Our Highlights in 2020 CO2 Sustainability now part of our strategy Significantly lower CO2 emissions New Code of Conduct Certified top employer Diversity Charter signed New role model: boss turns coach DNK Sustainability report now meets requirements of German Sustainability Code (DNK). Clear goal: q.beyond will be climate neutral by 2025.
01 q.beyond is the key to successful digitalisation – and thus also to sustainable Cloud, SAP and IoT solutions. Digital technologies make a major con tribution to cutting CO2 emissions. q.beyond itself already operates its data centres with 100% green electricity. Now we are taking a further crucial step: by 2025, we aim to be climate neutral. In future, we will be the key to successful and climateneutral digitalisation.
“We are committed to our eco logical and social responsibilities and are aligning these with our economic targets.” Jürgen Hermann CEO q.beyond AG
03 For years now, we have supported our customers in choosing and operating the best and most secure digital solutions and thus assisted them in their own efforts to become more sustainable. After all, digital technologies reduce the volume of resources con sumed, optimise production and logistics, facilitate efficient operations and enhance customer benefits. In view of this, since 2020 sustainability has also been a key component of our corporate strategy and the core of our brand. We are clearly committed to our ecological and social responsibilities and are aligning these with our economic targets. q.beyond to become climate neutral Climate change is without doubt the ecological challenge of our time. q.beyond will make its own contri bution to cutting CO2 emissions and has set itself a clear target: by 2025, our company aims to be climate neutral. To this end, we will significantly reduce our CO2 emissions from electricity, fuel and business travel. For our customers, this means that drawing on q.beyond’s Cloud, SAP and IoT solutions is a good way to support their own commitment to climate protection. Today, all the electricity we use at our data centres already comes from regenerative energy sources. The overview of our company’s current emissions is a core topic in this, our second sustainability report. For the first time, this report satisfies all criteria of the German Sustainability Code (DNK) and also in cludes a CO2 balance sheet prepared in accordance with the Greenhouse Gas Protocol. Our CO2 emis sions fell massively in the 2020 financial year com pared with 2019. This was largely due to the corona virus crisis and the resultant avoidance of mobility and business travel. That being said, once the pande mic is over we will not simply return to our old habits. Our employees have learned to appreciate the ad vantages of working from home, video conferences and collaboration tools. We will retain the resultant flexibility and thus reduce our CO2 footprint. Digitalisation and sustainability are our future At the same time, our SME customers will sig ni f icantly step up and speed up their digitalisation ac ti vities, also a knockon effect of the pandemic. This way, they are revolutionising their business models, opening up new growth opportu nities for q.beyond and promoting the overall trend towards sustainable business. Digital and sustainable – two sides of the same coin – are the best way to de scribe our future. I wish you an enjoyable read. Cologne, April 2021 Jürgen Hermann CEO
04 2020 NonFinancial (Group) Report of q.beyond We help our customers find the best digital solutions for their business and then put them into practice. Our strong team of around 900 people accompanies SME customers securely and reliably throughout their digital journey – with all-round exper- tise in Cloud, SAP and IoT. With nationwide locations and our own certified data centres, we are one of Germany’s leading IT service providers. Notes on this report In the following separate nonfinancial (group) report, we explain all of the contributions our company makes to sustainable business activity. It includes the topics called for by § 289b et seq., § 315b and § 315c of the German Commercial Code (HGB) and has been reviewed by the Supervisory Board. Its structure has been based for the first time on the reporting standards set out in the German Sustainability Code (DNK) with its 20 section headings. This report is thus simultaneously our Declaration of Compliance with the DNK. Furthermore, when compiling this report due account was taken of the guidelines on nonfinancial reporting issued by the European Commission.
05 Contents 06 – 17 Sustainability: an Investment in the Future 08 Sustainability Strategy 11 Materiality 14 Objectives 16 Depth of the Value Chain 18 – 25 We Anchor Sustainability in our Processes 20 Responsibility 20 Rules and Processes 22 Control 25 Incentive Schemes 26 – 33 Our Actions are Economically Sustainable 28 Stakeholder Engagement 30 Innovation and Product Management 34 – 45 Our Actions are Ecologically Sustainable 36 Usage of Natural Resources 38 Resource Management 41 Climate-Relevant Emissions 46 – 61 We are an Attractive Employer 48 Employment Rights 49 Equality of Opportunity and Work-Life Balance 55 Talent Management and Identification with Company 62 – 71 We Contribute to Society 64 Human Rights 65 Corporate Citizenship 68 Political Influence 68 Information Security, Data Protection and Compliance 72 GRI Contents
06 Sustainability is an integral part of our corporate strategy and is factored into our entire value chain. Our sustainability strategy and its objectives are based on a comprehensive materiality analysis. Strategy Sustainability: an Investment in the Future
08 2020 NonFinancial (Group) Report of q.beyond Strategy Sustainability Strategy Sustainability is an integral component of our corporate strategy We make SMEs fit for the future, not least in terms of their sustainability. We are acutely aware that all activities along our value chain impact positively or negatively on the environment and society. This being so, we focus our corporate social responsibili ty (CSR) activities on those areas of action in which our business model is particularly effective and effi cient in creating additional ecological and social be nefits. As an IT service provider, we support our customers in meeting their objectives not only for digitalisation, but also with regard to sustainability. Our solutions provide a contemporary response to current economic, ecological and social challenges. Specifically, they include: • Digitalisation: Digital technologies have funda men tally changed customer behaviour and the world of work. Accelerating the digitalisation of business models and business processes is one of the key challenges faced by companies in all sec tors. We accompany our customers on this course. • Climate change and growing scarcity of resources: Digitalisation is a lever that enables companies to make more sparing and effective use of resources in production, reduce consumption and cut CO2 emissions. Together with our customers, for exam ple, we are working towards digitalised, resource efficient and CO2neutral production or avoiding waste in the retail sector by digitally monitoring best before dates. These digital technologies are also used on an ecologically sustainable basis. At our energyintensive highperformance data centres, we are virtualising infrastructures and applications, using efficient climate control tech nology and procuring all of the electricity we use from renewa ble energies. • Cybercrime: As a digitaliser, we have a particular ly great responsibility to ensure data protec tion. Reliably protecting data with our extensive cyber security services and securing the infrastructures and systems we deploy are among our core com petencies. These actions form the foundation for building customer relationships based on trust. In short: We see CSR as an investment in our own future and a means to secure our business resili ence. Our sustainability strategy therefore forms an inte gral component of our corporate strategy, our “2020plus” growth strategy and the core of our brand.
Strategy Sustainability: an Investment in the Future 09 We are contributing to achievement of the SDGs The “2030 Agenda for Sustainable Development” adopted by the United Nations in 2015 sees itself as a “pact on the world’s future”. It provides a foundation for structuring global economic progress in harmony with social justice and the earth’s ecological limits. The private sector is also called on to play its part. We acknowledge our responsibility and, within the options available to our company, are contributing towards achievement of the Sustainable Develop ment Goals (SDGs): The UN’s “2030 Agenda for Sustainable Development” is a pact for the world’s future. Our contribution also counts. The Sustainable Development Goals of the United Nations
Overview of our contribution to achievement of the SDGs United Nations goal q.beyond’s contribution SDG 3 Ensure healthy lives and promote wellbeing for all at all ages. As an employer, we feel responsible for the health and wellbeing of our employees. We create a trusting and healthy working environment for them with appropriate preventative measures to safeguard their health and work safety. SDG 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. We accord the utmost priority to the professional qualification of our specialists and executives. Our q.beyond Academy offers a range of opportunities for staff to receive specialist and per sonal training. Vocational training programmes, workstudy pro grammes and special (graduate) entry programmes offer a variety of entry opportunities for the next generation of employees. SDG 5 Achieve gender equality and empower all women and girls. We are committed to offering targeted support to women in STEM careers and women in management positions. SDG 7 Ensure access to affordable, reliable, sustainable and modern energy for all. We operate proprietary data centres to provide our products and services. These are exclusively powered with electricity from regenerative energy sources. SDG 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. As the digitaliser to the German SME sector, we make a major contribution to a resourceefficient, sustainable economy. We ensure good working conditions and support our employees in combining their work and private lives. SDG 9 Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation. We support SME companies in digitalising their businesses and moving into the Industry 4.0 age. We develop innovations, often together with customers, and thus promote the advance of digital services. SDG 12 Ensure sustainable consumption and production patterns. We ensure that natural resources are put to effective use. Our portfolio of services enables customers to implement sustainable patterns of production. SDG 13 Take urgent action to combat climate change and its impacts. Since 2018, we have powered our data centres exclusively with electricity from regenerative energy sources and are con tinually enhancing their energy efficiency. We are also focusing on sustainable mobility, modernising our vehicle pool and offering alternatives to car journeys. SDG 16 Promote peaceful and inclusive societies for sustainable development. The protection and security of customer data is absolutely es sential for our business model and a prerequisite for a peaceful society. By upholding ethical business practices and ensuring rigorous compliance, we are promoting sustainable development.
Strategy Sustainability: an Investment in the Future 11 Materiality Refined materiality matrix Sustainability makes important contributions to our business resilience. We understand “business resi lience” as denoting the ability to withstand external crises and disruptions in social, economic, environ mental or political conditions (resistance), adapt to new conditions (adaptability) and thus maintain our stability despite external impacts. With a view to our business resilience, we further refined our materiality matrix in 2020. To account for this topic, we further refined our materiality matrix in 2020. In comparing our own perspective with the expectations of our customers, shareholders, employees, partners and suppliers we determined which economic, social and ecological sustainability factors are particularly relevant for our business resilience. Here, the following topics are at the forefront: • Sustainable growth • Robust core processes – product development, sales, (service) provision, operations • Satisfied and innovative employees • Consistent customer focus • A portfolio that reacts rapidly enough to economic, ecological and social developments Our companywide CSR workgroup has broken these topics down into relevant areas of action. As in 2019, topics have been selected by reference to the UN’s Sustainable Development Goals, the catalogue of criteria set out in the German Sustainability Code (DNK) and the materiality analysis performed for the information and communications technology indus try by the Global eSustainability Initiative (GeSI). The topics selected were assessed in terms of the extent of their economic, ecological and social impact on our business activities (xaxis) and presented in terms of stakeholder expectations in our sustaina bility management (yaxis). The results are presented in the following materiality matrix. Accordingly, there are eight areas of action which are of great relevance for our business performance, results and situation:
Enhanced materiality matrix for 2020 Relevance to busi ness performance, results and situation Ethical business practices and compliance Sustainable growth Information security and data protection Customer satisfaction and retention, service quality Identification with company and employee retention Energy efficiency at data centres Innovative portfolio which promotes sustainability Employee retention and development Stakeholder dialogue Social, ecological or cultural commitment Diversity CO2 footprint Resourceeffective actions and operations Public policy Extent of implica tions for q.beyond’s business activities low medium high economic ecological social material areas of action to secure adaptability h g h i i m u d e m w o l
Strategy Sustainability: an Investment in the Future 13 Material areas of action to safeguard our resistance The four following strategic areas of action are of material significance to safeguard our resistance: Sustainable growth (SDG No. 8) Our clear position in the growth markets of Cloud, SAP and IoT safeguards our sustainable growth. With our effective gotomarket approach, we focus on those sectors in which we have particularly great expertise and numerous reference customers: retail, manufacturing and energy. Moreover, our business model is crisisresistant and scalable. As a general rule, we conclude multiyear contracts and more than 75% of our revenues are of a recurring nature. This business model proved itself during the severe recession in the 2020 pandemic year. The accelera tion in digitalisation triggered by the pandemic also created new opportunities for growth. We are there fore making targeted investments in future growth. For us and our stakeholders, this materiality aspect thus has the greatest overall economic implications. > 75% share of recurring revenues in 2020 financial year 100% green electricity to supply our high-performance data centres Information security and data protection (SDG No. 16) For us as an IT service provider, one of our core com petencies involves ensuring absolutely consistent protection for the personal and business data of our customers, partners, employees, shareholders and suppliers. Furthermore, guaranteeing secure infra structures and systems to protect against the rising prevalence of cybercrime is a matter of the utmost importance for our customers. This materiality as pect therefore has primarily economic implications for us and our stakeholders, as well as secondary social implications. Energy efficiency at our data centres (SDG Nos. 7, 12, 13) Digitalisation is increasing data volumes, with ever more sophisticated applications and algorithms lead ing to exponential growth in storage and computing capacities. The operation of highperformance data centres involves a high volume of energy consump tion. The ecological efforts we are making here focus on reducing consumption factors, and first and fore most the volume of electricity we consume. This as pect therefore also has great economic implications for our company. Since 2018, we have operated our data centres exclusively with electricity from renew able energies and are thus making a significant con tribution towards protecting the climate. Ethical business practices and compliance (SDG Nos. 8, 16) These are key determinants of how q.beyond is viewed as a company and within society. Our customers and business partners expect us not only to abide by all relevant laws but also to guarantee compliance and act with integrity. The corresponding training we provide to our employees ensures that they are suit ably aware of these topics. Respect for human rights in the supply chain also plays an increasingly signi ficant role in this context. Overall, this materiality aspect has great social implications.
