Driving Change
Corporate Social Responsibility at Henkel
Sustainability Report 2008

Sales by business sector
Sustainability performance from 2004 to 2008
Environmental indicators per metric ton of output*
Sales by region1)
Company overview
With our brands and technologies, we operate in three 
strategic business areas: Laundry & Home Care, Cosmetics/ 
Toiletries, Adhesive Technologies. 82 percent of our more 
than 55,000 employees are employed outside Germany.
In 2008, our total sales amounted to 14,131 million 
euros. Sales rose by 8.1 percent, above all through the 
acquisition of the National Starch businesses as well as 
organic growth. At 779 million euros, operating profit 
(EBIT) lay significantly below the prior-year level of  
1,344 million euros. This decrease is attributable to 
restructuring costs and one-time expenditures associated 
with our efficiency-increasing program, Global Excellence, 
and the integration of the National Starch businesses. 
The adjusted operating profit (“adjusted EBIT”) rose by 
6.6 percent to 1,460 million euros. This figure is net of 
35 million euros deducted in respect of amortization of 
intangible assets arising from the acquisition of the 
National Starch businesses. Before this deduction, the 
adjusted EBIT rose 9.1 percent to 1,495 million euros  
 pages 36 and 38. 
 www.henkel.com 
Corporate 2%
Corporate 2%
Asia-Pacific 11%
Latin America 5%
Europe/Africa/Middle East 63%
Cosmetics/ 
Toiletries 21%
Laundry & Home Care 30%
Adhesive 
Technologies 47%
North America 19%
Wastewater load (COD emissions)
– 4%
Carbon dioxide (CO2 )
– 6%
Energy
– 11%
Volatile organic compounds (VOC)**
– 24%
Heavy metals
– 29%
Waste
– 30%
Water
– 35%
Sulfur dioxide (SO2 )
– 41%
Occupational accidents ***
– 63%
*** Environmental indicators, including the National Starch businesses  
(since April 2008)
*** Volatile organic compounds, excluding the National Starch businesses
*** Occupational accidents per million hours worked
Business performance from 2004 to 2008
Percent; index 2004
150
Profit (EBIT ) * +47%
140
130
Sales +33%
120
110
100
2004
2005
2006
2007
2008
* 2008: operating profit (EBIT) after adjusting for one-time expenditures and  
gains as well as restructuring costs
1) Including Corporate; for reconciliation with Henkel Group  
Corporate = sales and services not assignable to the individual  
business sectors
Other income 1,458 (9.4%)
Total sales 14,131 (90.6%)
Employees 2,436 (54.4%)
of which:
Central and local government 437 (9.8%)
Interest expense 366 (8.2%)
Shareholders 227 (5.1%)
Minority shareholders 12 (0.3%)
Reinvested in the company 994 (22.2%)
Cost of materials 6,598 (42.3%)
Amortization/depreciation  
of non-current assets 546 (3.5%)
Other expenses 3,973 (25.5%)
Value added 4,472 (28.7%)
 page 120 
 www.henkel.com/sr2008 8 1 
Henkel in brief
Value added statement 2008
In million euros

Contents
	 2	 Foreword 
	 3	 Sustainability Council
	 4	 Sustainability strategy 
	 5	 Targets
	 6	 Values and management
	 9	 Sustainability stewardship
	11	 Suppliers and other business partners
	12	 Sustainable brands and technologies
	14	 Laundry & Home Care
	16	 Cosmetics/Toiletries
	18	 Adhesive Technologies
	20	 Production and logistics
	24	 Environmental indicators
	26	 Employees and jobs
	30	 Occupational health and safety
	31	 Social engagement
	34	 Stakeholder dialogue
	36	 External ratings
	37	 Contacts, credits and further publications
Further information  
 
In many places in the Sustainability Report 2008, you will find 
references to other pages in the Sustainability Report, to the 
Annual Report, as well as links to further information on the 
Internet.
On our Internet site, at 
 www.henkel.com/sr2008, you will find the 
page “Further Links Report 2008.” All of the references are listed 
there with the appropriate reference number. This allows you to 
access the required information with just a single click. Addition-
ally, our Internet site offers all of the Environment Reports and 
Sustainability Reports that have been published since 1992, which 
are also available as downloads.
Annual Report 
 
Sustainability Report 
 
Internet
Scope of this report
In 1992, Henkel published its first Environment Report. 
It was subsequently developed and refined, evolving into 
the Sustainability Report. This is published annually and 
complements our Annual Report by covering ecological 
and social themes. Additional information on corporate 
social responsibility (CSR) can be found at 
 www.henkel.com/ 
sustainability and in other Henkel publications 
 page 37. 
The contents of the Report reflect the relevant and 
material challenges of sustainable development which 
we address in our business activities. The selected themes 
include the results of our continuous dialogue with a 
large circle of stakeholders. Especially close consideration 
was given to the dialogue with international sustain-
ability experts, the requirements of the European 
Chemical Industry Council (CEFIC), the criteria of various 
finance- and sustainability-oriented rating agencies,  
and the guidelines of the Global Reporting Initiative 
(GRI). A detailed GRI index, with links, can be found on 
the Internet. 
 www.henkel.com/sr2008 8 2
The Sustainability Report covers all the companies 
included in the consolidated financial statements, 
including direct participations and the National Starch 
businesses acquired in 2008. The examples included have 
been selected on the basis of their innovativeness, their 
relevance, and the representative way in which they 
reflect the work of the Company. The production-related 
environmental indicators were determined using data 
from production sites in 57 countries. They account for 
more than 95 percent of the Company’s worldwide 
production. Occupational accidents are registered using 
a globally uniform reporting system. The coverage 
extends to 98 percent of Henkel employees. Henkel 
openly reports on serious operational incidents, should 
any have occurred in the reporting period, and the 
measures taken in response.
The reporting period is fiscal 2008. As a sign of how 
important sustainability is for our business, we are 
presenting the Henkel Annual Report and the Sustain-
ability Report simultaneously at the press conference 
for this reporting period on February 25, 2009.
	
