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Sustainability 2009
Key PerformanceIndicators and Targets
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 02
In the summer of 2010, METRO GROUP will release
its Sustainability Report 2009. To be able to respond
to relevant queries and ratings by the capital mar-
kets in advance, METRO GROUP has prepared this
document to report on its key performance indica-
tors and goals in the area of sustainability. In ad-
dition, this document offers insights into the most
important guidelines and management systems the
company applies in this area. The reporting period
covers business activities of 2009.
The key business gures and a portion of the work-
force numbers were taken completely from the An-
nual Report 2009. Other workforce data were drawn
from the respective departments at METRO AG. The
business and workforce gures are based on all con-
solidated Group companies. The key environmental
gures were obtained from the sales divisions using
specic forms and internationally accepted deni-
tions.
The editorial deadline for this document was
18 June 2010.
Preface
Group structure
Strategic direction
Guidelines and management systems
Notes to the key performance indicators 2009
Key performe tors
CompanySupply chain and products
Environment
Employees
Targets
Portfolio of locations by country and
sales division
Imprint
3
4
5
8
10
1010
11
13
15
21
22
You will fnd our
Annual Report under thesection Company at
www.metrogroup.de
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 03
METRO GROUP is one of the leading internationaltrade and retail companies. In 2009, it generatedsales of around 66 billion. The company does busi-ness at more than 2,100 locations in 33 countriesand employs about 290,000 people.
To achieve protable, long-term growth at METROGROUP, the efciency- and value-enhancing pro-gramme Shape was launched on 20 January 2009.
The guiding principle of Shape 2012 is: as decentrallyas possible, as centrally as necessary. The changesinitiated as part of the programme are primarily de-signed to streamline the companys organisationalstructure, completely transfer responsibility for theoperational business to the sales divisions, as wellas to strengthen the areas of nance, controlling andcompliance in the holding company. Shape 2012 en-ables METRO GROUP to respond more quickly andexibly to customer needs. The company continues
to be led by the Dsseldorf-based METRO AG. Act-ing as the strategic management holding company,it oversees the areas of nance, controlling andcompliance for the entire Group. The operationalbusiness of METRO GROUP is managed by the salesdivisions Metro Cash & Carry, Real, Media Marktand Saturn, as well as Galeria Kaufhof, which haveassumed leading positions in their respective seg-ments. The real estate business is run and admin-istered by METRO GROUP Asset Management. Thesales divisions assume sole responsibility for theentire process chain from procurement to sales. Insuch areas as logistics, procurement of advertisingmaterials and information technology, cross-divi-sional service companies support the segments byproviding comprehensive services.
Group structure
The segmets of METRO GROu
Metro cash & carry is an international marketleader in its business area and operates in 30 coun-tries under the brand names Metro and Makro. Theproduct range is tailored specically to the needs ofcommercial customers, including hotel operators,restaurant owners and caterers.
Re is among the leading hypermarket operators inGermany and Poland. The sales division also oper-ates stores in Romania, Russia, Ukraine and Turkey.All stores offer a comprehensive assortment with alarge amount of fresh produce.
One sales division, two strong brands: Me Mrkt Str rank No. 1 among European consumerelectronic stores. A decentralised organisationalstructure, attractive product ranges and innovative
marketing fuel the success of the sales division,which now does business in 16 countries.
Ger Kfhof is the concept and system leaderamong German department stores and the marketleader in Belgium, where the sales division is knownas Galeria Inno. The high-quality, international as-sortment, the pleasant atmosphere and a broadrange of services provide customers with inspirationand an event-orientated shopping experience.
METRO GROu asset Mgemet oversees METROGROUPs real estate assets in 32 countries. Its re-sponsibilities include actively increasing the value ofthe portfolio, planning new stores and administeringcurrent locations.
Overview of METRO GROUP and its segments
METRO GROup
METRO AG
Metro Cash & Carry
Makro Cash & CarryReal
Media Markt
SaturnGaleria Kaufhof
METRO GROUP
Asset Management
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METRO GROu : SuSTibiliTy 2009 KEy ERfORMcE idicTORS d TRGETS p. 07
You will nd additional informa-tion about METRO GROUPsapproach to the issue of green
genetic technology on the TopicSpecial page under the sectionGroup Communications atwww.metrogroup.de
to meet minimum social standards. A ban on childlabour, forced labour and any form of exploitationis a fundamental component of agreements with
suppliers.
