Corporate Governance
The trust of investors, employees, customers and the public in LEG Immobilien AG is gained and maintained by responsible and value-based management and control of the company geared to long-term business success. Respecting the interests of shareholders and employees, transparency and responsibility in business decisions and the appropriate handling of risk are therefore core elements of our corporate governance and the basis for the work of the Supervisory Board, the Management Board and the employees of LEG Immobilien AG.
Documentation Foundation SE
Corporate Governance Code/ Compliance Statement
Corporate Governance Code
The company currently complies with the recommendations in the German Corporate Governance Code to the extent described in the following statement.
Follow the link to obtain a current version of the Code in English
http://www.dcgk.de/en/code.html
Downloads
Directors' Dealings
Auditor
PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft (formerly PricewaterhouseCoopers Aktiengesellschaft Wirtschaftsprüfungsgesellschaft) has been auditor of LEG since 2008. The responsible auditors are Mr. Kieper (auditor of LEG since 2015) and Mr. Flür (auditor of LEG since 2013).
Statutes
The current version of the statutes of LEG Immobilien AG (09/15/2020) can be downloaded here.
Corporate Governance Declaration acc. to Section 289f HGB
As a listed stock corporation, LEG Immobilien AG issues a corporate governance declaration in accordance with section 289f and 315d of the German Commercial Code (HGB). This includes (i) the declaration of compliance in accordance with section 161(1) of the German Stock Corporation Act (AktG), (ii) relevant information on corporate governance practices exceeding statutory requirements, (iii) a description of the working methods of the Management Board and the Supervisory Board plus the composition and working methods of their committees, (iv) targets for the participation of women in managerial positions and (v) a description of the diversity concept.
