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General Standard Disclosures

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Global Compact Principles	General Standard Disclosures	Link	Page	Comment
	Strategy and Analysis
	G4-1	Letter from the Chairman of the Board of Executive Directors	9-11
	G4-2	Strategy Goals Working at BASF: Managing demographic changes Opportunities and risks report	24-27 28-29 44 113-120
	Organizational profile
	G4-3	The BASF Group	21-23
	G4-4	The BASF Group	21-23
	G4-5	The BASF Group	21-23
	G4-6	The BASF Group	21-23
	G4-7	The BASF Group	21-23
	G4-8	The BASF Group	22
	G4-9	The BASF Group Working at BASF: Number of employees Financial Statements	21-23 42 154
6	G4-10	Working at BASF: Graphic: BASF Group employees by region Working at BASF: Vocational training; Table: BASF Group employees by contract type	42 43; 43	At our worldwide largest Verbund site in Ludwigshafen, we hire only relatively few employees subject to directives from counterparties (compared with our total workforce). We only work together with counterparties that are bound to collective agreements.
3	G4-11			In 2015, 93% of all employees worked at a company in which employee representation exists. In 2015, 91% of all employees worked at a company in which employee representation exists and working conditions were based on a collective contract.
	G4-12	Supply chain management: Worldwide procurement	94	The Procurement competence center supports BASF's business units in developing sustainable solutions so they can stand out from the competition in addressing market-specific requirements.
	G4-13	The BASF Group: Organization of BASF Group Working at BASF: Number of employees Supply chain management: Worldwide procurement	21 42 94
	G4-14	Responsible Care Management System: Strategy; Audits Transport and storage: Accident prevention and assistance Production: Introduction; Process safety; Hazard prevention and corporate security	98; 98 99 100; 101; 102
	G4-15	Working at BASF: Global labor and social standards Social commitment: Focus on education	47 48
	G4-16	Sustainability management: Engaging stakeholders Transport and storage: Accident prevention and assistance; Activities in external networks	31 99; 99
	Identified Material Aspects and Boundaries
	G4-17	About this report: Data	6
	G4-18	About this report: Content and structure Sustainability management: Strategy	5 31
	G4-19			Our material topics are: energy, food1, water, resources and ecosystems, responsible production, products and solutions, partnerships, employment and employability. ¹ The focus of our activities on this aspect within the supply chain are shown under “resources and ecosystems.” The focus of our activities on this aspect for our customers are covered by “products and solutions.”
	G4-20			For our material topics and the focus of our activities along the value chain, see here
	G4-21			For our material topics and the focus of our activities along the value chain, see here
	G4-22			The key performance indicator for recording process safety incidents mainly comprises fire, explosions and the release of substances. In 2014, this KPI was restated from 2.1 to 2.2 incidents per million working hours due to events after the reporting period.
	G4-23	Sustainability management: Strategy	31
	Stakeholder Engagement
	G4-24	Sustainability management: Engaging stakeholders	31
	G4-25	Sustainability management: Engaging stakeholders	31	We defined persons in charge for dialog with the respective stakeholder groups. They engage in constructive dialogs with stakeholders relevant for BASF (for example, between employee and employer representatives, between business units and customers, dialog with politicians, investors, journalists and other societal stakeholders).
	G4-26	Sustainability management: Engaging stakeholders Working at BASF: Global Employee Survey; Dialog with employee representatives	31 46; 47
	G4-27	Working at BASF: Global Employee Survey; Dialog with employee representatives	46; 47
	Report Profile
	G4-28	About this report: Data	6
	G4-29	About this report: Data	6
	G4-30	About this report: Data	6
	G4-31	Report cover	Cover
	G4-32	About this report: Content and structure	5
	G4-33	About this report: External audit and evaluation	6
	Governance
	G4-34			We have created structures to promote sustainable, entrepreneurial actions all the way from strategy to implementation. The Corporate Sustainability Board is BASF’s central steering committee for sustainable development. It is comprised of the heads of our business, corporate and functional units as well as of the regions. A member of the Board of Executive Directors serves as chair.
	G4-35			We have created structures to promote sustainable, entrepreneurial actions all the way from strategy to implementation. The Corporate Sustainability Board is BASF’s central steering committee for sustainable development. It is comprised of the heads of our business, corporate and functional units as well as of the regions. A member of the Board of Executive Directors serves as chair.
	G4-36			We have created structures to promote sustainable, entrepreneurial actions all the way from strategy to implementation. The Corporate Sustainability Board is BASF’s central steering committee for sustainable development. It is comprised of the heads of our business, corporate and functional units as well as of the regions. A member of the Board of Executive Directors serves as chair.
	G4-37	Sustainability management: Engaging stakeholders Working at BASF: Global Employee Survey	31 46
	G4-38	Management and Supervisory Boards: Board of Executive Directors Management and Supervisory Boards: Supervisory Board	138 139
	G4-39	Management and Supervisory Boards: Board of Executive Directors Management and Supervisory Boards: Supervisory Board	138 139
	G4-40	Corporate governance report: Graphic: Two-tier management system of BASF SE Corporate governance report: Supervision of company management by the Supervisory Board; Objectives for the composition of the Supervisory Board	130 130; 132
	G4-41	Corporate governance report: Direction and management by the Board of Executive Directors; Graphic: Two-tier management system of BASF SE Corporate governance report: Supervision of company management by the Supervisory Board	129; 130 130
	G4-42			Sustainability is integrated in our major decision-making processes. This is why the Board of Executive Directors regularly discusses and decides on sustainability issues.
