Sustainability Roadmap
The Sustainability Roadmap is based on the Schaeffler Group’s materiality analysis and is divided into the four fields of action of “sustainable management”, “customers and products”, “environment and energy”, and “employees and society”. It presents the Schaeffler Group’s non-financial strategic objectives and related United Nations Sustainable Development Goals (SDGs) on the materiality matrix issues.
The strategic objectives include measures that the company wants to use to make its business activities have positive environmental, social and economic effects and to create sustainable company value. In addition, the Roadmap sets out time frames within which Schaeffler intends to implement the measures and the progress achieved by the end of the 2018 reporting period.
The Sustainability Roadmap is evaluated and adjusted or expanded annually based on the materiality analysis. The Schaeffler Group’s 2018 materiality matrix identifies 17 essential issues.
Filter our Sustainability Goals
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Sustainable Development Goals (SDGs)
Goal deadline
Strategic goal |
Related to SDG |
Measures (extract) |
Goal deadline |
Status 2018 |
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Compliance |
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Continuous development of the compliance management system |
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Successful auditing of the appropriateness and implementation of the compliance management system (CMS) by an independent auditing firm (IDW PS 980) |
2018 |
fulfilled |
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Continuous development of the compliance management system |
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Groupwide implementation of a uniform business partner due diligence process as part of the CMS |
2020 |
in progress |
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Data protection, information, and IT security |
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Improving the protection of and respect for the personal rights of our employees and business partners to ensure compliance with valid requirements and laws by implementing appropriate measures |
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Implementation of the EU General Data Protection Regulation |
2018 |
fulfilled |
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Improving the protection of information of business relevance that represents a competitive factor of decisive importance for Schaeffler’s technological business |
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Carefully coordinated components of an information security management system (ISMS); organizational, personal, and physical IT security measures based on a security risk analysis that aims to have a preventative, protective, and informative effect both internally and externally |
continuous |
in progress |
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Improving the protection of information of business relevance that represents a competitive factor of decisive importance for Schaeffler’s technological business |
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Development of a comprehensive “Information Security Training and Awareness Concept” |
2018 |
fulfilled |
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Improving the protection of information of business relevance that represents a competitive factor of decisive importance for Schaeffler’s technological business |
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Rollout of awareness training within the “Information & Cyber Security” program |
2020 |
in progress |
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Implementing data protection and information security protection requirements with information technology tools to ensure the availability, integrity, confidentiality, and authenticity of company data and related data processing systems |
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Introduction of the global “IT Security by Design” process |
2018 |
fulfilled |
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Implementing data protection and information security protection requirements with information technology tools to ensure the availability, integrity, confidentiality, and authenticity of company data and related data processing systems |
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Rollout of the “IT Security by Design” process in the regions |
2019 |
in progress |
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Further development of groupwide business continuity management |
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Establishment of a groupwide crisis management structure to safeguard the economic existence of the company in parts and as a whole, even in the event of a major loss |
2019 |
in progress |
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Further development of groupwide business continuity management |
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Introduction of a business impact analysis in relevant business areas |
2021 |
in progress |
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Further development of groupwide business continuity management |
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Ongoing development of crisis management competence at the Schaeffler Group through crisis exercises and training of crisis team members |
continuous |
in progress |
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Responsibility in supplier relationships |
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Implementing the OECD guidelines for the responsible use of minerals from conflict and high-risk areas |
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Implementation of internationally recognized standards in the material compliance process landscape as part of the groupwide management system |
2021 |
in progress |
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Written recognition of the Schaeffler Supplier Code of Conduct (SCoC) by existing production material suppliers |
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Implementation of the Supplier Code of Conduct in existing processes (phased, prioritized integration) |
2020 |
in progress |
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Written recognition of the Schaeffler Supplier Code of Conduct (SCoC) by existing production material suppliers |
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Rollout of the Supplier Code of Conduct and confirmation by suppliers according to priority |
2020 |
in progress |
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Human rights |
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Complete alignment of all relevant business activities according to requirements formulated in the principles of the UN Global Compact and the German National Action Plan on Business and Human Rights |
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Further development of human rights due diligence and alignment of the entire process landscape of the Schaeffler Group according to human rights principles |
2020 |
in progress |
Strategic goal |
Related to SDG |
Measures (extract) |
Goal deadline |
Status 2018 |
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Sustainable products and technologies |
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Eco-friendly drives |
