SUSTAINABILITY  
REPORT	 
2019/20

CONTENT
1.1	
Foreword	
3 
1.2	
ŠKODA AUTO helps	
4 
1.3 
Company profile 
5 
1.4	
Value Chain	
7
2	
Strategy	
9
2.1	
Sustainability Strategy and Corporate Strategy 	
10
2.2	
Awards	
19
2.3	
Relations with state and political institutions	
20
3	
Economy and Governance	
22
3.1	
Stable growth path	
23
3.2	
Supply chain	
26
3.3	
Innovation Ecosystem	
28
3.4	
Customer satisfaction	
34
3.5 
Corporate governance 
36
4	
Environment	
39
4.1	
GreenFuture program accelerates	
40
4.2	
goTOzero environmental mission	
40
4.3	
Climate Change	
41
4.4 
Air Quality 
45
4.5 
Resources 
49
4.6 
Environmental Compliance 
58
5	
Social Activities	
59
5.1 
Attractive employer 
60
5.2 
Diversity and inclusion 
67
5.3 
Health and Safety 
71
5.4 
Education of employees and students 
75
5.5 
Social Responsibility 
78
6 
Facts and Figures 
85
6.1	
Economics	
86
6.2	
Environment	
91
6.3	
Social Activities	
101
7	
About this report	
107
8	
GRI Index	
109
2

1. 
Introduction 
 
 
1.1 
Foreword
3
Content →
1.1  FOREWORD
DEAR READER,
How can a company’s success be measured?
   Certainly, first and foremost, on its Key 
Performance Indicators: In our case, examples 
would be ŠKODA’s annual deliveries, market 
shares in our core markets or total sales.
But to understand a company as a whole, or in 
other words, to understand the extent to which 
it assumes responsibility for society overall and 
how it positions itself for the future, you need 
much more than the bare economic figures.
     For this reason, we publish our Sustainability 
Report every two years.
Sustainability is firmly anchored in our NEXT 
LEVEL ŠKODA program for the future. For 
example, one of our ambitious sustainability goals 
is to generate all the energy to power ŠKODA 
AUTO’s  vehicle and component production 
plants in the Czech Republic with net-zero carbon 
emissions in the second half of this decade.
And we are well on our way: the Vrchlabí 
plant has been our first CO2 -neutral production 
facility since the end of 2020 thanks to the use 
of alternative energies. Moreover, as of this year, 
natural gas is gradually being replaced by CO2-
neutral methane from biogas plants. And since 
2019, ŠKODA AUTO has not sent any waste 
originating from our production processes to 
landfills thanks to our endeavours to prevent 
waste generation and to use raw material 
resources sparingly.
For us at ŠKODA AUTO, sustainability means 
much more than just taking care of our planet. 
Especially in these challenging times, we realise 
how important it is to actively help out in society: 
Already during the first lockdown in the spring of 
2020, we made sure that COVID volunteers had 
access to mobility – 100 OCTAVIA COMBIs were 
donated to social and medical aid services, and 
more than 200 cars and electric scooters from 
our sharing platforms HoppyGo and BeRider 
were made available free of charge.
Apart from the fast pandemic aid, we provide 
long-term support to society in many areas: With 
our ŠKODA Endowment Fund, we sustainably 
improve the quality of life in the regions around 
our Czech plants. We are investing a  total  
of 30 million Euros in the areas of transport, sport 
and culture, urban development and safety.
Furthermore, we are also committed to 
making rapid and sustainable progress on  
the topic of diversity. In 2019, ŠKODA AUTO 
signed the European Diversity Charter and joined 
more than 12,000 signatories in Europe. In 2020, 
we became a Golden Signatory of the Diversity 
Charter in the Czech Republic alongside over 90 
companies promoting diversity and inclusion.
ŠKODA AUTO wants to emerge as a winner 
from the automotive industry’s  ongoing 
transformation process. Not only in terms of 
our KPIs, but in all areas of our company. This is 
our goal; this is our responsibility.
Best wishes, 
Thomas Schäfer 
CEO ŠKODA AUTO a.s.

1. 
Introduction 
 
 
1.2 
ŠKODA AUTO Helps
4
Content →
The COVID-19 pandemic and the state of 
emergency declared in the Czech Republic were 
a completely new experience in the field of public-
private partnerships. Even though the crisis hit 
the entire automotive industry significantly,  
the company‘s management decided not to 
stand aside and contributed to the prevention 
and resolution of the sudden situation, both 
financially and by providing its own human  
and material resources.
In March 2020, in response to the development 
of the pandemic, ŠKODA AUTO in cooperation 
with ŠKODA AUTO DigiLab launched an initiative 
under the motto #SKODAAUTOpomaha (meaning 
#ŠKODAAUTOhelps) to support mobility  
and key stakeholders in its immediate vicinity. 
The carmaker thus responded very quickly to 
the acute need for mobility for the distribution 
of food and medicine by non-profit organisations 
and city districts, which provided supplies to 
the elderly and disabled. The platform thus 
enabled the immediate rental of the existing 
HoppyGo and Uniqway fleet within hours 
of the declaration of a  state of emergency.  
In addition, the entire fleet of 150 electric 
BeRider scooters and 200 ŠKODA vehicles joined  
the #SKODAAUTOpomaha initiative and were used 
free of charge by front-line healthcare workers. 
The partner cities in the company‘s production 
regions also received financial and logistical 
support. In cooperation with the Czech Technical 
University (CTU) and other partners, the company 
participated in the project on the 3D printing 
and certification of protective equipment  
and their subsequent transport to, among others, 
hospitals. Furthermore, the CTU contributed to 
the development of the FFP3 respirators.
→	
MORE INFORMATION
	
IN OUR PRESS RELEASE
To support distance education for children from 
socially disadvantaged backgrounds, the company 
donated funds for the purchase of laptops  
with an Internet connection. The donations  
totalled CZK 100 million.  
www.skodaautopomaha.cz
Even during the autumn wave of the pandemic, 
the company did not stand aside.  Following  
the project to support the mobility of health 
facilities and social service providers from the spring 
wave, the company decided to take a significant 
step and, in an open grant call, donated 100 brand 
new ŠKODA OCTAVIA cars to these organisations.  
1.2		 ŠKODA AUTO HELPS
	 	 	 Helping hand in the fight  
	 	 	 against COVID-19

1. 
Introduction 
 
 
1.3 
Company Profile
5
Content →
ŠKODA AUTO is one of the oldest car 
manufacturers in the world. Its history stretches 
back to 1895 when Václav Laurin and Václav 
Klement set up a company that gave rise to  
the tradition of manufacturing Czech cars, which 
has continued for over a hundred years. The position 
of the company in the automotive industry has 
always been and always will be unmistakable, 
in a  large part because it has been part of  
the Volkswagen Group for 30 years. It has become 
a strong, internationally successful company that 
is active worldwide and offers its customers 
a total of eleven model lines: CITIGOe iV, FABIA, 
RAPID, SCALA, OCTAVIA, KAMIQ, KAROQ, 
KODIAQ, KUSHAQ, SUPERB and ENYAQ iV.
ŠKODA AUTO has long been one of the pillars 
of the Czech economy, currently employing almost 
38 thousand people in the Czech Republic. It also 
ensures it is a good neighbour in all the regions 
where it is active. The company’s extraordinary 
standing is reflected in its regular success in  
the Czech 100 Best awards, occupying the 
top spot in 2020 for the twentieth time in  
the 25-year history of the award. 
The company is based in Mladá Boleslav, 
where one of its production plants is also located, 
another two can be found in Kvasiny and Vrchlabí. 
However, vehicles bearing the winged arrow 
are also manufactured in China, Russia, Slovakia 
and India, mostly via Group partnerships, and in 
Ukraine in collaboration with a local partner. 
For the purposes of this report, the ŠKODA 
AUTO Group refers to the parent company 
ŠKODA AUTO a.s. and its 100% owned 
subsidiaries ŠKODA AUTO Slovensko s.r.o., 
ŠKODA AUTO DigiLab s.r.o., UMI Urban Mobility 
International Česká republika s.r.o. and ŠKODA 
AUTO DigiServices s.r.o. (2019: Smart City Lab 
s.r.o.). In a change to the last report, ŠKODA 
AUTO India is no longer a part of the ŠKODA 
AUTO Group per the above-stated definition and, 
therefore, it is not included in the numerical data 
sets presented as ŠKODA AUTO Group data. 
However, ŠKODA AUTO retained responsibility 
within the Volkswagen Group for the India region. 
Therefore, the company has decided to include 
the most significant projects in the text of  
the report.
The company is engaged in business activities 
with a  primary focus on the development, 
manufacture and sale of cars, components, 
original parts, ŠKODA brand accessories and  
the provision of servicing. However, ŠKODA 
AUTO is undergoing a transformation to become 
the Simply Clever Company for the best mobility 
solutions by 2025.
1.3  COMPANY PROFILE

1. 
Introduction 
 
 
1.3 
Company Profile
6
Content →
ŠKODA AUTO GROUP
* For purposes of this report, ŠKODA AUTO Group comprises the parent company ŠKODA AUTO a.s. 
and subsidiaries with a majority ownership share. UMI Urban Mobility International 
and ŠKODA AUTO DigiServices are both small in size and in the significance of their impacts and, 
therefore, are not mentioned individually throughout the report.
ŠKODA AUTO a.s.
ŠKODA AUTO Slovensko
ŠKODA AUTO DigiLab
registered office:
tř. Václava Klementa 869
293 01 Mladá Boleslav
registered office:
Sabinovská 6, 821 02
Bratislava, Slovakia
100% subsidiary 
of ŠKODA AUTO
registered office:
Jankovcova 1603/47a
170 00 Praha 7
100% subsidiary 
of ŠKODA AUTO
UMI Urban Mobility International
ŠKODA AUTO DigiServices
registered office:
Jankovcova 1603/47a
170 00 Praha 7
100% subsidiary 
of ŠKODA AUTO
registered office:
Jankovcova 1603/47a
170 00 Praha 7
100% subsidiary 
of ŠKODA AUTO
ŠKODA AUTO Slovensko was established in 
1993. It is the exclusive importer of ŠKODA 
vehicles to Slovakia. A total of 64 authorised 
dealers and 10 authorised service partners are 
available to customers. Despite the difficult 
situation around the ongoing COVID-19 
pandemic, 2020 saw ŠKODA AUTO Slovensko 
sell 17,054 vehicles and achieve a market share 
of 22.4%. ŠKODA AUTO Slovensko is a long-
standing partner of cycling, ice hockey and 
cultural organisations and events in the local 
market while also supporting humanitarian and 
non-profit organisations in their fight against 
the COVID-19 pandemic under the ŠKODA 
AUTO HELPS campaign. Since the outbreak of 
the pandemic in 2020, the company has provided 
over 70 vehicles to organisations throughout 
Slovakia that are fighting the pandemic on  
the front line.
ŠKODA AUTO DigiLab is the innovation centre 
of ŠKODA AUTO. Its role is to discover, test and 
realise new projects to support the sustainable 
development of the parent company. It also serves 
as a provider of new mobility services, creating 
a new business ecosystem that accompanies 
the current business model of the company. This 
fulfils the company strategy to become a provider 
of complex mobility services. The goal of ŠKODA 
AUTO DigiLab is to create new business models 
that support the parent company by creating new 
added value and benefits for the customers.

1. 
Introduction 
 
 
1.4 
Value Chain
7
Content →
1.4  VALUE CHAIN
R&D
SUPPLY CHAIN
PRODUCTION
LOGISTICS & TRANSPORT
RETAIL & AFTER-SALES
VEHICLE USE
RECYCLING
 
Innovations play an 
important role in ŠKODA 
AUTO, in terms of new 
electric models offer, new 
mobility solutions and 
connectivity.
 
Sustainable supply chain is 
essential for the successful 
future of the company.
 
Modern production 
processes and robotisation 
help to improve working 
conditions for our 
employees. Investments 
into infrastructure are 
constantly decreasing the 
company’s environmental 
impact.
 
It is our priority to 
introduce zero-emission 
forms of both in-house and 
external transport. The key 
activities include increasing 
the use of alternative 
fuels and transition to rail 
transportation.
 
Professionalism of our 
dealers and high-quality 
service is key for the 
highest possible customer 
satisfaction.
 
By offering hybrids, electric 
cars and cars powered by 
CNG we strive to lower  
GHG emissions from the 
vehicle use phase of our 
fleet. 
We support the electric 
cars charging infrastructure 
build-up.
 
Recycling of materials used 
in production, as well as at 
the end of the vehicle’s life 
cycle, significantly reduces 
the environmental 
impact. 
 
Number of employees  
in R&D: 2,312
Investments in R&D:
CZK 18.5 billion
 
Total turnover:
CZK 228.2 billion
Number of suppliers:
7,765
 
Vehicles produced in 2020:  
749,610
Number of plants:  
13
 
Share of rail transport  
in shipping of vehicles:  
61%
 
Vehicles delivered: 
1,004,816
Number of dealers: 
3,202
 
Share of hybrids:  
3.2%
Share of electric cars: 
2.1%
 
Used tires recycled:
265,642
ŠKODA AUTO Group 
Volkswagen Group 
External partners
This graphic provides an overview of the main activities of 
the company. The scope of this report takes into account 
the ŠKODA AUTO Group, i.e. activities marked with green 
colour. The numbers in are presented for 2020.

8
Content →
CITIGOe  
iV
FABIA
RAPID
OCTAVIA
OCTAVIA
iV
KAMIQ
KAMIQ  
GT
KAROQ
KODIAQ
KODIAQ  
GT
SUPERB
SUPERB  
iV
SCALA
ENYAQ  
iV
Mladá Boleslav (Czech Republic)
Kvasiny (Czech Republic)
Bratislava (Slovakia)
Kaluga (Russia)
Nizhny Novgorod  (Russia)
Aurangabad (India)
Pune (India)
Yizheng (China)
Nanjing (China)
Ningbo (China)
Changsha (China)
Solomonov (Ukraine)
Production of ŠKODA Vehicles  
by Plants – Worldwide
Deliveries  
to Customers
2020	
	1 004 816
2019	
	1 242 767
2018 
 1 253 741
2017 
 1 200 535
2016	
	1 126 477
257 400
86 200
OCTAVIA 
SUPERB
137 200
79 700
KAROQ
RAPID 
131 600
63 200
KODIAQ
SCALA
128 500
15 000
KAMIQ
CITIGO
105 500
600
FABIA 
ENYAQ iV
1. 
Introduction 
 
 
1.4 
Value Chain
WORLDWIDE  DELIVERIES TO CUSTOMERS IN 2020
ŠKODA AUTO Group 
Volkswagen Group 
External partners

Content →
STRATEGY
2
2.1	
SUSTAINABILITY STRATEGY AND CORPORATE STRATEGY
2.2	
AWARDS 
2.3	
RELATIONS WITH STATE AND POLITICAL INSTITUTIONS

10
Content →
ŠKODA  
– Sustainability Strategy 2025
ENVIRONMENT
SOCIAL
ECONOMY / GOVERNANCE
Action fields
GREENFUTURE
	Ȧ
GreenFactory
	
GreenSupplier
	
GreenLogistics 
	
GreenPlant
	Ȧ
GreenProduct
	
GreenTechnologies
	
GreenRetail
	Ȧ
GreenDealership
SOCIALLY  
SUSTAINABLE BRAND
	Ȧ
Sustainable regional 
development
	Ȧ
Social engagement  
projects (CSR)
	Ȧ
Sustainable  
& attractive employer
	Ȧ
Integrity Program (T4I)
	Ȧ
Compliance Strategy
	Ȧ
Risk Management 
ŠKODA AUTO continued with the consequent 
implementation of its strategy and has put even 
more focus on sustainability over the two past 
reporting years. The company regularly monitors 
trends in the automotive industry and across 
the world and considers its impacts. Global 
challenges such as climate change, population 
growth, or resource scarcity will result in 
changes in the automotive industry and markets. 
Stricter political regulation and megatrends, 
such as digitalisation and changing customer 
behaviour, often create new opportunities 
for the entrepreneurial activities while also 
bringing opportunities for new products and 
innovations.
Therefore, in 2019, a newly defined company-
wide sustainability program was introduced.  
The overall goal of ŠKODA’s  sustainability 
strategy is to continuously reduce the negative 
footprint of its production and products on  
the environment, while creating sustainable 
growth and a positive impact on society. 
Taking the comprehensive approach to 
stakeholder management into account, ŠKODA 
also made use of stakeholder feedback to 
reflect the wide-ranging stakeholder opinions 
in its strategic priorities. Sustainability 
activities are divided into the three following 
pillars: Environmental, Societal and Economy/
Governance. These create an all-inclusive 
Sustainability strategy house (pic.). To ensure 
that the overall goals of the strategic agenda are 
met, specific action fields and KPIs with clear 
targets were defined. ŠKODA AUTO sees its 
commitment to overall corporate sustainability 
as a necessary prerequisite for the continuation 
of its 125-year history. 
2.1  SUSTAINABILITY STRATEGY  
	 	 	 AND CORPORATE STRATEGY
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
Sustainability Board

11
Content →
With the recent fast developments in the 
automotive industry and overall sustainability 
landscape, ŠKODA AUTO realises that it is more 
important than ever to listen to its stakeholders 
with an open mind. The needs and expectations 
of its partners help the company to get the future 
initiatives moving in the right direction.
ŠKODA AUTO continues to use its well-
established communication channels to conduct 
dialogues with its stakeholders. On top of these 
regular interactions, the company launched 
a comprehensive materiality assessment and 
stakeholder dialogue project in collaboration 
with PricewaterhouseCoopers in 2019.
In designing the approach, special attention was 
paid to the requirements of GRI (Global Reporting 
Initiative) Standards relevant to materiality 
assessment and stakeholder engagement, namely 
the Reporting Principles for defining report content 
as detailed in GRI 101: Foundation (2016):
	Ȧ
Stakeholder Inclusiveness
	Ȧ
Sustainability Context
	Ȧ
Materiality
	Ȧ
Completeness
Starting off with a workshop with selected 
representatives from ŠKODA AUTO, the company 
defined a wide range of sustainability topics.  
The outcome of this workshop was a detailed 
two-way map of sustainability topics and relevant 
stakeholders.  
Secondly, brief descriptions were prepared 
for each of the 38 defined sustainability topics 
to allow stakeholders to make well-informed 
choices.
As a  next step, ŠKODA AUTO designed 
a questionnaire that asked respondents to prioritise 
topics within three categories (environmental, 
social and economics & governance) and rank 
the importance of the topics according to their 
preferences. Respondents were also invited to 
provide comments on selected topics or suggest 
new areas to focus on.
Finally, the questionnaires were distributed 
to internal stakeholders - representatives of 
ŠKODA AUTO Management (38 responses, B-1) 
and the following external stakeholder groups 
were included: Municipalities, Governmental 
organisations, Fleet customers, Dealers, 
Employees (including trainees and trade unions), 
Suppliers, Schools and Colleges, NGOs, and 
several Professional organisations. Responses 
were collected from 157 external stakeholder 
representatives via web application, or during 
face-to-face meetings. 
Dialogue with stakeholders  
and materiality assessment
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
157 
external 
stakeholder 
representatives
involved

12
Content →
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
STAKEHOLDER
TOPIC
FORM OF COMMUNICATION
FREQUENCY
Employees
- employee relations
- working conditions
- remuneration and collective wage agreements
- vocational and professional training
- personal development and social commitment
- diversity, health, ergonomics
Collective bargaining
annually
Employee representation in Supervisory Board
3x per year
Internal meetings
ongoing
Employee satisfaction survey
annually
ŠKODA Mobil magazine
monthly
Intranet
ongoing
Weekly newsletter
weekly
Municipalities, community
- development
Media
Meetings with local representatives
Committees
on a regular basis, as needed
Investors, shareholders, analysts
- performance and strategies
Reports, personal meetings
annually
Media
- CSR activities, comments on regulations and political 
processes
Round-tables
Press releases, emails
on a regular basis
Government bodies
- various - e.g. investments, strategies and regulations, 
healthcare, employee safety, anti-corruption 
measures
Meetings, calls, emails, committee meetings
as needed
Membership in professional associations
ongoing
Colloquium with Czech government
annually
Suppliers
- supplier and trade relations
Communication and meetings between purchasing 
department and individual suppliers, eLearning, 
questionnaires, audits, Group ombudsman
ongoing and at the start of the partnership
Customers
- information about products and terms of sale (to 
dealers and retail customers)
- future corporate plans and strategy
- sustainability
Conferences, meetings, media - social media, print 
media, TV, Ipsos CSR & Reputation Research
ongoing (Ipsos annually)
Schools and colleges
- support, programmes, etc.
Meetings, calls, emails, committee meetings etc.
as needed
NGOs
- various projects
Meetings, calls, emails, committee meetings etc.
as needed
Professional organisations
- regulatory framework, economic/employment policy, 
collective bargaining
Personal meetings, emails 
Membership in statutory bodies and expert teams
as needed
Stakeholder Dialogue

13
Content →
Materiality  
– All topics
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
Importance to Stakeholder groups
Importance to ŠKODA AUTO Management
Integrity
Compliance
Corporate governance
Profitability and growth
Supplier monitoring
Compliance in the supply chain
Competitive position
Technology investment
Shared economy
New mobility concepts
Digitalization
Connectivity
Smart City
Vehicles safety
Human Touch
Customer Xperience
Dealer Network
Electromobility
Ecological resource management
Production waste management and 
recycling
Energy and environmental …
Product utilization at 
the end of the life cycle
Product de-carbonization
Transportation
Biodiversity
Compliance with environmental regulations
Technical education - external focus
Education and trainings, qualification increase - internal focus
Children care
Barrier free mobility
Traffic safety
ŠKODA regions support
Labor safety and 
ergonomics
Health care and prevention
Human rights
Employees relations
Employees initiatives
Equal opportunities, 
diversity and inclusion
10
15
20
25
30
35
10
15
20
25
30
35
40
45
	Ȧ
Sustainability strategy to be driven from  
the top and incorporated in the management 
structure and goals.
	Ȧ
Representatives of relevant functions should 
meet on a regular rather than ad-hoc basis.
	Ȧ
Clear structure and responsibilities to 
ensure easy enforceability, coordination and 
integration of sustainability initiatives.
	Ȧ
Setting goals, monitoring their progress and 
achieving them.
Results  
of materiality 
analysis 
The final output of the stakeholder dialogue  
is presented in a Materiality Matrix.
EXTENSIVE OVERLAP OF ŠKODA 
STRATEGIC PRIORITIES  
AND STAKEHOLDER EXPECTATIONS
The top 15 topics for ŠKODA AUTO Management 
and the Stakeholder groups overlap in 10 common 
topics of high importance to both. The 5 remaining 
topics are different: In ŠKODA AUTO’s view, 
economic topics are dominant, followed by 
environmental topics. Stakeholder priorities are 
distributed across all three categories.
FOCUS TOPICS
Traffic safety, Vehicle safety and Smart City topics 
have a common denominator apparent from the 
survey comments: they are all linked to ŠKODA 
AUTO being an important national and industry 
player that is expected to play a pro-active role 
as a provider of sustainable solutions.
The materiality assessment project also 
highlighted the need for a strong organisation 
and governance:
ŠKODA AUTO’S RESPONSE
The results of the materiality assessment 
and stakeholder dialogue were presented in 
the respective committees and analysed in 
the Sustainability Circle, an internal body for 
sustainability strategy implementation. Together 
with ŠKODA AUTO’s  strategic priorities, these 
were reflected in roadmaps for each sustainability 
pillar. Based on the defined action fields, 
ambitious sustainability goals and KPIs (shown in 
Sustainability strategy house infographics above) 
are set until 2025 and regularly monitored by 
the Sustainability Board.
ENVIRONMENT
ECONOMY & GOVERNANCE
SOCIAL

14
Content →
Since 2019, sustainability is a cross-functional 
topic in the ŠKODA Strategy 2025 program. 
It is regularly overseen by the Board of 
Management. ŠKODA Board of Management 
acts as a Sustainability Board and represents 
the highest body for all sustainability-related 
issues. At regular meetings, it sets the overall 
strategy and targets as well as controls  
the implementation. 
ŠKODA sustainability governance model is 
implemented across the whole company with 
defined roles and responsibilities for effective 
and consistent management of sustainability 
topics. 
The pillar-specific committees, such as 
“Strategic Committee for Sustainability and 
Environmental protection” and the “Social 
Sustainability Board” (former CSR Advisory 
Board), brief the Board of Management and 
submit proposals. Governance-related issues 
are discussed with the Board of Management 
directly at the level of individual divisions.
The GreenOffice is responsible for 
implementing the overall GreenFuture strategy 
and the management of the “Strategic Committee 
for Sustainability and Environmental protection” 
which meets twice a year. 
Social sustainability-related topics and  
the “Social Sustainability Board” are managed by 
the External Affairs department in cooperation 
with other CSR and HR coordinators. The “Social 
Sustainability Board” meets up to 3 times a year. 
The Sustainability Circle was established 
in 2019 under the lead of Corporate Strategy 
comprising representatives from all three 
pillars. This working team acts as an interface 
for all sustainability topics. It is responsible 
for the coordination and implementation of 
the company-wide sustainability program, as 
well as the management of the Sustainability 
Board. The head of the Sustainability Circle also 
represents the role of the Brand Sustainability 
Manager, an interface to the Volkswagen 
Group’s sustainability.
Sustainability  
Governance Model
ŠKODA SUSTAINABILITY BOARD
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
ŠKODA Board  
of Management
Steering
Management
ENVIRONMENT
GOVERNANCE
SOCIAL 
RESPONSIBILITY
Strategic Committee  
for Sustainability  
and Environmental 
protection
Social Sustainability 
Board¹
BoM Meetings  
(on demand)
GreenOffice
CSR and HR functions
GRC² functions
Sustainability Circle
¹ former CSR Advisory Board
² Governance, Risk & Compliance

15
Content →
In autumn 2015, The General Assembly of  
the United Nations adopted Agenda, which lays 
out 17 Sustainable Development Goals (SDGs) as 
a universal call to action to end poverty, protect 
the planet and ensure that all people enjoy peace 
and prosperity by 2030.
While the SDGs are primarily aimed at states 
and governments, ŠKODA AUTO, as part of  
the Volkswagen Group, supports the VW Group 
in its commitment to the Paris Agreement. Along 
with the climate-related initiatives, the company 
seeks to understand where it can positively 
contribute to the Sustainable Development Goals 
(SDGs). 
The following SDGs were identified as being 
the most relevant for the company to address 
and confirmed them by peer group comparison 
of automotive producers and SDGs priority areas 
defined by the Czech Republic.
Sustainable  
Development Goals 
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy

16
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Additionally, the company’s activities were mapped to the level 
of SDG Targets. The priority SDG Targets to which ŠKODA AUTO 
contributes by managing its material topics are listed below. 
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy
Goal 3 – Ensure healthy lives and promote 
well-being for all at all ages
3.6
By 2020, halve the number of global deaths and injuries  
from road traffic accidents
Traffic safety 
Vehicle safety
New mobility concepts
Goal 4 - Ensure inclusive and equitable  
quality education and promote lifelong 
learning opportunities for all
4.3
By 2030, ensure equal access for all women and men to affordable and quality 
technical, vocational and tertiary education, including university 
Technical education  
- external focus
4.4
By 2030, substantially increase the number of youth and adults who have relevant 
skills, including technical and vocational skills, for employment, decent jobs  
and entrepreneurship
Technical education  
- external focus
Goal 5 - Achieve gender equality  
and empower all women and girls
5.5
Ensure women’s full and effective participation and equal opportunities for 
leadership at all levels of decision-making in political, economic and public life 
Equal opportunities, diversity  
and inclusion
Goal 6 - Ensure availability and sustainable 
management of water and sanitation for all
6.3
By 2030, improve water quality by reducing pollution, eliminating dumping and 
minimizing release of hazardous chemicals and materials, halving the proportion 
of untreated wastewater and substantially increasing recycling and safe reuse 
globally
Ecological resource 
management
Goal 7 - Ensure access to affordable, reliable, 
sustainable and modern energy for all
7.2
By 2030, increase substantially the share of renewable energy  
in the global energy mix 
Ecological resource 
management
Product de-carbonisation
SDG	
GOAL	
TARGET 	
NAME	
	
