Enhancing Customer Value, Reducing Environmental Impacts, and Assuming Social Responsibility
Sustainability has been at the core of Sika’s business ever since. More than ten years ago, the company started to align its sustainability strategy along environmental, social and governance (ESG) considerations. Sika commits itself to genuinely sustainable added value along the entire value chain and strives for aligning operations and strategies with the universally accepted principles in the areas of human rights, labor, environment and anti-corruption established by the United Nations Global Compact Initiative.
The company honors its responsibilities by offering sustainable solutions for energy-efficient constructions and environmentally friendly vehicles. It also implements numerous projects and measures aimed at boosting the Group’s business, social, and environmental sustainability.
Sustainability Strategy
Sika is committed to continuously measure, improve, report and communicate sustainable value creation. “More value, less impact” refers to Sika’s commitment to maximize the value of our solutions and contributions to all stakeholders while reducing risks and resource consumption.
Six strategic targets focus on sustainable solutions, climate performance, local communities/society, energy, water/waste, and occupational safety. Sustainability is one of Sika's key strategic pillars that is used as a competitive advantage to benefit all stakeholders.
UN Sustainable Development Goals (UN SDGs)
The ambitious UN SDGs are expected to be achieved by 2030 through concerted and immediate action taken by the public and private sector, all around the world. The table below summarizes how Sika has positively contributed to eight of the 17 goals through its 2021 activities.
SDG
Ensure healthy lives and promote well-being for everyone at all ages.
More Value – Less Impact Focus
SUSTAINABLE SOLUTIONS
TARGET: 100% of new product developments with "sustainable solutions" until 2023.
OCCUPATIONAL HEALTH AND SAFETY
TARGETS 2023:
- 50% less accidents
- 0 fatalities
Activities @ Sika
- The Group monitors environmental and safety aspects during the development, production, and product-handling stages.
- The EHS minimum requirements are a set of 12 specific operational requirements which have been implemented between 2020 and 2021 in each Sika company in relation to workplace safety.
- Sika Life Saving Rules are in place to keep all Sika employees, contractors, and visitors safe from harm while at work. They apply to all Sika sites and to Sika employees when visiting clients or suppliers.
- Sika aims to eliminate substances hazardous to health or the environment from products and production processes wherever possible.
- An internal control system is in place to monitor the progress and complement local legal requirements. Sika constantly improves formulations and presents compliant solutions well ahead of legislation.
- Sika’s offering includes a wide range of low-emission, waterbased construction materials which contribute to health andwell-being in work and living spaces.
- In 2021, Sika supported 242 Community Engagement projects. One of the goals of these projects is to improve the quality of life of children, adults, and families in the communities in which the company is active.
SDG
Ensure inclusive and equitable quality education, and promote lifelong learning opportunities for all.
More Value - Less Impact focus
Community Engagement
TARGETS 2023:
- 10,000 working-days of volunteering work
- 50% more projects
- 50% more direct beneficiaries
Activities@Sika
- In 2021, 301,246 hours were dedicated to Sika employees’training on various topics such as compliance, professional skillbuilding, and leadership development.
- To contribute to the qualification level of people in theconstruction trade, Sika holds a large number of customertrainings worldwide annually.
- In 2021, Sika supported 242 Community Engagement projects.One of the three core areas of “Sika Cares” is education andvocational trainings.
SDG
Ensure availability and sustainable management of water and sanitation for all.
More Value - Less Impact focus
COMMUNITY ENGAGEMENT
TARGET 2023:
- 10,000 working-days of volunteering work
- 50% more projects
- 50% more direct beneficiaries
WATER
TARGET 2023:
- 15% less water consumption per ton sold
Activities @ Sika
- A global water efficiency program including local road maps is in place to reduce water consumption, wastewater, and promote recycling of water resources with set targets until 2023.
- Identification of Sika countries at risk of water scarcity and floods through the Water Risk Atlas database. Measures to reduce water consumption or to reuse water are in place, particularly in water-stressed regions.
- Sika offers a whole range of innovative solutions to protect and save water used in new-build and refurbishment of drinking water and wastewater facilities.
- In 2021, Sika supported 242 Community Engagement projects. One of the three core areas of “Sika Cares” is water and climate protection.
SDG
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.
More Value - Less Impact focus
COMMUNITY ENGAGEMENT
TARGET 2023
- 10,000 working-days of volunteering work
- 50% more projects
- 50% more direct beneficiaries
Activities @ Sika
- Sika endeavors to provide intelligent support for projects through the application of company-specific expertise, voluntary work by its employees, and long-term collaboration with partners.
- By signing Sika’s Supplier Code of Conduct, suppliers undertake to respect the provisions of the UN’s Universal Declaration of Human Rights and the core Conventions of the International Labor Organization.
- In 2021, Sika supported 242 Community Engagement projects. One of the goals of these projects is to improve the quality of life of children, adults, and families in the communities in which the company is active.
SDG
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
More Value - Less Impact Focus
SUSTAINABLE SOLUTIONS
TARGET: 100% of new product developments with "sustainable solutions" until 2023
Activities @ Sika
- With the use of Sika solutions, infrastructures are built in an efficient and sustainable way and contribute to the development of emerging and developing countries.
- Product innovations in construction and industrial production with improved resource-use efficiency. Systematic development of more sustainable and performing solutions.
- In 2021, Sika supported 242 Community Engagement projects. One of the three core areas of “Sika Cares” is buildings and infrastructure.
SDG
Make cities and human settlements inclusive, safe, resilient and sustainable.
More Value - Less Impact focus
SUSTAINABLE SOLUTIONS
TARGET 2023: 100% of new product developments with "sustainable solutions" until 2023
COMMUNITY ENGAGEMENT
TARGET 2023:
- 10,000 working-days of volunteering work p.a.
