thebasis of their actual use. Low-cost leasingenables household arrangements such as
people sharing apartments, who could nototherwise afford high-quality and efficient
appliances, to save resources. Miele cooperates with a start-up called Bundles in thisregard. When users terminate the leasing
contract, the appliance is returned to Bundles and prepared for the next user.
Miele also introduced a rental model for
washing machines in Germany under thename BlueHorizon. For the pilot project,
Miele set up its own online portal where customers can get an accurate overview of theircosts. The users’ individual needs determine the pricing structure. There is a rate
for people with less laundry to wash, whereusers pay per wash cycle. There is anotherrate where a basic fee cuts the price of each
wash cycle. And Miele also offers a flat rate
(up to a maximum of 250 wash cycles peryear) for households with high laundry needs.
In 2018, Miele carried out the “Shared
Laundry Room” project in the Netherlands
to investigate and document theadvantages of the pay-per-use model.
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The project analysed usage data fromthree apartment complexes with just under
600 residents over a period of several
months. The result: the number of wash
cycles carried out – and with it the amountof water and energy consumed – in a shared
laundry room was 47 percent lower thanwhen residents had their own appliances.
EFFICIENT SYSTEM SOLUTIONS
Miele offers its customers more than simply
domestic and commercial appliances –it is also increasingly offering complete
system solutions. These includes the appliance concerned, additional accessories,
suitable cleaning chemicals and tailored services. All elements are coordinated with one
another, thereby enabling the best resultswith the most efficient use of resources
possible. Washing detergent and dish detergent play an important role, particularly
when used in conjunction with automateddosage systems such as > TwinDos forwashing machines (used with UltraPhase 1
and 2 washing detergents) and > AutoDos
for dishwashers (with integrated PowerDisk). The combination of cleaning agentsand dosage is also available for industrial appliances under the ProCare name.
Miele also offers a system solution for coffee
preparation that promises customers additional
convenience. By the end of 2017, Miele had
introduced its own coffee blends in all countries where Miele sells its products. The coffee
is Fairtrade certified, and Miele & Cie. KG iscertified organic for its storage and sale.

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recycling

MEASURES TO REDUCE ENVIRONMENTAL IMPACT
in each phase of the product life cycle

Production
Environmental and energy management
Product development
Achievement of the best energy
efficiency classes

Transport and logistics
Use of the best technologies available

1)

Short distances
Avoidance of critical substances

Consideration of stakeholder requirements

Material selection targets the use of secondary
raw materials and high recyclability andtherefore high resource efficiency.

Transport bundling
Efficient utilisation of freight space
Use of low-emission means of transport

Usage phase
DisposalLow consumption
Compliance with legislation (WEEE, RoHS)
Excellent durability
Commitment to optimising recycling
processes/increasing recycling rates

Qualified maintenance and repair service

1) Taking into account all circumstances and giving due consideration to quality and commercial aspects.

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Development and innovation

CONNECTING HOMEAPPLIANCES TO NETWORKS[GRI 103-2] When it comes to networking
domestic appliances with other building technology components and the Internet, Miele isan industry pioneer. Under the umbrella term,
Miele@home, the company has around 500
network-enabled domestic appliances in its
programme worldwide. They are revolutionising
how these appliances operate and giving customers more flexibility, convenience, quality oflife and > security. To ensure that it continues
down this innovative and pioneering path,
Miele established the Smart Home businessarea and the subsidiary Miele Venture Capital.
Connectivity is increasingly creating new application scenarios that lead to sustainability
advantages: Washing assistants integrated
into the Miele@mobile app provide information on particularly energy-efficient settings,
for example. A further example are technicalaids which make it easier for older people tolive independently in their own homes. People
with hearing impairments often have difficulty perceiving the sound signals that modern
appliances use. Miele carried out a project
study together with hearing aid manufacturer
ReSound in 2017 to demonstrate how appliance signals can be converted into language
and transmitted to hearing aids. In addition
to status signals, this system can transmit
warnings such as “Freezer door is open”.
Amazon’s voice-activated assistant, Alexa,
enables customers to get information about
their appliances’ operating status and control them using voice commands. The Alexa

PRODUCTS & SERVICES

500

Miele domestic
appliances were
network-enabled
in 2017/18.

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EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURES

Disposal and recycling

service has been continuously expanded
to include new appliances, languages andknowledge about Miele appliances since2017. The Scout RX2 (2017) robotic vacuum
cleaner is also connected to the internet. It
transmits live footage of the home to the smartphone. The data is > reliably protected, as
all images are transmitted using encryptedmeans and only decrypted when it reaches
the recipient (end-to-end encryption). Industrial customers can also access appliances
using mobile devices through the MielePro@mobile app. Since 2018, it has been possible for them to control several machines
using the app and to order detergents.

in industrialised nations has already been a
key focus for Miele product development forsome time. As a result, even as early as during
the development process attention is paid toensuring that they are easy to use – regardless of the age or the physical capabilitiesof the user. The aim is to reduce the complexity which people face in everyday life andto ensure that no one is excluded, which isachieved by applying a consistent design to allappliances in one product group and using auniversal operating logic. The technical term
for this is “universal design” or “design for all”.

A PUSH FOR INNOVATION THROUGH
THE DIALOG OVEN[GRI 103-2, 203-2] The rules of universal design
ensure that the following performance characteristics are incorporated: broad usability,
flexibility, simple and intuitive use, sensory perception of information, fault tolerance, minimum
physical effort, convenience and accessibility.
The company’s own guidelines, such as
the Miele Ergonomic Index and the Haptics
Guideline, form the basis of ergonomic andhaptically optimised product design at Miele.

With the introduction of the Dialog oven in
the reporting period, Miele has once again
strengthened its claim to be an innovation
leader in the sector. The appliance combines conventional cooking processes
with electromagnetic waves. This makes
it possible to cook very different types offood with different cooking requirements
together – all with perfect accuracy and up
to 70 percent faster than with conventionalovens. Miele believes that the Dialog ovenhas what it takes to revolutionise cooking.
DESIGN[GRI 102-11, 103-2] In addition to elegance andaesthetic appeal, the company’s understandingof design comprises intuitive, self-explanatory
and accessible use geared towards customers’
needs. Accordingly, demographic change

CONTENTS

UNIVERSAL DESIGN

It should also be possible for visually impaired
users, for example, to operate Miele domestic
appliances. The GuideLine washing machine,
based on the W1 Classic series, has beenpart of Miele’s product portfolio since thebeginning of the business year 2017/18. It
supports people who are blind or visually
impaired through a combination of haptic
elements and sound signals. Spoken audio
instructions also make the machines easier
to use. In terms of its external appearance,
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Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approachin that it features a tactile line and raised
dots on the control panel. The Miele Design
Center developed the washing machinein cooperation with the German Federation of the Blind and Partially Sighted. The
washing machine was awarded the Universal Design Consumer Award and the
Universal Design Expert Award in 2017.
Miele is also the standard supplier to Denmark’s first “Green City”. Timeless design,
sustainability and carbon neutrality play a
key role here. By 2024, the Carlsberg district of Copenhagen will have sustainable
residential, working and living spaces.
Miele will supply around 15,000 domestic
appliances for the project by 2024.
AN ENVIRONMENTAL CHECKLISTFOR PRODUCT DEVELOPMENT[GRI 103-2] In order to keep all the key
aspects in mind from pre-development toseries maturity, Miele works with its IMNU 2.0
product development system. The “environmental checklist” is part of this system andwas optimised during the reporting period.
It includes Miele-specific requirements:
materials specifications that go beyond statutory requirements, including specifications
relating to the use of PAHs (polycyclic aromatic hydrocarbons) or plasticisers, as well
as requirements regarding environmentallyfriendly design and ease of repair. The digitalrights registry was introduced in the business year 2017/18. It provides information
on international legal requirements for appliance development and makes it possible
to take these requirements into considera-

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Product portfolio and quality

tion at a country and product-specific level.
In addition, Miele incorporates scenario planning into the individual product groups. This
ensures that trends and likely developments,
including those in a sustainability context,
are systematically analysed and regularly
checked. In order to integrate sustainability aspects into the product development
process right from the start, Miele also produces corresponding life cycle assessments
for relevant technological modifications.
DIALOGUE FOR SUSTAINABLE IDEAS[GRI 102-43, 103-2] A range of Miele departments and external partners work hand inhand on product development: the Design
Center, marketing and market research
convey the > customer requirements, analyse
potential for improvement for existing appliances and evaluate opportunities for new
products. Designers and developers devote
themselves to ideas and concepts. Close
cooperation flourishes with suppliers and thetoolshop, prefabrication and assembly areas
even in the early phases of development.
Employees also play their part when it comesto proposing sustainable improvements: forexample, at the Gütersloh production plant,
product ideas can be submitted via the
database-based “GO IDEA” ideas platform
as well as through the company suggestion scheme. The platform was launchedin 2015 for the domestic laundry care areaand has also been incorporated into the
Bielefeld, Bünde and Lehrte plants. An “ideas
scout” is responsible for each of the various product groups. He or she is in charge

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recyclingof the ideas and supervises decision-making
through a committee. In addition, the ideas
scouts regularly keep employees up to dateregarding new ideas and campaigns.

30 yearsof Miele market research

Thanks to regular dialogue with interest groups
and expert partners, such as the Oeko-Institut
Freiburg, external requirements are incorporated
into the product creation process from a very
early stage. Supplier expertise is also highly
sought after in the development process, especially when new materials or the challenging
field of electromechanics is involved. Regular product innovation workshops held jointlywith suppliers help to identify potential issues
that are essential to product quality early on.
CUSTOMER NEEDS AND
FUTURE SCENARIOS[GRI 102-43, 102-44] Miele market researchhas been conducting customer surveys
in Germany and many other countries forover 30 years. As a result, it receives morethan 25,000 consumer opinions every year
from across the globe. This allows Miele toobtain informative findings on market perception, purchasing decisions and user
behaviour. During the reporting period,
one of the focal points was the scenario
project “Cooking in 2025”, in which customers in several European countries, China
and the US were surveyed. The feedback
was convened in the form of interviews
at home, workshops, and an international online community. All told, morethan 100 people took part in the qualitative study. The study results were used inworkshops as foundational information for32

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Development and innovation

From the plants

WARENDORFTECHNICAL CENTRE
This place is all about plastics: the aim of the newtechnical centre in Warendorf (opening autumn 2019)
is to further develop technologies and manufacturing
processes, optimise materials and analyse markets.
Miele produces most of the plastic parts for its household
appliances at the Warendorf location, from vacuum
cleaner housings to complex assembly parts such as
washing machine doors. The new technical centre –covering an area of 1,000 square metres – is set to push
innovation in plastics processing. Miele is investingaround three million euros in this project to that end.

> More information available online
at miele.com/quality

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Disposal and recycling

the development of a range of future scenarios in the cooking area. The first ideas
for the future have already been discussedwith consumers and their acceptance at thepresent time has been tested. The international exchange revealed many findings
regarding local differences and needs.

Miele has been investigating ways to prevent this or at least minimise the effect forsome time now. Miele washing machines
themselves make a significant contribution. Miele’s honeycomb drum andadjusted wash cycles treat laundry sogently that abrasion is kept to a minimum.

An integral part of the work that Miele’s
designers do is the direct contact they havewith consumers as well as with organisations such as the German Federation of theBlind and Partially Sighted. With the aid oftrend analyses, user models, the latest UX(user experience) methods, as well as observations and surveys, they develop futurescenarios to enable them to identify theneeds of tomorrow’s households today.

Pre-treatment of fabrics and fibres during production offers great potential in reducing
levels of micro plastics. Another promising
approach is the use of filtration technology
in washing machines. Miele has viewed thislatter technology as it stands today with some
scepticism: Saturated filters would have tobe replaced at regular intervals, which initself poses new challenges relating to theirtreatment and disposal. In order to work on
solutions together with the textile industry,
Miele is participating in the TextileMission initiative, a joint project instigated by the German
Ministry for Education and Research.

At the Gütersloh site, Miele has its own test
studio which is used to perform usability tests.
Here, a representative selection of consumers
is given the opportunity to extensively test
new domestic appliances. Miele also works
in cooperation with national and international
market research institutes such as GfK.

CONTENTSNEW DEMANDS PLACED ON
PRODUCT ENGINEERS
In recent times, levels of awareness relating
to global pollution caused by plastic waste
have risen sharply. The focus in this publicdebate is on so-called micro plastics. Theseare particles and fibres with a diameter ofless than 5 mm which are removed from fabrics and cosmetics during washing andfind their way into the sewage system.

25,000consumer opinions are collected
and evaluated annually.

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Disposal and recycling

Product portfolio and quality
Long service life, low consumption[GRI 103-2] From day one, the core of the Miele
product philosophy has been to provide its customers with products of exceptionally highquality and with a particularly long service life. As
a company focused on sustainability, Miele also
pays great attention to energy efficiency: morethan three quarters of the energy that domestic
and commercial appliances need from development to disposal is consumed during the> usage phase. Miele adopts a holistic approachhere too: in addition to energy demand,
water consumption and the use of chemicals
such as detergents also play a major role.
All Miele appliances are designed with maximum efficiency in mind under real conditions.
For example, they have a range of > consumption-reducting functions. Additional potential
for saving resources is opened up by > networking and incorporation into smart homeconcepts. In this process, Miele makes surethat low consumption does not come at theexpense of practical benefit – for example
with respect to programme duration, > noiselevels and the results achieved when cooking,cleaning, washing and vacuuming.

development and production which werebrought about by the optimisation of energy
labelling following the update to the EU framework directive. The scale used in energy
consumption labelling will initially affect the
product groups washing machines, dishwashers, refrigerators/freezers and tumble
dryers. The aim of this is to increase transparency for consumers and provide manufacturersof high-efficiency appliances with the opportunity to set themselves apart from thecompetition in a more effective manner than
before. Both of these promise to generate positive effects in terms of resource conservationand climate protection, areas in which Miele
intends to actively participate in the future.
Thanks to new and optimised technologies, Miele has been able to make further
improvements regarding results and efficiency, primarily with washing machines,
tumble dryers, dishwashers, refrigerators, electric cookers and ovens. For Miele to verify
its position as the most sustainable > company in the industry, this progress is crucial.

REDUCTION IN ENERGY CONSUMPTIONof domestic appliances since 2000 in the business year 2017/18

Tumble dryers-71%

Washing machines-63%

Refrigerators without a freezer compartment 1)-54%

Refrigerators with a freezer compartment1)-53%

Cookers and ovens-49%

Dishwashers-44%

Freezers 1)-43%

The most energy-efficient Miele appliances available on the market in the 2017/18 financial year
are compared with the most energy-efficient Miele appliances from the year 2000.
1) Including 150 l of usable capacity.

WASHING MACHINESDEVELOPING THE PRODUCT PORTFOLIO[GRI 302-5] In the reporting period, Miele
worked on the requirements relating to product[GRI 302-5] During the business year 2017/18,
99 percent of all washing machines subject to EU
energy labelling fell into the top A+++ category,34

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undercutting the borderline value by up to
50 percent (depending on model). In the business year 2015/16, 93 percent of all Miele
washing machines sold in EU member states
had the highest A+++ energy efficiency rating.
Miele systematically develops its domestic
and commercial appliances further by giving
consideration to the entire product life cycle.
As the scope for achieving further improvements in efficiency is getting smaller andsmaller, smart solutions are required. For
this reason, Miele introduced the SingleWash
programme in 2018 (W1 with PowerWash
2.0.). This programme improves the environmental performance of the washing machines
when a very light load is used. Light loads are
becoming more and more frequent in daily life,
and this places high energy demands on conventional technology. By using this programme,
the washing machine uses 60 percent lessenergy and 51 percent less water comparedwith conventional automatic load detection. In addition, the cycle is also reduced by
59 percent. Some models even offer an additional connection for warm, rain or well water.
If, for example, solar-heated hot water isused, electricity consumption is reduced by afurther 35 percent. The > M Touch user interface is as intuitive, easy and quick to use asa smartphone. White text on a black background is also particularly > easy to read.
In the commercial equipment division, Miele
introduced the “Performance Plus” series in
the reporting period. These washing machinesconsume around 20 percent less water and30 percent less energy than their predecessors. The newly developed honeycomb

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Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

drum design (“Schontrommel 2.0”) and thespecially formed suds containers (both patented), as well as the new EcoSpeed washsetting that works at different speeds, all contribute to the reduction in consumption. The
three machines in the new series offer morethan 90 basic and special programmes, forexample for disinfection, cushions or kitchenlinen, and storage space for over 100 individually set programmes. In 2017, the Miele
appliances were awarded first place in the“Trendsetter Product – Technology & equipment” category of the Internorga Future Award.
TUMBLE DRYERS[GRI 302-5] In the case of tumble dryers,
the percentage of appliances with the bestenergy efficiency rating A+++ rose significantly: from 8 percent in the business year
2015/16 to 44 percent in 2017/18. The factthat the particularly efficient heat pump technology has been introduced onto the market
played a crucial role in this. Thanks to further technological developments, the new
top model “T1 Passion” surpassed thelimit value of A+++ by 10 percent. The
EcoDry technology with particularly effective filter system and maintenance-free heatexchanger ensures low energy consumption
and short drying times on a long-term basis.
In 2018, the Miele heat pump tumble dryer TWF
500 WP was the exclusive test winner of the
Stiftung Warentest (StiWa) (tested 09/2018). It
was the only appliance to obtain an “excellent”
mark in the “Sicherheit und Verarbeitung” [safety
and processing] test point. The Miele appliancealso scored well in the areas of “Gleichmäßigkeit

EMPLOYEES & SOCIETY

Customer orientation and information

der Trocknung” [uniformity of drying], “Beund Entladen” [loading and unloading] and“Entleeren des Kondensatbehälters” [condensate drainage]. At the same time as the test,
StiWa carried out an online survey among> consumers in December 2017, asking them
about any problems they had with their tumble
dryers. It received a total of 6,100 responses.
The responses from owners of Miele appliances showed that they have the fewest issues.

FACTS & FIGURESCONTENTS

Disposal and recycling

ENERGY EFFICIENCY CATEGORYFOR EACH PRODUCT GROUP
2017/18, as a percentage

Washing machines
99%
Dishwashers
48%

DISHWASHERS[GRI 302-5] The dishwashers in the G 6000
EcoFlex series, which have been on the market
since 2016, surpass the limit value for the best
A+++ energy efficiency rating by between 10
and 20 percent. Miele received the renowned
German Federal Ecodesign Award for theseappliances at the end of 2017. This award
is supported by the German Federal Ministry for the Environment, Nature Conservation
and Nuclear Safety, the German Environment Agency and the International Design
Center Berlin. The dishwashers received
the award for their high level of energy efficiency, which is achieved with the EcoTech
heat reservoir. This system uses the heat fromthe rinsing water from the previous phaseto heat the water for the next cleaning process, which reduces energy consumption
considerably. With its cleaning and drying
results, models of the series were able to perform well again during the Stiftung Warentest(tested 07/2017): for the third time in four
years, Miele dishwashers were test winners.
In September 2018, outside the reporting
period, Miele introduced the G 7000 series.

1%

27%

30%

Refrigerators and freezers
21%

78%

1%

Tumble dryers
44%

44%

3% 9%

Electric cookers and ovens
96%
A+++

A+

A++

A

4%
B

Its innovative AutoDos system with integrated
PowerDisk dispenses the detergent according
to the programme selected or – in automatic
mode – according to the level of dirt. This
makes cleaning particularly efficient as overdosing of detergent is prevented. The mobile> control via an app has been improved further and designed to be more user friendly.
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In some countries, Amazon’s virtual assistant > Alexa can be used for this. This meansthat customers can, for example, startand stop their dishwasher from anywhere,check fill levels or order detergent online.
[GRI 203-2] In all, the percentage of dishwashers with the best energy efficiency
rating rose from 39 to 43 percent in thereporting period (2017/18). The aim is tooffer more high-efficiency technologies, also
for entry-level appliances. The Uničov plant(Czech Republic) is to be involved in this tohelp with the efficient implementation. In
the reporting period, work started on the
expansion of the buildings and production
facilities necessary for this and these measures are expected to be completed in 2019.
In the commercial division, a new generationof ProfiLine dishwashers was introduced in
the reporting period. These appliances consume 11 percent less energy and 19 percent
less water than their predecessors. In 2017,
Miele’s commercial dishwashers were theoverall winners of the “BestMarke 2017/18”
industry survey carried out by the Allgemeinen Hotel- und Gastronomie-Zeitung
publication. Among the shoppers surveyed,
Miele products were front runners when
it came to quality, image, product performance, sustainability and > customer service.
VACUUM CLEANERS[GRI 302-5] Since September 2017, the Eco­
design Directive has restricted the power ofvacuum cleaners to a maximum of 900 watts
and placed higher demands on dust suc-

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DURABILITY: ENVIRONMENTALLYBENEFICIAL PRODUCT SERVICE LIFE

99%

of all Miele washingmachines sold achieve thehighest efficiency category
available on the market.

tion and noise reduction. At the heart of thisvacuum cleaner is a highly efficient fan with up
to 25 percent better effectiveness than its predecessor. Together with various > applianceoptimisations and appropriate accessories, such as the fine dust Miele HyClean
3D Efficiency dustbag, this fan ensures thecleaning performance is constantly highwith significantly lower energy consumption. One model from the EcoLine series
was the Stiftung Warentest winner with thebest result of 1.9 in 2018 (tested 06/2018).

[GRI 103-2] Miele is the only manufacturer in
the industry that tests its products to last up to
20 years. The requirements that Miele appliances
must satisfy in these tests are defined in a separate plant standard. For a washing machine,
Miele assumes five programme cycles are performed each week. Over 20 years, this resultsin 5,000 washing cycles, which corresponds
to roughly 10,000 operating hours in testing.
5,000 cycles are also applied for tumble dryers,which – due to shorter programme durations –results in a test period of 7,500 operating hours.
This exceptional durability of Miele products
is the result of sturdy construction, the use ofhigh-quality materials and demanding load andendurance tests. Various surveys and research
confirm that this is also worthwhile from an ecological perspective (> UBA 2016; > Öko-Institut
2015, > Öko-Institut 2018). The Öko-Institut
survey of 2015 revealed that the long-term use
in particular of washing machines and dishwashers and generally of tumble dryers aswell as refrigerators and freezers is beneficial.
Only in the case of very old tumble dryers andrefrigerators/freezers may it be worthwhile toreplace the appliances, as huge increases in
efficiency have been achieved in these productgroups as a result of technological advancesin recent years. If we look to the future fromtoday’s standpoint, according to one conclusion, long-term use is something that can be
aspired to more than ever before, as further
increases in efficiency within the appliance are
expected to be on a smaller scale than thoseseen recently. The circular economy approach

FACTS & FIGURESCONTENTS

Disposal and recycling

initially envisages as long a service life as possible; it is only at the end of this that productcomponents are introduced to new products.
MIELE APPLIANCES REMAIN A PARTOF THE HOME FOR LONGER
In order to benefit from the ecological advantages of durability, however, the appliances must
be used by consumers for long enough. In fact,
Miele domestic appliances are used in the home
for longer than appliances from other manufacturers before they are either sold on or replaced
due to a defect. This has been repeatedly confirmed in several studies in the past. This is also
what the Stiftung Warentest discovered during
a survey: users of Miele tumble dryers mentioned relatively few issues and faults comparedwith competitor products, even with appliances
as old as 20 years or more (tested 09/2018).
Customer satisfaction is a factor that is not to
be underestimated when it comes to ensuringthat domestic appliances are used for as longas possible. If a domestic appliance does its
job reliably and delivers the results, user convenience, energy efficiency and design that
customers ask for, a functioning appliance willvery rarely be replaced early. Key focal points
for product development at Miele are therefore > timeless design, ease of repair and theoption to subsequently update control software. The current brand loyalty confirms the
success of this strategy: according to Stiftung
Warentest, more than 70 percent of people
who use a Miele washing machine or tumble
dryer would opt for a Miele appliance again.
More than 77 percent would “definitely” recommend Miele tumble dryers (> test 04/2018).
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PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURES

Disposal and recycling

MORE POTENTIAL FOR SAVINGS THANKS TO ECO FUNCTIONSECO FUNCTION[GRI 302-5] Across all products, Miele appliances areequipped with a range of eco functions, which enable
the user to tap into further potential for savings.

EcoFeedback(dishwashers)

FlexiTimer with
EcoStart/SmartStart(dishwashers)

Developmentin the reporting
periodWith the EcoFeedback function, users
have the current consumption valuesof their dishwasher under control.
Even before the cycle starts, theyreceive a forecast on the water andelectricity consumption for the selected programme. They can therefore
find out at a glance, for example, thata programme operating at a longer
cycle time or lower temperature
will require less energy. At the endof the programme, the appliancedisplays the actual consumption
in kilowatt-hours and litres.

Proportion of dish­washers sold with
EcoFeedback function
as a percentage of
total sales: Businessyear 2017/18: 20%

Start selection for times at which
the electricity tariff is the lowest

Proportion of dish­washers sold with
FlexiTimer as apercentage of total
sales: Business year
2017/18: 20%

Developmentin the reporting
periodWash programme where warm
water already available in thehousehold (solar thermal system,
heat reservoir, or gas/oil heating) isused. The programme uses only theheat provided by the incoming watersupply. The electricity consumption
is reduced to 0.05 kWh per cycle.

Proportion of
dishwashers soldwith SolarSave as apercentage of total
sales: Business year
2017/18: 20%

EcoTech heat reservoir(dishwashers)

Thanks to the EcoTech heat reservoir,
the dishwashers in the G 6000
EcoFlex series surpass the limit value
for the best A+++ energy efficiency
rating by between 10 and 20 percent(see section > Dishwashers).

Worldwide launch
April 2016

Residual heat utilisation(ovens and steam ovens)

Five minutes before the endof the cooking time, only
existing heat is used.

Expansion in
product range
Percentage of
cookers/ovens withresidual heat utilisation in the businessyear 2017/18: 25%

Induction(hobs and CombiSets)

30% less energy used to heat up
compared with conventional systems.

Percentage of
induction areas on
all hobs/stovetops
in the business year
2017/18: 53%

LED spotlights(cooker hoods)

Almost all halogen spot lights inearlier models have now been
replaced with electricity-saving
and long-lasting LED bulbs.

Percentage of cooker
hoods with LED bulbs
in the business year
2017/18: 94%

ECO FUNCTIONS

How it works

How it works

SolarSave(dishwashers)

excerpt

ECO FUNCTIONCONTENTS

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ECO FUNCTION

PRODUCTS & SERVICES

Development and innovation

How it works

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

Developmentin the reporting
periodEco motor(cooker hoods)

The new direct current motor
provides 70% saving comparedwith conventional motors.

Percentage of cooker
hoods with eco motorin the business year
2017/18: over 50%

Con@ctivity(cooker hoods)

The automatic function Con@ctivity 2.0
gathers information selected at thehob and transmits it to the controlsof the cooker hood.

60% of all hobs
and hoods are
networked wirelessly.

Eco mode(coffee machines)

Heat-up only directly before
the first drink is dispensed

All models havethe feature.

EcoFeedback(washing machines)

See Dishwashers

Proportion of washingmachines soldwith EcoFeedback:Business year
2017/18: 34%

TwinDos(washing machines)

Integrated, automatic detergent dosing
system: the two Miele detergents
UltraPhase 1 (acting against fats andproteins) and UltraPhase 2 (acting
against stubborn stains) are dosed via
TwinDos in consecutive programme
stages. TwinDos saves up to 30%
on detergent; confirmed in 2013by the independent Öko-Institut.

The portfolio has beenenhanced further. In
the business year
2016/17, 19% of thewashing machines
sold had TwinDos;
23% in the businessyear 2017/18.

EMPLOYEES & SOCIETY

Customer orientation and information

ECO FUNCTION

FACTS & FIGURESCONTENTS

Disposal and recycling

How it works

Developmentin the reporting
periodAllWater(washing machines)

Miele AllWater washing machines
can be used with service wateror hot water. The appliances areequipped with two water connections
for this purpose. The use of an
existing hot water supply can resultin energy savings of up to 35%.

Integration in
one model

EcoFeedback(tumble dryers)

See Dishwashers

Proportion of
tumble dryers soldwith EcoFeedback:Business year
2017/18: 20%

Heat pump(tumble dryers)

See Tumble dryers

Percentage of models
with heat pump in
the business year
2017/18: 83%(all models with
A++/A+++)

EcoTeQ floorhead(vacuum cleaners)

Efficient floorheads which achieve
perfect cleaning results evenwith the lowest power setting

Percentage of vacuum
cleaners with EcoTeQ
floorhead sold in the
EU: Business year
2017/18: 20%

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15,000operating hours is what a Miele
dishwasher must deliver during testing.

NEW SOFTWARE FOR OLDER APPLIANCES
The increasing importance of softwarein domestic appliances offers the opportunity to improve functions over the longutilisation phase of Miele appliances or toadapt them to new requirements. Standardised Miele diagnostic support offers
approximately 2,200 updates for morethan 1,300 different electronics components. It is used by Service technicians
worldwide and therefore contributes to thecontinual improvement of Miele appliances.
EASE OF REPAIR[GRI 103-2] Miele domestic appliances arerenowned for their reliability. Nevertheless,over the course of a long appliance life, faults
may occur that require the assistance of theservice team. In order to keep costs low insuch cases, the appliances are designed to
be “repair-friendly”. This means that as little
effort as possible should be required to repair

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recycling

or replace a component. As Miele assumes aservice life of up to 20 years for its products,
its supply of spare parts is organised with thisin mind. Around 63,000 different original Miele
spare parts are therefore permanently held instock in the central warehouse in Gütersloh.
From there, the parts are dispatched as
required to locations all over the world andare available for many years after productionof the particular appliance has ceased.
GENTLE TREATMENT OFTEXTILES AND CROCKERY[GRI 103-2] Durability in the broader sense of
the word also includes the gentle treatmentof textiles and the care of valuable cutlery
and crockery in the dishwasher. In the caseof washing machines, shorter programme
durations, for example, protect the laundry
and extend the life of the garments. In Miele
washing machines, the duration of the energy
label programme is limited to three hours,
although up to five and a half hours is common
practice. In the reporting period, for example,
Miele launched “ProCare Shine” cleaningchemicals onto the market for its commercial dishwashers. They are particularly gentle
on glass. In addition, these detergents andrinse aids are marked with the “Euroblume”
EU Ecolabel. This label is given to products and services that verifiably contribute to
reducing environmental pollution. Miele alsooffers a mildly alkaline powder cleaning agent
for the Professional division, and it is particularly effective at removing coffee and tea
residues. Due to its decor-protecting properties, the cleaning agent can be used forany item, including aluminium and silver.

