voith.com

2023

Sustainability
ReportSustainability Report 2023

Foreword

4

1. Strategy and integrity

8

1.1 Our profile8

1.2 Sustainability strategy and organization

11

1.3 Values and compliance

15

1.4 Responsibility for society 

21

2. Employees

26

2.1 Management approach26

2.2 Voith as an employer

27

3. Environment

44

3.1 Environmental management approach44

3.2 Energy efficiency and climate protection

47

3.3 Material efficiency and waste

51

3.4 Water

56

4. Products and supply chains 58

4.1 Product responsibility 

58

4.2 Responsibility in the supply chain 

86Appendix
GRI index

94

NFS index100
Fact base 

102

About this report

126

List of abbreviations 

128

Imprint and contacts 

131

4

Voith Sustainability Report 2023
Foreword

Dear Readers,This year we have worked hard on optimizing our sustainability performance once
again. Measurable progress has been made, as a glance at our key sustainability
indicators will show: In recent years we have progressively reduced our greenhousegas emissions, not to mention our energy and water consumption. I would like to takethis opportunity to express my sincere thanks for the dedicated commitment of ourmany colleagues at our global production sites and from Ecological Business
Management (EBM), who have contributed significantly to this achievement.
With our around 22,000 employees here at Voith, we successfully mastered the last
fiscal year despite a very challenging environment: We increased our incoming orders,and our consolidated earnings after tax rose to € 73 million despite rises in interest
rates, high financing costs, and increased expenditure on research and development.

Voith Sustainability Report 2023
Foreword

5“Industrial sustainability is
our business model. We are
therefore making a crucial
contribution to a climateneutral industrial society whileat the same time ensuring our
future growth.”
Dr. Toralf Haag

However, the success of our commitment to greater
sustainability extends beyond the usual key performanceindicators (KPIs). The following awards given to Voith in the2022/23 fiscal year serve as prime examples of thiscommitment:• Our XcelLine paper machine won the German Sustainability Award 2023. Whatswayed the jury of the German Sustainability Award Foundation was the contribution
our machines make to achieving the climate goals of Agenda 2030 – from thechoice of materials and efficient operation to long lifespan.
• A second award went to our innovative Electrical Drive System (VEDS) concept in
the form of the Environmental Technology Award in the energy efficiency category
from the Baden-Württemberg Ministry of the Environment, Climate Protection,and the Energy Sector. The jury was impressed by the VEDS covering the same
distance with one fifth less charging current.
• Voith North America received the Procurement Partner Sustainability Award of the
University of Notre Dame, USA. The award is presented annually to a supplier thathas supported the university’s sustainability efforts with new and innovative products
or services. Voith supplied state-of-the-art StreamDiver turbines to a hydropower
facility that supplies the campus with electricity from renewable sources.
Our sustainability performance also compares very favorably with that of other companies: The ISS ESG independent rating agency rated Voith B- for a third time in
2023, after 2021 and 2022, and awarded it Prime Status for the sixth time in a row.
This makes Voith one of the world’s leading mechanical engineering companies whenit comes to sustainability.
I am convinced that we are making a positive contribution to climate protection with ourattractive products and our consistent implementation of a comprehensive, long-termsustainability strategy. Sustainability is both our business model and a firmly anchoredcorporate value here at Voith. The entire Voith Corporate Board of Management has
pledged to make sustainability the foundation of all its strategic decision-making and to
consistently drive forward our sustainability activities worldwide.

6

Voith Sustainability Report 2023
Foreword

Realignment of our climate protection strategy
To ensure that we achieve our sustainability targets, we continuously review ourstrategy and develop it further still. With our official commitment in December 2023
to the Science Based Targets initiative (SBTi), we are realigning our strategy andcommitting to ambitious climate targets that are in line with science and the goals of
the Paris Agreement. One important step is that we have stopped buying carbon
offset certificates with immediate effect. I am certain that we can advance climate
protection more effectively and more sensibly with our own ideas and resources.
And we can do this because of the wealth of expertise in our Group, our extensive
knowledge, and proven innovative capacity.
Focusing on the megatrends of decarbonization and digitalization remains a toppriority for Voith. Our shift from being a traditional mechanical engineering company
to becoming a sustainable technology Group with a high level of digital expertise
offers us promising new business opportunities, as well as making an active contribution to climate protection.
Clear commitment to the principles of the Global Compact
In January 2024 we joined the world’s largest initiative for responsible and sustainablecorporate governance, the United Nations Global Compact, to further underscore ourcommitment to sustainable business practice. We have given a clear and resounding
affirmative to participating in this international network and to committing ourselves tothe ten global principles of the Global Compact, including human and labor rights,
diversity, and anti-corruption.
As a result, our corporate culture at Voith continues to develop actively: We want
our employees to work in an environment where dependability, open and trusting
cooperation, equal pay for equal work, and a fair, market-based remuneration
system are a matter of course, alongside customer and results orientation, agility,
and innovative drive.

Voith Sustainability Report 2023
Foreword

7

Our framework for executives is the foundation stone of our corporate culture – andis built on our values, defined behavioral competencies, and leadership qualities.
Another key aspect is the topic of Diversity & Inclusion. This is demonstrated, forinstance, by the recent success of our emerging talent program participants, whowere ranked in the Top 10 in the Diversity Charter’s Diversity Challenge.
Taking responsibility also means demonstrating social commitment: We support many
projects focusing on science and research, as well as careers and education at our
locations – with a particular emphasis on children, adolescents, and young adults. The#VoithCares Program together with the Hanns Voith Foundation support charitableprojects around the world where Voith employees can also volunteer in their spare time.
This Sustainability Report, published for the fourteenth time in a row, documents ourmeasurable contribution to the sustainable development of our company, society, andthe environment. It is and it remains our goal – as well as our obligation as a valueoriented and long-term family business – to operate in an environmentally friendly, fair,and sustainable way.
I very much hope you enjoy reading our Sustainability Report 2023 and look forward
to engaging in constructive dialog with you.

Dr. Toralf Haag
Voith Group President & CEO

8Voith Sustainability Report 2023
1. Strategy and integrity

1.

Strategy and integrity
1.1 Our profile

Annual Report 2023
p. 18 ff.

The Voith Group is a globally active technology group. With our broad portfolio of production plants, products,
industrial services, and digital applications we set standards in the Energy, Paper, Raw Materials, andTransport & Automotive markets. At Voith, we understand business success as a long-term undertaking.
From the very beginning, the way in which we conduct business has always been geared towardsustainable, profitable growth. Our shareholders, our Supervisory Board, and the Voith Corporate Boardof Management are jointly committed to economically, ecologically, and socially sustainable corporate
development. Clearly defined values serve as our compass – and sustainability is one of them.
We develop sustainable technologies to preserve and improve the fundamental viability of future generations.
At the same time, we secure the long-term future of Voith as a company by ensuring our stability and financial
independence through profitable growth, thus reconciling our business success with our responsibility toward
society and the environment.

Overview of the Group
Voith is represented worldwide through locations in over 60 countries and maintains a comprehensive
network of production, service, and sales units on every continent.

Annual Report 2023
p. 18 f.

Voith GmbH & Co. KGaA, headquartered in Heidenheim an der Brenz, Germany, is the operative management holding company as well as the parent company of the Group; the Group’s core corporate functions are also concentrated within it. The Corporate Board of Management of Voith Management GmbHis responsible for the strategic and operational management of the Voith Group. Voith Management
GmbH, which like Voith GmbH & Co. KGaA is 100 % family-owned, manages the businesses of Voith
GmbH & Co. KGaA as the personally liable shareholder. The Corporate Board of Management of Voith
Management GmbH is appointed by the Shareholders’ Committee of Voith Management GmbH. The
Supervisory Board is the supervisory body of Voith GmbH & Co. KGaA.
Voith’s operating business is organized into three Group Divisions:
The Hydro Group Division is a leading full-service provider and reliable partner for equipping hydropower
plants. It develops customized, long-term solutions and services for large and small hydropower plants
around the world. Its product and service portfolio comprises the entire lifecycle and all major components for large and small hydropower plants: from generators, turbines, pumps, and automation systems
to spare parts, maintenance, and training services, as well as providing digital solutions for intelligent
hydropower generation.
The Paper Group Division is a leading full-line supplier and pioneer in the paper industry. Thanks toconstant innovation, Voith Paper continually optimizes its paper production process, enabling resourcesaving, efficient production.

Voith Sustainability Report 2023
1. Strategy and integrity

9

The Turbo Group Division specializes in intelligent drive systems and customized service solutions. With
smart and innovative products, Voith Turbo offers maximum efficiency and reliability. Customers fromnumerous industries such as oil and gas, energy, mining and mechanical engineering, marine technology,
rail, and commercial vehicles rely on Voith’s cutting-edge technologies and digital solutions.

Organizational structureGroup Divisions of the Voith Group

Voith GmbH & Co. KGaA

­Hydro

Paper

Turbo

Management system
Annual Report 2023
p. 19

The key financial performance indicators used by the Voith Group are the development of orders
received and sales revenue, as well as EBIT (Earnings before Interest and Taxes) and ROCE (Return on
Capital Employed).

Business development in 2022/23
In the 2022/23 fiscal year, the Voith Group performed satisfactorily in a challenging environment andproved to be in robust shape both operationally and financially. All of the Voith Group’s key performanceindicators increased in the reporting year, while almost all growth and earnings targets were exceeded.
Orders received by the Voith Group rose by 19 % to € 6.14 billion. Group sales rose by € 625 million or
13 % to € 5.51 billion.
EBIT rose by 22 % to € 245 million. Return on sales improved to 4.4 % (previous year: 4.1 %) and ROCE
rose to 12.1 % (previous year: 10.5 %).
The often considerable increases in material prices, transport costs, and wages necessitated significant
countermeasures. These inflation-induced cost increases were successfully counteracted by efficiency
gains, general cost discipline, and differentiated procurement strategies and contract drafting.
In the reporting year, the Voith Group’s income statement was characterized by noticeable growth inoverall operating performance and an improved cost structure with a significantly reduced materials
ratio. Overall, we succeeded in significantly increasing our operating results and Group net income aftertaxes: At € 73 million, Group net income after taxes was also significantly up on the previous fiscal year
(previous year: € 30 million).

10Voith Sustainability Report 2023
1. Strategy and integrity

Fact base
Key economic
indicators,
international focus

Annual Report 2023
p. 39 ff. and 56 ff.

The Voith Group’s asset and financial position remains very sound. Despite moderate corporate acquisition activity, net liquidity is at an improved level and amounted to € -182 million at the end of the reporting
year (previous year: € -233 million).
In the 2022/23 fiscal year, Voith once again made significant investments in the future. We increased ourinvestment in property, plant and equipment, and intangible assets from € 143 million to € 188 million,
and increased our Research and Development (R&D) expenses from € 213 million to € 232 million. The
investment ratio, measured against Group sales, rose to 3.4 % in the reporting year (previous year: 2.9 %).

Independence of members of the Supervisory Board and the Shareholders’ Committee
The Supervisory Board of Voith GmbH & Co. KGaA is constituted in accordance with the German
Codetermination Act (Mitbestimmungsgesetz, MitbestG). Accordingly, six of its twelve members represent
the shareholders and six represent the employees.
Voith follows the recommendations of the German Corporate Governance Code (DCGK). This defines
a Supervisory Board member as independent “if they have no personal or business relationship with thecompany or its Management Board that may cause a substantial – and not merely temporary – conflictof interest” (DCGK as of April 28, 2022, Recommendation C.7). In accordance with the regulations set
out in the Code, this does not apply to employee representatives: As employees, they are at least partly
subject to the Management Board’s right to direct as dependent employees, and are explicitly elected
to represent the interests of the employees on the Supervisory Board under German law.
Based on these regulations, four of the six shareholder representatives on the Supervisory Board ofVoith GmbH & Co. KGaA are to be regarded as independent. The two non-independent members are
members of the Management Board of the general partner of a controlling shareholder.
In accordance with Recommendation C.10 of the DCGK, the Chair of the Supervisory Board is independent, as are the Chairs of the Audit Committee and the Nomination Committee.
Under the terms of the Articles of Association, an external member must always chair the Shareholders’Committee of Voith Management GmbH; the Chair of the Shareholders’ Committee generally also chairs
the Supervisory Board. An external member in the aforementioned sense is a person who is neither adirect nor an indirect shareholder of the company, nor the legal representative, nor spouse of direct orindirect shareholders of the company, nor the legal representative of companies that are affiliated withdirect or indirect shareholders of the company within the meaning of Section 15 of the German Stock
Corporation Act (Aktiengesetz, AktG). Furthermore, external members should be individuals, who areparticularly well suited to this office by virtue of their position and skills, preferably with a proven trackrecord in company leadership.

Voith Sustainability Report 2023
1. Strategy and integrity

11

1.2 Sustainability strategy and organization
Sustainability as a core objective
As a family-owned company, Voith is particularly committed to environmentally responsible, fair, andsuccessful business practices over the long term. Our objective is to make a demonstrable and lasting
contribution to the sustainable development of the company, of society, and the environment.

Annual Report 2023
p. 26 ff.

Industrial sustainability is our business model. This enables us to play a decisive role in achieving a
climate-neutral industrial society while at the same time securing our growth. Our strategic focus onsustainable technologies sets the course for the further development of our product portfolio in our
existing core business, as well as for our investments in new business areas and markets.
With our corporate values and the guidelines we derive from them, we ensure that Voith operates
according to the same business principles worldwide and continues to develop the same global corporate
culture. Our Voith Code of Conduct (CoC) defines how we deal with our customers and business
partners, as well as how we work together within the company.
We systematically implement our Sustainability Strategy and have defined six key fields of action in thiscontext: sustainable corporate governance, responsibility for our products, our supply chain, the environment, society, and our employees.
In defining and implementing our Sustainability Strategy, we comply fully with our corporate duties within
the framework of applicable laws and international standards. In addition, we are guided by the principlesof the UN Global Compact and the UN Sustnable Development Goals..
The Declaration from the Corporate Board of Management of Voith Group of January 2024 underpins
the corporate actions of our organization in relation to sustainability.

High-performance sustainability organization
At Voith we understand sustainability as a Group-wide responsibility that is implemented by the Corporate Board of Management as well as the corporate functions and Group Divisions, thus permeating theentire organization.

Fact base
Employee sustainability training

We are convinced that a topic as comprehensive as corporate sustainability can only be successfully
realized in close and continuous cooperation between all the different departments and regions. We
therefore expect all our employees to take personal responsibility in line with the sustainable developmentof the company and Voith’s corporate values.
Our responsibility does not stop at our factory gates: Together with our suppliers, we are also addressing
essential environmental, labor, and human rights requirements in our purchasing processes.

12Voith Sustainability Report 2023
1. Strategy and integrity

The Corporate Sustainability central function defines the framework for our strategic orientation anddetermines how we organize sustainability at Voith. It reports directly to the Chair of our Corporate Boardof Management, and defines the instruments and methods required in the Group to measure and steer
our sustainability activities, including the associated reporting tools.
Together with the specialist departments, the Sustainability Department develops strategies and measuresto raise our sustainability performance and monitors their implementation. It is also responsible forinternal and external reporting, and coordinating sustainability-related communication tasks, including
in particular the central stakeholder dialog with our internal and external stakeholders.
As the central sustainability organ, Corporate Sustainability is responsible not only for strategic sustainability
management but also for Ecological Business Management (EBM) and decarbonization. This includes tasks
such as corporate carbon reporting and developing, steering, and monitoring the successful implementationof Voith’s climate protection strategy in close cooperation with the Group Divisions and other corporate functions. To meet this major challenge, we committed to the Science Based Targets initiative (SBTi) in December
2023, and in the 2023/24 fiscal year we are currently engaged in developing a new climate protection strategy.

Stakeholder dialog and transparent communication
Continuous exchange with our internal and external stakeholders is of vital importance to us and we reflect
on our sustainability performance in a continuous stakeholder dialog. We regularly adapt our Sustainability
Strategy to align with current circumstances and assess the impact of our business activities in sustainability
terms, as well as the risks and opportunities that arise for our company as a result.
Our key stakeholders include the company owners and supervisory bodies, employees, works councils,
customers, suppliers, rating agencies, and investors, as well as the local population at our locations,business associations, academia, authorities, politicians, non-governmental organizations, the media,
and interested members of the public.
We inform our stakeholders transparently, comprehensively, and in a target group-specific manner, forexample in the context of our annual Sustainability Report.

Targeted risk management
To safeguard the company against risks that could threaten the existence of the Group or its companies,
we began introducing Group-wide risk management guidelines over 20 years ago, from which our current
mandatory risk management system emerged. It is organized on a decentralized basis but is centrally
monitored and coordinated. A Group Directive defines the principles and responsibilities of risk management, which also incorporates potential climate-related and environmental risks. The basis for this is aprocedure for identifying, assessing, and responding to risks and opportunities, which is integrated into
the multidisciplinary, Group-wide risk management process. With regard to the probability of occurrence andextent of damage, potential climate and environmental risks can also be broken down into risk classes.

Voith Sustainability Report 2023
1. Strategy and integrity

13

Voith distinguishes five categories of risk:
1. Strategic risks
2. Financial risks
3. Operational risks (process risks, infrastructure risks, production risks, environmental and health risks)
4. Performance risks (contractual risks and technical risks)
5. Compliance risks
The Voith Risk Catalog is the starting point for the risk identification process. Each of the respective
levels of the company (Operating Unit, Division, and Group) must analyze each risk area and identify
whether any potential risk sources are to be found. A list with definitions of the risk areas and relevant
examples can be found in the Risk Assessment tool. The time horizon of the respective risks is also
included in the analysis.

Annual Report 2023
p. 62 ff.

Four-stage risk monitoring process
Our systematic risk management process comprises of risk identification, risk analysis and assessment,risk management, and risk monitoring and reporting. As part of risk identification, individual risks arerecorded and documented at all levels of the company and across all functional areas based on the Voith
Risk Catalog. These risks are analyzed and evaluated, and the respective risk potential is calculated. Thisdata is then used by management in its risk management to decide whether risks should be avoided or
reduced through suitable measures, transferred through contracts, or carried through process improvements and controls. As part of risk monitoring and reporting, performance risks with a high-risk potential,
all measures taken, and the general risk situation are reported to the Corporate Board of Management on
a quarterly basis. The general risk situation, also relating to further risk types, is also a regular item on theagenda at Advisory Board meetings of all business units. Risks that threaten the existence of the company
are communicated on an ad-hoc basis to the next highest organizational level up to the Corporate Boardof Management.

Materiality analysis and key topics
Our assessment of the materiality of sustainability topics is largely based on the results of the 2018 stakeholder
survey, which has since been continuously updated and adjusted after direct dialog with and feedback fromour stakeholders, particularly our employees, customers, and industry associations. The 2018/19 stakeholder
dialog also included an impact analysis: In this analysis, Voith has the greatest impact on the economy, society,and environment in the Products (30 %), Sustainable Corporate Governance (24 %), Employees (21 %), Environment (15 %), and Supply Chain (10 %) fields of action.
For the 2023/24 fiscal year, we have set ourselves the goal of comprehensively revising and updating
our materiality analysis, incorporating the results of our stakeholder surveys from 2018/19 and adding
new aspects.

14Voith Sustainability Report 2023
1. Strategy and integrity

Stakeholder survey results
The three key aspects per field of action are:Sustainable corporate governance
1. Legally compliant, value-aligned corporate management
2. Business development with a long-term focus
3. Transparency of business practices
Environment
1. Efficient use of resources
2. Reduction of greenhouse gas emissions
3. Minimizing environmental impacts
Employees
1. Strategic personnel development and further training
2. Ensuring safe working conditions
3. Promoting a healthy work-life balance
Products
1. Innovative, high-quality products and services
2. Product resource efficiency
3. Partnership-based cooperation with customers
Supply chain
1. Building and maintaining cooperative, long-term supplier relationships
2. Ensuring quality, service, and profitability
3. Control mechanisms for compliance with laws, and environmental and social standards in the supply chain

In the 2022/23 fiscal year, we expanded this impact perspective to include a materiality assessment froma financial perspective. In consultation with internal experts, potentially important topics were assessedagainst the background of resource use and relationship dependency. The topics that are considered
relevant from both perspectives and are therefore doubly material according to CSR-RUG, form thebasis of our voluntary non-financial statement. The important topics from an impact perspective remain
the guiding principles for this report.

Comprehensive ESG performance review
We measure the success of our sustainability performance with the help of the ISS ESG and EcoVadis
ratings. Both external ratings are then used to obtain an independent and comprehensive review ofenvironmental, social, and governance (ESG) performance that is confirmed by third parties. We believethat the expertise and reputation of these ratings guarantee a critical yet opportunity-oriented, expert
company assessment in the area of ESG. Furthermore, we see strategic advantages in working withfinancial institutions, customers, and suppliers.

Voith Sustainability Report 2023
1. Strategy and integrity

15

Since 2018, Voith Group has been one of the top-rated companies in the Mechanical and Plant Engineering
sector worldwide in the ISS ESG rating – now for the sixth year in a row. In 2021, Voith was rated B- forthe first time by the ISS agency and went on to repeat this rating in 2022 and again in 2023. The new
rating will be conducted in the fourth quarter of 2024.
In the 2022/23 fiscal year, we received a Silver Award in the EcoVadis rating for the first time, improving
our previous Bronze rating as a result of our improved sustainability performance. The new rating will
be conducted in the first quarter of 2024.

1.3 Values and compliance
How we see ourselves
Voith unites the tradition of a family-owned company with the needs and culture of a global organization.
Clear values determine the way we conduct our business: We are ambitious, innovative, reliable, fair,and sustainable. Our values and the guidelines we derive from them help ensure that Voith acts in alignment with a unified set of business principles worldwide and operates consistently by this philosophy.
Ambitious: We embrace challenges and set ourselves ambitious goals that enable us to grow bothas individuals and as an organization.
• Innovative: We want to turn ambitious ideas into innovative technology. To do this, we listen carefully,
examine ideas closely, and think outside the box. This way we experience at first hand the way inwhich the world and our customers are changing, creating solutions that add value, and setting new
standards in our markets.
• Reliable: As Voith employees, we constantly strive to earn the trust of our customers and partners
by only making promises we can keep. This enables us to build sustainable, long-term business
relationships.
• Fair: We meet all our stakeholders with respect, sincerity, honesty, and modesty. This is not a questionof mere compliance with rules and regulations, but constitutes our underlying philosophy.
• Sustainable: We are mindful of our responsibility to society and the environment in everything we do.
We want to use our technical innovations to contribute to global growth and prosperity. As a familyowned business, we strive for lasting financial independence.
•

The Voith Compliance Organization
The Voith Group has maintained a comprehensive Compliance Management System (CMS) for many
years now. Voith is currently engaged in expanding its CMS to better meet future statutory compliancerequirements.
The Voith Compliance Committee is responsible for drawing up, developing, and implementing ourCompliance Program, revising compliance regulations, and coordinating relevant training courses.
The committee meets monthly and comprises the Head of Group Legal Affairs (Chair), as well as the16Voith Sustainability Report 2023
1. Strategy and integrity

respective Heads of Group Human Resources Management and Group Auditing. The Chair of theCompliance Committee reports directly to the Corporate Board of Management of Voith GmbH & Co.
KGaA and to the Audit Committee of the Supervisory Board. The CFOs of the Group Divisions serveas Compliance Officers for their respective divisions. In addition, there are Compliance Officers in every
Group company; usually the CFOs perform this function in addition to their other duties. Depending on
the number of locations and Operating Units the respective Group company maintains, several individuals may also hold this role jointly to ensure that the Compliance Officers are as close as possible
to the operating business. Within their area of responsibility, the Compliance Officers are responsiblefor implementing Voith’s Code of Conduct (CoC) and also serve as points of contact.

Code of Conduct binding for all employees
As early as 1927, Voith committed to the following business principles: “In the business world one mustbe ethical, decent, and honest. If a contracting party or competitor behaves unfairly, this does not give us
the right to deviate from this principle.” These principles still govern the way we conduct business today.
The Voith Code of Conduct defines the way we act toward customers and business partners, as well
as how our employees behave toward one another within the company. It sets out clear standards thatare aligned with established external charters and principles.

Code of Conduct

We revised our Code of Conduct in the 2020/21 fiscal year. New content was incorporated into the Code,which came into effect upon publication in October 2021. The Code of Conduct is available online in a
total of 25 languages.
Key principles of the Code include:
•
•

•
•
•

•

•

•
•
•

•
•
•

Upholding fundamental human rights, fair working conditions, and rejecting child and forced labor
Protecting the lives and health of our employees, protecting the environment, and sustainablebusiness practice
Setting high quality standards for our products and the qualifications of our employees
Respectful treatment, tolerance, and safeguarding equal opportunities
Responsible handling of information, regarding confidentiality, data privacy and information security,
insider knowledge, and due reporting obligations
Law-abiding behavior toward the public, in particular the prevention of money-laundering and fullcompliance with import and export control regulations, and tax obligations
No corruption and bribery: neither offering, granting, or demanding bribes, nor accepting unfair
advantages
Respect for the rules of fair competition
No anti-competitive agreements
Safeguarding our own patents, industrial intellectual property, and trade secrets, and respecting thoseof third parties
Full transparency in donations and sponsorships
No undue preferential treatment of particular suppliers or service providers
Avoiding conflicts of interest

Voith Sustainability Report 2023
1. Strategy and integrity

GPC
General Purchasing
Conditions

Chapter
Products and supply
chains17

The Code provides specific information on correct conduct and points of contact. By signing their employment contract, all Voith employees confirm that they have taken note of the Code, insofar as the CMS
applies to the Group company that is employing them. In doing so, they undertake to comply fully withall prevailing legislation and the internal regulations in force at Voith – right across our global Group and at
all hierarchy levels. Breaches of the Code are met with disciplinary measures. We constantly update ourrules and procedures and adapt them to meet current requirements.
In conjunction with the General Purchasing Conditions (GPC), the Code of Conduct defines Voith’s basic
understanding of partnership-based cooperation with suppliers and sets out guidelines on dealing withcompliance issues, as well as environmental and social standards in the supply chain. Through the
GPC, the Code of Conduct thus becomes an integral part of our contractual relationships with suppliers.

Regular training on compliance topics
All Voith employees with personal access to the Voith IT network are required to update their knowledge of compliance issues and the Code of Conduct via our e-learning programs every three years.
For IT system reasons, some Group companies conduct independent e-learning programs. Throughtheir successful participation, employees document that they are familiar with the Code of Conduct andhave understood the corresponding regulations. Program participants are tested on the knowledge they
have learned during the training to ensure they have absorbed and understood it fully. Approximately
98 % of our employees with personal access to the Voith IT network have completed our programs on
Anti-Corruption and Antitrust Law, as well as on Leadership and Employees. It is the line manager’s
responsibility to instruct employees without such computer access on these topics and ensure that theirknowledge is kept up to date.
A Group Directive also stipulates that shortly after their appointment, Compliance Officers receive centralized
training from members of the Compliance Committee, among others. In addition, all managers on the upper
management levels are centrally prepared for compliance-specific tasks in a one-day training course,
entitled Compliance at Voith. Since the 2022/23 fiscal year, Compliance Officers must repeat this training
course at least once every five years.
Additionally, Voith employees who require special compliance expertise for their specific working area
also receive specialist training. This is mandatory for both Voith Group Purchasing and Group Sales
employees. These central events are organized by the Training Departments of the four regions EMEA,
APAC, and North and South America. The training courses are led by a member of the Voith Law Groupand a Compliance Officer. Typically, these three-module training courses are offered online over threeconsecutive days. The duration of each of the three modules is set at 120 minutes plus a break of 15
minutes. In addition, face-to-face training is offered at our Heidenheim location and at other locations
if requested by an Operating Unit.
Following an initial introduction, the Compliance at Voith training course covers topics such as whitecollar crime and fraud, measures to prevent corruption and antitrust violations, forced labor and humantrafficking, as well as correct conduct during inspections and investigations.

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Voith Sustainability Report 2023
1. Strategy and integrity

After their successful participation, employees in these areas are required to refresh and update theirknowledge every three years in an e-training course that includes numerous case studies. In addition, decentralized compliance training courses are held in Accounting and Master Data Management,
as there are specific compliance risks involved when releasing invoices or changing bank details, forexample. These training courses are conducted by the Heads of the Accounting Departments in the
Global Business Services (GBS) Divisions of EMEA, APAC, and North and South America, as well as
by the Head of the Master Data Management Department. While the decentralized training courses in
Accounting do not follow a prescribed cycle, the training courses in Master Data Management are held
on a regular schedule.

Fact baseCompliance training

In the reporting year, we held regular face-to-face and online training sessions on compliance issues for
managers and employees in Sales and Purchasing. The 18 events were attended by 155 employees(previous year: 18 events with 372 participants).

Continual compliance reviews guarantee effectiveness
The Group Internal Audit Department examines observance of all compliance regulations in a routine
risk assessment involving around 30 Operating Units annually. We work continuously to optimize ourcompliance organization and adapt it to new standards and regulations.

Chapter
Responsibility in the
supply chain

To ensure their full compliance, we issue our business partners with clear regulations and require themto submit a self-assessment. Our comprehensive Group guidelines stipulate that all Sales agents andsales-oriented consultants are audited at the start and at regular intervals during the business relationship. The audit covers topics such as corruption, money laundering, and violations of foreign trade law.
Among other sources, it draws its comparative information from the database of an external service
provider that systematically evaluates numerous sources globally. Information about (criminal) convictions or imposed sanctions, such as blacklisting, is also available via the database. A Group Directive
makes the auditing of Sales agents and sales-oriented consultants mandatory; these Group guidelines
also apply to recently acquired companies.

No compromise against corruption
Voith will not tolerate any form of corruption or bribery. The Voith Code of Conduct explicitly stipulates
that decisions on the part of our business partners may under no circumstances be influenced by gifts
or invitations.
Gifts show our appreciation for our business partners. However, they are only permitted if they comply withthe rules of general courtesy and follow the accepted business traditions of the respective cultural environment. Furthermore, such gifts must not be suited, due to their value or in any other respect, to influencing
the actions or decisions of the recipient or to place the recipient under any form of reciprocal obligation.
The value limit for gifts is defined in the Group Directive on Gifts, Hospitality, Events. In principle, a value
limit of € 35 applies, which may only be exceeded in justified cases. Gifts of money are strictly prohibited.
All other forms of remuneration by Voith must also be reasonable and justifiable in terms of both reason andamount. In line with this principle, Voith employees may only accept occasional gifts of low material value.

Voith Sustainability Report 2023
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19

To ensure a consistent approach to combating corruption and other illegal or sanctionable behavior, allCompliance Officers are required to maintain a clearly defined Risk Control Matrix that includes potential
corruption risks for their Group unit, and to name and assess the risks identified. This structured process
covers all Voith locations worldwide and newly acquired companies are integrated into the process as
swiftly as possible. The results of all Group Divisions are aggregated and serve as a partial basis for centralized risk identification and internal compliance audits.
Our risk assessment is based on many factors, including the Corruption Perceptions Index (CPI) published annually by Transparency International. As our company maintains business relationships all over
the world, special precautionary measures apply to high-risk countries, whereby the responsible Risk
Management team decides on which measures should be taken.

Chapter
Responsibility in the
supply chain

Integrity check of creditors
In addition, Purchasing conducts an integrity check when a new creditor with a purchasing volume ofover € 25,000 is created. This check uses publicly available data to determine whether there have been
any compliance incidents in the past, such as fraud, corruption, or child labor.

Group-wide complaints procedure and Whistleblower Scheme

ComplianceHelpdesk andWhistleblower
SchemeFact base
Escalation channels
and points of contact
for complaints

In principle, anyone can address complaints to Voith or notify us of abuse or breaches of the Voith Codeof Conduct or applicable law, our own employees included. Such instances can be reported to a varietyof points of contact: a direct superior, an HR representative, the Compliance Officer of a Group company,
the Operating Unit (OU) or Group Division, any member of the Compliance Committee, as well as to oneof the five Group-wide Compliance Helpdesks. Staffed by local multilingual contacts and present in all thekey Voith regions – APAC, North and South America, as well as EMEA with Austria and Germany – thissystem is available to both internal and external whistleblowers. Details on how to contact these pointsof contact are provided to all employees throughout the Group in an appropriate way, including via theCompliance intranet page. The Compliance Helpdesk and the Whistleblower Scheme are also available
to all stakeholders via the Voith website.
An employee who has concrete evidence of a breach of the Code of Conduct and reports this suspicion
in good faith has no reason to fear any detriment whatsoever. This right is laid down in our Code of Conduct. If necessary, Voith will take appropriate measures in each individual case to protect the employee
reporting the suspected breach against any such detriment, for example in relation to career progression or bullying in the workplace. To the extent possible and permissible under law, Voith will maintainconfidentiality regarding the identity of employees reporting a breach or suspected breach of the Codeof Conduct and its guidelines. The same applies to the identity of employees investigating such a breachor suspected breach. We also follow up on complaints submitted anonymously via our Group-wide
Whistleblower Scheme with the number and type of violations documented centrally. To ensure that thestrictest confidentiality is maintained, information concerning the number and type of complaints is notdisclosed to external parties as a matter of principle.

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Voith Sustainability Report 2023
1. Strategy and integrity

Confidential treatment of information
Information security and protecting personal data are a top priority at Voith. Both topics are governedby corresponding Group Directives. Our employees are expected to display an appropriate awarenessof security and a sense of personal responsibility.
There were no notifiable breaches of data security in the reporting period. The processes implemented atour Data Center in Heidenheim, Germany, are certified according to international standard of the theInternational Organization for Standardization (ISO)/International Electrotechnical Commission (IEC)
ISO/IEC 27001.

Strict upholding of human rights
As a globally active Group, Voith upholds human rights as a matter of course. The framework for this isset out in the Voith Code of Conduct, which as a Group Directive is binding for all employees; recently
acquired companies are integrated into this process as swiftly as possible.
Voith rejects all forms of human trafficking, forced labor, and child labor and has issued a corresponding
Declaration in accordance with the UK Modern Slavery Act 2015, which is also based on the requirements of the UN Universal Declaration of Human Rights 1948, the California Transparency in Supply
Chains Act 2010, and the Australian Modern Slavery Act 2018, among others. This Declaration is
publicly accessible on the company website.