14 2020 Non-Financial (Group) Report of q.beyond Material areas of action to safeguard our adaptability Four additional areas of action relevant to strategic sustainability are of material significance to safe guard our adaptability. Innovative portfolio which promotes sustainability (SDG Nos. 8, 9, 12, 13) By offering digital innovations, we add fresh momen tum to our customers’ business models and are thus pioneering tomorrow’s world. As a “transformation enabler”, our portfolio also addresses the sustain abil ity of our customers’ businesses. Our solutions offer opportunities to contain climate change and tackle the growing shortage of resources. The adjust ments to our portfolio of services arise at innovation workshops held together with our customers. This process is promoted by ideas competitions held with in our workforce. This materiality aspect therefore has great economic implications both for us and for our customers. Customer satisfaction and retention (SDG Nos. 8, 9, 12) Both of these factors are the product of high service quality and mutual trust. We gain trust by basing our corporate culture on customer focus, reliability, team spirit and pragmatism. Our employees also adopt this mindset to manage our customer relation ships. This materiality aspect therefore has great economic implications. Company identification, employee retention, talent management and employee development (SDG Nos. 3, 4, 5, 8) This way, we create the basis for our entrepreneurial success. In the “war for talent”, we have to compete with other market players to recruit and retain spe cialists and executives. These materiality aspects therefore have great economic implications for us as a company. Our employer brand addresses all social aspects that make our company an attractive place to work. Key focuses here include promoting the work life balance of our employees, protecting their health and offering a trustbased corporate and manage ment culture that provides targeted encouragement to our employees to act on their own initiative. Sustainability aspects in our opportunity and risk management We actively factor material sustainability aspects into our opportunity and risk management, which is 2020 Annual Report (see described in detail in our Pages 56 and 57 “Opportunity Management” and Pages 58 to 63 “Risk Report”). This ensures that any opportunities and risks newly arising due to the consideration of sustainability topics are detected, recorded and assessed at an early stage. We are currently not aware of any specific ecolo gical or social risks on individual stages of our value chain that could impede our business activities or our sustainability. Should we become aware in future of any risks resulting from our business activities, our business relationships or our products and services, then we will tackle these in a targeted manner and in accordance with our risk management procedures. Objectives We actively live sustainability and are making im portant contributions to enhance the sustainability of our customers’ business activities. To date, we have nevertheless foregone formulating associated objectives and therefore do not yet conform to the German Sustainability Code (DNK) in this regard. This will change in the current financial year.
Strategy Sustainability: an Investment in the Future 15 Climate neutrality by 2025 Increasing customer loyalty Our core objective is this: q.beyond intends to achieve climate neutrality by 2025. Based on our 2019 CO2 balance sheet, we aim to reduce our emissions from electricity, fuels and business travel by a total of at least 40%, offset the remaining emissions and also offset all material emissions sources along the value chain through to delivery to the customer. Further details can be found in Chapter “Climate-Relevant Emissions”. This course to climate neutrality also forms part of the new Management Board remuneration system, which for the first time also accounts for the achieve ment of sustainability targets (ESG targets). Assess ment will be based on key figures on our material sustainability criteria in the environmental, social and governance fields which we have most recently Chapter “Control”) and which refer developed (see to the key focuses of our materiality analysis (see Chapter “Materiality”). Starting in the 2021 financial year, these key figures will be factored into a target system with specific shortterm and longterm qua litative and quantitative ESG targets. This way, we aim to embed sustainability even more effectively in our strategy. Our targets should also contribute towards achievement of the Sustainable Development Goals (SDGs). Further information about the remuneration Chapter “Incentive Schemes”. system can be found in By 2025 climate neutrality as sustainability target As well as accounting for the target of climate neu trality by 2025, the remuneration system has also resulted in a further longterm objective and two shortterm objectives for our company. The long term objective is based on our conviction that eco logical sustainability has to go hand in hand with economic sustainability, and that our customers are best placed to judge this. We therefore aim to further increase the loyalty of our customers in the years ahead. By 2024, customer satisfaction as measurable with the net promoter score (NPS) should rise to +20%. In the short term, we intend to implement a control process in 2021 to determine the willingness of our employees to recommend q.beyond as an employer, and that just as systematically as we monitor the loyalty of our customers. This will make it possible for us to set specific targets in future for increasing the loyalty of the workforce as well. Over and above this, we aim to add at least two new or additional digital sustainability solutions to our portfolio this year and test these with customers. We have introduced suitable control processes for our operating sustainability targets. Responsibility for collecting and evaluating the data is incumbent on Chapter “Control”). the specialist departments (see This data is consolidated in a sustainability report and regularly presented to the management to as certain target achievement. For those core sustain ability targets that are accounted for in the Manage ment Board remuneration system, achievement is conclusively assessed by the Supervisory Board by reference to the contractually agreed parameters. The separate Remuneration Report for the 2021 financial year will provide information on this for the first time.
16 2020 Non-Financial (Group) Report of q.beyond Depth of the Value Chain Our aim is to contribute to sustainable develop ments on all stages of our value chain. Consistent with this, we not only consider the impact of our own business activities but also address the impact which our upstream supply chain has on ecological and social aspects. We also account for the down stream impact of our services and solutions on the environment and society. Upstream influences due to procurement process and supplier selection Our Central Procurement Policy obliges us to take a farsighted and considerate approach towards the handling of natural resources. We procure the elec tricity for our data centres exclusively from regener ative energy sources and purchase hardware that meets the latest energy efficiency standards. We pool purchases and chiefly rely on German suppliers to shorten transport routes and reduce packaging. Adherence to national laws provides additional as surance of compliance with social standards. We also work together, albeit to a minor extent, with select electronics manufacturers from China and Thailand. Our particular focus here is on avoiding any negative implications in respect of social and ecological sustainability aspects (compliance with minimum wages, compliance with core labour stan dards of the ILO, avoidance of ecological implications in the component manufacturing process and the chemical composition of the components). All com ponents procured outside Europe are subject to cer tification under the REACH Regulation, the RoHS Directive and the POPs Regulation. Our Asian sup pliers already commit to meeting minimum social standards before the business relationship takes ef fect. No certifications are yet available in this respect. In previous years, compliance with ecological and social standards was checked in sample audits per formed on site at our Asian suppliers. Due to the co ronavirus pandemic, this was not possible in 2020. We plan to take more specific account of the relevant requirements in future contract documents than in the past, for example by including a Supplier Code of Conduct. We also plan to introduce even stricter requirements into our Central Procurement Policy in this respect. Own influence on sustainability aspects In operating our data centres, we enhance energy efficiency by deploying cuttingedge technology and reduce water consumption by working with closed circuit cooling systems. Virtual infrastructures and applications facilitate higher utilisation rates in phy sical systems and thus simultaneously save (natural) resources. Furthermore, we rely on a modern com pany car pool and on avoiding mobility by basing our cooperation on digital options. We are also continual ly optimising the supply of energy to our buildings. Downstream impact of our solutions in use at customers Using our products and services makes it easier for customers to precisely manage their resource con sumption or, by fully digitalising their value chains, to avoid such consumption entirely. Cloudbased workplaces and the use of collaboration tools enable customers to shorten workrelated journeys, reduce the number of business trips and thus also cut their CO2 emissions. We of course ensure that our own IT systems and those of our customers meet the latest energy efficiency standards. Used devices are re processed in a certified process and marketed by third parties. This is handled, for example, in coope ration with the AfB Group (which offers work to
Strategy Sustainability: an Investment in the Future 17 Our concept for reprocessing devices promotes inclusion. people with disabilities). Thanks to our partnership with AfB, we are making a valuable contribution to wards protecting resources and promoting the in clusion of people with disabilities. The outstanding commitment shown by the AfB Group in this respect was acknowledged with the German Sustainability Prize in December 2020. Superordinate influences We pay attention to the following factors along the entire value chain: information security and data pro t ection, service reliability, innovations, service quality and a high degree of compliance and integrity. Handling social and ecological problems in the value chain We are currently not aware of any specific social and ecological risks arising in individual stages of our value chain. Should we become aware of any social or ecological problems in connection with our value chain in future, then we will take a riskbased ap proach to address these. q.beyond’s value chain Sales and marketing Development Procurement and external production Provision and operation Use by customers Disposal and refurbishing
18 Actually living sustainability in our daily work requires suitable processes, control systems and incentive schemes. In 2020, we extended our control system and introduced numerous nonfi nancial key fi gures. Process Management We Anchor Sustainability in our Processes
20 2020 Non-Financial (Group) Report of q.beyond Process Management Responsibility Our CEO Jürgen Hermann is responsible for the topic of sustainability and ensures that this is factored into the company’s strategic decisions. Since 2020, he has assigned operating responsibility and the coordination of all relevant sustainability topics to the new head of corporate social responsibility, Martina Altheim, who reports directly to the CEO. She is charged with continually review ing sustain ability topics, assessing these in terms of opportuni ties and risks, and further developing them. In her activities, she is supported by a CSR work group comprising representatives from various company departments. In the 2020 financial year, key focuses of these activities involved refining the materiality matrix, anchoring sustainability in the corporate strategy and developing sustainability reporting con sistent with the German Sustainability Code. Rules and Processes • In addition compliance, process management, IT service management, risk management and occu pational health and safety systems and personnel development Our management systems ensure that the relevant rules, processes, key figures and standards are ac counted for in our daytoday operations. Thanks to the work performed by our companywide CSR workgroup, sustainability aspects are now increas ingly being factored into these systems. Our ma nagement systems, which are structured in accor dance with internationally recognised norms, are regularly subject to external certification, where this is expedient. The performance and effectiveness of the management systems are reviewed both in tern ally and externally on an annual basis, as is the achieve ment of their respective objectives. These reviews focus on reliability, comparability and data consistency. An overview of the current certificates can be found here: gen-zertifikate (only available in German). www.qbeyond.de/auszeichnun- To be sustainable, business activities require func tional management systems. At q.beyond, these include the following: Continuous improvement of internal processes • Quality management system (pursuant to ISO 9001) and data protection and information management systems (pursuant to ISO 27001) • Emergency management (based on the principles of Standard 1004 of the Federal Office for Infor mation Security and ISO Standard 22301:2012) as well as an internal control system to avert damages (pursuant to ISAE 3402) • Energy efficiency management (pursuant to EDIG and DIN EN 162471), TÜVaudited data centres (high availability level 3 and energy efficiency class A, trusted site infrastructure TSI V3.2 Level 3 [extended]) Consistent with the requirements of ISO 9001:2015, the required inputs, expected results, performance indicators, responsibilities, authorisations and risks are clearly defined for each business process. More over, internal guidelines provide our employees with process reliability and orientation in their daily work. GRI SRS-102-16 Responsible business activity has to be based on a shared value model. We know that true competitive strength and business success require outstanding products and services, but believe they are also driven by the nature of our cooperation with customers, suppliers, other stakeholders and in our dealings with each other. This being so, we consistently cultivate
Process Management We Anchor Sustainability in our Processes 21 Shared values are the basis for our responsible actions. and live our shared values of customer focus, re lia bil ity, team spirit and pragmatism. These values form the foundation of our corporate culture. In 2020, 12 employees were singled out as winners of the q.beyond Award to acknowledge their outstanding abilities and commitment to living the com pany’s values. They will be rewarded with a joint weekend trip to a large European city which will take place as soon as the pandemic permits. Under the title “Strong principles and a fair culture”, our Code of Conduct summarises all rules of con duct, guidelines and compliance principles which govern business activities at q.beyond AG. The rules underpinning our cooperation with suppliers and business partners are laid down in the relevant con tract documents. Our values Reliability Reliability means abiding by agree ments or, if need be, renegotiating these in good time. Agreements are promises that are accepted by both parties on set terms. Team spirit Team spirit means passionately and con fi dently contributing your own strengths and interests towards the common goal – and that within and beyond the team. Pragmatism Pragmatism means taking the shortest and easiest route to reach a given result without creating longterm consequences that are more harmful than helpful. Customer focus Customer focus means addressing the needs of our internal and external customers and providing suitable solutions in the interests of customers and q.beyond.
