ASSA ABLOY annual sustainability roundtable discussion
11 November 2020
Public
Safety first
Alarm | Assembly | Emergency |
point | exit |
Emergency | First aid kit | Protective |
number | equipment | |
2 | Public | |
Agenda
09.00 Welcome and introduction
09.05 ASSA ABLOY and sustainability - Nico Delvaux
Q&A
09.35 People and social sustainability - Maria Romberg Ewerth
Q&A
10.00 5 min break
10.05 | | Operational sustainability - David Simonsson, Charles Robinson, Stefan Calner |
| Q&A | |
11.05 | Sustainable innovation - Zeljka Svensson | |
| Q&A | |
11.30-45 | End |
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ASSA ABLOY and sustainability
- Sustainability will be vital to economic and industrial development in the coming decades
- Sustainability strengthens ASSA ABLOY's long-term competitiveness
- Maintain industry leadership
- Be an attractive employer
- Offer attractive products and solutions
- Reduce and manage operational and business risk
- Preferred partner for external stakeholders
- Sustainability is part of our value chain including
- Innovation
- Sourcing
- Production
- Sales
- Service
Sustainability is a natural part of who we are and how we operate
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Sustainability is part of our strategic objectives to reach our financial targets
5 | Public |
Sustainability is integrated in our organization
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Sustainability is also a driver for growth
- Increasing demand from customers
- ~70% of consumers* search for green products
- About 50%^ of all new commercial constructions are expected to be 'green buildings'
- Customers committing to science-based targets
- An important differentiator to win projects
- ASSA ABLOY has more than 325 environmental product declarations (EPD) verified and published
* Source: UL, The Sustainable Edgec ^Dodge Data & Analysis, World Green Building Trend 2018
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Sustainability programs since 2007
- First sustainability program launched 2007
- Integrated procedures for quality and environmental management
- Introduced structures that allowed everyday operations to continuously improve their sustainability performance
- Second Sustainability program 2010-2015
- Measurable targets for water consumption, energy efficiency, green house gas emissions, chemical handling
and health & safety
- Measurable targets for water consumption, energy efficiency, green house gas emissions, chemical handling
- Third Sustainability program 2015-2020
- New targets with expanded and increased ambition levels
- Expansion of the supply audit program
- New sustainability program 2020-2025/2030
- New ambitious targets for 2025
- Science-basedtargets
Change 2010-2015
Total green-house gas
emissions intensity
-38%
Water | Energy | Injury rate |
intensity | intensity | |
-34% | -30% | -17% |
Change 2015-2019
Total green-house gas
emissions intensity
-47%
Water | Energy | Injury rate |
intensity | intensity | |
-43% | -25% | -55% |
8 | Public |
Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | |||
Extension of 2010-2020 targets - | • | Reducing Scope 1 & 2 emissions | ||
functional focus | ||||
• | Operations | • | Reducing Scope 3 emissions | |
• | Supply management |
• | People | |
• | Sustainable innovation | |
2019 | 2025 | 2030 |
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Targets 2025
Operations | Carbon, water intensity, waste and organic solvents | -25% | ||||
ISO 14001 sites certified | 100% | |||||
Supply | Supplier audits and Code of Conduct | 95% | ||||
Mgmt | ||||||
People | Injury rates | 33% | ||||
Females in senior managerial positions | >30% | |||||
2019 |
2025 |
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Committing to science-based targets
- ASSA ABLOY commits to science-based targets
- Halving scope 1 and scope 2 greenhouse gas emissions by 2030
-
Scope 3 emissions - footprint inventory of our value chain
Supply and product performance - Reaching net-zero by 2050
- Strengthen our competitive position
- Operational efficiency
- Innovation focus
- Performance of our products and solutions
- ASSA ABLOY to achieve science-based targets with existing economical framework
- ~70% of target reduction identified
