
Social Responsibility
Responsibility for Our Own Workforce
People are at the heart of our technological solutions – their ideas, their know-how, and their daily dedication. Technological progress in the dynamic world of the broadcasting and media sector is only possible with motivated, qualified, and dedicated specialists. We therefore consider social sustainability to be an integral part of our corporate strategy.
Our responsibility for creating attractive and fair working conditions lies with executive management, the Human Resources department, and managers. Lawo’s corporate value „We care about our people“ highlights the company’s recognition of its social responsibility toward its employees.
As part of the initiative of the same name, a comprehensive package of measures was integrated into the corporate strategy. The company-wide guidelines on corporate responsibility toward our own employees form a binding framework.
In addition, employees are regularly involved – for example through surveys – in order to systematically take their perspectives and needs into account. The corporate culture is characterized by a friendly working environment, mutual trust, and a high level of identification with the products and the company itself. As part of our materiality analysis, we have identified key topics that not only reflect corporate responsibility, but also make a significant contribution to employee satisfaction and loyalty:
- Good working conditions form a central basis for motivation, satisfaction, and stability. The company creates a safe, respectful, and trusting working environment – with clearly defined roles, fair and appropriate remuneration, and modern work equipment. The long-term security of employment relationships is just as important as the protection of employee rights, for example through the co-determination measures exercised by a works council at the production site. The compatibility of work and private life is also actively supported: Flexible working time models and the option of mobile working create a framework that enables a healthy balance between professional requirements and personal needs.
- As an international company, we see our strength particularly in the diversity of our employees. People from different backgrounds, genders, and age groups work together successfully at all levels and in a wide variety of functions. This diversity is a key success factor for us: It not only strengthens the long-term loyalty of our employees, but also makes us an attractive and sustainable employer for new talent.
- In particular, the rapid pace of technological change in the broadcasting and media industry makes ongoing training and further education essential. This means that individual and collective learning opportunities are required to further develop skills and strengthen innovation potential.
Material Topics and Important Goals Relating to Our Own Workforce
At the end of the reporting period, the company had an annual average of 326 employees, 307 of whom were on permanent contracts and 18 of whom were on fixed-term contracts. The majority work in Germany.
In addition, one person was employed on a temporary basis and 35 freelancers were employed in the reporting period – always in compliance with applicable legal and ethical standards. The employee structure reflects the long-term HR strategy, which is geared toward stability, fairness, and sustainability.
Total Workforce
Responsibility for our employees is the key to sustainable success. By creating a working environment based on trust, equal opportunities, and continuous development, we not only promote the well-being of our employees, but also strengthen our company as a whole.
Claus Gärtner, CFO & „Vorstand“
Growing Together – Attracting New Talent and Retaining it Over the Long Term
Attracting and Integrating New Talent
An attractive working environment is a key success factor in attracting qualified specialists, retaining them over the long term, and promoting their development in a targeted manner. Especially in a rapidly changing field of technology such as the broadcasting and media technology industry, treating employees with respect plays a key role in maintaining innovative capacity and remaining fit for the future. The company aims to create an environment in which people can develop their potential, take on responsibility, and actively contribute to the further development of the company.
To ensure lasting access to qualified specialists, the company has been relying on a wide-ranging package of measures to attract talent for many years. Various channels are used, including social media platforms such as LinkedIn and Instagram, trade and training fairs, as well as collaborations with universities and other higher education institutions. In addition, lectures, workshops, and internships are offered for university students and trainees. The targeted addressing of suitable candidates is effectively supported by cooperation with personnel service providers and an internal employee referral program introduced in 2024.
Another focus is on strengthening the employer brand. Authentic communication – for example through insights into the corporate culture, the presentation of values and benefits, or personal testimonials from employees – conveys a realistic picture of the working environment. The application process itself is structured, transparent, and respectful, with the aim of ensuring fairness and equal opportunities.
Successful onboarding
Following successful recruitment, the company attaches great importance to a thorough induction for new employees. An existing mentoring program supports rapid professional and social integration.
