We aim to be the most resource-efficient carmaker in the world. In order to achieve this goal, we are pursuing a policy of comprehensive, Group-wide environmental management. This entails integrating environmental considerations into all our major investment decisions at an early stage as well as tracking and monitoring all the relevant environmental indicators. We set the bar high and transfer best-practice solutions from within the company to the whole production network.

Our Group-wide environmental protection approach is based on a Clean Production strategy which aims to keep our consumption of resources and the environmental impact of all our production processes as low as possible. In 2001, we committed to achieving this goal when we signed the International Declaration on Cleaner Production of the United Nations Environment Programme. The Group established its own environmental guidelines back in 1993 based on the ICC Charter for Sustainable Development and Agenda 21.


We reduce our environmental impact and the level of resources we consume by integrating environmental management into all production processes throughout our worldwide production network. We see this as an ongoing process. In 2007, we set ourselves the goal of reducing our consumption of resources and emissions per vehicle produced by an average of 30% between 2006 and 2012. The parameters we use to measure this are energy, water, process wastewater, waste for disposal and solvent emissions. In the end, we improved efficiency by over one third (35.7%), so we even managed to exceed this ambitious target.[1] This equates to savings of around €9†million in the 2012 financial year.

You will find more details of the individual parameters below.

The BMW†Group plays its part in limiting greenhouse gas emissions, and CO2 emissions in particular, by manufacturing efficient vehicles, implementing effective production processes, using renewable energy sources and carefully selecting its production locations. This is our contribution towards combating climate change. It is a challenge to achieve further reductions when processes are already very efficient. In spite of this, we have set ourselves an ambitious new target for 2020. We want to reduce our consumption of resources by 45% compared to 2006.

[1] Our Group-wide environmental efficiency indicator was 0.64 for the 2012 financial year. In 2006, the values for energy, CO2, water, solvents and wastewater per vehicle produced were standardised and set to 1.00 for the environmental efficiency index. Then they were added up and divided by the number of resources. Thus, the initial environmental efficiency figure was 1.00 when it was launched in 2006. In 2012, we exceeded the agreed targets by achieving a value of 0.64.







Environmental management is part of our sustainability management. The steering committee of the international environmental protection network, which is headed up by the Group Representative for Environmental Protection, is responsible for environmental management. In the delegation chain, operating responsibility is transferred to plant management. Every machine, building and space at each plant is allocated to an operator. Each operator is responsible for the products, processes, machines and technical systems in their allocated area.


Environmental management systems are in place in all of our production facilities worldwide as well as in our central planning departments. With the exception of the Manaus and Cassinetta locations (national standard), these systems are certified in accordance with ISO 14001. The German and Austrian sites have undergone additional external audits and meet European Eco-Management and Audit Scheme (EMAS) standards. Environmental management coverage of BMW†Group production facil≠ities is therefore at 100%. We have also installed environmental management systems at our dealerships in Germany, Austria and Switzerland. In summer 2012, the German dealerships were also successfully certified in accordance with ISO 14001/OHSAS 18001.


One main method of enhancing resource efficiency is to consistently take account of environmental aspects when planning new investments. This allows potential improvements in efficiency to be identified and implemented at an early stage. If they are found to be insufficient, more environmentally friendly alternatives can be sought.

Improvements that have been effective at one location are implemented at other locations wherever possible. Our six competence centres (for water, waste, energy, emissions, training and environmental management system) are staffed by environmental experts from the different plants and by specialists from Corporate Environmental Protection. They discuss legal requirements and best-practice solutions with technology experts from the production plants and develop reference systems on which to base future planning and process improvements.

One recent example is the newly opened Tiexi plant in China, a joint venture with our partner Brilliance Automotive Ltd. State-of-the-art manufacturing processes based on the combined experience of the BMW†Group’s global network ensure that production is particularly resource efficient. Environmental aspects were taken into account from the word go – even as early as the building planning stage. The plant is the most sustainable automotive production facility in China with regard to energy and water consumption, waste efficiency and process wastewater as well as the emission of solvents. It is a role model for environmentally friendly projects worldwide. The new plant is one of the most sustainable within the global production network of the BMW†Group.