22 2020 Non-Financial (Group) Report of q.beyond In 2020, we supplemented our control model to include strategic non- financial key figures on the five material sustainability topics. Control Our management systems have long recorded key nonfinancial indicators. These enable us to inves tigate and measure major key figures such as cus tomer satisfaction. Additional operating control parameters are based on the findings of internal and external audits of these management systems, as well as on evaluations of the company’s disruption, maintenance, inventory and supplier management and of its service, risk, compliance, work safety, emergency, personnel and stakeholder management. Where necessary, measures to improve the approach taken are introduced and monitored. Control model extended in 2020 In the past financial year, we refined our materiality analysis and recognised how closely the economic, ecological and social aspects of our company’s act ivities interact and their impact on the achievement of our financial targets. To account for this, we ex tended our control model to include strategic non financial KPIs for the five material sustainability topics (see section, we show how we measure our progress here: Chapter “Materiality”). In the following
Process Management We Anchor Sustainability in our Processes 23 Sustainable growth: recurring revenues as a good indicator Consistent customer focus: recording actual satisfaction Our controlling department measures the progress made with our sustainable growth by reference to three key figures: the share of recurring revenues, the share of SoftwareasaService revenues and R&D expenses as a share of total revenues. In the past financial year, recurring revenues accounted for a 78% share of total revenues. This underlines the sustainability and resilience of our business model. We have regularly surveyed our customers for years now. Like with our employees, we record both the NPS and a wide range of topics which together pro vide information about the actual level of satisfac tion. Among other areas, the questions refer to the portfolio, its degree of innovation, service quality and the customer experience along all touch points. Robust core processes: secure, energy-efficient and automated We measure the progress made with our processes by reference to several key figures. We monitor whether there have been any breaches of informa tion security and data protection, how effectively our data centres use energy (“PUE” figure), the size of our footprint (GHG emissions) and how rapidly processes move from receipt of the order through to receipt of the respective payment. Satisfied and innovative employees: first-hand information Rapid response capacity of portfolio: broad-based assessment To record our progress in this area we will be referr ing in future to a wide spectrum of key figures. These will range from the share of revenues attributable to digital sustainability solutions through to customer perceptions of our innovative capacity and the con tribution we make to their sustainability. The key figures referred to above and presented in the table below also provide the catalogue of criteria underpinning our future ESG objective system (see Chapter “Objectives”). The table also documents the links to the Sustainable Development Goals (SDGs) of the United Nations: Based on surveys, our personnel department deter mines how satisfied our employees are and how great their willingness is to recommend our compa ny to others. We intend to measure the latter factor in future using the net promoter score (NPS) and thus based on the response to a single question: “How likely is it that you would recommend us as an employer to a friend?” Satisfaction levels are recorded by reference to various aspects including working conditions, further training, identification with the company and culture.
Overview of our key sustainability figures KPI Source Resistance Sustainable growth Share of recurring revenues / total revenues Controlling Share of SaaS revenues / total revenues Controlling Share of R&D budget / total budget Controlling Robust core processes Number of breaches of information security and data protection identified Information security and data protection management system Adaptability Satisfied and innovative employees PUE (power usage effectiveness) figure Data centre operations GHG emissions (Scopes 1 to 3) in tonnes of CO2 Degree of automation (measured as time from order to cash) CO2 accounting based on Greenhouse Gas Protocol Order management reporting Willingness to recommend as employer (NPS) Employee satisfaction survey Employee satisfaction (index: innovation climate, culture, leadership trust, identification, further training, health, working conditions) Employee satisfaction survey Average number of hours for training and development per employee per year Personnel management reporting Consistent customer focus Willingness to recommend by customers (NPS) Customer satisfaction study Customer satisfaction (index: portfolio, innovative strength, service quality and customer experience at all major customer touch points) Customer satisfaction study Number of service quality complaints Service management reporting Portfolio which reacts with sufficient speed to economic, ecological and social developments Share of digital sustainability solution revenues / total revenues Share of sectorspecific solution revenues / total revenues Controlling Controlling Share of proprietary IP revenues / total revenues Controlling Percentage of digital sustainability solutions / overall portfolio (solutions for lowCO2 economy, cybersecurity, sustainable production) Portfolio and product management reporting Percentage customer perception of innovative strength Percentage customer perception of portfolio attractiveness Percentage customer perception of portfolio as promoting sustainability Customer satisfaction study Customer satisfaction study Customer satisfaction study
Process Management We Anchor Sustainability in our Processes 25 Incentive Schemes The remuneration system in place at our company until the end of 2020 did not include any sustain ability targets. To account for the entry into effect of the German Act on the Transposition of the Second Shareholder Rights Directive (ARUG II) as of 1 Jan uary 2020 and the new version of the German Cor porate Governance Code (DCGK), in November 2020 the Supervisory Board adopted a new remuneration system for the Management Board. This new sys tem, which takes effect as of 1 January 2021 for the current Management Board and for all future Ma nagement Board members, will be presented to the Annual General Meeting for approval in May 2021. The Supervisory Board based the structure of the system on the following principles: • Link to strategy: The system portrays q.beyond’s strategy in suitable key figures and thus incentivises achievement of relevant targets, including environ mental, social and governance (ESG) objectives. • Harmonisation: The system aligns the interests of the Management Board with those of shareholders and other stakeholders. • Pay for performance: The system ensures appropri ate yet ambitious links between performance and remuneration. • Consistency: The system ensures consistency between the remuneration system for the Manage ment Board and that for other executives. • Sustainability and long-term orientation: The system promotes the sustainable and longterm development of q.beyond. • Conformity: The system accounts for current market practice, as well as for legal and regula tory requirements. Against this backdrop, the Management Board re muneration system represents a key control element and is structured in such a way as to promote achieve ment of the core targets of our corporate strategy. The performance criteria underlying the remunera tion system provide incentives for successful and sustainable company growth and link Management Board remuneration to the company’s shortterm and longterm development. GRI SRS-102-35a 2020 Annual Report. Management Board remuneration is presented in detail on Pages 33 to 39 of the The remuneration of the Supervisory Board in ac cordance with the Articles of Association is also set out on Pages 38 and 39. Furthermore, q.beyond has established a management team that advises the Management Board on companywide topics and pre pares decisions. Alongside the Management Board, the management team includes the heads of business units and of head office departments. In respect of its variable components, the remuneration of these senior executives is based on the remuneration sys tem for the Management Board. This means that all members of the management are aiming to achieve the same annual and multiyear targets. GRI SRS-102-38 The annual remuneration of the highestpaid em ployee of q.beyond AG (CEO) in the 2020 year under report amounted to 10.5 times the median annual remuneration of all other employees (including supplementary benefits and variable salary com ponents based on the median).
26 We account for the different interests of our relevant stakeholders in all key entrepreneurial decisions. Exchanging information with them on an ongoing basis provides us with valuable impulses for our innovation and product management. Economy Our Actions are Economically Sustainable
28 2020 Non-Financial (Group) Report of q.beyond Economy Stakeholder Engagement Our success is driven by cooperating with all stake holders on a basis of trust and meeting their expec tations as closely as possible. Within our quality ma nagement system, we perform stakeholder analyses once a year and account for the expectations of all relevant stakeholder groups, from shareholders to associations. An overview of the topics of key impor tance to individual stakeholder groups pursuant to GRI SRS10244 is provided below. GRI SRS-102-44 Customers: their greatest possible satisfaction is a core objective We attach the utmost important to maintaining a close dialogue with our customers. Our advisors are in close contact with customers and react flexibly to their needs. It is this proximity and uncomplicated approach that customers appreciate and which, from their perspective, sets our company apart from larger competitors. We communicate via various points of contact, from sales to service management and sup port through to product management, and draw on numerous channels of communication, such as our website, blogs, mails and social media. These acti vities are supplemented by customer events and our participation in trade fairs. Regular customer surveys performed by an indepen dent institute back up these contacts. Here, the in sti tute holds telephone interviews with key custom ers in all business units. Based on a questionnaire, all stations along the customer journey are addressed. These surveys lead to the identification of required actions. Quality targets are formulated and imple mented in the organisation. These measures all aim at the core objective of our customer management, namely to constantly increase customer satisfaction. It was customer feedback, for example, that moti vated us to further refine our value model in a com panywide cultural transformation project. Based on these surveys and our ongoing dialogue we know what motivates our customers. First and foremost, they are interested in highquality perfor mance of the agreed services. This requires perma nent information security and data protection, as well as business resilience. Not only that, our customers expect us to take a solutionsbased approach. Solu tions compatible with a lowcarbon economy are increasingly in focus. Our customers expect us to ensure resourceefficient operations and support them in reducing their own CO2 footprints. Employees: their commitment and willingness to perform underpin our success It is the commitment and willingness to perform of q.beyond’s team that underpins our success. The main expectations employees have in q.beyond are attractive jobs, marketbased remuneration and an environment in which they can further develop their skills. Further information about q.beyond in its ca pacity as employer can be found in ploy ment Rights”, “Equality of Opportunity and Work-Life Chapter “Em- Balance” and “Talent Management and Identification with Company”. We systematically record the expecta tions of all our employees in team and department meetings, onetoone talks with executives, exchan ges of information with the personnel department, company and employee meetings and employee sur veys. To this end, all employees are regularly ques tioned on an anonymous basis concerning various aspects of working conditions and their sense of af filiation with the company. In the past, the findings of these surveys were factored in to measures such as repositioning our brand as an employer. In response to suggestions made by employees, we have also
Economy Our Actions are Economically Sustainable 29 implemented new room concepts. Since then, in novation rooms, war rooms and quiet rooms have promoted productive cooperation at our company. Executives / Management Board: focused on the company’s success The executives and Management Board see them selves as part of q.beyond’s team. They actively live the values of our company and communicate these within the organisation. They are expected to show leadership, make decisions and achieve success. In return, the company offers opportunities to develop their skills further, career options for executives and attractive remuneration. Numerous real and virtual formats are in place to ensure the ongoing exchange of information between executives and with the whole of the q.beyond team. Suppliers and partners: interaction on a basis of equals Based on regular exchanges, our purchasers docu ment the interests of our suppliers. For our strategic partners, this task is handled by our partner ma nagement function, which further consolidates rela tionships with these partners at networking and other events, thus laying a firm foundation for the intended acquisition of customers. Here, as with our suppliers, we aim to base our dialogue on a partner ship of equals. The procurement department is in creasingly according importance to the supply of sus tainable products and services. Talks are now regular ly held with the car leasing companies, for example, to discuss CO2 emissions in the vehicle pool with a view to optimising these. With our energy suppliers, on the other hand, we discuss options for expanding the share of energy from regenerative sources. Shareholders: ongoing dialogue with the owners Associations and society: focus on local surroundings Our shareholders are a very important stakeholder group. In return for the capital they commit, they expect to participate in the company’s success, whether by way of share price growth and / or with dividends. We have our own investor relations de partment, whose main tasks include maintaining an ongoing dialogue with existing and potential share holders. For this, the department draws on a very wide variety of formats, ranging from onetoone talks to participation in capital market conferences. The key platform for dialogue is the Annual General Meeting. Further information about the dialogue with shareholders can be found in the “Share Perfor mance” chapter in the 2020 Annual Report. As a mediumsized company, our company has tra ditionally focused on activities in its more immediate environment. We are also a member of various asso ciations and thus safeguard our interests in the poli tical arena. Our activities within society take various forms; further information about these can be found Chapter “Corporate Citizenship”. Maintaining good in relationships with our neighbours is important at all locations, and especially at our data centres, where load tests may lead to noise emissions. In view of this, we inform our neighbours in advance about planned activities on a quarterly basis. We further promote dialogue with our neighbours by inviting them to company parties, especially at our Hamburg location.
30 2020 NonFinancial (Group) Report of q.beyond Innovation and Product Management Digitalisation promotes more sustainable business operations Digitalisation is the key to success in the 21st cen tury and is also helping companies to make their operations more sustainable. Our business units each have their own product management units which deal closely with the digital challenges faced by their target markets and sectors. Other factors which they always have in mind are current environ mental and social issues, such as climate change and cybercrime. Here, we work with formats such as customer round tables, “design, think and innovate workshops” and ideas competitions to devise new solutions together with our customers and staff. Cooperative innovation projects with customers of ten start as pilot projects. Our business model protects natural resources Our digital processes and services often remove the need for goods to be manufactured, transported and consumed. Relevant solutions range from doing with out print media to remote maintenance and control through to substituting virtual meetings for business trips. Not only that, our innovations also enable our customers to manage their resources in a targeted manner. Above all, by working with the Internet of Things (IoT) customers can align their digitalisation and sustainability targets, as is apparent in the exam ples below: Predictive maintenance in Industry 4.0 q.beyond offers solutions which use artificial intelli gence and smart IoT sensors enabling companies to monitor the status of electronic devices, machines, plant and vehicles in real time. This makes mainte nance and repair measures more predictable and reduces unexpected downtime. At the same time, this forwardlooking approach to maintenance helps Our portfolio promotes a low- carbon economy and helps prevent cybercrime. Efficient energy management thanks to benchmarking and fine-grained monitoring of energy consumption
Economy Our Actions are Economically Sustainable 31 to save resources. On the one hand, it significantly lengthens the lifetime of tools. On the other hand, when it comes to repairs the manufacturer only has to supply individual components rather than entire machines. Predictive maintenance thus helps to shrink our customers’ CO2 balance sheets. Augmented reality for remote work To date, maintenance and repair work on machines has generally been performed on site at the customer. The associated business travel impacts negatively on the climate balance sheet of the company in volved. By working with augmented reality applica tions, technicians can now also perform maintenance and repair work on a remote basis. Together with TeamViewer, q.beyond offers various Industry 4.0 solutions and an panies to get started with industrial IoT quickly and easily. Thanks to the combined sensor, remote and cloud technologies, companies can reduce their CO2 footprints. IIoT-Starter-Kit enabling com Collecting IoT data with edge devices Sensor data is often transmitted to cloud platforms to enable the information collected to be analysed and visualised. The data volumes and transmission frequency often inflate the cost of cloud services. Rather than being sent to the cloud, the sensor data can be collected directly at the machine using an edge gateway. This way, the data is temporarily stored and preprocessed on site. Using a “digital twin”, relevant machine information can be visualised locally and made available on a remote basis and in real time. To enable these edge gateways to be ma naged, globally networked and supplied with appli cations, q.beyond has developed EDGIZER, an open edge computing platform. Innovations for efficient energy management Our IoT solutions also act as the foundation for our metering platform for heating energy, gas and elec tricity. The aim here is to enhance efficiency by way of benchmarking and finegrained monitoring of energy consumption, as well as by developing new digital services for customers. Factoring in weather forecast data, for example, makes it possible to op timise the management of a heating system. Electronic price tags to change prices at short notice Our zerowaste assistant for retailers enables the best before dates of products to be monitored in a targeted manner, with preemptive and automatic price adjustments made via electronic price tags. This approach lowers the volume of writedowns due to expired goods while also reducing waste. AI and smart IoT sensors enhance planning for maintenance and repairs and reduce downtime. The zero-waste assistant monitors best before dates and implements automatic price adjustments.