- 50% more projects
- 50% more direct beneficiaries
CLIMATE PERFORMANCE
TARGET 2023:
12% reduction of CO2-emissions per ton sold
Activities @ Sika
- Sika solutions contribute to sustainable construction and new forms of mobility.
- Sika offers high-performance and low-cement mortars; root-resistant polymeric roof membranes and systems that allow the installation of green roofs to improve the urban climate; special concrete repair mortars and resins extend the service life of bridges and concrete structures.
- In 2021, Sika supported 242 Community Engagement projects. One of the three core areas of “Sika Cares” is buildings and infrastructure.
SDG
Ensure sustainable consumption and production patterns.
More Value - Less Impact focus
Waste / Water
TARGETS 2023:
- 15% less waste generation per ton sold
- 25% higher recycling rate of total waste
- 15% less water consumption per ton sold
ENERGY
TARGETS 2023:
- 15% less energy consumption per ton sold
- 50% renewable electricity rate
Activities @ Sika
- Replacement of technical equipment always focuses on new energy efficient installations, such as motors, air conditioning, heating/cooling, and pressurized air systems.
- Reduced amount of waste per ton sold by putting in place activities such as optimization of the production planning, streamlining the production process layout, and the reuse of production waste.
- Reuse of wastewater and water from cleaning processes, reduced consumption, or use of lower-grade water qualities.
- Sika offers its customers solutions that improve performance and durability. These products make it possible to achieve quality installations with fewer resources.
SDG 13
Take urgent action to combat climate change and its impacts.
More Value - Less Impact focus
SUSTAINABLE SOLUTIONS
TARGET: 100% of new product solutions with "sustainable solutions" until 2023.
CLIMATE PERFORMANCE
TARGET: 12% reduction of CO2-emissions per ton sold.
ENERGY
TARGET:
- 15% less energy consumption per ton sold
- 50% renewable elictricity rate
Activities @ Sika
- Sika’s sustainable innovations enable the expansion of clean energy infrastructure as well as the reduction of the carbon footprint and enhancement of longevity in the construction and transportation industries.
- Sika products enable customers to improve the energy efficiency of their manufacturing processes and their end products. Sika’s solutions reduce customers’ carbon emissions through longer lasting products or for example by replacement of carbon intensive raw materials, the introduction of quick curing products or water-based solutions.
- Sika actively seeks performance enhancements by using recycled materials and sustainable chemicals.
- In 2021, Sika supported 242 Community Engagement projects. One of the three core areas is water and climate protection.
ESG Indices and Ratings
Sika’s strong sustainability performance is recognized by external evaluations and the stock is included in various ESG indices.
- Dow Jones Sustainability Indices (DJSI)
- MSCI Switzerland IMI ESG Leaders Index
- STOXX® Europe Sustainability
- FTSE4Good
- SPI ESG
- SPI ESG Weighted
- S&P Global 1200 ESG index
- Carbon Disclosure Project (CDP)
- S&P ESG Evaluation
- Ecovadis
- MSCI
- ISS ESG
- Sustainalytics
ESG Indices and Ratings
Environmental, Social, and Corporate Governance (ESG) refers to the three dimensions for measuring the sustainability impact of an investment in Sika. These criteria help to better determine the future financial performance of companies. We have summarized the Sika key indicators in an overview.
Environment
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric GHG Emissions intensity (Scope 1 & Scope 2) per ton sold | Unit kgCO2eq/t | 2017 36 | 2018 31 | 2019 27 | 2020 19.6 | 2021 17.6 | Target 2023 (Baseline 2019) 24 |
Metric Change compared to previous year | Unit % | 2017 | 2018 -13.9 | 2019 -12.9 | 2020 -27.3 | 2021 -10.1 | Target 2023 (Baseline 2019) -3 p.a. |
Metric Total GHG emissions - Scope 1 and 2 - Market - based | Unit tCO2eq | 2017 155,000 | 2018 157,000 | 2019 212,000 | 2020 224,227 | 2021 238,508 | Target 2023 (Baseline 2019) |
Metric Scope 1 GHG Emissions | Unit tCO2eq | 2017 53,000 | 2018 48,000 | 2019 88,000 | 2020 102,528 | 2021 156,419 | Target 2023 (Baseline 2019) |
Metric Scope 2 GHG Emissions - Market - based | Unit tCO2eq | 2017 102,000 | 2018 109,000 | 2019 124,000 | 2020 121,700 | 2021 82,089 | Target 2023 (Baseline 2019) |
Metric Total GHG emissions - Scope 1 and 2 - Location - based | Unit tCO2eq | 2017 169,222 | 2018 172,811 | 2019 243,307 | 2020 260,401 | 2021 315,576 | Target 2023 (Baseline 2019) |
Metric Scope 1 GHG Emissions | Unit tCO2eq | 2017 53,000 | 2018 48,000 | 2019 88,000 | 2020 102,528 | 2021 156,419 | Target 2023 (Baseline 2019) |
Metric Scope 2 GHG Emissions - Location - based | Unit tCO2eq | 2017 116,222 | 2018 124,811 | 2019 155,307 | 2020 157,873 | 2021 159,157 | Target 2023 (Baseline 2019) |
Metric Scope 3 GHG Emissions - Business travels | Unit tCO2eq | 2017 16,000 | 2018 14,000 | 2019 15,000 | 2020 4,000 | 2021 6,463 | Target 2023 (Baseline 2019) |
Metric Scope 3 GHG Emissions - Leased vehicles* | Unit tCO2eq | 2017 22,000 | 2018 20,000 | 2019 16,000 | 2020 11,000 | 2021 - |
* Note on leased vehicles: In 2021, the fuel consumption of leased vehicles has been included in scope 1 since Sika has operational control as per the Greenhouse Gas Protocol. This category was considered under scope 3 until year 2020. Scope 1 emissions from 2019 and 2020 have not been restated accordingly.