Another example of best-practice solutions transfer is a recycling centre close to our Chinese facility in Shenyang, which should be opening in 2016. The centre will be designed along the same lines as our tried-and-tested recyc≠ling centre close to Munich. In the future, all prototypes and pre-series vehicles from the Chinese development departments are to be recycled at the centre. This means that the Chinese development departments can meet the same high standards as their counterparts in Munich. For details on the recyc≠ling of series vehicles, see here.


Beyond our own production lines, we also promote compliance with and improvement of environmental standards on the part of our suppliers. For example, in cases where envir≠onmental management is relevant and necessary, we require proof that suppliers have installed such a system.

We also work closely with our partners SGL Group and Brilliance Automotive Ltd. to implement continuous improvement. For example, our joint venture with SGL Automotive Carbon Fibers in Moses Lake uses renewable hydro-power to produce its carbon fibres.


Our vision is to achieve a completely carbon-neutral energy supply for the BMW†Group. With this in mind, we set ourselves the goal of becoming a leader in the use of renewable energy by 2020. Each year we are also reducing our energy consumption and our emissions per vehicle produced.

By 2012, we had reduced our energy requirements per vehicle from 3.28 MWh to 2.44 MWh compared to the base year 2006 (Figure 10). This 26% improvement meant that we almost achieved our stated aim of a 30% reduction by 2012. We plan to further reduce energy consumption per vehicle by 2020 – by 45% compared with 2006.

The BMW†Group faces the challenge of guaranteeing a secure and economical, but also environmentally friendly, energy supply. The share of renewable energy in our overall energy consumption is currently 36.1% (2011: 27.5%), and we plan to significantly increase this in the near future.

We face the challenging task of increasing our vertical range of manufacturing the amount of energy we produce ourselves. In 2012, two of the main areas of focus in this regard were CFRP production and the global installation and commissioning of state-of-the-art facilities. Once they are up and running, new facilities such as the Tiexi plant in China will make a contribution towards further enhancing our resource efficiency. We are also expanding our highly efficient and environmentally sustainable combined power and heat systems. Gas is used in these systems to generate energy and heat simultaneously. By installing these systems on site at our facilities, a very high efficiency rate can be achieved. However, during this process, more energy is consumed due to conversion which would otherwise be generated outside our production facilities, and it is thus not included in the scope of our reporting.

In order to further enhance our energy efficiency and to move forward with the use of renewable energy, we have defined five strategic areas of action:

• Further development of an integrated energy management system (transparency of consumption, targets management, monitoring at all locations) for which we collaborate with a range of process partners
• Continuous improvement of ongoing operations
• Planning and implementation of energy-efficient property, plants and technologies
• Implementation of renewable energy projects
• Raising awareness, training and motivating managers and employees on the topics of energy and energy efficiency


Continuous reductions in energy requirements as well as a strategy of producing our own energy or drawing energy from local renewable sources increase our autonomy and ensure security of supply for the BMW†Group. As a result, the probability of our production lines being affected by energy bottlenecks decreases.


We monitor and optimise our energy consumption on an on≠going basis. To do this, we use an energy management system based on the environmental management systems ISO 14001 (at all production plants worldwide, the Research and Innovation Centre, the German BMW dealerships, increasingly at our international dealerships and at selected dealers) and EMAS (at all German and Austrian plants). We are continu≠ously improving this system, for example by introducing tools to track the effectiveness of our energy efficiency measures.

In addition to renewable energy expansion, we are also focus≠ing on the intelligent use of energy. To this end, we have installed combined power and heat systems at a total of eight locations. These systems allow us to use both the electricity generated as well as the resulting waste heat. We are also continuously improving our vehicle production processes. Innovative technologies such as IPP (Integrated Paint Process in paintshops) and body press tools as well as optimisation of ventilation systems and the closing of energy cycles in our paintshops help us to achieve our efficiency targets. Reducing energy costs in the face of rising energy prices makes the BMW†Group more profitable and more competitive.



In times of emissions trading and allowances, reducing CO2 emissions not only makes environmental sense – it is also a business opportunity for the BMW†Group. In the third period of the European CO2 emissions trading system (2013–2020), emissions rights allocations will be further reduced. Therefore, every unit of energy saved pays off twofold, as the costs of energy consumption and the purchase of emissions allowances can be reduced as a result.


Our vision is to draw 100% of our energy requirements from renewable energy sources. Instead of relying on energy from one specific source, we will decide which concept makes most sense at each location, based on local conditions. In 2010, we implemented a development plan to assess the potential of each production facility.