From the plants

APPS HELP OUT
WITH COOKING
Choosing a recipe, writing long shopping lists, runningaround to different stores only to realise an important
ingredient is missing when you’re at home in front of thecooker – that’s the day before yesterday’s news. Cooking
is a whole other world nowadays. Cooking apps like
Plant Jammer and KptnCook (photo) help save time andfood. Miele supports these and other start-ups throughparticipations or joint projects. Miele Venture Capital, asubsidiary founded specifically for this purpose, always
has an eye out for new business models, disruptiveideas and innovative technologies. This doesn’t justapply to cooking, but also covers laundry. The Bloomest
launderette chain and WaschMal pick-up service
both have a competent partner on board in Miele.
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PRODUCT SAFETY: EXTENSIVE TESTING[GRI 103-2/3, 416-1] As a general rule, all Miele
products are extensively tested with respect tohealth and safety risks to the consumer. Compliance with product safety aspects is tested byindependent bodies such as VDE, DEKRA orTÜV, and the products certified accordingly. In
addition to laws and standards, in-house Miele
standards apply in all areas, and in some cases
have even higher requirements with respect toproduct safety. Extensive tests and service life
inspections also contribute to product safety
as do findings from customer service callouts.
In an industry comparison, Miele has a very
high level of vertical integration – up to 50 percent depending on the product. This helps
the company to differentiate the core components from the competition, strongly
influencing the quality of these components, and therefore also enhancing productsafety. Ensuring product safety is also a
process that involves several areas, as theTechnical Product Management and Environmental Office, design/development
departments and Quality Management all
work in close cooperation with each other.
Certain sources of faults are carefully identified and assessed using targeted, global
market monitoring, customer service feedback, product recalls, or spare parts sales(field monitoring). Influences from modified
user behaviour can also be identified in thisway. An additional factor is preventive quality
work, which accompanies new products as
early as the product development phase withthe aid of series of tests, and which can therefore have an influence at an early stage.

63,000spare parts are held in stock up
to 15 years after production of
the particular appliance series.

EMPLOYEES & SOCIETY

Customer orientation and informationa certified medical product manufacturer,
Miele meets all statutory hygiene standardsof the countries where the products are distributed. For example, this also includes thefull and reproducible documentation of eachindividual batch of sterile products. In thefirst quarter of 2019, Miele launched newlarge-capacity washer-disinfectors onto themarket. These make it possible to make surethe instruments for minimally invasive surgery are ready for the next operation in the
shortest time. Previously, such instruments
had been considered difficult to clean. These
appliances use the PowerPulseCleaning process, which cleans the instruments from theinside using special water and air pulses.
STRICT STANDARDS FOR POLLUTANTFREE PRODUCTSMEETING HIGH HYGIENE STANDARDS[GRI 103-2, 102-11] Miele’s commercial appliances offer special programmes to suit theparticular hygiene requirements of establishments such as retirement homes, hospitals
or hotels. Similar considerations are also
made for commercial dishwashers. These
appliances meet significantly higher hygiene
standards than models with a tank system,
as fresh water is used for each rinse cycle.
They also offer special programmes with highfinal rinse temperatures (up to over 83 °C) andlong temperature holding times. This combination of high temperatures and long holding
times produces particularly hygienic cleaning
results. The hygiene requirements in the medical technology sector are even higher. As[GRI 103-2/3, 102-11] As a matter of principle,
Miele avoids the use of critical substances,wherever possible. Many substances of thisnature have therefore never been used or were
substituted years ahead of being banned.
Before any substances are used, Miele establishes whether they are considered critical byexperts, and whether avoiding their use could
benefit the environment and/or human health.
With this in mind, critical substances are definedin specifications that apply across the entire
company, such as internal Miele plant standards. Compliance with relevant legal standards
is second nature to Miele. This includes, forexample, the EU chemicals regulation (REACH)
and the EU directive on the restriction of theuse of certain hazardous substances (RoHS).
Compliance is monitored through continuous
analysis of products and components.

FACTS & FIGURESCONTENTS

Disposal and recycling

EMISSIONS AND INDOOR CLIMATE[GRI 103-2, 102-11] Miele appliances are
optimised in every conceivable way so thatemissions like noise, odours and moisture
are also kept to a minimum. For example,
Miele dishwashers and cooker hoods areamong the quietest products on the market.
Even in open-plan kitchens, the operating
noises are not regarded as a nuisance. The
advantage of this is that the appliances canbe operated outside of electricity peaks
and at off-peak tariffs, where applicable.
Miele tumble dryers operate highly efficiently
and produce the lowest condensate losses
compared with competitor products. Thismeans that they release a particularly low
amount of moisture into the ambient air. Thisis advantageous both in terms of energy efficiency and for health reasons, because high
air humidity can lead to mould formation inrooms without sufficient ventilation. Miele
cooker hoods and ovens are equipped withfilters or catalysers (depending on the modelfor ovens) to minimise odours and prevent
greasy vapours from entering the ambient air.

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EMPLOYEES & SOCIETY

Customer orientation and information

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Customer orientation and information
Ensuring maximum customer satisfaction[GRI 103-2] For Miele, meeting the expectations of its customers when it comes to
products and services – and even exceedingthem where possible – is of the utmost importance. The key to this includes long-term
partnerships with dealers. Miele appliances
are sold in Germany, Europe and abroad
through authorised dealers and by Miele
itself. The company uses this approach toensure high quality also when it comes tomarketing. In the business year 2017/18,
Miele supplied around 13,000 dealers in thedomestic appliances sector in Germany.
These dealers adopt the same high demands
for quality in terms of presentation, range of
products and services, consultation skills
and customer services. The same applies forthe authorised partners in online business.
INNOVATIVE PRODUCT PRESENTATIONTHANKS TO VIRTUAL REALITY
When it comes to selling Miele solutions forthe medical sector, it is not just a case of
conveying information about the products;
providing training to users also plays a key
role. In the past, presenting the system solutions for instrument reprocessing in hospitals
and training personnel accordingly required
a lot of resources and time. Customers previously learnt which cleaning, disinfection

and sterilisation techniques were required at
Miele production sites or reference customers– at locations where large-scale appliancesand equipment have been installed. However, it is much simpler to learn about the
products and their features with the aid of
virtual reality. Miele has already trialled thisform of demonstration at trade fairs. Virtual
reality is also becoming increasingly important in the visualisation of kitchen designs at
kitchen and furniture stores. It allows customers to see what “their” kitchen would
look like in advance. Solutions like thisone are mainly offered and promoted by
kitchen design software manufacturers.
AFTER-SALES CUSTOMER SERVICE[GRI 103-3] Miele employs approximately
2,500 Service technicians who regularly
undergo rigorous training, and they complete
their service calls with the help of extensively
equipped service vans. The “first-call completion rate” (percentage of service requests
completed after the first service call) for Miele
Service is above the industry average. In
Germany, a rate of 90 percent has alreadybeen achieved. Various awards repeatedly
confirm the reliability of Miele’s appliances and customer service. These include
the following from the reporting period:•• In the United Kingdom, Miele received the“Domestic & General Total Excellence andQuality Award” for the ninth time in 2016/17.
Miele achieved a result of 93 percent in
this, which is one of the highest resultsin the 20-year history of the award.
•• In 2018, Miele received the “KVA
Service Award” from the Austrian
Association for Customer Service.
•• In Austria, Miele was also named the“Kunden-Champion 2018” [Customer
Champion 2018]. This status was confirmed
when Miele received the “Branchenmonitor
2018” [Industry Monitor 2018] award,
the highest Austrian ranking in the fieldof customer satisfaction. According to
the ranking, Miele is also the “BranchenChampion 2018” [Industry Champion 2018]
in the washing machine manufacturer(after-sales support) category.

Kundenservices” [Best customer
services] (07/2017) and “Beste
Verbraucherservices” [Best consumer
services] (07/2018), Miele came firstin the “Elektrogroßgeräte” [Largeelectrical appliances] category.
•• In 2018, the Deutsche Institut fürService-Qualität rated the qualityof Miele’s customer service as“good” in a survey of major electricalmanufacturers. Miele therefore won
the comprehensive survey test.
•• In the 2017 reliability survey by theAustralian publication CHOICE, Miele
earned highly positive reviews in the
product categories vacuum cleaners,
washing machines and tumble
dryers. More than 9,000 Australianconsumers were surveyed.

•• In > „Kundenmonitor Deutschland 2018“[Customer Monitor Germany 2018],
Miele customer services has occupied
the number-one spot in domestic
appliances for the last 25 years.
•• In two of the customer satisfaction rankings
awarded by WirtschaftsWoche, “Beste
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LONG-LASTING WARRANTY
For continued peace of mind, customers have
had the chance to extend the two-year manufacturer warranty from Miele to five or ten
years within that period of two years. In early
2018, Miele extended its warranty service withan insurance partner. This service now comprises comprehensive protection for appliancesthat are ten years old or more. Be it a material,
production or operator defect, force majeure
or wear: the repair remains free of charge forcustomers. The “Miele Service Zertifikat Plus”
package entails a monthly fee. With its new
warranty service, Miele is also doing its partto extend the period of application of its appliances and thereby conserve resources.

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

DETAILED CONTINGENCY PLANS
FOR RECALL CAMPAIGNS[GRI 103-2, 416-2] Despite the high standard of
quality at Miele, there are rare occasions whena product recall is necessary. Detailed contingency plans are in place for this, with thenames of the persons responsible for taking
prompt action. Experiences from such recalls
are thoroughly analysed and considered for
future developments. In the reporting period,
there was one global product recall in the medical product division. The reason for this wasa security vulnerability in the connectivity of
the appliance, which was discovered during
testing carried out by an external computer
security expert. Miele contacted the 5,500 customers who were affected. The vulnerability
was fixed by an appliance update. There were
no incidents concerning the appliances.
INFORMING CUSTOMERSABOUT SUSTAINABILITY

13,000dealers for Miele domestic appliances[GRI 103-2, 417-1] In many countries, Miele
is registering a growing interest in sustainability among customers, especially with respect
to consumption. Feedback from dealers andcustomer surveys make it clear that efficiency values for electricity, water and gas
have become a key argument when it comesto making the decision to purchase. Miele
uses various channels of communication to
inform its customers about sustainability: thisincludes information provided on the product(> EU energy consumption labelling), operating
instructions, product brochures, consultations with dealers and in showrooms aroundthe world, as well as international trade fairs.

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recycling

CURRENT EU ENERGY CONSUMPTION LABELLING
on the productAppliance

Energy label
added

ENERGY LABEL

Ovens and steam cookers

2015 updated

A+++ to D

Cooker hoods

2015

A+ to F
from 01 January 2018
A++ to E
from 01 January 2020
A+++ to D

Dishwashers

2011 updated

A+++ to D

Refrigerators and freezers

2011 updated

A+++ to D

Vacuum cleaners

2014/Placed
18 January 2019

A+++ to D

Tumble dryers

2013 updated

A+++ to D

Washing machines

2011 updated

A+++ to D

Wine units

2011

A+++ to G

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Corporate communications and the company
website also contain information on sustainability aspects. Information on > proper disposal
and > safe operation of appliances is placed
prominently at various locations. Incorrect orinadequate information on this subject could
have negative consequences for people andthe environment. Miele uses the Sustainability Report, for example, to report on matterssuch as where the components of its products
come from and whether recycled materials
are used. Communication about sustainability
reaches customers, together with information about the good reputation of the Miele
brand. Representative surveys by Miele market
research reveal that in Germany, Italy and Australia, for example, the majority of 1,600 people
surveyed confirmed that Miele supports a sustainable lifestyle. In comparison with otherindustries, Miele is viewed as the most sustainable brand in these and other countries.

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

EMPLOYEES & SOCIETY

Customer orientation and information

FACTS & FIGURESCONTENTS

Disposal and recyclingthat is also applied in online banking. In
2018, Miele adopted the Miele Privacy Policy.
The aim of this is to support the EU General
Data Protection Regulation and clearly regulate the handling of digital data, in particularcustomer data. For example, this regulation stipulates that Miele must follow the routeof data economy and ensure that its communications concerning the storage andforwarding of data are always transparent.
Data is only used for the authorised purpose
and not forwarded to third parties without thecustomer’s consent. There were no substantiated complaints regarding data protection
or privacy infringements among customers
in the reporting period. There were also nocases of data theft or loss of customer data.
The collection, storage, processing anduse of all personal customer data are performed according to data protection rules.

[GRI 302-5] There were no relevant incidents of
non-compliance with regulations and voluntary
codes concerning product and service information and labelling during the reporting period.

From the plants

CREATING ADDED VALUESENSITIVE HANDLING OF CUSTOMER DATA[GRI 103-2, 418-1] For Miele, the protection of the > Miele@home-infrastructure andthe secure handling of customer data are of
the utmost importance. Trust must also be
secured, even in an interconnected world.
With this in mind, the company takes a whole
host of precautions and works tirelessly in
conjunction with external experts to makefurther improvements to the security architecture. This is based on the same technology

59%

of all those surveyed in Italy are of
the opinion that Miele supports asustainable lifestyle: “Miele helps me
to have a sustainable way of living”.

Miele appliances are designed to offer customers
genuine added value – whether in terms of handling,
benefits or design. This added value is already present
during the production stage: By aligning their workwith the highest possible quality standards, the plants
lay the foundation for ensuring long product life andhigh customer satisfaction. In order to achieve an
above-average service life, Miele relies on rigorous
testing, timeless design and ease of repair.
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Disposal and recycling

Disposal and recycling
Environmentally responsible treatment of old appliances[GRI 103-1/2] After the appliances have beenused for a long period of time, as is typical for
Miele products, they are to be introduced into
return systems and primarily sent for recycling and other disposal methods at the endof their lives. Here, the challenges predominantly relate to logistics and environmental
protection. Miele is actively working on continuously improving the return systems.
FURTHER IMPROVING RECYCLABILITY[GRI 103-2] Recyclability is already an
important aspect at the start of > productdevelopment. The result: Both domestic andcommercial appliances from Miele are characterised by a very high level of recyclability
when compared to the rest of the industry.
The most prominent feature in this regard is
the high metal content of Miele appliances,in particular washing machines. The metals
used are virtually 100 percent recyclable. The
other materials and bonding techniques usedalso influence the recyclability of the products. With this in mind, Miele takes care touse plastics of the same type, wherever possible, in order make the products recyclable
or to make recycling easier. Composite materials, i.e. non-separable materials that cannot
be recycled together, are avoided where possible. For this reason, the total proportion ofrecyclable materials used in the appliances is
far higher than the proportion of metal in theappliances. To facilitate disassembly and separation of the materials, Miele keeps the numberof materials and screw varieties to a minimum.

Miele consults with waste management companies to examine in advance what effects
the products may have in terms of disposal or
recycling, and challenges the products may
pose to the operators of treatment facilities.

Wherever it may be possible and practicalwithout affecting quality, Miele investigates
whether recycled materials (recyclates) oralternative, more recyclable materials canbe used. When new products are launched,

The recyclability of packaging is also taken
into consideration, as it is for all materials,
right from the outset. Miele primarily uses
cardboard, wood and EPS foam as well as
polyethylene films. Thanks to a new > packaging procedure, the company was able tosignificantly reduce the use of foamed material and what is known as two-component
foam (PU foam) in the reporting period.
CLOSING THE LOOP90%

Up to 90% metal content
in commercial appliances
ensures high recyclability.

[GRI 103-2, 301-2] In May 2018, the European Council adopted a circular economy
package, which will require Miele to make alarge number of modifications over the coming
years. The package of measures involveschanges to several directives relating specifically to waste, including for packaging. It aims
to enable further steps towards achieving afully circular economy. Miele supports theseideas and undertakes various steps to reuse
components from old Miele appliances, e.g.
cast iron at Gütersloh, and to use regrind forplastic products, as described in Uničov.

GENERAL CONDITIONS FOR
RETURNS AND DISPOSAL[GRI 103-2, 301-3] In the EU, the return andrecycling of waste electrical and electronicequipment is regulated by the WEEE Directive(Waste Electrical and Electronic Equipment
Directive). In Germany, the Electrical and Electronic Equipment Act (ElektroG) transposes
the WEEE Directive into German law. The bodyin charge of its implementation is the German
national register for waste electric equipment (known as the stiftung ear). Among otherthings, it is responsible for registering manufacturers, coordinating the provision of collection
containers and arranging to pick up old appliances. Miele partners with waste managementcompanies to pick up and properly dispose of
the quantities of waste equipment that stiftungear has assigned to the company. A particularfocus is placed on the environmentally friendly
disposal of > refrigeration equipment. In otherEU countries, Miele uses similar – and in somecases state-run – return and recycling systems,
such as Recupel in Belgium, Eco-systèmesin France and UFH in Austria. Outside theEU, Miele makes use of the established disposal systems already in place. Throughout
the world, Miele strives to ensure that its materials are recycled in an environmentally friendly
manner along the entire waste management
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PRODUCTS & SERVICES

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Product portfolio and quality

The return and disposal of old appliancesin private households in Germany

Local/public waste
disposal authority
collection point

Manufacturer
Voluntary individual orcollective return systems

Manufacturer
Mandatory return as per
assignment by stiftung ear 1)

Recycling1) The German national register for waste electric equipment (stiftung ear) is the “clearing house for manufacturers”,
which also performs the sovereign duties entrusted to it by the German Environment Agency.

Disposal

FACTS & FIGURESCONTENTS

Disposal and recycling

Registeredpick-ups
by stiftung ear

GERMANY: RETURN TO MANUFACTURER[GRI 301-3] Under ElektroG, manufacturers,
local authorities, brick-and-mortar dealers andonline distributors with a sales area or storage/
dispatch area of 400 square metres or moreare now obligated to accept the return of oldappliances. Miele’s Gütersloh and Munich sites
are registered as return points by stiftung ear.
The quantities that have been taken back anddisposed of by manufacturers via stiftungear have risen sharply again over the last
few years: from just under 50,000 pickups in2015 to over 77,000 in 2017. The total return
requirement in the appliance categories/collection groups is calculated based on thequantities brought into circulation. In the 2017
calendar year, the quantity of Miele waste
equipment returned via stiftung ear in theappliance categories concerned amounted tomore than 11,300 tonnes across Germany.

Certified initial
treatment facilities

Preparation for reuse

Customer orientation and information

Miele commits to the further development
and harmonisation of disposal standards –with the aim of upholding high quality
requirements and creating uniform competitive conditions for all parties involved. An
essential element of this is to have a compulsory framework for everyone involved.

Old appliances inprivate households

Individual marketingby public waste
disposal authority(opt-in)EMPLOYEES & SOCIETY

chain and support the fight against illegal
trade involving waste electrical appliances.

THE JOURNEY OF OLD APPLIANCESDistributor/dealer
Mandatory return fromsales area of 400 m2
or voluntary return

SUPPLY CHAIN & PRODUCTIONGERMANY: RECLAIMED PACKAGING[GRI 301-3] In order to ensure proper disposal,
Miele collaborates with other manufacturers
within an industry solution for domestic

appliances, kitchen fittings and accessories
across Germany. In the scope of this collaboration, the company complies with the legal
obligation to also take back transport packaging materials via a service provider. The sales
packaging is collected via the dual system for
packaging recycling. The annual disposal oftransport packaging caused waste management companies to emit greenhouse gasesof 511 tonnes of CO2 equivalent in 2016. The
disposal of sales packaging amounted to
185 tonnes of CO2 equivalent. Miele set off
these emissions in 2017 by supporting a
climate protection project in Nepal. There,energy-efficient cooking stoves were used toreplace the simple stoves of the village communities and thereby help reduce the consumptionof wood and improve the indoor ambient air.
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POLLUTANTS DURING DISPOSAL[GRI 103-2, 416-1] The aim of proper disposal is to make the contents, which carryhealth risks or are harmful to the environment, as innocuous as possible. One exampleof this type of pollutant involves refrigerants
and insulants such as chlorofluorocarbons (CFCs). CFCs are multiple times > more
harmful to the environment than CO2. They
deplete the ozone layer and can contaminate
drinking water if they end up in the ground.
Older refrigerators often still contain CFCs,
which must, by law, be recovered to thegreatest extent possible at the disposal stage
by manufacturers. Miele meets these obligations as part of a manufacturing consortium,
which includes its specialised service providers. In Germany, the operators, procedures
and treatment facilities involved are subject
to strict controls and approvals by state regulatory authorities. Miele also participates inexternal manufacturer audits with other manufacturers. The manufacturer consortium places
an obligation on its waste management service providers to also have their refrigeration
treatment facilities audited by an accredited
research institute, which is an approved testing
centre. The “dual audit” applied by the consortium is the only one of its kind in the industry.
Compliance with standard DIN EN 50574 andthe EN 50625 series of standards is explicitly covered by the contract with the waste
management company and also includes participating subcontractors. Owing to the dual
audit system, the treatment facilities wereaudited four times on average per facility inthe 2017 calendar year. If non-compliance is

PRODUCTS & SERVICES

Development and innovation

SUPPLY CHAIN & PRODUCTION

Product portfolio and quality

identified, the process includes various escalation levels. Immediate measures can often
remedy any problems. Critical instances of
non-compliance result in the deliveries being
stopped at the facility until a follow-up audit
has been performed and the necessary measures have been accepted by the auditor.
Regular tightness tests (100 appliance test as
per the German Technical Instructions on Air
Quality Control (TA Luft)), 1,000 appliance performance tests and self-checks carried out
by the operators of the facilities complement
the quality endeavours to ensure environmentally friendly treatment and disposal.
[GRI 417-1] Time and again, electrical waste isfound to be illegally collected and resold in thestreets. This undermines the proper disposalof hazardous substances and has negative
consequences for the environment. The consumer is also responsible for making it difficult
to illegally collect waste. Miele customers are
therefore informed about the disposal of transport packaging and old appliances in theappliance operating instructions and on the> Miele website. Authorised > Miele dealers
are important partners in this matter. They collect the old appliances when they install new
appliances, and they carry out proper recycling. Informed education also plays a crucialrole in the international markets. The sales
subsidiary in India launched an “E-Waste Initiative” with a service provider in 2017 anddistributed it via printed promotional material.
CLIMATE-FRIENDLY REFRIGERANTS
As part of the EU regulation to reduce fluorinated greenhouse gases (F-gas Regulation),

EMPLOYEES & SOCIETY

Customer orientation and information

the use of hydrofluorocarbons is > gradually
being restricted by 2030. When deciding which
refrigerant to choose to replace R134a, thetechnical conditions such as pressure, density, thermodynamics and safety requirementsof the product are taken into consideration.
It is also crucial that the refrigerant has as
little greenhouse gas potential as possible.
CHALLENGES DURING DISPOSAL
OF NEW MATERIALS[GRI 417-1] New products, too, are tested
with a view to their future disposal. Particularconsideration is given here to innovative insulating materials, which are required in order toachieve energy efficiency ratings A++ and specifically A+++ in domestic refrigerators. For
example, the shredding of what are known as
vacuum insulation panels (VIP) can lead to thedevelopment of fine dust particles in the recycling plants, which could cause problems in thetreatment facilities if disposal is not carried out
properly and the waste system is not designed
correctly. Research carried out by the European home appliance trade association APPLiA(previously known as CECED) showed that if
the plants are adequately impermeable andthe filter systems are appropriate, then operations should run without any notable problems.

FACTS & FIGURESCONTENTS

Disposal and recycling

into force at the end of 2018 for signatorycompanies. The standardised label on thebacks of appliances will make the sorting of
appliances at collection points easier anddisposal more environmentally sound.
In spring 2018, APPLiA and DIGITALEUROPE
also launched the > online information platform
I4R (Information for Recyclers). This website
provides waste management companies andother interested parties with recycling information for various types of appliance directly fromthe manufacturer. This includes, for example,
information about hazardous substances andcomponents. Miele employees were involvedin providing information on the productgroup of tumble dryers for this website.

TRANSPARENT LABELLING[GRI 417-1] > APPLiA committees have beenworking on two codes of conduct over thelast few years, concerning end-of-life labelling of appliances containing VIP or F-gases.
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Supply chain& production

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> Strategic approach>> Natural resources and materials>> Supplier management>> Environmental management>> Resource efficiency>> Energy and emissions>> Logistics and mobility

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Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

Strategic approach
In order to guarantee the high quality of its products, Miele cultivates cooperative
relationships with suppliers. Miele is committed to preventive measures forenvironmental protection and compliance with human rights along the entire value chain.

OBJECTIVESRISKS AND OPPORTUNITIESClimate change is a global
challenge with potentially serious
consequences. For Miele, it posesa risk to the smooth operation of
its plants, the stability of local sales
markets and security of supply.
Increased energy and resource
efficiency in production saves costs.

Miele is the industry leader for environmental
performance, in particular with regard to CO2emissions, energy efficiency and resource efficiency.
Miele uses a certified environmental management
system to further reduce its impact on the environment
at all locations. > Environmental management
Miele wishes to use resources as efficiently as
possible. The company therefore implements various
measures to reduce waste. > Resource efficiency
Miele is pursuing its long-term goal of operating in a
climate-neutral manner. To achieve this, Miele is working
on further increasing energy efficiency in production andreducing energy consumption. > Energy and emissions

Minimising supply risks and full compliancewith environmental and social standards.
Miele is committed to continuously increasing transparency
concerning the origins of its natural resources andmaterials. Thanks to early-warning indicators, thecompany can react to risks when procuring natural
resources. > Natural resources and materials

Cooperative relationships with suppliers
help to ensure supply security.

Miele places great emphasis on social and ecological factors when it comes to selecting new suppliers. The
company carries out regular audits to confirm compliance with sustainability criteria. > Supplier management
SUSTAINABLE
DEVELOPMENT GOALSWith regard to the transport of goods and its fleet, Miele isstriving to further reduce CO2 emissions. > Logistics and mobility

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Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

Natural resources and materials
Efficient use of resources[GRI 103-1] It takes many thousands of natural resources, materials and components
to produce Miele appliances: for example,
stainless steel for washing machines, plastic
granulate for vacuum cleaners or glass
ceramics for hobs. By the time these items
arrive at the Miele locations, they havealready undergone a multitude of process
steps. Different sustainability considerations apply to these upstream value creation
stages depending on the material. The
extraction of raw materials uses up natural resources and energy is required forthe further processing of components. The
consumption of resources is of central concern to Miele: as global demand is growing
and resources are becoming scarcer,
long-term availability and supply security are becoming increasingly important.
[GRI 103-2] Miele carries out regular checks toensure that its direct suppliers are complying
with > environmental and social standards anddetermines the origin of individual raw materials such as stainless steel and plastic whennecessary. Despite Miele’s efforts in thisregard, it is currently not possible for thecompany to ensure complete traceability of
all materials, given the globalised procurement markets and complex supply chains.
Miele does, however, ask its direct suppliers

RAW MATERIALS USED

to confirm that their upstream suppliers are
obliged to comply with the specifications.

in tonnes 2017/18

USE OF RESOURCES AND MATERIALS

15,000[GRI 102-9, 301-1] Miele obtains both raw
materials such as stainless steel or plastic
granulate and components such as hoses
and ball bearings from its suppliers inorder to produce its products. Entire products such as refrigerators, automatic coffee
machines or microwave ovens are also supplied by > external manufacturing partners inaccordance with Miele’s specifications. In
the business year 2017/18, Miele obtainedmaterials, components and domestic appliances with a value of around EUR 1.85 billion(previous year: EUR 1.7 billion) from othercompanies, including manufacturing materials with a value of around EUR 1.1 billion.
In the business year 2017/18, Miele used a
total of 121,086 tonnes of raw materials (business year 2016/ 17: 119,680 tonnes). The
majority of these were metals (88 percent)in the form of iron and non-ferrous metals,
steel and its alloys. Apart from metals, Miele’s
other main raw material is plastic granulate(12 percent). The company also uses auxiliary and operating materials such as paints
and oils as well as electronic components.

TOTAL
121,086

MetalsPlastic granulate

106,086

The packaging of Miele domestic appliances
must be stable enough to withstand the highweight of the products during transportation.
The packaging is primarily made of solid woodand cardboard, but plastic moulded parts
made from EPS foam and polyethylene films
are also used. In the business year 2017/18, theproportion of packaging weight in relation to
all appliances produced by Miele was 9.6 percent (2016/17: 9.4 percent). Miele is continuing
to expand its range of > system solutions. As
a result, other kinds of packaging, such as fordetergents, are also growing in importance.
PLASTICS UNAVOIDABLE IN PRODUCT PACKAGINGAs the only appliance manufacturer, Miele
offers a broad range of care and cleaningproducts which are perfectly aligned withmachines and programme cycles. These
ensure top-class results and support economic dispensing to suit the degree of soiling.
Demands on product packaging are high, forexample with respect to stacking, temperature resistance, protection against light andproduct safety. For this reason, the productpackaging used on virtually all products ispolypropylene, a material which perfectly
matches these requirements. But there isanother reason for this choice: This material
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have been used since 2016 with around
1,500 suppliers, who together account for morethan 80 percent of the total purchasing volume.