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Energy intensity per ton sold | Unit MJ/t | 2017 450 | 2018 424 | 2019 363 | 2020 286 | 2021 308 | Target 2023 (Baseline 2019) 309 |
Metric Change compared to previous year | Unit % | 2017 | 2018 -5.8 | 2019 -14.4 | 2020 -21.2 | 2021 7.7 | Target 2023 (Baseline 2019) -3.8 p.a. |
Metric Total energy consumption | Unit TJ | 2017 1,961 | 2018 1,971 | 2019 2,890 | 2020 3,269 | 2021 4,163 | Target 2023 (Baseline 2019) |
Metric Direct Energy | Unit TJ | 2017 891 | 2018 875 | 2019 1,451 | 2020 1,729 | 2021 2,546 | Target 2023 (Baseline 2019) |
Metric Brown coal | Unit TJ | 2017 1 | 2018 - | 2019 - | 2020 - | 2021 - | Target 2023 (Baseline 2019) |
Metric Heavy liquid fuel | Unit TJ | 2017 1 | 2018 1 | 2019 1 | 2020 3 | 2021 3 | Target 2023 (Baseline 2019) |
Metric Light liquid fuel | Unit TJ | 2017 257 | 2018 183 | 2019 194 | 2020 154 | 2021 179 | Target 2023 (Baseline 2019) |
Metric Natural gas | Unit TJ | 2017 468 | 2018 542 | 2019 1,002 | 2020 1,296 | 2021 1,633 | Target 2023 (Baseline 2019) |
Metric Liquified Petroleum Gas (LPG) | Unit TJ | 2017 - | 2018 - | 2019 66 | 2020 82 | 2021 93 | Target 2023 (Baseline 2019) |
Metric Vehicle fuel | Unit TJ | 2017 164 | 2018 149 | 2019 185 | 2020 192 | 2021 635 | Target 2023 (Baseline 2019) |
Metric Self-produced electricity from renewable sources | Unit TJ | 2017 - | 2018 - | 2019 3 | 2020 2 | 2021 3 | Target 2023 (Baseline 2019) |
Metric Purchased electricity | Unit TJ | 2017 1,070 | 2018 1,096 | 2019 1,439 | 2020 1,540 | 2021 1,617 | Target 2023 (Baseline 2019) |
Metric Thereof - Purchased renewable electricity | Unit TJ | 2017 125 | 2018 143 | 2019 214 | 2020 371 | 2021 845 | Target 2023 (Baseline 2019) |
Metric Renewable electricity rate | Unit % | 2017 11 | 2018 13 | 2019 15 | 2020 24.1 | 2021 52.3 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Water consumption per ton sold | Unit m3/t | 2017 0.32 | 2018 0.39 | 2019 0.34 | 2020 0.22 | 2021 0.2 | Target 2023 (Baseline 2019) 0.29 |
Metric Change compared to previous year | Unit % | 2017 | 2018 21.9 | 2019 -12.8 | 2020 -36.4 | 2021 -9.7 | Target 2023 (Baseline 2019) -3.8 p.a. |
Metric Water consumption | Unit m3 | 2017 1,338,000 | 2018 1,317,000 | 2019 2,685,000 | 2020 2,469,988 | 2021 2,638,734 | Target 2023 (Baseline 2019) |
Metric Water withdrawal | Unit m3 | 2017 2,100,000 | 2018 2,607,000 | 2019 3,609,000 | 2020 3,365,416 | 2021 3,606,168 | Target 2023 (Baseline 2019) |
Surface water Metric | Unit m3 | 2017 27,000 | 2018 33,000 | 2019 82,000 | 2020 37,655 | 2021 50,682 | Target 2023 (Baseline 2019) |
Ground water Metric | Unit m3 | 2017 629,000 | 2018 1,050,000 | 2019 1,835,000 | 2020 1,516,054 | 2021 1,632,849 | Target 2023 (Baseline 2019) |
Metric Public supply | Unit m3 | 2017 1,444,000 | 2018 1,524,000 | 2019 1,692,000 | 2020 1,811,707 | 2021 1,922,637 | Target 2023 (Baseline 2019) |
Metric Water usage | Unit m3 | 2017 2,060,000 | 2018 2,117,000 | 2019 3,576,000 | 2020 3,350,695 | 2021 3,616,816 | Target 2023 (Baseline 2019) |
Process and cooling water Metric | Unit m3 | 2017 877,000 | 2018 825,000 | 2019 2,065,000 | 2020 1,805,445 | 2021 1,964,077 | Target 2023 (Baseline 2019) |
Sanitary water Metric | Unit m3 | 2017 461,000 | 2018 492,000 | 2019 620,000 | 2020 664,543 | 2021 674,658 | Target 2023 (Baseline 2019) |
Water in products Metric | Unit m3 | 2017 722,000 | 2018 800,000 | 2019 891,000 | 2020 880,707 | 2021 978,081 | Target 2023 (Baseline 2019) |
Metric Water discharge | Unit m3 | 2017 1,190,000 | 2018 1,230,000 | 2019 2,540,000 | 2020 2,315,989 | 2021 2,491,191 | Target 2023 (Baseline 2019) |
Water to sewer, sewage plant Metric | Unit m3 | 2017 550,000 | 2018 670,000 | 2019 770,000 | 2020 906,667 | 2021 913,590 | Target 2023 (Baseline 2019) |