The  
  Sustainability Report 2008	
1
Contents

We are driving change
For more than 130 years, Henkel has worked toward 
achieving sustainable development. Sustainability is part 
of our DNA. Through our brands and technologies, and 
as an employer, we work to meet the needs of people 
today without compromising the development opportu-
nities of future generations. We express the essence of 
this ambition as “quality and responsibility.”
We conduct our business in a sustainable and socially 
responsible manner throughout the entire value chain. 
This has helped us to build an excellent reputation as a 
company and to attain leading market positions world-
wide. We want to maintain this lead and to expand it in 
the markets we serve.
In challenging economic times, it is more important 
than ever to understand that sustainable development 
is an opportunity. Developing sustainably also involves 
going through a process of change. Implementing change 
is not always easy, yet in order to fulfill our res­pon­sibi­lity 
for the company as a whole, we must act with the future 
in mind.
Every day, millions of customers and consumers 
around the world choose Henkel brands and Henkel 
quality. Our products and technologies are our core con­
tribution to society. Through them, we support climate 
protection, resource conservation, and social progress.
We are convinced that our continued focus on sustainabil­
ity will help grow the long-term value of our company. 
All new products from Henkel contribute to sustainable 
development in at least one of our focal areas: energy and 
climate, water and wastewater, materials and waste, 
health and safety, and social progress.
We will continue to strive for sustainable development 
throughout our company – on a global scale. Each of our 
more than 55,000 employees around the world bears 
responsibility for this effort within his or her sphere of 
influence, and each employee makes a vital contribu- 
tion to the attainment of our three strategic pri­orities: 
achieving our full business potential, focusing more on 
our customers, and strengthening our global team.
Our goal is to drive change toward sustainability, 
working hand in hand with our industrial customers, 
our retailers and our consumers – worldwide, today  
and tomorrow.
Kasper Rorsted 
Chairman of the Management Board
2	
The  
  Sustainability Report 2008
Foreword

Sustainability Council
Our activities in 2008 were mainly aimed at the contin-
ued implementation of sustainability in our operating 
businesses and in customer- and consumer-relevant 
concepts. We have systematically anchored our focal 
areas in our Company-wide standardized innovation 
process, because we know that we can only fulfill our 
commitment if our focal areas are integrated into our 
innovation process from the very beginning. All new 
products contribute to sustainable development in at 
least one focal area.
The visible results of our work in 2008 include the 
launch of the new household cleaners brand Terra Activ, 
the first cosmetic products to carry the ECOCERT label, 
and the Environment Award of the Federation of German 
Industries (BDI) for our metal pretreatment product 
Bonderite NT.
Our sustainability management as a whole was also 
recognized externally in 2008: In December, at the first 
ever German Sustainability Congress, the award for being 
Germany’s “Most Sustainable Brand” went to Henkel.
Taking fiscal 2008 as a whole, the increases in the 
prices of energy and raw materials reinforce our deter­
mi­nation to continue to pursue our Company-wide 
sus­tain­ability targets for reductions in water consump-
tion, energy consumption, and waste by 2012. All of our 
business sectors have launched projects for attaining 
these targets. Achievement of the targets will pose a 
particular challenge to the sites that already operate 
highly efficiently due to the use of modern technologies. 
The skills and creativity of our employees will play  
a major role here. The worldwide restructuring program 
and the integration of the National Starch businesses 
have also presented our employees and our companies 
with major challenges.
This Sustainability Report covers the main develop-
ments in 2008. Since we joined the United Nations Global 
Compact in 2003, our Sustainability Report has also 
served as the basis for the required annual progress 
report.
We are taking numerous initiatives in 2009 to further 
expand our sustainability leadership. In particular, we 
will be concentrating on the areas of water, education, 
and sustainable consumption. We wish to inform our 
customers and consumers even more effectively in the 
future about the added value resulting from the com­
bination of quality and responsibility. One of the top 
priorities will be continued improvement in transpar-
ency throughout the supply and value chains.
Our Sustainability Council, whose members are drawn from all areas of the Company, is a global decision-making body which steers 
our worldwide sustainability activities. The members are (from left to right): Dirk-Stephan Koedijk, Dr. Andreas Bruns, Rolf Schlue, 
Ernst Primosch, Kasper Rorsted, Christian-André Weinberger, Prof. Dr. Thomas Müller-Kirschbaum, Tina Müller, Dr. Thomas Förster, 
Dr. Attilio Gatti, Prof. Dr. Ramón Bacardit 
 pages 6 and 7. 
 www.henkel.com/sr2008 8 3
	
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  Sustainability Report 2008	
3
Sustainability Council