ŠKODA AUTO MATERIAL TOPICS

17
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Goal 8 - Promote sustained, inclusive  
and sustainable economic growth,  
full and productive employment  
and decent work for all
8.2
Achieve higher levels of economic productivity through diversification,  
technological upgrading and innovation, including through a focus  
on high-value added and labour-intensive sectors
Technology investment
8.4
Improve progressively, through 2030, global resource efficiency in consumption 
and production and endeavour to decouple economic growth from environmental 
degradation, in accordance with the 10-year framework of programmes  
on sustainable consumption and production, with developed countries taking  
the lead 
Ecological resource 
management
8.5
By 2030, achieve full and productive employment and decent work for all women 
and men, including for young people and persons with disabilities, and equal pay  
for work of equal value 
Equal opportunities, diversity  
and inclusion
8.8
Protect labour rights and promote safe and secure working environments  
for all workers, including migrant workers, in particular women migrants,  
and those in precarious employment 
Labour safety and ergonomics
Goal 9 - Build resilient infrastructure,  
promote inclusive and sustainable 
industrialization and foster innovation 
9.4
By 2030, upgrade infrastructure and retrofit industries to make them sustainable, 
with increased resource-use efficiency and greater adoption of clean and 
environmentally sound technologies and industrial processes, with all countries 
taking action in accordance with their respective capabilities 
Technology investment
Goal 11 - Make cities and human settlements 
inclusive, safe, resilient and sustainable 
11.2
By 2030, provide access to safe, affordable, accessible and sustainable transport 
systems for all, improving road safety, notably by expanding public transport,  
with special attention to the needs of those in vulnerable situations, women, 
children, persons with disabilities and older persons 
New mobility concepts
SDG	
GOAL	
TARGET 	
NAME	
	
ŠKODA AUTO MATERIAL TOPICS
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy

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Goal 12 - Ensure sustainable consumption  
and production patterns
12.2
By 2030, achieve the sustainable management and efficient  
use of natural resources
Ecological resource 
management
12.4
By 2020, achieve the environmentally sound management of chemicals  
and all wastes throughout their life cycle, in accordance with agreed international 
frameworks, and significantly reduce their release to air, water and soil in order  
to minimize their adverse impacts on human health and the environment 
Production waste management 
and recycling
12.5
By 2030, substantially reduce waste generation through prevention, reduction, 
recycling and reuse 
Production waste management 
and recycling
Goal 13 - Take urgent action to combat 
climate change and its impacts
13.2
Integrate climate change measures into national policies, strategies and planning 
Environmental pillar strategy 
covering energy, water, waste, 
natural resources
13.3
Improve education, awareness-raising and human and institutional capacity  
on climate change mitigation, adaptation, impact reduction and early warning 
Education of employees  
and students
Social responsibility
Goal 16 - Promote peaceful and inclusive 
societies for sustainable development,  
provide access to justice for all and build 
effective, accountable and inclusive 
institutions at all levels 
16.5
Substantially reduce corruption and bribery in all their forms
Integrity
Compliance
16.6
Develop effective, accountable and transparent institutions at all levels 
Integrity
Compliance
Compliance with environmental 
regulations
Education and trainings, 
qualification increase -  
internal focus
SDG	
GOAL	
TARGET 	
NAME	
	
ŠKODA AUTO MATERIAL TOPICS
2. 
Strategy 
 
 
2.1 
Sustainability Strategy and Corporate Strategy

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TOP RESPONSIBLE FOREIGN  
INVESTOR 2019 
In the autumn of 2019, the Responsible Foreign 
Investor award was presented to ŠKODA 
AUTO by the Prime Minister of the Czech 
Republic. ŠKODA AUTO was the first company 
to receive this prestigious award for foreign 
investors1 who operate in the Czech Republic, 
reinvest their profits here, and participate in 
the development of the Czech economy and 
society through CSR projects.
Furthermore, ŠKODA AUTO has been 
awarded 3rd place for Top Responsible Company 
Helping the Neighbourhood in 2020 (2nd place in 
2019) which is organised annually by Business 
for Society.
 
1 Foreign Investor Award is granted to companies 
with foreign capital for the exceptional contribution 
their investments have made to the Czech economy.
2.2		 AWARDS  
	 	 	
2. 
Strategy 
 
 
2.2 
Awards – TOP RESPONSIBLE FOREIGN INVESTOR 2019 
Andrej Babiš, Prime Minister of the Czech Republic,  
and Bohdan Wojnar, former Board Member of ŠKODA 
AUTO for Human Resources Management.
IPSOS CSR & REPUTATION RESEARCH  
RESULTS 2019 & 2020 
In both years, ŠKODA AUTO confirmed its position as the ‘TOP1’ socially 
responsible company in the Czech Republic based on 2 key indicators of 
the study: the so-called CSR Index and the Corporate Reputation Index.

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Given the position of ŠKODA AUTO, as one of  
the leading companies in the Czech Republic, and 
also as one of the largest employers in the country 
and contributors to the state budget, it is crucial 
to promote healthy and stable relations with 
governmental and public institutions, especially 
in the regions where the plants operate. The need 
for extensive cooperation with the Government 
of the Czech Republic was escalated by  
the COVID-19 pandemic and its impact on  
the automotive sector. The temporary closure 
of borders, production plants and the closure of 
the dealer network in the Czech Republic caused 
great economic damage. Compensation from 
the Antivirus program significantly supported 
employee retention in production, the supply 
chain and distribution.
The successful transformation of the 
automotive sector into zero/low-emission mobility 
requires, in addition to an in depth dialogue with 
the state administration, close cooperation with 
the energy industry, Information, Communication 
and Technology industry and municipalities. 
On 18 March 2019, the second Colloquium 
on the Future of the Automotive Industry in  
the Czech Republic took place in Mladá Boleslav 
on the premises of ŠKODA AUTO. The discussion 
focused on the implementation of existing and 
the identification of new measures in the field 
of clean and smart mobility resulting from  
the Memorandum and Action Plan on the Future 
of the Automotive Industry in the Czech Republic. 
Due to the need for cross-sectoral cooperation 
with energy companies, academia and the state 
administration, ŠKODA AUTO initiated the 
establishment of the so-called Electromobile 
Platform.
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IN OUR PRESS RELEASE
2.3		 RELATIONS WITH STATE  
	 	 	 AND POLITICAL INSTITUTIONS 
COLLOQUIUM ON THE ‘FUTURE PACT FOR THE CZECH AUTOMOTIVE INDUSTRY’
In March 2019, the second colloquium for the ‘Future Pact for the Czech Automobile Industry’ took 
place at ŠKODA AUTO’s company headquarters in Mladá Boleslav. At the invitation of the industry 
association AutoSAP, Prime Minister Andrej Babiš and other senior members of the Czech government 
met with ŠKODA AUTO CEO Bernhard Maier and other representatives of the car manufacturer. 
Colloquium participants discussed specific results and achievements in implementing the plan of 
action for the future of the automotive industry in the Czech Republic.
2. 
Strategy 
 
 
2.3 
Relations with state and political institutions

21
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STRATEGIC MEMBERSHIP OF INDUSTRIAL AND 
ECONOMIC ASSOCIATIONS (SELECTION)
	Ȧ
Confederation of Industry  
of the Czech Republic
	Ȧ
Czech Chamber of Commerce
	Ȧ
Czech Automotive Industry Association
	Ȧ
German-Czech Chamber of Industry  
and Commerce
	Ȧ
Czech Israeli Mutual Chamber  
of Commerce
	Ȧ
International Chamber of Commerce
	Ȧ
Czech Institute of Directors
	Ȧ
Business for Society
	Ȧ
Czech Intelligent Transport  
Systems & Services
	Ȧ
Czech-Chinese Chamber  
for Mutual Cooperation
	Ȧ
Car Importers Association
	Ȧ
Czech Gas Association
	Ȧ
Chamber of Trade and Industry  
for CIS Countries
	Ȧ
Association for the development  
of collective bargaining  
and industrial relations
PARTICIPATION IN GOVERNMENTAL 
ADVISORY BODIES
	Ȧ
National Economic Council (NERV)
	Ȧ
Coordination group of the Ministry  
of Industry and Trade for the future  
of the automotive industry
	Ȧ
Coordination group of the Ministry  
of Industry and Trade for the National 
Action Plan for Clean Mobility
	Ȧ
Board of the Minister for Regional 
Development to Smart Cities 
	Ȧ
Regional tripartite of the Central  
Bohemian Region
	Ȧ
Central Bohemian Regional 
Competitiveness Council
	Ȧ
Regional tripartite of  
the Hradec Králové region
	Ȧ
Research, Development  
and Innovation Council
	Ȧ
National Platform  
for Technical Education
ŠKODA AUTO is a  recipient of state aid 
in accordance with European and Czech 
legislation. The company is involved in projects 
co-financed from public sources in the field of 
research, technical development and innovation, 
environmental protection, or in the field of raising 
the qualifications of employees.
An example of a  sustainable project is 
cooperation of ŠKODA AUTO with ČEZ 
Photovoltaics and ŠKO-ENERGO on the 
placement of solar panels. Of the total investment 
of CZK 30 million, 60% was covered by subsidies 
from the European Union funds. This measure is 
part of the GreenFuture strategy; you can read 
more about it in the Energy consumption and 
CO2 emissions section.
Another example of a state aid project is  
an investment incentive to produce the ENYAQ 
electric car and its derivative. In 2020, ŠKODA 
AUTO met the statutory conditions of the project 
and can thus draw support in the form of a tax 
rebate of up to CZK 400 million.
REPRESENTATION OF ŠKODA AUTO 
IN ACADEMIC INSTITUTIONS
	Ȧ
Czech Technical University in Prague
	Ȧ
Brno University of Technology
	Ȧ
Faculty of Mechatronics,  
Informatics and Interdisciplinary Studies, 
Technical University of Liberec
	Ȧ
Academy of Arts, Architecture  
and Design in Prague
	Ȧ
Academic Board of the Prague  
University of Economics and Business
	Ȧ
Jan Evangelista Purkyně University  
in Ústí nad Labem 
	Ȧ
ŠKODA AUTO University
	Ȧ
Czech University of Life Sciences Prague
	Ȧ
Charles University in Prague
	Ȧ
University of Chemistry  
and Technology, Prague
	Ȧ
VSB-Technical University of Ostrava
Strategic membership in industrial 
and economic associations 
Public funding
2. 
Strategy 
 
 
2.3 
Relations with state and political institutions

Content →
ECONOMY 
AND  
GOVERNANCE
3	
3.1	
STABLE GROWTH PATH
3.2	
SUPPLY CHAIN
3.3	
INNOVATION ECOSYSTEM
3.4	
CUSTOMER SATISFACTION
3.5	
CORPORATE GOVERNANCE

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3.1  STABLE  
	 	 	 GROWTH PATH
KEY FIGURES FOR ŠKODA AUTO A.S. ACCORDING TO IFRS
ŠKODA AUTO continued its growth trend 
in the past two years. In 2020, even during  
the extraordinary global COVID-19 pandemic, 
which resulted in a  39-day shutdown of 
Czech production sites in March and April and 
a  temporary collapse of the sales channels, 
the company confirmed its robust results.  
The threshold of one million vehicles delivered 
during a single year was exceeded for the seventh 
consecutive time. The company maintained 
strong and stable financial performance despite 
difficult conditions. 
In 2020, Sales Revenues reached a  solid  
CZK 424.3 billion; despite the ongoing challenging 
conditions, Operating Profit of CZK 17.3 billion 
was achieved, and ŠKODA delivered over  
1.0 million vehicles worldwide. In 2019,  
the company achieved an all-time high Sales 
Revenue of CZK 459.1 billion, Operating Profit 
was CZK 37.2 billion, and 1.2 million cars were 
delivered worldwide. 
Income statement
2020
2019
2018
2017
2016
Sales revenue
CZK million
424 292
459 122
416 695
407 400
347 987
Gross profit
CZK million
43 071
62 036
57 274
59 881
52 755
% of revenues
10.2%
13.5%
13,7%
14.7%
15.2%
Operating profit
CZK million
17 316
37 220
33 840
40 531
30 892
% of revenues
4.1%
8.1%
8.1%
9.9%
8.9%
Profit before tax
CZK million
17 863
38 498
35 131
39 125
30 849
Return on sales before tax
%
4.2%
8.4%
8.4%
9.6%
8.9%
Profit for the year
CZK million
15 175
31 689
28 892
31 841
25 163
Return on sales after tax
%
3.6%
6.9%
6.9%
7.8%
7.2%
Other Key Figures
Investments (w/o capitalised development costs)
CZK million
17 849
32 105
22 574
18 885
14 652
R & D expenditures
CZK million
18 477
25 244
22 514
15 398
10 010
Net cash flows
CZK million
5 124
29 239
19 005
42 815
26 375
Total assets
CZK million
227 983
241 635
219 318
250 859
228 180
Equity ratio
%
41.6%
45.4%
50.9%
46.8%
60.3%
Debt-to-Equity ratio  
%
140.2%
120.4%
96.4%
113.5%
65.9%
3. 
Economy and Governance 
 
 
3.1 
Stable growth path

24
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In the past two years, ŠKODA AUTO performed 
solidly in all major global markets despite 
considerable burdens and major challenges due 
to the COVID-19 pandemic mainly in 2020.
In Central Europe, the company’s total sales 
in 2020 decreased by 15.7% compared to  
the previous year. Despite this, market share in 
the Central Europe rose by 1.7 percentage points 
to 19.7% compared to 2019.
The company’s sales in Eastern Europe fell by 
3.2% in 2020. ŠKODA AUTO was most successful 
in Russia with sales growing by 6.8% since 2019.
Sales in Germany, the brand’s second-largest 
single market, marked a downturn of 15.4%  
year-on-year in 2020. There was also a decrease 
in the United Kingdom (by 22.3%). Despite that, 
the United Kingdom maintained its position within 
the TOP 5 key markets. 
In China, ŠKODA AUTO’s most significant 
market, the number of vehicles delivered to 
customers dropped by 38.7% in 2020. 
The company confirmed the success of 
the course it has taken in Turkey, where sales 
increased year-on-year by 56.3%, and in Egypt, 
with growth of 52.8%.
Detailed information is available in the 
company’s annual report and quarterly press 
releases on ŠKODA Storyboard both available 
online. 
Performance  
in strategic markets 
3. 
Economy and Governance 
 
 
3.1 
Stable growth path
Change in %
ŠKODA vehicles
2020/2019
2020
2019
2018
2017
2016
China
-38.7%
173 000
282 038
341 000
325 009
317 088
Germany
-15.4%
161 775
191 213
176 638
173 302
165 196
Russia
6.8%
94 632
88 609
81 459
62 302
55 386
Czech Republic
-11.6%
83 249
94 152
93 586
95 017
88 016
United Kingdom
-22.3%
58 431
75 159
74 512
80 056
80 325
Poland
-20.6%
56 152
70 748
71 057
66 582
56 180
France
-17.9%
30 587
37 239
32 035
27 272
23 013
Italy
-6.8%
25 085
26 928
26 401
24 700
20 530
Turkey
56.3%
24 175
15 464
21 340
24 996
28 893
Austria
-13.3%
23 708
27 355
24 939
24 254
20 563
Spain*
-24.3%
21 058
27 830
27 017
24 230
23 241
Belgium
-4.1%
20 075
20 934
20 032
19 240
18 925
Israel
-3,9%
18 758
19 526
20 949
23 351
20 402
Slovakia
-18.5%
18 453
22 632
21 894
21 017
18 860
Switzerland
-22.3%
17 560
22 605
17 724
18 853
18 579
Total
-19.1%
1 004 816
1 242 767
1 253 741
1 200 535
1 126 477
DELIVERIES TO CUSTOMERS – BIGGEST MARKETS
*excluding Canary Islands
Table represents total deliveries of ŠKODA vehicles to customers,  
irrespective of where they were produced.
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MORE INFORMATION
	
ON ŠKODA STORYBOARD
→	
MORE INFORMATION
	
IN OUR ANNUAL REPORT

25
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In the past two years, ŠKODA AUTO continued to 
invest in the development of new products and 
tangible assets, especially in the infrastructure 
and capacity at its plants as well as the production 
of parts related to electric vehicles.
The company has put a state-of-the-art crash 
lab into operation. The test centre at the Polygon 
site in Úhelnice near Mladá Boleslav is designed 
for all known crash test scenarios, most notably 
the new requirements of the European New Car 
Assessment Program (Euro NCAP) that came 
into force at the beginning of 2020. A separate 
hall is specially equipped for disarming electric 
vehicles.
The new crash lab is more than twice  
the size of the previous test centre. The crash 
test hall itself is over 180 metres long. Crash test 
capacity is being increased to meet the demand 
for these vehicles and will be gradually expanded 
by ŠKODA AUTO over the coming years.  
The company invested over CZK 380 million.
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In 2019 and 2020 ŠKODA AUTO also invested 
in a new Central Pilot Hall in its main plant in 
Mladá Boleslav. The Central Pilot Hall was put into 
operation in January 2021. In the development 
phase of new models, comprehensive analyses 
will be carried out here and pre-production cars 
manufactured. They will be subjected to extensive 
testing by the Technical Development and Quality 
Assurance departments prior to the launch of 
serial production. The facility houses, among 
other things, a body shop and an assembly shop 
as well as a measuring centre and a virtual reality 
studio. The central pilot hall is also prepared for 
the era of electromobility, with charging points 
and relevant assembly areas including options 
for testing electrified vehicles.
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IN OUR PRESS RELEASE
a contemporary environment for preparing meals 
for ŠKODA AUTO employees. The kitchen was 
put into operation in early 2021.
The Company will continue its investment  
in new products, stressing electromobility,  
and in the associated infrastructure.
In addition to robot stations where the car 
bodies are joined, the new facility also houses 
areas for assembly and final inspection. Virtual 
reality devices and 3D printers are some of  
the tools available. The equipment and processes 
are designed in such a way that both vehicles 
with a combustion engine and partially or fully 
electric cars can be subjected to all the necessary 
tests and analyses. As soon as a model meets  
the stringent quality requirements, it leaves the Pilot 
Hall – the vehicle and process are then considered 
ready for serial production. Investments made 
amount to almost CZK 530 million.
The company ceremonially opened a new 
parking centre with up to 450 parking places 
in Ptacka Street in 2020. This investment of  
CZK 215 million helped radically improve traffic and 
parking for the staff at the Technical Development 
and other Company departments close to  
the Česana complex.
Building preparation got underway in 2019 
for the construction of a  central kitchen, 
a modern, large-capacity facility that will provide 
Investment  
in production infrastructure 
3. 
Economy and Governance 
 
 
3.1 
Stable growth path

26
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In line with the formulated Volkswagen Group 
initiative, the general concept of the Supplier 
Sustainability Rating was introduced on 1 July 
2019. This undertaking, originally based on  
the recommendations of the independent US DOJ 
Monitor, has since been established as a mainstay of 
the brand’s sustainability policy towards the supply 
chain. In a nutshell, the S-Rating enables the Group 
and the Brand to maintain a very close overview 
over the supply chain’s sustainability performance. 
Simultaneously, the overall importance of  
the sustainability agenda in the selection 
procurement processes has been substantially 
strengthened by putting the sustainability rating 
(S-Rating) on par with the other ratings (quality, 
logistics, technology development) in terms of 
importance and relevance as a  procurement 
criteria in an individual business award case.  
From 1 July 2019 no business relationship 
or individual business case can be initiated 
or maintained with a  supplier showing poor 
sustainability performance. This is a major leap 
forward in the promotion of sustainability principles 
in comparison with the previous approach.  
The S-Rating mechanism takes into account 
the performance scoring of several aspects 
that can mainly be divided in the environmental, 
social and compliance sub-categories. The main 
source of information used to calculate the final 
sustainability score of a supplier (and herewith 
determining its rating threshold) is the self-
assessment questionnaire (SAQ), administered 
by the external provider NQC Ltd.
The SAQ-based approach and solution delivers 
a comprehensive and easy to valuate set of data. 
This data set is based on supplier answers to 
20+ detailed questions to individually tailored 
sustainability areas (environmental, social and 
sub-supplier management). Subsequently, all 
statements and claims made by the supplier have 
to be supported with appropriate evidence being 
provided. It is required that relevant documents 
be uploaded into the questionnaire itself.  
This fact-based approach largely eliminates 
the possibility of suppliers stating false claims 
in order to artificially improve their otherwise 
poor performance. A team of experts based in 
NQC Ltd. then performs a true-to-life validation 
of ŠKODA AUTO procurement, adequate practical 
support is granted to suppliers with a special 
focus on SMEs, for which, the fulfilment of new 
requirements may constitute an administrative 
burden. Specifically, for the SMEs group of 
suppliers, a minimum requirements guideline 
has been prepared for companies with under  
100 employees.
of statements and documents and, afterwards, 
assigns a score as a pre-source for the rating. 
Depending on the score threshold, it is 
determined whether the awarded score 
constitutes a reliable base for assigning a final 
rating grade, or whether an on-site check 
has to be performed to assess the supplier 
performance and to finally determine the score 
and rating level.
This rigorous scoring approach has been 
adopted to ensure that no supplier violates  
the Volkswagen Group’s  Code of Conduct  
in relation to sustainability. 
The supplier scoring implementation 
process has been gradually rolled out to cover  
the entire portfolio of business partners with 
some market segments still falling into the general 
implementation scope beyond 2020. The supplier 
S-rating process has been put in place with  
the overall goal of giving the entire ŠKODA AUTO 
supply chain the opportunity to adopt the high 
standard of values complied with and promoted 
by ŠKODA AUTO and to retain the status of  
an active business partner. Therefore, on the side 
3.2  SUPPLY CHAIN 
	
The Sustainability Rating of Suppliers
3. 
Economy and Governance 
 
 
3.2 
Suply Chain

27
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Due to major process changes associated with  
the introduction of the Sustainability Rating, 
a set of training events has been prepared for  
the supply chain sustainability professionals 
within the reporting period. Until the S-rating 
process roll out on 1 July 2019, 174 procurement 
colleagues have been trained altogether to 
understand the general approach, its process 
anchoring, the tools used in the scoring and 
the general division of roles and responsibilities 
within the process.
The e-learning module for business partners 
is another fundamental tool for developing  
the sustainable supply chain. E-learning 
courses are available in multiple languages and  
the suppliers’ rate of enrolment into these 
e-learning platforms consistently exceeds 80%.  
The year 2020 has been heavily impacted by  
the adverse economic effects of the global 
COVID-19 pandemic. The impact on the global 
automotive supply chain was and still is far 
reaching. The adverse economic implications of 
the COVID-19 pandemic came in conjunction 
with a supply chain transformation to e-mobility, 
and the worst effects were observed in supply 
chain  where the two effects multiplied. 
In this time period, proper supply chain risk 
management became essential for safeguarding 
an uninterrupted material and parts flow for  
the production, as the main symptoms of the supplier 
difficulties would mainly include financial liquidity 
shortage which could potentially easily turn into  
an immediate inability to deliver parts.
In parallel, the manufacturing of key components for 
an all-electric vehicle due to associated high energy 
consumption increases the share of emissions 
generated by the supply chain in the overall car 
life-cycle emissions sum. Therefore, the supply 
chain as such must be conceptually approached in 
the future as an area where particular reduction 
measures must be defined.
ŠKODA AUTO is actively collaborating on 
formulating group-wide strategies and target 
settings in the field of circular economy and 
the use of secondary materials and supply 
chain decarbonisation. These targets will put 
on an additional task for procurement, as their 
fulfilment will be another key factor to watch 
alongside the yet-to-be-established selection 
criteria for the supplier in order to be awarded 
an individual business case.
In terms of the supply chain decarbonisation 
initiatives, the ŠKODA AUTO procurement 
department has previously cooperated with the 
Volkswagen Group on identifying the so-called hot 
spots within the supply chain, where the intensity 
of GHG emissions is the highest. These areas at 
the same time constitute the largest potentials 
for future reductions, by adopting appropriate 
measures. In general, with the introduction 
of a  growing number of all-electric models,  
the dominant position of the so-called use 
phase within the entire life cycle of the car as  
the main source for CO2 emissions will be 
gradually decreasing (see diagram on page 42).  
Assuring 
competence  
of both suppliers 
and purchasers
Supply Chain 
resilience  
and risk 
management 
Circular economy  
and supply chain  
decarbonisation 
3. 
Economy and Governance 
 
 
3.2 
Suply Chain
PRODUCTION PROCUREMENT BY COMMODITY  
(% OF FINANCIAL VOLUME)
	
Metal
	
Interior
	
Exterior
	
Powertrain
 
Connectivity / electric
	
Original parts and accessories
	
Other
26

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The main pillars of ŠKODA AUTO’s  growth 
strategy include electromobility, digitalisation 
- including new business models, connectivity,  
the development and expansion of the production 
capacity, new markets and performance 
improvement. ŠKODA AUTO responsibly prepares 
for new trends in individual mobility, and invests 
in state-of-the-art technologies. The company 
develops new products and business processes 
with the aim of capitalising on the benefits of 
current trends. 
Therefore, an internal innovation-focused team 
has been formed to monitor and disseminate new 
information about the use of modern technologies 
and the advantages of digitalisation in the company. 
This team empowers employees to come up 
with innovative ideas and put them into practice. 
 