Water to surface water bodies Metric | Unit m3 | 2017 640,000 | 2018 560,000 | 2019 1,770,000 | 2020 1,409,322 | 2021 1,577,601 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Waste per ton sold | Unit kg/t | 2017 18.4 | 2018 18.1 | 2019 14.1 | 2020 12.4 | 2021 11.2 | Target 2023 (Baseline 2019) 12 |
Metric Change compared to previous year | Unit % | 2017 | 2018 -1.6 | 2019 -22.1 | 2020 -12 | 2021 -9.6 | Target 2023 (Baseline 2019) -3.8 p.a. |
Metric Waste intensity compared to total input materials | Unit % | 2017 2 | 2018 2 | 2019 1.6 | 2020 1.6 | 2021 1.3 | Target 2023 (Baseline 2019) |
Metric Total waste generated | Unit t | 2017 80,000 | 2018 84,000 | 2019 112,000 | 2020 141,675 | 2021 151,560 | Target 2023 (Baseline 2019) |
Metric Non-hazardous waste | Unit t | 2017 63,000 | 2018 66,000 | 2019 92,000 | 2020 120,633 | 2021 129,884 | Target 2023 (Baseline 2019) |
Metric Hazardous waste | Unit t | 2017 17,000 | 2018 18,000 | 2019 20,000 | 2020 21,042 | 2021 21,676 | Target 2023 (Baseline 2019) |
Metric Total waste disposed | Unit | 2017 80,000 | 2018 84,000 | 2019 112,000 | 2020 141,676 | 2021 151,560 | Target 2023 (Baseline 2019) |
Metric Landfill | Unit t | 2017 29,000 | 2018 29,000 | 2019 45,000 | 2020 60,794 | 2021 67,509 | Target 2023 (Baseline 2019) |
Incineration Metric | Unit t | 2017 26,000 | 2018 26,000 | 2019 29,000 | 2020 30,863 | 2021 32,603 | Target 2023 (Baseline 2019) |
Reuse/Recycle Metric | Unit t | 2017 25,000 | 2018 29,000 | 2019 38,000 | 2020 50,019 | 2021 51,448 | Target 2023 (Baseline 2019) |
Metric Recycling Rate | Unit % | 2017 31 | 2018 35 | 2019 34 | 2020 35.3 | 2021 33.9 | Target 2023 (Baseline 2019) 42 |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Volume of input materials used* | Unit Mio t | 2017 4.1 | 2018 4 | 2019 7 | 2020 8.8 | 2021 11.6 | Target 2023 (Baseline 2019) |
Metric Thereof recycled input materials | Unit % | 2017 1.2 | 2018 1.6 | 2019 1.3 | 2020 2.7 | 2021 3.7 |
Note on input materials: excluding water, packaging and semi-finished products
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Nitrous Oxides (NOx) | Unit t | 2017 - | 2018 - | 2019 - | 2020 268 | 2021 482.1 | Target 2023 (Baseline 2019) |
Metric Sulfur Oxides (SOx) | Unit t | 2017 - | 2018 - | 2019 - | 2020 3 | 2021 4 | Target 2023 (Baseline 2019) |
Metric Volatile Organic Compounds (VOC) | Unit t | 2017 - | 2018 - | 2019 - | 2020 24 | 2021 70 | Target 2023 (Baseline 2019) |
Metric Dust | Unit t | 2017 - | 2018 - | 2019 - | 2020 12 | 2021 32 | Target 2023 (Baseline 2019) |
*Note on other air emissions: calculated based on the combustion of fuel and gas consumed only from 2020 onwards.
2021 increase was purely related to the increase in energy consumption and inclusion of leased vehicles fuel.
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric ISO 14001:2015 (Environmental Management) certification | Unit # | 2017 - | 2018 147 | 2019 172 | 2020 242 | 2021 275 | Target 2023 (Baseline 2019) |
Metric Coverage of Sika Sites in ISO scope* | Unit % | 2017 - | 2018 63 | 2019 55 | 2020 47 | 2021 48 | Target 2023 (Baseline 2019) |
Metric ISO 50001:2018 (Energy Management) certifications | Unit # | 2017 - | 2018 14 | 2019 16 | 2020 16 | 2021 17 | Target 2023 (Baseline 2019) |
Metric Coverage of Sika Sites in ISO scope* | Unit % | 2017 - | 2018 - | 2019 3 | 2020 3 | 2021 3 | Target 2023 (Baseline 2019) |
Metric Significant spills** | Unit # | 2017 3 | 2018 8 | 2019 5 | 2020 3 | 2021 2 | Target 2023 (Baseline 2019) |
*Note on ISO Scope: are considered under ISO scope: headquarters, plants, warehouses and technology centers. Sales offices, administrative offices, training centers and subsidiaries are excluded as these activities do not fall under the scope of the respective ISO standards.
**Note on significant spills: a spill is considered significant when reported to authorities, having media coverage, or creating a significant cost (>CHF 10,000).