In addition, the existing onboarding process is currently being developed further, and a comprehensive onboarding concept is being drawn up. In future, this will cover structured phases more effectively – from pre-boarding to the very first workday and throughout the first 90 days – and will include technical equipment, welcome materials, personal contact persons, and accompanying induction days and training.
Long-term development and promotion
The further development of employees is actively encouraged even after they have joined the company. Regular feedback and development meetings form the basis for individual career planning. Both internal and external training opportunities are available. The company’s own e-learning platform (Lawo Academy) offers product-specific training for all employees, as well as language courses and, if required, support for in-service training.
The company is also committed to promoting young talent – with a wide range of apprenticeships and internships for university and school students. The introduction of a company-wide concept for internal training is also planned in order to make the further training program even more targeted. This will build on the experience gained from the ongoing onboarding pilot project. At the same time, the annual employee review process is being revised in order to record and support development needs and potential even more systematically in future.
All measures for the further development and promotion of our employees are based on the principles of our guidelines on corporate responsibility toward our own employees, which serve as a binding framework for sustainable and future oriented personnel development. The effectiveness and scope of the training measures are currently evaluated primarily in qualitative terms, for example through direct feedback from employees and as part of other feedback formats. A systematic quantitative survey of the average hours of further training per employee and the proportion of employees who have had a development meeting is not yet being carried out.
Cooperation with Universities
A central element of Lawo’s social commitment is its cooperation with schools and universities. The focus is on further training, career guidance, and knowledge transfer – each adapted to age and education level.
For over a decade, Lawo has been inviting students of science journalism at the Bonn-Rhein-Sieg University of Applied Sciences to practical seminars at the production company RTL. The courses teach the basics of television production, provide insights into technical processes, and clarify journalistic requirements for day-to-day work in a media role. Lawo acts as a partner that not only shares knowledge, but also opens up networks – and strengthens dialog between the media in practice and higher education.
Darmstadt University of Applied Sciences is a new addition to the circle of educational partners. Here too, Lawo gives university students an insight into the development of audio technology, the creation of professional production tools, and their areas of application in the media sector.
In addition to company and broadcasting history, content tailored to the level of study is taught – for example through lectures on development methodology and DSP (Digital Signal Processing) programming. This underlines Lawo’s principle of not simply applying technical knowledge, but also passing it on – and at the same time inspiring young talents to take on demanding technical tasks.
New Hires and Employee Turnover
Information on age group and gender is not systematically collected. Employee turnover data is currently only available on a regionally differentiated basis. Regions are formed by combining the data from individual Lawo sites. A more in-depth evaluation by age group and gender is not planned for the time being.
Our success is based on the diversity and dedication of our employees. By attracting new talent, fostering a transparent and fair corporate culture, and offering continuous opportunities for development, we create an environment that encourages innovation and inspires long-term loyalty.
Paula Mercader, Head of Human Resources
Working Conditions and Work-Life Balance
A modern, healthy, and trusting working environment is a fundamental prerequisite for the motivation, performance, and long-term satisfaction of our employees. The company therefore pursues a holistic approach to working conditions that takes into account fair remuneration and social security, as well as health, co-determination, and the compatibility of professional and private life. This principle is also anchored in our guidelines on corporate responsibility toward our own employees and serves as a guide for our measures and processes. The aim is to create conditions in which people can develop and feel comfortable – today and in the future.
A central concern of Lawo is to offer stable and reliable employment relationships. In particular, this includes fair and transparent remuneration that is above the respective statutory minimum wage at all sites. In addition, there are regular salary adjustments and, for certain positions, variable remuneration components and target agreements. Lawo also has an established profit-sharing instrument that makes a targeted contribution to motivating and retaining employees.
The Supervisory Board is responsible for determining the remuneration of the highest governance body. The general remuneration policy is determined by the „Vorstand“ in consultation with the Supervisory Board. Both market standards and individual performance aspects are taken into account. The company is bound by collective agreements in individual countries, which corresponds to 2.6% of the total workforce. Working conditions and remuneration are structured in accordance with legal requirements and company agreements.
