60
Our Company in the Community Sustainability Report 2013
Our Company in the Community
Sustainability Report 2013
The Group at a glance
Group key figures 2010 – 2013
IFRS in EUR million 2010 2011 2012(adjusted)
2013(adjusted)
Change2012/2013
Total Group revenues 1,304.0 1,371.8 1,431.2 1,504.2 5.1 %
of which Germany 339.1 370.3 374.0 410.4 9.7 %
International 964.9 1,001.5 1,057.2 1,093.8 3.5 %
of which Construction 615.4 606.6 650.6 731.3 12.4 %
Equipment 581.7 636.5 589.1 628.7 6.7 %
Resources 177.7 211.5 262.8 199.2 -24.2 %
Sales revenues 1,131.7 1,219.6 1,339.8 1,402.2 4.7 %
Cost of materials 627.0 672.8 686.8 755.9 10.1 %
Staff costs 282.5 298.8 325.0 342.8 5.5 %
EBIT 88.4 82.3 72.0 30.1 -58.2 %
Net profit or loss 39.8 34.1 25.8 -19.4 n/a
Employees (on average over the year) 9,094 9,646 10,253 10,264 0.1 %
of which Germany 4,036 4,065 4,090 4,144 1.3 %
International 5,058 5,581 6,163 6,120 -0.7 %
Balance Sheet of the BAUER Group
ASSETS in EUR '000 31.12.2012 31.12.2013
NON-CURRENT ASSETS
Intangible assets 34,567 35,388
Property, plant and equipment and
investment property 465,316 459,537
Investments accounted for using
the equity method 13,133 12,651
Participations 3,638 3,613
Deferred tax assets 20,231 26,299
Receivables from concession arrangements 40,770 36,762
Other non-current assets 8,597 7,564
Other non-current financial assets 6,846 5,420
593,098 587,234
CURRENT ASSETS
Inventories 429,794 419,352
Receivables and other assets 448,836 517,978
Effective income tax refund claims 4,514 3,437
Cash and cash equivalents 45,232 57,217
928,376 997,984
1,521,474 1,585,218
EQUITY AND LIABILITIES in EUR '000 31.12.2012 31.12.2013
SHAREHOLDERS' EQUITY
Equity of BAUER AG shareholders 449,677 396,602
Minority interests 33,398 22,809
483,075 419,411
NON-CURRENT LIABILITIES
Defined benefit plans 51,859 81,637
Financial liabilities 465,085 279,437
Other liabilities 8,674 6,483
Deferred tax liabilities 19,397 14,788
545,015 382,345
CURRENT LIABILITIES
Financial liabilities 190,542 449,876
Other liabilities 281,257 307,203
Effective income tax obligations 4,808 9,606
Provisions 16,777 16,777
493,384 783,462
1,521,474 1,585,218
Sustainability Report 2013
2 Machinery plants
4 Milestones of Sustainability
6 Foreword
8 Company
9 The BAUER Group
11 Management and Responsibility
15 Quality
17 Goals
18 Projects
19 Our Segments
24 Goals
26 Stakeholders
27 Interaction with our Stakeholders
33 Goals
34 Employees
35 The key to our success
36 Trainees and students
38 Training at Bauer
40 Training and development
41 Work-Life Balance
43 Goals
44 Environment
45 Environmental management
46 Production Figures
49 Goals
52 About this Report
54 GRI Index
2
Machinery Plants
Employees Plant Countries with registered subsidiaries and facilities
Shown locations of the Equipment segment for which environmental data is collected
USA
BAUERManufacturing
78
Conroe
80
Conroe
3MACHINERY PLANTS
1,433
Schrobenhausen
289
Aresing
330
Edelshausen
SCHROBENHAUSEN LOCATION
FAR EAST
GERMANY
Shanghai BAUERTechnologies
BAUER Equipment Malaysia
89
Kuala Lumpur
77
Shanghai
BAUER TianjinTechnologies
203
Tianjin
231
Drolshagen
43
Drolshagen
82
Immenstadt
83
Peine
808
Nordhausen
122
Olbersdorf
4
Milestones of Sustainability
1980 – 1994 1995 – 2005
1980- Establishment of the Safety and Environmental
Protection department
1987- Establishment of the Leisure, Sports and Cultural
Committee
1988- Creation of an integrated management system
covering quality, environmental protection, health
and safety
1990- BAUER and MOURIK Umwelttechnik GmbH is the first
company specializing in environmental technology
1991- Production of the first Social Report
- Contribution to developing occupational profiles
1995- Production of the first corporate eco-statement
- First audit by an eco-auditor
1996- First registration as an EMAS-certified company operating
an environmental management system
- Sign-up to the Bavarian Eco-Pact
- Founding member of the Association of Ethical Manage-
ment in the Construction Industry
1997- First certification of ethics management
2004- Establishment of the BAUER Foundation
2005- Founding of BAUER Umwelt GmbH as a holding company
for the Group's environmental businesses
- Foundation works on what will be the tallest buildings in
the world and in Europe
- Winning of the Bauma Innovation Award for an undersea
drilling process
- KLEMM Bohrtechnik GmbH celebrates its 50th anniversary
2013
5MILESTONES OF SUSTAINABILITY
2006 – 2009 2010 – 2012
2006- First employee satisfaction survey
2007- Establishment of the Resources segment with a focus
on water, environment, energy and mineral resources
- Creation of a corporate-wide master guideline for
management approaches aimed at a sustainable
business culture
- First external management system certification in the
area of occupational safety
2009- BAUER Group publishes its first Sustainability Report
- Opening of new head office administration building in
Schrobenhausen and of Edelshausen plant; inaugu-
ration of machinery manufacturing plant in Conroe,
Texas, USA
- When establishing new facilities, or extending existing
facilities, we thoroughly investigate all possibilities for
using renewable energy and saving energy
2010- 20 years of environmental technology in the BAUER Group
- Completion of the BAUER Group's first large-scale reed-bed
treatment plant in the Sultanate of Oman
- Opening of the BAUER Ausbildung Center
- Opening of the training circuit at the Aresing plant and
licensing of the BAUER Training Center GmbH as the first
institution in Germany accredited to conduct drilling rig and
pile-driver operator's permit testing
2011- Development and production of the Bauer Seabed Drill
(BSD 3000)
- First mono-pile foundation for a tidal turbine
- First-time offering of a dual study course in mechanical
engineering and information technology
2012- Celebration of the 40th anniversary of its employee
suggestion system
- Leisure, Sports and Culture committee celebrates its
25th anniversary
- Opening of the first soil treatment center in Austria
6
Ladies and gentlemen,Dear employees, partners and friends of our company,
You hold in your hands the sixth Sustainability Report of the BAUER Group. It has become a rewarding tradition to bring
you news each year about activities, initiatives and projects that go beyond our normal daily operations. At the core of these
activities lie people – our staff, partners, and friends, our customers and the many others who come into contact with BAUER
on a daily basis.
Last year, we gave our Sustainability Report a new title: “Our Company in the Community”. I've often been bothered by calling
it simply a “Sustainability Report” – I believe that says too little. The term “sustainability” has also become so overused in today's
society that it's starting to lose meaning. Everything and everyone either wants to or must be sustainable today. In many
industries, public pressure also plays an enormous role.
With the new title, we have tried to express what for us, as for me personally, is most important: namely, how our company
should present itself and act in society – as part of the community, as a place of employment and social interaction for the
many people who work for us, as a reliable partner for our customers and as a promoter of volunteerism and initiatives. I hope
that, with this new title, we will be able to express our basic principles a little bit better.
Without a doubt, financial success plays key role for our company and its position in society. When I look back at the last year,
I see that we were not successful in meeting this goal. For the first time in 14 years we had to report a loss. This was caused
by numerous problems and adversities in our well construction project in Jordan in our Resources segment, which resulted in
a major loss. We were also forced to deal with weak mining markets and a low demand for well construction materials. In the
Construction segment, we experienced delays with some of our large contracts, which led to a loss in our dam project in the
US. Despite higher sales, the Equipment segment fell short of its net earnings compared to the previous year. Even with total
Group revenues of EUR 1.5 billion, we ended the year with a EUR 19.4 million loss on the books.
Of course, I am not happy with these results. Many of our recent problems and setbacks can certainly be attributed to
extraordinary items or special projects. Additionally, the widespread political unrest in many parts of the world, especially in
hot spots in the Middle East, such as Egypt, Syria, Libya and Iraq. There is also the current crisis in Ukraine. With the world in
such turmoil, as an international company we have to struggle with a great deal of volatility and unsteadiness.
We don't want to be content with the current situation. That's why, over the last several years, we have begun tackling many
new issues and made enormous efforts to better ourselves. We continue to work on improving the quality and efficiency of
our existing equipment series. By expanding our service network, we are able to provide excellent service quality and spare
parts supply to our customers worldwide. With our underwater drilling systems and related processes, we are optimally
equipped to act once the market revives. We continue to work on making our deep drilling rigs more automated and safer.
We haven't gotten as far in this area as we would like, but we have gained very important opportunities.
Foreword
With this Sustainability Report, our goal is to illustrate the role of “Our Company in the Community” over the last year.
We show you how intensively we have interacted with our stakeholders, such as our customers at the Bauma 2013 in
Munich. We also reveal what we are doing for the region – be it through donations or by pushing or participating in initiatives
and projects.
At the center of everything, of course, lies our staff, to whom we offer a wide variety of development options, which we are
also constantly expanding. One example is our growing number of international training programs. This year, we made training
at Bauer the focus of our efforts. We'll show you the many options we offer in a wide variety of disciplines, how we're helping
secondary schoolers choose a career and what projects our trainees are working on.
Finally, we'll give you a look at some exciting projects from our three segments. In a separate section, we'll introduce some
interesting Construction and Resources projects and report on our current research and development focus efforts.
I hope you enjoy our Sustainability Report. Most importantly, I hope it gives you thorough and informative insight into our
activities and that you have fun reading it. Personally, I find an explanation of the numerous efforts by politicians and some
organizations to regulate and standardize sustainability reporting and make it mandatory completely unnecessary. That would
make the report just unreadable and boring. And that's the last thing I want this report to be!
Sincerely,
Thomas Bauer
FOREWORD 7
Schrobenhausen plant, Germany
FT_Bold
FT
9COMPANY
CompanyTHE BAUER GROUP
FROM THEN TO NOW
It was 1790 when Sebastian Bauer, a native of Deggendorf,
acquired a coppersmith's shop in the town of Schrobenhausen,
thus marking the beginning of the long history of this global
concern. At the start of the 19th century, the company became
increasingly involved in well-drilling – at first in Schrobenhausen,
but soon throughout Bavaria. The arrival of Dr. Karlheinz Bauer
marked the company's first step into specialized foundation
engineering. Notable achievements included the development
of an injection anchor on the construction site of the Bavarian
public radio headquarters in Munich in 1958. It began manufac-
turing machinery in the 1970s, spurred by the lack of suitable
equipment for foundation engineering in the market.
With Professor Thomas Bauer the seventh generation of the
family joined the firm in 1982. After taking over as managing
director in 1986, he began to push the company toward
greater and greater internationalization. New subsidiaries
were added to the group and a new environmental technol-
ogy business was launched, which today forms part of the
Resources segment. In 2013, the BAUER Group, with over
110 subsidiaries, generated total revenues of EUR 1.5 billion.
Under the guidance of BAUER AG, the holding company and
provider of IT, human resources, financing and HSE services
for the group, the subsidiaries operate in three different seg-
ments: Construction, Equipment and Resources.
CONSTRUCTION
BAUER Spezialtiefbau GmbH is the core company of the
Group, with over 50 subsidiaries around the world today.
The Construction segment performs all of the customary
processes of foundation engineering. These include creating
complex excavation pits, foundations for large infrastructure
projects and buildings, cut-off walls and ground improvements.
The segment is composed of regional networks that allow it
to serve customers across national borders.
Another important company in the segment is SCHACHTBAU
NORDHAUSEN GmbH, with subsidiaries that operate in the
fields of construction, mining, mechanical and structural steel
engineering and environmental technology. SPESA Spezial-
bau und Sanierung GmbH is a specialized construction firm
for historic preservation, technical building renovation and
concrete restoration.
EQUIPMENT
The Equipment segment develops and produces equipment,
tools and machines for foundation engineering and other
underground drilling operations, such as mines, wells, geo-
thermal energy, oil and gas. In addition to rotary drilling rigs,
trench cutters and deep drilling rigs, the subsidiaries of this
segment also manufacture anchor drilling rigs, pile driving
rigs, mixing equipment, diesel hammers and well drilling rigs.
Dr. Karlheinz Bauer shaped the development of specialist foun-dation engineering with the invention of injection anchoring. In 1958 the first anchors were applied at the construction site for the Bayerischer Rundfunk (Bavarian Broadcasting).
Breakdown of 2013 total Group revenues by region
in EUR million
Germany
410 (27 %)
Africa
58 (4 %)
America
186 (12 %)
Asia-Pacific,
Far East & Australia
364 (25 %)
Middle East & Central Asia
163 (11 %)
Europe (other)
155 (10 %)
EU excl.
Germany
168 (11 %)
The Equipment segment has a worldwide sales network,
three plants at headquarters (Schrobenhausen, Aresing and
Edelshausen) as well as other production sites in Germany
and other countries such as China, Russia and the US.
RESOURCES
The Resources segment is focused on products and services
in the area of water, energy, mineral resources and environ-
mental technology. It grew out of existing businesses in the
long-established Construction and Equipment segments.
BAUER Resources GmbH is the holding company for the
segment, which combines three different competence areas:
Materials, Exploration and Mining Services and Environment.
In 2013 SCHACHTBAU NORDHAUSEN GmbH took over excavation of main adit 1 for the purposes of locating and exploring the Lerchenberg-Caaschwitz dolomite deposits in Thuringia. This work involved drifting a 665-meter tunnel with supports and several turning niches and a 25-meter crosscut.