Our strategy for sustainability 
Focal areas
In our corporate values, we declare our dedication to 
sustainability and corporate social responsibility. For us, 
the decisive factor is how we generate our sales and 
profits, and that we always act responsibly throughout 
the value chain. This fundamental attitude is firmly 
anchored in our corporate history and therefore in our 
philosophy in word and action. It has helped us to build 
an excellent reputation as a company and to attain lead-
ing market positions worldwide.
We systematically focus all our activities throughout 
the value chain on the challenges of sustainable develop-
ment as they relate to our operations. We have grouped 
these sustainability challenges in five overarching focal 
areas. At the heart of all our actions are our Vision & 
Values. With our business activities and our products, 
we want to contribute to each of these five focal areas. 
This is why we develop new, smarter products, in which 
top performance is combined with responsibility toward 
people and the environment. It is also the reason why, 
in line with our commitment, all new products contrib-
ute to sustainable development in at least one of these 
focal areas. We work closely with our customers and with 
consumers in order to help them to understand and 
appreciate the added value of these innovations.
As long ago as the 1980s, in our “Principles and 
Objectives of Environmental Protection and Safety,” we 
committed to promoting occupational health and safety, 
conserving resources, and reducing emissions. Since 
Through our business activities and our products, we make important contributions to sustainable development:
The need to balance economy, ecology 
and social responsibility has always 
been a top priority at Henkel. This  
fundamental attitude has been part  
of our DNA ever since the company  
was founded in 1876:
» 1876  Fritz Henkel founds the company 
Henkel & Cie in Aachen. Its first product 
is a heavy-duty, “universal” washing 
powder.
» 1878  The company is relocated from 
Aachen to Düsseldorf.
» 1907  Birth of Persil, the first self- 
acting detergent.
» 1911  The first company housing is 
built in Düsseldorf.
» 1917  Employees elect the first  
workers’ council.
» 1934  Systematic accident prevention 
cuts the number of accidents per  
100 employees from 10 in 1927 to just 4.
» 1940  Establishment of a children’s 
daycare center at the Düsseldorf site.
» 1953  Start of research on the bio­
degradability of detergents.
» 1969  Launch of the solvent-free  
Pritt glue stick.
» 1971  Establishment of Central  
Environmental and Consumer  
Protection department.
» 1980  Launch of water-soluble and 
therefore recyclable hotmelts for  
bookbinding, packaging and labeling.
Our philosophy in word and action
» We help to achieve  
a safe and healthy  
environment for our 
customers, con- 
sumers, employees  
and neighbors. 
» We support social 
progress for our 
employees, customers 
and consumers, and  
all countries in which 
we operate.
» We utilize energy 
resources more  
efficiently, and hence 
protect the climate.
» We utilize the avail-
able raw materials 
more efficiently and 
avoid waste.
Health  
and safety
Social  
progress
Energy  
and climate
Materials  
and waste
Water and  
wastewater
» We conserve  
the globally available  
water resources.
 
 www.henkel.com/sr2008 8 4
Sustainability strategy
4	
The  
  Sustainability Report 2008

then, we have continuously updated these aims at the 
corporate and site level, achieving major improvements. 
In the ten years from 1998 to 2007 alone, we have 
reduced occupational accidents by 86 percent, water 
consumption by 48 percent, energy consumption by  
40 percent, and waste generation by 37 percent. Thanks 
» 1986  Launch of Persil phosphate-free.
» 1987  Conversion of all Schwarzkopf 
production lines in Germany to CFC-free 
aerosols.
» 1991  As one of the first industrial 
companies in Germany to do so,  
Henkel endorses the Business Charter 
for Sustainable Development.
» 1993  First hair colorant based  
exclusively on vegetable raw materials:  
Poly Nature Color.
» 1995  Publication of the revised  
“Principles and Objectives of Environ-
mental Protection and Safety.”
» 1996  First solvent-free flooring  
adhesive: Thomsit T450 Futura.
» 1997  Introduction of integrated  
management systems and corporate 
Safety Health and Environment  
(SHE) standards; start of worldwide 
SHE audits.
» 1998  Start of support for MIT 
employee engagement.
» 2001  Support for 125 MIT children’s 
projects in 53 countries to mark  
Henkel’s 125th anniversary.
» 2003  Henkel joins the United Nations 
Global Compact.
» 2006  SHE Standards expanded to 
include corporate purchasing guide-
lines and social standards.
» 2008  Start of the global “Quality & 
Responsibility” initiative of the  
Laundry & Home Care business sector.
 www.henkel.com/sr2008 8 5
Also central to our commitment are: 
Targets
» All new products contribute 
to sustainable development  
in at least one focal area. 
» All employees receive  
training and continuing edu-
cation to ensure that they  
are appropriately qualified for 
their tasks.
» All of our strategic suppliers  
satisfy our expectations with 
regard to corporate ethics.
– 15%
A further 15 percent reduc- 
tion in energy consumption 
per metric ton of output by 
2012 – and in the associated 
carbon dioxide emissions 
(base year 2007).
Long-term objective: 
Zero occupational  
accidents. Interim  
target: A further reduction  
of 20 percent by 2012  
(base year 2007).
– 10%
A further 10 percent  
reduction in water  
con­sumption per metric  
ton of output by 2012  
(base year 2007).
– 10%
A further 10 percent  
reduction in the amount  
of waste generated per  
metric ton of output by 2012 
(base year 2007).
– 20%
to the savings in energy consumption, we have also been 
able to reduce the associated carbon dioxide emissions 
by 33 percent.
On the basis of the progress achieved up to 2007, we 
have defined Company-wide targets for the next five 
years, i.e. until 2012: 
Sustainability strategy
	
The  
  Sustainability Report 2008	
5

Values and management 
Globally valid codes and standards
»»
Company-wide implementation  
»»
of compliance activities
Audits to check conformity with  
»»
behavioral rules
Worldwide codes and standards
From our Vision and our ten Corporate Values, we have 
formulated globally binding behavioral rules which are 
specified in a series of codes. In all business areas and 
cultures in which we operate, they provide guidance for 
the behavior and actions of our more than 55,000 
employees. The Code of Conduct contains general corpo-
rate principles and behavioral rules and helps employees 
to respond correctly and appropriately when faced with 
ethical and legal issues. The Code of Teamwork and 
Leadership provides guidance for the conduct of mana-
gerial and non-managerial staff at all levels.
The Code of Corporate Sustainability describes our 
principles and expectations of sustainable business 
practices and corporate social responsibility. It is given 
concrete form by Company-wide standards. Besides the 
standards for safety, health and environment, they 
include social standards and purchasing standards. In 
these we have integrated central requirements derived 
from the Guidelines for Multinational Enterprises of  
the Organization for Economic Cooperation and De- 
vel­opment (OECD), the Social Accountability Standard  
(SA 8000), and the guidelines of the International Labor 
Organization (ILO).
Together, the codes and standards are the basis for 
Henkel’s implementation of the United Nations Global 
Compact initiative. 
 www.henkel.com/sr2008 8 7
Clearly defined responsibilities
Our globally applicable codes and standards are backed 
up by integrated management systems and an organiza-
tion structure with clearly defined responsibilities. The 
Henkel Management Board bears overall responsibility 
for our sustainability policy. Led by the Chairman of the 
Management Board, the Sustainability Council, whose 
members are drawn from all areas of the Company, steers 
our global sustainability activities 
 pages 3 and 7.
In 2007, Henkel merged previously decentralized 
compliance functions and appointed a Chief Compliance 
Officer. He steers compliance activities on the corporate 
level and helps the Company to apply and continuously 
develop its codes and standards. In addition, he monitors 
» We are customer driven.
» We develop superior brands and technologies.
» We aspire to excellence in quality.
» We strive for innovation.
» We embrace change.
» We are successful because of our people.
» We are committed to shareholder value.
» We are dedicated to sustainability and corporate  
social responsibility.
» We communicate openly and actively.
» We preserve the tradition of an open family company.
Vision, values, codes and standards
Henkel is a leader with brands and technologies that make people’s lives easier, better and more beautiful.
 
