2022
CORPORATE 
SUSTAINABILITY 
REPORT

A Message from our CEO
3
The Standard Culture 
5
Overview
6
Our Vision of ESG
7
Board’s Role in ESG
8
Environment 
9
Our Planet
9
Our Products
10
Environmental Stewardship
13
Our Ambition to Achieve Net-Zero GHG Emissions
14
Energy Management
16
Waste Management
17
Social 
20
Our People and Communities
20
Diversity, Equity, Inclusion & Belonging 
20
Employee Benefits & Retention Initiatives
22
Employee Training Initiatives
23
Health & Safety
24
Product Quality & Safety
25
SMP Cares® & Community Engagement
26
Governance
27
Board Oversight	

27
Corporate Governance	

28
Board Composition and Skills
29
Executive Oversight
30
Ethics and Compliance Policy
30
Human Rights
31
Whistleblower Procedures and Protections
32
Conflict Minerals
32
Data Privacy and Cyber Security
33
Conclusion 
34
Annex A - Sustainability Accounting Standards Board (SASB)
37
Annex B - Task Force on Climate-Related Financial Disclosures (TCFD)
38
TABLE OF CONTENTS

2022 CORPORATE SUSTAINABILITY REPORT
3
On behalf of our entire SMP family, I am pleased to share with you our 2022 Sustainability 
Report. To deliver on the objectives that we established in our previous report, SMP has 
made significant enhancements to our environmental, social, and governance (“ESG”) 
profile. During 2022, we prioritized the following initiatives to advance our commitment to 
being environmentally and socially responsible:
•	
identify and implement practices that contribute to a greener car parc;
•	
reduce our carbon footprint and make progress towards our ambition to achieve net-
zero greenhouse gas (“GHG”) emissions by 2050;
•	
enhance our diversity, equity, inclusion and belonging programs; 
•	
enhance employee training, development, retention, while prioritizing their health and 
safety; 
•	
improve the diversity of our Board of Directors; 
•	
ensure compliance with applicable laws and regulations, while furthering our 
commitment to align our ESG reporting with established reporting standards; and
•	
appointed a director of global sustainability to analyze opportunities, develop strategies 
and monitor our environmental supply chain efforts worldwide.
	
	
We believe that these initiatives, and the integration of a sustainable approach to our 
business, will provide long-term value to our Company, stakeholders, and the communities 
within which we operate.
	
	
Over the 100-plus years that we have been in business, we have challenged ourselves 
to take advantage of the opportunities that technological advancements have presented 
to us. Today, SMP is prepared to meet the growing demand for high-quality replacement 
parts of hybrid and electric vehicles through our broad offerings of conventional and future-
oriented technologies. We have invested in an original equipment manufacturer of electric 
drive compressors for HVAC and battery cooling in electric and hybrid vehicles. Additionally, 
in 2022 alone, we’ve expanded our product offering through the introduction of more than 
1,400 new parts for powertrain-neutral applications and another 300 components for 
hybrid and electric vehicles. Our engineers have also successfully developed fuel injectors 
for engines that use hydrogen, compressed natural gas, and liquid natural gas to replace 
diesel fuel with clean-burning alternatives. Additionally, our remanufacturing program 
recycles certain used automotive parts, producing same-as-new components that promote 
sustainable manufacturing practices and contribute to a cleaner car parc.
	
	
We also have continued to challenge ourselves to identify and implement solutions 
to reduce our environmental impact while achieving our business objectives. In our 2021 
A MESSAGE FROM OUR CEO
Though we recognize the challenges that lie ahead, we remain 
committed to leveraging sustainability as a catalyst for positive 
change both within our organization and in the communities 
within which we operate.

2022 CORPORATE SUSTAINABILITY REPORT
4
Sustainability Report, we announced our ambition to achieve net-zero GHG emissions by 
2050. To that end, we have partnered with third-parties to help us track our GHG emissions 
and develop a roadmap to achieve our reduction targets. We are also in the process of 
transitioning our sales force vehicles to hybrid electric vehicles to reduce fuel costs and 
Scope 1 GHG emissions. In 2022, facility upgrades aimed at improving energy efficiency 
and reducing energy usage have helped us reduce our total Scope 1 and Scope 2 GHG 
emissions (intensity) by 11% compared to 2021 and 30% compared to 2019. We have 
also implemented waste management and recycling initiatives to improve efficiencies and 
cost position. Through such initiatives, we have successfully coordinated with suppliers to 
use reusable packaging materials, and reduced packaging size, which directly resulted in 
reductions in transportation costs and carbon emissions.
	
	
At SMP, we believe that taking care of our employees and communities is of equal 
importance as our business objectives. That’s why we have worked hard to create 
meaningful connections between our employees, their families and our communities to 
foster a more fulfilling and enjoyable workplace. Throughout 2022, we collaborated with our 
employees to donate money to local organizations, sponsor annual scholarship contests, 
and volunteer in our communities. Throughout our history, inclusiveness has always been 
engrained in our culture. We take pride in our social efforts that are led by a steering 
committee to develop initiatives to promote diversity, equity, inclusion and belonging 
throughout our organization, including programs to inspire innovation through an inclusive 
and diverse culture, expand our efforts to recruit and hire world-class diverse talent, and 
identify strategic partners to help us achieve our goals.
	
	
We also believe that the success of our business is fundamentally connected to 
the well-being of our people. As such, we provide our employees and their families with 
access to a variety of innovative, flexible and convenient health and wellness programs, 
including benefits that provide protection and security to support them through unforeseen 
hardships. We also prioritize the physical safety of our employees by complying with 
relevant safety laws, conducting regular trainings to enhance safety measures, and 
investing in safety equipment at all of our manufacturing and distribution facilities.
	
	
In closing, I am proud to present SMP’s 2022 Sustainability Report. Though we 
recognize the challenges that lie ahead, we remain committed to leveraging sustainability 
as a catalyst for positive change both within our organization and in the communities within 
which we operate. Our employees have been instrumental in the progress that we have 
made thus far, and I express my heartfelt gratitude to them. Through our collective efforts, 
we continue to make strong strides towards achieving our sustainability goals. As always, I 
invite all stakeholders to share their valuable feedback with us.
Sincerely,
Eric P. Sills 
CHIEF EXECUTIVE OFFICER & PRESIDENT

2022 CORPORATE SUSTAINABILITY REPORT
5
Standard Motor Products has been in business for over 100 
years, a rare feat that brings us great pride. We have grown to 
become a leader in our industry, but we have neither forgotten 
our roots nor lost the feel of a family-run company.
With only four CEOs in 100 years, all of whom are family-
related, continuity of leadership has allowed SMP to survive 
upheavals from the Great Depression through the Great 
Recession and the COVID-19 pandemic, and come out of 
those crises stronger than before.
Stability is our hallmark. With consistency of management, a 
strategy that promotes long-term growth, eschews short-term 
thinking, and focuses on careful decision-making, we are a 
trusted and reliable partner to our employees, customers, 
suppliers and other business partners.
The employee experience at SMP is unique. Collaborative and 
open to new ideas, our employees quickly see that their fellow 
colleagues share a value system that encourages personal 
and professional growth. Like a healthy family, we support 
each other, we challenge each other, we have fun doing it, and 
we celebrate each other’s successes.
THE STANDARD
® 
CULTURE

2022 CORPORATE SUSTAINABILITY REPORT
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Our culture can be summed up in one word, 
RESPECT
Respect for our Customers 
is evidenced by the partnerships we have developed with our customers based 
on, among other things, our unwavering commitment to quality and our focus 
on a superior customer service experience.
Respect for our Employees 
is seen in our competitive wages, generous benefits, the way we interact with 
each other, and our insistence on a diverse, equitable and inclusive workplace 
that is a safe and healthy work environment. We strive for a true family feel 
in our company. We collaborate with each other, listen to each other, and 
act on each other’s suggestions. Our credo: “Career Long Opportunities for 
Talented Employees who Share our Values” captures the spirit of the employee 
experience at SMP.
Respect for our Heritage 
is best seen in the fact that we are an ethics-driven company. From its first 
days, the founding family has insisted on business practices that are ethical, 
transparent, fair and consistent throughout our organization. SMP, as a publicly 
traded company, has the same quarterly pressures as other companies, but our 
continuity of leadership gives us perspective to look at the long-term, not just 
to the next quarter. We take pride in our products; we take pride in our people; 
and we take pride in our culture.
Respect for our Planet
is seen through our commitment to providing solutions to promote a greener 
car parc, reducing our GHG emissions with the ambition of achieving net-zero 
GHG emissions by 2050, and reducing our environmental impact through 
efforts to reduce the generation of waste, increase the rate of recycled waste, 
and reduce the usage of energy and water.

2022 CORPORATE SUSTAINABILITY REPORT
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Our Vision of ESG
At Standard Motor Products, we believe in the importance of being a good corporate citizen through commitments to our 
company, our employees, our customers and business partners, and the communities within which we operate. Collectively, 
these commitments are one of the most important elements of our success.
In this report, we are pleased to share with you some of the specific ways that we have continued to pursue the environmental, 
social and corporate governance (“ESG”) practices that are at the heart of these commitments, our culture, and what we 
believe it means to be a good corporate citizen.
We believe that our focus on these values strengthens our company in several critical ways, including through the achievement 
of operating efficiencies and cost reductions, the identification and mitigation of risk, improvements to our operations that 
reduce our carbon footprint, the creation of high employee satisfaction resulting in a skilled workforce with high employee 
retention, high customer satisfaction resulting in decades-long customer relationships, and the enhancement of our brand 
value, among others.
As we look to the future, we will strive to integrate a sustainable approach to our business operations, which we believe will 
provide a long-term benefit for our company and its valuable stakeholders, including the communities within which we operate.
OVERVIEW

2022 CORPORATE SUSTAINABILITY REPORT
8
Board's Role In ESG
SMP’s Board of Directors oversees an enterprise-wide approach to identify, assess, and manage ESG-related risks. To this 
end, the Board charged its Nominating and Corporate Governance Committee (the “Governance Committee”) with overseeing 
the Company’s ESG efforts, including management’s ESG strategies, initiatives, and policies. Additionally, the Board charged 
its Strategic Planning Committee with overseeing SMP’s long-term planning, including our strategies to address industry trends 
impacted by climate-related issues such as the transition to electric and hybrid electric vehicles. 
Day-to-day ESG responsibilities are managed by a steering committee (the “ESG Steering Committee”) led by our Chief 
Executive Officer & President, Chief Legal Officer & Secretary, Chief Human Resources Officer and Senior Vice President of 
North American Operations. The ESG Steering Committee is primarily responsible for identifying, assessing and managing 
sustainability-related risks and reporting such matters to the Governance Committee.
To ensure that our sustainability performance and reporting is constantly improving, the ESG Steering Committee engaged an 
independent third-party consultant to assist in establishing internal criteria to assess our sustainability performance and identify 
areas of improvement. In addition, we have aligned our disclosures in accordance with the industry-specific standards of the 
Sustainability Accounting Standards Board (“SASB”) and the Task Force on Climate-related Financial Disclosures (“TCFD”). 
These disclosures are included throughout this report and within the detailed information contained in the annexes at the end of 
this report.
This report outlines many of our accomplishments over the past year. However, we recognize that our work has only just begun. 
As a leading manufacturer and distributor of premium automotive parts, we recognize that we are in an optimal position to have a 
direct, tangible and positive effect on the communities in which we operate and the world at large. Knowing this, our employees 
and leadership team are motivated to put words into action to drive a sustainable future for all of SMP’s stakeholders.

