Corporate responsibility at Haniel
Enhancing value – living out values – in line with this principle, Haniel has been combining entrepreneurial drive with a stable core of values for 260 years. Accordingly, corporate responsibility is deeply ingrained in the company’s DNA and is adhered to in equal measure by the owner family and the management. This means combining economic success with responsibility for employees, society and the environment, thereby creating value over generations.
The shared understanding of values is expressed in Haniel’s Code of Conduct, which defines principles of conduct in business dealings at all levels. In its Code, Haniel commits among other things to environmental responsibility, fair and safe working conditions, combating corruption and to compliance with internationally recognised human rights. At the same time, these are in line with the principles of the UN Global Compact. As a signatory to the United Nations initiative, Haniel has committed to uphold and spread the principles and ensure transparent reporting. The divisions are also members of the UN Global Compact or adhere to the principles underpinning it; they have also issued their own codes of conduct based on Haniel’s Code of Conduct.
The Haniel Holding Company is building a diversified portfolio. The objective of active portfolio management is to sustainably increase enterprise value. Haniel strives to achieve this economic goal in harmony with ecological and social goals. This approach is applied along the entire value chain – from the investment phase to portfolio management through to divestment.
The Haniel Holding Company has established a variety of processes and tools for investment decisions and integrated CR into its existing principles. When looking into potential acquisition targets, social and ecological criteria are also examined using Haniel’s investment filter in order to enable it to assess the candidate’s CR profile. Only those business models that are able to make a positive contribution to sustainability, both now and in the future, are considered. After the completion of an acquisition, CR becomes a component of the integration plan. Depending on previously existing activities, structures and processes are first expanded to anchor CR in the core business.
The Holding Company decides on the divisions’ investments and acquisition projects on the basis of the Capital Expenditure and Valuation Guidelines: These guidelines require all investments and acquisitions which are subject to the requisite approvals process be analysed in detail with respect to the positive and any negative implications for the CR strategy. The Holding Company’s decision-making process relating to investments in financial assets also takes CR aspects into account.