From the CEO
The immediate concern of everyone globally is the COVID-19 crisis. Therefore, let me start by stating that presently we have no active cases and only very few employees under self-quarantine. This comes with a big caveat; it might change tomorrow as we are only in control of a tiny fraction of the parameters active here. Our daily EHS reporting system covers 33 sites in 15 countries with over 3,200 employees. We are extremely pleased about this. Within the area of what we can control, the management teams of our nine business units are very much focused on continuing this performance and the AMG Management Board is unwaveringly dedicated to the safety of our people.
As regard to the COVID-19 crisis and the resulting societal and economic impacts, we want to be careful with predictions. We do not know whether the pre-crisis global work “order” will return to a kind of “old normal,” or go on to a “new normal,” and if so, what that would look like. At AMG, we have established a systematic approach to continuously update carefully selected scenarios for monitoring our forward-looking results. This scenario-based planning approach seems to be appropriate in the current environment, especially in trying to prepare for alternative longer-term economic outcomes of the COVID-19 crisis.
The world’s greatest intellects are now appropriately focusing their ingenuity on defeating the coronavirus. The search for a vaccine or cure to this pandemic has taken center stage on a global scale. Although we cannot say how or when, the determination of our finest is sure to meet the challenge and provide a solution to this blight. We are aware that our specialty, critical materials, will not likely play a key role in that solution and therefore it is imperative that despite the near-term emergency, that we remain focused on our mission of CO2 reduction. This challenge, though longer in term, is of no less significance than it was prior to the outset of the pandemic. We are convinced that critical materials will play a defining role in addressing the long-term crisis of global warming. The short-term unpredictability we face today is only matched by the certainty that we face in the long-term existential crisis posed by climate change. We will not lose focus on our mission as this is where our contribution to the world will be felt.
The AMG Portfolio: We believe that AMG, as a portfolio of nine niche market leaders in critical materials and related technologies, is prepared to survive severe downturns. We lead our niche markets, we are the low-cost producer in our markets, we are the process technology leader, we are the lead innovator, we are end market diversified, and we know our industries deeply.
When we formed AMG, we had acquired a portfolio of critical materials producers and related technology assets which would serve the biggest societal trends of our times, namely energy transition and the urgent need to save energy. We integrated these assets into AMG. Our assets include unique access to resources, sometimes in remote locations; proprietary process technologies; and long standing and solid customer relationships. In their niche markets, the acquired companies—without exception—are global market leaders. It turned out that our customers, the global industrial names, have been targeting the same trends we were targeting.
CO2: Energy transition and energy saving have a special place in our portfolio. The functionality of this is captured by a powerful equation: CO2 emissions are a function of population growth, growth of affluence, changes in the carbon intensity of energy production, and energy efficiency. From day one we defined our role in this equation. AMG is to provide critical materials and related process technologies to advance a less carbon intensive world.
More than 5 years ago we started to develop a methodology to measure the CO2 reducing impact our products and services have on the CO2 emissions of our customers. The primary motive was to provide an empirical basis for our claim to be assisting clean energy production and energy saving. Over time we refined these methodologies also with the help of third parties, such as ERM. For 2019, we were pleased to announce that the net impact of AMG on global CO2 emissions is a savings of 67 million tons. That is an amazing result of which we are extremely proud.
The COVID-19 Crisis and Strategy Adjustments: As regard to financial stability, the resilience of the AMG portfolio can be illustrated by the fact that all of our nine business units were EBITDA positive in 2019, albeit at a low level given the historically depressive price levels. We have repeated that in Q1 2020 and are planning to do it again for full year 2020, subject, of course, to what I said earlier about predictability. Second, we have a strong balance sheet with sound liquidity and our number one priority is to keep it that way.
AMG’s long-term strategy of value creation was amended in 2019 by three transformational projects. First, we increased our presence in the circular economy by approving the project to double our refinery waste recycling capacity, and therefore double our secondary production of vanadium, molybdenum, and nickel in Ohio. This expansion was facilitated by the issuance of bonds in the U.S. tax-exempt market, generating a total of $325 million in proceeds through the Ohio Air Quality Development Authority. Second, we decided to build a lithium hydroxide plant in Germany. And third, we formed AMG Technologies by combining AMG Engineering and AMG Titanium Alloys & Coatings.