2022 CORPORATE SUSTAINABILITY REPORT
9
Our Planet
Providing Solutions for a Greener Car Parc
As a leading automotive parts manufacturer and distributor, 
we recognize that we have an important role to play 
towards promoting a greener car parc. In February 2023, 
we announced a new operating segment, "Engineered 
Solutions", and we renamed our Engine Management 
segment to "Vehicle Control". As a result, our business 
is presently organized under three operating segments – 
Engineered Solutions, Vehicle Control and Temperature 
Control. These segment changes will provide greater 
clarity into how we are positioned to deliver the automotive 
technologies of today and tomorrow, by offering solutions 
for advanced internal combustion engines (ICE), hybrid-
electric, electric and powertrain-neutral vehicle applications.  
Powertrain-neutral applications are those that are generally 
found on all vehicle architectures regardless of whether they 
are gas, diesel, hybrid-electric or electric.
In our Engineered Solutions segment, we develop 
custom-engineered solutions for vehicle and equipment 
manufacturers. Our offerings provide a broad array of 
conventional and future-oriented technologies, including 
those that are specific to vehicle electrification and those that 
are powertrain-neutral.
In our core automotive aftermarket business, we supply 
premium automotive parts used in the maintenance, service 
and repair of vehicles. Many of our parts extend the service 
life of vehicles by replacing critical components that have 
failed over time. These parts are necessary for vehicles to 
operate safely and efficiently, as designed. Furthermore, 
the hybrid and electric vehicle market grows larger every 
day, and we are committed to continually adding to our 
product offering for these vehicles, as well as expanding 
our powertrain-neutral coverage. In our Vehicle Control 
segment, our Electrical & Safety group carries more than 165 
powertrain-neutral product categories.
165+ Powertrain-Neutral Categories 
Examples include:
•	 Advance Driver Assist Systems (ADAS)
•	 TPMS Sensors
•	 Electrical Connectors
•	 Fluid Level & Temperature Sensors
•	 Electrical Switches & Relays
•	 Door, Trunk and Hood Actuators
In our Temperature Control segment, we offer thermal 
management solutions that are poised to benefit from the 
broader adoption of more complex air conditioning systems 
that provide passenger comfort regardless of the vehicle’s 
powertrain, and from systems being developed to manage 
the temperature of batteries and other products used 
on electric vehicles. Our offering includes compressors, 
connecting lines, heat exchangers, expansion devices, and 
parts that provide engine, transmission, electric drive motor, 
and thermal management.
ENVIRONMENT

2022 CORPORATE SUSTAINABILITY REPORT
10
OUR PRODUCTS
In the 100-plus years that we have been in business, 
improvements to the internal combustion engine (ICE) and 
the proliferation of technological advancements throughout 
the car parc have created opportunities for us to develop 
and supply premium automotive parts for systems designed 
to increase powertrain efficiency, improve the fuel economy 
and reduce the harmful emissions of vehicles on the road.
“As hybrid and electric vehicle sales increase, SMP is prepared to meet the growing 
demand for high-quality replacement parts, and is dedicated to staying ahead of the curve, 
engineering and manufacturing superior products that last.” 
- Jack Ramsey, Senior Vice President of Sales and Marketing
Electrical & Safety
Our Electrical & Safety offering covers a broad array of product categories designed to help drivers operate their vehicles safely on 
the road, including powertrain-neutral vehicle technologies such as electrical switches/relays, safety-related products such as anti-
lock brake and vehicle speed sensors, tire pressure monitoring, park assist sensors, and advanced driver assistance components.
Emissions Controls
Our emission control products play an important role 
in reducing harmful pollutants. Automotive emission 
control systems are designed to reduce emissions of 
harmful air pollutants that result from operation of the 
vehicle. Our Exhaust Gas Recirculation (EGR) valves, 
sensors and tubes work to recirculate a portion of 
the exhaust back through the combustion process, 
resulting in cooler combustion temperatures, which 
reduces the formation of Nitrogen Oxide (NOx) 
emissions that contribute to air pollution.
Our Evaporative Emission Control Systems prevent 
gasoline vapors from escaping the fuel system and 
contributing to smog and other harmful air pollution. 
We offer an expansive line of replacement parts for 
this critical system, engineered to prevent leakage, 
ensuring optimal fuel efficiency and lower emissions.

2022 CORPORATE SUSTAINABILITY REPORT
11
CNG/LNG/HYDROGEN FUEL INJECTORS
Our engineers in Greenville, South Carolina successfully designed and developed fuel 
injectors for engines using compressed natural gas, liquid natural gas and hydrogen. 
These fuels allow engine manufacturers to move away from more polluting diesel fuel to 
clean burning fuel sources.
ELECTRIC COMPRESSORS
We invested in an original equipment manufacturer of electric drive compressors 
utilized in electric vehicles (EV) and hybrid electric vehicles (HEV) for HVAC and battery 
cooling applications. We believe these inroads into the EV and HEV market will provide 
important cross-selling opportunities for our related thermal management products. We 
are also evaluating opportunities to apply our thermal management solutions to electric 
charging stations.
POWER DISTRIBUTION & POWER MANAGEMENT
We are an industry-leading designer and manufacturer of DC power switching 
and power management products, offering an extensive suite of highly adaptable 
products and the technical capabilities to develop customized solutions for our original 
equipment customers in commercial and light vehicles, construction, agriculture, lawn 
& garden and other end-markets. For example, we continue to enhance the design and 
add components to electric commercial zero-turn mowers to incorporate touchscreen 
interfaces, vehicle control modules and steering modules, among other components.
BATTERY COOLING FAN MOTORS
We have added battery cooling fan motors to our product offering to complement our 
line of products for EVs and HEVs. These essential components help keep lithium ion 
batteries at proper operating temperatures, increasing battery life and reducing the 
frequency at which disposal is required.
Alternative Energies
As we look to the future and the evolution of automotive technologies, we see our role as a solutions provider, developing and 
bringing to market premium products for the next generation of vehicles, as no different from the role we have played historically in 
our 100-plus years of business. Our engineers and product development teams are hard at work expanding our product offering to 
service advanced internal combustion engines (ICE), hybrid-electric, electric and powertrain-neutral vehicle applications.

2022 CORPORATE SUSTAINABILITY REPORT
12
Remanufactured Products
Our Remanufacturing Program diverts certain types of used automotive parts 
from traditional waste streams and reprocesses and returns them to same-
as-new condition and performance. We believe this form of sustainable 
manufacturing promotes many economic, environmental and product 
benefits that contribute to a greener car parc.
We remanufacture key categories within our product portfolio, such as air 
conditioning compressors, diesel injectors and diesel pumps, resulting in the 
production of like-new premium remanufactured parts through processes 
that save energy and reduce waste. Our remanufacturing processes reduce 
landfill waste through the diversion of used parts, and conserve the materials 
and energy consumed in the production of those used parts. In addition to 
utilizing remanufacturing processes as a solution to lessen natural resource 
depletion, it also provides for an overall greener car parc.
We estimate that our remanufacturing processes in 2022 prevented 
more than 8,095 metric tons of material from entering landfills, and 
avoided the need to process certain base metals, such as aluminum, 
saving more than 154 million kWh of electricity.
Approximately
92%
of our remanufactured 
products (by weight) are 
derived from recycled and 
remanufactured content
This savings is equivalent to CO2 emissions from
120,433,163 
pounds of coal burned
12,248,281 
gallons of gasoline consumed 
21,180 
homes' electricity use for one year
Source: U.S. EPA Greenhouse Gas Equivalencies Calculator. Available at: www.epa.gov