	G4-43	Sustainability management: Engaging stakeholders	31
	G4-44	Corporate governance report: Graphic: Two-tier management system of BASF SE Corporate governance report: Supervision of company management by the Supervisory Board Compensation report	130 130 140-147
	G4-45			Using a global survey, we gathered feedback on these 38 topics from around 350 external stakeholders worldwide, as well as around 90 experts and managers from various functions within the company. The participants rated the topics in terms of their current and future relevance for BASF. The results of this ranking are presented in a materiality matrix. Finally, the findings were discussed in internal workshops and classified under eight overarching material aspects of sustainability. The results of this materiality study and the eight aspects derived from it were presented to, and validated by, the Board of Executive Directors.
	G4-46	Opportunities and risks report Corporate Governance: Direction and management by the Board of Executive Directors Corporate Governance: Supervision of company management by the Supervisory Board	113-120 129 130
	G4-47	Sustainability management: Strategy	31	Sustainability is integrated in our major decision-making processes. This is why the Board of Executive Directors regularly discusses and decides on sustainability issues. Using a global survey, we gathered feedback on these 38 topics from around 350 external stakeholders worldwide, as well as around 90 experts and managers from various functions within the company. The participants rated the topics in terms of their current and future relevance for BASF. The results of this ranking are presented in a materiality matrix. Finally, the findings were discussed in internal workshops and classified under eight overarching material aspects of sustainability. The results of this materiality study and the eight aspects derived from it were presented to, and validated by, the Board of Executive Directors.
	G4-48			The report is discussed and released in a reading by the entire Board of Executive Directors.
	G4-49	Working at BASF: Global Employee Survey	46	Sustainability is integrated in our major decision-making processes. The Board of Executive Directors is informed as part of standard processes.
	G4-50			This information is confidential.
	G4-51	Compensation report	140-147
	G4-52	Compensation report	140-147
	G4-53	Corporate governance report: Supervision of company management by the Supervisory Board; Objectives for the composition of the Supervisory Boards Corporate governance report: Shareholders' rights	130; 132 133
	G4-54			Fair compensation is an important topic for BASF. It includes aspects of internal (distribution) equity and socially acceptable minimum compensation. Our compensation is based on three principles: effectiveness, market and performance orientation. Additionally, it is our concern that minimum standards for compensation are complied with and possibly exceeded. As part of global monitorings, BASF regularly checks on compliance with minimum standards. However, BASF does not consider the required compensation indicators listed in G4-54 and G4-55 as convincing in order to evaluate compensation structures regarding their fairness.
	G4-55			Fair compensation is an important topic for BASF. It includes aspects of internal (distribution) equity and socially acceptable minimum compensation. Our compensation is based on three principles: effectiveness, market and performance orientation. Additionally, it is our concern that minimum standards for compensation are complied with and possibly exceeded. As part of global monitorings, BASF regularly checks on compliance with minimum standards. However, BASF does not consider the required compensation indicators listed in G4-54 and G4-55 as convincing in order to evaluate compensation structures regarding their fairness.
	Ethics and Integrity
10	G4-56	Working at BASF: What we expect from our leaders Working at BASF: Global labor and social standards Compliance: Graphic: BASF's Code of Conduct	46 47 136	All employees are instructed on the contents of our code of conduct upon joining the company. They are obligated to attend refresher training every three years. In addition, all leaders and non-tariff employees confirm their adherence to our code of conduct every year. The members of the controlling body are informed about the contents of our Code of Conduct.
10	G4-57	Sustainability management: Engaging stakeholders Compliance: Monitoring adherence to compliance principles	31 137
10	G4-58	Sustainability management: Engaging stakeholders Compliance: Monitoring adherence to compliance principles	31 137

GRI and Global Compact Index: General Standard Disclosures

Specific Standard Disclosures

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Global Compact Principles	Specific Standard Disclosures		Link	Page	Comment
	Energy and climate protection
7, 8, 9	Disclosures on management approach
	Description Why the Aspect is Material		Energy and climate protection: Introduction; Strategy; Corporate carbon footprint and climate protection products	105; 105; 108
	Policies		Responsible Care Management System: Strategy Energy and climate protection	98 105	Global guidelines for energy management are part of our Responsible Care Management System.
	Commitments		Energy and climate protection: Strategy	105
	Goals and Targets		Energy and climate protection: Global goals	106
	Responsibilities				The Climate Protection Officer is the leader of the competence center for Environment, Health, Safety and Security and member of the Corporate Sustainability Board. The officer coordinates all of BASF's activities in terms of climate protection: from reducing emissions along the entire value chain, to further developing the climate protection product portfolio. The officer is also responsible for involving the operating divisions and connecting with research. This approach emphasizes the importance of climate protection as part of BASF's sustainability strategy. Both aspects are embedded in the target agreements where they are control-related.