Declaration

We also ensure that our suppliers and business partners uphold human rights through our GPC. As partof this, we incorporate the assessments of our internal management systems such as the Risk Country
List into our planning of measures. If a supplier violates these rules, we reserve the right to terminate
the business relationship.
The German Act on Corporate Due Diligence in Supply Chains or, in short, Supply Chain Act (Lieferkettensorgfaltspflichtengesetz, LkSG) came into force on January 1, 2023. It obligates companies above
a certain size and with a registered office or branch office in Germany to fulfill specifically defined statutory
human rights and environmental due diligence requirements, and to anchor appropriate measures intheir supply chains and in their own business operations.
The due diligence obligations comprise establishing an integrated risk management system and implementing specific preventative and remedial measures. This also includes setting up a reporting andcomplaints system and a regular reporting process.

Chapter
Responsibility in the
supply chain

Voith rigorously implements these requirements. To prepare and analyze the necessary steps, a task
force comprised of experts from various specialist areas including Purchasing, Compliance, Quality,
Human Resources (HR), and Sustainability was set up in the 2021/22 fiscal year.

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21

Taxation
As a globally operating company, Voith is subject to the tax laws of many countries. We follow a veryclear path at Voith: 100 % compliance with all national and international statutory taxation laws andobligations. This is laid down in the Code of Conduct and the Group taxation policy, and is aligned withour corporate values and understanding of our social responsibility, which always includes fair andtransparent cooperation with all relevant tax authorities.
Central Tax Department with global policy authority
Voith has implemented a Tax CMS that we adjust continually to meet evolving statutory processes andtaxation framework requirements, as well as in response to other internal and external factors. In
addition to various risk-appropriate management procedures, training courses and other measures arealso carried out in the relevant areas, for instance on the topic of value-added tax (VAT).
Our central Tax Department has global policy authority to ensure full tax compliance across the wholeGroup. A complete list of the companies and countries in which the Group operates is set out in the
consolidated financial statements in which Voith reports on its tax position.
Transfer prices within the company are always based on the Arm’s Length Principle and comply withapplicable laws. Voith follows the OECD (Organisation for Economic Cooperation and Development)
standard and avoids implementing artificial structures that are created purely for taxation purposes.

Fact baseTaxation

Disclosure of tax positions
Voith reports in detail on its respective tax positions in the consolidated financial statements, in line withthe requirements of the International Financial Reporting Standards (IFRS). These tax-related statements
are audited in Voith’s consolidated financial statements.

1.4 Responsibility for society“Sustainable technologies for future generations” is our DNA at Voith. This also means that our company
assumes responsibilities toward society as a good corporate citizen. We aim to actively shape theenvironment in which we operate as a Group, and this is why we are also involved in donations andsponsorships. We are particularly committed to promoting science and research in the field of sustainable
technologies, as well as to the education and training of children, adolescents, and young adults. In
promoting sports and culture, we are mainly involved in the locations where Voith has deep roots, thus
contributing to an attractive living environment for our employees and their families.

Homepage#VoithCares

Many of our employees are also privately involved in projects that are particularly important to them
personally. As part of the #VoithCares campaign, Voith supports this commitment financially and promotes global projects that address digitalization, technology, innovation, decarbonization, and social
issues. In the 2022/23 fiscal year, we gave financial support of € 1,000 each to 50 projects as part of
the #VoithCares Program. These sponsored projects included the expansion of a school and a children’svillage in Uganda, support for the child protection association in Crailsheim, and for the “Heidenheim
for Ukraine” initiative.

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Clear organizational anchoring of our commitment – Group Directive
sets the framework
Our social commitment is managed by Voith GmbH & Co. KGaA, headquartered in Heidenheim, Germany.
Within the company, responsibility for Donations and Sponsorship is coordinated by Group Corporate
Communications. Since 2008, our Group Directive on Donations and Sponsorship has defined the typeand scope of our commitment and regulates the governing financial framework for our donations andsponsorships. In this way, we ensure that our donations and sponsorship expenditure is carried out
in accordance with all relevant legal provisions, that it strengthens our company’s reputation, and is apositive fit for our company’s brand positioning.
Our funding priorities:
Education, vocational training: promoting future generations• Science and research: promoting sustainable innovations and technologies• Social: supporting disadvantaged social groups and social institutions• Sport, arts, and culture: local commitment at Voith’s locations worldwide•

Strict selection criteria, prescribed approval process, regular controlling
The Group Directive also sets out clear guidelines for selecting which projects to fund. For approval, alldonations require strict compliance with the Voith Code of Conduct and all applicable laws. In addition,
they must be compatible with Voith’s DNA, corporate values, and corporate culture, with a focus onregional projects close to our global locations.
The Group Directive prohibits donations to political parties, comparable party-political organizations,and sponsorship of the activities of such parties and organizations. Donations to private individuals arealso excluded. In addition, the Group Directive prescribes a clear approval process for donations andsponsorships.
Unless otherwise determined by the Corporate Board of Management, Voith’s donations budget isbased on the previous year’s Earnings Before Tax (EBT). In the reporting year this was limited to 1 % of
EBT. Internal controlling systems record our donation and sponsorship activities worldwide and acrossall Voith business units.
Once a year, the Head of Corporate Communications informs the Corporate Board of Management on
the use of Donations and Sponsorship funds throughout the Voith Group. Individual Group Divisions
or local Voith companies can also initiate and carry out their own support and sponsorship projects,
provided they comply with the requirements of the Group Directive on Donations and Sponsorship andhave been endorsed in the approval process specified therein.

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23

Creating transparency: entry in the German Federal Parliament lobby
register
We always consider our activities as a company within the context of societal developments. For instance,
we participate in public debates and contribute our expertise to political decision-making. We are convinced that our specialist knowledge makes an important contribution to meeting the current and futurechallenges facing society in a positive way. What is more, we want to ensure that the legitimate interestsand views of our stakeholders are represented in political and societal dialog.

Fact base
Membership ofassociations

Based on this understanding, we want to enable a comparison of opinions and positions through thetargeted transfer of knowledge into politics, thereby supporting the practical implementation of projects
and laws. Voith performs these tasks through its memberships in industry associations and other interest
groups. In addition, we foster a direct exchange with multipliers.
Voith defines its corporate values and clear rules of conduct in its Code of Conduct. These include
avoiding conflicts of interest and preventing and combating corruption. All employees are obliged tocomply with the Code and are held accountable if they violate its principles.

Entry in the lobby
register of theGerman Federal
Parliament

The entry in the German Federal Parliament’s public lobby register clearly identifies those Voith employees
entrusted with representing its interests, the respective interests and projects themselves, and the ways
in which Voith represents its own interests. In addition, the lobby register also creates transparency
regarding public sector subsidies and donations from third parties. In the 2022/23 fiscal year, Voith did
not receive grants, subsidies, or donations worth more than € 20,000.
Founded in 1953, the Hanns Voith Foundation forms the focus of our social engagement. With its
slogan “Creating opportunities, shaping the future”, the Hanns Voith Foundation regularly supports alarge number of local and cross-regional initiatives, and is an important instrument for fulfilling our social,educational, and cultural responsibility to our workforce and to society as a whole. The Foundation
supports projects through the #VoithCares Program, for example, as well as further projects initiatedby employees, for instance in Brazil and China.

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Voith Sustainability Report 2023
1. Strategy and integrity

Hanns Voith
Foundation

Hanns Voith Foundation
Success in business carries an obligation and the Voith family has always understood this. Alongside
the needs of our customers, the welfare of our employees and responsibility to society have always
been close to the Voith family’s heart. Dr. Hanns Voith (1885-1971), who headed the company foralmost 60 years, played a major role in the company’s societal engagement. Founded in 1953 to institutionalize community involvement within the company, the independent, non-profit Hanns Voith
Foundation continues Dr. Voith’s extensive engagement today.
The Hanns Voith Foundation has been an important instrument ever since in enabling Voith’s shareholders
and the Voith Group to demonstrate their responsibility to society and to their employees in the areasof social, educational, and cultural policy. The Foundation supports projects in training and education,science and research, as well as in culture and the environment. It also promotes measures that support
international understanding and developmental aid, as well as projects based on the teachings of Rudolf
Steiner and similar modes of thought.
For instance, the Hanns Voith Foundation supports the training and education of underprivileged andgifted young people from the Heidenheim area, as well as underprivileged and gifted employees of ourVoith Group companies and their children. This includes contributions to enable them to study andcomplete science, engineering, or economics degrees at universities and technical colleges.

Fact base
Donations andsponsorship, Hanns
Voith Foundation
donations andsponsorship, financial
contributions topolitical parties
and party-politicalorganizations

Our engagement activities in the reporting period
Voith invested around € 3.13 million in social engagement activities in the reporting period (previous
year: € 2.79 million). Of this figure, € 1.53 million was in the form of donations, with € 1.41 million in
cash donations and € 0.12 million in donations in kind. Sponsorship measures accounted for € 1.6 million.
We spent the greatest share on 69 projects in the education sector (25 %) and 51 social projects (30 %),followed by 29 sports projects (40 %) and 22 cultural projects (5 %).

Local priorities in our sports commitment
We believe that supporting local initiatives is an investment in the quality of a location, which benefits
the region’s citizens and our employees. Through this, we intend to increase the attractiveness andrecreational quality of our locations for our employees. This is why Voith sponsors professional andamateur sports, and assists various sports clubs and events worldwide, with a particular focus on
Heidenheim, Germany.
For instance, Voith is a long-standing supporter of the professional soccer club 1. FC Heidenheim 1864 e.V.
We also sponsor the fencing center at the Heidenheim Sports Association, Heidenheimer Sportbund
1846 e.V. (HSB) and the local HSB baseball team. Together with its sponsorship partners, Heideköpfe
Heidenheim baseball club and Heidenheim fencing center, Voith once again organized camps as vacation
care for the children of Voith employees in the reporting year.

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25

Multifaceted engagement for education
We support kindergartens, schools, and universities around the world, as we firmly believe that only agood education and proper training can give people the basis they need for optimal personal development.
This firm conviction has a long tradition with us at Voith.

Knowledge factory

An education, vocational training, and further education offensive is required to counteract the prevailingshortage of skilled workers. We are actively involved in pushing this forward – also as a partner andfounding member of Wissensfabrik, Unternehmen für Deutschland e.V. The aim of this non-profit initiative
is to get more children interested in science, technology, engineering, and mathematics (STEM) subjects
and foster entrepreneurship in Germany.

Promoting culture at our Heidenheim location

Vacation camp forchildren

We want to give as many people as possible access to cultural life. In this reporting period, we once
again provided financial support to various institutions in Heidenheim, including the Opera Festival. For
the second time, we organized our own performance, for which tickets were mainly made available toVoith employees. We also organized a vacation camp for children, the Kunst Kids Camp, in Heidenheim.

Commitment to integration
Voith has stood for global social commitment that improves living conditions and promotes intercultural
exchange for many years. For instance, Voith is one of the initiators of the German industry integration
initiative “Wir zusammen” (Us together), dedicated to helping refugees integrate into German society.
Voith provides places on a vocational training course for young refugees. Furthermore, Voith encourages
young people in gaining intercultural experience at an early stage in cooperation with the non-profit
youth exchange organization, AFS Interkulturelle Begegnungen e.V. (AFS Intercultural Exchange). For thisreason, with the support of the Hanns Voith Foundation, Voith will once again award partial scholarships
for a stay abroad in the 2023/24 academic year, preferably in Brazil, China, or the USA. Scholarship
holders will spend the 2023/24 academic year with a volunteer host family and Voith will contribute up
to € 4,500 per scholarship holder.

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Voith Sustainability Report 2023
2. Employees

2. Employees
2.1 Management approach
Our greatest strength at Voith lies in the skills and motivation of our workforce. To enable our employees
to develop their potential even more fully, we create an environment for them that is highly innovative
and agile, focused on customers and results, and based on reliability paired with open and trusting
cooperation.
Equal pay for equal work is a matter of course for us. The same applies to paying collectively agreed
salaries at all our locations that are bound by collective bargaining agreements. Moreover, we use theWilson Towers Watson Grading System to ensure a fair system of remuneration in line with the market.
Against this backdrop, we continue to take a targeted approach to developing our corporate culture, atask in which the behavior of our managers plays a central role. This is why we consider the topics ofleadership and culture as a single entity and have developed a corresponding framework to guide our
employees and managers (as illustrated below).

Sustainable technologies for future generations

Expected
Behaviors

I develop my people

I deliver solutions

I am accountable

I love my customer

Leadership
Competences

Transform

Connect

EnableBasic
Competences

ExploreCollaborate

Achieve

ValuesInnovative

Reliable

Sustainable

Ambitious

Voith’s corporate values underpin our corporate culture. It is from these values that we derive the competencies we require and foster in our company. Fundamental competencies such as the willingness
to break new ground and learn from mistakes (Explore), to generate ideas and solve problems together(Collaborate), and to take personal responsibility and accomplish objectives (Achieve), go hand in handwith core leadership skills. It is therefore our managers’ responsibility to promote employee willingness
to initiate and implement change to facilitate innovation (Transform). To this end, we work on creating
an environment where transparency and openness (Connect) prevail, and in which employees can
succeed (Enable). These competencies are intended to enable our managers and employees to act
in accordance with our Expected Behaviors, which ask each and every employee to implement – andwhich they should also require of their colleagues.

Voith Sustainability Report 2023
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27

Sustainable organization of HR services
We have continued to digitalize our HR processes over recent years to meet our employees’ needs as
quickly, comprehensively, individually, and efficiently as possible.
Using modern service platforms (SAP SuccessFactors and UKG PeopleDoc) employees can obtain
information on all topics relating to their employment contracts. If they wish, they can also trigger theappropriate digital service, for instance applying for special leave or revising their development plan with
their manager. A growing number of these services are offered on a self-service basis via systems thatare always accessible and are highly intuitive to use.
HR services are provided via six service lines (Recruitment; Further Education/Training; Global Secondments; Payroll Accounting; Company Pension Plans; Document Management) in four regional HR Global
Business Service Centers. This structure ensures that the available expertise can be deployed correctly.

2.2 Voith as an employer
Voith’s business model is geared towards the long term – a principle that includes our employment
policy. As a reliable employer, we wish to live up to our responsibility as a family-owned company. We
offer our employees job security and career prospects, at a time when the external conditions for theiremployment are subject to a variety of changes.

Number of employees
Headcount

Fact base
Workforce structure,
employees by
employment type

20,37820,491

23,1082020/212021/222022/23

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Voith Sustainability Report 2023
2. Employees

Safeguarding the rights of all employees
Voith offers its employees fair working conditions that comply with all statutory requirements. This principle reflects Voith’s fundamental commitment to upholding global human rights, a commitment that isfurther expressed in the Voith Code of Conduct that applies across our global Group. A section of theCode is dedicated to the topics Respectful Interaction, Tolerance, and Equal Opportunities.

Chapter
Values andcomplianceFurther sections of the Voith Code of Conduct address how cooperation between different parties at Voith
should be structured while upholding the rights of all employees. As a matter of course we prohibit all
forms of forced and child labor. In structuring working conditions at Voith, beyond directly applicable laws
we are guided by the principles of the International Labour Organization (ILO) as well as further national
and international organizations. Furthermore, we view trusting collaboration with employee representatives
as a key prerequisite for our company’s long-term success. The framework for this is set out in the Codeof Conduct and the Group Policy, which Voith employees must adhere to upon signing their employment
contract. In these documents we explicitly commit ourselves to not obstruct lawful employee representation in any form, such as obstruction of freedom of association or collective bargaining agreements.
Breaches of these regulations can be reported via the grievance procedures of our Whistleblower Scheme.
Secure and transparent employment relations through collective agreements
We offer our employees working conditions that in many instances exceed the statutory requirements.
Most of the employment contracts of our global workforce are covered by collective bargaining agreements. These give our workforce security and clarity regarding pay, working hours, and vacation entitlement. Employee representatives are always involved in discussions between the Corporate Board ofManagement, local HR departments, and employees. At numerous Voith locations, our employees are
represented by elected Works Councils, which are involved both in personal actions specific to individuals and in negotiations regarding local company agreements.
Involvement of employee representatives in fundamental decision-making
In Germany, in addition to the respective local Works Council committees, a General Works Council operates
at company level, while a Group Works Council is in place for the Voith Group. Furthermore, for companies
within the European Union (EU) there is a European Works Council, the Euroforum, at Group level.
The respective Works Council committees and their members represent the interests of the workforce visà-vis the company. They serve as employee contact points, to which employees can refer perceived infringements of their rights, for example.
Our Corporate Board of Management or the local management team communicate fundamental changes
to the committees and employees in a timely and proactive manner. Voith uses various communication
channels to do so, in particular our intranet, video and telephone conferencing facilities, and written notices.
Collective agreements to safeguard locations in Germany
In Germany, in the event of fundamental company changes, the decision-making process is subject tothe provisions of the Works Constitution Act. Implementation of the measures adopted is monitored by
the respective location’s Works Council. This is exemplified by our legally binding collective bargaining

Voith Sustainability Report 2023
2. Employees

Fact baseDetails on upholding
the rights of
employees,
measures forsocially responsible
restructuring and job
security

29

agreements to safeguard Voith locations in Germany, namely those in Heidenheim, Sonthofen, andCrailsheim. By refraining from making operational redundancies, we implement the necessary workforce
reductions in the most socially responsible way possible.
In addition to the employee representatives mentioned above, there are various committees, networks,
and employee advocacy groups at Voith, all of which comply with regional legislation. Some of thesewere initiated by the employees themselves. Examples include the Representative for Severely Disabled
Employees, the Trainee Council, the Senior Executive Representation Committee, the Supervisory Board
set up in accordance with the 1976 German Codetermination Act at Voith’s head office, and the Voith
Women’s Network.

Performance-based and market-driven remuneration
Voith ensures fair and market-driven remuneration for the work performance of all employees. To this end,
we rely on an internationally standardized job evaluation system, unless already covered by a countryspecific evaluation system. This ensures market-based renumeration and salary development, in addition
to a fair and transparent evaluation of roles, for example using country-specific salary benchmarks.

Fact base
Expenditure for
employees

The analyses currently available to us, especially for our core countries of Germany, the USA, China,
and Brazil, confirm this. Individual remuneration is based exclusively on the requirements of the position,
professional qualifications, and performance. Differentiation of individual remuneration based on origin,gender, religion, or other personal characteristics is not tolerated at Voith.

Diversity in unity
Voith employs people of all genders and numerous ethnicities, who are at different stages in their career,and bring with them diverse life experience. We firmly believe they should all have the same opportunities at Voith. With this purpose in mind, we signed the German Diversity Charter in October 2018,
committing ourselves to promoting a culture of appreciation and creating a working environment thatis free from prejudice. This aspiration is supported by our Diversity and Inclusion (D&I) program, which
has been continuously developed since its introduction in 2012/13.
We understand diversity as recognizing and embracing the uniqueness of our employees in the aspectsof sexual identity, age, nationality and ethnic origin, skin color, language, religion, education and professional
experience, as well as other personal differences, such as family status, social background, beliefs,
health status, and physical and mental abilities. We are convinced that these multifaceted dimensions,combined with varied experiences, talents, and strengths engender a diversity of ideas and thereby
enable an inspiring and innovative corporate culture to arise. Inclusion stands for the appreciation ofthis kind of culture – through open, respectful cooperation that enables every person to develop theirpotential freely and contribute different perspectives, ways of thinking, and approaches.

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Voith Sustainability Report 2023
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Internationality – more than just an aspiration for Voith
Our company’s international nature is reflected in our employment structure: Employees from 110 different
nations work at Voith, and the Voith Senior Management Circle as our top management level also has
an international composition, with 88 members from eleven countries. Voith deliberately promotes
cultural diversity, thereby enhancing international cooperation and mutual understanding at all levels of
our company. In the past fiscal year, 83 employees were abroad on international secondments. These
secondments enable employees from different regions and of different nationalities to enrich theirinternational careers and the company as a whole. Moreover, we offer our employees interculturaltraining and language courses to promote their knowledge, tolerance, and communication skills.

A clear position against discrimination and for equal opportunities
As an internationally operating company, Voith can only be successful if our working environment isunderpinned by equal opportunity, as well as by mutual respect and appreciation. Our Code of Conduct
takes a clear position against discrimination toward our employees and business partners.

Chapter
Values andcompliance

The Voith Compliance Organization monitors the implementation and enforcement of our Code of Conduct.
Reports of violations of the Code are recorded and tracked via the Group-wide grievance procedure. In
addition, there is a dedicated Diversity and Inclusion (D&I) email address that employees with complaints
or requests for assistance can use to contact the Voith D&I team.
The aforementioned principle of zero tolerance for discrimination is binding for all employees and istranslated into specific behaviors by the Corporate Board of Management in our Diversity and Inclusion
Declaration to ensure equal opportunities for everyone in the company.

Diversity andInclusion
Declaration

As formulated in the Declaration, this principle applies regardless of age, gender, ethnicity and nationality,
disability, personal and social background, gender identity and sexual orientation, political opinion, religion,
culture and ideology, and expressly includes all vulnerable groups. Furthermore, the Declaration confirms
our aspiration to administer all aspects of employment, from recruitment, through training, appraisals,
and promotions, to employee conditions and benefits, in a fair and impartial manner.
In the Declaration, our Corporate Board of Management emphasizes the great importance of diverse
teams and the creation of a working environment of mutual respect and appreciation. Managers in particular are expected to foster their team members’ development, support good cooperation – including
across borders – and drive their teams’ willingness to transform. This attitude is further emphasized
by the fact that the Voith Group President and CEO promotes and supports the topic of Diversity andInclusion and all relevant activities within the company as a sponsor.

Voith Sustainability Report 2023
2. Employees

31“Each of our employees is unique due to their different backgrounds, experiences, perspectives, and strengths.
We appreciate this diversity and promote equal opportunities, because we are convinced that diverse teams
boost innovation, help us to truly understand our customers’ needs.”
Dr. Toralf Haag
Voith Group President and CEO, Global Sponsor for Diversity and Inclusion

Global Diversity and Inclusion program with local direct contacts
Our Diversity and Inclusion program comprises not only the consistent sensitization of all employees,
but also the implementation of specific measures (see below). The relevant topics are shared with contacts
at the respective locations by the Regional HR Business Partners as well as by the D&I Managers andAdvocates in the regions. Group Human Resources coordinates the program and defines globally
applicable standards, ensuring we take a uniform approach and disseminate best practices across theGroup. At the same time, we take account of the varied challenges we face worldwide.

Measures to increase diversity and equal opportunities
An important element of our D&I program is optimizing our HR processes to counteract unconscious
bias. To this end, we continuously drive forward the Group-wide standardization and objectification ofinternal procedures when selecting and promoting employees in the context of recruiting and talentdevelopment – for example, through 1+6+3 tests and potential interviews, as well as through management audits when seeking to fill management positions.
When selecting applicants, in addition to the professional qualifications required by the position, a decisive factor is whether their way of thinking and working matches our corporate culture. Our global interview
guide for job interviews is therefore based on the competency model. The guide includes standardized
questions and clear criteria for evaluating applicants’ answers, making it possible to select candidates
more objectively. In the 2021/22 fiscal year, we also introduced talent management tools using objectified criteria to create equal opportunities in talent development.
Management training on Diversity and Inclusion
Over recent years, our managers around the world have received training in mandatory workshops on theimportance of D&I and how to implement it in their own actions. There is also a mandatory D&I training
module in our Management Development program. In addition, managers have access to a toolkit on thecompany’s SharePoint platform, which provides ideas for measures and activities to put D&I into practicein their day-to-day working life, in their teams, and to help them reflect on their own management style.

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Voith Sustainability Report 2023
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Continuous global information on Diversity and Inclusion
We keep our employees regularly updated about D&I through global communication campaigns andlecture series. Furthermore, as a signatory to the Diversity Charter, Voith has taken part in German
Diversity Day since 2019. As in the two previous fiscal years, this day was expanded into a global D&I
month in 2023 to facilitate intensive exchange in regional and global, self-directed workshops, giving
employees the opportunity to learn with and from one another, and to network with colleagues. In addition,
employees can get involved in regional Employee Resource Groups (ERGs) and actively contribute tospecific D&I topics via these networks. This approach is supported by digital tools and formats that
promote communication and networking across hierarchies, regions, and Group Divisions. Finally, ane-learning module on the topic of unconscious bias is available worldwide.
Measures to boost women and girls’ interest in technical professions
Women are still underrepresented in technical apprenticeships and higher education programs. For thisreason, Voith is involved in a variety of measures around the world that are aimed at increasing girls’
and young women’s interest in technical professions. For example, we have been participating in Girls’
Day and the Girls’ Academy for many years. We are also involved in various initiatives run by the State
Ministry in Baden-Württemberg with the aim of encouraging more girls and women to STEM professions
and increasing career opportunities for women, including those that are returning to work.

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Increasing female manager numbers
We are implementing a wide range of measures to increase the percentage of women, and more specificallythe proportion of female managers in the company. These include, for example, HR marketing activities
aimed at sparking women and girls’ interest in STEM professions and at positioning Voith as an attractive
employer for women in particular. Furthermore, we are working on promoting equal opportunities at allstages of a career at Voith. This includes standardization of the interview process and ongoing flexibilizationof our working models. These efforts are supported by internal regional women’s networks that offer
various initiatives such as mentoring programs, networking events, and training courses. For example,
we have been part of the Women & Work Network and Social Bee’s Female Accelerator Program since
this fiscal year.
Our commitment is also gaining recognition outside the company: Voith was listed as a Top Employer
for Women in German Brigitte magazine’s Employer Study for the third year in a row. Since 2020 wehave also been included in the Financial Times list of Europe’s Diversity Leaders.

Fact base
Diversity inmanagement andin the workforce

As of September 30, 2023, the proportion of female employees in our workforce rose by 5 % to 19.4 %(previous year: 18.4 %). In the Voith Senior Management Circle, the proportion of women rose to 13.6 %(previous year: 11.8 %). Finally, the proportion of women in middle management positions at Voith roseto 11.9 % (previous year: 10.6 %).

2022/23

Proportion of women by management levelin %2021/22

Executive Management,
Senior Management Circle
Upper management
Mid level management

12.5

11.1
8.0

10.3
11.9
10.6
19.4

All other employees
New hirings

18.4
17.6
16.9

Improving work-life balance

Fact baseFlexible working timemodels, parental leave

Voith sees itself as a family-friendly company, an understanding that is embedded in our Group-wide
guidelines to ensure a flexible and family-conscious work culture. We work to familiarize all our managers
with the need to maintain this work culture through ongoing communication measures to achieve ourstated goal of offering our employees an attractive working environment. This includes offering flexible
working models that are compatible with different life situations. Indeed, 72 % of our employees are
already largely free to organize their working hours flexibly. In consultation with their supervisors, they
can agree individual models ranging from the use of flextime, part-time work, job sharing, and sabbaticals,
to remote working.

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Voith Sustainability Report 2023
2. Employees

Welfare counseling for occupational stress and private challenges
Voith also offers welfare counseling at various locations. This gives employees a framework in whichto address both occupational stress and private challenges in dialog and find a mentored approach toresolving these issues. The use of counseling helps ensure employees’ ongoing wellbeing, enabling them
to better manage their professional tasks and achieve high performance levels. Thanks to our cooperation
with an external service provider, our employees in Germany can obtain information and support relating
to the care of family members and children.

MyDialogue as a standardized management tool
We are convinced that an essential key to workforce motivation and satisfaction lies in good communication
between managers and employees. This is why we intend to establish an ongoing dialog on skills andinterests, event-related feedback, and a constructive no-blame culture within the company. The aim is
to give all employees the opportunity to talk to their managers in a structured manner several times a year
about goal achievement, changes in behavior, and what support options are available to them. These
discussions generally take place at the beginning and at the end of each fiscal year, or whenever it isconsidered appropriate from the employee’s or manager’s point of view. In so doing, our aim is to go
beyond simply agreeing on performance objectives and focus more strongly on the way in which thesegoals can be achieved. Since the 2021/22 fiscal year, the established leadership tool MyDialogue has
provided the basis for ongoing, ad-hoc discussions between managers and employees to take placesystematically throughout the organization.

Fact base
Employee turnover,
new hirings

If employees leave our company of their own accord, we investigate their motivation for leaving to identify
potential for improvement. Overall, the Group-wide employee turnover rate fell to 11 % in the reporting
period (previous year: 12.1 %). 5.3 % of employee turnover (previous year: 5.8 %) was due to employees
terminating their employment contract.

2.2.1 Attracting and promoting talent
Against the background of a general labor shortage, Voith works tirelessly to strengthen our employer
brand. Our careers website plays a key role here as an important component of employer branding. In
the reporting period we focused on redesigning our existing careers website. Our aim is to offer website
visitors an intuitive platform where they can easily find all relevant information about us as an employer.
Furthermore, we have continued to expand our social media activities to give potential employees anauthentic impression of working life at Voith, including posting success stories, company events, andemployee portraits. Finally, after two years of restrictions brought about by the Covid-19 pandemic, wewere once again able to have a more frequent in-person presence at events and career fairs.

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Training leadership
The professional development of our executives is of great significance within the overall strategy of ourtraining and development measures. We pay close attention to the emotional bond and adaptability of
our employees, by which we mean those aspects that are influenced more by intrinsic motivation thanby purely technical skills and abilities. With training courses on specific leadership challenges and topics
such as Remote Leadership and Leadership and Health, we aim to meet the highly complex challenges
of modern leadership.
With the goal of developing strategic competencies, we established a standardized leadership modelin the 2020/21 fiscal year, based on the new leadership skills Enable, Connect, and Transform, andsuccessfully trained almost 3,000 managers as part of our e-learning program. In a survey of all managers
conducted in the fiscal year 2021/22, 75 % stated that the 3 x 2 leadership model supports them effectively
in their leadership responsibilities, while 81 % recommended the e-learning program. Specific improvement
measures were also derived from the survey. For example, we developed further training presentations
on core topics, which are regularly provided to all managers. In this way, managers’ understanding of
the new leadership model is constantly consolidated.
Finally, our leadership training for all new managers, the Leadership@Voith Fundamental Program, wasadapted to the leadership model in the 2021/22 fiscal year.

Promotion and development schemes for employees and emerging talents
Our talent management measures aim in particular at identifying employees with leadership potential
and promoting their advancement in a targeted manner. We intend to improve the selection quality ofleadership talents through objective potential assessments, not least to fill leadership roles more quickly
and more transparently via a pool approach. Our overall aim continues to be to fill the majority of ourleadership positions from within our own ranks.

Average training hours per employee

6.2
5.8
5.5

2020/212021/222022/23

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Voith Sustainability Report 2023
2. Employees

Total training hours

126,339

127,5802021/222022/23

118,178

2020/21

Fact baseTraining and further
education hours byhierarchical employee
category

Employee training and further education is a top priority at Voith. The focus of our attention is on thecontinuous development of our employees’ skills through a wide range of training programs in the areasof leadership and social skills, as well as building their methodological and specialist knowledge. This
includes, for example, our functional training models for Sales, Purchasing, and Product Management.
Using train-the-trainer programs, we create a high level of internal participation in skills transfer, making
use of the full range of internal and external classroom and e-learning formats. There are also programsfor specific Group Divisions, such as the Paper Academy: New starters at Voith Paper as well as Service
employees can acquire paper production skills and knowledge via a portfolio of online and classroombased training courses, with each course building on the knowledge acquired in the previous one.
In the 2022/23 fiscal year, Voith employees completed an average of 5.5 training hours, compared to 6.2
in the previous year. This only includes the systematically recorded and thus evaluable training hours;
additional training measures such as on-the-job training are not included in this figure.
Continuous improvement of our training program
Voith works continuously on improving our training program. For this reason, we ask participants about
their experiences after each training course, and provide these insights to the trainers and to HR. In
addition, an assessment is obtained from the respective manager as a means to evaluate the successof a measure from different perspectives.
With the Talent Program for the EMEA region, Voith provides a Group-wide offer that is specially tailoredto graduates and applicants with their first professional experience. The three programs, GROW, DISCOVER,
and INNOVATE, meet the different needs of the emerging talents, as well as the company’s requirements.
The candidates work on strategically relevant and stimulating projects in an international context. Over thecourse of the program, they build up a network while also tackling innovations and future topics.
Systematic preparation of talents for management and leadership responsibilities
In this reporting year, the Voith Paper Talent Board once again gave emerging talents from Germany
the opportunity to work together on specific project tasks with a strong strategic focus, that were either
defined by the Corporate Board of Management or proposed by the emerging talents themselves. As
part of the program, they were able to reflect on the results with the Corporate Board of Management,
and to prepare themselves for future management and leadership responsibilities. Personal mentoring
and the option to attend a leading business school rounded off the program.

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At Voith Turbo, talent is promoted through collaboration in strategic, mostly international, cross-functional
projects. Job rotation, international secondments, and intensive mentoring in an international context
also support the development of high-potential employees. In terms of strategic skills development, inrecent years several employees have been given the opportunity to combine a part-time master’s degree
in e-mobility at the universities of Ingolstadt and Aalen with their work at Voith.
Cooperation with GIZ for prospective African leaders
Voith also takes part in the AFRIKA KOMMT! (Africa is coming!) initiative, a training program in cooperation
with the German Federal Enterprise for International Cooperation (GIZ GmbH). The aim of the programis to train future African managers in the company. A key component of the annual training initiative,
which Voith, as a GIZ partner, has supported through a scholarship company since 2008, is an eight-monthtraining course in our Group.
Our long-term objective is the permanent acquisition of African talents to strengthen our businessactivities in Africa. The high demand for hydropower plants in particular offers many opportunities for
Voith in Africa, while at the same time the realization of these projects on the ground helps drive local
development.