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3.3  INNOVATION ECOSYSTEM
3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem

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The InnoTeam drives innovation culture and 
mindset changes through dedicated programs 
and tools available across the whole company. 
It brings inspiration and innovation, connects 
departments and employees across the company 
and measures indicators such as the Innovation 
Mindset Index (IMX). Some of the tools include 
the Idea Space portal, which engages employees 
in their search for inspiration and creation of 
ideas and the InnoPoC Program, which allows 
contributors to draw up to EUR 50,000 for ideas 
and technology verification by using the Proof of 
concept method. During 2019-2020, InnoPoC 
Program hosted over 116 events with over  
11 thousand participants.
For direct production processes, continuous 
improvement seeks opportunities for small 
enhancements in waste elimination and increases 
in productivity. Ideas are generated in workshops 
of specially designed teams with technically 
trained specialists, in the role of moderators, 
supporting discussions. The best improvement 
measures include automatic cleaning of the roll 
when edging the side doors, or preventing robots 
from colliding with tailgates.
The Indirect Process Improvement Team “SVP” 
on the other hand helps to improve processes 
and optimise activities outside the production 
areas via cooperation across the company. 
Examples of realised projects include - ŠKODA 
accommodation booking via app., digitisation of 
inventory, simplification of approval workflows, 
e-Shifts, etc. 
The Production Innovation Team supports 
digitisation of production processes, efficient 
utilisation of production data, smart maintenance, 
robotics, 3D printing, and continuous monitoring 
and analysis of the latest trends related to 
innovations in production. This team also helps 
colleagues from production to implement 
their ideas, and develop and deploy new digital 
solutions. Examples of these innovations are: 
deployment of the DPP Group cloud platform, 
paperless production documentation, Power BI, 
3D plastic printing in Production and Logistics.
The Technical Development Team brings ideas 
voiced by customers to life. For this reason, ININ 
Innovation Incubator adjoins the Technical expert 
team with experts from various departments.  
The well-equipped workshop includes 3D 
printers, among others. Examples of a realised 
idea are the illuminated seatbelt buckles.
Product 
Innovation 
Digitalisation 
and Industry 4.0 
in production 
Innovation 
Management
Continuous 
process 
improvement
3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem

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2020 
24 397 
55.4%
2019	
30 978	
61.1%
2018	
29 971	
60.3%
2017 
27 581 
64.1%
2016 
25 990 
66.7%
ZEBRA is the oldest ŠKODA company-
wide innovation program supervised by  
the Idea Management Department. ZEBRA 
is a motivational program, which empowers 
employees’ innovative spirit and transforms 
their ideas for cost reductions into real solutions. 
These efforts together represent annual savings 
of over CZK 200 million and numerous minor and 
major non-quantifiable improvements. In 2020, 
over 24 thousand proposals were submitted. 
Benefits for the company represent material 
savings, increased efficiency of the production 
processes, enhanced occupational health and 
safety and improved workplace conditions.  
At the same time, the employees are rewarded 
financially for their voluntary activity. Besides 
that, the Idea Management Department organises 
various motivational campaigns and events.  
The most significant is the quarterly car raffle 
for all those employees whose ideas were 
implemented. In the last two years, the ZEBRA 
program has been focusing on improving 
the quality of ideas and on speeding up idea 
assessment and adoption. 
Idea 
Management – 
ZEBRA
SUCCESS RATE OF PROPOSALS SUBMITTED  
TO THE ZEBRA PROGRAM (NUMBER OF PROPOSALS, %) 
BENEFITS FROM ZEBRA PROPOSALS (MIL. CZK)
2020	
266
2019	
239
2018	
210
2017	
303
2016	
302
3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem

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ŠKODA AUTO 
DigiLab 
ŠKODA AUTO DigiLab is an integral part of  
the innovation ecosystem. Its two key roles 
for the sustainable development of its parent 
company are external innovation scouting and 
a mobility provider.
Mobility  
services
From the position of a mobility services provider, 
ŠKODA AUTO DigiLab is gradually building  
an ecosystem of services for the existing ŠKODA 
AUTO business model. ŠKODA AUTO DigiLab is 
thus expanding the traditional business activities 
of the parent company and fulfilling its strategy 
of becoming a provider of comprehensive smart 
mobility services. ŠKODA AUTO DigiLab is 
building a comprehensive ecosystem of mobility 
services and other related services that allow 
easy movement for those who do not plan to use 
their own car, or who want to provide their car 
for use to someone else. 
HoppyGo
HoppyGo allows cars to be shared directly 
between their owners. In the context of long-
term sustainability, it is thus possible to use 
the existing vehicle fleet much more efficiently. 
This will lead to cleaner streets, fewer parked 
cars and more space for all of us. Environmental 
benefits are one of the main reasons why 
consumers love HoppyGo and have helped the 
platform grow by more than 80% over the past 
year. During 2020, a total of 34,000 new users 
joined HoppyGo, expanding the existing user 
base to more than 100,000 customers by the end 
of last year. In 2020 alone, 900 new cars were 
added to HoppyGo, bringing the total to 2,300 
active cars, which are immediately available.
 
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Citymove
For the second year in a row, Citymove, our 
application for multimodal navigation through 
the city, has been operating in Prague. Citymove 
streamlines urban transport and supports 
alternative modes of transport, such as public 
transport, shared cars and shared scooters. 
Thanks to its practical functions, the Citymove 
application received awards both directly from 
users and the professional public: in 2020 it 
received the first prize in the Project of the Year 
category for cities with more than 200,000 
inhabitants in the Smart Cities Competition 
organised by the Smart City Innovations Institute. 
Over the course of 16 months of operation,  
the application has been downloaded by more 
than 100,000 users.
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3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem
Citymove  
has been  
downloaded  
by more than  
100,000 users

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BeRider
In 2020, users of the BeRider electric shared scooter 
service drove more than one million kilometres on 
these noiseless and locally-emission-free scooters. 
On one record day in 2020, our scooters completed 
1,646 rides. This success convinced us to leave  
the scooters on the streets during the winter months 
– the company believes that shared scooters are 
a fast, convenient and safe mode of transport not 
only in the summer. In 2020, more than 100,000 
users downloaded the updated BeRider mobile 
application on their mobile devices.
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3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem

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ŠKODA AUTO Innovation Centre is searching for, 
testing and implementing projects to support  
the sustainable development of its parent 
company. The portfolio now includes almost 
fifty projects at various stages of maturity. 
These are projects in the areas of multimodal 
mobility, electromobility, Smart City, the use 
of artificial intelligence and blockchain, and  
the implementation of new technologies that are 
brought from the global environment.
Increased attention is also paid to AI projects: 
The Sound Analyzer application performs fast 
and accurate car diagnostics through sound 
collection and analysis. Thanks to AI algorithms, 
it reliably, unambiguously and quickly assesses 
the condition of parts that wear out and draws 
attention to necessary service. It is used in pilot 
operations by many ŠKODA AUTO dealers in 
15 countries who use it to help their customers 
diagnose their cars more accurately and quickly. 
Thanks to the timely replacement of worn parts, 
the service contributes to a friendly approach to 
the environment and will save time in diagnostics 
in the future.
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External 
innovation 
scouting
Sound Analyser 
The Israeli start-up Chakratec became a ŠKODA 
AUTO business partner in 2019 thanks to ŠKODA 
AUTO DigiLab Israel Ltd. It has a special kinetic 
energy storage area called the Kinetic Power 
Booster, which uses the principle of mechanical 
flywheels and does not require chemical battery 
cells. This technology makes it possible to charge 
electric cars with up to twice the power compared 
to the available network capacity, and it can also 
be used in places where the network power is 
far from sufficient for fast charging. It is the first 
device of its kind in the Czech Republic and the 
third in the world. The testing of the technology 
and its use is ongoing.
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Chakratec
3. 
Economy and Governance 
 
 
3.3 
Inovation Ecosystem

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ŠKODA AUTO has long been focusing on 
optimising all processes in order to evoke 
positive emotions in customers with regards 
to the ŠKODA brand. The company also pays 
attention to individual details. A comprehensive 
program was established, Human Touch, that 
puts the customer at the centre of all its 
activities. The goal of the program is to maximize 
customer satisfaction through the customer 
process, original tools but also the motivation 
of employees in dealerships, etc.
CUSTOMER SERVICE
International satisfaction studies in all Group 
brands focus primarily on the area of product, 
service and sales representation. In recent years, 
ŠKODA has significantly improved its satisfaction 
rating through the ŠKODA Customer Xperience 
project. Customer service is a very important 
area in a highly competitive environment. ŠKODA 
AUTO customers are contacted by e-mail or 
SMS 1-3 days after receiving the vehicle from 
the service. After completing the questionnaire, 
the results are transcribed into clear reporting, 
where the development of customer satisfaction 
can be monitored in real time. ŠKODA AUTO is 
currently intensively focusing on customers who 
were not satisfied with the last visit to the service 
to discover the cause of dissatisfaction and thus 
continuously improve its services. Contacting 
a dissatisfied customer takes place by phone 
within 24 hours at the latest. An explanation 
is given to the customer, and their problem is 
resolved, which increases customer satisfaction 
and loyalty.
The importance of customer satisfaction 
at ŠKODA AUTO is also reflected in the 
company‘s  warranty policy. As a  standard, 
customers are offered a two-year warranty against 
defects in new cars, a three-year warranty against 
paint defects and a twelve-year warranty against 
rusting of the body. An extended warranty can be 
ordered as an optional extra on the new car, which 
is offered for up to 5 years with a maximum limit 
of up to 150,000 km. 
3.4  CUSTOMER SATISFACTION 
3. 
Economy and Governance 
 
 
3.4 
Customer Satisfaction

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Active and passive passenger safety is an important 
part of sustainable product development and is 
one of ŠKODA AUTO’s main priorities. ŠKODA 
AUTO concentrates its efforts on permanently 
improving the safety features of its vehicles. 
For this very reason, ŠKODA AUTO continually 
invests in innovative solutions and in the latest 
technology to improve passenger safety. Yet 
another long-term goal of the company is to 
enhance safety for all road users and to shift 
technology common for the higher-tier segment 
to the compact car segment. 
ŠKODA cars are among the safest vehicles 
in their segment. One of the reasons is the wide 
range of modern assistance systems, many 
of which come as standard. The introduction 
of new and enhanced systems demonstrates 
once again that ŠKODA leaves nothing to 
chance when it comes to safety and driving 
comfort: they support the driver, give visual 
and acoustic warnings and actively intervene 
in dangerous situations.
The new ŠKODA OCTAVIA has raised the bar in 
terms of ŠKODA vehicle safety. Some assistance 
systems in the new edition of the brand’s bestseller 
are making their first appearance at ŠKODA, while 
others have been upgraded or offer an extended 
range of functions. Up to 20 different sensors 
feed data and information back to the systems. 
The new Emergency Steer Assist, which actively 
supports the driver in an impending collision 
with a pedestrian, cyclist or another vehicle by 
increasing steering torque to facilitate a controlled 
swerve, is making its debut. The turning assistant, 
which is also new, can detect oncoming traffic 
at intersections when turning left and warn  
the driver in good time. If necessary, the vehicle will 
even stop automatically to prevent a collision. 
The biggest innovation at ŠKODA OCTAVIA is 
the use of an SAE Autonomous System Level 2 
Travel Assist, which provides additional comfort 
and safety: it combines the functions of various 
systems and detects a medical emergency. Travel 
Assist includes Anticipatory Adaptive Distance 
Assist, an improved version of traffic sign 
recognition, Adaptive Lane-Keeping Assistant 
with road works recognition, Congestion Assist 
and Emergency Assist. Every 15 seconds while 
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driving, Travel Assist checks whether the driver 
is touching the steering wheel or has possibly 
lost control of the vehicle. If the driver does not 
intervene despite the warning, Emergency Assist 
activates the hazard warning lights and brings 
the vehicle to a controlled stop.
Customer safety
3. 
Economy and Governance 
 
 
3.4 
Customer Satisfaction

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ŠKODA AUTO, as one of the largest employers 
in the Czech Republic, makes every effort to act 
in a responsible and open way, not only internally 
but also externally, to ensure that it is perceived 
as a successful and transparent company by its 
employees, business partners, customers and 
the public at large. To support such conduct, 
the company develops and maintains corporate 
governance, supports the integrity of its 
employees, attends to compliance with relevant 
rules and regulations as well as governing risk 
management and corporate culture.
Integrity and compliance are an essential part 
of the corporate and sustainability strategy. These 
principles are in accordance with a  voluntary 
commitment of the ŠKODA AUTO Board of 
Management reflected and actively enforced in all 
strategic decisions of the company. This approach 
is not only applied to ŠKODA AUTO, but also to all 
subsidiaries and affiliates. To ensure an adherence to 
this commitment in business practice, ŠKODA AUTO 
launched the implementation of measures within the 
Together4Integrity program based on the standards 
of the Volkswagen Group in 2019. Integrity and 
compliance have been implemented in all relevant 
business areas via the program. These include among 
others: HR processes, management of business 
partner relations, product and environmental 
compliance, legal affairs and corporate governance 
processes. Regular updates of Integrity Management 
System, Compliance Management System and 
Risk and Internal Control System are performed in 
ŠKODA AUTO, its subsidiaries and affiliates. Last but 
not least, personal data processing is monitored and 
revised to ensure compliance with the General Data 
Protection regulation.
Corporate governance ensures that the 
business is run in a responsible, qualified and 
transparent way. Furthermore, it safeguards the 
proper management and supervision structures, 
and it defines the distribution of rights and duties 
among the parties involved in the company, 
such as shareholders, executive management, 
company bodies, employees, business partners 
and customers. Generally, it is a set of legal and 
executive methods and procedures committing 
us to maintain a balanced relationship between 
the company and its workforce.
opportunities, health protection, handling of 
data and the property of the company. The Code 
of Conduct also stipulates the basic rules of 
behaviour towards business partners and other 
individuals, and clearly articulates the interest of 
protecting fair competition. It contains relevant 
and practical examples that offer guidance, 
assistance and advice in daily work and it helps 
to identify mistakes and respond appropriately. 
A corresponding training program has been 
put into practice. The Code of Conduct Training 
is mandatory for all ŠKODA AUTO employees. 
Employees must undergo this training every two 
years. In addition to the specified e-learning, 
members of the Board of Management have also 
completed the extended version of the training.
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ŠKODA AUTO
	
GROUP CODE OF CONDUCT
In November 2019, the company published the 
ŠKODA AUTO Group’s updated Code of Conduct. 
A key factor to sustain the success of ŠKODA 
AUTO is that all employees – from Board members 
and managers to each individual member of staff 
– act with honesty and integrity and in an ethical 
manner. Sustainability requires an awareness and 
ownership from all of us of our responsibility for 
the economic, social and ecological impact of 
our actions. This also means that we all respect 
and observe the rules in force throughout  
the company, everywhere and at all times.
The Code of Conduct stresses the legislative 
obligations which could bear down most heavily 
on the company. It also encourages employees 
to comply with universally recognised social 
values. The Code of Conduct supports ethical 
and responsible conduct and clearly defines 
the company’s general standards for employee 
behaviour. It reminds each employee of  
the duty to maintain the good reputation  
of the company, details the rules for avoiding 
conflicts of interest and corruption, and 
explains concepts such as human rights, equal 
3.5		 CORPORATE  
	 	 	 GOVERNANCE
Code of Conduct 
3. 
Economy and Governance 
 
 
3.5 
Corporate Governance

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To define a compliance framework, in 2019 and 
updated in 2020, ŠKODA AUTO has developed 
a  Compliance strategy as a  supplementary 
functional strategy related to the corporate 
ŠKODA AUTO strategy. The aim of the compliance 
strategy is to put the Compliance principles on an 
equal footing with the company’s most important 
priorities.
The aim of the company´s  Compliance 
organisation is to develop its  Compliance 
Management System (CMS) as an effective 
system according to the Volkswagen Group 
CMS principles and applicable law and internal 
guidelines.
The company pays particular attention to its 
duty to observe valid legal and internal regulations. 
This ensures that ŠKODA AUTO and its relevant 
affiliates comply with the requirements that 
stem from legal and ethical rules applying to, 
for example, economic competition, the financial 
and tax sectors, environmental protection and 
employee relations, which includes the promotion 
of equal opportunities. 
 
The company and all relevant subsidiaries and 
affiliates have implemented a comprehensive 
and structured CMS to achieve compliance, 
with all relevant regulations, especially but not 
exclusively limited to principles of anti-corruption, 
anti-money laundering and terrorist financing 
prevention, gifts and invitations, sponsorships 
and donations, business partner due diligence 
and avoiding conflicts of interest.
To foster a cultural change and to support 
a compliant behaviour, the company actively 
provides target group-oriented, continuous and 
clear communication and training activities via 
effective and accessible channels and procedures 
throughout the organisation. The responsible 
Governance, Risk & Compliance department has 
developed a comprehensive training concept, 
including all relevant mandatory and regularly 
trainings, for example, training in Code of Conduct, 
anti-corruption, personal data protection and in 
preventing frauds and money laundering.
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ANNUAL REPORT 
	
2020
Acting in compliance with the integrity principles 
closely relates to the development of corporate 
culture and the achievement of successful 
cooperation with business partners and customer 
satisfaction. For ŠKODA AUTO, one of the main 
goals is to put integrity on an equal footing 
with the company‘s most important priorities. 
ŠKODA AUTO believes that, only with lasting, 
dependable integrity and compliant behaviour 
can the company gain and strengthen the trust of 
its employees, customers, business partners and 
the general public to support the sustainability 
goals of the company in the future.
Therefore, ŠKODA AUTO exerts considerable 
effort on activities connected with applying the 
principles of integrity in working practice and all 
relevant processes at the company – for example, 
HR and personal development processes as 
well as integrity in due diligence for business 
partners. Company employees are also motivated 
to participate in voluntary activities, for example, 
the Integrity Ambassadors program, in which they 
can share their experiences concerning integrity 
and act as an example to their colleagues.
Compliance
Integrity  
3. 
Economy and Governance 
 
 
3.5 
Corporate Governance
Prevention  
of corruption 
Other important elements in the system of 
managing compliance in ŠKODA AUTO are 
the fight against corruption, the prevention of 
conflicts of interest and the commitment to 
promoting the principles of fair competition.
Corruption is a serious problem in commercial 
trade. It generates decisions based on improper 
grounds and prevents progress and innovation 
as well as distorting competition and damaging 
society. Corruption is prohibited. It may incur 
fines for ŠKODA AUTO and sanctions under 
criminal law for the employees involved.
In order to protect the ŠKODA AUTO Group 
from this undesirable act by itself and its 
employees, a system of internal standards and 
follow-up trainings, e-learnings has been set up. 
As a preventive measure against such situations, 
binding internal rules of conduct have been 
introduced covering subjects such as giving and 
receiving gifts, offering and accepting invitations 
in business negotiations and also rules associated 
with hospitality. ŠKODA AUTO does not tolerate 
any unlawful, corrupt or damaging behaviour.

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It is crucial to ensure long-term success at 
ŠKODA AUTO that the company is able to 
recognise, forecast and manage any potential 
risks and opportunities that may arise from its 
business. To this end, it has built a comprehensive 
risk management system (RMS) and an internal 
control system (ICS). The objective of RMS/ICS 
is to identify potential risks from the very outset 
so that ŠKODA AUTO can take appropriate 
countermeasures in time, prevent any damage 
and loss and preclude any risks that could threaten 
the very existence of the company. Given that 
the likelihood and impact of future events are 
accompanied by a degree of uncertainty, not 
even the best RMS is able to predict all possible 
risks, in the same way, that the best ICS cannot 
fully prevent any unforeseeable incidents.
The central Whistleblower system at Volkswagen 
Group was established to foster early detection 
of non-compliance. The aim of the Whistleblower 
system is primarily to avoid possible damages 
that might affect the company, its employees 
and the business partners in case of regulatory 
violations. The Whistleblower system is available 
to all ŠKODA AUTO employees as well as to 
third parties and offers a discreet, anonymous 
and reliable opportunity to report violations of 
applicable laws and/or internal regulations of 
the company. 
For the purpose of reporting a  potential 
violation, several reporting channels are available, 
such as an Ombudspersons or internal BKMS 
system - secured online reporting channel. The 
whistleblowers can also contact the Central 
Investigation office directly via e-mail, post, 24/7 
hotline or in person.
The central Whistleblower system significantly 
contributes to the development of the corporate 
speak-up culture, which is one of the essential 
principles of corporate sustainability.
 
ŠKODA AUTO, as a  company operating in  
the automotive industry, which is characterised 
by a high level of competition, actively advocates 
compliance with competition rules and actively 
opposes unauthorised or illegal practices 
infringing competition rules.
The long-term goal of ŠKODA AUTO is to 
achieve a competitive advantage mainly thanks 
to quality products and services, while it actively 
opposes dishonest business practices.
ŠKODA AUTO also requires the application 
and observance of competition rules from its 
business partners or contractual parties. 
Each of the company‘s employees is obliged 
to comply with the competition rules. To support 
the company’s employees and per the risk-based 
approach, an updated version of regular, mandatory 
web-based training has been introduced and 
implemented for all relevant employees.
Whistleblower  
system 
Risk  
Management 
3. 
Economy and Governance 
 
 
3.5 
Corporate Governance
Commitment  
to fair  
competition

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ENVIRONMENT
4	
4.1	
GREENFUTURE PROGRAM ACCELERATES
4.2	
GOTOZERO ENVIRONMENTAL MISSION
4.3	
CLIMATE CHANGE
4.4	
AIR QUALITY
4.5	
RESOURCES
4.6	
ENVIRONMENTAL COMPLIANCE

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Since 2012, the environmental pillar of  
the ŠKODA AUTO sustainability approach has 
been embodied in the internal GreenFuture 
program. The management and effective control 
of all activities is ensured by the program, and 
then individual measures are determined at 
the level of production, product and processes 
including logistics or retail. 
GreenFuture‘s  philosophy is to minimise  
the environmental impact of all mobility 
products and services throughout their life 
cycle from extraction of raw materials to end-
of-life in order to keep the ecosystems intact, 
create a positive impact on society and develop 
the whole region.
Compliance with the environmental 
regulations, standards and its own voluntary 
commitments is therefore the essential 
precondition for all activities of the carmaker.
The company’s key objectives in this area 
are to reduce CO2 emissions produced by 
the vehicle fleet and to transform the Czech 
production plants to achieve the CO2 neutrality 
in energy consumption by 2030. Both measures 
are to contribute to the long-term decrease 
in greenhouse gases in the entire product life 
cycle and thus contribute to the group‘s goal 
of becoming a  carbon-neutral company by 
2050. By enforcing sustainable development, 
ŠKODA AUTO has so far managed to reduce  
the production environmental impact in Czech 
plants by 51% compared to 2010.
4.1		 GREENFUTURE 
	 	 	 PROGRAM ACCELERATES
The new goTOzero mission has been approved in 
2019 as part of the GreenFuture defining 4 priority 
domains: climate change, resources, air quality 
and environmental compliance. These domains 
were considered in updating target values for key 
indicators: decarbonisation index (DCI), battery 
electric vehicle (BEV) share, reduction of the 
production impact on the environment (UEP), 
implementation of Environmental Compliance 
Management System (ECMS).
4.2		 GOTOZERO  
	 	 	 ENVIRONMENTAL MISSION 
Climate Change 
Decarbonisation index
Our Goal (vision)
Our Way (mission)
Our Target (actions)
Air Quality 
BEV share (%)
Green  
Product
Green  
Factory
Green  
Retail
Resources 
UEP (%)
Enviromental Compliance 
Certified implementation of ECMS
goTOzero
Green  
Future
4. 
Enviroment 
 
 
4.1 
Greenfuture Program Accelerates	
	
4.2 
GoToZero Enviromental Mission

Comparative figures presented in 2017 and 2018 include production in Aurangabad, India which is immaterial 
to the total value. Adjusted Reduction of environmetal impact without this entity would be 54.1% and 56.6% 
respectively.
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ŠKODA AUTO is committed to the Paris Climate 
Agreement and wants to become a carbon 
neutral company by 2050. The stakeholder 
dialogue carried out in 2019 confirmed that 
climate change is both a concern of ŠKODA 
AUTO’s customers and other stakeholders, and 
a key responsibility of the automotive sector. 
The firm concentrates on two main target areas, 
firstly becoming a climate-neutral company by 
2050, and secondly at designing and offering 
low-emission cars to its customers. Both goals 
are equally important for ŠKODA AUTO. 
A  voluntary target has been set for  
the reduction of Greenhouse Gas Emissions 
from the total life cycle of a  car including  
the carbon footprint from the supply 
chain, material transportation, production, 
transportation to the customer, use phase  
of the car and its service life-end.
4. 
Enviroment 
 
 
4.3	
Climate Change
4.3		 CLIMATE  
	 	 	 CHANGE
ENVIROMENT AND SUSTAINABILITY MANAGEMENT OVERVIEW
2010
2017
2018
2019
2020
Base
Current 
status
Δ %
Current 
status
Δ %
Current 
status
Δ %
Current 
status
Δ %
Energy (MWh/vehicle)
2.18
1.48
32.4%
1.39
36.2%
1.43
36.6%
1.58
30.1%
CO2 emissions (kg/vehicle)
1 070
483
54.9%
429
59.9%
397
63.9%
461
58.2%
Waste (kg/vehicle)
28.30
0.82
97.1%
0.78
97.2%
0.32
98.9%
0
100.0%
Water (m³/vehicle)
2.77
1.77
36.2%
1.71
38.2%
1.69
38.9%
1.74
37.0%
VOC emissions (kg/vehicle)
2.76
1.49
46.1%
1.41
48.9%
1.43
50.2%
1.52
47.0%
Production (vehicles)
533 405
870 496
63.2%
902 467
69.2%
907 942
76.4%
749 610
45.7%
Reducion of environmental impact
Ø 53.3%
Ø 56.1%
Ø 55.2%
Ø 51.0%

42
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+ Other Categories
ŠKODA AUTO is constantly working on improving 
technologies and materials used in cars, with  
the vehicle’s  life cycle in mind. As part of  
the product sustainability strategy, a specialised 
team was set up in 2018. Members of the team 
deal with deploying environmentally friendly 
materials in the interior. Moreover, they assess 
the entire product life cycle. The progress 
towards meeting the environmental objectives 
is documented using the decarbonisation index 
(DCI). This indicator measures CO2 emissions of 
vehicles in the entire value chain. It is calculated 
as a CO2 footprint per the total number of cars 
produced. DCI includes both direct and indirect 
emissions of production facilities, as well  
as other CO2 emissions emitted during  
the car’s life cycle – from sourcing of raw materials 
up to recycling phase at the end of its service life. 
DCI provides comprehensive internal evaluation 
and monitoring of the goals which were set on 
the path to sustainable, eco-friendly mobility.  
In the 2019-2020 period, ŠKODA AUTO has 
created a  decarbonisation roadmap, which 
concentrates on the whole life cycle of the car  
for the nearest future. Furthermore, when 
implementing the decarbonisation program,  
the cooperation of the suppliers, energy suppliers 
and also behavioural changes in the customers is 
crucially needed.
In addition to reducing CO2 emissions from 
its models, the carmaker has committed to using 
only CO2-neutral energy in its Czech plants to 
produce cars and components during the second 
half of the decade. The Vrchlabí plant became 
the first to meet the carmaker‘s  long-term 
goal of achieving complete carbon neutrality 
in 2020.  Most of the original carbon dioxide 
emissions produced annually by the plant have 
already been reduced, mainly due to the purchase 
of renewable energy and compensation for 
unavoidable emissions through so-called carbon 
credits. The CO2 neutrality as well as the scheme 
of carbon off-setting have been audited by  
an external party since 2019.
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Car Life Cycle  
Assessment
Decarbonisation Index (DCI)
The decarbonisation index (DCI) is used as an internal KPI for control 
and covers the entire life cycle of the products
Production
Use
End of life
Supply Chain
13%
2%
14%
66%
5%
In-house
Fuel Supply
Tailpipe Emissions
Reduction 
lever
Focus on 
energy-intensive 
procurement
Green Future
CO2-neutrality  
in Production
Green  
electricity
eFuel
BEV
Battery Second 
Life
Recycling 
Projects
*Use phase is calculated for 200,000 km
t CO2e / car 
4. 
Enviroment 
 