Vanadium and Circular Economy: Two parameters have driven the growth prospects of AMG’s vanadium secondary recovery projects; one is the IMO2020 legislation prohibiting high sulfur fuels for maritime use; the second being the strategic decision of crude oil-producing countries to move downstream and build refineries instead of exporting crude oil. These two trends have led to a significant increase in the demand for “fresh” catalysts and that implies an increase in “spent” catalysts generation. That is the basic space of activity for the newly formed Shell AMG Recycling B.V., offering state-of-the-art recycling options for vanadium containing refinery waste worldwide. Our studies have quantified the substantial advantages of extracting vanadium from refinery waste, compared to primary mining, both in terms of CO2 footprint and cash costs.
Energy Storage and Renewable Energy: Renewable energy expansion requires a proportionate expansion of electricity storage capacity. That is because renewable energy production is highly volatile. Wind blows, or it does not. The sun shines, or it does not. Traditionally, large scale stationary electricity storage has been provided by hydro pump stations, pumping water up during the night using surplus electricity from continuous fossil fuel power plants and releasing electricity during the day. In the renewable energy world, that does not work, especially given the growth in electric vehicles (EV). The sun does not shine at night. The wind might not blow. EV drivers come home and charge their cars overnight. This completely upends the supply-demand balance that made hydro storage facilities feasible. Going forward, vanadium batteries are the most competitive solution for battery-based electricity storage systems. This is a transformational market opportunity for AMG and the Shell AMG joint venture since we are expanding the vanadium supply. We will produce less ferrovanadium and more vanadium oxide for use in batteries.
Lithium Hydroxide Refinery: The LiOH refinery in Zeitz, Sachsen-Anhalt, Germany, is being designed and will be operated using cutting edge technology in order to be energy and cost efficient while minimizing its CO2 footprint. The refinery will produce battery-grade hydroxide, targeting the emerging European lithium ion battery industry. The location of the refinery in the heart of Europe will also help the environmental impact of long-haul transportation. Mid- to long-term, our lithium value chain concept from mining to battery pack assembling will eliminate shipping of highly dilutive lithium equivalents such as spodumene ore over long distances. To have such a plant nearby also increases the supply security of our customers and provides for a more intensive communication between supplier and customer.
AMG Technologies: The formation of AMG Technologies, combining AMG Engineering (“ALD”) and AMG Titanium Alloys & Coatings (“TAC”) in 2019 under a joint management structure, has been in the making for quite some time. The breakthrough innovation of titanium aluminides was the result of many years of collaboration between the units. ALD vacuum furnaces are the core of AMG TAC’s plant after all. The specific strategic targets of the new company include the acceleration of furnace technology development by combining engineering and operating expertise; the offering of furnace solutions for metal conversion in the form of Build-Own-Operate models as practiced in heat-treatment for some time; and the expanding of the scope of our engineering services beyond vacuum furnace technology such as the building of recycling facilities based on proprietary technologies of AMG TAC.
Summary: AMG’s mission is to provide critical materials and related process technologies to advance a less carbon intensive world.
AMG is dedicated to long-term value creation. We are operating a portfolio of market leaders. Our balance sheet is strong. The significant Ohio investment, doubling our vanadium recycling capacity, is financed by a special bond facility with a very long maturity and a low fixed interest rate. Our growth projects in recycling and lithium chemicals are proceeding as planned. AMG Technologies is operating with a high backlog and we see the current challenges facing the aerospace industry receding later in 2021/2022. In the COVID-19 times, our short-term priorities are cash and liquidity preservation, but we have not lost focus on our long-term mission which is evidenced by the transformational strategic projects detailed above.
Dr. Heinz C. Schimmelbusch
Chief Executive Officer
About AMG & Our Report
At AMG, we produce highly engineered specialty metal products as well as market-leading vacuum furnaces for specialized alloying applications and heat treatment services to the transportation, infrastructure, energy, and specialty metals and chemicals markets. Our headquarters is located in Amsterdam, Netherlands, and we are listed on the Amsterdam stock exchange. Our 2019 revenue totaled $1.19 billion.