2022 CORPORATE SUSTAINABILITY REPORT
13
Environmental Stewardship
We believe that operating our business in an environmentally 
responsible manner means challenging ourselves to identify 
and implement solutions to reduce our impact while achieving 
our business goals.
We formed an environmental impact team and appointed an 
environmental champion at each of our principal facilities to 
lead this initiative. Through their work, we are able to tailor 
our approach to improving our environmental performance 
at the facility-level, recognizing the unique challenges and 
requirements of each site, while encouraging information 
sharing and best practices throughout our organization.
We have also developed and implemented an environmental 
scorecard system, and partnered with a leading software 
provider in this space to implement a software solution for 
our facilities to measure the environmental impact of our 
operations and track improvements in our performance over 
time. We measure our environmental impact by absolute 
quantity and intensity (comparing absolute quantity against 
revenue). We believe that intensity measures provide a 
valuable tool for understanding and tracking improvements in 
our resource efficiency.
Throughout this section of the report, we refer to our 
“principal facilities”, which we define as our principal 
manufacturing, distribution and administrative facilities, but 
excluding the facilities operated by our China-based joint 
ventures and KADE Trading GmbH (“KADE”). Over the past 
year, we have fully integrated our ESG strategy into the 
operations of Trumpet Holdings, Inc. (“Trombetta”) and Stabil 
Operative Group GmbH (“Stabil”) and their subsidiaries, 
following our acquisitions of Trombetta and Stabil in May and 
September 2021, respectively. We completed the acquisition 
of KADE in October 2022, and are in the process of 
integrating our ESG strategy and activities into its operations. 
We are presently measuring the environmental impact of our 
China-based joint venture operations, and we are working 
with our joint venture partners to develop and implement 
an ESG strategy that is appropriate and tailored to their 
businesses.
The primary metrics that we use to measure our 
environmental impact include our consumption of energy 
(i.e., electricity, natural gas and propane), our generation and 
disposal of waste (i.e., non-hazardous, hazardous
and recycled), our management of water, and our Scope 1 
and Scope 2 greenhouse gas emissions. For each metric, 
we have also selected 2019 as our baseline year against 
which we measure improvements in our performance. Our 
baseline year and historical performance reported in prior 
reports was developed using the best available data and 
estimates at the time. As we progress on our ESG journey, 
we have been working hard to educate our employees and 
enhance our data accuracy to develop a more complete view 
of our performance than we had in prior years. We have also 
grown our business through the acquisitions of Trombetta 
and Stabil, and we have expanded our reporting to include 
Trombetta’s and Stabil’s environmental performance in the 
current period and all prior periods. As a result, we are 
restating our 2019 – 2021 performance data to ensure that 
we are providing the most accurate view possible.
Our Corporate Environmental Policy is available on our 
Investor Relations site at ir.smpcorp.com. 
Ten of our principal manufacturing 
and distribution facilities maintain 
Environmental Management Systems 
that are certified to ISO 14001:2015. 
This standard provides an important 
framework for establishing an 
effective environmental management 
system that helps us to achieve our 
environmental objectives.

2022 CORPORATE SUSTAINABILITY REPORT
14
Our Ambition to Achieve Net-Zero GHG Emissions
We are doing our part to proactively address climate change by addressing our own carbon footprint. In our 2021 Sustainability 
Report, we announced our ambition to achieve net-zero total Scope 1 and Scope 2 GHG emissions by 2050, and we have 
established the following goals to get there:
•	 By 2030, reduce our total Scope 1 and Scope 2 GHG emissions by 25% compared to our 2019 baseline year.
•	 By 2040, reduce our total Scope 1 and Scope 2 GHG emissions by 67% compared to our 2019 baseline year.
•	 By 2050, achieve net-zero total Scope 1 and Scope 2 GHG emissions across the Company.
To reach our goal, we have introduced an ESG software solution to more accurately capture and track our Scope 1 and Scope 2 
GHG emissions, and we engaged a renewable energy consultant to study our footprint and help us develop a roadmap to achieve 
our GHG emissions reduction goals. Our Scope 1 GHG emissions are direct emissions resulting primarily from our consumption 
of natural gas at our facilities and the consumption of fuel by our vehicle fleet. Our Scope 2 GHG emissions are indirect emissions 
resulting primarily from our consumption of purchased electricity and purchased heat and steam at our facilities. We are proud of the 
progress that we have made to date, but we have much to do to achieve our net-zero goal. We intend to modify our Scope 1 and 
Scope 2 GHG emission targets further as we develop our climate transition strategy to align with the Paris Agreement. Furthermore, 
we have developed a strategy to collect other indirect emissions not covered in Scope 2 that occur in our value chain, including 
upstream and downstream emissions, known as Scope 3 GHG emissions. We plan to study this data and, working with others in 
our upstream and downstream value chain, develop a strategy to address Scope 3 GHG reduction targets at a later date.

2022 CORPORATE SUSTAINABILITY REPORT
15
2019
2020^
2021
2022
Scope 1 GHG (MT CO2e) - Actual
 8,081.0 
6,897.4
 7,005.6
6,572.6
Scope 1 GHG (MT CO2e / $mm Net Sales) - Intensity
7.1
6.1
5.4
4.8
Scope 2 GHG* (MT CO2e) - Actual
33,590.4
 29,240.1
30,415.4 
28,409.2
Scope 2 GHG* (MT CO2e / $mm Net Sales) - Intensity
29.5
25.9
23.4
20.7
Total Scope 1 & 2* GHG (MT CO2e) - Actual
41,671.4
36,137.5
37,419.6
34,981.8
Total Scope 1 & 2* GHG (MT CO2e / $mm Net Sales) - Intensity
36.6
32.0
28.8
25.5
GHG EMISSIONS
(METRIC TONS)
We are in the process of transitioning the vehicles that we provide to our sales force employees to hybrid electric vehicles to help 
improve our fleet fuel economy, lower fleet fuel costs and reduce our Scope 1 GHG emissions. Through 2022, we transitioned 
approximately 38% of our sales fleet vehicles, which is estimated to have achieved a reduction of approximately 284.6 metric tons 
of carbon dioxide equivalent (MT CO2e) annually, representing a 44% reduction compared to prior vehicles.
We expect to complete this transition by 2024, which is estimated to achieve a reduction of approximately 476.9 MT CO2e annually 
based on miles driven in the past year, representing a 44% reduction compared to previous vehicles.
We completed various facility upgrades throughout 2022 and continue to implement projects and initiatives at our most energy 
intensive facilities that are designed to reduce our carbon footprint as a result of improvements in energy efficiency and reductions in 
our energy usage. Through this work, we are proud to report that we have reduced our total Scope 1 and Scope 2 GHG 
emissions intensity for 2022 by 11% compared to 2021, and by 30% compared to our 2019 baseline year.  
^ We believe our 2020 results were impacted by the Covid-19 pandemic and its effect on our normal business operations.
* Emissions factor data sources used to generate Scope 1 and Scope 2 GHG emissions included: IPCC, EPA, DEFRA/DECC, IEA and Green-e databases, among others. Scope 2 GHG emissions are calculated 
using the market-based method.
of our sales fleet vehicles 
have been transitioned to 
hybrid electric vehicles
of our sales fleet vehicles 
to hybrid electric vehicles 
by 2024
ESG Goal: 
38%
100%
Transition

2022 CORPORATE SUSTAINABILITY REPORT
16
ENERGY 
(GIGAJOULES) 
ENERGY ACTUAL (GJ) 
ENERGY INTENSITY (GJ/$MM NET SALES)
328.1
2019
2020*
2021
2022
350,423
360,487
349,731
300,000
200.0
330,000
350.0
350,000
450.0
370,000
550.0
In 2022, we completed multiple facility upgrades to improve energy efficiency. For example, we 
a.	 continued to focus on the replacement of high-pressure sodium fixtures and fluorescent fixtures with LED lighting;
b.	 installed automatic controls to operate light fixtures;
c.	 enhanced maintenance programs to implement a procedure to identify and correct air flow issues and leaks in equipment 
utilizing compressed air, resulting in energy savings and related costs;
d.	 initiated a program to assess equipment upgrades that may be implemented to further reduce our use of energy at our 
facilities; and
e.	 managed the heating, ventilation and air conditioning of work spaces to manage more efficiently the environment of our 
facilities.
Our facilities use electricity, natural gas and propane to power our operations. Managing our consumption of energy in the pursuit of 
efficiency and lessening our impact is a critical component of our environmental initiatives.
Through our ESG initiatives, we are proud to report that we have reduced our total energy usage intensity for 2022 by 
8% compared to 2021, and by 22% compared to our 2019 baseline year.
* We believe our 2020 results were impacted by the Covid-19 pandemic and its effect on our normal business operations.
Energy Management
380,000
600.0
360,000
500.0
340,000
400.0
320,000
300.0
310,000
250.0
310.5
277.6
254.9
Total Energy (GJ) - Actual
Total Energy (GJ/$mm Net Sales) - Intensity
373,305

2022 CORPORATE SUSTAINABILITY REPORT
17
Waste Management
We operate administrative, manufacturing and distribution facilities throughout the United States, 
Canada, Germany, Hungary, Mexico, Hong Kong, China, and Poland, and we are committed to 
sustainable practices at all of our facilities. One of the ways that we achieve this focus is through 
our waste management and recycling initiatives, which aim to reduce the quantity of waste 
generated throughout our operations and increase the volume of waste recycled.
In our production and distribution operations, we place significant emphasis on improving 
efficiencies and asset utilization to minimize waste and improve our cost position. Our 
commitment to continuous improvement is a key element of this strategy. Our waste management 
and recycling programs in our production and distribution environments focus on corrugated 
boxes, shrink wrap and other packaging materials, pallets, spools and trays, batteries, light bulbs, 
scrap metal, chemicals and used oils, among others.
In 2022, we experienced an increase in the total weight of waste from our operations, driven 
primarily by an increase in the recycled waste generated by our remanufacturing programs. 
Our remanufacturing programs have continued to grow, creating a need for more cores (used 
components) utilized to remanufacture the original product. As a result, our inventories of usable 
cores have increased, and we have invested in processes to tear down and more efficiently 
separate the components and segregate by material type (metals, plastic, etc.) all unusable cores, 
so that they may be recycled more easily. Through these efforts and others, we increased the total 
percentage of waste that we recycled in 2022 by 10% compared to 2021, and by 18% compared 
to our 2019 baseline year. Furthermore, we reduced our total generation of non-recycled waste 
intensity for 2022 by 24% compared to 2021, and by 41% compared to our 2019 baseline year. 
ACTUAL
(METRIC TONS)
INTENSITY
(METRIC TONS / $MM NET SALES)
*We believe our 2020 results were impacted by the Covid-19 pandemic and its effect on our normal business operations.
2,000
1.0
0.0
4,000
2.0
6,000
3.0
8,000
4.0
10,000
5.0
12,000
6.0
7.0
8.0
9.0
14,000
10.0
2019
2019
2020*
2020*
2021
2021
2022
2022
8,674
7.6
5,468
4.8
8,542
7.6
6,129
5.4
9,562
7.4
6,750
5.2
12,068
8.8
9,797
7.1
3,206
2.8
2,413
2.1
2,812
2.2
2,271
1.7
Total Waste
Total Waste
Total Recycled Waste
Total Recycled Waste
Total Non-Recycled Waste
Total Non-Recycled Waste
WASTE