	Resources		Energy and climate protection: Strategy	105
	Specific Actions		Energy and climate protection: Energy supply and efﬁciency; Corporate carbon footprint and climate protection products	107; 108
	Mechanisms for Evaluation		Energy and climate protection: Strategy; Corporate carbon footprint and climate protection products	105; 108
	Results of Evaluation		Energy and climate protection: Strategy; Global goals	105; 106
7	EC2	Financial implications and other risks and opportunities for the organization's activities due to climate change	Energy and climate protection: Strategy	105	We comprehensively report on the results in the climate protection questionnaire of the carbon disclosure projects.
7, 8	EN1	Materials used by weight or volume	Raw materials: Strategy Energy and climate protection: Graphic: Energy supply of the BASF Group 2015; Energy supply and efﬁciency	96 107; 107	Due to our diverse procurement portfolio, such a key figure (weight or volume) does not represent control-related information. BASF has further developed the calculation method to calculate the proportion of renewable raw materials in the purchased raw materials volume compared with 2013. Mineral raw materials are no longer included.
7, 8	EN3	Energy consumption within the organization	Energy and climate protection: Graphic: Energy supply of the BASF Group 2015	107	Each site around the globe reports on environmental protection, safety, security and health protection in accordance with the reporting requirements defined in the Responsible Care Management System. Sold energy is included in the energy balance; a separate indication is not considered necessary.
8	EN4	Energy consumption outside of the organization			Scope 3 is explained based on the carbon footprint, which includes the total energy used.
8	EN5	Energy intensity	Energy and climate protection: Table: Key indicators for Energy and climate protection in BASF operations excluding Oil & Gas	108	See EN3 – Calculation of energy efficiency
8, 9	EN6	Reduction of energy consumption	Energy and climate protection: Global goals; Energy supply and efﬁciency	106; 107	See EN3 – Calculation of energy efficiency The year 2002 was selected as the baseline for the goal of reducing greenhouse gas emissions; since then, complete global information regarding this topic has been provided.
8, 9	EN7	Reductions in energy requirements of products and services	Energy and climate protection: Table: Key indicators for Energy and climate protection in BASF operations excluding Oil & Gas	108
7, 8	EN15	Direct greenhouse gas (GHG) emissions (Scope 1)	Energy and climate protection: Strategy; Table: Greenhouse gas emissions of the BASF Group after Greenhouse Gas Protocol; Global goals	105; 106; 106
7, 8	EN16	Energy indirect greenhouse gas (GHG) emissions (Scope 2)	Energy and climate protection: Table: Greenhouse gas emissions of the BASF Group after Greenhouse Gas Protocol	106	The BASF Report shows Scope 2 emissions according to the location-based approach. In 2015, Scope 2 emissions according to the market-based approach were 4,210 million metric tons of CO₂.
7, 8	EN17	Other indirect greenhouse gas (GHG) emissions (Scope 3)	Energy and climate protection : Graphic: Greenhouse gas emissions along the BASF value chain in 2015	108
8	EN18	Greenhouse gas (GHG) emissions intensity	Energy and climate protection: Graphic: Reduction of greenhouse gas emissions per metric ton of sales product in BASF operations excluding Oil & Gas; Global goals	105; 106	We report on the types of GHG emissions, which were included in the emissions intensity (Scope 1 + Scope 2).
8, 9	EN19	Reduction of greenhouse gas (GHG) emissions	Energy and climate protection: Global goals; Corporate carbon footprint and climate protection products	106; 108	We report on the types of GHG emissions, which were included in the emissions intensity (Scope 1 + Scope 2).
8	EN30	Significant environmental impacts of transporting products and other goods and materials for the organization's operations, and transporting members of the workforce	Energy and climate: Strategy; Corporate carbon footprint and climate protection products	105; 108	For example, 60,000 metric tons of carbon emissions are avoided in Ludwigshafen each year by the intermodal transportation terminal.
7, 8, 9	EN31	Total environmental protection expenditures and investments by type	Responsible Care Management System: Table: Costs and provisions for environmental protection in the BASF Group	98
8	EN34	Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms			Through our SPIDER network, concerned residents can ask questions or raise complaints around the clock. These are mostly not attributable to BASF and can therefore not be statistically collected in a useful manner.
	Water
7, 8, 9	Disclosures on management approach
	Description Why the Aspect is Material		Water: Introduction; Strategy	109; 109
	Policies		Responsible Care Management System: Strategy Water: Strategy	98 109
	Commitments		Water: Introduction; Strategy	109; 109
	Goals and Targets		Water: Global goals	109
	Responsibilities		Responsible Care Management System: Strategy	98
	Resources		Responsible Care Management System: Table: Costs and provisions for environmental protection in the BASF Group	98
	Specific Actions		Water: Strategy; Global goal; Further reduce emissions; Water use	109; 109; 110; 110
	Mechanisms for Evaluation		Water: Global goal	109
	Results of Evaluation		Water: Global goal	109
7, 8	EN8	Total water withdrawal by source	Water: Graphic: Water in the BASF Group in 2015	110	Standards, methods and assumptions are defined in the reporting requirements in the Responsible Care Management System.