We operate two divisions: AMG Critical Materials and AMG Technologies. AMG Critical Materials produces aluminum master alloys and powders, ferrovanadium, natural graphite, chromium metal, antimony, lithium, tantalum, niobium, and silicon metal. AMG Technologies was formed at the beginning of 2019 by combining AMG Engineering and AMG Titanium Alloys & Coatings into one division. AMG Technologies produces titanium aluminides and alloys, designs and produces advanced vacuum furnace systems, and operates vacuum heat treatment facilities, primarily for the transportation and energy industries. More detailed information on our products and services is located on our website.
With over 3,200 employees and 33 sites, AMG operates globally with locations in Germany, the United Kingdom, France, the Czech Republic, the United States, China, Mexico, Brazil, India, Sri Lanka, Mozambique, Thailand, Russia, and Japan.
This is our second stand-alone Annual Sustainability Report, and it covers the 2019 calendar year. AMG previously reported our sustainability practices in the Sustainable Development section of our Annual Report. This report is written in accordance with the Global Reporting Initiative Standards at the Core level. We also report on corporate responsibility practices in our annual UN Global Compact Communication on Progress. AMG does not include minority-held entities in the boundaries of this report.
Sustainability Strategy & Governance
AMG endorses and supports the definition of corporate social responsibility as set by the World Business Council for Sustainable Development, being: “…the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.” For AMG and its affiliated companies, this definition translates into three main sustainable development objectives that the Company has formulated in connection with its financial objectives, technological capabilities, and its leading position in the global metallurgical industry. These objectives are:
- To provide safe working conditions for our employees and be responsible stewards of the environment;
- To meet or exceed regulatory standards by engaging in ethical business practices; and
- To be a valued member of the local economy, community, and society by contributing to solutions to address some of the fundamental environmental and social challenges facing society today.
The Management Board members are collectively responsible for building a culture within AMG focused on long-term value creation. Each Management Board member has the responsibility to serve the best interests of the Company and its stakeholders, while creating long-term value for the Company.
The Supervisory Board supervises the Management Board’s implementation of the long-term value-creation strategy of AMG. The Supervisory Board regularly discusses the strategy, the implementation of the strategy, and the principal risks associated with the strategy.
The Vice President of Sustainability, Environment, Health and Safety is responsible for the overall sustainability strategy for the organization and reports results to the Management Board on a regular basis.
Stakeholder Engagement & Materiality
In 2018, AMG conducted a materiality assessment to advance its sustainability program by identifying environmental, social, governance, and product-related impacts, risks, and opportunities that are most critical to AMG’s business and stakeholders. The results of the materiality assessment informed the content of this report, including specific topics and metrics to track and disclose. AMG’s list of material issues was developed primarily through two exercises: desktop research including peer benchmarking and stakeholder interviews.
- Desktop Research: A third-party consulting partner reviewed publicly available information, such as relevant Global Reporting Initiative and Sustainability Accounting Standards Board standards, and conducted benchmarking of several peer companies using publicly available sustainability reports and websites. This information was used to develop a list of relevant sustainability topics to guide stakeholder interviews.
- Stakeholder Interviews: The third-party consulting partner also interviewed AMG executives, including AMG’s Chief Executive Officer, Chief Operations Officer, Chief Financial Officer, Senior Vice President of Corporate Development and Investor Relations, and Vice President of Sustainability, Environment, Health and Safety. Insights were gathered on sustainability impacts, risks, and opportunities across AMG’s value chain. These internal stakeholders vetted the list of sustainability topics developed from the desktop research for relevance and significance given their understanding of corporate risk formed through the continual company-wide risk assessment process. The list of sustainability topics was narrowed down to a priority list of material sustainability topics for AMG.
Material issues were considered across AMG’s value chain:
The priority list of material sustainability topics for AMG include:
Generation and management of air emissions (e.g., particulates, SO2, NOx, etc.) from company operations and their potential impacts on ecosystems and human health; this includes compliance with applicable regulations.