Social
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Sika Employees | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Fatalities | Unit # | 2017 1 | 2018 0 | 2019 1 | 2020 1 | 2021 0 | Target 2023 (Baseline 2019) 0 |
Metric Lost Time Accidents/1,000 FTEs | Unit Rate | 2017 8.7 | 2018 10.4 | 2019 9.6 | 2020 8.4 | 2021 9.2 | Target 2023 (Baseline 2019) |
Change compared to previous year Metric | Unit | 2017 | 2018 19.5 | 2019 -7.7 | 2020 -12.5 | 2021 9.5 | Target 2023 (Baseline 2019) |
Metric Lost Time Accidents | Unit # | 2017 169 | 2018 209 | 2019 261 | 2020 230 | 2021 256 | Target 2023 (Baseline 2019) -50% |
Metric Change compared to previous year | Unit % | 2017 | 2018 23.7 | 2019 24.9 | 2020 -11.9 | 2021 11.3 | Target 2023 (Baseline 2019) |
Metric Days Lost due to Lost Time Accidents | Unit # | 2017 2,980 | 2018 3,856 | 2019 5,617 | 2020 4,650 | 2021 4,919 | Target 2023 (Baseline 2019) |
Metric Average days lost per Lost Time Accident | Unit # | 2017 17.6 | 2018 18.4 | 2019 21.5 | 2020 20.2 | 2021 19.2 | Target 2023 (Baseline 2019) |
Metric LTIFR per 200,000 hours* | Unit Rate | 2017 0.88 | 2018 1.03 | 2019 0.95 | 2020 0.84 | 2021 0.92 | Target 2023 (Baseline 2019) |
Metric Occupational illnesses | Unit # | 2017 14 | 2018 11 | 2019 5 | 2020 16 | 2021 10 | Target 2023 (Baseline 2019) |
Metric OIFR per 200,000 hours* | Unit Rate | 2017 0.07 | 2018 0.05 | 2019 0.02 | 2020 0.06 | 2021 0.04 | Target 2023 (Baseline 2019) |
Metric Sika contractors | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Fatalities | Unit # | 2017 0 | 2018 0 | 2019 0 | 2020 1 | 2021 0 | Target 2023 (Baseline 2019) 0 |
Metric Lost Time Accidents | Unit # | 2017 11 | 2018 17 | 2019 14 | 2020 11 | 2021 30 | Target 2023 (Baseline 2019) |
Metric Occupational Health & Safety and Quality Management System | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric ISO 45001:2018 - Occupational Health and Safety Management System certification | Unit # | 2017 - | 2018 - | 2019 84 | 2020 114 | 2021 147 | Target 2023 (Baseline 2019) |
Metric Coverage of Sika Sites in ISO scope** | Unit % | 2017 - | 2018 - | 2019 27 | 2020 22 | 2021 26 | Target 2023 (Baseline 2019) |
Metric ISO 9001:2015 - Quality Management System certification | Unit # | 2017 - | 2018 164 | 2019 209 | 2020 315 | 2021 345 | Target 2023 (Baseline 2019) |
Metric Coverage of Sika Sites in ISO scope** | Unit % | 2017 - | 2018 70 | 2019 67 | 2020 61 | 2021 61 |
* LTIFR: Lost Time Injury Frequency Rate; OIFR: Occupational Illness Frequency Rate; Apprentices and interns excluded from FTEs and worked hours used.
** Note on ISO Scope: Are considered under ISO scope: headquarters, plants, warehouses and technology centers. Sales offices, administrative offices, training centers and subsidiaries are excluded as these activities do not fall under the scope of the respective ISO standards
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Total number of employees | Unit # | 2017 18,484 | 2018 20,060 | 2019 25,141 | 2020 24,848 | 2021 27,059 | Target 2023 (Baseline 2019) |
Metric Change compared to previous year | Unit % | 2017 | 2018 8.5 | 2019 25.3 | 2020 -1.2 | 2021 0.089 | Target 2023 (Baseline 2019) |
Metric Net added value per employee | Unit CHF thousands | 2017 117 | 2018 117 | 2019 116 | 2020 107 | 2021 118 | |
Breakdown of employees per type of contract Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Permanent employees | Unit % | 2017 96.2 | 2018 95 | 2019 88 | 2020 95.6 | 2021 87.4 | Target 2023 (Baseline 2019) 87.4 |
Metric Temporary employees | Unit % | 2017 2.8 | 2018 3.9 | 2019 11 | 2020 3.6 | 2021 11.9 | Target 2023 (Baseline 2019) 11.9 |
Metric Apprenticeship/internship | Unit % | 2017 1 | 2018 1.1 | 2019 1 | 2020 0.8 | 2021 0.7 | Target 2023 (Baseline 2019) 0.7 |
Breakdown of employees per age Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Employees under the age of 30 | Unit % | 2017 15 | 2018 14.8 | 2019 15.1 | 2020 13.2 | 2021 13.5 | Target 2023 (Baseline 2019) 13.5 |
Metric Employees between 30 and 50 | Unit % | 2017 61 | 2018 59.8 | 2019 60.2 | 2020 62 | 2021 61.3 | Target 2023 (Baseline 2019) 61.3 |
Metric Employees above 50 | Unit % | 2017 24 | 2018 25.4 | 2019 24.7 | 2020 24.8 | 2021 25.2 | Target 2023 (Baseline 2019) 25.2 |
Breakdown of employees per employment type Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Full-time employees | Unit % | 2017 96.1 | 2018 96.7 | 2019 97.2 | 2020 97.1 | 2021 97.1 | Target 2023 (Baseline 2019) 97.1 |
Metric Part-time employees | Unit % | 2017 3.9 | 2018 3.3 | 2019 2.8 | 2020 2.9 | 2021 2.9 | Target 2023 (Baseline 2019) 2.9 |
Breakdown of employees per gender and per category Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Male employees | Unit % | 2017 77.4 | 2018 77.7 | 2019 77 | 2020 77.2 | 2021 76.8 | Target 2023 (Baseline 2019) 76.8 |
Metric Male Staff | Unit % | 2017 76.3 | 2018 77 | 2019 76.8 | 2020 76.7 | 2021 76.3 | Target 2023 (Baseline 2019) 76.3 |
Metric Male Middle Management | Unit % | 2017 80.3 | 2018 80.7 | 2019 77.7 | 2020 79.1 | 2021 78.1 | Target 2023 (Baseline 2019) 78.1 |
Metric Male Company Management* | Unit % | 2017 85.3 | 2018 80.2 | 2019 78.5 | 2020 79.9 | 2021 80.4 | Target 2023 (Baseline 2019) 80.4 |
Metric Thereof Male Group Management | Unit % | 2017 88.9 | 2018 87.5 | 2019 100 | 2020 88.9 | 2021 75 | Target 2023 (Baseline 2019) 75 |
Metric Female employees | Unit % | 2017 22.6 | 2018 22.3 | 2019 23 | 2020 22.8 | 2021 23.2 | Target 2023 (Baseline 2019) 23.2 |
Metric Female Staff | Unit % | 2017 23.7 | 2018 23 | 2019 23.2 | 2020 23.3 | 2021 23.7 | Target 2023 (Baseline 2019) 23.7 |