8	EN9	Water sources significantly affected by withdrawal of water	Water: Global goal	109	The EWS standard comprises, for example, the review of the production sites' impact on surrounding areas to protect biodiversity.
8	EN10	Percentage and total volume of water recycled and reused	Water: Graphic: Water in the BASF Group in 2015	110	Standards, methods and assumptions are defined in the reporting requirements in the Responsible Care Management System.
8	EN22	Total water discharge by quality and destination	Responsible Care Management System: Strategy Water: Graphic: Water in the BASF Group in 2015	98 110
8	EN26	Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff	Water: Global goal	109	At sites that have implemented sustainable water management according to the EWS standard, no significant impact on biodiversity has been identified.
7, 8, 9	EN31	Total environmental protection expenditures and investments by type	Responsible Care Management System: Table: Costs and provisions for environmental protection in the BASF Group	98
8	EN34	Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms			Through our SPIDER network, concerned residents can ask questions or raise complaints around the clock. These are mostly not attributable to BASF and can therefore not be statistically collected in a useful manner.
	Resources and ecosystems
1, 7, 8, 9	Disclosures on management approach
	Description Why the Aspect is Material		Die BASF Group: Verbund Corporate strategy Raw materials: Introduction; Strategy; Preserving ecosystems Energy and climate protection: Energy supply and efﬁciency	22 24 96; 96; 97 107
	Policies				Global guidelines for the approval and procurement of raw materials, technical goods and services as well as logistics solutions ensure conformity with the law.
	Commitments		Raw materials: Strategy	96
	Goals and Targets		Raw materials: Renewable raw materials	96
	Responsibilities				The Procurement competence center supports BASF’s business units in developing sustainable solutions so they can stand out from the competition in addressing market-specific requirements.
	Resources				The Procurement competence center supports BASF’s business units in developing sustainable solutions so they can stand out from the competition in addressing market-specific requirements.
	Specific Actions		Sustainability management: Creating value Raw materials: Renewable raw materials	32 96
	Mechanisms for Evaluation		Suppliers: Evaluating our suppliers	95
	Results of Evaluation		Raw materials: Mineral raw materials	97
7, 8	EN1	Materials used by weight or volume	Raw materials: Strategy	96	Due to our diverse procurement portfolio, such a key figure (weight or volume) does not represent control-related information. BASF has further developed the calculation method to calculate the proportion of renewable raw materials of the purchased raw materials volume compared with 2013. Mineral raw materials are no longer included.
8	EN2	Percentage of materials used that are recycled input materials	Raw materials: Renewable raw materials	96
8	EN11	Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas	Raw materials: Preserving ecosystems	97	The result of our analysis shows that further evaluations are not necessary.
8	EN12	Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas	Raw materials: Preserving ecosystems	97	The result of our analysis shows that further evaluations are not necessary.
8	EN13	Habitats protected or restored			The result of our analysis shows that further evaluations are not necessary.
8	EN14	Total number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk	Raw materials: Preserving ecosystems	97
7, 8, 9	EN31	Total environmental protection expenditures and investments by type	Responsible Care Management System: Table: Costs and provisions for environmental protection in the BASF Group	98
8	EN34	Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms			Through our SPIDER network, concerned residents can ask questions or raise complaints around the clock. These are mostly not attributable to BASF and can therefore not be statistically collected in a useful manner.
1	SO2	Operations with significant actual and potential negative impacts on local communities	Raw materials: Mineral raw materials	97
	Responsible production
1, 7, 8, 9	Disclosures on management approach
	Description Why the Aspect is Material		Production	100
	Policies		Responsible Care Management System: Strategy; Audits Production: Health protection; Process safety	98; 98 101; 101
	Commitments		Responsible Care Management System Production	98 100
	Goals and Targets		Production: Occupational safety	100
	Responsibilities		Responsible Care Management System: Strategy Production: Health protection; Hazard prevention and corporate security	98 101; 102	Mandatory goals in terms of occupational safety are integrated into the target agreements for employees worldwide with disciplinary responsibility.
	Resources		Responsible Care Management System	98
	Specific Actions		Production: Occupational safety; Health protection; Hazard prevention and corporate security	100; 101; 102
	Mechanisms for Evaluation		Production: Health protection; Process safety; Hazard prevention and corporate security	101; 101; 102
	Results of Evaluation		Responsible Care Management System: Audits Production: Health protection	98 101	A result of the audits is, for example, the necessity of implementing new guidelines and processes in the near future. The five elements of HPI are part of the Responsible Care reporting and medical audits of our BASF sites. We audit compliance with the Occupational Medicine & Health Protection directive and requirements on specific topics. The conduct of the audits involves determining the status quo, preparing appropriate recommendations (if necessary) and advising sites on how this can be achieved.
	EC8	Significant indirect economic impacts, including the extent of impacts	Sustainability management: Creating value	32
7, 8	EN20	Emissions of ozone-depleting substances (ODS)	Air and soil: Emissions to air	111	The calculation is made according to the substances described in the reporting requirements (based on the Montreal Protocol).
7, 8	EN21	NO_x, SO_x, and other significant air emissions	Air and soil: Table: Emissions to air	111	The calculation is made according to the methods described in the reporting requirements and includes CO, NO_x, SO_x, NMVOCs, PM, NH₃ and other inorganic substances.