- Remaining reduction to be identified - technology development
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Next steps
- TCFD - start to align reporting against the TCFD framework over the coming years
- Continue to work with our culture - including health and safety, diversity, employee engagement and diverse ways of working
-
Action plan to achieve the
2025 sustainability targets - Set and ratify targets with science- based targets initiative
- Capitalize on our sustainability efforts to reaccelerate profitable growth with sustainable innovation as an enabler
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | |||
Extension of 2010-2020 targets - | • Reducing Scope 1 & 2 emissions | |||
functional focus | ||||
• | Operations | • Reducing Scope 3 emissions | ||
• | Supply management | |||
• | People | |||
• | Sustainable innovation | ||
2019 | 2025 | 2030 | |
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | ||
Extension of 2010-2020 targets - | • Reducing Scope 1 & 2 emissions | ||
functional focus | |||
• | Operations | • Reducing Scope 3 emissions | |
• | Supply Management | ||
• | People | ||
• | Sustainable innovation | |
Maria Romberg Ewerth | ||
- Executive Vice President & | ||
CHRO, Management | ||
2019 | 2025 | 2030 |
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | ||
Extension of 2010-2020 targets - | • Reducing Scope | ||
functional focus | 1 & 2 emissions | ||
• | Operations | ||
• | Supply Management | • Reducing Scope 3 emissions | |
• | People | ||
• | Sustainable innovation | |
David Simonsson | ||
- Chief Operating Officer | ||
Charles Robinson | ||
- Head of Sustainability | ||
2019 | 2025 | 2030 |
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | ||
Extension of 2010-2020 targets - | • Reducing Scope | ||
functional focus | 1 & 2 emissions | ||
• | Operations | ||
• | Supply Management | • Reducing Scope 3 emissions | |
• | People | ||
• | Sustainable innovation | |
Stefan Calner | ||
- Director Supply Management, | ||
Supply Chain /Sourcing | ||
2019 | 2025 | 2030 |
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets | 2030 - Science based targets | ||
Extension of 2010-2020 targets - | • Reducing Scope | ||
functional focus | 1 & 2 emissions | ||
• | Operations | ||
• | Supply Management | • Reducing Scope 3 emissions | |
• | People | ||
• | Sustainable innovation | |
Zeljka Svensson | ||
- Director Global Innovation | ||
Management,Product Development | ||
2019 | 2025 | 2030 |
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Q&A
18
People and social sustainability
11 November 2020
Public
Agenda
Our people journey - HR transformation
20 | Public |
Our people journey - HR transformation
1 Identity 2 HR Strategy 3 HR Process & Infrastructure
Who we are and | How we create value | What we do and how |
how we want to | we do it | |
be perceived | - getting the basics right |
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Evolution through people
The mission and strategic initiatives
Mission
- Building sustainable shareholder value
- Providing added value to our customers, partners and end-users
- Being a world leading organization where people succeed
- Conducting business in an ethical, compliant and sustainable way
Initiatives
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Our game changers and priorities
(what is going to "make it" for us)
Initiatives
Drivers | Common culture | Leadership | |||||||
Cornerstones | People | Employee | Ethical and Social | ||||||
Development | Experience | Responsibility | |||||||
Game changers | Our culture | Leadership | Talent Management | Adaptable | |||||
Organization | |||||||||
Priorities in 2020 | Employee | Leadership | Internal Mobility | GPS | |||||
Engagement | |||||||||
Dimensions | Performance Development | ||||||||
(reaction to COVID crisis) | |||||||||
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Together we
In the beginning of 2019, we introduced our group wide change initiative Together we
Together we are | Together we grow | To put emphasis on leadership, we created |
Our identity | Our strategy | Leadership Dimensions |
Great 2025
We live and breathe our values and lead by example
- We understand what behaviors are aligned with our culture
- We are living our values - they are a natural part of how we act, what we do, and how we do it.