 www.henkel.com/sr2008 8 6
6	
The  
  Sustainability Report 2008
Values and management

and reports on the implementation of and compliance 
with external and internal requirements. He is assisted 
by the Internal Audit department, which also reports 
directly to him. 
In 2008, the Chief Compliance Officer continued to 
expand his worldwide organization, so that responsibil-
ity for compliance is now also clearly defined at the 
national level. Locally appointed compliance officers 
ensure that information flows smoothly, and that require­
ments are acted on and implemented. They also organize 
training courses aligned to regional challenges.
Clearly communicated requirements
Henkel operates in a variety of markets and regions with 
diverse legal systems, social standards and customs. To 
establish a uniform understanding of our corporate 
values and behavioral rules among our employees, the 
staff members responsible for human resources and 
communications in the different countries have devel-
oped appropriate training and communication activities. 
In the USA, for example, all new employees must par-
ticipate in an interactive online training course on the 
Code of Conduct. Regular seminars organized by the 
Corporate Internal Audit department familiarize our top 
managers worldwide with Henkel’s corporate standards. 
In addition, articles in employee newspapers explain in 
detail the behavioral rules and their significance for the 
Company. Newsletters for special target groups make a 
further contribution to knowledge transfer. In 2008, 
training focused mainly on safety, environment and 
health matters 
 page 21, as well as on antitrust laws 
and on fighting corruption. 
Last year, more than 3,000 employees in all regions 
where Henkel operates received training in antitrust 
legislation. Furthermore, we have incorporated the sub­
ject of compliance in all seminars of the Henkel Global 
Academy and in our management seminars, as well as 
in the official welcoming seminar for new managers.
Henkel Management Board
Regional and National Companies
Sustainability Council
International conferences, 
communication forums, 
and working groups
» Purchasing
» Corporate SHE
» Corporate Product Safety
» Human Resources
» Internal Audits
» Corporate Communications
Corporate Functions
Business Sectors
» Research/Technology
» Product Development
» Production
» Marketing
» Sales/Distribution
Organization for sustainability
Corporate Governance
Taking into account the special aspects specific to its legal 
form and articles of association, Henkel AG & Co. KGaA  
complies with the main recommendations of the German 
Cor­porate Governance Code, with three exceptions.  
We publish further information, such as the details of the 
declaration of compliance and the remuneration report,  
in our Annual Report and on the Internet 
 pages 18 to 29.
 www.henkel.com/sr2008 8 9
 
 www.henkel.com/sr2008 8 8
Values and management 
	
The  
  Sustainability Report 2008	
7

Concrete instructions to supplement the 
Code of Conduct
In November 2008, the Henkel Management Board 
approved detailed guidelines to supplement the Code  
of Conduct. These guidelines provide instructions for 
our employees on how to handle situations involving 
business-related conflicts of interest, gifts, and individual 
invitations. They underline the strict ban on all forms 
of bribery and other undesirable business practices. The 
guidelines were distributed to all Henkel employees 
worldwide. They are intended to provide concrete assis-
tance and reliable instructions for making decisions, 
especially in everyday situations. 
Zero tolerance for violations of regulations
Henkel’s interests can never be served by actions that 
violate rules and regulations. We carry out regular audits 
to ensure that our standards are implemented at our 
production and administration sites, and, increasingly, 
we also audit our subcontractors and logistics centers. 
The audits are a key instrument for identifying risks and 
potential improvements and play a crucial role in the 
transfer of knowledge.
In the course of audits by the Corporate Internal Audit 
department, some 1,800 individual actions were agreed 
in 2008 with employees in Accounting, Purchasing, 
Sales/Distribution, Marketing, Information Technology 
and Production, in order to make processes and work-
Social standards at Henkel
 
Since 1994, we have committed ourselves, in our mission 
and corporate principles, to incorporating social values  
in a responsible manner in our corporate policy. We clearly 
emphasized our support for the protection of human rights 
when we introduced our Code of Conduct in 2000 and when 
we joined the United Nations Global Compact in 2003. Our 
Social Standards, which we published in 2006, express in 
concrete terms what we stand for.
In 2008, we discussed local challenges in relation to our 
Social Standards with our general managers and human 
resources officers in selected emerging and industrial coun-
tries. It became clear that national legislation on minimum 
social standards has progressed considerably, especially  
in the emerging countries. Many requirements of our Social 
Standards, such as the number of working hours per week, 
are now regulated by law. Other requirements, such as  
freedom of association, personnel development and equal 
opportunities are anchored in our corporate culture by numer-
ous human resources instruments. For example, the interests 
of about 75 percent of our employees are represented by 
works councils, independent trade unions, or similar bodies.  
In coun­tries in which no employee representation is provided 
for or has been established, a dialogue with our employees 
serves as a voluntary and informal instrument for ensuring  
an open exchange of views.
There are still major cultural differences in the perception of 
equality, e.g. with regard to traditional views of male and female 
roles, or the inclusion of minorities. These differences are 
addressed in our globally applicable standards.
flows even safer and more efficient. Audits focusing 
specifically on safety, health and environment were 
carried out at 21 sites, and 266 binding corrective actions 
were initiated. Implementation of the agreed actions 
and the widespread communication of examples of best 
practice are steered and monitored by our auditors. In 
addition to the audits, the results of specific surveys – e.g. 
concerning “especially dangerous processes in Produc-
tion” – highlight areas requiring improvement measures 
and programs.
Since 2007, our reporting and complaints channels 
have been augmented by a compliance hotline, which was 
set up to enable employees to report major infringements 
of our codes and standards. It is run by an independent 
external provider. In particular, it should be used when 
incidents cannot be cleared up directly with the employee 
concerned or a supervisor. Regular evaluations show, 
however, that the established internal reporting chan-
nels and direct contact points in the Company are used 
much more frequently than the hotline.
Infringements of our codes and standards are thor-
oughly investigated. Depending on their nature and 
gravity, there may be far-reaching disciplinary conse-
quences for the individuals concerned. In 2008, besides 
written warnings, there were 36 dismissals for serious 
misconduct.
8	
The  
  Sustainability Report 2008
Values and management