Construction Equipment Resources
11COMPANY
MANAGEMENT AND RESPONSIBILITY
LEADERSHIP AND CONTROL
The Group Management of BAUER AG represents the highest
level of leadership within the BAUER Group. The Supervisory
Board acts as a controlling entity. Below that are the holding
companies for each segment: BAUER Spezialtiefbau GmbH,
BAUER Maschinen GmbH and BAUER Resources GmbH.
SCHACHTBAU NORDHAUSEN GmbH, which offers services
in all three segments, and SPESA Spezialbau und Sanierung
GmbH, which operates in Construction, are hierarchically at
the same level. The Managing Directors and Board members
are responsible for managing the individual subgroups and
their respective subsidiaries.
An important feature of the organizational structure of the
BAUER Group is self-management. Local managing directors
of subsidiaries in each segment are directly responsible for
their own companies. This gives them the chance to identify
and pursue opportunities in their individual countries and
markets.
GUIDELINES AND MANAGEMENT PRINCIPLES
Our Corporate Management Guidelines are designed to
familiarize the staff with the principles and goals behind our
actions. At the core of these guidelines lies our philosophy
of meeting the needs of our customers and partners to
the highest degree possible through our competence and
services.
The BAUER management principles are intended to help
our staff work together on a daily basis. In our view, good
management is not just about leadership skills but also about
setting suitable goals for our staff and promoting teamwork.
It is also important to foster a positive attitude in our employ-
ees and encourage them to take pride and joy in their work.
This will ultimately ensure the success of our company.
CORPORATE GOVERNANCE
The BAUER Group adheres to both national and international
standards and principles for proper, responsible corporate
management. We take into account the recommendations
of the German Corporate Governance Codex and align our
businesses with the principles of decency and fairness.
BAUER Spezialtiefbau GmbH pioneered and co-founded
the Association of Ethical Management in the Construc-
tion Industry, thus making a major contribution to the
development of ethical and values-based management in
the construction industry today. BAUER Umwelt GmbH,
BAUER Water GmbH, and since 2013 SCHACHTBAU
NORDHAUSEN GmbH and SCHACHTBAU NORDHAU-
SEN Bau GmbH, are audited members of the Association.
Today, ethics management is an integral part of the Group's
Management Guidelines and applies to all companies within
the Group.
All new hires in Germany receive a copy of our values
program. Regular training reinforces the importance of the
related issues. Our employees and companies outside of
Germany are required to meet the ethical values and stan-
dards applicable in their countries. Actively corrupt behavior
or passive corruption is not tolerated in the BAUER Group.
We expect all our employees to act ethically and in ac-
cordance with the principles of honesty and fairness. The
Code of Conduct of the BAUER Group can be viewed online.
Our staff is our greatest asset. We respect human rights and
work to protect them. We prohibit child and forced labor in
all of our global operations. Our management staff, board
members and Managing Directors pay regular visits to our
subsidiaries abroad to discuss and educate the staff on
these issues. In accordance with our values, we also reject
any kind of discrimination, be it gender, religion, age, ethnicity
or sexual orientation.
BAUER'S TRIPLE A
The BAUER Group has combined its most important action
areas under the maxim “BAUER's Triple A.”
HealthSafety
Environment
Performance
12 COMPANY
The slogan is based on the highest grade given by rating
agencies when evaluating the strength of a company. It is
used to reflect the areas of utmost concern with the Group.
The first of these is Health, Safety & Environment, which has
grown significantly in recent years through various measures
and continues to be expanded. The second area is Quality
and Ethics. We want offer our customers the highest quality
possible and treat our interest groups with fairness. The
third A stands for performance thus the company's financial
success. The goal is to earn the highest grades – all A's – in
each area.
SUSTAINABILITY
The actions areas defined under BAUER's Triple A also
represent the core aspects of sustainability management.
The Group Management Board and the Managing Directors
of the holding companies have the main responsibility for the
long-term development of the company as well as its direc-
tion with regard to quality, safety, health and environmental
protection. These topics are also discussed during monthly
group meetings.
At the meeting of the Corporate Social Responsibility (CSR)
committee, the Executive Board and representatives of
Human Resources, HSE, Training and Investor Relations
departments of BAUER AG come together once a year to
discuss current developments and define actions and goals.
The annually published Sustainability Report, which since
2011 meets the requirements of the Global Reporting Initia-
tive (GRI), provides in-depth information about these actions
and goals.
Reporting Basis and Limits
The annual Sustainability Report is based on data from a
wide variety of departments. This means that the limits of the
report and scope of the data may vary widely depending on
the subject. For this reason, in each section of the Report,
we indicate which companies or how many employees the
data covers and how it should be interpreted.
The “Company” section provides financial indicators
compiled at the time the balance sheet and income state-
ment were created. They cover the entire BAUER Group.
The occupational accident analysis and the list of external
certifications of our management systems also comprise the
BAUER Group.
For more information on the reporting basis and limits, see
the “About this Report” section.
RISK AND OPPORTUNITY MANAGEMENT
As part of our business activities, we are exposed to risks
inherent to our operations. Running a business requires
taking risks. True risks result from unforeseeable events that
can bring both hazards and opportunities along with them.
Therefore, at Bauer, risk management means not just reduc-
ing the hazards but also knowing how to take advantage of
the opportunities.
The purpose of risk management is to protect our business
objectives, increase the value of our company and reduce
the costs of risk. Risk management involves identifying,
analyzing, evaluation and monitoring existing and anticipated
risks along the entire value chain and devising actions to
deal with them. We manage risks from a rather risk-averse
standpoint, in which we would rather protect ourselves
against impending risks than go after short-term profit-making
opportunities. As a general rule, we do not take risks that
threaten the existence of the company.
The BAUER Group is also particularly concerned about
the consequences of climate change. Potential risks that
could affect the company include, for instance, government
Built in 1984, the Werksanlage West in Schrobenhausen is in operation today mainly for the reparation of equipment and as a shipping warehouse.
13COMPANY
regulations, such as the tightening of emission values for
construction equipment. The physical risks to our employees
and machines, production facilities and possible downtimes
through changes in weather conditions are also assessed.
Risks are regularly evaluated as part of the risk process and
currently categorized as low.
We see particularly good potential for our products through
faster emission reduction or through our Resources segment,
which provides services related to water and other natural
resources. In the Construction segment, the demand for
services aimed at safeguarding against the effects of climate
change, such as dam remediation, could increase. From
today's perspective, the opportunities outweigh the risks.
For detailed information, see the “Risk and Opportunities”
section of our 2013 Annual Report.
HSE MANAGEMENT
In 2011, we introduced global standards in the area of
Health, Safety & Environment (HSE), thus creating a uniform
HSE management system for all companies of the BAUER
Group. By constantly reviewing our performance and com-
paring it against our set goals and parameters, we seek to
continuously improve our HSE system and thus consistently
minimize our accident and damage rates. The managerial
staff is primarily responsible for compliance and execution
of the guidelines.
Regular audits are conducted within the Group
to ensure the HSE system is being implement-
ed. Shanghai BAUER Technologies Co. Ltd.,
received the best audit results in the entire
BAUER Maschinen Group for outstanding
HSE management.
We take great care to educate our staff on the topic of
workplace safety. That's why we conduct regular training on
HSE. In 2014, we are developing an IT-based HSE training
program geared to the entire operational staff of our com-
pany. The program will be available in German and English.
One of our focuses this year is on hand injuries, which are
among the most common types of workplace accidents. We
want all our training programs to be highly practice based.
A good example of this is our specialized training on fall
prevention, which includes practical hands-on instruction.
Weekly safety meetings are held at our construction sites and
all our production facilities. This ensures a better understand-
ing and greater acceptance of safety guidelines among our
staff. In addition, we regularly cover a wide range of HSE-
related topics in a separate section of our staff magazine
BAUERnews.
In 2013, PRAKLA Bohrtechnik GmbH introduced special
safety boots for its visitors. These boots can be easily put
on over the visitors' street shoes and ensure optimal safety
inside the plant for visitor groups. At our Schroben hausen
location, safety clothing for visitors has been available
since 2012.
Our top priority is protecting the health of our employees who
work in political crisis areas. To guarantee this, we developed
an IT-based early warning system to inform local staff of the
latest political and economic developments. This allows safety
measures to be taken quickly if necessary. For medical emer-
gencies abroad, we have set up a company-wide emergency
telephone number. It is available to all company employees
around the clock.
The number of reportable workplace accidents per million
working hours at headquarters has fallen compared to
SAFETY AWARDS
In 2013, BAUER Foundations Australia Pty Ltd. won
the SafeWork award, earning its place among the top
three companies in the state of New South Wales in
HSE. Each year, the SafeWork award honors companies
and individuals who have made positive changes in the
areas of workplace safety and health. Our subsidiary
BAUER Foundations Canada Inc., as a new member of
the Association of Drilled Shaft Contractors, took part in
the ADSC safety competition for the first time in 2013,
taking home a Safety Award in its first-ever appearance
at the event. Each year, the organization recognizes
member companies whose health and safety programs
have led to extraordinary performance both on the con-
struction site as well as inside the factory premises.
Reg
to
ed
re
B
14 COMPANY
previous years. In the last Sustainability Report, the figure
given for 2012 was too low due to a data collection error;
it has been corrected in this report. Since 2012, we have
been publishing corporate-wide accident statistics that cover
nearly every company in the Group. We use the Lost Time
Incident Frequency Rate (LTIF), a highly useful international
benchmark that indicates the number of workplace or field
accidents that result in more than one missed day per million
working hours, as the basis for our statistics. We have seen a
downward trend in this benchmark as well.
Regular reviews and audits confirm the consistent implemen-
tation of our safety standards. Through certifications such
as OHRIS, OHSAS, AMS-Bau and SCC, we ensure that our
safety policies meet the requirements of the International
Labour Organization (ILO). We are working on obtaining
certification for other companies in the Group.
EMPLOYEES AT OUR INTERNATIONAL CONSTRUCTION SITES
At Bauer, educating our construction site staff on
HSE-related issues is of prime importance. In addition
to the mentioned HSE briefings, in which we inform our
staff of dangers and risks as well as safety measures
on the construction site in the local language, providing
optimal medical care on site is also a top priority. Our
pay is typically above the standard for the construction
industry and we of course follow all of the labor laws of
the countries in which we operate.
In addition, it is important that our onsite employees
feel comfortable in the host country. To make sure our
employees are as well-prepared as possible for their
construction site assignments abroad, we inform them
of the cultural and political peculiarities of the country
prior to departure. Accommodations also play a key role.
For this reason, we often provide group housing in the
vicinity of the construction site. We also make sure these
accommodations have the proper sanitary, cooking and
recreational facilities for rest and relaxation. The housing
also includes water and electricity connections as well as
heating and air conditioning and is cleaned regularly.
40.05
50
40
30
20
10
0
* LTIFR: Lost Time Incident Frequency Rate = work-related accidents
or commuting accidents 1 lost day per million hours worked
** Notifiable workplace accidents (excl. commuting accidents)
per million hours worked
*** Source: DGUV according to BG Bau
2010 2011 2012
BAUER Group * Core companies ** German Construction
Industry **/***
Work-related accidents
24.86
41.59
29.84
13.17
37.16
2013
10.18
21.95
36.98
24.36
15COMPANY
GUIDELINES AND ORGANIZATION
Quality is the basis for the worldwide success of the BAUER
Group and is thus one of the fundamental aspects of the
senior management. We must do everything in our power to
maintain and, where possible, further develop our custom-
ers' trust in our companies and the quality of our products,
services and equipment, earned over many years. We work
hard to understand the needs and expectations of our
customers so we can then meet them quickly, reliably and
cost-effectively. Ethics, health and safety, environmental
friendliness, efficiency and sustainability are all very impor-
tant factors in meeting these needs.
Our quality management system is based on ISO 9001 as
well other applicable government and industry standards.
We conduct regular audits and benchmark reviews to make
sure we are meeting our planned quality goals. The findings
from these audits and reviews are incorporated into our
regular training programs. We motivate our staff by demon-
strating our own commitment to quality, setting challenging
goals for them, giving them adequate responsibility and rec-
ognizing good performance. Active cooperation is essential
to meeting our goals in a timely manner.
CONSTRUCTION SEGMENT
Goals
We firmly believe that mistakes and deviations in the
manufacture of our products and provision of our services
are generally avoidable. Through our quality management
system as part of a continuous improvement process, we
work constantly on improving the quality of our products
and services based on the zero error principle. By reducing
errors, we can conserve our resources, thus improving our
sustainability.
Project-Specific Quality Report
In order to make continuous improvements at its construc-
tion sites, BAUER Spezialtiefbau GmbH has introduced a
project-specific Quality Report. This report is drafted either
during or at the end of the project by the project manage-
ment team and evaluated jointly by the department head
and the quality management team. Issues that have led
to deviations or problems or which have had a particularly
positive effect on the project are analyzed in detail to deter-
mine potential improvement areas in our processes and to
implement corrections where needed.
Innovation
Sustainability, quality and efficiency cannot be maintained
without innovation. In recent years, BAUER Spezialtiefbau
GmbH has strung together an “innovation package” that
is filled with ideas submitted by the staff via a suggestion
system. In implementing these suggestions, improvements
both small and large are made at all levels and in all pro-
cesses. We also use these ideas to develop patents, which
secure our competitive advantage while serving as input for
research and development in construction processes and
products. All ideas are evaluated for safety, quality, efficien-
cy and other aspects to ensure the integrity of the system.
As a result, the quality of the suggestions submitted has
greatly increased.
QUALITY
* The calculations took into account all companies in the Group with more than 50 employees. Management systems for smaller companies do not always make
sense due to the kinds of work they do. The number of employees taken into consideration is equal to 89 % of the total workforce.