• From 2013 onwards, around 30% of the heat required for our engine plant in Steyr will be supplied by a neighbouring biomass thermal power plant (fuelled by timber waste from the region). This will mean an annual reduction in CO2 emissions of up to 3,000 tonnes.

• At our Rosslyn plant in South Africa, the new independ≠ent operator Bio2Watt will provide 40% of the required electricity from a twin-unit power station based on landfill gas (biogas firing, i.e. waste from cattle ranches or chicken farms as well as food waste). This could reduce CO2 emissions by 8,300 tonnes per year.

• Carbon-neutral electricity will be used for the entire production process of the BMW i3 in Leipzig. For this purpose, four wind turbines will be commissioned on the plant’s premises in the first half of 2013, each with a capacity of 2.5 megawatts. We also plan to install wind turbines at our plant in Tiexi, China.


In general, every new plant is designed to raise the bar in terms of energy efficiency and to become a benchmark for all other plants. The most recent example of this is our plant in Tiexi, China, which opened in 2012. Lessons learned and innovations from other plants were integrated into the design of this plant. Over 50 measures were taken to optimise consumption levels of energy, water and waste.


The reference system for sustainable construction is the basis for new-building projects and building conversions at the BMW Group. It sets down principles and concepts for buildings throughout the BMW Group and enables the measures taken during the individual project phases to be monitored. The aim is to minimise consumption of energy and resources and put as small a burden as possible on the environment during all phases of building lifecycles – from planning, construction, use and renovation right up to demolition and renaturation.

Sustainability is also an integral part of any new-building advice provided to our dealers by the BMW Group’s international construction and facility consultancy. Dealers, investors and local architects are informed about the benefits of green building measures when planning new buildings and modernisation measures for our dealers’ operations. This enables us to protect the environment and at the same time enhance our image, save on operating costs and increase the value of the buildings.

When the Retail Standards 2013+ are introduced, the reference system for sustainability in real estate projects in dealer organisations will become the mandatory sustainability standard and its implementation at dealer organisations will be verified by a sustainability audit carried out by an external organisation.



Vocational training courses at the BMW†Group already teach trainees how to deal with energy efficiently. In addition, we offer courses on value-creating production systems. This is a systematic approach to improving efficiency in technical and administrative processes.


What we think of as waste is often a valuable resource. With raw materials worldwide becoming increasingly scarce, the BMW†Group engages in recyc≠ling management throughout material life cycles.


When we recycle waste, we comply with the five-step hier≠archical model set down by the EU:

The volume of waste for disposal is a good indicator of how successful we have been in achieving our goal of avoiding or reusing waste wherever possible. With 6.11 kg of waste for disposal per vehicle produced in 2012, figures are down by 23.5% compared with the previous year and even by 65% compared to 2006. We thus significantly exceeded our target of a 30% reduction compared with 2006. The main contributing factor here was improvements in recyc≠ling at our plants in the UK. Figures 14 and 15 show the trend over the past few years.

Fulfilling all product-specific legal regulations is a challen≠ging task. The BMW†Group mastered this challenge again in 2011 and 2012. New cleaning processes that make more sparing use of water were introduced at BMW’s paintshops. Our innovations in the area of electromobility and lightweight construction go hand in hand with new recyc≠ling processes for residual materials from vehicle production or recyc≠ling. A new handling machine is now in use at our recyc≠ling centre. It separates materials such as copper or aluminium from old vehicles, leading to an increase of 150% in the recyc≠ling rate for copper in 2012.

The process of recording and reusing the waste we produce is managed worldwide by our own BMW waste information system ABIS, which was designed for the German plants in accordance with the law on life cycle management. In the 2012 financial year, a further plant, in Rayong, Thailand, was integrated into ABIS. ABIS can be applied worldwide to determine the best method of disposal for a particular type of waste. The method specified is then implemented at all plants, providing this is possible in the individual countries. ABIS is also used to document the individual waste flows and categorises waste as hazardous or safe. This categorisation takes place in accordance with country-specific regulations. There were no incidences of the import or export of treated or untreated hazardous waste in the reporting period.

In the 2012 financial year, the total waste volume increased due to the modification of our metal casting process in Landshut (30,000 tonnes of foundry sand recycled). Since 2006, we have been able to reduce the volume of mater≠ials that are removed from the life cycle and not reused by 65% per vehicle produced (2012: 23.5% per vehicle produced). Paintshop waste in particular is now recycled rather than disposed.

