Once again, VAUDE made significant progress with regard to sustainability and we have taken some important steps forward.
In our report, we publish our corporate objectives with a direct link to sustainability. We also have economic objectives that we do not publish for competitive reasons.
Our convictions haven't changed: We are continuing to work toward increasing our sustainability. In those areas where we are not completely satisfied, we are constantly setting new goals in order to achieve our corporate vision.
“As Europe's most sustainable outdoor outfitter, we are contributing to making the world a better place, so that tomorrow's generation can enjoy the outdoors with a clear conscience. We are taking a stance and setting sustainability standards worldwide.”
We have set ourselves high standards and are steadily setting ourselves new, ambitious goals – which also bring along their own challenges. We are facing up to these challenges and tackling them head on. More at "Our Challenges".
Our stakeholders also provide us with critical feedback. We are proactive in analyzing our strategies with regard to their concerns and examine how we can improve both our CSR services and our communication. Read more at "Involving Stakeholders".
We continually and consistently measure our sustainability performance. Our goals are defined with concrete target figures and timeframes. Regular analysis of how successfully we are achieving our goals ensures that the process continues to develop and improve. More at: "Goal system and budget planning at VAUDE"
As we’re analyzing our goals, we use the Plan-Do-Check-Act (PDCA) method. First we set »smart« goals and carefully plan tangible measures for achieving them. Once one or more measures have been done, the procedure and the target figures are always checked. Action includes reviewing the results, which are then included in future objectives, target figures and measures. This ensures the achievement of a systematic, continuous, improvement process:
| GRI: | G4-1 |
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 |
|---|---|---|---|---|---|
|
Increasing/stabilizing of the equity ratio |
Equity Ratio |
48% |
52% |
48.0% |
49.5% |
|
Increase sales |
Sales |
+3.5% |
6% |
+7% |
5.8% |
|
Concept development "Green Financing" |
|
|
Criteria for Green Financing at VAUDE has been adopted |
Criteria has been adopted |
|
|
Concept development and introduction of profit participation certificates |
|
|
Employees can purchase profit participation certificates |
Profit-sharing scheme has been introduced |
|
GRI Aspect: Economic Performance
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 |
|---|---|---|---|---|---|
|
Transparency in the supply chain: we publish the locations of our producers and material manufacturers |
Publication |
Delayed until 2016-2017 due to resource related reasons |
Publication of the location of material manufacturers and producers for each product in the web shop |
Producer and supplier list published in the sustainability report - you can find the list here. Publication of the location of material manufacturers and production facilities for each product delayed to 2020 for the web shop due to technical reasons. |
|
|
Voice of Consumer: End consumer satisfaction measured and involvement of end consumers by means of active dialog |
|
77.7% |
Increase customer satisfaction (Satisfaction Score) and definition of the measures for end consumer involvement |
Satisfaction Score: 78% |
Increasing customer satisfaction (Satisfaction Score) and implementation of the defined measures |
|
Active dialog with customers (specialized dealers) |
|
Two dialog meetings on the issue of "Communicating sustainability authentically and successfully in stores" implemented |
Continuing dialog with retail trade |
Two dialog meetings on the issue of "Communicating sustainability authentically and successfully in stores" implemented and dialog formatimplemented into the Green Shape Campus. |
Continuing dialog with specialist dealers with the Green Shape Campus |
|
Active dialog with environmental stakeholders on environmental management issues in the supply chain |
|
|
Carry out Dialog Day |
Dialog workshop with environmental experts on the theme environmental management in the supply chain implemented.
|
Dialog workshop with experts to further develop our Green Shape Concept |
|
Introduce company tours. See also: "VAUDE in Dialog with Stakeholders" |
|
|
Concept for operational management. |
Concept is elaborated and implemented.