For the import of products from certain groupsof goods into the European Union, we have alsopledged to review our suppliers and help them tointroduce improved working conditions. We areone of the charter members of the Business SocialCompliance Initiative (BSCI), a group that is commit-ted to the observance of fundamental human rightsin the production and supply chain. To ensure that
minimum social standards are followed during themanufacture of products, we require our suppliersto observe the BSCI Code of Conduct.
Transparent ommnaton on the sse o
geneta moe prots
The use of genetically modied products in foods
is a complex issue. In the European Union, the la-belling of genetically modied products is strictlyregulated. METRO GROUP supports the EUs regu-lations and clearly focuses on consumer protectionand transparent communications. Our goal is toprovide consumers with the most comprehensiveinformation about all aspects of genetically modiedfoods, as well as to enable them to make a consciousconsumer decision. For this reason, we require ourindustrial partners to label foods in a manner that
strictly complies with valid regulations.
The production, sale and use of foods and other con-
sumer goods are associated with various environ-mental impacts. METRO GROUP is part of this valuechain and can inuence environmentally relevantprocesses particularly at its own locations. Our goal
is to keep the consumption of energy and resources
related to our business activities and our release ofclimate-relevant emissions as low as possible. Weformulated this commitment in the global environ-mental guidelines we issued in 1997.
You will nd the entire setof guidelines online at
www.metrogroup.de/sustainability/guidelines
Environment
All guidelines covering the
chapter Employeesare available online atwww.metrogroup.de/sustainability/guidelines
METRO GROUPs business success in the nancialyear 2009 was generated by about 290,000 employ-ees from more than 150 countries. Our aim is toprovide all employees with fair working conditionsand professional growth opportunities as well as tostrengthen their loyalty to the company. The start-ing point of our far-sighted human-resources poli-cies is clear guidelines that provide all employeesand managers with a basis for action and security intheir daily business activities.
Goa ommtment to ar workng
ontons
METRO GROUP works around the world to promotefair working conditions. Within the domain of its ownstores and operations, it unconditionally supportsthe guidelines contained in the four core principlesof the International Labour Organisation (ILO). Thismeans that the freedom of association, the right ofcollective bargaining, the abolishment of forced la-bour and an end to child labour as well as a ban on
discrimination in the workplace are recognised in allmarkets and companies.
commtment to verst, eqa opportnt
an toerane
In its business principles, METRO GROUP has clear-ly spoken out against discrimination, among otherthings. The business principle covering anti-dis-crimination calls on all employees and managers ofMETRO GROUP around the world to refrain from di-rect or indirect discrimination particularly in termsof race, ethnic origin, religion and philosophy of life,disability, age, sexual identity and gender. The anti-discrimination business principle applies to super-
visors and employees and in both directions. It alsoapplies to employees in dealings with each other.
The commitment to fair working conditions and theanti-discrimination business principle are part of thecompliance organisation at METRO GROUP. For thisreason, the oversight of implementation and observ-ance is carried out by the corresponding compliancestructures.
Employees
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 08
In addition to the socially and environmentally re-sponsible management of its business activities,METRO GROUP supports a variety of projects, or-ganisations and events in social, cultural and athlet-ic areas. Wherever the company provides nancialsupport, the guideline on donations & sponsoringapplies.
ssste ery regte
In the guideline on donations & sponsoring, METRO
GROUP has clearly spelled out how donations andsponsoring activities are to be carried out. Thegoals of the guideline approved in 2009 include theavoidance of reputation risks as well as the preven-tion of the use of donations and sponsoring fund-ing for illegitimate purposes. The guideline appliesaround the world to all employees and managers ofMETRO GROUP who receive requests for donationsand sponsoring activities.
The key pots of the gee o otos &
sposorg:Regardless of the amount involved, requests fordonations by METRO AG will be processed by the
Corporate Communications, Public Affairs and CSRdepartments at METRO AG.
Requests for donations by the sales divisionsthat total up to20,000 will be processed by the divi-sions themselves. The Corporate Communications,Public Affairs and CSR departments at METRO AGwill process any requests exceeding 20,000.
Donations by Group companies other than
METRO AG and the sales divisions are not permitted.
Donations and sponsoring activities involvingpolitical parties or institutions associated with themmay be approved only by the Management Board ofMETRO AG.
The donations & sponsoring guideline is part ofMETRO GROUPs compliance organisation and is putin place through the corresponding structures andmanagement systems.