At least four times a year, every positive step we take with regard to waste prevention and recyc≠ling is the subject of discussions by our worldwide network of waste management officers. As a result, best practice solutions can be successively applied to other plants. The Center of Competence Waste and Recyc≠ling Management, which has now been expanded to cover all plants worldwide, also makes a contribution here. The Center of Competence is made up of the environmental experts from the different plants as well as the experts from the Environmental Protection department. They discuss best-practice solutions and develop reference systems for future planning and process improvements.


    We implement a whole range of measures to work towards achieving our vision of waste-free production. In 2012, the recyc≠ling rate at our UK plants increased significantly compared to the previous year. To achieve this, the BMW†Group is willing to pay a higher price per tonne of waste. At our plant in India, we send all waste that is similar to household waste to a waste facility which produces agricultural fertiliser. At our Regensburg plant, a screw compacter was introduced in 2012 to dispose of recyclable synthetic packaging that has reached the end of its lifetime. The compressing process has saved us 24,000 truck kilometres that would have been necessary to transport the synthetic waste to the recyc≠ling plant.



Water is a valuable resource – not only for the BMW†Group. For this reason, we are working hard to reduce our water consumption and are developing wastewater-free processes for our production lines. By 2020, we aim to reduce our consumption by 45%.

For the BMW†Group, water is an important resource. Without it, operations at our paintshops would come to a halt.

At the same time, water is becoming increasingly scarce worldwide. For this reason, we aim to achieve significant reductions in our water consumption. In 2012, it was at 2.10†m3 vehicle. This drop of 30% compared to 2006 was in line with our water consumption reduction target. Figures 16 and 17 show how our water consumption has developed over time.


The three largest water consumers at the BMW†Group are the sanitary facilities for our workforce (46%), evaporation mainly at cooling towers (31%) and the production processes, in particular at the paintshops (23%).


We are continuously improving our resource efficiency in all three areas by:
• replacing sanitary fittings with water-efficient versions,
• gradually replacing open cooling towers by closed ones,
• closing water cycles at the paintshops and introducing waterless processes (dry separation).

Currently, there is no risk to water supply at the BMW†Group’s production plants, even though we are active in countries with high water risk, such as South Africa, the USA and China. In these countries in particular, we are continuing to reduce our water consumption. For example, in the USA we halved water consumption between 2006 and 2012. We try to use drinking water only when it is necessary for reasons of hygiene. We want our wastewater to contain only as many substances as can be broken down naturally. Worldwide, we fulfil the applicable legal requirements on wastewater processing. At all international production plants and at our German and many international dealerships, we have implemented an environmental management system in accordance with ISO 14001 and which also manages our water consumption.

By 2020, we aim to reduce our current water consumption by 45% compared to 2006. Our vision is to achieve wastewater-free production processes.



After carrying out tests to identify the three largest sources of water consumption, we introduced the following measures:

The measures taken in Spartanburg, Munich and Dingolfing alone led to savings of €155,974 in 2012. 88% of the water used by the BMW†Group comes from the public drinking water system. 12% is groundwater. There was no consumption of water from sensitive sources in the reporting period.


• To identify potential for optimisation at our paintshops, we carried out a feasibility study on operations that were almost wastewater-free. As a result, technically and economically feasible measures are being implemented on an ongoing basis.

• At the Spartanburg plant in the USA, we are already using a state-of-the-art dry separation process at the paintshop. The overspray paint, which does not reach the body of the vehicle during the painting process, can be bound by stone powder and then discharged using this process. No water is used. As a result, over 26,000 m3 of water was saved.

• Since 2012, part of the purified wastewater that is created in the corrosion protection process in the paintshop at the Munich plant has been reused in another paintshop process. The overspray paint is washed out of the process and discharged. This led to a reduction in water consumption of over 21,000 m3 in 2012.

• At the Dingolfing plant, an old ion exchanger was replaced by a more efficient one. The number of regenerations that consume water and chemicals was significantly reduced as a result. In addition, the wastewater produced during regeneration is reused in another process. As a result, around 15,000†m3 of water was saved in 2012.