2022 CORPORATE SUSTAINABILITY REPORT
18
In 2020, we implemented packaging optimization initiatives. Through this work 
we have been able to successfully reduce packaging size, saving approximately 
76,000 cubic feet of transported space since 2020. Our efforts resulted in 
using fewer trailers annually for outbound shipments, which directly resulted 
in reductions in transportation costs, packaging costs, fuel consumption and 
carbon emissions.
Another continuous improvement initiative seeks to coordinate with our 
suppliers to use reusable packaging materials. Through this initiative, we 
identified packaging materials that could be reused, such as corrugated corner 
pieces and cartons, and we transitioned over 600 other items to reusable 
packaging materials, so that we may reuse the materials in our shipping 
functions instead of directing the materials to traditional waste streams.
76,000 Cubic Ft 
of transported space saved 
through optimizations in 
packaging materials
Switched to unbleached
packaging on more than
600,000 boxes 
per year

2022 CORPORATE SUSTAINABILITY REPORT
19
WATER USE
INTENSITY
(THOUSAND GALLONS / $MM NET SALES)
ACTUAL
(THOUSAND GALLONS)
* We believe our 2020 results were impacted by the Covid-19 pandemic and its effect on our normal business operations.
2019
2019
2020*
2020*
2021
2021
2022
2022
Water
Our manufacturing processes are not water intensive; however, we recognize the importance of 
managing our use of this critical resource as a key ESG initiative. We source all of our water from 
local municipal services. Therefore, we recognize that we have a role to play to conserve water 
usage, and we have invested in facility upgrades to reduce our water consumption, such as low 
flush toilets, and low-flow and automated water faucets. In addition, our Temperature Control 
facilities in Reynosa, Mexico, which use water in production processes, implemented an on-site 
waste water treatment system in 2022 to treat approximately 2,000 – 3,000 gallons of waste water 
per day. The treated water is then reused in production processes, reducing the total amount of 
water that is drawn from local sources, helping to promote the conservation of local water supplies.
In 2022, we undertook a water risk assessment of our principal facilities. Although
none of our facilities are located in regions designated by the World Resources Institute Aqueduct 
Water Risk Atlas as having “high” or “extremely high” risk of water depletion, we plan to undertake a 
water risk assessment annually and use the results to inform our focus on water-use reductions.
Through our ESG initiatives, we are proud to report that we have reduced our total usage 
of water intensity for 2022 by 9% compared to 2021, and by 29% compared to our 2019 
baseline year.
Source: WRI Aqueduct, accessed in March 2023. Available at: aqueduct.wri.org
46,006
40.4
38.5
31.5
28.7
43,418
40,928
39,334

2022 CORPORATE SUSTAINABILITY REPORT
20
Our People and Communities
At SMP, we understand that our most important asset is our workforce, which 
provides enormous value through the diversity of its skills, experiences, and 
perspectives. To foster an inclusive, safe and supportive environment, we 
prioritize the health and happiness of our employees by investing in their 
training, benefits, health and safety. We prioritize diversity, equity, inclusion 
and belonging to create a supportive work environment where people feel 
welcome. We believe these investments ensure that we attract and retain 
individuals of diverse backgrounds and have proved effective through high 
employee satisfaction and low employee turnover. Through our SMP Cares® 
initiative, we also aim to give back to the communities where we operate 
through volunteerism, community efforts and philanthropy. We believe that 
part of being a good corporate citizen means giving back to the people and 
communities that have made our success possible.
A diverse workforce is critical to our success, and we continue to focus on diverse representation at every level through the hiring, 
retention and advancement of women and underrepresented populations. We embed diversity, equity, inclusion and belonging (“DEIB”) 
into our policies and practices because we are committed to building an equitable and inclusive environment to ensure equitable pay 
and access to opportunities for all. A single person or a singular mindset cannot sustain a global operation such as SMP. We achieve 
our DEIB goals by supporting a workforce where each employee feels valued, empowered, and fully engaged in their work.
To further our commitment to DEIB, in 2021, we established a Steering Committee to devise strategies for training, education and 
empowerment of employees as well as recruitment and retention of a diverse workforce. This Steering Committee represents a broad 
organizational team of employees who are committed to making a positive difference in SMP’s workplace community by serving as 
initiative leaders who champion these efforts. In 2022, we had a ten member team that met multiple times per month to strategically 
develop and promote best practices that encourage the following four pillars of our DEIB mission:
1	 DIVERSE REPRESENTATION AT ALL ORGANIZATIONAL LEVELS
2	 EQUITABLE TREATMENT AND OPPORTUNITY FOR EVERYONE
3	 AN INCLUSIVE WORK EXPERIENCE WHERE EVERYONE FEELS A SENSE OF BELONGING 
4	 IMPROVE ORGANIZATIONAL PERFORMANCE
Diversity, Equity, Inclusion & Belonging
SOCIAL

2022 CORPORATE SUSTAINABILITY REPORT
21
In addition to using employee surveys and feedback to help shape our 
approach towards our DEIB initiatives, in 2021, we conducted a DEIB 
survey on our employees’ experiences as it pertains to these issues 
and formed small focus groups at each facility, including managers and 
non-managers, to facilitate conversation about DEIB. These meetings 
were hosted by a third party consultant to encourage open and honest 
discussion, and the consultant provided a report indicating areas of 
challenge and strengths, which SMP will use to guide its DEIB efforts. 
Based on the positive feedback and lessons learned from this program, 
we are currently planning to conduct a more comprehensive engagement 
survey across our organization in late 2023. This survey will further assess 
our culture, employee engagement, and inform our future DEIB initiatives.
 
Another way we work towards progress in DEIB in our industry is 
through collaboration with our peers. We are partners with the Center 
of Automotive Diversity, Inclusion & Advancement and have assigned 
a member of the SMP team to be a dedicated representative with this 
organization to regularly share best practices and work together with 
other companies in the industry. We are also members of Tent Partnership 
for Refugees, a network of over 200 major companies committed to 
integrating refugees.
The following charts display our workforce diversity for SMP employees 
in the United States, as well as the diversity of our non-management and 
management employees in the United States, as of December 31, 2022.
* Management: Employees that are responsible for making decisions that impact the company’s overall direction, goals, and strategy. ** Non-Management: Individual contributors.
22%
61%
28%
Diversity of Management*
17%
53%
19%
Diversity of Non-Management**
 
  Ethnically Diverse 
 
  White Women 
 
  White Men
19%
32%
49%
Diversity of Total US Workforce
 
  Ethnically Diverse   
  White Women 
 
  White Men
 
  Ethnically Diverse   
  White Women 
 
  White Men

2022 CORPORATE SUSTAINABILITY REPORT
22
2023 Diversity, Equity, Inclusion & Belonging
In 2023, one of our key initiatives is to provide DEIB training 
for all employees, with a particular focus on inclusion and 
belonging. This training will include inclusivity leadership 
training for our managers and supervisors, which will equip 
them with the skills and knowledge needed to foster a 
work environment where all our employees will feel valued, 
respected and a sense of belonging. Moreover, we remain 
committed to expanding our outreach programs, increasing 
our diverse recruitment sources, and reviewing our hiring 
practices and affirmative outreach programs to ensure we 
attract diverse candidates and create equal opportunities 
for all.
You can find more about our DEIB efforts on our website 
located at smpcorp.com/DEI where we have diverse 
employee profiles and our DEIB corporate mission statement. 
We recognize that a diverse workforce provides a variety of 
unique insights and approaches that help tackle complex 
business challenges and drive innovation. By expanding into 
a wider pool of diverse candidates, we have access to a 
wider range of skills and experiences to better serve our 
customers. For these reasons, we prioritize DEIB in 
everything we do at SMP.
SMP offers a competitive benefits package and employee 
support programs to all full-time employees that is 
comprehensive, family friendly, and meets the needs of a 
diverse population. Besides medical/vision/dental insurance, 
life/disability insurance and 401K/retirement plans, SMP also 
offers our employees the following enhanced benefits:
•	 Tuition reimbursement to support advancement of 
employee education;
•	 Family-friendly benefits, including 16 weeks of paid 
maternity leave, 8 weeks of paid leave for the non-child 
bearing partner and on-demand support throughout the 
pregnancy journey such as lactation consultants, infant 
care experts, mental health support and family planning 
guidance;
•	 Fertility benefits designed to provide all-inclusive 
coverage for cutting-edge treatments, including artificial 
insemination, frozen embryo transfer, in vitro fertilization;
•	 LGBTQ+ inclusive benefits which are designed to 
provide members of the LBGTQ+ community with tailored 
services and access to healthcare and gender affirming 
support, and more.
SMP’s retirement plans are structured to assist SMP employees 
in preparing for retirement. When comparing SMP employee 
retirement readiness to benchmark numbers provided by 
Fidelity Investments, SMP outperforms in both participation 
rates and percentage savings. 89% of SMP employees who 
are eligible to participate in a defined contribution plan are 
contributing to the plan compared to 82% of participants 
as reported in Fidelity’s Building Financial Futures report.1 
Regarding savings in defined contribution plans, on average 
SMP participants are saving 17% of their salary versus 14% 
as reported in Fidelity’s Building Financial Futures report.1
Employee Benefits & Retention Initiatives
1This data is current as of December 31, 2022.2Average Retirement savings data includes 401K and ESOP, and employee and employer contributions.
3 Fidelity Investments Workplace Thought Leadership, “Building Financial Futures: Trends and insights of those saving for retirement across America”, 2022.
82% Fidelity 
Benchmark Retirement 
Plan Participation Rate3
SMP Employee 
Retirement Plan 
Participation Rate
89%
14% Fidelity 
Benchmark Average 
Retirement Savings3
SMP Employee 
Average Retirement 
Savings
17%