201,800 t
appliances produced
in tons weight 2017/18

has relatively good environmental credentials
as it can be recycled in its entirety. This is an
aspect to which Miele attaches great importance. Besides this, cleaning products arehighly concentrated in order to limit the volumeof packaging required. Nevertheless, Miele
consistently reviews its packaging and strives,
together with manufacturers and suppliers, toincrease their environmental compatibility.
ENSURING SUPPLY SECURITY
Miele is dependent on the provision of the necessary resources, materials and components
to all manufacturing sites at the right time,in the right quantity and in compliance with
Miele’s high quality requirements. To ensurethat this is the case, Miele has integrated early
warning indicators for supply security into its> supplier management system. The indicators

These indicators make it possible to identify potential risks which might jeopardise
supply security at an early stage. A software
solution is used to record various hazards such as forces of nature (for example
earthquakes, floods) or political risks, andthese hazards are then weighted on thebasis of indicators. This process takes
into account both country-specific andgeographical risks as well as supplier-related risks such as credit-worthiness.
As soon as a possible gap in supplies
becomes apparent, appropriate measures
are taken – for example, raw materials are
put into storage at the supplier’s premises.
The increasing use of > recycled materials
is also helping to ensure the supply of necessary raw materials in the long term.
A current example is the availability of fluorinated greenhouse gases, which are used as
refrigerants in cooling plants and in air conditioning. Miele also uses refrigerants in
refrigerators and freezers and in production.
Fluorinated greenhouse gases contribute toharmful climate change when released into theatmosphere. For this reason, the EU regulation
on fluorinated greenhouse gases (F-Gas Regulation 517/2014) aims at a steady and significant
reduction in the use of partially fluori­natedhydrocarbons by 2030. The reduced amounts
led to a price increase at the start of 2018.
Miele’s Development, Quality Management
and Purchasing departments are therefore

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

jointly discussing possible alternatives to fluorinated greenhouse gases. Miele hopes toswitch to an alternative refrigerant with lower
global warming potential in the course of 2019.
EFFICIENT USE OF MATERIALS[GRI 301-2] More efficient use of materials protects the environment, reduces costs and helps
to ensure that raw materials which are important for production remain available in the longterm. Miele therefore uses a high proportion ofrecyclable materials and secondary raw materials in production – i.e. raw materials whichhave already undergone a recycling process.
However, conflicting objectives with regard
to the use of materials also have to be reconciled. Using composite materials, for example,
can save material but can also result in disadvantages for the recycling process in somecircumstances. On the other hand, not every
material that can be easily recycled satisfies Miele’s requirements in relation to quality,
durability and performance. Miele constantly
and carefully weighs up the advantages anddisadvantages in order to maximise resource
efficiency without compromising on quality.
HIGH PROPORTION OFRECYCLED METAL[GRI 301-2] The use of recycled materials minimises both the consumption of primary raw
materials and the associated environmental
impact of processes such as the extraction of raw materials. The majority of stainlesssteel, for example – a particularly importantmaterial for Miele – can be recycled. Miele

Energy and emissions

CONTENTS

Logistics and mobility

therefore explicitly welcomes efforts fromits suppliers to process the highest possible proportion of recycled steel whilst
always complying with quality requirements. The proportion of secondary raw
materials used in commercial washingmachines can be up to 50 percent.
POTENTIAL OFRECYCLED PLASTICS[GRI 301-2] Plastics are also an importantcomponent in domestic appliances,for example in vacuum cleaner casings, the panels of washing machines,
tumble dryers and dishwashers or detergent drawers. Miele is looking forsolutions for the use of recycled materials so as to reduce the consumption ofprimary raw materials in this area too.
To date, however, the proportion ofplastic recyclates in Miele appliances
has been comparatively low. Integrating> recycled plastics in production is atime-consuming and complex process.
For example, the plastic has to suit thedesign of the respective appliance, passdurability tests and have certain certificates, depending on the market. It isvery difficult to implement such a process in a pre-existing appliance series.
In the long term, however, the aim is toexpand the use of recycled materials wherever product characteristics allow for it andas long as it does not compromise quality.
Miele already uses plastic recyclates in thecable rewind in Miele vacuum cleaners.
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EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

Supplier management
Fair partnership with high standards[GRI 103-2] Miele demands a lot fromits suppliers in terms of quality and performance, while also expecting themto comply with social and ecologicalstandards. At the same time, Miele also
understands that these requirements
must be economically viable for the suppliers. The aim is to establish long-termbusiness relationships that are characterised by fairness, trust and collaboration.
This collaboration often begins in thearea of > product development. Miele
constantly develops its supplier management system and adapts it to changes
in conditions. This ensures consistently high product quality and long-term> supply security, as well as ensuring compliance with sustainability requirements.
PROCUREMENT CONCEPTWITH A LOCAL FOCUS[GRI 204-1] Miele products are mainly
produced in Germany and Europe, and85 percent of deliveries to Miele plants– based on the purchasing volume –come from Europe. In conjunction with
> optimised transport logistics and thebundling of goods flows, this saves ontransport costs and reduces transport-related CO 2 emissions.

Due to their distance from the othermanufacturing locations, local procurement is particularly important for theplants in China and the Czech Republic.
For example, in order to keep transportroutes as short as possible, packaging
materials for the Czech plant in Uničov
originate exclusively in the region. The
same applies when it comes to materials in Dongguan in China: based on thepurchasing volume, Chinese suppliers
accounted for 52 percent of materials
there in the business year 2017/18, justas they had in the prior year. Asian suppliers as a whole made up 67 percent,compared to 70 percent in 2016/17.
SUPPLIER MANAGEMENT: CHECKINGSUSTAINABILITY CRITERIA[GRI 103-2, 308-2, 414-2] Miele manages the selection of new suppliers andmonitors existing suppliers with the aidof a comprehensive supplier management system. The focus is not just on
aspects such as supply availability, quality
and price, but also on compliance with
Miele's sustainability criteria. In this process, Miele differentiates between suppliers
for manufacturing materials (all materials
required for production) and suppliers for85%

of deliveries to Miele
plants – based on thepurchasing volume –come from Europe.

non-manufacturing materials (including services or operating materials, for example).
Compliance with > environmental, > socialand economic > sustainability criteria ismonitored and verified several times overthe course of a business relationship. At
the beginning of the > selection process,prospective suppliers must submit aself-declaration. Manufacturing suppliers are
asked > to update their information every
year. Furthermore, > audits are carried out on a regular basis.
SUSTAINABLE SUPPLIERMANAGEMENT
Miele’s supplier management consists ofsix systematically inter-connected elements(see > diagram). It contains essential sustainability criteria and is adjusted to changing
circumstances on an on-going basis. Miele
helps its purchasers and plants to assess
new suppliers by providing local support through its International Purchasing
Offices (IPO) in Eastern Europe and Asia.
Miele constantly strives to further optimise compliance with ecological andsocial standards in the value chain. For
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MANAGEMENT & PROCESSESStrategic approachuse of a system that conducts a targeted
global search of social media for criticalposts about suppliers. Around 700 million social media messages are analysedeach day in order to recognise possible compliance risks at an early stage.
SELECTING NEW SUPPLIERS[GRI 308-1, 414-1] A supplier's performance and supply availability are crucial
factors when it comes to awarding a contract. Alongside criteria such as technicalequipment and standardised, stable processes, Miele's Purchasing department
checks whether potential suppliers meetthe social standards and environmental
requirements defined by Miele. All suppliers, irrespective of location, are required
to submit a self-declaration regarding compliance with standardised sustainability
requirements. This encompasses areas
including certification, SA8000 and additional employee-related issues such ascompliance, prevention of corruption,
environmental management and climate
protection. The material group managers
in Purchasing check whether the self-declarations are complete and plausible. In
the event of non-compliance, the potential supplier is given the opportunity to
implement the necessary corrective measures within a reasonable amount of timein order to meet the requirements. If thisdoes not happen, Miele will not consider
entering into a business relationship.

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

CONTENTS

Energy and emissions

Logistics and mobility

SUSTAINABLE SUPPLIER MANAGEMENT
Multi-stage process

Registration
Supplier self-assessment with query
regarding sustainability criteria
Update requested once a year

Short audit

Selection

Check of potential suppliers
by Quality Management andPurchasing with regard to theirperformance and compliancewith aspects of sustainability

Selection process for identifying
the ideal source of supply basedon cost, quality, supply andsustainability requirementsfrom Purchasing and, whereapplicable, Quality Management,
Design/Development, etc.

Criteria:
Quality and costs
Delivery capacity and security
SA8000 and social aspects
Environmental management and climate protection
Compliance and competition law
Prevention of corruption

Process audit/subject audit in linewith SA8000

Standard report
Standard request bypurchasing during
discussions with series-­
production suppliers

Evaluation
Ongoing evaluation of
production material suppliers

Detailed assessment of supplier
before start of series production andduring series production if applicable,with regard to performance, supply
availability and sustainability aspects

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Before taking on a new manufacturing material supplier, a brief audit is carried out onsite in order to assess compliance withprocess quality and sustainability standards. If Miele identifies non-conformities
but feels that the supplier would otherwise
be a useful partner, it works together withthe supplier to find solutions. If there is no
improvement, Miele blocks the applicant.
REGULAR MONITORING
AND PROCESS AUDITS OF
ACTIVE SUPPLIERS

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

Environmental management

SA8000, the internationally recognised social
standard, and must also monitor compliance on the part of their own suppliers:

139

trained and active
process auditors•• Ban on child labour•• Ban on forced or compulsory labour•• Health and safety in the workplace•• The right to freedom of associationand collective bargaining•• Ban on discrimination

Once a supplier relationship exists, thesupplier’s compliance with sustainability
standards is regularly monitored. A key toolin this process is a supplier portal which
prompts the registered suppliers to update
their self-declaration online every year.
Process audits are carried out for all
suppliers who provide materials for a productseries to ensure their performance andsupply availability. These audits take place
before production starts and while it isongoing. Sustainability criteria are also
monitored as part of these process audits.
As of 30 June 2018, Miele had over 139
trained and active process auditors.
COMPLIANCE WITH
SA8000 CRITERIA[GRI 407-1, 408-1, 409-1] Miele also places
great emphasis on social requirements. All
Miele’s suppliers worldwide must commit tocomplying with the following criteria within
their own organisation in accordance with

EMPLOYEES & SOCIETY•• Ban on disciplinary measures (in thesense of physical punishment, mental or
physical coercion or verbal abuse as well
as severe or inhumane punishment)

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

rectified – the business relationship is terminated. This did not happen to any suppliers
during the reporting period. The risk classification was revised and presented outside
the reporting period in the SA8000 audit inNovember 2018. The objective is to enable
external validation of the risk matrix.
In addition to the criteria based on
SA8000, Miele requires its suppliers toprovide information about which formsof employee participation the company has implemented and whether it has
taken measures to ensure occupational
health and safety and provide employeeswith additional training and support.

•• Adherence to legislation and industry
standards on working hours•• Adherence to payment legislation
The staff in the Purchasing department carries out a general risk classification for all
suppliers on the basis of the SA8000 criteria. Depending on the country andindustrial sector, the supplier is classified as low-, medium- or high-risk. Only asmall number of Miele suppliers are classified as high-risk. These suppliers aremonitored continually and assessed oncea year by Purchasing staff with measures
including audits based on SA8000. If thisassessment produces negative results – forexample, with regard to previous non-conformities which have not been sufficiently
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ASSESSMENT OFECOLOGICAL STANDARDSIn order to ensure that ecological standards
are maintained, Miele assesses its supplierson the basis of whether an environmental
management system has been implemented;
for example, in accordance with ISO 14001.
The central supplier assessment system
also includes information on whether the
supplier uses resources in a sustainable
manner and complies with local environmentand climate protection laws. Environmental
requirements for materials and components
are continually adjusted to comply with legislation (such as the German Hazardous
Materials Ordinance) and Miele's internal
regulations. To this end, Miele has its own
company standard, which limits the use ofcertain substances in materials and components. Manufacturing material suppliers will
only be awarded contracts if they can confirm compliance with this company standard.
CORRUPTION PREVENTION
AND COMPLIANCE
Miele's economic sustainability criteria
include corruption prevention and compliance. The criteria are based on theprinciples of the Global Compact of theUnited Nations (UN) and other international guidelines. The suppliers must state
whether their company participates in inter-

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

national or industry-related complianceinitiatives and whether they take measures
to prevent corruption – for example, by providing an ombudsperson for employees
or considering the Corruption Perceptions
Index (CPI) of Transparency International
when selecting their upstream suppliers.
ESCALATION PROCESSIN CASE OF SUSPECTEDVIOLATIONS[GRI 407-1, 408-1, 409-1] If it is suspectedor there is evidence that a supplier is violating SA8000 criteria or environmental
standards, a multi-stage escalation process
is initiated. This can culminate in the supplier being struck off the list and blocked forthe future. Serious violations will generally
lead to absolute and immediate terminationof the contract. During the reporting period,
one supplier was inspected according to theescalation plan. The inspections showed noabnormalities; the supplier was not blocked.
A supplier whose inspection reveals abnormalities may be able to continue working
with Miele, depending on the supplier's
subsequent development and improvement. The supplier in question must draw
up an action plan in collaboration with
Miele's Purchasing and Quality Management
departments and rectify the non-conformities in full within the specified period.

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Environmental management

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Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

Environmental management
Preventive approach[GRI 102-11, 103-1/2] Miele’s environmental
management includes its operational environmental protection and its energy management
system. The company is working to continuously reduce the environmental impact
caused by waste water, waste and emissions as well as energy-intensive processes
and logistics at its sites. It produces all of its
products in a resource-friendly manner, using
as little energy as possible. In this regard,
Miele follows a precautionary principle andtakes environmental protection into accountright from the beginning when designing
plants and processes. Thanks to its exceptionally high level of in-house production
compared to others in the sector – dependingon the product, the company manufactures
up to 50 percent of all components itself– Miele is also able to influence the environmental impact of these production steps.
CERTIFIED MANAGEMENT SYSTEMS[GRI 103-2/3] Miele uses an > integrated
management system to monitor environmental protection in its operations acrossthe group. An important component of thismanagement system is the environmental management system, which is certified according
to ISO 14001 at all Miele production locations
worldwide. It includes guidelines for dealing

with materials, water and waste as well as
emissions. Miele manages and monitors its
environmental performance with the help ofenvironmental performance indicators. The
management system is reviewed at the beginning of each business year and progress ismeasured based on the results of individual
reviews conducted at the various Miele plants.
The responsible officers set new objectives
based on these results. The internal reviews aresupplemented by external monitoring audits.
A further component of the integrated management system is an energy management
system, which is certified according toISO 50001 at all European production locations. Recertification is required once every
three years. The energy management systemat the Dongguan location in China is basedon ISO 50001. The system helps the locations
to identify potential for further energy savingsand to implement appropriate measures. The
officers regularly exchange best practice information on a cross-plant basis. Miele reviews its
energy management system on a yearly basis
by means of internal audits which are carriedout by five specially trained employees. The
audits performed in the business years 2016/17
and 2017/18 did not find any non-conformities
and merely recommended optimizing a numberof process descriptions. The responsible

11.3 %

increase in investments forenvironmental protection
at manufacturing plants
during the reporting period(compared to previous
reporting period)

officers have begun to implement appropriate improvement measures. With the audits,
Miele also complies with the national implementation of the 2015 EU’s Energy Efficiency
Directive (EED), which requires companies tocarry out an energy audit every four years. In
the sales subsidiaries, some of which are also
affected by this directive, the energy audit iscarried out in accordance with DIN EN 16247-1.
COOPERATION BETWEEN ENVIRONMENTAL
PROTECTION AND ENERGY MANAGEMENT[GRI 103-2/3] The organisation of Miele’s
environmental management is divided into
operational environmental protection andenergy management in accordance with therequirements of the ISO 14001 and ISO 50001
standards. Each area has its own responsible officers at the Miele headquarters and in
the individual plants. All of the plant officers
report to the headquarters in Gütersloh.
There is a continuous exchange of information across all plants: the teams for operational
environmental protection and energy management meet twice a year at one of the German
locations. These meetings are used to discuss individual efficiency projects, to provide
information about changes in the legal framework, and for further training. Delegates fromother European plants (since 2011) and from55

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PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

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Environmental management

Dongguan in China (since 2015) also regularly take part in the workshops in Germany.
The energy management team is also organised as an > internal efficiency network.

From the plants

NATURECONSERVATION AT
MIELE LOCATIONSThey are small, fast, sociable and multi-talented: bees
have always fascinated people. Without them we would
have considerably less fruit and vegetables on ourplates – and of course no honey. These industrious
little aviators need a variety of plants to get theirwork done. Various Miele locations help bees andother insects by planting wild flower meadows, withnumerous Miele employees using their free time topractice beekeeping. The hobby brings together people
from very different professional groups, all of whomshare a commitment to environmental protection.

> More information available online
at miele.com/resources

EMPLOYEES & SOCIETY[GRI 307-1] Since 2015, Miele has been running a standardised legal management
system for operational environmental protection, energy management and occupational
health and safety at all of its German plants.
This monitors whether the company complies with requirements and laws. The system
proved its worth during the reporting period.
It guarantees systematic and straightforward compliance monitoring and makes it
possible to record additional legal requirements and permits. Implementing operational
environmental protection remains the responsibility of the individual plants. There wereno recorded infringements of environmental regulations in the reporting period.

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

about noise due to loading activities and in
relation to parking at the Bielefeld site weredealt with immediately, and their causes havebeen remedied. There were small incidents at
the plant sites where fluids like oil were discharged. Employees and members of the plantand company fire departments at the locations contained the fluids or soaked themup using thickening agents. This prevented
the fluids from entering the public water network through the rainwater drainage system.

PROFESSIONAL COMPLAINTS MANAGEMENT[GRI 103-2, 413-1/2] If an employee, local
resident, business partner or other individual
has reason to believe that environmental protection policies are being breached, he or
she can submit a complaint to Miele at any
time by e-mail or letter. The headquarters or
the plants are the main contacts for this purpose. The responsible department or theplant management will examine the situation and clarify or eliminate the causes. In
the event of a serious complaint, the company management will be involved at an earlystage. No significant complaints concerning
environmental emissions were received in
the reporting period. Two minor complaints

7.09

million €current expenses forenvironmental protection at
manufacturing plants 2017/18

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PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

CONTENTS

Energy and emissions

Logistics and mobility

Resource efficiency
Waste avoidance and water management[GRI 103-2] The responsible use of natural
resources is a key objective and an established practice at Miele. This not only protects
the environment, but also helps to secure along-term supply of important raw materials
and to reduce costs. To this end, Miele is committed to efficient material use, avoiding waste
and minimising its water consumption. Miele
pursues a defined strategy of avoiding waste
as far as possible. The company therefore
seeks to continuously improve its production

SOURCE OF TOTAL WASTE
in tonnes

3,579
6,681
2017/18

30,531

Waste from production, product parts
Waste from buildings, grounds
Waste from operational plants, administration and development areas

processes. Materials are preferably reusedor – if reuse is not possible – recycled. Inorder to close material cycles, Miele uses
not only recyclable materials, but also secondary raw materials from recycled material.
WASTE AVOIDANCE AND
EXTENSIVE USE OF RECYCLING[GRI 103-2, 306-2/4] As a general rule, unavoidable waste is carefully separated andrecycled as much as possible. Qualified service companies are appointed to dispose of
the waste. Miele assesses these companies,
sometimes together with other manufacturers,
during what are known as > waste audits.
Over the past 17 years, the Miele standard forauditing waste disposal companies in Germany has continuously developed. All of theMiele plants follow this standard. The necessary recording of output flows from the plant
locations is carried out by the disposal company responsible. Only specialised companies
are entrusted with the transport of hazardous
waste – both within Germany and at locations
abroad. Miele itself does not export any waste.
The amount of waste produced by the plants
in the business year 2017/18 was 40,792 tonnes.
This is roughly 5 percent more than in theprevious year (38,778 tonnes). The main

reason for the increase is the large amountof rubble that arose during the dismantling of buildings at the plant locations. The
construction of a warehouse and the renovation of the courtyard at the Arnsberg plant
location account for a particularly large proportion. In 2017/18, production waste per
tonne of product increased only very slightly,
by 2 kilogrammes, compared to the previous
year. As Miele is currently building a second
washing machine plant in Poland, the company anticipates an increase in the amountof waste produced in the next few years.
More than 96 percent of all waste produced at Miele plants worldwide wasrecycled in the business years 2016/17 and2017/18. The amount of hazardous waste
for both recycling and disposal increased to
3,481 tonnes in the reporting period – almost
25 percent more than in the previous year
(2,799 tonnes). This is partly due to the test
run of a new process for treating aqueous
rinsing fluids at the Bielefeld location. Anotherreason for the increase in hazardous waste
is the disposal of harmful building materials that resulted from renovation work.
The involvement of employees is also decisive in preventing waste and disposing ofwaste in a way that minimises harm to the

TOTAL WASTE PRODUCEDin tonnes

2017/18

40,792

2016/17

38,778

2015/16

33,101

2014/1530,0842013/14

31,493environment, Miele uses various measuresto raise awareness of this topic among its
staff. In the sales subsidiary in Sweden, forexample, all plastic bottles used at the headquarters are collected and returned to thedrinks supplier for recycling. An exemplary
undertaking for Sweden, where, in contrast
to Germany, it is not yet standard practicefor suppliers to take back empty bottles.
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ENVIRONMENTALLY-CONSCIOUS
USE OF PAPER
Since 2015, Miele has exclusively used recycled paper with the Blue Angel for its printersat all locations in Germany. This measuresaves around 45 tonnes of fresh fibre paper
every year. The sales subsidiaries outside ofGermany also continuously work on reducing
their consumption of paper. During thereporting period, the sales subsidiary in Russia
switched from paper to electronic transfer fordata exchange with suppliers. Furthermore,as part of the “ECO Office” project, the subsidiary has been developing measures since2017 to raise awareness of environmental
issues among its employees. As part of the initiative, recycled paper was introduced and a
new waste management system was set up.
SAVINGS ON PACKAGING
Spare parts for Miele products have various
shapes and sizes, and custom-fit packaging does not exist for every spare part.
Previously, empty spaces in the packaging
had to be padded out with material to prevent damage during transport. In recent
years, Miele has switched to tray packaging for fragile spare parts. This involves
securing the relevant part on corrugatedcardboard with extremely thin foil and thenplacing it in a folding box or carton. The foil
only accounts for a very small part of the total
packaging and can be efficiently transferredto the recycling process. This new method
made it possible to reduce the use of polyurethane foam and foam material by around75 percent and 60 percent respectively.

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

Resource efficiency

CONSISTENT WATER MANAGEMENT[GRI 103-1/2, 303-1/2] Miele strives toconsistently reduce its water consumption through systematic water management.
All of the water-saving measures are implemented in such a way that drinking water
hygiene is ensured at all times. Miele does
not have any production locations in regions
which experience water shortages.

1.77 m3

water consumption per
tonne of product (2017/18)

Water consumption per tonne of product fell from1.94 cubic metres in 2015/16 to 1.77 cubic metres
per tonne of product in the business year
2017/18. The absolute water demandalso fell in the business year 2017/18 from361,822 cubic metres to 357,868 cubic metres.
This is due to process improvements at various locations. In Oelde, for example, cleaningof a coating plant was optimised, which
led to a significant reduction in water consumption. New cleaning equipment at the
Gütersloh location is expected to reduce
technical waste water by 10 to 15 percent.
The plants outside of Germany have also set
up a water management system. Appropriate
measures for reducing consumption are being
implemented. The Chinese plant in Dongguan,
for example, installed new water meters andset target values for consumption. The values
are monitored continuously, and measures
are taken if they exceed the average value.
WASTE WATER: REGULAR MEASUREMENTS[GRI 103-2, 306-1] The plants in Gütersloh,
Oelde, Lehrte and Bürmoos are able to

FACTS & FIGURES

Energy and emissions

CONTENTS

Logistics and mobility

At the Braşov plant, the domestic waste
water is treated in the plant's own biological treatment plant and is then discharged
into the Bârsa stream. As at all other Miele
plant locations, regular samples are taken
to ensure that the water quality is perfect. In
the future, the waste water from the Braşov
plant will also be discharged into the publicsewer system. Construction work on thesewer system began in the reporting period.
The total amount of waste water fromall Miele plants fell by 1.9 percent to326,492 cubic metres in the businessyear 2017/2018 (business year 2016/17:
332,838 cubic metres). This was achieved byprocess improvements at various plants.

discharge their waste water into the publicsewer system due to its high quality. These
indirect discharges are subject to the waste
water regulations of the respective municipalities. The waste water is treated prior todischarge: heavy metals are precipitated bymeans of lime milk so that they can be filtered out of the waste water. Precipitation is achemical process for isolating a dissolved substance from a solution. The heavy metals arereformed as a solid substance and can therefore be filtered out of the waste water as it isdischarged. In addition, the waste water is also
neutralised. This ensures that Miele complies
with the limit values stipulated in the municipal
waste water regulations. Waste water measurements are performed and documented ona regular basis. In the reporting period, there
were no notable or significant cases where
the municipal limit values were exceeded.

WASTE WATER
in cubic metres

2017/18

326,492

2016/17332,838

2015/16

336,094

2014/15

316,084

2013/14

336,47458

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Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

CONTENTS

Energy and emissions

Logistics and mobility

Energy and emissions
Measures for climate protection[GRI 103-2] Miele considers the reductionof CO 2 emissions by means of improved
energy efficiency as its most ecologicallyand economically effective contribution toclimate protection. This is why the company is also implementing various efficiency
measures in the production phase andthese are gradually being introduced at thelocations. In addition to optimising the production processes with regard to energy
usage, the measures are mainly aimed atcreating building and infrastructure designs

ENERGY CONSUMPTION
in MWh2017/18

249,4162016/17

246,369

2015/16

230,990

2014/15

223,389

2013/14

223,546

2000

273,891

that are as energy-efficient as possible.
The overarching long-term goal is for thecompany to be carbon neutral by 2050.
NETWORK FOR INCREASEDENERGY EFFICIENCY[GRI 103-2] Miele operates its own groupwide energy efficiency network, which aims
to continue to promote the exchange ofknowledge and experiences between the
different Miele plants and create greatersynergy effects at the international level. In
specialist groups experts focus on topics
such as compressed air and cooling plants.
The network meets up to three times a year,
while the specialist groups meet as required.
The business year 2017/18 focused onrevising the energy management standard
ISO 50001. In the previous year (2016/17),
the network reviewed the development of> combined heat and power (CHP) at thesites. This determined the extent to which
it was possible to combine the sectors
electricity, heat supply and refrigeration.
CURRENT ENERGYCONSUMPTION[GRI 302-1/3/4/5] The total energy consumption in the business year 2017/18

was 249,416 MWh – slightly more thanin the business year 2016/17 (246,369
MWh). This increase is primarily due to thehigher consumption of natural gas by the> cogeneration plant (CHP) in Bielefeld.
Total energy consumption is made up of
direct energy consumption (heating oil, natural gas) and indirect consumption (district
heating and electrical energy); see diagram below. The > Key figures section
includes a detailed breakdown and explanation. Energy consumption per appliance
was reduced further in the reporting period.
ENERGY EFFICIENCY MEASURESAT THE LOCATIONS[GRI 302-4/5, 305-5] To further improve theenergy efficiency of its production operations,
Miele is > investing in numerous energy-saving measures. In this way, 3,391 MWh
was saved each year in the business years
2016/17 and 2017/18. This was achieved byexchanging pumps, switching to LED lighting
and other infrastructure improvements, e.g. toventilation and cooling systems. The energy
refurbishments at the Lehrte plant were completed. Following the advice of the energy
efficiency network, a new CHP was activatedin Bielefeld in the second half of 2017. The
waste heat here will also be used to generate

DISTRIBUTION OF ENERGYCONSUMPTION
as a percentage
Direct energy consumption

0.2

2017/18

Natural gas

28.7

Heating oil

Indirect energy consumption

14.1

2017/18

Electricity

57.0

District heating

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Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approachcold so that the electricity-driven chillers canbe used less. This made the overall coolingprocess significantly more efficient. Energy
efficiency also plays a role at international
level. In Sydney, the Australian sales sub­sidiary built a new warehouse in the reporting
period. This boasts the latest technology
and meets the latest energy efficiency andenvironment protection standards. The newwarehouse includes, for example, improved
ventilation compared with the previous one.
Water consumption is also vastly reduced.

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

43 kWhenergy consumption
per item (2017/18)

Since 2014, the Dutch sales subsidiaryhas been using an aquifer thermal energy
storage system (ATES). Pumps are used
to extract ground water and the heat con-Environmental management

tained therein is then removed via a heatpump. The energy obtained can then be used
to heat or cool buildings. In June 2018, thesales subsidiary also started testing a newheating system at its main building. Thanks
to innovative electrical engineering, the new
system consumes less gas and thereby
helps to save around 22,860 kg CO2 a year.
RAISING EMPLOYEE AWARENESS[GRI 103-2] In order to motivate employees tosave energy, Miele provides annual training,some of which is conducted as part of themandatory occupational safety training. In
addition, Miele offers an e-learning module on
this topic. Employees can also find comprehensive information on how to save energy in

FACTS & FIGURES

Resource efficiency

their day-to-day work on the company Intranet.
Furthermore, the plant employees are encouraged to save energy by means of flyers andposters which, in addition to specific tips,
also contain the CO2 reduction objectives.
DEVELOPING ABSOLUTE CO 2 EMISSIONS:THE CARBON FOOTPRINTALTERNATIVE ENERGY
GENERATION CONCEPTS[GRI 302-1, 305-5] The new CHP in Bielefeld
is modelled on a similar facility at the Bünde
plant, which has been working with a systemof combined heat, power and cooling since2012. This plant uses the generated heat toheat or cool buildings and production facilities. The latter is possible with the help ofadsorption chillers, which convert the waste
heat of the CHP into cold. Concepts suchas this one are, however, not always easyor quick to implement, meaning that theincrease in energy requirement has not yet
been offset by the use of the CHP. Throughout
the group, 8,352 MWh of energy has been
generated in the form of electricity a year,
which corresponds to around 5.6 percentof the total energy requirement. 592 MWh/year has been fed into the public grid.