8	EN22	Total water discharge by quality and destination	Water: Graphic: Water in the BASF Group 2015	110
8	EN23	Total weight of waste by type and disposal method	Air and soil: Strategy; Management of waste and contaminated sites	111; 112
8	EN24	Total number and volume of significant spills	Production: Process safety	101	Emission incidents in production are collected and included in the key figure for process safety incidents in the Production chapter. In 2015, there were no significant substance releases
8	EN25	Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally	Air and soil: Table: Waste management, BASF Group	112	We provide for proper waste disposal. Either we dispose of hazardous waste ourselves or hire external service providers. We regularly audit these service providers; this is why we do not report on this indicator.
8	EN29	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations			Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
7, 8, 9	EN31	Total environmental protection expenditures and investments by type	Responsible Care Management System: Table: Costs and provisions for environmental protection in the BASF Group	98
8	EN34	Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms			Through our SPIDER network, concerned residents can ask questions or raise complaints around the clock. These are mostly not attributable to BASF and can therefore not be statistically collected in a useful manner.
	LA6	Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender	Production: Occupational safety	100	Lost working days and the absence rate are not control-related parameters for us to evaluate the occupational safety performance since these parameters can only be partially influenced by BASF due to, for example, regional laws. We do not differentiate between individual employee categories (e.g., gender) due to reasons of non-discrimination.
	LA7	Workers with high incidence or high risk of diseases related to their occupation	Product stewardship: Management of new technologies	104
1	HR7	Percentage of security personnel trained in the organization's human rights policies or procedures that are relevant to operations	Production: Hazard prevention and corporate security	102
1	SO1	Percentage of operations with implemented local community engagement, impact assessments, and development programs	Sustainability management: Engaging stakeholders Production: Hazard prevention and corporate security	31 102	We want to establish a systematic dialog with our neighbors at all important sites. For this purpose, we will review our previous procedures and standardize these worldwide.
	Products and solutions
7, 8, 9	Disclosures on management approach
	Description Why the Aspect is Material		Sustainability management: Creating value Product stewardship: Management of new technologies	32 104
	Policies		Sustainability management: Creating value Product stewardship: Strategy; Management of new technologies	32 103; 104
	Commitments		Product stewardship: Strategy	103
	Goals and Targets		Product stewardship: Global goal	103
	Responsibilities		Responsible Care Management System: Strategy	98	The responsibilities for our product stewardship and product portfolio evaluation are defined in both centralized and decentralized ways.
	Resources		Product stewardship: Economical and toxicological testing	104
	Specific Actions		Product stewardship: Strategy; REACH and other legal requirements; Economical and toxicological testing; Management of new technologies	103; 103; 104; 104
	Mechanisms for Evaluation		Product stewardship: Strategy; Global goal; Economical and toxicological testing; Management of new technologies	103; 103; 104; 104
	Results of Evaluation		Sustainability management: Creating value	32
	EC8	Significant indirect economic impacts, including the extent of impacts	Sustainability management: Creating value	32
7, 8, 9	EN27	Extent of impact mitigation of environmental impacts of products and services	Sustainability management: Creating value	32
8	EN28	Percentage of products sold and their packaging materials that are reclaimed by category			Due to BASF’s product portfolio, this indicator is not relevant since most of the products are sold as bulk products. The respective legal regulations are applicable for the packages used. In addition to the dual system for the return of packages from domestic goods, in Germany, for example, the return and recycling of industrial or commercial packages through return companies is organized specifically for the individual fraction of the packaging materials (plastics, steel, etc.). We want to offer our customers efficient disposing methods, which are professionally and responsibly performed, for all packages used. This is why we inform, for example, about the companies that are available for returning and recycling industrial packages.
7	PR1	Percentage of significant product and service categories for which health and safety impacts are assessed for improvement	Sustainability management: Creating value Product stewardship: Global goal	32 103	As a producing company, we focus on the evaluation of our products (the entire portfolio has been evaluated here). Services are not relevant for a producing company.
	PR2	Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes			Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
7	PR3	Type of product and service information required by the organization's procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements	Product stewardship: REACH and other legal requirements	103
	PR4	Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes			Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
7	PR6	Sale of banned or disputed products	Sustainability management: Creating value	31
	PR7	Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes			The indicator is not material since BASF mainly does business in the B2B field. Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
	PR8	Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data			The indicator is not material since BASF mainly does business in the B2B field. Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
	PR9	Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services			Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
	Partnerships
1, 2, 3, 4, 5, 8, 10	Disclosures on management approach
	Description Why the Aspect is Material		Sustainability management: Engaging stakeholders	31
	Policies				Our actions are based on our global Code of Conduct. The Responsible Partnering aspect is managed by different units depending on the stakeholder group. This involves corresponding guidelines (e.g., for the dialog between employee and employer representatives) and is clearly defined responsibilities and resources.
	Commitments		Sustainability management: Engaging stakeholders	31
	Goals and Targets		Strategy: Our strategic principles Sustainability management: Engaging stakeholders	24 31
	Responsibilities				The Responsible Partnering aspect is managed by different units depending on the stakeholder group. This involves corresponding guidelines (e.g., for the dialog between employee and employer representatives) and is clearly defined responsibilities and resources.