2022 CORPORATE SUSTAINABILITY REPORT
23
In addition to the substantial benefits package that we provide our employees, we promote talent retention in a variety of ways. 
Employee satisfaction and engagement are important elements in our talent retention strategy. As such, in 2023, we plan to 
conduct a more comprehensive employee survey to identify areas where we can enhance our talent retention strategy, including 
fostering a more inclusive and equitable environment. Furthermore, we strive to provide employees with the tools and resources 
that they need to succeed and grow in their SMP careers, including yearly performance reviews, training, and formal and informal 
mentorship opportunities.
We conduct comprehensive surveys of salaries and positions in the markets in which we operate to ensure that we offer 
competitive and fair compensation with respect to outside market conditions. Additionally, we offer an annual variable performance-
based compensation award to recognize our employees’ contributions to our company’s success. We also provide frequent and 
varied communication to our employees on topics of interest, including employee question and answer town hall sessions with 
senior management. Furthermore, we post all of our job openings internally to encourage employee application for open positions. 
We believe these efforts aid in retention of talented employees, as demonstrated by our current salaried employees in the United 
States, who exhibit a low voluntary turnover rate and average length of employment of 12 years. Another example of our employee 
longevity is our 25 Year Club, made up of employees who have worked for SMP for more than 25 years since our founding, which 
has over 1,000 members.
Our employees are key to our success and our most valued and long-term resource. SMP is committed to supporting each 
employee’s development and personal growth through annual individual performance appraisals and offering a comprehensive 
training and education program to all employees. For example, our sales personnel receive extensive training and continuing 
education at our training facility in Irving, Texas to keep up-to-date on technical and non-technical skills, as well as monthly 
supplemental web-based training. Moreover, we also engage third-party training programs for skills such as leadership and public 
speaking and we support employees pursuing training and education courses they have identified and selected.
SMP employees are provided free access to an online learning library, filled with thousands of courses to help employees learn 
new skills and stay up-to-date on current skills, and take ownership of their professional and personal development. Our training 
programs include core skills courses, such as presentation, business writing, and management training. SMP’s training also 
requires specialized training in compliance topics for all employees, covering critical human rights issues such as no forced labor, 
no child labor, the ability of employees to assemble and organize, anti-bribery, anti-harassment, anti-discrimination, and DEIB.
In 2023, we plan to develop a comprehensive program to track key employee training and development data, including the 
number of employees who participate in our training programs, the quantitative impact on business from employee participation, 
the average number of hours spent on training and development per full-time employee, and the expense of training per U.S.-
based employee. With this data, we aim to improve the effectiveness of our training programs and ensure that our employees have 
the skills and knowledge they need to succeed in their roles.
Employee Training Initiatives
SMP’s 25 Year Club 
has over
1,000 
members
Average length 
of employment
12
years
As of December 31, 
2022, SMP's voluntary 
turnover rate for its 
full-time salaried U.S. 
employees is as follows:
7%

2022 CORPORATE SUSTAINABILITY REPORT
24
We are dedicated to the physical safety and peace of mind of our employees. Starting at the top, our senior leaders oversee 
and implement our health and safety initiatives, which is then carried out by managers and supervisors at our local facilities for 
proper administration. Thanks to this team effort, we ensure compliance with the Occupational Safety and Health Administration 
(OSHA), the National Fire Protection Association (NFPA) and the United States Environmental Protection Agency (EPA), and offer 
regular trainings for our employees to strengthen our safety measures. We also train our employees on Safety Data Sheets (SDS) 
pursuant to the Hazard Communication Standard (29 CFR 1910.1200(g)) and hazardous material handling. Each year, we invest in 
safety equipment and training at each of our manufacturing and distribution facilities, because employee safety is our number one 
priority. Additionally, each facility sets annual safety performance goals to measure its performance, identify areas to improve, and 
ultimately protect the health and safety of our employees.
These measures are reflected in our average Recordable Injury Rates for our United States locations in 2022, as shown in 
the table below, which are lower than the most recent national averages recorded by the U.S. Bureau of Labor Statistics by 
approximately 51% for General Warehousing and Storage and 33% for Manufacturing. Additionally, pursuant to our Human Rights 
Policy Statement, we ensure the safety of our employees through ethical security arrangements that respect human rights of the 
greater community. The health and safety of our employees, vendors and visitors has always been and will continue to be a top 
priority at SMP.
Health & Safety
SMP 2022 Incident Rates
Incident 
Rate*
Warehouse and Storage
National average based on the United States Bureau 
of Labor Statistics for 2021
5.5
SMP United States Warehouse Locations
2.7
Motor Vehicle Parts Manufacturing
National average based on the United States Bureau 
of Labor Statistics for 2021
3.3
SMP United States Manufacturing Locations
2.2
	
*Number of work-related injuries per 100 full-time employees during a one year period.

2022 CORPORATE SUSTAINABILITY REPORT
25
SMP utilizes automotive expertise and supply chain excellence 
to design and build the best automotive parts in the world. 
Our commitment to quality starts with customer safety. We are 
dedicated to ensuring quality throughout our supply chain and 
rigorous compliance with all laws and regulations regarding 
quality, safety, and performance where we offer our products.
To uphold quality in our supply chain, we require supplier 
facilities and processes to be certified and audited by either 
the International Organization for Standardization (“ISO”) 
or SMP. We require our suppliers of material purchases to 
go through an audit or certification process, and we are 
in the process of conducting such audits or certifications. 
Additionally, many of our suppliers perform quality checks 
for their raw material suppliers, and this control is a part of 
their submission to us, as required by ISO certification. This 
process allows us to maintain quality control at each tier of the 
supply chain resulting in zero product recalls in 2022.
Furthermore, we have procedures in place that ensure we 
have the ability to remove any non-conforming products from 
the marketplace and have them returned to SMP for analysis. 
Each SMP product is date coded for traceability so that we 
can identify which of our customers received specific parts 
over any given time-period. In the event of a nonconformity, 
we can identify the appropriate date code range that we want 
returned to SMP for inspection.
As most of our operations are IATF16949/ISO9000 Quality 
System certified, our employees undergo extensive and 
documented training that encompasses all aspects of our 
products and processes to ensure the quality of our products 
exceeds the expectation of our customers. Our quality training 
spans product and process quality, specific to an employee’s 
area of responsibility, all the way to overall quality systems 
training. SMP utilizes Quality Management Systems (“QMS”) 
to support product quality and safety. We have multiple QMS 
certifications that are specific to each facility and the products 
manufactured at those facilities. The scope of our QMS 
certifications cover the full breadth of our business.
SMP assesses and manages risks associated with the 
chemicals used in our products and sets high standards. 
We consistently review products for hazardous substances 
and update our labeling guidelines and policies to ensure 
compliance with the strict requirements of California’s 
Proposition 65. Our electronic products are Restriction of 
Hazardous Substances compliant. Being knowledgeable 
about the chemicals in our products and adhering to labeling 
requirements allows us and our consumers to assess and 
manage risks by being informed. Staying in compliance with 
hazardous material law protects our consumers, employees 
and the environment.
Product Quality & Safety

2022 CORPORATE SUSTAINABILITY REPORT
26
Our commitment to our people and community sets us apart 
from the competition. The SMP Cares® program prioritizes the 
livelihood and longevity of the communities where we operate. 
We aim to act as a positive influence in our community 
through charitable donations, community investments, and 
volunteerism. This group-wide and diversified approach to 
corporate citizenship reflects our dedication to giving back to 
those who contribute to our success. Current SMP Cares® 
initiatives are updated regularly on our website, available at 
smpcares.smpcorp.com. The following are some highlights of 
the initiatives that display our commitment to good corporate 
citizenship through our SMP Cares® program in 2022:
•	 In response to natural disasters, SMP employees 
came together to fundraise for Project HOPE and the 
Automotive Aftermarket Charitable Foundation (AACF). 
These organizations provided much-needed relief to aid 
those affected by Hurricane Fiona and Hurricane Ian, 
respectively. Across both fundraisers, our employees 
donated a total of $8,256, and with the company match, 
SMP donated a total of $16,052.
•	 With regard to community service, SMP employees 
across our facilities demonstrated their generosity through 
various initiatives. For example, our employees partnered 
with New York Cares and raised $1,426.37 for the 
distribution of new coats, filled over 400 backpacks with 
school supplies for a local Queens school, and packed 
meals for those in need within the New York City area. 
SMP also partnered with Habitat for Humanity of Kansas 
City, which gave our employees the opportunity to help 
construct the interior of a home for a family of 12.
•	 SMP also engaged in environmental stewardship, as 
exemplified through our employees' efforts to maintain 
and beautify our community by cleaning and weeding 
Hunter’s Point South Park, Long Island City, which will 
help the intended plants and flowers to continue to grow 
and flourish each season. In addition, our Reynosa, 
Mexico facilities have implemented several water 
conservation and recycling programs not only for reuse in 
our operations, but also to provide treated water to local 
communities for irrigation purposes.
SMP also gives back to the community through donations and 
scholarships. In 2022, SMP collaborated with our generous 
employees to donate over $135,000 to charitable organizations, 
local community organizations, hospitals, schools, shelters, 
and universities. Of particular significance, SMP employees 
raised over $60,000 for refugees fleeing Ukraine, with a total of 
over $120,000 with SMP matching each employee donation 
dollar-for-dollar in early 2022. Recognizing the significance of 
supporting the next generation of technicians and automotive 
professionals, SMP has supported the University of the 
Aftermarket foundation with scholarship contributions since 
1988. In 2022, SMP was recognized by the foundation as 
a Gold Lifetime Trustee for our years of continued support. 
SMP is also proud to sponsor annual scholarship contests for 
future automotive technicians, including our Women in Auto 
Care scholarship that aims to empower women entering the 
automotive industry. Since our first scholarship contest in 2015, 
we have given away $285,000 in scholarships. In 2022, we 
presented 4 students scholarships of $5,000, totaling $20,000.
SMP Cares® & Community Engagement