 
4.3	
Climate Change

43
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Inbound and outbound logistics is also on  
the radar in the car life cycle emission reduction 
journey. The primary goal of GreenLogistics is to 
mitigate the impacts of transport and logistics 
on the environment by deploying alternative 
propulsions, efficient utilisation of vehicles or 
optimising transport concepts. Another area of 
GreenLogistics is optimisation of the packaging 
of individual components to save resources. 
GreenLogistics is systematically educating 
teams about sustainability with activities, 
such as sticker campaigns and trainings.  
This represents a change in the perspective of 
the existing logistics processes.
We show below practical examples of green 
logistics solutions and the following key projects.
There are countless ways to fit pallets of different 
sizes into a container. The OPTIKON application 
solves this problem using artificial intelligence 
technologies: it calculates the optimal location 
of the relevant items to be shipped to make  
the best use of the container’s loading capacity. 
In the first six months of 2020 alone, the use of 
the new application at ŠKODA AUTO increased 
space utilisation by three cubic meters per unit 
and saved 151 container shipments, which 
corresponds to 80 tonnes of CO2 emissions.
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GreenLogistics
OPTIKON solution – optimisation  
using artificial intelligence
4. 
Enviroment 
 
 
4.3	
Climate Change

44
Content →
The most common transportation used to move 
materials to ŠKODA AUTO plants is the so-called 
Megatrailer with dimensions of 2.48 m x 3.00 m 
x 13.6 m, which can hold up to 100 m3 or 24 tons 
of material. Easy movement on the plant premises 
and no special legislative requirements across all 
European countries are the main benefits. ŠKODA 
AUTO strives to use oversized vehicles for suppliers 
with large volumes of material, especially trucks 
with volumes of 130 m3 and 150 m3 (so-called 
gigaliner). The use of these oversized semi-trailers 
reduces the number of journeys, emissions and 
transport costs.
Another way of using ecological transport is to 
increase the rail to road ratio. ŠKODA AUTO uses 
the railway to dispatch finished cars. Currently,  
the share of rail transport is 61% and trucks 
transport 39% of manufactured cars. In 2020, the 
company started using so-called green energy 
in Germany as part of rail transport, which is 
planned to be extended in other countries  
as well.
Oversized means 
of transport
Transport  
by rail
In November 2020, ŠKODA AUTO signed 
a memorandum with Czech Gas Association on 
cooperation in supporting the Liquified Natural 
Gas (LNG) market. Now, the leader of the local 
automotive market and one of the largest Czech 
companies will actively support the wider use of 
LNG vehicles. ŠKODA AUTO will actively motivate 
and involve its subcontractors in the use of LNG.
Use of  
alternative fuels
4. 
Enviroment 
 
 
4.3	
Climate Change
Standard LKW (100 m3)
Special      LKW ŠA (130 m3)
Gigaliner ŠA        (150 m3)

45
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In the interest of better local air quality, ŠKODA 
AUTO is the driving force behind e-mobility.  
The share of electric vehicles within  
the Volkswagen Group‘s fleet should increase to 
40% by 2030.
Personal car transportation alone was 
responsible for around 9% of CO2 equivalent 
emissions in the Czech Republic in the year 
2018. Vehicle tailpipe emissions are the primary 
material emissions source during the lifecycle of 
our vehicles. The company offers its customers 
a full spectrum of powertrain options as part of 
the sustainable strategy. Compressed natural gas 
(CNG) powered vehicles and plug-in hybrids were 
introduced in 2019.  CITIGOe iV, the first electric 
model, was introduced in 2019 and ENYAQ iV, 
the first all-electric vehicle based on the Modular 
Electric Drive Matrix (MEB) was added in 2020.
Hybrid vehicles combine traditional combustion 
engines with electric motors to reduce reliance 
on CO2-intensive fuel use. Hybrids offer lower 
fuel costs over the life of the vehicle, while 
delivering improved performance. Moreover, 
hybrids are supported by existing infrastructure 
and regulations. ŠKODA AUTO will leverage 
the potential of current and future Volkswagen 
MQB and MEB platforms, while at the same time 
maintaining typical ŠKODA-brand values. The first 
partially electric car was the ŠKODA SUPERB iV 
introduced in 2019, followed by ŠKODA OCTAVIA 
iV in 2020. Its CO2 emissions will be reduced to 
just 30 g/km (WLTP). The carmaker believes 
that hybrid vehicles are currently the best way 
to achieve rapid reductions in vehicle emissions 
in the Czech Republic.
ŠKODA AUTO currently offers four attractive 
G-TEC models: the SCALA G-TEC, KAMIQ 
G-TEC, OCTAVIA G-TEC and OCTAVIA COMBI 
G-TEC models, which run on natural gas.  
The ŠKODA OCTAVIA G-TEC is an example of 
a successful combination of intelligent design 
with a surprisingly spacious interior and eco-
friendly technologies. The ŠKODA OCTAVIA 
G-TEC comes with a 96 kW (130 hp) 1.5 TSI 
engine that generates around 25% lower CO₂ 
emissions than petrol-engine versions. The car 
also emits much less nitrogen oxides (NOx ) and 
no particulate matter.
As a rule, each new generation of ŠKODA 
vehicle has lower fuel consumption, lower CO2 
emissions and better aerodynamics than the 
previous models. ŠKODA vehicles are equipped 
with efficient engines and a  wide range of 
modern fuel-saving technologies, such as low 
rolling resistance tyres, Radiator Shutters and 
aerodynamic wheel rims. These features help to 
minimise the overall environmental impact.
4.4		 AIR QUALITY  
	 	 	 The pressure to increase  
	 	 	 the share of electric vehicles
CNG Vehicles 
Plug-in hybrids
4. 
Enviroment 
 
 
4.4	
Air Quality

46
Content →
By the end of 2020 ŠKODA AUTO neared  
the jubilee number of 100 000 high-voltage 
traction batteries produced. In order to create the 
necessary production conditions, the carmaker 
invested approximately EUR 25.3 million in 
2019. An area covering roughly 2,000 m² is now 
used not only to produce high-voltage traction 
batteries for the company’s own plug-in hybrid 
models, but also batteries for plug-in hybrids from 
the group brands AUDI, SEAT and Volkswagen. 
The site also boasts state-of-the-art facilities to 
comprehensively test the batteries and ensure 
the highest possible safety and quality standards. 
Almost 800 batteries per day are manufactured 
in Mladá Boleslav. Particularly heavy or awkward 
components are handled by a total of 13 robots.
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The all-electric ŠKODA ENYAQ iV model enters 
the market in 2021 and is taking the next 
systematic step in implementing its E-Mobility 
strategy. This all-electric SUV is the Czech car 
manufacturer’s first production model based on 
Volkswagen Group’s MEB modular electric car 
platform. The ŠKODA ENYAQ iV offers rear- or all-
wheel drive, along with a range that is perfectly 
suitable for everyday use, covering more than 
520 km in the WLTP cycle, and brand-typical 
spaciousness.
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ŠKODA AUTO is and will also be participating 
in environmentally and climate-friendly mobility 
outside the field of car production. By 2022,  
the company will support the construction of  
the internal charging infrastructure with almost 
1,500 charging points in and around its plants, 
of which 835 charging points have already been 
completed by the end of 2020, i.e. more than half. 
All three plants in Mladá Boleslav, Kvasiny and 
Vrchlabí are undergoing electrification, namely 
car parks for company cars and employees, and 
charging points for test cars are being created. 
The total range of installed charging power starts 
from 3.6 kW AC, continues through 2x11 kW 
AC (alternating current), and the more powerful  
50 kW DC to the very powerful 150 kW DC  
(direct current).
Plug-in hybrid 
batteries
Electric  
cars
Charging 
infrastructure
4. 
Enviroment 
 
 
4.4	
Air Quality

47
Content →
In the usage phase of a car, approx. 60% of its 
CO2 footprint through the whole lifecycle (from 
production until recycling) is created. To achieve 
the necessary worldwide reduction of the GHG 
in this crucial phase, strong regulations of  
the average CO2 fleets emissions for producers 
and their new registered cars were introduced in 
many regions of the world, together with tough 
targets and financial penalties if they are missed. 
One of the most regulated regions for ŠKODA 
AUTO is Europe with three independently 
regulated markets: European Union together 
with Norway and Iceland (EU27+2), the United 
Kingdom and Switzerland.
In most regions, the CO2 targets for producers 
are based on the weight of the particular product 
portfolio. The published legal targets are related 
to the average weight of all the cars registered 
in that region. If the average fleet weight of 
a producer’s fleet is lower than this reference 
weight, then the CO2 target for this producer is 
stricter.
In the EU27+2, the first significant 
target tightening was introduced from 2020  
by Regulation (EU) 2019/631. The CO2 target 
for a fleet with an average weight was set to  
95 g/km, which is 27% under the previous target 
or 22% lower than the real achieved values in  
the year of 2019 in this region. 
The next significant tightening of the fleet 
target will be applied from 2025 onwards  
(15% lower than the reference value in 2020) 
followed by the even higher step from 2030 
onwards (37.5% under the reference value in 
2020, or even 55% according to the newly 
declared proposal of the New Green Deal by the 
European Commission).
Emission targets  
for newly  
produced cars
Our way to meet  
the strict CO2 targets  
in Europe
NEDC measurement cycle
WLTP measurement cycle
CO2 (g/km)
NEDC target 130
95
NEDC values
+ approx. 20% due to 
a change of reporting 
system from NEDC to 
WLTP*
-27%
2015
2020
2025
2030
-15%
-37,5%
-55%
WLTP target
WLTP 
values
necessary path to target
Green  
New
Deal
transformation to electromobility is crucial
*Originally, the CO₂ targets were reported in the old measurement cycle NEDC (e.g. 95 g/km).  
From 2021 onwards, all CO₂ values (the real values as well as value targets) will be reported according 
to the new WLTP measurement cycle. These values are approx. 20% higher. Green New Deal sets even 
stricter reduction targets for emission decrease from 37.5% to 55% for 2030.
4. 
Enviroment 
 
 
4.4	
Air Quality

48
Content →
ŠKODA AUTO achieved significant reduction in its 
CO2 emissions over the last years. Nevertheless, 
due to the unexpected impact of COVID-19, 
launches of its electric vehicles in some markets 
have been delayed. Moreover, there was a shortage 
of batteries in the market, which led to inability 
to supply customers with more vehicles of  
the company’s successful CITIGOe iV model line. 
This has resulted in changes in the CO2 balance 
originally planned for 2020. Unfortunately, out of 
above-mentioned reasons, the carmaker has failed 
to meet the CO2 targets set for last year. 
The financial impact is reflected in a provision 
created in 2020 for covering fees for excess 
emissions within the EU. The best possible 
estimate is based on registered sales of new 
cars in the EU and the contractual obligation to  
the emission pool of the Volkswagen Group 
which was created for the purpose of sharing 
emission targets and achieving synergies.
Despite the 2020 results, ŠKODA AUTO believes 
the tightening of the climate goals is ambitious but 
feasible. The company is confident it can meet 
the challenging CO2 targets set for 2021. ŠKODA 
AUTO will further optimise the efficiency of its 
internal combustion engine fleet as well as develop 
zero-emission electric vehicles. The company is 
well positioned with its electrification strategy, 
the Volkswagen Group’s modular electric drive 
platforms and the electric vehicles based on this 
technology, as well as the further hybridisation of 
the model portfolio.
With the ENYAQ iV, ŠKODA AUTO is continuing 
on its path towards electric mobility, which began 
at the end of 2019 with the CITIGOe iV and 
the SUPERB iV. More than ten partially or fully 
electric iV models are planned between 2019 and 
the end of 2022 as part of the model campaign. 
This means that ŠKODA AUTO is entering  
the era of e-mobility at exactly the right time. 
the status needed in 2025 and 2030 to fulfil  
the strict targets.
While in 2020 ŠKODA AUTO registered 2.1% 
of pure electric cars and 3.2% of PHEV, in 2025 
approx. 9.7% of PHEVs and 29.3% in electric cars 
will be needed. 
In 2030, ŠKODA AUTO will need e.g. to register 
55.4% of the electric cars and 5% of PHEVs.  
This is an illustrative mix; the final required rate 
of the pure cars depends on the volume mix of  
the variants of combustion engines and hybrids.
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ANNUAL REPORT
	
2020
With the ENYAQ iV Coupé, the company will 
continue to further strengthen its line-up of fully 
electric vehicles this year. Until the middle of 
this decade, ŠKODA AUTO will have at least one 
model below the ENYAQ iV.
However, an appropriate framework is needed 
in order to accelerate the transformation:  
Above all, this includes massive expansion of  
the charging infrastructure, European battery 
cell production, an increase in the use of 
renewable energy sources for power generation.  
 
The company’s goal is, that ŠKODA AUTO 
and the Czech Republic come out of this 
fundamental transformation process stronger. 
Therefore, the company welcomes the general 
considerations about a possible gigafactory in 
the Czech Republic.
To better understand the importance of 
the electric portfolio, we can compare the real 
registrations of the drive concepts in 2020 with 
CO2 fleet regulations
4. 
Enviroment 
 
 
4.4	
Air Quality
4. 
Enviroment 
 
 
4.4	
Air Quality

49
Content →
ŠKODA AUTO aims to maximise the efficient 
use of resources and promote the principles of 
circular economy in the use of materials, energy, 
water or land.
ŠKODA AUTO‘s  first rooftop photovoltaic 
system was built as a  supported project 
“Installation of low-carbon technology” on 
the roofs of the Kosmonosy Service Centre. 
More than 450 MWh of renewable energy 
is produced by the solar plant annually.  
The service and training centre thus cover 
almost a quarter of its electricity consumption 
using the new photovoltaic modules. Unused 
solar energy can be stored in a battery storage 
unit to accumulate the produced electricity with 
a capacity of 570 KWh for future use or even 
to ensure operation in the event of an external 
power black-out. The energy storage system 
can contribute to higher stability of distribution 
systems and prevent any sudden fluctuations in 
energy production and consumption. This way 
the carmaker offered not only environmentally 
friendly car technology, but also an alternative 
drive with a minimum carbon footprint, i.e. truly 
zero CO2 emissions in the electricity production 
and the operation of electric cars. Electricity 
obtained from solar panels can be used for both 
the operation of the area and ecological car 
charging. In the future, ŠKODA AUTO expects 
to install other solar modules on suitable and 
newer factory halls.
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4.5  RESOURCES
Energy consumption and CO2 emissions
4. 
Enviroment 
 
 
4.5		
Resources
REDUCTION OF THE PRODUCTION IMPACT ON THE ENVIROMENT 2010 – 2020
Reduction of the production impact on the enviroment is environmental improvement index in cars production.   
It consists of 5 key KPIs: energy and water consumption, CO₂ and volatile organic compounds (VOC) emissions, and waste production.
Energy 
consumption
CO2 
emissions
Waste  
to landfill
Water 
consumption
VOC
emissions
30%
58%
37%
47%
100%
ENERGY COMES FROM RENEWABLE SOURCES AND COMPANY’S  
OWN GREEN ELECTRICITY

50
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The company invests significantly not only  
in the construction of new technologies 
and buildings, but also in compliance with  
the environmental objectives within the 
management systems according to ISO 14001 
and ISO 50001 standards. Every new investment 
is subject to the mandatory Best Available 
Technique (BAT). 
The result of investments in efficient energy 
management is an annual reduction in 
energy consumption per unit of production.  
These activities are supported by the software tool 
MATOD, used to evaluate energy management 
and subsequent visualisation in Power BI.  
The system is applied for the operational 
management of energy consumption and 
compares the current consumption against  
the observed comparable period from  
the past, which depends on production and 
outdoor temperatures. Appropriate measures 
are then taken based on these analyses.  
The energy evaluation system was deployed as part  
of the Energy Saving Program in 2019 in 
the operations of the After Sales area (Kosmonosy 
Service and ŠKODA Parts Centre in Řepov),  
in the press shops in the Mladá Boleslav 
plant and, in 2020, in the Vrchlabí plant with  
the aforementioned visualisation in Power BI.  
In 2020, the first steps were also initiated in the 
data integration from all the production systems 
on the DataLake server and the target-driven 
evaluation of energy management in operations. 
Effective energy  
management
4. 
Enviroment 
 
 
4.5		
Resources
2020	
743	
441	
1 184
2019	
822	
475	
1 297
2018	
816	
441 
1 257
2017	
872	
414	
1 286
2016	
841	
384 
1 225
ENERGY CONSUMPTION – TOTAL (GWh)
 
Non-renewable
	
Renewable
Share of renewable sources increased from 35% to 37% in 2020.

51
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The CO2 emissions from gas and energy 
consumed in the production phase are one 
piece in the overall carbon footprint of a car. 
The total direct and indirect CO2 emissions 
from energy in production are continuously 
decreasing as a result of the actions described 
above. In 2020, part of the decrease was also 
attributable to the lower volume of production. 
This in turn resulted in the higher average value 
of direct and indirect emissions per vehicle.
DIRECT CO2 EMISSIONS (SCOPE 1) - TOTAL
INDIRECT CO2 EMISSIONS (SCOPE 2) - TOTAL
CO2 emissions  
in production 
4. 
Enviroment 
 
 
4.5		
Resources
2020 
 
2019 
 
2018 
 
2017 
 
2016 
2020 
 
2019 
 
2018 
 
2017 
 
2016 
41 
 
49 
 
50 
 
52 
 
48 
305 
 
312 
 
338 
 
369 
 
360 
Its production is provided in all the plants from 
electricity in the compressor stations of various 
pressure levels in line with the technological needs 
of the car and component production. Compressor 
stations are currently undergoing upgrades to 
provide automatic power control in accordance 
with the operational requirements.
The last type of energy is natural gas which is 
used for technological purposes in the operation 
of paint shops (dryers) or metallurgical processes 
(furnaces), as well as for heating and combined 
heat and power production in the Vrchlabí and 
Kvasiny plants. 
The Aurangabad plant in India where ŠKODA 
AUTO a.s. still holds a minority interest uses only 
electricity. Since the end of 2018, it has been 
operating its own solar power plant with a yearly 
output of almost 2,000 MWh, which will save up 
to 30% of its energy consumption purchased from 
the grid. A new solar power plant with an output 
of 12,200 MWh has also been built in Pune. It can 
cover up to 15% of the plant‘s annual electricity 
consumption. 
ŠKODA AUTO uses electricity, compressed air, 
heat and natural gas to manufacture cars and 
components. Apart from its own production of 
energy via solar modules, all types of energy are 
purchased from ŠKO-ENERGO, a subsidiary, that 
produces energy from a variety of fuel mixes 
or purchases them as energy from renewable 
sources.
Electricity and heat for the Mladá Boleslav plant 
is produced in the ŠKO-ENERGO heating plant 
from brown coal in combination with biomass in 
a form of pellets, which represent approximately 
30% of the energy mix. Heat in the form of a hot 
water is used to heat all the halls and buildings 
of the plant, a part of the city of Mladá Boleslav, 
but the heat is also used directly in the paint shop 
production process for heating technological 
baths. Any additional need for electricity is covered 
by purchases of electricity solely from renewable 
sources. For the Vrchlabí plant, the electricity is 
EECS certified since 2020.
Another type of energy used is a compressed 
air. It is powering mainly pneumatic tools for 
mounting and driving robotic wrenches in welding. 
Energy Mix 
(thousands of t)
(thousands of t)

52
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A  fundamental step in air protection was  
the commissioning of a new paint shop at the Mladá 
Boleslav plant in 2019, which is equipped with state 
of art technology for air protection. In particular, 
a technology of dry capture of paint sprays into 
powdered limestone, which significantly reduces 
the amount of solid pollutants in air emissions, 
incomparable to paint shops with wet separation. 
Furthermore, this system allows the use of absorption 
wheels to remove volatile organic compounds 
(VOCs) from the exhaust air. VOCs from the spray 
booths are concentrated on the absorption wheels, 
which enables their subsequent burning in special 
equipment. The VOC is fundamentally reduced by 
up to half in comparison with paint shops with wet 
overspray removal, in which emissions can only be 
burned from the drying of individual layers applied 
to the body.
Dry separation of overspray in the new paint 
shop also brought a significant benefit in waste 
management. Ground limestone with trapped 
paint particles can be used as material in the 
flue gas desulphurisation process in the heating 
power station ŠKO-ENERGO located on the plant 
premises, in the brown coal burning process.  
In line with the principles of circular economy,  
the limestone used in the paint shop is then reused 
in the heating power station as a substitute for 
the primary raw material. This whole system not 
only reduces the consumption of raw materials, 
but also reduces the environmental impact of 
transporting limestone to and from the plant.
The dry separation system also allows for 
a high degree of air circulation in spray booths, 
which has a positive effect on reducing the water 
consumption required for air humidification. 
Another measure to reduce water and chemical 
consumption is to reduce the volume of baths 
due to a sophisticated fully automatic conveyor 
system for individual bodies during the application 
of corrosion protection. This conveyor system 
allows individual process parameters for each 
car to be selected.
The equipment of the new paint shop is 
thus one of the most modern and ecological in 
Europe with a high degree of robotisation, which 
has a positive impact not only on a lower paint 
consumption, but also on ergonomics.
The gradual replacement of thermal 
afterburners in existing paint shops also 
contributed to the reduction in VOCs. 
In terms of air protection, the voluntary 
installation of equipment for the thermal 
reduction in VOCs from the acetylene hardening 
process on the ALD vacuum hardening line at 
Mladá Boleslav required a significant investment. 
This equipment reduces acetylate emissions 
with 99% efficiency. This has been confirmed by 
the authorised emission measurements.
The company pays maximum attention to 
reducing nitrogen oxides (NOx) emissions 
to the environment, which arise from  
the combustion of natural gas. The reduction of 
emissions of these substances was successful 
due to the replacement of existing natural 
gas burners with low-emission versions in  
the paint shops in Kvasiny and Mladá Boleslav. 
The reason for this replacement was to tighten 
the emission limits for NOx and CO to half  
the values from 2020. 
Environmental investments and anti-pollution measures
The new paint shop and other investments
2020 
 
2019 
 
2018 
 
2017 
 
2016 
1 138 
 
1 295 
 
1 274 
 
1 296 
 
1 211 
VOC EMISSIONS - TOTAL (t)
4. 
Enviroment 
 
 
4.5		
Resources

53
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In accordance with European legislation, ŠKODA 
AUTO no longer installs any air-conditioning 
systems using ozone-depleting substances in 
its production plants. The company focuses on 
the issue of refrigeration and air conditioning so 
that it meets the rules of the European Union (EU 
Regulation No. 517/2014). It mainly focuses on 
the prevention of releases of these substances 
into the air. Regular inspections by qualified 
personnel are also one of the measures.
All chemicals used in production are assessed 
for their safety, environmental protection 
and employee health before purchase. Great 
attention is paid to the storage of substances 
harmful to waters. In terms of the elimination 
of pollution risks, the multi-barrier principle has 
always been chosen. The relevant emergency 
plans are regularly revised and, if necessary, 
updated. During 2019–2020, there was no 
accidental leakage of these substances into  
the soil, groundwater or surface water.
pit has also been revitalised and deepened to 
help with water retention. In 2020, near the Pune 
plant, an integrated project to develop the river 
basin was launched in two water-scarce villages 
to treat 3,616 hectares of land, create 244,000 m3 
of water storage capacity, plant 10,000 tree and 
involve the local community to sustain the initiative.  
As part of biodiversity development outside  
the Pune and Aurangabad plants, a development 
project was supported in Maharashtra in the dry 
region of Latur to protect the soil and retain water 
of a small river basin and to implement sustainable 
agricultural practices. Almost 27,000 trees have 
been planted here, 5 model farms have been built 
and 100 people have been trained to manage this 
sustainable area. Water availability in the area has 
increased and farming methods and technologies 
have improved. Also, in 2019, a memorandum was 
signed with the Mangrove and Marine Biodiversity 
Conservation Foundation (MMBCF) to protect 
aquatic animals and avoid coastal erosion.  
The project covers 100 hectares of Alibaug coast 
and involves the planting and maintenance of more 
than 580,000 mangrove trees.
Biodiversity protection is an integral part of the 
goTOzero environmental mission and has long been 
one of the elements of the company‘s environmental 
management. Ongoing environmental impact 
assessments (EIAs) continue to confirm that 
ŠKODA AUTO‘s operations have a minimal impact 
on biodiversity. Even for the future continuity, 
further expansion of buildings and production 
plants continues to be subject to examination 
of legislatively mandatory environmental impact 
assessments. In the territory of all three Czech 
plants, there are a total of 1,423 trees, 27,567 m2  
of shrubs and hedges and 98,550 m2 of local 
flowering plant species. In addition to long-term 
care for this vegetation and green roofs, including 
trellises, a protected bumblebee meadow with an 
area of 700 m2  was introduced in the Mladá Boleslav 
plant and four hives were installed in Vrchlabí, 
inhabiting 240,000 honey bees in summer and 
60,000 in winter, making the plant management 
proud of their own honey production.
The Oxygen Park was unveiled in the Aurangabad 
plant in India in 2019, where 25,000 trees have 
been planted to date. In the same area, a natural 
Ozone depleting 
substances
Chemical 
Substances
Biodiversity
240,000 
honey bees
4. 
Enviroment 
 
 
4.5		
Resources

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All wastewater from the company‘s plants is 
treated by third parties before it is discharged, 
provided that all limits arising from legislation 
and relevant permits are met. The recipients of 
treated wastewater are thus not significantly 
affected.
→	
MORE INFORMATION 
	
IN OUR PRESS RELEASE
A sufficient amount of quality water is a necessity 
for car and component production. The company 
recognises this and regularly monitors water 
consumption and strives to minimise it. Thanks 
to these efforts, specific water consumption was 
reduced by 37% in 2020 compared to 2010. 
In 2019, the volume of recycled water reached 
a total of 673,607 m3, which represents over 44% 
of the company’s total water consumption.
The main source for production is surface 
water from the rivers Jizera, Bělá and Labe. 
These rivers are not significantly affected by 
water withdrawal, however, the extreme drought 
during 2013–2019 resulted in a lack of water 
in the river Bělá. The Kvasiny plant thus had to 
be partially supplied with groundwater. Deep 
wells are built at the Kvasiny plant for these 
situations. Based on the experience from this dry 
period, the company has decided to approach  
the Kvasiny plant as a location with limited 
water resources and to examine alternative 
water supplies in order to find new sources that 
would not depend on groundwater or the water 
level in the river.
Water
WATER WITHDRAWAL - TOTAL (thousands of m3)
All areas 
 
Thereof: Water stress areas 
 
All areas 
 
Thereof: Water stress areas 
 
All areas 
 
All areas 
 
All areas 
1 302 
 
318 
 
1 530 
 
367 
 
1 545 
 
1 538 
 
1 488 
2020 
 
2020 
 
2019 
 
2019 
 
2018 
 
2017 
 
2016 
100% of water withdrawal is freshwater (≤ 1,000 mg/l dissolved minerals) 
Withdrawal from areas with water stress is monitored since 2019  
(new requirement of GRI 303 - Water and effluents 2018)
784
153
934
187
944
986
889
106
467
58
150
74
77
494
506
106
490
106 59
106
412
Third party (Surface water)	
 
Third party (Groundwater)		
 