Additional benefits also contribute to the attractiveness of the workplace. A benefits program gives employees access to various special conditions for leisure activities and specific purchases. In addition, employees in Germany have the option of a company pension scheme. This follows a defined contribution model, is regulated in a company agreement, and is supported by individual advice. At our Canadian location, we are planning to introduce a company pension scheme (RRSP – Registered Retirement Savings Plan) in 2025.
Transparent HR processes and personal contact persons are available to all employees for questions and concerns. The introduction of a modern HR management solution in 2024 has further simplified and professionalized processes. In addition, a structured succession process for key positions was established in 2024 to ensure continuity.
To promote health and safety in the workplace, the company relies on comprehensive measures, depending on the legal requirements at the respective sites: A structured occupational health and safety system with risk assessments, personal protective equipment, and regular instruction is supplemented by company medical services, preventive medical check-ups, vaccination campaigns, and special computer glasses for desk work. At the main site in Rastatt, recreational areas such as the break room with its sun terrace and recreational opportunities in the nearby forest and lake area contribute to the well-being of employees and visitors.
Co-determination is an integral part of our corporate culture. At the Rastatt production site, a works council represents the interests of the employees and promotes social dialog. Flexible working time models, a company flextime account, and a company agreement on mobile working enable employees to organize their working hours in line with their individual circumstances. In addition, the company sometimes grants more vacation days than required by law to allow for better recovery.
To further develop the working environment, there are plans to evaluate employees‘ needs with regard to commuting to work. The aim is to use targeted analyses to identify improvements that can help make the journey to work easier and increase employee satisfaction.
All company benefits are of course granted to both full-time and part-time employees.
We promote a modern and adaptable working culture, which utilizes a hybrid approach combining the advantages of mobile working with the efficiency of personal cooperation. In this way, we create a working environment that meets both the requirements of the company and the individual needs of our employees.
Claus Gärtner, CFO & „Vorstand“
Parental Leave
The total number of employees entitled to parental leave is not systematically determined.
*Parental leave not yet ended in the reporting period.
Diversity, Equity and Equal Opportunities
Diversity is an integral part of the corporate culture and is seen as both an enrichment and a key innovation factor. Different perspectives and experiences not only enhance the quality of decisions, but also strengthen the future viability of the company. The aim is to create a working environment that is characterized by equal opportunities and offers fair development opportunities to all employees regardless of origin, gender, age, or other characteristics.
This attitude is firmly embedded in central company documents such as the Code of Conduct and the Lawo values. The guidelines on corporate responsibility toward our own employees also underline our commitment to diversity, equity, and fair opportunities for all employees. An open and respectful approach to diversity is practiced in everyday working life and promoted through targeted measures. The company is planning new initiatives in the coming years to further raise awareness of equity. These include an awareness campaign for areas with an external impact – such as Marketing and HR – that focuses on small, visible steps such as diverse imagery or inclusive wording.
Diversity is also taken into account when recruiting talent: A wide range of channels – including social media, industry trade fairs and training fairs, cooperation with universities, internship offers, and collaboration with recruitment agencies – are used to address the most diverse field of applicants possible. Existing measures such as Girls‘ Day will be continued. In addition, closer cooperation with an industry association is planned in order to specifically expand professional dialog for the promotion of equal opportunities in the broadcasting and media technology industry.
In this way, diversity is not only practiced internally, but also made visible externally – as a clear commitment to fairness, openness, and innovation.
Respectful, non-discriminatory treatment is a central component of our corporate culture. In the event of possible discrimination, employees have various confidential points of contact at their disposal, such as the HR department, the works council at the production site, or the company’s internal whistleblower portal. No incidents of discrimination were reported in the reporting period.