Our portfolio promotes sustainability Cloud New work Bespoke cloud Digital store IoT Cybersecurity Edge computing Digital school SAP S/4HANA transformation SAP
Economy Our Actions are Economically Sustainable 33 Our digital processes and services with Cloud, SAP and IoT often remove the need for goods to be manufactured, transported and consumed. New work – workplace solutions and extensive cybersecurity solutions New work – secure workplace solutions In the digital age, the creativity needed to solve complex tasks often comes from groups. For this, employees require stateofthe art tools enabling them to network across locations and company boundaries. These have to be easytouse, mobile and secure. With our cloudbased workplaces and extensive service portfolio, we are paving the way towards modern working worlds. Our “Digital Work place” enables employees to work together wherever they are, reduces the number of workrelated jour neys and helps people better combine their family and work commitments. At the same time, our com prehensive cybersecurity solutions reliably protect sensitive company data against cybercrime, also in home offices. Education beyond digital Many schools are still lacking WLAN access, digital terminals for teaching staff and pupils, expertise and technical support. During the coronavirus crisis, the government is now making substantial funds avail able for technical upgrades. School heads, teachers and parent and pupil representatives are expected to seize this opportunity. We help schools to secure these resources and accompany them as they head for digitalisation. q.beyond AG has joined forces with LANCOM Systems and the Society for Digital Edu cation (Gesellschaft für digitale Bildung – GfdB) to make extensive and bespoke solutions available to schools for their digitalisation. G4-FS11 q.beyond makes financial investments in connection with the direct insurance policy for the company pension scheme and with time accounts enabling its employees to save for fully paid sabbaticals. Here, q.beyond relies on the global players Allianz and R+V, both of which report on their ESG criteria.
34 We are making every eff ort to optimise our utilisation of natural resources, manage their use as eff iciently as possible and limit our climaterelevant emissions. Ecology Our Actions are Ecologically Sustainable
36 2020 Non-Financial (Group) Report of q.beyond Ecology Usage of Natural Resources Focus on electricity consumption The obligation to make as sparing use as possible of all natural resources is laid down in our Code of Conduct and our Central Procurement Policy. In what follows, we report on material natural resources that play a role in our business activities: Electricity: As an IT service provider and operator of proprietary data centres with the highest possible availability levels, the main resource we use is elec tricity. Around 95% of our total electricity needs relate to server operations and to cooling our data centres. We therefore focus on ensuring efficient energy management at these data centres and con tinually enhancing their energy efficiency. Since 2018, the electricity supplying our data centres has been procured exclusively from regenerative sources. Permanent monitoring of the operating status of systems used for data centre operations and regular mainte nance generally lead to correspondingly lon ger life cycles. The same applies to workplace equip ment for employees. When systems and existing plant no lon ger conform to the relevant energy effi ciency and environmental standards, they are con sistently replaced. Natural gas: Our office buildings are heated using natural gas. We use airtowater heat pump tech nology to heat our company building in Munich with the warm air extracted from the data centre. This enables us to do without natural gas entirely at this location. Fuels: The use of fossil fuels (heating oil, diesel and petrol) is mainly limited to test operations with emer gency power generators at data centres and to the vehicle pool. In 2020, this comprised five pool vehi cles, 65 company vehicles and 50 car allowance users. Water: Data centres do also require water, but our locations have closed circuits for this purpose. The climate control technology used, which requires very low volumes of water, makes it possible to use free cooling with no additional resource input, particu lar ly in cooler winter months and at night. At all other times, the centres are cooled with compressor cool ing. In its business operations, q.beyond draws ex clusively on drinking water from the municipal water supply. Within its resource management activities, q.beyond continually reviews its water consumption to identify any potential savings. Coolants: Thanks to the use of closed circuits, the coolants at our data centres also remain in the sys tem on a permanent basis. Only when the systems are maintained is it sometimes necessary to top up the coolants. In 2020, for example, we had to add one kilogramme of coolants. Paper: Our internal processes are now handled on a largely paperless basis. We have electronic filing systems, while customers mostly receive digital in voices. In August 2020, q.beyond implemented digi tal personnel records for its staff. This way, remuner ation statements, social security notifications, payroll tax statements and time sheets for our staff are pro vided exclusively in digital format. We have thus done away with all postal consignments. We now only use a small volume of paper for print media and print orders. “Follow me printing”, which was introduced at all company locations in 2018 already, involves all
Ecology Our Actions are Ecologically Sustainable 37 GRI SRS-302-1 The following overview presents the consumption figures for the energy resources used by our company. • Electricity consumption figures have been calcu lated on the basis of annual invoices. • Heating energy consumption figures have been based on invoices from the respective suppliers. • Heating oil consumption for test operations with our emergency power generators has been based on estimates of the litre consumption figures per machine and projected as annual consumption fi gures based on test plans. Fuel consumption for leased vehicles and car allowances has been cal culated on the basis of fuel card invoices. The litre consumption figures have then been multiplied with the calorific values for heating oil, diesel, pe trol and liquid gas based on the information sheet for calculating total energy consumption, Federal Office of Economics and Export Control, version dated 30 November 2020. • We do not procure steam from any steam grid. We also do not procure any cooling energy, which is rather generated internally using electricity powered cooling energy machines. • We also do not sell any energy. print orders being centrally stored, with the printing process only initiated at the printer itself. This has substantially reduced the volumes of paper and toner we use. Printouts forgotten at the printer are a thing of the past. Packaging: For client rollouts, we deliver hardware components to customers in the packaging already provided by the hardware supplier. Apart from this, we do not use any packaging materials. Waste: It goes without saying that we separate waste into paper, metals, electrical waste, plastics, organic waste and nonrecyclable waste at all of our major locations. The waste is then disposed of as appro priate by regional waste disposal specialists. Particu larly when it comes to disposing of storage media, due account is taken of data security aspects to make sure the data cannot be retrieved. In cooperation with the AfB Group (a notforprofit company employing people with disabilities), hardware components from our own holdings or from customer contracts have their data deleted in a certified process and are then refurbished and subsequently remarketed. GRI SRS-301-1 As we are not a manufacturing company, we do not use any materials for manufacturing and packaging that could be classified as material in terms of their quantities. By virtualising infrastructures and appli cations and offering cloudbased workplaces, we are nevertheless promoting the sparing use of natural resources both in our internal operations and in the range of solutions we offer to our customers. After all, virtualisation in many cases removes the need for hardware components containing materials such as rare earths and lithium.
38 2020 Non-Financial (Group) Report of q.beyond Energy resources consumed In MWh Energy resource 1 Electricity (from fossil fuels) 2 Electricity (from regenerative sources) Heating energy (natural gas) Fuel (heating oil) for emergency electricity Fuel (diesel) for leased vehicles, car allowances Fuel (petrol) for leased vehicles, car allowances Fuel (autogas – liquefied petroleum gas) Energy consumption (total) Consumption Consumption 2020 2019 415.49 415.49 52,056.42 53,828.63 3,196.15 3,533.43 176.01 344.74 1,156.84 1,880.24 276.85 11.92 399.98 28.68 57,289.67 60,431.19 1 Overall view of all significant Group figures. 2 No electricity invoices for 2020 were available to us at the reporting date. The 2019 electricity consumption figures have therefore been used as the assessment basis for 2020 as well. GRI SRS-303-3 Overall, water plays a subordinate role in q.beyond’s business operations. Fresh water withdrawals are restricted to their use in the closed-circuit cooling systems in data centre operations, sanitary rooms, kitchens and for cleaning purposes. Given the im- material volumes involved, water consumption has not been recorded. GRI SRS-306-2 As we are not a manufacturing company, the topic of waste plays a subordinate role in our business operations. Waste is disposed of as appropriate by regional waste disposal specialists. We currently do not record our waste volumes. Resource Management In all measures we take to increase our ecological sustainability, we pay due attention to the material ity principle and focus on those topics with the great est potential impact. In terms of resource management, that means that our focus is clearly on reduc ing elec tricity consumption at our data centres. This sus tainability objective is accounted for in particular detail in the budgets compiled by the management for investments and the allocation of ﬁnancial re- sources. Apart from this, the consumption of other natural resources is classiﬁed as non-material (see Chapter “Usage of Natural Resources”).
Ecology Our Actions are Ecologically Sustainable 39 Although the data centres at our Hamburg, Nurem berg and Munich locations have an average power usage effectiveness (PUE) ratio of <1.5, which al ready puts them among the most energy efficient of their kind in Germany, our experts nevertheless see poten tial for further optimising their electricity consumption. They also aim to optimise our facility management. Systematic analysis of energy use and consumption as called for in the German Act on Energy Services and Other Energy Efficiency Mea sures (EDLG) is regularly performed in effective maintenance management and energy audits pur suant to DIN EN 162471. Based on these audits and continuous resource consumption monitoring, in its regular reviews the management derives targets and measures aimed at increasing resource efficiency and simultaneously reviews their effectiveness. We provide a detailed description of the quantitative targets, measures to achieve these and the current implementation status for the measures in the following section: GRI SRS3024: Reduction of energy consumption. Given the continuous optimisation of energy ma nagement, especially at our data centres, we do not see any material risks that could impact negatively on environmental concerns. The same applies to emergency operations. GRI SRS-302-4 As confirmed by the current energy audit report, we have already managed to reduce our energy con sumption by implementing numerous measures in recent years. q.beyond relies, for example, on blade systems and server virtualisation and the operation of shared hardware, i.e. hardware used by several users. The company has also implemented numerous further measures to reduce its energy consumption. These include: energysaving smart server power supply units with high efficiency levels, energyeffi cient climate control concepts at the data centres, such as cold aisle / hot aisle and rack isolation, in vestigating and avoiding cooling short circuits, free cooling and electricity supply systems with high ef ficiency levels (particularly UPS systems). Moreover, for its energysaving measures the Hamburg loca tion is working together with local environmental authorities. The following measures to assist us in reaching the energy consumption savings targets we have set ourselves have already been successfully concluded or are currently being implemented: Reducing the electrical energy used to cool the data centres by 60% by the end of 2019 Data centres 5/7, Hamburg, Grasweg. Given the heat behaviour of IT components, we have to ensure that our data centres are efficiently cooled, which in turn requires large volumes of electricity. To account for this, we most recently implemented conversion mea sures to reduce the electrical energy used to cool the data centres and also modernised the correspond ing systems. Thanks to socalled cold aisle produc tion with speedcontrolled ventilation, it is now en sured that the intake air temperature for IT hardware amounts to a maximum of 28 °C. The required cool ing performance can then be generated with a signi ficantly lower input of electrical energy. This enables us to save 7 MWh a month. This measure, which was decided on in QIV/2018, was completed on schedule by the end of 2019. The effectiveness of the mea sures was confirmed to us with a certificate issued by the environmental authorities in Hamburg.
