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Corporate Reporting 2015

Henkel Corporate Reporting 2015

More Henkel Corporate Reporting 2015

Sustainability Report 2015

Henkel Sustainability Report 2015

Facts and Figures 2015

Henkel Facts and Figures 2015

Corporate Report 2015

Henkel Corporate Report 2015

Henkel app

Henkel app
Sustainability Report 2015

Goal for 2030: “Factor 3”

Our ambitious goal for 2030

To reach our goal of becoming three times more efficient by 2030, we will have to improve our efficiency by an average of 5 to 6 percent each year. For the five years from 2011 to 2015, we had set ourselves concrete interim targets aiming to increase efficiency by 30 percent. We achieved these targets. With our 20-year goal in mind, we have set new interim targets for our focal areas for 2020.

What we want to achieve by 2030

Achieved interim targets on the road to “Factor 3” (2011–2015)

To reach our goal by 2030, we will have to improve our efficiency by an average of 5 to 6 percent each year. We had therefore set interim targets for our focal areas for the five years from 2011 to 2015. With improvements of 18 percent in energy efficiency, 23 percent in water use, 17 percent in waste volume, 33 percent in occupational safety, and 11 percent in sales, we reached these targets. By the end of 2015, we had thus improved the relationship between the value we create and our environmental footprint by 38 percent overall.

Our focal areas

Our focal areas

Our products

All products

are systematically assessed according to sustainability criteria throughout the Henkel innovation process.

More than 70,000

metric tons of CO2 were avoided by using recycled PET in the packaging for our laundry and home care products.

165,000

is the number of product formulas for which Beauty Care has already calculated the carbon footprint.

Our partners

18 companies

are now members of the purchasing initiative “Together for Sustainability,” tripling membership since 2011.

More than 2,000

audits and assessments have been performed by Henkel at its suppliers since 2012.

More than 2,200

participants have been able to communicate directly with Henkel experts during webinars offered on the Food Safe Packaging portal of Adhesive Technologies since 2013.

Our people

About 6,200

Henkel employees have been qualified as sustainability ambassadors so far.

Around 63,000

schoolchildren have been reached by sustainability ambassadors through our program.

More than 5 million

people around the world have been supported over the past five years by our social engagement activities.

Our medium-term targets for 2020 (base year: 2010)

Through these new interim targets, we intend to improve the relationship between the value we create and our environmental footprint by 75 percent overall (relative to the base year 2010) by the end of 2020.

Our medium-term targets for 2020 (base year: 2010)

How we implement our strategy

To successfully implement our strategy and drive sustainability along our value chain, we rely on our products, our partners, and our people. In a comprehensive process, we assessed our footprint and impacts, identified the options for improvement, and defined the main areas for action for the period up to 2020. Here are some examples:

Our products

  • Each new product must continue to make a contribution to sustainability.
  • We intend to enhance the transparency on the substances used in our products and their safety on a global scale.
  • We want to reduce the volume of packaging relative to net sales by 20 percent.

Our partners

  • Together with our partners, we want to improve workplace conditions for one million employees in our supply chain.
  • We want to help our customers and consumers to save 50 million metric tons of CO2.
  • We want to educate 300 million consumers about recycling options and inspire them to participate.

Our people

  • We want to mobilize all of our employees to continue working to advance sustainability.
  • Through our social engagement activities, we want to contribute to the quality of life of 10 million people.
  • We want to reach 200,000 children with our education initiatives.

Process applied to define our targets for 2020: Development of our targets and action priorities

Led by our Sustainability Council, we set up working groups to evaluate trends, developments and the expectations of our stakeholders and to analyze our footprint along the value chain. The next step was to identify the key areas where we can create more value for our customers and consumers, for the communities we operate in, and for our company – at a reduced ecological footprint. On this basis, we then defined our priorities for 2020 in order to contribute to our long-term goal of “Factor 3” and drive sustainability along our value chain.

Process applied to define our targets for 2020: Development of our targets and action priorities

Important topics and opportunities for improvement along the value chain

Long-term trend: Sustainability performance from 2005 to 2015

We have been working to increase the efficiency and safety of our production processes for decades. Our sustainability performance over the past 11 years illustrates this very clearly. In all three business units, our optimization efforts focus on improving value creation and occupational health and safety in our production operations while reducing our environmental footprint. Building on the progress achieved, we aim to reduce our energy and water use, our waste footprint, and the accident rate still further.

Environmental indicators per metric ton of output, occupational accidents per million hours worked; base year 2005

Long-term trend: Sustainability performance from 2004 to 2015