Leadership Dimensions link leadership to strategy and values
- We strive to be role models and always do our best to "walk the talk"
- We recognize the right behaviors and we speak up when we see and hear about behaviors that aren't in line with our culture
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Together we - program at a glance
Explain | Activate | Remind and Routinization | |||||||||||
Summarizing books | Group Leader roadshows | Workshop 3 "Together ahead" | |||||||||||
Series of films | Workshop 1 "Our purpose" | Together we on intranet | |||||||||||
Open magazine | Workshop 2 "Our core values" | Live & lead by example | |||||||||||
(implemented in people processes) | |||||||||||||
- | Internal & External | ||||||||||||
communication | |||||||||||||
- | Recruitment and assessment | ||||||||||||
Individual follow-up tasks | - | Onboarding | |||||||||||
- | Performance development | ||||||||||||
- | Leadership development | ||||||||||||
2019 | 2019/2020 | 2020/2021 | |||||||||||
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Health and Safety - program at a glance
Building foundation
H&S Group policy
Process and tools
Hazard assessment tools
Incident investigation process
Reporting and tracking Best practice benchmarking Expanded KPI:s
Shared learnings
Safety first
Raising awareness
Safe driving & travel safety policy H&S data protection compliance
Operational safety assessment
process
Training and communication
1st workshop: Safety dialogue
Communications cadence
Safety "hotspot" focus
Safe behaviors and safer together
Leaders as safety role models Guidelines for healthy work environments
Site H&S assessments
Training and culture
Safety culture campaign
2nd workshop: Safe behaviors in
practice
Well-being
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Health and safety
Great 2025
Work toward "best in class" injury rate of 2.0
Improve employee health and well-being
Priorities / actions in 2020
Identify leadership as a safety enablers
Released ASSA ABLOY safe driving policy and travel policy Deploy new "Together we are safe" workshop Benchmark and construct "employee well-being"program
* If the injury rate remains the same as 2018 | 29 |
Injuries
6,0 | ||||
5,0 | 5,1 | |||
4,0 | ||||
4,1 | ||||
3,0 | 3,6 | |||
3,0 | ||||
2,0 | ||||
1,0 | ||||
0,0 | ||||
2016 | 2017 | 2018 | 2019 | |
Injury rate
- Injury rates are improving steadily from 2016.
- In 2019, we landed on 3.0 with an equivalent to having 56 families less effected than it was in 2018.*
- By 2020Q3, we continuously lower injury rate.
- During the pandemic, much work has been done with a focus on COVID-19 and programs have been re-designed to include digital tools and virtual learning experiences
Public
COVID phases and our reactions
Phase One | Phase Two | Phase Three |
"Emergency" | "Recovery" | "New Normal" |
Mid march - summer | Summer to Q1 2021 (at least) | Onwards |
• Office closed and lockdown | • Hybrid working and team engagement | • Utilization of the learnings to improve our |
• Preparation for opening up in a safe and | way of working and workplace culture | |
controlled way | • Being more efficient, cost effective and agile | |
• Phasing of employees at the office |
Employer Branding
- Raise awareness as an attractive employer; show our identity and solution
•News updates on main channels and country channels
Engagement
- Support work digitally, feel connected and engaged
•Employee newsletter: Work, meet & learn virtually
•New section on Avenue and digital learning
Health, Safety and
Well-being
- Safe guard safety, health and well- being
•Setup new routines, safety communication
•Well-being program in design (with communication took in place)
Leadership
- Lead remotely and in times of changes
- Motivate people and maintain productivity
•Digital leader newsletter
•Group Leaders studio session: Lead in times of crisis
Country approach
- To align our ways of working cross divisionally
•Country updates
•Best practice sharing
- Alignments on actions
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Diversity and inclusion
Great 2025
People
- Our workforce reflects diversity
- Our innovation is attainable by diversity of thoughts
- Our workplace is inclusive to empower everyone
Products and communities:
- Our products are the agents of driving D&I changes externally ASSA ABLOY is a recognized champion in supporting D&I
Priorities / actions in 2020
- Form D&I (Diversity and Inclusion) strategy
- Review and embed D&I in HR processes
- Develop female talents within - a win-win situation together with Internal Mobility
- Continue with development programs focusing on diverse talents
32
Gender Diversity
31% | 30% | 30% | 29% | |
23% | 24% | 25% | ||
22% | ||||
2016 | 2017 | 2018 | 2019 | |
Female Manager (level 2-5) | ||||
Female employees | ||||
- The percentage of female employees is stable
- The percentage of female managers has been increasing (steadily) compared to previous years
- There will be more focus on attracting entry-level female talents with high potentials to strengthen our pipeline
Public
Diversity and inclusion
Deep dive in talent attraction processes
General recruitment
Manager positions filled with female | |||||
candidates | |||||