Management of the Company's energy consumption and associated costs through the design of operational processes, procurement practices, etc.
Use of efficient production techniques and creation of resource-efficient products. Responsible use of raw materials and inputs. Recycling input materials when possible.
Management of wastewater generated from company operations and impacts on local water resources, including compliance with all applicable regulations.
Management of water withdrawals and consumption for company operations in the context of competing demands for water resources.
Health & Safety
Protection of employees, contractors, and visitors from occupational injuries and illnesses through design of safe operations and work practices, training programs, robust safety management systems, and culture, including compliance with health and safety regulations.
Diversity & Inclusion
A diverse and inclusive workplace, accepting of all employees who bring unique perspectives based upon their race, ethnicity, gender, age, education, ability/disability, sexual orientation, religious affiliation, veteran and disabled veteran status, experience, and thought.
Hiring of employees from the local region and providing fair wages and competitive benefits, influencing other local businesses to do the same; providing community support through pro bono services or volunteering; cooperating with public and private institutions to promote social programs.
Prevention of unethical or illegal behavior involving a company employee or agent, in particular with respect to how the Company works with suppliers, customers, and other business partners in developing and marketing products and driving business growth and profitability (e.g., no bribery, collusion, anti-trust, monopoly practices, etc.).
In accordance with regulations across a full range of functional areas.
Inclusion of risk factors and opportunities, including sustainability topics, in business decisions. Taking effective steps to mitigate risks and to capitalize on opportunities to protect the business and its assets.
Customer Environmental Impacts
Designing and marketing sustainable products that minimize environmental impacts during the product-use phase and that meet evolving customer needs.
Development of innovative new products and services to improve customer experience and performance, supporting AMG’s top-line growth and differentiation.
Product Quality & Safety
Management of product design and production to ensure products meet specifications and customer expectations. Creations of products that are safe for their intended and likely uses.
Throughout this report, we detail our management approach and key metrics for measuring performance across our material topics.
Extractive Industries Transparency Initiative
AMG continues its support of the Extractive Industries Transparency Initiative (EITI), a global initiative to improve governance in resource-rich countries through the verification and full publication of Company payments and government revenues from oil, gas, and mining. EITI works to build multi-stakeholder partnerships in developing countries to increase the accountability of governments. Over 30 countries have now committed to the EITI principles and criteria. As of today, AMG has one extractive operation in an EITI-implementing country: Mozambique.
United Nations Global Compact
AMG is an active participant to the United Nations Global Compact (UNGC). The Global Compact is a strategic policy initiative for businesses that, like AMG, are dedicated to aligning their operations and strategies with 10 universally accepted principles in the areas of human rights, labor, the environment, and anti-corruption. In 2009, the AMG Management Board approved its commitment to the Global Compact and its intent to support the 10 principles. AMG reaffirms its support and submits its Communication on Progress annually.
GRI Content Index
|GRI STANDARD||DISCLOSURE||LOCATION / DIRECT ANSWER|
|GRI 102: General Disclosures||102-1 Name of the organization||AMG ADVANCED METALLURGICAL GROUP N.V.|
|102-2 Activities, brands, products and services||About AMG & Our Report, AMG Value Chain|
|102-3 Location of headquarters||Amsterdam, Netherlands|
|102-4 Location of operations||About AMG & Our Report|
|102-5 Ownership and legal form||AMG is a publicly traded company under the Euronext: AMG|
|102-6 Markets served||About AMG & Our Report, AMG Market Focus|
|102-7 Scale of the organization||About AMG & Our Report, AMG 2019 Annual Report, pages 6–7, 39|
|102-8 Information on employees and other workers||About AMG & Our Report, Diversity & Inclusion,
Employees by Region table included below.
|102-9 Supply chain||Stakeholder Engagement & Materiality|
|102-10 Significant changes to the organization and its supply chain||
AMG Technologies, formed at the beginning of 2019 by combining AMG Engineering and AMG Titanium Alloys & Coatings into one division, brings together two industry leaders primarily serving the aerospace market. The entity strengthens the interface of the engineering and operational expertise to facilitate the acceleration of process technology innovations. Guido Löber, the CEO of AMG Titanium Alloys & Coatings, will lead AMG Technologies, chairing a newly constituted Management Board.