High aspirations – high levels of training
Voith has been committed to providing world-class vocational training for over 100 years. Interdisciplinary learning and the integrated provision of social and specialist expertise are especially important tous. We are equally committed to providing training at our international locations.
Voith’s largest training facility outside Germany is our Training Center in Kunshan, China, where we provide vocational training based on the German dual-study system, adapted to local requirements. In Brazil,
too, where in 1964 Voith opened its first plant outside Europe, we have been providing training for many
years. Meanwhile in São Paulo, we offer a typical two-year, dual-study program for young people over
the age of 15 in cooperation with local educational institutes, which regularly produces exceptionallywell qualified young technical talents.
Our training portfolio is as focused as possible and concentrates on technologies and developmentsthat are relevant to Voith. The objective is to provide graduates with the best possible preparation for
their employment with Voith. Part of this preparation is a focused onboarding process that ensures aseamless transition between training and the target position. Voith apprentices and students are regularly among the best in their class.

Vocational training
and dual-study
program at Voith

In the 2022 reporting year, the Hanns Voith Special Vocational College looked back on what is now asuccess story that spans 50 years. Every year, approximately 30 young people with special needs starta year of pre-vocational education here. More than 80 % of graduates then go on to vocational training
in the East Württemberg region.

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The Baden-Württemberg Cooperative State University (DHBW) has been a strong partner of ours in theacademic training of emerging talent for over 40 years. It offers more than ten different courses at five
university locations. The education links theory with practice and is combined with time spent abroad ora cross-location assignment. We also offer dual-study programs with selected universities. We regard
the dual-study program as an important pillar in securing the next generation of leaders at Voith.

Fact base
Vocational training

For more than ten years, Voith has partnered with Steinbeis University on two different management
degree courses, as well as with the DHBW Center of Advanced Studies in Heilbronn on a range oftechnical degree courses.

2.2.2 Occupational health and safety

Fact base
Certifications

Occupational health and safety are a top priority at Voith. By taking a responsible approach to designingworkplaces and processes, we work to prevent accidents and work-related illnesses as far as we can.
Our divisional HSE (Health, Safety, Environment) organization with its shared services structure offers
the best basis for comprehensive support of our individual locations and regions. Almost 80 % of ouremployees, a figure which comprises almost all employees at our large production locations, already benefit
from a standardized occupational safety management system, certified in accordance with ISO 45001.
Our occupational health and safety activities are concentrated in the central Quality & HSE (QHSE) Board,in which the HSE managers in the Group Divisions coordinate their activities. They report functionally to
the Global Head of Corporate HSE. In addition to a greater local presence, the aim is to offer specialist
support with a stronger product focus: Established processes serve to identify occupational health andsafety risks and hazards. The information is accessible to everyone involved and can be accessed via acentral system that allows knowledge and experience to be easily transferred between areas.

Fact base
Approach topreventing andhandling negative
health and safety
impacts

Our principal focus in the 2022/23 fiscal year was continuing our work on the main workstreams definedin 2021/22, which are as follows: reducing hazardous materials, developing an innovative training concept
for employees and managers, and formulating a communication roadmap. The status of these workstreams and other global HSE topics is monitored by the QHSE Board, which meets monthly.

Group Directive sets the framework for occupational health and safety
A Group Directive sets out the requirements and responsibilities for effective occupational health andsafety, laying down binding minimum requirements and standards for the Group. In the 2021/22 fiscal
year, the Standard Operating Procedures (SOPs) were superseded by work and process instructions
on occupational health, safety, and environmental protection (HSE) at Voith. They are supplementary to
the Group Directive and regulate how risk and hazard assessments are carried out, the organization of
hazardous material management, and the handling of topics such as radiation protection, ergonomics,

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and noise, as well as how to work with specific machinery. A separate work directive lists specific measures that are required for employees of external companies and visitors when entering Voith locations
with regard to work, health, and environmental aspects. The systems, processes, and responsibilities
for incident investigation and statistics are also regulated in a separate work directive to ensure that astandardized incident investigation and reporting system is in use and is implemented in all incidents.
Our system also deals with accidents involving employees from external companies and temporary
employment agencies, as well as our customers and visitors. In principle, while these rules apply to all
locations, the more stringent provision is always applied when reconciling the regulations with regional
requirements. Any separate agreements made with customers regarding occupational health and safety
are binding if they impose higher or more specific requirements. In the case of new acquisitions, therules are implemented successively and compared with the existing regulations.

Efficient IT system supports HSE activities
Chapter
Environmental
management
approach

We use our Group-wide hse+ IT system from Quentic, which is now also used in our smaller organizational units, to manage HSE.
As a fundamental principle, we attach great importance to the early involvement of Data Protection
Officers in all issues relating to HSE reporting, controlling, and communication. Since January 2022,
central legal databases are no longer accessible via hse+. Instead, local regulations are identified atcountry level and are translated into legal obligations.
Where prescribed, occupational health care is provided either in-house or by external service providers,
who are bound by medical confidentiality. In these cases, reporting is carried out in an anonymized
fashion, for example regarding numbers of vaccinations, screenings, and medical consultations.
The Environmental Risk Assessment tool that was rolled out by Voith in 2019 objectively identifies anddocuments various hazards at our locations and documents these daily. As with the other risk assessments, actions can also be assigned here, and their implementation tracked.

Joint task of occupational health and safety

Fact base
Employee representation on committees

Company agreements on occupational health and safety, as well as addiction prevention, supplement theprovisions of our HSE Group Directive at location level. A Safety Committee, which meets on a regularbasis, brings together employee and employer representatives at our major production sites to develop
the Annual Occupational Safety Program (Annual Program) and determine its implementation. We also
hold all legally required meetings (for example, OSC meetings in Germany).

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Voith Sustainability Report 2023
2. Employees

Occupational safety
Voith anchored the reduction of accident frequency and severity in our corporate objectives in 2009.
Since then, we have been able to significantly improve occupational safety at Voith.

Fact base
Occupational
accidents

Today, Voith ranks among the world’s leading companies in occupational safety across all industrial
sectors. This is confirmed by the frequency rate, which is calculated according to international standards. Accordingly, the number of accidents per 1 million working hours has decreased significantly byalmost 88 % from 13.9 in the 2008/09 fiscal year to 1.8 in this reporting year – a huge reduction andan excellent figure compared to the industry as a whole. By comparison, the average frequency rate
for companies in the Professional Association of Plant and Mechanical Engineering in Germany in 2022
stood at 20.41. Despite our global efforts on occupational safety, we were unable to match the positive
figures from 2022: The number of notifiable accidents in this reporting year rose from 61 to 75. Despite
this rise, we are still doing very well compared to the rest of the industry. We are working on identifying
accident focus areas and establishing safer procedures and processes through appropriate programs.
We are pleased to report improvements in the severity rate, which serves as a measure of the severityof accidents: At 362 lost hours (previous year: 492) per million working hours in the reporting year, we
registered the lowest figure in many years. There were no fatal accidents at work in this reporting year.
We intend to build on these successes by setting ourselves a higher target, as we are convinced that
it is achievable. In April 2023, a frequency rate of less than or equal to 1.5 was adopted as the newtarget for occupational safety. Attaining a value of 1.8, we narrowly missed achieving this target in thisreporting year.

Frequency Rate
Specific value of accidents per 1 million working hours

Severity Rate
Specific value of lost hours per 1 million working hours

537
2.1

492
1.8
1.6

362

Voith Sustainability Report 2023
2. Employees

Number of accidents

41

Number of lost working hours

79

75
20,025

61

18,252
14,8662020/212021/222022/23

2020/212021/222022/23

Comprehensive occupational safety program
Our occupational safety program applies to all Voith employees without exception. Executives withsupervisory roles carry a particular responsibility for occupational safety: They are responsible for risk
assessments, as they are best acquainted with the technical requirements as well as their employees’
level of training and experience. Furthermore, they have a clear duty to ensure that information andtargets are cascaded as prescribed: from the Corporate Board of Management, through the respective
executive levels, to employee level.
Regular sensitization to safety issues
Employee training and adequate communication of key developments also fall within the remit of executives
with personnel responsibility. Employees must be given documented instruction at least once a year,
using centrally prescribed training materials to support this process. Besides annual instruction, brief
information on the topic of HSE is published regularly, in some cases daily, and information sheets areavailable on selected aspects. Further topics arising from local accident analyses as well as topics ofgeneral relevance are communicated as part of the annual occupational safety program at our locations.
Online instructions supplement personal instruction
The use of our HSE software for online training continues to gain in importance, even if it cannot replacepersonal instruction by supervisors. Individual areas carry out online training courses that are tailored
precisely to their respective needs. This has proved particularly effective in communicating information
promptly and globally to both office-based and Field Service employees. We work to raise our production
employees’ awareness through five to ten-minute, high-impact presentations. Beyond the annual
instruction we provide, these presentations on current topics keep aspects of occupational safety firmly
present in employees’ minds as they perform their daily work. Various media formats are used to impartthis knowledge, including monitors, scrum boards, and other tools. At Voith, we document all instruction
sessions that are required by law.

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Voith Sustainability Report 2023
2. Employees

Training of experts in the regional HSE organization with hse+
We place particular emphasis on the training of our experts in the regional HSE organization. They havealready been rigorously trained on the use of hse+: We have used this online system since the 2015/16
fiscal year to display all key information on hazardous substances and risk assessments in a global,
standardized, and transparent manner, in addition to audit planning and audit results. While some ofthe hse+ modules are mandatory, they can also be flexibly utilized by the locations. To this end, we areworking on a work provision to describe the mandatory topics even more precisely.

Special responsibility in the field
Voith employees frequently take responsibility for compliance with occupational safety and environmental protection on construction sites or service calls, whether as supervisors without authority overother service providers, or by assuming full construction-site responsibility that includes authority oversubcontractors.

Documenting, analyzing, and preventing accidents
At Voith, we record accidents centrally so that the direct supervisor is reliably informed, and notifications can be published on the intranet via the WebApp. This also ensures that the Corporate Board ofManagement is informed within 24 hours in the event of serious incidents.
Investigation teams comprising the concerned persons, supervisors, and safety experts review anddocument the accidents. Particularly serious accidents are investigated separately a second time by
our global HSE team. A detailed description of accident definitions is provided in our Group Manual.
These are presented in such a way as to make them internationally comparable with other companies.
More effective accident prevention with the eVAP app
Our eVAP (electronic Voith Awareness Program) app actively involves employees in accident prevention.
The app lets them log potential accident causes quickly and easily, and forwards them to a central database. Pictograms facilitate operation and help break down any language barriers. The data is analyzed
automatically and published in target group-specific internal media along with appropriate instructions.
This helps us raise employee awareness of unsafe actions and situations before accidents occur. Furthermore, even more targeted prevention work is made possible thanks to improved data quality across all
sectors and countries. In the 2022/23 fiscal year, our HSE experts received an average of 1,010 (previous
year: 940) reports per month. This represents a further increase in the number of safety talks conducted.

Involvement of employees in safety risk information
To obtain information about safety risks directly and at an early stage, our employees are also questioned
during inspections and audits. Moreover, they can draw attention to occupational safety risks via theWorks Council.

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The safety talks serve to identify unsafe actions, get employees involved, and derive key action points. At
many locations, the findings feed into the annual occupational safety program. Routine communication
regarding safety issues, accident analyses, audits, and other measures enables us to ensure we remain
up to date on occupational safety and can take immediate action in response to serious accidents, orif specific types of accidents occur more frequently. In the reporting year, the number of audits carriedout was increased as planned. Additionally, we are enhancing content quality by fostering close contact
between the respective HSE experts and individuals involved in accidents.
Work has been carried out on further developing the eVAP app with the aim of being able to implement it
as widely as possible. Since December 2022, the app can also be used on devices that run on Android.
Our global communication has been intensified to reach as many employees as possible. In this context,
a message was posted on the Voith intranet to mark World Safety Day on April 28, 2023. It describedthe HSE goal that Voith is pursuing as well as the successes we have already achieved in this area. It
also described how everyone can make their own contribution to helping achieve these goals. The subject
was deliberated further in an internal podcast from June 2023, which examined the issues aroundbehavior, role models, and safety culture.

Occupational health

Legal requirementsfor occupational
medicine andhealthcare

We want all our employees at Voith to stay fit for work and retire healthy once their professional lives
are over. To comply with differing legal requirements and recognize cultural differences at our locations
in different countries, we always take a regional approach to occupational health management; one
which complies fully with the legal requirements for occupational medicine and healthcare. During thisreporting period, the focus has also been on returning to normal work processes following the end of
the Covid-19 pandemic. Employees still have the option of combining office attendance with remote
working, depending on their role and areas of responsibility. As increased numbers of employees aretravelling again, we have seen an uptake in the demand for travel advice and preventative health measuresin the field of travel medicine, partly as a result of differing requirements in the destination countries.
Wide range of programs, campaigns and health promotion offers
In 2021, the Occupational Health Management (OHM) Steering Committee in Heidenheim launched theVoith Health Initiative (Voith Gesundheitsinitiative, VGI). This brings together a program of campaigns
carried out selectively, as well as long-term health promotion offers. All health promotion programs are
made transparent and summarized on the VGI SharePoint site.
In addition to the many online offers with a focus on nutrition and sleep, special campaign days, skinscreenings, and flu vaccinations were again held on site in the 2022/23 reporting year. Our German
locations took part in discussions about standardizing procedures and exchanging information with theaim of maintaining knowledge exchange in the future.

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Voith Sustainability Report 2023
3. Environment

3. Environment
3.1 Environmental management approach
As a family-owned company, Voith is especially committed to avoiding environmental risks and to using
resources responsibly. Our ambition is to co-create a decarbonized industry that is fit for the digital age.
Here we focus in particular on energy and resource management. We have pledged to continually reduce
our energy consumption and corresponding greenhouse gas (GHG) emissions, to use work materials
and raw materials efficiently, and to avoid waste wherever possible. Our environmental goals also include
the continuous reduction of our water withdrawal and wastewater volumes.
Dual anchoring of environmental management
Our environmental management is organizationally anchored in two areas. In conjunction with Occupational
Health and Safety (HSE), in operational environmental protection we support our Group Divisions andlocations strategically and operationally in complying with and implementing environmental regulationsat global, national, and location-specific levels. In addition, Ecological Business Management (EBM) at
Voith identifies environmental and economic improvement potentials in our production processes, enablingthese to be harnessed and thus contributing directly to improving resource efficiency at our locations.

Highly effective environmental protection organization
A central approval process ensures that operational environmental protection processes and procedures
are uniformly organized at Voith. An HSE Group Directive sets out specific requirements for the organization of environmental protection at our locations, and this is supplemented by detailed work instructions.
In cooperation with Occupational Health and Safety, we have organized our corporate environmental
protection activities as a business partner structure, in line with the Group’s Shared Services system.
Responsibility for implementing these topics lies with the respective locations and the relevant operations managers, with the support of the environmental protection officers responsible for the locations.
Their tasks and specialist areas include emissions control and water protection, waste management,
hazardous goods and substances, as well as preventing incidents with a potential environmental impact.
The environmental protection officers also advise the operations managers on plant newbuilds andmodifications to existing plants, as well as approval procedures, and conduct regular location inspections and audits. In the Group Divisions, they ensure that the Group companies are provided with systematic support.

Fact base
Certifications

Overall, we are striving to achieve comprehensive ISO 14001 certification for as many of our locations
as possible. The current ISO 14001 certification coverage already stands at 81 % (previous year: 81 %)in relation to the number of employees.

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45

Globally standardized management approach for controlling resource
efficiency
Through a globally uniform management approach within the framework of EBM, we ensure that the same
standards are applied throughout the company, thereby enabling high data quality and comparability.
Today EBM has already been introduced at over 170 Voith locations. In recent years, we have expanded
our data collection coverage to now include smaller locations. The locations are advised by the EBM
Managers of the respective Group Division. The central Corporate Sustainability function coordinates
these activities and assumes responsibility for target controlling and reporting at Group level.
Green Controlling process
To achieve our ambitious climate protection goals, we rely on a Green Controlling process. With thisproven process, we manage resource efficiency activities by regularly comparing implemented and potential measures with the respective effort required to achieve set targets. This approach ensures continuity
in reviewing interim targets and allows us to intervene quickly and effectively if needed.

Fact baseHot-spot analysis
methodology

Hot-spot analyses support the EBM team in advancing specific and cross-location topics. For efficiency reasons, we focus on the largest consumption drivers in each case. To this end, all consumers atenergy-intensive locations are recorded and their energy efficiency is evaluated and collected into groupsof similar consumers. All consumer groups with a share of over 5 % of the total energy consumption of
the respective location are monitored monthly using energy performance indicators.
New locations integrated into reporting
A very high proportion of the energy used is required for infrastructure in the form of heating, cooling, andventilation. Particularly energy-intensive manufacturing processes include production, cleaning, painting,hardening, and testing. Our Energy Efficiency teams, that have been operating at the respective locations
since 2012, have been expanded to include additional teams at larger locations. All acquired companies
and locations were also included in the reporting system, so that the proven working methods of theseteams can be transferred to the new locations.
Twelve locations certified according to ISO 50001
Voith Turbo’s existing energy management matrix certification according to ISO 50001 was extended toinclude an additional location in St. Pölten, Austria, and now comprises a total of twelve locations outside
Germany, Sweden, and Austria. All Energy Efficiency teams work according to the requirements of the
ISO 50001 standard, so that the matrix can be expanded at any time as necessary.
Projects to reduce energy consumption and GHG emissions
All large and inefficient consumers at the respective locations are recorded and examined to see whether
more efficient alternatives present themselves. If optimization proves sensible and economically feasible, the corresponding efficiency projects are then implemented. Reducing energy consumption plays
an important role here, but also ways of reducing CO2 emissions. The procurement process for energy
consumers has been revised and expanded in scope, so that an energy assessment of consumers tobe procured is now conducted before any orders are placed.

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At Voith Paper, most energy is consumed during thermal fixing (heat setting), whereas at Voith Hydro,
the biggest consumption drivers are buildings, and test benches.
At Voith Hydro, consumption is continuously analyzed and efficiency measures at the global locations
are identified in close coordination with the Resource and Energy Efficiency teams. Voith Paper prioritized
all project ideas submitted by the locations and presented a selection of specific energy efficiency andphotovoltaic (PV) projects at the end of the reporting year. This includes all regions in which Voith operates.
The selected projects promise energy savings of 3.372 GWh/year through measures to reduce energy
consumption, as well as several GWh per year of self-generated renewable energy through the installationof PV systems.

IT system as a central information source
Our Group-wide hse+ IT system from Quentic supports the work of our environmental protection officers
and Ecological Business Managers. With its ability to centrally store and manage all relevant processes,
documents, and analyses, the system forms the basis for efficient operational environmental protection,effective resource management, and matrix certifications (group certification of multiple companies withthe same focus). The same applies to Voith standards, approvals, and formal requirements. In addition,hse+ assesses location-specific environmental risks and assigns, documents, and monitors measures
based on these, along with responsibilities and implementation deadlines. The system is regularly reviewed
and adapted, for example to integrate new locations.
Until December 2021, hse+ also recorded HSE-related laws and regulations that were pertinent to Voith.
Since the beginning of 2022, however, these are stored in specific legal databases that the country
organizations use to derive their legal obligations. With the help of these databases, we now havecustomized, country-specific solutions to effectively manage our legal obligations.

Recording, analysis, and documentation of all environmental incidents
All environmentally relevant incidents at Voith are recorded monthly via our Incident WebApp in a Groupwide reporting system according to standardized criteria and are then evaluated centrally. In the event ofa more serious environmental incident, the respective Group Division management is informed directly.
We also raise employee awareness of this topic through targeted communication measures.
Environmental incidents caused by third parties (external companies) are also analyzed in detail andappropriate precautionary measures are taken.

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Moreover, an internal comparison with the insurance company takes place at regular intervals, so thatall parties have the same level of knowledge and incidents can be dealt with professionally.
Six environmental incidents categorized as major occurred during the reporting period. These included,
for example, incorrect waste disposal (metal in a wood container) and weather-related damage to buildings
and facilities. In addition, one noise complaint was investigated, and suitable measures introduced toprevent its reoccurrence in future.
One environmental incident categorized as fatal occurred in November 2022. During drilling work on
a foundation in York (USA), an oily substance was detected in the subsoil. Test analysis confirmed thepresence of oil in the subsoil of the foundation. The local authorities were called in and clean-up was
initiated with the help of external specialist companies.
To manage resource efficiency, target achievement status reports are regularly issued to the responsible
managers at each location. In this way we continuously monitor and analyze our current target progressin the areas of energy, water, waste, and CO2 emissions. Should the Green Controlling process indicate arequirement for more far-reaching measures, the Corporate Board of Management is informed promptly.

3.2 Energy efficiency and climate protection
According to the United Nations Paris Climate Agreement, the rise in average global temperatures
needs to be limited to well below 2 °C and if possible to 1.5 °C compared to pre-industrial levels. Voith
supports this goal and intends to make its contribution to climate protection and fulfilling international
climate protection targets.
For this reason, we are not content with what has already been achieved in this area and have further
honed our climate strategy during the reporting year. We have taken the next step in the fight against
climate change and have joined the international Science Based Targets initiative (SBTi) to demonstrate
our commitment to set science-based climate targets to reduce GHG emissions and contribute directlyto achieving the 1.5 °C target. Moreover, from the 2022/23 fiscal year we will no longer be offsetting
unavoidable emissions.
We will finish developing our new climate protection strategy in 2024 and will then submit it to the SBTi
for validation. Until then, the targets we have already set will continue to apply, including reducing CO2
emissions at our locations by 90 % by the end of 2049/50 compared to 2016/17 base year levels.

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Voith Sustainability Report 2023
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Our climate strategy
Energy efficiency

Self-generation ofrenewable energy

Energy procurement fromrenewable sources

Energy efficiency: We work continuously to increase the energy efficiency of our production
processes. From the 2022/23 fiscal year, we have entered a new target period with the goal ofincreasing Voith’s energy efficiency by 12.5 % by the 2026/27 fiscal year compared to the 2021/22
base year.
• Self-generation of renewable energy: A further pillar of our climate protection activities is expanding
our renewable energy generation. By renewable energy, we mean energy from inexhaustible or rapidly
renewable sources such as solar, wind, and hydropower. We continuously monitor at which of our
locations further renewable energy generation projects are possible and economically feasible, or
could become feasible in future. In the reporting year, we generated around 11.7 GWh of electricity
from solar/wind and hydropower. Our aim is to increase the amount of energy generated in this way
to 16 GWh/year by the end of the 2026/27 fiscal year.
• Energy procurement from renewable sources: Since October 2021, we have been using green
electricity wherever possible. As a provider of hydropower components, we naturally give preference
to electricity generated from hydropower. Our plan is to further increase this share in the coming years
and cover our electricity requirements entirely with renewable energy.
•

Greater efficiency,
fewer emissions

More electricity
from renewablesources

Progress inrenewable energy
purchasing

Measures show impact
The systematic approach of assessing all energy consumers and reviewing optimization potentials onan annual basis ensures that new technologies, more economical approaches, and price developments
for energy, CO2 emissions, and production are all considered.
Thanks to our many CO2 reduction measures, we once again made substantial progress in the 2022/23
fiscal year. Additional savings were realized in infrastructure (lighting, compressed air, heating, ventilation,
and air conditioning). We were also able to further reduce our CO2 emissions in process-specific areas(machine tools, thermosetting processes), as well as in logistics (EVs, electric forklifts).

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A further focus in the 2022/23 fiscal year was on analyzing the direct consumption of fossil fuels in our
production processes. Here we see further potential for reducing CO2 emissions through renewableenergy sources and electrification. We are working on specific action plans and have already achieved
some initial successes.
This process enabled Voith Turbo to save a further 5 GWh through energy efficiency projects this year.
The tireless work of our Energy Efficiency teams, and the permanent monitoring of energy consumption
are necessary tools to ensure that these results are maintained and that the ambitious targets we haveset ourselves can be achieved.

Greater efficiency, fewer emissions
In the reporting year, absolute energy consumption fell from 692,645 MWh to 633,549 MWh.
In April 2020, Voith took over a power plant at its Heidenheim location. Since the 2021/22 fiscal year,
we have been reporting this power plant’s energy consumption in natural gas, taking into account corresponding losses. We will be reporting energy produced by the power plant that is sold to third parties
from this reporting year and have corrected the corresponding figures from the 2021/22 fiscal year
retroactively. In the reporting year, Group-wide electricity consumption stood at 286,013 MWh (previous
year: 294,765 MWh) and district heating consumption at 55,347 MWh (previous year: 67,399 MWh).
Voith has continued to grow in recent years through acquisitions. Accordingly, total energy consumption has risen in line with Group sales. To accurately assess the level of target achievement in the newtarget period, we have retroactively included energy consumption of our acquisitions up to the 2021/22
fiscal year. This measure resulted in a retroactive adjustment of our Scope 1 and 2 GHG emissions forthe 2021/22 fiscal year. These corrections have already been included in the accounting for the 2022/23
fiscal year.
Comprehensive measures for further energy savings
The identified potential for energy savings increased from 159 GWh to 163 GWh in the reporting period(+3 % compared to the previous year). The completion of efficiency measures saved a further 9 GWhof energy in the reporting year.
Reducing GHG emissions by switching to electricity from renewable sources
In the 2022/23 fiscal year we succeeded in reducing GHG emissions at our locations by 13 % to88,663 t CO 2 (previous year: 101,957 t CO 2). The share of direct GHG emissions (Scope 1) fell by
11 % to 56,555 t CO 2 (previous year: 63,389 t CO 2). Indirect GHG emissions (Scope 2) fell by 17 %to 32,108 t CO2 (previous year: 38,569 t CO2). The increase in direct GHG emissions in the 2021/22
fiscal year was due to the inclusion of the Heidenheim power plant’s natural gas consumption. We
also included energy sold externally in the 2022/23 fiscal year, as well as retroactively for the 2021/22
fiscal year.

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Voith Sustainability Report 2023
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Total energy consumption within the organization (Scope 1 and 2)
in MWh with almost 100 % coverage

Fact baseMethodology forrecording energy
consumption and
GHG emissions, totalenergy consumption
and total GHG
emissions, measures
to reduce energy
consumption and
GHG emissions

692,645

633,5492021/222022/23

More electricity from renewable sources
With the aim of further expanding our own power generation from renewables at Voith, a range of renewableenergy generation projects are currently being implemented or are in the detailed planning stage.
For example, a PV project in Dubai (United Arab Emirates) is already in the final stages of implementation,
as is a smaller plant in Spain. A further plant in South Africa has been approved, meaning that construction can now commence. New projects in Kiel, Rutesheim, Mönchengladbach (Germany) and Vadodara(India, 446 kWp, 620 MWh/year, CO2 savings: 270 t/year as renewable energy was not previously an
option) are also contributing to our own solar power generation. Additional PV projects or extensions toexisting plants are in the planning, currently at our two locations in Düren and Weißenborn (Germany),
as well as in Tolosa (Spain), São Paulo (Brazil), Dubai, Hyderabad (India) and Shanghai (China).
PV systems were connected to the grid at Voith Paper’s locations in Tolosa, Mucuri and Ponta Grossa(Brazil), and Weißenborn (Germany) in the reporting year. Together they generate around 470,000 kWhof electricity per year. By installing our own PV systems, Voith Paper was able to generate 2.86 GWh ofrenewable energy annually in the year under review, with numerous other projects in the pipeline. In thenext fiscal year, further systems are to be built in India, Chile, Malaysia, Germany, Switzerland, Spain,
and the Netherlands.

Progress in renewable energy purchasing

Fact base
Electricity mix

To cover the highest possible proportion of our electricity consumption with power from renewables, thefocus of our activities in the 2022/23 fiscal year was on converting our electricity contracts to green
electricity. This change is regulated differently from region to region and is not easy to carry out in every
country. Moreover, the proportion of green electricity we use has fallen slightly due to additional acquisitions.
Currently, 74% of our electricity comes from renewable sources and 26% from non-renewable sources.

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Energy use by sourcein MWh692,645
Direct fossil energy (natural gas, LPG,
oil, gasoline, diesel)
Indirect fossil energy (heat, electricity,and steam)
Renewable energy (electricity, heat,biomass, biogenic energy sources)

633,549

47 %

46 %

26 %

26 %

26 %

26 %

2021/222022/23

3.3 Material efficiency and waste
At Voith we manage our use of working and raw materials centrally across the Group to make ourprocesses as resource efficient as possible. Significant challenges arise from the broad scope of our
product portfolio and our correspondingly diverse process landscape. Added to this are differing projectbusiness requirements at Voith Hydro and Voith Paper, compared to serial production at Voith Turbo.

3.3.1 Use of materials and efficiency measures
In addition to decarbonization and digitalization, Voith is also committed to the circular economy principle. We want to drive innovations that help to close cycles in our industries and promote the principleof circularity. The same applies to our own production process cycles. Over a decade ago, Voith set
itself the goal of reducing its waste volume by 35 % by the 2021/22 fiscal year compared to the 2011/12
base year. This target was achieved through improvements in material efficiency and waste avoidanceat our locations worldwide. With the start of the new target period in the 2022/23 fiscal year, we areaiming for a further waste volume reduction of 1 % annually up to the 2026/27 fiscal year.

Material efficiency increased once again

Fact baseMaterials used

In the reporting period, Voith purchased around 160,000 t of materials from suppliers, around 5 % lessthan in the previous year (171,268 t). Of the materials purchased, 51 % were semi-finished products(previous year: 59 %), 39 % were raw materials (previous year: 32 %), 7 % were packaging (previous
year: 7 %), and 3 % were auxiliary materials and supplies (previous year: 2 %). Hot-spot and cause-andeffect diagrams (Ishikawa analyses) help us to continuously optimize our material efficiency. We apply
these analyses in alignment with our Excellence program, which provides us with key approaches for
identifying improvement potentials in product development and engineering.

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Material-dependent recycling
To promote the circular economy principle, Voith Purchasing increasingly sources recycled materials by
pursuing a parts and materials-specific approach. Selected examples from Voith Corporate Purchasingof materials that can be bundled reveal the significance we attach to the topic in individual areas andprocurement segments. In Voith’s steel raw material procurement, for example, over 70 % is alreadyrecycled steel. Even low-value, high-purchase volume materials (known as C-parts) that Voith procuresexternally are made predominantly from recycled materials. The strategic goal of Central Steel Purchasing
is to increase the recycling rate for steel purchases to more than 85 % over the next three to four years.

3.3.2 Management of waste and hazardous materials
In the reporting period, Voith generated a total of 47,978 t of waste (previous year: 54,079 t), which is6,101 t less than in the previous reporting year. In 2021, Voith included a location with a foundry in its
reporting; the foundry sand produced there is reported separately. However, this has also increased thetotal volume of waste. The corresponding indicator fell to 6.1 t/million € sales after 6.6 t/million € sales in
the previous year (excluding foundry sand).

Waste
Specific value in t/million € turnover

8.6

6.8

6.7

6.6
6.1

2018/192019/20

2020/212021/222022/23

In the reporting year, the volume of implemented waste prevention measures rose from 9,667 t to
10,334 t (+ 6.9 %) compared to the 2011/12 fiscal year. The individual locations work continuously todeliver specific solutions to local waste challenges. For example, the blasting system at Voith Hydro in
Heidenheim was converted to use reusable blasting media, saving more than 50 tons of waste annually
through eliminating disposable blasting media.
At Voith Paper in the USA, we successfully implemented additional measures to reduce material andhazardous waste. Furthermore, our experts at Voith Paper in Manchester (UK) are working on optimizing
delivery packaging materials by switching from wood to paper packaging. Here we expect waste savingsof around 36 tons.

Fact base
Waste volumes

In Heidenheim, some plastic packaging is being replaced by paper-based alternatives to reduce consumption of non-renewable resources and to reduce waste at the customer’s site. At Voith Paper in
Kunshan (China), a low-temperature evaporator has been used to reduce the amount of grinding water
as a hazardous substance.

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Proportion of hazardous waste again down significantly
In the 2022/23 fiscal year, Voith again achieved a significant reduction of 6,102 t in hazardous waste, as
well as a reduction of 1,762 t in non-hazardous waste. Approximately 87 % of waste at Voith is classified
as non-hazardous (excluding foundry sand) and only 13 % as hazardous waste.
Voith does not transport any waste itself. The collection and storage of hazardous waste at Voith is governedby internal regulations, with disposal handled by certified, external disposal and recycling companies.

Fact baseHazardous waste

We pursue guideline violations thoroughly: We contact the waste disposal company immediately if a violation is detected, indicate the issue, and check whether it has been rectified within a reasonable period.
If this is not the case, the cooperation is terminated. Should we become aware that a waste disposal
company is disposing of waste illegally, this results in the immediate termination of the business relationship. Voith conducts regular waste disposal audits for verification purposes. These audits include
on-location inspections of waste disposal sites and the associated facilities, as well as the collection
and documentation of waste disposal records. In the reporting period we were not made aware of any
violations of the law in relation to the disposal of waste by our external waste disposal service providers.
Improved safety through targeted hazardous materials management
Voith uses hazardous substances such as paints, varnishes, thinners and solvents, adhesives, resins andhardeners, lubricants, cleaning agents, and industrial chemicals in its production processes. Our hazardous
materials management aims to ensure that critical substances are handled as safely as possible.
Through our Group-wide hazardous materials approval process, we work toward replacing especiallyharmful substances with harmless substitutes, and to advance the harmonization of safety standards
across the organization.
Central approval process
At Voith, every work material and hazardous substance goes through a central approval process before it
can be employed. Our requirements extend beyond legal requirements such as the EU’s REACH (Registration, Evaluation, Authorization, and Restriction of Chemicals) Regulation and its annexes, according
to which only previously registered chemical substances can enter the market: In part because our central approval process is more restrictive than that of REACH, and also because our approval processapplies worldwide and not just within the EU.
Active indications of health hazards
Wherever possible, we prohibit the use of substances of very high concern (critical SVHCs), which arechemicals that have serious injurious effects on human health or the environment. If our central approval
process determines that a substance’s ingredients are carcinogenic (C), mutagenic (M), or toxic to reproduction (R), in other words we are dealing with a CMR substance or one that is classified as acutely toxic(categories 1 to 3), we explicitly draw the applicant’s attention to the associated health hazards and set a
deadline for replacing the substance. Furthermore, we offer training courses on topics such as diisocyanates (key raw material in the production of polyurethanes) and provide support in finding alternatives.