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Expansion of the E-Mobility field to realize eco-friendly drive concepts |
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Establishment of an E-Mobility business division |
2018 |
fulfilled |
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Expansion of the E-Mobility field to realize eco-friendly drive concepts |
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Development of total technological solutions for E-Mobility (e.g. wheel hub drives and electric axles); |
continuous |
in progress |
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Expansion of the E-Mobility field to realize eco-friendly drive concepts |
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Development of basic solutions for the electric machine, power electronics, and regulations as part of the “SHARE at KIT” program |
continuous |
in progress |
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Increasing the efficiency of internal combustion engines to reduce harmful emissions |
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Expansion of the product range in the area of thermal management with series use of smart single valves |
2019 |
in progress |
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Increasing the efficiency of internal combustion engines to reduce harmful emissions |
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Expansion of skills in the area of P0 hybridization through joint development of the decoupler and FEAD clamping systems product fields |
2019 |
fulfilled |
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Increasing the efficiency of internal combustion engines to reduce harmful emissions |
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Further development of the variable valve train for hybrid and non-hybrid drives, e.g. with the series introduction of the variable eRocker system |
2022 |
in progress |
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Increasing the efficiency of internal combustion engines to reduce harmful emissions |
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Mechanical and tribological optimization of engine components (e.g. through surface coatings to minimize wear and friction) |
continuous |
in progress |
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Synthetic fuels |
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Participation in the EU Horizon 2020 GasOn (monovalent natural gas engine) program |
2019 |
fulfilled |
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Synthetic fuels |
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Participation in the EU research project |
2021 |
in progress |
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Synthetic fuels |
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Participation in the MethQuest (CNG) and NamoSyn (OME) research projects |
2022 |
in progress |
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Entry into fuel cell technology to realize CO2-neutral mobility |
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Development of metallic coated bipolar plates |
continuous |
in progress |
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Entry into fuel cell technology to realize CO2-neutral mobility |
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Development of systematic bases in the fields of electrochemistry and fluid flow as part of the “SHARE at KIT” program |
continuous |
in progress |
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Urban mobility |
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Entry into the market for |
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Spin-off of Bio-Hybrid GmbH |
2018 |
fulfilled |
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Entry into the market for |
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Industrialization of the Bio-Hybrid |
2020 |
in progress |
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Entry into the market for robo-taxis |
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Acquisition of the “Drive-by-wire” technology “SpaceDrive” from Paravan and the founding of the Schaeffler Paravan technology joint venture |
2018 |
fulfilled |
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Interurban mobility |
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Development of “smarter” bearings for rail transport |
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Implementation of the “Predictive Maintenance” approach to realize optimum maintenance intervals and longer running times for trains |
continuous |
in progress |
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Energy chain |
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Entry into the industrialization of large stationary storage (organic redox flow battery) |
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Development of a development cooperation with the start-up CMBlu |
2018 |
fulfilled |
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Entry into the industrialization of large stationary storage (organic redox flow battery) |
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Industrialization of the redox flow technology together with CMBlu |
2021 |
in progress |
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Entry into battery technologies |
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Development of skills in the field of cell chemistry as well as battery models and management systems as part of the “SHARE at KIT” program |
continuous |
in progress |
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Optimization and new development of products for wind turbines |
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Development of low-friction bearings for wind power to increase running times; development of a cloud-based software solution to monitor wind turbines |
continuous |
in progress |
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Customer relationships |
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Deepening of our employees’ multifunctional global customer concept to provide optimized solutions and further intensification of our customer relations |
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Cross-divisional standardization of the customer relationship management tool (Salesforce) |
2018 |
fulfilled |
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Deepening of our employees’ multifunctional global customer concept to provide optimized solutions and further intensification of our customer relations |
|
Global rollout of a system architecture for customer relationship management |
2019 |
in progress |
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Deepening of our employees’ multifunctional global customer concept to provide optimized solutions and further intensification of our customer relations |
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As part of the Corporate Sales & Key Account Management Training curriculum, the Schaeffler Group’s sales employees are provided with training courses worldwide |
continuous |
in progress |
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Quality management |
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Avoid product liability cases with measures taken from product safety |
|
Global rollout of an integrated product safety management system |
2019 |
in progress |
Strategic goal |