Society
Explanation of key performance indicators 2009
So ts se o bSci
At the end of 2009, all textile suppliers from riskcountries had undergone a BSCI-based audit. Morethan half of the relevant suppliers were in compli-ance with the requirements laid down by the Codeof Conduct of the Business Social Compliance Initia-
Eergy
Specic energy consumption per square metre ofselling space was lowered by more than 5 percent to414 kWh in 2009 compared with the previous year. Inaddition to a new awareness about the issue and train-
ing of employees, the main reasons for this reductionwere optimised building-management systems andthe use of efciency technologies in all sales divi-
tive (BSCI). The increased number of successful au-dits resulted from improved awareness and optimalmanagement instruments being used by the suppli-ers. Improved internal procedures involving inspec-tions and documentation of the audit process had apositive effect as well.
sions. In a reection of this, the need for heating wassignicantly lowered in Western Europe in spite of thecold winters in 2008 and 2009.
Wste
Specic volumes of waste per square metre of sell-ing space were lowered by more than 11 percent to46.2 kg in 2009. The reasons were both decreased
Supply chain and products
Environment
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 09
sales as well as a marked reduction in transportpackaging. At 76.2 percent, the recycling rate ofMETRO GROUP slipped slightly compared with the
previous year (77.4 percent). In Eastern Europe, onthe other hand, the recycling rate climbed nearly 15percent due to the expansion of the national recyc-ling infrastructure.
Refrgerts
The rell rate for refrigerants rose 3.6 percent com-pared with the previous year. The rise resulted fromthe replacement of the HCFC refrigerant R22 withthe more environmentally responsible HFC refrig-
erant in all units in Germany. METRO GROUP haschosen the newly developed refrigerant R422D as analternative to R22. Because the refrigerant serviceprovider lacked experience with the technical issuesrelated to R422D, leaks frequently occurred duringthe initial phase of the transition. For this reason, 22percent more refrigerant escaped in Germany com-pared with the previous year.
per
In 2009, 75 percent of the paper acquired around theworld by METRO GROUP Advertising (MGA) on be-
half of the sales divisions for use in customer news-papers and magazines was environmentally friendly.This was an increase of 5.6 percent over 2008. Allsales divisions changed their paper portfolio to fa-vour more environmentally friendly alternatives.
Expto o the trk eet
The share of vehicles among METROs entire eet oftrucks that comply with the emission standard EURO5 rose by 16.4 percent to 90 vehicles in 2009 com-
pared with the previous year. At the same time, theaverage use of diesel fuel per 100 kilometres fell bymore than 4 percent.As part of the value- and efciency-enhancing pro-gramme Shape 2012, investments in the companysown truck eet are being extended over a longer pe-riod of time. As a result, the original goal of havingthe entire truck eet comply with the EURO 5 stand-ard by the end of 2009 was put off to the end of 2011.
Empoyees (f-tme eqvets)
The number of full-time employees totalled 251,338people a decrease of 1.2 percent. A key reason forthe slight drop was the restructuring steps takenby the value- and efciency-enhancing programmeShape 2012. The workforce reductions were largelycarried out in a socially acceptable manner throughnormal turnover. Many Group companies decidednot to hire people. Vacant jobs were not lled.
Geer strto mgemet postos
More than half of METRO GROUPs employees arewomen. Only 17.8 percent of management positionswere lled by women in the nancial year 2009. Theslight increase of 3.5 percent since 2008 resulted
primarily from positive trends among managementpositions in Eastern Europe and Asia /Africa. At 14.6percent, Germany virtually remained at previousyears levels.
Trover rte
The Group-wide turnover rate totalled 20.8 percentin 2009, 7.6 percent below the previous year. Par-ticularly in Eastern Europe, the challenging global
economic situation helped to lower the generallyabove-average turnover rate. In Germany, the turn-over rate rose to the pre-crisis level, a trend that canbe viewed as a sign that the labour market is slowlyrecovering.
Work-rete ets
In 2009, the number of work-related accidents inGermany fell by 1.4 percent compared with the pre-vious year. With a 1,000-man rate of 14.0, METROGROUP is below the sector average.
appretes
In Germany, about 2,300 school leavers began theirtraining programmes at METRO GROUP during2009, about 750 fewer than the previous year. At 8.6
percent, however, the training rate remains aboveaverage. The reason for the decrease in apprenticesis the companys strategic decision to base the train-ing programmes more closely on the companysneeds. In recent years, METRO GROUP has alwaysapplied the principle of training takes precedenceover hiring and trained many more people than thecompany actually needed. As the number of schoolleavers falls, this approach is no longer needed.