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Requests require supervisor approval
Since December 2021, every new request for a hazardous work material must be approved by the respective disciplinary supervisor, and the responsible organizational unit will also share the costs directly, ensuringthat only feasible requests are made. At the same time, we constantly monitor our baskets of goods andwork to reduce the number of hazardous materials through suitable substitutions. In the 2019/20 fiscal
year, we completed an initial categorization of hazardous materials into application groups, to prevent new
additions wherever possible and to phase out redundant hazardous materials.
Additional local approval process
In the downstream local approval process, workplace and location-specific topics are added (e.g. water
protection area, local regulatory requirements, storage location, on-site transportation, disposal). The useof centrally approved substances can therefore still be blocked at local level for location-specific reasons.
A central hazardous materials database allows us to perform standardized global evaluation and monitoring of the environmental, occupational safety, and health risks of plant, work materials, and hazardous
substances, providing us with an invaluable basis for decision-making. Some examples of these evaluationsin the 2022/23 reporting year are as follows:
•

•

•

•

Around 800 new material masters were created in the reporting period. The rejection rate of nonapproved and hazardous materials at Voith, or because of adequate substitutes already being readily
available, lay at around 15 %.
During the reporting period, 124 material masters were deactivated in our IT systems. This significantly
reduces the risk associated with the use of redundant materials and the corresponding costs andrisks associated with the procurement and storage of these materials.
A large percentage of the banned materials came from a pilot project to reduce carcinogenic materials in Germany and Austria. Approximately 30 % of all CMR substances were eliminated or substituted. These CMR substances were identified by their H phrases, which describe the nature of
the hazards posed by chemical substances or mixtures in the safety data sheets. After registering
the processes in which these substances were used, alternatives were defined with the respective
contacts, or the substances were deactivated in the system so they cannot be reordered in future.
Another way of phasing out materials that are no longer in use is to implement a training requirement
for materials that contain diisocyanates. Where materials containing diisocyanates continue to be
used, we implemented or scheduled training courses for the employees concerned. In areas wherea particularly large number of employees work with diisocyanates, we have trained our own Voith
employees to trainer level, to enable them to become internal multipliers for the required knowledge.

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Consistent identification of improvement potentials
We constantly seek to identify further improvement potentials at Voith. We aim to improve our performance in the following areas, and have already initiated projects around the safe use of materials:•••

In future, both physical hazards and health hazards will be considered in the central approval process
to avoid accidents with highly flammable organic solvents. Alternative solvents have already beenfound for degreasing and cleaning semi-finished and finished products.
The scope of materials to be recorded in the database and the inclusion of additional locations
continue to present us with a number of challenges: Many applicants are not aware how to obtainthe correct and up-to-date safety data sheet; the two hazardous materials databases we use arestill incomplete; some sites are not yet connected to SAP meaning that several Enterprise Resource
Planning (ERP) systems are used in parallel, so cleansing of data records is not yet consistent. As aresult, the consolidation process is anticipated to take longer than was initially expected when the
project was launched in 2011.
We have included materials in the Sustainability Report for the first time: As part of our Group-wide
effort to reduce hazardous work substances, the project to switch to hexavalent chromium-freecoating systems, which was launched in 2018, has now been successfully concluded. During the
project, 15,445 material masters in SAP containing a hexavalent chromium coating with A3C or A2C
were converted to a hexavalent chromium-free thick-film passivation with zinc (Zn). As part of thischangeover of coating systems, it was possible to reduce the overall number of redundant material
masters across the Group.
The project was originally initiated following the inclusion in 2013 of hexavalent chromium as a puresubstance on the list of toxic substances subject to authorization within the EU under REACH. The
electroplating industry, which employs hexavalent chromium in corrosion protection, was directly
affected by this reclassification. Since 2017, an EU-wide ban on coating components with hexavalentchromium has been in force, however trade in chromium-plated components remains permissible.
Voith has opted not to use coatings containing hexavalent chromium anywhere in the world toprotect the health of our global workforce and customers.

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3. Environment

3.4 Water
Voith sees handling water responsibly as a matter of course. It is our declared goal to achieve further
reductions in freshwater withdrawal, although water and therefore also wastewater play only a minor rolein our production processes compared to other industries. Nevertheless, we analyze and manage ourwater consumption in the same way as our energy and material consumption. Our minimum standards
fulfill the relevant legal requirements. In this, we differentiate between drinking water, groundwater, andsurface water.
We work above all to reduce our freshwater withdrawal, also to relieve the burden on the local watersupply. We entered a new target period at the start of the 2022/23 fiscal year and aim to reduce ourwater consumption by 1 % annually up to the end of the 2026/27 fiscal year.
In view of the efficiency gains of recent years, however, it is becoming increasingly difficult to identify
further efficiency projects that are economically feasible. Our water withdrawal can be largely attributed
to processes at our training center in Heidenheim. Here water is drawn from the River Brenz for cooling
purposes and is subsequently fed back into the river unchanged following an official inspection. Whilethese are ecologically rational measures with regard to circularity, they stand in contrast to our strictwater withdrawal reduction targets. We will therefore pay greater attention to the issue of water scarcity infuture, particularly in the affected regions. In developing our water withdrawal plans we therefore focus
primarily on locations in regions with a risk of water stress.

Further
information:
Aqueduct

Further
information:
Water Risk Filter

Focus on water scarcity
In the 2020/21 fiscal year, we analyzed water risks at Voith locations using the Aqueduct Water Risk
Atlas from the World Resources Institute (WRI) and the WWF (World Wide Fund for Nature) Water Risk Filter.
The criteria of water quality and quantity were considered, along with regulatory framework conditions.
The analysis comprised all location-specific criteria available in the tools. In the 2020/21 fiscal year, 20 %of Voith’s water withdrawal occurred in water-scarce areas. Based on the analysis results, our conclusion
is that our local water withdrawal activities currently have no known impact on the environment or on
our stakeholders. Any such impact would trigger our environmental incident reporting process, resulting
in a thorough root cause analysis and rapid resolution.

Reduced water withdrawal
In the reporting period, Voith’s freshwater withdrawal sank by 76,958 m³ or 7 % to 1,089,297 m³. In
relation to sales, freshwater withdrawal sank by 4.7 % compared to the previous year: to 0.20 m³ per€ 1,000 in sales revenue.
In the same period, we were also able to identify further reduction potentials for freshwater withdrawal.
Overall, we predict that we will be able to withdraw an additional 2,176 m³ less freshwater in future.

Voith Sustainability Report 2023
3. Environment

Freshwater withdrawal
Specific value in m³/thousand € turnover

57

0.26
0.25
0.24
0.22
0.20

Fact base
Water withdrawal

2018/192019/20

2020/212021/222022/23

Significant water savings will be achieved in future at our Mönchengladbach (Germany) location through the
installation of an automatic flush. Forecasts predict that these savings will amount to 46,175 l of water
annually. At our Voith Hydro location in Shanghai (China), there are plans to harvest rainwater and the waterused in pressure tests for toilet flushing, thereby reducing the volume of freshwater that is withdrawn.

Wastewater volume and wastewater treatment
With a volume of 1,016,819 m³, the volume of wastewater increased by 7 % compared to the previous
period (previous year: 984,282 m³). 41.8 % (previous year: 52 %) of this volume was discharged into rivers,
lakes, and the ground, while 58 % (previous year: 47 %) was discharged into the sewage system. We use
recycled water wherever it makes economic, environmental, and social sense, for example in coolingprocesses in São Paulo (Brazil) or in closed cooling water circuits in locations such as Garching (Germany),
Sommerville (USA), and Kunshan (China). Voith also operates its own wastewater treatment plants at ourSão Paulo, Garching and West Monroe (USA) locations. We work consistently on closing water cycles
wherever it is economically feasible and have now achieved this objective in most cases.
Voith’s production processes have very little impact on natural bodies of water compared to other industrial operations. Continuous or repeated monitoring of water quality is therefore rarely necessary at our
locations, with only a few exceptions. The overall burden of BOD, COD, TSS, heavy metals, nitrogen, andphosphorus cannot be derived reliably owing to the low sampling requirements.

Fact base
Wastewater bydischarge methodand quality

In the reporting period, a limit value was exceeded at our Springfield (USA) location. The site has apermit from the City of Springfield to discharge industrial wastewater, allowing it to discharge used
process water into the sewer provided that certain pollutants remain below specified limit values. If alimit is exceeded, in other words if any pollutant levels exceed the threshold specified in the permit, thesite is required to report this to the City of Springfield within the timeframe specified in the permit. The
site recorded that a copper limit was exceeded and failed to report this to the City within the deadline,
resulting in an administrative fine of $ 400 among other penalties.
To avoid this type of incident occurring again in future, we made technical changes to the system andoptimized the reporting management at the location.

Addendum to the 2021/22 fiscal year:
In August 2022, an issue presented at a test bench at our York location (USA). The control system detected a problem and shut down the test
bench. Due to issues with the compressors, storage operations were affected by a lack of water, which led to mercury and oil leaking into thetest bench’s water circuit. The mercury and oil mix was disposed of by a specialist waste disposal company and the oil and mercury bearings
were subsequently replaced with water bearings.

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Voith Sustainability Report 2023
4. Products and supply chains

4.

Products and supply chains
4.1 Product responsibility
4.1.1 Management approach
Voith with its products and services is represented worldwide in the energy, paper, raw materials,
transportation, and automotive markets. As these markets have many different requirements, we ensurethat the solutions we provide are equally diverse in scope.

Our responsibility – our fields of action
Given the diversity of our product portfolio and the very different market requirements we face, ourGroup Divisions face a broad spectrum of challenges regarding product responsibility. To identify
these requirements systematically and evaluate their materiality, we draw on evaluations of customer
requirements as well as the results of our stakeholder survey from fall 2018 (a new stakeholder survey
is currently in preparation). We have also evaluated external benchmarks, including those of the German
Institute for Ecological Economy Research (IÖW) and ISS ESG.
In conjunction with our Group Divisions’ assessments and evaluations, we define the main areas ofaction for our company regarding product responsibility as follows:
Quality and reliability of products and services
Maximum product safety• Product longevity• Resource efficiency of products• Minimizing environmental impact of products••

Orientation toward megatrends
Led by the CTOs of the respective Group Divisions, we have developed future scenarios for energy, water,
paper, mobility, and the environment, extending through to 2040. Key technologies and potential businesssegments have been identified and prioritized. In this process, the megatrends of decarbonization and digitalization play a key role, as does the circular economy principle. These factors shape the future scenarios
derived in each of the Group Divisions and feed into each Division’s definition of its strategic objectives:•

Decarbonization: Voith intends to contribute to decarbonization and to achieving the goals of theParis Agreement. To this end, we are focusing on promoting hydropower and wind power as viable
renewable energy sources. We are also working on systematic drivetrain electrification and alternative
drives such as hydrogen technologies to enable environmentally friendly mobility. In addition, we aredeveloping new solutions for relevant sub-processes in paper production to make more efficient useof renewable energies, thereby increasing process efficiency and energy recovery.

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•

•

59

Digitalization: We see digitalization as an opportunity and combine our long-standing automation and
IT expertise with our know-how from hydropower, paper machines, and drive technology. We aredeveloping customer-oriented solutions in our core business that drive digital transformation in key
global industries. This enables a reduction in energy expenditure and resource consumption, while
extending the service life of the plants we supply and equip with Voith systems.
Circular economy: Voith drives innovations that contribute toward closing cycles in our industries andthus promoting resource conservation.

Research and Development

Annual Report 2023,
p. 23 ff.

Fact base
R&D expenditure

Our success relies largely on our technological expertise and our ability to consistently apply our knowhow in innovations that create tangible added value for our customers. This is why R&D has always
been a top priority at Voith and why we continuously invest in R&D activities: an investment totaling over
€ 1 billion in the past five years. Even in times of crisis, we deliberately keep our R&D commitment high.
As a result, the Voith Group’s R&D expenditure of € 232 million in the 2022/23 fiscal year was above theprevious year’s level (€ 213 million). As a percentage of consolidated sales, the Voith Group’s R&D ratio
was 4.2 % (previous year: 4.4 %). Voith holds several thousand active patents worldwide, with several
hundred new ones being filed each year.

Dialog with our customers
Maintaining close customer relationships and a keen understanding of customer needs has always
numbered among our strengths. All Group Divisions are in constant contact with their customers, who
also play a key role in trend analyses. In joint working groups with customers, we identify current andfuture trends, and subsequently define and implement joint projects. In addition, we conduct regular,
standardized surveys on customer satisfaction and future requirements for the performance andsustainability of our products. Development collaborations with selected customers have also proveneffective in jointly developing solutions that offer the greatest added value on both the customer andsupplier sides.

4.1.2 Reliable and safe products
Voith is world-renowned for safety, quality, and reliability. We are fully aware of the value of this competitive
advantage and have set out the principles of our quality and technical risk management processes
in two Group Directives that apply to all Voith companies worldwide. The Group Divisions and theircompanies expand on the respective Group Directive and supplement them with additional regulations.
This provides a clear and binding Group-wide framework for the management and objectives of quality,
risk, occupational safety, environmental protection, and occupational health.

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Fact baseQuality targets

Fact base
Certifications

Internal company benchmarking
Uniform KPIs across the Group enable benchmarking within the context of the company and relevant
industrial sectors. The corresponding performance indicators are regularly reported to the Corporate
Board of Management. Our measures are reviewed in internal and external audits, in which our suppliers are also closely involved.
The international Quality Management standards DIN EN ISO 9001, DIN EN ISO 14001 for environmental protection and DIN EN ISO 45001 for occupational safety are particularly relevant to Voith. Virtually
all Voith locations are certified to at least one of these standards, with the majority of them meeting all
three. Voith Hydro meets the aforementioned standards at all its locations, as well as a number of additional internal standards. Voith Turbo also meets industry-specific quality standards such as IATF 16949(International Automotive Task Force) and ISO/Technical Specification (TS) 22163.
Voith products always meet the statutory and regulatory requirements of the countries we supply. The
respective EU Directives, such as the Machinery Directive 2006/42/EC, provide the basis for the minimum requirements for product safety worldwide. Our Group Divisions are responsible for implementation,
while the relevant Quality Assurance departments ensure process compliance. Our Quality Management
system also defines how to fulfill the respective statutory product documentation requirements and how
the products are to be labeled. Besides internal technical documentation, operating instructions provide
information on the intended use of our products and on how to handle them in a technically and environmentally responsible manner. Our Quality Management system also specifies the correct proceduresfor decisions that entail risks.

Product safety in the Group Divisions
Voith Hydro

Voith Hydro provides its customers with safe systems throughout their entire service life. In addition to
occupational health and safety protection, plant safety is a top priority for us and applies to all products
and services of the Group Division. On the customer and employee side, we have established the Voith
HydroSchool, a permanent training institution offering a comprehensive training program (see p. 63).
Among other things, we use the recognized Failure Mode and Effects Analysis (FMEA) method for risk
analysis. It is used to identify potential product defects before they can occur and by taking appropriate
measures, potential faults can be avoided in advance.
All products must at least meet the safety, health, and environmental requirements of the relevant EU
directives, irrespective of the market area. Risk Assessment Sheets are available for all machines andproducts, both in relation to the European directives or any national directives that exceed their scope.
Strictly specified construction rules
The construction rules for all Voith Hydro components and products are defined in design manuals.
Product safety is ensured in the design process through compliance with industrial standards and, where
necessary, also through Life Cycle Assessments (LCAs). For this purpose, the component stresses determined from numerical analyses (e.g. finite element method) are evaluated with the aid of relevant rule setssuch as the Computational Strength Assessment Guideline (FKM). If necessary, supplementary material

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tests for service life durability are performed on materials and environmental conditions. To ensure theaccuracy of the calculations for modeling, measurements are also carried out during operation of thehydropower components. For example, pressure fluctuations, vibrations, and strains on critical components can be measured in the relevant operating states.
Safety tests are always carried out, both during the manufacturing process and during installation andcommissioning. For all products and components, an Inspection and Test Plan defines the specific test
criteria and responsibilities, as well as the documentation requirements: During commissioning, eachmachine undergoes a clearly defined test phase, the results of which are logged. All essential functions and signals, from idle to full load, are verified, as is compliance with the limit values. The scenarios investigated include boundary states up to emergency shutdown at maximum load. The machineis only passed for commercial operation once the contractually agreed test program for verification has
been completed.
Monitoring until use
In line with its Business Management System, Voith Hydro continues to monitor its products during theuse phase for potential safety risks and major machine damage. In doing so, we always adhere to
product liability law and its specifications regarding active product monitoring. In the event of a safety
risk or safety-relevant event, Voith Hydro informs customers immediately and always in accordance withlegal requirements. To ensure best possible safety for our customers and their systems, all safety-relevant
information on Voith Hydro products is also documented in the operating manuals.
Voith Paper

Quality Management principles at Voith Paper are documented in guidelines, formal processes, andwork instructions. Necessary safety tests and the corresponding documentation are implemented via
internal ERP systems in line with Voith Quality Specifications (VQS). These include the technical specification, the test specifications, and the quality assurance agreement for products and product groups.
The content is created by the respective specialists and approved for release by trained and authorized
personnel. Mandatory tests (e.g. dimensional, magnetic particle, dye penetrant, or ultrasonic tests) areused to fundamentally test possible impacts on the environment, health, and safety. These tests arecarried out on the basis of clearly defined specifications and checklists. Various tools are used to continuously improve processes, such as Ishikawa analyses, FMEA, and A3 or 8D reports. Since mid-2022
we have also applied the Design Review Based on Failure Mode (DRBFM) method, describing andlogging it in the stage-gate development process and the correspondingly adjusted work instructions.
Complete protection along the value chain
The entire internal value chain is protected by certified product development, comprehensive safetymeasures and compliance with standards such as IEC 62443, ISO 27001, and General Data Protection Regulation (GDPR). Specially trained employees perform risk assessments as early as the productdevelopment stage. Virtual walk-throughs are carried out on detailed 3D designs to uncover any safety
deficiencies. Standard products and components are tested as prototypes in industrial applications
before being launched on the market as part of the stage-gate process. For example, all roll covers andQualiFlex press sleeves under development undergo extensive service life and load tests. In addition to
verifying performance, the focus is on safe operation. The necessary validations are carried out as partof internal and factory assembly and commissioning. Independent quality experts are core membersof the project teams, providing quality assurance from receipt of order through to customer handover.

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During the use phase, the continued safe operation of systems is ensured by a standardized productmonitoring process, which is clearly defined in process and work instructions. It not only relates to Voith
products available in the market, but also includes products from competitors.
Seamless electronic monitoring of machines
Roller test benches employ thermographic systems and vibration-measuring devices to monitor flawlessrunning around the clock. Potential fault causes are precisely documented and serve as the basis formeasures to improve the products. In addition, Service and Sales employees regularly visit many customers to measure the performance of consumables such as fabrics and roll covers. These specialists
also create comprehensive product and system safety records, thereby ensuring the greatest possible
safety for our customers.
Protection of operating personnel
A paper machine is a demanding work environment in terms of product requirements and for the personnel operating the machinery. An experienced operator adjusting a suction roll operates in close
proximity to the paper web, which poses an immediate danger due to the risk of crushing and injury
from rotating components. With the Voith AR-Suction-Roll app, roll components (e.g. sealing strips andformat limiters) that are not visible to the operator can be visualized on an iPad from a safe distanceusing augmented reality. In this way, employees can efficiently adjust the position of these components
in relation to the paper web without placing themselves in danger.
All Voith Paper products are supplied with comprehensive operating manuals that contain detailed safety
instructions in the prescribed languages.
Voith Turbo

Further information:
DIWA automatictransmissions

Voith Turbo sets the highest demands on the safety of its products and has documented this in its
safety guidelines. The Group Division sets corresponding targets and closely monitors their achievement.
Product safety is an integral part of all processes, including preventive methods such as FMEA. Each
year, Quality Management reviews the achievement of safety targets, assesses safety-related incidents,
and takes appropriate measures wherever needed.
Voith Turbo assesses its products for their safety and potential health impacts. In doing so, we consider alarge number of relevant criteria from functional safety, explosion and fire protection, to electrical safety
and electromagnetic compatibility. Throughout their service life, the products are carefully monitored
for safety and reliability. Depending on the applicable contractual, legal, or governmental requirements,
systems such as Entity in Charge of Maintenance (ECM) are applied. Moreover, some products aremonitored online, such as the DIWA automatic transmissions in a city bus fleet of over 1,000 vehicles
in Dubai and Abu Dhabi (United Arab Emirates). This enables proactive maintenance, which helps
prevent unexpected downtime. Remote online monitoring can also be implemented for Voith Schneider
Propellers (VSP) for maritime applications via an extended sensor system. Work is currently underway
on developing a corresponding Condition Monitoring System that will enable continuous monitoring.

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Voith Turbo provides its customers with all relevant safety information. This can be found, for example,in Material Safety Data Sheets, product declarations (REACH, International Material Data System(IMDS), etc.), fire protection certificates for materials, and safety requirement specifications for risk
assessments (Conformité Européenne (CE), etc.). Customers are also made aware of possible risks
in the operating instructions for drive units; these instructions also describe the correct handling ofwork materials from a safety and environmental perspective.
Wherever necessary, Voith Turbo supports its customers in the authorization and approval of products
and supplies the necessary documentation and registration papers. The Group Division’s experts are
involved in the creation of safety concepts from the product development phase and check theirimplementation right through to joint validation with the customer. If the need arises, components are
put into operation with the customer at their own production facility.

Employee training
Voith Hydro

Voith Hydro trains both its own employees and its customers’ employees in applying relevant specifications and in dealing with the corresponding framework conditions and regulations. These are available
on our Group-wide databases and through internal communication channels. We also offer training toour customers at our Training Center, directly on location, or via digital media and channels.
Skilled specialists with many years of experience in Voith HydroSchool courses, as well as comprehensive
on-the-job training, ensure that our customers’ employees are taught to implement the requirements forsafe conduct in the daily operation of the machinery and continue developing their knowledge into the
future. Since the start of 2020, Voith HydroSchool has also provided online training courses, thus enabling remote learning. Moreover, individual webcasts can be repeated when required, making it easier tobuild up and retain knowledge in the long term. Since 2023, our customers have access to e-learning
courses and virtual discussion rooms for exchange with our experts via an individual learning platform.
Customer safety training
The topic of safety carries particular weight in Voith HydroSchool’s customer training courses. Its significanceis reflected in the number of customer training courses on this topic, including:
Safety by Design Principles and Case Studies: A one-day seminar on the fundamental safety requirements for hydropower plants with combined case studies on damage and accidents• Application and Fulfillment of EU Directives on Machine and Plant Safety: A seminar sharing specialist expertise combined with practical examples to prepare our customers for the complex process of CE marking• Training programs tailored to individual customers that can be repeated regularly• Topic-specific training series that help customers visualize the learning progress of their employees
through evaluable tests• Mentoring and train-the-trainer programs for sustainable knowledge-building by on-site users•

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Voith Paper

Voith Paper conducts extensive training for all operating personnel at its customers' facilities. It is based
primarily on the detailed Machinery Directive, which applies to all manufacturers, as well as findings fromour own product monitoring process. Training is usually delivered in group sessions and directly at themachinery. Virtual reality, webinars, and digital training methods developed in the PaperSchool are alsoutilized. In addition, Voith Paper conducts required training directly at the paper machines during scheduled
service visits. These training sessions have proven to be particularly effective as they take place directly
where the product is used. Furthermore, Voith Paper customers have access to experts for questions andjoint problem solving via the On-Performance.Lab and other remote connections. The solutions from ourdigital portfolio (OnCumulus, OnView, OnEfficiency) always include service delivery through the OnPerformance.Lab to ensure best possible results.

Voith TurboAt Voith Turbo all employees are trained in quality topics. In addition, customers receive comprehensive information and training on the safe operation of products. Several quality programs are currently
underway to further increase product and service reliability throughout their lifecycle. At the same time,
Voith Turbo seeks a close relationship with operators and manufacturers to allow their experience fromthe daily operation of systems and applications to feed into the product development process.

ChapterManagement ofwaste and hazardous
materials

Voith Hydro

Requirements for substances of concern and hazardous substances
All Voith Group Divisions comply with the relevant rules and regulations for the handling of substancesclassified as hazardous and dangerous under the REACH Regulation and excluding them from further use.
EU Directives such as the REACH Regulation are particularly relevant to Voith Hydro. The Group Division
thoroughly applies the Candidate List, the List of Substances Subject to Authorization (Annex XIV),
and the List of Restricted Substances (Annex XVII) in accordance with the REACH Regulation. The
centrally managed Group Standardization Department is responsible for implementing and complying
with these regulations. The central Technical Department has already identified substances that will likely
be banned by REACH in future, and appropriate replacement options are currently being assessed ina development project.
If asbestos is found in old machinery during modernization projects, specialized companies ensure its
proper disposal and full compliance with all applicable rules and regulations pertaining to this substance.
The exact procedure is set out in a Group Division Directive.

Voith Paper

The REACH Regulation is also decisive for Voith Paper. None of the free chemical substances containedon the REACH (Annex XIV) list enter the market in our products in the EMEA region. When new substances
are added to the list, Voith Paper reviews their use and, where necessary, identifies a harmless substitutethat is then tested and introduced. When developing new products, it is crucial that they not only meetmarket requirements but are also safe in terms of environmental and health protection. The Voith ProductDevelopment Process (stage-gate process) guarantees that all product developments undergo HSE
testing. Specifically, 2 – 5 test dates are set for the gate meetings, in which potential environmental
hazards of the product are also considered. Open points in HSE are exclusion criteria for moving the
project on to the next stage.

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Voith Turbo

65

Voith Turbo products are subject to a wide range of regulatory requirements for the handling andcategorical exclusion of hazardous substances and those of very high concern. For example, EUregulations such as the REACH Regulation, the RoHS (Restriction of Hazardous Substances) Directives,
and the German Battery Act (BattG) apply. Other factors include railroad fire protection standards, theGroup’s own specifications on hazardous substances, specific customer requirements, and guidelines
from associations such as the Rail Industry Substance List and IMDS for materials used in the automotive
industry. Wherever technically and economically feasible, harmful substances are avoided or replacedby alternative substances as early as the engineering phase.

4.1.3 Product responsibility by Group Division
Our products are further developed on a continuous basis, making them increasingly environmentallyand resource friendly throughout their whole lifecycle. This enables us to meet our customers’ demands,
statutory regulations, and ultimately our own high standards. Conserving resources and minimizing theenvironmental impact of our products are therefore top priorities for all Group Divisions. For some projects, potential sustainability impacts are critically analyzed as part of an internal risk assessment even
before submission of tenders. To achieve this, we pursue a decentralized management approach totake sufficient account of Group Division-specific particularities.
Optimization of raw material efficiency through Life Cycle Assessments
We mainly supply components that, as part of an overall system, have differing energy and material
footprints. We use a range of instruments to gain an even more detailed understanding of our products’energy and raw material efficiency and thus enable optimum resource utilization in the use phase. In
the case of products, we sometimes work with Life Cycle Assessments (LCA) in accordance with DIN
ISO 14040 and 14044 (are used to analyze the potential environmental impact of a product system overits full lifecycle), and with Product Carbon Footprint (PCF) calculations in accordance with ISO 14067.
Conducting LCAs and PCFs is an increasingly important aspect of product development. The insights
gained from them help identify the greatest leverage points for environmental impact and where to takeappropriate action. This ensures that only products with the lowest possible environmental impact will
ultimately reach the market.

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4. Products and supply chainsCalculations in all lifecycle phases
Depending on product type and project objective, LCAs/PCFs are calculated within two different systemboundaries. For the first of these, LCAs/PCFs are calculated for the cradle-to-gate system boundary,i.e. from raw material extraction to the factory gate. Our customers can then use the results of thesecalculations for their own analyses. For the second, LCAs/PCFs are generated in the cradle-to-grave
system boundary, i.e. from raw material extraction to their ultimate disposal. These calculations areprimarily used internally in product development and comprise the five phases of the product lifecycle:

Product lifecycle

1

2

3

4

5

Raw material
extraction

Production andprocessing

Transport

Use

End-of-life

The corresponding analyses consider greenhouse gas emissions, hazardous substances (carcinogenic,
non-carcinogenic, and ecotoxicity), substances in the REACH Regulation, particulate matter pollution,and use of minerals, metals, energy, and water.
Fact base
Further informationon conducted Life
Cycle Assessments

As Voith products are often not serially produced, LCAs/PCFs are not carried out for every product.
However, we successively prepare corresponding analyses for high-turnover products and for new
technologies that are still under development. In recent years, several LCAs/PCFs have been completed
for a range of product groups.

Voith Hydro
The Voith Hydro Group Division develops customized, long-term solutions and services for hydropower
plants around the world. Its broad portfolio of products and services covers the entire lifecycle and all
essential components for large and small hydropower plants, from generators, turbines, pumps, andautomation systems to spare parts, maintenance, and training services, as well as digital solutions forintelligent hydropower plants.

Product group

Share of Group Division orders receivedin %Components for large hydro (including refurbishments)

73.3

Components for small hydro (including refurbishments)

6.8

HyService and automation (with digital products)

19.8

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Voith Hydro is frequently active in countries where only a section of the population has access to electricity.
Access to electricity is one of the basic prerequisites for regional development and poverty reduction. The
expansion of hydropower in these areas not only enables the supply of electricity, but also generates added
value and creates local jobs. In addition to large-scale plants that feed electricity into public power grids,
small hydropower plants are also in use to supply individual companies or communities with electricity,
thus generating power where it is needed.

Sustainable energy supply from hydropower
Further information:
Comparison of
power generation
technologies

Energy Payback
Ratio (EPR)

Voith Hydro supplies hydropower, the largest renewable energy source worldwide. As a proven, mature,
predictable, and competitive technology, it combines low carbon emissions with an unrivaled efficiencyof up to 90 %. In addition, hydropower plants have extremely reliable operation and a service life of up
to 100 years.
The importance of hydropower is also underlined by the commonly used energy KPIs: Energy Payback
Ratio (EPR) and Energy Return on Investment (EROI). They are calculated by dividing the electricity
output during the normal service life of a plant by the energy required for its construction, maintenance,and operation. A high EPR indicates a highly energy-efficient system. Scoring 267 (for run-of-river power
plants) and 205 (for storage plants), hydropower has the highest EPR of all methods of power generation.
In comparison, fossil fuels only achieve a value of between 3 and 11, large wind farms 39, and nuclear
power 16. To further improve the EPR, we are focusing not only on product efficiency, but also on reducing
the energy required in production at our facilities.
Voith is convinced of the benefits of hydropower and intends to further strengthen its role in the energy
transition. As a flexible and grid-stabilizing energy source, hydropower enables the integration of windand solar power into the grid. Hydropower is therefore an essential pillar in achieving the local and global
CO2 targets set by policymakers.

International
Hydropower
Association

San José
Declaration
on Sustainable
Hydropower

Hydropower
Sustainability
Council

Even with hydropower projects, however, the greatest possible sustainability can only be assured if all
stakeholders work together, and all diverse aspects are considered. For this reason, Voith has been a memberof the International Hydropower Association (IHA) for many years and signed the San José Declaration on
Sustainable Hydropower in September 2021. In doing so, Voith Hydro recognizes sustainable hydropower asa clean, green, modern, and affordable solution to climate change. The declaration also contains a numberof principles and recommendations for sustainable hydropower, including a clear rejection of hydropower
development in UNESCO World Heritage Sites.
In this fiscal year, Voith Hydro was again represented on the Hydropower Sustainability Governance Committee (HSGC), a multi-stakeholder group that administers the Hydropower Sustainability Standard. This
industry standard was introduced in September 2021 and helps assess the ESG performance of hydropower projects. If projects meet or exceed international good practice requirements, they are allowed touse the “Certified Sustainable Hydropower” label. Voith Hydro supports certifications according to thisstandard and encourages its customers to use it to demonstrate the sustainable development and responsible operation of their hydropower projects.

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Shaping the future with hydropower
Consistent future scenarios for energy and water were formulated several years ago, revealing the following
starting points for the future-oriented further development of hydropower plants:
•

•

•

•

SedimentCare
Program•Voith supplies highly efficient pumped storage plants that can store large quantities of renewable energy
with a high level of efficiency. The use of water as a storage medium and the almost complete recyclability of the materials used make pumped storage the ideal storage system for renewable energy.
Today, over 90 % of electrical energy storage is based on pumped storage. Pumped storage power
plants that work with a completely closed water cycle and are therefore not reliant on extracting waterfrom natural reservoirs are currently being planned and implemented.
With their high number of full-load hours and low generation costs, hydropower plants are ideally suited
to the production of synthetic fuels and chemicals needed for decarbonization. In addition, hydropower
is a key technology for the production of green hydrogen, i.e. hydrogen produced from renewablesources. In particular, run-of-river power plants with their relatively low costs offer ideal conditions for
optimally utilizing electrolysis plants. No risks associated with decarbonization have currently been
identified, since the demand for both renewable energy and energy storage systems is set to increase.
Classic hydropower generators as phase shifters with rotating masses (synchronous condenser) canreact to grid disruptions within seconds due to their large mass inertia, thus making a significant contribution to grid stability. This capability will become increasingly important as greater numbers of fossil
fuel power plants are replaced by wind and solar. Voith Hydro generator technology provides solutions
for this and offers several technical advantages over conventional turbo generator applications due,
for instance, to higher inertia constants.
To counteract the capacity reduction of reservoirs due to sediment deposits, we have developed atailor-made, environmentally and fish-friendly solution, the SedimentCareProgram. The process combines sustainable and undisturbed power plant operation with continuous sediment transfer. The plant
operator benefits from maximum availability and increased productivity over the entire lifecycle of thehydropower plant. The basis for this program was close communication with several of our customers
and an initial contract has been concluded with a customer in Austria. A test phase of the project
began in this reporting year, and the productive phase of this pilot project will begin in March 2024.
Product development continues and environmental certification is already in the planning.
Together with our customers, we store technical and system-relevant data from power plants and theirinfrastructure securely in the cloud. This allows us to visualize and analyze operational processes anddevelop self-learning models for informed, future-oriented decision-making. Digital solutions monitor
the physical assets and environment of hydropower plants, enabling us to improve safety for people,
critical components, and the environment. At the same time, our intelligent cybersecurity solutions
counter the increasing threat of digital attacks and thus fulfill the increased cybersecurity requirements
for large hydropower plants.