40 2020 Non-Financial (Group) Report of q.beyond Data centre 4, Hamburg, Notkestrasse. To ensure smart climate control, we replaced the existing cool ing appliances with more efficient speedcontrolled recooling units. These have a higher overall cooling performance than their predecessors (120 kW com pared with 100 kW). Based on the same level of cooling performance, annual electricity consumption now only amounts to 258 MWh, as against 336 MWh previously. Estimates show that this corresponds to an annual saving of around 77 MWh. Moreover, the ventilator speed has also been reduced, leading to further savings. This measure, which was adopted in 2019, has now been fully implemented. Office location, Hamburg, Grasweg. To enhance effi ciency and reduce heating energy consumption at the office location at Hamburg, Grasweg, the com plete heating system, including all thermostatic heads in the offices, was replaced in 2020. Based on 1,800 operating hours, this is expected to reduce the vol ume of gas consumed by between 290 MWh and 360 MWh a year. This target was adopted in 2019 and implemented on schedule in 2020. Due to lower office heating energy requirements at present on account of the pandemic, it will only be possible to quantify the actual heating energy consumption sav ings more exactly at a future point in time. Enhancing the energy efficiency of the plants used to ensure an interruption-free supply of electricity Reduction in energy used for lighting Data centre location, Hamburg, Grasweg. A total of seven UPS systems are due to be replaced. This measure is intended to safeguard a reliable electri city supply for the IT load at the data centre at Ham burg, Grasweg, and achieve significant energy effi ciency enhancements estimated at 870 MWh / year. Implementation of this measure, which was adopted in QII/2019, has been underway since QIII/2020 and is due for completion by QI/2021. The actual elec tri city consumption savings will only take effect once the measure is completed in 2021. Office location in Cologne. To reduce electricity consumption, the conventional lighting concept at the head office location in Cologne is being con verted to LED. Estimates show that this measure will save 118,180 kWh / year of the energy used for lighting. This target, which was adopted in 2019, is to be implemented by the end of 2021. The imple mentation status currently amounts to 75%. Here too, the actual impact of the measure is obscured by reduced lighting requirements due to the pandemic. Despite pandemicrelated factors and the fact that individual measures have not yet been completed, initial tendencies are already apparent: our energy consumption is decreasing. We therefore do not currently see any need to adjust our approach:
Ecology Our Actions are Ecologically Sustainable 41 Consumption Consumption 2020 2019 Year-on-year saving 3,196.15 3,533.43 337.28 52,056.42 53,828.63 1,772.21 By 2025, we aim to grad ually reduce our CO2 emissions by a total of 40%. Reduction in energy consumption In MWh Resource 1 Heating (natural gas) Green electricity 1 Overall view of all significant Group figures. ClimateRelevant Emissions CO2 emissions almost halved in 2020 pandemic year We are making efforts to continually reduce the cli materelevant emissions resulting from our business activities. In 2020, we managed to cut our emissions as measured in CO2 equivalents by almost half. This success was partly due to numerous initiatives taken to reduce the CO2 intensity of our normal operations, which are outlined in greater detail below. Alongside these, the coronavirus pandemic and the associated lockdowns and restrictions on contact led to a drastic reduction in mobilityrelated emissions in particular. In the past, we forewent setting ourselves quanti ta tive reduction targets. As already outlined under Chapter “Objectives”, we now aim to achieve climate neutrality by 2025. In the current year, we are com piling specific measures to gradually reduce CO2 emissions from the electricity we use, our business travel and the fuel consumed by company cars / car allowances by a total of 40%. We will track achieve ment of these targets using CO2 accounting based
42 2020 Non-Financial (Group) Report of q.beyond on the Greenhouse Gas Protocol, which we explain in greater detail below. Furthermore, to reach climate neutrality we intend to offset all major emissions sources along the value chain through to the supply of our products and services to customers. To this end, in the coming years we will account for further major sources of Scope 3 emissions in our climate accounting (such as emissions due to employee mo bility and IT equipment). CO2 balance sheet compiled for the first time In 2020, we drew on professional support to deter mine our CO2 emissions in accordance with the in ternationally recognised Greenhouse Gas Protocol for the first time. To enhance comparability, we also revalidated the figures in our 2019 CO2 balance sheet. The multistage process used to determine emissions comprises three scopes, referred to as Scopes 1 to 3: Scope 1: e-mobility decreases vehicle pool emissions Direct GHG emissions (Scope 1) chiefly arise in con nection with heating energy needed at office buildings and with workrelated mobility via the vehicle pool (pool vehicles, leased vehicles and car allowance). They are also attributable, albeit to a significantly lesser extent, to monthly test runs with the emergency po wer generators used to supply our data centres, as well as to coolants used at the data centres. No other air contaminants in the sense of particulate matter or similar contaminants are directly generated in con nection with our business activities. To reduce GHG emissions, the company plans to gradually convert its vehicle pool to emobility by 2025. By the end of 2020, five hybrid vehicles and one electric vehicle had al ready been included in the leased vehicles offered as company cars. • Scope 1 includes those direct CO2 emissions that we as a company generate due to our own produc tion systems, offices and workrelated mobility. Scope 2 and Scope 3: data centres work on climate-neutral basis • Scope 2 involves indirect CO2 emissions at the ener gy producers from which we procure electricity to supply our data centres and our office buildings. • Scope 3 comprises all other indirect CO2 emissions arising along the value chain, i.e. at suppliers, due to transport, during the service life of products or from disposal. The table on Page 44 provides a rough overview: Indirect GHG emissions (Scope 2) are primarily due to the electricity consumed by our data centres. Since 2018, all electricity supplied to the data cent res has come from regenerative energy sources and is thus CO2 neutral. The supplier is Stadtwerke Neu münster, which provides electricity that is 100% attributable to carbon dioxidefree and environmen tallyfriendly hydroelectricity, as well as to combined heat and power plants working exclusively with bio genic fuels. In purely arithmetic terms, this saves a total of around 20,000 tonnes of CO2 equivalents a year. Furthermore, the reduced volume of energy consumed by our data centres following successful implementation of the energy efficiency measures Chapter “Resource Management” already described in is expected to lead to annual savings of 1,031 MWh of electricity. This will also improve our customers’
Ecology Our Actions are Ecologically Sustainable 43 energy footprints and save a further 72 tonnes of CO2 in Scope 3. We plan to convert the remaining electricity supply at our office locations to green elec tricity in the current 2021 financial year and to offset infrastructurerelated emissions for green electricity (Scope 3) by participating in a certified climate pro tection project meeting the Gold Standard. Scope 3: modern communication systems limit emissions Indirect GHG emissions (Scope 3) result above all from the upstream processes involved in producing the energybased resources we deploy. Workrelated mobility plays a particularly significant role in this respect. We are endeavouring to limit this by deploy ing modern communication media. The measures we are taking include using video conference sys tems and generous home office provisions. Com pany bicycles, job tickets and car sharing offers also make it easier for employees to avoid using their own cars. Company bicycles are on hand to enable employees to commute between locations in Ham burg, thus avoiding short taxi or car journeys. Given the popularity of this measure, the company is con sidering expanding its current pool of nine bicycles. CO2 footprint determined in accordance with the Greenhouse Gas Protocol for the first time in 2020. GRI SRS-305-5 Procuring green electricity to supply our data centre locations since 2018 is the greatest lever we have already used to reduce our greenhouse gas emis sions. This produced a purely arithmetic saving of around 20,000 tonnes of CO2 equivalents a year in Scope 2. The ongoing optimisation of energy effi ciency at our data centres is also helping us to gen erate further savings in our electricity consumption. Under GRI SRS3024: Reduction of Energy Con sump tion, we have set out the measures we are currently implementing for this purpose. These are expected to produce annual savings of 1,031 MWh of electricity and thus reduce the CO2 footprint by an additional 72 tonnes in Scope 3. Measures enabling us to save further CO2 equivalents include our cooperation with AfB gGmbH for the sustainable processing of outofdate and obsolete IT hardware. In 2020, this enabled 812 IT com ponents from a total of 3,396 devices transferred (correspond ing to 42%) to be refurbished and sub sequently marketed. This saved a total of 43 tonnes of CO2 equivalents. As already mentioned, we were able to reduce our GHG emissions by almost half on a yearonyear basis in 2020 (1,748.8 tonnes of CO2 equivalents in 2020 compared with 3,028.5 tonnes in 2019, Chapter “Climate-Relevant Emissions”). This success is based on the initiatives already implemented to reduce the CO2 load in our ongoing operations, as well as the additional impact of the coronavirus pan demic, which led in particular to a drastic reduction in mobilityrelated emissions.
44 2020 Non-Financial (Group) Report of q.beyond CO2 balance sheet (year-on-year comparison) In tonnes 2020 2020 in % 2019 2019 in % CO2 equivalents Scope 1 – total direct emissions Scope 2 – total indirect emissions for electricity 1 Scope 3 – total indirect emissions 1,009.5 133.9 605.4 57.7 7.7 34.6 1,530.9 133.9 1,363.7 50.5 4.4 45.0 CO2 equivalents (total) 2 1,748.8 100.0 3,028.5 100.0 GRI SRS-305-1 Direct GHG emissions (Scope 1) In tonnes 2020 2020 in % 2019 2019 in % CO2 equivalents Scope 1 Petrol for leased vehicles, car allowance Diesel for leased vehicles, car allowance LPG for leased vehicles, car allowance Heating oil for emergency power Coolants Natural gas for heating 66.5 295.7 1.5 56.4 1.8 587.7 3.8 16.9 0.1 3.2 0.1 33.6 98.0 489.7 3.4 110.3 179.9 649.6 Scope 1 (total) 2 1,009.5 57.7 1,530.9 3.2 16.2 0.1 3.6 5.9 21.5 50.5 GHG emissions have been calculated in accordance with the internationally recognised Greenhouse Gas Protocol. The percentage figures show the share of the total CO2 footprint (Scopes 1 to 3). 1 No electricity invoices for 2020 were available to us at the reporting date. The 2019 electricity consumption figures have therefore been used as the assessment basis for 2020 as well. 2 Overall view of all significant Group figures.
Ecology Our Actions are Ecologically Sustainable 45 GRI SRS-305-2 Indirect GHG emissions (Scope 2) In tonnes 2020 2020 in % 2019 2019 in % CO2 equivalents Scope 2 Electricity (conventional) 1 Scope 2 (total) 2 GRI SRS-305-3 Indirect GHG emissions (Scope 3) 133.9 133.9 7.7 7.7 133.9 133.9 4.4 4.4 In tonnes 2020 2020 in % 2019 2019 in % CO2 equivalents Scope 3 Upstream fuels (mobility) Upstream heating oil for emergency power generators Upstream heating Upstream electricity Upstream emissions (total) Business travel – flights Business travel – rail Business travel – hire cars Business travel – private cars Business travel – taxi and public transport Hotel accommodation Business travel – total Paper and printing 89.3 10.7 76.4 188.7 365.0 102.5 7.0 38.4 27.7 2.1 42.0 219.8 20.6 5.1 0.6 4.4 10.8 20.9 5.9 0.4 2.2 1.6 0.1 2.4 12.6 1.2 143.5 20.9 84.5 374.5 623.4 391.2 78.3 96.7 37.5 7.3 107.2 718.2 22.1 Scope 3 (total) 2 605.4 34.6 1,363.7 4.7 0.7 2.8 12.4 20.6 12.9 2.6 3.2 1.2 0.2 3.5 23.7 0.7 45.0 GHG emissions have been calculated in accordance with the internationally recognised Greenhouse Gas Protocol. The percentage figures show the share of the total CO2 footprint (Scopes 1 to 3). Due to the low quantities involved, we have not considered sundry indirect (Scope 3) GHG emissions. 1 No electricity invoices for 2020 were available to us at the reporting date. The 2019 electricity consumption figures have therefore been used as the assessment basis for 2020 as well. 2 Overall view of all significant Group figures.
46 Our success is driven by the commitment and willingness to perform of all employees. That is why we offer an attractive working environment, one in which employees’ rights are respected and where all employees enjoy equal opportunities, can maintain a good worklife balance and have the chance to develop their skills. Employees We are an Attractive Employer
48 2020 Non-Financial (Group) Report of q.beyond Employees Employment Rights Employee rights are clearly regulated in Germany and we naturally respect these. The same applies to the four fundamental principles of the International Labour Organization (ILO): the freedom of associa tion and the right of collective bargaining, the elimi nation of forced or compulsory labour, the abolition of child labour and the elimination of discrimination in respect of employment and occupation. These four norms are clearly regulated by law in Germany and our Apart from our locations in Germany, we only have one location in the EU, namely in Latvia. This is na turally governed by the standards, regulations and laws applicable in that country. Where possible, we align working conditions. Our employees in Riga also receive allowances for oncall service and bonus pay ments. Unless countered by specific national re quirements, the Group’s internal policies and regula tions also apply unrestrictedly in Latvia. “Code of Conduct” also refers to them. Our Works Council is involved at an early stage in all personnel-related topics Since the beginning of the 2018 term, our company has had a 13member Works Council, which it involves at an early stage of discussions on any personnel and welfare topics. Over and above legal requirements and inhouse agreements, we also make efforts to promote the health and wellbeing of our staff. In this, we regularly share and agree ideas with the Works Council. Cooperating on a basis of partnership, we then jointly formulate inhouse agreements touch ing on employee concerns. Works Council members are also involved at an early stage both in any orga nisational changes under consideration and in one off projects. Representatives of young employees, trainees and severely disabled employees ensure that the interests of all employees are adequately accounted for, as does the presence of employee representatives in the Supervisory Board. In liaison with the Works Council, our company regularly in volves the workforce in strategic projects. Topics addressed most recently include further developing our brand as an employer and the compilation of our new management manifesto (please see Chapter “Talent Management and Identification with Company”). Regularly sharing ideas with the Works Council on a basis of confidence and trust ensures that any areas in which adjustments are needed can be recognised at an early stage. In the period under report there was no reason to depart from this approach, which has proven its worth. We support our employees in acting at their own responsibility and sustainably We are a highly innovative company. As such, we en courage our employees to develop their own ideas with regard to sustainability as well and, having checked the feasibility of these ideas, actually imple ment them. We also rely on unconventional formats to foster employees’ own sense of initiative at the company. Consistent with this approach, staff mem bers will be able to market their ideas themselves in future and convince other colleagues to help with their implementation. We promote sustainable action with actions such as health days, pedometer campaigns, job tickets for local public transport and the opportunity to lease ebikes on favourable terms. These measures are intended to foster a sustainable lifestyle among the workforce.
