Sustainability principles
Hegelmann is committed to embedding sustainability principles into its operational strategy and key performance indicators. Sustainability forms an essential part of the company’s activities and is closely aligned with its commitments to stakeholders and its long‑term strategic priorities. The principles of responsible, ethical and fair business conduct applied within Hegelmann are outlined in the Sustainability Policy and the Code of Conduct for Business Partners.
The fundamental principles underpinning Hegelmann’s sustainability framework are:
1.
To implement sustainability, consider the relevant matters’ environmental, social and governance aspects.
2.
When making decisions on the sustainable development of the Hegelmann, take into account the stakeholders’ expectations, respect the Hegelmann’s obligations towards them, and cooperate in a transparent and honest way.
3.
To keep Hegelmann’s activities in line with the European Green Deal and the Paris Agreement’s common objectives on climate change.
4.
To implement the Organization for Economic Co-operation and Development (OECD) guidelines for good governance.
5.
To contribute to the United Nations Sustainable Development Goals.
6.
To support and implement United Nations Global Compact principles on human rights, employee rights, environmental protection and corruption prevention.
7.
To conduct due diligence on environmental, social and economic impact management.
8.
To apply the precautionary principle when setting sustainability targets, use the best currently available scientific advice for environmental protection.
The Hegelmann understands the importance of sustainable development and, in the future, seeks to refine the directions of its sustainability strategy even more, creating a framework for the consolidation of responsible business principles at all organizational levels, and their integration into the operational strategy, policies and procedures.
Sustainability management
Sustainability management practices are embedded in the Hegelmann ’s Sustainability Policy as well as other related Hegelmann policies, such as:
All Hegelmann policies apply to employees at every organisational level and are publicly accessible on the company’s website. Each policy is approved by the highest governing bodies, and relevant training is provided to all employees to ensure proper understanding and implementation.
Oversight of Hegelmann’s environmental, social and economic impacts is carried out by senior management. The Board (shareholders) reviews the sustainable development strategy annually to ensure effective impact management across all areas; however, it does not review or approve the Sustainability Report or the information disclosed within it.
Hegelmann’s sustainability management practices, including policy commitments, are further embedded and delegated as follows:
i. Appointment of senior executives with defined sustainability responsibilities.
These leaders are accountable for managing sustainability‑related impacts, advancing the company’s sustainability agenda and ensuring alignment with strategic objectives. They are also responsible for reviewing the annual Sustainability Report and the information reported.
ii. Delegation to responsible managers and employees.
Sustainability responsibilities are integrated into the daily operations of the organisation. The highest governance body assigns key sustainability topics to designated managers and employees across departments, ensuring a decentralised approach in which various teams actively contribute to managing sustainability impacts.
The designated responsible persons regularly report to the Board on the management results of environmental, social and economic impacts. These updates are provided during weekly, monthly and annual meetings, and additional activity reports are submitted when required.
The Hegelmann Board must be informed without delay of any critical sustainability‑related issues. In 2025, no critical sustainability concerns were identified within Hegelmann companies.
Lithuania
The highest governance bodies across the Lithuanian entities consist of 26 directors and 1 executive. All members are employees of the companies. Both genders are represented, with 6 women and 17 men in leadership roles. The governance body collectively possesses management, operational, financial and sector specific competencies and represents the interests of key stakeholder groups, including employees, customers and shareholders.
Poland
The governance bodies in Poland comprise 4 directors and 4 executives. All members are employees, and two of them also represent the owners. Leadership positions are currently held by men. The governance body has the professional competencies required for effective oversight and decision making and represents the interests of shareholders, employees and customers.
Slovakia and the Czech Republic
The governance bodies in Slovakia and the Czech Republic consist of 3 directors and 1 executive. All members are employees and all are male. The governance body has the necessary managerial, operational and sector‑specific competencies and represents the interests of the primary stakeholder groups.
Romania
The governance body consists of 1 executive member and 3 non‑executive members. Gender balance is ensured, with 2 women and 2 men. Members bring managerial, accounting, economic and technical expertise. One member also holds an additional internal leadership role. Formal stakeholder representation mechanisms are not established.
Nomination and selection of the highest governance body
Shareholders appoint executive directors. The highest governance body is also a senior executive in the organization. Their functions within the Hegelmann are defined in the Hegelmann ’s Business Conduct.
The performance of the highest governance bodies in overseeing the management of impacts is reviewed once a year – during the annual interviews. All evaluations are based on internal procedures and no independent evaluations are performed.
During the reporting period, there were no actions taken in response to the evaluations as there were no matters identified that would imply the need for such actions.
All highest governance bodies occasionally participate in various relevant sustainability training sessions to gain a deeper understanding of the relevant subject matters.
Conflicts of interest
All governing bodies, as well as employees, suppliers and representatives of the Hegelmann, are obliged to disclose information about any situation that may lead to a conflict of interest that may prejudice the Hegelmann’s interests in favour of their or those close to them. Situations, where employees’ personal, family or financial interests could clash with the interests of the Hegelmann, must be avoided.
Any conflicts of interest are prevented and mitigated as outlined in the Hegelmann’s Business Conduct.
In 2025, no conflicts of interest were identified.
Whistleblowing channels and processes to remediate negative impacts
Stakeholders can seek advice and report a wide range of cases and concerns, such as possible or actual misconduct in office or employment or other breaches that threaten or undermine the public interest, by completing the form on the Hegelmann ’s website.
Depending on the nature of the violation, the Hegelmann shall, by the Hegelmann ’s procedures, investigate the breach, report it to management and the responsible authorities, and undertake to remedy and/or repair the damage. In the absence of a described process, the Hegelmann and companies within shall act in accordance with the law.
Effectiveness is measured through key performance indicators, such as the resolution time for reports and the rate of successful remediation. Stakeholder feedback gathered through surveys, consultations, and other channels also serves as a valuable metric to evaluate the perceived effectiveness of the mechanisms and processes.
Communication of critical concerns
Any critical concerns are communicated to the highest governance body during the emergency meeting. During this meeting, the Emergency Management Plan is activated – the plan of action is outlined and discussed.
During the reporting period, no critical concerns have been reported.
Membership associations
Hegelmann transporte UAB is a member of the Chamber of Industry and Crafts, Kaunas Region Industrialists and Employers Association, and AHK (Deutsch – Baltische Handelskammer in Estland, Lettland, Litauen). The CEO of Hegelmann transporte UAB is a member of the Board of the Transport and Logistics Alliance (TTLA). This helps to continue to provide and receive industry information and the latest insights.
Stakeholder involvement
Continuous engagement with stakeholders, assessing and responding to their expectations, is crucial for the Hegelmann ’s success in ensuring sustainable operations. The Hegelmann ’s strategy defines 8 main stakeholder groups:
Stakeholders are defined as groups that find the Hegelmann ’s activities highly relevant and/or are significantly affected by its actions, as well as individuals and organisations that significantly influence the Hegelmann and its activities. The Sustainability Report’s content is based on key stakeholders’ views, needs and expectations.
Clients
Employees
Shareholders and board members
Business partners
Suppliers
Associations
Governments (incl. ministries, municipalities)