|
|
|
Development of a VAUDE Sustainability Academy to impart our sustainability knowledge to the outside world. See also: "VAUDE in Dialog with Stakeholders" |
|
|
|
|
Develop a concept for VAUDE Sustainability Academy and plan implementation. |
GRI Aspects: Advertising, Identification of Products and Services, Compliance (Product Identification), Policy
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 | Comments |
|---|---|---|---|---|---|---|
|
Increase the total percentage of environmentally friendly products |
Total percentage of environmentally friendly products in the entire Collection (Green Shape) |
Summer 2016: 53%
|
Increase the percentage of products |
Winter 2017: 65 % |
Increase the percentage of products |
|
|
|
Total percentage of environmentally friendly products in the Apparel Collection (Green Shape) |
Summer 2016: 79% |
Increase the percentage of products |
Winter 2017: 85% |
Increase the percentage of products |
|
|
|
Total percentage of bluesign® certified fabrics in the Apparel Collection |
Summer 2016: 74% |
Increase the percentage of products |
Winter 2017: 83% |
Increase percentage of products |
In accordance with the new bluesign® rules, we will evaluate the percentage of bluesign® certified fabrics starting with the 2015 Winter Collection. |
|
Increase the percentage of recycled materials used |
Percent of the entire Collection made from recycled materials |
Summer 2016: 4% |
Increase the percentage of products |
Winter 2017: 11% |
Increase percentage of products |
|
|
|
Percentage in the Backpack Collection made from recycled materials |
Summer 2016: 13.54% Winter 2016: 20% |
Increase the percentage of products |
Winter 2017: 28% |
Increase the percentage of products |
|
|
Manufacture products with PFC-free finishes |
Percentage of PVC-free products in the Apparel Collection |
Total Apparel Collection: Summer 2017: 95% Summer 2016: 78% Winter 2016: 66.3% Products with DWR: Summer 2017: 87% Summer 2016: 50% Winter 2016: 52% |
Increase the percentage of products |
Total Apparel Collection: |
Increase the percentage of products in other main product groups |
We are dependent on the availability of a marketable C0 chemicals to further increase the proportion of waterproof products with C0 finishes. |
|
Products Packs 'n Bagss PVC-free |
Percentage of PVC-free products in the Packs ´n Bags Collection |
Summer 2016: 94% |
By 2020: 100% |
Winter 2017: 95% |
By 2020: 100% |
We have moved the target from 2018 to 2020. The goal is a real challenge for us because the material is approx. 100 percent more expensive. |
|
Operationalize VAUDE design language - See also: "Sustainable Design" |
|
|
|
|
Guidelines for individual lines have been developed |
|
|
Extending the product lifespan - See also: "Never Ending Responsibility" |
Guide for consumers |
|
|
|
Development and publication of a guide for consumers for extending the lifespan of products that covers 80% of claims |
|
|
|
Re-use rate (percentage of product returns that can be re-used) |
90% |
Increase re-use rate |
94%
|
Increase re-use rate |
|
|
Introduce environmentally friendly transport packaging - See also: "Packaging" |
|
|
|
|
Replace conventional polybags with environmentally friendly packaging |
|
GRI Aspect: Materials, Products and Services, Customer Health and Safety
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 | Comments |
|---|---|---|---|---|---|---|
|
Construction of an energy, water and waste management system - See also: "Energy Management" |
Increase energy efficiency 20% by 2020 (Base year 2008) |
|
Increase energy efficiency |
Our new Energy Management Program will be implemented in 2017 in order to obtain a foundation of data for calculating energy efficiency.
|
Increase energy efficiency |
|
|
|
Reduce manufacturing waste per ton of production output of finished products (base year 2016) |
|
Collect data |
0,19 |
Reduce manufacturing waste at the Manufaktur per ton of production output finished products |
In 2016, we were able to collect separate data on waste in the Manufaktur for the first time. This is why our base year is 2016. |
|
Implement Mobility Concept - See also: "Commuting" |
Reduce emissionen from transport business travel and commuting) 10% by 2020 (base year 2015) |
|
Reduce emissions from commuting |
Reduction of emissions by 21% compared to the base year 2015.
|
Reduce emissions from commuting |
These values have to be treated with caution. On the one hand, the collection of commuting kilometers of employees who use environmentally friendly transportation is based on voluntary self-reporting. We created the VAUDE Mobility Lottery as an incentive, but the accuracy of the information depends on employee motivation. |
|
|
Kilometers of bike commuting |
51235 |
55,000 |
42244 |
55,000 |
Kilometers of bike commuting is recorded manually for each employee. The data base is therefore not particularly good. We are trying to motivate employees to record their bike commuting kilometers with initiatives. |
|
Green Logistics (analyze merchandise flow to reduce/optimize emissions that result ) - See also: "Merchandise Logistics" |
Concept submitted |
Research phase |
Concept from the University Darmstadt has been submitted. |
Project with the University Darmstadt was implemented and measures were defined. |
Implementation of the measures defined in the Roadmap. |
|
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 | Comments |
|---|---|---|---|---|---|---|
|