Employees * Coverage according to employees *
Quality management Environmental Management Health and safety management
Germany 3,903 100 % 76 % 76 %
Europe (other) 270 80 % 80 % 80 %
Middle East & Centra Asia 1,468 60 % 37 % 37 %
Far East & Australia 2,132 55 % 30 % 53 %
America 519 39 % 40 % 24 %
Africa 874 82 % 0 % 82 %
Total 9,166 77 % 50 % 62 %
External certification of our management systems as per 31.12.2013
16 COMPANY
EQUIPMENT SEGMENT
Idea Management
Bauer has had a traditional staff suggestion system in place
for decades. Recently, the Continuous Improvement Process
(CIP) has also been a source of new ideas. BAUER Maschinen
GmbH is working on combining these two resources with
the goal of creating a comprehensive idea management
system. One of the first steps in the reorganization is to es-
tablish a new workflow for managing ideas from contributor
to beneficiary.
Process Landscape
For many years, BAUER Maschinen GmbH has maintained
an electronic corporate management manual that contains
documentation on its certified management systems. These
management systems (for example, ISO 9001) have become
increasingly process-oriented. Over the last several years,
our company has experienced enormous growth, making
these processes even more complex.
BAUER Maschinen GmbH has thus begun to model the
most important processes using a process management
tool. Through visualization, employees are better able to un-
derstand these processes and their interactions. By linking
these processes with instructions, lists and other important
documents in the corporate management manual, we can
make our staff's job easier. The Bauer Process Portal is
available to all staff via the company's intranet.
Processes must be clearly defined in order to be properly
evaluated. This allows projects to be managed in accordance
with the principles of the Plan-Do-Check-Act process.
Certifications
With the expiration of DIN 18800 on the welding of structural
steelwork, BAUER Maschinen GmbH obtained EN 1090
certification and has since received Certification of Factory
Production Control for load-bearing building components
and welding and corrosion prevention assemblies. This cer-
tificate allows BAUER Maschinen GmbH to conduct welding
and anti-corrosion work up to execution class EXC 3.
BAUER Deep Drilling GmbH began the certification process
for the API (American Petroleum Institute) in 2013. Final cer-
tification should be granted no later than in 2015. Two other
Group companies, PRAKLA Bohrtechnik GmbH und BAUER
Manufacturing Inc., have already obtained this certification,
which should be an advantage.
RESOURCES SEGMENT
Management Systems
The Resources segment, founded in 2007, is continuously
expanding its management systems for quality and environ-
mental and workplace safety at its subsidiaries. In 2013, for
the first time, hydesco24 GmbH got ISO 9001 certification
and BAUER Resources Romania S.R.L. earned the certifica-
tions ISO 9001, ISO 14001 and OHSAS 18001. Additional
certifications are in progress in 2014. More than half the
worldwide subsidiaries of this segment now have certified
management systems. In the companies with existing man-
agement systems, monitoring or recertification audits were
successfully conducted.
Occupational Safety
In addition, since 2013, BAUER AG has been conducting
standardized occupational safety audits in all its subsidiaries
in collaboration with the HSE department. These audits are
based on the OHSAS 18001 criteria and Bauer's own stan-
dards and help ensure a high level of workplace safety in
all subsidiaries. Our subsidiary in Oman, BAUER Nimr LLC,
has earned top marks for safety, with over 3 million working
hours completed with no missed time due to accidents.
Communication
The integration of subsidiaries into the existing IT landscape
continues. As a result, more and more employees are able
to access our central information systems. Our corporate
management manuals and other quality, safety and environ-
ment protection related documents can be stored electroni-
cally in a modern, standardized database.
In order to reach all employees, major aspects of the man-
agement systems are summarized in a newsletter which is
sent to all employees in the segment worldwide. In addition,
findings obtained from assessing accidents and hazardous
situations are also distributed to the staff in the form of
“Lessons Learned.”
17COMPANY
Status of Sustainability Goals in the Company:
Goals Situation StatusImple men-
tation
Ensure widespread use of
management systems
Implement and obtain certification for management systems such
as HSE in other Group companies.ongoing
Improve CSR reportingThe goal is to improve data quality and expand reports to other
companies in the Group.ongoing
Status of Sustainability Goals in Health and Safety:
Goals Situation StatusImple men-
tation
Improve and enhance the Group-
wide HSE policy
In 2011, the management adopted a Group-wide Health, Safety and
Environment policy. Goals were set and bases were established.
This policy must now be continuously improved and enhanced.
ongoing
Improve and enhance HSE training
for customers and staff
Continuously improve and enhance health and safety training
options for customers and staff.ongoing
Expand offerings for medical
examinations
Offer additional medical examinations to employees at the
Schrobenhausen location, such as colon cancer screening or blood
sugar testing.
2014
Introduce Group-wide IT-based HSE
training.
As part of the expansion of HSE activities, IT-based training for all
Group employees shall be offered.2014
Achieve a Group-wide accident
reporting rate of 100 %
After implementing a Group-wide, software-based accident
reporting system, we aim for a 100 % reporting rate from all Group
companies. We expect to achieve this goal in 2014.
2014
Internal HSE auditsAll Group companies audited by the central HSE department shall
be in full compliance with Bauer standards.2016
Emergency app for employees
An app shall allow employees in foreign countries and those as-
signed to construction sites to report emergencies to the company
quickly. This will allow supportive measures to be implemented
immediately.
NEW 2015
Kingdom Tower - Jeddah, Saudi Arabia
19PROJECTS
ProjectsOUR SEGMENTS
In our three segments, Construction, Equipment and
Re sources, we are realizing interesting projects and tasks
worldwide. In this section, we report not just on the latest
developments but also on our many research activities to
give you an exciting look at our day-to-day operations.
CONSTRUCTION SEGMENT
Foundations for two record-high towers
Saudi BAUER Foundation Contractor Ltd. conducted foun-
dation work for the Kingdom Tower in Jeddah, Saudi Arabia,
primarily in 2013. At a height of 1,001 meters, the King-
dom Tower will be the first to cross the magical kilometer
limit, surpassing the Burj Khalifa in Dubai by 180 meters to
become the tallest building in the world. Saudi Bauer joined
the project in late 2012, performing work on the foundation,
ground support, groundwater control and earth. To absorb
the load of the Kingdom Tower, a total of 270 piles were
constructed, 72 of them in the center area with a drill depth
of 110 meters. The three wings required piles 49, 69 and
89 meters in length. A total of 18,000 meters of boreholes
with diameters of 1.50 and 1.80 meters had to be created,
and 40,000 m³ of high-strength concrete and 6,000 tons of
reinforced steel had to be installed.
During the entire course of the project, only the most
modern equipment and precise tools were used. Also, for
the first time ever, all long piles were constructed using only
polymers with no added bentonite. By using two modi-
fied BG 40 drilling rigs converted for deep drilling depths,
two BG 28s, the world's longest Kelly bar – designed and
built specifically for the project and completely eliminating
the need for time-consuming work with Kelly extension –
special drilling tools adapted to the building site, countless
process improvements, and, last but not least, a verticality
measurement process developed by Bauer, all piles were
constructed with above-average efficiency at an excellent
level of quality to the full satisfaction of the customer. The
tower, which is made entirely of steel construction and will
feature a 610-meter-high observation deck, is scheduled for
completion in 2018.
Over the course of 2013, OOO BAUER Technologie also
built the foundation for the Lakhta Tower in St. Petersburg,
Russia. In just a few years, it will be Europe's tallest build-
ing at a height of 462 meters. The planning work proved
extremely difficult due to the complicated soil conditions
directly along the coast. However, despite all the changes
that had to be made, the Bauer team persevered and was
ultimately awarded the contract for the highly challenging
foundation. The structure will be supported by 260 piles
reaching 82 meters in depth. Three BAUER BG 40 and one
BG 28 drilling rigs were used to create the holes. At the
end of 2013, the foundation work had been successfully
completed. Bauer then received a follow-up contract for a
multifunctional building that will stand alongside the Lakhta
Tower. Bauer has since completed the foundation work for
that building as well. A total of 843 piles were constructed
for this purpose. BG 15 and BG 28 rotary drilling rigs were
used, along with three BG 40s. Bauer was also awarded
the contract for the foundation of the Lakhta Tower Parking
Garage Block 1, with 220 piles. This work was also suc-
cessfully completed.
“Island Project” in Esslingen historic district
In the town of Esslingen, a city of 90,000 located on the
Neckar River southeast of Stuttgart, a former carpentry
shop was renovated and converted to a restaurant and a
20
fine goods market. The total cost of the project was EUR
6 million. The Region South branch of BAUER Spezialtief-
bau GmbH built a watertight excavation pit in 2013 using
a 70-meter-long secant pile wall outside the old structure
(excavation depth: four to five meters); a BG 15 rotary drilling
rig was used for this purpose. Bauer also performed the
anchoring, earth and dewatering works. Inside the building
itself, a soldier pile wall with wooden lagging and jet-grouted
spans was built – no easy task for the construction team
due to the low head room. For the retaining structure,
jet-grouted columns were constructed for groundwater
sealing. Six-meter-long spliced steel sections were then
vibrated into ground and the retaining structure was filled in
with wood above the groundwater level and anchored. Jet
grouting is a special process for underpinning, reinforcing or
deepening building foundations, sealing or strutting blankets
and dam sealing. Due to space constraints, the jet grouting
site was set up across the river in Esslingen. Another aspect
requiring a great deal of special care: although the former
carpentry facility was built in several sections beginning in
1933 and was therefore not a registered historic landmark,
the same standards as for historic landmarks were followed
for the conversion.
Renovation in a Winter Sports Mecca
Since 2013, SPESA Spezialbau und Sanierung GmbH has
been involved in the construction and renovation of two
famous ski jumps in the winter sports resort town of Oberhof
in the German state of Thuringia. The normal jump, known
as the Rennsteig jump, is being torn down and rebuilt.
The large jump, known as the Hans-Renner jump, will be
renovated, which involves primarily a redesign of the landing
slope. Spesa secured the slope on the normal jump with a
large shotcrete slab and soil nails. An additional concrete/
steel support wall was constructed as a boundary for the
large jump. However, Spesa's greatest part is the rede-
sign and profiling of both landing slopes. For this purpose,
4,920 m² of wire mesh matting was laid using 3,150
T-shaped nails. Due to elevation differences in the landscape,
the slope between both jumps was also secured with 580 m²
of shotcrete. Spesa's work is scheduled for completion by
September 2014. The new jumps will primarily be used for
Nordic combined training.
EQUIPMENT SEGMENT
Research & Development
To consistently meet the needs of our customers, we must
continuously improve and enhance our equipment. Since
the beginning of equipment manufacturing, research and
development has played such a huge role in our company.
We work closely with over 80 universities and research insti-
tutions. By supporting students in completing their theses,
we also help open new doors for up-and-coming talent in
the area of research.
Our current research projects
As part of the TEAM project, which is sponsored by the
VDMA (German Engineering Federation), we are develop-
ing and testing suitable methods for evaluating the energy
efficiency of mobile machines and energy-saving drive
technologies in order to maximize the performance of our
equipment and processes while conserving precious energy.
Following test bores and an analysis of our consumption
values and energy flows, in 2013 we implemented signifi-
cant savings measures on a demonstrator and conducted
validation testing in construction site operations. In addition
to improving hydraulics and engine control, we also reduced
the amount of diesel used by 20 % to 30 %. The improve-
ments will be offered to customers as part of an energy
PROJECTS
21
efficiency package. By 2015, additional measures, such as
the automatic start-stop functions, will be examined in order
to further increase the efficiency of our equipment.
The electric impulse process (EIV) is one of the options
we have tested for hard-rock drilling using electric impulses.
Conventional drilling processes in these types of ground are
usually highly time-consuming and energy- and wear-inten-
sive, and therefore costly. For this reason, one of the focuses
of our research activities for many years now has been
examining alternative cutting technologies. Electric impulse
drilling uses very little energy to crack and loosen the rock
with high-voltage impulses. Drilling tests were conducted in
2013 to assess the feasibility of the technology. A demon-
stration project under real conditions is planned to collect
further findings.
As part of the SUGAR II project, we are working with several
partners to develop a concept for extracting methane gas
hydrates from undersea deposits. Methane gas is a natural
energy source with much larger reserves than petroleum
PROJECTS
and natural gas and, despite being a fossil fuel, offers the
advantage that extraction is CO2-neutral at best. A concept
was developed for extracting the gas using the MeBo sea
floor drilling rig from Bauer. The profitability of the process is
currently being examined. The project ended in mid-2014.
By examining options for extracting submarine gas hydrates,
the project also created strong synergy effects throughout
the Maritime Technologies division, spurring new technical
solution approaches and product ideas.
The LÄRM project, which we are conducting in cooperation
with several research partners, deals with reducing noise
emissions on construction sites. This issue has always been
of concern to us in developing our equipment. This special
project seeks to estimate the level of noise emissions in
construction operations by examining vibration patterns and
modeling sound emissions during the development phase of
mobile construction equipment at a reasonable cost. A suit-
able model was created, which partly validated the method-
ology for estimating noise emissions. In a follow-up project,
additional elements of sound transfer will be modeled.
ENERGY EFFICIENCY PACKAGE
One of the tangible results of our TEAM project is the
Energy Efficiency Package (EEP), which comprises
various measures for improving energy efficiency and is
available as an option for PremiumLine drilling rigs. To
improve efficiency, the drive system for the main winch,
which especially in Kelly drilling is particularly energy-in-
tensive, was thoroughly redesigned. The new system
makes it possible to regain the energy released during
lowering. This reduces fuel consumption significantly, es-
pecially in deeper drilling operations. All auxiliary power
consumers such as ventilation and pressure supply units
were also energy-optimized. This not only lowers energy
consumption, it also reduces noise emissions. The diesel
engine control system was also improved in several
ways. For example, when operating secondary functions
such as the auxiliary winch or even in standby, the ro-
tation speed of the engine is now dynamically adjusted.