Third party (Drinking water)
4. 
Enviroment 
 
 
4.5		
Resources

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All the car models currently produced by ŠKODA 
AUTO are homologated in accordance with  
the recycling requirements as defined in Directives 
2005/64/EC and 2009/1/EC. When developing 
new vehicles, the company uses recycled and 
environmentally friendly materials, as well as 
components from recycled materials which have 
the same qualities as new materials. Among other 
components, this applies to wheel-well linings, 
bumpers and floor damping. For example, the ŠKODA 
OCTAVIA uses nearly 17 kg of recycled material. 
For new models, the amount of recycled plastic 
in the car will increase while complying with  
the high standard of quality of the material used, 
which is required by ŠKODA AUTO. For some 
applications, natural materials are used. When 
using these materials, the company prioritises 
the use of local raw materials with a lower carbon 
footprint compared to the primary material.
Labelling of the vehicle parts provides 
information about the materials used. This helps 
to determine the composition of each part, 
simplifying the subsequent sorting and processing 
of waste according to different material groups. 
This reduces the overall environmental impact of 
the product and increases the share of recycled 
materials, which can be used as a substitute for 
primary raw materials.
Materials  
and recycling 
PLASTIC RECYCLATES  
AT ŠKODA OCTAVIA (%)
MATERIAL COMPOSITION  
OF ŠKODA OCTAVIA
230.2 kg
89.6%
9.9 kg
3.8%
16.9 kg
6.6%
Primary plastic 
Potential recyclate 
Used Recyclate
976.5 kg
69%
447.5 kg
31%
271.3 kg
19%
159.3 kg
11%
16.9 kg
1%
Primary materials 
Recycled materials 
Steel 
Aluminium 
Plastic
Material composition of ŠKODA OCTAVIA 
with a vehicle weight of 1,424 kg.
Recycled material is totalling 447 kg.
4. 
Enviroment 
 
 
4.5		
Resources

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Above all, the company endeavours to prevent 
waste generation and to use raw material 
resources sparingly. If waste is already generated 
within a  production process, the waste 
management hierarchy is consistently applied, 
i.e. their material and energy use is preferred over 
landfilling. Thanks to the consistent application 
of these principles, it was possible to reach  
the state where no waste originating from 
production processes in the Czech plants has 
been landfilled as of October 2019.  In the future, 
the company will strive to maintain this status. 
Waste utilisation will be a basic criterion in 
tenders for cooperating with waste companies. 
All produced waste is handed over exclusively 
to individuals authorised for waste handling.  
The company does not treat its own waste or 
waste from other producers.
Zero Waste
4. 
Enviroment 
 
 
4.5		
Resources
2020
2019
2018
2017
2016
10.0
12.9
142.3
8.4
17.1
177.8
152.3
175.5
204.8
209.4
207.3
164.9
20.6
28.4
27.7
19.7
8.7
8.4
8.1
7.6
137.6
171.5
172.6
162.6
Metal - not specified
Metal - hazardous
Metal - non-hazardous
Hazardous waste
Other waste
WASTE GENERATED BY TYPE – TOTAL (thousand tons)
Transition to new indicator structure is in accordance  
with the GRI 306 Waste (2020) - change in data presentation.
For metal waste, the comparatives are until 2018 without division into 
hazardous and other metal waste. This breakdown is newly reported 
from 2019.
2 000
1 069
5 320
8 389
2 486
5 096
7 582
3 305
131
4 952
339 8 727
7 704
733
8 437
7 416
711
8 127
14 792
5 600
226 20 624
6
19 205 525
19 730
27 303
23 458
4 211
12 221
3
4 707
168 17 099
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
2020
2019
2018
2017
2016
Use - comparatives incl. energy
Material use
Other use 
Energy use
Landfill
WASTE BY MEANS OF DISPOSAL – TOTAL (t)
Metal waste is not included in the graph. 100% of metal waste falls into the category  
of material use. Volume of metal waste is reported in Waste generated by type graph.
All waste is processed by third parties (off-site).
1 068
28 371
27 669

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The company is actively involved in the application 
of the circular economy principles. In terms  
of the circular economy, this can be, for example, 
the use of recycled solvents or the use of oil 
filtration equipment. This prolongs the life  
of primary material and minimises the production 
of hazardous waste. In 2020, a  debate was 
launched, through the so-called ‘round tables’, 
on the possibilities of closing life cycles for 
individual commodities. The aim is to connect 
suppliers and waste processors. Below,  
we present two examples of circular solutions. 
The energy storage solution was piloted in 2020, 
the take-back of tire system has already been in 
place since 2009. 
The development of electromobility brings new 
opportunities for the use of the energy stored in 
vehicle batteries for the energy infrastructure. 
While the batteries are part of the vehicle, they 
can be used for the Vehicle to Grid functionalities. 
It offers further use in stationary energy storage, 
where the car batteries are used after their 
degradation and loss of capacity. It is considered 
the so-called 2nd life of a battery from the moment 
when the capacity of the battery in the vehicle 
drops to 70 - 80% of a new battery’s capacity. 
The main benefit of this equipment is to achieve 
energy optimisation and savings, efficient energy 
use from renewable sources and the possibility 
to build a more robust charging infrastructure.  
During the year 2020, ŠKODA AUTO 
successfully carried out a pilot energy storage 
project composed of batteries originally used 
in ENYAQ iV vehicles. The project proved that  
the batteries can fully function in stationary 
storage. The storage facility with a capacity of 
330 kWh has an expected capacity decrease in 
the range of 1% to 2% per year, and the expected 
service life of the entire system is at least  
Within the authorised service network and some 
other partners, it is possible to return worn tires free 
of charge in the Czech Republic. Since 2009, more 
than 10,000 tons of tires have been taken back at 
approximately 300 collection points. In cooperation 
with ŠKODA AUTO’s business partners, the company 
managed to process most of this waste into secondary 
raw materials suitable for further use, which reduced  
the consumption of primary sources of raw materials. 
For example, granulates from worn tires have been 
used in the production of damping and anti-vibration 
elements, urban furniture, noise barriers, playground 
equipment or in the packaging industry.
10 years. The company plans to deploy these 
storage facilities primarily with its business 
partners and thus supports energy storage from 
renewable sources and energy optimisation 
in relation to the need to build a  charging 
infrastructure. 
In addition to the energy storage for ŠKODA 
AUTO dealers, another storage unit with a capacity 
of 3 MWh is being created in cooperation 
with ŠKO-ENERGO at the production plant in 
Mladá Boleslav. The high-capacity storage will 
thus complement the existing block of turbo 
generators and the electric boiler. Implementation 
is expected in the second half of 2021.
Circular 
Economy
Energy Storage / 
2nd life of batteries
Take-back 
system for tires
4. 
Enviroment 
 
 
4.5		
Resources
END OF LIFE PRODUCT RECYCLING*
2020
2019
2018
2017
2016
Vehicles
Collected (pcs)
5 342
4 551
4 629
4 252
4 618
Used tires
Collected (pcs)
265 642
243 241
251 965
218 272
194 500
Used Pb accumulators
Collected (t)
994
1 166
975
875
638
*data on take-back and recycling by ŠKODA AUTO within Czech market
Recycling rate is not reported due to its limited accuracy.

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ŠKODA AUTO wants to be an example of a modern, 
transparent and successful company in terms of 
integrity through the implementation and control 
of effective management systems that consider 
the environmental impact of its mobility solutions 
throughout the entire life cycle. For example, 
in purchasing, the ecological and sustainability 
criteria of potential business partners become 
as equally important as the quality of services 
offered or logistics. Transparency for ŠKODA 
AUTO also means disclosing truthful information 
about areas, where the compliance requirements 
were not met, which was the case of emission 
targets for newly produced cars in 2020 (find 
more information about CO2 fleet regulations in 
the Air quality chapter).
With regards to sustainability, ŠKODA 
AUTO acts in all phases of the production 
life cycle in accordance with the ISO 14001 
(environmental management) and ISO 50001 
(energy management systems) standards.  
In 2019, TÜV NORD‘s auditors renewed important 
certificates for all three ŠKODA AUTO plants in 
the Czech Republic. These were the certifications 
of environmental management according to 
EN ISO 14001: 2015 and energy management 
system according to EN ISO 50001: 2018.
ECOLOGICAL BEHAVIOUR  
UNDER THE ECMS SUPERVISION
 
The original Environmental Management System 
(EMS) monitored the impact on the environment 
and compliance with a specific set of requirements 
and objectives in the nature conservation area. 
Newly, to fulfil the group‘s vision of “being an 
environmental role model”, it is encouraged to 
include compliance and conformity with rules. 
The old approach was therefore replaced by 
the Environmental Compliance Management 
System (ECMS). Daily activities that already 
exist have been expanded by adding other topics, 
procedures and mechanisms. These place greater 
emphasis on open communication, prevention 
and detection of possible breaches of the rules, 
on risk aggregation and management, and on 
systematic education and information about  
the status of compliance with binding 
requirements in the field of environmental 
protection. The ECMS is implemented by  
the parent companies of all group brands in all 
stages of business activities and throughout 
the life cycle of products and services. ŠKODA, 
as one of the brands of the Volkswagen Group, 
has adopted the environmental compliance 
requirements, implemented them into its internal 
standards, and actively enforces and deploys 
them in everyday practice.
4.6  ENVIRONMENTAL  
	 	 	 COMPLIANCE
The area of sustainable development in the 
fields of environment and energy management 
within the authorised sales and service network 
has long been one of the basic elements of the 
GreenRetail strategy. The portfolio of activities 
consists of a combination of onsite and online 
trainings, webinars, consulting services and 
voluntary certifications. GreenRetail e-learning 
has been available to all ŠKODA dealers and 
their staff since the beginning of 2019.
In 2020, the voluntary certification system was 
also expanded as a  pilot to include the area 
of energy management. During certification, 
the trader is assessed in light of the approach to 
environmental protection, waste management 
and energy and water management. 
GreenRetail 
strategy
4. 
Enviroment 
 
 
4.6		
Enviromental Compliance

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SOCIAL 
ACTIVITIES
5	
5.1	
ATTRACTIVE EMPLOYER
5.2 
DIVERSITY AND INCLUSION
5.3 
HEALTH AND SAFETY
5.4 
EDUCATION OF EMPLOYEES AND STUDENTS
5.5 
SOCIAL RESPONSIBILITY

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ŠKODA AUTO recognises that, in order to 
successfully grow the company, acquiring and 
developing talent are key. Therefore, the company 
aims to attract new prospective employees, 
from both the Czech Republic and abroad, who 
are interested in contributing to the positive 
development of ŠKODA AUTO.  The company 
respects diversity and provide equal opportunities 
and fair remuneration to all. The firm also strives 
to build lasting and close relationships with all 
its employees. Employee rights are codified in  
the Code of Conduct, and the company 
consistently adheres to the relevant labour laws 
in all countries where it operates. For all the 
professions, ŠKODA AUTO does its best to ensure 
health and safety at the workplace. Furthermore, 
ŠKODA AUTO strives to meet the requirements 
of its employees to the greatest extent possible. 
This includes open communication with both 
employees and trade unions, the right to 
organise regular collective bargaining and other 
activities.
The human capital market is currently going 
through dynamic changes in the Czech Republic. 
While the year 2019 was challenging in the area 
of attracting new talents as the market had  
the lowest unemployment rate in history, the year 
2020 has been defined by the pandemic.
The aforementioned dynamics were powerful 
impulses for revising the company’s HR Strategy 
for 2025, along with the preparatory grounds for 
setting the upcoming strategy that will define  
the carmaker’s journey to 2030. If the unique 
position of being amongst the Top Employers in 
the country is to be sustained, ŠKODA AUTO must 
react to a fast-evolving market and respond to 
the ever-changing needs of employees and 
candidates. A change in mindset towards a more 
open and inclusive company culture is required, 
with diversity promotion at its core. The company 
moves from linear thinking, a performance-oriented 
company, to a people-centric and value-oriented 
workplace. Although the new HR Strategy is still yet 
to be defined in 2021, the analysis and discussions 
began in the previous year.
5.1  ATTRACTIVE  
	 	 	 EMPLOYER 
Future challenges 
and strategies 
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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As one of the most important employers in  
the Czech Republic, ŠKODA AUTO is keenly aware 
that the success of the company is based on its 
long history and outstanding products. This is all 
a result of the excellent work that its motivated 
employees performed. The attractiveness of 
ŠKODA AUTO as an employer is confirmed by  
the recognitions that the carmaker received 
in 2020 for the extraordinary care for its 
employees.
THE SURVEY CONDUCTED 
BY THE INTERNATIONAL COMPANY
 UNIVERSUM
	Ȧ
1st place in the survey of students of technical 
studies
	Ȧ
2nd place in the survey of students in economic 
studies
TOP EMPLOYER STUDY
	Ȧ
1st place – category of automotive and 
mechanical engineering majors 
THE EMPLOYEE POPULARITY SURVEY 
‘RANDSTAD EMPLOYER BRAND RESEARCH’ 
	Ȧ
1st place in main category
EMPLOYER OF THE YEAR 2020
	Ȧ
2nd place and the main prize in the category of 
companies with more than 5,000 employees 
and the most popular employer in the Central 
Bohemian with more than 5,000 employees
Recognition for the HR department
TOP EMPLOYER STUDY
1st place – category of automotive and mechanical 
engineering majors
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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As one of the largest employers in the Czech 
Republic, ŠKODA AUTO has a long-term focus on 
employee training and development.
Working with talented students is crucial for 
ŠKODA AUTO, especially in terms of developing 
expertise, practical skills and passing on the 
latest knowledge in the automotive industry. 
Simultaneously, the company educates its 
future employees via hands-on experience. For 
students and recent graduates, the company 
offers an attractive working environment, 
a wide range of employment opportunities 
and a variety of educational activities. In 2020, 
a total of 876 students completed an internship 
at ŠKODA AUTO. Selected interns may join 
a special Student Talent Pool development 
program, which aims to identify and select the 
most talented interns to become ŠKODA AUTO 
employees, and to increase the attractiveness 
of internships for students of technical and 
IT degrees. Since launching the program, 486 
students have taken part in the selection 
process; 77 students were enrolled in the program 
in 2020.
Furthermore, ŠKODA AUTO offers the 
international ŠKODA Trainee program for 
recent university graduates, which opened 
for the 27th time in 2020. Job rotations in 
multiple departments provide participants 
with an engaging learning experience. These 
are made available both at ŠKODA AUTO and 
throughout Volkswagen Group. Electromobility 
triggers changes in recruitment requirements. 
A completely new concept was devised in 2020 – 
the Tech Trainee program. It is intended primarily 
for graduates interested in the development, 
fields. The Trainee program is launched twice 
a year, in March and September, and applicants 
from all fields are welcome. 35 participants were 
included in the Trainee program in 2020.
Since 2013, the carmaker has also been 
supporting PhD students by providing expert 
supervision for their theses and offering 
collaboration options on research projects. In 
2019, ŠKODA AUTO accepted 25 students –  
primarily students of technical fields – into 
the PhD program. In 2020, the number of PhD 
students increased to 27.
production, digitalisation, safety and quality 
assurance of new cars. During the one-year 
program, the participants gain detailed insight, 
for example, into the implementation of technical 
and software solutions in ŠKODA vehicles and 
other Volkswagen Group models, programming 
and testing electronic equipment installed in both 
conventional and electric models, and vehicle 
cybersecurity. Electromobility and digitalisation 
are expected to expand rapidly over the coming 
years, creating a wide range of employment 
opportunities for experts specialised in these 
Search for a new talent 
2020 
 
2019 
 
2018 
 
2017 
 
2016
2020 
 
2019 
 
2018 
 
2017 
 
2016
27 
 
24 
 
22 
 
19 
 
15
876 
 
1 032 
 
994 
 
947 
 
864
The data is relevant for Škoda AUTO a.s.
The data is relevant for Škoda AUTO a.s.
NUMBER OF ACCEPTED INTERNS
NUMBER OF PhD STUDENTS IN THE PROGRAMME
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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In 2020, from the overall perspective, ŠKODA 
AUTO’s employee number grew slightly. A total 
of 693 new jobs were created, raising the 
number of core employees to a total of 34,614 
in 2020, which corresponds to a 2% increase in 
comparison to 2019. In 2020, 34,514 staff out 
of the total number of core employees were 
employed by ŠKODA AUTO a.s. while 100 were 
at subsidiaries. The number of agency employees 
remained at the same level, i.e. 3,262 in 2020 
(3,232 in 2019).
Employees
AGE STRUCTURE OF THE CORE STAFF IN 2020 (NUMBER OF EMPLOYEES)
Under 20 yrs 
 
20–30 yrs 
 
30–40 yrs 
 
40–50 yrs 
 
Over 50 yrs 
215 
 
7 173 
 
9 974 
 
11 007 
 
6 145 
Labour relations 
One of the most important aspects of the success 
of sustainable economics is providing for good 
working conditions. ŠKODA AUTO fully respects 
the fair and equal treatment of all employees. 
As far as these matters are concerned, ŠKODA 
AUTO proceeds and acts in accordance with 
relevant government regulations, International 
Labour Organisation (ILO) regulations and also 
the Volkswagen Group global guidelines, in 
particular the Social Charter, the International 
Charter on Labour Relations and the Agency 
Employment Charter.
Fundamental rights within the area of labour 
relations are also enshrined in Volkswagen 
Group‘s Charter on Labour Relations, introducing 
standards related to co-decision rights, shared 
co-responsibility and the right to information at 
the level of the entire group, and ŠKODA AUTO 
is complying with them consistently.
Employees may report suspected violations 
of applicable laws and/or internal regulations 
through Human Resources Management or trade 
union representatives. Additionally, any employee 
may file a complaint by handing in a whistle 
blower notice, which is further addressed in 
accordance with the applicable organisational 
standard referring to the Whistleblowing System 
within the company.
ŠKODA AUTO entirely supports the 
fundamental right of all employees to establish 
trade unions, to join these and to conduct 
collective bargaining via these unions. 
Professional relations with employee 
representatives are an integral part of 
a  company‘s  culture and are the basis for 
maintaining social peace and involving employees to  
the highest degree possible in the co-decision 
process. The intermittently ongoing intensive 
social dialogue between the company and  
the three KOVO trade unions is very efficient  
and results in a wide range of agreements. 
In accordance with legislation of the Czech 
Republic, both the collective agreement as well 
as other agreements apply to 100% of ŠKODA 
AUTO‘s core employees in the Czech Republic.
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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ŠKODA AUTO applies an equal pay system 
ensuring that women and men working in 
identical or similar jobs receive the same pay. 
This principle is being applied worldwide for  
the entire group. Employee wages are subject to 
collective agreements thereafter applicable to 
all regular company employees within the Czech 
Republic. 
The salary scheme consists of a basic tariff 
and a variable personal evaluation component. 
Additionally, the carmaker pays surcharges, e.g. 
for working overtime, on-call duty or work on 
holidays. Wages and benefits provided or paid 
out for a standard working week do not in any 
way fall below the relevant national minimum 
wage or the minimum wage in a given industry in 
the respective country. The basic remuneration 
principles are based on the Labour Code as well 
as other regulations within the Czech legislative 
framework. 
EMPLOYEE BENEFITS
ŠKODA AUTO provides a wide range of benefits 
irrespective of the full-time/part-time working 
scheme. We’ve innovated the system taking 
advantage of digitisation advancement to provide 
flexibility and respond to the individual needs of 
each employee.
The most frequently used traditional  
benefits are:
	Ȧ
Pension scheme voluntary contribution; 
	Ȧ
Meal allowance  
for company-internal catering;
	Ȧ
Work anniversary rewards; 
	Ȧ
Recreation or reconditioning  
stays allowance;
	Ȧ
Interest-free loan for housing  
or ŠKODA car purchase;
	Ȧ
Operational leasing for ŠKODA cars; 
	Ȧ
Preventive health programs.
On top of that, in June 2020, the voluntary 
ActivePass leisure season ticket was introduced. 
The holder of the permanent pass is entitled to 
one free access per day to one of more than 7,000 
facilities contracted by SODEXO – for example, 
sport facilities, family activities or relaxation.
In 2020, the budget of the Social Fund 
designated for benefits provision exceeded 
CZK 262.5 million. The company also 
provides various attractive benefits to agency 
employees (governed by the Charter for Agency 
Employment), for example, special price offers 
for cars and accessories or for participating in 
selected trainings.
In December 2019, a  web application - 
“Cafeteria Benefity ŠKODA” was introduced as 
a modern tool that offers a variety of options for 
the future expansion. 
Employees are granted virtual points for 
selected activities defined by the company in 
areas such as health care, CSR activities, blood 
donations, etc. These points can subsequently 
be converted into selected benefits via the web 
application “Cafeteria Benefity ŠKODA”, provided 
by SODEXO, as well as via FlexiPass Card linked 
to the Cafeteria account. The Cafeteria is 
automatically available to all employees once 
they enter the company.
Remuneration and benefits  
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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5. 
Social Activities 
 
 
5.1		
Attractive Employer
SOCIAL EXPENDITURES (CZK)
2020
2019
2018
2017
2016
Relaxation and recreation programmes*
59 350 870
85 725 536
76 355 207
68 460 653
55 508 835
Work anniversaries
108 944 017
67 831 987
77 613 572
91 106 237
81 482 251
Childbirth allowance
8 010 000
7 465 000
7 195 000
6 280 000
5 905 000
Social Support - retirement
27 958 970
19 183 893
13 311 725
10 874 841
8 711 650
Food service
56 366 820
75 246 722
71 835 314
55 354 355
49 821 658
Crèche (day nursery)
514 579
443 328
314 142
231 719
227 402
Other**
1 380 285
2 519 440
2 211 252
2 435 835
1 517 839
Total 
262 525 540
258 415 906
248 836 212
234 743 640
203 174 635
Social Expenditure was reported in line with the new structure. 
Work anniversaries are affected by the actual entitlement of 
employees who are employed by the company for 3, 5, 10, 15, 
20, 25, 30, 35, 40 and 45 years.
Social Support is affected by the actual entitlement of employees 
who retired in a given year.
Relaxation and recreation programmes were limited and affected 
due to COVID-19 in 2020. 
* includes recreation package trips, relaxation programmes and package trips, prevention, leisure time activities, and health benefits
**includes driving licences, death of employee, and events for former employees

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Work life balance is one of the key factors driving 
employee satisfaction. For ŠKODA AUTO, this 
is still one of the main priorities when speaking 
about caring for employees. The company 
continues to expand the range of flexible work 
arrangements. One of these options is Mobile 
work 2.0 - a concept of Job sharing and reduced 
working hours. 
The essence of Job sharing is one job position 
held by multiple employees. The main aim is to 
retain staff who either do not wish to or cannot 
work full-time. Another widely used form of 
flexibility is mobile work, which is similar to 
a home office. It is already used regularly across 
all departments in the company. 
Support for employees on maternity and 
parental leave consists of the possibility to use 
the benefits supporting families with children. 
During maternity and parental leave, employees 
can remain on top of their professions via tools 
designed for remote cooperation. These tools 
are ŠKODA Space, now accessible from home, 
educational events, ŠKODA Family encounters 
or webinars for parents.
ŠKODA AUTO eagerly strives to know its 
employees’ opinions. Like the other brands in 
the Group, the carmaker utilises the tool called 
Stimmungsbarometer which allows to collect 
feedback from all its internal employees in a fully 
anonymous digital way. The survey currently 
consists of 24 questions divided into 5 blocks 
with an evaluation scale offering 5 options ranging 
from Strongly agree to Strongly disagree.
By conducting the surveys annually,  
the company sees a positive trend in enhancing 
employee satisfaction throughout the years. This 
is fuelled mainly by the positive outcomes of 
the survey represented by the level of employee 
involvement in the follow-up process, including 
discussions of the results and defining measures 
that bring improvement to their working 
environment. In 2020, this was reflected in  
the increase of the overall satisfaction index to 
88.3 points.
Work life 
Balance 
Staff 
satisfaction  
EMPLOYEE SATISFACTION SURVEY (SATISFACTION INDEX)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
88.3 
 
87.6 
 
85.2 
 
84.6 
 
84.0 
The data is relevant for Škoda AUTO a.s.
5. 
Social Activities 
 
 
5.1		
Attractive Employer

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ŠKODA AUTO promotes the principle of equal 
opportunities regardless of ethnic origin, colour, 
gender, disability, world view, religion, nationality, 
sexual orientation, social background or political 
views if they are based on democratic principles 
and tolerance towards people of different mind-
sets. As a matter of principle,  employees are 
chosen, hired and supported based on their 
qualifications and skills.
ŠKODA AUTO 
embraces 
diversity, 
actively encourages inclusion, and creates 
a  safe environment that nurtures each 
employee‘s potential regardless of the individual 
differences. This is how the company achieves the 
maximum degree of productivity, innovativeness, 
creativity, competitiveness, and stability.
In 2019, ŠKODA AUTO signed the European 
Diversity Charter and joined more than 12,000 
signatories in Europe. In 2020, the company became  
the Golden Signatory of the Diversity Charter in 
the Czech Republic and joined over 90 companies 
promoting diversity and inclusion. This enables the 
carmaker to further develop its equal opportunities 
activities and to be a role model in the Czech Republic.
ŠKODA AUTO‘s HR Diversity strategy builds on 
five principles: Gender balanced company, Origin 
and culture inclusion, Generation cooperation, 
Individual capabilities appreciation and Diverse 
mindset. Gender balanced company means equal 
starting position for all. Equal opportunities for 
both men and women are defined in the Code 
of Conduct. However, some of the behaviours 
might be influenced by unconscious bias. 
Therefore, ŠKODA AUTO is part of a Group-
wide initiative, Diversity wins @Volkswagen. 
This training is aimed at promoting diversity and 
inclusion by coaching employees to cope with an 
unconscious bias. Two thousand direct superiors 
across the entire company, including the Board 
of Management, were trained in 2020. 
ŠKODA AUTO is committed to providing 
maximum support for work-life balance to all its 
employees and the company thrives on nurturing 
both female talent and managers. Furthermore, 
keeping in touch with the employees on maternity 
or parental leave is the firm’s  priority as is 
reintegrating them back into work successfully. 
5.2  Diversity and Inclusion 
5. 
Social Activities 
 
 
5.2	
Diversity and Inclusion
SHARE OF WOMEN AMONG CORE STAFF (%)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
20.3 
 
20.4 
 
20.3 
 
19.7 
 
19.5 
The data is relevant for Škoda AUTO a.s. 
 
 
→	
MORE INFORMATION
	
IN OUR DIVERSITY REPORT 2020

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High regard and respect for human rights are 
a top priority at ŠKODA AUTO. The company is 
convinced that sustainable economic operations 
are only possible by acting ethically and with 
integrity. ŠKODA AUTO is fully committed to its 
responsibility for human rights in the context of 
its business operations.
The firm affirms its commitment to the relevant 
international conventions and declarations. ŠKODA 
AUTO respects, protects and promotes all regulations 
in force to protect human rights and children’s rights 
as a  fundamental and general requirement 
throughout the world. ŠKODA AUTO respects 
universal human rights, even in states where national 
laws fall short of the level of protection provided by 
international standards and the company promotes 
the advancement of the latter. By continuously 
enhancing the processes, systems and by means 
of forward-thinking action, the carmaker strives to 
claim a leading role in the automotive industry with 
regards to corporate respect for human rights.
To prevent any breach of the obligations 
relating to human rights, the company uses 
internal rules and procedures. 
ŠKODA AUTO regularly raises employee 
awareness and provides comprehensive 
education. Human rights training is part of the 
induction training for all new employees.
ŠKODA AUTO rejects all use of child labour 
and forced or compulsory labour as well as all 
forms of modern slavery and human trafficking 
and set these rules in its Code of Conduct.
→	
ŠKODA AUTO GROUP
	
CODE OF CONDUCT
Human rights 
5. 
Social Activities 
 
 
5.2	
Diversity and Inclusion
and also presented stories of real people from 
minorities. This project is a new prevention tool, 
promoting discussion and education concerning 
diversity and human rights.
The diversity index is ŠKODA AUTO‘s strategic 
KPI. It is used for monitoring and setting goals 
to ensure that the company stands by its 
values. It consists of two parts – proportion 
of women in management and proportion of 
internationalisation in management. In 2020, 
13.9% of the company‘s management positions 
were held by women.
ŠKODA AUTO also supports the education of 
women and children in IT. In collaboration with 
the one-of-a-kind non-profit Czechitas, a digital 
academy focused on data analytics, programming 
courses in various programming languages and 
web design, the carmaker organises short-term 
and long-term courses for women and children 
who would like to strengthen their IT skills.  
It also helps women gain a foothold in the IT 
labour market.
ŠKODA AUTO has introduced a  new 
educational program focusing on diversity for first-
year apprentices in ŠKODA AUTO‘s vocational 
School of Engineering. The organised workshops 
were aimed at unconscious decision-making, 
verification, and evaluation of information sources 
Gender balanced company, Origin 
and culture inclusion, Generation 
cooperation, Individual capabilities 
appreciation and Diverse mindset. 
Gender balanced company means 
equal starting position for all.