Ensure materials traceability |
Leather - certified (proof of origin) |
Starting Summer 2016 and Winter 2016: cowhide leather 100% Terracare® Leather |
Maintain |
Starting Summer 2016 and Winter 2016: cowhide 100% Terracare® Leather |
Maintain |
|
|
|
|
GOTS-certification VAUDE and supply chain |
GOTS certification for the Winter Collection 2017 implemented |
Maintain |
|
|
|
|
Wool - certified (mulesing-free) |
100% (Supplier confirmed) |
Certification in accordance with the new Responsible Wool Standard (RWS) |
VAUDE is committed to the RWS Standard. |
Certification of VAUDE and our material suppliers |
|
|
Ensure environmental standards in the supply chain - See also: "Management of Harmful Substances" |
Percentage of producers that have signed the MRSL |
82% (RSL) |
100% |
70% (MRSL) |
100% |
Since 2016 we have been using a stricter MRSL (which applies to the entire manufacturing process) rather than the RSL (which applies only to the finished product). |
|
|
Percentage of suppliers that have signed the RSL |
83% (RSL) |
100% |
63% (MRSL) |
100% |
Since 2016 we have been using a stricter MRSL (which applies to the entire manufacturing process) rather than the RSL (which applies only to the finished product). |
|
Environmental management program in the supply chain - See also: "Suppliers as Partners" |
|
Pilot project has been designed and is being implemented |
Training classes and individualized, on-site consulting for 10 material suppliers, which covers 80 percent of our material input. |
Consultations and training conducted, final workshop in May 2017 |
After the project ends: expansion to the entire supply chain and cooperation projects with other outdoor brands. |
|
GRI Aspects: Evaluation of Suppliers in Terms of Ecological Aspects, Grievance Procedures in Relation to Environmental Aspects, Grievance Procedures Regarding Working Practices
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 | Comments |
|---|---|---|---|---|---|---|
|
Support occupational satisfaction |
Improved results in a survey of employee satisfaction |
|
Carry out a survey on Work-Life Balance and achieve improved results |
Employee survey by the family initiative A.T. Kearney 361° in collaboration with the market and social research institute "infas". Honored with the Family Award of the 361° Initiative as the most family friendly company.
|
Stakeholder dialog with employees on the further development of the VAUDE personnel strategy. |
|
|
|
6,1% |
5% |
4.40% |
5% |
|
|
|
|
5.57% |
5% |
5.87% |
5% |
|
|
|
|
Average number of hours of training and professional development (Academy Program) |
Men average 11 h. women average: 9.7 h |
Maintain |
Men average: 9.3 h, |
Finalize the restructuring of the Academy Program |
We began restructuring our Academy Program in 2016. This resulted in fewer mandatory training classes - therefore the numbers fell somewhat in 2016. |
|
|
Increase percentage ofwomen in management positions per category |
Total 38,7% |
Mid to long term goal: |
Total: 43.5 %
|
Mid to long term goal: |
We are taking steps toward our goal of increasing the percentage of women in management positions. We are pleased with our low employee turnover rate and want to maintain this. This is the reason that the rate of women in management can only be substantially changed over the long term. |
|
Percentage of employees with disabilities |
0.6% |
1.25% |
0.67%
|
1.25% |
In 2016, we focused on the current issue of refugee integration. |
|
|
|
|
In collaboration with volunteer organizations and employment agency, provide employment for refugees at VAUDE. |
10 refugees in jobs and training (basic qualification).
|
Support for asylum procedures and against deportation. German course for all employees with poor German skills. |
|
GRI Aspects: Employment, Employee-Employer Relationship, Training and Professional Development, Diversity and Equal Opportunities, Equal Pay for Women and Men, Equal Treatment, Compliance (Social), Indirect Economic Performance
| Strategic measures | Key performance indicator | Actual value 2015 | Target value 2016 | Actual value 2016 | Target value 2017 | Comments |
|---|---|---|---|---|---|---|
|
Results of the Brand Performance Check FWF: Audits of the production facilities and monitoring of the CAP - See also: "Leader Status at the Fear Wear Foundation" |
Overall results of the Brand Performance Check |
Leader |
Maintain |
Leader |
Maintain |
|
|
|
Benchmarking Score in % from the FWF Brand Performance Check |
94% |
Maintain |
89% |
Maintain |
The 2016 actual value is not comparable to the 2015 actual value because the FWF tightened its criteria |
|
|
Percent of audited production facilities |
99% |
100% |
100% |
Maintain |
|
|
Promoting our production made in Europe |
|
|
11% Construction of the VAUDE Manufaktur in Tettnang |
Calculation procedure for manufacturing in Europe in order to achieve a transparent decision-making basis for the allocation of production orders in accordance with social, ecological and economic criteria. |
|
GRI Aspects: Market Presence, Procurement, Employment, Employee-Employer Relationship, Health and Safety, Diversity and Equal Opportunities, Equal Pay for Women and Men, Evaluation of Suppliers in terms of Work Practices, Equal Treatment, Freedom of Association and Right to Collective Bargaining, Child Labor, Forced Labor Or Compulsory Labor, Evaluation of Suppliers with respect to Human Rights, Grievance Procedures Regarding Human Rights Violations