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More environmentally friendly hydropower
Voith technologies play a decisive role in minimizing the environmental impact of hydropower plants –from improving water quality through aerating turbines, through oil-free hubs that prevent water contamination, to innovative runners that improve fish passage, and novel concepts that facilitate sedimenttransport. Voith Hydro also works tirelessly to further minimize residual environmental impacts. Tighter
environmental protection standards and stricter legal framework conditions also require hydropower tomake an ever-greater contribution to sustainability. Voith not only meets this challenge itself, but also
provides its customers with the required technology. We work with suppliers, environmental authorities,
universities, and our customers to find the most sustainable and energy-saving solutions possible.

High-tech for environmental protection
Voith StreamDivercompact turbine

We want to make hydropower even more sustainable through targeted research. With its comprehensive
approach, Voith covers everything from fish protection and water quality to energy efficiency. For example,
the Voith StreamDiver compact turbine can be operated entirely without oil. The machine has waterlubricated bearings and therefore does not emit any lubricant into the water flow. This protects sensitivehydrophilic ecosystems from potential damage caused by spillage of even minute amounts of oil.
The five StreamDiver variants with a power output of around 50 kW to 1,450 kW per unit can be
integrated into a wide variety of installation situations, such as existing dams and weirs, in a particularly
cost-effective manner. Instead of a powerhouse, a space-saving e-container is all that is required,making a silent power plant with minimal construction effort possible.

University ofNotre Dame
Procurement Partner
Sustainability Award

Excellent feedback
In 2022, ten StreamDiver turbines, each with a power output of 250 kW, were put into operation as partof the Notre Dame Hydro project in the USA. With their clean and renewable electricity, they make thelargest contribution to date to the University of Notre Dame’s goal of becoming carbon neutral by 2050.
Voith Hydro North America was awarded the University of Notre Dame Procurement Partner SustainabilityAward in recognition of its exemplary innovations, products, and services.
Continuous optimization of fish passage
Voith also offers hydropower plant operators the ability to assess environmental aspects such as fishpassage through turbines. These and other analysis methods are continuously used to develop new
types of turbines with improved fish protection, for example on the Columbia River and Snake River innortheast USA, where Ice Harbor’s new Kaplan machine was put into operation in the reporting year.
There are also innovative concepts such as the Alden turbine, which operates with just three rotor
blades and at reduced speed, reducing collision injuries in fish. The Minimum Gap Runner turbinesdeveloped by Voith in turn use a completely spherical hub and periphery. What is more, pressurechanges can be reduced through the shape of the runner blades, thereby optimizing water pressure forfish passing through the turbine. The efficiency of such measures is demonstrated by surveys of therun-of-river power plant in Washington State, where researchers were able to prove that over 98 % offish passing through the plant survived. Additional measures, including behavioral barriers and bypasses,
further increase power plant passage.

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Special focus on the European eel
For more than 50 years, Voith has incorporated environmental aspects in its development of mechanicaland electrical power plant equipment. Voith Hydro regularly participates in research programs to develop
innovative concepts and methods for fish protection, such as the EU FITHydro project, coordinated by
the Technical University of Munich, Germany, and the FINI project led by the University of Innsbruck,
Austria, which focused on low-pressure power plants. In the reporting year, a turbine that is designed
to be gentler to European eels than previous water turbines was developed and model tested. As eels
are migratory fish, establishing the safest possible turbine passage is of particular relevance. Voith iscurrently looking for cooperation partners to help test this newly developed turbine technology underreal-life conditions.
Oxygen supply for bodies of water with the help of blades
Another technology that has been increasingly developed in recent years and has been implemented
in several projects in the USA is the aerating turbine. Here the blades of a Francis turbine are used
to mix air and thus oxygen into the river water as evenly as possible. As the oxygen content in rivers
can become very low when the water warms up during the summer months, this technology can help
improve water quality by increasing the oxygen content in the water and sustaining the river’s ecosystem
for the fish population. Over thirty turbines with this technology have already been put into operationand more are in development.
We also drove forward further innovations to protect the environment in the area of generators. The
high-voltage insulation system, which uses a new chemical component to further reduce environmental
impact, was taken to the next stage of development. From the 2023/24 fiscal year, Voith will also be
participating in the newly established working group “Study on Eco-Design, Circular Economy andImpacts on Generator Production Process” of the CIGRE (Conseil International des Grands Réseaux
Électriques).

Megatrend decarbonization – greater energy efficiency, fewer
greenhouse gas emissions
On the journey toward climate neutrality, Voith Hydro is continuously working to bring products with anever-smaller carbon footprint to market. Pumped storage power plants are a proven and efficient methodof storing energy: Due to their flexibility they are an important prerequisite for integrating fluctuatingenergy generation from wind and solar power.
Continuous efficiency optimization
Voith Hydro contributes to decarbonization by continuously improving the efficiency and therefore theenergy efficiency and carbon footprint of its products. Efficiency optimization is continually in focus inproduct development across Voith Hydro’s full product spectrum. While energy consumption in
production is an important cost factor, the energy consumption of hydropower plants in operation isof lesser significance.

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The generation efficiency of our plants is also the dominant evaluation criterion for our customers. Continuous optimization of energy efficiency is therefore key to ensuring our products remain competitive,
and our sustainability and business objectives are met. To this end, Voith operates test rigs at its Brunnenmühle Hydropower Research & Development Center in Heidenheim, Germany, that are among thebest of their kind worldwide. Regular tests and model acceptance trials are carried out here, allowing
various parameters to be analyzed before the turbine is built: efficiency, maximum output, throughput
speed, hydraulic forces, as well as the dimensions of the machine and the cavitation behavior at different
operating points. These also serve as proof of guaranteed parameters and safety in extreme situations.
In addition, Voith Hydro’s development departments have access to state-of-the-art supercomputers,
enabling them to carry out advance development at the highest level.
New turbine governors for oil and energy savings of up to 90 %In May 2021, the Voith Hydro Group Division presented a new generation of hydraulic turbine governors,
the HyCon GoHybrid. They combine the safety of conventional systems with the advantages of newtechnologies, particularly regarding potential savings in oil and energy consumption. The new governor
reduces the amount of oil required by up to 60 % compared to conventional high-pressure units, andby up to 90 % compared to low-pressure units. At less than 10 % of the energy that a conventional unit
would consume, the projected energy savings were actually exceeded. Initial applications have confirmed
the expected savings in operation.

GoHybrid Sweden

Pumped storage
power plant Frades II

In addition, GoHybrid does not generate any noise during control or pump operation, thus improving
the working environment in the power plant. In Sweden, a new turbine governor was successfullycommissioned for the Nain project in the reporting year and a new contract was signed for a larger
GoHybrid model.
Smart hydropower technologies for low-carbon, reliable, and stable energy system
Voith Hydro has taken a leading role in the EU-funded XFLEX HYDRO project. Over the four-and-ahalf-year project period until early 2024, the objective has been to demonstrate how smart hydropower
technologies can enable a low-carbon, reliable, and stable energy system. Voith Hydro has supplied
two variable-speed pump turbines, two asynchronous motor generators, frequency converters, control
technology, as well as steel hydraulic engineering components for the Frades II in Portugal. As part ofthe project, Voith Hydro leads the development and implementation of additional solutions to make the
Frades II demonstrator even more efficient. The goal is to extend the power range by operating the variable-speed machines in the short hydraulic circuit, which increases the availability of renewable energies
in the energy mix. By optimizing plant operation using multidimensional maps and optimized operatingtransitions, maintenance intervals are extended and downtime is minimized. In addition, power plant
efficiency is increased by optimizing and reducing the power consumption of auxiliary operations. The
intelligent power plant control system developed by Voith in this project was installed in the 2022/23
fiscal year. It was presented to our project partners, EU representatives, and further stakeholders at an
official information event in July. Furthermore, as part of the demonstration of the more flexible operating
modes in the power plant, extensive measurement data was collected, which contribute significantly tothe final, quantitative evaluation and summary of the flexibilization measures.

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Megatrend digitalization – toward the smart hydropower plant
Full-lifecycle solutions for predictive maintenance as well as for the repair, overhaul, upgrading, and retrofitting of Voith Hydro products help to conserve resources while increasing efficiency. Residual service
life calculations are applied here that allow the degree of wear, and the residual service life to be determined by analyzing the mode of operation and performing specific system measurements. This meansthat maintenance and servicing work does not have to take place at fixed intervals, but can be basedon wear, thereby making better use of materials.
Against the backdrop of digitalization, Voith Hydro sees the development of sensor technology as a
key prerequisite for enhanced connectivity on the journey to making the smart digital power plant a
reality. Voith Hydro founded the OnPerformance.Lab back in 2018. Here, Voith Hydro specialists analyze
operating data from hydropower plants and provide specific recommendations for improving productivity,
avoiding unplanned downtime, and optimizing plant safety. Numerous hydropower plants already use
analysis services such as remote support and Digital Health Assessments from the OnPerformance.Lab.
The assessment is carried out by aggregating several hundred operating signals and the parameters
derived from them into standardized diagnostic key figures. This allows the current technical state ofhealth of a plant to be displayed simply and clearly. In addition, initial individual optimization approaches are defined within the scope of co-development projects, according to the plant type. The highlevel of interconnectivity offered by the individual systems permits automated analysis, a unique design
feature. New Industrial Internet of Things solutions combined with the know-how of our experts fromthe OnPerformace.Lab are enabling the transformation of the system into a smart hydropower plant.
Anticipating planned and unplanned outages with new sensor technology
Our focus remains on optimizing the maintenance, servicing, and operating process with proprietary
software and service solutions. In addition to developing purely data-based approaches for pinpoint
prediction of unplanned outages or maintenance work, we also advanced the development of new
sensor technology. Further pilot systems were installed in the reporting period to validate new sensor
technologies. Numerous power plants are now digitally connected to Voith Hydro, which allows various
approaches to remote maintenance and optimization to be tested in practice.
One noteworthy example from this reporting year was the Vianden project in Luxembourg, where following the successful implementation of OnCare.Asset for one machine, our customer then opted touse the system for additional units. The benefits of using OnCare.Asset include higher productivity ofmaintenance personnel, more efficient spare parts management, reduction in overhauls leading to greater
resource efficiency, greater transparency through central planning, better transfer of plant knowledge,
and improvements in data quality. All in all, our customer estimates that maintenance costs will sink by
15 – 20 % thanks to the optimization of its maintenance strategy with OnCare.Asset.

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Long service life, repairability, recyclability – our goal is maximum
availability
A decisive quality characteristic of the machines and systems produced by the Voith Hydro Group
Division is their long service life, which is also an integral part of plant specification. Hydropower plants
are designed for a specific number of operating cycles, which generally guarantees an operating life ofat least 40 years. Against this background, all Voith products that are used in a plant can be upgraded,
retrofitted, and repaired even after many years.
As part of our HyService activities, we support power plant operators in maximizing the service life andavailability of their plants. During inspections and repairs (e.g. cavitation repairs and generator rewinds),
we take care to recondition all existing components for further use wherever possible. In the case ofmodernizations, which are generally due after 30 to 40 years, we strive to achieve an optimum improvement
in system efficiency together with our customers, while preparing operation-critical parts of the plantfor further use. In particular, the diagnostic evaluations of plant operating data on the current conditionof systems, subsystems, and components of hydropower plants support plant operators in the safe
operation of the plants and make it possible to extend runtimes until fundamental rehabilitation measures
are required.
Multiple use and modularization contribute to resource efficiency
To raise resource efficiency further still and improve the repairability and longevity of products, the Voith
Hydro Group Division is increasingly focusing on modular mechanical engineering concepts as well as
the targeted use of components that have been proven in previous projects. This is based on our objective of not only designing products and machine components for multiple use, but also making themeasy to use. At the same time, reusing designs that have been tested and proven in operation allows us
to guarantee the quality of our products. Consequently, we ensure that our products are modularized
by using as many identical components as possible. In addition, the best possible qualification of our
suppliers ensures optimal product quality throughout the supply chain.
Increasing material efficiency and reducing material costs
A key goal for Voith Hydro regarding the use of materials is a consistent reduction in material costs. In
the context of a challenging purchasing environment, characterized by sharp increases in material andenergy prices, only isolated savings were achieved in this fiscal year. These derived primarily from technicalmeasures leading to improvements in material efficiency, such as:

Avoiding waste when punching
and laser-cutting generator
sheets by suppliers optimizing
their roller widths

Using burnout waste to
manufacture large, welded
structures for the production oftransport reinforcements

Designing cast and forged
semifinished products toapproximate their final shape,
thereby reducing machining
costs

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Ensuring 95 % of the materials used for machine sets in hydropower plants are recyclable
Not least because of their very long service life, recycling the materials used in a hydropower plant is an
issue that quite literally spans generations. The materials used in a hydropower plant, primarily steel andcopper, can be easily and almost completely recycled at the end of the product’s service life. For example,
the proportion by weight of recyclable materials in the machine sets is more than 95 %. Due to the plant’slong service life, the energy consumption required for recycling has very little impact on the overall energybalance. The work that was carried out at the Norfork (USA) and Hammarforsen (Sweden) power plants
in the reporting period is an example of how targeted modernization measures can significantly extend
the service life of hydropower plants.
Examples of significant service life extension
The hydropower plant in Norfork, USA, consists of two turbines, each with an output of 46.5 MW, andhas been in operation since 1950. The modernization targets the plant’s entire electromechanical equipment and is expected to last until 2028. As part of the modernization, its overall output will be increased,but more importantly still, the water quality below the dam will be improved thanks to Voith’s proven,state-of-the-art technology for increasing water oxygen content using aerating Francis turbines. The
increase in output will result in further increases in capacity and efficiency, so that in the future, thepower plant will be able to generate more energy using the same amount of water without any greater
environmental impact.

Fact base
Further information
on social andenvironmental impacts
at Voith Hydro

In the 2022/23 fiscal year, Voith Hydro was also awarded a contract for the comprehensive modernization of
the Hammarforsen hydropower plant in Sweden, which is more than 70 years old. In the course of extensive
modernization efforts, three turbine sets will be replaced, resulting in increased output through increased
water flow. The new Kaplan turbines are turbines with water-filled hubs, an oil-free solution that prevents any
oil pollution of the river. The aim of the modernization work at Hammarforsen is to guarantee continued safe
operation of the plant for another 40 years.

Voith Paper
The Voith Paper Group Division is a pioneer in the paper industry and a full-line supplier, delivering integrated project solutions from a single source that combine a unique product portfolio with services, digitalproducts and services, as well as project management and consulting. Our products and components
reflect our experience as a process provider, helping to increase the capabilities and efficiency of theentire paper production process while boosting our customers’ productivity and profitability throughreduced resource consumption. Thanks to Papermaking 4.0, paper manufacturers can optimally interconnect their equipment and increase their competitiveness through effective and secure use of thedata generated.

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Business division

75

Share of Group Division orders receivedin %Projects• New facilities: paper machine• New facilities: stock preparation• Rebuilds

36

Fabrics & Roll Services• Paper machine clothing• Roll shells• Press sleeves

34

Products & Services• Replacement parts• Performance-enhancing components• Services: maintenance and repairs, training, and audits• Smaller modifications to facilities

30

Trend analyses – strategic basis for a sustainable product portfolio
The megatrends of decarbonization, digitalization, and the circular economy are key components of the
future scenarios for Voith Paper’s business segment that were developed in the Group-wide Scenario Foresight Project. Voith Paper has translated these results into strategic goals to be completed by 2025 andhas defined further targets through to 2040. These future scenarios are reviewed annually. Due to recent
political and economic developments, in particular the Covid-19 pandemic and the war in Ukraine, a comprehensive revision of the scenario project was begun in 2022 and continued in 2023. Initial results fromthis revision were that the Covid-19 pandemic underscored the importance of the digitalization trend andstrongly accelerated developments in this area. Furthermore, the conflict in Ukraine had an accelerating
effect on the decarbonization trend with a particular focus on energy saving. There are indications that alack of available skilled workers will continue to increase, an issue to which digital solutions can provide
at least a partial response. A detailed overview of the latest technological developments based on the
Scenario Foresight Project update will be provided in 2024.
In addition, trend developments are systematically recorded and incorporated into portfolio decisions
for new developments as well as into business development. Accordingly, Voith Paper intends to optimize the paper production process with innovative products and to enable sustainable, efficient, andresource-saving production, as well as achieving process and technology advances for new low-carbon
paper mills. In this way, we aim to continue reducing the environmental impacts of paper production,
while increasing plant profitability.

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Voith Paper has set ambitious goals for the future of paper production:
1. 100 % carbon-neutral paper production by 2030 using energy-optimized products, digital solutions,renewable power, and innovative solutions
2. 90 % freshwater savings through a completely new paper production process using disruptive
technologies by 2030
3. 90 % recycling rate with new fiber streams by 2030

Sustainability criteria considered in product development
The product development process in the Voith Paper Group Division follows the stage-gate method.
In the development phase, products undergo an assessment that examines the following key sustainability
parameters: water, energy, fibrous raw material, quality, and efficiency. The new Voith Paper strategy focuseson new facilities, spare parts, wear parts, services, digitalization, and rebuilds as the six key businesssegments that will enable us to focus on the complete product lifecycle as early as the development
stage. Safety, efficiency, and sustainability are key differentiation criteria and are of vital importance ingenerating customer benefit. We are driving these topics forward in joint development partnerships withour customers to assure high sustainability and safety standards. This approach also lays the foundation
for modifications and improvements that help our customers save resources in paper and cardboard
production and minimize the loss of fibrous raw materials. We are also working on avoiding production
disruptions in paper production plants, caused by adhesive contamination of recycled wastepaper.
For example, a newly developed sensor has made it possible to quantify agglomerated and finely distributed
adhesive contaminants (e.g. stickies) in the water circuits and to keep them below a critical level by automatically adjusting the reject rate in fine-screening and stabilizing production operations. As a result, fiber
losses have already been minimized in three pilot installations in production plants.

Megatrend decarbonization – energy consumption and greenhouse gas
emissions
The global paper industry faces the challenge of significantly reducing its carbon emissions. This applies inparticular to Europe where, in its Roadmap 2050, the Confederation of European Paper Industries (CEPI)
declared its aim of reducing carbon emissions by 80 % compared to 1990 levels – an enormous challenge
for the entire paper value chain. The Green Deal agreed by the EU envisages carbon neutrality in the EU
by 2050 and stipulates a 55 % reduction in greenhouse gas emissions by 2030, measured against 1990
emission levels.

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Voith Paper intends to make its contribution to meeting this challenge and will therefore in future only
develop products and services that have a positive impact on energy efficiency and production costs
for customers. In 2022, Voith and Koehler entered into a further development partnership focusing on
decarbonization, in which the energy efficiency of Koehler’s mills will be further optimized, and alternative
energy sources validated as future heat sources.
Technologies and processes will be optimized or newly developed in four defined focus areas with theclear aim of reducing carbon emissions and conserving resources in paper production. During the2022/23 fiscal year, a Decarbonization Roadmap was drawn up to define the further development ofour product portfolio with the aim of transforming the use of renewable energies in the paper production
process.
1. Process improvements and technologies – potential: 20 % lower carbon emissions
Our ongoing development and enhancement of products and technologies aligns with our goal of lowering
energy consumption and is already making an important contribution to reducing carbon emissions. For
instance, innovations in fabrics are reducing energy consumption in paper production. The developmentof a new industrial cleaner product is also playing a part: The completely new design reduces energy
consumption by at least 30 %, while enabling a significant increase in throughput without any adverse
effect on cleaning performance. Since February 2022, many existing cleaner products have been replacedby the new cleaner, resulting in energy savings of around 10,000 MWh/year. In addition, a modified
weaving process developed by Voith was used to produce special fabrics for drying sections of the paper
machine. According to our estimates, these will reduce manufacturing time for fabrics by 20 %, also
reducing energy consumption compared to standard fabrics.
We are conducting a research project in cooperation with HAMM University of Applied Sciences
Lippstadt, Germany, to achieve energy savings in the forming process of paper production. By developing
a fundamental understanding of the tribological properties of the forming process, particularly Voith
forming screens and their design properties including novel materials, we aim to bring energy savingsin the forming section to the highest possible level.
2. Digital solutions – potential: 10 % lower carbon emissions
Digitalization solutions and intelligent, artificial intelligence-based process controls are already improving
efficiency and availability at paper production facilities. In future, these will make an even greater contribution
to reducing carbon emissions and conserving resources. Determining factors will include the efficiencyof the machines used and the optimization of paper production processes. A digital solution launched in
the 2022/23 fiscal year visualizes energy consumption and with the aid of this visualization, energy-optimized
operation can be ensured.

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3. Pioneering innovations in paper production – potential: 50 % lower carbon emissions
Even the mature industrial process of paper production harbors potential for significant reductions inenergy consumption and therefore also in the quantity of carbon emitted. This requires fundamental andpossibly disruptive new developments. For example, Voith Paper is an active partner in a project for amodel mill in the town of Düren in North Rhine-Westphalia, Germany. The project was initiated by the
paper industry, supplier industries, and by universities, colleges, and institutes to research carbon-neutral
paper production and implement the findings in a pilot plant scale. Since its foundation in 2018-2020, six
research institutions and more than 20 industrial partners have joined the Model Paper Mill Consortium.
The research agenda of the consortium’s roadmap project focuses on approaches such as developing
new methods and processes, research in the areas of fibrous raw materials and additives, innovative
energy supply systems, and process optimization through digitalization. In the first FOREST (Framework
for Resource, Energy, Sustainability Treatment in Paper Production) joint project, Voith is already engaged
in developing a digital twin as a basis for the intelligent control of energy use in operations. Voith is also
working with Essity, a well-known manufacturer of sanitary paper, on a disruptive paper production
process that requires up to 95 % less water and 40 % less energy, meaning that carbon emissions candrop to zero given the availability of green electricity. Following successful trials on a laboratory scale, theconcept is now being implemented in a dynamic process.
4. Renewable energies and energy storage – potential: complete reduction of carbon emissions
Voith is working on solutions to integrate renewable energies such as hydrogen, biogas, and green
electricity into the paper production process. A technological expansion in energy recovery using heatpumps or steam compression systems also offers tremendous potential for effecting reductions incarbon emissions.
Another focus area offering great strategic leverage is the use of energy from residues and productionwastewater. Voith is already using anaerobic reactors to purify water and generate biogas, thus reducing
the proportion of energy from fossil fuels and contributing to the decarbonization of paper production.
For example, a customer from Germany was able to save 10 % of fossil fuel resources by using thebiogas produced from anaerobic wastewater treatment. Energy storage technologies make it possible
to further minimize energy losses and to produce cost-effectively, even under difficult conditions suchas fluctuations in the price and availability of renewable energies.

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Megatrend digitalization – an opportunity for differentiation
Digitalization offers Voith Paper the opportunity to use its core strengths to differentiate itself morestrongly from its competitors. The digitalization of highly complex paper production processes will determine
competitiveness in the future. In the project business, Voith Paper aims to set the necessary standards inplant engineering for scaling and sustainably implementing digitalization by incorporating digital thinking
at an early stage. The focus here is on developing intelligent products and cloud-based data analysis
techniques. The aim is to prepare both instrumentation and automation for the digital age under the bannerof the Papermaking 4.0 product family. For instance, we are working on increasing the availability of paper
machines and on improving process efficiency, which also includes predictive maintenance solutions.

Megatrend circular economy – using resources efficiently
Voith Paper has enjoyed many decades of market success with recycling technologies for wastepaper
as a raw material for paper production, for wastewater, and for rejects. Today, the Group Division leads
the market in feedstock preparation solutions and generates most of its sales with paper production
plants that process recovered paper. In the stock preparation area, paper recycling plants account foralmost all sales.
The paper value chain is extremely stable and offers a high recycling rate of around 60 % worldwide andas high as 71.4 % in Europe. We are engaged in developing optimized technologies for stock preparation
to further increase this percentage and continue to close the loop. This involves developing additional
process steps and adapting processes to safeguard the use of recycled paper in paper production.
A particular challenge for recyclability is the loss of large quantities of graphic paper used in printing
newspapers and magazines, for example. We are working on new solutions to improve resource andmaterial efficiency to offset the resulting lower strength potential of the wastepaper mix and contributeto maintaining the recycling loop. This includes hard nip sizing where less starch is applied, leading tosavings in raw material usage and less drying energy. The completely new starch application process
required to achieve this is currently being developed in cooperation with a pilot customer and is alreadyshowing promising results. Furthermore, the digitization module OnEfficiency.Strength allows a significant
reduction in the quantity of starch required to achieve the target strength of the paper. Over 20 installations
are now in use worldwide, achieving savings of around 36,000 metric tons of starch and 300,000 MWhof drying energy per annum.

Further information:
4evergreen

Voith Paper is a member of an industry consortium consisting of more than 100 well-known companies
operating throughout the entire fiber-based packaging value chain. The initiative aims to increase therecycling rate of fiber-based packaging from 82 % to over 90 % by 2030, and to reduce carbon emissions
in the packaging lifecycle. Following initial laboratory tests on the pulping capacity of various barrier papers
in the 2021/22 fiscal year, pilot tests have now been carried out at the Voith Fiber Technology Center inclose cooperation with the 4evergreen industry consortium for papers that are particularly difficult to pulp.
As a result, new pulping processes will be evaluated in the overall process of wastepaper preparation,
including sorting and fiber treatment.

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Packaging lifecycle

2
1Collection of paper
for recycling fromthe end user
(different collection
systems)

Sorting according
to suitability forthe production ofdifferent paper
types(wastepaper
merchants)

3
Preparation andseparation of foreigncomponents(stock preparation in
the paper mill)

64Filling anddistribution

Paper
production(paper mill)

5
Packagingproduction(paper processor)

Voith Paper solutions are developed to achieve both low fiber loss and a reduction in reprocessing
chemicals. The move away from plastic packaging offers an opportunity to replace plastic with paper andcardboard packaging, products which are more attractive thanks to their very good recycling properties.
This requires the further development of paper and cardboard boxes so they can assume the barrier
function of plastics, repelling water, grease, and gaseous substances while remaining recyclable. The
application of such barriers as a continuous thin film is a major challenge that we are working to achieve
together with our customers. To this end, Voith has made major investments of several million euros inpilot facilities for paper calendaring as well as for the application and drying of barrier layers on paper,
which replicate the industrial process 1:1. With the help of this test coating machine, we are now working
with our customers to determine optimum process engineering concepts and set-up parameters forthe different barrier formulations. We are also investigating the recyclability of the barrier-coated papers.
95 % water savings with new cleaning system
Alongside energy use, water consumption is a second decisive factor in paper production – from anenvironmental and an economic standpoint. In addition to the successful HydroSeal and FilmLube
products, CleanLine Excell can save large amounts of water when cleaning the surfaces and structures of
forming and press felts. This new cleaning system uses 95 % less water, making it much more effective thanconventional cleaning systems. The need for chemical cleaning is also significantly reduced.

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Toward a water-free paper mill
The Zero Effluent Mill Process is key in progressing toward a circular economy. Voith Paper is involvedin this concept together with other packaging paper manufacturers. The system shows that a paper
mill can be operated without any resulting wastewater and with a minimal freshwater consumption ofjust over 1.5 m³ per ton of paper produced. With an annual production output of 750,000 tons of paper,
this equates with annual freshwater savings of around 3.75 million m³. The implementation of Voith’s
AquaLine Zero water management system as part of a new plant project with one of our customers
confirms the achievability of the targets set and shows how freshwater and wastewater volumes canbe significantly reduced through modern process design.

Product longevity through upgrading, retrofitting, and repairability
The machines and systems of the Voith Paper Group Division are designed for a particularly long service
life. Our machines run for around 20 years and can always be brought back to state of the art throughsmall and large rebuilds. This allows us to easily extend their service life by further decades. In thecontext of the circular economy, it is essential to ensure our plants can be repaired and upgraded tokeep them running safely and efficiently for decades. Together with our customers, we therefore ensurethat optimum operating conditions are in place during plant installation. Special service audits provide
the opportunity to check, recondition, and repair individual machine components or whole production
sections as needed. For example, buildup welding of rotors for stock preparation machines can beused to improve operating conditions, also in terms of energy and raw material consumption. Regular
maintenance and appropriate documentation deliver an overview of a machine’s condition and thus
contribute to the optimum operation and improved service life of the plant. Through mechanical repairs
and upgrades to the rolls, either in our workshops or at our customer’s location, we significantly extend
the service life of the rolls in paper machines. This service is increasingly in demand, which will allow
this segment of our business to keep growing.
Resource-saving wear parts logistics
Innovative products such as the OnCare.pmPortal and ID tagging enable Voith as a service partner anda spares and wear parts supplier, as well as the customer itself, to optimize asset management (rolls,
QualiFlex press sleeves, and screens). This circumvents plant downtime due to unsuitable components
failing or components being serviced too late. Voith Paper’s concept is an integrated one that can
incorporate the assets of competitors, thus enabling the efficient use of resources in wear parts logistics.
In our FRS Division, we are also developing alternative products with bio-based or recycled materials forthe relevant product segments. For example, in September 2022 Voith launched AiroGuide Tune Green,
the first DIN CERTCO-certified bio-based guide roll cover for more sustainable paper production.

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Successful recycling
At the same time, we are working hard on increasing the recyclability of wear parts. One example ofthis is the production of our QualiFlex press sleeves: The manufacture of these press sleeves requires asurface treatment, which generates production waste that was previously incinerated. To promote thecircular economy in our production processes, we contracted a recycling partner in the fall of 2022 tocollect the manufacturing waste and deliver it back to the material supplier. There, 100 % of the material
is recycled in a chemical process and returns to the material cycle. This process lets us recycle around
5 tons of material per month.
Fact base
Further informationon technologies for
improved social andenvironmental impacts
at Voith Paper

Under the catchphrase “Design for Recycling”, press felt production at two press felt plants has alreadybeen adapted so that the felts and production waste can be recycled. As a result, production waste in
the order of 100 – 200 tons per annum will be fed back into the recycling process in the future. The firstmonofilaments made from recycled polyamide material have already been developed and successfully
employed in the first test felts.

Voith Turbo
The Voith Turbo (VT) Group Division specializes in intelligent drive solutions, systems, and pioneering
service solutions. Customers from many sectors including energy, mining and mechanical engineering,
marine technology, as well as rail and commercial vehicles rely on Voith’s cutting-edge technologies, digitalsolutions, and comprehensive expertise.
Megatrends such as decarbonization and digitalization influence our business, as do regulatoryinterventions and new requirements on the part of our customers. Against this background, Voith Turbo
has developed specific scenarios on the topics of mobility, water, and environmental technologies as partof the Foresight Project initiated in 2018. Strategic search areas for innovations and technologies were
derived from the findings of this project, including the areas of alternative drives, artificial intelligence, andthe use of new and hybrid materials. Specific technology roadmaps for the electrification of powertrains
and the further digitalization of product lines were also developed.
Product group

Share of revenue of Group Divisionin %VT Mobilityof which rail (43 %)56

VT Industryof which wind generators (4.2 %)32

VT ​O ff-Highway

11

VT Others<1Voith Sustainability Report 2023
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Our Future Vision VT 2030+ for a sustainable product portfolio
Developed in the 2021/22 fiscal year, Future Vision VT 2030+ is a vision for the future of the Voith TurboGroup Division, and the VT Mobility and VT Industry Divisions, and is based on developed futurescenarios. It describes our vision and our ambitions for the future direction of the Group Division – tobecome a leading specialist for drive systems and technologies in the sustainable mobility and industrial
markets of tomorrow – and underlines the urgency required to shape this transformation. Our Future
Vision VT 2030+ specifies concrete challenges and defines goals: How do we want to transform ourcore business, tap into new growth areas, increase profitability and quality, and focus on the productportfolio? It also outlines how Voith Turbo intends to drive internal change with the help of an evolved
corporate culture – for the next 10 years and beyond.
Positive contribution to sustainable energy generation and efficient energy use
Voith Turbo products and services already have a positive impact on sustainable generation and efficientuse of energy. In the VT Mobility Division in particular these include innovative solutions for the rail vehicleindustry (digitalization of couplers for freight transport), electrified drive systems for city buses, and theelectric Voith Schneider Propeller (eVSP) for maritime applications. With the VT Industry Division’s
re-entry into wind power in 2020, Voith is pushing ahead with the continued decarbonization of power
generation. In this way, Voith Turbo is meeting the growing demand for solutions for carbon-neutral
power generation, further expanding its core business in the field of renewable energies. In addition,
the VT Industry Division launched various future-oriented projects in the field of hydrogen infrastructure.
Overall, we have identified a total of ten growth areas and defined the products and solutions with which
we want to achieve sustainable growth. We are committed to developing promising growth areas with aview to the megatrends of decarbonization, electrification, digitalization, and urbanization, and to focusing
our investments on sustainable cutting-edge technologies.

Guideline for sustainable product development
Voith Turbo ensures adherence to all legal requirements (e.g. REACH) regarding material complianceand fulfills corresponding obligations to minimize negative impact on people and the environment.
The product development process already incorporates this requirement from the early stages, withharmful materials being replaced by other materials as early as the engineering phase, wherever technically and economically feasible.

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Megatrend decarbonization – focus on energy efficiency
Decarbonization and the road toward electromobility continue to be the key megatrends for Voith Turbo.
The fields of action for reducing carbon emissions are divided into four areas:
1. Process improvements and technologies
Voith Turbo is driving forward the optimization of its product energy efficiency and carries out Life Cycle
Assessments for selected products. To meet the growing global demand for climate protection and carbon
reduction, our continuous development of products and technologies to reduce energy consumption is
supplemented by developments in electric drives in all segments in which Voith Turbo operates: for example,
commercial vehicles, shipping, and mining. Our aim is to offer our customers increasingly energy-efficient
products through improving their efficiency. To this end, we drive a continual improvement process in which
our customers are directly involved. Here we always focus on the impact of using a Voith component
on the Total Cost of Ownership (TCO). Energy costs account for by far the greatest proportion of TCO,
particularly in the case of industrial products, so reducing these is a top priority.

