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 where we as a company can make a significant contribution. Goal areas along the value chain Procurement 2020 Goal Status at end of 2017 More on 1 Our suppliers are evaluated based on risk due to the size and scale of our supplier portfolio. We define relevant suppliers as those showing an elevated sustainability risk potential as identified by our risk matrices and our purchasers’ assessments. We also use further sources of information to identify relevant suppliers such as evaluations from Together for Sustainability (TfS), a joint initiative of chemical companies for sustainable supply chains. Assessment of sustainability performance of relevant suppliers;1 development of action plans where improvement is necessary 70% 56% More 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; 2017: 3.5%; average change since 2015: 3.5%), 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. (XLS:) Download 2017 Change since 2016 Average change since 2015 2 Baseline 2015: excluding the gas trading and storage business transferred to Gazprom Sales €64.5 billion 12.0% 3.7%2 EBITDA €12.7 billion 20.9% 13.1%2 Dividends per share paid out €3.00 €0.10 Premium on cost of capital €2.7 billion Free cash flow €4.8 billion More on our Results of OperationsMore information on our Financial Position Employees 2021 Goal Status at end of 2017 More on 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% 20.5% More Long-term goals International representation among senior executives3 Increase in proportion of non-German senior executives (baseline 2003: 30%) 38.9% More Senior executives with international experience Proportion of senior executives with international experience over 80% 84.6% More Employee development Systematic, global employee development as shared responsibility of employees and leaders based on relevant processes and tools Project implemented worldwide More Production 2025 Goals Status at end of 2017 More on Reduction of worldwide lost-time injury rate per one million working hours ≤0.5 1.4 More Reduction of worldwide process safety incidents per one million working hours ≤0.5 2.0 More Annual goal Health Performance Index >0.9 0.97 More Product stewardship 2020 Goal Status at end of 2017 More on Risk assessment of products that we sell in quantities of more than one metric ton per year worldwide >99% 76.2% More Energy and climate protection 2020 Goal Status at end of 2017 More on 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% 54.3% More Reduction of greenhouse gas emissions per metric ton of sales product (excluding Oil & Gas, baseline 2002) (40%) (35.5%) More Water 2025 Goals Status at end of 2017 More on Introduction of sustainable water management at all production sites in water stress areas and at all Verbund sites (excluding Oil & Gas) 100% 45.2% More Products and solutions 2020 Goal Status at end of 2017 More on Increase the proportion of sales generated by products that make a particular contribution to sustainable development (Accelerator products) 28% 27.3% More back next