Metric Female Middle Management | Unit % | 2017 19.7 | 2018 19.3 | 2019 22.3 | 2020 20.9 | 2021 21.9 | Target 2023 (Baseline 2019) 21.9 |
Metric Female Company Management* | Unit % | 2017 14.7 | 2018 19.8 | 2019 21.5 | 2020 20.1 | 2021 19.6 | Target 2023 (Baseline 2019) 19.6 |
Metric Thereof Female Group Management | Unit % | 2017 11.1 | 2018 12.5 | 2019 0 | 2020 11.1 | 2021 25 | Target 2023 (Baseline 2019) 25 |
New employee hires and employee turnover Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Recruitment rate | Unit Rate | 2017 - | 2018 - | 2019 11.3 | 2020 7.9 | 2021 13.9 | Target 2023 (Baseline 2019) 13.9 |
Metric Employee voluntary turnover rate | Unit Rate | 2017 6.2 | 2018 6.9 | 2019 6 | 2020 6.4 | 2021 7.4 | Target 2023 (Baseline 2019) 7.4 |
Metric Employee turnover rate | Unit Rate | 2017 10.9 | 2018 11.2 | 2019 10.5 | 2020 11.2 | 2021 11.1 | Target 2023 (Baseline 2019) 11.1 |
Internal promotions Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
Metric Internal promotions into a higher management position | Unit % | 2017 0.8 | 2018 0.8 | 2019 1.2 | 2020 0.9 | 2021 1.6 | Target 2023 (Baseline 2019) 1.6 |
*Note on Company Management: both Sika Senior Managers and local Company Management teams are included in this category.
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Hours of training of workforce (YTD)/Head | Unit - | 2017 12.9 | 2018 16.8 | 2019 11.4 | 2020 10.1 | 2021 11.1 | Target 2023 (Baseline 2019) |
Metric Employees in management functions with performance and career development reviews | Unit % | 2017 20 | 2018 20 | 2019 >20 | 2020 >20 | 2021 50 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Violations or incidents occurred | Unit # | 2017 - | 2018 - | 2019 - | 2020 - | 2021 - | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Community engagement projects | Unit # | 2017 118 | 2018 128 | 2019 148 | 2020 183 | 2021 242 | Target 2023 (Baseline 2019) 0.5 |
Metric Volunteering days of employees | Unit # | 2017 - | 2018 - | 2019 401 | 2020 1,119 | 2021 1,392 | Target 2023 (Baseline 2019) |
Metric Number of direct beneficiaries | Unit # | 2017 - | 2018 - | 2019 7,765 | 2020 268,581 | 2021 44,188 | Target 2023 (Baseline 2019) 0.5 |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Direct materials and trading good spend | Unit MCHF | 2017 2,849 | 2018 3,334 | 2019 3,765 | 2020 3,563 | 2021 4,461 | Target 2023 (Baseline 2019) |
Metric Direct materials and trading good spend (% of total net sales) | Unit % | 2017 45.6 | 2018 47.1 | 2019 46.4 | 2020 45.2 | 2021 48.2 | Target 2023 (Baseline 2019) |
Metric Suppliers* with supplier code of conduct as part of contractual agreement | Unit # | 2017 5,165 | 2018 6,936 | 2019 8,367 | 2020 9,210 | 2021 9,527 | Target 2023 (Baseline 2019) |
*Tier 1 suppliers
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Chemical products in assessment or assessed for health and safety impacts, improvements | Unit % | 2017 100 | 2018 100 | 2019 100 | 2020 100 | 2021 100 | Target 2023 (Baseline 2019) |
Governance
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Total directors | Unit # | 2017 9 | 2018 7 | 2019 8 | 2020 8 | 2021 8 | Target 2023 (Baseline 2019) |
Metric Male | Unit # | 2017 8 | 2018 6 | 2019 7 | 2020 7 | 2021 7 | Target 2023 (Baseline 2019) |
Metric Female | Unit # | 2017 1 | 2018 1 | 2019 1 | 2020 1 | 2021 1 | Target 2023 (Baseline 2019) |
Metric Age between 30 and 50 | Unit # | 2017 - | 2018 1 | 2019 1 | 2020 1 | 2021 - | Target 2023 (Baseline 2019) |
Metric Age above 50 | Unit # | 2017 9 | 2018 6 | 2019 7 | 2020 7 | 2021 8 | Target 2023 (Baseline 2019) |
Metric Average term of office | Unit years | 2017 11 | 2018 12 | 2019 7 | 2020 8 | 2021 9 | Target 2023 (Baseline 2019) |
Metric Independence | Unit % | 2017 100 | 2018 100 | 2019 100 | 2020 100 | 2021 87.5 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric CEO total summary compensation | Unit MCHF | 2017 3.4 | 2018 3.9 | 2019 4.1 | 2020 4.4 | 2021 2.7 | Target 2023 (Baseline 2019) |
Metric Board of Directors total summary compensation | Unit MCHF | 2017 2.8 | 2018 2.6 | 2019 2.8 | 2020 3 | 2021 3 | Target 2023 (Baseline 2019) |
Metric Group Management total summary compensation | Unit MCHF | 2017 18.7 | 2018 16.5 | 2019 15.3 | 2020 16.3 | 2021 15.8 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Controlling shareholder | Unit - | 2017 yes | 2018 no | 2019 no | 2020 no | 2021 no | Target 2023 (Baseline 2019) |
Metric Voting rights of largest shareholder | Unit % | 2017 >52 | 2018 >10 | 2019 >10 | 2020 <10 | 2021 <10 | Target 2023 (Baseline 2019) |
Metric Nr. of shareholders with voting rights exceeding 3% | Unit # | 2017 3 | 2018 4 | 2019 6 | 2020 4 | 2021 4 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Group audits conducted total | Unit # | 2017 125 | 2018 126 | 2019 112 | 2020 91 | 2021 101 | Target 2023 (Baseline 2019) |
*Tier 1 suppliers
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Tax rate | Unit % | 2017 24.7 | 2018 23 | 2019 21.5 | 2020 22.2 | 2021 21.5 | Target 2023 (Baseline 2019) |
Metric | Unit | 2017 | 2018 | 2019 | 2020 | 2021 | Target 2023 (Baseline 2019) |
---|---|---|---|---|---|---|---|
Metric Total number of substantiated compliance violations | Unit # | 2017 - | 2018 24 | 2019 24 | 2020 23 | 2021 30 | Target 2023 (Baseline 2019) |
Metric Of which leading to disciplinary measures* | Unit # | 2017 - | 2018 23 | 2019 24 | 2020 21 | 2021 23 | Target 2023 (Baseline 2019) |
*Not all identified violations lead to disciplinary measures (for instance, in some cases, the employee responsible for the violation may already have left the company).