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As ŠKODA AUTO delivers cars and services 
to over 100 markets worldwide, Origin and 
culture are two of its key Diversity Strategy 
dimensions.
By the end of 2020, ŠKODA AUTO a.s. 
employed over 6,900 foreign nationals in  
the Czech Republic, which accounts for 18.3% 
of all employees (including both core and agency 
staff). The largest groups of foreign nationals 
among the core staff were Polish (2,128), Slovak 
(1,687), and Ukrainian (578).
In 2020, the share of international employees 
in management roles was 15.9%. The most 
represented foreign nationality in the management 
was German (9.0%). The same applies for  
the senior management where 13.6% were 
German nationals. 
In addition, the Trainee program is one of 
the leading schemes that helps to support 
international diversity at ŠKODA AUTO by 
welcoming fresh graduates from all over  
the world and helping to create a  diverse 
mindset.
SHARE OF FOREIGN NATIONALS AMONG CORE STAFF (%)
International  
employees 
6.2%
1.4%
1.7%
0.4%
4.9%
Poles 
Slovaks 
Ukrainians 
Germans 
Other
5. 
Social Activities 
 
 
5.2	
Diversity and Inclusion
14.6%  
OF CORE  
STAFF
Nationality
Count
%
Austrian
2
0.7%
Indian
1
0.3%
Czech
242
80.1%
German
41
13.6%
French
3
1.0%
Polish
1
0.3%
Russian
1
0.3%
Slovak
9
3.1%
Canadian
1
0.3%
English
1
0.3%
Total
302
100.0%
NATIONALITY OF SENIOR MANAGEMENT IN 2020

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ŠKODA AUTO truly pioneers employing people 
with disabilities or reduced mobility in the Czech 
Republic. This is enabled by an employment policy 
set up jointly with the trade union. The company 
is operating six sheltered workshops in its home 
country plants while employing more than 400 
people facing various disabilities. Sheltered 
workshops are gradually getting accustomed to 
modern ergonomic trends.  
Since 2017, the project expanded to include 
additional job posts in sheltered workplaces 
and organisational units, as well as profile jobs 
integrated directly into the Mladá Boleslav, 
Kvasiny and Vrchlabí production facilities. 
Integration opens up new work arrangements 
where disabled employees work alongside other 
staff members. This practical example illustrates 
an efficient way of designing jobs roles  for 
disabled people and enables us to keep up with 
the diversity goals and inclusion within ŠKODA 
AUTO. These activities were greatly appreciated 
by the Association of Employers of Disabled 
People in the Czech Republic in 2019.  
The company runs a  special program to 
respond to the needs of elderly long-term 
employees. This program offers retraining and 
relocation opportunities within the company to 
another role thus providing a guaranteed income, 
rehabilitation, five additional days of paid leave 
as well as health prevention measures, such as 
two-week spa stays.
Sheltered workshops  
and integration of elderly
2020 
 
2019 
 
2018 
 
2017 
 
2016 
426 
 
394 
 
358 
 
354 
 
324 
NUMBER OF EMPLOYEES  
IN SHELTERED WORKSHOPS
5. 
Social Activities 
 
 
5.2	
Diversity and Inclusion
The data is relevant for Škoda AUTO a.s.

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ŠKODA AUTO has established a health and 
safety management system in accordance 
with legislative requirements, moreover it has 
obtained a certificate in accordance with ISO 
45001: 2018 Health and safety management 
systems in 2019, which was then successfully 
vindicated during the first control audit in 
2020. The system covers internal employees, 
agency workers, and employees of external 
entities.
At ŠKODA AUTO, the occupational health and 
safety strategy is guided by the motto “Healthy 
employee in a safe working environment“, which 
is valid at all times. As part of the process and 
organisational documentation, the company has 
a system of risk identification and assessment 
described, as well as a  system of regular 
health and safety inspections, management 
responsibilities, and records including reporting 
and the investigation of occupational accidents. 
The collective agreement, which regulates 
individual and collective relations between  
the employees and the employer, defines in 
Chapter F the specifics of cooperation between 
the company and the KOVO unions in the field 
of occupational health and safety.
The OHS training system is embodied in 
the basic organisational standard. Every year, 
the company performs more than 55 regular 
annual health and safety inspections required 
by law, while approximately 1/3 of them in 2019 
and 2020 also underwent an internal audit in 
accordance with ISO 45001: 2018. In the last 
two years, 9 inspections were performed by 
the Regional Labour Inspectorate. 1 fine of  
CZK 12,000 was imposed.
In 2020, the number of accidents at work 
decreased by 4 compared to 2019, from 75 to 
71. The increase in the accident index from 1.4 to 
1.5 was due to a lower number of hours worked 
in 2020. This was caused by the spring shutdown 
due to the COVID-19 global pandemic. 
5.3  HEALTH AND SAFETY 
FREQUENCY VS. SEVERITY OF INJURIES
2020 
 
2019 
 
2018 
 
2017 
 
2016 
6.0 
1.5 
6.4 
1.4 
4.9 
1.5 
5.7 
1.4 
5.0 
1.3 
Rate of injuries = Number of injuries per 1,000,000 working hours 
Severity of injuries = Number of absence days x 100,000 / number of working hours  
 
Data is relevant for ŠKODA AUTO a.s.
5. 
Social Activities 
 
 
5.3	
Health and Safety
Severity 
Frequency

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and healthy lives. Regular podcasts on keeping 
fit are also offered. Membership in this program 
is becoming increasingly popular, and in 2020 
the number of members increased to 992 
employees. The ŠKOFIT team organises CSR 
challenges, which, based on the result of the 
challenge, donate a certain amount of money to 
support the selected organisation or individuals. 
In 2019, the company managed to donate almost 
CZK 177 thousand to charity.
Protecting employees from COVID-19 
became the most important topic in terms of 
health in 2020. The ŠKODA AUTO Anti-COVID 
program was established with the aim of ensuring 
maximum protection for employees.
In the first wave of the pandemic, ŠKODA AUTO 
implemented more than 80 measures to protect 
more than 36,000 employees. These measures 
included the provision of protective equipment and 
disinfection for all employees. All employees were 
offered antibody testing and PCR testing was started 
for some employee groups, such as commuters 
from abroad. Antigen tests were provided, and all 
employees could be tested at any time.
Employee health care is essential for ŠKODA 
AUTO. Together with the trade union, they focus 
on preventing work-related health problems of 
employees, but also on the generally known risks 
of diseases of affluence. New focus is on the 
“Healthy Back” program.
In 2019, the uLékaře mobile application was 
launched, which offers online consultations 
with more than 300 doctors. The company 
is successfully obtaining re-accreditation of 
medical services and partial reconstructions of 
the offices are taking place.
The offer of rehabilitation programs to prevent 
and compensate for problems from unilateral 
strain and forced working positions, consists of 
a wide range of teaching and exercise programs. 
During 2019, the programs expanded to the 
Kvasiny and Vrchlabí plants. An online reservation 
system was launched to simplify registration. In 
2019, a record 8,724 participants took part in 
the rehabilitation programs.
A wide range of online exercises has begun 
through the ŠKOFIT program, which aims to 
motivate and support employees to live active 
Healthcare
5. 
Social Activities 
 
 
5.3	
Health and Safety

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During 2019–2020, ŠKODA AUTO focused 
extensively on supporting ergonomics and 
reducing health risks in production. New 
ergonomic aids are being put into production on 
an ongoing basis. Process-wise, improvements 
have been introduced in the electronic process 
of approving the implementation of ergonomic 
measures, amongst others.
The purpose of ŠKODA AUTO‘s activities, 
such as supervision of the use of ergonomic tools 
directly in production, was primarily to increase 
the employees‘ awareness of ergonomics and  
the importance of using ergonomic devices, 
especially balancers and manipulators. Such 
measures are used to reduce physical stress when 
handling loads. The education of the employees was 
carried out through individual physiotherapeutic 
care directly at the workplace.
In 2020, a standardised process for controlled 
rotation was put in place which reduced excessive 
and one-sided physical strain.
Ergonomics in the workplace 
5. 
Social Activities 
 
 
5.3	
Health and Safety

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Mental health is an integral part of our overall 
health, which is why ŠKODA AUTO has paid 
maximum attention to it in recent years.
In cooperation with the ŠKODA AUTO 
Endowment Fund, the Well-Being Festival took 
place in the spring of 2019 in Mladá Boleslav.  
The event was open to the general public. Its 
aim was to introduce ways to prevent stress and 
improve mental health care. The participants 
could try courses like yoga, meditation, music 
therapy and handmade jewellery.
In order to support the employees but also  
the general public, the website www.skodastresu.cz 
was launched in celebration of World Mental 
Health Day (10 October 2019). The website 
centered around the regular sharing of interesting 
information on mental hygiene and tips on stress 
management. You can further learn how to look 
after your mental health and where to turn for 
an expert advice.
All employees of the company can benefit from 
free counselling - in response to the COVID-19 
measures, online counselling has been offered 
from 2020. As a result, psychological help became 
more accessible. At the same time, the company 
offered both managers and employees intensive 
educational programs aimed at strengthening 
personal resilience in the current uncertain times 
and working with stress in difficult situations.
ŠKODA AUTO works intensively with  
the Ministry of Health of the Czech Republic 
on the preparation of the National Plan for  
the Promotion of Mental Health. The company 
cooperates in the methodology of psychosocial 
risk assessment with the legislators of  
The National Institute of Public Health.
www.skodastresu.cz
Psychological strain 
5. 
Social Activities 
 
 
5.3	
Health and Safety

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Education at ŠKODA AUTO encompasses a wide 
range of trainings and courses using the newest 
approaches and technologies, from standard 
training, providing technical and mandatory 
knowledge that employees need to perform 
their work, through language skills, to IT courses. 
Personal development training or corporate-
culture-related activities represent another 
essential part of ŠKODA Academy‘s activities.
Additionally, due to the current hygienic 
measures in connection with COVID-19,  
the company’s webinar and educational video 
portfolio is being increasingly widened in order to 
help with remote learning. Most of the standard 
courses have already been transferred to online 
platforms. ŠKODA AUTO continues digitising 
other products where it makes sense to do so. 
→	
MORE INFORMATION IN OUR
	
PRESS RELEASE
It is very important to preserve the knowledge 
and ensure flexible access to it. One of the platforms 
that primarily serves to transfer knowledge and 
educational content is the ŠKODA Academy media 
library, which is part of the company‘s already 
established system for online training. Currently, 
there are more than 600 educational videos on 
digital literacy, innovative technologies, language 
or academic skills and over 280 e-learning 
courses. To increase knowledge, all employees 
can also borrow books for free in the Odilo digital 
library.
In the 2019–2020 period, a total of 96,274 
employees completed onsite courses in 
vocational, add-on expertise or language training. 
In 2019, one employee spent on average 25 hours 
on them, whereas one year later, it was less than 
19 hours, which is due to the reduction in onsite 
courses. In 2020, the company‘s employees 
completed a total of 138,883 online courses, 
corresponding to an increase of 12,232 additional 
courses in comparison to 2019.
awareness among employees who do not work 
directly with electric cars. More than 3,000 
people have already attended these informative 
trainings, which were carried out mainly on-line. 
Of interest are the internal “learning journeys” 
around the company‘s production halls connected 
to the production of electric cars and batteries, 
which are part of the Encourage for e-Mobility 
program.
In 2020, ŠKODA AUTO followed up the 
manufacturing of the SUPERB iV plug-in 
hybrid and CITIGOe iV electric car with  
the OCTAVIA plug-in hybrid and the fully electric 
ENYAQ iV car. Not only are its own employees 
being prepared in a targeted and systematic 
way for new requirements related to electric 
vehicle production, but so are vocational school 
apprentices, and employees of supplier companies 
and agencies. In 2020, the ŠKODA Academy has, 
together with the assembly training centres, 
trained 1,166 participants in e-mobility, including 
external workers, agency staff and apprentices. 
In addition, in 2020, the company launched 
informative trainings to raise electromobility 
5.4  Education of employees  
	 	 	 and students
Vocational training  
in electromobility
5. 
Social Activities 
 
 
5.4	
Education of Employees and Students

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Employee qualification is a  broad subject.  
In addition to expert skills, ŠKODA AUTO 
considers orienting oneself in the changing 
cultural environment, supporting leadership 
development and the personal growth of 
employees to be extremely important. 
The aforementioned topics are delivered by 
a wide variety of programs provided by ŠKODA 
Academy. One example is the so-called OPEN 
TALKS series held with board members as 
well as other top management guests. These 
meetings create space for an open discussion 
with employees. The Role model program 
and corporate culture workshops are other 
education methods, whose purpose is to deliver  
the VW Group Principles, introduce integrity 
and compliance pillars and to provide inspiration 
for corporate culture support and development. 
Additionally, leadership teams are offered 
development activities to strengthen their 
leadership competencies. 
ŠKODA AUTO responded to COVID-19 
measures and changes in work style that required 
remote leadership with the #strongertogether 
initiative at the beginning of the pandemic.  
For an easier transition to an online work 
environment, webinars for all employees with 
a focus on support of remote collaboration,  
and mental and physical health were prepared.
Cultural, leadership development 
and add-on expert skills education 
The fourth in a series of planned meetings of  
the OPEN TALKS concept took place on Tuesday 
21 July 2020. 
5. 
Social Activities 
 
 
5.4	
Education of Employees and Students

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ŠKODA AUTO considers ecology to be  
an important teaching topic, which is why  
the company has included it in the teaching 
of specialised subjects, especially the Basics  
of Ecology and Chemistry. For example, students 
learn to differentiate between various types of 
emissions, learn about the function of catalysts, 
the possibilities of alternative sources, and discuss 
the importance of waste sorting and recycling. 
In addition, the principles of electromobility 
and modern operation of ŠKO-ENERGO were 
declassified.
As part of investment activities, a considerable 
amount also goes to modernising the training 
facilities and the equipment, which is used not 
only to further educate employees, but also by 
the company‘s vocational school apprentices. 
In 2019, the tool distribution facility and  
the CP Lab were refurbished and modernised,  
and the construction site for the digital studio was 
prepared. In connection with the electromobility 
development and the start of production of 
fully electric cars at ŠKODA AUTO, in 2020,  
the ŠKODA Academy reconstructed the premises 
for teaching electrical disciplines. In the same 
year, the digital studio was completed, the PC 
classroom was renovated, and the electrical 
engineering classrooms were completely 
reconstructed. The total amount invested in 
2019 and 2020 surpassed CZK 36 million.
Green Future
Modernising 
teaching space
5. 
Social Activities 
 
 
5.4	
Education of Employees and Students

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5.5  SOCIAL RESPONSIBILITY 
5. 
Social Activities 
 
 
5.5	
Social Responsibility
The concept of social responsibility is one of 
the key pillars of ŠKODA AUTO‘s sustainability 
strategy. The company takes care not only 
of its employees and their families, but also  
of the people living near its production plants.  
As part of its social activities, in cooperation 
with the social partner, KOVO Trade Union, it has 
long been caring for employees and increasing  
the attractiveness of the regions where it operates.
ŠKODA – SOCIAL SUSTAINABILITY/CSR: 
TRAFFIC SAFETY
TECHNICAL EDUCATION
Projects
	Ȧ
Traffic safety research*
	Ȧ
Safe Friday*
	Ȧ
ŠKODA For driving schools
	Ȧ
bezpecnecesty.cz (partnership)
	Ȧ
Start Driving (partnership)
Projects
	Ȧ
Ecosystem supporting  
barrier free mobility for all
	Ȧ
Support for ŠKODA Handy sales program
	Ȧ
ŠKODA Neřídit
	Ȧ
CZEPA, Road To Dreams
	Ȧ
Rehab. institutions 
Projects
	Ȧ
Get Started!*   
(cooperation w. T. Maxová foundation)
	Ȧ
TERIBEAR
	Ȧ
IT for kids (w. Women for women NGO)
	Ȧ
Medical Clowns 
BARRIER-FREE MOBILITY
CARE FOR DISADVANTAGED 
CHILDREN
Projects
	Ȧ
ŠKODA EDU*  
- support for technical education
	Ȧ
Cooperation w. schools
	Ȧ
Education of teachers
	Ȧ
ŠKODA Young Designer
ATTRACTIVITY OF REGIONS
	Ȧ
Support of regional development  
in MB, KV and VR regions 
	Ȧ
Endowment Fund ŠKODA AUTO*  
(w. many various projects)
	Ȧ
Grant programs
EMPLOYEE CARE
	Ȧ
Development and education  
of ŠKODA employees 
	Ȧ
Diversity
	Ȧ
Ergonomics & Health 
	Ȧ
Social benefits, volunteering,  
employee giving, protected workshops 
ŠKODA TREES*
	Ȧ
Grant program
	Ȧ
Whole CZ program w. connection to 
regions and employees (volunteering)
ACTIVITIES IN CZ (WITH INTERNATIONAL OUTREACH)
REGIONAL ACTIVITIES
* so called. “lighthouse projects”

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As with every year, ŠKODA AUTO, in cooperation 
with the municipalities in the regions where 
it operates, has contributed tens of millions 
of crowns to improve the quality of life of  
the inhabitants. At the same time, it respects local 
specificities requiring close cooperation with all 
partners, especially at the level of municipalities 
and cities. Emphasis is being placed on projects 
in the field of traffic safety, technical education, 
social services, health care, public space and 
nature protection or leisure activities. These 
areas were among the absolute priorities of  
the ŠKODA regions in the past period.
The region‘s assistance in connection with 
the COVID-19 pandemic was significant.  
The company supported, for example,  
the activities of voluntary associations, social 
and health services or distance learning in 
primary schools. The support of educational 
activities, which the company has been focusing 
on for a long time, has been moved to a secure 
online environment. One-off financial support 
to individual cities totalled CZK 9 million.  
As a result, protective equipment and aids to 
prevent the spread of the disease were provided 
to individual cities, municipalities, organisations 
and institutions.
In the Vrchlabí region, the educational 
strategy was framed by supporting diversity - it 
targeted both different age categories (including  
the elderly) and girls in technical fields. Last 
but not least, the company responded to  
the introduction of distance learning in schools 
and purchased the necessary IT equipment 
for pupils from disadvantaged families in local 
primary schools. Other significant regional 
projects included regular support for sports 
and leisure activities for children and youth, 
significant local cultural events, including those 
outdoor, support for the circular economy 
through the Nevyhazujto.cz project or support 
for biodiversity. In Mladá Boleslav, priority was 
also given to support the transition to distance 
learning and has traditionally become the main 
partner of cultural events in the city through  
the general partnership with the Culture of 
Mladá Boleslav. Equally important was support 
for projects aimed at disadvantaged groups,  
or the support of regional sports and leisure 
activities for residents, where, for example, 
the company initiated and then significantly 
contributed to the implementation of a new 
footbridge over the river Klenice. In the Kvasiny 
region, it focused on supporting the mobility 
of social services and the development of 
the Rychnov nad Kněžnou Hospital through 
its traditional cooperation with the Medical 
Endowment Fund of the City of Rychnov nad 
Kněžnou. Several dozen beds and radiological 
examination devices were purchased. The call of 
the Civil Society Kvasiny was announced, which 
aims to restart the civil society by supporting  
the equipment and reconstruction of the facilities 
of regional associations and organisations, 
which were so beneficial during the pandemic. 
Many projects were also supported to improve 
road safety, which remains a central theme in 
the region.
Cooperation with ŠKODA Regions
5. 
Social Activities 
 
 
5.5	
Social Responsibility

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In 2018, the company management decided 
to provide CZK 780 million to develop  
the attractiveness of the Mladá Boleslav region. 
To effectively spend these funds, the ŠKODA 
AUTO Endowment Fund was established, which 
implements and supports projects throughout 
the Mladá Boleslav region. Since its founding, 
the representatives have approved support for 
more than 130 regional projects, grant calls and 
development studies totalling almost CZK 158 
million.
Public demand for the development of 
sustainable urban mobility led to a pilot project 
of shared bicycles as early as spring 2019. 
Bicycle sharing has become a phenomenon, and 
support for the project continues with ongoing 
modifications. At the same time, the fund focuses 
on the development of the cycle path networks; 
the current priority being the new bridge over  
the Jizera River. The public space was significantly 
revived by the opening of the Pluhárna for leisure 
activities. Pluhárna is a historically valuable but 
neglected former factory hall on the premises 
of the Secondary Technical School in Mladá 
Boleslav. The fund also significantly supported  
the revitalisation of the largest city park, Štěpánka, 
affected by the bark beetle outbreak. Through 
grant calls, the fund continuously supports local 
community projects.
The year 2020 was also marked by support 
for public benefit organisations. Over 37 projects 
have been supported through the crisis fund, 
which helps them cope with the negative 
consequences of the COVID-19 pandemic.
www.nfsa.cz
ŠKODA AUTO Endowment Fund
5. 
Social Activities 
 
 
5.5	
Social Responsibility
Bridge for pedestrians and cyclists 
over the Jizera is planned.

81
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Traffic safety is one of the main priorities of  
the social responsibility strategy. ŠKODA AUTO 
wants to contribute to the improvement of the 
traffic situation, as a leading brand on the market, by 
actively addressing the issues of traffic education 
and prevention, focusing on risk groups, incl. 
children, young drivers or the elderly.
Since 2018, the company has been developing 
the Safe Friday project. Within the last 2 years, 
over 4,000 children from preschools, primary 
and secondary schools were trained. The project 
is built on more than twelve years of expert 
experience from the unique ŠKODA AUTO Traffic 
Safety Research Team, which analyses the causes, 
circumstances and the course of accidents in 
detail, and evaluates how a vehicle can eliminate 
the ramifications of an accident even more, or how 
its driver or another road user can prevent it.
For a  long time, ŠKODA AUTO has been  
the general partner of the bezpecnecesty.cz portal, 
which, with the use of several multimedia elements, 
applications and illustrative videos, offers practical 
information on road safety, focuses on traffic 
education and advises driving school students.
ROAD SAFETY INITIATIVES OF ŠKODA AUTO 
VOLKSWAGEN INDIA PRIVATE LIMITED 
(SAVWIPL)
With its Vision Zero Fatality Corridor project 
the company is aiming to significantly reduce 
and ultimately eliminate the incidence of road 
traffic crashes and fatalities on the 111 km long 
Mumbai–Pune Corridor of National Highway-48 
by 2022. In New Delhi, SAVWIPL is supporting the 
Vision Zero Fatality initiative on an approximately 
12 km stretch of Outer Ring Road that contains 4 
Government-identified Black Spots. The project 
reduced the number of fatalities from 298 in 
2017 to 206 in 2019 and rectified over 1521 
of 2119 road engineering defects that were 
identified. The data for 2020 is being verified 
with the help of police, and the reduction is 
expected to be significant. Furthermore, 100% 
elimination of fatalities on one of the Black Spots 
was achieved through tactical urbanism redesign 
of the intersection.
Traffic Safety
will implement with the financial support of  
the company. The carmaker can thus monitor 
whether the help is as effective as possible, 
and whether the teaching of disciplines such 
as mathematics or IT is being developed. 23 
schools participated in the project in 2019 and 
32 schools in 2020 and more than CZK 10 million 
was distributed among the schools.
Technical education is one of ŠKODA 
AUTO‘s strategic areas. The carmaker works 
on specific projects with dozens of schools 
of all levels, has its own secondary vocational 
school, a company-owned university, and ŠKODA 
Academy, which focuses on further education 
of the employees. Thanks to these activities, 
it educates its own experts, which are in short 
supply on the market.
Since 2013, the company has been a partner 
of the Science has a Future program, which is 
organised by the non-profit organisation AISIS. 
It motivates primary school teachers, principals 
and education counsellors and increases  
the attractiveness of science and technology 
disciplines for their students. Over the last 
seven years, 246 participants from the teacher 
community have joined the project.
In 2019 and 2020, a unique individual survey 
was conducted at primary schools in the regions 
where ŠKODA AUTO is active, the results of 
which define the strengths and weaknesses of 
individual schools. Following this, a strategic 
list of projects was set up, which the school 
Technical Education
5. 
Social Activities 
 
 
5.5	
Social Responsibility

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The focus on caring for disadvantaged children 
is based on the long history of the company; 
disadvantaged youth has already been supported 
by Laurin & Klement. ŠKODA AUTO pushes this 
idea further, applies its know-how and supports 
children, especially in education. The company 
implements the below-mentioned projects as 
part of the long-term cooperation with the Tereza 
Maxová Foundation.
ROZJEDU TO!
The ROZJEDU TO! project motivates children 
and young people from children‘s homes to 
place more emphasis on education and personal 
development, and, at the same time, helps them 
to choose their future profession. Since 2013, 
the program has so far supported 172 children 
aged 11 to 15. An extension of this activity 
is the ŠKODA AUTO Educational Fund and  
the Tereza Maxová Foundation, which supports 
other educational activities and provides  
the material needs necessary for study. Since 
the fund was founded in 2016, 119 children 
have received support, many of them repeatedly  
in several years.
TERIBEAR MOVED PRAGUE, MLADÁ BOLESLAV 
AND THE WHOLE CZECH REPUBLIC
Since 2015, ŠKODA AUTO has been the general 
partner of the TERIBEAR charity event. Over  
the past two years, the company has helped 
to raise over CZK 22 million to help children in 
Prague, Mladá Boleslav, and, last year, thanks to 
the virtual concept of the event, also throughout 
the Czech Republic.
Cooperation with the non-profit organisation 
Clowndoctors also continued. In 2020,  
the company contributed CZK 400,000 to this 
program and provided clowns with cars for their 
journeys.
Care for disadvantaged children
The ŠKODA Handy project has been supporting 
people with disabilities and their families since 
2010. ŠKODA Handy centres help clients 
to choose a suitable car, provide tailor-made 
financing, including specially designed insurance, 
help with car modifications and applications 
for state contributions. The company provides 
support to people with disabilities through 
a network of partners with whom it cooperates 
on projects that make life easier for the disabled 
and enable them to live more actively. Namely, 
it is cooperation with the Czech Association of 
Paraplegics (CZEPA), the association Cesta za 
snem, rehabilitation institutes - Kladruby, Luže 
Košumberk and Hrabyně, the Paraple Centre 
and the Fénix Brno Centre. In cooperation with 
the Konto bariéry, the ŠKODANEŘÍDIT project 
was created, which aims to financially support 
and motivate people with disabilities to obtain 
a driver‘s license - 50 people were supported  
as part of the project since 2019.
Barrier-free 
mobility
5. 
Social Activities 
 
