SUSTAINABILITY REPORT 2013 SUSTAINABILITY REPORT 2013 SUSTAINABILITY THE EXECUTIVE BOARD of Dr. Ing. h.c. F. Porsche AG LUTZ MESCHKE UWE-KARSTEN STÄDTER THOMAS EDIG FINANCE AND IT PROCUREMENT DEPUTY CHAIRMAN OF THE EXECUTIVE BOARD HUMAN RESOURCES AND SOCIAL AFFAIRS “Only a successful business is “Procurement at Porsche “Everything we do is about able to make a commitment to means ensuring that supply people. We have a very special the environment and community relationships are cost-effective, responsibility as far as they – that’s why we build on eco- environmental and socially are concerned. We want to be nomic stability and value-added sustainable – that means com- an appealing employer for our growth.” pliance with our sustainability employees with our corporate requirements by suppliers is culture focused on performance a defining benchmark for suc- and an ethical social policy.” cessful cooperation.” MATTHIAS MÜLLER WOLFGANG HATZ BERNHARD MAIER DR. OLIVER BLUME CHAIRMAN OF THE RESEARCH AND DEVELOPMENT SALES AND MARKETING PRODUCTION AND LOGISTICS EXECUTIVE BOARD “We deliberately integrate “Mobility needs to be engi- “Today, luxury and sustainability “Sustainability in production sustainability aspects into our neered around an approach mean owning and experiencing starts with the design of produc- strategic goals and divisions in geared to protecting the something that will continue to tion facilities and manufacturing order to safeguard our future environment and conserving have value tomorrow. There is processes that use resources capability and the sustainable resources. Porsche is consis- a good reason why more than efficiently.” performance of our company.” tently committed to achieving two thirds of all Porsche cars this aspiration – and links it up ever built are still on the roads with a fascinating sporty driving today.” experience.” ABOUT THIS REPORT Content of the Report and Timeframe This is the first sustainability report published by Porsche. It provides information about the company’s key activities relating to the issues of “Business and Customers”, “Product Responsibility”, “Environment and Energy”, “Employees” and “Community”. It also outlines the strategic platform and the sustainability management within the company. Targets and measures are included in the form of a Sustainability Program. Indicators and relevant data are presented in a compact overview at the end of the report. The process of collecting and recording data is carried out using a range of different reporting and processing systems within the company. The subsequent process of consolidation and checking contributes to the reliability of the data. The Porsche Sustainability Report 2013 covers the period from 1 January to 31 December 2013. Information on important activities that were carried out before this reporting period is also included in order to give a complete picture. The reference date for all data is 31 December 2013. The final editorial deadline was in April 2014. Unless otherwise stated, all data relate to Dr. Ing. h.c. F. Porsche AG and Porsche Leipzig GmbH. Reporting Standard The Porsche Sustainability Report 2013 was drawn up in accordance with the Guidelines of the Global Reporting Initiative (GRI G3). Compliance with the indicators of the Global Reporting Initiative is presented in the GRI Index. The highest appli- cation level of A+ was achieved according to the audit certificate issued by the GRI. External Audit The quantitative details in the section “Indicators and Data” were audited by audit firm Ernst & Young GmbH. The audit certificate is provided on page 98f. Reporting Cycle The Porsche Sustainability Report will be completely revised and published in a two-year cycle. The next report will be published in 2016. The update of the key indicators will be published in 2015 and will be accessible on the Internet. TABLE OF CONTENTS Letter from the Chairman of the Executive Board 004 Intelligent Performance and Sustainability 006 About Porsche 008 Sustainability Management 012 BUSINESS WORLD 022 Customers, Dealers and Suppliers 022 Governance 026 Economic Parameters 029 PRODUCT RESPONSIBILITY 030 Electrifying Power 032 Product Ecology 036 Product Safety 040 ENVIRONMENT AND ENERGY AT THE SITES 044 Two Plants – One Target 046 Company Environmental and Energy Management 050 EMPLOYEES 056 Traveling into a Brighter Future 058 Porsche Culture 064 Basic Training and Career Training 069 Pension Provision and Advice 070 COMMUNITY 072 Premium meets Premium 074 Social Commitment 080 Education and Research 081 Culture 082 Sport 083 Performance and Potential 084 Indicators and Data 086 Emission and Consumption Information 096 Independent Assurance Report 098 Certificate for the GRI Level Check 100 GRI Index U5 004 // SUSTAINABILITY REPORT PORSCHE AG 2013 LETTER FROM THE CHAIRMAN OF THE EXECUTIVE BOARD LETTER FROM THE CHAIRMAN OF THE EXECUTIVE BOARD // 005 Dear ladies and gentlemen, The world of fascinating vehicles is the sphere of our everyday work. Three important numbers represent this concept in the eyes