2.1 Identity and commitment [102-16]

SDG related to this chapter


Ensure sustainable consumption and production patterns.

CIE Automotive is a supplier of components and subassemblies to the global automotive market, using complementary technologies and a range of associated processes and specialising in the management of value-added processes.

Honesty, fairness and integrity are the core values around which the Group articulates its business activities and the axis of its sustainable and profitable growth

Embedding CSR into its processes

In 2017, CIE Automotive continued to fine-tune its procedures to reflect its growing sensitivity towards environmental, social and governance (ESG) matters. The seventh edition of its process map, compiled during the year, marks a new milestone in the process of embedding its CSR commitments and placing its stakeholders at the centre of everything it does.

The new model assigns a new body to compliance and external stakeholder communication (refer to sections 2.4 and 4.1). In addition, a new key performance indicator has been added to the scorecard: environmental costs over revenue, with the numerator factoring in the cost of all things related with environmental management, from intake of the energy and water consumed to exit of the waste generated for management.

The Group has gone to lengths to deploy its process map across its various geographical regions: the Americas (US, Mexico and Brazil), Europe (Spain, Portugal, Lithuania, Romania, the Czech Republic and France) and Asia (China and India, partial deployment). To do so, it organised a number of forums for presenting and debating the map, events that were very well received.

In 2018, the Group expects to consolidate its process management model globally and cross-check it against the most stringent standards. From the standpoint of quality management, it will tackle the transition from ISO/TS 16949 to IATF 16949 and from the environmental perspective, it will get ready for the upcoming version of ISO 14001.

Embedding CSR into its processes

Map of processes

2.2 Business model [102-2, 102-4, 102-6]

CIE Automotive manufactures parts and subassemblies in 17 countries using seven basic processes or technologies. It sells its products to vehicle OEMs and Tier 1 suppliers from all over the world.

CIE Automotive has been growing and increasing shareholder returns year after year since 1996 thanks to a model underpinned by five cornerstones: multiple locations, customer diversification, a multi-technology approach, disciplined investing and decentralised management.


Multiple locations
  • 98 manufacturing facilities in 90 different locations across 17 countries.
  • 7 research centres.
Customer diversification
  • CIE Automotive sells to the main car makers (OEMs) and Tier 1 parts suppliers in the various markets in which it operates.
  • 7 technologies: forging, tube stamping and shaping, machining, plastics, aluminium injection moulding, roof systems and smelting.
Disciplined investing
  • Facility quality and flexibility.
  • High return hurdles.
  • Operating cash flow of over 50% of EBITDA.
Decentralised management
  • Autonomous divisions and a cross-cutting network structure.

2.2.1 Multiple locations [102-4, 102-6]

The Group locates its manufacturing facilities close to the car assembly plants distributed all over the world. This geographical dispersion enables it to service its customer better while mitigating the impact of potential local crises on its earnings.

At year-end 2017, it had 98 manufacturing facilities in 90 locations, seven of which are multi-technology centres. CIE Automotive has the ability to produce parts using different technologies in 17 countries in the four leading automotive markets: Europe, NAFTA, Asia and Brazil (see location chart).

Europe (1) 44 16 5 7 6 7 3
NAFTA 16 5 4 2 3 1 1
Brazil 15 3 4 1 5 1 1
Asia (India & China) 23 3 6 8 3 1 2
98 27 19 18 17 9 5 3

(1) Includes the CIE Maroc factory in Morocco.
(2) Includes five multi-technology factories (CIE Amaya, CIE Denat, CIE Autocom, CIE Automotive Parts Shanghai and CIE Autoforjas).
(3) Includes three multi-technology factories (CIE Celaya, CIE Automotive Parts Shanghai and CIE Autometal Diadema).
(4) Includes one multi-technology factory (CIE Autoforjas).
(5) Includes two multi-technology factories (CIE Autometal Diadema and CIE Automotive Parts Shanghai), as well as two facilities in India and one in the US that use composites technology.
(6) Includes four multi-technology factories (CIE Amaya, CIE Denat, CIE Autocom and CIE Celaya).