40% | |||||
30% | 26% | 32% | |||
20% | 23% | 22% | 23% | ||
10% | |||||
0% | 2016 | 2017 | 2018 | 2019 | 2020 Q3 |
Executive search
Executive positions (level 2-3) filled by | |||
female | |||
60% | |||
40% | 48% | ||
20% | 26% | ||
10% | |||
0% | 2018 | 2019 | 2020 Q3 |
Sourcing
Selection
Conversi
on
- Build internal (diverse) talent pool and encourage female referrals
- Expand geographical reach, to reach a more extensive network (executive search)
- Include "inclusive" guideline in the recruitment handbook for managers
- Focus on "transferrable skills"
- Recruit candidates with potential for stretch roles
- Require at least one diverse talent on the short list
- 50% females in graduate programs
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Diversity and Inclusion - program at a glance
Being fair, equal and objective
Talent attraction
Diverse talents on the short lists
JD audits - wording and criteria
Diverse panels and calibrations
Diverse recruitment
Performance management
Fact-based evaluations
Calibrations (encouraged)
Succession planning
Diverse successors' review
Internal talents' pool
Leadership and culture
Being aware, flexible and
supportive
Diversity in Leadership dimensions
and competencies
Our tone of voice
Employer Branding
Unconscious bias and other D&I
trainings
Being consciously inclusive
Mentoring and networking
ERG and the sense of belonging
Internal mobility programs
Leadership development programs
Inclusive managers
Hold managers accountable for
progress
Equal pay analysis | (New) work place culture | |
Employees and Managers' accountability
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Agenda
Our people journey - HR transformation Our identity
Health and safety Diversity and inclusion
Code of Conduct / Whistleblowing
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Social audit program overview
- We believe in responsible social and ethical behavior
- We have a responsibility to our employees serving the company worldwide
- We have an obligation to all stakeholders to observe high standards of integrity and fair dealing
Code of Conduct
- Code of conduct applies to all our employees and business partners
- Suppliers will be included via contractual provisions
Social Compliance Audits
- Independent 3rd party partners;
- Performed at select sites using applicable standards for guidance;
- Target of two audits per year.
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Complete
SCA Program - Recent audits & statusIn Process
Overdue
Division | Site | Location | Year | Nonconformances | Observations | Overall | ||||
(completed/identified) | (completed/identified) | Status | ||||||||
APAC | Guli Security Products Ltd Company | Xiaolan, | China | 2010 | 1/1 | 18/18 | ||||
HID | HID Global Sdn Bhd. | Johor Bahru, Malaysia | 2010 | 0/0 | 2/2 | |||||
Global | ASSA ABLOY Hospitality (Shanghai) Co., Ltd | Shanghai, | China | 2011 | 21/21 | 12/12 | ||||
Solutions | ||||||||||
ES | ASSA ABLOY Entrance Systems (Suzhou) Co.,Ltd | Suzhou, | China | 2011 | 0/0 | 7/7 | ||||
EMEA | ASSA ABLOY Romainia | Bucharest, Romania | 2012 | 0/0 | 0/0 | |||||
APAC | Shenfei Liyi Security Products Company | Zejiang, | China | 2012 | 11/11 | 6/6 | ||||
Americas | Cerraduras de Columbia CERRACOL SA - Yale, Columbia | Bogota, Columbia | 2013 | 1/1 | 0 | |||||
EMEA | ASSA ABLOY Czech & Slovakia s.r.o | Rychnov, | Czech Rep. | 2013 | 0/0 | 9/9 | ||||
APAC | Shandong Guaqiang Hardware Technology Col, Ltd | Leling, | China | 2014 | 11/11 | 6/6 | ||||
ES | SC ASSA ABLOY Entrance Systems Production Romania SRL | Hunedoera, Romania | 2014 | 0/0 | 11/11 | |||||
EMEA | ASSA ABLOY Mercor Doors sp.z.o.o. | Dobrzen Wielki, Poland | 2015 | 18/18 | 16/16 | |||||
Americas | ASSA ABLOY BRASIL LTDA. | Sao Paulo, Braszil | 2015 | n/a | n/a | Site Closed | ||||
APAC | ASSA ABLOY BaoDeAn Security Products CO., Ltd | Taizhou Zhejiang, China | 2016 | 37/37 | 9/9 | |||||
ES | Entrematic 4Front De Mexico | Reynosa, Mexico | 2017 | 2/2 | 17/17 | |||||
EMEA | SSC ASSA ABLOY Romania SRL (second time thru) | Bucharest, Romania | 2017 | 0 | 6/6 | |||||
APAC | Shree Mahavir Metalcraft Private Ltd. | Jamnagar, | India | 2018 | 45/45 | 4/4 | ||||
Americas | ODIS SPA. Inversions y Asesorias ASSA Abloy Chile Ltda. | Santiago, | Chile | 2018 | 7/7 | 10/10 | ||||
ES | FlexiForce | Debrecen, Hungary | Jan 2019 | 8/8 | 10/10 | |||||
Americas | ASSA ABLOY Brazil Udinese | Diadema, Sao Paulo, Brazil | Feb. 2019 | 14/14 | 7/7 | |||||
EMEA | Prometal and Lockwood | Dubai, UAE | April 2019 | 25/25 | 21/21 | |||||
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Code of Conduct: New whistleblowing tool in 2019
Thumb-up principles
- To strive to live our culture: integrity
Maintain transparency and high business ethics
- To ensure data protection in case management
Whistleblowing messages are treated confidentially
- To ensure anonymity in case reporting
The whistleblower should feel confident
- To ensure efficiency during investigations
- To ensure oversight at group level
Whistleblowing processes
- The Policy
Published in 2010 and continuously updated
- New tool in 2019
Group-level service for reporting of suspected non-compliance with the Code of Conduct.