On November 15, 2019, AMG Technologies completed the acquisition of International Specialty Alloys Division (“ISA”) from Kennametal, Inc. ISA is a leading U.S. producer of titanium master alloys and other binary alloys for the aerospace market. The acquisition enables AMG Titanium Alloys & Coatings to increase its already-strong market position in North America and Europe for these key aerospace products.
|102-11 Precautionary Principle or approach||AMG’s approach to risk management approach follows with the precautionary principle.|
|102-12 External initiatives||External Initiatives|
|102-13 Membership of associations||Association Memberships|
|102-14 Statement from senior decision-maker||CEO Letter|
|ETHICS & INTEGRITY|
|102-16 Values, principles, standards and norms of behavior||CEO Letter, Business Ethics, Risk Management|
|102-17 Mechanisms for advice and concerns about ethics||Business Ethics, Compliance|
|102-18 Governance structure||Sustainability Strategy & Governance, Corporate Governance|
|102-39 Compensation Ratio||Business Ethics|
|102-40 List of stakeholder groups||Stakeholder Engagement & Materiality|
|102-41 Collective bargaining agreements||% AMG of employees covered by collective bargaining agreements:
AMG Critical Materials: 64%
|102-42 Identifying and selecting stakeholders||Stakeholder Engagement & Materiality|
|102-43 Approach to stakeholder engagement||Stakeholder Engagement & Materiality|
|102-44 Key topics and concerns raised||Stakeholder Engagement & Materiality|
|102-45 Entities included in the consolidated financial statements||AMG 2019 Annual Report, page 62|
|102-46 Defining report content and topic Boundaries||Stakeholder Engagement & Materiality|
|102-47 List of material topics||Stakeholder Engagement & Materiality|
|102-48 Restatements of information||Beginning in 2019, AMG has included mobile combustion emissions and refrigerant emissions in its Scope 1 GHG emissions results, which provides a more detailed understanding of our GHG footprint. Our 2019 data also includes full calendar year results from all 33 sites, including three facilities in Mozambique, Russia, and Thailand, which were not included in our 2018 reporting data These updated methodologies resulted in changes to our 2018 data, specifically the reporting of water consumption, CO2 equivalent emissions (CO2e), particulates discharged to air, metals discharged, and hazardous waste. The updated 2018 air emissions and waste metrics are included in this report and reflect an increase from the previously reported data.|
|102-49 Changes in reporting||In 2019, AMG improved upon our data collection tool and refocused our data collection activities to better align with our material topics and developed consistent calculation methodologies in a number of areas to ensure data from across the globe is converted accurately. More information: Environment|
|102-50 Reporting period||Calendar year 2019|
|102-51 Date of most recent report||This is AMG’s second sustainability report.|
|102-52 Reporting cycle||Annual|
|102-53 Contact point for questions regarding the report||George Parthmer, Vice President of Sustainability, Environment, Health and Safety, email@example.com|
|102-54 Claims of reporting in accordance with the GRI Standards||This report references the GRI Standards, published in 2016.|
|102-55 GRI content index||This document|
|102-56 External assurance||AMG did not seek external assurance on the 2018 sustainability report.|
|GRI STANDARD||DISCLOSURE||LOCATION / DIRECT ANSWER|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Business Ethics)|
|103-2 The management approach and its components||Business Ethics|
|103-3 Evaluation of the management approach||Business Ethics|
|GRI 205: Anti-corruption||205-2 Communication and training about anti-corruption policies and procedures||Business Ethics, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Resource Efficiency)|
|103-2 The management approach and its components||Resource Efficiency|
|103-3 Evaluation of the management approach||Resource Efficiency|
|GRI 301: Materials||301-2 Recycled input materials used||Resource Efficiency, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Energy)|
|103-2 The management approach and its components||Energy|
|103-3 Evaluation of the management approach||Energy|
|GRI 302: Energy||302-1 Energy consumption within the organization||Energy, Sustainability Performance Dashboard|
|302-2 Energy consumption outside of the organization||Energy, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Wastewater)|