Sustainability stewardship
Lifecycle approach
»»
Alternatives to animal testing methods
»»
Suppliers assessed to ensure compliance  
»»
with sustainability criteria
Focus on sustainability
Acting responsibly throughout the value chain is pivotal 
to the way we conduct our business. Our experts therefore 
analyze and assess the entire life cycle of our products. 
Our aim is to continuously improve the safety and 
environmental compatibility of our products in all 
phases of the value chain – from the raw materials 
through production, distribution and use to disposal – by 
considering all these factors as early as the development 
stage 
 see illustration. 
 www.henkel.com/sr2008 8 10
Henkel has a range of instruments for assessing a 
product. For example, we draw on our long experience 
with life cycle analyses to determine what environmen-
tal impacts occur, and to what extent, in which phase of 
a product’s life. Improvement measures can then be 
applied where they are most needed and can be most 
efficiently implemented. Suitable actions can be taken, 
for example, to improve the resource efficiency of our 
own processes 
 pages 20 to 23. If the greatest impact 
occurs in the use phase, we optimize our products by 
reducing the amount of energy and water needed to use 
them, by using renewable raw materials, or by improving 
their biodegradability 
 pages 14 to 19. 
 www.henkel.com/sr2008 8 11
Product safety – extensive assessment  
and good advice
Our industrial and retail customers, as well as craftsmen 
and con­sumers, can be certain that Henkel products and 
technologies are safe when used as intended. The com-
patibility of the raw materials with health and the 
environment is assessed extensively during the research 
and development phase. The properties of the indi­- 
vidual and combined ingredients are assessed, as are  
the concentration in the product and its uses. The use 
Improvements throughout the value chain 
Raw materials
Since the year 2000, 
the Pritt Stick for­
mulation has included 
90 percent renewable 
raw materials relative 
to its dry weight. This 
represents an improve-
ment of 60 percent.
Production
The Wassertrüdingen 
production site uses 
waste heat from the 
compressor to heat  
the test baths for hair 
and deodorant sprays. 
This enables us to  
save 1.2 million kilo-
watt hours of gas and 
to reduce radiation 
losses.
Distribution
We have continuously 
increased the quantity 
of our laundry deter-
gents and household 
cleaners transported 
by rail in Germany from 
220,000 metric tons in 
1994 to 313,000 metric 
tons in 2008. For 2008, 
this represents a reduc­
tion of about 3,000 
metric tons of carbon 
dioxide emissions.
Use
In 1970, the dosage of 
conventional washing 
powders was about 
280 grams per laundry 
load. In the case of 
Persil Megaperls, this 
has meanwhile been 
reduced by 76 percent 
to just 67.5 grams per 
laundry load.
Disposal
By completely elimi-
nating phosphates and 
volatile components 
and drastically reduc-
ing heavy metals,  
the use of TecTalis  
in the corrosion  
protection of metals 
cuts the volume of 
sludge that has  
to be disposed of  
by 80 percent.
	
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  Sustainability Report 2008	
9
Sustainability stewardship

of substances with certain hazardous properties is pro-
hibited from the outset for some applications. Henkel 
optimizes the necessary precautionary and protection 
measures associated with a product, taking account of 
whether the product is to be used by professionals or 
consumers. If a product is used incorrectly despite these 
precautions, customers and consumers can contact 
Henkel for advice, for example by calling service or 
emergency hotlines. In addition, Henkel’s product 
developers and product safety experts continuously 
analyze questions from customers and consumers in 
order to consistently assure the safety of our products.
 www.henkel.com/sr2008 8 12
EU chemicals regulation REACH
On June 1, 2007, the REACH Regulation came into force. 
REACH regulates the registration, evaluation, authoriza-
tion and restriction of chemicals in the European Union 
(EU). For the purposes of the REACH Regulation, Henkel 
is primarily a downstream user of chemicals. However, 
Henkel is also an importer and producer of chemicals in 
Europe. As such, Henkel has pre-registered all produced 
or imported chemicals with the European Chemicals 
Agency (ECHA) in Helsinki, Finland, for all Henkel com-
panies in Europe.
Henkel toxicologists and ecotoxicologists who are 
involved in the substance registration procedure par-
ticipate in the appropriate Substance Information 
Exchange Forums. The purpose of the forums is to foster 
the exchange of already available information and data 
on the safety of chemical substances between all com­
panies that wish to have these substances registered.  
This is intended to avoid unnecessary and costly testing 
of substances. 
 www.henkel.com/sr2008 8 13
Globally harmonized labeling of chemicals
On January 20, 2009, the new EU Regulation on the 
Classification, Labeling and Packaging of Substances and 
Mixtures came into force. It largely replaces the existing 
European legislation by the Globally Harmonized System 
of Classification and Labeling of Chemicals (GHS). The 
aim of the GHS is the global harmonization of regula-
tions for greater safety in international trade and in the 
handling of chemicals and chemical products.
After New Zealand and Japan, the European Union 
(EU) is the first major economic region to integrate the 
GHS systematically into its legislation. As a globally op- 
erating company, Henkel welcomes this. Henkel experts 
have been observing the development of the GHS from 
its very beginning. In particular, we have advocated the 
meaningful application of the new labeling obligations 
to consumer products in the area of laundry detergents 
and household cleaners. In the EU, the hazard and pre-
cautionary labeling of chemicals will be adjusted to the 
new regulation by 2010 and that of chemical products 
by 2015. 
 www.henkel.com/sr2008 8 14
Alternatives to animal testing
 