This also makes the equipment quieter during operation.
To ensure maximum efficiency, the individual measures
must be optimally aligned with one another.
INNOVATIVE THROUGH RESEARCH
The research efforts of BAUER Maschinen GmbH were
awarded the “Innovative through Research” seal of
approval from the Association for the Promotion of Ger-
man Science (known in German as the Stifterverband
für die Deutsche Wissenschaft). In 2013, the Devel-
opment department, along with just 50 partners from
industry and research, conducted numerous research
projects – with five of them receiving financial support
from the federal government and the European Union.
Our Resources subsidiary ESAU & HUEBER GmbH
was also granted the seal as one of eight partners in a
joint industrial project by the German Federal Ministry of
Education and Research. The Stifterverband is one of
largest private scientific funding institutions
in Germany and honors companies that
demonstrate a special commitment to
research and development.
22
To increase the safety and efficiency of deep geothermal
drilling operations, the AUTIG research project is developing
a concept for building a fully automated deep drilling rig.
This will reduce the number of workers in the danger zone,
thus increasing the safety as well as the efficiency of the
drilling operations. Numerous findings from this research
project were incorporated in the development of the new
TBA 440 M2, which was completed in 2013. The project is
continuing, with further work on optimizing the components
as well as controlling and automating system modules. An
example of automated control is the walking system, which
allows the unit to move to the next drill hole independently.
The company will further examine whether individual findings
from the project can be incorporated into our BG-series of
drilling rigs.
RESOURCES SEGMENT
Cleaning contaminated groundwater
BAUER Umwelt GmbH has been part of the Ökologisches
Grossprojekt Leuna (ÖGP), a large-scale project aimed at
cleaning up one of Germany’s biggest chemical industrial
complexes. The company was contracted to build a one-of-a-
kind treatment plant for contaminated groundwater. Accidents
during World War II along with improper handling of chemicals
led to massive contamination of the groundwater in the 1,300
hectare chemical center in Leuna. Rather than chemicals,
microorganisms will be used to devour the contaminants,
making way for new businesses to take over the land. The
contaminated water flows through planted underground
filters and other filter and trench systems. Over 600 cubic
PROJECTS
A QUIET TRENCH CUTTER FOR SINGAPORE
Singapore has high urban planning requirements and
strict building codes. In its narrow alleys, construction
company Songcheon is part of a team doing the under-
ground work for new subway tunnels. To meet the city
state's high standards, BAUER Maschinen GmbH de-
veloped a compact, low sound emission trench cutter,
the CBC 40 Silent Cutter. To avoid having to tear up the
complete width of the street in this already space-limit-
ed city, the customer needed a cutter that would require
taking up only half the street, allowing traffic to flow on
the other side unobstructed. The construction work
took place around the clock on a rotating shift schedule.
However, in Singapore, any machine that is operated 24
hours a day must meet strict requirements. No problem
for the CBC 40 – its noise values are lower than those
of any standard equipment could ever be. Furthermore,
the modular system allows for easy transport of the
machine. The uppercarriage of the CBC 40, which was
designed by the Diaphragm Wall Technology division
at BAUER Maschinen GmbH, is just eight meters long
and thus optimally maneuverable in even the tightest
spaces. To ensure its streamlined design, the hydrau-
lic power pack, which is what makes the machine so
quiet, is installed on the side rather than the back as is
customary. The CBC 40 heralds for a new generation of
civil engineering machines known as urban cutters.
Research and development in the BAUER Group
2012 2013
Construction Equipment ResourcesBAUER Group
Construction Equipment ResourcesBAUER Group
Total Group revenues (in EUR million) 636.2 536.2 258.8 1,431.2 717.3 590.2 196.7 1,504.2
Expenses in R&D (in EUR million) 3.1 20.0 2.6 25.7 3.1 26.0 3.7 32.8
as % of total Group revenues 0.5 3.7 1.0 1.8 0.4 4.4 1.9 2.2
Group employees 5,454 2,952 1,578 10,253 5,531 2,998 1,449 10,264
R&D employees 44 184 34 262 45 190 33 268
Patent Series - - - 251 - - - 259
Applications, patents etc. - - - 1,340 - - - 1,473
23
meters of groundwater per day are purified in this fashion. The
decontamination process was developed thanks in part to a
partnership established in 2004 between the Helmholtz Center
for Environmental Research (UFZ) and the Landesanstalt für
Altlastenfreistellung, a state agency dedicated to the cleanup
of hazardous waste sites. The initiative is part of the Com-
partment Transfer (CoTra) research project at the Old Leuna
Refinery site, which was launched in 2007. The pilot phase,
in which the management and economic efficiency of the
process were extensively tested under real conditions, began
in 2011. The plant officially began operating in June 2014.
Microorganisms for soil treatment
In June 2013, BAUER Umwelt GmbH celebrated the
20-year anniversary of its waste and soil treatment center
in the town of Hirschfeld, located in the German state of
Saxony. At a summer festival to commemorate the event,
our staff, customers and partners got a first-hand look at the
systems and technologies in place at the center.
The biological soil treatment plant in Hirschfeld came about
through the conversion of a former silage facility that was no
longer in use. After the conversion, the old silos were used
as fixed-bed reactors and the seepage tanks as a biological
water reactor. The contaminated soil inside the fixed-bed
reactor is thoroughly moistened. Excess liquid is directed
toward the water reactor and recycled for wetting the soil
to be decontaminated. The same principle applies to the air
used to aerate the soil, which is also used within the cycle
to ventilate the water reactor. The airflow ensures the supply
of oxygen to the microorganisms. In combination with soil
dampening, the optimal living conditions for these organisms
can be created, thus accelerating the reduction of contami-
nants. To promote the increased growth of the microorgan-
isms, there is also the option of heating the soil or adding
nutrients to it.
In addition its soil and waste treatment plant in Hirschfeld,
BAUER Umwelt GmbH operates other centers in Hamburg,
Bleicherode, Schrobenhausen and near Salzburg. The
Schrobenhausen plant has also pushed forward the use of
biological treatment processes. In its in-house laboratory
and “Bacteria Center,” inaugurated in 2013, the company
cultivates microorganisms and proliferates them in so-called
fermenters with usable volumes of up to 5,000 liters. These
special bacteria are capable of minimizing mineral oil con-
tamination, such as from accidents. By adding commercial
nutrient salts, sorting the soil by particle size using a sieve
and homogeneously spreading the microorganism onto the
delivered soil, treatment times can be significantly reduced,
thus increasing the maximum treatment capacity of the cen-
ter. Quality assurance and general laboratory assistance is
conducted not only by permanent staff but also by university
students completing their theses on the topic of environ-
mentally friendly soil treatment using microorganisms.
Hazardous waste site decontamination
In Schonungen, a town in the Schweinfurt district of Bavaria,
BAUER Umwelt GmbH and BAUER Spezialtiefbau GmbH
have been working together since 2013 on the decontami-
nation of a hazardous waste site. Their efforts cover an area
of around 11,500 m² and include soil remediation, occupa-
tional safety and emissions control, foundation work using
replacement borings as well as sewage system construction
and urban planning. In the year 2000, it was found that a
total of 10.5 hectares of soil on the former industrial site in
PROJECTSPROJECTSPROJECTS
24
Schonungen was contaminated with lead, arsenic and other
highly poisonous residues from dye manufacturing. Today,
there are 124 plots of property on this land owned by private
persons who must deal with this undesirable legacy. It is
Bavaria's largest inhabited former hazardous waste site.
PROJECTS
Status of Sustainability Goals in Research and Development:
Goals Situation Status Implementation
Participation in the “EIV” research
project
This project examined the practicability of hard-rock drilling using
electric impulses. Drilling tests were conducted at a test site to
assess the practicability of the technology. A follow-up project is
planned.
2014
Participation in the “SUGAR II”
research project
The goal of this project was to develop a concept for extracting
submarine methane gas hydrates. An extraction process was de-
veloped; its feasibility is currently being tested. The project has been
completed.
2014
Participation in the “LÄRM” research
project
This project seeks to collect findings on how to estimate the noise
emissions of the finished product during the development phase
at a reasonable cost. A modeling method was partially validated.
The project has been completed and a follow-up project is being
planned.
2014
Participation in the “TEAM” research
project
Benchmarking of mobile machines to define energy efficiency
classes and increase the efficiency of drilling rigs. An energy effi-
ciency package for drilling rigs was developed containing multiple
improvements. Further measures are in process.
2015
Participation in the “AUTIG”
research project
The focus of this project is on increasing the safety and efficiency
of deep geothermal drilling operations by developing an automated
deep drilling rig. Further optimization of the components and the
control system is in process.
2015
Hongkong-Zhuhai-Macau bridge, China
Bauma 2013 - Munich, Germany
FT_Bold
FT
27STAKEHOLDERS
StakeholdersINTERACTION WITH OUR STAKEHOLDERS
In making decisions, every company is influenced by a
variety of stakeholder groups who help shape the business
activities of the company or are shaped by them. We firmly
believe that the only way we can meet our business goals is
by taking the interests of all these groups into consideration.
We are also aware of our active role in the development of
social issues. That is why maintaining an intense, continuous
dialog with our stakeholders is so important to us. These are
primarily our customers and partners, shareholders, suppliers,
the region and society and research and science.
We have made it our goal to take into account the various
interests of all our stakeholders and meet their needs equally.
Through open, close contact, we seek to reach everyone in
our trading environment. One of our primary concerns is to
reconcile needs of our staff, customers and partners as well
as our shareholders. They are directly involved in our business
activities, which is why we have a special responsibility
towards them. We also see an important duty in building
mutually beneficial relationships with our suppliers based
on partnership and trust. In addition, we seek to play an
active role in shaping the region and society through direct
involvement and close cooperation in research and science.
REPORTING BASIS AND LIMITS
In this section, we will present a variety of indicators that
are of special interest to individual stakeholder groups.
These indicators apply to the BAUER Group as a whole. For
more information on the reporting basis and limits, see the
“About this Report” section.
CUSTOMERS AND PARTNERS
We seek relationships with our customers and partners
based on partnership and trust in all three of our segments.
Maintaining long-term business relationships is very important
to us. To meet the individual needs and very different de-
mands of our customers and partners, we focus on quality,
efficiency and value. We make great effort to continuously
enhance and improve our machines and services. In 2013,
we continued our in-depth interaction with customers and
partners at numerous events and activities.
Bauer stands for cooperation with its customers and part-
ners. We demonstrate this with our “BAUER Partnering”
program, which we developed especially for the German
construction market. Here we focus on common objectives
to promote a close working relationship.
We experienced great interest from our customers at
the Bauma in Munich in mid-April. Every three years, the
companies of the BAUER Maschinen Group present their
latest products at the show. In 2013, we greeted our guests,
customers and partners with a completely redesigned stand.
Covering 2,700 m², our exhibit featured numerous innovations
from the broad spectrum of Bauer foundation equipment,
including several drilling rigs of the BG series and an MC 96
duty-cycle crane as a base carrier for the new BC 35 trench
cutter. The MC 96 was equipped with a new fall prevention
system in the boom assembly and a TIER 4 final diesel en-
gine. Our subsidiaries Prakla, Klemm, RTG, Hausherr, ABS
and MAT were also on the list of exhibitors at the show.
At the Customer Day event in October 2013 held by
BAUER Deep Drilling GmbH, the company unveiled its new
TBA 440 M2 deep drilling rig. Around 100 guests from all
over the world, including Dubai, Australia and Venezuela
– most of them drilling company representatives from the
oil, gas and geothermal sectors – visited the Edelshausen
plant. Like its predecessor, the TBA 300/440 M1, the new
TBA 440 M2 is a modular system with a hook load of up to
440 metric tons and efficient compact transport units. It is
capable of drilling vertical and deflected bores of up to 7,000
meters. The day was capped off with a “Bavarian evening” in
the Bauer Conference Center.
Customersand Partners
ShareholdersE
mpl
oyee
s
Research
and
Science
Regionand
Community
Suppl
iers
28 STAKEHOLDERS
In 2010, we began offering driver's licenses for rotary drilling
rigs and pile drivers. Since then, over 120 employees and
customers have successfully obtained their licenses. In early
2014, in cooperation with PRAKLA Bohrtechnik GmbH, we
introduced a new license: “Certified driver for exploration
and well drilling rigs”. Our subsidiary is a specialist in the
manufacture of well drilling rigs. BAUER Training Center
GmbH, a recognized testing facility, will soon begin offering
training to employees and customers in this area.
EMPLOYEES
The success of our company is based largely on the know-
ledge, commitment and performance of our staff. Especially
in difficult economic times, they are the most important
engine behind our company. That is why a whole section
of this report, pages 34 to 43, is devoted to them.
SHAREHOLDERS
Shareholder satisfaction is very important to us. How-
ever, in difficult times it becomes necessary to focus on
strengthening our equity base. Nevertheless, we continue to
pursue our goal of allowing our shareholders to share in the
success of our company. Our shareholder structure remains
unchanged, with the Bauer family holding a 48.19 % stake
since IPO in 2006.
Once a year, we invite our shareholders to attend our Annual
General Meeting at our headquarters in Schrobenhausen. In
June 2013, around 600 shareholders, shareholder represen-
tatives and guests came together inside the Old Welding
Shop for an overview of the events of the past year. By hold-
ing the event at our headquarters, we seek to demonstrate
our ties to the region and our authenticity. This also reflects
the corporate culture at Bauer. In addition, the atmosphere
inside the Old Welding Shop is quite unique.
SUPPLIERS AND SUBCONTRACTORS
It is important to us to maintain good, fair relationships
with our suppliers and subcontractors. We know that this
is a requirement for meeting the high quality standards
for preliminary and finished goods and thus ensuring our
customers' satisfaction. That's why one of our top priorities
is working with locally based suppliers wherever possible. By
doing this, we not only save on transportation costs but we
are also investing in the regional economy.