Employees
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 10
Key performance indicators
Company
Data range2007 20092008
Active suppliers were those from countries
viewed as risk areas by the BSCI who provide
METRO GROUP in a particular year with clothing,
shoes, toys and hardlines for the EU market.
Suppliers who have passed audits can
demonstrate their successful compliance with
the standards SA8000, ICTI or BSCI by presentingthe certicate of an independent third party.
Supply chain and products
Social audits based on BSCI BSCI-relevant suppliers (active) / Of these, suppliers who passed the audit / Audit quota in %
2007 2008 2009 2007 2008 2009
36.6 52.027.3
Suppliers Successfully
audited suppliers
484
696
993
EBIT before special items*
in million
Sales (net)in million
* excluding Germany
METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa
2007 2008 2009
64,
210
67,
955
65,
529
2007 2008 2009
26,
133
26,
665
26,
511
2007 2008 2009
20,
532
20,
993
20,
932
2007 2008 2009
15,
680
18,
084
15,
766
2007 2008 2009
1
,865
2
,213
2
,320
2007 2008 2009
2,
078
2,
222
2,
024
1
32
2
55
5
16
Turnover100 %
Turnover100 %
Turnover100 %Gender distribution
in managementpositions100 %
Gender distributionin managementpositions100 %
Gender distributionin managementpositions100 %
Sales100 %
Sales100 %
Sales100 %EBIT
100 %EBIT100 %
EBIT100 %Suppliers who
passed the socialaudit 100 %
Suppliers whopassed the socialaudit 100 %
Suppliers whopassed the socialaudit 100 %
Energy92 %
Energy92 %
Energy92 %
Environmentalbalance sheet100 %
Environmentalbalance sheet100 %
Environmentalbalance sheet100 %
Waste76 %
Waste83 %
Waste83 %
Recycling rate76 %
Recycling rate83 %
Recycling rate83 %
Water80 %
Water74 %
Water74 %
Environmen-tally optimalpaper95 %
Environmen-tally optimalpaper95 %
Environmen-tally optimalpaper95 %
Refrigerants89 %
Refrigerants86 %
Refrigerants86 %
Diesel usage100 %
Diesel usage100 %
Diesel usage100 %
Work-relatedaccidents42 %
Work-relatedaccidents39 %
Work-relatedaccidents39 %
Employees100 %
Employees100 %
Employees100 %
Personnelexpenses100 %
Personnelexpenses100 %
Personnelexpenses100 %
* 2009 (2008) adjusted for special itemsfrom Shape 2012: 343 million (237 million)
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 13
Employees
Employees (full-time equivalents on annual average basis)Share of men / Share of women
* excluding Germany
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009
239,
242
254,
457
251,
338
9
9,
957
9
9,
820
9
6,
941
51,
293
53,
297
51,
594
74,0
21
85,
280
87
,628
13,
971
16,
060
15,
175
Share of vehicles among the entire eet to
METRO company trucks that meet the
EURO 5 emission standard and the average
amount of diesel usage by all METRO vehicles
per 100 driven kilometres.2007 2008 2009 2007 2008 2009
Company truck eet Number of company trucks / Share of EURO-5 trucks in % / Diesel consumption per 100 km in l
Germany
205
209
195 3
3.
93
33.
20
31.
82
2007 2008 2009
39.7 46.24.4
Gender distribution in management positions Men in management positions / Women in management positions
Management positions are those in levels 13
(Management Board, executive management,
divisional managers, departmental managers and
store managers). The proportion of male andfemale employees in these positions is calculated.
* excluding Germany
0708 09 0708 09 0708 09 0708 090708 09 0708 09 0708 09 0708 090708 09 0708 09
Environment
5
7.
5
5
7.
6
5
7.
2
42.
5
42.
4
42.
8
6
2.
5
6
2.
1
6
1.
2
37.
5
37.
9
38.
8
4
8.
7
4
8.
3
4
7.
8
52.
3
51.
7
52.
2
5
9.
0
6
0.
4
6
0.
5
41.
0
39.
6
39.
5
1
8.
4
1
7.
2
1
7.
8
81.
6
82.
8
82.
2
1
4.
3
1
4.
5
1
4.
6
85.
7
85.
5
85.
4
1
7.
1
1
7.
2
1
6.
8
82.
9
82.
8
83.
2
3
1.
1
2
5.
9
3
0.
9
68.
