Once again, VAUDE made significant progress with regard to sustainability and we have taken some important steps forward.
Corporate goals that are directly related to sustainability are published in our report. We do not publish our economic goals for competitive reasons.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 always 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 to 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 give us extensive 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 specific target figures and timeframes. Regular analysis of how well we are reaching our goals ensures that the process continues to develop and improve. More at: "Goal system and budget planning at VAUDE"
As we are analyzing our goals, we use the Plan-Do-Check-Act (PDCA) method. This means that we carefully identify specific measures for achieving our goals. (»SMART«) After one or more measures for achieving the goal have been implemented ("do"), the procedure and the target values ("check") are always reviewed. Action includes reviewing the results, which are then included in future objectives, target figures and measures (“act”). This ensures the achievement of a systematic, continuous, improvement process.
| GRI: | 102-14 |
| Strategic Measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 |
|---|---|---|---|---|---|
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Increasing/stabilizing of the equity ratio See also: "Sustainable Business is Worthwhile" |
Equity ratio |
48,0% |
49,50% |
52,10% |
52,90% |
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Increase sales |
Sales |
+7 % |
5,8% |
6,30% |
6,20% |
GRI Aspect: Economic Performance
| Strategic Measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 |
|---|---|---|---|---|---|
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Transparency in the supply chain: we publish the locations of our producers and material manufacturers |
Publication |
List of producers and suppliers in the sustainability report - here you will find the list. |
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List of producers and suppliers in the Sustainability report - here you will find the list. Publication of the locations of the material manufacturers and producers of the respective product in the webshop postponed to 2020 for technical reasons. |
See note on Actual Value 2017 |
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Voice of Consumer: End consumer satisfaction measured and involvement of end consumers by means of active dialog |
Satisfaction Score |
Satisfaction Score: 78 % |
Satisfaction Score of 76 % and implementation of the defined measures |
Satisfaction Score: 76 % |
Increase Satisfaction Score. |
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Active dialog with customers (specialized dealers) |
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Two dialogs on the subject of "Communicating sustainability credibly and successfully in the retail sector" were conducted and dialog format introduced as part of our Green Shape Campus. |
Continued dialog with retailers as part of the Green Shape Campus |
Dialog with specialist dealers continued and institutionalized as a permanent element of the Green Shape Campus. |
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Active dialog with environmental stakeholders on environmental management issues in the supply chain See also: "VAUDE in Dialog with Stakeholders" |
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Dialog workshop with environmental experts on the issue of environmental management in the supply chain. |
Dialog workshop with experts to further develop our Green Shape concept |
Dialog with experts on the further development of our Green Shape Concept postponed to 2018. |
Dialog workshop with experts to further develop our Green Shape concept |
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Development of a VAUDE Sustainability Academy to impart our sustainability knowledge to the outside world. See also: "VAUDE in Dialog with Stakeholders" |
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Develop concept for VAUDE Sustainability Academy and plan implementation. |
Concept developed, first prototype implemented. |
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GRI Aspects: Advertising, Identification of Products and Services, Compliance (Product Identification), Policy
| Strategic Measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 | Comment |
|---|---|---|---|---|---|---|
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Increase overall proportion of environmentally friendly products |
Total proportion of environmentally friendly products - Total Collection (Green Shape) |
Winter 2017: 65 % |
Increase the proportion of products |
Winter 2018: 83 % |
Increase the proportion of products |
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Total proportion of environmentally friendly products in the Apparel Collection (Green Shape) |
Winter 2017: 85 % |
Increase the proportion of products |
Winter 2018: 95 % |
Increase the proportion of products |
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Total proportion of bluesign® certified fabrics in the Apparel Collection |
Winter 2017: 83 %
Summer 2018: 83 %
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Increase the proportion of products |
Winter 2018: 68 % |
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The proportion of bluesign certified fabrics in the clothing collection is decreasing as we have also opened ourselves up to other strict 3rd party certifications within our Green Shape 2.0 concept. |
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Increase the proportion of recycled materials used |
Proportion of the total collection of recycled materials |
Winter 2017: 11 % Summer 2018: 5 % |