Further information:
VoreconNX

Further information:
DIWA NXT

Further information:
BeltGenius

Many products already meet the highest requirements in terms of energy costs. With its high-efficiency
gearbox technology, Voith Turbo’s Industry Division offers the possibility of reducing the energy consumption
and oil requirements of gearboxes with power generation systems by up to 20 – 25 % through the useof innovative slide bearings and technologies for reducing power losses. The VoreconNX variable speed
drive for pumps and compressor applications has a 20 % higher energy efficiency in partial load
operation.
Furthermore, VT Mobility is currently developing DIWA NXT, a new type of transmission for city buses
that will bring about potential fuel savings of up to 7 % (mechanical optimization) and an additional 9 %through an optional mild-hybrid system (recuperation unit). Overall, this achieves a 16 % reduction inenergy consumption compared to the previous transmission – the equivalent of 17 % lower carbon
emissions. Voith’s Turbo Compound System can significantly reduce fuel consumption and carbon
emissions of heavy commercial vehicles. In addition, by developing a disconnectable compressor, an
80 % reduction in power loss can be achieved for our air compressors. Voith Turbo products also
contribute to lower carbon emissions in rail transport. For example, rail engines such as automatic andturbo transmissions are optimized by reducing their weight and continuously improving efficiency levels.
2. Digital solutions
Through digitalization and smart process controls, the products and solutions from the VT Mobility
and VT Industry Divisions are contributing to more efficient energy use and a longer service life for
products across all markets served by Voith Turbo. One example is BeltGenius, an innovative digitalsystem developed by the VT Industry Division for simulating entire conveyor systems in the mining
sector. Efficient monitoring, evaluation, and optimization of belt conveyors and conveyor systems
enable reductions in plant downtime and achieve an energy saving of up to 10 %. Likewise, the VT
Mobility OnCare and OnEfficiency solutions, cloud-based analysis methods for optimized fleet
management, achieve additional carbon reductions through lower fuel consumption. Smart Accelerate

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Further information:
Stop-Start system

85

achieves average fuel savings of 5 % for city buses by intelligent, situation-dependent limitation ofvehicle acceleration. In addition, city buses consume up to 12 % less fuel, depending on the application,
because of the Stop-Start function in Voith’s bus transmission. A comparable principle contributes tolower carbon emissions in rail transport: Thanks to the Voith Stop-Start engine, shunting locomotives
consume 11,000 liters less diesel fuel on average per annum.
3. Renewable energies and the mobility transformation
Voith Turbo is paving the way for electromobility. The Group Division is tackling this challenge bydeveloping hybrid transmissions and a fully electric drive, among other things. The aim here is to bringuniquely efficient systems to market in a competitive environment. Extensive projects have already been
implemented for this purpose. VEDS is an electric drive system for city and intercity buses as well as
for medium-duty trucks. Production of the system has begun, and orders have been received from allover Europe. Tests have shown that the VEDS achieves significant efficiency advantages over thecompetition. With the development of the new VEDS HD+, we intend to make these efficiency benefits
available to heavy trucks and special vehicles as well. With the delivery of the first automated freighttrain couplers to Swiss Federal Railways (SBB), Voith is contributing to strengthening rail freight transport,
which can make a substantial contribution to sinking carbon emissions.
4. Groundbreaking innovations
For Voith, the topics of hydrogen production and utilization are of major importance. We are therefore
strengthening our commitment in all relevant areas of the hydrogen value chain and covering important
key areas, from production and transport through hydrogen pipelines, through storage in high-pressurehydrogen tanks, and utilization by means of hydrogen fuel cells and components for the hydrogenelectric powertrain. One example: Voith presented the first prototype of a hydrogen-powered city bus
at IAA Transportation in September 2022. The vehicle was equipped with a hydrogen engine, the Voith
DIWA NXT mild-hybrid system, and a Voith water tank system. This brings Voith another step closer toour goal of playing a key role in the global decarbonization of public transport.

Megatrend digitalization – efficient systems to tap optimization
potentials
Voith Turbo continues to focus on the digitalization of its product portfolio to enable even greater
resource efficiency. To secure this, Voith Turbo is working on various systems for status monitoring ofcomponents and systems. This is intended to avoid critical operating conditions and support productreliability and longevity.
One example of this is VT Industry’s OnCare.Health solutions for cardan shafts and variable speed
drives. With the aid of these we are equipping our equipment with intelligent monitoring sensors thatare so attractively priced, they can be used in many applications. In a second project phase, data-based
performance improvements are being developed using AI.

86Voith Sustainability Report 2023
4. Products and supply chains

Circular economy principle – contribution to longevity and repairability
A long service life is a key quality feature of Voith Turbo products and also contributes toward lower
resource consumption. All Voith Turbo products are designed for a very long service life: Many of our
products are in use for 40 years or more and are designed in such a way that they can be repaired andreconditioned after this period to remain in operation for several more decades. Our industrial gear units,
for example, comply with ISO 6336 and the American Petroleum Institute (API) 613 and 617 standards
for durable design. Our service promise is based on supporting systems and components with spareparts over a very long period, thereby avoiding overly premature scrapping.
Remanufacturing is resource efficient as it extends the lifecycle of products, while our customers benefit
from lower TCO thanks to a longer service life. In addition, we have established our own returns business for third-party products, as well as for the three largest product areas in VT Mobility (transmissions,retarders, and Scharfenberg couplers). In this way, products are returned to our production facilities forrepairs, where they are reconditioned and upgraded where possible. In addition, most of our products
are made of metals such as steel and aluminum and can therefore be efficiently recycled at the end of
their lifecycle, even after decades of use.

Fact base
Further information
on social andenvironmental impact
at Voith TurboGreatly increased recyclability, upgradability, and repairability
Thanks to the Directed Energy Deposition (DED) additive manufacturing process, worn or undersizedcomponents can be restored in a timely manner with minimal use of resources and without the needfor replacement parts. Digitalization in service and production also supports the overhaul of returned
bus gearboxes and leads to design improvements, an intelligent spare parts supply, and a significantly
optimized gearbox service life. As part of modularization and value analysis/Design to Cost, we areworking on further increasing the recyclability, upgradeability, and repairability of our products. This is
made possible through the intelligent design of interfaces, for instance, so that individual modules canbe swapped out quickly and easily without having to replace the entire product. In the future, the Design
for Sustainability approach in value analysis / Design to Cost will be an important means of identifying
measures to reduce the carbon footprint, while considering manufacturing costs within the product andcomponent functions.

4.2 Responsibility in the supply chain
Management approach
Voith works to build long-term, trust-based supplier relationships that focus on quality, service, and costeffectiveness. Control mechanisms for compliance with laws, and environmental and social standards inthe supply chain ensure that Voith’s values and requirements as well as legal stipulations are always met.

Fact baseProcurement markets

In the 2022/23 fiscal year, we purchased a wide range of goods and services worth just over € 2 billion
from our external suppliers and service providers. Measured by overall invoicing volume, the purchase ofcomplete plant systems was the largest item of expenditure, as was the case in previous years.

Voith Sustainability Report 2023
4. Products and supply chains87

At the end of the reporting year, a dedicated Corporate Purchasing Sustainability team was set up in
our Corporate Strategic Purchasing (CSP) department. This team is intended to ensure central andmethodical responsibility for sustainable procurement and to coordinate sustainability activities acrossthe Group Divisions. In addition to establishing sustainability aspects in our purchasing processes, theteam is also responsible for ensuring that suppliers comply with specific aspects of environmental andsocial compliance. Current topics are coordinated with representatives of the Group Divisions in crossdivisional purchasing committees and are implemented with appropriate measures.

Fact base
Conflict minerals

Our fundamental approach to conserving resources and fulfilling our environmental and social responsibility
is anchored in our Purchasing Strategy and our GPC. Together with our Code of Conduct, these set out
the framework for purchasing activities at Voith. Statutory compliance is a matter of course for Voith: We
place a particular focus on occupational health, safety, and environmental protection, as well as onprohibiting any form of child and forced labor. At Voith, requirements for the declaration of hazardous
substances and the handling of conflict minerals throughout the Group are also defined in our GPC.
By confirming the requirements set out in our GPC, suppliers commit to implementing appropriate
measures in their organization, and, with reference to their own supply chain, to work to ensure thatconflict minerals, as defined in Sections 1502 and 1504 of the US Dodd-Frank Act, are not containedin the products they supply.

Clear rules for working with suppliers
Our Code of Conduct is the core guideline for all our purchasing activities. Taken together with our GPC,
it defines our understanding of partnership-based collaboration and sets out rules to deal with compliance issues, as well as environmental and social standards. These two policies serve as the basis forcontractual agreements with our suppliers, whom we encourage to pass these same requirements onto their own subcontractors. An additional check of compliance with the social and environmental standards contained in our Code of Conduct takes place within the context of quality management audits.
Through country-specific versions of the GPC, we ensure that our Purchasing organization takes national particularities into account, for example with respect to payment terms, environmental requirements,
and customs regulations. Voith has drawn up a total of 39 country-specific GPCs, either in English orin the respective national language, and in most cases in both languages.

Chapter
Values andcompliance

Against the background of the German Supply Chain Act (SCA) on corporate due diligence obligations
in supply chains (Lieferkettensorgfaltspflichtengesetz, LkSG), the revision of existing framework agreements and the GPC, which we began implementing in all regions in the previous reporting period, wascontinued in this reporting period. During this process, the existing documents were supplemented toinclude human rights and environmental requirements in accordance with the provisions of the SCA.
Among other things, Voith follows the definitions of the International Labour Organization (ILO) conventions, the Minamata Convention, and the Stockholm and Basel Conventions. In addition, the contractual agreements provide for preventive measures to support compliance with human rights-related andenvironmental requirements at our direct suppliers (e.g. through training) and to verify such compliance(e.g. through audits). The process of adjusting contractual agreements for Voith suppliers worldwide
began in October 2022 and is scheduled for completion in the 2023/24 fiscal year, although continualadjustments will be made thereafter as needed.

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Comprehensive supplier information via Purchasing IT system
We use the PurONE IT system to work with our suppliers. It supports our purchasing processes, forinstance by making comprehensive supplier information readily available, particularly regarding sustainability
and compliance aspects.
PurONE’s end-to-end approach enables integrated supplier management for both communication andinteraction with our suppliers. The PurONE system maps all relevant processes, from supplier registration
to order confirmation, and is closely integrated into our ERP systems.
Once suppliers register with the system, a process which includes a series of mandatory declarations
such as completing a Compliance and Sustainability questionnaire, they can update their data themselves,
edit their questionnaires, upload certificates, and respond to calls to tender and price negotiations
following explicit approval. Furthermore, the system includes a document database for contracts andcontract-related documents, such as non-disclosure agreements (NDAs), as well as a certificate databasethat includes quality certificates. In the context of the SCA, PurONE is also intended to be used
increasingly for compliance and sustainability topics, as well as to provide documentation for reportingto the German Federal Office of Economics and Export Control (Bundesamt für Wirtschaft und Ausfuhrkontrolle, BAFA). For this purpose, further functionalities have been implemented such as a SCA risk
flag for critical suppliers, a status display for the Compliance and Sustainability questionnaire, and an
overview of all sustainability checks at suppliers with corresponding follow-up measures.
We can achieve even greater transparency in the purchasing process through electronic sourcing via
PurONE. This enables suppliers to process requests online via the standardized platform. Price negotiations on individual tenders can also be conducted online, thereby eliminating the need to travel tonegotiate in person and reducing the overall environmental impact. A transparent and fair contractualaward process for all parties, internal award specifications, and “Golden Rules” for electronic auctions also
ensure that compliance requirements are always met. Moreover, sustainability aspects are to become anincreasingly important part of the contract award process in future: For instance, SCA criticality, carbon
footprint, and any relevant ratings will serve as additional decision-making criteria when awarding contracts.

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89

Golden Rules for eAuctions

1

2

3

The basis for an eAuction
are the results of a request
for quotation/tender(RfQ or eRfQ).

An eAuction adheres exactly
to the rules defined inadvance, which are communicated to all participants(suppliers) and accepted andsigned by both sides (Voithand suppliers).

It is not permitted forinternal (Voith) employees
to participate in an auction
as bidders.

4

5

6

All suppliers are to betreated equally, e.g. every
participant receives the same
information/documents.
Information regarding
number/participating
suppliers/prices or otherprice indications are to behandled internally andconfidentially.

By applying surcharges/
discounts (bonus/malus), theoutcome of an eAuction canbe significantly influenced
and must therefore becomprehensible and fair. Thismethod is also important toensure direct comparability
and thus direct awarding thattakes into account all
significant factors.

Predefined criteria (e.g.
target price, bonus/malus)
and award rules must be
adhered to both during andafter the eAuction.

Comprehensive training program
Our Purchasing School has been implemented on Voith’s DRIVE learning platform and is available
globally to all colleagues in Purchasing. The Purchasing School includes all established training courses
for Purchasing (e.g. training courses on purchasing methods, processes, systems, and negotiation
expertise), as well as other Voith training courses that are relevant to Purchasing, such as compliance,
information security, data protection, and industrial security. The Purchasing School currently offers 43
training courses with approx. 130 training hours in various formats, including online and classroombased training, e-learning, and training videos. Voith will continue updating and expanding the scopeof the Purchasing School on a regular basis.
In the reporting year, almost all Purchasing employees attended training or e-learning courses. Overall,
Purchasing employees completed 5,942 training hours in the reporting year (previous year: 7,197). The
decrease in completed training hours is due to the completed introduction of the PurONE purchasingsystem, as training for the new purchasing system was carried out in the 2021/22 fiscal year.

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Fact baseTraining scope

Compliance training was also conducted on an ongoing basis. These mandatory events for Purchasing
employees focus on the rules laid down in our CoC, relevant anticorruption laws, competition law, andoccupational safety regulations. Additional training was implemented to convey the key human rights
and environmental aspects enshrined in the SCA. A total of 341 employees from Purchasing and
Quality Assurance were trained in the requirements and proper implementation of the SCA. An additional
training concept for our suppliers is currently in development. The publicly available supplier portal on
our Voith website contains information on the topics of compliance and sustainability, Voith’s Codeof Conduct, and our GPC, as well as documents on packaging and logistics guidelines, and empty
container requirements.

Conducting regular risk analyses
To comply with our human rights and environmental due diligence obligations, we carried out a comprehensive risk analysis of our direct suppliers in the 2022/23 reporting year. Due to our broad supplier base,
we defined various filters to appropriately identify and prioritize material human rights and environmental
risks among our direct suppliers. In this instance, the data basis was again provided by our ERP systems.
The first step of the risk analysis was to apply a filter for country-specific risks, resulting in a classificationof individual countries into four risk categories. Publicly available indexes were used here to ensure as
objective an assessment as possible. The relevant indexes were selected based on the human rights
and environmental requirements of the SCA. To make the scores of the various indexes comparable,
they were scaled uniformly and standardized; the comparatively worst index value then determinedthe classification of the respective country. This methodology also considers the Environmental Performance Index, which assesses climate change, environmental health, and ecosystem vitality factors, toan appropriate extent.

MVO Nederland
CSR Risk Check

The second step of the risk analysis involved filtering for product and industry-specific risks. First, theMVO Nederland CSR Risk Check was used, which is a publicly available database that is based on a
range of sources related to social and environmental sustainability. The risks identified in this step werethen processed and broken down into 22 different sectors. Subsequently, this data basis was translated
to Voith’s material group keys and the material groups were assigned to four risk categories.
The individual supplier risk was also assessed to consider the company’s ability to influence the actionsof suppliers as specified in the SCA. A turnover threshold of € 25,000 was employed for the evaluation,
whereby the respective supplier was not taken into consideration if this turnover threshold was notexceeded in any of the three preceding fiscal years.
According to the filter logic, the intersection of suppliers for which an increased or very high risk was
identified in the two previous process steps represents the potentially critical suppliers. If these haveexceeded the turnover threshold, they were examined more closely in the analysis. If suppliers are classified
as critical in the risk analysis, they receive a request to complete the Compliance and Sustainability
questionnaire and submit it for review via PurONE. If concerns persist after this step or if there areindications of violations of our standards, an escalation process is initiated that results in specificcountermeasures and may ultimately lead to termination of the business relationship.

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4. Products and supply chains91

Our social and environmental compliance approach for suppliers
Integrity check/critical country check

•

•

•

Supplier self-assessment /compliance questionnaire

•

•

•

General supplierself-assessment••

The integrity check is an essential part of the creditor registration process (masterdata management).
It ensures that a supplier exists, and that no past incidents of fraud, corruption, or
child labor have transpired. In addition, creditworthiness checks/ratings are obtained
regarding planned order volumes.
All suppliers are checked against critical country lists.
The compliance questionnaire is part of Voith’s PurONE purchasing system and is amandatory part of the registration and qualification process for all new and SCAcritical suppliers.
It contains obligatory compliance questions to be answered by every relevant
supplier. Additionally, suppliers must appoint a contact for compliance issues in theircompany.
The questionnaire covers all relevant categories of the SCA, in particular social andenvironmental sustainability, compliance, and self-assessment questions on supplier
diversity, where applicable.
Supplier self-assessment is a PurONE functionality to obtain further information fromsuppliers about their capabilities, as well as their willingness to take measures tooptimize their cybersecurity, for example.
It represents the requirement for our suppliers to make standardized general andtechnology-specific statements, including their level of certification regarding quality,
environment, energy, occupational safety, ISO, etc.

CoC integrated into GPC•

The GPC also require compliance with statutory provisions and laws, and prohibit
bribery, corruption, and child and forced labor.

Sustainability reviews and quality
audits in line with the SCA•

The supplier audit questionnaires of the respective Group Division quality
departments have been revised and now contain questions based on the PurONE
compliance questionnaire (human rights and sustainability).
The same questions should be used for supplier visits, using the sustainability audit
questionnaire to provide additional guidance.
Subsequently, this is to be documented in PurONE.

••

Supplier evaluation/audits••

The supplier audit questionnaires of the respective Group Division quality departments
contain sections with compliance and sustainability questions that must be answered
during a supplier audit or location inspection.
Scope and frequency of audits are determined by the Group Divisions.

Risk reduction through self-assessments
Fact base
Supplier risk
assessment

We minimize risk exposure in the purchasing process by requesting regular Compliance and Sustainability
self-assessments from our suppliers. A standardized Group-wide questionnaire ensures that the relevant
data is collated and processed in a logical and coordinated manner. The corresponding Compliance andSustainability questionnaire is a mandatory part of the registration process in the PurONE purchasingsystem and meets SCA requirements. It covers human rights, environmental protection, and working
conditions. In North America, we ask our suppliers additional questions regarding certification for minorityowned companies.
Beyond this process, there is the option for supplier self-assessments on specific topics, for example
on cybersecurity.

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The Compliance and Sustainability questionnaire also forms the basis for Supply Chain Act Reviews:
questionnaires in which we request information from our suppliers on their compliance with humanrights and environmental standards. The questionnaire also serves as a practical reference during on-site
inspections: For example, human rights and environmental requirements are checked both during
supplier visits by Purchasing and during audits by the Quality Assurance departments on location. The
same applies to on-site visits to potential new suppliers.

Fact base
Supplier selfassessment

At the end of the reporting period, the system contained valid Compliance and Sustainability checks
for over 5,056 suppliers (previous year: 2,671). The suppliers assessed thus accounted for 56 % of our
supplier expenditure in the 2022/23 fiscal year (previous year: 52 %). Once migration to the new PurONEpurchasing system was completed in the 2021/22 fiscal year, the Compliance and Sustainability questionnaire became a mandatory part of the registration process. For this reason, the figure is expected
to rise again in future.

Standardized evaluation of active suppliers

Fact base
Supplier evaluations

In addition to self-assessments, employees from our specialist departments evaluate our active suppliersin cooperation with their colleagues from Purchasing. A Group-wide standardized procedure with transparent
criteria ensures comparability of results and thus increases the transparency of supplier performance.
Sustainability is also included as a criterion in supplier evaluation. Here the weighting differs dependingon the overall scope of the set criteria: In addition to working conditions and occupational safety standards,
health and environmental protection are also assessed.
The uniform supplier classification methodology established in the 2018/19 fiscal year is currently being
implemented in the new PurONE IT system. Once implementation is completed, our focus suppliers willcontinue to be classified at least once a year by Purchasing employees, according to their importancein the supply chain.

Consistent response to violations
Potential violations of sustainability standards in our supply chains can be reported at any time throughour publicly accessible Whistleblowing Scheme. If there are indications that suppliers are violating applicablelaws or our CoC, or are losing their creditworthiness, Purchasing will conduct in-depth investigations.
These take place in coordination with the Legal Department at Voith to assess each potential violationfrom both a legal and a compliance perspective. We have established a specific process for this purpose,
which defines the appropriate threshold levels and sets out specific reporting structures at local andcentral levels.

Voith Sustainability Report 2023
4. Products and supply chains

Chapter
Values andcompliance93

Depending on the severity of the violation, different reporting pathways are specified: While minor incidents
are reported to the local Compliance Officers, in the case of major incidents the Compliance Officers of
the respective Group Division are consulted. In cases of corruption or particularly serious incidents, thecentral Compliance Committee is brought into the process.
In the event of incidents that fall under the SCA, a defined escalation process is triggered. If there areindicators of a violation, it results in an individual action plan with specific responsibilities. Possible
remedial measures range from requesting a position statement, through establishing regular communication
about implementing substantive measures, to reviewing contractual assurances, and a possible
relocation of orders. As a final resort, we can terminate the business relationship and blacklist the
supplier in question centrally.

Fact base
Supplier compliance

The actual blacklisting is then carried out by the central Master Data Governance (MDG) department
at Voith, which has organizational representation and holds technical responsibility in all Voith regions
since 2019. To this end, a central MDG system was introduced to provide technical support for theprocesses. This project was launched in the 2018/19 fiscal year and has been progressively implemented
ever since as part of activities to improve Voith’s IT infrastructure. The MDG system now interfaces with
all Voith’s SAP systems.

Checks prior to establishing a business relationshipLed by the Master Data Governance department and supported by Purchasing, various upstream
Compliance and Sustainability checks are carried out as soon as potential new creditor (supplier)profiles are created, even before a business relationship is established. The first step is to determine
whether the supplier in question comes from a risk country (critical country check) or is even blocked(blocked list check). The supplier data consistency check, including banking records, is carried out
according to the dual control principle. In addition, Purchasing conducts an integrity check (seepage 19 and 91) when a new creditor with a purchasing volume of more than € 25,000 is created. At
the same time, checks are carried out with the aid of publicly available data to determine whether
compliance incidents have been flagged up in the past. Finally, the aforementioned Supply Chain Act
Reviews are conducted during on-site visits to potential new suppliers.

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Voith Sustainability Report 2023
GRI index

GRI index
Universal standards
Disclosures

Comment

Reference

GRI 2: General Disclosures 2021
2-1

Organizational details

8–9
AR 2023: 18 – 25
https://voith.com/corp-en/about-us/
company.html

2-2

Entities included in the organization's
sustainability reporting

120 – 123
AR 2023: 94 – 95

2-3

Reporting period, reporting frequency, andcontact point

126 – 127; 131

2-4

Restatements of information

126 – 127

2-5

External assurance

2-6

Activities, value chain, and other business
relationships

8 – 10
AR 2023: 94 – 100
Fact base: International focus (102)2-7

Employees

27 – 30
Fact base: Workforce structure (105)Fact base: Employees by employment type (106)2-8Workers who are not employees

Fact base: Employees by employment type (106)2-9Governance structure and composition

8–9
AR 2023: 9 – 15
https://voith.com/corp-en/about-us/company/
corporate-board-of-management.html

2-10Nomination and selection of thehighest governance body

8 – 102-11Chair of the highest governance body

8 – 10
AR 2023: 10 – 14
https://voith.com/corp-en/company/companyoverview/supervisory-board.html

2-12

Role of the highest governance bodyin overseeing the management of impact

AR 2023: 10 – 14

2-13

Delegation of responsibility for
managing impacts

AR 2023, 10 – 14

2-14

Role of the highest governance bodyin sustainability reporting

8; 11 – 15

2-15

Conflicts of interest10
AR 2023: 11 – 12

2-16

Communication of critical concerns

15 – 20
Fact base: Escalation channels and points ofcontact for complaints (103)https://voith.integrityline.app/?lang=en

2-17

Collective knowledge of the highest
governance body

AR 2023; 11 – 13

2-18

Evaluation of the performance of the highest
governance body

8 – 10
AR 2023: 10 – 15; 63 – 76

This report has not been externally audited.

126

Voith Sustainability Report 2023
GRI index

Disclosures

Comment95

Reference

2-22

Statement on sustainable development
strategy

4–7

2-23

Policy commitments

6; 11; 16 – 17; 20
https://voith.com/corp-en/about-us/
compliance.html

2-24

Embedding policy commitments

15 – 20; 30; 87
Fact base: Responsibility for society (103 – 105)

2-25

Processes to remediate negative impacts

11 – 15; 15 – 21
AR 2023: 63 – 76
Fact base: Occupational health and safety (112)
Fact base: Products and supply chains (120 – 123)https://voith.com/corp-en/about-us/
sustainability.html

2-26

Mechanisms for seeking advice and raisingconcerns

15 – 20
Fact base: Values and compliance (103)2-27Compliance with laws and regulations

15 – 21
AR 2023: 63 – 76

2-28

Membership associations

23
Fact base: Membership of associations (103)2-29

Approach to stakeholder engagement

11 – 12; 13 – 15; 58 – 59

2-30

Collective bargaining agreements

28
Fact base: Details on upholding the rights of
employees (107)

GRI 3: Material Topics 2021
3-1

Process to determine material topics

13 – 14; 126

3-2

List of material topics

14

3-3

Management of material topics

11 – 15
Integrity: 15 – 25
Employees: 26 – 43
Decarbonization: 47 – 51; 58; 70 – 81
Supply chain: 86 – 93

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Topic-specific standards
Disclosures

Comment

Reference

GRI 200 Economic Disclosures
GRI 201: Economic performance 2016
201-1

Direct economic value generated anddistributed

AR 2023: 86 – 87
Fact base: Economic indicators (102)
Fact base: Taxation (103)
Donations and sponsorships (104 – 105)
Fact base: Expenditure for employees (107)201-2

Financial implications and other risks andopportunities due to climate change

12 – 14

201-3

Defined benefit plan obligations and otherretirement plans

AR 2023: 119; 140 – 149

201-4

Financial assistance received fromgovernment

There was no significant financial
assistance in the reporting period.

GRI 205: Anti-corruption 2016
205-2

Communication and training about anticorruption policies and procedures

16 – 19
Fact base: Compliance training (103)

GRI 206: Anti-competitive behavior 2016
206-1

Legal actions for anti-competitive behavior,anti-trust, and monopoly practices

AR 2023: 74

GRI 207: Tax 2019
207-1

Approach to tax

21
Fact base: Taxation (103)207-4Country-by-country reporting

Fact base: Taxation (103)

GRI 300 Environmental Disclosures
GRI 301: Materials 2016
301-1

Materials used by weight or volume

51 – 52
Fact base: Materials used (116)301-2

Recycled input materials used

51 – 52
Fact base: Materials used (116)

GRI 302: Energy 2016
302-1

Energy consumption within the organization47 – 51
Fact base: Methodology for recording energy
consumption and GHG emissions (113)
Fact base: Total energy consumption (114)
Fact base: Electricity mix (116)302-4Reduction of energy consumption

47 – 51
Fact base: Energy-saving measures andfurther potentials (115)302-5Reduction in energy requirements ofproducts and services

70 – 71; 74 – 78; 84 – 85
Fact base: Further information on social andenvironmental impacts at Voith Hydro (121)Fact base: Further information ontechnologies for improved social andenvironmental impacts at Voith Paper (122)

Voith Sustainability Report 2023
GRI index

Disclosures

Comment

97

Reference

GRI 303: Water and Effluents 2018
303-1

Interactions with water as a shared resource

56 – 57

303-2

Management of water discharge related
impacts

57

303-3

Water withdrawal

56 – 57
Fact base: Water withdrawal (118)
Fact base: Freshwater saving measures andfurther potentials (118)303-4Water discharge

57
Fact base: Wastewater by discharge methodand quality (119)

GRI 305: Emissions 2016
305-1

Direct GHG emissions (Scope 1)

48 – 50
Fact base: Methodology for recording energy
consumption and GHG emissions (113)
Fact base: Total GHG emissions (115)
Fact base: GHG emissions Scope 1 (115)305-2Energy indirect GHG emissions (Scope 2)

48 – 50
Fact base: Total GHG emissions (115)305-3

Other indirect GHG emissions (Scope 3)

305-4

GHG emissions intensity

Fact base: GHG emissions: specific Scope
1 and 2 (116)305-5Reduction of GHG emissions

47 – 51; 67 – 70; 75 – 78; 83 – 85
Fact base: Measures for reducing GHG
emissions and further potentials (116)305-6

Emissions of ozone-depleting substances(ODS)

Fact base: Air pollutants (116)305-7

Nitrogen oxides (NO x), sulphur oxides (SO x),
and other significant air emissions

Fact base: Air pollutants (116)

Scope 3 emissions were not recorded in
the reporting year.

GRI 306: Waste 2020
306-1

Waste generation and significant wasterelated impacts

52 – 55

306-2

Management of significant waste-related
impacts

52 – 55; 73 – 74; 79 – 82; 86
Fact base: Waste-saving measures andfurther potentials (117)306-3

Waste generated

52 – 55
Fact base: Waste volumes (117)
Fact base: Hazardous waste (117)306-4

Waste diverted from disposal

Fact base: Waste volumes (117)306-5

Waste directed to disposal

Fact base: Waste volumes (117)

GRI 308: Supplier Environmental Assessment 2016308-1

New suppliers that were screened using
environmental criteria

86 – 89; 90 – 92
Fact base: Supplier self-assessment (124)Fact base: Supplier evaluation (125)98

Voith Sustainability Report 2023
GRI index

Disclosures

Comment

Reference

GRI 400 Social Disclosures
GRI 401: Employment 2016
401-1

New employee hires and employee turnover

34
Fact base: Employee turnover (109)
Fact base: New hirings (110)401-3

Parental leave

Fact base: Parental leave (109)

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding
operational changes

28

GRI 403: Occupational Health and Safety 2018403-1

Occupational health and safety management
system38 – 39
Fact base: Certifications (112)403-2

Hazard identification, risk assessment, andincident investigation

40 – 43
Fact base: Approach to preventing andhandling negative health and safety impacts
(112)

403-3

Occupational health services

39 – 43403-4

Worker participation, consultation, andcommunication on occupational health andsafety39 – 43
Fact base: Employee representation oncommittees (112)403-5Worker training in occupational health andsafety39 – 43403-6

Promotion of worker health

43

403-7

Prevention and mitigation of occupational
health and safety impacts directly linked bybusiness relationships

38 – 43403-8

Workers covered by an occupational healthand safety management system

38
Fact base: Certifications (112)403-9Work-related injuries

40 – 43
Fact base: Occupational accidents (113)

GRI 404: Training and Education 2016
404-1

Average hours of training per year per
employee

35 – 38
Fact base: Training and further education
hours by hierarchical employee category (111)404-2Programs for upgrading employee skills andtransition assistance programs

34 – 38
Fact base: Details on safeguarding therights of employees, measures for socially
responsible restructuring and job security
(107)

404-3

Percentage of employees receiving regularperformance and career development
reviews

Fact base: Training and further education
hours by hierarchical employee category (111)Voith Sustainability Report 2023
GRI index

Disclosures

Comment

Reference

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies andemployees

29 – 34
Fact base: Diversity in management and in
the workforce (108)https://voith.com/corp-en/about-us/
diversity-and-inclusion.html

GRI 407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the rightto freedom of association and collective
bargaining may be at risk

16 – 20; 87 – 92

GRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk
for incidents of child labor

16 – 20; 87 – 92

GRI 409: Forced or Compulsory Labor 2016409-1

Operations and suppliers at significant risk
for incidents of forced or compulsory labor

16 – 20; 87 – 92

GRI 414: Supplier Social Assessment 2016414-1

New suppliers that were screened usingsocial criteria

87 – 92
Fact base: Supplier self-assessment (124)Fact base: Supplier evaluation (125)

GRI 415: Public Policy 2016
415-1

Political contributions

Donations to political parties and comparable
party-political organizations as well as
sponsorships of activities of such parties andorganizations are prohibited by Voith's Group
policy on Donations and Sponsorship.

22
Fact base: Donations and sponsorships
to political parties and party-politicalorganizations (105)

GRI 416: Customer Health and Safety 2016
416-1

Assessment of the health and safety impacts
of product and service categories

416-2

Incidents of non-compliance concerning thehealth and safety impacts of products andservices

58-65
Voith did not become aware of any
significant incidents during the reporting
period.

GRI 418: Customer Privacy 2016
418-1

Substantiated complaints concerning
breaches of customer privacy and losses ofcustomer data

Voith did not become aware of any
significant incidents during the reporting
period.

99

100

Voith Sustainability Report 2023
NFS index

NFS index
Contents index for the non-financial report
NFS components

TopicsReferences

Business model

The Voith Group

8 – 10

Sustainability strategy

11 – 15Risks

12 – 13
AR 2023: 62 ff.