Henkel places a high priority on developing test methods 
that do not involve the use of animals, and making these 
methods generally available. We have been working on the 
development of alternatives to animal testing since the 
1980s. For this purpose, we engage in collaborative projects 
in an international network comprising external partners 
from industry, regulatory authorities, and research establish-
ments. We are developing new alternative test methods with 
the help of our full thickness skin model, which involves no 
animal testing. We use this full thickness skin model to 
assure the performance and quality of our finished products, 
e.g. to test the compatibility of our cosmetics products.  
One result of the use of the non-animal in-vitro tests (tests 
carried out in a test tube) developed so far has been the 
inclusion of a range of new cell and tissue culture systems 
in laboratory practice. 
 www.henkel.com/sr2008 8 15
Non-animal test methods: Developed by Henkel, this full  
thickness skin model can be used to systematically assess  
the effects of substances on the skin tissue.
10	
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  Sustainability Report 2008
Sustainability stewardship

Suppliers and other business partners
Pioneer in palm kernel oil certificates
 
To exercise our responsibility even at the early  
stage of purchasing of raw materials, we take part in 
initiatives such as the Round Table for Sustainable 
Palm Oil (RSPO). This organization promotes the  
sustainable production of palm oil and is an advocate 
of a certification and marketing model for palm oil 
from sustainable cultivation. We were the first  
company in the world to purchase palm kernel oil  
certificates, for five products of our new Terra Activ 
household cleaners brand. We are therefore the  
first company to help to ensure that palm kernel  
oil from sustainably cultivated palm trees enters  
the supply chain for the production of surfactants
 page 15. 
 www.henkel.com/sr2008 8 17
What we expect from our suppliers 
We steer our worldwide purchasing on the basis of 
defined management processes and a Company-wide 
purchasing strategy. To survive in highly volatile markets, 
global transparency, speed and decisiveness are crucial. 
Throughout the world, we concentrate on strategic 
purchasing rather than short-term, tactical purchases. 
We expect our suppliers to satisfy our standards of cor-
porate ethics. In our selection procedures, we therefore 
consider their performance in regard to corporate social 
responsibility.
We acknowledged our responsibility throughout the 
value chain as long ago as 1997, when we formulated 
our corporate Safety, Health and Environment standards. 
Based on these standards, our corporate purchasing 
departments and operating business sectors have estab-
lished processes for assessing our suppliers. 
Status of supplier assessment and key areas 
for the future 
Since 2007, we have been assessing our worldwide sup-
pliers and other business partners systematically in 
terms of uniform sustainability criteria. We have sur-
veyed our suppliers and other business partners on the 
topics of safety, health, environment, quality, human 
rights, employee standards, and anti-corruption, while 
communicating our expectations at the same time. As 
the survey turned out to be more difficult than expected, 
we failed to achieve our aim of assessing 80 percent of 
our global purchasing volume of 5.7 billion euros in 
2007. We therefore continued the survey in 2008 and 
have so far assessed 70 percent of our suppliers and other 
business partners for raw materials and packagings.
While 38 percent of the suppliers and other business 
partners satisfy our sustainability criteria, we have 
agreed improvement measures concerning individual 
criteria with a further 60 percent. We found that two 
percent pursued unacceptable business practices and 
have therefore initiated the termination of our business 
relationship with these suppliers.
From 2009, we intend to focus to a greater extent on 
opening up new purchasing markets outside the OECD 
member states. This will not affect the demands we  
make on our suppliers and other business partners. To 
communicate our expectations with regard to sustain-
able business practices to new business partners in  
these markets, we will be introducing a Henkel supplier  
code in 2009, as a basis for all contractual relationships.  
In 2008, we already created sector-specific question- 
naires to pursue our supplier assessments still further. 
Moreover, we aim to increase the percentage of our 
purchasing volume sourced from audited suppliers year 
by year until 2012. We provide special support to strate-
gically important suppliers, helping them to develop 
further. 
 www.henkel.com/sr2008 8 16 
Supplier assessment instruments
Supplier codes
All 
suppliers
Strategically 
important  
suppliers
Self-assessment
Audits and  
risk assessment
Further development
	
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  Sustainability Report 2008	
11
Sustainability stewardship

Sustainable brands and technologies
Sustainability as a driver of product innovation 
»»
Laundry and home care products:  
»»
With “Quality & Responsibility” 
Cosmetic products: Natural and renewable  
»»
raw materials 
Adhesives and sealants: Ecologically sound and 
»»
health-compatible
Products that deliver added value
Each day, millions of customers and consumers around 
the world choose the brands and technologies with 
Quality and Responsibility from Henkel. Our products 
therefore have great potential to make positive contribu-
tions toward solving social challenges such as climate 
change, resource conservation, and hygiene. In line with 
our commitment, all new products contribute to sustain-
able development in at least one of our five focal areas 
 see page 4. This is why we concentrate on researching 
and developing innovative and smart solutions that offer 
significant added value and combine top performance 
with responsibility toward people and the environment. 
For example, they enable customers and consumers to 
make more efficient use of valuable resources such as 
energy and water. 
 www.henkel.com/sr2008 8 18
Sustainability as a driver of innovation  
and growth
Innovations are the basis for our economic success and 
for sustainable development. This requires a high degree 
of innovativeness. In 2008, Henkel employed about 2,900 
people and invested 429 million euros 1) in research and 
development. Our system of innovation management 
draws on information received from a variety of sources, 
including international trend and market analyses and 
knowledge resulting from our direct dialogue with 
customers, consumers and external experts. The results 
The “Henkel House” shows examples where Henkel brand products provide superb performance around the clock –  
in the home, for craftsmen and DIY activities, and in the office – while saving energy and conserving resources at the same 
time. In addition, our adhesive and sealant systems and surface treatment products contribute to sustainable development  
in numerous industries, such as the automotive, packaging, aerospace, electronics, metal, and solar energy sectors.
1) Including restructuring costs of 52 million euros
12	
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  Sustainability Report 2008
Sustainable brands and technologies