The Group’s geographic expansion is driven by the construction of new factories (greenfield facilities), the acquisition of other companies and strategic alliances, the most important being the alliance entered into with India’s Mahindra & Mahindra Ltd., which gave rise to the Mahindra CIE group.

The most noteworthy acquisition completed in 2017 was that of the American group Newcor, a specialist in the design and production of high-precision machined parts and subassemblies, powertrains and transmissions whose three manufacturing facilities have reinforced the Group’s position in NAFTA. The Group also acquired the outstanding 34.9% of its Brazilian subsidiary CIE Durametal.


With manufacturing facilities in 42 locations in 12 countries (note that this category includes the factory located in Morocco), Europe is CIE Automotive’s most important market. Its European facilities stand out for their specialisation, process automation and strategic commitment to innovation.


CIE Automotive has manufacturing facilities in 15 locations in Mexico and the US which service the light vehicle market in NAFTA and, to a lesser extent, the Brazilian, European and Asian markets. These factories are the most profitable in the Group and the growth potential of these markets is among the highest in the world. In 2017, the Group reinforced its presence in the US with the acquisition of Newcor. In addition, it began to produce stamped and assembled parts for electric vehicles in Mexico, as well as increasing its capacity in stamped products for brake systems.


In Brazil, one of the strategic markets in recent decades on account of its growth profile, the Company has productive facilities in 12 locations. CIE Automotive has consolidated its presence in this market in recent years despite the challenging economic situation, in part due to the closure of multiple local suppliers unable to survive the crisis. In this market it is worth highlighting the start-up of a new painting line at the CIE Autometal Diadema factory.

Asia (India and China)

The Group’s presence in India stems from its alliance with India’s Mahindra & Mahindra Ltd., which gave rise to the Mahindra CIE group. The Group went on to consolidate its presence in India in 2016 with the purchase of India’s Bill Forge, a specialist in forging technology. India is one of the region’s growth engines, while China is the world’s largest vehicle producer. At present, CIE Automotive has manufacturing capacity in 21 locations, 18 in India and three in China.

2.2.2 Customer diversification

CIE Automotive’s customers are split between vehicle original equipment makers (OEMs) and Tier 1 suppliers.

Its customer base is spread around many countries and is very diversified: none of its customers accounts for 10% of revenue. Nor does the Group depend on a single platform or car model, ensuring its survival in times of crisis. The customer diversification strategy gives it bargaining power when it comes to negotiating prices and has facilitated growth in times of crisis.

Customer solvency and the maintenance of demand are also crucial to taking profitable investment decisions.

Customer diversification

2.2.3 Multi-technology approach [102-2]

CIE Automotive makes over 6,000 part and subassembly SKUs using seven different kinds of technology: aluminium injection moulding, metal tube stamping and tube, smelting, machining, plastics, forging and roof systems.

It is one of the few Tier 2 suppliers that can offer a range of techniques for a given part in a given geography and that can make a subassembly using a mix of basic processes. This means that customers can select the optimal solution without having to contact different suppliers and developer teams.

The Group focuses strategically on products that offer above-average profitability and respond to automotive market trends: engine downsizing, hybrid vehicles, vehicle electrification, passenger comfort and passenger safety.

Forged products Crankshafts* Tulips and CV joint housings* Axle shafts Axles Watch video
Aluminium products Gearshift housing Clutch casing* Crankcases Steering box* Watch video
Cast products Cage Turbochargers Crankshafts Differential case Drum brakes Watch video
Machined products Hubs & rings* Electrical steering components* Differential cage Flanges* Watch video
Tube stamping and shaping Body in white (BIW) Steering column tube* Brake covers, chambers and structures membranes Seat Watch video
Plastic products Logotypes Ashtrays Armrests* Decorative items Watch video
Roof systems Sliding windows* Panoramic roofs* Shade systems Watch video
Multi-technology products Oil pan using three crankshafts: sheet metal stamping, aluminium injection moulding and plastic injection moulding*

Forged common rails for diesel engines

Tubular fuel rails for petrol engines*

Forged and case Watch video


(*) Core products presenting growth and profitability above the market average on which CIE Automotive is strategically focused.