Employees We are an Attractive Employer 49 No material risks with negative implications for employment rights By sharing experiences and learning in the network, we aim to further refine our diversity strategy. We currently do not see any material risks with ne gative implications for employment rights that could result from our business activities, our business re lationships or our products and services. We facilitate a very high degree of employee codetermination and participation at the company and comply with all national and international standards on employment rights. We have set ourselves the target of upholding compliance with these standards in future as well. We safeguard this on an ongoing basis by obtaining legal advice as appropriate. Should any risks be iden tified in connection with employee concerns, then these have to be systematically recognised in the groupwide risk management system and accompa nied with risk prevention measures. We have other wise not set ourselves any quantitative targets with timescales. The diversity of our workforce speaks for itself. While only around 6.8% of our total of 1,004 employees have foreign passports, the share of employees with international roots is far higher. We promote the language skills of employees originating from other countries by organising German courses, taking due account of their individual needs. Actively lived diversity also involves inclusion. Around 2.3% of our workforce counts as severely disabled according to the legal definition. We therefore do not meet the 5% quota called for by law. This is due in part to the necessary job profiles and lack of suitably qualified applications. On the other hand, it also re flects the fact that employees do not always officially notify the company of any disability they may have. Equality of Opportunity and Work-Life Balance “Code of Conduct” We actively live diversity. Our is clear: “We do not tolerate any discrimination.” We respect the dignity of every employee at all times and ensure that all employees can work in an envi ronment that is free of physical barriers and sexual, psychological or verbal harassment. Workplace bul lying and intimidation are not tolerated. We are convinced that diversity also harbours eco nomic benefits for our organisation. Consistent with this belief, we signed the Diversity Charter in Sep tember 2020 and joined Germany’s largest diversity network which promotes the recognition, apprecia tion and inclusion of diversity in the working world. We joined the Diversity Charter, Germany’s largest diversity network, in September 2020.
11.5% share of employees working part time in 2020 up to 3 months off thanks to sabbatical account Family and work are highly compatible at q.beyond. Share of women in IT sector in 2020 23.2% q.beyond 17.9% European Union 16.0% Germany We aim to attract women’s interest in tech nical careers and have been a partner to the “Pact for Women in STEM Careers” since 2020.
Employees We are an Attractive Employer 51 A high share of women employees by industry standards q.beyond is inspiring increasing numbers of women to take up a career in IT. At 23.2%, women make up a comparatively high share of our workforce by in dustry standards. On average, women account for only 16% of people working in IT in Germany. At 17.9% (as per eco and Eurostat), the corresponding figure for the European Union as a whole is scarcely higher. In the first half of 2020, 21% of q.beyond’s new staff hires were women. By the second half, this figure had already risen to one third. We have parti cipated in numerous measures aimed at attracting women’s interest in technical careers for many years now. Since 2020, q.beyond has been an official part ner in for women working in STEM careers (“MINT” being the German acronym). This nationwide networking ini tiative promotes dialogue between more than 350 partners from the worlds of politics, business, science, welfare organisations and the media and implements innovative measures. The network also makes it easier for us to attract talented women. “komm, mach MINT”, the national pact We ensure a good work-life balance As a responsible employer, we respect the personal situation of all our employees and account for their wishes within the options available to us as a medium sized company. To the extent permitted by our oper ations, we support our employees in balancing their professional and private lives, and in particular in ensuring that their family and work commitments are compatible. Our company does not stipulate any core working times. Following suitable agreement, employees are free to perform part of their work from home. Generous home office provisions were well used even before the onset of the coronavirus pan demic. At the beginning of 2020, and thus before the first lockdown, around 13% of employees, and here young parents in particular, mainly worked from home offices. Since 17 March 2020, the pandemic means that all employees apart from site security have worked from home. No end this exceptional measure was foreseeable at the editorial deadline for this report. But q.beyond does even more for its employees. We welcome every newborn child with a oneoff gross allowance of € 1,000 and a q.beyond Bobby Car. The Fürstenberg Institut advises parents on childcarerelated matters. Should there be a pro blem with regular childcare for children aged be tween four months and six years, for example, the experts can organise emergency care. It is even possible to organise adhoc care for a sick child at home. Fur ther more, six nursery school places are available for children at the Hamburg location. Parttime work options also assist employees in ba lancing their family and work commitments. In 2020, 132 of our total workforce of 1,004 employees (in cluding trainees, standins and temporary employees) worked on a parttime basis. Managers are also al lowed to work on a parttime basis, with this option currently being exercised by four employees, of which one woman. Moreover, employees are able to move flexibly between parttime and fulltime employment. Not only that, they also have the option of setting up a sabbatical account and “saving up” additional fully paid free time (up to 3 months) to spend with their families or traveling. Fair remuneration Employees with permanent contracts accounted for 95% of the workforce in 2020 (excluding trainees, standins and temporary employees). Where con tracts with employees and executives are limited, these relate solely to temporary customer projects. In cooperation with the Works Council, our company creates an attractive working environment and com petitive remuneration system at its own initiative.
52 2020 Non-Financial (Group) Report of q.beyond 33% share of women on q.beyond’s Supervisory Board Our company is not bound by any collective wage agreements. The remuneration system is rather geared to individual and companyspecific needs, as well as to market standards. Alongside their fixed salaries, all staff also receive variable remuneration based on the achievement of corporate targets. The share of total salaries attributable to variable remu neration rises with increasing responsibility. Fur ther more, all employees can participate in a company pension scheme that is supported by q.beyond with an annual sum. q.beyond also offers supplementary insurance for medical services requiring additional payments by the patient. Further implementation of our diversity strategy in 2021 To date, we have foregone setting ourselves any quantitative targets for equality of opportunity and diversity. In the current financial year, two company wide workgroups are dealing with the general pro motion and visibility of diversity and developing a special promotional programme for women at our company. Based on the results of their activities, we will assess the extent to which quantitative targets might also support our diversity strategy in future. GRI SRS-405-1 We have published separate information about the diversity concepts for the Management and Supervi Corporate Governance Statement, sory Boards in the which is available online. Structure of Supervisory Board by gender and age Share in % Male Female < 30 years 30 – 50 years > 50 years Supervisory Board 67 33 0 17 83 Total number of employees Headcount per financial year 1 31.12.2020 1,004 1 Overall view for Group including Management Board, trainees, standins.
Employees We are an Attractive Employer 53 Share of limited-term employment relationships at 31.12.2020 Headcount by employee structure 1 Executives Employees Headcount by employee structure (total) Total Limited term Limited term in % 12 887 899 1 40 41 8 5 5 Workforce structure by gender, scope of working hours and management responsibility at 31.12.2020 Headcount by work profile 1 Fulltime without management responsibility Fulltime with management responsibility Parttime without management responsibility Parttime with management responsibility Male Male in % Female Female in % 565 94 25 3 80.9 89.5 27.2 75.0 133 11 67 1 19.1 10.5 72.8 25.0 Workforce structure by gender and job level at 31.12.2020 Headcount by job level 1 Management Division heads Department heads Team heads Professionals Senior experts Experts Senior specialists Specialists Employees Headcount by job level (total) 2 1 Overall view for Group excluding Management Board, trainees, standins. 2 Based on job levels considered here. Male Male in % Female Female in % 4 14 28 47 19 74 153 151 168 29 687 100.0 87.5 93.3 90.4 90.5 84.1 76.9 70.6 76.0 53.7 76.4 0 2 2 5 2 14 46 63 53 25 212 0.0 12.5 6.7 9.6 9.5 15.9 23.1 29.4 24.0 46.3 23.6
54 2020 Non-Financial (Group) Report of q.beyond Age structure of workforce at 31.12.2020 < 30 years < 30 years in % 30 – 50 years 30 – 50 years in % > 50 years > 50 years in % Headcount by job level 1 Management Division heads Department heads Team heads Professionals Senior experts Experts Senior specialists Specialists Employees Trainees and workstudy programme students Headcount by job level (total) 2 0 0 0 3 0 0 1 21 71 28 55 0.0 0.0 0.0 5.8 0.0 0.0 0.5 9.8 32.1 51.9 96.5 3 9 20 33 7 41 119 132 122 19 2 75.0 56.3 66.7 63.5 33.3 46.6 59.8 61.7 55.2 35.2 3.5 1 7 10 16 14 47 79 61 28 7 0 25.0 43.8 33.3 30.8 66.7 53.4 39.7 28.5 12.7 13.0 0.0 179 18.7 507 53.0 270 28.2 Workforce structure with regard to inclusion and migration at 31.12.2020 People with a disability People with a disability in % People with foreign nationality People with foreign nationality in % 0 0 0 0 0 3 7 9 3 1 0 23 0.0 0.0 0.0 0.0 0.0 3.4 3.5 4.2 1.4 1.9 0.0 2.4 0 0 0 1 2 2 12 8 18 18 0 61 0.0 0.0 0.0 1.9 9.5 2.3 6.0 3.7 8.1 33.3 0.0 6.4 Headcount by job level 1 Management Division heads Department heads Team heads Professionals Senior experts Experts Senior specialists Specialists Employees Trainees and workstudy programme students Headcount by job level (total) 2 1 Overall view for Group excluding Management Board, trainees, standins. 2 Based on job levels considered here.
Employees We are an Attractive Employer 55 GRI SRS-406-1 There were no incidents of discrimination in 2020. Vocational training and work-study programmes provide entry opportunities Talent Management and Identification with Company Our personnel strategy aims to retain and further develop existing experts and executives and to re cruit sufficient numbers of nextgeneration staff and specialists. This strategy aims to meet the two prior ities, which are not always congruent, of satisfying ever new requirements on the part of our customers and of addressing these challenges chiefly by quali fying our own employees. Continuous further training is the only way for em ployees to fully develop their potential. We therefore provide a wide range of training opportunities, with the q.beyond Academy acting as the centrepiece. This offers highquality learning solutions for developing the specialist, methodological and social skills of each employee. A mix of onsite events, webinars and on line training units takes due account of the different potential and preferences of individual employees. The total of around 8,230 training hours held in the past year was supplemented by numerous further onthejob training sessions, mandatory training sessions and regular exchanges of information be tween our experts and third parties at events, con gresses and fairs. Given the pandemic, most of these were held on a virtual basis. Furthermore, we also promote and subsidise employees who study and train alongside their work, whether in bachelors’ and masters’ degree courses or in obtaining Chamber of Industry and Commerce qualifications as business administrators. A clear commitment to vocational training is a key aspect of the sustainable approach we take in our personnel activities. Supporting young people at the outset of their careers also helps q.beyond to secure its own next generation of employees. Our company offers two ways to enter the world of work: on the one hand, we provide vocational training for budding IT specialists majoring in system integration and ap plication development and for IT business specialists, IT systems electricians and office management specia lists. On the other hand, we enable young people to participate in workstudy programmes in applied IT, business IT or business administration. Here, we co operate with Nordakademie in Elmshorn and the FOM University of Economics & Management in Cologne. We actively market the opportunities involved in vocational training. Opportunities for making con tact at an early stage include pupil internships, school partnerships and participation in nationwide career days (“Girls’ Day” and “Boys’ Day”). Due to the pan demic, it was not possible to implement these formats in 2020. Not only that, people retraining for new careers have the opportunity to perform the practi cal part of their retraining at our company. q.beyond Academy offers quality learning solutions to develop specialist, methodological and social skills.
56 2020 Non-Financial (Group) Report of q.beyond Recruiting external talent Inhouse vocational training and workstudy pro grammes cover only part of q.beyond’s need for specialist staff. In view of this, our company additio nally recruits university graduates and experienced specialists and executives. In the competition for the best candidates, we benefit from our nationwide presence at attractive locations, as well as from co operations with universities and other organisations, such as retraining providers and job centres. There is nevertheless the risk of being unable to fill new positions or replace existing employees on schedule at a time when there is a severe shortage of specialists. In 2019 we revised and repositioned our brand as an employer and, thanks not least to that, are now raising awareness of our company among applicants. We also rely on recommenda tions made by employees and reward this commit ment with a bonus system. Employees have the option of donating the resultant bonus to the “Plant for the Planet” initiative, and thus of making a small contribution towards combating the climate crisis. Promoting cooperation and boosting identification with the company Anyone wishing to attract and retain good employees has to promote their sense of belonging to the team. Experts newly joining our company are accompanied by mentors from the respective specialist depart ments. We also hold regular onboarding events to facilitate networking. After this, numerous network ing formats help to boost the team spirit. These range from teambuilding measures to breakfasts with the CEO to a summer party. Moreover, we offer all em ployees positions with good future prospects charac terised by a pleasant working environment, flat hier New model: the management melody As an #Encourager, you leave your own comfort zone by taking decisions, arousing curiosity and this way encouraging your team to try out new approaches. As a #Valuegenerator, you pursue the company’s vision and empower each member of your team to make their own valuable contribution towards the overall goal.