EMPLOYEES & SOCIETY

Miele’s > carbon footprint is determined basedon the international standard of the Greenhouse Gas Protocol (GHG), applying the> market-based approach. This approach
uses the specific emission factors of thecompany for the calculation. The emissions consist of direct emissions from oil andgas consumption as well as Miele’s fleet ofvehicles (scope 1), indirect emissions fromelectricity and district heating (scope 2) andindirect emissions from transport and logistics (scope 3). At the end of the reporting
period, total emissions were 2.5 percent lower
than in the business year 2015/16. Miele calculated the CO2 emissions, which exist in
the > usage phase of the appliances, forthe first time in the business year 2017/18.
In the reporting period, the direct CO 2 emissions in Scope 1 (natural gas, heating oil,fleet) increased by 30 percent; and Scope
2 emissions by 1.3 percent. There weremany reasons for this, but it was mainly
due to the rise in natural gas consumption, see > carbon footprint figures. The
indirect Scope 3 emissions from logistics and business trips were reduced in
the reporting period by 17 percent overall(see > carbon footprint figures). This wasdue to savings in the > transport logistics.

CONTENTS

Energy and emissions

Logistics and mobility

ENERGY SAVINGS(ELECTRICITY AND HEAT)
to discipline, in MWh/a 1)

2016/17 and 2017/18
Drive technology

241

Lighting

1,067

Compressed air
technology
Building
refurbishment 2)

126
66

Building technology

724

Refrigeration
technology

282

Process technology

767

Supply engineering

120

Total

3,391 3)

1) These are project-related details, which were achieved
through measures taken by the production sites.
2) The building refurbishments involved only thermalenergy. The other items are electricity savings.
3) Deviations as a result of rounding the figures.

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CO 2 EMISSIONS IN THE USAGE PHASE
In the 2017/18 business year, Miele commissioned an appraisal of emissions during theuse of Miele appliances in the form of directelectricity consumption as part of a bachelor
dissertation. This data will in future feed into
Scope 3 emission calculations and hence bereflected in the company's climate balance.
The aim was to identify the impact of theseemissions on climate goals. Results showthat emissions from Scope 1 and 2 are much
lower than in Scope 3. The use of domestic
appliances sold during the 2016/17 business

CO 2 EMISSIONS
in tonnes
2017/18

104,7122016/17

102,4932015/16

107,410

2014/15

2013/14102,934
97,457

PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

year generated total emissions in the orderof 11 m tonnes of CO 2 over their entire life
cycle. Scope 3 emissions therefore represent
the greatest leverage for Miele to contributetowards reducing the burden on climate.
In the next stage, greenhouse gas emissions
resulting from outsourced goods and services will be subjected to a more detailed
analysis and included in the CO 2 balance. In
the light of findings from life cycle analyses,
these account for the second-largest shareof total emissions during the use phase.
HOW TO DEAL WITH
ADDITIONAL GREENHOUSE GASESAND OTHER EMISSIONS[GRI 305-7] In addition to CO 2 emissions,
Miele strives to reduce other greenhousegases and harmful emissions. This applies
in particular to chlorofluorocarbons (CFCs).
CFC-containing refrigerants are still occasionally used at the Miele plants: for example
for air-conditioning technology, compressed air dryers and small-scale systems
such as climate-controlled chests. These
refrigerants are gradually being replacedby more climate-friendly alternatives. At
Gütersloh, for example, Miele replaced thelast major building technology plant that uses
CFC-containing refrigerants in the reporting
period. R134a is used in most cases.
Motor production at the Euskirchen sitedoes produce volatile organic compounds(VOCs), but these pollutants are eliminated bya post-combustion process and the amounttherefore falls below the legal limit values.

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

CONTENTS

Energy and emissions

Logistics and mobility

CARBON FOOTPRINT SCOPE 1, 2 AND 3
as a percentage 1)
Scope 2 – Indirect
CO 2 emissions

Scope 1 – Direct
CO 2 emissions

0.1
5.9

14.3

5.8

Scope 3 – Indirect
CO 2 emissions

3.4

35.0

28.9

6.5

2017/18

2017/18

Natural gas

Electricity

Outbound

Fleet

District heating

Distribution in Germany

Heating oil

2017/18

Business trips

1) Rounding differences.

CO2

11%

CO 2 emissions per item
improved by 11 percent
in the reporting period(business year 2015/16 tobusiness year 2017/18)

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EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

Logistics and mobility
Efficiently transporting goods, sustainably moving forward[GRI 103-2] Miele appliances, production
materials and replacement parts are regularlytransported throughout almost 100 different
countries worldwide. The task of the logistics department is to ensure the availability ofMiele products, and to ensure that customers
and sales subsidiaries receive their deliveries on time. Miele has set itself the objectiveof minimising the impact of this level of traffic
on the environment and the climate as muchas possible, as well as optimising the necessary shipments. This is achieved usingstate-of-the-art logistics processes from thecentral Miele logistics centre in Gütersloh.
Most delivery routes are relatively short: eightout of twelve production sites are located inGermany, with the furthest situated 215 kilometres away from Gütersloh. Europe continues
to be the key market for Miele products,
as over 80 percent of sales are generated
there – one third of them in Germany alone.
The shipments required are managed efficiently. In addition, Miele pursues the goal ofutilising modes of transport that generate thelowest possible level of emissions. Carbon
emissions are a significant selection criterion for Miele when it comes to awarding
contracts to transport service providers.
The company avoids the use of air freightas far as possible and monitors it closely.

SHIP AND RAIL AS KEY
MODES OF TRANSPORTIn the 2017/18 business year, transportvolumes rose by 16 percent to 862 million tonne-kilometres compared to the2015/16 business year. This includes distribution in Germany as well as delivery to
the Miele sales subsidiaries from the central
warehouse in Gütersloh or from the plants(outbound). The increase is mainly due tothe positive sales development in the overseas sales subsidiaries. At the same time,
Miele was able to further increase the alreadyhigh proportion of distribution carried out
via ship and rail transport. Miele’s objectiveof transporting 80 percent of its transport volume by ship and rail was actually
exceeded with a total amount of 86.9 percent. The objective of transporting lessthan 1.5 percent of goods by air was also
surpassed with a figure of 0.9 percent.
CALCULATING THE CARBON FOOTPRINT
AND OTHER EMISSIONS[GRI 305-3] Miele determines the environ­mental impact of its transport logistics
using a piece of software which calculates the transport volume and greenhousegas emissions based on the EN 16258 CEN

standard. In the business year 2017/18,
transport-related CO 2 emissions fell by
19 percent compared to 2015/16. One
reason for this was the significant reduction in airfreight. In addition, the calculation
software was updated and now also takes
into account the most state-of-the-art,
environmentally friendly modes of transport.

OUTBOUND
TRANSPORT VOLUMEin shares (related totonne-kilometres)

3 1
12

84

2017/18

by ship

by railby lorryby airNoise also forms part of transport-related
emissions. Noise emissions are legally
regulated in Germany and in many othercountries. To protect the public and the areas
around the plants from harmful noise-related
environmental effects, certain noise thresholds must not be exceeded, especially atnight. This is monitored on the basis of anoise register containing all noise sources.
Miele adhered to > all requirements during
the reporting period.
OPTIMAL USE OF TRANSPORTVEHICLE CAPACITIESA key way of reducing the environmental
impact of transport is the optimal utilisation of the means of transport in procurementand distribution logistics. In terms of procurement logistics, around 300 suppliers
are integrated into Miele’s regional forwarding network to guarantee the highest
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MANAGEMENT & PROCESSESStrategic approach

CO 2 EMISSIONS FROMDISTRIBUTION LOGISTICS
in tonnes
2017/18

2016/172015/16

2014/15

2013/1437,06037,93546,01542,754
39,774PRODUCTS & SERVICES

Natural resources and materials

SUPPLY CHAIN & PRODUCTION

Supplier management

supplied using fully loaded containers orvehicles. In the case of customer deliveries,
Miele continuously analyses requirements
and capacities and makes last-minute adjustments if necessary. The European plants
usually deliver their products to the central warehouse in Gütersloh, where they
are consolidated for transport to the destination regions. A different system is usedat the Dongguan plant in China: becauseof the considerable distance to Gütersloh, deliveries from Dongguan are shipped
directly to their destination regions withtransport capacities being fully utilised.

EMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

on the market. So far, however, the models
tested in practical operation have not been
sufficiently convincing. Clear thresholds forthe average carbon emissions of cars andlight commercial vehicles have been defined
up to the business year 2020/21 in accordance with the EU regulations (see table).
The interim goals for reducing carbon emissions in the existing fleet were achieved in
the business years 2016/17 and 2017/18.
They key figures for new vehicles have risen
significantly on account of the amended
measurement method and can no longer

CONTENTS

Energy and emissions

Logistics and mobility

be directly compared to past figures anddefined target values. Miele will keep a
critical eye on this development in future
and adapt its target values accordingly.
The international fleets are also continuously being renewed. The Swedish
sales subsidiary succeeded in cutting the carbon emissions of its vehicle
fleet by 1 percent, even though the fleet
increased by 8 percent. This was achieved
through the use of more efficient vehicles and plug-in hybrid vehicles.

SAVING SPACE IN
GOODS STORAGE

possible level of efficiency in handlingincoming goods. The mega trailers used
for this purpose (lorries with a higher
cargo volume) are efficiently utilisedwith a rate of 90 percent on average.
Conditions on the transport market are difficult due primarily to the Europe-wide
shortage of drivers and the resulting capacity
shortage. In spite of this, transport capacity
utilisation in distribution amounted to 87
percent at the end of the reporting period.
In general, the sales subsidiaries are only

Miele also wants to use its spatial resources
as efficiently as possible and, in doing so, help
preserve natural habitats. That is why Miele
uses space-saving high-rack storage techniques at the Gütersloh site. To expand the
distribution center the existing building wasenlarged, meaning that no additional impervious surfaces were needed. The new spareparts centre, which was completed in 2017,
covers an area of only 12,800 square metres
yet boasts over 70,000 storage spaces.
MIELE FLEET[GRI 305-1] The Miele fleet includes company cars, vans for customer service, anda small number of lorries. In the course of
new purchases, these vehicles are gradually being replaced by low-carbon models.
Furthermore, Miele is continuously monitoring the range of electric vehicles available

CO 2 EMISSIONS FROM THE MIELE FLEET
in grams per kilometre, 2017/18 and target values 2020/21

2017/18

2020/21

Entire fleet

115

110

New vehicles

115

95

Entire fleet

168

165

New vehicles

156

147

Cars

Light commercial vehicles

63Miele Sustainability Report 2019

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

Natural resources and materials

Strategic approach

Supplier management

CO 2 -FREE RAIL JOURNEYS AND PUBLIC
TRANSPORT OFFERS FOR EMPLOYEESSHARE OF CO 2 EMISSIONS GENERATEDBY BUSINESS TRIPS USING
EXTERNAL TRANSPORT SERVICES[GRI 305-3] Miele urges its employees to use
public transport for business travel wherever
possible. They should use rail connections
on longer business trips and avoid air
travel unless it is strictly necessary due totime constraints or for scheduling reasons.
Long-distance journeys with Deutsche Bahn
as part of the “bahn.corporate” corporate
customer programme are CO 2 -free. For several years now, Miele has also been offering
eco-driving training at irregular intervals andalternating with other focus points in thecontext of the > Open Training Programme.
However, these training courses were nota focus during the reporting period.

in percentages

Furthermore, Miele encourages its
employees to use public transport to commute to work through initiatives such as
cheaper employee tickets at the Gütersloh, Bünde and Bielefeld locations. In both
2016/17 and 2017/18, over 950 employees
used this ticket to get to work. Subsidised
public transport tickets are also available to employees in Austria, China and at
the Danish sales subsidiary. In Bürmoos,Braşov and Dongguan, Miele provides a
dedicated bus service for its employees.
Furthermore, all trainees in Bürmoos are
given a ticket that entitles them to freepublic transport throughout the state ofSalzburg – both for commuting and for
personal use. Like many sales subsidiaries, the sales subsidiary in the Unitedstates cuts its carbon emissions by using
video conferencing and remote working.

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

Environmental management

FACTS & FIGURES

Resource efficiency

Energy and emissions

CONTENTS

Logistics and mobility

4.0 0.6

95.4

2017/18Flights
Car

Rail

1)

1) The car percentage refers to journeys in hire cars.
Business trips taken using company cars are includedin the CO2 emissions of the Miele fleet; taxi journeys
and business trips in employees’ own cars are not.

From the plants

SUPPORTING
E-MOBILITY
Miele set up eight charging stations for electric cars andcharging facilities for 60 e-bikes at the Gütersloh site incollaboration with the local municipal works. Employees
can use these to charge their vehicles during their working
hours. Miele invested 43,000 euros during the reporting
period in order to support electromobility in this way.
Supporting electromobility is also playing an increasingrole for Miele at an international level. For example, thesales subsidiary in Sweden has installed several charging
stations for electric vehicles. New e-bike charging stations
are also facilitating low-carbon commuting in Austria.
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MANAGEMENT & PROCESSES

Employees& Society

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> Strategic approach>> HR management>> Occupational health and safety>> Training and education>> Diversity and equal opportunities>> Social engagement65

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PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagement

Strategic approach
More than 20,000 people work at Miele. The owner families and the company management
are acutely aware of the responsibility they bear towards the employees. Miele has always
been characterised by an appreciative company culture and comprehensive social benefits.

OBJECTIVES
Miele is considered a role model when it
comes to balancing work life and family.

Miele sets an example for health management
and occupational health and safety.

Flexible working hours and support in the area of childcare
help parents and carers to find a balance between theirprofessional and private lives. These are key elements in making
Miele an attractive employer. > Human resources management

Miele continuously adapts its health management to the needsof its employees. One important goal is to continue reducing
the frequency of injuries. > Occupational health and safety

Miele ensures the recruitment of young talent andthe opportunity for qualifications at all locations.
The company ensures its managers are aware of the impact
of demographic change and adapts the education andtraining it offers accordingly. Miele has also established itself
as a strong employer brand. > Training and education

RISKS AND OPPORTUNITIESIn light of demographic change andthe lack of skilled workers, Miele
has to invest more heavily in training and education and attract new
talent. An additional task is to meetthe challenges of digitalisation.
Promoting diversity represents a significant opportunity, as studies showthat diverse teams are more successful.
Employee satisfaction can also increase
the company’s likelihood of success.

Diversity is made possible throughrespect and equal opportunities.
One of Miele’s top priorities in the area of human resources is toincrease the proportion of women in management positions. The
company supports talented young women with qualification programmes, for example. > Diversity and equal opportunities

SUSTAINABLE
DEVELOPMENT GOALS

Miele helps to maintain a sound, attractive
environment at all locations.
The company, together with the Miele Foundation, promotes
education, learning, art and culture. One focal point is toimprove the opportunities for disadvantaged children and young
people. > Social engagement66

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PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagement

Human resources management
Partnership and appreciation[GRI 103-1/2] Miele offers its employees aworking environment inspired by partnershipand respect. A consistent orientation towards
employees, along with high social and ethical standards, has been an integral part of
the family-owned company since its founding,making Miele an attractive employer. Traditionally, Miele has been known for a high rate ofstaff retention and low levels of staff turnover.
In industrialised countries, demographic
change is intensifying the competition forwell-trained specialists. Global markets
and increasing digital connectivity are alsochanging the demands employees face.
Strategic human resources management constantly aims to attract a sufficient number ofqualified, creative and enthusiastic minds tothe company and to ensure their long-termloyalty, even under the present conditions.
Only by doing so will Miele be able to secure
its position as a leading innovator within theindustry moving forward. The focus is on
the short-, medium- and long-term need for
employees in all areas of the company.
EMPLOYMENT AT MIELE IN FIGURES[GRI 102-7, 102-8, 103-2] As at 30 June 2018,
20,098 employees worked for Miele worldwide,
including the 560 employees of the new med-

ical technology subsidiary > Steelco Group.
This equates to a year-on-year increase of
633 employees, or 3.3 percent (previous year:
19,465 employees). As at the reference date,Miele employed 11,225 people in Germany,an increase of 337 people, or 3.1 percent.
CLEAR STRUCTURES[GRI 102-8, 103-1/2] The Gütersloh-based
central Human resources (HR) department performs the tasks associated with HR
management on a Group-wide basis. The
department is in charge of training, qualification

20,098
employees worldwide

and talent management, as well as HR administration. In Germany, it is responsible for
identifying and hiring suitable applicants. The
sales subsidiaries have their own HR managers and/or departments. The central HR
department coordinates its activities regularly with the individual departments, theplants’ HR managers, the management of thesales subsidiaries and the works council.
The head of the central HR department
reports directly to the Executive Director
Finance and Central Administration. The
department has the authority to set guidelines for HR departments at locations inGermany and at the plants and sales subsidiaries outside of Germany. It does so inclose co­ordination with the local employees
in charge of HR, who are responsible for local
personnel planning and recruiting. However,
the heads of the subsidiaries and plants are
hired directly by the central HR department.
[GRI 103-3, 404-3] The head of the central HR department and the Executive Board
identify new measures and set targets during
meetings dedicated to the annual objectives. Agreeing on these objectives helps
Miele to track the success of strategic
human resources planning and to continuously improve the company’s work.

ATTRACTING HIGHLY QUALIFIED YOUNG TALENT[GRI 103-1/2] In 2018, Miele defined its
own employer brand to give potential new
employees an authentic impression of what
it is like to work for Miele and spark theirinterest in a career at the company. This
goal plays a pivotal role in the HR strategy.

DISTRIBUTION OF
EMPLOYEES
as a percentage

815

2017/18

48

29
Production sites in Germany
Sales subsidiaries outside of Germany
Production sites outside of Germany
Sales subsidiary Germany

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The Miele employer brand is a central element of the HR strategy and helps makeMiele even more appealing to highly qualified young professionals, especially those witha technical background. Beyond that, it also
makes a promise to everyone who alreadyworks at Miele and provides them with orientation. At the heart of the employer brandare three word pairs that define Miele: safety
and reliability, challenge and ambition, appreciation and respect. The word pairs haveinspired the “Make it better. Be better.” campaign, which Miele uses internationally online,
in advertisements and at career and trade
fairs to attract specialists. The company systematically leverages the potential of social
media and other career platforms, whichplay a central role for applicants today.
STRONG IDENTIFICATION WITH MIELE[GRI 103-1/2] Since 2012, Miele has carried out local employee surveys to measure
how satisfied employees are with their jobs
and how strongly they identify with the company. Miele focuses on different issues andmetrics depending on the location. Most
recently, employees at the plant in Bielefeld
were surveyed in the business year 2017/18.
The findings indicated significant improvement in the transparency of decisions,employees’ opinions of their direct supervisors and general aspects of corporate culture.
International sales subsidiaries were surveyed once again in the second half of 2018,with the plants in Braşov, Dongguan andUničov joining the process for the first time.
The next survey in Germany is scheduled
for 2019. In order to further improve coop-

PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

eration or processes at the location, eachmanager is encouraged to derive specificmeasures from the results as necessary.

1st place in the Great
Place to Work survey

In March 2018, Miele was named the best
employer among companies with more than
5,000 employees in the Great Place to Workranking. The survey looked at 740 employers
from throughout Germany and asked 1,200
randomly selected Miele employees fortheir opinion. Of those surveyed, 87 percent said that Miele is a very good employer.

FACTS & FIGURES

Diversity and equal opportunities

We are using the potential of employee ideas,
both nationally and internationally. The suggestions for improvement are collated, selected andrewarded in accordance with country-specificrules. The employees of Miele & Cie. KG at allsites throughout Germany submitted a totalof 2,667 suggestions for improvement in thebusiness year 2017/18, corresponding to anincrease of more than 32 percent year on year.
Of the ideas submitted, 34 percent were implemented in the reporting period, helping saveover 1.7 million euros. A total of 283,000 euros
were paid out as bonuses in the businessyear 2017/18 (2016/17: 243,000 euros).

Social engagement

CORPORATE SUGGESTION SCHEME
AT MIELE & CIE. KG (GERMANY)
Number of suggestions submitted

2,667
2,009
Profit sharing (in euros)

283,000
243,000

EMPLOYEE IDEAS PAY OFF
Miele’s corporate culture is characterisedby flat hierarchies and efficient decisionmaking processes. The corporate suggestion
scheme, or idea management, is one of
the ways employees can help shape
the company. This approach has a long
tradition at the company, with employees
first being called upon to submit theirideas for improvements back in 1951.

CONTENTS

2017/18

2016/17

STAFF RETENTION: LOW TURNOVERRATES, LOTS OF ANNIVERSARIES[GRI 401-1] Miele has traditionally been characterised by a high rate of staff retention.
Most employees stay with Miele for many
years. The staff turnover rate at the German
locations stood at 1.4 percent in the business year 2017/18 (2016/17: 1.1 percent).
Numerous anniversaries were celebrated in
the reporting period. In the business year
2017/18, 393 employees worldwide celebrated 25, 40 and even 50 years with thecompany (2016/17: 722 employees with68

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MANAGEMENT & PROCESSESStrategic approach393

anniversaries werecelebrated in 2017/18.

PRODUCTS & SERVICES

HR management

anniversaries). A central anniversary celebration is held in Gütersloh twice a year.
The event is a highlight for all involved andillustrates the level of appreciation the company has for its long-serving employees.
EMPLOYEE PARTICIPATION:
A VALUABLE PARTNERSHIP[GRI 103-2, 102-41, 103-2, 402-1] For
decades, Miele has maintained a close
and trusting relationship with the company’s employee representatives. The
Executive Board promptly provides
employee representatives with extensive
information concerning all relevant decisions, developments and processes. Evendifficult topics are discussed constructively and with a focus on solutions.
In Germany, Miele is subject to the collective wage agreements of the IG Metall union.
PRO-GE is the responsible trade union inAustria, with KOVO acting as our labour
partner in the Czech Republic. The plant inBraşov, Romania, is subject to a collective
labour agreement that governs the fundamental demands, as well as the organisationand structure of employment relationships.
Working conditions for employees in Germany,
Austria, the Czech Republic and Romania
are therefore all regulated in collective bargaining agreements, equating to a 70.5 percent
share of all Miele employees (as at 30 June2018). The employment relationship between
Miele and the temporary agency workers
employed at Miele’s German locations is governed by the collective wage agreements
concluded by the agencies themselves.

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

Works councils look after the interests of
employees in Germany and at our Czech
plant, as well as at some of our sales subsidiaries, such as in France, Italy, the Netherlands
and Spain. Employees at our plant in Dongguan, China, for example, have enjoyedrepresentation since 2009. Such representation is not mandatory under local law. The
employee representatives there meet with the
HR department on a monthly basis to discusssuggestions and deal with potential areas ofconflict. The interests of the employees at theplant in Uničov, Czech Republic, are represented through the KOVO union and in regularmeetings between internal employee representatives and plant management. At smaller
sales subsidiaries, such as those in Poland
or Ireland, the dialogue between employees
and management is a direct and ongoing process, but has not been formally defined.

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagement

From the plants

SOCIAL AND ETHICAL STANDARDSSTAYING STRONG[GRI 407-1, 408-1, 409-1, 412-1, 412-2] Miele
treats its employees with respect and works
with them in a responsible manner. The company underscored its commitment backin 2004 when it pledged to meet the internationally recognised social accountability
standard SA8000. The standard includes therequirement to guarantee decent working
conditions, freedom of association and theprohibition of child labour and discrimination.
An external service provider checks compliance with the standard every six months
in a surveillance audit. In addition, recertification is undertaken once every three
years. All locations are SA8000- > certified
and were recertified as scheduled in 2017.

Employee turnover at Miele is traditionally very
low. Nevertheless, HR management in Bünde
has still chosen this key figure as a benchmark in
keeping with the promise of “Forever better”. The
aim is to push the rate to below 1 percent. Various
measures were implemented to achieve this goal:
the range of further training options was expanded,
a comprehensive company fitness programme wasoffered, opportunities for better reconciling family
and career were promoted, and a plant newspaperwith location-specific topics was launched. And
it paid off: the fitness facilities are being used
intensively, with the employee turnover rate standing
at 0.3 percent in 2018. Other plants are also making
use of fitness offers. The Oelde plant has in-housefitness rooms available for the employees (image).
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Miele naturally respects human rights in all its
business activities. Miele conveys this pledge
to employees as part of the company philosophy when they join the company. In thereporting period, 78 managers and employees
from HR received online training on the> German General Act on Equal Treatment(Allgemeines Gleichbehandlungsgesetz, or
AGG). Since the programme was introduced,
a total of 1,380 employees have completed thetraining. Software-based training is also heldon the company’s code of conduct. So far,
3,514 have received training worldwide, 812 ofthem during the reporting period. Miele also
requires > compliance with social criteria fromits suppliers. Miele employees in Purchasingreceive regular updates on this topic. Efforts
undertaken to provide information during thereporting period included regular SA8000
management representative meetings, social
performance team meetings and the SA8000
information portal available throughout Miele.
TRANSPARENT COMPLAINTS PROCESS[GRI 103-2, 406-1] Every employee in Germany has the right to turn to a complaints office,which offers help as the first point of call in caseof suspected discrimination. In accordance with
the AGG, the works council is involved in handling and evaluating incoming complaints. Miele
has set up dedicated complaints offices, eachof which is staffed by one man and one woman,at every company location in Germany. All complaints are naturally confidential. The complaints
office works closely with the aggrieved person
to review the circumstances surrounding thecomplaint. Wherever possible, the results of thereview are communicated within one month.

PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

In the reporting period, the complaints
offices received a total of three AGG complaints related to gender and ethnic
background. In each case, remedial measures were taken and the employees were
offered further support. Similar systems
are in place at the international sites.
FAIR PAY – NATURALLY[GRI 202-1] Miele believes in paying all
employees an appropriate wage or salary
based on collective and corporate agreements that also includes a variety of voluntary
benefits. In keeping with the founders’ philosophy, such benefits are paid regardlessof the current economic climate or business performance. The company stands by
its pledge to be an attractive employer, even– and especially – in tough economic times.
Several years ago, Miele commissioned a
study of the minimum wage and the local
cost of living at its site in Dongguan, China.
As a result of the findings, employee pay wasraised above the minimum wage to an appropriate living wage that covers the actual costof living, unlike the minimum wage. Employee
pay in the Czech Republic is also based on
the local cost of living. In Romania, Miele
complies with national guidelines and also
provides additional company benefits.

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

1929

A company pension
scheme is introduced.

A LONG TRADITION OF COMPREHENSIVE BENEFITS

ment through a variety of models, such asprivate pension schemes (known as “altersvorsorgewirksame Leistungen”) or deferredcompensation. Depending on the company
agreement and collective wage agreement,
employees in Germany can pay up to 4 percent of the contribution assessment ceilingfor pension insurance (Western states) intoa tax-privileged pension insurance fund.

[GRI 201-3, 401-2] Miele has offered its
employees a company pension scheme
since 1929. Today, Miele supports its
employees in Germany in saving for retire-

Miele grants special one-off payments andallowances for health treatments and dental
prostheses that go beyond the statutory
requirements and the provisions of the collec-

CONTENTS

Social engagement

tive wage agreements, as well as payments inthe event of births, marriages, deaths, majorbirthdays and work anniversaries. In addition,
employees receive benefits and individuallynegotiated perks such as meal subsidies andcoverage of travel expenses. The company
provides its former and active employees withmodern health insurance coverage through its
company insurance provider (Betriebskrankenkasse, or BKK). Some sales subsidiaries
also have separate health insurance programmes for their employees. They also
provide their employees with the option of discounted supplemental insurance policies,
such as denture insurance. In some cases,
employees can also take advantage of pension, health, invalidity and survivors insurance.
Both in Germany and internationally, benefits
are granted regardless of whether employees
have full-time, part-time, temporary or permanent contracts. Only the few staff members
in what is known as “marginal employment”
or “limited part-time employment” (referred
to in Germany as “geringfügige Beschäftigungsverhältnisse” or “450-Euro-Jobs”) are
not covered by the Miele pension scheme
and are not entitled to these benefits.
GOOD INTEGRATION OF TEMPORARY EMPLOYEES[GRI 102-8] IIn the business year 2017/18,
the share of the workforce in Germany consisting of temporary employees stood at 3.5
percent; in the business year 2016/17, thisfigure stood at 6.6 percent. In a company-wideagreement signed in 2007, Miele committed
to work only with recruitment agencies thathave concluded a collective wage agreement.
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Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approachThis regulates pay and the industry supplement, which is between 15 and 30 percent of
the base pay under the collective agreement
for the metal industry. In the company-wideagreement, Miele also agreed to increase thepay of temporary agency employees by anadditional 6 to 8 percent (scaled according
to duration of the employment period).
AWARDS: RECOGNITION
FOR HR POLICIES[GRI 103-3] Miele has received several awards
for its exemplary HR work. In the reporting
period, it received the following awards:•• Austrian Federal Ministry of Labour,
Social Affairs and Consumer
Protection – seal of approval for healthpromotion in the workplace for 2016
to 2018 (plant in Bürmoos, Austria)•• Initiative > Fair Company 2017 und 2018•• Great Place to Work > Germany’s
Best Employers 2018•• Award > Total E-Quality Diversity 2017•• Trendence > Graduate Barometer 2017 und 2018•• Survey > Universum Top 100•• Award > MINT Minded Company 2017 und 2018•• Employer of the region 2017 and 2018
(plant in Uničov, Czech Republic)

PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

Diversity and equal opportunities

ENHANCING THE COMPATIBILITYOF WORK AND FAMILY LIFE

NEW MIELE NURSERY IN GÜTERSLOH
AND MIELE FAMILY SERVICE[GRI 401-3] Miele offers employment
models with flexible working hours so
as to make it easier for its employees tomaintain a healthy work-life balance. The
models provide various part-time or full-time
employment arrangements. In the businessyears 2016/17 and 2017/18, the percentageof part-time employees in Germany stoodat 7.2 percent. Some 850 people are currently employed part-time in a variety ofdifferent working hour models that havebeen adapted to their personal needs to
the greatest extent possible. Flexible shiftsystems and the option of semi-retirement for older employees are also available.
Miele’s plants outside Germany also provide flexible working hour models.

Miele opened its own nursery in Gütersloh, its
headquarters and home to its largest site, inMarch 2018. The close proximity to the plant
and the extended opening hours from 7.00
am to 6.00 pm help further improve the compatibility of work and family life. The day-care
centre looks after 80 children, from infants
to children just about to enter school. The
nursery’s name, IdeenReich (“land of ideas”
or “full of ideas”), was inspired by the education concept that uses play to teachchildren about science and technology.