|103-2 The management approach and its components||Water|
|103-3 Evaluation of the management approach||Water|
|GRI 303: Water||303-1 Water withdrawal by source||Water, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Air Emissions)|
|103-2 The management approach and its components||Air Emissions|
|103-3 Evaluation of the management approach||Air Emissions|
|GRI 305: Emissions||305-1 Direct (Scope 1) GHG emissions||Air Emissions, Sustainability Performance Dashboard|
|305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions||Air Emissions, Sustainability Performance Dashboard|
|EFFLUENTS AND WASTE|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Wastewater)|
|103-2 The management approach and its components||Wastewater|
|103-3 Evaluation of the management approach||Wastewater|
|GRI 306: Waste||306-2 Waste by type and disposal method||Sustainability Performance Dashboard|
|306-3 Significant spills||Wastewater, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-2 The management approach and its components||Stakeholder Engagement & Materiality (Compliance)|
|103-3 Evaluation of the management approach||Environment|
|GRI 308: Environmental Compliance||307-1 Total monetary value of significant fines||Sustainability Performance Dashboard|
|HEALTH & SAFETY|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Health & Safety)|
|103-2 The management approach and its components||Health & Safety|
|103-3 Evaluation of the management approach||Health & Safety|
|GRI 403: Occupational Health & Safety||403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities||Health & Safety, Sustainability Performance Dashboard|
|Indicator: Number of OHSAS 18001 Certified Facilities||Health & Safety, Sustainability Performance Dashboard|
|DIVERSITY & EQUAL OPPORTUNITY|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Diversity & Inclusion)|
|103-2 The management approach and its components||Diversity & Inclusion|
|103-3 Evaluation of the management approach||Diversity & Inclusion|
|GRI 405: Diversity and Equal Opportunity||405-1 Diversity of governance bodies and employees||Diversity & Inclusion, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Community Engagement)|
|103-2 The management approach and its components||Community Engagement|
|103-3 Evaluation of the management approach||Community Engagement|
|GRI 413: Local Communities||413-2 Operations with significant actual and potential negative impacts on local communities||Wastewater|
|AMG Indicator||Indicator: Sites Where AMG Encourages Local Hiring Practices||Sustainability Performance Dashboard|
|RISK MANAGEMENT (INCLUDING SUPPLY CHAIN RISK)|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Risk Management)|
|103-2 The management approach and its components||Risk Management|
|103-3 Evaluation of the management approach||Risk Management|
|GRI 414: Supplier Social Assessment||414-1 New suppliers that were screened using social criteria||Omission: Not Applicable. AMG has a minimal set of suppliers compared to most manufacturing organizations and does not contract with new suppliers often. AMG does not believe that employing a supplier social assessment will enhance the due diligence the company performs, and has included a different indicator.|
|AMG Indicator||Indicator: Hours Invested in Risk Management Meetings||Risk Management, Sustainability Performance Dashboard|
|CUSTOMER ENVIRONMENTAL IMPACTS|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality
(Customer Environmental Impacts)
|103-2 The management approach and its components||Customer Environmental Impacts|
|103-3 Evaluation of the management approach||Customer Environmental Impacts|
|AMG Indicator||Indicator: CO2 Emissions Avoided||Customer Environmental Impacts, Sustainability Performance Dashboard|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Product Innovation)|
|103-2 The management approach and its components||Product Innovation|
|103-3 Evaluation of the management approach||Product Innovation|
|AMG Indicator||Indicator: Percent of Revenue from Green Products (defined by LCA)||Sustainability Performance Dashboard|
|PRODUCT QUALITY & SAFETY|
|GRI 103: Management Approach||103-1 Explanation of the material topic and its Boundary||Stakeholder Engagement & Materiality (Product Quality & Safety)|
|103-2 The management approach and its components||Product Quality & Safety|
|103-3 Evaluation of the management approach||Product Quality & Safety|
|AMG Indicator||Indicator: Number of ISO 9001 certified facilities||Product Quality & Safety, Sustainability Performance Dashboard|