- The Team
Code of Conduct Committee at group level, divisional team per case
- The Process
Complaints reported to the Code of Conduct Committee
Case being screened and assigned to either group or divisions
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Priorities in 2021
(what is going to "make it" for us)
Initiatives
Drivers | Common culture | Leadership | |||||||||||
Cornerstones | People | Employee | Ethical and Social | ||||||||||
Development | Experience | Responsibility | |||||||||||
Game changers | Our culture | Leadership | Talent Management | Adaptable | |||||||||
Organization | |||||||||||||
Priorities in 2021 | Workplace | Leadership | Internal Mobility | GPS |
culture | Development | Performance Development |
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Q&A
ASSA ABLOY annual sustainability roundtable discussion
11 November 2020
Public
Operational sustainability
November 11, 2020
Public
Executive summary
1
2
3
- Overall good progress on sustainability agenda 2015-2020 - at, or beyond target levels for majority of KPIs
- Beyond 2020 target setting including science based targets - reducing CO2 emissions by 50% by 2030
- A 4-pronged approach for addressing scope 1 & 2, and scope 3 involving top supply categories, and ambitious R&D agenda
43 | Public |
Executive summary
1
2
3
- Overall good progress on sustainability agenda 2015-2020 - at, or beyond target levels for majority of KPIs
- Beyond 2020 target setting including science based targets - reducing CO2 emissions by 50% by 2030
- A 4-pronged approach for addressing scope 1 & 2, and scope 3 involving top supply categories, and ambitious R&D agenda
44 | Public |
Overall good progress on sustainability in the last five years (1/2)
KPIOutcomeImprovement Target Comment
Injury rate (>1 lost day per million | 6,7 | 3,0 | -55% | -55% | • n/a | ||||||
Health and | |||||||||||
hours worked) | |||||||||||
safety | |||||||||||
136,0 | |||||||||||
Injury lost day rate | 60,5 | -64% | • Injury severity resulting in high | ||||||||
-55% | |||||||||||
number of lost days | |||||||||||
Energy
Total consumption (MWh / SEK M, Value Added)
CO2 related to energy (tons / SEK M, Value Added)
Energy from renewable resources (%)
25,8 19,4 -25%-20%
9,0 | 7,0 | -22% | -20% |
9,1 | 12,3 | +3.2 p.p. | 20% |
- n/a
- n/a
- No further renewable energy availability on the market (without cost premium)
Emissions from industrial processes
Total consumption (CO2 related to | 6,1 | • n/a | ||
Freon usage; tons / SEK M, Value | 1.0 | -84% | -85% | |
Added) | ||||
2015 FY 2019 FY | ||||
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Overall good progress on sustainability in the last five years (2/2)
KPI | Outcome | Improvement | Target Comment |
Waste |
Hazardous waste (tons / SEK M, Value | 119,0 | 112,3 | • Reclassification of waste in China | ||
-20% | |||||
Added) | -5% | ||||
resulted in higher hazardous waste | |||||
Non-hazardous waste (tons / SEK M, | 880.0 | 694,0 | |||
Value Added) | -20%• n/a | ||||
-21% | |||||
Organic |
solvents |
PER and TRI* (tons)
Other types (tons)
19,0 | 24,3 | +28% | -85% | |
1.255,0 | 765,0 | -50% | ||
-39% | ||||
- Used in washing processes, consumed at 2 sites globally; now fully phased out
- n/a
Water |
Supply |
management |
Water consumption (m3 / SEK M, | 92,4 | 52,7 | • | n/a | ||||
Value Added) | -20% | |||||||
-43% | ||||||||
Supplier Sustainability Audits (% of | 90,0 | 97,0 | 97% | 95% | • | n/a | ||
direct material spend in LCC) | ||||||||
Business Partner Code of Conduct | 93.0 | 93% | 95% | • | n/a | |||
(% of direct material spend) |
*Perchloroethylene, Trichloroethylene | 2015 FY | 2019 FY | |
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Executive summary
1
2
3
- Overall good progress on sustainability agenda 2015-2020 - at, or beyond target levels for majority of KPIs
- Beyond 2020 target setting including science based targets - reducing CO2 emissions by 50% by 2030
- A 4-pronged approach for addressing scope 1 & 2, and scope 3 involving top supply categories, and ambitious R&D agenda
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ASSA ABLOY commits to science based sustainability targets
Current sustainability status…
ASSA ABLOY starting point…
- 2010 - 2015: 15% intensity improvement on sustainability index
- 2015 - 2020: 20% intensity improvement on sustainability index
- Short term sustainability programs
…in a changing environment…
We need to move to absolute CO2 reduction targets
- Demonstrating long-term commitment and sector leadership
- CO2 emission reduction aligned with operational excellence efforts