€ million 2017
Forging 731.8
Tube stamping and shaping 694.1
Machining 642.2
Plastics 359.4
Aluminium injection moulding 276.2
Roofing systems 140.7
Smelting 99.0


  • Additional revenue from other technologies: €26.5 million.
  • Includes €88.7 million of intercompany sales.

2.2.4 Investment discipline [203-1]

In order to add to its productive capacity, every year CIE Automotive makes sizeable investments framed by three key criteria: (i) facility quality and flexibility; (ii) high returns on investment; and (iii) an operating cash flow at over 50% of EBITDA.

In 2017, capital expenditure amounted to €285 million; 46% went to maintaining and upgrading existing facilities and 54% to building new factories and expanding capacity at existing ones.

Standard flexible machinery

  • Valid to produce for different customers and platforms. allowing HIGH SATURATION of productive capacity.

≈4% current investment level that allows maintenance and 2-3% organic growth

Strict investment discipline

  • Investment analysis discipline, alqays requiring high returns.

Capex ≥ 20% ROI
Operatin Working Capital ≈ 0
M&A: EV/EBITDA ≤3 in 3 years

EBITDA conversion into cash

  • Optimization of productive capacity and investmet control enables a higher than market average conversion of the EBITDA into Cash.

≈50% conversion level target

2.2.5 Decentralised management

Management at CIE Automotive is decentralised. The divisions take their strategic decisions in an agile and straight-forward manner; they are supported by a cross-cutting corporate network which includes the Corporate Engineering, Sales, Investor Relations, Marketing and Communication, Supply Chain, Quality and Environment, Human Resources, Corporate Control, Finance and Treasury, Compliance, Internal Audit, Corporate Social Responsibility and IT areas.

This decision-making model, tailored for the needs of each division to help them attain their objectives and, ultimately, those established in the Group’s Business Plan, gives CIE Automotive the flexibility and multi-tasking capabilities it requires to compete successfully in a global marketplace.


2.3 Strategy

2.3.1 Market environment

2017 was a very good year for the automotive sector outside markets such as US and the outlook is promising in Europe, South Asia, the Middle East and Africa, South America and China. Global vehicle production reached 95 million units in 2017, slightly topping forecasts and implying growth of 2% over 2016 output.

Global sales also registered growth of 2% to 94.4 million units. The Chinese market, where 28.5 million vehicles were sold in 2017 (up 2% from 2016) remains the key growth engine. However, sales in the US, contracted by 2% to 17.2 million units. Sales in Mexico declined by 4%, in the wake of three years of consecutive growth, to 1.5 million units. Lastly, Europe extended the recovery of recent years, registering year-on-year sales growth of 4% to 20.5 million units.

(millions of units)

2015 2016 2017
Greater China 24.9 28.0 28.5
North America 20.7 21.1 20.8
Europe 18.7 19.7 20.5
Japan/Korea 6.8 6.6 6.9
Middle East/Africa 4.8 4.8 4.8
South America 4.4 3.9 4.4
India 3.1 3.4 3.7
Rest of South Asia 4.7 4.6 4.9
Total 88.1 92.2 94.4

(*) Vehicles weighing from 0 to 6 tonnes
Source: IHS Markit Automotive: sales and production report dated January 2018.

Performance by market


In Europe, vehicle production totalled 22 million units in 2017, up 3% year-on-year, marking a new annual record, 10 years after the last record was recorded in 2007.

Auto sales in Eastern Europe increased by 8%, with Russia spearheading the market, registering year-on-year growth of 12% to 1.59 million units. In Western Europe, sales growth was 2%.