Employees in Germany may take advantage of
flexitime, provided there are no production-related reasons or other urgent considerations tothe contrary. In the business year 2017/18, thepercentage of employees with flexitime stood at
59 percent. The share of employees in semi-retirement stood at 4 percent in the businessyear 2016/17 and at 3.6 percent in 2017/18.
During the entire reporting period, 460 Miele
employees in Germany took parental leave,
307 of whom were men and 153 of whomwere women. Men, however, tended to takeoff shorter periods of time. On 30 June 2018,
104 employees continued to take parental
leave; 89 women and 267 men continued towork at Miele following their parental leave;four women and six men left the company.

FACTS & FIGURESCONTENTS

Social engagement

The centre is managed by pme Familienservice, the same service provider behind
the Miele Family Service, which advises
staff and helps employees arrange carefor their children and other family members in need of assistance. For example, theMiele Family Service again organised two
weeks’ of care for 60 children of employees
on a farm in the Gütersloh area during the2017 and 2018 school summer holidays.

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PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagement

Occupational health and safety
A focus on prevention[GRI 103-1/2] It goes without saying that we
at Miele take the health of our employees very
seriously. A healthy workforce also lays thefoundation for a company’s long-term success. That is why supporting and maintaining
employees’ physical and mental capabilities
is a top priority. A well-conceived, prevention-based health management system andsafe, ergonomically designed workstations
are key in this regard. These workstations
should increasingly be both age-appropriate
and should also respect the ageing process– in other words, they should be adapted
to the capabilities of older employees but
also to the respective employee’s stage inlife. For Miele, this means developing suitable conditions for different age groups.
REDUCING RISKS[GRI 103-1/2, 403-2/3] At Miele, the areas ofoccupational health and safety are governedby the > Miele management system. This
ensures a continuous improvement process
and helps with the ongoing analysis of accident
data, for example. As Miele is a manufacturing
company with a high level of in-house production, some of the workplaces at the company
carry health risks or are particularly hazardous, such as those involved in the surface
treatment of materials and in metalworking.

A number of measures are taken to prevent
risks or minimise them as much as possible:
the spectrum ranges from implementing job
hazard and strain assessments (some of which
are legally mandated) to protective clothing
and accident-prevention training session. At
11.1 (previous year: 9.3), the number of workplace accidents per one million working hours
in the business year 2017/18 was below theindustry average of 14.4 (2017) as reportedby German professional associations.

WORKPLACE ACCIDENTS
Reportable workplace accidents

214
184
2017/18

Workplace accidents per
one million working hours

11.1

A CLEARLY ORGANISED OCCUPATIONALHEALTH AND SAFETY SYSTEM[GRI 103-2, 403-1/4] As an employer, Miele is
responsible for its employees’ safety. To ensure
this, all Miele plants worldwide are certified
in accordance with the internationally recognised OHSAS 18001 > occupational healthand safety management system; recertification of Miele locations took place in 2017.
At Miele, 23 dedicated specialists are
employed solely for the purpose of ensuring
occupational safety in the plants (in the business year 2017/18). In addition, we also have
253 safety officers who perform these tasks
alongside their regular company duties. They
provide advice on a range of areas, suchas during the planning and implementa-

2016/179.3
2017/18

2016/17

tion of plant systems or when workstations
are being designed. The safety officers
receive regular training and attend sessions four times per year on various safety
topics ranging from hazardous substances
to noise. Furthermore, regular instruction
takes place at all locations. Extensive checklists are available for daily work activities.
Regular safety meetings are held at allplants and all departments are frequently
inspected. This ensures that necessary measures are taken diligently. Approximately 20
to 25 inspections per year take place in
Gütersloh alone. Around 950 external training
courses and specialised instruction sessions are held in almost all departments
each year with the aim of increasing all
employees’ workplace safety awareness andregularly updating knowledge. In the business year 2016/17, a total of 1,119 training
courses were held. During the reporting
period, an online quiz was implemented in
Russia for the first time in order to promote a
playful engagement with the topics of occupational health and safety and fire safety.
In addition, a committee for occupationalsafety at each plant meets four times a year.
Approximately 4 percent of the entire company workforce at Miele is directly involved with72

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MANAGEMENT & PROCESSESStrategic approach

this committee. In Germany, the Works Constitution Act governs how the works councilsof the plants should be involved in matters ofoccupational health and safety. On the international front, there are also corresponding
regulations that govern employee involvement and that of their representatives.
AGE-APPROPRIATE WORKSTATION DESIGNIn the business years 2016/17 and 2017/18,
around 43 percent of employees in Germany were aged 50 or over – the average age
was 45. Age-appropriateness is an increasingly important factor in workstation design for
Miele. As an example of how this is being realised, workflows in assembly were assessed
during the reporting period. The assessment was carried out using an analysis toolthat was specially developed for examining
the ergonomic design of workstations in themass production sector. Some workflows
were redesigned based on the results of theassessment. A range of aids to help employees
work more ergonomically were installed at the
new central spare parts warehouse in Gütersloh, such as lifting aids for heavy packages.

PRODUCTS & SERVICES

Occupational health and safety

HR management

WORKPLACE ACCIDENTS
Lost days due to aworkplace accident

3,269
3,219
2017/18

SUPPLY CHAIN & PRODUCTION

2016/17EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

At the Bielefeld, Euskirchen, Gütersloh,
Oelde and Warendorf locations, Miele operates fitness rooms where it offers a range of
exercise and sports courses. There are currently over 40 courses available. In addition,
health weeks were held at several locations during the reporting period. These
were based on the central themes of “backpain and tension” and “nutrition and exercise”. Other initiatives in Germany include“active breaks” or complementary exercises with exercise cards and videos. In thebusiness year 2017/18, Miele recorded over
3,500 instances of employee participationin events held by corporate health management across all the locations in Germany. In
2019, a new > employee survey will be conducted to investigate the influence of aspects
such as management, team, culture and work
situation on individual employee health.

CONTENTS

Social engagement

commenced in 2015, 700 managers havereceived training. All managers are expected tohave completed the qualification by mid-2019.
LIFE COACHING AND ADDICTION COUNSELLING
Since the beginning of 2014, employees ofGerman Miele plants have been able to takeadvantage of life coaching and addiction
counselling services by turning to the trained
contacts who are available at their location forthis purpose. In addition, a 24-hour counselling hotline is also available through a service
provider to handle crisis situations. The twocounsellors in Gütersloh alone recorded 355
enquiries in the reporting period and carriedout 861 counselling sessions. These frequently
focussed on workplace incidents, psychological strain or family issues. In addition, services
to help employees quit smoking were provided.

Miele also operates a Company Integration Management system (BEM), which
is closely associated with BGM, at allGerman sites (plants, Sales and Service
Centres). It is intended to make it easierfor employees who have been ill for a long
period of time to return to their jobs.

CORPORATE HEALTH MANAGEMENT
In recent years, corporate health management (BGM) has been establishedat the German locations to systematically manage all operational processes that
affect employee health. This is coordinatedby the > central HR department in Gütersloh. Since then, organisational structures
for BGM have been created and projects
have begun at all German Miele plants.

“HEALTHY MANAGEMENT”
QUALIFICATION PROGRAMMES
Miele’s managers are integrated into corporate health management through targetedmeasures. Specialised qualification programmes are mandatory for every manager
in Germany. The aim is to raise managers’
awareness of the health and well-being issuesof their employees. Since the programme

3,500

visits were made to company
health management
measures in 2017/18.

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MANAGEMENT & PROCESSESStrategic approach4%of the total workforce isinvolved in committees
for occupational safety.

FIRST AID IN EMERGENCIESAND ACUTE CASES
A plant medical service has been in placesince 1973 in Gütersloh, Miele’s largest location. Along with the legal duties which result
from the Occupational Safety Act, the plant
medical service also takes care of first aid
in the event of emergencies and acuteillnesses. They work together with the Miele
company insurance provider (BKK) to provide and actively promote the annual flu
vaccine. At all other sites, insurance-accredited physicians and medical personnel
ensure that employees receive proper care.
INTERCULTURAL HEALTH PROMOTIONBKK Miele and other cooperation partners arealso supporting the “With migrants for migrants– Intercultural Health in Germany” project
until the end of 2020. In this project, qualified
individuals are trained as intercultural healthguides for people who share their background.
SPECIAL PROGRAMME FOR APPRENTICES
Promoting a healthy lifestyle is also an integral part of apprenticeship training at Miele:
Every apprentice attends five mandatory
events as part of the “Azubi fit” (“Fit appren-

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Training and education

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Diversity and equal opportunities

CONTENTS

Social engagement

tices”) programme organised by the company
insurance provider. These include an introduction to occupational health and a seminaron maintaining a healthy back. Technicalapprentices also attend training sessions
offered by the professional association.
A DIVERSE RANGE OF INTERNATIONALOPPORTUNITIESThe international plant locations also pursue
a health management strategy that is focusedon prevention. The Austrian plant in Bürmoos has been awarded the “Betriebliche
Gesundheitsförderung” seal of approval for
excellent promotion of health in the workplace
for the period 2016 to 2018. The introductionof corporate health management was completed during the reporting period. Corporate
health management at the Austrian plant is
now regularly evaluated. This includes conducting employee surveys every three years.
The sales subsidiaries employ a wide rangeof measures to promote employee health. For
example, the Swiss subsidiary offers its workforce at the Crissier showroom membership ofa fitness studio. The Miele locations in Sweden,
the Baltic States, the Netherlands and China
also support the sports activities and health oftheir employees. The location in Russia provides monthly seminars on enhancing work-lifebalance, touching on topics such as combatingstress and healthy nutrition. Miele employees inAustralia can take advantage of a comprehensive range of digital information and activities.

From the plants

MORE SAFETY
AT WORKA whole year dedicated to safety. The Uničov plantused 2018 to lay greater emphasis on occupationalsafety and fire protection. April constituted the highpoint, with a number of campaigns and a competition for the brightest minds in the field of occupationalsafety. The third quarter of the year offered themanother opportunity to get involved when suggestions
for improvements in occupational safety and fire protection received special recognition. Over the courseof the year, hazardous areas in production were neutralised, workstations were checked for ergonomics
and potential sources of physical strain, and new work
clothing was tested. In addition, a new EHS department with three recognised specialists was formed.

> More information available online
at miele.com/employees
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Social engagement

Vocational training and development
Attracting and promoting talent[GRI 103-1/2] Working at Miele is a fascinating experience that provides its employeeswith a wide range of challenges and opportunities. All areas of the company require
skilled professionals, from experienced specialists to young talents. Miele is looking to
attract talented people and to identify andencourage their abilities and aptitudes. As
one of our important objectives is to be
an attractive employer for young professionals, Miele offers extensive entry-level
and career advancement opportunities.
All employees benefit from a wide range oftraining and qualification options. In Germany, the company invested 20.6 million
euros in vocational training and further
development in the business year 2017/18(business year 2016/17: 18.6 million). Against
the backdrop of an > ageing population,
the company’s focus lies increasingly
on measures aimed at ensuring performance and employability in the long term.
GROWING INTERNATIONAL FOCUS[GRI 103-2] A variety of training programmes
make a pivotal contribution to continuing toensure the company’s success in the future.
The responsibility for these programmes lies
with the training division. Miele is involved invarious different initiatives to get prospective
young professionals interested in the company at an early stage. Its international trainee
programme is one way Miele is putting its international focus into practice. The trainee andentry-level programmes are the responsibilityof the HR development team in Gütersloh.
Part-time further training is of particular
strategic significance to the company. Supporting and encouraging the development of
its employees in a targeted manner is essential to Miele’s goal of remaining a technology

ENTRY OPPORTUNITIES AT MIELE

School pupil internships
School pupils and leavers

Apprenticeship
Dual study programme

University student internships
Students

Course assignments/
thesesDirect entry
Graduates with Bachelor’sand Master’s degree

20.6

million €were invested by Miele invocational training and further
development in 2017/18.

Junior Sales Representative
Programme
Master@Miele
Trainee programme

Doctoral students andapplicants with doctorates

Direct entry
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Training and education

HR development at Miele has an international
focus. Succession management, for example,
follows a uniform, IT-supported process,which allows an overall view of all management positions and makes it possible to comeup with the best succession solutions for certain people or positions early on. In light ofthe company’s global reach, Miele also provides further training options designed for aninter­national perspective, such as foreign languages. Key development programmes fortalented professionals and for managerial
training are also being expanded internationally.

INTERNATIONAL OPPORTUNITIES FOR
APPRENTICES AND STUDENTS
Gathering international experience plays anever greater role in training at Miele as well,which is why more assignments abroad willcontinue to be made available to apprentices
in the future. A wide range of hands-on opportunities for technical apprentices have beencreated at the sales subsidiaries in Ireland and
Italy and at the plant in Bürmoos, Austria. Twotechnical apprentices from Germany also hada chance to gather experience at the plant inBraşov, Romania, in the reporting period.

EXTENSIVE ENTRY-LEVEL OPPORTUNITIESFOR YOUNG PROFESSIONAL TALENTS

496

apprentices inGermany in 2017/18

AWARDS FOR GRADUATES AND NEW
PATHS TO VOCATIONAL TRAINING
The high quality of training at Miele is regularly confirmed by external experts. In the

FACTS & FIGURES

Diversity and equal opportunities

Miele offers its apprentices a systematic andwell-rounded basic education in more than
30 vocational trades and dual study (cooperative education) programmes. The number ofapprenticeships and positions for students indual study programmes at Miele is determinedby the company’s requirements in consultation
with the departments as part of the strategic
human resources planning process. Oncethey have completed their training, Miele offers
all apprentices an employment contract fora minimum of one year or even a permanentcontract. In Switzerland, the training programme was expanded during the reporting
period so as to specifically meet the need forspecialists in technical fields. Four technicalapprentices joined the company in Switzerland for the first time on 1 August 2018.

leader in the industry in the future. These
training offerings are the responsibility of the
HR development division. Miele reviews its
HR development measures on an ongoingbasis and adapts them as necessary. To
this end, the director of HR development
meets with the Executive Board to discuss and agree on the budget for further
training initiatives and key qualifications.

[GRI 103-2] Miele offers talented young professionals a wide range of opportunities tojoin the company. The options range fromtrial internships for school pupils to programmes for PhD students. Miele takes avariety of steps to make prospective young
professionals aware of the wide range ofattractive careers at the company even
before they enter a vocational training programme or begin their studies. To thisend, Miele partners with schools and universities in the vicinity of its locations.

PRODUCTS & SERVICESCONTENTS

Social engagementbusiness years 2016/17 and 2017/18, a totalof 37 apprentices in Germany passed their
final exams with flying colours, earning thebest possible marks. Thirty of them were also
named “best in chamber” (Kammerbeste) by
the German Chambers of Commerce andIndustry. An electrical systems installer and atechnical product designer were even awarded
the title of “best in state” (Landesbester).
As part of the “Collective Labour Agreement
for the Promotion of Apprenticeship Proficiency” (Tarifvertrag zur Förderung derAusbildungsfähigkeit), Miele offers internships
to disadvantaged young people and those withlower academic performance. The objective
is to open up a path for them into vocational training. Since 2009, this programme
has successfully helped prepare 17 young
people for an apprenticeship at Miele. In thebusiness year 2016/17, three young men successfully completed the programme andhave been training to become electrical systems installers and industrial mechanics since
September 2017 (business year 2017/18:
three). In January 2016, the project wasused for the first time to help former refugees prepare for entry into the dual education
system. Two young people started a technical apprenticeship in the reporting period.
DUAL STUDY PROGRAMMES AT MIELE
Since 1995, Miele has been offering school
graduates the opportunity to complete
various commercial and technical dual
study programmes in fields such as mechanical engineering, electrical engineeringor business informatics. In the reporting76

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period, 52 graduates successfully completed their dual study programmes.
PROGRAMMES FOR UNIVERSITY GRADUATES
Miele offers attractive entry-level opportunities
for specialists and managers with an academic
background. By the business year 2017/18, a
total of 128 graduates with Diplom or master’s
degrees had completed a trainee programme
at Miele. Miele usually offers trainees further employment once they have successfullycompleted their studies. Of the 128 former
trainees, 74 are still employed by the company,
41 of whom now hold managerial positions.
Along with direct entry, two further entrylevel programmes are available to graduateswith bachelor’s degrees. The Master@Miele
programme is a part-time master’s degree
programme, usually with a technical focus.
Five bachelor-level graduates began the twoyear programme in the reporting period. The
Junior Sales Representative Programme
for entry into sales at Miele is also open to
recruits who have not followed a traditional
career path. Within a year, they are trained
to become junior sales representatives. In
the business year 2016/17, four people took
part in the Junior Sales Representative Programme. That figure stood at seven in 2017/18.
Miele offers an 18-month international trainee
programme for graduates with a master’s
degree. By working in four different company divisions, the trainees become familiar
with at least three countries and two aspectsof the company (central/local). The career
website Absolventa again named the pro-PRODUCTS & SERVICES

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Occupational health and safety

gramme an excellent career advancement
opportunity and fair. Three trainees joined theprogramme at Miele in the reporting period.
For applicants with a doctorate and a degree
in a technical field, Miele offers direct entry
to technical assistance positions within plant
management or the Executive Board. Since
the programme began in 2007, 24 assistants
have used this entry opportunity launch theirindividual careers. Twenty-two are still with thecompany, three of them as plant managers.
Miele offers similar entry programmes at
its international sites, such as the plantin Braşov and the sales subsidiaries in
the Netherlands and Switzerland.
INTERNSHIPS, SCHOLARSHIPS AND
UNIVERSITY PARTNERSHIPSIn the reporting period, Miele entered into some
260 agreements a year with students from various faculties for an internship or a final thesis.
Miele stays in close contact with selected technical and business-oriented universities aroundthe world with the aim of contacting futureapplicants at an early stage and in a targetedmanner. For example, the company assigns
practical projects to students, organises application and assessment centre training andoffers excursions. In the reporting period, Miele
was again represented at various trade fairs forstudents, graduates and young professionals.
The plant in Dongguan, China, annuallyawards four scholarships to students fromthe Dongguan Technology College whohave distinguished themselves as a result

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagementof their outstanding performance. Priority isgiven to students from less privileged backgrounds who perform at the same level. In
Italy, the company organised the Innovation
Olympics in cooperation with the University of Trento in the business year 2016/17.
The event brought together 25 students towork on innovative solutions to real-life problems. The partnership is set to continue. In
the US, Miele set up a five-week programmein 2015 to provide further training to students
at a technical college and recruit them for a
career at Miele once they complete their education. Fifteen graduates have already been
hired since the programme was launched.

HR development and further training at
Miele covers a broad range of topics andis extremely targeted and focused. In theprocess, Miele does not focus solely on
specific on-the-job requirements, but also
takes employees’ individual skills and aptitudes into account. The key points of the
HR development strategy at Miele include:

WIDE RANGE OF DEVELOPMENT OPTIONS•• Goal-oriented HR development
measures for specific target groups[GRI 103-2, 404-1/2] Both training and continually supporting the development of
the company’s employees are essential to our efforts to remain fit for the future.

•• Ensuring internal knowledge management
and employee networking•• Systematic further training andadvancement of skilled personnel andmanagers from within the company•• Continuous development and expansion of
an international talent management process•• Standardisation of learning
processes across all locations

8 hours

were spent by Miele employees ondevelopment on average in 2017/18.

Further development at Miele is a standardised process and is supported by the Learning
Management System (LMS) software solutionthat is increasingly being used internationallyas well. The LMS is used to plan and document
further training measures, giving managers
an overview of the progress that employees
are making with their further development.
Learning plans document the qualification
measures planned for employees as well as
the ones they have already completed. Online
evaluation of further development measures was also introduced in the business year
2016/17. The annual employee review, which77

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Training and education

TEACHING LEADERSHIP SKILLS ANDTECHNICAL EXPERTISE – AND ENCOURAGINGEMPLOYEES TO TAKE THE INITIATIVE

e ne
fits

Em

of b

plo
yee

t io n

rev

lu a

iew

E va

On-th
implem e-jobenc o n s o t a t io n,
lidation

i n i ngD e t e r m l nee d s
t io nae du c a

Planning andbudgetary
approval ofneeds-based
qualificationRecoq u r d inali g
fic neati edon s- bin a s
L M edS

FACTS & FIGURES

Diversity and equal opportunities

brings together managers and employees todiscuss performance, is another tool for managing the need for professional development
based on specific job and skill requirements.

PERSONNEL DEVELOPMENT CYCLE

on
ati s
c
fi
e
ali surua
Q em

SUPPLY CHAIN & PRODUCTION[GRI 404-2] As part of its internal further
training programmes, Miele provides qualification opportunities in various fields such as
management, project management and IT
applications. Miele bases various overarching,central qualification topics and specific qualification measures on its Miele competencymodel, which describes the skills, knowledge
and attitudes necessary to be successful atthe company. Through job descriptions, themodel provides career planning assistance,
for example. Miele also offers employees theopportunity to advance their management
skills internationally. At the sales subsidiary in Italy, for example, ten selected talents
received training on subjects such as humanresources management and problem-solving
as part of a 15-month part-time programme.
Miele also enters into partnerships withresearch institutes and academic institutions
to provide managers with further training. In
the business year 2017/18, for example, thecompany partnered with the distance education university FernUniversität in Hagen to
create two new programmes to help electrical engineering specialists and electricalengineering production specialists gain theircertification. The ten-month project sponsored by the German Federal Ministry of

CONTENTS

Social engagement

Education closes the gap in qualifications
between skilled worker and foreman throughdigital, self-organised, on-the-job learning.
In addition, employees may further their education by attending external training events intheir areas of expertise. Miele also expressly
supports any employees who wish to takepart in part-time further training on theirown initiative. The company provides financial support for accredited, part-time further
training courses or degree programmes. In
the business years 2016/17 and 2017/18, 56
employees took advantage of this opportunity.
WIDE RANGE OF OPEN TRAINING OPPORTUNITIES[GRI 404-2] The Open Training Programme isanother pillar of the company’s further training
offerings. Unlike the internal and external
training options, these sessions are held during
employees’ free time. Miele covers the costof these sessions. The Open Training Programme in the business year 2016/17 focusedon digitalisation at Miele. In 2017/18, it looked
at Industry 4.0 and smart homes. The programme has been very well received. In thebusiness year 2017/18, 3,270 employees took
part. That number stood at 2,981 in 2016/17.
COMPREHENSIVE MANAGEMENT QUALIFICATION
Filling at least three out of four open managerial positions from within the company is oneof Miele’s stated goals. Particular attention
is therefore paid to promoting the development of managers. Employees who takeon a managerial position for the first time
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Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approachwith the help of a binding qualification programme. Further opportunities for learningand gaining experience that focus on transferring practical experience and feedback
are available to experienced managers.
The Miele Business Academy plays a key rolein the company’s efforts to train and educate its managerial staff. Seminars are held
in English, and participants come from all
corners of the Miele world. The Miele Business Academy currently offers 13 different
training and learning options for different
management levels. The options range frome-learning to classroom instruction and cover
key management subjects and skills. In thebusiness years 2016/17 and 2017/18, a totalof 84 participants took part in eleven training
sessions, equivalent to 652 participant days.
The training series “Local leadership – effective communication and staff management”
is a systematic approach to qualification
for newly appointed team leaders in production. One example of a division-specificmanagement qualification offering for all management levels is the course “Managers ascoaches”. The course is made up of threemodules and is geared towards all managers at the sales subsidiary in Germany.
MENTORING PROGRAMME AND SHARINGKNOWLEDGE ACROSS BORDERS
Miele also relies on experienced employees toshare their knowledge and expertise. As part of
the Miele Mentoring Programme, experienced
employees are matched with junior managers
to provide them with career guidance by

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offering advice, establishing contacts, assistingwith project development and giving feedback. The annual Competitiveness Symposium
has also established itself as a successful network for sharing information across plants
and borders. Since 2006, the symposium hasbrought together some 200 specialists andmanagers in Gütersloh. In July 2018, they met
once again to address the topic of strategic
ambidexterity. The term refers to the ability toefficiently manage core areas of business while
also rapidly and flexibly driving the advancement of renewal and innovation processes.

From the plants

VIRTUAL MARATHON
Strengthening competencies such as teamwork,communication skills and the promotion of cohesion –these were the goals of the leadership marathon at
the Romanian plant in Braşov. Within the scope ofthe competition, the 15 participating employees had
to complete various individual and team tasks overa period of several months, including organising ateam breakfast and taking a quiz on corporate culture. In addition to a monetary reward, the participants
had another incentive to keep pushing: “burned calories”. Each task corresponded to a virtual numberof kilometres stored on a digital platform. The platform also enabled the participants to learn about the
topics of leadership and cooperation through videos
and articles and exchange ideas with each other.
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Social engagement

Diversity and equal opportunities
Remit and the competitive factor[GRI 103-1/2] All Miele employees and applicants are valued and supported in equalmeasure. They should all have equal opportunities, regardless of nationality, skin colour,
gender, religion, sexual orientation or physicaldisabilities. An international and diverse workforce enriches Miele on both a human and aprofessional level. And, no less relevant, diversity is also an important competitive factor,
particularly in a global company such as Miele.
MANAGEMENT: PROMOTING DIVERSITY,
PREVENTING DISCRIMINATION[GRI 103-2, 405-1] Miele would like to raiseawareness throughout the company about
the potential for diverse life and work experiences, perspectives and values. Miele’s
corporate philosophy, its Code of Conduct
and the Company-Wide Collective Agreement on the German General Act on Equal
Treatment represent company-wide guidelines for promoting diversity and equality ofopportunity as well as ensuring an effective anti-discrimination policy. The company
demonstrated its adherence to this idea
by obtaining > SA8000 certification andsigning the Diversity Charter in 2012.
In the business year 2017/18, 5.9 percent (5.7 percent in 2016/17) of Miele

employees in Germany were citizens of acountry other than Germany. Citizens ofTurkey, Greece, Italy and Poland accounted
for the largest share. Employees with disabilities made up around 6 percent of all
Miele workers in Germany (in the business years 2016/17 and 2017/18).
Miele also wants to create an equal playing
field in advance of possible employment,
which is why, via the Collective Labour
Agreement for the Promotion of Apprenticeship Efficiency, the company supports> apprenticeship opportunities for refugees.
As is the case every year, Miele participated in Germany’s Diversity Day in 2018.
In addition, all Miele managers once again
attended a one-day diversity training
event, while new managers attended a
two-day training course known as “Diversity – Vielfalt führen”, in which they learned
how to manage a diverse workforce.
INITIATIVES FOR THE ADVANCEMENTOF WOMEN REWARDED
The advancement of women has been a corecomponent of Miele’s corporate strategy
since 2016, and thus forms a particular
focal point when it comes to diversity measures. For several years now, Miele has beenpromoting the careers of women via various concepts such as the Germany-wide
project “Diversity: Fokus Frauen” (“Diversity: Focus on Women”). And it has beena success: For its efforts to offer all
employees equal opportunities for professional success and in particular to advancethe careers of women in its organisation,
Miele was awarded the “Total E-Quality”
rating in 2017. This award is given every
three years to honour corporate commitment to equal opportunities for women andmen as well as diversity in the workplace.
Following a survey of over 100 female
experts and managers at Miele within thecontext of the “Diversity: Fokus Frauen”
project, Miele adopted new measures in
the reporting period. These include a regular series of events on the topic of diversity
as part of the Open Training Programme
and targeted promotion of internal women’s networks at Miele. The company also
initiated momentum towards an internal cultural transformation with its first Women’s
Conference in Gütersloh in September
2017. This is a requirement for having more
women in management. At the event, around
130 female participants engaged in intensive
discussion about the potential of digitalisation for creating greater diversity.

PERCENTAGE OF EMPLOYEESACCORDING TO AGE GROUP GERMANY
as a percentage

16

43
2017/1841> 50 years< 30 years

30 to 50 years

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22.3 %of the total Miele workforce
in 2017/18 were women.

WOMEN IN MANAGEMENT: A TARGETEDADDRESS TO YOUNG TALENT[GRI 405-1] In the business year 2016/2017,
women made up 22.1 percent of the entire
Miele workforce in Germany; the figure went
up to 22.3 percent in the following year. In
the business year 2017/18, women held
10.4 percent of the management positionsin Germany and 23.3 percent worldwide.
Increasing the number of women in management positions is a stated goal of Miele’s
HR policy. Female candidates displaying
high potential are specifically supported
and encouraged to set ambitious professional goals, as well as to keep pursuingthese goals after having children, if theychoose to do so. Miele helps to accommodate this with its family-friendly working
conditions. The company also participatesin the “Frauen-Karriere-Index” (“Women’s
Career Index”), a project funded by theGerman Federal Ministry of Family Affairs,

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Social engagement

Senior Citizens, Women and Youth. The project aims to create more transparency on
the issue of career advancement opportunities for women. Miele also places greatemphasis on the goal of having more womenin management positions internationally. Various measures were implemented to increase
the number of women in management positions in the United Arab Emirates from four tonine, meaning that women currently occupy
44 percent of management positions there.
Miele does not consider it appropriate todefine a fixed quota for increasing the proportion of women in management positions.
To officially ensure equality of opportunity in every respect, Miele instead remains
committed to recruiting the most qualified
candidate for each management position
that needs to be filled, regardless of gender.

Employee loyalty is strong. All
employees have the opportunity
to develop their education
in a specific field further.

REMUNERATION: NO DIFFERENCE IN THE
SALARIES RECEIVED BY MEN AND WOMEN[GRI 405-2] Employees at the Miele sites
in Germany are paid based on the valuation of their work tasks in accordance withthe framework agreement on pay and collective wage agreement in the metalworking
and electronics industries. Therefore, there
are no differences in the remuneration of
women and men at Miele. Performancebonus is categorised and calculated strictly
based on the specific task and actual performance and does not take irrelevant
criteria into account. Measures to ensurethat employee pay does not differ basedon gender are also in place at the company’s international production sites.

12 %of participants in the technicalapprenticeship scheme and 53%
of participants in the commercial
apprenticeship scheme inGermany in 2017/18 are women.