- Reduced supply chain risk
- Attractive employer and investment
- Be a responsible global citizen - fight climate change
Deep analysis of several companies applying science-based targets
…build on momentum from successive programs
- Extension of 5 year program, raising the bar across all indicators
…and commitment to develop science-based targets
- First long term commitment and targets
- Renewed 5 year program, running concurrently & complementing progress towards science-based targets
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To date, focus has only been on Scope 1 & 2
49 | Public |
First time reviewing Scope 1, 2 & 3
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Group sustainability targets - both incremental and longer-term
2025 - Incremental targets
Extension of 2015-2020 targets - functional focus;
- Operations
- Supply management
- People
- Innovation
2030 - Science based targets
- 2020 - 2030: Reducing Scope 1 & 2 emissions by -50%
- Reducing Scope 3 emissions
2019 | 2025 | 2030 |
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2025 incremental targets; extension of 2015-2020 program
Function: | Indicator: | 2025 Target |
Carbon Footprint (Energy) - absolute | -25% | |
ISO 14001 - % sites certified in reporting scope* | 100% | |
Operations | Water intensity | -25% |
Hazardous waste intensity | -25% | |
Non-hazardous waste intensity | -25% | |
Organic Solvents intensity | -50% | |
Supply | Supplier sustainability audits (% of direct material spend**) | 95% |
management | Business Partner Code of Conduct (% of direct & indirect material spend) | 95% |
Injury rate (number of injuries per 1m hours worked) | -33% | |
People | Injury lost day rate (number of lost days related to injuries per 1m hours worked) | -33% |
Gender diversity (% of females in management positions) | 30% | |
2019 | 2025 | |
* Acquisitions will be given 3 years to become certified ** Spend in identified risk countries |
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External outlook - clear movement towards science based targets
External peer company interviews: 8 companies with strong sustainability agenda. ~32% of Stockholm OMX30 Market Cap represented by 4 companies that have committed to science-based targets; ABB, Ericsson, Electrolux, and AstraZeneca
ASSA ABLOY customer view: Reviewing external communications from ASSA ABLOY top 250 customers suggesting known brands generally pro science based targets, and share of Global Solutions sales with high exposure to pro science based target customers
53 | Public |
Reviewing external communications from ASSA ABLOY's top 250 customers; known brands generally pro science based targets
Pro Science Based Targets
No known preference
Global Solutions | Americas | ESD | HID | APAC | EMEA |
- of total sales value per division
Top 50 customers analysed per division
N/A
Sample customers
- pro science-based targets:
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Executive summary
1
2
3
- Overall good progress on sustainability agenda 2015-2020 - at, or beyond target levels for majority of KPIs
- Beyond 2020 target setting including science based targets - reducing CO2 emissions by 50% by 2030
- A 4-pronged approach for addressing scope 1 & 2, and scope 3 involving top supply categories, and ambitious R&D agenda
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Reducing scope 1 and 2 emissions by 50% by 2030
1
2
3
4
2019 base line
MFP 2025
Industrial CO2 elimination
Strategic sites energy overhaul
Continuous
Continuous improvement
2030 target state
CO2 (kTons)
-50%
Comments
1 | • MFP - Conservative approach - reductions partly eliminated by |
increased emissions in 'receiving' sites | |
2 | • Elimination of Freon and industrial CO2 emissions 1 ton Freon |
corresponds to 700-1400 CO2 ton equivalents |
3 | • Major energy overhaul of top-20 carbon intensive strategic sites |
4 | • Lean / Kaizen based methodology (e.g. compressed air | |
leakage elimination, improved controls) | ||
• | Green team playbook | |
• | Global OpEx assessment |
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Scope 3 focus starts with mapping value chain end-to-end; including supply and product CO2 impact
Need to conduct CO2 inventory mapping of entire value chain:
Supply chain focusing largest categories, and suppliers representing highest spend - target to handshake ambitions and making Scope 3 part of supplier development agenda
Product sustainability through evolved sustainability compass
Scope 3 targets have to be ambitious, though not science based
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Executive summary
1
