The Viessmann Group's sustainability management system primarily comprises a Sustainability Steering Committee chaired by Co-CEO Joachim Janssen. This committee meets quarterly and coordinates all sustainability activities. This includes in particular the implementation of a group-wide key performance indicator system. The first-time collection of key figures - i.e. the recording of the initial situation - is followed by the evaluation and definition of targets for continuous improvement.
With the help of the KPIs, we measure performance in the respective area of sustainability and thus achieve comparability within and outside the company. We differentiate between internal KPIs - a key performance indicator-based management tool - and external KPIs, which we use for publication and comparison purposes.
Below is an overview of the most important KPIs:
The focus of the KPI diversity is on assessing gender equality in the company and the age structure of employees. Accordingly, the indicator is made up of three sub-indicators in equal proportions
After consolidation of the personnel data, the KPI can be collected as of 2017. The evaluation shows only a marginal change from 2017 to 2018.
Qualification and motivation have always been important success factors and have a long tradition in the Viessmann family business. The recruitment and qualification of junior staff in apprenticeships and dual studies is an elementary building block for securing one's own future - especially in times of a shortage of skilled workers and low birth rates. It is therefore mandatory to compare one's own training activities with those of other companies.
Our current apprenticeship ratio at the German sites is well over 4 percent. The slight decline in this ratio in recent years reflects the effects of demographic change. It was repeatedly not possible to fill all the training and dual study places offered, so that the absolute number of trainees could not keep up with the increase in the number of employees.
The indicator is based on survey results of the research institute YouGov, which regularly determines the brand performance tracker "YouGov BrandIndex" on a representative basis. Via online interviews, brands are evaluated with regard to the six evaluation dimensions general impression, quality, price-performance ratio, customer satisfaction, willingness to recommend and employer image.
CO2 savings through modernisation
The core indicator "CO2 savings through modernisation" is based on the replacement scenarios customary in Germany for modernising heating systems in the output range up to 50 kW with condensing boilers for gas and oil, heat pumps, CHP systems and solid fuel boilers. The calculated savings result from technological leaps (calorific value versus calorific value), technical improvements (increased COP for heat pumps, loss reduction) and savings in peripherals during modernisation. Projected to global sales of modernization equipment, the annual savings amount to over 500,000 metric tons of CO2.
The core indicator shows in figures what contribution Viessmann and the entire heating technology sector are already making to the success of the energy revolution. It also makes it clear, however, that the current framework conditions are not sufficient and that there is still a considerable need for political action if the energy system transformation targets are to be achieved. The climate targets of the Federal Government in the Climate Protection Plan 2050 for "Buildings" provide for a reduction in CO2 emissions of 47 million tonnes by 2030 (from 119 million tonnes of CO2 in 2014 to 70-72 million tonnes of CO2 in 2030*). This corresponds to an annual reduction of over three million tonnes. However, actual savings from modernisation are far behind these targets. In the considered power range up to 50 kW, an annual saving of about 1.2 million tons of CO2 is achieved by modernization - assuming the above scenarios extrapolated to the entire heating technology sector. If the above-mentioned climate targets of the German government are to be achieved, the renovation rate must be accelerated considerably.
*Source: BMU Climate Protection Plan 2050, as of November 2016
Together with its partners, Viessmann assumes responsibility for the living spaces of future generations. The family-owned company is strengthening its strategic transformation from a pure heating technology manufacturer to a provider of integrated solutions for the entire living space. This reorientation enables Viessmann to continue its consistent growth course: After a strong anniversary year in 2017, sales in 2018 rose again by around 5 percent - to 2.5 billion euros.
Business was particularly good in the home market of Germany, where the core business of Climate Solutions grew by more than 6 percent. All of the Viessmann Group's key markets also increased their sales abroad - Russia, Poland, Great Britain, Spain and the North American continent achieved double-digit growth. The only exception was Turkey, where revenue was noticeably down on the previous year due to the dramatic fall in the price of the Turkish lira.
No. of suggestions for improvement
Nobody knows better than the employees the possibilities of avoiding waste and optimising processes in their daily work. Viessmann idea management helps identify new efficiency potentials and exploit them to the full.
For its exemplary idea management, Viessmann has been awarded the "German Idea Prize" of the German Institute for Business Administration (dib) several times. The number of ideas submitted per employee has been well above the industry average for years, see chart.
Since the introduction of idea management in 1960, employees have submitted more than 1 million ideas, resulting in savings of over 50 million euros.
To reward these outstanding achievements, bonuses of more than EUR 6 million were paid out. In 2016 alone, 141,000 ideas were submitted, resulting in savings of EUR 5.1 million.
Viessmann is committed to its social responsibility. Following this corporate principle, the company is committed to science, art, culture and social affairs. Six-figure donations are made annually to support projects in Germany and internationally.
Viessmann has established three foundations to safeguard the future of this diverse commitment:
Viessmann Allendorf Foundation
The tasks of the foundation are varied. It is involved in areas such as science and research, public health care, education and vocational training, and student assistance. The promotion of art and culture as well as the protection of historical monuments is also very important to the foundation. Furthermore the honorary engagement is supported by non-profit associations.
Hans Viessmann Technology Foundation
The purpose of the foundation is to promote engineering and scientific research in the field of technology, in particular domestic and refrigeration technology and thermal insulation, as well as scientific education and training in these fields.
Dr. Hans Vießmann Foundation
The foundation serves the promotion of culture, in particular the preservation of historical monuments, as well as education and science. In addition, it pursues social purposes, especially in the area of child, youth and elderly care. The local sphere of activity of the foundation is mainly limited to the town and the region of Hof.
The raw materials used are incorporated as completely as possible into the products, if only for reasons of economy. Wherever possible and economically justifiable, the basic principle of "avoidance before reduction, reduction before recycling, recycling before disposal" is applied.
Measures such as the avoidance or substitution of waste-intensive production processes, the consistent collection of single-variety fractions for waste recycling or the use of reusable and refilling systems have long been a matter of course in the day-to-day business of our employees. At the Allendorf site, for example, more than 100 waste fractions are collected separately and almost completely recycled in accordance with the Closed Substance Cycle Waste Management Act.
The graph shows the development of waste volumes at the Viessmann Group's production sites for the years 2016 - 2018. The increase in the absolute volume of waste is due to the increase in sales, as evidenced by the relative ratio of waste quantity to sales.
Note: Due to the reorientation of sustainability management, the KPIs can currently only be surveyed to a limited extent or are not comparable with the key figures used to date. The new management system is currently being set up and will be successively expanded.