ESG Glossary
Sustainable Development at Sika means integrating environmental, social and governance (ESG) criteria into the strategic planning and into the business. To grasp the dimensions of ESG and their priorities for Sika, this ESG glossary contains a list of important terms that are crucial for Sika.
A measure of a group, individual or a company’s total greenhouse gas emissions. A carbon footprint is the total amount of greenhouse gases (including carbon dioxide and methane) that are generated by our actions. The average annual carbon footprint for a person in the United States is 16 tons.
Carbon neutrality refers to achieving net zero carbon dioxide emissions by balancing carbon dioxide emissions with removal (often through carbon offsetting) or simply eliminating carbon dioxide emissions altogether. It is used in the context of carbon dioxide-releasing processes associated with transportation, energy production, agriculture, and industrial processes.
Carbon pricing is an instrument that captures the external costs of greenhouse gas (GHG) emissions—the costs of emissions that the public pays for, such as damage to crops, health care costs from heat waves and droughts, and loss of property from flooding and sea level rise—and ties them to their sources through a price, usually in the form of a price on the carbon dioxide (CO2) emitted.
Cement replacement has a high impact for the Sika Sustainability Strategy as it helps to reduce CO2 emissions and improves the sustainability profile of the Sika dry mix OPC (Ordinary Portland Cement).
50% reduction of CO2 emissions of operational footprint in cement production thanks to the introduction of SCM in dry mix mortars in France and China.
The company is already able to reduce the CO2 emitted by the operations footprint by 50% by replacing ordinary Portland cement by SCM (supplementary cementitious materials). Such an alternative materials can be for example, fly ash, calcium carbonate, ground granulated blast furnace slag, a by product of pig giron making.
The focus of the circular economy approach relates to direct circular handling of material and energy flows—for example closing loops, extending product lifecycles and increasing usage intensity.
The business case for adopting circularity principles is becoming more and more compelling due to higher awareness and shifting demand towards more sustainable solutions among customers in construction and transportation markets. Sika’s initiatives to impact the development towards a circular economy in its industry, range from the alignment with the UN Sustainable Development Goals (SDGs) 11, 12, and 13 in particular, to the partnering with downstream clients, universities and startups to co-design and implement products.
Collaboration projects are essential because the deployment of deep circularity interventions relies on access to cost-effective sustainable energy and renewable/recyclable feedstock with appropriate specifications.
The UNFCCC, in its Article 1, defines climate change as: ‘a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability observed over comparable time periods.’ The UNFCCC thus makes a distinction between climate change attributable to human activities altering the atmospheric composition and climate variability attributable to natural causes.
(Source: United Nations Framework Convention on Climate Change (unfccc.int))
Concept of a state in which human activities result in no net effect on the climate system. Achieving such a state would require balancing of residual emissions with emission (carbon dioxide) removal as well as accounting for regional or local biogeophysical effects of human activities that, for example, affect surface albedo or local climate.
- Scope 1: Direct emissions from owned or controlled sources (fuel combustion, company vehicles) --> action: e.g. gas consumption reduction in Sika plant
- Scope 2: Indirect emissions from the generation of purchased energy (purchased electricity, heat and steam) --> action: e.g. renewable electricity consumption in Sika plant
- Scope 3: All other indirect emissions that occur in the value chain (purchased goods, transportation & distribution, waste disposal, business travel/ employee commuting, processing and use of sold products etc.) --> action: e.g. cement reduction (replacement with SCM) in mortars formulations; energy savings thanks to cool roofs
The universal unit of measurement to indicate the global warming potential (GWP) of each of the six greenhouse gases, expressed in terms of the GWP of one unit of carbon dioxide. It is used to evaluate releasing (or avoiding releasing) different greenhouse gases against a common basis.
The Greenhouse Gas Protocol
Corporate Social Responsibility (CSR) is a management approach that applies sustainability values in business to promote social welfare within a company and outside it, employs ethical business concepts, supports effective company’s resource management and preservation of nature.