Increase the proportion of products |
Winter 2018: 18 % |
Increase the proportion of products |
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Manufacture products with PFC-free finish |
Proportion of PFC-free products in the collection |
Overall Apparel Collection: |
Increase the proportion of products in the other main product groups. Complete phase-out by 2020. |
Apparel Collection: Winter 2018: 100% Summer 2019: 100% Backpacks: Winter 2018: 96 % Summer 2019: 98 % Shoes: Winter 2018: 96 % Summer 2019: 98 % Tents: Summer 2019: 40 % Insulation Pads & Sleeping Bags Summer 2019: 100 |
Increase the proportion of products in the other main product groups. Complete phase-out by 2020. |
We are dependent on the availability of a marketable C0 chemistry to further increase the share of waterproof products with C0 finish |
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Products Packs 'n Bags PVC-free |
Proportion of PVC-free products in the Packs ´n Bag collection |
Winter 2017: 95% Summer 2018: 96% |
By 2020: 100 % |
Winter 2018: 95% |
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We have postponed the time target from 2018 to 2020. The goal is a real challenge for us because the material is about 100 percent more expensive. |
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Operationalization VAUDE Design Language - See also: "Sustainable Design" |
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Guidelines for individual lines have been developed |
Guidelines for individual lines have been drawn up. |
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Extension of product life - See also: "Neverending responsibility" |
Guide for Consumers |
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Development and publication of a guideline for consumers to extend the product life, which covers 80 % of the reasons for complaints. |
Publication of detailed instructions for the sustainable use, maintenance and repair of VAUDE products in order to extend the service life as far as possible. With the new business management software 2020, we can then also measure this target. |
See note on Actual Value 2017 |
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Reuse rate (proportion of product complaints that are recycled) |
94% |
Increase re-use rate |
96% |
Increase re-use rate |
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Introduce environmentally friendly transport packaging - See also: "Packaging" |
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Replace conventional polybag with environmentally friendly packaging |
Packaging of the Green Shape Core Collection in 100 % recycled polybags |
Complete conversion to 100 % recycled polybags |
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GRI Aspect: Materials, Products and Services, Customer Health and Safety
| Strategic Measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 | Comment |
|---|---|---|---|---|---|---|
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Development of an energy, water and waste management system - see also: "Energy management" |
Increase energy efficiency by 20 % by 2020 (base year 2008) |
Our new energy management tool will be introduced in 2018 to provide the data basis for calculating energy efficiency. |
Increase energy efficiency |
Our new energy management tool will be introduced in 2018 to provide the data basis for calculating energy efficiency. |
Increase energy efficiency |
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Reduce residual waste manufacture per metric ton of production output of finished products (base year 2016) |
0,14 |
Reduce Manufaktur residual waste per ton of production output finished products |
0,07 |
Reduce Manufaktur residual waste per ton of production output finished products |
In 2016 we were able to collect the residual waste in the Manufaktur separately for the first time. That is why our base year is 2016. |
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Implementing the mobility concept - see also: "Carbon Footprint" |
Reduce emissions from passenger transport (business travel and commuting) by 10% by 2020 (base year 2015) |
Reduce emissions by 21 % compared to the base year 2015. |
Reduce emissions from passenger transport |
Increase of emissions by 31 % compared to 2016 |
Reduce emissions from passenger transport |
Appreciate these values with caution: Firstly, the survey of commuting kilometers is based on the fact that all employees who come to work in an environmentally friendly manner voluntarily sign up for a list. With the VAUDE Mobility Lotto we create an incentive for this, but depending on the motivation of the employees the data is accurate or not... Secondly, from 2016 we have refined the methodology for determining the number of employees who actually work in Tettnang-Obereisenbach and commute there daily. As a result, the number of employees is lower - and the emissions caused by commuting are correspondingly lower. |
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Bike Commuting kilometers |
42.244 |
55.000 |
42.603 |
55.000 |
The registration of the biked commuting kilometers is done manually for each employee. The data basis is therefore not particularly good. Through initiatives we try to motivate more employees to record their biking kilometers. |
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Green Logistics (analyzing the flow of merchandise and optimizing emissions resulting from this) - see also: "Merchandise Logistics" |
Concept is available |
Project with the University of Darmstadt was carried out and measures defined. |
Implementation of the measures defined in the roadmap |
Implementation of operational measures: e.g. rail transport is checked before every transport decision from Asia, partial routes are delivered by rail. |