of many automobile enthusiasts: 911. The icon among sports cars reached a landmark 50th anniversary in 2013, and the 911 of today looks more appealing and modern than ever before. We develop vehicles for the heart and for the mind. When we launched the Panamera S E-Hybrid and the 918 Spyder last year, we once again proved our potential to perform in the premium segment. Porsche has created a success story by using plug-in hybrid technology to combine the driving performance characteristics of a sports car with the consumption values of a compact car. Only a team of highly motivated employees enables us to put successful and technical inno- vations like these on the road. Our aim as an appealing employer is to give them access to optimum conditions and opportunities to develop their potential. We also strive to empower employees to reconcile the demands of career and family. A high level of acceptance can only be achieved for our company and for our products if we remain open to developments within the community at large. A central function for Porsche is to maintain a consistent balance between economic objectives, environmental concerns, and social engagement. The strong growth of our company turns this into a real challenge. We have therefore developed clear benchmarks and controlling instruments, for example in the form of sustainability indicators. Porsche is integrated within the community in many different ways. As far as we are con- cerned, acting sustainably means taking on responsibility for employees, the environment and the community. We would like to use this report to tell you about the areas of sustainable action at Porsche and our targets. The report will provide you with an overview of where we currently stand and where we want to be in the future. We have many different stakeholder groups and we asked them about their perception of the main tasks and challenges for sustainability management at Porsche. The results of our survey are presented in this report. Our track record already posts many milestones of achievement on the road route to sustai- nable action and business practice. Sustainability involves our vehicles, our employees, our sites, and our position within society itself. In accordance with our culture at Porsche, we are not satisfied with the status quo, we want to do even better. We will gradually implement our ambitious sustainability targets in a specially developed program of measures. I would like to invite you to enter into a dialog with us – our Sustainability Report is intended to be a first step in this direction. Matthias Müller 006 // SUSTAINABILITY REPORT PORSCHE AG 2013 INTELLIGENT PERFORMANCE AND SUSTAINABILITY Peak performance and sustainability are only contradictions at first glance. In fact, they are dependent on each other. 1963 PORSCHE 911 1988 PORSCHE 964 1997 PORSCHE 996 1973 PORSCHE G-MODELL 1993 PORSCHE 993 The question is provocative and yet reasonable: How has been no tarnishing to the luster of the car’s fascination. sustainable are the operations of a manufacturer of And at the same time, every aspect of the car’s engineering exclusive premium sports cars? The answer is simple. has been enhanced. The output of the engine powering Precisely because Porsche develops and manufactures the 911 has increased three-fold over the course of its high-performance sports cars, sustainability is a particularly career while gasoline consumption and braking distance important factor. Porsche is no different in this respect have been reduced, not to mention exhaust emissions. from an elite athlete. Anybody who wants to develop high Quite a different aspect of sustainability relates to the fact performance over the long term must use the forces at that more than 800,000 Porsche 911 cars have been their disposal carefully and look after their resources. built during the past 50 years. The vast majority of these automobiles are still driving on roads across the world – Peak engineering performances and sustainability are at Porsche we believe this represents an intelligent use of based on the continual search for improvement. This is a resources. key element in the DNA of Porsche and it is most obviously manifested in the 911. This sports car is not only the High-performance cars can only come into being with a heart of Porsche, it is also an example of sustainability on workforce of highly qualified and motivated employees. wheels. Although it has now been manufactured for They are supported and also challenged at Porsche. 50 years and is currently in its seventh generation, there Companies and employees inside and outside the Group INTELLIGENT PERFORMANCE AND SUSTAINABILITY // 00707 Tradition & Performance & 2011 PORSCHE 991 Innovation Everyday Use 2004 PORSCHE 997 Dr. Ing. Intelligent Performance F a s s r c a in C Social Acceptance at ts Exclusivity & io or n Sp base their actions on ethical principles – treating each Design & other fairly and openly constitutes the cornerstone for the Functionality Porsche culture. This also includes protecting the envi- ronment.