of product life cycle analyses show where impacts on 
people and the environment are particularly relevant 
and offer appropriate starting points for improvements 
 pages 49 and 50. Sustainability checks in our innovation 
processes integrate the knowledge we have gained 
through many years of work on sustainability, and also 
help us to identify and utilize new trends. The develop-
ment of innovations is stimulated not only by the desire 
to continuously improve quality and performance but 
also by the search for ecological and social progress, 
which we see as an important driver of economic growth 
and a generator of competitive advantages in the market. 
We have developed numerous communications 
instruments for making the added value of these innova-
tions transparent to our industrial and retail customers. 
For example, the Value Calculator for industrial products 
shows how much time, energy and labor can be saved by 
using a product from Henkel. And the Laundry & Home 
Care business sector uses the “Henkel Sustainability#Master” 
to determine the sustainability performance of new 
products and processes on the basis of various questions 
and parameters. Improvements can thus be identified and 
used in the marketing of new products or the develop­
ment of logistical and packaging strategies. We also offer 
special brochures and presentation materials, as well as 
courses and seminars for our salespeople, and carry out 
joint activities with our industrial and retail customers. 
Strategies for growth markets
Emerging and developing countries have become the 
main drivers of economic development today. In 2008, 
the growth regions of Eastern Europe, Asia (excluding 
Japan), the Middle East, Africa and Latin America already 
accounted for 37 percent of Henkel’s sales. We intend to 
increase this figure to 45 percent by 2012. Here in par-
ticular, the question of the social added value of products 
takes on greater significance.
For us, products aligned to the needs of consumers 
in the lower income brackets not only have enormous 
economic potential but also make a positive social con-
tribution in terms of, for example, domestic hygiene  
and therefore health. In order to do justice to the differ-
ing needs throughout the world, we pursue different 
strategies according to individual market situations. 
Where there are globally uniform customer expectations, 
we offer globally uniform products. This applies in 
particular to our industrial business. Where the income 
levels, infrastructure or cultural needs of consumers 
differ, we adapt our products to local conditions, in order 
to make our performance and our quality accessible to 
the broadest possible group of people.
 www.henkel.com/sr2008 8 19
Pilot projects to measure product  
carbon footprints
 
In order to measure the contribution of products to climate 
protection, experiments are being carried out worldwide  
to measure product carbon footprints. This involves determin-
ing all climate-relevant greenhouse gas emissions through­out 
the value chain of a product – from the purchase of the raw 
materials through production and use to disposal.
Until now there has been no internationally harmonized 
method for determining the carbon footprint of a product. 
We are therefore participating in pilot projects in Germany 
and the USA. In Germany we are working with partners in 
research, industry, the retail trade and non-governmental 
organizations to drive forward the development of a reliable 
and internationally harmonized method of determining  
carbon footprints. Building on this, possible forms of mean-
ingful product information for consumers on the subject  
of cli­mate change are being discussed, as the involvement  
of consumers will be vital if we wish to make significant 
progress in climate protection.
A key area of our research in cooperation with Arizona State 
University in Phoenix, Arizona (USA), is the environmental 
impact of laundry washing, taking into consideration the  
special conditions in American households. The scientific 
findings reveal how consumers can contribute to conserving 
resources through the use of efficient washing machines, 
dryers and laundry detergents, as well as by changing their 
laundry washing habits.
	
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13
Sustainable brands and technologies

Laundry & Home Care
Strategic focus on sustainability
Our laundry detergents and household cleaners must 
deliver the best possible performance allied with the 
greatest possible environmental compatibility. This basic 
principle is one that we have lived for more than 130 
years. Since the beginning of 2007 – within our strategy 
of “Performance based on Sustainability” – we have 
focused our efforts on pairing the performance of our 
brands with responsibility toward people and the envi-
ronment. We regard the combination of quality and 
responsibility as a powerful engine for innovation,  
driving forward the development of smart solutions and 
products. This is where we demonstrate our leader- 
ship and position ourselves for the future in a difficult  
economic climate.
Different starting points
Viewed over their total life cycle, many of our products 
require the most energy when they are being used by 
consumers. Our products save energy during use, thereby 
making an important contribution to climate protection. 
We work continuously to improve our laundry detergents 
and household cleaners, which already achieve their very 
good cleaning performance with low dosages and at low 
temperatures. The inclusion of high-performance ingre-
dients in our Somat 7 automatic dishwashing detergent 
enables first-class results to be obtained at just 40 degrees 
Celsius. Dishwashing programs that run at 40 degrees 
Celsius consume up to 20 percent less energy than 
comparable programs that require temperatures of  
Top cleaning performance at just  
20 degrees Celsius
We have again significantly improved the perfor-
mance of our European premium laundry detergents 
Persil, Le Chat, Dixan and Wipp. The new formula-
tions remove more than 20 types of stain, including 
lipstick and coffee, more efficiently at just 20 degrees 
Celsius. In comparison with laundry washing pro-
grams at 30 degrees Celsius, washing at 20 degrees 
Celsius can cut the energy consumption of washing 
machines by up to 40 percent.
Excellent eco-performance
Purex Natural Elements was the first leading deter-
gent brand to be included in the “Design for the 
Environment” program of the American Environ-
mental Protection Agency (EPA). The program rec-
ognizes consumer products that are particularly 
compatible with the environment and human health. 
Purex Natural Elements concentrates achieve a 
consistently high washing performance with just 
half of the traditional dosage. 
 www.epa.gov/dfe
All-around efficiency
Fourfold concentration of the Vernel Max fabric 
softener concentrates we market in Turkey has 
allowed the traditional dosage to be reduced by 
more than 75 percent, from 110 to 24 milliliters, 
while providing the same excellent softening effect 
and fragrance. The product can now be packed  
in a 1-liter rather than a 4-liter bottle, thus saving 
material and water during production, and increas-
ing logistical efficiency.
Saving valuable water
In Tunisia, the adjustment of the formulation of 
Nadhif Semi-Automatic to the needs of semi-­auto­
matic washing machines prevents excessive foam-
ing and enables the foam formed during washing  
to be rinsed out more easily – with the same pow-
erful cleaning performance. This eliminates the need 
for an additional rinse and saves valuable water.
Working together to conserve resources
In 2008, within the framework of a “Laundry Sustain­
ability Project” of the International Association  
for Soaps, Detergents and Maintenance Products 
(A.I.S.E.), we also switched to efficient compact 
washing powders in Turkey. Thanks to the compact 
formulations, consumers can reduce the standard 
dosage per laundry cycle by one third, from 150 to 
100 grams.
14	
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  Sustainability Report 2008
Sustainable brands and technologies