The market was shaped by two different trends. While the British market slowed considerably as a result of the uncertainty sparked by Brexit, the southern European market staged a strong recovery, with Italy, Spain and Portugal posting year-on-year growth of 6%, 9% and 8%, respectively, offsetting the adverse impact of the British market.

Lastly, it is worth highlighting the fact that the most recent forecasts for 2020 point to growth in annual vehicle production volumes from 22 to 23 million units.


Vehicle production amounted to 17.1 million units. Whereas vehicle output contracted by 8% year-on-year in the US, production increased by 14% in Mexico and exports from this market reached record levels, a trend expected to continue in the years to come in the wake of the capacity added by newly-installed OEMs. Although these growth prospects came under question due to the threat of an increase in US tariffs on Mexican vehicle imports, this has not stopped OEMs from announcing new investments in Mexico.

Sales totalled 20.8 million units in 2017, down a slight 1% from 2016. The contractions in sales in the US and Mexico of 2% and 4%, respectively, were largely offset by the growth of 6% in Canada.

The vehicle manufacturing forecast for 2020 is 17.5 million units.


Vehicle production in Brazil jumped 26% 2017 to 2.6 million units, driven by strong growth in domestic demand; sales totalled 2.1 million units, up 9% from 2016.

The vehicle manufacturing forecast for 2020 is 3.2 million units


India: Vehicle production amounted to 4.4 million units, up 7% from 2016, evidencing how this market is increasingly cementing its position as a major export hub for international OEMs. Indeed, these OEMs are gradually introducing new models into the Indian market, with Hyundai and Ford at the forefront.

Vehicle sales in India increased by 8% in 2017 to 3.7 million units, driven by new tax breaks.

Lastly, current forecasts point to vehicle production of over 5.5 million units in 2020.

China: In China, vehicle production continued to grow in 2017, by 2% to 27.9 million units; sales amounted to 28.5 million units, similarly up 2% year-on-year, marking a new all-time record.

Sales have been firming since the introduction last October of a 25% cut in the tax rate on the purchase of new cars with engines smaller than 1.6 litres. Note that although the sale of utility vehicles narrowed by 0.8%, sales of SUVs continued to grow, specifically by 13% to 10.2 million units, with sales of the largest SUVs (D-segment) registering growth of over 60%. Sales of commercial vehicles also registered strong growth of 14% (to 4.1 million units).

It is worth highlighting that sales in the New Energy Vehicles (NEV) segment, which includes Electric Vehicles (EV), Plug-in Hybrid Electric vehicles (PHEV) and Fuel Cell Vehicles (FCV), amounted to 777,000 units.

IHS Markit Automotive is forecasting vehicle production over 30 million units in 2020.

Trends in the vehicle industry

The key trends shaping and influencing the auto parts industry in 2017:

  • Electrification

    The new regulations requiring OEMs to keep emissions under 95g of CO2/km and the new real driving emissions (RDE) test measures are forcing the gradual electrification of vehicle engines.

    Resource scarcity and the increase in the price of lithium battery materials could spur growth in PHEVs at the expense of fully-electric vehicles, given their scope to help reduce pollution in large cities while offering the ability to drive longer distances, in addition to making more sustainable use of certain specific battery materials.

    However, based on the forecasts presented by IHS Markit Automotive, worldwide production of vehicles with internal combustion engines will increase by 10 million units per year between 2017 and 2024.

  • Autonomous driving (AD)

    Partially autonomous vehicles will be available on the market by 2020 and most of the OEMs will offer this technology. In the meantime, the advanced driver assistance systems will be getting drivers and regulators ready for the reality of regulated driving.

    The European Union has set its sights on establishing a framework for full Level 5 autonomous driving by 2030, specifically connecting up in-vehicle intelligence, vehicle-to-vehicle communication and the 5G smart grid.

  • Industry 4.0

    After a century of automotive assembly lines and 45 years using robots in our industry, CIE Automotive is immersed in a new paradigm shift. Manufacturing facilities will be connected up with each other and with human beings. Manufacturing devices are set to become incredibly powerful be means of advanced analytical and machine learning capabilities. These advances will increase the reliability and available productive capacity of equipment, enhance its quality and improve supply chain performance.