2
3
- Overall good progress on sustainability agenda 2015-2020 - at, or beyond target levels for majority of KPIs
- Beyond 2020 target setting including science based targets - reducing CO2 emissions by 50% by 2030
- A 4-pronged approach for addressing scope 1 & 2, and scope 3 involving top supply categories, and ambitious R&D agenda
58 | Public |
Q&A
Sustainable innovation
November 11, 2020
Public
Sustainable innovation
Scope 3 emissions - Downstream
Agenda
- Sustainable innovation journey
- Divisional case studies
- Sustainable product approach
-
Sustainable innovation o Value proposition
o Circular economy
61 | Public |
Sustainable products - a continuous journey in several steps
- Awareness program - internal trainings
- Minimize our own impact
- Maximize our customers' objectives
- Communicate the value - value proposition
- Transparency (EPD/HPD/Declare label)
- 3rd-party certification
- LEED - Leadership in Energy and Environmental Design
- BREEAM - BRE Environmental Assessment
- EU Green Building
Sustainability is integrated in all Group processes: innovation, product management, manufacturing, logistics and sales
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Sustainable products part of our innovation strategy
Sustainability is a Group wide responsibility and all units should actively develop products and articulate the sustainability value proposition.
- ASSA ABLOY should lead the industry towards a circular economy and more sustainable products
- Sustainable innovation includes transparency for our customers, where our lifecycle assessment based data guides our customers and partners in their decision-making to help achieve their sustainability objectives
- EPDs and the ASSA ABLOY 'sustainability compass' are central in our strive for continuous improvements when developing sustainable products
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ASSA ABLOY Sustainability innovation
Sustainability compass | Circular economy |
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The ASSA ABLOY Sustainability compass - a tool to create awareness
The sustainability compass, a tool to: (customization/interpretation per division)
• Do right thing - minimize our footprint
• Create an awareness and dialog, - what can we do…
• Focus analysis on relevant areas
• Learn and improve by monitoring/tracking performance
• Communicate targets and status to
• Team
• Management
• Customers
• 'Society'
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The ASSA ABLOY Sustainability compass
The ASSA ABLOY Sustainability Compass includes eight dimensions representing the products' 'environmental footprint'.
• Reduce => all 5 indicators should be as low as possible to decrease the environmental footprint.
• Reuse => the more the better, durability, upgrade, repair, or reuse
• Recycle => two indicators, use of sustainable recycled material in new design and also design for easy disassembly
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Progress on sustainable innovation 2015-2020
2016 | 2017 | 2018 | 2019 | Target 2020 |
Sustainability | KPI established | All development | ||
First pilots with | compass | Target set, all | ||
the sustainability | launched globally | to measure | divisions to reach | project have a |
Compass | within ASSA | usage of the | 90% penetration | sustainability |
ABLOY | compass | compass |
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Supporting our customers -
Building standards & certification programs
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LEED: a competitive advantage
Priority areas for products & materials in LEED
Low-carbon
- Reuse of buildings and materials
- Lifecycle analysis and disclosure
- Environmental product declarations
- Optimized low-carbon materials
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Inside an EPD -
The life cycle assessment (LCA)
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Connecting the compass to the life cycle assessment
Many of these life cycle phases align with ASSA
ABLOY sustainability compass
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Divisional case studies
ASSA ABLOY - divisions sustainability journey, products and customer projects
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Kendeda Center @ Georgia Tech Living building challenge project
Gary Jelin (AIA, NCARB, REFP, LEED GA), Interim AVP Design & Construction at the Georgia Institute of Technology:
"I would continue to emphasize the importance of well- designed hardware in any building as it is the one item that building users actually contact on a daily basis.