• At many plants, for example in Shenyang, China, we replaced the bathroom fittings to reduce sanitary water consumption by up to two thirds. At our store in Parklane, London, we have also installed water-saving fittings throughout.

• In South Africa, we installed measuring devices to manage our consumption of resources there.



In the period under report, we made great progress in redu≠cing our water consumption. However, we did run into some conflicts when it came to meeting our targets. Individual solutions had to be found. For example, we changed our procedure for generating completely desalinated water (reverse osmosis instead of ion exchange). This reduces the use of chemicals but increases water consumption. So we only use the procedure if there is no acute scarcity of water or if the wastewater from the system in question can be reused.


As a global supplier of premium products and services, the BMW†Group transports large volumes of goods, and people within the Group are always on the move. We keep our CO2 emissions as low as possible by continuously optimising our transport logistics. In addition, we are successively expanding the number of low-emission transport vehicles we use.


We also have to keep the CO2 emissions resulting from our transport activities as low as possible if we want to fulfil the BMW†Group’s targets on efficient use of resources. As part of the Group’s sustainability strategy, we are currently developing an efficient transport logistics strategy. This pools our activities in this area and defines clear key indicators which will enable us to formulate specific targets, for example for reducing CO2 emissions. We are also identifying the main influencing factors on the development of transport capacity and CO2 emissions.

The global transport volume required for the supply of mater≠ials to the production plants, for delivery of our vehicles and for spare parts supply to the markets has grown considerably in the past few years. This is primarily due to an increase in global production and sales volume, combined with regional shifts in these volumes. Above-average growth in North America and Asia means that long transport distances must be covered.

In 2012, we had a total transport volume of around 30.9†billion tonne-kilometres, emitting 1.25†million†tonnes of CO2 in the process. Compared to 2011, transport volume increased by 10.6%. This equates to the increase in the number of BMW and MINI brand vehicles sold worldwide, which also lies at 10.6%.

To keep CO2 emissions caused by our transport logistics as low as possible, our basic principle is "production follows the market". In addition, we are successively expanding our share of low-emission transport vehicles.



To optimise our transport logistics, we developed a concept to avoid large transport volumes and to shift to environmentally friendly transport carriers. As a result, rail transport will be given preference as a carrier wherever possible. The share of rail transport in overall transport volume rose from 8.2% in 2011 to 8.9% in 2012.

As part of our network strategy, we sent out a new invitation to bid for Europe-wide transport of material supplies to the German plants. As a result, the existing rail transport arrangements were secured for the long term. Vehicles for export from the MINI plant in Oxford are now transported by rail to the port. This led to a further increase in the average volume of rail transport of BMW†Group vehicles from the plants to 56.9%. This was up from 53.1% in the previous year.


Staff commuting is a major concern on the BMW†Group’s logistics balance sheet. We try to keep our impact on the environment in this regard as low as possible.

Among the measures that are in place are our plant buses which reduce the number of individual drives to work. Works buses make sense when they are heavily used by shift workers and employees who live close to one another. Public transport is the better solution if working hours are more flexible and employees are travelling from further afield. We have works buses in operation both in Germany (Munich, Landshut, Dingolfing, Regensburg, Berlin) as well as at our international locations (Tiexi in China, Rosslyn in South Africa). Around 85% of employees in China and South Africa use the buses to travel to work.

Most of our buses are recent, energy-efficient models. All newly purchased works buses comply with the Euro 5 stand≠ard. A twelve-metre bus with about 50 seats consumes around 28 litres of diesel per 100 kilometres. In 2011, the BMW Group also launched its very successful ProBike programme in Munich. ProBike allows employees to cycle between BMW locations in the city of Munich. A total of 42,000 such trips were made in 2012. This not only saves on fuel and reduces CO2 emissions: with the ProBike programme, we also motivate our employees to be more health conscious and use bikes more often – for example to cycle to work with their own bike.

The CO2 footprint per employee at our German locations was 4.5†kg CO2 per employee and day of production in 2012. From 2013 onwards, we plan to add one large international location each year to our calculations of CO2 footprint per employee.


In our Group-wide environmental efforts, we aim to reduce emissions of volatile organic compounds (VOC). Furthermore, we monitor the impact our business activities have on flora and fauna and use a biodiversity indicator to determine the environmental status of some selected properties.