9
74.
1
69.
1
4
2.
1
4
1.
8
4
2.
3
57.
9
58.
2
57.
7
2
6.
3
3
0.
4
3
5.
6
73.
7
69.
6
64.
4
METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa
METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa
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METRO GROu : SuSTanabTy 2009 KEy ERfORMancE ndcaTORS and TaRGETS . 15
Targets
cHaTER THEME TaRGETS MEaSuRES STaTuS
Company complie orgistio omplie mge-
met
METRO GROp will continue
to extend its comliance
organisation.
Adotion of additional comliance
guidelines combined with comrehen-
sive trainings by the end of 2010
Develoment of a comrehensive
communication strategy to kee
emloyees informed
Supply
chain and
products
Resore protetio /
Sstile ishig
METRO GROp will continue to
develo its sustainable shing
strategy.
The new GLOBALGAp aquaculture
standard is being tested in cooeration
with angasius and shrim suliers
in Vietnam
Fish buyers are being trained to usethe sh-stock database:
www.ortal-scherei.de
Sustainable sh assortment will
be extended by 15 ercent from 96
roducts in 2009 to 110 MSC-
certed roducts at the close of
2011.
Spplier triig METRO GROp will exand
its sulier training rogrammein develoing and emerging
countries, including in cooeration
with NIDO.
Relevant rogrammes will be
launched in two new countries in 2010
tertiol lor
orms /Soil strs
METRO GROp will exand
its commitment to enforcing fair
working conditions at suliers.
METRO GROp suorts the
construction of a day-care centre in
a textile lant in Bangladesh
The introduction of systematic
IT suort hels imrove internal
monitoring and documentation
rocesses
The new GRASp social standard
for agricultural roduction is being
tested with ve suliers in cooeration
with GLOBALGAp
Measure not yetimlemented
Measureimlemented
Target not yetreached
Target reached Ongoing measure
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 17
Environ-
ment
cmte proteto /
Resore mgemet
Improvement of METRO GROUPsenergy management
Enhancement of staff qualicationand accountability
Development of uniform standardsfor new construction and renovation
Roll-out of successful efciencymeasures
By 2009, the rell rate for cooling
agents will be reduced to 12 per-cent from 18.5 percent in 2007.
Within Germany, the rell rate willbe reduced to 6 percent by 2009from 12.3 percent in 2007.
By 2011, the rell rate forcooling agents will be reduced to12 percent from 14.4 percent in2009.
We plan to extend the collectionof key environmental data to allcountries by 2010.
By 2011, the selling space coveredby published environmental datawill be increased to 90 percentfrom an average of 85 percentin 2009.
We plan to retrot our own truckeet with vehicles complyingwith the EURO 5 norm by the endof 2009.
We plan to retrot the own truckeet of METRO GROUP Logistics(MGL) in Germany with vehiclescomplying with the EURO 5 normby 2011.
Target from 2007
Targets
Measure not yetimplemented
Measureimplemented
Target not yetreached
Target reached Ongoing measure
cHaTER THEME TaRGETS MEaSuRES STaTuS
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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 18
Environ-
ment
cmte proteto /
Resore mgemet
The average diesel consumptionof the own trucks of METROGROUP Logistics (MGL) in Ger-many will be reduced by 5 percent
to 30.3 l/100 km by 2011from 31.8 l/100 km in 2009.
METRO GROUP continues tomitigate the environmental impactof its logistics activities.
Introduction of a computer-basedinstrument for determining thepollution emissions of all procurementlogistics activities of METRO GROUPLogistics (MGL)
Driver trainings in fuel-efcientdriving
METRO GROUP will continue toimplement its environmentalguidelines in paper procurementfor advertising material.
Continually increased procurementof environmentally optimised andcertied paper for our sales brandsadvertising material
Reduction of paper purchasingvolumes through smaller advertisingmaterial formats
Employees Heth & Sfety METRO GROUP will continue tostrengthen its efforts in the areasof occupational safety and healthprotection for its employees.
Extension of KPI and reportingsystem on work-related accidents
Extension of employee healthmeasures
Optimisation of occupational safety
measures in stores and warehouses
dversty METRO GROUP will work tocontinually expand the share ofwomen in management positions.
Reinforcement of personnel mar-keting with a key focus in particular onfemale employees
Targets
Measure not yetimplemented
Measureimplemented
Target not yetreached
Target reached Ongoing measure
cHaTER THEME TaRGETS MEaSuRES STaTuS
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