Group Management Report Products Safety and Health Environment Human Resources Social Commitment Consolidated Financial Statements 51
the number of reported occupational accidents with lost
work days in relation to one million hours worked in the respective
attribute defined per key performance indicator
(details on page 68 f.). Furthermore, the ALTANA Group is pursuing
the goal of achieving climate neutrality in its sphere
of influence by 2025. For the quantitative
measurement of
this strategic goal, there is a reporting system for CO² emissions.
The latter are reported as direct greenhouse gas emissions
from sources controlled by the company (Scope 1)
and as indirect greenhouse gas emissions from the performance
related purchase of electricity (Scope 2).
Apart from these two groups of indicators, there are
other non-financial indicators which are not regarded as being
relevant for control. These include data for the evaluation
of innovation activities as well as other key performance
indicators in the area of sustainability, for the analysis of
sales markets and customer satisfaction.
Integrated Planning Processes
All of the key performance indicators relevant for control
are compiled and analyzed within the framework of standardized
reporting processes. To be able to use these key
parameters effectively to control our strategy and possible
short- and medium-term measures, there is an integrated
planning process embracing different planning levels and dimensions.
The planning cycle has a strategic planning component,
which combines the analysis of the essential performance
indicators for future business development at the product
group level with a detailed representation of the changes
expected in the market environment.
From this, strategic measures are derived enabling us
to react to expected developments at an early stage. These
measures, developed in the strategic planning process, include
not only fields of activity on current sales markets, but
also concrete goals and planning steps for entry into new
fields of business or application areas and changes in the portfolio
of business activities.
The decisions taken within the framework of strategic
planning enter into our subsequent medium-term financial
planning. The latter delineates our growth and profitability
goals for the coming three years and the effects of the expected
business development on ALTANA’s asset and financing
structure. This is used to derive possible measures for
our financing strategy. Our medium-term financial planning
is supplemented by scenario analyses, which transparently
reflect the sensitivities of the key performance indicators to
relevant, predominantly cyclical changes in the market en-
vironment. From this, we derive levels of reaction for possible
countermeasures.