BAUMA SURVEY
As part of Bauma 2013 in Munich, for the first time we
commissioned a detailed analysis of the impact of our
exhibit. Visitors to the Bauer stand were interviewed
using a questionnaire. Then, a detailed survey was con-
ducted of 288 randomly selected people. The questions
asked included the interests and expectations of visitors
to the stand and their evaluation of our exhibit. Visitors
were also asked how successfully the exhibit reflected
the image of Bauer. The results show a high degree of
satisfaction among customers and partners: 93 % of
those surveyed were satisfied or very satisfied with our
stand. They were most impressed with the design and
division of the stand. The impact analysis has provided
valuable input for the continuous improvement of our
exhibit to the benefit of our customers and partners.
The newly developed TBA 440 M2 was presented at a customer day in October 2013.
We evaluate our suppliers carefully based on the criteria of
price, quality, service and performance. We also seek active
dialog with them in order to address areas for improvement.
We also conduct on-site audits and we verify the compli-
ance of our suppliers with EU and US sanction rules. New
suppliers must meet all standardized criteria before they are
added to our list of approved vendors. Every supplier must
also submit a declaration confirming their commitment to
ethical practices. Our entire purchasing staff is subject to our
purchasing guidelines and ethical principles.
In September 2013, 25 suppliers from Germany, Slovenia
and the Czech Republic were invited by the Purchasing and
Quality Assurance departments to the Bauer Conference
Center for an event titled “BAUER Maschinen GmbH and its
partners – a Guarantee for Maximum Quality.” The primary
goal was to educate suppliers on the requirements of
BAUER Maschinen GmbH and its customers. In the future,
a “Partnership Agreement” will, along with the purchase
order, further define the rules of cooperation between our
firms. These include, for instance, the supplier selection and
approval process, manufacturer information or the manufac-
ture of spare parts.
RESEARCH AND SCIENCE
We pay special attention to maintaining intensive collabora-
tion with research and science. This is reflected in our over
80 successful partnerships with universities and research in-
stitutes. For students, Bauer offers a wide variety of job op-
portunities, such as internships, cooperative study program
or thesis-writing assignments. Some of our staff also work
as part-time lecturers at universities. Thus, our companies
and the research institutes we work with benefit equally from
the exchange of knowledge.
Research and development is also of high importance within
our company. For examples, see the “Projects” section.
REGION AND COMMUNITY
We see ourselves as an active contributor to society. In our
home base of Schrobenhausen, we are the largest employer
and thus have a great responsibility towards the town and
the region. The commitment of our company and our staff at
both the national and international level shows how seriously
we take this responsibility. Our strong ties to the region and
the community are reflected in our social involvement and
support for associations and charities.
For the past 10 years, the BAUER Foundation has made
promoting art, culture, tradition, religion, science and re-
search as well as education and training its top priority.
The Foundation also focuses on supporting charitable
projects.
We also campaign on behalf of the families in our region.
Under the motto “Familie(n)leben region 10.0” (Family Life
Region 10.0), BAUER AG and the FC Ingolstadt soccer club,
launched a joint project in 2013 to improve the balance be-
tween work and family life. The vacation child care program,
which has already proven successful in Schrobenhausen,
has now been expanded to the Ingolstadt region. The pro-
gram provides parents with qualified child care for the day or
week. For the kids, it offers a number of recreational oppor-
tunities. As part of another initiative, the project will provide
funding for hiring additional child care professionals.
BAUER Maschinen GmbH purchasing by region
in EUR million
Rest of
Germany
150.4
Rest of world
34.3
Region
50 km from
Schrobenhausen
20.4
After a construction period of one and a half years, BAUER Tianjin Technologies Co. Ltd. was able to celebrate the opening of its new facility in October 2013.
Our subsidiaries are committed to the community. For
example, SCHACHTBAU NORDHAUSEN GmbH donated
25 computers to two secondary schools in Nordhausen.
The computers were configured and fully equipped for
school use prior to delivery. Another five laptops were
donated to the Nordhausen Sports Council (Kreissportbund
Nordhausen e.V.) for distribution to various local soccer
clubs.
In addition to associations, organizations or projects, it is our
understanding of democracy to support political parties with
donations in a moderate way. Today, especially, supporting
political involvement is important and one of our responsibilities
as a company.
It's not just our company and staff who are involved in the
region and local community but our management board as
well. In addition to his role as President of the Central Feder-
ation of the German Construction Industry, Professor Thomas
Bauer is also the state treasurer for the CSU ( Christian Social
Union) and an honorary professor at the Technical University
of Munich (TU München).
Another BAUER AG management board member, Heinz
Kaltenecker, is a member of the board of the German Ge-
otechnical Society. CFO Hartmut Beutler is the chairman of
the Neuburg-Schrobenhausen Chamber of Commerce and
Industry and a member of the board of the Regional Manage-
ment Initiative for the Ingolstadt Region (IRMA).
The core team of the “Familie(n)leben Region 10.0” project (starting from left):Member of the German Bundestag Katrin Albsteiger, Managing Directorof FC Ingolstadt Franz Spitzauer, André Ponndorf (BAUER AG) and FC Ingolstadt mascot “Schanzi”.
At its 50th anniversary celebration, instead of gifts, KLEMM
Bohrtechnik GmbH in Drolshagen asked its guests to
donate to education projects in the region. A total of
EUR 5,300 were raised to benefit career training projects for
young people in the region.
DONATIONS FOR STERNSTUNDEN
Bauer employee Norbert Gebauer was proud to donate
exactly EUR 1,307 to the Sternstunden Aid Organiza-
tion, an entity dedicated to helping children in need.
The sales engineer from the construction division offices
in Dachau is well known among his colleagues as a
keyboard player and songwriter. In November 2013, he
performed songs and stories in the local Bavarian dialect
inside the Bauer Conference Center. In accordance with
the theme of the show, “Mia heif ma z‘am” (“we are help-
ing together”), the proceeds went to Sternstunden, an
organization near and dear to Gebauer's heart.
DONATIONS FOR CITIZENS' PROJECT
In 2013, the BAUER Foundation donated EUR 5,000
to the Schrobenhausen City Trail project. This citizens'
project was launched in 2010 and developed and
implemented by a number of volunteers. A walking and
adventure trail was built along the walls of the city, linking
its many beautiful districts. The trail is also being contin-
uously expanded. Signs posted on important buildings
and landmarks teach visitors and residents alike about
the art, culture, history and nature of the city.
31STAKEHOLDERS
CORPORATE AND SOCIAL MEDIA
We inform our stakeholders about important issues and new
developments out of the company regularly via a number of
publications. However, we also use social media to commu-
nicate with our target audiences.
For over four decades, our annual company magazine, BAUER
REVIEW, has provided current and former staff members,
customers and friends of the firm with a summary of the
past fiscal year. A variety of photographs and interesting
features provide impressive insight on completed projects.
This Sustainability Report has been part of our publications
since its first edition 2009.
Our beloved picture book has been providing visual enjoy-
ment to Bauer fans young and old since 2012. In a series
of two-page, hand-drawn illustrations, the book showcases
our construction sites and machines. The pictures tell many
stories, some of which are only discovered at second
glance.
At the beginning of 2013, we launched BAUERcompact, a
newsletter for our shareholders, partners and friends. Pub-
lished three times a year, it provides up-to-date information
on construction sites, innovations and events. The newsletter
is available online or as PDF, or by e-mail subscription upon
registration.
Our career newsletter is another example our active commu-
nication policy in the area of human resources. Each quarter,
we provide information on current developments within the
BAUER Group as an employer as well as interesting topics
and new projects regarding careers. We also report on people
in the company as well as job openings.
HONORARY DOCTORATE
In October 2013, Professor Thomas Bauer received
an Honorary Doctorate in Engineering from Technical
University of Munich. The distinction was granted to him
for his “excellent performance in specialized foundation
engineering and his success in growing a family-owned
business into a highly innovative internationally recognized
company.”
Managers from different Azerbaijani firms completed four weeks of training in Germany. On their visit to different companies in southern Bavaria, the delegation also came to the headquarters in Schrobenhausen.
299.8 303.1 306.5
234.4
252.0 245.1208.3 186.0
47.8 58.098.2
48.4
BAUER Group BAUER Foundation
BAUER Group and BAUER Foundation donations
in EUR '000
350
300
250
200
150
100
50
0
2010 2011 2012 2013
32 STAKEHOLDERS
The BAUER app for Apple and Android also offers quick
and easy news on the go regarding investor relations and
careers, including press releases, current stock prices and
financial news, our annual report and the latest edition of
BAUERcompact. Important information about Bauer as
an employer is also available, as is a map of our locations
worldwide.
Value added
382
Other expenses
225
Profit (in
the com-
pany)
-17
Share-
holders
0
Interest
expenses
46
Depreciation and amortization
94
Cost of materials
756
Employees
343
Public sector
13
External shareholders
-3
in EUR million
VALUE ADDED
The global BAUER Group created a substantial EUR 382
million of value added in 2013, benefiting many national econ-
omies around the world. The largest share was paid out to our
employees.
SOCIAL MEDIA
Since 2014, Bauer has been present on the Facebook
social network. On the BAUER Group page, we post in-
teresting articles about careers at Bauer. We also provide
exciting behind-the-scenes insight into our company.
We regularly post information about upcoming events or
news. The BAUER Group also maintains its own channel
on YouTube, where we regularly post new videos on our
equipment, construction methods and projects as well
as updates from our construction sites, movies about
our in-house exhibition or videos made by our trainees.
We also have our own profiles on the LinkedIn and XING
platforms.
STAKEHOLDERS 33
Status of Sustainability Goals with regard to Stakeholders:
Goals Situation Status Implementation
Offering of “taster” internshipsWe offer secondary school and university students the opportunity
to become familiar with Bauer in “taster” internships.ongoing
Partnerships with middle schoolsWe want to increase collaboration with middle schools in the region
to offer career perspectives to adolescents.ongoing
Partnerships with secondary
schools, companies and job agen-
cies: “Improved Career Orientation
for Secondary School Students”
We seek to educate and inform secondary school students on the
various job training opportunities at Bauerongoing
Support volunteeringWe support staff volunteer-based projects. We assist associations
and organizations through donations as well as expertise.ongoing
Expand regional cooperation with
universities and research institutions
To strengthen the regions and cities where we are located, we seek
to increase our cooperation with local universities and research
institutions.
ongoing
For the new court center in Bochum, BAUER Spezialtiefbau GmbH installed 503 foundation piles in diameters up to 1,200 mm employing the CFA and kelly technique. Some of the piles have geothermal energy lines running on them.
BAUER Ausbildung Center - Schrobenhausen, Germany
EMPLOYEES
EmployeesTHE KEY TO OUR SUCCESS
Every single employee is of utmost importance in reaching
the common goals of the BAUER Group. Thanks to their
commitment and experience, we can look back on a suc-
cessful history that spans over 200 years. That's precisely
why developing and supporting our staff is our top priority.
In 2013, the companies of the BAUER Group employed
10,264 people (previous year: 10,253) from 81 different
countries worldwide. Our presence on worldwide markets
has brought together people from a wide variety of cultures
as part of our company. Our cooperation is characterized
by mutual respect. Discrimination, particularly on grounds
of religion, age, gender, race or sexual orientation, has no
place in our company. That's why promoting diversity is an
integral part of our corporate culture.
Worldwide, Bauer has over 110 subsidiaries in its Construc-
tion, Equipment and Resources segments. With locations in
about 70 countries, we make special effort to employ local
talent. This way, we not only promote and support the job
market and the economy in the respective country; we also
actively demonstrate our commitment to diversity.
REPORTING BASIS AND LIMITS
The Employees section provides key human resources indi-
cators compiled at the time the annual report was created.
These indicators apply to the BAUER Group as a whole.
The Social Report, which is put together by the Human
Resources department of BAUER AG, evaluates additional
key figures for the parent company and other subsidiaries
in Germany (extended core companies). Data was also
collected from SCHACHTBAU NORDHAUSEN GmbH and
SCHACHTBAU NORDHAUSEN Bau GmbH (combined in
the report as Schachtbau Nordhausen). In some cases, the
data include all Group companies in Germany. Each graph
or description indicates what the data relates to.
FOCUS ON PEOPLE
A company thrives on the people who make it what it is.
Bauer brings together a wide variety of personalities and
cultures. Our employees in the Philippines serve here as an
example for many other staff.
We offer all our employees the same opportunities. In both
hiring and development, we place great emphasis on per-
sonality and skills-based assessment.
With this in mind, we work specifically to attract more
young women and girls to technical professions and
promote their advancement in this area. One way in which
we do this is by participating in the annual Girl’s Day event,
where we give schoolgirls an insight into the various voca-
tional careers in which women have traditionally been poorly
represented. We also take part in the mentorING program
for female engineers and junior scientists at the Technical
University of Munich. In 2013, women made up only 12 %
of our staff; this primarily attributable to the technical nature
35
EMERGENCY AID FOR STORM VICTIMS
In 2013, our staff at BAUER Foundations Philippines Inc.
in Manila spent one whole night filling care packages for
their countryfolk on the island of Coron, which was hit
by Typhoon Haiyan in November. The storm devastated
parts of the Philippines. It killed several thousand people
and severely restricting the supply of water, medicine
and food, resulting in looting and crime. The damage to
our construction site on Coron was limited and our staff
suffered nothing more than a scare. Unfortunately that
was not the case for the rest of the island. In addition to
financial relief from BAUER AG, the entire staff in Manila
agreed to both donate money and lend a hand. Upon
their arrival in Coron, the Philippine staff set up a base
station on the island. From there, they distributed food
and medicine to the affected people.
36
of our business and the low number of female applicants for
these positions.