Related to SDG |
Measures (extract) |
Goal deadline |
Status 2018 |
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Environmental management |
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Medium-term fulfillment of the requirements for a “zero waste to landfill factory” in one location per region, based on production-related waste |
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Analysis of relevant KPIs; selection of potential locations taking state regulations into account; formulation of a project plan to meet objectives per location |
continuous |
in progress |
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Material and resource management |
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Increase of material efficiency through the use of recycled material |
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Reuse of raw materials, such as steel and aluminum |
2020 |
in progress |
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Fundamental anchoring of sustainability in the entire production environment of the Schaeffler locations as part of the “Sustainable Factory” |
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Development and coordination of the concept of a sustainable factory, including approval by the Executive Board |
2020 |
in progress |
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Fundamental anchoring of sustainability in the entire production environment of the Schaeffler locations as part of the “Sustainable Factory” |
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Successful piloting of a production facility as an autonomous, digital, and sustainable factory |
2021 |
in progress |
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Logistics |
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duction of CO2 emissions in logistics |
|
Development of a methodology for recording controllable Scope 3 emissions |
2020 |
in progress |
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duction of CO2 emissions in logistics |
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CO2 and cost reduction in logistics through the EDZ Industry Logistics Initiative (European distribution centers) |
2020 |
in progress |
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Worldwide expansion of climate-friendly employee mobility |
|
Creation of a holistic and sustainable mobility concept for the locations, including the local infrastructure, sharing services, Schaeffler in-house developments, and the possibilities of electrification in private transport, pilot in Herzogenaurach |
2020 |
in progress |
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Worldwide expansion of climate-friendly employee mobility |
|
Increase in the share of electric vehicles in the |
continuous |
in progress |
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All German sites have charging infrastructure for electric vehicles |
|
Creation of a technical standard for charging infrastructure; framework call-off contracts; introduction of a software backend |
2018 |
fulfilled |
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All German sites have charging infrastructure for electric vehicles |
|
Construction of charging infrastructure at all German plant locations |
2020 |
in progress |
Strategic goal |
Related to SDG |
Measures (extract) |
Goal deadline |
Status 2018 |
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Employee advancement and development |
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Demand-oriented and predictive qualification and development for all employees |
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Succession planning as a part of the global talent management process |
2019 |
fulfilled |
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Demand-oriented and predictive qualification and development for all employees |
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Worldwide implementation of the new learning management system as part of the “Qualification for Tomorrow” initiative |
2020 |
in progress |
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Occupational health and safety |
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Ensuring a healthy occupation until retirement age is reached by avoiding unhealthy physical stresses at the workplace |
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Review of all workplaces to detect potential unhealthy physical stresses and application of an ergonomic analysis tool prior to revision worldwide |
2021 |
in progress |
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Continuous reduction of occupational accidents by 10% per year (measurement: AccR) |
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Conversion of the sites certified according to OHSAS 18001 to ISO 45001 |
2021 |
in progress |
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Continuous reduction of occupational accidents by 10% per year (measurement: AccR) |
|
Implementation of appropriate measures taking into |
continuous |
fulfilled |
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Diversity |
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Targeted support of diversity within the corporation through diversity management |
|
Piloting a “mentoring” program |
2018 |
fulfilled |
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Targeted support of diversity within the corporation through diversity management |
|
Expansion and global rollout of the “reverse mentoring” program |
2019 |
in progress |
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Targeted support of diversity within the corporation through diversity management |
|
Expansion of diversity management in HR core processes |
2019 |
in progress |
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Targeted support of diversity within the corporation through diversity management |
|
Introduction of targeted mentoring for women |
2019 |
in progress |
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Targeted support of diversity within the corporation through diversity management |
|
Definition of internal reporting and diversity KPIs |
2020 |
in progress |
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Compensation and retirement benefits |
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Global development, harmonization, and simplification of Schaeffler compensation models |
|
Global rollout of job grading (job assessment method) |
2020 |
in progress |
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Global implementation of the job catalog as the basis for the main compensation, supplemental, and other HR processes |
|
Global rollout of the job catalog incl. technical mapping in the HR core systems |
2020 |
in progress |
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Work-life balance |
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Expansion of flexible and mobile working conditions to keep up with the demands of changing work environments and future generations |
|
Flexible working hours solutions such as part-time, partial retirement, and reverse shift models |
continuous |
in progress |
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Corporate citizenship |
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Realize transparent corporate citizenship and integrate it within the specific business divisions |
|
Introduction of a globally valid sponsoring concept |
2020 |
in progress |