Employees We are an Attractive Employer 57 q.beyond certified as “Top Employer” in 2021. archies and modern and flexible working conditions. Kununu, the leading employer assessment portal, for example, lists q.beyond as an “open company” and a “top company”. Furthermore, in January 2021 q.beyond was singled out as one of Germany’s out standing employers by the independent Top Employ ers Institute. To this end, we underwent a strict cer tification process that evaluated our HR strategies and processes in more than 20 topical areas. New management manifesto Our corporate culture is based on the values of cus tomer focus, reliability, team spirit and pragmatism GRI SRS-102-16). Consistent with the values (see we share, all employees should be able to further develop their skills, both professional and personal, to the greatest possible extent. This enables us to exploit our full potential. To achieve this goal, we need management staff who are profoundly aware of the impact which management culture and con duct have on the working atmosphere, productivity and the company’s sustainable performance. At the same time, they must be able to build genuine rela tionships of trust with their employees. Only this way can they support and accompany the further development of their teams along targeted lines. In 2020, our man agers and staff formulated the nucleus of shared values in a new management manifesto intended to guide the actions of all our managers: As a #Coach, you embody selfempower ment and promote the flow among your team members. You do this by recognising their strengths, promoting these and regu larly giving constructive feedback. As an #Influencer, you change the mindset of your team members and visibly act as a role model. You reflect on feedback and factor this into your behaviour. As a #Motivator, you radiate positive energy and motivate your team to reach your common goals. This way, you inspire passion in your team.
58 2020 Non-Financial (Group) Report of q.beyond Accompanying management development measures are therefore targeted at promoting a close dialogue between employees and their managers that is based on mutual appreciation and fosters development. At the same time, the formats on offer lead to even closer links between managers and thus promote the sharing of ideas and advice between colleagues. Acting as coaches, our managers support team members in reaching jointly agreed targets, where possible at their own initiative. Development dialogue based on a partnership of equals In 2020, we also launched our new format for em ployee reviews, known as the “development dialogue”. In this dialogue, we have deliberately moved on from a more strictly defined performance review. Held twice a year, the development dialogue now enables employees and managers to meet as equals. The dia logue guidelines devised for this purpose motivate employee and manager alike to reflect on themselves, input their own strengths in a more targeted manner and thus develop both their personal and their spe cialist skills in the interests of the corporate culture and the company’s business performance. The first dialogue each year concludes with the joint agree ment of targets for personal development, customer relationships, the company’s values and own initia tive with regard to the employee’s further develop ment. Between meetings, the manager acts as a coach to employees and supports them in achieving the jointly agreed targets, where possible at their own initiative. In the second meeting, the manager and employee reflect together on the progress made. The employee also provides the manager with feed back on his or her management conduct. Advice on professional, personal and health-related topics We have offered support to our employees for years now in solving any professional, personal and health related issues they may have. The advice ranges from matters of childcare, caring for relatives through to debt counselling and health issues. To this end, our company cooperates with the Fürsten berg Institut. The advice provided by the specialists to q.beyond employees and their relatives in person
Employees We are an Attractive Employer 59 or by telephone is free of charge. The institute is obliged to maintain absolute confidentiality. Mana gers can also approach the Fürstenberg Institut for personal coaching. The advice provided by the Fürstenberg Institut is just one component of the measures taken to pro mote employees’ health. Together with external partners, we regularly hold “health days”. Offerings which are popular here include free influenza vac cinations and eye tests. In cooperation with a large optician’s chain, we support our employees in acquir ing glasses suitable for screen work. Joint sports activities also play a major role. Running events are regularly held at all of q.beyond’s locations and large numbers of employees take part in regional company runs and relay races. Not only that, employees are able to join gyms and fitness clubs on preferential terms. Finally, our company supports its employees with occupational integration management (OIM) and assists them in restoring and maintaining their ability to work. Since 2020, upon concluding a rele vant insurance contract q.beyond employees also receive a grant for individual health services (“IGeL” services). To this end, we have concluded a group insurance contract with R+V Krankenversicherung AG (R+V). This provides all employees, and family members as well if they wish, with the opportunity to draw on enhanced and individual medical services over and above the statutory minimum benefits. Ensuring that our employees are safe at work is a matter of course. This goes beyond measures to avert potential dangers or eliminate safety risks and also includes prophylactic steps to help employees stay healthy and enjoy a peoplefriendly working environment. Occupational health and safety also has to account for the permanent process of change in working conditions and the work environment. Faster processes, new tasks and technologies and ever greater time pressure are just some of the in dications in this respect. In particular, the pandemic, which has made home offices the regular place of work for our employees, has presented us with new challenges. With a variety of online offerings, we are supporting our employees in continuing to exercise re gularly and to maintain their psychological resilience. Targets and handling of risks relating to talent management Our talent management meets all requirements. As a mediumsized company, we have therefore fore gone restricting our flexibility by committing our selves to specific quantitative targets. We know that the wide spread shortage of specialists represents a risk for our company. In the risk report section of our 2020 Annual Report, we comment on and describe the measures we have taken to counter this risk. Apart from this, we currently do not see any mate rial risks which result from our activities and could impact negatively on our employees’ skills. GRI SRS-404-1 Training At the end of 2020, we employed 32 trainees and 25 workstudy programme students. In the past financial year, we offered positions to 8 out of 13 young people (2 workstudy programme students and 6 vocational trainees) upon the completion of their studies or training and plan to hire 35 new career starters in 2021 (of which 20 workstudy programme students and 15 vocational trainees).
60 2020 Non-Financial (Group) Report of q.beyond Development The following table provides an overview of the av e r age number of hours spent by our employees on trai n ing and further development measures in 2020. The figures are broken down by gender of the partici pant. It has not been possible to break down the figures by employee category for the period under report. At the end of 2020, our company employed 32 trainees and 25 work-study programme students. Group training structure by gender and type at 31.12.2020 Total Male Male in % Female Female in % Headcount Trainees Workstudy programme students 32 25 28 19 87.5 76.0 4 6 12.5 24.0 Average hours of training and development by gender in 2020 In hours Total Male Male in % Female Female in % Type of training Technical training Specialist training Language training Soft skills training Management skills training Mandatory training 1 2,034.75 2,723.50 990.00 1,469.90 1,884.93 364.82 2,059.50 1,295.01 418.50 378.07 1,580.00 1,206.49 72 69 37 63 90 76 564.85 838.57 625.19 764.49 40.43 373.51 28 31 63 37 10 24 Hours of training (total) 9,806.25 6,599.23 3,207.02 Percentage distribution of training hours by gender of participant Headcount at 31.12.2020 2 Average hours per employee based on 100% 899 67.3% 687 headcount at 31.12.2020 2 10.9 9.6 32.7% 212 15.1 1 Data protection, security, information security, quality management, occupational safety. 2 Overall view for Group excluding Management Board, trainees, standins.
Employees We are an Attractive Employer 61 GRI SRS-403-4 We operate a management system for occupational health and safety. q.beyond ensures that its employees have ergonom ically designed workplaces, provides regular instruc tions to all staff on occupational health and safety and performs psychological risk assessments based on systematic analysis of the risks involved in various workplaces and different activities. Together, these measures act as a key tool at the company when it comes to preventing accidents and avoiding work related ill health. We have our own inhouse work safety specialist and a fire protection officer. Fur ther more, all our locations have the required number of first aiders and fire protection assistants. We ensure that our employees are suitably supported by com pany medical officers and occupational medical ex perts. The Work Safety Committee meets four times a year and covers all our locations. It discusses mat ters of safety at work and accident prevention. GRI SRS-403-9 (a+b), GRI SRS-403-10 (a+b) There were no workrelated injuries in the past financial year. Work-related injuries and ill health Number in financial year under report 1 Workrelated injuries requiring report Workrelated ill health Workrelated fatalities 1 Overall view for Group. 2020 2019 1
62 Information security, data protection and com pliance are already components of our business model. In our social initiatives, we traditionally focus on our more local surroundings. Society We Contribute to Society
64 2020 NonFinancial (Group) Report of q.beyond Society Human Rights We are absolutely committed to the principles set out in the internationally recognised frameworks and standards for human rights as formulated by the United Nations and the Organisation for Econo mic Cooperation and Development (OECD). The obligation to respect human rights is also anchored in our principles of conduct. We make every effort necessary to avoid any breaches of human rights. These efforts relate above all to our suppliers. Our business partners and suppliers are predominantly based in the EU. This means that the strict national requirements and laws already in place basically protect against any breaches of these fundamental rights. When it comes to our suppliers outside Europe, we also accord priority to compliance with all key human rightsrelated standards. This valuation aspect is factored into our halfyearly supplier assessments, which are based on a fixed catalogue of assessment criteria. For major suppliers, especially in China, we regularly form our own impression of working con ditions at meetings on site (please also see Chapter “Depth of the Value Chain”). We terminate business re lationships without delay if we receive any plausible indications of any breaches of these standards. We have not yet established any process to identify potentially negative implications of our business ac tivities for human rights. That is mainly because our company operates almost exclusively in the German market, where there is no reason to fear human rights abuses. We have a small number of foreign suppliers that are currently of subordinate significance for our business activities. Here, we regularly perform samp le audits on location. To date, we have no reason to suspect that our suppliers breach human rights. For this reason, we have also not yet set any quantitative targets with corresponding followup measures to promote compliance with human rights. GRI SRS-412-3 q.beyond AG has so far not included any explicit hu man rights clauses in its investment agreements and contracts, as the overwhelming majority of its procurement processes take place within Germany and the EU. The strict national requirements and laws in place in Germany and the EU basically pro tect against any breaches of these fundamental rights. However, we plan to introduce a separate code of conduct for our suppliers in the near future. This will form part of our general procurement terms and require acknowledgement by suppliers prior to any business relationship. GRI SRS-412-1 The business locations of q.beyond AG are exclusive ly situated in Germany and Latvia. It has therefore not performed any human rights reviews or impact assessments. GRI SRS-414-1 To date, q.beyond has not screened new suppliers using social criteria. GRI SRS-414-2 q.beyond AG is not aware of any negative social im pacts in the supply chain. Accordingly, it has not taken any actions in this respect. Should q.beyond receive any plausible indications of any breaches of human rights in future, then it will terminate the re spective business relationship without delay.
Society We Contribute to Society 65 Corporate Citizenship In our Groupwide risk management, we have not identified any material risks with negative impacts on social concerns that result from our activities as an IT service provider, our products and services or our business relationships. Our social commitment therefore focuses on promoting children and young people on location. This way, we provide young peo ple with access to additional opportunities. One focus of our commitment to society is our part nership with the “Hamburger Weg” project. This HSV foundation provides targeted support to existing and upcoming talent in the city of Hamburg, with key focuses on education, welfare and sports projects. Our company makes donations in cash and kind to the Kita Nord crèche facility in Hamburg and to “Die Arche”, an association supporting children from dis advantaged families. Not only that, in connection with our customer satisfaction survey we make a donation for each interview we hold, in this case to various charitable organisations supporting children in difficult situations. In our culture sponsorship ac Our main focus is on promoting children and young people on location. tivities, we have secured an attractive offering for our employees while simultaneously supporting mu seums in Cologne. Here, twelve q.beyond season tick ets are available to our employees to obtain free entry to the “Ludwig” and “WallrafRichartz” museums. Ice sports and ball game arena in Hamburg park named “q.beyond Arena” since 2020 On 28 October 2020, the Alexander Otto Sport Foundation presented our company as the new name sponsor for its ice sports and ball game arena in the Volkspark in HamburgAltona. Via the foundation, this commitment, which underlines our role as a sponsor of sports in Hamburg, will also benefit sports projects at clubs and schools in Hamburg. As a mem ber of the Board of Trustees, our CEO Jürgen Her mann will contribute to the work of the foundation. “q.beyond youngsters” actively involved in helping disadvantaged children and young people In “q.beyond youngsters”, our trainees and students acted at their own initiative to establish a format for actively participating in and helping to shape devel opments at the company. In close collaboration with the Personnel and Marketing departments, the cross location team organises fairs and workshops and implements its own project ideas. It is “q.beyond youngsters”, for example, who organise and hold the annual “Girls’ Day” and the welcome days for new trainees and workstudy programme students and who see to planning the mentoring schemes for trainees. Moreover, they act as contact partners in a variety of social media channels for young people potentially interested in q.beyond’s vocational train ing and workstudy programmes and who organise events such as the company run. One key focus of
66 2020 NonFinancial (Group) Report of q.beyond the work performed by “q.beyond youngsters” in volves supporting welfare projects for children and young people from disadvantaged families. Here, they also organise the collection of noncash dona tions to the “Arche e. V.” children’s project. Donations in kind for a good cause The rebranding of our company as “q.beyond” meant that we could no longer use our QSC advertising materials. However, our employees were pleased to accept numerous “QSC originals” and made gener ous donations in return. The proceeds went to “Off Road Kids”, an organisation which helps street chil dren across Germany. Numerous QSC teddy bears also found their way to two children’s hospitals at our two major locations in Cologne and Hamburg. Donating time for a good cause Taking our new “Expect the next” slogan as their motto, ten members of our team directly took part in the “Hamburg cleans up its act” campaign on 21 September 2020. One day ahead of our relaunch, they grabbed their tongs and donned their gloves to work in pairs and tidy the area around our location in Hamburg. Further participation in collective cam paigns of this kind is planned at and around our other company locations. As a mediumsized company, we have chosen not to compile catalogues of targets, concepts and action points and thus not to place any constraints on the creativity and commitment shown by our employees when it comes to addressing social concerns in their local environments. Donating cash from sporting achievements GRI SRS-201-1 In view of the coronavirus crisis, our staff devised a further idea for generating donations in 2020: “q.move”, a sports event aimed at supporting worthy causes. All involved could select their own sport and decide whether donations should be based on time or kilometres. What all activities had in common was that members of our team were on the move and recorded their achievements. One colleague, for ex ample, braved the sun, wind and rain to cycle north wards from her flat in Hamburg into SchleswigHol stein. She notched up 335 kilometres in four days and donated 20 cents to the campaign account for every kilometre cycled. Overall, “q.move” generated donations of Euro 5,656, which we donated to or ganisations at our three largest locations: “Arche” in CologneEhrenfeld, “Stiftung Mittagskinder” in Hamburg and “Aktion Lichtblicke” in Oberhausen. The measures and campaigns presented in “Corporate Citizenship” do not generate any direct economic value. They rather document our commit ment to social aspects. Chapter Economic value generated and distributed € 000s Employee wages and benefits Tax payments Payments to providers of capital Capital expenditure 1 Overall view for Group. 2020 1 77,995 406 3,725 5,582
Employees devise donation campaign: “q.move” – a sports event for a good cause.