In addition to promoting diversity in day-to-day interaction and talent recruitment, the composition of management levels and remuneration in the company are also an important indicator of equal opportunities in practice. A look at the top management level and the gender pay ratio in general shows where we currently stand – and where there is further potential for improvement.
In the reporting year, the top management level of our company consisted of a total of three individuals, of whom, on average, 2.25 were men and 0.75 were women due to a change. This corresponds to a proportion of women of 25 %.
With regard to remuneration in the company, the average gender pay gap was 23 %, with the average basic salary and total remuneration of women being lower than that of men.
Fostering Customer Relationships Built on Mutual Respect
Trusting and continuous dialog with our business customers is a central component of our work. We focus on long-term partnerships, personal proximity, and joint development. Relevant aspects of our customer relationships:
- Personal dialog
Close cooperation via sales employees, a network of sales partners, and technical contact persons – often established over many years. - Direct feedback
We regularly receive feedback and inspiration as part of trade fairs, roadshows, workshops, and joint projects – we do not currently implement a formal customer survey. - Cooperation development
We work with „key customers“ to develop new solutions or adapt existing products to specific requirements. - Systematic support in development
The Marketing department is currently developing a structured customer journey with clear processes and workflows for targeted customer relationship management. - Sustainability dialog
We are interested in gaining a better understanding of our customers‘ expectations in the area of sustainability so that we can address future requirements at an early stage. - Network of sales partners
We receive further feedback and suggestions from our customers through our global sales network and intensive dialog with our sales partners.
Contribution to Local Communities
As a part of society, Lawo is aware of its social responsibility beyond its own business operations. The company sees its role not only as an employer and manufacturer, but also as part of a society whose development is significantly shaped by education, creativity, and social cohesion. Through its commitment, Lawo aims to provide inspiration, offer orientation, and strengthen the conditions required for young people to develop their individual potential.
Lawo’s social, cultural, and educational commitment is not reflected in selective individual actions, but in continuous, targeted, and partnership-based support for associations, schools, and universities. Whether through donations, seminars, or open days – the company makes a valuable contribution to promoting young talent and social participation.
Lawo succeeds in combining local commitment with international standards and assuming responsibility as a technology leader on a human level as well.
Whether through donations, seminars, or open days – the company makes a valuable contribution to promoting young talent and social participation. Lawo succeeds in combining local commitment with international standards and assuming responsibility as a technology leader on a human level as well.
We put social responsibility into practice with the following initiatives and activities:
Education and promoting young talent
- Cooperation with schools, universities, or educational institutions
- Provision of internships, apprenticeships, or working student positions
Social commitment and volunteering
- Support for local cultural and sports associations
Promoting Culture & Sports
Support for the Phoenixtheater Rastatt
One focus of Lawo’s cultural commitment is its long standing support of Phoenixtheater Rastatt e. V., which emerged from the Rastatt Youth Theater in 2017.
The theater sees itself as a platform for young people who tackle socially relevant topics and process them artistically. The theater’s performances are defined by a high level of professionalism – in its own productions, at festivals, and during guest performances. Lawo regularly provides f inancial support in the form of donations, which flow into stage design, technology, and theatrical pedagogical support, among other things.
The sponsorship of the theater is an example of how Lawo strengthens creative youth projects and contributes to cultural diversity in the region. The company is not just interested in cultivating its image, but in substantially promoting cultural education and social commitment among young people.
Commitment to FV Ottersdorf
In addition to the cultural sector, Lawo also supports youth sports in the region. The company is a sponsor of the FV Ottersdorf soccer club, which is known for its well-founded and committed youth work.
With targeted financial contributions, Lawo enables the club to offer young players structured sporting training – combined with the teaching of core values such as team spirit, fairness, and perseverance. The sponsorship helps the club to continuously develop training materials, equipment, and infrastructure, such as the new artificial pitch.
Lawo’s commitment to sport underlines the conviction that social learning, exercise, and community are essential, especially for young people – and that local clubs offer the best conditions for this.