In our company, we employ a large number of people with
disabilities. In 2013, the number of disabled employees
within our extended core companies and Schachtbau
Nordhausen totaled 110. However, due to the nature of our
construction business, despite yearly increases, we typically
fall short of the legally prescribed standard of 5 % per com-
pany. For this reason, we make compensation payments
and award contracts to local facilities that employ people
with disabilities.
The principle of co-determination is an important part of the
culture at Bauer. Since the 1950s, we have offered our staff
at headquarters in Schrobenhausen the opportunity to take
active responsibility by joining the Works Council. In addition
to the works councils at our subsidiaries, there is also a
central Works Council that protects the interests of our staff
throughout the group while keeping the operational goals
and needs of the business in mind. Maintaining an open
dialog between the Works Council and management is key.
At our international locations, the interests of local employees
are represented by unions.
In addition, the employee suggestion system is an important
element of co-determination at Bauer. In 2013, 431 sugges-
tions for improving our operational processes were submit-
ted in our extended core companies.
TRAINEES AND STUDENTS
HELPING CAREERS GET OFF THE GROUND
At Bauer, we care about inspiring young people to work for
our company and maximize their potential. That's why we
offer a variety of opportunities for getting to know the com-
pany better as a potential employer and gaining insight into
our business activities.
EMPLOYEES
Employees by region
12,000
10,000
8,000
6,000
4,000
2,000
0
2010 2011 2012 2013
601
1,489
1,599
402967
9,094
4,036
1,891
1,658
630
478
924
9,646
4,065
2,061
542
965
10,253
4,090
726
1,869
2,212
612
950
10,264
4,144
762
1,584
Germany Europe (other) Middle East & Central Asia
Far East & Australia America Africa
Employees by employment terms
12,000
10,000
8,000
6,000
4,000
2,000
0
2010 2011 2012 2013
3,108
2649,094
5,722
3,371
2489,646
6,027
3,664
23910,253
6,350
3,835
24010,264
6,189
Employees by segment
12,000
10,000
8,000
6,000
4,000
2,000
0
2010 2011 2012 2013
Construction Equipment Resources Other
2,775
1,019245
9,094
5,055
2,915
1,367
2519,646
5,113
2,952
1,578
26910,253
5,454
2,998
1,449
26910,264
5,531
Industrial & trades Salaried staff Apprentices
37EMPLOYEES
900
750
600
450
300
150
0
2010 2011 2012 2013
688
536
400431
Submitted improvement suggestions
Extended core companies
Number of employees with disabilities
120
100
80
60
40
20
0
2010 2011 2012 2013
33
91
58
38
104
66
41
111
70
40
110
70
Extended core companies Schachtbau Nordhausen
In 2013, Bauer employed 240 apprentices in Germany. The
majority are training to be industrial mechanics, construction
equipment drivers, clerical or industrial administrators. Over-
all, we train young people in some 20 different professions.
For college students, we have been offering two dual study
programs in the fields of engineering and information tech-
nology in cooperation with the University of Ingolstadt since
2011. The students work at our company during breaks
from universities; this gives them the ability to gain practical
experience before they even graduate.
Students can also learn more about our company through
internships or by working on their bachelor's or master's
theses here. In 2013, a total of 222 interns and graduate
students were employed at Bauer, with most of them major-
ing in mechanical engineering, civil engineering, economics
or environmental and process technology studies.
Number of apprentices in Germany
300
250
200
150
100
50
0
2010 2011 2012 2013
264248 239 240
GEO-PRIZE FOR MASTER'S THESIS ON REED BED TREATMENT PLANT
In late 2013, master's student Alexander König was
awarded the Heitfeld Prize for Junior Researchers for
his research on the Nimr Water Treatment Plant project.
Our reed-bed treatment plant near the Omani capital
of Muscat treats water contaminated by oil production.
As part of his master's thesis, the young geoscientist
worked for our subsidiary in Oman, where he oversaw a
reverse osmosis system. He studied how salt could be
extracted from the water even after being rid of hydro-
carbons by the reed bed plant. Each year, the Professor
Dr. Karl-Heinrich Heitfeld Foundation at RWTH Aachen
University recognizes students and graduates in the
field of geosciences.
38
This year, we are dedicating an important part of our Sus-
tainability Report to the topic of training. We would like to
introduce a selection of projects and initiatives for recruiting
young talent that our company has either launched or that it
actively supports.
The (M)Einblick (“my insight”) project on increasing the
career orientation of secondary school students took place
in 2013 at our headquarters in Schrobenhausen in cooper-
ation with secondary schools, companies in the district of
Neuburg-Schrobenhausen, the local employment agency
and the BAUER Training Center GmbH. In practical and
project-based afternoon exercises, 40 participating students
from the 8th grade learned about career development op-
tions, made direct contact with current trainees and gained
insight into the six business and industrial occupations in
which training is offered. Since 2013, BAUER Training
Center GmbH has been certified by TÜV SÜD as a
partner in promoting career choices and training.
As a partner company of the Think Big! initiative, we ran our
own information stand at Bauma 2013 – the world's largest
construction equipment trade fair – to show students what
it's like to work in technology. On a CAD workstation or a
drilling rig simulator, students got their first impression of the
world of technology at Bauer. As the organizer of the cam-
paign, the German Engineering Federation (VDMA) aims to
inspire young people to seek careers in technology and the
construction and construction machine industry.
The three-day orientation seminar for new trainees has be-
come a tradition at Bauer. It is designed to make their tran-
sition into their new jobs easier and to give them the chance
to get to know the company and each other better. Through
videos and presentation, we familiarize the trainees with the
EMPLOYEES
At the three-day orientation seminar, our new apprentices had the chance to visit our “Schwabinger Tor” construction site in Munich.
At Think Big!, taking place as part of Bauma 2013, school students could take an exciting look at the world of technology at Bauer.
TRAINING AT BAUER
BECOME A CONSTRUCTION EQUIPMENT OPERATOR
During their training at Bauer, construction equipment
operator trainees are given the opportunity to gain initial
experience on our proving grounds and take part in
construction site operations. Our trainees receive not
only practical training but a rich and varied range of
responsibilities. After completing their training, they have
the chance to work on exciting construction projects
both in Germany and abroad. As modern technologies
increasingly replace manual labor, the requirements for
operating our machines grow even higher. That's why
we need professionals who can competently command
these machines and maintain them as well.
39
structures and history of our company. Plant visits to Aresing
and Edelshausen are always on the agenda as well. In 2013,
on the third day of the orientation seminar, the new trainees
enjoyed a trip to Munich to visit to the Schwabinger Tor project
on Leopoldstrasse, where they experienced firsthand how a
construction site works.
Our in-house exchange program, Be-Mobil, gives industrial
apprentices the chance to gain international experience
as part of their training program. Six of them spent several
weeks at our subsidiaries in the USA, China and Singapore,
where they not only had the opportunity to take on new
responsibilities but also to learn about new cultures and
develop themselves personally.
Our trainees completed two exciting, completely self-
directed film projects. The first film dealt with the content
and processes of the vocational training program at Bauer.
In 2013, our commercial trainees got behind the camera
once again to shoot a film on the various assignments
and stations during their training. Working independently,
the trainees wrote the entire script, shot the film, added
voice-overs and selected the background music. The two
films can be viewed on the Bauer website and the BAUER
Group's YouTube channel.
In addition to training, the team enjoys a variety of group free
time activities as well. For example, in 2013 our commercial
trainees went bowling and attended the second division soccer
match between FC Ingolstadt and FC St. Pauli at the Audi
Sportpark in Ingolstadt.
EMPLOYEES
Clearly proud of themselves, our Schachtbau apprentices and their mentors present the rescue barrel they made themselves.
On a bowling trip, our apprentices had the opportunity to get to know each other better outside work.
SCHACHTBAU TRAINEES BUILD A RESCUE BARREL
In 2013, trainees in the Mining division of SCHACHTBAU
NORDHAUSEN GmbH were given the not-so-ordinary
task of building a historical-style transport and rescue
barrel for the Samson mine in St. Andreasburg in the
Harz mountains of north-central Germany. The idea for
the rescue barrel came from the technical office of the
Structural Steel Engineering division. The design was
based on an existing historical barrel as well as the cur-
rent needs of the company. The barrel was constructed
inside the Schachtbau training workshop as an individ-
ual piece and delivered to the very happy customer in
April 2013.
40 EMPLOYEES
TRAINING AND DEVELOPMENT
ACTIVELY PROMOTING PERSONNEL DEVELOPMENT
BAUER Training Center GmbH offers a comprehensive
seminar and course program open to employees, custom-
ers, partners and outside participants with a wide range of
continuing education and training options. The continuous
improvement and expansion of the program is the top priori-
ty. In 2013, the BAUER Training Center GmbH had a budget
of around EUR 2.3 million, with 2,948 Bauer employees tak-
ing part in its offerings. A total of 599 internal and external
seminars as well as external conferences were attended.
The topic of continuing education is becoming increasingly
discussed and expanded within the company. The BAUER
Training Center GmbH receives requests for seminars or
training courses on an ongoing basis from local German
subsidiaries. A committee advises on measures and tools
for employee and management development as a way to
increase subsidiary involvement and to identify and maxi-
mize potential.
Other tools, such as our international assignment program,
individual coaching or mentoring, help us actively support
our staff and management in further developing their skills as
well as in doing their job.
INTERNATIONAL MANAGEMENT, SALES AND RATIONAL-EMOTIVE TRAINING
For many years now, our company has offered basic
management, sales and rational emotive training. In
2013, the BAUER Training Center GmbH offered its first-
ever English-language training program for international
skilled professionals, project directors and executive
staff. In two three-day training blocks, the participants
discussed important leadership topics such as basic
leadership tools or methods for motivating and empow-
ering their staff. Goal-oriented interviewing and rea-
soning skills were also part of the agenda, as were tips
for the constructive handling of resistance and difficult
situations. The participants in the first English-language
basic management, sales and rational emotive training
program came from the US, Oman, Bangladesh, South
Africa and Pakistan. The international composition of the
group gave the participants the chance to network with
one another across different companies and divisions.
The data includes headquarters, SPESA Spezialbau und Sanierung
GmbH and is based on the seminars provided by the BAUER Training
Center GmbH.
20
18
16
14
12
10
8
6
4
2
0
2010 2011 2012 2013
Average training per employee
in hours
15.414.3
12.6 12.4
The data is based on the seminars provided by the BAUER Training
Center GmbH.
Number of seminars
2010 2011 2012 2013
389
458
516546
600
500
400
300
200
100
0
2.5
2.0
1.5
1.0
0.5
0
2010 2011 2012 2013
Training and development costs
in EUR million
The data includes the extended core companies (without the HGC
Hydro-Geo-Consult GmbH) and the seminars provided by the BAUER
Training Center GmbH.
1.54
1.82 1.90 1.98
WORK-LIFE BALANCE
FOSTERING COOPERATION
As a family company, we work hard to ensure the long-term
loyalty of our staff.
To help our new hires settle in, for example, we help them
look for housing. Our orientation seminars provide a good
overview of our company. A “routing slip” gives new employ-
ees the opportunity to get to know different departments
and important points of contact in a short amount of time.
An orientation folder in multiple languages also helps them
find their way around. To make the transition into a foreign
environment easier for our international staff members, we
put together a special information brochure for them. It
contains useful tips on recreational opportunities as well
as information on German culture and everyday life.
Our staff receive special recognition in the form of bo-
nuses and gifts on special occasions such as weddings,
births or anniversaries. Our monthly employee magazine,
BAUERnews, launched in 2008, provides interesting articles
on current projects and events along with developments and
news from throughout the Group. To keep our former staff
members up-to-date on the latest developments as well, we
organize retiree meetings at many of our German locations.
The employee turnover rate decreased once again in 2013.
In our German companies, the reduction was greater than
in the extended core companies. The average length of
employment in the extended core companies is 12.3 years
(previous year: 12.3). At SCHACHTBAU NORDHAUSEN
GmbH, the average is 13.6 years (previous year: 13.8) and
16.7 years at SCHACHTBAU NORDHAUSEN GmbH (previ-
ous year: 16.3).
FAMILY-FRIENDLINESS
Basic factors like family and health are becoming increas-
ingly important in our work lives. Striking a balance between
career and home life poses a great challenge for mothers
and fathers. Through a variety of part-time, job sharing and
other working hour models, we seek to provide optimal sup-
port to our staff in achieving this goal. In 2013, 267 employ-
ees (previous year: 280) in the extended core companies
took advantage of these flexible working hour models. Of
these, 47 took part in semi-retirement, with the remaining
220 opting for regular part-time employment.
Comprehensive, affordable, high-quality child care is not only
a basic requirement for a work-life balance, it is also an inte-
gral part of the family-friendly working environment at Bauer.
That's why, at Group headquarters in Schrobenhausen, as
the largest employer in the region, we have supported local
preschools and child care centers for many years.
The “Women and Men in the Company” task force was
formed in 2011 to discuss topics such as equal opportunity
and the compatibility of family and work. The results of the
EMPLOYEES' REGULARS' TABLE
In 2012, the Human Resources department in
Schrobenhausen began holding a monthly regulars' for
new staff, but also for those who have been at Bauer
a bit longer. In a relaxed atmosphere outside of work,
participants can establish new contacts and get to know
their coworkers. In 2013, the BAUER Training Center
GmbH launched another regulars’ table especially for
international staff, in which new and old foreign staff
members and interns, as well as other colleagues whose
mother tongue is not German, can meet regularly at their
own convenience. The international employees' regulars'
table offers not only the opportunity to share experiences
about life in Germany but also to practice their German
and expand their vocabulary.
Dr. Karlheinz Bauer celebrated his 85th birthday in April 2013. Together with his wife Marlies and the family, many friends, Bauer employees and long-standing companions were there to congratulate him.