68 q.beyond Nichtfinanzieller (Konzern)bericht 2020 68 2020 NonFinancial (Group) Report of q.beyond Information Security, Data Protection and Compliance The advance of digitalisation is accompanied by new threats, such as hacker attacks on sensitive data. Peo ple will only actually use new IT solutions if they have faith in the security of their personal data. We therefore see compliance with all legal requirements concerning data protection and data security as an absolute prerequisite for our sustainable business success. q.beyond’s location in itself shows the ab solute priority accorded to data protection. As a Ger man company, it is subject to European data protec tion requirements, which are probably the strictest in the world. Manifold measures to protect data Our Data Protection Policy sets out applicable regula tions for collecting, processing and using the personal data of natural persons. These particularly apply for the data of customers, shareholders and other third par ties, as well as of contractual and business partners, especially with regard to the statutory requirements of the General Data Protection Regulation (GDPR), the German Federal Data Protection Act (BDSG) and the German Telecommunications Act (TKG). The pro cessing of personal data in systems which enable the conduct or performance of company employees to be monitored or which record, store, process or use personal data of employees is governed by the “Frame Political Influence Within our business model, legislative processes relating to security, data security, personal rights and privacy are particularly relevant. Our company never theless does not exercise any direct political influence or make any political donations. For the same reason, we currently do not have any detailed sustainability concept, or accompanying risk assessment, for the ways in which we exercise political influence and do not plan to compile any such concept in future. Fur thermore, q.beyond is not registered in any lobbying lists. Our political activities are limited to our involve ment in sector associations. These include Bitkom (Germany’s digital association), the Cloud Ecosystem Community, the Germany Cybersecurity Council, the Germanspeaking SAP User Group (DSAG), the Inter national Association for SAP Partners, the Open In dustry 4.0 Alliance, the Trusted Cloud competence network and the Association of Telecommunications and ValueAdded Services Providers (VATM). GRI SRS-415-1 q.beyond does not make any political contributions (donations to political parties). We meet what are probably the world’s strictest data protection requirements.
Society We Contribute to Society 69 work Agreement for the Introduction and Operation of Information and Communications Systems”. A separate “IT and Data Protection” body, which also comprises members of the Works Council, regularly discusses topics relating to data protection. port provides extensive information about our risk management system and risk classification, and ex plains high risks and the measures taken to combat these. In the past financial year, these did not include any risks involving information security, data protec tion or compliance. ISO 27001 Our information security management system is audited and certified each year. All personal data is protected against the threat of unauthorised access. To this end, we have implemen ted technical, organisational and employeerelated measures which also ensure that personal data is protected against unauthorised access, unlawful processing or dissemination and against accidental loss, unintended amendment and destruction. These measures address the security of that data requiring protection both when it is processed electronically and also in paper form. They form part of an inte grated information security management system pursuant to ISO 27001 and are continually updated to account for the latest technical advances and organisational changes. Our information security management system is annually reviewed by an in dependent certifier. Risks involving information security, data protection and compliance are factored into our risk manage 2020 Annual Report, the risk re ment. Within the Group officer responsible for data protection The external data protection officer appointed by the Management Board monitors compliance with data protection requirements. The officer exercises his pow ers independently of instruction. He coordi nates cooperation and agreement processes for all key data protection matters and is supported by data protection coordinators at the group compa nies. Specialist departments are obliged to inform the data protec tion coordinators of any new pro cessing of personal data. The Group Data Protection Officer is involved at an early stage in the develop ment of new products and services to ensure that these conform to the principles of data protection law. This advance review enables virtually all com plex subsequent amendments to be avoided. Compliance with the Data Protection Policy and applicable data protection legislation is reviewed in regular data protection audits. Customers also perform regular audits to check compliance with the high standard of data protection at q.beyond. Furthermore, external data protection audits are conducted at regular intervals, for example by the German Federal Officer for Data Protection and Freedom of Information (BfDI).
70 2020 NonFinancial (Group) Report of q.beyond All employees receive basic training on the require ments of data protection law when they join the company and are required to take part in mandatory data protection training at least once a year. Fur thermore, employees are regularly informed about specific data protection topics relating to customer and employee data. All employees are also obliged to comply with the regulations governing data, tele communications and social data secrecy. Business success is built on integrity, ethics and personal responsibility Principle 5 of the German Corporate Governance Code calls on listed companies such as q.beyond AG to establish a compliance organisation. The recom mendation states that the Management should en sure that all provisions of law and internal policies are complied with and that it should endeavour to achieve their compliance by the company. The com pliance management system (CMS) at q.beyond is intended to detect any breaches of duty at an early stage, to evaluate these and enable appropriate measures to be taken in response and, by imple menting prophylactic measures, to avoid the materi alisation of breaches of duty, damages and liability. Based on the assessment of the Management and Supervisory Boards, the CMS in place at q.beyond AG currently satisfies all requirements of the Ger man Corporate Governance Code. Responsibility for the CMS is incumbent on the Management Board. The head of the internal audit and compliance department acts as the Compliance Officer and is responsible for structuring, further developing and implementing the CMS across the Group. He reports not only to the Management Board and management team but, following agreement with the Management Board, also regularly reports to the Supervisory Board and its Audit Committee. In the event of material compliance problems in which the Management Board is directly involved, the Compliance Officer is entitled and obliged to in form the Supervisory Board Chairman or the Audit Committee Chairman directly. The Compliance Of ficer liaises regularly with the heads of the legal, personnel and IT security departments. All company employees are obliged to uphold ethical business practices. q.beyond strictly ensures that all its employees and corporate bodies always comply with applicable laws and the company’s own inter nal guidelines and codes of conduct. Compliance defines the conduct shown by all employees towards customers, other employees and colleagues, inves tors, executives and the social environment in which q.beyond operates. The company prohibits all actions, whenever and wherever they may occur, which breach applicable laws or its own internal guidelines and codes of conduct. This approach naturally also in cludes measures taken to combat bribery and corrup tion. As compliance aims to prevent any unlawful or inappropriate business decisions, suitable conside rations are integrated into the relevant business processes in advance. This reduces the company’s liability risks and enhances its standing as a reliable partner, particularly with small and mediumsized customers. As well as fostering a culture of compliance and pro moting communications appropriate to the respective addressees, the Compliance Officer is also responsi ble for regularly reviewing the effectiveness of the CMS, monitoring compliance targets and continually improving the CMS. After all, the CMS is a manage ment system that has to be permanently adapted in line with changes in the legal, social and economic framework. The alignment of the system is therefore regularly checked by q.beyond’s management and its Supervisory Board, with adjustments being made where necessary. In the 2020 financial year, for ex ample, the Code of Conduct was extended to include those aspects of economic, ecological and social sustainability that are of material importance to our company.
Society We Contribute to Society 71 The risks which could prevent the company from achieving its compliance targets are identified and assessed at least once a year. This risk inventory also assists the company in prioritising suitable measures intended to prevent unlawful actions. The compliance programme includes requirements and recommended actions in the form of policies, work instructions and process descriptions that are applic able either on a uniform basis throughout the company or to specific business units and depart “Code of Conduct” provides a superor ments. The dinate summary of all compliance principles, rules of conduct and guidelines for business activities. The Compliance Officer regularly provides informa tion on the intranet about relevant topics and ex plains reporting duties and the channels to be used to report compliancerelated matters. If necessary, separate information mails are also sent to all em ployees. These communications are backed up by a training programme which raises awareness for the topic among all of the company’s employees. In accordance with the recommendations made in the German Corporate Governance Code, q.beyond has implemented an electronic whistleblowing sys tem. This way, our company enables all external par ties, as well as its own employees, to provide tipoffs of any suspected unlawful conduct. Confidentiality is guaranteed and tipoffs may also be submitted anonymously. Specially trained individuals who are obliged to maintain confidentiality thoroughly inves tigate every tipoff received that is legitimate and sufficiently specific. GRI SRS-205-1 q.beyond only has locations in Germany and Latvia. These are regularly monitored to identify cases of corruption and breaches of compliance requirements. GRI SRS-205-3 There were no indications of any material breaches of compliance in 2020. Zero tolerance for infringements GRI SRS-419-1 No fines or nonmonetary sanctions were imposed due to noncompliance with laws and / or regulations in the past financial year. Despite all preventative measures, the possibility of legal infringements and severe breaches of duty aris ing at the company cannot be excluded completely. All infringements detected must be reported by the manager of the employee in question and the head of department, generally to the head of personnel, as well as to the head of the respective business unit in the case of severe infringements. Material compli ancerelated infringements are additionally reported to the Compliance Officer, who is also kept regularly informed, for example, about the scope of and reason for any disciplinary measures taken by the personnel department in this regard. No fines or nonmonetary sanctions were imposed due to noncompliance with laws and / or regulations in the past financial year.
72 2020 Non-Financial (Group) Report of q.beyond GRI Contents Process management GRI SRS-102-16 Values, principles, standards and norms of behaviour at the organisation ........................................... 20 GRI SRS-102-35 Remuneration policies ................................................................................................................................ 25 GRI SRS-102-38 Annual total remuneration ratio................................................................................................................. 25 GRI SRS-102-44 Key topics and concerns raised .................................................................................................................. 28 G4-FS11 Screening of financial assets ...................................................................................................................... 33 Environment GRI SRS-301-1 Materials used by weight or volume.......................................................................................................... 37 GRI SRS-302-1 Energy consumption within the organisation ........................................................................................... 37 GRI SRS-303-3 Water withdrawal ....................................................................................................................................... 38 GRI SRS-306-2 Waste by type and disposal method ......................................................................................................... 38 GRI SRS-302-4 Reduction of energy consumption ............................................................................................................ 39 GRI SRS-305-5 Reduction of GHG emissions ..................................................................................................................... 43 GRI SRS-305-1 Direct (Scope 1) GHG emissions ................................................................................................................. 44 GRI SRS-305-2 Energy indirect (Scope 2) GHG emissions ................................................................................................. 45 GRI SRS-305-3 Other indirect (Scope 3) GHG emissions ................................................................................................... 45 Employees GRI SRS-405-1 Diversity of governance bodies and employees ....................................................................................... 52 GRI SRS-406-1 Incidents of discrimination and corrective actions taken ........................................................................ 55 GRI SRS-404-1 Average hours of training per year per employee ..................................................................................... 59 GRI SRS-403-4 Worker participation in occupational health and safety .......................................................................... 61 GRI SRS-403-9 Workrelated injuries .................................................................................................................................. 61 GRI SRS-403-10 Workrelated ill health ................................................................................................................................ 61 Human rights GRI SRS-412-3 Investment agreements that underwent human rights screening ......................................................... 64 GRI SRS-412-1 Human rights reviews of locations ............................................................................................................ 64 GRI SRS-414-1 New suppliers that were screened using social criteria ........................................................................... 64 GRI SRS-414-2 Social impacts in the supply chain ............................................................................................................. 64 Society GRI SRS-201-1 Direct economic value generated and distributed.................................................................................... 66 GRI SRS-415-1 Political contributions ................................................................................................................................. 68 GRI SRS-205-1 Operations assessed for risks related to corruption................................................................................. 71 GRI SRS-205-3 Confirmed incidents of corruption and actions taken .............................................................................. 71 GRI SRS-419-1 Noncompliance with laws and regulations ............................................................................................. 71
73 Contact q.beyond AG Martina Altheim Head of Corporate Social Responsibility MathiasBrüggenStraße 55 50829 Cologne, Germany T +49 221 6698202 firstname.lastname@example.org www.qbeyond.de blog.qbeyond.de Editorial responsibility q.beyond AG, Cologne Design sitzgruppe, Düsseldorf Photography Jan Northoff, Hamburg (p. 2) Staff photos (p. 67) printed with kind permission from those portrayed. This translation is provided as a convenience only. Please note that the Germanlanguage original of this Sustainability Report is definitive.