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Social engagement

Social engagement
Promoting regional appeal[GRI 103-1/2, 413-1, 413-2] As one of thelargest employers in the region, Miele is traditionally closely associated with the city of
Gütersloh and Ostwestfalen-Lippe – the region
which it calls home. From the very beginning,
the founders of the company saw themselves as responsible for the well-being of
their employees and their employees’ families.
Underpinned by this attitude, a wide-ranging
social engagement initiative has developed
over the decades. Activities are largely focusedon the regions surrounding the company
locations. In this way, Miele contributes to acohesive and attractive environment, as envisioned in the Miele sustainability strategy.
ENGAGEMENT BY THE COMPANY
AND THE MIELE FOUNDATION[GRI 103-2] Miele’s social engagement
extends over three main areas: young
people and family, education and culture.
This not only applies to Miele as a company, but also to the foundation of thesame name, which was established in 1974.
While the explicit development goal of theMiele Foundation’s charter is the promotion of public welfare in the German city of
Gütersloh, the company itself addresses a
broader range of needs and also pursues
active social engagement at other plant sites.

The international sales subsidiaries also engage
in diverse initiatives. The guidelines for the social
engagement of the sales subsidiaries determine
the basic approach. Donations may only bemade to charitable organisations, for example.
The responsible parties at the sales subsidiaries identify suitable projects themselves. Miele
is in close communication with local people at
all its locations and therefore has a good understanding of their needs. Miele wishes to be areliable partner for the local authorities, associations and initiatives. With this in mind, it aims
to support projects on a long-term basis, wherever possible. In special cases, this engagement– which is focused on continuity – is supplemented by flexible, short-term support. In the
Italian sales subsidiary, for example, Miele collaborated with the Red Cross in February 2017
to donate Miele products to the victims of
the earthquake in Umbria. In the USA, Miele
collects items such as school bags for donation to underprivileged families. In addition,
employees there are permitted to take one day
per year away from the workplace to offer support as volunteers in projects of their choice.
DONATIONS DURING THE REPORTING PERIOD[GRI 201-1, 415-1] Traditionally, Miele supports a series of regional charities with anannual donation of money or items. The

1976

In 1976, the Miele
Foundation supported
the Gütersloh Holiday
Games for the first time.

YOUNG PEOPLE AND FAMILY:PROVIDING RELIEF FOR PARENTS
Supporting and improving the opportunitiesof young people from the areas surrounding
the Miele locations has always been a key
aspect of Miele’s social engagement.
Since 1976, the Miele Foundation has offeredsignificant financial support to initiatives suchas the Gütersloh Holiday Games [Ferienspiele]
for children between the ages of 5 and 17.
Every year, this opportunity includes many different and varied activities for children during
school holidays. More than 100 activities
were offered in the 2017 summer holidays.

responsible division selects which projects are to be supported, depending on theurgency and requirements of the requests.
Large donations need to be approved by
the Executive Board. In each of the businessyears 2017/18 and 2016/17, Miele & Cie. KG
donated a total of around 200,000 euros inGermany. Outside of Germany, the international plants and sales subsidiaries raised
a total of 106,000 euros in donations in
the business year 2017. In 2017, the Miele
Foundation contributed around 89,000 euros
towards social projects and initiatives.

The Miele Foundation also supports the“Jugendintegration durch Sport” (“Integrating young people through sport”) projectwith an annual donation. This project has
been run by the Department for Child andYouth Development in the city of Gütersloh since 2009. The project aims to promotesocial skills in young people that are rarely
gained from the sporting activities on offer.
Activities include hip-hop courses for girls
or mixed indoor football, for example.
Since 2014, the company has supported the
Gütersloh Association for the Prevention of82

Miele Sustainability Report 2019

MANAGEMENT & PROCESSESStrategic approach

Cruelty to Children [Kinderschutzbund] withits “Hand in Hand” family mentors project.
In this project, voluntary female family mentors visit families for a few hours each week
to support the children and parents in difficult times. In 2017 alone, support wasable to be provided to 14 families including
27 children aged between 2 and 14.
Miele also promotes social engagement foryoung people and families on an international
level. In the Greek sales subsidiary, Miele supported the “Make-A-Wish Foundation” in thebusiness year 2017/18. This initiative made it
possible to fulfil the wishes of four seriously
and terminally ill children. Miele customers
were also able to support the project by purchasing a limited edition vacuum cleaner.
During the reporting period, the Russian sales
subsidiary donated five dialysis machines
for sick children who are waiting for a kidneytransplant. The Canadian sales subsidiary
donated large sums to hospitals in Toronto,while the American subsidiary supported anorganisation that offers therapies and educational initiatives to people with autism.
EDUCATION: AWAKENING ENTHUSIASM
FOR TECHNOLOGY
A significant objective of Miele’s involvementin education is to inspire children and young
people to get involved in technology andto introduce young adults to technical professional fields. Miele supports students ofengineering subjects with the Deutschlandstipendium scholarship, which was initiatedby the German Federal Ministry of Education and Research. A total of 26 students are

PRODUCTS & SERVICES

HR management

SUPPLY CHAIN & PRODUCTION

Occupational health and safety

EMPLOYEES & SOCIETY

Training and education

FACTS & FIGURES

Diversity and equal opportunities

CONTENTS

Social engagement

currently being supported. To be awarded
the scholarship, the six young women and
20 young men not only had to prove extraordinary capabilities and aptitudes, but alsothat they were engaged in social activities.
CULTURE: MUSIC AND THEATRE FOR THE REGION
Diverse cultural opportunities contribute significantly to making a region attractive andincreasing the local quality of life. Therefore,
an important element of Miele’s engagement has traditionally been to promoteculture. This is why Miele has supported theWestfälische Kammerphilharmonie (the Westphalian Chamber Philharmonic Orchestra)
since 2001. The orchestra consists of members from renowned German orchestras,
self-employed musicians and highly qualified students. It has therefore made a namefor itself in the world of German orchestras. The Miele Foundation has supported
the boys’ choir in Gütersloh since it was
founded in 2007. The choir currently consistsof around 60 boys between the ages of 6 and13 and of a group of 20 young male voices.
The Miele Foundation also supports the annual
children’s cultural festival in Gütersloh, which
is known as “Donnerlüttken”. It is aimed atchildren aged between 4 and 12. The festival is held on the first Sunday following thesummer holidays, both inside and in front of
the theatre in Gütersloh, and therefore acts
as a prelude to the new theatre season.

From the plants

SOCIALLY COMMITTED
Miele plants and sales subsidiaries are committed
to a wide range of social activities, with the focus
usually being on children and adolescents, often inconnection with educational initiatives. For example,
the Czech location supports a children’s home,several schools and university projects both financiallyand through volunteer work. Whether it’s a robotics
competition, excursions or camping trips – there arealso regular activities for the children of employees.
Besides all these undertakings, the employees atthe various locations are always involved in various
activities, for example a fundraising campaign tosupport an institution for people with disabilities.

> More information available online
at miele.com/engagement83Miele Sustainability Report 2019

MANAGEMENT & PROCESSES

Facts &
figuresPRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS>> Key figures>> GRI content index

84Miele Sustainability Report 2019

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FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

Key figures
ProfileThe Steelco Group was included in the consolidated financial statements for the first timein the business year 2017/18. This is explicitly referenced in the sustainability indicators.

TURNOVER BY REGION 1) AS A PERCENTAGE [GRI 102-6, 102-7]

TOTAL MIELE TURNOVER INCL. STEELCO IN BILLION EUROS [GRI 102-7, 201-1]

2013/142014/15

2015/162016/172017/18

Germany 2)

31

30

30

30

30

1.21

Southern, Eastern, andCentral Europe

21

21

20

20

20

2.75

2.89

Northwest Europe

27

26

25

24

24

70

71

North and South America,
Australia, New Zealand,
and South Africa

16

18

19

20

19

Asia

5

5

6

6

6

2013/142014/15

2015/162016/172017/18

3.22

3.49

3.71

3.93

4.10

Germany 1)

1.01

1.05

1.12

1.18

Abroad

2.21

2.44

2.59

Foreign share (%)

69

70

70

Total

Miele generated turnover of 4.1 billion euros in the business year 2017/18, a year-on-year increaseof 4.3 percent. Of this increase, 91 million euros is attributable to the Italian medical technology
subsidiary Steelco Group. In Germany, Miele saw its sales increase by 2.4 percent from an alreadyhigh level and further expanded its market-leading position in the specialist trade sector.
1) Including other sources of turnover, including revenue generated by the German plants, such as from sales of
enclosures, scrap, electronics, licenses, advertising material, plastic parts, and seminar fees.

In international terms, Miele achieved the largest amount of growth in China, but was alsoable to record disproportionately high growth in Canada, Austria, and Russia. In Southern
Europe, in particular in Spain and Greece, Miele continued on its recovery course.
1) Deviations as a result of rounding the figures.
2) Encompasses other sources of turnover (see total Miele turnover).

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FACTS & FIGURESCONTENTSGRI content index

TURNOVER BY BUSINESS AREAS 1) AS A PERCENTAGE [GRI 102-7]

SALES IN THOUSANDS [GRI 102-7]

2013/142014/15

2015/162016/172017/18

2013/142014/15

2015/162016/172017/18

Laundry care

26

25

24

24

23

Dishwashers

607

652

770

839

863

Cooking 2)

20

21

21

21

22

Cookers/ovens

290

296

311

341

370

Dishwashers

13

13

14

14

14

Refrigerators and freezers

302

289

303

329

333

Floor care

9

9

9

9

9

Vacuum cleaners

2,151

2,204

2,319

2,549

2,349

Refrigerators and freezers

8

8

8

8

8

Washing machines

782

835

860

881

880

Drinks preparation

2

2

2

2

2

Tumble dryers

338

362

388

423

437

Domestic appliances total

77

77

77

78

78

Others1)

633

635

645

694

756

Professional 3)

13

13

13

13

13

Domestic appliances total

5,103

5,273

5,596

6,056

5,988

Customer service

7

7

6

5

5

Commercial machines

87

91

96

92

92

3

4

4

4

4

5,190

5,364

5,692

6,148

6,080

Care products andaccessories

1) Deviations as a result of rounding the figures.
2) Includes cookers/ovens, steam cookers, hobs/cooking zones, cooker hoods.
3) Commercial machines, service, and spare parts

Domestic appliances andcommercial machines

Miele was able to increase sales significantly in the product groups dishwashers, hob units, cookers/ovens, and coffee
machines in the business year 2017/18 compared to the previous year. This was due to the success of new model series.
1) Hobs/cooking zones, cooker hoods, microwaves ovens, steam cookers, coffee machines, rotary ironers.

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FACTS & FIGURESCONTENTSGRI content index

INVESTMENTS 1) IN MILLIONS OF EUROS [GRI 201-1]

PENSION PROVISIONS IN MILLIONS OF EUROS [GRI 201-3]

2013/142014/15

2015/162016/172017/18

Germany

142

110

140

167

178

Europe

35

27

25

41

76

Overseas

10

14

19

18

18

Total investments

188

150

184

225

272

Provisions

2013/142014/15

2015/162016/172017/18

376

396

446

405

431

The decline in the business year 2016/17 was due to the fact that pension obligations were divested
into a pension fund for the first time. The rise recorded in the business year 2017/18 was primarily
due to the further decrease in the discounting interest rate under commercial law.

Miele invested a total of 272 million euros in the past business year. This amount is 47 million euros, or 20 percent, higher
than in the previous year, which itself was a record investment amount. Around two-thirds of the total amount was invested
in product development and in the expansion, conversion, and modernization of the international Miele Group production
network. Investment at Miele’s Gütersloh headquarters focused on additional office and laboratory areas for the new
Smart Home business area, the factory fire station, and the children’s nursery. Miele also opened new flagship stores(Miele Experience Centers) at its sites in Brisbane, Calgary, Dubai, Istanbul, and, most-recently, Astana (Kazakhstan).
1) Deviations as a result of rounding the figures.

PERSONNEL COSTS IN MILLIONS OF EUROS AND PERCENTAGES [GRI 201-1]
2013/142014/15

2015/162016/172017/18

in millions of euros

971

1,026

1,079

1,135

1,193

in relation to the total
turnover (%)

30

29

29

29

29

The rise in personnel costs was due to the persistent growth in workforce numbers. However,
the ratio between total turnover and personnel costs remained constant.

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Products & services
Development and innovation

EXPENDITURES FOR RESEARCH AND DEVELOPMENT AS A PERCENTAGE

Share of total turnover

ENERGY LABEL: WASHING MACHINES AS A PERCENTAGE

2013/142014/15

2015/162016/172017/18

5.4

5.4

5.5

5.5

5.8

Product portfolio: Energy consumption labelling [GRI 302-5, 417-1]
The values refer to devices sold in EU countries in which the energy label ismandatory, as well as in Croatia, Norway, and Switzerland. All other key figures
are reported on an annual basis, however this section is subject to a two-year
reporting interval. Only the figures for every other business year are reported.

ENERGY LABEL: COOKERS AND OVENS AS A PERCENTAGE
2011/122013/14 1)

2015/162017/18

A+

-

-

89

96

A

99

99

11

4

B

1

1

-

-

2011/122013/142015/16

A+++ -40

2017/18
13

A+++ -30

-

-

-

4

A+++ -20

-

-

-

11

A+++ -10

-

-

-

22

A+++

54

63

93

49

A++

17

27

7

1

A+

29

10

-

-

99 percent of the washing machines sold in the business year 2017/18 are classified as A+++, which is thebest energy efficiency rating of the energy label. 50 percent fall short of the threshold value for A+++ ratingby at least 10 percent. The washing machines achieved the best values with PowerWash 2.0 technology.

1) The energy label for ovens and steam cookers was updated following the end of the business year
2013/14. The values therefore cannot be directly compared with one another.

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CONTENTSGRI content index

ENERGY LABEL: DISHWASHERS AS A PERCENTAGE

ENERGY LABEL: TUMBLE DRYERS AS A PERCENTAGE 1)
2011/12FACTS & FIGURESEMPLOYEES & SOCIETY

2)

2011/122013/142015/162017/181

844A+++ -20

2013/142015/162017/18
10

A++

-

3

65

44

A+++ -10

-

-

-

18

A+

-

70

7

3

A+++

22

30

39

15

A

58

4

-

-

A++

30

30

33

27

B

33

18

16

9

A+

42

39

28

30

C

10

5

4

-

A

6

1

-

-

The percentage of washing machines with the best energy efficiency rating of A+++ roseby 36 percentage points in the business year 2017/18 compared to 2015/16.

In the business year 2017/18, 28 percent of dishwashers sold fell short of thethreshold value for A+++ rating by 10 percent or more.

1) Deviations as a result of rounding the figures.
2) The energy label for tumble dryers was updated in 2013. The values for 2011/12 and 2013/14 therefore cannot be directly compared with one another.

ENERGY LABEL: REFRIGERATORS AND FREEZERS AS A PERCENTAGE
2011/122013/142015/162017/18

A+++

3

8

13

21

A++

35

59

70

78

A+

58

33

17

1

A

4

-

-

-

Following the introduction of the new freestanding appliances of the K 20.000 series, Miele
launched numerous new A+++ devices in 2016. In the business year 2017/18, 21 percent
of sold refrigerators and freezers met the best energy efficiency class A+++.

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FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

Product portfolio: Consumption efficiency [GRI 302-5]
The values show the Miele appliance with the highest energy and watersavings that was available in the market for a particular year.

POWER CONSUMPTION ENERGY LABEL IN KWH
2000
Refrigerators with up to and including 150 l of usable capacity
and a freezer compartment
Power consumption in
kWh/100 l over 24 hours
Refrigerators with up to and including 150 l of usable capacity
without a freezer compartment
Power consumption in
kWh/100 l over 24 hours
Refrigerators with 151 l to
300 l of usable capacity witha freezer compartment
Power consumption in
kWh/100 l over 24 hours
Refrigerators with 151 l to 300
l of usable capacity without
a freezer compartment
Power consumption in
kWh/100 l over 24 hours
Freezers with up to and including 150 l of usable capacity
Power consumption in
kWh/100 l over 24 hours
Freezers with 151 l to 300
l of usable capacity
Power consumption in
kWh/100 l over 24 hours

0.40

0.26

0.29

2011/12

0.21

0.18

0.16

POWER CONSUMPTION ENERGY LABEL IN KWH
2013/14

0.21

0.12

0.14

2015/16

0.19

0.12

0.14

2017/18

0.19

0.12

0.14

2000

2011/122013/142015/162017/18

0.19

0.11

0.10

0.09

0.07

0.09

0.06

0.06

0.05

0.05

Cookers and ovens
Power consumption in kWh

1.20

0.67

0.67

0.61

0.61

Tumble dryers 2)
Power consumption in
kWh/kg of laundry

0.59

0.26

0.18

0.17

0.17

Washing machines 1)
Power consumption in
kWh/kg of laundry
Dishwashers
Power consumption in
kWh/place setting1) Cottons 60 °C, full load.
2) Cottons Normal Dry, full load.

WATER CONSUMPTION ENERGY LABEL IN LITRES
0.18

0.09

0.09

0.09

0.08
Washing machines
Water consumption
in l/kg of laundry
Dishwashers
Water consumption
in l/place setting

2000

2011/122013/142015/162017/18

9.80

6.88

6.11

6.00

6.00

1.08

0.71

0.71

0.69

0.69

1)

0.47

0.27

0.27

0.27

0.27

1) Cottons 60 °C, full load.

0.23

0.14

0.14

0.13

0.13

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SUPPLY CHAIN & PRODUCTION

FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

Supply chain & production
Natural resources and materials

DEVICES PRODUCED IN TONNES [GRI 301-1]

PRODUCTION MATERIALS USED IN TONNES [GRI 301-1]
2013/142014/15

2015/162016/172017/18

Raw materials

106,123

99,251

98,778

119,680

121,086

Metals95,12388,251

86,778105,680

106,086

Plastic granulate

11,00011,00012,00014,00015,000

Processing materials

6,979

7,233

8,736

9,084

9,658

Paints, varnishes, enamels

1,118

1,254

1,368

1,462

1,480

Oils, greases, lubricants

232

206

201

193

177

Acids, lye, solvents

220

215

172

172

189

Others

5,409

5,558

6,995

7,257

7,811

2,123

2,026

2,143

2,622

2,624

1)

Electronics

The total of all production materials used was primarily due to production growth andadjustments to production plans in the business years 2016/17 and 2017/18.
1) The majority of other processing materials are casting materials for the manufacture of mass-balancing weights.
2) Deviations as a result of rounding the figures.

2)

2013/142014/15

2015/162016/172017/18

175,297

177,263

188,133

207,459

201,800

The primary reason for the increase in weight of all appliances produced was production growth in thebusiness years 2016/17 and 2017/18. Changes to the product mix also played a key role in this respect.

PACKAGING MATERIALS USED IN TONNES [GRI 301-1]
2013/142014/15

2015/16 1)

2016/172017/18

15,70815,88017,464

19,481

19,394

Solid wood

9,056

9,075

10,134

11,005

11,014

Cardboard/corrugated paper

4,595

4,707

5,140

6,079

5,925

Moulded plastic parts (EPS)

1,749

1,788

1,851

2,037

2,110

PE film/strapping (PP/steel)

306

308

339

359

344

Encased PU foam/PE film

2

2

1

1

1

Total

The increase in packaging material was partially due to the increased production volume.
1) Deviations as a result of rounding the figures.

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CONTENTSGRI content index

PACKAGING PER KILOGRAMME OF PRODUCT IN GRAMM [GRI 301-1]
2013/142014/15

2015/162016/172017/18

90

90

93

94

96

The product mix plays a particular role here as the key figure of packaging per kilogramme of product is
calculated as an average across all product categories. The increase in the sale of products with higher
packaging weight led to a rise in this key figure in the business year 2017/18. Sales of products withcomparatively simple and light packaging increased by a disproportionately smaller margin. Generally
speaking, packaging in the business year 2017/18 did not become more complex and therefore heavier.

PAYMENTS TO SUPPLIERS FOR PRODUCTION MATERIALS 1)
IN MILLIONS OF EUROS [GRI 102-9]
2013/142014/15

2015/162016/172017/18

Germany

507

490

543

581

624

Europe

272

284

308

336

346

Overseas

112

127

150

163

172

Total payments to suppliers

892

902

1,001

1,079

1,143

The payments to suppliers rose by 142 million euros in the reporting period. This was due to the increased demand for
production materials, which itself was due to the increased production volume. Rising prices also contributed to this increase.

Supplier management

1) Deviations as a result of rounding the figures.

PURCHASING VOLUME 1) AS A PERCENTAGE [GRI 102-9, 204-1]
2013/142014/15

2015/162016/172017/18

Germany

56.9

54.4

54.2

53.8

54.6

Europe

30.5

31.5

30.8

31.1

30.3

Overseas

12.6

14.1

15.0

15.1

15.0

1) Payments to suppliers.

SELF-ASSESSMENT ON COMPLIANCE WITH SOCIALSTANDARDS BY SUPPLIERS NUMBER [GRI 414-1]
2013/142014/15

2015/162016/172017/18

Compliance confirmed

555

968

475

735

799

Compliance not confirmed 1)

15

6

9

8

7

Total

570

974

484

743

806

The fluctuations were the result of the declining number of supplier applications.

SUPPLIERS OF PRODUCTION MATERIALS NUMBER [GRI 102-9]

1) Procedure in the case of non-compliance, see Supplier management: Selecting new > suppliers.

2013/142014/15

2015/162016/172017/18

2,328

2,277

2,443 1)

2,422

2,288

In the reporting period, Miele continued to focus on reducing its number ofsuppliers and intensifying its cooperation with existing suppliers.
1) Suppliers from Spares Logistics were included in the calculation for the first time in the business year 2015/16.

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FACTS & FIGURESCONTENTSGRI content index

Environment management

INVESTMENTS IN ENVIRONMENTAL PROTECTION AT THE PRODUCTION
PLANTS 1) IN THOUSANDS OF EUROS [GRI 302-4]

ONGOING ENVIRONMENTAL EXPENDITURES AT THE
PRODUCTION PLANTS 1) IN THOUSANDS OF EUROS

2013/142014/15

2015/162016/172017/18

1,602

2,032

904

1,060

2,208

Waste management

13

20

72

50

6

Water pollution control

388

150

113

74

Climate protection/energy efficiency

740

1,638

605

Noise control

22-

Air pollution control

392

Nature conservation andlandscape maintenance

48

Total

2013/142014/15

2015/162016/172017/18

7,365

6,841

6,711

6,704

7,092

Waste management

2,955

2,621

2,592

2,712

2,406

289

Soil remediation

123

99

132

116

86

695

1,616

Water pollution control

2,446

2,277

2,272

2,070

2,277

23

5

88

Noise control

74

62

61

69

57

219

87

228

192

Air pollution control

1,763

1,746

1,621

1,727

2,253

5

5

8

17

Nature conservation andlandscape maintenance

4

36

33

11

13

Investments in environmental protection are subject to significant annual fluctuation as they include one-off expenses
for new plants and equipment based on current requirements. Miele invested 1.3 million euros more in the past businessyear compared to the business year 2015/16. Most of this investment was in the construction and commissioning ofa cogeneration plant in Bielefeld. In addition, a new waste air purification plant was commissioned in Oelde. Other
investments were also made in modernisation of air conditioning and ventilation systems or heat exchangers.

Total1) Deviations as a result of rounding the figures.

1) Deviations as a result of rounding the figures.

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Resource efficiency

WASTE FOR RECYCLING AND DISPOSAL BY TYPE 1) IN TONNES [GRI 306-2, 306-4]

WASTE FOR RECYCLING AND DISPOSAL BY TYPE (SOLID/LIQUID) IN TONNES [GRI 306-2]

2013/142014/15

2015/162016/172017/18

Total waste produced

31,49330,084

33,101

38,77840,792

Scrap metal

18,533

17,566

18,88520,507

Waste for recycling

29,31028,65531,619Hazardous waste

1,167

1,363

Waste for disposal

2,183

Hazardous waste

1,653

2013/142014/15

2015/162016/172017/18

Solid waste for recycling

28,49027,66130,65535,882

37,171

19,570Liquid waste for recycling

819

994

964

1,855

2,307

37,73739,478

Solid waste for disposal

840

754

1,165

687

902

1,347

2,246

2,622

Liquid waste for disposal

1,342

676

317

354

412

1,430

1,482

1,041

1,314

920

762

553

859

The increase in total waste produced was the result of the rise in production, the larger workforce, and increased
construction activity. Miele constructed a new warehouse in Arnsberg and refurbished the courtyard, which
accounted for the majority of total waste produced. Please refer to the explanations of the following key figures.

In total, approx. 97 percent of the waste produced at Miele can be recycled. The volume
of liquid waste for disposal rose relatively sharply in the reporting year. This was due tothe trial of a new method to process rinsing fluids at the Bielefeld location.

SOURCE AREAS OF TOTAL WASTE IN TONNES [GRI 306-2]

1) The waste disposal method was determined on the basis of information provided by the waste disposal provider.

Waste from production,
product parts 1)
Waste from operational
plants, administration, anddevelopment areas 2)
Waste from buildings, ground 3)

2013/142014/15

2015/162016/172017/18

27,502

26,03927,87230,82830,531

3,283

3,306

3,292

3,664

3,579

718

739

1,937

4,285

6,681

For causes of the increase in the amount of waste, see > Waste for recycling and disposal by type.
1) A waste type is allocated to a source area if at least 80 percent of the waste type comes from the area concerned. Waste from production: productand production parts such as scrap metal, foundry waste, acids, waste from the treatment of technical waste water, and plastic parts.
2) Examples of waste from operational plants, administration and development areas: scrap disposal of outdated
production facilities, cable remains, spent oils, cardboard and paper, wood, pallets, and general waste.
3) Waste from buildings and grounds includes, for example, building rubble, excavated soil, stones, neontubes, flooring, waste from green areas and sewer cleaning, rubbish.

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2014/15

2015/162016/172017/18

157

147

148

149

151

1) Waste that is directly related to production activities, such as scrap metal, foundry waste and acids, is expressedin relation to tonnes of product. The amounts of waste from “Buildings/grounds” and “Operations facilities,
administration and development areas” are not included here (see source areas of total waste).

DESTINATION OF TOTAL WASTE IN TONNES [GRI 306-2]

2013/142014/15

2015/162016/172017/18

370,085

340,631

365,221361,822357,868

Water from the public system

210,963

205,160

224,470

206,055

212,453

Water from own supply

159,122

135,471

140,751

155,767

145,415

-

-

-

-

-

Total

Surface water 2)

2013/142014/15

2015/162016/172017/18

26,78926,30529,20031,53232,357

2,115

1,774

1,976

2,235

2,208

Physicochemical treatment 3)

2,122

1,615

1,149

2,003

2,536

Dumping 4)

476

390

775

3,007

3,692

Energy recovery, incineration

CONTENTSWATER CONSUMPTION 1) IN CUBIC METRES [GRI 303-1]

2013/142)

FACTS & FIGURESEMPLOYEES & SOCIETY

GRI content index

PRODUCTION WASTE PER TONNE OF PRODUCT 1) IN KILOGRAMMES [GRI 306-2]

Materials recycling,processing 1)

SUPPLY CHAIN & PRODUCTION

In absolute terms, water consumption declined by 3,954 cubic metres year on year in the business year 2017/18. This wasdue to process improvements at various locations. In Oelde, for instance, cleaning activities in a coating plant were optimised.
1) Water consumption is measured using water meters and taken from the energy reports from the energy management system.
2) Rainwater which is stored in cisterns or other similar containers and fed into a separate water system.

The share of dumped waste climbed in the reporting year due to the disposal of harmful building materials resulting fromconstruction work. The waste disposal service provider ensures that the harmful materials are properly separated.
1) Recovery, conditioning methods, processing of sludge into building materials.
2) Thermal recovery of highly calorific waste with a gross calorific value of > 11,000 kJ and special waste incineration.
3) Treatment of waste from surface and waste water treatment, sewer-cleaning activities, and emulsion drilling.
4) Rubble and soil from construction work are normally disposed of at dumpsites.

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FACTS & FIGURESCONTENTSGRI content index

Energy and emissions

WATER CONSUMPTION PER TONNE OF PRODUCT IN CUBIC METRES [GRI 303-1]

ENERGY CONSUMPTION IN MWH [GRI 302-1, 302-4]

2013/142014/15

2015/162016/172017/18

2.11

1.92

1.94

1.74

1.77

The specific water consumption per tonne of product was able to be lowered by just under 10 percent
in the reporting period. This was achieved by retaining cooling water in the system by means of heatexchangers. In addition, processes to use surface water were also improved in the Oelde factory.

2014/15

2015/162016/172017/18

51,39050,72351,64756,79872,047

Heating oil

653

569

382

250

535

Natural gas

50,73750,15451,26556,54871,512

172,156

172,666

179,343

189,571

177,369

District heating

33,42934,64334,09337,13835,143

Electricity

138,727

138,023

145,250

152,433

142,226

223,546

223,389

230,990

246,369

249,416

Direct energy consumption

Indirect energy consumption

WASTE WATER IN CUBIC METRES [GRI 306-1]
2013/142014/15

2015/162016/172017/18 3)

336,474

316,084

336,094332,838

326,492

Technical waste water 1)

46,86645,26153,39352,62551,438Other waste water 2)289,608

270,823

282,701

280,213275,053

Total

2013/14

Total energy consumption

1) Technical waste water is treated mechanically, chemically or biologically before being discharged into the public sewer system.
2) Standard household dirty water as an indirect discharge into the local sewer for local
waste water treatment (the > Braşov plant remains an exception).
3) Deviations as a result of rounding the figures.

In absolute terms, direct energy consumption increased by just under 40 percent in the reporting period to 72,047
megawatt-hours. The main reason for this was the increased consumption of natural gas at the Bielefeld location, whichrose significantly in the business year 2017/18 due to the commissioning of a new cogeneration plant. Natural gas
consumption also increased at the Gütersloh and Uničov plants in the reporting period due to weather conditions. Anotherfactor is the expansion of the building at the Uničov location. Natural gas is only used in processes at the Gütersloh
location. There are many different reasons for the changes to electricity purchasing. Production rose sharply in thebusiness year 2016/17, for example. Demand for electricity rose particularly at the Uničov and Dongguan locations.