 
5.5	
Social Responsibility

83
Content →
ŠKODA AUTO contributes to the environmental 
policy through several measures that emerged 
from the GreenFuture strategy, including  
the ŠKODA Stromky grant program, with the motto 
“One tree for every car sold in the Czech Republic”.  
The grant program was established in 2007. 
By the end of 2020, more than 1 million trees 
had been planted, corresponding to almost  
210 hectares of new forest.
www.hlaslesa.cz 
in Mladá Boleslav, Rychnov nad Kněžnou 
and Semily due to the COVID-19 pandemic.  
The sum raised totalled CZK 1,148,672.  
The second fundraising campaign that took 
place in autumn was ‘Helping the Jagriti School 
in Pune’ with CZK 1.5 million collected and aimed 
at building up better housing for blind girls from 
the Jagriti School.
ŠKODA AUTO employees traditionally engage in 
charitable activities such as long-term employee 
fundraising programs. The third round of  
the fundraising project was launched in 2020. 
For the 2020 – 2023 period, each and every 
employee has the option to support the activities 
of up to ten non-profit organisations selected by 
the employees themselves. ŠKODA AUTO then 
matches the value of the donations. 80% of the 
firm’s contribution is credited directly to NGO 
accounts while one fifth is assigned to support 
CSR projects in Pune and Aurangabad, India. 
Almost 1,350 employees took part in the third 
fundraising round in 2020. Donations to NGOs 
totalled CZK 3.25 million. Altogether, taking 
in the contribution granted by the carmaker,  
the donated sum reached CZK 6.5 mil.
Two additional one-off fundraising campaigns 
were announced in 2020 with active financial 
support of the KOVO Trade Union. The first 
fundraising campaign carried out in spring called 
‘Help for healthcare professionals in fighting 
COVID-19’ was ŠKODA AUTO’s response to 
the strain put on the medical staff in hospitals  
ŠKODA Stromky – With Love  
for the Czech Landscape
Employee Giving 
1 093 000
5. 
Social Activities 
 
 
5.5	
Social Responsibility

84
Content →
In 2020, ŠKODA AUTO distributed almost CZK 
7 million during its 8th year (in 2019 it was 
more than CZK 4.6 million) through seven grant 
programs (Traffic Education, Traffic Safety, I‘m 
Here at Home, Region without Barriers, ŠKODA 
to Children, Support for technical education, 
ŠKODA Stromky). The programs are designed 
to improve the quality of life, especially in  
the vicinity of all three Czech plants of  
the carmaker, to support the community life  
of employees and their families, to increase traffic 
safety and improve technical education.
Employees, representatives of KOVO unions, 
trainees and students of the vocational school 
have been actively involved in cleaning for  
6 years as part of the nationwide ‘Let’s Clean Up 
the World, Let’s Clean Up the Czech Republic’ 
event, of which ŠKODA AUTO has been partner 
since 2015. Locations in production regions are 
consistently selected for these activities, i.e. in 
the vicinity of Mladá Boleslav, Kvasin and Vrchlabí, 
where hundreds of volunteers collected tens  
of tons of waste.
ŠKODA Grant 
Programs
Let’s Clean Up the World,  
Let’s Clean Up the Czech Republic
5. 
Social Activities 
 
 
5.5	
Social Responsibility

85
Content →
Content →
FACTS  
AND FIGURES
6	
6.1	
ECONOMICS
6.2	
ENVIRONMENT
6.3	
SOCIAL ACTIVITIES

86
Content →
6.1  ECONOMICS
Source of funds in € million
2020
2019
2018
2017
2016
Sales
17 081
19 806
17 293
16 559
13 705
Other income
671
736
387
700
427
Material costs*
-
-
-13 093
-12 103
-9 508
Material Costs and Other expenditures
-14 547
-16 331
-1 257
-1 636
-1 692
Depreciation and Amortization
-1 035
-879
-678
-858
-839
Value added
2 171
3 332
2 652
2 662
2 092
Appropriation of funds in € million
2020 in %
2020
2019
2018
2017
2016
to shareholders (dividends)
26.9%
583
1 164
1 124
1 258
699
to employees (wages, benefits)
65.3%
1 418
1 580
1 221
1 054
826
to the state (taxes, duties)
4.7%
102
252
225
313
297
to creditors (interest expenses)
2.6%
56
41
23
20
17
to the Company (reserves)
0.5%
11
295
60
16
252
Value Added
100.0%
2 171
3 332
2 652
2 662
2 092
Value Added - change in % 2020/2019
-34.9%
VALUE ADDED GENERATED BY THE ŠKODA AUTO GROUP ACCORDING TO IFRS
*2020 and 2019 values are aggregated in Material Costs and Other expenditures.  
Value for the purposes of VW consolidation, subsidiaries of ŠKODA AUTO a.s. and its controlled entities.  
Subsidiaries ŠKODA AUTO DigiLab s.r.o., UMI Urban Mobility International Česká republika s.r.o. and  
ŠKODA AUTO DigiServices s.r.o. not included (immaterial).
6. 
Facts and figures 
 
 
6.1	
Economics

87
Content →
Change in %
ŠKODA vehicles
2020/2019
2020
2019
2018
2017
2016
CITIGO / CITIGOᵉ iV
-52.0%
14 971
31 199
39 161
37 115
40 674
FABIA
-43.0%
65 870
115 480
123 356
130 186
127 325
FABIA COMBI
-30.9%
39 589
57 313
67 524
76 313
127 325
FABIA total
-39.0%
105 459
172 793
190 880
206 499
202 303
RAPID
-37.8%
75 499
121 374
132 671
136 729
133 583
RAPID SPACEBACK
-79.7%
4 203
20 744
58 806
74 751
79 073
RAPID total
-43.9%
79 702
142 118
191 477
211 480
212 656
SCALA
61.7%
63 181
39 071
-
-
-
OCTAVIA
-43.8%
104 805
186 587
210 482
236 309
262 863
OCTAVIA COMBI
-13.9%
152 559
177 135
177 749
182 458
173 111
OCTAVIA total
-29.2%
257 364
363 722
388 231
418 767
435 974
SUPERB
-25.7%
40 930
55 108
86 143
94 522
81 288
SUPERB COMBI
-8.9%
45 221
49 647
51 998
56 388
57 566
SUPERB total
-17.8%
86 151
104 755
138 141
150 910
138 854
ROOMSTER
-
-
-
0
1
29
KAMIQ
99.0%
128 539
64 597
27 868
0
-
YETI
-80.0%
2
10
13 063
69 467
95 540
KAROQ
-10.1%
137 223
152 708
115 725
6 335
-
KODIAQ
-23.4%
131 590
171 794
149 195
99 961
447
ENYAQ iV
-
634
-
-
-
-
Total
-19.1%
1 004 816
1 242 767
1 253 741
1 200 535
1 126 477
DELIVERIES TO CUSTOMERS BY MODEL
6. 
Facts and figures 
 
 
6.1	
Economics

88
Content →
Change in %
ŠKODA vehicles
Share of passenger 
car market (%) **
2020/2019
2020
2019
2018
2017
2016
2020
2019
Central Europe *
-15.7%
181 937
215 784
212 928
207 143
183 770
19.7%
17.9%
Eastern Europe
-3.2%
134 393
138 791
127 533
103 634
90 446
6.3%
5.9%
Western Europe
-16.5%
434 461
520 475
486 356
477 735
454 001
4.0%
3.6%
Overseas/Asia
-30.9%
254 025
367 717
426 924
412 023
398 260
0.5%
0.6%
Total
-19.1%
1 004 816
1 242 767
1 253 741
1 200 535
1 126 477
1.5%
1.6%
DELIVERIES TO CUSTOMERS BY REGION
*including the Czech Republic
**shares on passenger cars, total markets
Change in % 
Vehicles
2020/2019
2020
2019
2018
2017
2016
Production at ŠKODA AUTO a.s. (Mladá Boleslav, Kvasiny)
Production of ŠKODA vehicles
-16.7%
672 900
808 066
785 128
767 474
711 309
Production of SEAT vehicles
-23.2%
76 710
99 876
100 975
90 629
53 862
Total ŠKODA AUTO a.s. production
-17.4%
749 610
907 942
886 103
858 103
765 171
Production at SKODA AUTO INDIA PRIVATE LTD. (Aurangabad)*
*
*
*
16 364
12 393
10 367
Total ŠKODA AUTO Group production*
-17.4%
749 610
907 942
902 467
870 496
775 538
PRODUCTION AT ŠKODA AUTO GROUP
* From 2019, production in India (Aurangabad) 
is reported under VW Group plants,  
after changes in ownership structure.  
Detailed overview by model is available  
in the Annual Report, p. 52 - 53
6. 
Facts and figures 
 
 
6.1	
Economics

89
Content →
India*
-47.4%
8 168
15 522
9 989
11 800
9 608
Slovakia
-34.5%
17 898
27 333
37 101
38 749
41 247
Germany
-100.0%
0
21 000
1 458
0
0
Russia
-13.4%
90 892
104 924
90 739
76 998
58 013
China
-43.2%
151 273
266 377
353 987
332 275
327 950
Total ŠKODA vehicles in other VW Group plants
-38.4%
268 231
435 156
493 274
459 822
436 818
TOTAL ŠKODA BRAND WORLDWIDE
-24.3%
941 131
1 243 222
1 285 269
1 232 042
1 152 308
TOTAL ŠKODA PRODUCTION WORLDWIDE, 
INCLUDING OTHER GROUP BRANDS
-24.2%
1 017 841
1 343 098
1 395 741
1 330 318
1 212 356
PRODUCTION OF ŠKODA VEHICLES IN OTHER VW GROUP PLANTS
6. 
Facts and figures 
 
 
6.1	
Economics
Change in % 
Vehicles
2020/2019
2020
2019
2018
2017
2016
* From 2019, production in India (Aurangabad) 
is reported under VW Group plants,  
after changes in ownership structure.  
Detailed overview by model is available  
in the Annual Report, p. 52 - 53
 
Mladá Boleslav
	
Kvasiny
	
India
 
Slovakia
	
Germany
	
Russia
	
China
PRODUCTION BY LOCATION (VEHICLES)
2020
2019
2018
2017
2016
1 017 841
1 343 098
1 395 741
1 330 318
1 201 989
479 664
586 478
575 790
560 122
561 818
269 946
321 464
310 313
297 981
203 353

90
Content →
744
428
346
385
141
203.5 BILLION CZK
24.7 BILLION CZK
4 232
869
323
156
141
SUPPLIER STRUCTURE OF PRODUCTION PROCUREMENT (NUMBER OF SUPPLIERS)
SUPPLIER STRUCTURE OF GENERAL PROCUREMENT (NUMBER OF SUPPLIERS)
	
Germany
	
Czech Republic
	
Western Europe (excl. Germany)
	
Central & Eastern Europe (excl. Czech Rep)
	
Other regions
TOTAL VOLUME: 203.5 BILLION CZK
TOTAL VOLUME: 24.7 BILLION CZK
	
Czech Republic
	
Germany
	
Western Europe (excl. Germany)
	
Central & Eastern Europe (excl. Czech Rep)
	
Other regions
6. 
Facts and figures 
 
 
6.1	
Economics

ENERGY INTENSITY – VEHICLE (MWh)
2020	
0.99	
0.59 
1.58
2019	
0.91	
0.52	
1.43
2018	
0.90	
0.49	
1.39
2017	
1.00	
0.48	
1.48
2016	
1.09	
0.49 
1.58
 
Non-renewable
	
Renewable
The statistic includes energy consumption  
inside the organization.
91
Content →
6.2  ENVIRONMENT
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
1.58
1.42
1.39
1.49
1.57
1 184
1 298
1 257
1 285
1 226
223
0.39
0.33
0.34
0,38
0.39
0.30
365
0.48
596
0.80
267
0.29
370
0.40
661
0.73
243
0.27
365
0.41
649
0.72
251
0.29
388
0.45
646
0.75
236
0.30
363
306
306
303
67
252
409
59
267
382
61
293
353
57
300
327
296
0.09
0.07
0.07
0.07
0.07
69
0.30
0.28
0.30
0.34
0.39
224
372
0.50
0.45
0.42
0,41
0.42
327
0.46
627
0.81
FORMS OF ENERGY – TOTAL (GWh)
FORMS OF ENERGY – VEHICLE (MWh)
6. 
Facts and figures 
 
 
6.2	
Environment

92
Content →
2020
2019
2018
2017
2016
97 
112
85
110
107
2020
2019
2018
2017
2016
129
123
94
126
138
NOx - The decrease in emissions in 2020 was caused by a decrease in production due to the COVID-19 
pandemic, the increase in 2019 was caused by the commissioning of new sources at a new paint 
shop and optimization of afterburner settings in favour of maximum VOC reduction, which is the main 
pollutant whose reduction is a priority.
DIRECT NOX EMISSIONS – TOTAL (t)
DIRECT NOX EMISSIONS – VEHICLE (g)
6. 
Facts and figures 
 
 
6.2	
Environment
INDIRECT CO2 EMISSIONS (SCOPE 2)  
– VEHICLE (kg)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
406 
 
344 
 
374 
 
424 
 
464 
DIRECT CO2 EMISSIONS (SCOPE 1)  
– VEHICLE (kg)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
55 
 
54 
 
55 
 
59 
 
63 
VOC - decrease of absolute value caused by decrease of production due to 
COVID-19 pandemic, increase of relative parameter VOC/produced car was 
caused by lower number of produced cars (influence of basic load) and larger 
painted area of produced cars
VOC EMISSIONS – VEHICLE (kg)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
1.52 
 
1.43 
 
1.41 
 
1.49 
 
1.56

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2020 
 
2019 
 
2018 
 
2017 
 
2016 
Water consumption 
From areas with water stress
Water consumption is calculated as a difference  
between water withdrawal and discharge.
WATER CONSUMPTION - TOTAL (thousands of m3)
260
110
394
472
446
396
127
370 
 
521 
 
472 
 
446 
 
396 
WATER DISCHARGE - TOTAL (thousands of m3)
All areas 
 
Thereof: Water stress areas 
 
All areas 
 
Thereof: Water stress areas 
 
All areas 
 
All areas 
 
All areas 
932 
 
208 
 
1 009 
 
240 
 
1 073 
 
1 092 
1 092
2020 
 
2020 
 
2019 
 
2019 
 
2018 
 
2017 
 
2016 
100% of water discharge is third party surface water. 
Discharge by destination and to areas with water stress is monitored since 2019  
(new requirements of GRI 303 - Water and effluents 2018)
724
769
240
1 092
1 092
1 073
240
208
208
Fresh water 
Other water 
Not specified
6. 
Facts and figures 
 
 
6.2	
Environment

94
Content →
Name
Area of  
the drainage 
basin 
upstream to  
the withdrawal 
profile in km2
Long-term 
average 
flow Qa 
m3/s
Watercourse 
important 
for water 
management
Order 
according 
to Gravelius
Protected 
areas at 
the site 
of water 
withdrawal 
or discharge
Environmental 
quality of the 
watercourse 
– type of water  
as per Decree 
169/2006 Coll.
Jizera River
1 734.81
25.24
Yes
II.
No
47K, 48K 
carp water
Bělá River
59.4
1.22
Yes
IV.
No
11 L  
salmon water
Labe River
93.35
2.63
Yes
I.
No
2 L 
salmon water
SOURCES OF INDUSTRIAL WATER AFFECTED BY WITHDRAWAL AND DISCHARGE
Name
Hydrogeological zone
Area in km2
Podorlická 
křída
4222 Povodí Orlice  
(Orlice River Basin)
434.5
Classification is in accordance with legal 
water protection requirements  
and VÚV TGM (T.G. Masaryk Water 
Research Institute) and ČHMÚ 
(Czech Hydrometeorological Institute) 
databases.
GROUNDWATER SOURCES
1.74 
 
1.69 
 
1.71 
 
1.77 
 
1.92 
2020 
 
2019 
 
2018 
 
2017 
 
2016 
Third party (Surface water)	
 
Third party (Groundwater)		
 
Third party (Drinking water)
32%
32%
33%
32%
31%
8%
7%
10%
4%
6%
WATER WITHDRAWAL - VEHICLE (%, m3)
60%
61%
57%
64%
63%
6. 
Facts and figures 
 
 
6.2	
Environment

95
Content →
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
50%
44%
42%
43%
40%
657
674
649
654
599
281
351
443
433
528
374
386
491
497
681
RECYCLED WATER – TOTAL (thousands of m3, % of water withdrawal)
Recycled water is used multiple times during the production process - e.g. final rinse in the paint 
shop or circulating water in the water test working as washer. Data also include waste water 
which can be reused, e.g. purified waste water is being used for irrigation.
Data on recycled water exclude water circulating in cooling systems, water used for separation 
of pollutants and water in systems for air humidification. Data also exclude collected rainwater.
Chemical oxygen demand (COD) - the gradual reduction of this parameter until 2019 
was caused mainly by a change in the nature of chemicals used in the painting process 
and by increasing the recycling of rinsing water in the paint shop in Mladá Boleslav, 
thus reducing the yield of organic substances in wastewater. The decline in 2020 was 
caused by a decline in production due to the COVID-19 pandemic.
CHEMICAL OXYGEN DEMAND – TOTAL (t)
CHEMICAL OXYGEN DEMAND – VEHICLE (g)
6. 
Facts and figures 
 
 
6.2	
Environment

96
Content →
WASTE BY MEANS OF DISPOSAL – VEHICLE (kg)
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
Hazardous waste
Other waste
2020
2019
2018
2017
2016
11.2
11.2
22.6
22.5
0.2
22.8
22.7
9.2
8.5
8.5
6.6
9.8
24.7 0.7
25.4
3.2
27.0
4.8
31.8
0.8
0.8
9.3
9.3
30.2 1.2
31.4
0.4
9.6
0.2
Use incl. energy
Landfill
6. 
Facts and figures 
 
 
6.2	
Environment
2020
2019
2018
2017
2016
13.3
189.9
11.2
22.8
237.2
203.2
193.3
225.6
231.9
238.1
212.7
22.7
31.4
31.8
25.4
9.6
9.3
9.3
9.8
179.1
191.2
197.0
177.5
14.2
Metal - not specified
Metal - hazardous
Metal - non-hazardous
Hazardous waste
Other waste
WASTE GENERATED BY TYPE – VEHICLE (kg)

97
Content →
Mladá Boleslav plant
Category
Name
Distance (km)
Direction
Area (ha)
Object of protection & notes
Protected 
landscape area
Český ráj
10
NE
18 152.3
The purpose of this area is to preserve and restore the natural environment, particularly ecosystems of wild animal 
and plant species, and to maintain the typical character of the landscape while developing environmentally optimal 
use of the land and its natural resources.
Nature reserve
Vrch Baba 
u Kosmonos
2.2
N
249.6
The complex forest and non-forest natural ecosystems (forest borders, edges, grassland) with high concentration 
of major habitats, plant and animal taxa and significant geological and geomorphological phenomena – the 
exposed open space and crack-seal basalt veins.
National natural 
monument
Radouč
1.6
W
1.5
To protect significant calcicole and thermophilic communities of argillaceous rocks with a unique occurrence of 
needle sunrose (Fumana procumbens) in Bohemia.
Natural 
monument
Bezděčín
2
SW
75.1
Protection of the critically endangered species, European ground squirrel; its population is residing in grassed 
areas of this natural monument.
Natural 
monument
Podhradská tůň
3.4
N
3.1
A landscape with significant natural and aesthetic values, especially the dead arm of the Jizera River as a remnant 
of the meandering of the watercourse with a characteristic ecosystem of water surface areas, floodplain forest, 
natural dead arm vegetation stands, including a strip of riparian and aquatic plants, while allowing for semi-
intensive fish farming and sport fishing, with the requirement to maintain the equilibrium state and achieve 
recovery of this ecosystem.
Natural 
monument
Lom u Chrástu
4.3
SW
1.5
Significant paleontological deposits of Cretaceous middle Turonian fauna, which is one of the baseline supporting 
profiles for stratigraphy of the Czech Cretaceous layer.
Nature park
Chlum
1.5
S
1 319
Most of the territory is covered by forests – mainly oak and hornbeam forests, locally with acidophilic oak woods 
or herb-rich beech forests. The most abundantly represented trees are summer and winter oaks, small-leaved lime, 
hornbeam, sycamore maple, common ash, and common beech. The herbaceous layer contains rare or protected 
species of plants, such as white helleborine, common hepatica, Lily of the valley, hazelwort, hairy sedge, wood 
sedge (Carex sylvatica), Chinese lantern, sweet woodruff, Turk's cap lily, wood anemone, Solomon's seal, salisbury 
(Dryopteris pulchella), baneberry, and others.  
The area also harbours many insect species, such as mallow skipper, purple emperor, large poplar longhorn beetle 
(Saperda carcharias), several species of longhorn beetles and jewel beetles. The birds are represented by European 
robin, great spotted woodpecker, Eurasian nuthatch, Eurasian collared dove, Eurasian jay, common buzzard, willow 
warbler, European green woodpecker. Other animals include amphibians, such as common water frog, European 
water frog, European tree frog, and common toad.
OVERVIEW OF RELEVANT PROTECTED AREAS
6. 
Facts and figures 
 
 
6.2	
Environment

98
Content →
Category
Name
Distance (km)
Direction
Area (ha)
Object of protection & notes
Nature park
Jabkenicko
9
SE
556
The main reason for establishment of this nature park was a continuous forest area, absence of larger settlements 
and a system of mainly forest ponds supplied with water from forest complexes, and thus uncontaminated with 
washes from the fields and wastes from the municipalities. It is a system of ponds in Jabkenický potok creek,  
the largest of which is Vidlák, and the system on Svatojiřský (Hladoměřský) potok creek and a variety of small 
ponds on forest streams. Geology: The entire area is located on upper Turonic marls that only come to the surface 
in the valley indentations and then in the lower deforested areas. The bedrock of the entire forest is formed  
by Jizera River gravels during the early Pleistocene epoch. 
Fauna and flora: Oak trees in Jabkenická obora. In botanical terms, this area represents poor forest communities – 
originally pine oak forests, now mostly converted to cultural pine forests with smaller areas of native oaks, but also 
non-native trees, especially spruce. More varied vegetation is located in the valley indentations, with preserved 
fragments of hornbeam-oak woodlands, wet alder forests in the floodplain, and wet floodplain meadows.  
Of paramount importance is the system of forest ponds, which serves as a refuge for a number of formerly common, 
now vanishing aquatic animals and plants. Fallow deer is primarily bred in the Jabkenická obora game preserve.
Nature park
Čížovky
9
SE
386
The Čížovka Nature park is a protected area, which was established in 1998 in the surrounding of the Petkovy, 
Domousnice and Lhotky communities. It is a little affected landscape with sparse, scattered settlements and minimal 
post-war construction. The protected area includes the surroundings of the Křesovský potok stream, which is a source 
of water for several ponds, and Křemenice hill (336 m above sea), representing the eastern end of the prominent 
Chloumecký hřbet landform. The landscape here is a mosaic of water areas, wetlands, meadows, remnants of old 
orchards, while the valley slopes are covered with forests. These habitats provide an environment for many different 
species of plants and animals. Fauna and flora: Animals known to occur in the area of the nature park include several 
species of endangered amphibians, owls, kingfisher (Alcedo atthis), white wagtail (Motacilla alba) and grey wagtail  
(M. cinerea), great spotted woodpecker (Dendrocopos major) and lesser spotted woodpecker (Dendrocopos minor),  
red-backed shrike (Lanius collurio), Eurasian coot (Fulica atra), garden warbler (Sylvia borin), sedge warbler 
(Acrocephalus schoenobaenus) and several species of bats (a colony of bats residing in the mill below the dam of one 
of the ponds). The park area harbours many interesting habitats, for example pigra, fescue and sedge meadows. Many 
plant species grow in the park, including marsh fern (Thelypteris palustris), shining pondweed (Potamogeton lucens), 
horned pondweed (Zannichellia palustris), pepper saxifrage (Silaum silaus) field wormwood (Artemisia campestris), 
several sedge species, such as soft-leaved sedge (Carex montana), greater tussock-sedge (Carex paniculata) and 
cyperus sedge (Carex pseudocyperus), common centaury (Centaurium erythraea), northern bedstraw (Galium boreale), 
valerian (Valeriana dioica), Kashubian vetch (Vicia cassubica), mountain parsley (Peucedanum oreoselinum), and others.
6. 
Facts and figures 
 
 
6.2	
Environment

99
Content →
Category
Name
Distance (km)
Direction
Area (ha)
Object of protection & notes
Protected 
landscape area
Orlické hory
5.5
NE
23 387
The purpose of this area is to protect the landscape, its appearance and its typical characters so that these values 
create a balanced environment; the distinctive features of the landscape include in particular its surface profile, 
including watercourses and water areas, vegetation cover and its wild fauna, as well as the layout and use of forest 
and agricultural land fund, settlement structure of the areas, urban structure of settlements, local vernacular 
architecture, and construction works of monumental or dominant character.
Nature reserve
Skalecký ráj
8
N
3.2
Forest vegetation with natural composition of tree species and rich herbaceous layer (common cowslip, wild arum, 
and rueleaved isopyrum Isopyrum thalictroides). The most important plant species is a rare Czech endemic orchid 
species Epipactis albensis, which has its global occurrence bound only to Bohemia and Moravia.
Natural 
monument 
(proposed) 
Special Area of 
Conservation 
(SAC)
Uhřínov-Benátky
5
NE
4.9
To support and stabilise the population of an highly endangered animal and European important species,  
dusky large blue, including active protection of its habitat and appropriate interventions and management  
of the watercourse, grasslands and other vegetation concerned to ensure stability of the population  
and support its further spread in the locality.
Nature park
Les Včelný
3.5
SE
235.8
A pond known as Ivanské jezero was built in the North-Eastern part of the park on the Javornický potok creek. 
The slopes and plateaus are covered with forest stands, dominated by coniferous trees, or with mixed stands.  
The original vegetation in the area was composed of oak and hornbeam woodlands. A total of about 400 plant 
species were identified in this area. Given the character of the habitats, forest vertebrates are predominant species 
in the park. The wetlands around the pond harbours several species of amphibians, while forest bird species nest  
in the nearby forest stands.
Kvasiny plant
6. 
Facts and figures 
 
 
6.2	
Environment

100
Content →
Natural 
monument
Lom Strážné
7
N
4.2
Calcicole and thermophilic plant communities (including specially protected species), which developed by 
succession after the exploitation on a very unusual bare limestone bedrock. This site harbours the largest 
population of common spotted orchid in the Krkonoše mountains. If the uninterrupted succession continues, 
emergence of additional calcicole species can be undoubtedly expected in the future. Botanical reasons of 
protection are further supported by geological (protection of the remaining lenses of crystalline limestone formed 
in the inner schist series of the Krkonoše mountains bedrock) and geomorphological reasons (protection  
of karst areas), as well as by protection of animal species included in the category of endangered species that live 
in this area (amphibians in ponds at the bottom of the quarry, reptiles on dry sites and wintering bats in the mine 
drainage), as well as landscape (aesthetic) reasons.
Natural 
monument
Herlíkovické 
štoly
7
N
0.003
Protection of permanent hibernacula of various species of bats in old adits.
Natural 
monument
Labská soutěska
7.5
N
2.8
Protection of unique evorsion structures and riffles in muscovite orthogneiss of the upper Elbe.
Category
Name
Distance (km)
Direction
Area (ha)
Object of protection & notes
National park
Krkonoše 
National Park
1.1
N
36 300
Preservation and improvement of the natural environment, in particular protection or restoration of self-control 
functions of the natural systems, strict protection of wild fauna and flora, maintaining the typical appearance  
of the landscape, fulfilling scientific and educational goals, as well as the use of the national park for ecologically 
viable tourism and recreation, not worsening the environment, SAC site No. CZ0524044, bird region CZ0521009.
Vrchlabí plant
6. 
Facts and figures 
 
