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Sustainability-Strategy

Responsibility

Sustainability at Evonik


We see responsibility and long-term business success as two sides of the same coin. Sustainability has long been a growth driver in many of our businesses. Our leading technology positions enable us to offer customers a wide range of solutions that contribute to efficient use of resources and reduce their impact on the environment.


As preconditions for Evonik’s future viability, sustainable business activities and responsible conduct are cornerstones of our business model. We drive forward our sustainability activities along the value chain in close dialogue with our stakeholders. As well as our own production processes and the products we market, we always consider the supply chain and the product benefits for our customers and their customers. We have observed rising demand for products that demonstrate a good balance of economic, ecological, and social factors. That opens up a broad spectrum of future-oriented business opportunities for Evonik in attractive markets. Sustainability has long been a growth driver in many of our business.
In view of this, we defined our sustainability strategy in more detail in 2018, especially as regards foresighted resource management and integrating sustainability into strategic management processes.

sustainability strategy is based on five pillars
1. Sustainability is part of Evonik’s market proposition

We report extensively on our production footprint and the handprint of our business activities, i.e., the beneficial effects of using our products. We engage in constant dialogue with our stakeholders on social and ecological requirements.

2. Evonik is committed to foresighted resource management

We have defined ambitious new climate and water targets; see chapter “The environment.” By 2025 we aim to reduce our absolute greenhouse gas emissions by 50 percent compared with 2008 (reference base). In future, internal CO2 pricing will be an additional criterion in the management of major investments.

3. Evonik has defined growth engines with a clear focus on sustainability

Our business activities have both positive and negative impacts, which affect the UN SDGs. More than 80 percent of the Evonik Group’s sales make a positive contribution to achieving the UN SDGs. We systematically examine relevant sustainability aspects along the value chain.

4. Evonik integrates sustainability into its strategic management processes

In 2018, we continued to develop our sustainability portfolio analysis, including testing and integration into our strategy process. The new process will be rolled out group-wide starting in 2019. It is based on the framework published by the Business Council for Sustainable Development (WBCSD), which Evonik played a key role in developing.

5. Evonik sets high standards for continuous improvement of reporting

We focus on measurability and transparency, and have brought forward the publication date of our sustainability report to coincide with publication of our financial report.

Materiality Analysis and areas of Action

Sustainability at Evonik is closely linked to the business. We align our product portfolio and our research & development to the fact that more and more buying decisions of our customers are linked to sustainability. Our materiality analysis, with which we identified and prioritized important sustainability topics, is resulting in six areas of action.

Strategy & Growth

Digitalization

 

Responsible management

Human rights

 

Appeal as an employer

Training/advanced training

Protecting and promoting health

Divesity & equal opportunities

 

More sustainable products/solutions for customers

Product stewardship

R& D/innovations

Responsibility within the supply chain

Efficient use of scare resources/circular economy

 

Waste management

Water management

Climate change and emissions into the air

Biodiversity

 

Plant safety

Occupational safety

Transportation safety/logistics

 

Materiality Analysis


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Sustainability Objects


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Sustainability Management


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Contact

Corporate Responsibility Relations