5. Responsibility

Accountability within the company’s management with regard to sustainability is disclosed.

The main responsibility for sustainability rests with the company’s Management Board. The Corporate Sustainability Division in the area of “Legal, Compliance and Group Privacy” reports directly to the Chief Executive Officer. The head of the “Legal, Compliance and Group Privacy” is in charge of overseeing sustainability management and reports directly to the Chief Executive Officer.    
 

6. Rules and Processes

The company discloses how the sustainability strategy is implemented in the operational business by way of rules and processes.

As a matter of course, sustainability is an integral part of our corporate processes. The DEKRA Compliance Guidelines are binding on all DEKRA employees and govern their responsible, reliable and ethical conduct. DEKRA’s General Terms and Conditions of Purchase define the sustainability requirements placed on our suppliers. In addition, DEKRA’s sustainability principles determine the company’s sustainability strategy. 

7. Control

The company states how and what performance indicators related to sustainability are used in its regular internal planning and control processes. It discloses how suitable processes ensure reliability, comparability and consistency of the data used for internal management and external communication.

Establishing and developing the data collection of sustainability performance indicators at DEKRA is carried out with a focus on the areas of employees, occupational safety, as well as on environment and energy management. The main performance indicators for us as an expert service provider in the area of safety are recorded step by step and used for monitoring and controlling our long-term orientation geared to sustainability. This relates to personnel performance indicators regarding our workforce numbers, training and education indicators, diversity indicators such as gender, age and nationality, as well as the average length of service to the company and the employee fluctuation rate. As part of employee surveys, we measure the satisfaction of our employees. We also naturally record key figures on occupational safety at DEKRA. In the area of the environment, we record energy consumption as well as CO2 emissions. In the context of individual compliance management at DEKRA, compliance training and incidences of suspected breach of compliance are recorded. A whistle blower system enables both employees and the public to report information on possible violations of rules and regulations. The performance indicators are reviewed and analyzed internally by the Corporate Sustainability Division and the respective specialist areas together and, in coordination with management, translated into the formulation of objectives and relevant measures.
 

Key Performance Indicators to criteria 5 to 7

Key Performance Indicator G4-56
The organisation’s values, principles, standards and norms of behaviour such as codes of conduct and codes of ethics. Link

DEKRA’s Compliance Guidelines represent the central framework of values and standards of conduct at DEKRA. The Compliance Guidelines comprise a set of binding minimum standards as well as guidance for all employees and business partners with a view to facilitating their compliance with the law, legal standards and ethical principles on each and every continent. In addition, DEKRA’s sustainability principles, the General Terms and Conditions of Purchase, the strategic “Vision 2025” program, our employee values as well as the Management Guide elaborate on the values and standards of conduct at DEKRA.

8. Incentive Systems

The company discloses how target agreements and remuneration schemes for executives and employees are also geared towards the achievement of sustainability goals and how they are aligned with long-term value creation. It discloses the extent to which the achievement of these goals forms part of the evaluation of the top managerial level (board/managing directors) conducted by the monitoring body (supervisory board/advisory board).

The sustainable and successful business development that is aimed at preserving the long-term competitiveness of the company and the safeguarding of jobs forms part of the remuneration policy and the goals agreed with our managers. The Supervisory Board assesses the Management Board also in terms of the company’s sustainable development. Safety is the centerpiece of our corporate strategy and is also reflected in our incentives policy. DEKRA employees are committed to our Compliance Guidelines and actively practice integrity, reliability and impartiality. In order to promote our contribution to a sustainable development, we also support our employees in engaging over and beyond working hours, e.g. by enabling our employees all over the world to take free first aid courses. Our employees are also encouraged to contribute their own ideas to the company and to implement them. This is promoted through DEKRA’s idea management as well as through innovation, management and local initiatives. All in all, DEKRA promotes the sustainable and ethical conduct of its employees by raising their awareness through information and training. The exemplary conduct of managers, along with the general strategic alignment of our corporate culture, is also aimed at creating incentives.         
 

Key Performance Indicators to criteria 8

Key Performance Indicator G4-51a
Remuneration policies for the highest governance body and senior executives. Link

Cf. criteria 8: Incentive Systems. We do not consider additional information to have a material bearing on our report.  

Key Performance Indicator G4-54
Ratio of the annual total compensation for the organisation’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country. Link

This indicator is currently not part of the evaluation at DEKRA.  

9. Stakeholder Engagement

The company discloses how the socially and economically relevant stakeholders are identified and integrated into the sustainability process. It states whether and how an ongoing dialogue takes place with them and how the results are integrated into the sustainability process.

The regular exchange with our stakeholders constitutes an important component of our sustainability management. The most important stakeholders of the company are determined through internal analyses on mutual relevance and materiality. The insights of internal and external stakeholder groups assist us in recognizing the important opportunities and the challenges involved in sustainable development and help us to determine important areas for action. Consistent coordination with management, systematic dialog with the relevant specialist departments, as well as extensive employee surveys represent important internal sources of information for sustainability management. Through the regular exchange of ideas and information with our customers, we aim to further enhance our customers’ satisfaction and meet their sustainability requirements. We create sustainable added value for our customers through our services. Our intention is to further develop and enhance this added value through gaining a better understanding of their requirements. In communicating with our suppliers, we endeavor to enable fair and sustainable business relations and formulate our sustainability requirements. We also wish to benefit from the experiences of our suppliers. The exchange and cooperation with policy-makers, associations, networks and NGOs on the topic of sustainability help us to better understand the social and political framework conditions, to participate in political discussions, to contribute our expertise and experience, as well as to learn from the experience of others. Collaboration with the scientific community in the context of cooperation activities also provides DEKRA with important insights and ideas for its strategy. In addition, DEKRA informs its stakeholders through various channels, such as the DEKRA Annual Report, the Sustainability Magazine, our homepage, the Road Safety Report and Labor Market Report, the DEKRA Solutions customer magazine, DEKRA Dialog, as well as internally via the DEKRA Intranet, the companies networking platform DEKRA Connect, and the DEKRA News employee magazine. The insights gained from communication with our stakeholder groups are incorporated into our sustainability management as well as when setting priorities and developing our work further. DEKRA strives to systematically build up stakeholder dialog and develop it into an innovative communication process on the challenges and opportunities in the sustainability and safety areas.
 
 

Key Performance Indicators to criteria 9

Key Performance Indicator G4-27
Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. Link

See Criteria 9. Stakeholder Engagement. 

10. Innovation and Product Management

The company discloses how innovations in products and services are enhanced through suitable processes which improve sustainability with respect to the company’s utilisation of resources and with regard to users. Likewise, a further statement is made with regard to if and how the current and future impact of the key products and services in the value chain and in the product life cycle are assessed.

As an expert service provider in the area of safety, DEKRA works consistently on being available as the preferred partner for safety, also for future networked and digital technologies and processes. This is why we have accorded especially high priority to the topics of innovation and future viability. We know the ecological and social impact of our business activities and concentrate on this impact in our sustainability analyses, both centrally as well as in the various specialist departments. DEKRA promotes innovation within the company with a view to benefiting society and the environment, not only through its internal innovation and idea management, but also through cooperation activities with external partners from the science and research communities. Core topics are, for instance, safety in the areas of e-mobility and autonomous driving, as well as of occupational safety in man/machine relationship within the context of the Internet of Things.   
 

Key Performance Indicators to criteria 10

Key Performance Indicator G4-FS11
(report also in accordance with GRI SRS): Percentage of assets subject to positive and negative environmental or social screening. Link

This performance indicator is not currently recorded.