Environmental
concerns

Energy efficiency and climate protection

47 – 51
Fact base: Methodology for recording energy consumption and GHG
emissions (113)
Fact base: Total energy consumption (114)
Fact base: Electricity mix (116)

Environmental impact of products

65 – 74; 74 – 82; 82 – 86
Fact base: Further information on social and environmental impacts at Voith
Hydro (121)Fact base: Further information on Technologies for improved social andenvironmental impacts at Voith Paper (122)Fact base: Further information on social and environmental impacts at Voith
Turbo (123)

Employee interests

Recruiting and promoting talent

34 – 38
Fact base: Training and further education hours by hierarchical employee
category (111)

Occupational health and safety

38 – 43
Fact base: Certifications (112)
Fact base: Approach to preventing and handling negative health and safety
impacts (112)
Fact base: Occupational accidents (113)

Respecting humanrightsEmployee rights

16 – 20; 27 – 29
Fact base: Details on upholding the rights of employees (107 )Supplier management

20 – 21; 90 – 93
Fact base: Supplier self-assessment (124)Fact base: Supplier evaluations (125)

Combating corruption
and bribery

Compliance

15 – 20
Fact base: Compliance training (103)Supplier management

17 – 20; 90 – 93
Fact base: Supplier self-assessment (124)Fact base: Supplier evaluations (125)Voith Sustainability Report 2023
NFS index

101

102

Voith Sustainability Report 2023
Fact baseFact baseStrategy and integrity
Our profile
Economic
indicators

Economic indicators in million €Revenues
Operating result before non-recurring items
Earnings before taxes

FY 2022/23

FY 2021/22

FY 2020/21

5,506

4,881

4,260

245

200

165

157

116

80

FY 2022/23

FY 2021/22

FY 2020/21

Voith Hydro

1,189

1,048

945

Voith Paper

2,239

2,196

1,776

Voith Turbo

1,994

1,557

1,457

Business areas in our profile in million €Revenues

EBIT

International
focus

Voith Hydro

6

2

8

Voith Paper

145

131

114

Voith Turbo

80

48

41

FY 2022/23

FY 2021/22

FY 2020/21

Locations by regional distribution
More information
Sales markets in million €Germany

778

679

583

Europe excluding Germany

1,712

1,358

1,349

Americas

1,316

1,167

965

Asia

1,512

1,509

1,227

Other
Sales markets in %

188

168

136

FY 2022/23

FY 2021/22

FY 2020/21

Germany

14

14

14

Europe excluding Germany

31

28

31

Americas

24

24

23

Asia

28

31

29

Other

3

3

3

Major sales countries in million €FY 2022/23

FY 2021/22

FY 2020/21

Germany

778

679

583

China

909

931

758

Strategy and organisation
Employee sustainability
training

We launched a multilingual e-learning course on sustainability in the 2019/20 fiscal year. The course is open to all employees of theGroup and participation is mandatory for new job-starters at Voith Hydro, thereby underscoring how important sustainability is to us. In
the reporting year, 1,121 employees worldwide (previous year: 638) completed the sustainability training program.

Voith Sustainability Report 2023
Fact base

103

Values and compliance
Compliancetraining1)

Training courses for prioritized groups Number

FY 2022/23

FY 2021/22

FY 2020/21

Managers from the upper six levels, Sales, Purchasing

18

18

20

Compliance Officers

3

2

1

Employees trained in centralized training Number

FY 2022/23

FY 2021/22

FY 2020/21

Managers from the upper six levels, Sales, Purchasing

155

372

364

Compliance Officers

35

11

11

FY 2022/23

FY 2021/22

FY 2020/21

78

83

84

2)

Employees trained in centralized training in %Managers from the upper six levels, Sales, Purchasing
Compliance Officers
Employees trained in decentralized training or instruction Number

90

92

93

FY 2022/23

FY 2021/22

FY 2020/21

Training by Compliance Officers (> 1.5 hours)

1,904

640

825

Instruction by Compliance Officers or Supervisors (> 0.5 hours)

1,860

1,958

1,326

FY 2022/23

FY 2021/22

FY 2020/21

36,954

19,322

11,449Europe excluding Germany

9,543

12,366

10,808Americas24,665

9,333

5,710

Asia

35,25725,672

27,946

Other

2,407

1,664

1,503

Total

108,826

68,35757,416

1)

These figures do not include acquisitions. 			

2)

Refresher training courses for Compliance Officers were conducted for the first time in FY 2022/23. These are not yet included in the data.

Escalation channels
and points of contact
for complaints

•
•
•
•

Taxation

Whistleblower Scheme/Compliance Helpdesk
Direct superior/line manager
Responsible HR employee
Compliance Officer

Taxes paid by region in thousand €Germany••••

Group Division Compliance Officer
Compliance Committee
Corporate Board of Management
Supervisory Board

Responsibility for society
Membership ofassociations

Voith and its Group companies represent their interests through 587 (previous year: 552) association memberships and spend
around € 2.6 million annually in membership fees (previous year: € 2.6 million).
Voith activity in associations, by level of membership contributions:Long Duration Energy Storage Council• German Engineering Federation (Verband Deutscher Maschinen- und Anlagenbauer e.V., VDMA)• Modellfabrik Papier gGmbH• Baden-Württemberg Employers’ Association of the Metal and Electrical Industry (Südwestmetall Verband der Metall- undElektroindustrie Baden-Württemberg e.V., SWM)
• Research Association for Power Transmission Technology (Forschungsvereinigung Antriebstechnik e.V., FVA)
• German Standards Institute (Deutsches Institut für Normung e.V., DIN)
• German Railway Industry Association (Verband der Bahnindustrie in Deutschland e.V., VDB)
• Society for the Advancement of German Industry (Förderkreis der Deutschen Industrie e.V.)• NWB e.V. Project Office DIN-FSF• CONFINDUSTRIA TOSCANA NORD•

104

Voith Sustainability Report 2023
Fact base

Donations andsponsorships

Donations and sponsorships in million €FY 2022/23

FY 2021/22

FY 2020/21

3.13

2.79

1.98

Voith Groupof which donations   of which cash donations   of which in-kind donations

0.77

1.30

0.68

0.12

0.22

0.09

1.28

1.21

Funding by project Number of projects

FY 2022/23

FY 2021/22

FY 2020/21

Education (school, training, and science)

69

65

62

Social affairs

51

50

40

Sport

29

28

24

Culture

22

25

19

Funding by project in %FY 2022/23

FY 2021/22

FY 2020/21

Education (school, training, and science)

25

39

21

Social affairs

30

30

21

Sport

40

17

48

CultureFunding by region in %

5

14

10

FY 2022/23

FY 2021/22

FY 2020/21

APAC

7.0

7.0

8.0

EMEA

90.0

70.0

88.0

Americas

3.0

23.0

4.0

Other
Hanns Voith Foundation funding by project in €

0.0

0.0

0.0

2022

2021

2020

Science and research

11,65040,50067,000Artistic, welfare, environmental and landscape conservation schemes

241,414

162,334

231,508

Measures aimed at international understanding and development aid

11,70024,6008,400

Training and education, measures based on the teachings of Rudolf Steiner

88,09070,450150,350

Scholarships

233,800

248,100

218,000

Total

586,654545,984

675,258

Hanns Voith Foundation funding by project in %

1)

1.51

1.41

1.60

of which sponsorships

Donations andsponsorships from theHanns Voith Foundation1)

1.53

2022

2021

2020

Science and research

2

7.4

9.9

Artistic, welfare, environmental, and landscape conservation schemes

41

29.7

34.3

Measures aimed at international understanding and development aid

2

4.5

1.2

Training and education, measures based on the teachings of Rudolf Steiner

15

12.9

22.3

Scholarships

40

45.4

32.3

Funding from the Hanns Voith Foundation is calculated and reported by calendar year rather than by reporting year.

Voith Sustainability Report 2023
Fact base

Donations and­s ponsorships topolitical partiesand ­p arty-political­o rganizations

Political contributions in thousand €105

FY 2022/23

FY 2021/22

FY 2020/21

Germany005Rest of Europe

0

0

0

Americas

0

0

0

Asia

0

0

0

Other

0

0

0

Total

0

0

5

Donations to political parties and party-political organizations, as well as sponsorships of activities of such parties and organizations are prohibited by the Group
policy on Donations and Sponsorships.

Employment
Voith as an employer
Workforce structure

Consolidation framework for employment figures1) Number

FY 2022/23

FY 2021/222)

FY 2020/21

Employees Group-wide as simplified FTE (excluding apprentices)

22,47921,491

19,946

Employees Group-wide as headcount23,10822,034

20,378 of which employees involved in data analysis

23,10820,491

20,378FY 2022/232

FY 2021/22

FY 2020/21

23,10820,491

20,378

Employees by age group, gender, and origin
Number as headcount
Voith Group
Number by gender3)

FY 2022/23

FY 2021/22

FY 2020/21

of which women

4,483

3,781

3,743

of which men

18,625

16,710

16,635

Number by age group

FY 2022/23

FY 2021/22

FY 2020/21

of which < 30 years

2,803

2,459

2,406

of which 30 – 50 years

12,967

11,33811,300of which > 50 years

7,338

6,694

6,672

Number by origin

FY 2022/23

FY 2021/22

FY 2020/21

of which German

7,609

7,251

7,229

of which non-German

15,49913,24013,149Number by region

FY 2022/23

FY 2021/22

FY 2020/21

of which Germany

8,338

7,789

7,694

of which rest of Europe

5,453

4,417

4,365

of which Americas

4,212

3,576

3,632

of which Asia

3,557

3,353

3,364

of which other

1,548

1,356

1,323

In contrast to the Annual Report, the Sustainability Report gives employment figures in headcount instead of simplified FTEs (full-time equivalents). The
consolidated companies are reported in the same way as in the Annual Report. 			
			
1)

2)

In FY 2021/22 only 20,491 employees were included in the analysis, because Argo-Hytos was only added to the HR system in December 2022. As a result,variations per region deviate from the variations in the Annual Report.			
3)

Due to part-time work, the regional distribution in headcount differs from the Annual Report; the figures are reported in FTEs (full-time equivalents).

106

Voith Sustainability Report 2023
Fact base

Number by main countries
Germany

FY 2022/23

FY 2021/22

FY 2020/21

8,338

7,789

7,694

China

2,648

2,446

2,463

USA

2,098

2,033

1,939

India

1,548

1,356

1,323

Brazil

1,478

948

967

Austria

1,345

1,331

1,341

At the end of FY 2022/23, 23,108 employees (previous year: 20,491) were employed by the Voith Group, 12.8 % more than in the previous fiscal year. The headcountincreased in all regions: Asia grew by 6.1 %, Germany by 7.0 %, the rest of Europe by 23.5 %, the Americas by 17.8 %, other regions by 14.2 %.
Our core workforce is structured according to the principle of commercial prudence. Greater workforce flexibility through the use of temporary employment enables
us to manage order peaks and therefore to respond quickly and flexibly in what are often very volatile markets. The engagement of employees from external
companies is governed by a Group Directive.			

Employees by
employment type

Full-time and part-time employees by age and gender Number
Full-time

FY 2021/22

FY 2020/21

21,836

19,284

19,220of which women

3,610

2,943

2,921

of which men

18,226

16,341

16,299of which < 30 years

2,697

2,345

2,301

of which 30 – 50 years

12,311

10,737

10,729of which > 50 years

6,828

6,202

6,190

1,272

1,207

1,158

Part-timeof which women

873

838

822

of which men

399

369

336

of which < 30 years

106

114

105

of which 30 – 50 years

656

601

571

of which > 50 years

510

492

482

FY 2022/23

FY 2021/22

FY 2020/21

Permanent employment contract

20,79818,49018,316

Temporary employment contract

2,310

2,001

2,062

FY 2022/23

FY 2021/22

FY 2020/21

90.0

90.2

89.9

10.0

9.8

10.1

FY 2022/23

FY 2021/22

FY 2020/21

52.1

51.3

51.1

Permanent and temporary employment contracts1) Number

Ratio of permanent to temporary employment contracts in %1)

Permanent employment contract
Temporary employment contract
Ratio of direct and indirect employees to total workforce in %1)

Direct employees
Indirect employees
Temporary employees1) Number
Voith Group1)

FY 2022/23

47.9

48.7

48.9

FY 2022/23

FY 2021/22

FY 2020/21

1,141

1,226

1,233

Presentation format was adjusted retroactively in FY 2020/21.			

In the reporting year, 1,141 employees (previous year: 1,226) were employed by Voith through temporary employment agencies, 6.9 % fewer than in the previous year.
Temporary employment is a commonplace market instrument used to respond flexibly to short-term order peaks. The number of temporary employment contracts
rose by 15.4 % to 2,310 in the reporting year (previous year: 2,001).

107

Voith Sustainability Report 2023
Fact baseDetails on upholding
the rights of employees

Collective bargaining agreements in %Employees covered by collective bargaining agreements

FY 2022/23

FY 2021/22

FY 2020/21

56.9

63.0

63.9

of which Germany

90.6

95.6

95.9

of which Europe excluding Germany

54.2

66.2

69.3

of which Americas

43.8

48.6

48.5

of which Asia

13.7

14.8

16.5

of which other

20.0

22.3

23.2

In the 2022/23 fiscal year, 57% (previous year: 63%) of employees worldwide were covered by a collective bargaining agreement. The slight decrease
compared to the previous year is due to changes in the Group.
Measures for socially
responsible restructuring
and job security

Voith keeps all available options open in a proactive manner to avoid headcount reductions. In addition to natural headcountfluctuation, we make use of instruments such as working time accounts, early retirement, semi-retirement, severance offers, andmutually negotiated termination agreements. Use of these tools is agreed with employee representatives and unions. We also
employ interim employment companies and vocational training measures. If work has to be transferred between locations, theemployees concerned receive offers for continued employment at other Voith locations wherever possible. Ultimately, whereverheadcount reductions are necessary, we always strive for the most socially responsible solution.
At our international locations, we also strive to safeguard employment and involve employee representatives in the process
wherever possible. Moreover, we endeavor to avoid compulsory redundancies and to make any necessary headcount reductions
as socially responsible as possible, in line with best practice in Germany.
Examples of socially responsible restructuring and safeguarding of locations in Germany:•

At our Heidenheim location, a multi-year agreement has been in place since 2020 to safeguard the location, replacing a prioragreement from 2015. Key points are workforce adjustments that forego compulsory redundancies, as well as investments infuture-proof topics to create jobs and maintain the location.

•

At our Crailsheim location, an agreement between the parties has been in place for many years to safeguard the location.

•

At our Sonthofen location, an agreement to safeguard the location has been in place since December 2021.

•

At our Kiel location, a company wage agreement was concluded with the trade union, which refers to the applicable collective
wage agreements in the state of Schleswig-Holstein.

Trade union agreements – example of Brazil
At our São Paulo, Mucuri, and Ponta Grossa locations in Brazil, the employment contracts of all employees apart fromsenior executives are tied into trade union agreements that include a range of social provisions: for example, former employees
continue to receive medical assistance and food provision from Voith for up to six months after their employment has ended.
Moreover, employees approaching retirement are guaranteed that their employment cannot be terminated for up to 18 months
before they leave the company, depending on their length of service.

Expenditure for
employees

Expenditure for employees in million €FY 2022/23

FY 2021/22

Expenditure for wages and salaries

1,461

1,301

1,247

Expenditure for social security contributions, pensions, benefits

313.7

281.2

268.6

4.7

3.9

2.3

Expenditure for training and career development

FY 2020/21

108

Voith Sustainability Report 2023
Fact base

Diversity inmanagement andin the workforce1)

Employment ratio of people with severe disabilities in %2)

FY 2022/23

FY 2021/22

FY 2020/21

3.5

3.7

4.0

FY 2022/23

FY 2021/22

FY 2020/21

88

93

95

Employment ratio of people with severe disabilities
Diversity in the Senior Management Circle Number
Senior Management Circle
Proportion of women in %Distribution of women and men at management levels Number

13.6

11.8

6.3

FY 2022/23

FY 2021/22

FY 2020/21

96

99

106

12.5

11.1

5.7

165

174

158

Executive Management, Senior Management Circle
Proportion of women in %Upper management
Proportion of women in %Mid level management
Proportion of women in %

8.0

7.6

1,503

1,459

11.9

10.6

10.1

1,787

1,770

1,712

11.9

10.5

9.7

FY 2022/23

FY 2021/22

FY 2020/21

16,69816,02317,024of which women

3,270

3,045

3,195

of which men

13,428

12,97813,829of which < 30 years

1,989

1,879

1,944

Total (across all management levels)
Proportion of women in %
1)

10.3
1,534

New data basis since FY 2020/21; retroactive adjustment is not possible due to redefinition.			

		The employment ratio of employees with severe disabilities is only recorded in Germany.				

2)

Flexible working timemodelsAvailability of flexible working time models1) Number
Voith Group1)of which 30 – 50 years

9,164

8,735

9,296

of which > 50 years

5,545

5,409

5,784

Proportion of employees with flexible working time models (e.g. flextime, saving and reducing overtime, sabbaticals).

Examples of flexible working time models
In Germany, leaves of absence for educational purposes are regulated by law and by collective agreements. In this context
several years ago, an additional agreement was reached with the Works Council to introduce subsidized part-time training atour Heidenheim location. This model enables employees to work in an “active” phase for reduced remuneration, followed by a“passive” phase in which employees can utilize the time available for vocational training while continuing to be renumerated.
Voith employees at our locations in the USA and Canada also profit from flexible working options, insofar as their respective roles
allow this. Having the flexibility to adapt their working hours to suit their needs is important for working parents, for example.
In response to the challenges posed by the Covid-19 pandemic, we drew up a new Remote Work Policy at Voith. This offers
executives with supervisory roles greater flexibility to agree needs-based solutions for work arrangements with their employees. In
the USA, Voith has also granted our employees two weeks of additional paid parental leave after the birth of a child since 2018. To
improve work-life balance for our employees and their families, a new summertime regulation was introduced in the North America
region in 2022. This arrangement enables our employees to organize their working time flexibly across the working week, so thatevery year from the end of May until the beginning of September, they can leave work early on a Friday afternoon.
In response to the Covid-19 pandemic, we expanded our Remote Work Policy as far as possible to all our locations in the SouthAmerica region, so that around 71 % of all employees are now able to work remotely. Our apprentices and interns continued toreceive full pay throughout the pandemic.
We are also applying remote work policies in the APAC region to enable us to respond to business needs or exceptionalsituations such as pandemics. They ensure sustainable work performance to meet customer needs, while at the same timeoffering our employees the flexibility they need to increase work productivity and job satisfaction.

Voith Sustainability Report 2023
Fact base

Percentage of flexible working time models in %FY 2022/23

FY 2021/22

FY 2020/21

72.3

78.2

83.5

of which women

72.9

80.5

85.4

of which men

72.1

77.7

83.1

of which < 30 years

71.0

76.4

80.8

of which 30 – 50 years

70.7

77.0

82.3

of which > 50 years

75.6

80.8

86.7

FY 2022/23

FY 2021/22

FY 2020/21

18,19819,036

19,940Voith Group

Parental leave

Employees entitled to parental leave Number
Voith Groupof which women

3,589

3,581

3,686

of which men

14,60915,455

16,254

FY 2022/23

FY 2021/22

FY 2020/21

324

348

360

Employees who began parental leave in the fiscal year1) Number
Voith Group

1)

109

of which women

86

84

123

of which men

238

264

237

FY 2022/23

FY 2021/22

FY 2020/21

Presentation format was adjusted retroactively in FY 2020/21.			

Employeeturnover

Employees who left the company by age group, gender, and region
NumberVoith Group

2,367

2,310

2,386

of which women

373

392

350

of which men

1,994

1,918

2,036

of which < 30 years

506

450

412

of which 30 – 50 years

1,107

1,069

1,122

of which > 50 years

754

791

435

of which Germany

609

535

706

of which Europe excluding Germany

621

472

466

of which Americas

787

970

818

of which Asia

218

250

277

of which other

132

83

119

FY 2022/23

FY 2021/22

FY 2020/21

11.0

12.1

12.3

9.1

11.1

9.8

Employees who left the company by age group, gender, and regionin %Voith Groupof which womenof which men

11.4

12.3

12.9

of which < 30 years

19.7

20.5

18.5

of which 30 – 50 years

9.3

10.2

10.5

of which > 50 years

10.7

12.2

13.1

of which Germany

7.6

7.1

9.3

of which Europe excluding Germany

12.5

11.6

11.4

of which Americas

19.7

27.5

22.3

of which Asia

6.2

7.5

8.2

of which other

12.1

11.4

16.8

110

Voith Sustainability Report 2023
Fact base

New hirings

New employee hires by age group, gender, and region Number
Voith GroupFY 2022/23

FY 2021/22

FY 2020/21

2,986

2,565

1,706

of which women

526

434

276

of which men

2,460

2,131

1,430

of which < 30 years

1,028

948

597

of which 30 – 50 years

1,549

1,251

827

of which > 50 years

282

409

366

of which Germany

649

664

375

of which Europe excluding Germany

608

522

342

of which Americas

1,358

926

687

of which Asia

183

307

236

of which other

188

146

66

FY 2022/23

FY 2021/22

FY 2020/21

Percentage of new employee hires by age group, gender, and regionin %Voith Group

12.9

12.5

8.4

of which women

2.3

2.1

1.4

of which men

10.6

10.4

7.0

of which < 30 years

4.4

4.6

2.9

of which 30 – 50 years

6.7

6.1

4.1

of which > 50 years

1.8

1.8

1.4

of which Germany

2.8

3.2

1.8

of which Europe excluding Germany

2.6

2.5

1.7

of which Americas

5.9

4.5

3.4

of which Asia

0.8

1.5

1.2

of which other

0.8

0.7

0.3

Voith Sustainability Report 2023
Fact base

111

Attracting and promoting talent
Training hours in the Voith Group Number
Training and further
education hours
by hierarchicalemployee category 1)

FY 2022/23

FY 2021/22

FY 2020/21

127,580

126,339

118,178

27,78429,68037,564of which men

99,79696,65880,614of which < 30 years

20,382

19,461

16,535Voith Groupof which womenof which 30 – 50 years

73,47079,17870,556of which > 50 years

33,72827,70031,087

496

749

1,584

1,731

2,062

2,677

Executive Management, Senior Management Circle
Upper management
Mid level management

17,332

19,513

20,398All other employees

108,021104,015

93,519FY 2022/23

FY 2021/22

FY 2020/21

5.5

6.2

5.8

Average training hours per employee Number
Voith Groupof which women

6.2

7.8

10.0

of which men

5.4

5.8

4.8

of which < 30 years

7.3

7.9

6.9

of which 30 – 50 years

5.7

7.0

6.2

4.6

4.1

4.7

Executive Management, Senior Management Circleof which > 50 years

5.2

7.6

14.9

Upper management

10.5

11.9

16.9

Mid level management

11.3

13.0

14.0

All other employees

5.1

5.6

5.0

FY 2022/23

FY 2021/22

FY 2020/21

17,68914,942

11,997FY 2022/23

FY 2021/22

FY 2020/21

68.6

–

–

of which women

73.4

–

–

of which men

67.5

–

–

Executive Management, Senior Management Circle

63.5

–

–

Upper management

83.6

–

–

Mid level management

87.2

–

–

All other employees

66.4

–

–

FY 2022/23

FY 2021/22

FY 2020/21

Apprentices and students

745

723

757

of which in Germany

435

453

499

of which at the Heidenheim location

282

289

330

Number of employees who underwent further training
Voith Group
Percentage of employees who received performance and careerdevelopment reviews2) in %Voith Group1)

New data basis since FY 2020/21; retroactive adjustment is not possible due to redefinition.

2)

Cannot be evaluated for the 2020/21 and 2021/22 fiscal years.

Vocational training

Vocational training Number

112

Voith Sustainability Report 2023
Fact base

Occupational health and safety
Certifications

Existing certifications at Voith locations
Degree of coverage based on employees in %FY 2022/23

FY 2021/22

FY 2020/21

ISO 50001

17

17

17

ISO 14001

81

81

81

ISO 9001

81

82

82

ISO 45001

77

81

81

The figures include all locations.

Approach to preventing
Regarding our own locations, construction sites and products, Voith’s approach to preventing negative health and safety
and handling negative
impacts is as follows:
health and safety impacts
1. We continually apply the proven system of regional support described in the “Occupational health and safety” section, andare gradually expanding the system within our own locations to improve its quality and effectiveness.
2. We perform advance risk assessments at our construction sites and during on-location activities at our customers’
premises. These are updated on a regular and a needs basis, and involve a careful examination of many aspects,
including how the various trades are coordinated in relation to safety aspects. We also analyze work-related accidents inclose cooperation with our customers on site, jointly adopting protective measures to prevent further accidents.
3. We ensure strict compliance with regulatory requirements starting from the product development and application stages.
In addition, our products undergo a series of test and inspection stages. We systematically incorporate the findings fromthese processes, together with information from market and product monitoring, into all further product development.
Comprehensive occupational safety audit system established
To identify and analyze work-related risks and hazards in connection with occupational safety, Voith has implemented acomprehensive audit system in addition to our overarching risk management process.
STF accidents (Slips, Trips, Falls) and crane accidents were identified as the greatest potential hazards in the reporting
period. Furthermore, most injuries continue to involve the hands and we are therefore continuing to focus on the topic ofhand protection. Since January 2021, this has been the subject of a global campaign to raise awareness among employees
working in the operative areas of Operations, Service, Logistics, and Training.
The campaign is based on a four-stage action plan, as follows:• Providing information on the relevance of hand protection• Communicating additional facts on accident figures and accident severity with the aid of specific examples designed toraise awareness• Mandatory participation of all our organizational unit employees in two practical workshops on nine specific hand-safety topics• Establishing ongoing communication of best practices

Employeerepresentation oncommittees
1)

Based on headcount.

Total number of employees1) represented on Health and Safety
Management-Worker Committees in %Voith GroupFY 2022/23

FY 2021/22

FY 2020/21

80

80

80

Voith Sustainability Report 2023
Fact base

Occupational accidents

Occupational accidents Number

FY 2022/23

FY 2021/22

FY 2020/21

75

61

79

of which fatal

0

0

1

of which severe

1

2

2

FY 2022/23

FY 2021/22

FY 2020/21

1.8

1.6

2.1

FY 2022/23

FY 2021/22

FY 2020/21

77

77

71

Total occupational accidents

Frequency Rates in %1)

Occupational accidents per 1 million working hours
Occupational accidents - personnel working for Voith who are not
Voith employees Number
Occupational accidents
1)

113

Number of occupational accidents or work-related sickness periods resulting in downtime (1 day or more) per 1 million working hours.

Voith has kept a central record of third-party occupational accident data since October 2017. Each incident is documented and tracked in a full incident report.
Voith's reporting system does not currently differentiate between degrees of accident severity or working hours lost. Due to the different data gathering methods,
these values are not comparable with the data provided on our own employees.

Severity Rate1) Number

1)

FY 2022/23

FY 2021/22

FY 2020/21

Voith Group

362.4

491.9

537.2

Germany

305.3

500.1

655.2

Europe excluding Germany

548.6

652.4

144.6

Americas

537.8

820.9

1,148.9

Asia

132.0

67.7

116.7

Other

212.7

1,341.0

508.1

Working hours lost due to occupational accidents per 1 million working hours.

Environment
Management approach
Hot spot analysis
methodology

Hot spot analyses show consumption (energy, water, materials, etc.) by control and analysis level (i.e. region, Group Division,
location, plant, process). They clearly pinpoint hot spots of high physical consumption and correspondingly high costs.
Based on this, we develop and evaluate project ideas for improvement, and pursue them step by step in a stage-gate processuntil they are implementation-ready. We employ economic and environmental evaluation criteria in accordance with the Green
Controlling cycle. Furthermore, we regularly review the distribution of consumption, based on changes in location activities oradjustments to plant machinery and equipment, which can result in varying consumption or changes in the framework conditions.

Energy efficiency and climate protection
Methodology forrecording energy
consumption and GHG
emissions1)

In recording its GHG emissions, Voith follows the guidelines of the Greenhouse Gas Protocol (GHGP). In general, we record themain direct and indirect energy sources (Scope 1 and 2) at our locations monthly, and in a few exceptional cases annually.
The emission factors for direct and indirect energy consumption sources are taken from recognized databases (e.g. DEFRA
or IEA publications) and supplemented with primary data where available. The emissions and GHG impact of refrigerants arealso recorded and calculated.

DEFRA: UK Department for Environment, Food and Rural Affairs; IEA: International Energy Agency

114

Voith Sustainability Report 2023
Fact baseTotal energy
consumption

Total energy consumption in MWh

FY 2022/23

FY 2021/221)

FY 2020/21

633,549

692,645

501,810

Energy consumption within the organization (Scope 1 and 2)
Direct energy consumption (Scope 1)

288,338

324,887

163,679  Natural gas

250,402282,613

126,591  Heating oil

3,455

4,166

5,197

  Diesel

14,84917,286

16,280  LPG

11,228

12,9528,891  Gasoline

7,715

6,982

4,364

  Biomass/biogenic energy sources/hydrogen

689

888

2,355

Indirect energy consumption (Scope 2)

345,211367,758

333,502  Electricity

286,013294,765259,758   from renewable sources

211,113

222,595

95,943  District heating

55,34767,39967,620   from renewable sources

35,03845,206

4,270  Steam

3,851

5,594

6,490

   from renewable sources

n/a

n/a

n/a

Energy sold

29,31339,665-366

Self-generated renewable energy

11,712 2)

14,3312)

4,629

From the 2021/22 fiscal year onward, total energy consumption will be reported, including fully consolidated acquisitions and the gas-fired power plant in Heidenheim.
The inclusion of the Heidenheim power plant results in a shift in direct energy consumption (Scope 1) in relation to total energy consumption. Losses are included.
Adjusted retroactively.
1)

2)

Starting from the 2021/22 fiscal year: self-generated renewable energy is included in reported energy consumption.

Energy-saving
measures andfurther potentials

Measures to reduce energy consumption and GHG emissions
The reporting period saw the following savings in energy consumption and/or GHG emissions:
•
•
•
•
•
•

•
•
•
•

•
•

Conversion of gas heating to low-CO2 district heating at our Garching location (Germany) (440,000 kWh)
Conversion to LED lighting at various locations (459,000 kWh)
Optimization of machine tools in Crailsheim (Germany) (362,169 kWh)New skylights in Heidenheim (Germany) (211,000 kWh)
Optimization of painting process in Salzgitter (Germany) (282,099 kWh)
Replacement of manual thermostats with radio-controlled thermostats at Voith Hydro production facilities in Heidenheim(Germany) (317,000 kWh)
Conversion to electric forklifts at Voith Hydro in St. Pölten (Austria) (39,000 kWh, 21 t CO2)
Conversion of vehicle fleet to EVs at Voith Hydro in St. Pölten (Austria) (57,000 kWh, 27 t CO2)
Conversion to a sandblasting compressor at the Voith Hydro site in Shanghai (China) (79,000 kWh)
Improved use of solar energy and controlled heating fan switch-off at Voith Hydro in Heidenheim (Germany) (210,000 kWh,
49 t CO2 – in implementation)
Conversion to LED at Voith Paper at the Tolosa (Spain), Heidenheim (Germany), and Manchester (UK) locations (170,000 kWh)Modernization of the compressed air system in Liaoyang (China), leading to lower energy consumption and reduction in
downtimes

Other projects are still in the approval process or are already in the implementation or validation phases.
Reduction in energy consumption as a consequence ofconservation and efficiency initiatives in GWh
Energy-saving potential since FY 2011/12
of which achieved in FY
savings already achieved since FY 2011/12

FY 2022/23

FY 2021/22

FY 2020/21

163.8

159.0

141.0

9.1

10.3

7.2

157.0

147.9

137.6

The effectiveness of measures recorded at location level are checked by Ecological Business Management (EBM). Measures controlling is carried out centrally using
a measures tool.

115

Voith Sustainability Report 2023
Fact baseTotal GHG
emissions

Total GHG emissions in t CO2

FY 2022/23

FY 2021/221)

FY 2020/21

88,663

101,957

142,600 3)

56,55563,38932,773

46,154

51,992

23,272

GHG emissions within the organization (Scope 1 and 2)
Direct GHG emissions (Scope 1)  Natural gas  Heating oil

986

1,188

1,392

  Diesel

3,980

4,657

4,166

  LPG

2,586

2,983

1,908

  Gasoline

1,963

1,775

1,116

6

9

0

880

783

919

0

0

0

32,10838,569109,8273)  Electricity

28,42430,36290,314  District heating

2,729

4,355

15,048

692

3,852

4,465

  Biomass/biogenic energy sourcesr  Refrigerants  Other renewable energy sources and self-generated renewable energy
Indirect GHG emissions (Scope 2 market-based)2)  Steam

New locations were included in the 2021/22 fiscal year reporting and the figures have been adjusted retroactively as a result. This also applies to the following
presentations: GHG emissions: specific Scope 1 and 2, Measures for reducing GHG emissions and further potentials and Electricity mix.
1)

2)

Location-based: 2022/23 – 123,344 t CO 2 e, 2021/22 – 127,420 t CO 2 e, 20/21 – not available.

3)

Adjusted retroactively.

We calculated the Corporate Carbon Footprint (CCF) of the entire Voith Group for the first time in the 2022/23 fiscal year, based on official GHGP metrics. Thisnew method of calculation has resulted in a new value for the previously calculated Scope 1 and 2 emissions. Against this backdrop, we also adjusted the figures
retroactively for the 2021/22 fiscal year.
The main reasons for the new values are the following, newly considered data:•

Completion of the energy data from our OUs in particular, which have not yet been included in the reporting•

Inclusion of emissions sold by Voith to third parties as a service at the Heidenheim location•

Completion of the available fuel data and extrapolations at the remaining locations•

Inclusion of market and location-based emissions in Scope 2

116

Voith Sustainability Report 2023
Fact base

GHG emissions:specific Scope 1 and 2

Specific GHG emissions (total emissions Scope 1 and 2)
in t CO2/million € sales revenue
Specific GHG emissions (Scope 1 and 2)

Measures for reducing
GHG emissions andfurther potentials

Reduction of CO 2 emissions as a direct result of conservation andefficiency initiatives in t CO2
Reduction through efficiency improvements and fuel switching

FY 2022/23

FY 2021/22

FY 2020/21

16.1

20.9

33.4

FY 2022/23

FY 2021/22

FY 2020/21

807.9

–

–

FY 2022/23

FY 2021/22

FY 2020/21

Change in CO2 emissions compared with previous year

-13.0

-29.0

1.5

Change in direct CO2 emissions

-10.8

93.4

-3.1

Change in indirect CO2 emissions

-16.8

-64.8

3.0

Change in CO 2 emissions in %Compare measures to reduce energy consumption.

Air pollutants

Air pollutants in t

FY 2022/23

FY 2021/22

FY 2020/21

Chlorofluorocarbons (CFCs)1)

<1

<1

<1

Hydrochlorofluorocarbons (HCFCs)1)

<1

<1

<1

Sulfur hexafluoride (SF6)

<1

<1

<1

Indicators for other air pollutants are calculated based on the reported energy consumption, logistics, and business travel
data with the aid of LCI 2) conversion factors. Other air pollutants from energy consumption sources generally dominate.
Since the 2018/19 fiscal year, data on NM-VOCs (Non-methane Volatile Organic Compounds) from production-related VOCemissions have no longer been recorded due to their low relevance for Voith. These consist mainly of solvents used in coating
or cleaning processes. We strive to reduce these volumes continuously through efficiency and substitution measures, such as
in-house distillation.
The closure of the foundry in São Paulo (Brazil) in the 2018/19 fiscal year eliminated our largest dust emitter. There are noother significant individual emitters of dust or heavy metals at Voith.
1)

Ozone-depleting substances in t CFC11e.