Implementation of further measures, e.g. route handling in the course of the introduction of a new business management software 2020. |
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| Strategic Measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 | Comment |
|---|---|---|---|---|---|---|
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Ensure materials traceability |
GOTS certification implemented for winter collection 2017 |
maintain |
Selection of a new GOTS-certified producer, after insolvency of the previous producer |
Our cotton products have been awarded the GOTS seal of approval |
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VAUDE has committed itself to the RWS standard. |
Certification of VAUDE and our material suppliers |
RWS Certification VAUDE |
RWS Certification of our material suppliers |
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Securing environmental standards in the supply chain |
70 % (MRSL) |
100% |
100% |
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Since 2016, we have used a stricter MRSL (which refers to the manufacturing process) instead of an RSL (which refers to the finished product). |
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63 % (MRSL) |
100% |
98% |
100% |
Since 2016, we have used a stricter MRSL (which refers to the manufacturing process) instead of an RSL (which refers to the finished product). |
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Environmental management in the supply chain - see also: "Suppliers" |
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Consultations and trainings conducted, final workshop in May 2017 |
After the end of the project: Expansion to the entire supply chain and cooperation project with other outdoor brands. |
Project completed in 2017. Follow-up project application prepared and submitted in 2018 together with other brands. |
Implementation of follow-up project |
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GRI Aspects: Evaluation of Suppliers in Terms of Ecological Aspects, Grievance Procedures in Relation to Environmental Aspects, Grievance Procedures Regarding Working Practices
| Strategic measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 | Comment |
|---|---|---|---|---|---|---|
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Improved results in a survey of employee satisfaction |
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. |
Stakeholder dialog with employees |
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4,40% |
5% |
5,50% |
5% |
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5,87% |
5% |
5,49% |
5% |
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Average number of hours of training and professional development (Academy Program) |
Men average: 9.3 h |
Finalize the restructuring of the Academy Program Key performance indicator average number of hours of training and further education (Academy program) will continue to be reported but not pursued as Target Value. Focus on training tailored to requirements |
Restructuring of the academy program completed |
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In 2017, we consistently offered further training measures aimed at specific target groups (reasons including targets for increasing efficiency). In the focused target groups (e.g. ERP core team, e.g. refugees e.g. product managers, sales force....) the proportion of male participants was significantly higher than the proportion of men in the total workforce. |
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Increase the proportion of women in management positions (per category) |
Overall 43,5 % |
Mid to long term goal: First management level: 43 % Second management level: 33 % Third management level: 45 % |
Overall 43 %
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Mid to long term goal: First management level: 43 % Second management level: 33 % Third management level: 45 % |
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. |
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Enabling Inclusion and Integration |
0,67% |
1,25% |
0,74% |
1,25% |
In 2016 and 2017, we focused on integrating refugees and preparing for a return to parental leave. |
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10 refugees in work and training (entry qualification). |
Support in asylum procedures and before deportation. German course for all employees with poor German language skills. Hire more refugees as needed. |
12 refugees in work and training. Entrepreneur initiative for a right of residence for refugees in work and training initiated. |
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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 measure | Key performance indicator | Actual Value 2016 | Target Value 2017 | Actual Value 2017 | Target Value 2018 | Comments |
|---|---|---|---|---|---|---|
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Brand Performance Check FWF Results: Production sites audit and CAP monitoring - see also: "Leader Status at the Fear Wear Foundation" |
Overall Results Brand Performance Check |
Leader |
maintain |
Leader |
maintain |
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Benchmarking Score in % from the FWF Brand Performance Check |
89% |
maintain |
94% |
maintain |
The Actual Value 2016 is not comparable with the Actual Value 2015, as the FWF has tightened its criteria. |
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Percentage of audited production sites |
100% |
maintain |
100% |
maintain |
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Promoting our production made in Europe |
11 % Construction of the new 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. |
Quick calculation scheme has been developed and is being applied. |
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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