WASTE WATER PER TONNE OF PRODUCT IN CUBIC METRES [GRI 306-1]

ENERGY CONSUMPTION PER TONNE OF PRODUCT IN KWH [GRI 302-3]

Waste water quantities are not identical to the quantities of water withdrawn, since water evaporates in sometechnical processes. Waste water quantities were lowered thanks to process improvements at various locations.

2013/142014/15

2015/162016/172017/18

2013/142014/15

2015/162016/172017/18

1.92

1.78

1.79

1.60

1.62

1,275

1,260

1,228

1,188

1,236

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FACTS & FIGURESCONTENTSGRI content index

ENERGY CONSUMPTION PER PRODUCT IN KWH [GRI 302-3]

ENERGY-RELATED CO 2 EMISSIONS IN TONNES [GRI 305-1, 305-2]

2013/142014/15

2015/162016/172017/18

47

45

44

42

43

Energy consumption per product was able to be cut further in the business year 2017/18 comparedto the business year 2015/16, in spite of the rise in energy consumption in absolute terms.

ENERGY MIX 1) OF ELECTRICITY PURCHASED WORLDWIDE 2) AS A PERCENTAGE [GRI 302-1]
2013/142014/15

2015/162016/172017/18

Renewable energy

36

28

28

29

29

Energy from fossil fuels

26

28

29

28

33

Nuclear energy

36

41

40

41

37

Other

3

3

3

2

1

1) The energy mix illustrated here represents the mix of all electricity purchased by Miele. The individual energy mixes of local
electricity providers were included in proportion to the providers' respective shares of the total Miele electricity supply.
2) Deviations as a result of rounding the figures.

2013/142014/15

2015/162016/172017/18

Heating oil and natural gas

10,625

10,55810,30911,722

15,091

Electricity and district heating

38,10040,81742,18943,81142,739Total

48,72551,37552,49855,533

57,830The primary cause of the increase in energy-related emissions was increased natural gas
consumption in the business year 2017/18, see > energy consumption.

ENERGY-RELATED CO 2 EMISSIONS PER TONNE OF PRODUCT IN KILOGRAMMES [GRI 305-5]
2013/142014/15

2015/162016/172017/18

Heating oil and natural gas

61

60

55

57

75

Electricity and district heating

217

230

224

211

212

Total

278

290

279

268

287

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FACTS & FIGURESCONTENTSGRI content index

THE CORPORATE CARBON FOOTPRINT 1) IN TONNES OF CO 2 [305-1, 305-2, 305-3, 305-5]
2013/142014/15

2015/162016/172017/18

Scope 1 – Direct
CO2 emissions

16,912

16,8122)

16,395

17,561

21,307Natural gas

10,457

10,381

10,207

11,655

Heating oil

168

177

102

Fleet

6,287

6,254

Scope 2 – Indirect
CO2 emissions

38,100Electricity

THE CORPORATE CARBON FOOTPRINT 1) IN TONNES OF CO 2 [305-1, 305-2, 305-3, 305-5]
2013/142014/15

2015/162016/172017/18

CO2 emissions/employee

5.52

5.79

5.85

5.27

5.36

14,948CO2 emissions/million
euros of turnover

30.26

29.44

28.94

26.08

25.54

67

143

CO2 emissions/ tonneof product

0.56

0.58

0.57

0.49

0.52

6,086

5,839

6,216

Total CO2 emissions/item

0.020

0.021

0.021

0.017

0.018

40,81742,18943,81042,7391) Deviations as a result of rounding the figures.

32,86035,43036,92637,78036,640District heating

5,240

5,387

5,263

6,030

6,099

Total emissions increased by 2.2 percent in 2017/18 compared to 2016/17. However, compared to 2015/16, emissions were
2.5 percent lower at the end of the reporting period. This was able to be achieved even though scope 1 emissions increasedby 30 percent in the reporting period. The rise in direct emissions was due to the increase in direct > energy consumption.

Scope 3 – Indirect
CO2 - emissions

42,44645,30548,826

41,121

40,666

39,77442,75446,01537,93537,060Outbound transport 1)

35,531

38,456

41,30330,85730,223Distribution in Germany

4,243

4,298

4,712

7,078

6,837

Logistics

Business trips

2,672

2,551

2,811

3,186

3,606

Total CO2 emissions

97,457

102,9342)

107,410

102,493

104,7121) Deviations as a result of rounding the figures.
2) The 2017 Sustainability Report contained a calculation error in relation to direct CO2 emissions in the business year 2014/15. Direct scope 1 CO2 emissions
in the business year 2014/15 stood at 16,812 tonnes and not 16,635 tonnes, and so total CO2 emissions came to 102,934 tonnes and not 102,757 tonnes.

Scope 2 CO2 emissions declined by 2.4 percent year on year in the business year 2017/18. However, over the reporting period
as a whole, they rose by 1.3 percent. This was due to the increased electricity consumption at the Uničov and Dongguan
locations, where the CO 2 emissions factor for electricity is significantly higher than it is in Germany: 489 g/kWh in Uničov and997 g/kWh in Dongguan. The CO2 emissions factor at sites in Germany amounts to 205 g/kWh and is therefore significantly
lower than the > Germany mix. Miele achieved this CO2 emissions factor at its German production plants by purchasing
emissions certificates. CO2 emissions caused by district heating rose sharply in the business year 2016/17 and by a small
margin in the business year 2017/18. District heating is provided at three locations: Warendorf, Bielefeld, and Gütersloh.
Indirect scope 3 emissions from logistics and business trips were lowered by a total of 17 percent in the reporting
period. The significant decline in CO2 emissions in transport logistics was due to the full revision of all data andcalculation factors in the business year 2016/17 (see > Transport volume und > Transport-related CO2 emissions).
Specific CO2 emissions were able to be lowered further in the reporting period by just under 9percent per tonne of product and by approximately 12 percent per million euros of turnover.
Method: The carbon footprint was compiled according to the standards of the Greenhouse Gas (GHG) protocol.
Miele applied a market-based approach to the calculation of CO2 emissions. This approach is based on thespecific emission factors of the company. The alternative method is location-based, where average emissions
factors are calculated for a particular geographic region. There are significant differences in the calculated
emissions volume depending on the applied method. The CO2 emissions factor at Miele production plantsin Germany is significantly better than the figure for the electricity mix in Germany (see scope 2).

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FACTS & FIGURESCONTENTSGRI content index

Logistics and mobility

TRANSPORT-RELATED CO 2 EMISSIONS TTW 1), 2) IN TONNES AND PERCENTAGES [GRI 305-3]

TRANSPORT VOLUME IN MILLION TONNE-KILOMETRES AND PERCENTAGES

2013/142014/15

2015/162016/172017/18

39,77442,75446,01537,93537,06035,531

38,456

41,30330,85730,223

By ship (%)

65.1

62.5

64.3

48.1

50.4

12.3

By lorry (%)

24.1

23.4

24.2

36.2

35.3

2.7

2.7

By air (%)

10.5

13.8

11.2

14.1

12.8

1.1

1.0

0.9

By rail (%)

0.3

0.3

0.4

1.5

1.6

51.5

55.4

54.8

4,243

4,298

4,712

7,078

6,837

2013/142014/15 2)

2015/162016/172017/18 2)

665.3

694.4

744.2

849.4

861.8

618.7

646.8

692.7

794.0

807.0

By ship (%)

81.5

81.3

81.7

83.2

84.2

By lorry (%)

14.1

14.1

14.2

13.1

By rail (%)

3.4

3.3

3.0

By air (%)

1.0

1.3

46.6

47.5

Total
Outbound 1)

Distribution in Germany

Transport volume increased further, particularly via ship. This was due to the positive sales development overseas, particularly
in Asia. Miele also generated sales growth in Germany in the reporting period, which was directly reflected in distribution.
1) Supply of subsidiaries or direct supply of international customers with finished products and spare parts from the central warehouse or directly ex works2) Deviations as a result of rounding the figures.

Total
OutboundDistribution in Germany

The data in this category was completely revised in the business year 2016/17. Now the latest environmentally friendly formsof transport are also taken into consideration. CO2 emissions were able to be cut particularly in the area of shipping. This wasdue to the larger units and more-significant speed reductions. Efficient technology and increased plane capacity in air freightalso helped to reduce emissions factors in this area. This resulted in a significant improvement in emissions in absolute terms.
1) Deviations as a result of rounding the figures.
2) Tank-to-wheel representation.

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2013/142014/15

2015/162016/172017/18

6,287

6,254

6,086

5,839

6,216

By car (%)

37.6

36.2

36.6

36.1

36.2

By LCV 3) (customer
service) (%)

60.3

61.9

61.3

61.7

61.9

By lorry (%)

2.1

1.9

FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

CO 2 EMISSIONS OF THE MIELE FLEET TTW 1),2) IN TONNES AND PERCENTAGES [GRI 305-1]

CO2 emissions

SUPPLY CHAIN & PRODUCTION

2.1

CO 2 EMISSIONS WITH EXTERNALLY PURCHASED TRANSPORTSERVICES 1) IN TONNES [GRI 305-3]
2013/142014/15

2015/162016/172017/18

Total

2,671

2,551

2,811

3,186

3,606

Car

117

124

131

134

145

Rail 2)

-

-

16

23

21

Flights

2,554

2,427

2,664

3,029

3,440

1.9

2.1

CO2 emissions of cars and light commercial vehicles (LCV) increased by 6.5 percent in 2017/18 compared to 2016/17.
This was due to an increase in the number of sales-related and customer service journeys (+6.5 percent).
1) Deviations as a result of rounding the figures.
2) Tank-to-wheel representation.
3) Light commercial vehicles.

CO2 emissions from business trips rose further, both in the business year 2016/17 and in the business year 2017/18.
Increased air travel due to international projects contributed to this trend. In 2017, Miele employees travelled a totalof 2,335,683 passenger-kilometres in long-distance trains. These passenger-kilometres are completely CO2 -free.
CO2 emissions caused by rail travel are attributable to passenger-kilometres in short-distance journeys.
1) CO2 emissions resulting from business trips with vehicles from the > Miele fleet recorded separately.
2) In recent years, long-distance journeys by rail were CO2 -free as part of the "bahn.corporate“ programme. Emissions arisingfrom short-distance journeys were not recorded separately prior to 2016 and cannot be calculated in retrospect.

RELATIVE CO 2 EMISSIONS IN GRAMMES PER KILOMETRE [GRI 305-1]
2013/142014/15

2015/162016/172017/18

Cars

128

124

120

116

115

LCV 1) (customer service)

194

190

183

174

168

Specific CO2 emissions per car and LCV were able to be lowered further to 115 g/km and 168 g/km respectively.
1) Light commercial vehicles.

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FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

Employees & society[GRI 102-8] All figures relating to employees refer to thenumber of persons and not full-time equivalents.

Human resources management
USING THE JOB TICKET FOR PUBLIC TRANSPORT FOR THE
GÜTERSLOH AND BIELEFELD PLANTS NUMBER

EMPLOYEES INCL. THE STEELCO GROUP NUMBER [GRI 401-1]

2013/142014/15

2015/162016/172017/18

957

940

915

957

958

AREA COVERED AND NOT COVERED BY STRUCTURES IN SQUARE METRES
2014

2015

2016

2017

2018

Total

1,714,024

1,733,214

1,733,214

1,818,822

2,038,037

Area covered by structures

530,918

534,550

547,473555,526

591,070

Area not covered by structures

1,183,106

1,198,664

1,185,741

1,263,296

1,446,967

Green areas

769,596773,589

750,108

809,795

965,858

Surfaced area

413,510425,075

435,633

453,501

481,109

New areas are always measured once a construction project is completed. The respective areas therefore
only change on completion of construction activities. The increase in areas covered by structures in the 2017
calendar year was predominantly due to the construction of the new fire station and car park at the Gütersloh
site. In 2018, the increase is the result of the inclusion of the new plant location in Ksawerow (Poland).

2013/142014/15

2015/162016/172017/18

17,66017,741

18,37019,46520,098in Germany

10,411

10,346

10,326

10,888

11,225

Outside of Germany

7,249

7,395

8,044

8,577

8,873

Total

As of 30 June 2018, the Miele Group employed a total of 20,098 people, including the 560 employees of
the Steelco Group. This represents an increase of 9.4 percent over the business year 2015/16. In addition,
Miele has employed additional personnel at the sales subsidiary in Germany and at the headquarters in
Gütersloh. In total, 11,225 people work for Miele in Germany, an increase of 337 people or 3.1 percent.

DISTRIBUTION OF EMPLOYEES AS A PERCENTAGE [GRI 102-2]
2017/18
Sales subsidiary Germany

8

Production sites in Germany 1)

48

Sales subsidiaries outside of Germany

29

Production sites outside of Germany

151) This also includes employees of central administration at the Gütersloh site.

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CONTRACT EMPLOYEES IN GERMANY NUMBER AND PERCENTAGE [GRI 102-8]
2013/142014/15

2015/162016/172017/18

Number

332

453

498

722

394

Proportion of the entire
workforce (%)

3.2

4.4

4.8

6.6

1)

1)

TOTAL SAVINGS FROM IMPLEMENTED EMPLOYEE PROPOSALS FOR
IMPROVEMENT IN GERMANY 1) IN THOUSANDS OF EUROS
2013/142014/15

2015/162016/172017/18

3,302

2,256

2,159

1,522

1,664

3.5

The increase in the business year 2016/17 was due to the growth in production.
1) The Company-Wide Collective Agreement specifies the conditions under which the rate of 4.5 percent (also determined in the Agreement)
can be deviated from. These deviations are agreed with the works council in special regulations and employer/works council agreements.

The economic impact of proposals for improvement totalled 1.7 million euros in the business year
2017/18. This reflects effects from both preceding business years, as the benefit of proposals
for improvement can only be accurately calculated once the proposals have been implemented. In
addition, many proposals were only able to be implemented a significant period of time after theirsubmission. The benefits of such measures can therefore only be determined at a later date.
1) These figures refer to all German plants and distribution and service centres, excluding the
Bünde and Arnsberg locations of imperial-Werke, a Miele affiliate.

EMPLOYEE TURNOVER IN GERMANY 1) [GRI 401-1]
2013/142014/15

2015/162016/172017/18

Number of resignations

93

99

229

116

151

Occupational health and safety

Rate of turnover (%)

0.89

0.96

2.22

1.07

1.37

The figures on occupational health and safety refer to all production sites, the sales
subsidiary in Germany and the five German distribution and service centres, four of whichclosed in the third quarter of 2015/16 and distribution was centralised in Gütersloh.

1) Temporary employment contracts are not included. Terminations issued by the company are included in the calculation.

REPORTABLE WORKPLACE1) AND COMMUTING ACCIDENTS NUMBER [GRI 403-2]

PROPOSED IMPROVEMENTS SUBMITTED AS PART OF THE IDEAS
MANAGEMENT SCHEME IN GERMANY 1) NUMBER
2013/142014/15

2015/162016/172017/18

2,083

2,129

2,007

2,009

2,667

The number of proposed improvements increased by approximately 30 percent to 2,667 in thebusiness year 2017/18. Miele’s campaigns were aimed at familiarising Miele employees withthe area of ideas management and inviting them to contribute ideas of their own.
1) These figures refer to all German plants and distribution and service centres, excluding the
Bünde and Arnsberg locations of imperial-Werke, a Miele affiliate.

2013/142014/15

2015/162016/172017/18

Workplace accidents

236

177

174

184

214

Commuting accidents

48

44

46

49

53

Total

284

221

220

233

267

There were no fatal accidents in either business year 2016/17 or business year 2017/18.
1) All accidents resulting in an absence of three or more workdays must be disclosed in detail to the insurer.
Incidents involving an absence of less than three days are covered by accident notifications.

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CONTENTSGRI content index

REPORTABLE WORKPLACE 1) AND COMMUTING ACCIDENTS 2) NUMBER
PER 1 MILLION WORK HOURS (INJURY FREQUENCY) [GRI 403-2]

LOST DAYS 1) DUE TO A WORKPLACE OR COMMUTING ACCIDENT NUMBER [GRI 403-2]

2013/142014/15

2015/162016/172017/18

Workplace accidents

13.6

10.2

9.5

9.3

11.1

Commuting accidents

2.8

2.5

2.5

2.5

2.8

Total

16.3

12.7

12.1

11.8

13.9

2013/142014/15

2015/162016/172017/18

Lost days due to aworkplace accident

3,811

2,637

2,911

3,219

3,269

Lost days due to acommuting accident

1,331

1,125

995

842

1,053

Total

5,142

3,762

3,906

4,061

4,322

1) “Lost days” denotes the number of scheduled workdays lost starting from the time of the accident.
1) All accidents resulting in an absence of three or more workdays must be disclosed in detail to the insurer.
Incidents involving an absence of less than three days are covered by accident notifications.
2) Deviations as a result of rounding the figures.

TRAINING SESSIONS ON OCCUPATIONAL SAFETY NUMBER OF PARTICIPANTS

REPORTABLE WORKPLACE 1) AND COMMUTING ACCIDENTS NUMBER
PER 1000 EMPLOYEES ("THOUSAND-MAN RATE") [GRI 403-2]
2013/142014/15

2015/162016/172017/18

Workplace accidents

19.2

14.5

13.9

13.7

15.7

Commuting accidents

3.9

3.6

3.7

3.7

3.9

Total

23.1

18.1

17.6

17.4

19.6

1) All accidents resulting in an absence of three or more workdays must be disclosed in detail to the insurer.
Incidents involving an absence of less than three days are covered by accident notifications.

2013/142014/15

2015/162016/172017/18

896

1,725

1,215

1,119

956

Vocational training and development

COST OF VOCATIONAL TRAINING AND DEVELOPMENT INGERMANY IN MILLIONS OF EUROS [GRI 404-1]
2013/142014/15

2015/162016/172017/18

16.5

16.8

17.6

18.6

20.6

The commercial and technical apprenticeship scheme, along with internal and external advanced training programmes,
accounted for the largest portion of the expenses in the business year 2017/18 (on-site training). Additional
expenses were incurred, for example, for initial training programmes and advanced customer service training.

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ADVANCED TRAINING TIME FRAMES NUMBER OF HOURS PER EMPLOYEE [GRI 404-1]
2013/142014/15

2015/162016/172017/18

6.2

7.1

7.1

7.1

8.1

WOMEN AND MEN IN THE TECHNICAL AND COMMERCIAL APPRENTICESHIPSCHEME IN GERMANY AS A PERCENTAGE [GRI 102-8]
2013/142014/15

2015/162016/172017/18

Women

12

12

9

11

12

Men

88

88

91

89

88

Women

55

55

50

47

53

Men

45

45

50

53

47

Technical apprenticeship
The number of advanced training hours per employee increased from six hours in 2013/14 to eight in thebusiness year 2017/18. This was due to the increased number of on-site, project-specific training courses,
training for prospective managers, and qualifications for newly recruited customer service employees.

APPRENTICES IN GERMANY 1) NUMBER AND PERCENTAGE [GRI 102-8]

Commercial apprenticeship2013/142014/15

2015/162016/172017/18

Number

483

481

472

472

496

Proportion (%)

4.6

4.7

4.6

4.3

4.4

1) The reference date for each year is 1 September, as this date provides a better representation of actual apprentices figures than does the previous date of 30
June (business year end). The reason for this is that many apprentices have already completed their exams by the end of the business year and are therefore
not formally considered apprentices, although they are still employed by the company and the new apprentices have not yet begun their programme.

Diversity and equal opportunity

EMPLOYEES ACCORDING TO AGE GROUP IN GERMANY AS A PERCENTAGE [GRI 405-1]
2017/18< 30 years

16

30 to 50 years

41> 50 years

43

The average age of employees in Germany remained 45 years in the business year 2017/18.

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FACTS & FIGURESEMPLOYEES & SOCIETY

CONTENTSGRI content index

WOMEN AND MEN IN THE MIELE WORKFORCE IN GERMANY NUMBER [GRI 405-1]

EMPLOYEES WITH DISABILITIES ACCORDING TO AGE GROUP IN GERMANY 1) [GRI 405-1]

2013/142014/15

2015/162016/172017/18

Women

2,404

2,399

2,289

2,406

2,500

Men

8,008

7,947

8,037

8,482

8,725

2013/142014/15

2015/162016/172017/18

Number of employeeswith disabilities

480

582

578

584

609

Proportion of employeeswith disabilities (%)

5

6

6

6

6

1) The definition of "employees with disabilities” follows the legal definition of disability in social legislation - Article 2 of the Social Code (SGB) IX.t

WOMEN AND MEN IN THE MIELE WORKFORCE IN GERMANY AS A PERCENTAGE [GRI 405-1]
2013/142014/15

2015/162016/172017/18

Women

23

23

22

22

22

Men

77

77

78

78

78

WOMEN AND MEN IN MANAGEMENT POSITIONS AS A PERCENTAGE [GRI 405-1]
2013/142014/15

2015/16 1)

2016/172017/18

Women

10

12

22

22

23

Men

90

88

78

78

77

FULL AND PART-TIME EMPLOYMENT IN GERMANY [GRI 102-8]
2013/142014/15

2015/162016/172017/18

Number of full-time workers

9,677

9,559

9,585

10,10010,414

Proportion of full-timeworkers (%)

92.9

92.4

92.8

92.8

92.8

Number of part-time workers

735

787

741

782

811

Proportion of part-timeworkers (%)

7.1

7.6

7.2

7.2

7.2

EMPLOYEES WITH AND WITHOUT FLEXITIME IN GERMANY AS A PERCENTAGE
2013/142014/15

2015/162016/172017/18

With flexitime

48

50

55

56

59

Without flexitime

52

50

45

44

41

1) From the business year 2015/16, the term “manager” applies to all six management levels globally. Previously, theterm covered the Executive Board, company officials with power of attorney and authorised agents.

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FACTS & FIGURESCONTENTSGRI content index

FOREIGN EMPLOYEES IN GERMANY 1) [GRI 405-1]
2013/142014/15

2015/162016/172017/18

Number

526

530

550

618

659

Proportion as a percentage

5.1

5.1

5.3

5.7

5.9

1) “Foreign employees” denotes all employees who do not have German citizenship.

Social engagement

AMOUNT OF FINANCIAL DONATIONS TO CHARITABLE PROJECTS MADEBY MIELE & CIE. KG IN THOUSANDS OF EUROS [GRI 201-1]
2013/142014/15

2015/162016/172017/18

277

215

181

207

196

AMOUNT OF FINANCIAL DONATIONS TO CHARITABLE PROJECTS MADE
BY THE MIELE FOUNDATION 1) IN THOUSANDS OF EUROS [GRI 201-1]
2013

2014

2015

2016

2017

2018

97

81

81

94

89

89

The Foundation only invests its interest profit. The basic amount is 2.5 million euros.
1) Data for the Miele Foundation refers to calendar years.

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CONTENTSGRI content index

GRI content index

GRI standards and information

Links, additions and omissions

102-7

Company profile > What Miele stands for

Scale of the organisation

Company profile > Miele worldwide[GRI 102-55] The 2019 Miele Sustainability Report was prepared according to the standards of the Global Reporting Initiative (GRI): “Core” option. Beyond the core requirements,
further indicators are shown. The information on the fulfilment of the indicators can befound on the report pages, which are linked here. Where an indicator is not completely
covered by these disclosures, additional information is included directly in the index.

Company profile > The products
Key figures > Profile
As a family-owned company with the legal form of a
“Kommanditgesellschaft” (private limited partnership), Miele does
not publish any information regarding total capitalisation.

102-8

Information on employees
and other workers

GRI 102: GENERAL INFORMATION 2016
GRI standards and information

FACTS & FIGURES

Employees & society > HR management > Employment at Miele in figures
Employees & society > HR management > Good
integration of temporary employees
Employees & society > HR management > Clear structures

Links, additions and omissions

Key figures > HR management
Key figures > Diversity and equal opportunity

ORGANISATIONAL PROFILE
102-1

Name of the organisation

Company profile > What Miele stands for

102-2

Activities, brands,
products and services

Company profile > What Miele stands for
Company profile > The products

The detailed breakdown of workforce figures required for full compliancewith this indicator is not currently used for central management purposesin HR management. Staff levels do not fluctuate seasonally.

102-9

Supply chain

Supply chain & production > Supplier management

Key figures > Profile
Miele’s products and services are approved for use in all markets
where Miele is active. Full documentation of whether the products
on offer are questioned by stakeholders is not carried out.

102-3

Location of headquarters

Company profile > What Miele stands for

102-4

Location of operations

Company profile > What Miele stands for
Company profile > Miele worldwide

102-5

Ownership and legal form

Company profile > What Miele stands for102-6

Markets served

Company profile > Miele worldwide
Company profile > The productsCompany profile > The value chain
Key figures > Supplier management102-10Significant changes tothe organisation andist supply chain

102-11

Precautionary principle
or approach102-12External initiatives

102-13

Memberships ofassociations

Report profile > About this report
Supply chain & production > Supplier management > Selecting new suppliers
Management & processes > Sustainability management > Introduction
Management & processes > Sustainability management> Internal and external guidelines and standards

Management & processes > Stakeholder engagement> Committee and association activities> miele.com/sustainability

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FACTS & FIGURESCONTENTSGRI content index

Links, additions and omissions

STRATEGYGRI standards and information

Links, additions and omissions

STAKEHOLDER ENGAGEMENT

102-14

Statement from seniordecision-maker> Foreword

102-40 List of stakeholder groups

102-15Key impacts, risks
and opportunities

Management & processes > Sustainability strategy

102-41 Collective bargaining
agreements

Employees & society > HR management > Employee participation

102-42 Identifying and selecting
stakeholders

Management & processes > Stakeholder engagement > Stakeholder management

Management & processes > Sustainability strategy> Results of the materiality analysis

Strategic introductory pages per chapter
Miele assesses economic, environmental and social risks and opportunities,
and their effects, in the scope of risk management and materiality analysis
The level of detail required by the indicator is not fully recorded.

102-17

Values, principles,standards andnorms of behavior

Management & processes > Sustainability management

Mechanisms for advice
and concerns about ethics

Management & processes > Sustainability
management > Compliance management

Governance structure102-19Delegating authority

102-20Executive-level
responsibility foreconomic, environmental
and social topics

Production & services > Development and innovation

102-44 Key topics andconcerns raisedManagement & processes > Stakeholder engagement> Overview of stakeholder engagement

Production & services > Development and innovation> Dialogue for sustainable ideas

GOVERNANCE
102-18

Management & processes > Stakeholder engagement> Overview of stakeholder engagement> Dialogue for sustainable ideas

ETHICS AND INTEGRITY
102-16102-43 Approach to stakeholder
engagement

Management & processes > Stakeholder engagement> Overview of stakeholder engagement

Management & processes > Sustainability management> Systematic sustainability management

REPORTING PRACTICE
102-45 Entities includedin the consolidates
financial statements

Management & processes > Sustainability management> Sustainability committee as key bodyManagement & processes > Sustainability management> Systematic sustainability management

Report profile > About this report
The entities included in the sustainability report deviate from those in the
consolidated financial statements and annual financial statements, particularly
the information on foreign subsidiaries provided as an example (see consolidated
financial statements and annual financial statements in the Federal Gazette).

102-46 Defining report content
and topic boundaries

Management & processes > Sustainability
management > Materiality process 2018

102-47 List of all material topics

Report profile > About this reportManagement & processes > Sustainability strategy> Results of the materiality analysis

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FACTS & FIGURESGRI content index

GRI standards and information

Links, additions and omissions

GRI standards and information

102-48 Restatements of
information

Report profile > About this report

MATERIAL TOPICS: GRI 200 ECONOMIC, GRI 300 ENVIRONMENTAL, GRI 400 SOCIAL

102-49 Changes in reporting

CONTENTSManagement & processes > Sustainability strategy

Links, additions and omissions> Results of the materiality analysis

GRI 201: ECONOMIC PERFORMANCE 2016

In cases where the presentation format has been modified, it is specified in the text.

1031/2/3

Report profile > About this reportManagement approach

Company profile > Miele worldwide
Management and processes > Strategic approach

Management & processes > Sustainability strategy> Results of the materiality analysis

If the report boundaries or reporting periods have changed, it is noted accordingly
in the text.

102-50 Reporting period

Report profile > About this report102-51 Date of most recent report

Report profile > About this report102-52 Reporting cycle

Report profile > About this report102-53 Contact point for questions > Imprint
regarding the report102-54 Claims of reportingin accordance with
the GRI Standards

Report profile > About this report102-55 GRI content index> GRI content index

102-56 External assurance

External assurance for the report has not beensought and is not planned in the future.

Company profile > What Miele stands for

201-1

Direct economic value
generated and distributed

Employees & society > HR management > Fair pay – naturally
Key figures > Profile
Employees & society > Social engagement >Donations during the reporting period
A detailed breakdown is not reported by Miele. As a family-owned company
with the legal form of a “Kommanditgesellschaft” (private limited partnership),Miele does not issue any information regarding the required details.

201-2

201-3

Financial implications
and other risks andopportunities due toclimate change

Defined benefit plan
obligations and otherretirement plans

Management & processes > Sustainability management> An overview of global sustainability risks
Focus page per chapter

In the medium term, Miele plans to carry out a climate impact
assessment that also takes risks and opportunities into accountEmployees & society > HR management
Key figures > Pension provisions
Miele reports the pension provisions it creates. No further breakdown is carried out.

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CONTENTSGRI content index

GRI standards and information

Links, additions and omissions

GRI standards and information

201-4

Miele applies for the proportional reimbursement of power and energy
tax for the production industry. For certain processes and methods(including generating own power in combined heat and power units),
Miele applies for full tax relief on power and energy. This is based on the
period of purchase/consumption. The company received tax relief of Euro
1,104,000 in 2016. Tax relief amounted to Euro 1,192,000 in 2017.

