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Our commitments:

Sustainability
at the Group

Sustainability principles

The Group aims to integrate sustainability principles into the operational strategy and key performance indicators. Sustainability is integral to the Group’s activities and is closely linked to its commitments to stakeholders and key strategic directions. The principles of sustainable, responsible and fair business practices applied in the Group are described in the Group’s Sustainability Policy and the Code of Conduct for Business Partners.

The Group 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 organisational levels, and their integration into the operational strategy, policies and procedures.

Sustainability-principles
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All Group policies are applicable to all levels of employees and publicly available on the Group’s website. All documents are also approved by the highest governance bodies and training is performed to all employees in the related areas.

Management of the environmental, social and economic impact of the Group is supervised by the top management. The board (shareholders) reviews sustainable development strategy once a year to ensure the proper management of impact in each area, but is not responsible for reviewing and approving the Sustainability Report or reported information.

Further sustainability management practices, including policy commitments, are embedded and delegated as follows: 

i. Appointment of senior executives who hold specific responsibilities for the management of sustainability impacts. These leaders are instrumental in driving the Group’s sustainability agenda and ensuring alignment with strategic goals. These are also the people who review annual Sustainability Reports and reported information.

ii. Delegation to responsible managers and employees: responsibility for sustainability is integrated into the day-to-day activities of our board. The highest governance body delegates key sustainability topics to responsible managers and employees across the organisation. This ensures a distributed approach, with various departments and teams actively contributing to managing sustainability impacts.

The appointed responsible persons report on the results of environmental, social and economic impact management to the board regularly, during weekly, monthly and annual meetings, and present activity reports as required.

The Group’s board shall immediately be informed about critical sustainability matters. In 2024, the Group’s companies had no critical sustainability concerns.

Group management structure and composition

According to the Articles of Association of the Hegelmann Group, the governing bodies are shareholders, the CEO and the executive directors of the companies. All decisions at the Group are made by shareholders and the CEOs, while executive directors perform supervisory and control functions.

East division

East Division, comprising 29 companies, is overseen by 29 directors and 5 executives, all of whom are employees of the company. The leadership team includes CEOs, 25 of whom are male and 4 female, and a COO team consisting of 3 females and 2 males, ensuring representation from all parties. All executives possess competencies relevant to their roles and the sector. Additionally, the executives represent not only all internal stakeholders but also employees, customers, and shareholders, reinforcing a well-rounded governance approach.

Central division

Central Division, consisting of 3 companies, is managed by 3 directors and 1 executive, all of whom are company employees. The leadership team includes a group of CEOs comprising 3 males, ensuring representation from all parties. All executives possess the necessary competencies relevant to their roles and the sector, maintaining strong governance and operational expertise.

West division

The West division is managed by shareholders, and the CEOs and executive directors perform supervisory and control functions. More information and the management structure is publicly available here.

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Nomination and selection of highest governance body

Shareholders appoint executive directors. The highest governance body is also a senior executive in the organisation. Their functions within the Group are defined in the Group’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 about the relevant subject matters.

Conflicts of interest

All governing bodies as well as employees, suppliers and representatives of the Group are obliged to disclose information about any situation that may lead to a conflict of interest that may prejudice the Group’s interests in favor of their or those close to them. Situations, where employees’ personal, family or financial interests could clash with the interests of the Group, must be avoided.

Any conflicts of interest are prevented and mitigated as outlined in the Group’s Business Conduct.

In 2024, no conflicts of interest were identified.

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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.

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 Group’s website.

Depending on the nature of the violation, the Hegelmann Group shall, by the Group’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 Group 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.

membership

Membership associations

Hegelmann transporte UAB is a member of the Chamber of Industry and Crafts and the Association of Car Carriers “Linava”. 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.

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TTLA
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Stakeholder involvement

Stakeholders are defined as groups that find Group’s activities highly relevant and/or are significantly affected by its actions, as well as individuals and organisations that significantly influence the Group and its activities. The Sustainability Report’s content is based on key stakeholders’ views, needs and expectations.

Continuous engagement with stakeholders, assessing and responding to their expectations, is crucial for the Group’s success in ensuring sustainable operations. The Group’s strategy defines 8 main stakeholder groups:

Clients

Clients

Employees

Employees

Shareholders and board members

Shareholders and board members

Business partners

Business partners

Suppliers

Suppliers

Associations

Associations

Employees

Governments (incl. ministries, municipalities)

Future generations

Future generations