2022 CORPORATE SUSTAINABILITY REPORT
27
Board oversight refers to the Board's actions to review and monitor our organization to ensure that we are complying with 
applicable policies, laws and ethical standards while achieving expected results and appropriately managing resources. Consistent 
with SMP’s values, our Board of Directors oversees an enterprise-wide approach to risk management while promoting SMP’s 
long-term strategic objectives and enhancing shareholder value. The Board, for example, is responsible for approving mergers and 
acquisitions and also reviews all stakeholder ESG-related communications to ensure that all their concerns are considered and 
addressed.
The Governance Committee of the Board oversees senior leadership on ESG strategies, initiatives, policies and practices, as well 
as the Company’s public disclosures of ESG matters, including annually reviewing the Sustainability Report. The Strategic Planning 
Committee oversees SMP’s response to long-term climate-related issues, such as the transition to electric and hybrid electric 
vehicles. The Audit Committee provides oversight of the company’s accounting policies, financial disclosures, systems of internal 
controls and compliance with laws and ethical standards, including our Whistleblower Hotline. The Compensation and Management 
Development Committee is responsible for approving and overseeing compensation, talent retention and development strategies, 
including initiatives related to our DEIB goals. Management regularly reports to the Board on its strategic short, medium and long- 
term initiatives and objectives in these areas as well as other ESG issues. As part of the Board’s oversight function, the Board 
intends to approve the Company’s climate transition strategy, which is currently in development by management, to achieve our 
ambition to be net-zero by 2050.
Board of Directors Oversight
Board of Directors
Compensation and Management 
Development Committee
Audit Committee
Nominating and Corporate 
Governance Committee
ESG Steering Committee
Environmental 
Impact Team
DEIB Steering 
Committee
Strategic Planning Committee
Board Oversight
GOVERNANCE

2022 CORPORATE SUSTAINABILITY REPORT
28
For more detailed information, please visit our investor relations site at ir.smpcorp.com.
SMP’s Board of Directors is elected annually to guide, develop and implement our business strategy, manage risk, and build 
shareholder value. The Board has adopted the following structures and policies to promote our shareholders’ interests:
•	
Annual election;
•	
A Board succession process to ensure that the needs of the Company are periodically re-evaluated to encourage director 
refreshment;
•	
Linked part of executives’ annual compensation bonus to the accomplishment of ESG initiatives including metrics regarding 
greenhouse gas emissions, energy and waste management, diversity, and safety, as well as enhancing our DEIB initiatives;
•	
Robust stock ownership guidelines and post-vesting restricted stock holding periods;
•	
Annual Board and committee self-evaluations; and
•	
Confidential voting.
The Board of Directors and its committees meet multiple times throughout the year to provide strategic leadership and oversight 
to the management team.
Corporate Governance
Audit Committee
Responsible for engaging independent auditors, assessing 
SMP’s internal accounting and enterprise risk management, 
and overseeing information security issues.
Compensation 
and Management 
Development 
Committee
Responsible for health and safety, human capital 
management, the approval and administration of the 
company’s compensation and equity plans, the assessment of 
management’s accomplishment of their goals and objectives, 
as well as overseeing SMP’s workforce management and DEIB 
policies.
Nominating 
and Corporate 
Governance 
Committee
Assists the Board in discharging its duties, including identifying 
new Board members, improving policies, conducting annual 
assessments of Board members and providing oversight of 
ESG initiatives, such as climate change on the Company's 
business.
Strategic Planning 
Committee
Assists the Board in overseeing SMP’s long-term strategic 
planning as it relates to growth initiatives and emerging trends, 
including the transition to electric and hybrid vehicles.
Additionally, our Board has four standing committees comprised 100% of independent directors:

2022 CORPORATE SUSTAINABILITY REPORT
29
Board Composition and Skills
The following information is based on the composition of our Board of Directors as of December 31, 2022*.
12
70%
30%
20%
PERCENT INDEPENDENT
AVERAGE TENURE
GENDER DIVERSITY
ETHNIC DIVERSITY
*On December 15, 2022, SMP announced that pursuant to a planned succession process, effective as of May 18, 2023, Lawrence I. Sills and William H. Turner will each 
assume the role of Director Emeritus, and the size of the Board shall decrease from ten to eight members.
L. Sills
W. Turner
J. Burke
A. 
Capparelli
P. Forbes 
Lieberman
P. 
McClymont
J. 
McDonnell
A. Norris
P. Puryear
E. Sills
KNOWLEDGE, SKILLS & EXPERIENCE
Executive Management 
Experience
Financial Acumen
Risk Management
Automotive Industry
Strategic Planning/Oversight
Mergers & Acquisitions
International
ESG/DEIB
Information Technology/ 
Information Security
DEMOGRAPHIC INFORMATION
Age
83
82
67
54
68
53
71
53
59
54
Gender
Male
Male
Male
Male
Female
Male
Male
Female
Female
Male
RACE/ETHNICITY
African American
White/Caucasian
Hispanic/Latino
BOARD TENURE
Years on Board
36
32
<1
1
15
5
10
10
1
6
Lawrence I. Sills 
Joseph W. McDonnell
William H. Turner
Alisa C. Norris
Pamela S. Puryear
Eric P. Sills
James J. Burke
Alejandro C. Capparelli
Patrick S. McClymont
Pamela Forbes Lieberman

2022 CORPORATE SUSTAINABILITY REPORT
30
The Company’s ESG Steering Committee is tasked with developing day-to-
day specific strategies to foster responsible corporate citizenship throughout 
our Company. This committee is comprised of the Chief Executive Officer & 
President, Chief Legal Officer & Secretary, Chief Human Resources Officer 
and Senior Vice President of North American Operations.
The composition of the ESG Steering Committee ensures that we take 
a multidisciplinary approach to managing our sustainability-related risks. 
Thereby we leverage our expertise in operations, engineering, supply chain, 
human capital management, finance, legal and other fields to identify, assess, 
and manage these risks effectively. This also ensures that our emphasis on 
ESG permeates the entire culture of the Company.
The ESG Steering Committee meets with one goal, to advance our 
environmental, social and governance programs. The ESG Steering 
Committee, along with other members of management, provide periodic 
reports on climate-related matters to the Board of Directors and its 
committees.
The efforts of our ESG Steering Committee are guided by an emphasis on 
transparency and a desire to constantly improve our reporting systems. To 
this end, SMP has engaged with an independent third party to assist with 
evaluating our ESG frameworks, initiatives, and metric collection and targets. 
SMP has also strived to align our disclosures contained in this report with 
the SASB’s and TCFD’s standards so that we can provide the most relevant 
information to our stakeholders.
Executive Oversight
Ethics and Compliance Policy
SMP’s Code of Business Conduct and Ethics Policy was crafted to 
ensure the highest level of integrity throughout our organization. Our 
Board of Directors and executive team oversee SMP’s ethics program 
to ensure the compliance of employees across our facilities. To this end, 
our leadership team establishes and provides regular training across 
a variety of topics, including antidiscrimination, SMP’s Code of Ethics, 
the Foreign Corrupt Practices Act, and our whistleblower procedures. 
Each year, the Board of Directors reviews our training procedures to 
determine their effectiveness, the level of employee participation, and 
any improvements that should be made. Employees across our facilities 
are required to participate and complete our ethics training programs. In 
2022, 100% of our salaried U.S. employees were required to undergo 
ethics, anti-bribery and anti-corruption training.

2022 CORPORATE SUSTAINABILITY REPORT
31
Human Rights
As a company with global operations and supply chains 
worldwide, we are aware of the risks that improper business 
conduct can have within the communities where we operate. 
As such, we strive to conform to the standards of the 
Organisation for Economic Co-operation and Development, 
the United Nations Guidance Principles on Business and 
Human Rights, and the International Labour Organization’s 
Fundamental Principles and Rights at Work and the Universal 
Declaration of Human Rights. We are committed to policies 
and practices that support these internationally recognized 
human rights standards. In particular, we strive to protect the 
rights of minority groups and women; aim to foster diversity 
by providing a workplace free from unlawful discrimination 
and harassment; take measures to protect against forced 
labor, child labor and human trafficking in any of our facilities 
worldwide; and comply with laws that afford our employees 
freedom of association and collective bargaining rights. These 
key issues are addressed by both our Board of Directors 
and senior management across the company. In particular, 
SMP’s legal, human resources and operations teams are 
cross-functionally responsible to understand and address 
potential adverse impacts on human rights and ensure that 
these policies apply globally and throughout our supply chain, 
including our suppliers, vendors and other business partners. 
To achieve our human rights goals, we are prioritizing the 
development and implementation of a human rights due 
diligence process to identify, prevent and mitigate potential 
adverse impacts on human rights within our own company 
and among other business partners. To this end, we have 
developed a comprehensive Human Rights Policy Statement 
and Vendor Code of Conduct, which in relevant part
requires that our vendors commit themselves to these 
principles. To ensure compliance with these policies, we may 
periodically conduct independent, unannounced audits of our 
vendors to ensure their compliance. We also ask our suppliers 
to certify that no products supplied to SMP are made in whole 
or part with forced labor or sourced directly or indirectly from 
suppliers who use forced labor. As is discussed in greater 
detail in the “Employee Training Initiatives” and “Whistleblower 
Procedures and Protections” sections, we also rely on 
trainings and anonymous reporting mechanisms as critical 
tools to prevent or otherwise rapidly identify and respond to 
any human rights-related issues.
Human Rights

2022 CORPORATE SUSTAINABILITY REPORT
32
You can view our Code of Ethics, Whistleblower, and Human Rights policies on our investor relations site at ir.smpcorp.com.
We achieve our human rights goals and enforce our ethics and 
compliance policy by implementing a whistleblower process to 
identify potential concerns while encouraging the reporting of 
potential violations of our Human Rights Policy through appropriate 
channels. In order to monitor our compliance with our policies and 
address any violations, our internal frameworks are designed for (1) 
the receipt and retention of all complaints, and (2) the confidential, 
anonymous submission of concerns by employees regarding 
questionable internal activities. We proactively communicate the 
contact information for our anonymous reporting helpline in our 
various public policies and reports as well as by posting in SMP 
employee common areas.
Whistleblower Procedures 
and Protections
Conflict Minerals
SMP recognizes that the sourcing of our materials is an 
important human rights issue. To address these concerns, 
we endorsed a policy against the use of conflict minerals and 
perform a scoping exercise that is designed to identify all of our 
direct suppliers of products that could potentially contain Conflict 
Minerals (specifically, columbite-tantalite (coltan), cassiterite, 
gold, wolframite, tantalum, tin and tungsten) that directly or 
indirectly finance or benefit armed groups in the Democratic 
Republic of the Congo or any adjoining country.