 
6.2	
Environment

101
Content →
6.3  SOCIAL ACTIVITIES
2020
2019
2018
2017
2016
Core staff -  
ŠKODA AUTO Group
34 614
33 975
33 726
31 714
28 310
of which: ŠKODA AUTO a.s.
34 514
33 881
32 738
30 690
27 462
of which: subsidiaries*
100
94
988
1 024
848
of which: SAS
66
63
62
61
61
of which: SAIPL
n/a
n/a
896
943
787
of which: SADL
31
31
30
20
-
of which: UMI
3
-
-
-
-
of which: SADS
-
-
-
-
-
EMPLOYEE STRUCTURE ACCORDING TO TYPE OF EMPLOYMENT AND SUBSIDIARIES
* Subsidiaries:
SAS = ŠKODA AUTO Slovensko s.r.o.
SAIPL = SKODA AUTO India Private Ltd., out of scope since 2019
SADL = ŠKODA AUTO DigiLab s.r.o.
UMI = UMI Urban Mobility International Česká republika s.r.o., established 31.12.2019
SADS = ŠKODA AUTO DigiServices s.r.o., acquired 2019, renamed from Smart City Lab s.r.o.
Data is valid for 31.12. of each reporting year.
Data is relevant for ŠKODA AUTO a.s.
Temporary workers 
- ŠKODA AUTO Group
3 262
3 232
2 789
2 802
3 467
of which: ŠKODA AUTO a.s.
3 262
3 232
2 789
2 802
3 467
of which: subsidiaries*
-
-
-
-
-
Apprentices -  
ŠKODA AUTO Group
923
948
958
936
913
of which: ŠKODA AUTO a.s.
923
948
958
936
913
of which: subsidiaries*
-
-
-
-
-
2020
2019
2018
2017
2016
Direct employees 
Men
18 223
17 702
17 209
16 431
14 252
Women
4 480
4 355
4 245
3 822
3 280
Total
22 703
22 057
21 454
20 253
17 532
Indirect employees
Men
9 282
9 277
8 868
8 210
7 843
Women
2 529
2 547
2 416
2 227
2 087
Total
11 811
11 824
11 284
10 437
9 930
Apprentices
Men
815
828
842
825
806
Women
108
120
116
111
107
Total
923
948
958
936
913
Temporary workers
Men
2 903
2 553
1 980
2 017
2 767
Women
359
679
809
785
700
Total
3 262
3 232
2 789
2 802
3 467
EMPLOYEE STRUCTURE BY GENDER
Direct employees are production workers.
Indirect employees include overhead workers, office employees and management.	
Core staff = Direct employees + Indirect employees
6. 
Facts and figures 
 
 
6.3	
Social Activities

102
Content →
2020
2019
2018
2017
2016
Board  
of Directors
men
7
7
7
7
7
women
-
-
-
-
-
total
7
7
7
7
7
Supervisory  
Board
men
8
8
8
7
7
women
1
1
1
1
1
total
9
9
9
8
8
Senior 
Management
men
273
273
284
258
235
women
29
29
31
34
30
total
302
302
315
292
265
Management total*
men
612
595
567
536
502
women
99
98
84
82
76
total
711
693
651
618
578
2020
2019
2018
2017
2016
Board  
of Directors
under 30
-
-
-
-
-
30 - 50
-
-
-
-
-
over 50
7
7
7
7
7
Supervisory  
Board
under 30
-
-
-
-
1
30 - 50
-
-
1
2
2
over 50
9
9
8
6
5
Senior  
Management
under 30
-
-
-
-
-
30 - 50
174
188
211
208
189
over 50
128
114
104
84
76
Management  
total*
under 30
1
1
-
-
-
30 - 50
450
468
459
444
417
over 50
260
224
192
174
160
MANAGEMENT STRUCTURE BY GENDER
AGE STRUCTURE OF THE MANAGEMENT
AGE STRUCTURE OF THE CORE STAFF
* includes senior management
* includes senior management
2020
2019
2018
2017
2016
Direct  
employees
under 30
5 698
5 823
6 049
6 007
5 006
30 - 50
13 462
12 913
12 341
11 448
9 974
over 50
3 543
3 321
3 064
2 798
2 552
Indirect  
employees
under 30
1 690
1 888
1 822
1 457
1 251
30 - 50
7 519
7 507
7 212
6 839
6 211
over 50
2 602
2 429
2 250
2 141
1 890
6. 
Facts and figures 
 
 
6.3	
Social Activities

103
Content →
NATIONALITY STRUCTURE OF EMPLOYEES IN 2020
Direct 
employees
Indirect 
employees
Management*
Senior 
management**
Czech Republic
19 674
11 174
598
242
Poland
3 182
23
3
1
Slovakia
1 885
291
22
9
Ukraine
579
32
2
-
Germany
2
124
64
41
Other
643
167
22
9
QUALIFICATION STRUCTURE OF THE CORE STAFF IN 2020 (%)
8%
43%
32%
17%
2020
2019
2018
2017
2016
6.0
7.1
6.9
8.2
7.1
ANNUAL EMPLOYEE TURNOVER (%)
6. 
Facts and figures 
 
 
6.3	
Social Activities
	
Basic education
	
Technical secondary education
 
Secondary education with certificate
	
University education
*	
Management is subset of Indirect employees 
** 	 Senior management is subset of Management
Calculation of turnover is based on average number of employees.

104
Content →
NEW EMPLOYEE HIRES
2020
age at hiring
men
women
total
under 30
1 038
281
1 319
30-50
761
223
984
over 50
52
27
79
total
1 851
531
2 382
2019
age at hiring
men
women
total
under 30
1 370
343
1 713
30-50
1 082
378
1 460
over 50
93
25
118
total
2 545
746
3 291
2018
age at hiring
men
women
total
under 30
1 676
460
2 136
30-50
1 232
504
1 736
over 50
118
44
162
total
3 026
1 008
4 034
2017
age at hiring
men
women
total
under 30
2 394
514
2 908
30-50
1 828
456
2 284
over 50
142
43
185
total
4 364
1 013
5 377
2016
age at hiring
men
women
total
under 30
2 119
433
2 552
30-50
1 398
403
1 801
over 50
115
25
140
total
3 632
861
4 493
EMPLOYEE DEPARTURES (EXCLUDING MATERNITY LEAVE, PARENTAL LEAVE, ETC.)
2020
age at departure
men
women
total
under 30
416
69
485
30-50
514
114
628
over 50
358
90
448
total
1 288
273
1 561
2019
age at departure
men
women
total
under 30
599
80
679
30-50
637
120
757
over 50
267
94
361
total
1 503
294
1 797
2018
age at departure
men
women
total
under 30
635
74
709
30-50
622
109
731
over 50
261
89
350
total
1 518
272
1 790
2017
age at departure
men
women
total
under 30
757
49
806
30-50
725
116
841
over 50
261
77
338
total
1 743
242
1 985
2016
age at departure
men
women
total
under 30
515
38
553
30-50
453
56
509
over 50
327
114
441
total
1 295
208
1 503
6. 
Facts and figures 
 
 
6.3	
Social Activities

105
Content →
MATERNITY AND PARENTAL LEAVE, UNPAID 
LEAVE UP TO 4 YEARS OF CHILD'S AGE
Departures
period
Men
Women
Total
2020
6
310
316
2019
10
278
288
2018
11
242
253
2017
6
220
226
2016
6
221
227
Returns
period
Men
Women
Total
2020
8
179
187
2019
4
154
158
2018
6
136
142
2017
8
172
180
2016
2
166
168
Retention
period
Returned 
in prior year
Still employed 
at 31 December
Retention 
%
2020
158
138
87%
2019
142
123
87%
2018
180
153
85%
2020
2019
2018
87%
87%
85%
RETENTION AFTER RETURN  
FROM PARENTAL LEAVE
Number of employees retained represents employees that returned to work after parental leave in prior year, 
that were still employed at the end of reported year. 
NUMBER OF RECORDABLE WORK-RELATED INJURIES
2020
2019
2018
2017
2016
Injuries - Core staff ŠKODA AUTO a.s.
71
75
78
68
58
of which:
   with hospitalisation longer than 5 days
3
5
5
4
2
   fatalities
0
0
0
0
0
Hours worked
47 731 307
53 568 666
51 455 975
47 995 619
43 233 317
Injuries - Temporary workers
18
22
18
29
23
of which:
   fatalities
0
0
0
0
0
6. 
Facts and figures 
 
 
6.3	
Social Activities

106
Content →
OCCUPATIONAL INJURIES  
(NUMBER OF INJURIES)
ŠKODA AUTO CHECK-UP 
(NUMBER OF PARTICIPANTS)
REHABILITATION PROGRAMMES 
(NUMBER OF PARTICIPANTS)
VACCINATIONS AGAINST FLU (%)
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
2020
2019
2018
2017
2016
71
75
78
68
58
4.4
4.3
3.9
3.4
3.1
28 705
31 594
28 618
20 594
14 297
5 060
8 724
1 566
1 316
910
14.7
13.6
10.6
9.3
9.7
AVERAGE ABSENCE RATE OF THE CORE STAFF (%)
Statistic on vaccinations is relevant for core 
employees.
The increase was due to the launch  
of the reservation system, and also thanks  
to improved marketing via leaflets, posters  
and intranet.
Values represent average percentage of absence 
days from the total number of working days.
6. 
Facts and figures 
 
 
6.3	
Social Activities
ABSENCE RESULTING FROM WORK-RELATED INJURIES (DAYS)
2020 
 
2019 
 
2018 
 
2017 
 
2016 
Data is relevant for ŠKODA AUTO a.s.
2 855 
 
3 423 
 
2 500 
 
2 712 
 
2162

Content →
ABOUT  
THIS REPORT 
7

7  ABOUT THIS REPORT 
108
Content →
ŠKODA AUTO has been issuing its Sustainability 
Report every two years since 2007. The current 
report contains information and data for 2019 
and 2020, including comparable data from 
previous periods for all major indicators.
For the first time, we present our commitment 
to the UN Sustainable Development Goals and 
Targets (SDGs), based on the priorities identified 
by a  materiality analysis performed in the 
reporting period.
For the purposes of this report, ŠKODA AUTO 
Group refers to the parent company ŠKODA AUTO 
a.s. and its subsidiaries with majority ownership 
share. These include: ŠKODA AUTO Slovensko 
s.r.o. and ŠKODA AUTO Digilab s.r.o. (same as in 
previous report), and two new subsidiaries: UMI 
Urban Mobility International Česká republika 
s.r.o. (established in 2019) and ŠKODA AUTO 
DigiServices s.r.o. (Smart City Lab s.r.o. acquired 
in 2019 and renamed).
The previous report also included Skoda Auto 
India Private Ltd. (100% subsidiary in 2017-18)  
which is not in the scope for the current 
sustainability report due to the change of 
structure and ownership in 2019. (Since 2019, 
ŠKODA AUTO a.s. holds 8.13% share in SKODA 
AUTO Volkswagen India Private Ltd.)
ŠKODA AUTO a.s. publishes separate financial 
statements and an annual report. The financial 
results of ŠKODA AUTO and its subsidiaries are 
then consolidated on the Volkswagen Group 
level, together with associates in which ŠKODA 
AUTO a.s. holds a minority interest or exercises 
significant influence. The non-financial indicators 
of associates are also reported at the Volkswagen 
Group level.
The indicators relating to the manufacture 
of vehicles and components by joint ventures 
or external partners are not included in  
the data reported herein. The indicators for 
the manufacture of vehicles and components 
by subsidiaries and associates of Volkswagen 
Group are included in the Volkswagen Group 
Sustainability Report.
As in previous years, the report focuses on  
the direct impacts which occur inside  
the organisation (ŠKODA AUTO refers to  
the group, ŠKODA AUTO a.s. to the parent 
company). Beyond that, where possible, we also 
disclose our management approach to impacts 
occurring outside of the organisation, to which 
we indirectly contribute through the supply chain 
and the life cycle of our products.
This report has been prepared in accordance 
with the GRI Standards: Core option. To avoid 
unnecessary duplication of information, we refer 
in some places to the Annual Report of ŠKODA 
AUTO a.s.
We welcome your feedback, and we would be 
pleased to answer questions regarding this report 
or issues relating to sustainable development  
at ŠKODA AUTO.
Please contact us by e-mail at:
sustainability@skoda-auto.cz
The sources of data for this sustainability 
report include the standardised IT data 
management systems of Volkswagen Group, e.g. 
relating to procurement, technical development, 
manufacturing and logistics, and ŠKODA 
AUTO’s own information systems. The data used 
for the compilation of this report is contained in 
Volkswagen Group’s sustainability report, which is 
subject to external assurance. Therefore, ŠKODA 
AUTO does not seek independent verification of 
its sustainability report.
The following changes were made to the report:
	Ȧ Update to the new version of GRI 
Standards (303 - Water and Effluents 2018,  
403 - Occupational Health and Safety 2018)
	Ȧ Early adoption of GRI 306 - Waste 2020.
Comparative data was adjusted accordingly, 
to correspond with the new structure and 
presentation of the indicators.
We ceased to report data that is no longer 
relevant or applicable: emissions of SOx (volume 
is negligible) and Ozone-depleting substances 
(zero since 2019).

Content →
GRI INDEX
8

8  GRI INDEX
110
Content →
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS
GRI 101: FOUNDATION (2016)
GENERAL DISCLOSURES
GRI 102: GENERAL DISCLOSURES (2016)
Organizational profile
102–1
Name of the organization
5–6, 108
102–2
Activities, brands, products, and services
5–8
102–3
Location of headquarters
6
102–4
Location of operations
5–6, 24, 88–89
102–5
Ownership and legal form
5–6 
Sole shareholder is VOLKSWAGEN FINANCE LUXEMBURG S.A., 
subsidiary of VOLKSWAGEN AG.
102–6
Markets served
24, 87–88
102–7
Scale of the organization
5–6, 8, 23, 63, 87, 88–89, 
101
Data on page 23 are relevant for ŠKODA AUTO a.s. For the 
purposes of financial reporting according to IFRS, other entities 
within the Group are consolidated at the Volkswagen Group level.
102–8
Information on employees and other workers
63, 101
102–9
Supply chain
26–27, 90
102–10
Significant changes to the organization and its supply chain
5, 26
102–11
Precautionary Principle or approach
27, 36–38
102–12
External initiatives
20–21, 67, 71
102–13
Membership of associations
21
Strategy
102–14
Statement from senior decision–maker
3
102–15
Key impacts, Risks and Opportunities
13–18
Annual report: Report on risks and opportunities (p. 82–87)

111
Content →
Ethics and integrity
102–16
Values, principles, standards, and norms of behavior
36–38
Governance
102–18
Governance structure
14
Stakeholder engagement
102–40
List of stakeholder groups
12
102–41
Collective bargaining agreements
12, 63
102–42
Identifying and selecting stakeholders
11
102–43
Approach to stakeholder engagement
11–13
102–44
Key topics and concerns raised
12–13, 15–18
Reporting practice
102–45
Entities included in the consolidated financial statements
108
Sustainability report covers only subsidiaries of ŠKODA AUTO a.s. 
It does not include affiliated companies which are consolidated 
at the Volkswagen Group level (Annual Report – Notes to 
the separate financial statements, section 7. Investments in 
associates). Structure of ŠKODA AUTO Group changed in 2019. 
102–46
Defining report content and topic Boundaries
7, 13, 15, 108
102–47
List of material topics
10, 13
102–48
Restatements of information
–
There were no restatements.
102–49
Changes in reporting
108
Update to new GRI 303 Water and Effluents (2018), GRI 403 
Health and Safety (2018) and early adoption of GRI 306 Waste 
(2020) from 2019 – indicators adapted to new standards, 
comparatives adjusted accordingly. 
Newly included: GRI 102–15 and 201–2 with specific focus on 
climate change. 
Ceased to report data on emissions of SOx (negligible) and ODS 
(no longer applicable) from 2019. 
Change in group structure (102–45).
102–50
Reporting period
108
1 January 2019 – 31 December 2020
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

112
Content →
102–51
Date of most recent report
–
Sustainability report for period 2017–2018 was published in July 2019. 
102–52
Reporting cycle
108
2 years
102–53
Contact point for questions regarding the report
108
102–54
Claims of reporting in accordance with the GRI Standards
108
102–55
GRI content index
110–120
102–56
External assurance
108
This report is not externally audited.
GRI 103: MANAGEMENT APPROACH (2016)
103–1
Explanation of the material topic and its Boundary
12–13
Methodology for determining materiality of topics is described in 
chapter Dialogue with stakeholders and materiality assessment. 
103–2
The management approach and its components 
14 
23–38: Economy and 
Governance  
40–58: Environment 
60–84: Social activities
The management approach for each specific material topic is 
described in detail in individual chapters.
103–3
Evaluation of the management approach
86–90: Economy and 
Governance  
91–100: Environment 
101–106: Social activities
Evaluations within specific areas are presented in the respective 
chapters and in the chapter Facts & Figures.
MATERIAL TOPICS
GRI 200: ECONOMIC
103
Management approach
23–38
GRI 201: ECONOMIC PERFORMANCE (2016)
103
Management approach
10, 23–24
201–1
Direct economic value generated and distributed
86
The table presents economic value generated by the ŠKODA 
AUTO Group for purposes of IFRS consolidation at the 
Volkswagen Group level. The calculated value includes also 
affiliated companies that are not in scope of this report.
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

113
Content →
201–2
Financial implications and other risks and opportunities  
due to climate change
48
AR p. 83–84 (Legislation regarding emissions), AR p. 160–161 
(Provision for covering emission expenditures)
201–4
Financial assistance received from government
21
GRI 202: MARKET PRESENCE (2016)
103
Management approach
60
202–1
Ratios of standard entry level wage by gender compared to local 
minimum wage 
64
202–2
Proportion of senior management hired from the local community
69
GRI 203 – INDIRECT ECONOMIC IMPACTS (2016)
103
Management approach
4, 20, 79, 80
203–1
Infrastructure investments and services supported
21, 25, 30, 80, 84
203–2
Significant indirect economic impacts
28–29, 31–33, 78–80
GRI 204: PROCUREMENT PRACTICES (2016)
103
Management approach
26–27
204–1
Proportion of spending on local suppliers 
90
GRI 205: ANTI–CORRUPTION (2016)
103
Management approach
37
205–1
Operations assessed for risks related to corruption
37
205–2
Communication and training about anti–corruption policies and 
procedures
36–37, 75
205–3
Confirmed incidents of corruption and actions taken
–
None
GRI 206: ANTI–COMPETITIVE BEHAVIOR (2016)
103
Management approach
38
206–1
Legal actions for anti–competitive behavior, anti–trust, and monopoly 
practices
–
None
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

114
Content →
GRI 300: ENVIRONMENTAL
Comparative figures for environmental indicators (years 2016 – 2018) included production in Aurangabad (Skoda Auto India Private Ltd.). 
Since 2019, production in India is not in the scope for Skoda Auto Group sustainability report (refer to GRI 102–45 for explanation). 
Aurangabad production represented 1.4 and 1.8 percent of total production in 2017 and 2018 respectively and its impact on comparability is immaterial.
GRI 103: MANAGEMENT APPROACH (2016)
103
Explanation of the material topic and its Boundary
41–44: Climate change 
45–48: Air quality 
49–57: Resources 
58: Environmental 
compliance 
58: GreenRetail
GRI 301: MATERIALS (2016)
103
Management approach
40, 55
301–1
Materials used by weight or volume
55
ŠKODA OCTAVIA is used as an example.
301–2
Recycled input materials used
55
ŠKODA OCTAVIA is used as an example.
301–3
Reclaimed products and their packaging materials
57
Collected units are reported. Percentage rate is not presented due 
to its limited accuracy.
GRI 302: ENERGY (2016)
103
Management approach
40, 49–52
302–1
Energy consumption within the organization
50, 91
302–3
Energy intensity
91
302–4
Reduction of energy consumption
49–52
302–5
Reductions in energy requirements of products and services
45–48
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

115
Content →
GRI 303: WATER AND EFFLUENTS (2018)
Update to 2018 version of Standard.
103
Management approach
54
303–1
Interactions with water as a shared resource
94–95
303–2
Management of water discharge–related impacts
54, 93, 95
303–3
Water withdrawal
54, 94
303–4
Water discharge
93
303–5
Water consumption
93
GRI 304: BIODIVERSITY (2016)
103
Management approach
53
304–1
Operational sites owned, leased, managed in, or adjacent to, 
protected areas and areas of high biodiversity value outside protected 
areas
97–100
304–2
Significant impacts of activities, products, and services on 
biodiversity 
53
The related text refers to the direct consequences of company's 
activities. Impacts of ŠKODA AUTO products are described in the 
chapter Air quality.
GRI 305: EMISSIONS (2016)
103
Management approach
40, 41–42, 45–48, 49–53
305–1
Direct (Scope 1) GHG emissions
51, 92
305–2
Energy indirect (Scope 2) GHG emissions
51, 92
305–4
GHG emissions intensity
92
305–5
Reduction of GHG emissions
51–53
305–6
Emissions of ozone–depleting substances (ODS)
53
Zero ODS emissions for 2019 and 2020.
305–7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air 
emissions
52, 92
Only NOx and VOC. SOx emissions are immaterial, data not 
reported since 2019.
GRI 306: WASTE (2020)
Early adoption of 2020 version of GRI Standard.
103
Management approach
56
306–1
Waste generation and significant waste–related impacts
56
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

116
Content →
306–2
Management of significant waste–related impacts
56
306–3
Waste generated
56, 96
306–4
Waste diverted from disposal
56, 96
Material use and Other use
306–5
Waste directed to disposal
56, 96
Energy use and Landfill
GRI 307: ENVIRONMENTAL COMPLIANCE (2016)
103
Management approach
47–48, 58
AR p. 83–84, 160–161: Risk and provisions relating to emission targets.
307–1
Non–compliance with environmental laws and regulations
48
All limits prescribed by the valid environmental protection 
legislation and issued permits were met. Waste and hazardous 
substances management was in accordance with applicable 
legislation. All reporting obligations towards state administration 
bodies have been fulfilled.
GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT (2016)
103
Management approach
26–27
308–1
New suppliers that were screened using environmental criteria
26–27
GRI 400: SOCIAL
GRI 103: MANAGEMENT APPROACH (2016)
103–1
Explanation of the material topic and its Boundary
–
Materiality of social topics is determined mainly by the type of 
business activities and by interests of main stakeholders.
103–2
The management approach and its components 
–
The approach for managing the main social impacts is described in 
detail in individual chapters.
103–3
Evaluation of the management approach
–
Results for each social topic are presented in the respective 
chapters and in the chapter Facts and Figures.
GRI 401: EMPLOYMENT (2016)
103
Management approach
60–66
401–1
New employee hires and employee turnover
103–104
401–2
Benefits provided to full–time employees that are not provided to 
temporary or part–time employees
65
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

117
Content →
401–3
Parental leave 
105
GRI 402: LABOR/MANAGEMENT RELATIONS (2016)
103
Management approach
63, 65–66
402–1
Minimum notice periods regarding operational changes 
63
Communicated to trade unions four months in advance; 
employees informed at least two months in advance.
GRI 403: OCCUPATIONAL HEALTH AND SAFETY (2018)
Update to 2018 version of GRI Standard.
103
Management approach
71–74
403–1
Occupational health and safety management system
71
403–2
Hazard identification, risk assessment, and incident investigation
71, 73
403–3
Occupational health services
72–74
403–4
Worker participation, consultation, and communication on 
occupational health and safety
63, 71
403–5
Worker training on occupational health and safety
71
403–6
Promotion of worker health
72–74, 106
403–7
Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
71–74
403–8
Workers covered by an occupational health and safety management 
system
71
403–9
Work–related injuries
71, 105, 106
GRI 404: TRAINING AND EDUCATION (2016)
103
Management approach
75–77, 81
404–1
Average hours of training per year per employee
75
404–2
Programs for upgrading employee skills and transition assistance 
programs
62, 75–77
404–3
Percentage of employees receiving regular performance and career 
development reviews
64
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

118
Content →
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY (2016)
103
Management approach
67–70
405–1
Diversity of governance bodies and employees
67, 69, 70, 101–103
405–2
Ratio of basic salary and remuneration of women to men
64
GRI 406: NON–DISCRIMINATION (2016)
103
Management approach
67–70
406–1
Incidents of discrimination and corrective actions taken
38
No incidents of discrimination in the relevant period.
GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING (2016)
103
Management approach
26, 63
407–1
Operations and suppliers in which the right to freedom of association 
and collective bargaining may be at risk
26, 63
GRI 408: CHILD LABOR (2016)
103
Management approach
36, 68
408–1
Operations and suppliers at significant risk for incidents of child labor
26, 68
GRI 409: FORCED OR COMPULSORY LABOR (2016)
103
Management approach
36, 68
409–1
Operations and suppliers at significant risk for incidents of forced or 
compulsory labor
26, 68
GRI 410: SECURITY PRACTICES (2016)
103
Management approach
36
410–1
Security personnel trained in human rights policies or procedures
36, 68
GRI 411: RIGHTS OF INDIGENOUS PEOPLES (2016)
103
Management approach
–
411–1
Incidents of violations involving rights of indigenous peoples
–
Not relevant for sites of ŠKODA AUTO operations.
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

119
Content →
GRI 412: HUMAN RIGHTS ASSESSMENT (2016)
103
Management approach
68
412–1
Operations that have been subject to human rights reviews or impact 
assessments
26–27, 68
412–2
Employee training on human rights policies or procedures
68, 76
GRI 413: LOCAL COMMUNITIES (2016)
103
Management approach
12, 31–32, 78–84
413–1
Operations with local community engagement, impact assessments, 
and development programs
21, 78–84
GRI 414: SUPPLIER SOCIAL ASSESSMENT (2016)
103
Management approach
26–27
414–1
New suppliers that were screened using social criteria
26–27
GRI 415: PUBLIC POLICY (2016)
103
Management approach
20
415–1
Political contributions
–
Not provided
GRI 416: CUSTOMER HEALTH AND SAFETY (2016)
103
Management approach
35, 78, 81
416–1
Assessment of the health and safety impacts of product and service 
categories
25, 35
416–2
Incidents of non–compliance concerning the health and safety 
impacts of products and services
–
Annual report 2020, p. 177 (Contingent liabilities)
GRI 417: MARKETING AND LABELING (2016)
103
Management approach
45–47
417–1
Requirements for product and service information and labeling
45–47
417–2
Incidents of non–compliance concerning product and service 
information and labeling
–
Annual report 2020, p. 177 (Contingent liabilities)
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

120
Content →
GRI 418: CUSTOMER PRIVACY (2016)
103
Management approach
34, 36, 37
418–1
Substantiated complaints concerning breaches of customer privacy 
and losses of customer data
–
None
GRI 419: SOCIOECONOMIC COMPLIANCE (2016)
103
Management approach
37–38
419–1
Non–compliance with laws and regulations in the social and economic 
area
37–38
Annual report 2020, p. 160–161 (Non–current and current 
provisions), p. 177 (Contingent liabilities)
GRI STANDARD
DISCLOSURE TITLE
REFERENCES
COMMENTS

CREATED BY 
© 	 ŠKODA AUTO A.S., IN JULY 2021 
 
TŘ. VÁCLAVA KLEMENTA 869
 
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