2)

Life Cycle Inventory (LCI).

Electricity mix

3)

Electricity mix 3) in %FY 2022/23

FY 2021/22

FY 2020/21

Renewable resources

73.8

75.5

38.0

Non-renewable resources

26.2

24.5

62.0

FY 2022/23

FY 2021/22

FY 2020/21

161,884

171,268

159,831

T he calculation is based on total energy consumption since FY 2021/22. Sold electricity is excluded.

Use of materials and efficiency measures
Materials used

Materials used by weight in t
Total materials/raw materials usedof which raw material

62,926

54,10752,262of which semi-finished products

82,655

100,329

90,750of which packaging

12,203

12,633

13,354of which auxiliaries and supplies

4,100

4,199

3,465

Materials used in %FY 2022/23

FY 2021/22

FY 2020/21

Renewable materials

–

–

16

Secondary raw materials

–

–

43

Voith employs country-specific recycling factors to calculate the proportion of secondary raw materials in the total material input. No data can be evaluated forthe 2021/22 and 2022/23 reporting years.			

Voith Sustainability Report 2023
Fact base117

Waste and hazardous materials management
Waste volumes

Reclaimed and removed waste by method in t

FY 2022/23

FY 2021/221)

FY 2020/21

Total waste

47,97854,07928,793 3)

Total reclaimed waste

33,36934,893

22,811

Reused

961

963

668

Recycled

14,007

18,247

1,8273)Composted

131

249

236

Recovered

1,675

1,963

1,592

Other reclamation

16,595

13,471–

Total removed waste

4,712

5,833

5,805

Incinerated

2,466

2,533

3,167

Landfill at external site

2,162

2,695

2,117

Landfill at company site

–

38

–

Other removal

84

566

521

Foundry sand2)

9,897

13,353178

1)

N ew locations entered into the reporting in FY 2021/22, so the figures have been adjusted retroactively.

2)

In FY 2022/23 foundry sand as an indicator was included in the reporting for the first time. The respective figures were added retroactively.

3)

Retroactively adjusted.

Alongside the type of waste, the locations also enter the manner of disposal into the database. Possible discrepancies are due to rounding of figures.

Waste-saving
measures andfurther potentials

Reduction in specific waste quantities (without foundry sand) in %FY 2022/23

FY 2021/221)

FY 2020/21

-7.6

-1.7

-1.5

FY 2022/23

FY 2021/22

FY 2020/21

Reduction in specific waste quantities
Specific waste weight in t/million € sales revenue
Specific waste weightMaterial efficiency potential in t
Efficiency potential since FY 2011/12

6.1

6.6

6.7

FY 2022/23

FY 2021/22

FY 2020/21

10,33811,369

9,000

183

667

145

10,334

9,667

9,000

FY 2021/221)

FY 2020/21

of which achieved in FY
savings already achieved since FY 2011/12
1)

New locations entered into the reporting in FY 2021/22, so the figures have been adjusted retroactively.			

Hazardous waste

Hazardous and non-hazardous waste in t
Total waste
Hazardous waste   of which transported

47,97854,07928,617

14,252

18,5903,582

14,252

18,5903,582   of which imported

–

–

–

   of which exported

–

–

–

   of which transported between Voith locations

–

–

–

33,72735,48925,036

Non-hazardous waste
1)

FY 2022/23

New locations entered into the reporting in FY 2021/22, so the figures have been adjusted retroactively.

118

Voith Sustainability Report 2023
Fact base

Water
Water
withdrawal

Water withdrawal by source1) in m 3
Total water withdrawalof which rainwater of which wastewater procured from other companies of which freshwater (< 1,000 mg/l total dissolved solids)

FY 2021/222)

FY 2020/21

1,089,297

1,166,256

1,076,327

487

322

541

862

891

–

1,087,948

1,165,044

1,075,786  of which surface water

67,526

79,17369,512   of which groundwater

536,718

610,051

626,718  of which public and private water treatment plants

483,705

475,820

379,556

–

–

–

2)

FY 2020/21 of which other sources (> 1,000 mg/l total dissolved solids)
Water withdrawal by region in %FY 2022/23

FY 2021/22

Germany

46

48

58

Europe excluding Germany

11

16

11

Americas

18

15

11

Asia

24

21

20

Other
Total volume and percentage of reused water in m3
Reused water

<1

<1

<1

FY 2022/23

FY 2021/22

FY 2020/21

0.0

0.0

20.2

FY 2022/23

FY 2021/22

FY 2020/21

0

<0

<0

FY 2022/23

FY 2021/22

2)

FY 2020/21

0.20

0.24

0.25

FY 2022/23

FY 2021/22

FY 2020/21

Identified efficiency potentials

1.8

0.3

2.4

Savings already achieved in FY

4

49

14

911

862

813

Percentage of total water withdrawal in %Reused waterSpecific freshwater withdrawal in m³/thousand € sales revenue
Specific freshwater withdrawal
1)

Categories are collected centrally via a data-gathering process at the locations.

2)

New locations entered into the reporting in FY 2021/22, so the figures have been adjusted retroactively.

Freshwater saving
measures andfurther potentials

FY 2022/23

Freshwater efficiency potential in 1,000 m³

Savings already achieved since FY 2011/12

119

Voith Sustainability Report 2023
Fact base

Wastewater bydischarge methodand quality

Wastewater by discharge method in m 3

FY 2022/23

FY 2021/221)

FY 2020/21

1,030,789

948,282

966,326

FY 2022/23

FY 2021/22

1)

FY 2020/21

57.7

47.6

42.2

of which discharged as surface water

42.1

52.3

57.5

of which discharged into groundwater

0.2

0.1

0.3

 of which reused at another company

–

–

<1

FY 2022/23

FY 2021/22

1)

FY 2020/21

55,932

48,70833,737FY 2022/23

FY 2021/22

1)

FY 2020/21

38.2

56.9

47.6

of which discharged as surface water

36.4

43.1

51.6

of which discharged into groundwater

0.4

–

0.8

Total wastewater
Total wastewater in % of which discharged into the public sewage system

Total treated wastewater in m 3
Total treated wastewater
Total treated wastewater in % of which discharged into the public sewage system of which reused at another company
Total untreated wastewater in m 3
Total untreated wastewater
Total untreated wastewater in % of which discharged into the public sewage system

25.0

–

–

FY 2022/23

FY 2021/221)

FY 2020/21

974,857

899,574

932,589

FY 2022/23

FY 2021/221)

FY 2020/21

58.0

47.1

42.0

of which discharged as surface water

41.8

52.8

57.7

of which discharged into groundwater

0.2

0.2

0.3

 of which reused at another company
Wastewater quality 2) in t

–

<1

<1

FY 2022/23

FY 2021/22

FY 2020/21

Biological oxygen demand (BOD)3)

2.1

1.5

3.6

Chemical oxygen demand (COD)

5.3

5.9

10.8

Total suspended solids (TSS)

4.8

2.1

3.2

Heavy metals

0.0

0.0

<1

Nitrogen

2.2

0.3

1.9

Phosphorus

<1

<1

<1

The monitoring processes for measuring and controlling wastewater quality at our locations fulfill the respective local statutory requirements.
1)

New locations entered into the reporting in FY 2021/22, so the figures have been adjusted retroactively.

2)

 missions in wastewater are based on volumes of wastewater flows that are subject to monitoring at Voith locations, and the respective average of the measuredE
concentrations.

3) iochemical oxygen demand after 5 days; official measurement of the amount of oxygen required by microorganisms to break down substances present in the water inBfive days at 20 °C.

120Voith Sustainability Report 2023
Fact baseProducts and supply chains
Management approachR&D expenditure

Research and Development in million €R&D expenditure
Research and Development in %R&D percentage

FY 2022/23

FY 2021/22

FY 2020/21

232

213

192

FY 2022/23

FY 2021/22

FY 2020/21

4.2

4.4

4.5

Reliable and safe products
Quality targets

•
•
•
•
•
•
•
•
•

•

Ensure that customer requirements are met to their complete satisfaction
Comply with legal, regulatory, and further official requirements
Ensure the quality of products and services
Reduce quality and risk costs, especially error costs
Reduce technical risk potentials and the probability of their occurrence
Increase efficiency and effectiveness through consistent, clear structures
Ensure the professional development and qualification of employees
Align all measures with increasing efficiency and effectiveness
Ensure Group-wide reporting and data analysis with the aim of reducing quality, environmental, health, occupational safety,
and regulatory risks, and identify early warning signals for risk management
Focus on preventive measures, e.g. FMEA and DRBFM

Product impacts by Group Division
Further information on
conducted Life Cycle
Assessments

Voith Hydro
Voith Paper

At Voith Hydro, a generic Life Cycle Assessment (LCA) model for hydropower plants was created back in 2010 and evaluatedin a case study for a pumped storage plant. A detailed LCA for StreamDiver applications was carried out in 2018, and a LCA
for vanadium redox flow batteries was also completed in the 2021/22 fiscal year. We are receiving more and more customer
inquiries about the carbon footprint of Voith Hydro products. To meet these requirements, we created a simplified tool in the2021/22 fiscal year, based on data from the world's leading LCA database, Sphera (formerly GaBi), and revised the tool in thisreporting year. It enables us to make fast and reliable statements about the carbon emissions of our products. In addition to thematerials and quantities used, information on transportation is also taken into account.
Analysis of overall process and sub-processes
The spectrum of LCAs/PCFs carried out at Voith Paper ranges from a fundamental analysis of the paper production processfrom 2014 to LCAs from the 2021/22 fiscal year, which were prepared for different yarn types used in the production of
fabrics. Data collection for calculating LCAs/PCFs for wear and consumable products began in the 2021/22 fiscal year. We
meet our customers’ requirements regarding LCA or PCF data for wear and consumable products in the Voith Paper Divisionby performing analyses for relevant products and making the findings available to our customers.
Calculation using recognized tools and methods
LCA/PCF calculation is conducted using the LCA for Experts Software System and Database for Life Cycle Engineeringfrom Sphera Solutions GmbH or with an internal tool for LCA/PCF calculation. The internal calculation tool complies with theGreenhouse Gas Protocol Product Life Cycle Accounting and Reporting Standard and is used in product development.
LCA/PCF calculation is based on primary data from our own operations and from our suppliers, combined with cradle-to-gatebackground data sources, which include the MLC Databases 2023 Edition from Sphera Solutions GmbH as well as publicly
available data. Representativeness, consistency, accuracy, and geographical, temporal, and technological relevance aretaken into account when procuring and selecting which data should be used.
The available analyses of the global warming potential of our Voith Paper products in the cradle-to-gate system boundaries
show that the majority of carbon emissions occur in the raw material extraction phase of a product. In the case of fabrics, forexample, the emissions of a product during raw material extraction can account for up to 90 % of the total PCF, dependingon the product type, selected supplier, and manufacturing location. We are working hard to identify raw materials with a lower
carbon footprint for our wear and consumable products such as roll covers and fabrics.

Voith Sustainability Report 2023
Fact base

Voith TurboVECO-Drive
WeiterführendeVorecon zu
Informationen
durchgeführten Life
Cycle Assessments

Further information
on social andenvironmental impacts
at Voith Hydro

121

At Voith Turbo, an LCA for drive systems with DIWA NXT (combustion engine), DIWA NXT+CRU (hybrid transmission), and
VEDS (electric drive) for city buses was carried out in the 2020/21 fiscal year. We also performed a comparative LCA withcradle-to-grave limits for reliable speed control of work machines such as the VECO Drive and the Vorecon. However, thisanalysis does not correspond to the LCA according to DIN EN ISO 14040 and DIN EN 14044, as the cost of the LCA would
have exceeded the economically viable scope.
For Voith Hydro products, most carbon emissions occur during the extraction of raw materials and, to a lesser extent, during
production and transport; virtually no carbon is emitted during operation. In addition, Voith Turbo’s analyses once again show
the importance of the Group Division’s electrification strategy. For example, a city bus drive system with electric drive causes
significantly lower emissions during the use phase than comparable technologies with a fossil fuel or hybrid drive. Due to theextremely long use phase of paper production plants, which is often over 50 years, the proportion of carbon emissions in
the use phase can be twenty times higher than in the production phase. From a LCA perspective, it is therefore particularly
important to increase energy efficiency of the paper production process through innovative products and processes without
neglecting carbon emissions during paper production.

Technology

Sustainability impacts

Cavitation Intensity Monitoring: Enables statements on the intensity ofdamaging cavitation, depending on the operating state.

•

Cavitation Erosion Detection: Enables statements on material abrasion
and damage to affected components.

••

Area of application(product group)

Improved repairability
Improved upgrade
and retrofit capability
Improved service life
technology•

Improved energy
efficiency••

Condition monitoring
System/Digital Hydro/
HyService application
area

The results of these two procedures are used to create status-based
analysis reports and derive action recommendations.
StreamDiver: Enables the installation of new hydropower plants understrict environmental regulations at existing retaining dams, locks, andirrigation dams, allowing energy potentials to be exploited that cannot
otherwise be tapped with conventional power plant concepts.

•

Small hydroHandling sound and noise emissions at Voith Hydro
At Voith Hydro, noise emission targets are set on a project-specific basis in our calls for tender. Specifically regarding noise
emissions, Voith Hydro pursues the goal of predicting noise emissions increasingly accurately and defining the necessary
abatement measures in advance.
One example of a project-specific measure to reduce noise emissions is Voith’s turbine gearbox for the Barrage du Seujethydropower plant on Lake Geneva. For many years, the power plant could not be operated at night due to low-frequency
vibrations that were clearly discernable inside the buildings in the neighboring residential area. Together with the power plant
operator’s technical partner, Voith developed a concept for an improved gear unit arrangement, achieving an outstanding
gear system efficiency of over 99 % in the process. Moreover, it was possible to reduce noise emissions to such an extent
that the power plant can now be operated continuously.

122

Voith Sustainability Report 2023
Fact base

Further informationon technologies for
improved social andenvironmental impacts
at Voith Paper(selection)

Technology

Sustainability impacts

Market launch of the InduraClean IDC-4 cleaner family, which
focuses on significantly increasing production volumes, reducing
energy consumption by up to 50 %, and greatly improving separation efficiency, depending on the process requirements.

•

•

•

Area of application(business area)

Very high separation
efficiency
Significantly higher
throughput, meaninga smaller number ofcleaners is required
40 % lower energy
consumption1)••

Products & Services
Projects

Following extensive fluid mechanics tests in our pilot plants and byusing 3D printing in production, we were able to completely redesign
key functional components of the EdgeSaver. This has significantly
expanded its range of applications to save fibers and energy foreven more customers. Eight installations have already been sold.

•

Improved resource
and material efficiency•

Products & Services

Innovative pulping process: This new paper pulping concept
enables a significantly more energy-efficient pulping of wastepaper(-30 %). Following the successful operation of a pilot plant forinternal waste processing at the customer’s site since February2022, multiple trials lasting several days were carried out using
corrugated cardboard packaging as a raw material. The technology
was further optimized with the aim of ensuring continuous operation.

•

Improved energy
efficiency
Improved carbon
footprint
Lower consumptionof resources during
product creation, as
the concept allows fora much more compact
design than previous
paper pulping concepts•

Projects

ProLube/FilmLube: The freshwater consumption of lubrication
spray pipes is greatly reduced, and the moisture cross profileof the wet felts is significantly more uniform. This increases theservice life of press felts by up to 30 %. The machine environmentis also safer for the machine operators, as no spray water mistis deposited, avoiding the issue of slippery walkways.

•

Improved safety
Improved service life•

FRS

Sustainable water management: Depending on the AquaLine
concept (AquaLine Pure, AquaLine Flex, or AquaLine Zero), the amountof freshwater required per ton of paper produced can be reduced
significantly. Starting with AquaLine Pure, the most innovative AquaLine
Zero system can reduce freshwater consumption by a further 4 m³
per ton of paper produced. With an annual production capacity of
750,000 tons of paper, this corresponds to a saving of around 3 million
m³ of freshwater per annum. AquaLine Zero also makes it possible tocompletely close the water cycle, reducing the amount of wastewater to
0 m³ per ton of paper while cutting carbon emissions by around 10 %.

•Improved environmental compatibility
Improved resource
and material efficiency
Reduction of carbon
emissions through the
production of biogas
via an anaerobic
purification stage•

Projects

Polyurethane roll cover: Roll covers with a significant proportion of
bio-based raw materials continue to have excellent product properties
and have been commercially available to our customers in fieldtrials since October 2021. The SolarFlow Green is a roll cover withbio-based raw materials that contains a bio-based material content
certified in accordance with DIN CERTCO (ISO 16620-2:2019).

•

Reduced productcarbon footprint•

FRS

Composite roll cover: With AiroGuide Tune Green, the worlds
first roll cover with a bio-based content certified according to DINCERTCO (ISO 16620-2:2019) has been commercially launched.

•

Reduced productcarbon footprint•

FRS

QualiFlex press sleeves: Extensive tests have shown that thepolyurethane chips produced during the machining of press sleeves
can be thermally reprocessed into thermoplastic polyurethane, saving
incineration of around 6 tons of polyurethane waste per month.
This is marketed in cooperation with our supplier Covestro.
A second project developed a press sleeve with a prepolymer
produced using the mass-balanced process. This sleeve is approx.
80 % bio-based and is currently being tested in field trials.

•

Reduced productcarbon footprint

•

FRS

•

•

•

•

•

Voith Sustainability Report 2023
Fact baseForming screens: Forming screens were developed to reduce the load
absorption in the former. As a result of the completed field test phase,nine out of ten fabrics showed lower energy absorption in the forming
section. Field tests to reduce load absorption were completed in theprevious fiscal year and showed that the use of the innovative material
allows a targeted release of water for improved lubrication. The resulting
optimized friction conditions reduce the load absorption in the former.
1)•

Improved energy
efficiency

•

123

FRS

Basis: Before-after comparison in the conversion project at the Palm Paper Mill in Wörth, Germany.

Further information
on social andenvironmental impacts
at Voith Turbo

Voith fans

Approach to dealing with sound and noise emissions at Voith Turbo
Voith Turbo works continuously to reduce the noise emissions of its products. To this end, Voith Turbo always complies fully
with the technical specification for interoperability (TSI) of the subsystem “rolling stock noise” (TSI Noise) according to EU
Regulation 1304/2014, as well as DIN EN ISO 3095 (“Acoustic railroad applications: Measurement of noise emitted by railbound vehicles”). Other noise emission standards such as DIN EN ISO/TR 11688-1/2 are also met. Examples of this are theSilent Vent fan wheel and a new railcar transmission test bench that allows Voith Turbo to conduct detailed noise measurements, advancing the optimization of railcar transmission noise emissions.

Responsibility in the supply chain
Procurement
markets

Conflict minerals

Regional distribution in %FY 2022/23

FY 2021/22

FY 2020/21

Europe65

58

61

Americas

17

20

16

Asia

18

21

23

Other

0

1

0

FY 2022/23

FY 2021/22

FY 2020/21

Percentage of relevant suppliers identified for the investigation of conflictminerals

52

52

52

Response rate of the relevant suppliers

90

91

88

Due diligence review in compliance with the US Dodd-Frank Act atVoith Turbo in %The Voith Turbo Group Division reports on conflict minerals in accordance with the legal requirements of the United States
Securities and Exchange Commission (SEC). Moreover, Voith Turbo is committed to taking appropriate steps within its
organization in relation to its own supply chain to ensure that Voith Turbo products contain no conflict minerals within themeaning of Sections 1502 and 1504 of the US Dodd-Frank Act.

 oith Turbo Quality
V
Guideline

In addition to the requirements set out in our GPC, the Quality Guideline of the Voith Turbo Group Division specifies further
requirements for dealing with conflict minerals (see item 7.3.2 Conflict minerals, Quality Guideline). The Quality Guideline ispublicly available. It provides a clear definition of conflict minerals and conflict resources, and it also contains detailed due
diligence and reporting obligations for suppliers on the topic of conflict minerals as defined by the Dodd-Frank Act.
For instance, we require our direct suppliers to source 3TG (tantalum, tungsten, tin, and gold) from smelters whose due
diligence has been certified by an independent third-party audit program, such as the Responsible Minerals Assurance
Process (RMAP) under the Responsible Minerals Initiative (RMI).
Data from over 90 % of our suppliers
All relevant Voith Turbo suppliers are required to provide information on conflict minerals in the products they supply, using
the standardized Conflict Minerals Reporting Template (CMRT) of the Responsible Minerals Initiative (RMI). The CMRT complies with the IPC-1755 Conflict Minerals Data Exchange standard and thus covers all reporting requirements resulting fromthe US Dodd-Frank Act.
Voith Turbo suppliers are subject to a regular audit process, whereby the number of suppliers to be audited increased slightly
in the reporting year. Nevertheless, we were able to raise the response rate above the required CMRT threshold of 90 %thanks to a more user-friendly preparation and comprehensive supplier support. The remaining 10 % are suppliers who areeither reluctant to cooperate or have refused to cooperate altogether. We pass these cases on to the relevant Material GroupManager (MGM), who will, if necessary, decide to terminate the business relationship with the supplier in question.

124

Voith Sustainability Report 2023
Fact baseTraining scope

Training of Purchasing employees worldwide Number
Purchasing employees
Purchasing employees trained 1)
Total training hours of Purchasing employees

1)

FY 2022/23

FY 2021/22

FY 2020/21

450 – 500

approx. 450

approx. 450

516

almost allalmost all

5,942

7,197

4,522

Evaluation based on HR/5 job families in Purchasing.

Supplier risk
assessment

Evaluation of existing suppliers
Independently of the risk analysis to determine SCA-critical suppliers, the Voith Hydro and Voith Turbo Group Divisions havealready been conducting independent supplier risk assessments for many years.
Voith Turbo has implemented a multi-stage supplier risk assessment process. In addition to basic risk categories such as
creditworthiness, quality and delivery reliability, competitiveness, and customer structure, the process includes further risks
such as geographical location, geopolitical risk, and potential supply system interruption.
Voith Turbo employs the VDA 6.3 Process Audit standard for supplier assessments (assessing potential suppliers with regard to
the fulfillment of our criteria) and supplier audits (assessing existing suppliers with regard to our requirements). This includes
questions about occupational health and safety, and environmental protection: For example, it checks whether the supplier has
implemented a system for occupational HSE protection, and whether there is a system in place for implementing material
compliance requirements (EC 1907/2006 REACH or, in the case of electronics suppliers, Directive 2011/65/EU ROHS).
At Voith Hydro, suppliers are subject to in-depth compliance and quality checks throughout the whole lifecycle. Before being
included in the supplier database, suppliers are subject to a check of integrity (including compliance and HSE criteria),
financial stability, implemented quality systems, as well as experience and references in existing cooperations. Suppliers of
key power plant components and services are also subject to on-site audits. These audits are carried out jointly by Quality
Assurance and the Supplier Development and Support function located in Purchasing. To ensure the highest level of quality
assurance, Quality Management always retains the final decision in the approval process through a right of veto.

Supplier
self-assessment

Suppliers who have completed a self-assessment Number
Compliance and Sustainability questionnaire/check
Suppliers who have completed a self-assessment in %Percentage of invoice volume from suppliers with Compliance andSustainability questionnaire/check

FY 2022/23

FY 2021/22

FY 2020/21

5,056

2,671

3,417

FY 2022/23

FY 2021/22

FY 2020/21

56.1

52.0

67.4

Once migration to the new PurONE purchasing system was completed in FY 2021/22, the Compliance and Sustainability
questionnaire became a mandatory part of the supplier registration process. For this reason we predict the figures to riseagain in future.

Voith Sustainability Report 2023
Fact base

Supplier
evaluation

Evaluations of existing suppliers Number

125

FY 2022/23

FY 2021/22

FY 2020/21

Evaluations (individual processes)

681

–

554

Suppliers evaluated

621

–

464

Suppliers audited

152

n/a

n/a

Evaluations of existing suppliers in %FY 2022/23

FY 2021/22

FY 2020/21

Sustainability ratio

84.3

–

86.0

Supplier evaluation ratio (percentage of invoice volume by evaluatedsuppliers)

21.7

–

18.0

FY 2022/23

FY 2021/22

FY 2020/21

464

–

329

Invoice volume in million €Invoice volume with suppliers with a current, approved supplier evaluation

Our established supplier evaluation methodology was transferred to the new PurONE purchasing system in October 2022.
As part of the PurONE roll-out, more than 150 Purchasing employees worldwide were trained in supplier evaluation in the2022/23 reporting year. Evaluations are conducted retrospectively after the fiscal year has closed. To demonstrate the fullscope, this report contains evaluations for the 2021/22 fiscal year. 			

Supplier
compliance

Supplier compliance Number
Blocked suppliers

FY 2022/23

FY 2021/22

FY 2020/21

–

–

–

Only includes blocks due to violations of compliance and/or sustainability guidelines; excludes blocks due to insolvency or
technical quality issues.
		

126

Voith Sustainability Report 2023
About this report

About this report
Since 2011, our Sustainability Report has informed our stakeholders annually about oursustainability performance at Voith. This report describes the progress we made in the2022/23 fiscal year, in other words from October 1, 2022 to September 30, 2023. In it
we focus on key areas of action for our company and our stakeholders. The report ispublished on our website together with an explanatory fact base. In addition, for many
years now we also outline our sustainability activities in our Annual Report.
In compiling this report, Voith follows the internationally recognized guidelines of the
Global Reporting Initiative (GRI). This report is based on the GRI Standards and theeditorial submissions deadline for the report is March 28, 2024. The content has notbeen externally reviewed. In 2018 we conducted a comprehensive stakeholder survey
to identify key sustainability topics and enhance our materiality analysis; this reportcontinues to include those results. The report also contains a voluntary non-financial
statement (NFS). The contents of the NFS are presented in the Sustainability Report;
the NFS index details on which pages these contents can be found.
Unless otherwise stated, all information provided in this report applies to the Group
Divisions Voith Hydro, Voith Paper, and Voith Turbo worldwide. Please refer to theAnnual Report for details of which Group companies are included. The degree ofconsolidation comprises at least 80 % of the Voith Group by revenue, headcount, andconsumption, and includes all major locations of the Group. While we provide employee
key figures in this report in terms of headcount, in our Annual Report we give thisfigure mainly in FTEs, which may result in discrepancies between the figures.

Voith Sustainability Report 2023
About this report

127

The data on which the key figures contained in the report are based were mainly
gathered using Group Division-specific software. Figures have been commerciallyrounded to support clarity, which may result in discrepancies between the individual
amounts given in the tables and Group-wide totals. In individual cases it is not yet
possible to derive a three-year trend, however this is our aim in future. In a few cases,
certain key figures have been adjusted due to a change in the underlying data basis
or calculation methodology. This is indicated at the appropriate places in the report.
All predictive statements in this report are based on reasonable assumptions thatwere valid at the editorial deadline. Due to unknown risks, uncertainties, and othercontributing factors, the actual results, developments, or performance of the company
may deviate from these forecasts, estimates, and statements (see Annual Report).
Voith records its GHG emissions according to the guidelines set out in the Greenhouse
Gas (GHG) Protocol. Emissions of greenhouse gases such as CH4, N2O, HFC, PFC
and SF6 are recorded as CO2 equivalents using conversion factors and are reported
accordingly as CO2e.
Voith is committed to Diversity and Inclusion and seeks to achieve this through,among other things, gender-inclusive language in this report.

Annual Report 2023

Further information can be found online at www.voith.com and in our Annual Report.
The provisional publishing date of our next Sustainability Report is spring 2025.

128

Voith Sustainability Report 2023
List of abbreviations

List of abbreviations
3TG

Tantalum, tungsten, tin (and their ores), and gold

A

D
D&I

Diversity and Inclusion

DCGK

German Corporate Governance CodeDirected Energy Deposition

AktG

German Stock Corporation Act (Aktiengesetz)

DED

APAC

Asia-Pacific

DEFRA

API

American Petroleum InstituteAR

Annual ReportB
BAFA

German Federal Office of Economics and Export

UK Department for Environment,
Food and Rural Affairs

DHBW

Baden-Württemberg Cooperative State University

DIN

German Institute for Standardization

DRBFM

Design Review Based on Failure ModeControl (Bundesamt für Wirtschaft

E

und Ausfuhrkontrolle)

EBIT

BattG

German Battery Act

EBM

Ecological Business Management

BOD

Biochemical Oxygen Demand

EBT

Earnings before Taxes

ECM

Entity in Charge of Maintenance

EDV

Electronic data processing

CE marking (Conformité Européenne)

EMEA

Europe, Middle East, Africa

CEPI

Confederation of European Paper Industries

EPR

Energy Payback Ratio

CFC

Chlorofluorocarbon

eRfQ

Electronic Request for Quotation

CH4

Methane

ERG

Employee Resource Group

CIGRE

International Council on Large Electric Systems

EROI

Energy Return on Investment(Conseil International des Grands Réseaux Électriques)

ERP

Enterprise Resource Planning

CMR

Carcinogenic, Mutagenic, Reprotoxic

ESG

Environmental Social Governance

CMRT

Conflict Minerals Reporting Template

EU

European Union

CMS

Compliance Management System

eVAP

Electronic Voith Awareness Program

C
CE

CO2

Carbon dioxide

CoC

Code of Conduct

F

COD

Chemical Oxygen Demand

FKM

CPI

Corruption Perceptions Index

Earnings before Interest and Taxes

Computational Strength Assessment Guideline(Festigkeitsnachweis von Maschinenbauteilen)

CSP

Corporate Strategic Purchasing

FMEA

Failure Mode and Effects Analysis

CSR-RUGCSR Directive Implementation Act

FOREST

Framework for Resource, Energy,

CSR

Corporate Social Responsibility

Sustainability Treatment in Paper Production
FRS

Fabric & Roll Systems

FTE

Full-time equivalent

FVA

Research Association for Power Transmission
Technology (Forschungsvereinigung
Antriebstechnik)

FY

Fiscal year

Voith Sustainability Report 2023
List of abbreviations

G

M

GBS

Global Business Services

MDG

GDPR

General Data Protec­tion Regulation

MGM

Material Group Manager

GHG

Greenhouse Gas

MitbestG

German Codetermination Act

GHGP

Greenhouse Gas Protocol

GIZ

German Agency for International Cooperation

MVO

Maatschappelijk verantwoord ondernemen(Deutsche Gesellschaft für Internationale

Master Data Governance(Mitbestimmungsgesetz)

Zusammenarbeit)

N

GPC

General Purchasing Conditions

N 2O

Nitrous oxide (laughing gas)

GRI

Global Reporting Initiative

NDA

Non-disclosure agreement

NFS

Non-financial statement

NM-VOC

Non-methane Volatile Organic Compounds

H
HFC

Hydrofluorocarbon

HR

Human Resources

O

HSB

Heidenheimer Sportbund 1846

OECD

HSE

Health, Safety, Environmentand Development
OHM

I

Organisation for Economic Cooperation
Occupational Health Management

OSC

Occupational Safety Committee

OU

Operational Unit

IEA

International Energy Agency

IEC

International Electrotechnical Commission

IFRS

International Financial Reporting Standards

P

IHA

International Hydropower Association

PCF

Product Carbon Footprint

IIoT

Industrial Internet of Things

PFC

Perfluorocarbon

ILO

International Labour Organization

PV

Photovoltaics

IMDS

International Material Data System

IÖW

Institute for Ecological Economy Research

Q

ISOInternational Organization for Standardization

QHSE

Key Performance Indicator

R&D

Research & Development

REACH

Registration, Evaluation, Authorisation

K
KPI

Quality, Health, Safety, EnvironmentR

L

and Restriction of Chemicals

LCA

Life Cycle Assessment

RfQ

Request for Quotation

LCI

Life Cycle Inventory

RMAP

Responsible Minerals Assurance Process

LPG

Liquefied Petroleum Gas

RMI

Responsible Minerals Initiative

ROCE

Return on Capital Employed

RoHS

Restriction of Hazardous Substances

129

130

Voith Sustainability Report 2023
List of abbreviations

S
SAP

V
Company for Systems, Applications and

VDB

German Railway Industry Association

VDMA

German Mechanical Engineering Industry

Products in Data Processing(Verband der Bahnindustrie in Deutschland)

SBB

Swiss Federal Railways

SBTi

Science Based Targets initiative

Association (Verband Deutscher Maschinen-

SCA

German Supply Chain Act

und Anlagenbauer)(Lieferkettensorgfaltspflichtengesetz)

VEDS

SEC

United States Securities and Exchange Commission

VGI

Voith Health Initiative (Voith Gesundheitsinitiative)

SF6

Sulfur hexafluoride

VOC

Volatile organic compounds

SOP

Standard Operating Procedures

VQS

Voith Quality Specifications

STEM

Science, technology, engineering, mathematics

VSP

Voith Schneider Propeller

STF

Slips, Trips, Falls

VT

Voith Turbo

SVHC

Substances of very high concern

SWM

Südwestmetall Verband der Metall- undW

Elektroindustrie Baden-Württemberg

WRI

World Resources Institute

WWF

World Wide Fund for Nature

T
TSI

Technical Specifications for Interoperability

TSS

Total suspended solids

Voith Electrical Drive System

Imprint and contacts
Contact persons for content-related questions
Matthias Steybe
Vice President Corporate Sustainability
Anna Luisa Eschner
Corporate Sustainability Manager
Email: sustainability@voith.com
Further information
This report is also available in German.
The German and English versions are available online at:https://voith.de/nachhaltigkeit
https://voith.com/sustainability
In addition to the Sustainability Report, Voith also publishes acomprehensive Annual Report in German and English at the endof the fiscal year. It is also available online at:https://voith.com
Text
DUNKELRUND, Nils Adelheidt
DesignREUTER × BOBETH Markendesign
English translation
Dial E for English, Richenda Gillespie