2.3.2 2016-2020 Business Plan

In 2017, CIE Automotive continued to conduct its business in line with the roadmap set out in its 2016-2020 Business Plan, which called for doubling net profit from €129 million in 2016 to €260 million by 2020, paving the way for shareholder remuneration of over €300 million throughout the period.

Thanks to the healthy earnings results posed in 2016, CIE Automotive Group announced at the Annual General Meeting held on 4 May 2017 that it was bringing its target for doubling its net profit in five years forward to 2019.


  • Customer, geographical and product diversification and flexibility.
  • Strategic focus on process efficiency.
  • Decentralisation and simplification of the chain of command.
  • Long-term investment in human capital.
  • Opportunistic M&A strategy without losing sight of the need to carefully select and closely control all types of investments.
  • Industrial vocation with financial mentality.
  • Reputation management.
  • Progress on the digitalisation front towards factories 4.0.

2016-2020 Business Plan: cornerstones, objectives and delivery

The 2016-2020 Business Plan commits the Company to pursuing the following lines of initiative and delivering the targets associated with each:

Organic growth

The Group has set itself a series of growth objectives driven by an increasing market and customer presence, specifically the execution of greenfield projects, i.e., the construction of new factories, or the extension of existing facilities. (for additional information, refer to section 2.2 Business model)

M&A-led growth:

The Business Plan envisages the integration of new companies that would add around €1 billion to revenue (€700 million in the automotive business and €300 million in Smart Innovation) while keeping its net debt-to-EBITDA ratio under 2x by the end of the period.

Against this backdrop, the CIE Automotive’s auto parts business entered into a share purchase agreement for the outright acquisition of US firm Newcor in March 2017 (refer to section 1.2.2 Earnings performance) and also acquired virtually all of the share capital of Brazil’s CIE Durametal.

Financial management


  • Mainstreaming of the new financial management culture.
  • Establishment of global financial partners.
  • Development of new financial management areas with two key mandates:
    - Attaining a compelling credit rating and assessing multiple forms of financing.
    - Monitoring and managing existing risks using hedging strategies.

2015-2018 CSR Plan

Last year the Group also made progress on its 2015-2018 Corporate Social Responsibility Plan (refer to Progress on CSR front in chapter 3.1)


  • Supporting CIE Automotive's 2016-2020 Business Plan and mitigating reputational risks.
  • Enhancing the CIE Automotive's CSR positioning.
  • Increasing non-financial information controls and security.
  • Responding appropriately to customer needs in the CSR arena.
  • Capturing new talent to facilitate growth.
  • Mitigating supply chain risks.
  • Responding to corporate governance regulatory requirements and recommendations.

2.4 Stakeholder engagement [102-17, 102-40, 102-42, 102-43]

CIE Automotive’s strategy is articulated around the people and groups that influence its ability to achieve its corporate objectives and/or are affected by its activities.

CIE Automotive has identified the nine stakeholder groups:


  • Shareholders remuneration in the form of a dividend equivalet to one-third of net profit.
  • Provision of accurate and regular information to the investment community.
  • Generation of credibility in the stock market, which translates into sustained share price gains.


  • Provision of decent work in all its business markets and the training needed to do their jobs.
  • Protection of employee well-being in a safe and healthy workplace.
  • Facilitation of collective bargaining.
  • Promotion of respect for human rights in at-risk markets.


  • Strategic commitment to innovation to meet customers’ need.
  • Product quality and safety promise.
  • Continuous fine-tuning of the supply chain.
  • Efficient resource management in order to control prices.

Business partners

  • Strategic alliance with Mahindra & Mahindra Ltd., which contributes profitability and synergies.


  • Equal opportunities contracting promise.
  • Promotion of transparency and optimal pricing.
  • Application of fair payment terms.
  • Cooperation and dialogue with a view to delivering customer satisfaction.