GRI 204: PROCUREMENT PRACTICES 2016

Financial assistancereceived from government

FACTS & FIGURES

Miele also received investment grants relating to cooling plants. A subsidyof Euro 100,000 relating to a cooling plant at the Bünde plant was paid out
in August 2016. The eligible net investment amounted to Euro 427,000.

1031/2/3

Management approach

Links, additions and omissions

Supply chain & production > Supplier management
Supply chain & production > Natural resources andmaterials > Efficient use of resources
Supply chain & production > Strategic approach

204-1

Proportion of spendingon local suppliers

Supply chain & production > Supplier management> Procurement concept with local focus
Key figures > Supplier management

GRI 202: MARKET PRESENCE 2016
1031/2/3

Management approach202-1

Ratios of standard
entry level wage by
gender compared to
local minimum wage

Miele reports company-wide purchasing volumes by region.

Employees & society > HR management
Employees & society > Strategic approach

GRI 205: ANTI-CORRUPTION 2016

Employees & society > HR management

1031/2/3

Key figures > HR management
As a party to collective wage agreements, Miele is obliged to pay the agreed
wages. In Germany, this concerns 90 percent of the workforce in all plants andin the central office. A total of 10 percent of the workforce is paid wages outside
the scope of collective wage agreements – meaning they receive higher pay. The
German plants employ 11,225 people and are therefore classed as important.

Management approach

Management & processes > Sustainability management> Ombudsperson as a contact person if suspicions arise
Management & processes > Strategic approach
205-1

Operations assessed forrisks related to corruption

Management approach

Management & processes > Stakeholder engagement
Production & services > Development and innovation > Leasing instead of buying

205-2

Management and processes > Strategic approach
Miele is able to observe the indirect consequences of the company’s businessactivity in regular dialogue with community stakeholders, policy-makers andunions. Comprehensive, systematic analysis has not been conducted by Miele.
For more information see Economic performance, Management approach.

203-2

Significant indirect
economic impacts

Production & services > Development and innovation > Newbusiness models and strategic partnerships

Management & processes > Sustainability management> Raising employees’ awareness of compliance

Potential cases of corruption are checked as part of the global audits.
Potential risks arise from the violation of tendering regulations.

GRI 203: INDIRECT ECONOMIC IMPACTS 2016
1031/2/3

Management & processes > Sustainability management> Raising employees’ awareness of compliance

205-3

Communicationand training aboutanti-corruption policies
and procedures
Confirmed incidentsof corruption andactions taken

Management & processes > Sustainability management> Raising employees’ awareness of compliance

Miele records the total number of employees who receive training on the code of
conduct. A breakdown by region and employee category, and the total number
and percentage of informed business partners, are not recorded by Miele.

Management & processes > Sustainability management> Ombudsperson as a contact person if suspicions arise

See GRI 103-1/2/3 regarding indirect economic impacts

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Links, additions and omissions

GRI standards and information
GRI 302: ENERGY 2016

1031/2/3

1031/2/3

206-1

Legal actions foranti-competitive
behaviour, anti-trust, andmonopoly practices

Management & processes > Sustainability management> Effective compliance management

Management approach

Management approach

Supply chain & production > Energy and emissions

Management & processes > Sustainability management

Products & services > Product portfolio and quality

No complaints about anti-competitive behaviour, anti-trust, andmonopoly practices at Miele were recorded in the reporting period.

Supply chain & production > Strategic approach
302-1

Energy consumption
within the organisation

Energy consumption
outside of the organisation

A key factor in energy consumption is the products’ usage phase (see302-5). Miele also calculates CO2 emissions from energy consumption (see305-2), transports (see 305-3) and business travel (302-5). Miele has
yet to record any further energy consumption outside the organisation.

302-3

Energy intensity

Supply chain & production > Energy and emissions > Current energy consumption

301-2

Recycled input
materials used

Key figures > Resources and materials
Miele reports the production materials used by raw materials,
other processing materials and electronics. They are notdivided into renewable and non-renewable materials.

Supply chain & production > Natural resources andmaterials > Efficient use of materials

Key figures > Energy and emissions
302-4

301-3

Reclaimed products andtheir packaging materials

Products & services > Recycling and disposal > Return to manufacturer
In terms of products, Miele focuses on its main sales market, Germany. For
this sales market, the percentage of packaging reclaimed does not have to berecorded for the specific manufacturer, as returns are organised collectively
with other manufacturers. The company is unable to make reliable statements
regarding international returns based on the available information.

Reduction of energy
consumption

Supply chain & production > Energy and emissions> Energy efficiency measures at the locations
Key figures > Energy and emissions

302-5

Products & services > Recycling and disposal > Closing material cycles
The percentage of recycled input materials can only be measured for certain
materials. This information is not available for all materials used.

Key figures > Energy and emissions

302-2

Production & services > Disposal and recycling
Supply chain & production > Strategic approach

Supply chain & production > Energy and emissions > Current energy consumption

Miele records energy consumption in megawatt hours(MWh). One MWh is equivalent to 3.6 gigajoules (GJ).

Supply chain & production > Natural resources and materials
Supply chain & production > Environmental management

Materials used byweight or volume

Supply chain & production > Environmental management> Group-wide network for increased energy efficiency

Production & services > Product portfolio and quality

301-1

CONTENTS

Links, additions and omissions

Management & processes > Strategic approach

GRI 301: MATERIALS 2016
1031/2/3

FACTS & FIGURESGRI content index

GRI 206: ANTI-COMPETITIVE BEHAVIOUR 2016
Management approach

EMPLOYEES & SOCIETY

Reductions in energy
requirements ofproducts and services

Key figures > Energy consumption labelling
Production & services > Product portfolio and quality > Appliances

GRI 303: WATER 2016
1031/2/3

Management approach

Supply chain & production > Environmental management> Certified management systems

Supply chain & production > Resource efficiency > Consistent water management
Supply chain & production > Strategic approach

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Links, additions and omissions

GRI standards and information

303-1

Water withdrawal
by source

Supply chain & production > Resource efficiency > Consistent water management

305-3

Water sources
significantly affected bywithdrawal of water

Supply chain & production > Resource efficiency > Consistent water management

Key figures > Water consumption in cubic metres

GRI 305: EMISSIONS 2016
Management approach

Key figures > Energy and emissions
See GRI 305-1 for further information. Direct GHG emissions

305-4

Key figures > Energy and emissions
Supply chain & production > Energy and emissions

Reduction of GHG
emissions

Supply chain & production > Energy and emissions> Energy efficiency measures at the locations

Miele’s primary contribution to environmental protection
consists of improvements in energy efficiency.

305-6

Emissions ofozone-depleting
substances (ODS)

Supply chain & production > Energy and emissions
Products and services > Recycling and disposal > Pollutants during disposal
Miele does not manufacture, import or export ozone-depleting substances.

305-7

Nitrogen oxides (NOx),sulphur oxides (SOx),
and other significant
air emissions

Supply chain & production > Energy and emissions> Approach to greenhouse gases

Supply chain & production > Natural resources andmaterials > Ensuring supply security> Developing absolute CO2 emissions

Products and services > Recycling and disposal > Pollutants during disposal

Supply chain & production > Transport and logistics > Miele fleet

The foundry and surface treatment plants in Gütersloh are subject
to the reporting requirements of the German Pollutant Release andTransfer Register (PRTR). Dust emissions from the foundry are 70
percent lower than the prescribed limit (10 mg/cbm air emissions).

The carbon footprint only takes CO2 emissions into account. Further GHG
emissions and volatile CO2 emissions have yet to be recorded. Biogenic
CO2 emissions are not relevant for Miele as no biogenic fuels are used.

Energy indirect GHG
emissions (Scope 2)

Key figures > Energy and emissions
See GRI 305-1 for further information. Direct GHG emissions

Supply chain & production > Strategic approach305-2

GHG emissions intensity

Supply chain & production > Energy and emissions

Direct GHG emissions(Scope 1)

Supply chain & production > Energy and emissions> CO2 emissions in the usage phase

Supply chain & production > Transport and logistics

Supply chain & production > Environmental management

Miele’s primary contribution to environmental protection consists ofimprovements in energy efficiency. GHG emissions are offset in individual
cases, e.g. emissions generated by the disposal of Miele sales and transport
packaging or business trips on the Deutsche Bahn rail network.

Links, additions and omissions> Calculation of the carbon footprint and other emissions

305-5

Supply chain & production > Transport and logistics

305-1

Other indirect GHG
emissions (Scope 3)

The water sources used by Miele are not significantly
affected by the withdrawal of water.
Water sources are monitored by the authorities. The quantities withdrawn fromown wells were halved over recent years. There were no abnormalities in water
samples in the reporting period. Quality is not affected by the withdrawal of water.

1031/2/3

CONTENTSGRI content index

GRI standards and information

303-2

FACTS & FIGURES

Key figures > Energy and emissions
Supply chain & production > Energy and emissions> Developing absolute CO2 emissions

See GRI 305-1 for further information. Direct GHG emissions.
Recording is carried out using a market-based approach.

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Links, additions and omissions

Water discharge by
quality and destination

GRI standards and information
306-4

Supply chain & production > Environmental management

Transport ofhazardous waste

Supply chain & production > Resource efficiency> Waste avoidance and extensive recycling

Miele does not import or export hazardous waste.

Products and services > Recycling and disposal

GRI 307: ENVIRONMENTAL COMPLIANCE 2016

Supply chain & production > Strategic approach

1031/2/3

Management approach

Key figures > Waste water

Depending on the location, that is ensured by self monitoring. The respective
municipalities also carry out checks of the monitoring points at irregular intervals.
The Gütersloh, Oelde and Lehrte plants also produce technical waste
water from surface treatment systems. That waste water is directed
into the municipal water treatment plants via the sewer system.

307-1

Non-compliance withenvironmental laws
and regulations

Supply chain & production > Resource efficiency> Waste avoidance and extensive recycling
Key figures > Resource efficiency

306-3

Significant spills

No significant spills took place at any of the production
sites during the reporting period.

Supply chain & production > Environmental management> Cooperation between environmental protection and energy management
There were no infringements of environmental regulations
by the company in the reporting period.

GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT 2016
1031/2/3

Management approach

Supply chain & production > Natural resources andmaterials > Efficient use of resources
Supply chain & production > Supplier management > Supplier management
Supply chain & production > Strategic approach

Technical waste water is also subject to the handling requirements of the respective
municipality. Self-monitoring measures have also been agreed in this area.
No detailed breakdown by destination, water quality and further
use of the water by other organisations is carried out.

Supply chain & production > Environmental management> Certified management systems

Supply chain & production > Strategic approach

Supply chain & production > Resource efficiency > Waste water

Dirty water limits are prescribed for municipal water treatment plants
and Miele must comply with the resulting municipal requirements.

Waste by type anddisposal method

Supply chain & production > Resource efficiency> Waste avoidance and extensive recycling
Key figures > Resource efficiency

All plants have at least two waste water systems: dirty water andrain water. Rain water is directed into receiving waters. Dirty
water is cleaned by municipal water treatment plants.

306-2

CONTENTS

Links, additions and omissions> Certified management systems> Further improvement in recyclability
306-1

FACTS & FIGURESGRI content index

GRI 306: EFFLUENTS AND WASTE 2016
1031/2/3

EMPLOYEES & SOCIETY

Potential environmental impacts and actual effects beyond direct
suppliers have not been systematically recorded to date.

308-1

New suppliers thatwere screened using
environmental criteria

Supply chain & production > Supplier management > Selection of new suppliers
Supply chain & production > Supplier management> Assessment of environmental standards

All potential suppliers are required to complete a self-assessment,
which includes criteria relating to environment management andclimate protection. All production material suppliers considered for abusiness relationship are also subjected to a short on-site audit.

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SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

Links, additions and omissions

GRI standards and information

308-2

Supply chain & production > Supplier management > Supplier management

GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2016

Miele checks compliance with environmental criteria during supplierassessment. Miele does not publish the detailed results. An environmental
compatibility inspection does not form part of this check.

1031/2/3

Management approach

401-1

New employee hires
and employee turnover

Employees & society > HR management > Partnership and appreciation

Workers representation informal joint management–
worker health andsafety committees

Employees & society > HR management > Staff retention
Key figures > Employees incl. the Steelco Group

403-2

Types of injury and rates
of injury, occupational
diseases, lost days, andabsenteeism, and numberof work-related fatalities

Key figures > Employee Turnover Germany
The evaluation and publication of information on employee turnoverand new employees in Germany by age, gender and region is not
relevant to governance at Miele, so these figures are not recorded.
The same applies to turnover at the international locations.

Benefits provided to fulltime employees that are
not provided to temporary
or part-time employees

401-3

Parental leave

Employees & society > HR management > Traditionally comprehensive benefits403-3

Workers with highincidence or high riskof diseases related totheir occupation

Employees & society > HR management

403-4

Health and safety
topics covered informal agreementswith trade unions> Enhancing the compatibility of work and family life
The number of employees with a general right to parental leave is
not considered relevant and is, therefore, not documented.

GRI 402: LABOUR/MANAGEMENT RELATIONS 2016
1031/2/3

Management approach

402-1

Minimum notice
periods regarding
operational changes

Employees & society > Occupational health and safety > Reducing risks
Employees & society > HR management

403-1

Employees & society > Strategic approach

401-2

Management approach

Links, additions and omissions

Employees & society > Strategic approach

GRI 401: EMPLOYMENT 2016
1031/2/3

CONTENTSGRI content index

GRI standards and information
Negative environmental
impacts in the supply
chain and actions taken

FACTS & FIGURES

Employees & society > HR management > Clear structures
Employees & society > Strategic approach
Employees & society > HR management
At German company locations, the minimum notice periods for informing theworks council of measures affecting the workforce are regulated by the Works
Constitution Act. Miele’s Executive Board generally goes beyond the statutory
requirements, working closely with the works councils and providing comprehensive
information concerning all relevant decisions, developments and processes.

Employees & society > Occupational health and safety> Clear organisation of occupational safety

Employees & society > Occupational health and safety> Clear organisation of occupational safety

Key figures > Occupational health and safety
The figures on injuries, occupational diseases, lost days and absenteeism
have never been broken down by gender or region as they are not used
for central management purposes. Accident statistics are based on theregulations issued by the German Social Accident Insurance (DGUV).

Employees & society > Occupational health and safety > Reducing risks

Employees & society > Occupational health and safety> Clear organisation of occupational safety

Employees & society > HR management > Employee participation
Agreements with trade unions in Germany, Austria and the Czech Republicalso cover occupational safety. That means the selection of protective
equipment is decided with the involvement of the purchasing department andthe works council. There is a general works agreement on VDU work and acompany agreement on protective clothing/work clothing. Safety inspections
and management system audits are also conducted. The occupationalsafety committee meets with the employee representatives four times ayear. The chairperson of the employee representative occupational safetycommittee is informed of every accident that is subject to reporting. Employee
representatives participate in the quarterly further training for safety officers.

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Key figures

GRI standards and information

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONManagement approach

404-1

Average hours of training
per year per employee

Links, additions and omissions

GRI standards and information

Links, additions and omissions

405-1

Key figures > Diversity and equal opportunity

Employees & society > Training and education > Attracting and promoting talent

Diversity of governancebodies and employees

Employees & society > Strategic approach

During the reporting period, the Executive Board was made up of fivemembers, none of whom were women. Two of the members wereaged between 30 and 50 and three were over the age of 50.

405-2

Employees & society > HR management > Traditionally comprehensive benefits

Ratio of basic salaryand remuneration of
women to men

Employees & society > HR management> Enhancing the compatibility of work and family life
Employees & society > Training and education> Broad range of topics for further training

Employees & society > Occupational health and safety> Age-appropriate workstation design
Employees & society > Occupational health and safety

404-3

Percentage of employees
receiving regularperformance and careerdevelopment reviews

Management approach

Employees & society > Diversity and equal opportunity > Remuneration
The bonus agreements reached during meetings with top and middle managers
in Germany regarding annual objectives are based on a uniform system,taking into account the performance of the respective manager. There are
no differences between men and women. Similar individual approaches
apply in the case of managers at the foreign sales subsidiaries.

GRI 406: NON-DISCRIMINATION 2016
1031/2/3

Management approach

Employees & society > HR management > Transparent complaints process
Employees & society > Diversity and equal opportunity > Management> Life coaching and addiction counselling

Employees & society > Strategic approach

Employees & society > HR management > Clear structures

The complaints office’s main purpose is to record complaints about
discrimination related to the company, but not activities concerning its
direct suppliers. The approach is monitored and enhanced on an ongoingbasis. Systematic evaluation involving stakeholders has yet to take place.

All employees are entitled to an annual employee review. The numberof employee reviews actually performed is not recorded. The company
agreement on talent management also regulates the company’s approachto the identification and assessment of talents and potential successors.

406-1

GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016
1031/2/3

Employees & society > Diversity and equal opportunity

The breakdown of employees by minority status and other diversity
indicators required for full compliance with this indicator is not currently
used for central management purposes, and is therefore not recorded.

Employees & society > Training and education> Broad range of topics for further training

The breakdown of training hours by employee category and gender required
for full compliance with this indicator is not currently used for central
management purposes. For this reason, these figures are not recorded.

Programs for upgrading
employee skills andtransition assistanceprograms

CONTENTS> Women in management positions

Key figures > Training and education

404-2

FACTS & FIGURESGRI content index

GRI 404: TRAINING AND EDUCATION 2016
1031/2/3

EMPLOYEES & SOCIETY

Incidents of discriminationand corrective
actions taken

Employees & society > HR management > Transparent complaints process
Miele assesses the necessary measures individually on a case-by-casebasis. The measures implemented and their results are confidential.

Employees & society > Diversity and equal opportunity> Commitment and competitive factor

GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 2016

Key figures > Diversity and equal opportunity

1031/2/3

Employees & society > Strategic approach
The approach is monitored and enhanced on an ongoing basis. Systematic
evaluation is not yet carried out in all the areas required under the GRI.

Management approach

Employees & society > Diversity and equal opportunity > Management
Supply chain & production > Supplier management > Supplier management
Employees & society > Strategic approach

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MANAGEMENT & PROCESSES

Key figures

GRI standards and information
407-1

Operations and suppliers
in which the right tofreedom of associationand collective bargaining
may be at risk

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETYManagement approach

Links, additions and omissions

GRI standards and information

Supply chain & production > Supplier management409-1> Compliance with SA8000 criteria

Employees & society > HR management > Social and ethical standards

Operations and suppliers
at significant risk forincidents of forced orcompulsory labour

No operations or suppliers that could significantly affect the freedom of
association and the right to collective bargaining have been identified to date.

Supply chain & production > Supplier management > Supplier management
Management & processes > Strategic approach

Operations and suppliers
at significant risk forincidents of child labour

Employees & society > HR management > Social and ethical standards
Management & processes > Sustainability management

GRI 412: HUMAN RIGHTS ASSESSMENT 2016
1031/2/3

Management approach

Employees & society > HR management > Social and ethical standards

See also GRI 103-1/2/3 Child labour

412-1

No operations or suppliers at significant risk of child labour or the employmentof young persons under dangerous conditions have been identified to date.

Operations that havebeen subject to humanrights reviews or
impact assessments

Management & processes > Strategic approach
See also GRI 103-1/2/3 Child labour

Management & processes > Sustainability management> Auditing by an external partner

Supply chain & production > Supplier management

Miele does not conduct any separate reviews on human rights. Aspects
related to human rights are checked at all production locations and the sales
subsidiary in Germany as part of evaluations for the SA8000 social standard.

Management & processes > Sustainability management

Supply chain & production > Supplier management > Supplier management

Employees & society > HR management > Social and ethical standards> Checking sustainability criteria

GRI 409: FORCED OR COMPULSORY LABOUR 2016

> Auditing by an external partner

Management & processes > Sustainability management> Auditing by an external partner

Management & processes > Strategic approach

Supply chain & production > Supplier management> Compliance with SA8000 criteria

Management & processes > Sustainability management

Management approach

Supply chain & production > Supplier management> Compliance with SA8000 criteria> Internal and external guidelines and standards> Internal and external guidelines and standards

1031/2/3

Links, additions and omissions

No operations or suppliers at significant risk of forced orcompulsory labour have been identified to date.

The management approach is based on the SA8000 standard. Miele does notconduct a weighting of the criteria. No holistic assessment is carried out.

408-1

CONTENTSGRI content index

GRI 408: CHILD LABOUR 2016
1031/2/3

FACTS & FIGURES

412-2

Employee training on
human rights policies
or procedures

Employees & society > HR management > Social and ethical standards
Management & processes > Sustainability
management > Internal progress review
Miele reports on the number of employees who received training during
the period under review. The number of training hours and the percentageof employees who received training are not used centrally for management
purposes. For this reason, these figures are not recorded or calculated.

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Key figures

GRI standards and information

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONManagement approach

Links, additions and omissions

414-1

Supply chain & production > Supplier management > Selection of new suppliers

New suppliers thatwere screened usingsocial criteria

Operations with significant
actual and potential
negative impacts on
local communities

All potential suppliers must complete a self-assessment, which also covers
social criteria. All suppliers of production materials that are considered
for a business relationship are also subject to a short on-site audit.

414-2

Negative social impacts
in the supply chain
and actions taken

See GRI 103-1/2/3 Local communities

Management approach

Approach as for GRI 308-2

GRI 415: PUBLIC POLICY 2016
1031/2/3

Management approach

Management & processes > Stakeholder engagement> In dialogue with policymakers

Management & processes > Strategic approach
415-1

Political contributions

Employees & society > Social engagement > Donations in the reporting period
In the business years 2016/17 and 2017/18, Miele & Cie KG donated a totalof Euro 30,000 to political parties in Germany. Miele treats information
concerning the recipients of such donations as confidential. Politicalcontributions are only recorded centrally for Germany, and not internationally.

GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016
1031/2/3

Supply chain & production > Supplier management> Checking sustainability criteria

Miele checks compliance with social criteria during supplierassessment. Miele does not publish the detailed results.

Management & processes > Stakeholder engagement> Overview of stakeholder engagement

Employees & society > Social engagement > Promoting regional appeal

Key figures > Self-assessment on compliance withsocial standards by potential suppliers
Approach as for GRI 308-1

Employees & society > Social engagement

Measures for local community engagement are conducted individually at thecompany’s locations, and are not systematically steered and analysed. The
percentage of sites that implement such measures is not recorded by Miele.

413-2

Links, additions and omissions

Employees & society > Strategic approach

Operations with local
community engagement,
impact assessment, anddevelopment programs

CONTENTSGRI standards and information

Employees & society > Social engagement > Promoting regional appeal

So far, no programmes or systematic procedures have been introduced to evaluate
the impact of the business activities on the community. However, beyond existinglaws and regulations, Miele is committed to protecting the health and safetyof its employees and of local communities. The company’s business activities
also provide a strong stimulus for growth in purchasing power and tax income
at its locations. By maintaining intensive dialogue with local communities,
Miele receives regular feedback on the impact of its business activities.

413-1

FACTS & FIGURESGRI content index

GRI 413: LOCAL COMMUNITIES 2016
1031/2/3

EMPLOYEES & SOCIETY

Supply chain & production > Natural resources and materials
Supply chain & production > Efficient use of resources

GRI 416: CUSTOMER HEALTH AND SAFETY 2016

Supply chain & production > Supplier management

1031/2/3> Fair partnership with high standards

Management approach

Products & services > Product portfolio and quality > Product safety
Products & services > Customer focus and information

Supply chain & production > Strategic approach> Detailed contingency plans for recalls

See also GRI 103-1/2/3 Supplier environmental assessment

Products & services > Strategic approach

Potential social impacts and actual effects beyond direct
suppliers have not been systematically recorded to date.

416-1

Assessment of thehealth and safety
impacts of product andservice categories

Products & services > Product portfolio and quality > Product safety
The effects of all products on health and safety areassessed to identify potential improvements.

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Key figures

GRI standards and information
416-2

PRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTSGRI content index

Links, additions and omissions

Products & services > Customer focus and information
Incidents of noncompliance concerning the > Detailed contingency plans for recalls
health and safety impacts
of products and services

GRI standards and information

Links, additions and omissions

GRI 419: SOCIOECONOMIC COMPLIANCE 2016
1031/2/3

Management approach

Management & processes > Sustainability management> Effective compliance management

Management & processes > Strategic approach
GRI 417: MARKETING AND LABELLING 2016
1031/2/3

Management approach

Products & services > Product portfolio and quality> Strict standards for pollutant-free products

Products & services > Customer focus and information> Informing customers about sustainability

419-1

Non-compliance with laws
and regulations in thesocial and economic area

Management & processes > Sustainability management> Ombudsperson as a contact person if suspicions arise
No sanctions or significant fines due to breaches of international conventions,contracts or national law were imposed on Miele in the reporting period.

Products & services > Strategic approach
417-1

Requirements for
product and service
information and labelling

Products & services > Customer focus and information> Informing customers about sustainability

Products & services > Recycling and disposal > Transparent labelling
Key figures > Energy consumption labelling
All product categories are subject to the legally mandated
product information and labelling process.

417-2

Incidents of noncompliance concerning
product and service
information and labelling

Products & services > Customer focus and information> Informing customers about sustainability

There were no relevant incidents of non-compliance withregulations and voluntary codes concerning product and service
information and labelling during the reporting period.

GRI 418: CUSTOMER PRIVACY 2016
1031/2/3

Management approach

Products & services > Customer focus and information> Sensitive handling of customer data

Products & services > Strategic approach
418-1

Substantiated complaints
concerning breaches ofcustomer privacy andlosses of customer data

Products & services > Customer focus and information> Sensitive handling of customer data118

Miele Sustainability Report 2019

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

About this report
Miele has been publishing sustainability reports since
2002. This report, the ninth of its kind, documents thecompany’s progress in line with Miele’s sustainability strategy and the guiding principle “Forever Better”.
The objective of the 2019 report is to make the performance of the company in sustainability-related
issues transparent to > stakeholders such as sustainability experts, customers, employees and business
partners. The content reflects the main sustainability issues affecting the company. These issues wereidentified in the course of a > materiality analysis andwere weighted according to their relevance for Miele.

[GRI 102-45, 102-50] The reporting period covers the
2016/17 and 2017/18 business years ending on 30 June of
the respective year. The editorial deadline was in February
2019. Unless otherwise stated, all information provided inthis Sustainability Report, including key figures, refers to
Miele & Cie. KG and its imperial-Werke oHG subsidiary. This
includes all German production and administration locations as well as sales and service in Germany. Also included
are the production sites of Braşov (Romania), Bürmoos(Austria), Dongguan (China) and Uničov (Czech Republic), under the management of Miele Beteiligungs-GmbH.
International sales subsidiaries are cited as examples.

[GRI 102-54] The 2019 Miele Sustainability Report was
created in accordance with the new Global Reporting Initiative (GRI) Standards: “Core” option. Where
possible, further information is provided in addition to the “Core” requirements in order to best meetshareholders’ needs. References to the respective GRI indicators are assigned to the figures andcorresponding passages in the text. The > GRI content index can be found at the end of this report.

[GRI 102-10, 102-48, 102-49] Significant changes weremade regarding the size and structure of the Group during
the reporting period. The construction of a second washing machine plant near Lodz, Poland, began in 2018;
production is set to commence at the start of 2020. In
addition, the relocation of part of production from the
Bürmoos plant (sterilisation devices and container andtrolley washers) to the Steelco Group in Italy began in
2018. This process is set to be completed by 2020.

The structure of the report is oriented even more closelythan the 2017 Sustainability Report toward the Miele sustainability strategy, with the four chapters – Management &Processes, Products & Services, Supply chain & Production, and Employees & Society – reflecting the strategy’s
fields of action and focal points. This allows the reader
to more quickly determine how the measures describedin the sub-chapters contribute to the strategic targets.

The Steelco Group has been part of the Miele Group since
July 2017 after Miele acquired a majority stake. The subsidiary Miele Venture Capital GmbH was set up in thebusiness year to support start-ups. Steelco and Miele
Venture Capital are not yet given extensive consideration in the report – other than a separate listing in the> company profile and in the key figures for the overall
development of turnover and numbers of employees.

The strategic cooperation with Yujin Robot was significantly intensified in 2017. Miele is now also the
Korean company’s largest shareholder. Yujin specialises in robotic products and components andproduces the robotic vacuum cleaner for Miele.
The Miele Sustainability Report is available > online as a
PDF file. A comprehensive listing of the key figures canbe found in the “Facts & figures” section at the end of
the report. The online material concerning sustainability also offers customers and other interested parties
an overview of Miele’s philosophy when it comes to sustainability and how it implements it. It is available at> www.miele.com/sustainability and via miele.com.
The consistent use of the legal form “Miele & Cie.
KG” has been avoided for the sake of greater readability. As in the previous report, we have used
gender-specific designations, apart from in lists or in
the case of linguistically justified exceptions. This isintended to boost awareness of gender equality.
[GRI 102-51, 102-52] This report replaces the 2017 Miele
Sustainability Report. Given the two-year reporting cycle,
the next Sustainability Report is due to appear in 2021.

119Miele Sustainability Report 2019

MANAGEMENT & PROCESSESPRODUCTS & SERVICES

SUPPLY CHAIN & PRODUCTIONEMPLOYEES & SOCIETY

FACTS & FIGURESCONTENTS

Imprint
PUBLISHER

PHOTOGRAPHS

Miele & Cie. KG
Carl-Miele-Straße 29
33332 Gütersloh

Frauke Schumann Fotografie, Dortmund

RESPONSIBILITY
Carsten Prudent
Corporate Communications
PROJECT AND EDITORIAL MANAGEMENT
Ursula Wilms
Public Relations

CONTACT [GRI 102-53]
Ursula Wilms
Public Relations
Tel: +49 5241 89-1958
Fax: +49 5241 89-1950
E-Mail: ursula.wilms@miele.com
www.miele.com/sustainability
www.miele.com

SUSTAINABILITY MANAGEMENT
Sebastian Wegener
Technical Product Managementand Environmental Office
EDITING DEADLINEThe current report is also available
in German. In case of deviations,
the German version is valid.

31st March 2019
CONCEPT/EDITORIAL/DESIGN
Stakeholder Reporting GmbH, Hamburg

Miele would like to thank all employees
and all other personnel involved in thecreation of this report.

120