	Resources				The Responsible Partnering aspect is managed by different units depending on the stakeholder group. This involves corresponding guidelines (e.g., for the dialog between employee and employer representatives) and is clearly defined responsibilities and resources.
	Specific Actions		Sustainability management: Engaging stakeholders	31
	Mechanisms for Evaluation		Sustainability management: Engaging stakeholders	31
	Results of Evaluation		Sustainability management: Engaging stakeholders	31
	EC1	Direct economic value generated and distributed	Value added 2015	Cover
	EC4	Financial assistance received from government			In 2015, BASF did not receive any government grants. No public sectors hold any major shares in BASF. BASF is involved in future research projects that are also supported by the government.
	EC7	Development and impact of infrastructure investments and services supported	Value added 2015 Corporate strategy: Business expansion in emerging markets Working at BASF: Vocational training Social commitment: Graphic: BASF Group donations, sponsorship and own projects in 2015	Cover 27 43 48
	EC9	Proportion of spending on local suppliers at significant locations of operation	Raw materials: Worldwide procurement	94	There are no specific guidelines for local procurement for BASF: In order to ensure local supply security, raw materials must be purchased where they are available around the globe. Local providers for technical goods and services have competitive advantages due to their location. “Local” means that we purchase from suppliers that are located in the same region as the procuring Group company (as per BASF definition).
8	EN32	Percentage of new suppliers that were screened using environmental criteria	Suppliers: What we expect from our suppliers; Evaluating our suppliers	94; 95	In 2015, we surveyed around 1,500 new suppliers for raw materials, technical goods and services on the topics of environmental protection, compliance with human rights, labor and social standards as well as antidiscrimination and anticorruption in Asia and South America. This represents around 5% of our new suppliers in the regions Asia and South America.
8	EN33	Significant actual and potential negative environmental impacts in the supply chain and actions taken	Suppliers: What we expect from our suppliers; Evaluating our suppliers	94; 95	Due to no severe deficiencies in the areas of environmental protection, safety, security and health protection, no business relations with suppliers were terminated. 271 suppliers were asked for improvements in these areas, representing around 52% of all suppliers audited in 2015.
	LA14	Percentage of new suppliers that were screened using labor practices criteria	Suppliers: Evaluating our suppliers	95	In 2015, we surveyed around 1,500 new suppliers for raw materials, technical goods and services on the topics of environmental protection, compliance with human rights, labor and social standards as well as antidiscrimination and anticorruption in Asia and South America. This represents around 5% of our new suppliers in the regions Asia and South America.
	LA15	Significant actual and potential negative impacts for labor practices in the supply chain and actions taken	Suppliers: Evaluating our suppliers; Audit results	95; 95	Due to no severe deficiencies in the areas of environmental protection, safety, security and health protection, no business relations with suppliers were terminated. 271 suppliers were asked for improvements in these areas, representing around 52% of all suppliers audited in 2015.
2	HR1	Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening	Sustainability management: Strategy	31	The consideration of all three dimensions of sustainability is integrated into our standard processes for evaluating investment decisions in property, plant and equipment as well as in financial assets. Therefore, human rights aspects are also reviewed for all significant investment decisions.
1	HR2	Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained	Compliance: Compliance program and Code of Conduct	136	All employees are instructed on the contents of our Code of Conduct upon joining the company. They are obligated to attend refresher training every three years.
3	HR4	Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights			We did not identify any restrictions on the topics of freedom of association and collective bargaining for any of our suppliers. Due to the management process change in terms of compliance with the requirements of international labor and social standards (ILSS), we are in a transitional phase, in which the former management system no longer applies and the new one has not yet been fully implemented. A global guideline for international labor and social standards was compiled and is being communicated. A country-based risk portfolio is created annually in the first half of the year. In conclusion, statements about the new management process and the measures connected to it cannot be made before the end of 2016.
5	HR5	Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor			Due to the management process change in terms of compliance with the requirements of international labor and social standards (ILSS), we are in a transitional phase, in which the former management system no longer applies and the new one has not yet been fully implemented. A global guideline for international labor and social standards was compiled and is being communicated. A country-based risk portfolio is created annually in the first half of the year. In conclusion, statements about the new management process and the measures connected to it cannot be made before the end of 2016.
4	HR6	Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor			Due to the management process change in terms of compliance with the requirements of international labor and social standards (ILSS), we are in a transitional phase in which the former management system no longer applies and the new one has not yet been fully implemented. A global guideline for international labor and social standards was compiled and is being communicated. A country-based risk portfolio is created annually in the first half of the year. In conclusion, statements about the new management process and the measures connected to it cannot be made before the end of 2016.
1	HR8	Total number of incidents of violations involving rights of indigenous peoples and actions taken			No (potential) violation of rights of indigenous communities was identified, neither through our internal complaint mechanisms nor as part of our risk evaluations for investment decisions.