  • Business-driven development in the Group’s operating markets.
  • Financial support for community work targeted at the least privileged.
  • Helping to make safer and more environmental-friendly cars.


  • Working with the authorities in the Group’s business communities to improve various services.
  • Implementation of government requirements, acting lawfully, transparently and guided by a cooperative spirit.


  • Active participation, holding prominent positions, in several business associations in Spain and abroad in both the Automotive and Smart Innovation sectors.


  • Negotiation of the best possible conditions on the basis of the Group’s investment requirements and prevailing market conditions.

Stakeholder engagement and commitment lies at the heart of CIE Automotive’s process model, which was updated in 2017. This model defines how the Group communicates with, informs and responds to its stakeholders.


Stakeholder engagement and commitment


Stakeholder communication channels

Stakeholder engagement is articulated around the 2015-2018 Strategic CSR Plan which sets out the various stakeholder communication channels defined in the different CSR policies.

Corporate website

The main channel used to inform stakeholders is the corporate website (www.cieautomotive.com), where they will find relevant information about the Company: its dimension as a sustainable company, important information for prospective employees and suppliers (under the dedicated human resources and suppliers tabs), a 'Press Center' and all of the documentation of interest to shareholders and investors (another dedicated tab), in compliance with the technical and legal specifications required of listed company corporate websites in CNMV Circular 3/2015.

Specific communication channels for each stakeholder group

CSR and Society:: Susana Molinuevo csr@cieautomotive.com
Professionals: Javier Álvarez hr@cieautomotive.com
Investor relations and business partners: Lorea Aristizabal ir@cieautomotive.com
Customers and sector: Mikel Orbegozo sales@cieautomotive.com
Supply chain: Irache Pardo purchasing@cieautomotive.com
Financiers: financierocie@cieautomotive.com
Public Administrations: compliance@cieautomotive.com

There is also a specific channel for anyone wanting to notify unethical conduct or breaches of the Company's business ethics or integrity or any of the matters stipulated in CIE Automotive's Code of Conduct. [102-17]

Whistle-blowing channel e-mail inbox: whistleblowerchannel@cieautomotive.com

Mailing address

Any stakeholder so wishing may also write to the department in question at the following address:

AIC - Automotive Intelligence Center
Parque Empresarial Boroa, Parcela 2A-4 - 48340 Amorebieta (Bizkaia), Spain

To report anything of concern using the whistle-blowing channel, stakeholders may write to the Compliance Department at the following address [102-17]:

Alameda de Mazarredo 69, 8º. 48009 Bilbao (Bizkaia), Spain.

2.4.1 Materiality assessment [102-21, 102-31, 102-44, 102-46, 102-47, 103-1, 103-2, 103-3]

With the specific aim of identifying the topics to address in this Integrated Report, a materiality assessment was conducted with the assistance of an independent expert (Deloitte): internal and external sources were consulted to ascertain the environmental, social and governance (ESG) issues of greatest relevance to the automotive sector and its stakeholders.

The materiality assessment was also used to evaluate the 2015-2018 CSR Plan by factoring in the issues of current relevance to CIE Automotive and its environment with a view to verifying that the Company continues to work in the right direction.


The materiality assessment was completed in two phases:

Phase 1: External and internal analysis of the burning issues in the ESG arena

During this first phase, the goal was to determine the ESG matters of greatest relevance to CIE Automotive and its stakeholders.

Externally, the analysis encompassed the hot topics in the media, best practices in the sector, the demands being made by the Company’s key customers and a review of the Sustainable Development Goals (SDGs) and the updated version of the GRI reporting standards.

Internally, the analysis addressed progress on the 2016-2020 Business Plan, the Code of Conduct, the firm’s anti-corruption, anti-fraud and risk management policies, the documentation pertaining to management of the supply chain and the 2016 Integrated Report.