2022 CORPORATE SUSTAINABILITY REPORT
33
SMP takes its role as a steward and custodian of data seriously. We 
persistently monitor data privacy laws and data security technology to 
ensure we are abreast of the most advanced ways to manage data and 
keep it safe. Taking into consideration developments in data privacy laws, 
we continually update our website Privacy Policy and implement data 
privacy modules for our website to manage cookies and respond to data 
privacy requests. We are committed to ensuring that our controls align 
with current best practices. We conduct tests and tabletop exercises 
regularly to assess the strengths of our data security systems and 
identify areas of improvement. For example, we train our employees to 
report suspicious emails through random phishing and malicious email 
simulations. Through these simulations, we identify areas with room for 
growth, and we assign mandatory training programs accordingly.
In addition, we engage third parties to assess the Company, applying top 
information security standards. Specifically, we map our cyber controls 
to the National Institute of Standards and Technologies (NIST) framework 
which helps guide us in addressing any security gaps, or introducing 
layered security where needed. Additionally, members of SMP senior 
leadership brief the Board, which include five directors with information 
technology and information security experience, on information security 
measures on a quarterly basis. Although we have had zero security 
breaches in over three years, even with our best efforts, we need to 
be proactive with our security measures as the trend in cyber-attacks is 
increasing. For this reason, we entered into a cyber-liability insurance 
policy, which includes malware protection, mobile device security, email 
security and ransomware prevention. Moreover, we are developing 
an ongoing training program for all employees, including new hires, to 
ensure that our workforce is kept up to date on evolving threats and can 
respond accordingly.
You can view our Privacy Policy on our investor relations site at 
ir.smpcorp.com.
Data Privacy and 
Cyber Security

2022 CORPORATE SUSTAINABILITY REPORT
34
CONCLUSION
Essential to the SMP culture is a commitment to corporate responsibility and sustainability. In support of this commitment, 
we have provided this report as an overview of our global corporate responsibility and sustainability activities in the 
categories of environmental, social and governance. We have included highlights of company initiatives, goals and 
achievements related to ethics, our business, our people, and communities and the planet.
Our team is committed to taking an active role in global environmental sustainability so as to protect the environment 
for both people and planet, and perhaps more importantly, our future generations. As a team, we are encouraged in our 
sustainability journey, because together we can achieve much more than any one of us can achieve individually.
Thank you for your interest in SMP and our sustainability efforts. Additional information about our company is available at 
smpcorp.com.

2022 CORPORATE SUSTAINABILITY REPORT
35
About this Report
This report contains information about SMP’s financial and non-financial results which are not presented in accordance with 
Generally Accepted Accounting Principles (GAAP). For example, environmental metrics (e.g., intensity measures, energy usage, 
waste generation, water usage, GHG emissions), workforce, community involvement, product quality, and governance metrics 
are non-financial, non-GAAP measures. This report aligns our disclosures in accordance with the SASB standard and TCFD 
recommendations.
Forward Looking Statements
This report may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 
and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements in this Report are indicated 
by words such as “anticipates,” “expects,” “believes,” “intends,” “plans,” “estimates,” “projects,” “strategies” and 
similar expressions. These statements represent our expectations based on information and assumptions as of the 
date hereof and are inherently subject to risks and uncertainties. Our actual results could differ materially from those 
which are anticipated or projected as a result of certain risks and uncertainties, many of which are difficult to predict 
and generally beyond our control. Such risks and uncertainties include risks noted in reports that we file with the 
Securities and Exchange Commission, including the Risk Factors identified in our Annual Report on Form 10-K for 
the year ended December 31, 2022, as well as additional factors we may describe from time to time in other filings 
with the U.S. Securities and Exchange Commission. Forward-looking statements are made only as of the date of this 
report, and SMP undertakes no obligation to update or revise the forward- looking statements, whether as a result of 
new information, future events or otherwise except as required by law. In addition, historical information should not be 
considered as an indicator of future performance.
Statements regarding our policies, guidelines or goals are aspirational in nature. They are not promised to be delivered 
nor guaranteed for achievement. Standards of measurement and methods of calculating sustainability data are 
developing and numbers reported are based on company calculations and estimates.
Unless otherwise indicated, references to “Standard Motor Products”, “the Company”, “we”, “our” and “us” in this 
report refer to Standard Motor Products, Inc. and its consolidated subsidiaries. The content of this report generally 
covers subject matter for the 2022 calendar year unless otherwise noted and is limited to operations owned and/or 
operated by Standard Motor Products.

2022 CORPORATE SUSTAINABILITY REPORT
36
®
®
A SUB SIDI ARY OF S TANDARD MO T OR PRODUC T S, INC.
A  S U B S I D I A RY  O F  S TA N DA R D  M O T O R  P R O D U C T S ,  I N C .

2022 CORPORATE SUSTAINABILITY REPORT
37
ANNEX A
Sustainability Accounting Standards Board (SASB)
The following disclosures are intended to align with the SASB’s Sustainability Accounting Standard for the Transportation 
Sector – Auto Parts.
Accounting Metrics1
SASB Code
2022
Energy Management
Total Energy Consumed (GJ)
TR-AP-130a.1
349,731
Percentage Grid Electricity (%)
TR-AP-130a.1
~100%
Percentage Renewable (%)
TR-AP-130a.1
0%
Waste Management
Total amount of waste from manufacturing (MT)
TR-AP-150a.1
12,068
Percentage Hazardous (%)
TR-AP-150a.1
4%
Percentage Recycled (%)
TR-AP-150a.1
81%
Product Safety
Number of recalls issued
TR-AP-250a.1
0
Total units recalled
TR-AP-250a.1
0
Materials Sourcing
Description of the management of risks associated 
with the use of critical materials
TR-AP-440a.1
See our Conflicts Minerals section 
above.
Materials Efficiency
Percentage of products sold that are recyclable
TR-AP-440b.1
Approx. 21% of products sold 
(by revenue) are able to be 
remanufactured. We estimate the 
total percentage of products sold 
that are recyclable to be higher, and 
we look forward to updating this 
metric at a later date.
Percentage of input materials from recycled or 
remanufactured content 
TR-AP-440b.2
Approx. 92% of remanufactured 
products (by weight) are derived from 
recycled or remanufactured content.
Competitive Behavior
Total amount of monetary losses as a result of 
legal proceedings associated with anti-competitive 
behavior regulations
TR-AP-520a.1
In 2022, there were no allegations of 
anti-competitive behavior.
1) Data excludes the operations of KADE Trading GmbH and our China-based joint ventures.

2022 CORPORATE SUSTAINABILITY REPORT
38
Task Force on Climate-Related Financial Disclosures (TCFD)
The following climate-related disclosures are intended to align with the recommendations of the TCFD.
Governance
Describe the board’s oversight of climate-related 
risks and opportunities.
Our Board of Directors oversees an enterprise-wide 
approach to risk management and opportunities and has 
ultimate oversight of climate-related risks and opportunities. 
Our Board has delegated certain climate-related oversight 
matters to the Nominating and Corporate Governance 
Committee (“Governance Committee”) and other 
environmental, social and governance (“ESG”) matters to 
various Committees of the Board.
The Governance Committee oversees the Company’s 
ESG strategy, initiatives, policies and practices, as well as 
the Company’s public disclosures of ESG-related matters, 
such as the identification, assessment and management of 
climate-related risks and opportunities, and related party 
transactions related to our Directors. The Audit Committee 
is responsible for overseeing the Company’s information 
security and cyber security issues and any ethical or 
related party transactions related to our executives. The 
Compensation and Management Development Committee 
is responsible for overseeing the Company’s workforce 
development, management, and diversity, equity, inclusion 
and belonging policies and practices. Finally, the Strategic 
Planning Committee oversees the Company’s response to 
long-term climate-related issues, such as the transition to 
electric and hybrid electric vehicles. 
The Company’s management regularly reports to the Board 
on its strategic short, medium and long-term initiatives and 
objectives in these areas as well as other ESG issues. As 
part of the Board’s oversight function, the Board approves 
the Company’s climate transition strategy to achieve our 
ambition to be net-zero by 2050.
The Board of Directors meets approximately seven times 
a year, while the various Committees of the Board typically 
meets two to four times a year. All members of the Board 
routinely attend meetings of each Committee of the Board 
of Directors.
Describe management’s role in assessing and 
managing climate-related risks and opportunities.
Our Governance Committee has tasked management with 
the day-to-day responsibilities of assessing and managing 
climate-related risks and opportunities. Management 
has established an ESG Steering Committee led by our 
Chief Executive Officer & President, Chief Legal Officer & 
Secretary, Chief Human Resources Officer, and Senior Vice 
President of North American Operations. The ESG Steering 
Committee, along with other members of management 
in operations, engineering, supply chain, human capital 
management, finance, legal, internal audit, investor 
relations and other fields, meet periodically to identify, 
assess and manage climate-related risks and opportunities 
within their areas of expertise and throughout our business. 
The ESG Steering Committee also provides overall 
oversight and reporting of ESG matters to the Board and 
the respective Committees of the Board depending upon 
the topic to be addressed.
Management has also formed an environmental impact 
team, appointed environmental champions at each of 
our principal facilities, and implemented an environmental 
scorecard system for our facilities to track our Scope 1 
and Scope 2 greenhouse gas emissions, among other 
metrics. These efforts enable us to monitor and oversee 
our progress in addressing climate-related issues over 
time. Lastly, we are continuing to evaluate our Scope 3 
greenhouse gas emissions, which cover other indirect 
emissions not included in Scope 2 that occur in our value 
chain, including upstream and downstream emissions. We 
are currently in the process of collecting data regarding our 
Scope 3 greenhouse gas emission and plan to report a 
strategy to comply with various governmental regulations in 
the future.
You may read more about our corporate governance, as it 
relates to our ESG strategy and activities, including climate-
related risks, within the Governance section above.
ANNEX B