2	HR10	Percentage of new suppliers that were screened using human rights criteria	Suppliers: Evaluating our suppliers	95	In 2015, we surveyed around 1,500 new suppliers for raw materials, technical goods and services on the topics of environmental protection, compliance with human rights, labor and social standards as well as antidiscrimination and anticorruption in Asia and South America. This represents around 5% of our new suppliers in the regions Asia and South America.
2	HR11	Significant actual and potential negative human rights impacts in the supply chain and actions taken	Suppliers: Evaluating our suppliers	95	In 2015, no supplier relations were terminated due to reasons of human rights. 281 suppliers were asked for improvements in these areas, representing around 54% of all suppliers audited in 2015.
1	SO1	Percentage of operations with implemented local community engagement, impact assessments, and development programs	Sustainability management: Engaging stakeholders Social commitment: Strategy Production: Hazard prevention and corporate security	31 48 102	We want to establish a systematic dialog with our neighbors at all important sites. For this purpose, we will review our previous procedures and standardize these worldwide.
10	SO3	Total number and percentage of operations assessed for risks related to corruption and the significant risks identified	Compliance: Monitoring adherence to compliance principles	137	Due to BASF's matrix structure, the number of the audited business sites is not a control-related indicator. Entire business divisions, which can comprise numerous or only a few sites, are audited as part of our compliance audits. Our corporate audits focus on compliance issues, ensuring compliance worldwide in our business processes.
10	SO4	Communication and training on anti-corruption policies and procedures	Compliance: Compliance program and Code of Conduct; Monitoring adherence to compliance principles	136; 137	All employees are instructed on the contents of our Code of Conduct upon joining the company. They are obligated to attend refresher trainings every three years. In addition, all leaders and non-tariff employees confirm their adherence to our Code of Conduct every year. The members of the controlling body are informed about the contents of our code of conduct. The entire Board of Executive Directors of BASF SE is obligated to adhere to our Code of Conduct as per contract. Contractors of BASF are also informed about our requirements. All important business partners, especially our suppliers and sales partners, are informed about our compliance principles and are obligated to their adherence. In 2015, we additionally introduced a company-internal guideline for mandatory auditing all of our sales partners in regard to compliant behavior (Business Partner Due Diligence).
10	SO5	Confirmed incidents of corruption and actions taken			As of now, no justified cases are known in 2015.
10	SO6	Total value of political contributions by country and recipient/beneficiary	Sustainability management: Engaging stakeholders	31
	SO7	Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes	Consolidated Financial Statements: Litigation and claims	221	Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
	SO8	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations	Consolidated Financial Statements: Litigation and claims	221	Any litigation or claims are published in the Notes to the Consolidated Financial Statements.
	SO9	Percentage of new suppliers that were screened using criteria for impacts on society	Suppliers: Evaluating our suppliers	95	In 2015, we surveyed around 1,500 new suppliers for raw materials, technical goods and services on the topics of environmental protection, compliance with human rights, labor and social standards as well as antidiscrimination and anticorruption in Asia and South America. This represents around 5% of our new suppliers in the regions Asia and South America.
	SO10	Significant actual and potential negative impacts on society in the supply chain and actions taken	Suppliers: Audit results	95	Due to no severe deficiencies in the areas of environmental protection, safety, security and health protection, no business relations with suppliers were terminated. 271 suppliers were asked for improvements in these areas, representing around 52% of all suppliers audited in 2015. We did not identify any restrictions on the topics of freedom of association and collective bargaining for any of our suppliers. In 2015, no supplier relations were terminated due to reasons of human rights. 281 suppliers were asked for improvements in these areas, representing around 54% of all suppliers audited in 2015.
	SO11	Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms	Sustainability management: Engaging stakeholders Compliance: Monitoring adherence to compliance principles	31 137
	PR5	Results of surveys measuring customer satisfaction			Due to our diverse customer sectors along with their different demands, there is no uniform customer satisfaction survey for the entire BASF Group. Customer satisfaction data is collected in a decentralized manner.
	Employment and employability
1, 3, 6	Disclosures on management approach
	Description Why the Aspect is Material		Working at BASF: Introduction; Strategy	42; 42
	Policies		Working at BASF: Strategy	42
	Commitments		Working at BASF: Competition for talent	43
	Goals and Targets		Goals: Employees Working at BASF: Learning and development Working at BASF: Inclusion of diversity	28 44 45
	Responsibilities		Working at BASF: Inclusion of diversity	45
	Resources		Working at BASF: Vocational training; Learning and development	43; 44
	Specific Actions		Working at BASF: Competition for talent	43
	Mechanisms for Evaluation		Working at BASF: Global Employee Survey	46
	Results of Evaluation		Working at BASF: Global Employee Survey	46
	EC1	Direct economic value generated and distributed	Value added 2015 Working at BASF: Vocational training Working at BASF: Compensation and benefits	Cover 43 46
	EC3	Coverage of the organization's defined benefit plan obligations	Working at BASF: BASF Group personnel expenses Consolidated Financial Statements: Provisions for pensions and similar obligations	46 210
6	EC5	Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation			The indicator is not industry-relevant. As an employer in the chemical industry, BASF typically recruits highly qualified employees. Their compensation is based on objective criteria worldwide, especially the employees' position, their individual performance and BASF's success.