Responsibility in Cooperation with Our Suppliers
Even if no material sustainability topic has currently been identified for Lawo in this area, the responsible design of our supply chains is an element of our sustainability strategy. Our aim is to systematically identify and minimize human rights risks and environmental risks, and to develop sustainable partnerships with our suppliers.
No structured risk analysis is currently carried out in accordance with the requirements of German or EU-wide regulations, which have not yet directly affected us due to the size of our company (fewer than 1,000 employees).
Formalized processes for implementing due diligence obligations along the supply chain are currently being prepared. The Integration of these requirements into our supply chain management is planned for the coming reporting periods and will be flanked by the development of a risk-based review process.
A Supplier Code of Conduct is currently being drawn up.
The aim is to define clear requirements for our suppliers with regard to working conditions, human rights, and environmental and compliance standards. This Code of Conduct will become a mandatory component of supplier relationships in future. The topic of responsible procurement will become much more of a focus in future.
As part of our commitment to sustainability, we plan to comprehensively integrate international standards (e. g. UNGPs, OECD guidelines) into our processes.
In this way, we are creating the basis for a transparent, resilient, and ethical supply chain.
Sustainability Report
We have consciously invested in structures, processes, and expertise to firmly embed sustainability within the company and implement it effectively over the long term. Specific goals and measures will help us to continuously develop this process. Our first sustainability report and supporting frameworks reflect this commitment transparently and demonstrates how Lawo takes responsibility — for our customers, our employees, our partners, the environment, and a sustainable future.
How Lawo’s Sustainability Strategy and Management Will Develop
Our Targets for SDG 9, 12 and 13
We guarantee the long service life of our Lawo products and ensure that they will continue to meet the demands of the market in future. This includes continuous further development and adaptation to new technological and market related developments. The expansion of our range of flexible software solutions, which are operated on standard server infrastructures, enables us to reduce the use of valuable resources and offer our customers even more efficient and scalable solutions. We also make an active contribution to conserving resources by increasing the proportion of recycled materials and packaging. By increasing the resilience of our supply chain, we ensure security of supply and sustainability. We work closely with our suppliers to promote socially and environmentally responsible practices. Reducing our energy consumption and greenhouse gas emissions is a central aspect of our transformation plan, which is based on a comprehensive survey of our total greenhouse gas emissions. Through this focus, we are contributing toward SDG9, SDG12, and SDG13.
Our Targets for SDG 3, 4 and 8
The further development of Lawo as an attractive employer and the creation of sustainable working conditions play a decisive role in our sustainability strategy. We strive to create a positive working environment that promotes the satisfaction, motivation, and health of our employees. We are actively committed to promoting equality and equal opportunities in all areas of the company. Continuous investment in training and further education as well as active knowledge transfer form the basis for sustainable growth and ensure the long-term competitiveness of our company. The successful continuation of our Lawo culture is of particular importance to us. We promote a corporate culture that is characterized by trust, respect, and mutual support. Improving our communication processes and the exchange of information and knowledge is a key measure in this regard. We are thus aligning our company with SDG3, SDG4, and SDG8.
More About Sustainability at Lawo
Sustainability Management
Sustainability is embedded across our value chain—from sourcing materials to delivering broadcast solutions worldwide. We focus on responsible practices, energy efficiency, and durable product design to minimize environmental impact while maximizing value.
Environment
Protecting the planet is a core part of Lawo’s commitment to sustainability. We focus on reducing our environmental footprint through energy-efficient operations, climate protection measures, and resource-conscious product design. Learn how Lawo turns environmental principles into action.
Governance
Strong governance is the foundation of sustainable business at Lawo. We are committed to transparent, ethical leadership and a culture of integrity that respects all stakeholders. By embedding sustainability into our corporate strategy, we ensure long-term value creation and trust.
Contact Us
Have questions about our sustainability initiatives or ESG strategy?
Do you have questions about Lawo’s sustainability intitiatives, ESG strategy or something else?
Get in touch with Juliane Struck, Sustainability Manager at Lawo, for more information and send an email to sustainability@lawo.com.
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