The BMW†Group aims to keep emissions of volatile organic compounds (VOC) as low as possible. With an average of 1.68†kg VOC per vehicle produced, we are below the max≠imum levels stipulated in Germany at all plants worldwide, with the exception of our Chinese plant in the Dadong and our plant in Rosslyn, South Africa.


In 2010, we already achieved our target of a 30% reduction compared to 2006. However, due to unexpected volume increases in China, emissions have risen since. The reason for this was that the paintshop in the new Tiexi plant is not yet operational and the older paintshop at the Dadong plant has higher ≠levels of VOC emissions. Although we were able to significantly reduce VOC emissions at our other plants, the overall decrease was only 27% by 2012 compared to 2006. Figure 21 illustrates this trend. We identified the relatively high VOC emissions issue in Dadong in 2011, and in 2012 we decided to construct a treatment system. The system will be ready to go live in the second half of 2013, and VOC emissions in Dadong will decrease considerably as a result.

Changing over from powder paint to 2K clear paint was a challenging task. Powder paints cause no VOC emissions, whereas clear paint does. However, because the other carmakers have continued to use clear paint, it was no longer economically viable for our supplier to provide us with the necessary range of powder paint colours. Nevertheless, we were still able to make the shift to clear paint without causing additional VOC emissions. At our Regensburg, Leipzig and Dingolfing plants, the emissions are concentrated and then burned to minimise their impact on the environment.



At all our locations, we monitor the impact our business activities have on the animal and plant world. We have gathered environmental evidence at selected locations such as Leipzig and Regensburg to identify local animal and plant species and introduce special protective measures for endangered species. For example, at our testing centre in Aschheim, we identified the butterfly species Polyommatus bellargus and Colias hyale/alfacariensls, both of which are on Germany’s red list of endangered species.


We use a biodiversity indicator to regularly identify the envir≠onmental status of properties at selected locations in order to gain an understanding of which flora and fauna are present there. Our Spartanburg plant in the USA as well as our testing centres in Miramas (France) and Aschheim (Germany) are the only locations that directly border on a protected area. In the period under report, there were no significant emissions of hazardous substances. We are not aware of any impact our products and services have had on protected areas or regions of high biodiversity.

We try to protect and restore natural habitats. Just a few years after construction of the Leipzig plant, the location was certified as having a high biodiversity factor due to its natural landscape design. The testing centre in Miramas (France) was built away from natural habitats. Driving is only allowed on marked routes at the Enduropark in Hechlingen. Mainten≠ance measures are carried out regularly to further improve biological diversity. We continue to gather data at locations where the protection of nature is relevant (e.g. Miramas, Regensburg, Wackersdorf, Leipzig and Aschheim).




    In the future, the BMW†Group will continue to implement its clean production philosophy. We will intensify our efforts to achieve zero-emission energy supply and roll out best-practice solutions Group-wide from our different locations (e.g. Leipzig in Germany, Steyr in Austria and Spartanburg in the USA).


    In the next few years, we will focus on achieving our energy targets. We will continue to expand our use of renewable energy. And we will design processes and buildings even more efficiently in order to achieve a 45% reduction in energy requirements by 2020 compared with 2006.


    In 2013, we will continue to focus on closing material life cycles. In future, we will work intensively with new materials that will have to be developed for our new recyc≠ling processes. Carbon fibres will be used in the production of the new BMW i3 from 2013 onwards. They will be made into non-woven carbon fibre materials that will be the basis for new CFRP components as well as serve to reinforce synthetic materials and make them electrically conductive.


    We aim to further reduce our water consumption in the coming years. Our target is to reduce water consumption by 45% by 2020 (base year: 2006). To achieve this, we will continue to close the water cycles in the paintshops and in engine production as well as replace old sanitary facilities and open cooling towers.


    One way in which we wish to reduce transport volume is by further optimising packaging on inbound transports in the future. Rail transport will be increasingly used for outbound transport. For example, from 2014 onwards, all transport between Leipzig and Bremerhaven will be shifted from truck to rail. This will save over 1,000 tonnes of CO2 emissions per year. As part of our rail transport strategy, around 75% of the relevant rail transport capacity available in Central Europe was secured long term. This is essential in order to continue to maintain and increase the high share of rail transport of vehicles leaving the plants.


    In 2013, we plan to work hard on the topic of biodiversity management and to define the next steps in this area. By 2020, we want to reduce our VOC emissions by 45% compared to the base year 2006.