6	EC6	Proportion of senior management hired from the local community at significant locations of operation			BASF as globally operative company strives for further internationalization in the area of the upper management level and wants to recruit across different countries and sites in a more consequent way.
	EC7	Development and impact of infrastructure investments and services supported	Value added 2015 Corporate strategy: Business expansion in emerging markets Working at BASF: Vocational training Social commitment: BASF Group donations, sponsorship and own projects in 2015	Cover 27 43 48
6	LA1	Total number and rates of new employee hires and employee turnover by age group, gender and region	Working at BASF: Table: BASF Group new hires in 2015 Working at BASF: Competition for talent	42 43	We report the total number of new hires and the early turnover rate (within the first three years), both by region since these are our internal control-related indicators. New hires depend on qualification and suitability; age is irrelevant.
	LA2	Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation	Working at BASF: Compensation and benefits	46	We hire only few temporary employees compared with our total workforce worldwide. All kinds of benefits that we provide in Germany are due to full-time as well as part-time employees.
6	LA3	Return to work and retention rates after parental leave, by gender	Working at BASF: Work-life balance; Graphic: Combining career, family and personal life	45; 45	At our worldwide largest Verbund site in particular, we provide a wide range of opportunities to combine our employees' careers with family and personal life (e.g., flexible working hours, part-time employment, "LuMit" and childcare). These are important measures to promote the family role model of women and men. We create the prerequisites for employees to make use of their legal claim of parental leave. More detailed indications are not control-related for us.
3	LA4	Minimum notice periods regarding operational changes, including whether these are specified in collective agreements	Working at BASF: Dialog with employee representatives	47	The basis of our actions is complying with national laws and exceeding this. We also adhere to the applicable periods of notice that are based on national laws or local collective agreements.
	LA5	Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs	Responsible Care Management System: Strategy	98	The occupational safety and health protection specifications are agreed on with employee representatives in Ludwigshafen. Guidelines for the global workforce are developed based on these.
	LA8	Health and safety topics covered in formal agreements with trade unions			The occupational safety and health protection specifications are agreed on with employee representatives in Ludwigshafen. Guidelines for the global workforce are developed based on these.
6	LA9	Average hours of training per year per employee by gender, and by employee category	Working at BASF: Learning and development	44	The relevant parameters are further training days, not hours. Training needs are determined as part of individual development of the employees, and are not dependent on age or gender. The BASF Group-wide uniform system for further training is applicable for all employees.
	LA10	Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings	Working at BASF: Learning and development Working at BASF: Managing demographic changes	44 44
6	LA11	Percentage of employees receiving regular performance and career development reviews, by gender and by employee category	Working at BASF: Learning and development	44	The BASF Group has a standardized system for conducting employee dialogs, which is applicable for all employees independent on gender and employee category.
6	LA12	Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity	Working at BASF: Graphic: BASF Group employee age structure Working at BASF: Inclusion of diversity Working at BASF: Table: Leadership responsibility in the BASF Group Corporate governance report: Graphic: Two-tier management system of BASF SE	44 45 46 130	We live inclusion of diversity, so that all employees are part of our team. Therefore, a different indication for minorities is not control-related for us.
6	LA13	Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation	Working at BASF: Compensation and benefits	46	Analyses of the Ludwigshafen site have shown that, for contracts exempt from collective agreements, there are no systematic differences in the working conditions between men and women, provided the positions and qualifications are comparable. The compensation of our employees is based on objective criteria worldwide, especially on the employees’ position, their individual performance and BASF’s success. A breakdown by employee category is not control-related for BASF and is therefore not indicated. Information in the Report refers to the total number of employees, not to individual employee categories.
	LA16	Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms			In 2015, our external compliance hotlines received 185 calls relating to human rights, 157 of which pertained to labor and social standards, of which 37 were related to discrimination issues. Misconduct was identiﬁed in 51 cases, of which 40 pertained to labor and social standards and 6 to discrimination. We launched case-specific investigations, based on legal and internal mandates, into all these cases.
6	HR3	Total number of incidents of discrimination and corrective actions taken			In 2015, our external compliance hotlines received 185 calls relating to human rights, 157 of which pertained to labor and social standards, of which 37 were related to discrimination issues. Misconduct was identiﬁed in 51 cases, of which 40 pertained to labor and social standards and 6 to discrimination. We launched case-specific investigations, based on legal and internal mandates, into all these cases.
1	HR9	Total number and percentage of operations that have been subject to human rights reviews or impact assessments			Due to the management process change in terms of compliance with the requirements of international labor and social standards (ILSS), we are in a transitional phase in which the former management system no longer applies and the new one has not yet been fully implemented. A global guideline for international labor and social standards was compiled and is being communicated. A country-based risk portfolio is created annually in the first half of the year. In conclusion, statements about the new management process and the measures connected to it cannot be made before the end of 2016.
1	HR12	Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms			In 2015, our external compliance hotlines received 185 calls relating to human rights, 157 of which pertained to labor and social standards, of which 37 were related to discrimination issues. Misconduct was identiﬁed in 51 cases, of which 40 pertained to labor and social standards and 6 to discrimination. We launched case-specific investigations, based on legal and internal mandates, into all these cases.

GRI and Global Compact Index: Specific Standard Disclosures