42 EMPLOYEES
task force have been incorporated in a serious of principles
as part of our corporate guidelines. Other specific actions
are derived from these principles and implemented gradually.
FLEXIBLE WORKING HOURS
Flexible working hours allow our staff to be self-accountable
and enjoy greater freedom in organizing their time. We are
one of the first companies in the construction industry to of-
fer our industrial staff an annual working hour arrangement.
Our administrative also benefit from a flextime model.
To make the transition from the working world to retire-
ment smoother and more flexible, in 2011 we introduced
the 57plus program. This model offers two options: In the
first option, beginning at age 57, staff members can take
additional vacation time or reduce their weekly working
hours each calendar year in exchange for adjustment in
wages. The second option allows employees to extend their
employment until age 67.
ORGANIZATION OF LEISURE TIME
The health of our staff is very important to us, and we've
launched numerous initiatives to help maintain and pro-
mote it. For example, since 2012 the continuing education
program at BAUER Training Center GmbH has included
yoga classes and a twice-a-week fitness program known
as “Be Fit.”
Over 25 years ago, at the initiative of our management team
a leisure, sports and culture committee (FSK in German) was
launched to promote and organize a variety of activities with
the goal of strengthening the team spirit among our staff and
their friends and family in their private lives as well. In 2013,
a motorcycle tour to Eng, Europe's largest alpine village,
was part of the agenda.
COMPENSATION AND PROVISION
Our compensation package is usually higher than the
standard payscale. In Germany, besides the collectively
negotiated wage and wage premiums, the package includes
performance-based bonuses, shopping discounts and a
wide range of insurance options. Employees assigned to
foreign locations also receive special allowances.
In addition, we offer our staff a supplementary retirement
pension through SOKA-Bau. Employees can choose from
three different types of benefits. Most of them opt for the
deferred compensation option, under which their pension
contributions are tax-free.
Turnover Rate
in %
10
8
6
4
2
0
2010 2011 2012 2013
6.26.7
7.2
9.2
8.2 7.8
6.0
7.4
Germany Extended core companies
0 - 5 6 -10 11 - 20 21 - 30 31 - 40 > 40
Length of employment of employees of the extended core companies
and Schachtbau Nordhausen.
Length of Employment 2012 Length of Employment 2013
50
40
30
20
10
0
Length of Employment
in %
39.037.3
16.618.3 18.717.2
13.913.99.8 9.1
2.0 1.9
EMPLOYEES 43EMPLOYEES
Goals Situation Status Implementation
Extend “Be-Mobil” program group-
wide
Employees in Schrobenhausen can gain international experience
through the “Be-Mobil” program. The program shall be made avail-
able to all other companies of the BAUER Group.
ongoing
Improve cooperation within the
Group on the topic of training
development
Communication within the Group between individual companies and
headquarters in Schrobenhausen shall be intensified.ongoing
Employees' regulars’ table for
non-native German speakers
Following the success of the employees' regulars’ table launched
in 2012, a similar regular social gathering is now to be instigated at
the company's headquater in Schrobenhausen for English-speaking
colleagues. It will in particular focus on improving the German of the
participants.
2013
Trainer job rotation for master
tradesmen and their deputies
Master tradesmen and their deputies have had the opportunity since
late 2012 to gain international experience as a trainer and acquire
new skills. Internal promotion of this program will be expanded.
2014
Training in Latin America, Asia and
the US
Training options for customers and employees in Latin America, Asia
and the US will be expanded with support from the BAUER Training
Center GmbH. A needs analysis was conducted.
2014
Improve recruiting efforts for poten-
tial staff
Through various measures, such as the career newsletter, image
films and social media activities, the company will communicate
more effectively with potential staff and trainees.
2015
Driver's license for exploration and
well drilling rigs
In early 2014, we introduced the new license: “Certified driver for
exploration and well drilling rigs”. BAUER Training Center GmbH, a
recognized testing facility, will soon begin offering training to employ-
ees and customers in this area.
New 2015
Improve communication within the
Group on the topic of vocational
training
Internal communication on the topic of vocational training shall be
intensified. The goal is to establish a form of dual study vocational
training program in our international group companies.
New ongoing
Status of Sustainability Goals in Human Resources
Zerben lock, Germany
45ENVIRONMENT
EnvironmentENVIRONMENTAL MANAGEMENT
Environmental management at Bauer is part of our group-
wide HSE (Health, Safety, Environment) policy, which defines
standards and guidelines applicable to all companies in the
Group, whose observance is continuously verified through
ongoing internal HSE audits.
This group-wide policy ensures that the rules are followed
in all our production facilities as well as our construction
sites. Regular HSE training raises the awareness of the staff
on these topics. The managing directors of the individual
Group companies are directly responsible for meeting the
prescribed goals. The central HSE department supports,
coordinates and monitors the implementation of the policy.
In 2013, the environmental management system at the
Schrobenhausen location successfully underwent another
EMAS audit. EMAS (Eco-Management and Audit Scheme)
is an environmental management and environmental auditing
instrument for organizations seeking to improve their environ-
mental performance. Its requirements exceed those of the
ISO 14001.
In 2012, the GWE Group began introducing an energy
management system at its German locations to evaluate
energy consumption. To address this issue in a structured,
Group-wide manner and meet its established goals, the
system was incorporated into the processes of the GWE
corporate management manual for the purpose of obtaining
DIN EN ISO 50001 certification in 2015. An energy team,
working across different locations, is analyzing and identi-
fying areas for improvement as well as methods for using
resources more efficiently. In 2014, through various savings
measures such as the use of energy-saving light bulbs and
timer switches or the use of space heaters, a reduction in
consumption by about three percent is expected.
When replacing company vehicles, we are making sure to
acquire fuel efficient and low-emission models. Here too,
we are taking environmental aspects with regards to CO2
emissions into consideration.
Since 2011, we have installed video conferencing systems
at several locations worldwide, thus greatly reducing the
number of flights taken and protecting the environment.
CONFERENCE IN OMAN
OMAN GREEN AWARD
Our subsidiary BAUER Nimr LLC in Oman received yet
another award in 2013 for its Nimr Water Treatment
Plant project. After winning the 2012 Green Innovation
Award, it earned its second Oman Green Award, this
time in the Green Habitat category. Amid 720 hectares of
desert landscape a green oasis arose, creating a home
for numerous species of animals and plants. More than
104 varieties of birds, who visit the area around the reed
bed plant to find food and even opportunities to breed,
have been observed thus far. In addition to birds and
insects, fish, reptiles and small mammals such as foxes
have also been sighted.
In cooperation with the German Foreign Chamber of
Commerce, the Mechanical Engineering department of
the German University of Technology (GUtech) organized
a scientific conference in Oman at the end of January
2013 on its campus in Halban. The event, which was
sponsored by the Omani Ministry of Environment and
Climate Affairs, brought together experts from the
field of industry and science to learn about the latest
sustainability and environmental projects in the Sultan-
ate. The presentation by BAUER Water GmbH on the
natural presence of radioactive material in the oil and
gas industry was the focal point of the guest contribution
section. The contamination of drilling rigs and other work
equipment through radionuclides in the soil is a wide-
spread problem in the oil and gas industry. If not handled
properly, it can hamper the later use of the equipment
and pose significant hazards to health and the environ-
ment. Bauer Water presented the mobile NORM decon-
tamination system as a solution for ridding equipment of
radioactive contaminants in an environmentally friendly
manner. The system cleans the contaminated equipment
in a completely closed cycle using an ultra-high-pressure
water jet, after which the water is treated inside the sys-
tem for reuse in the next decontamination process.
46
REPORTING BASIS AND LIMITS
This section provides key figures related to the environment.
Through 2011, the data pertained only to the Schrobenhausen
location, consisting of the corporate office buildings and
the plants in Schrobenhausen, Aresing and Edelshausen.
Primarily the parent companies of the Group, BAUER AG,
BAUER Spezialtiefbau GmbH and BAUER Maschinen GmbH
are located at this site. As of 2012, the data was expanded
to include the most important equipment plants worldwide
along with benchmark values from 2011. It includes com-
pany participation Olbersdorfer Guß GmbH, a foundry pro-
ducing primarily small castings, which naturally consumes
a large amount of energy. Its environmental data has been
fully incorporated. The plant of BAUER Equipment Malaysia
(BEM) was completed in 2012 and has been included in the
data since then. Indicators for other machinery plants are re-
ported separately from the Schrobenhausen location initially
to allow clearer distinction.
A (simplified) environmental declaration is issued each year
for Schrobenhausen. The declaration is reviewed by an en-
vironmental auditor and subsequently published. This forms
the basis for the figures reported below. The environmental
management systems of the major production locations with-
in the BAUER Group are certified to ISO 14001 or EMAS.
The collection of environmental data for the production
sites of the Resources segment is also planned. For more
information on the reporting basis and limits, see the “About
this Report” section.
CAPITAL INVESTMENTS
In October 2013, the new plant of BAUER Tianjin Technology
Co. Ltd. (BTTCL) was inaugurated after one and a half years
of construction. The relocation from the old plant, which was
only a few hundred meters away, became necessary once
the lease agreement expired and the government had plans
to use the land for another purpose.
In 2013, SCHACHTBAU NORDHAUSEN GmbH conducted
energy-saving roof renovations to the administration building
on its premises. BAUER Equipment Malaysia invested
around EUR 150,000 in a new sandblasting and painting
booth as well as a recycling station. At KLEMM Bohrtechnik
GmbH in Drolshagen, a geothermal heating and cooling
system replaces a primary energy demand of around 136
megawatt hours per year.
TREND IN ENERGY CONSUMPTION
Energy consumption at the Schrobenhausen location has
fallen slightly since 2009. Consumption in 2013 increased
somewhat against the previous year due to increased
machinery business. At the Aresing plant and the head office
building, geothermal systems are providing energy savings.
At the paint shop in Aresing, a portion of the process heat is
being recovered by efficient heat wheels. In Edelshausen, a
photovoltaic system was installed, which in 2013 generated
around 334 megawatt hours of energy, 45 of which were fed
into the supply grid.
Other locations also saw a rise in energy consumption
in 2013 compared to the previous year due to increased
capacity utilization, especially among the German subsid-
iaries. The relocation of BTTCL to the new plant resulted in
higher-than-normal energy consumption.
TREND IN EMISSIONS
NOx-, SO
2-, and CO
2 emissions were calculated on the basis
of electricity, heating oil, natural gas and fuel consumption.
The installation of geothermal energy systems in the head
office building in Schrobenhausen and the Aresing plant,
combined with the reduction of heating oil systems, is
helping us reduce sulfur oxides. Emission data from BEM
was included for the first time in 2012. The rise in energy
consumption in Schrobenhausen and other machinery
plants is attributable to increased production. The relocation
of BTTCL also played a role in the higher consumption.
Some of our fossil fuel consumption has been replaced by
environmentally friendly and low-emission energy sources.
The “Avoidance of CO2 emissions” graph includes data
from SCHACHTBAU NORDHAUSEN GmbH and KLEMM
Bohrtechnik GmbH plants as of 2011. At the Aresing plant
and the head office building, a geothermal energy system
was installed, cutting CO2 emissions in 2013 by 148 metric
tons (previous year: 125 metric tons) in total. In 2013, the
photovoltaic facility in Edelshausen saved 80 tons of CO2
(previous year: 81 tons), the Schachtbau facility saved 488
tons (previous year: 551 tons). In Edelshausen, 45 metric
tons of CO2 emissions were eliminated by feeding power into
ENVIRONMENT
PRODUCTION FIGURES
47ENVIRONMENT
Water consumptionin m3
Schrobenhausen location Other machinery plants
24,489
50,289
62,23958,411
23,011 21,243 22,518
27,27840,996
35,893
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
2010 2011 2012 2013
Avoidance of CO2 emissions Machinery plants (including Schrobenhausen)
in t/year
Geothermal Schrobenhausen Photovoltaic
Energy recovery supply grid
1,000
900
800
700
600
500
400
300
200
100
0
2010 2011 2012 2013
232
879807 772
112 116 125 148
90
690 632 568
30
7350
56
EmissionsOther machinery plants
in t or kg
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2011 2012 2013
9,2127,578
9,192
2,547
2,104
2,616
305
178
97
CO2 (t) NO
x (kg) SO
2 (kg)
EmissionsSchrobenhausen location
in t or kg
10,000
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2010 2011 2012 2013
5,4394,858 4,861 5,104
2,112
1,739 1,8101,955
168
240 104
247
CO2 (t) NO
x (kg) SO
2 (kg)
Energy consumptionSchrobenhausen location
in MWh
22,406
Electricity Heating oil Natural gas
Geothermal heating pump Photovoltaic
20112010 2012 2013
30,000
25,000
20,000
15,000
10,000
5,000
0
9,649 8,927
738
9,779
479
9,188
558
9,600
446
9,157
864
10,476
569289
1,122
11,206
429326
29534919,792 19,923 21,067
Energy consumptionOther machinery plants
in MWh
2011 2012 2013
36,000
30,000
24,000
18,000
12,000
6,000
0
15,91414,309
16,557
12,504
11,563
14,844
907
529
289
Electricity Heating oil Natural gas
29,325
26,401
31,690
48 ENVIRONMENT
the supply grid (previous year: 38 metric tons); in Klemm, 11
metric tons (previous year: 12 metric tons).
WATER CONSUMPTION
Water consumption in Schrobenhausen increased for the
first time in years in 2013 compared to 2012. This is primar-
ily attributable to the Aresing plant, where several equipment
trials were conducted. In Edelshausen, on the other hand,
consumption decreased. In the graph, freshwater consump-
tion is equal to the volume of wastewater.
Beginning in 2011, water consumption at other plants was
taken into account. Data from BEM was included for the first
time in 2012. The construction of the new building, com-
pleted in 2012, resulted in very high water consumption. In
2013, accurate consumption values could not be calculated
for BTTCL due to the relocation. This makes a comparison
versus the previous year impossible.