In December 2019, the European Commission (EC) presented the European Green Deal, an overarching framework and programme of actions to transform the European economy. A key component of the Green Deal is the proposed Climate Law embedding a legal commitment for the EU to achieve climate neutrality by 2050. Other core components of the Green Deal are strategies and actions on supplying clean, affordable, and secure energy, biodiversity, zero pollution, a circular economy and sustainable food production.
The GRI provides a global standard for sustainability reporting – the GRI Standards - which helps businesses, governments and other organizations understand and communicate their impacts on ESG issues such as climate change, human rights, and corruption. Sika is reporting according to the GRI Standards since 2014.
Greenhouse gases are those gaseous constituents of the atmosphere, both natural and anthropogenic, that absorb and emit radiation at specific wavelengths within the spectrum of terrestrial radiation emitted by the Earth’s surface, the atmosphere itself and by clouds. This property causes the greenhouse effect. Water vapor (H2O), carbon dioxide (CO2), nitrous oxide (N2O), methane (CH4) and ozone (O3) are the primary GHGs in the Earth’s atmosphere. Moreover, there are a number of entirely human-made GHGs in the atmosphere, such as the halocarbons and other chlorine- and bromine containing substances, dealt with under the Montreal Protocol. Beside CO2, N2O and CH4, the Kyoto Protocol deals with the GHGs Sulphur hexafluoride (SF6), hydrofluorocarbons (HFCs) and perfluorocarbons (PFCs).
- Globally recognized standard, since 2013 Sika’s system to manage and report all nsustainability topics.
- The data/ information is collected from local Sika companies via Operational Reporting and on Group level.
Net zero carbon dioxide (CO2) emissions are achieved when anthropogenic CO2 emissions are balanced globally by anthropogenic CO2 removals over a specified period. Net zero CO2 emissions are also referred to as carbon neutrality.
The Paris Agreement aims to limit the rise in global average temperatures to below 2 °C above pre-industrial levels by the end of this century, and to pursue efforts to limit it to 1.5 °C. It has revolutionized climate politics by changing the model of negotiations. Now, all countries voluntarily set their goals based on their economic abilities. To achieve this, countries put forward individual plans known as nationally determined contributions (NDCs), which outline their proposed emissions reductions and adaptation strategies. The International Panel on Climate Change (IPCC) in 2018 warned that to achieve the lower 1.5 °C target, emissions need to be cut by 40%-60% from 2010 levels by 2030, reaching net zero around 2050.
Scope 1 emissions: Direct GHG emissions occur from sources that are owned or controlled by the company, for example, emissions from combustion in owned or controlled boilers, furnaces, vehicles, etc.; emissions from chemical production in owned or controlled process equipment.
Scope 2 emissions: Scope 2 accounts for GHG emissions from the generation of purchased electricity consumed by the company. Purchased electricity is defined as electricity that is purchased or otherwise brought into the organizational boundary of the company. Scope 2 emissions physically occur at the facility where electricity is generated.
Scope 3 emissions: Scope 3 emissions are a consequence of the activities of the company but occur from sources not owned or controlled by the company. Some examples of scope 3 activities are extraction and production of purchased materials; transportation of purchased fuels; and use of sold products and services.
The “Sika Cares” community engagement program focuses on improving the quality of life of children, adults and families in the communities in which the company is active. There are three focus areas: Education and vocational training, buildings and infrastructure, climate and environment. The company endeavors to provide intelligent support for projects through the application of company-specific expertise, voluntary work by its employees, and long-term collaboration with partners.
TCFD (Taskforce for Climate-related Financial Disclosures): Evaluating climate-related risks and opportunities related to its business and developing appropriate response measures are of vital importance to ensure a sustainable development and the business continuity of Sika. As a framework to disclose the impacts of climate change on Sika’s business and to increase the understanding of the related risks and opportunities, the Group has endorsed thenrecommendations of the Task Force on Climate-related Financial Disclosures (TCFD).
Sika has started a process for identifying and assessing the potential implications of plausible future scenarios. Those scenarios allow Sika to explore and develop an understanding of how various combinations of climate-related risks, both transition and physical risks, may affect its businesses, strategies, and financial performance over time.
As sustainability is a core element of Sika’s growth strategy and procurement plays a key role guaranteeing to select and cooperate with vendors according to the highest ESG standards. In alignment with this strategy, and with a strong focus on sustainable supply and cost & efficiency improvement, Sika ensures responsible sourcing and compliance with sustainability and quality standards within Sika procurement and supply chains.
Sika participates at the ‘Together for Sustainability’ (TfS) initiative as an active member. The organization, founded in 2011, aims to improve sustainability practice within the supply chain of the chemicals industry. The TfS program is based on the UN Global Compact and Responsible Care® principles and allows Sika to assess and evaluate the performance of its suppliers in various aspects. This includes environmental, labor & human rights, ethical and sustainable procurement performance.
The participation at the TfS initiative enables Sika to learn and exchange with its members best practices in sustainable procurement principles, and to actively participate in the improvement of sustainability practices within the chemical industry supply chains.
Sika is making a contribution to the UN 2030 Agenda for Sustainable Development, focusing on eight of the 17 goals.
Among others, both the construction and the automotive industry highly influence these goals:
- 3 (Good health and well-being)
- 4 (Quality education and lifelong learning)
- 6 (Clean water and sanitation)
- 8 (Decent work and economic growth)
- 9 (Industry, innovation and infrastructure)
- 11 (Sustainable cities and communities)
- 12 (Responsible consumption and production)
- 13 (Climate Action)
- WBCSD: World Business Council for Sustainable Development
- CEO-led organization of industry leaders aiming to accelerate the transition to a sustainable world. Sika is member since 2010.
- Active participation in chemical sector industry group (Sustainability Portfolio Management (SPM) project).
- Sika works with WBCSD to test Circular Transition Indicators (CTI) framework