Phase 2: Prioritisation of the issues identified as relevant

In order to prioritise the issues objectively, a weighted count was made of the number of times the issues of relevance to stakeholders were reported about externally; internally, CIE Automotive organised a workshop attended by the directors and managers of the European factories and members of the Cross-Group CSR Committee to evaluate the issues identified during phase 1 (refer to section 3.1). Twenty-one topics of interest were rated on two scales: the importance of the issue to the Company and the extent to which the issue is currently being managed.

Materiality matrix

These two phases of work enabled the formulation of a materiality matrix which highlights in the upper right hand quadrant the matters of greatest importance to CIE Automotive’s automotive business.

The table below itemises the most relevant GRI indicators that will be addressed in this Integrated Report on the basis of the results of the materiality assessment.

GRI Standard Disclosure Correspondence with the materiality assessment Apartado
GRI 102: General Disclosures 102-2 Activities, brands, products, and services Innovation and efficiency 3.5 Innovation and technology
102-8 Information on employees and other workers Attracting and retaining talent 3.3 The team
102-16 Values, principles, standards, and norms of behavior Ethics 2.1 Identity and commitment
4.3 Business ethics
102-17 Mechanisms for advice and concerns about ethics Ethics 4.3 Business ethics
102-18 Governance structure Corporate governance 3.1.1 How CSR works at CIE Automotive and who is responsible for it
4.2 Corporate governance bodies
102-30 Effectiveness of risk management processes Risk management 4.4 Risk management
102-42 Identifying and selecting stakeholders Customer satisfaction 2.4 Stakeholder engagement
102-43 Approach to stakeholder engagement Customer satisfaction 2.4 Stakeholder engagement
102-47 List of material topics N/A 2.4.1 Materiality assessment
GRI 201: Economic Performance 201-1 Direct economic value generated and distributed Tax transparency 1.2.3 Key non-financial indicators
GRI 202: Market Presence 202-1 Ratios of standard entry level wage by gender compared to local minimum wage Attracting and retaining talent 3.3 The team
GRI 204: Procurement Practices 204-1 Proportion of spending on local suppliers Responsible supply chain management 3.6 Supply chain
GRI 205: Anti-corruption 205-2 Communication and training about anti-corruption policies and procedures Ethics 3.1 CSR Management
4.3 Business ethics
205-3: Confirmed incidents of corruption and actions taken Ethics 4.3 Business ethics
GRI 302: Energy 302-1 Energy consumption Climate change 3.7.3 Energy efficiency and emissions
GRI 307: Environmental Compliance 307-1 Non-compliance with environmental laws and regulations Compliance 4.1 Corporate governance model
3.7 Environmental management
GRI 308: Supplier Environmental Assessment 308-1 New suppliers that were screened using environmental criteria Responsible supply chain management 3.6.2 Supply chain, social and environmental considerations
GRI 401: Employment 401-1 New employee hires and employee turnover Attracting and retaining talent 3.3 The team
GRI 403: Occupational Health and Safety 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities Health & safety 1.2.3 Key non-financial indicators
3.3 The team
3.3.2 Health and safety
GRI 404: Training and Occupation 404-1 Average hours of training per year per employee Attracting and retaining talent 3.3.1 Career development
404-2 Programs for upgrading employee skills and transition assistance programs Attracting and retaining talent 3.3.1 Career development
GRI 412: Human Rights Assessment 412-1 Operations that have been subject to human rights reviews or impact assessments Human rights 3.3 The team
GRI 412: Human Rights Assessment 412-2 Employee training on human rights policies or procedures Human rights 3.1 CSR Management
3.3 The team
GRI 414: Supplier Social Assessment 414-1 New suppliers that were screened using social criteria Responsible supply chain management 3.6.2 Supply chain, social and environmental considerations
GRI 419: Socioeconomic Compliance 419-1 Non-compliance with laws and regulations in the social and economic area Compliance 4.1 Corporate governance model
The GRI Standards do not have an indicator that fits the content treated by CIE Automotive in the Annual Report. Cybersecurity 4.4 Risk management