Goals

We carry out our corporate purpose, “We create chemistry for a sustainable future,” by pursuing ambitious goals along our entire value chain. In this way, we aim to achieve profitable growth and take on social and environmental responsibility. We are focusing on issues through which we as a company can make a significant contribution.

Goal areas along the value chain

Goal areas along the value chain (graphic)

Procurement

 

 

2020 Goal

Status at end of 2016

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1

We define relevant suppliers as those showing an elevated sustainability risk potential as identified by risk matrices and with respect to corresponding country risks. Our suppliers are evaluated based on risk due to the size and scale of our supplier portfolio.

Assessment of sustainability performance of relevant suppliers1 according to our risk-based approach; development of action plans where improvement is necessary

 

70%

32%

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Growth and profitability

As determined in 2015, our aim for the years ahead is, on average, to grow sales slightly faster and EBITDA considerably faster than global chemical production (excluding pharmaceuticals; 2016: 3.4%), and to earn a significant premium on our cost of capital. Moreover, we strive for a high level of free cash flow each year, either raising or at least maintaining the dividend at the prior-year level. The goals for sales and EBITDA are based on the 2015 figures, excluding contributions from the business disposed of in the asset swap with Gazprom in September 2015.

 

 

2016

Change since 2015

2

Baseline 2015: excluding business transferred to Gazprom

Sales

 

€57.6 billion

(4.6%)2

EBITDA

 

€10.5 billion

5.3%2

Dividends per share paid out

 

€2.90

€0.10

 

 

 

 

Premium on cost of capital

 

€1.1 billion

 

Free cash flow

 

€3.6 billion

 

Employees

 

 

2021 Goal

Status at end of 2016

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3

The term “senior executives” refers to leadership levels 1 to 4, whereby level 1 denotes the Board of Executive Directors. In addition, individual employees can attain senior executive status by virtue of special expertise.

Proportion of women in leadership positions with disciplinary responsibility

 

22–24%

19.8%

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Long-term goals

 

 

International representation among senior executives3

 

Increase in proportion of non-German senior executives (baseline 2003: 30%)

36.4%

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Senior executives with international experience

 

Proportion of senior executives with international experience over 80%

84.6%

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Employee development

 

Systematic, global employee development as shared responsibility of employees and leaders based on relevant processes and tools

The project has been implemented for around 78,150 employees worldwide.

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Production

 

 

2025 Goals

Status at end of 2016

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Reduction of worldwide lost-time injury rate per one million working hours

 

≤0.5

1.4

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Reduction of worldwide process safety incidents per one million working hours

 

≤0.5

2.0

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Annual goal

 

 

Health Performance Index

 

>0.9

0.96

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Product stewardship

 

 

2020 Goal

Status at end of 2016

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Risk assessment of products that we sell in quantities of more than one metric ton per year worldwide

 

>99%

75.4%

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Energy and climate protection

 

 

2020 Goal

Status at end of 2016

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4

The selection of relevant sites is determined by the amount of primary energy used and local energy prices.

Coverage of our primary energy demand by introducing certified energy management systems (ISO 50001) at all relevant sites4

 

90%

42.3%

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Reduction of greenhouse gas emissions per metric ton of sales product (excluding Oil & Gas, baseline 2002)

 

(40%)

(37.2%)

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Water

 

 

2025 Goal

Status at end of 2016

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Introduction of sustainable water management at all production sites in water stress areas and at all Verbund sites (excluding Oil & Gas)

 

100%

42.6%

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Products and solutions

 

 

2020 Goal

Status at end of 2016

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Increase the proportion of sales generated by products that make a particular contribution to sustainable development (“Accelerators”)

 

28%

27.2%

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