2022 CORPORATE SUSTAINABILITY REPORT
39
Strategy
Describe the climate-related risks and 
opportunities the organization has identified over 
the short, medium, and long term.
We have identified climate-related risks that may affect our 
business, strategy and financial planning over the short term 
(0 – 4 years), medium term (5 – 15 years) and long term (16 
– 29 years). We believe that the oversight of the Governance 
Committee, the Strategic Planning Committee, the ESG 
Steering Committee and our internal reporting channels 
ensure that we implement reasonable and appropriate 
measures to mitigate identified climate-related risks.
Physical Risks
Physical risks emanating from climate change, such as 
increases in the frequency and severity of weather events, 
including hurricanes, tornadoes, earthquakes, floods, 
atypical freezing temperatures, power grid failures and 
blackouts, and other natural disasters, could disrupt our 
operations and our employees in the short term. The 
occurrence of these events could cause physical damage to 
our plants, machinery, equipment and other tangible assets; 
disrupt transportation of our raw materials and products; 
prevent our employees from coming into work; affect our 
production capacity and the production capacity of our 
customers and suppliers due to power grid failures and 
blackouts; and delay their delivery of products to customers, 
resulting in increased operating costs and capital costs and 
reduced revenue. Operations located in highly vulnerable 
areas could also lead to an increase in our insurance 
premiums. 
Longer-term trends, such as shifts in climate patterns, could 
also affect the demand for our products. In particular, warm 
summers ordinarily result in an increase in demand for our 
temperature control products.
Transition Risks 
Regulation
Transition risks associated with the transition to a lower-
carbon economy, such as regulatory changes impacting 
vehicle emissions and fuel efficiency requirements, are likely 
to affect our business, strategy and financial planning over 
the medium to long term.
Consumer Demand
The impact of technological changes, such as the adoption 
of new technologies and systems to make internal 
combustion engine vehicles more efficient and the shift to 
electric and hybrid electric vehicle architectures, will depend 
on the proliferation of these technologies within the car parc. 
Shifts in consumer preferences for these technologies are 
also likely to impact the timing and scope of proliferation. 
Furthermore, as electric and hybrid electric vehicles become 
more prevalent, the demand for internal combustion engine 
compatible products may decrease. As such, our business 
may be impacted by the extent and speed at which 
consumers adopt new vehicle technologies.
Describe the impact of climate-related risks and 
opportunities on the organization’s businesses, 
strategy, and financial planning.
Responses to Physical Risks
We believe that we have benefited from our efforts 
to mitigate these climate-related physical risks. Our 
investments in facility upgrades, changes to operating 
procedures, plant rationalization programs, and our 
implementation of other programs in this space have 
directly improved operating efficiencies, reduced cost, and 
positioned our facilities and operations to be adequately 
prepared and resilient to address these physical risks. For 
example, we have incorporated an assessment of these 
physical risks into our procedures for evaluating new 
distribution center locations.
Responses to Transition Risks
Regulation
We believe the regulation of vehicle emissions and fuel 
efficiency has had a favorable impact on our business and 
our sales of ignition, emission control, fuel and safety related 
system parts. In particular, our offering of emission control 
system products, which are designed to reduce emissions 
and improve fuel economy during vehicle operation, and our 
alternative energy products, which utilize cleaner burning 
fuels, are well positioned to benefit in this space. You may 
read more about these product offerings in this report under 
the heading “Providing Solutions for a Greener Car Parc”. 
Consumer Demand
Although we expect the growth of alternative energy vehicles 
to be a long-term risk, we are committed to expanding 
our parts coverage to include a broader product mix in 
categories such as electrification, including electric vehicles 
and hybrid electric vehicles, and connectivity to meet the 
growing needs of our customers. Currently, we estimate that 
approximately half of our sales are in product categories 
that are powertrain neutral, or suitable for use in electric, 
hybrid electric and/or alternative energy vehicles. We also

2022 CORPORATE SUSTAINABILITY REPORT
40
continue to pursue opportunities to develop parts for new 
technologies and systems designed to improve the efficiency 
of ICE vehicles and have formed a Product Innovation Team 
to lead these efforts.
Beginning the first quarter of 2023, we created a new 
operating segment called Engineered Solutions. This 
segment will supply custom-engineered solutions to non-
aftermarket vehicle and equipment manufacturers and offer a 
broad array of conventional and future-oriented technologies, 
including those that are specific to vehicle electrification as 
well as those that are powertrain-neutral. 
Describe the resilience of the organization’s 
strategy, taking into consideration different 
climate-related scenarios.
We are in the process of assessing the resiliency of our 
strategy to these climate-related risks and opportunities, 
taking into consideration scenario analysis, such as the 
potential impact of a transition to a low-carbon economy 
consistent with a 1.5°C or lower scenario. Our approach 
to assessing and managing climate-related risks will take 
into account this scenario analysis, and we look forward to 
updating you on our progress in future publications of this 
report.
Risk Management
Describe the organization’s processes for 
identifying and assessing climate-related risks.
We identify and assess climate-related risks through 
our enterprise-wide risk management processes. These 
processes leverage the expertise of our senior leaders 
across disciplines, including operations, engineering, supply 
chain, human capital management, finance, legal, internal 
audit, and other fields to identify, assess and manage risk 
effectively. Our internal reporting systems also ensure that 
our senior leadership is apprised of risk and able to respond 
timely and appropriately.
Describe the organization’s processes for 
managing climate-related risks.
The Governance Committee of our Board oversees the 
management of climate-related risks under the purview 
of its responsibility for ESG matters. To strengthen 
oversight and reporting of climate-related risks, the 
Governance Committee tasked the day-to-day ESG-related 
responsibilities to our senior executives and formed an 
ESG Steering Committee comprised of the Chief Executive 
Officer & President, Chief Legal Officer & Secretary, Chief 
Human Resources Officer, and Senior Vice President of 
North American Operations to lead these efforts.
The ESG Steering Committee and other senior leaders 
within each functional area meet with the Office of Chief 
Executive periodically to review strategy and activities across 
our business. With respect to climate-related issues, we 
utilize these meetings to assess our risks and opportunities 
and refine our strategy and priorities, if necessary, to achieve 
desired outcomes. Our assessments commonly take into 
account the following elements, among others:
•	
The evaluation of existing and emerging laws and 
regulations, and in particular, regulatory changes 
impacting vehicle emissions and fuel efficiency 
requirements.
•	
Interviews and surveys of senior leaders within the 
Company and key external stakeholders to solicit 
insights and perspectives on climate-related risks and 
opportunities within their areas of expertise, including 
both physical risk and transition risk.
•	
The evaluation of our administrative, manufacturing and 
distribution operations and our disaster recovery plans 
to mitigate the impact of climate- related physical risks.
•	
The evaluation of loss prevention analyses and 
recommendations prepared by our insurance 
underwriters with respect to climate-related physical 
risks.
•	
The analysis of individual and aggregate risk conditions 
to evaluate the relative significance of specific climate-
related physical and transition risks.
•	
The implementation of a tiered approach to managing 
identified climate-related risks based upon our 
assessment of the likelihood of its occurrence, its 
potential impact and time horizon.
Describe how processes for identifying, assessing, 
and managing climate-related risks are integrated 
into the organization’s overall risk management.
Through the processes described above, we integrate the 
identification, assessment and management of climate-
related risks into our enterprise-wide risk management 
processes. Our Board is updated by senior leadership on 
risks that may affect our business, strategy and financial 
planning, including those climate-related physical and 
transition risks described above. Our ESG Steering

2022 CORPORATE SUSTAINABILITY REPORT
41
1 Data excludes the operations of KADE Trading GmbH and our China-based joint ventures.
Committee is tasked with day-to-day oversight responsibilities 
of ESG matters, and the committee works with senior leaders 
across our organization to identify, assess and manage
these climate-related risks and opportunities. Our senior 
leaders in each functional area, including operations, 
engineering, supply chain, human capital management, 
finance, legal, internal audit, and other fields, routinely 
communicate and coordinate with one another with respect to 
the execution of our environmental initiatives.
Through these processes, we have identified specific climate-
related risks that may affect our business, strategy and 
financial planning over the short term, medium term and long 
term, and we have designed internal policies and procedures 
to manage and mitigate the identified climate-related risks. We 
believe that our internal reporting channels, and the oversight 
of our Board of Directors, Governance Committee, Strategic 
Planning Committee, Office of Chief Executive and ESG 
Steering Committee ensures that we implement reasonable 
and appropriate measures to mitigate identified climate-related 
risks.
Metrics and Targets
Disclose the metrics used by the organization to 
assess climate-related risks and opportunities in line 
with its strategy and risk management process.
We formed an environmental impact team, appointed an 
environmental champion at each of our principal facilities, 
and implemented an environmental scorecard system for our 
facilities using metrics to measure and manage climate-related 
risks. The primary metrics that we use measure our Scope 1 
and Scope 2 greenhouse gas emissions, our consumption of 
energy and our use of water.
We also assess market data to inform our product offering, 
such as vehicles-in-operation and the proliferation of new 
technologies and systems within the car parc that make 
internal combustion engines more efficient or that utilize electric 
and hybrid electric vehicle architectures.
Disclose Scope 1 and Scope 2 GHG emissions.1
Scope 1 GHG Emissions (Intensity) (2022): 4.8 metric tons of 
carbon dioxide equivalent.
Scope 2 GHG Emissions (Intensity) (2022): 20.7 metric tons of 
carbon dioxide equivalent.
Describe the targets used by the organization to 
manage climate-related risks and opportunities and 
performance against targets.
Our ambition is to achieve net-zero GHG emissions by 2050, 
and we have established the following targets to get there:
•	
By 2030, reduce total Scope 1 & Scope 2 GHG emissions 
by 25% compared to our 2019 baseline year.
•	
By 2040, reduce total Scope 1 & Scope 2 GHG emissions 
by 67% compared to our 2019 baseline year.
•	
By 2050, achieve net-zero total Scope 1 & Scope 2 GHG 
emissions across the company.
We intend to modify our Scope 1 and Scope 2 GHG emission 
targets further as we develop our climate transition strategy 
to align with the Paris Agreement. Furthermore, we have 
developed a strategy to collect other indirect emissions not 
covered in Scope 2 that occur in our value chain, including 
upstream and downstream emissions, known as Scope 3 
GHG emissions. We plan to report a strategy to address 
Scope 3 GHG reduction targets in the future.

SMP11648
SMPCORP.COM