SOLVENT EMISSIONS
The introduction and increased use of low-solvent wa-
ter-based paints in 2009, which have a solvent content of
only three to six percent, about a tenth of that of conven-
tional paints, helped us greatly to reduce our VOC emissions
compared to the previous year. In addition to the Schro-
benhausen location, VOC emissions also accrue at KLEMM
Bohrtechnik GmbH, SCHACHTBAU NORDHAUSEN GmbH,
EURODRILL GmbH and BAUER Manufacturing Inc. as
a result of painting operations. Emission values in 2013
increased significantly against the previous year. This was
primarily attributable to the sharp increase in production at
Schachtbau. At the Schrobenhausen location, additional
reductions were achieved.
Schrobenhausen location Other machinery plants
16,363
27,72024,701
27,406
16,847 14,870 13,444
10,8739,831
13,962
VOC emissions
in kg/year
35,000
30,000
25.000
20.000
15,000
10.000
5.000
0
2010 2011 2012 2013
25,000
20,000
15,000
10.000
5.000
0
2010 2011 2012 2013
Avoidance of VOC emissions
in kg/year
10,158
22,31523,086
16,661
17,46418,301
12,410
4,8514,785
4,251
Schrobenhausen location Klemm
49ENVIRONMENT
Environmental Goals
Goals Situation Status Implementation
Revalidation of EMAS certification at
the Schrobenhausen location
Bauer has been listed as an EMAS-certified company since 1996.
Our goal is to renew this certification in the coming years.ongoing
Expand the use of video conferenc-
ing systems
Since 2011, video conferencing systems have been installed at sev-
eral BAUER Group locations, reducing travel costs and protecting
the environment. Other locations will also be equipped.
2015
Optimization of older heating and
lighting systems
In Schrobenhausen, existing heating and lighting systems will be
inspected and continually replaced. Among the improvements,
modern LED lighting systems will be used. Insulation in older office
and plant buildings will also be inspected.
2016
Introduce and obtain certification for
an energy management system in
the GWE Group
The GWE Group seeks to introduce an energy management system
at its German locations to evaluate energy consumption. DIN EN
ISO 50001 certification shall be obtained by 2015.
New 2015
Environmental key figures 2013
Energy consumption (in MWh) Emissions
Revenues(EUR million)
Employees Electricity Natural gas Heating oil CO2
(t)NOx
(kg)Water(m3)
Schrobenhausen location 585.2 2,052 9,157 10,476 864 5,104 1,955 22,518
SCHACHTBAU NORDHAUSEN GmbH 102.7 808 4,750 6,500 0 2,777 1,118 17,024
KLEMM Bohrtechnik GmbH 39.9 231 1,237 2,283 0 844 393 1,442
EURODRILL GmbH 13.1 43 205 230 0 110 40 342
MAT Mischanlagentechnik GmbH 12.3 82 244 579 0 241 100 769
PRAKLA Bohrtechnik GmbH 27.9 83 270 293 289 214 113 441
Olbersdorfer Guß GmbH 7.4 122 4,812 2,936 0 3,061 505 2,341
Total Germany 788.5 3,421 20,675 23,297 1,153 12,351 4,224 44,877
BAUER-Pileco Inc. 68.9 80 715 20 0 221 3 2,980
BAUER Manufacturing Inc. 22.9 78 2,449 4 0 745 1 3,206
Shanghai BAUER Technologies 8.1 77 175 0 0 53 0 2,535
BAUER Tianjin Technology Co., Ltd. 30.8 203 1,200 2,000 0 775 344 n/a
BAUER Equipment Malaysia 45.7 89 501 0 0 152 0 4,813
Total International 176.4 527 5,040 2,024 0 1,946 348 13,534
Total of determined key figures 964.9 3,948 25,715 25,321 1,153 14,297 4,572 58,411
as % of the Group 64.1 38.5 n/a n/a n/a n/a n/a n/a
BAUER Group 1,504.2 10,253 n/a n/a n/a n/a n/a n/a
Trier lock, Germany
52
The BAUER Group Sustainability Report is intended for
our present and former employees, analysts and investors,
customers and suppliers, public policymakers, the public at
large in the regions where we operate, friends of the com-
pany and anyone else who may be interested.
REPORTING PERIOD
This report covers the fiscal year from January 1, 2013, to
December 31, 2013. In certain cases, information from other
periods may be provided. The editorial deadline was June
2014. The report is published annually in October.
REPORTING BASIS AND LIMITS
Reporting basis and limits are explained in detail in each
section. Because data is collated from different depart-
ments, its scope and range varies. The 2013 Sustainabil-
ity Report is based on the updated 2014 Environmental
Statement and the 2013 Social Report as well as interna-
tional Group accounting data and specific polling. All data
is acquired by means of internal polling of individual Group
About this Report
companies. Because the BAUER Group pursues a decen-
tralized strategy with regard to the organization of its world-
wide subsidiaries, unified data acquisition across the Group
is not always possible. We always state to which Group
companies the data relates.
The table below lists the companies whose personnel data
is included in the “Employees” section of this report. This
is intended to give readers an idea as to the range of the
information provided.
Our goal is to improve the quantity and quality of the data
and to gradually expand data acquisition to include more
Group companies, thereby enhancing the information value
of the data presented in this report.
Despite exercising all due diligence, we cannot guarantee
that the information contained herein is complete and cor-
rect in every detail.
Company Total Group Revenues (in EUR million) Employees
2012 2013 2012 2013
BAUER AG 40.4 37.0 238 247
BAUER Spezialtiefbau GmbH 187.6 187.4 648 651
BAUER Maschinen GmbH 354.7 391.7 1,045 1,046
BAUER Resources GmbH 8.6 9.6 25 29
BAUER Training Center GmbH 1.7 1.7 6 9
SPESA Spezialbau und Sanierung GmbH 15.5 17.2 110 111
RTG Rammtechnik GmbH * 28.4 9
SPANTEC Spann- und Ankertechnik GmbH * 18.5 26
BAUER Umwelt GmbH 38.2 42.9 88 94
BAUER Water GmbH 7.9 13.5 37 38
Esau & Hueber GmbH 13.0 11.5 54 57
HGC Hydro-Geo-Consult GmbH 0.9 1.0 16 15
Total (extended core companies) 668.5 760.4 2,267 2,332
extended core companies as a % of the Group 46.2 52.6 22.1 22.7
SCHACHTBAU NORDHAUSEN GmbH 92.1 102.7 791 808
SCHACHTBAU NORDHAUSEN Bau GmbH 22.2 21.4 73 77
Total (including Schachtbau) 782.8 884.5 3,131 3,217
as % of the Group 54.7 58.8 30.5 31.3
BAUER Group 1,431.2 1,504.2 10,253 10,264
Co
re c
om
pan
ies
exte
nded
co
re c
om
pan
ies
* added in 2013
Luise-Kiesselbach-Platz, Munich, Germany
GRI Index
Our 2013 Sustainability Report is based on the template
provided by the Global Reporting Initiative (GRI), version
G3. The Global Reporting Initiative is a multi-stakeholder
foundation based in Amsterdam, Netherlands, which sup-
ports organizations in drafting sustainability reports. To that
end, the GRI has established a comprehensive reporting
framework as well as guidelines setting out principles and in-
dicators that companies can use to measure their economic,
environmental and social sustainability. These guidelines are
continuously updated and improved.
The application levels indicate how the company in question
has applied the reporting framework and how many standard
disclosures and performance indicators are contained in the
Sustainability Report. Based on our own appraisal, our 2013
Sustainability Report is classifiable as application level C.
54
Complete response Partial response AR 2013 Annual Report
Strategy and analysis
1.1 Statement from the CEO p. 6/7
1.2 Impacts, risks and opportunities p. 6/7, 12/13; AR p. 67-75
Organizational profi le
2.1 Name of the organization p. 9
2.2 Primary brands, products and/or services p. 9/10
2.3 Operational structure of the organization p. 2/3, 9-11; AR p. 8/9, 12/13, 172-175
2.4 Location of headquarters p. 9
2.5 Countries and main production sites p. 2/3, 9/10; AR p. 8/9, 172-175
2.6 Nature of ownership and legal form p. 9/10, 28
2.7 Markets p. 2/3, 9/10; AR p. 41-43, 152/153
2.8 Scale of the reporting organization Front cover
2.9 Structural changes No change
2.10 Prizes and awards p. 4, 13, 45
Report parameters
3.1 Reporting Period p. 52
3.2 Publication of last report p. 52
3.3 Reporting cycle p. 52
3.4 Contact point Rear cover
3.5 Process for defi ning report content p. 6/7, 12, 27
3.6 Boundary of the report p. 2/3, 12, 27, 35, 46, 52
3.7 Specifi c limitations p. 2/3, 12, 27, 35, 46, 52
3.8Joint Ventures, subsidiaries, leased facilities and outsourced
activitiesp. 2/3, 12, 27, 35, 46, 52
3.9 Data measurement techniques and the bases of calculations p. 2/3, 12, 27, 35, 46, 52
3.10 Revised statements p. 14, 46-48
3.11 Changes from previous reporting periods p. 14, 46-48, 52
3.12 GRI Index p. 54-56
3.13 External assurance None
Indicator and Description Link/Note Status
55GRI INDEX
FT_Bold
FT
Corporate governance, commitments and engagements
4.1 Governance structure p. 11/12; AR p. 17/18, 84-89, 166/167
4.2 Independence of Supervisory Board Chairman p. 11; AR p. 17/18, 84-89, 166/167
4.3 Independence of the Supervisory Board Not relevant
4.4Shareholders' and employees' right to provide recommendations
or directionp. 36; AR p. 63-65
4.5 Compensation of Executive Board and Supervisory Board members AR p. 61-63
4.6 Avoidance of confl icts of interest p. 11
4.7 Qualifi cations and experience of Supervisory Board members AR p. 84-87
4.8 Internal guidelines, code of conduct and principles p. 11-15
4.9 Overseeing of sustainability by Supervisory Board AR p. 88/89
4.10 Evaluation of Supervisory Board's performance AR p. 88/89
4.11 Precautionary approach in the company p. 12/13; AR p. 67-75, 77-81
4.12 External agreements, principles, initiatives or memberships p. 11, 14-16, 31, 37/38, 43, 45/46
4.13 Membership in associations and advocacy organizations p. 30/31
4.14 Stakeholder list p. 27-33
4.15 Identifi cations of relevant stakeholders p. 27-33
4.16 Inclusion of stakeholders p. 27-33
4.17 Topics and concerns of stakeholders p. 27-33
Economics
Management approach p. 6/7, 9-12
Economic performance
EC 1 Economic value Front cover, p. 30/31
EC 2 Impacts of climate change p. 13
EC 3 Organization's defi ned benefi t plan obligations p. 36, 41-43; AR p. 61-63
Market presence
EC 6 Local suppliers p. 29
EC 7 Local personnel p. 11, 35
Indirect economic impact
EC 8 Infrastructure investments for public benefi t p. 29-31
Environment
Management approach p. 6/7, 11/12, 45
Energy
EN 3 Direct energy consumption p. 46-49
EN 4 Indirect energy consumption p. 46-49
EN 5 Energy saved and effi ciency improvements p. 46-49
EN 6 Energy-effi cient products p. 19-24
EN 7 Reduction of indirect energy consumption p. 20/21, 46, 49
Water
EN 8 Total water withdrawal p. 46-49
EN 10 Recycled and reused water p. 46-49
GRI INDEX56
Emissions, wastewater, solid waste
EN 16 Direct and indirect greenhouse gas emissions p. 46-49
EN 18 Reduction of greenhouse gas emissions p. 46-49
EN 20 NOx, SO
x and other signifi cant air emissions p. 46-49
EN 21 Wastewater discharges p. 46-49
Products and services
EN 26 Minimization of environmental impacts of products p. 19-24
EN 27 Reclaimed packaging materials Not relevant for end-products
Compliance with legislation
EN 28 Compliance with legislation None
Labour
Management approach p. 6/7, 11/12, 35
Employment
LA 1 Total workforce p. 35-37
LA 2 Fluctuation p. 41/42
LA 3 Company benefi ts p. 40-43
Occupational safety
LA 6 Representation in occupational safety committees p. 13/14
LA 7 Occupational accidents p. 14
Training and education
LA 10 Training and education p. 40/41
LA 11 Skills management and lifelong learning p. 40-42
Diversity and equal opportunity
LA 13 Composition of governance bodies and employees p. 35/36, AR p. 2/3
Human rights
Management approach p. 6/7, 11/12
Child labor
HR 6 Child labor p. 11
Forced or compulsory labor
HR 7 Forced labor p. 11
Society
Management approach p. 6/7, 11/12, 27
Public policy
SO 5 Public policy positions and lobbying p. 32
Product responsibility
Management approach p. 6/7, 11/12, 15-17, 20-22
Labelling of products and services
PR 5 Customer satisfaction p. 15, 27/28
Marketing communications
PR 6 Guidelines for advertising, promotion, and sponsoring p. 29-32
PR 7 Compliance with voluntary code of conduct None
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86529 Schrobenhausen
www.bauer.de
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BUSINESS
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Ingolstadt HRB 101375
CONTACTS
Investor Relations
BAUER Aktiengesellschaft
BAUER-Straße 1
86529 Schrobenhausen
Phone: +49 8252 97-1218
Fax: +49 8252 97-2900
TEXT/CONCEPT
Christopher Wolf
Verena Kaspar
LAYOUT
Kerstin Kaltenstadler
PHOTOS
BAUER Group
Kastner AG – das medienhaus, Wolnzach
The 2013 Sustainability Report is printed on environmentally friendly
paper conforming to the standards of the Forest Stewardship
Council (FSC).It is available as a PDF document and on-line.
This Sustainability Report is published in German and English and is available
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BAUER AktiengesellschaftBAUER-Strasse 1
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