It conveys a sense of quality when door hardware is well designed and feels robust when contacted through touch."
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Our contributions:
Green building certification programs
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New product sustainability innovation
HID FARGO® INK1000 ID Card Printer
- An industry first!
- Highly specialized thermal inkjet
- Engineered to be compatible with standard, off-the-shelf PVC cards
Sustainability Innovation
- Exclusively formulated, drop-on-demand inks
- Ultimate in ink efficiency - use only what you need
- Eliminates waste color ribbon consumables
- Material landfill avoidance
- GreenCircle® certified
- 84% Dematerialization compared to ribbon-based printers
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Peking CITIC tower
Solutions: ANSI mortise lock and EN Door closer, 7000+ GMK (EPD), Fire doors (Green Guard) Green Cert: LEED Gold granted as pre-cert in 2013
ASSA ABLOY
Hardware
7M CNY
Tianming | Construction | |
fire doors | finished in | |
10M CNY | 2019 | |
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Packaging design guidelines
- Global brand Yale went through a complete refresh of their packaging design, putting together new packaging design guidelines.
- The waste hierarchy is a very useful reference guide to help identify and prioritise waste that should be phased out, this serve to educate teams globally as they make their packaging design decisions.
- The FSC brand shows that the product contains wood fibers from forests that are managed / discontinued with regard to current & future generations' requirements
Through our FSC work, we contribute to the development of responsible forestry.
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Entrance Systems - optimize energy efficiency
Sensor | Vestibule system | Operator | Air curtain | Door type | Service contract |
A smart detector can | Design vestibule | Open door | Install air curtain to | Choose suitable | Optimize door |
help to control door | system in an energy | automatically. | prevent air infiltration | door type for | setting, maintain door |
opening and closing | efficient way. | through door | various entrances. | system. | |
in an efficient way. | opening. |
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Case study
Current door detector's pain point investigation.
Activated by cross traffic
Activated by cross traffic.
A directional sensor can help you…
Avoid mistaken opening by cross traffic
Don't open more than required
Stop rotating as soon as pedestrian left
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Study - Quantify energy loss through air infiltration
- Value
- Understand the potential of changing door behavior
- Increased knowledge
- Cost reduction
- Customer heating and cooling cost
- Main take away
Cost savings by shortening the opening cycle
Study - Intelligent swing door control - with smarter sensors
Healthcare | Transportation | Retail |
-3,033 SEK | -4,404 SEK | -1,166 SEK |
SEK
Seconds
Outside temperature 10 C
Inside temperature 20 C
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Study - Traditional swing door
Long hold open time to provide full convenience and safety
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Study - Concept 1
Limited opening angle and minimized hold open time
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Study - Quantify energy loss through air infiltration
- Value
- Understand the potential of changing door behavior
- Increased knowledge
- Cost reduction
- Customer heating and cooling cost
- Main take away
- Reduce hold open time!
- Avoid unnecessary opening!
- The cost for more advanced sensors will have a short payback time.
Cost savings by shortening the opening cycle
Study - Intelligent swing door control - with smarter sensors
Healthcare | Transportation | Retail |
-3,033 SEK | -4,404 SEK | -1,166 SEK |
SEK
Seconds
Outside temperature 10 C
Inside temperature 20 C
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Sustainable choice
- also protects nature
- Energy harvesting cylinder
- Produces it's own energy
- No cables, no batteries
- Possible to update the system countless times
- Reusable
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No trip twice - How much can CLIQ® Connect save me in unnecessary fuel costs and energy use?
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Standard mechanical key access control vs. CLIQ® Connect Why go the long way around?
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Q&A
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Summary of the day
Sustainability is a natural part of who we are and how we operate
- New ambitious sustainability targets
- Short term - Program for 2025
- Long term - Science-based targets
- Sustainability will contribute to
- Operational performance - increased cost efficiency and reduced risk
- Product and solutions offering - relevant to our customers
- Attracting talent - together we grow, evolution through people
- Innovation will drive our development
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Thank you
assaabloy.com
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Assa Abloy AB published this content on 11 November 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 11 November 2020 19:48:01 UTC