Christian-André Weinberger, Corporate Senior  
Vice President Laundry & Home Care, in front of the  
“Quality & Responsibility” poster. This promise has been 
translated into over 20 languages. 
Extending our innovation leadership
 
We intend to extend our leadership in the area of sustain-
ability. For each product category we have redefined  
how we translate our understanding of sustainability into 
consumer-relevant product concepts. In 2008, our most 
important innovation in this regard was the launch of our 
new Terra Activ brand in five household cleaner categories. 
Combining excellent performance with greatest respon­
sibility toward people and the environment, the products  
set new quality standards on the market. An average of  
85 percent of the ingredients are based on renewable raw 
materials. And the performance of our five household  
cleaners has been confirmed by the quality mark of SGS 
Institut Fresenius. For the development work, we drew  
on the know-how acquired during our more than 130 years  
of research and development. The technology potential  
we have developed with Terra Activ will be gradually incor- 
porated in our other product ranges.
In addition, we use our position of leadership to drive forward 
the development of new trade instruments. For example, we 
were the first company worldwide to purchase palm kernel oil 
certificates, which we obtained for Terra Activ. We are thus en-­
suring that, for the first time, palm kernel oil from sustainably 
cultivated plantations can enter the supply chain for the pro-
duction of surfactants. We believe that the establishment of the 
supporting Book & Claim system offers significant potential 
for generating incentives for the sustainable cultivation of 
palm oil 
 page 11. 
 www.henkel.com/sr2008 8 21
50 or 55 degrees Celsius. The basis for this is the pioneer-
ing work in enzyme research we have been pursuing 
since the 1970s.
To contribute to the efficient use of materials, we 
improve product packaging and use recyclable mate- 
rials. We offer consumers dispensing aids, refill products 
and concentrates. In this way, we reduce the consump-
tion of raw materials and packaging and cut the number 
of transport journeys. In addition, we make extensive 
use of renewable raw materials. About 35 percent of  
the surfactants (washing active substances) in our laun-
dry detergents and household cleaners are based on 
renewable raw materials. This is already well above  
the average in the laundry detergent and household 
cleaner industry.
Since laundry detergents and household cleaners are 
discharged with wastewater from the washing process, 
we also work to continuously improve their environ­
mental compatibility. To do so, we draw on the knowl-
edge acquired during our many years of experience. We 
have been setting new standards in our sector since  
the 1960s, for example by introducing phosphate-free  
laundry detergents and developing biodegradability test 
methods. The implementation of our “Performance 
based on Sustainability” strategy includes the develop-
ment of products to satisfy local consumer needs and 
the engagement of our brands to promote charitable 
causes 
 page 32. 
“Quality & Responsibility”
With our promise of “Quality & Responsibility” on all of 
our laundry detergents and household cleaners, we aim 
to make it easier for consumers to reach a conscientious 
purchasing decision. Thanks to the added value that the 
combination of quality and responsibility offers, they 
can purchase better product performance and greater 
sustainability at the same time. Our products enable 
everyone to help to save energy and water. Through 
consumer information and telephone lines, the Internet, 
special promotions, advertising campaigns, and our 
involvement in international initiatives, we encourage 
consumers to use laundry detergents and household 
cleaners responsibly. 
 www.henkel.com/sr2008 8 20
	
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  Sustainability Report 2008	
15
Sustainable brands and technologies

Cosmetics/Toiletries
Strategic focus on sustainability
Consumer-relevance, efficacy and excellent compatibility 
are the main prerequisites for the long-term success of 
our cosmetics and toiletries. In addition, ecological and 
social criteria are playing an ever more important role 
in influencing consumers’ purchasing decisions.
While our development work stands for innova- 
­tion leadership, we also support the trend toward an 
environment- and health-conscious lifestyle. Our devel­
opers make active use of product life cycle analyses. This 
enables us to develop products that link innovative  
ideas with contributions to our focal areas. Regarding 
the fundamental value contribution of our cosmetics 
business, we view this to be the maintenance and 
improvement of consumers’ sense of well-being.
Natural and renewable raw materials
We are stepping up our efforts to achieve product per-
formance by using natural active ingredients and  
fragrances – for example, through the care properties  
Combining performance and naturalness  
Our Essensity brand is setting new standards in 
the professional hairdressing sector through its 
deliberate combination of performance and natu-
ralness. In all products, we have consistently 
replaced synthetic ingredients with natural ones 
wherever this was possible without compromising 
on product per­formance. The formulations contain 
no artificial fragrances, silicones, paraffin oils,  
mineral oils or parabens. The biodegradability of 
the ingredients has also been enhanced. We are 
also using Essensity to help support reforestation 
projects in rainforest areas.
Natural effectiveness
Vademecum Bio toothpaste ensures naturally 
healthy teeth and gums. It consists to 99 percent  
of natural-based ingredients, which our researchers 
selected in accordance with the criteria of the 
independent certification organization ECOCERT. 
These include green tea from controlled organic 
cultivation. What makes the Vademecum Bio formu-
lation special is that – in contrast to traditional 
toothpastes – it contains no synthetic flavors or 
sweeteners. This is why Vademecum Bio was given 
the ECOCERT label. It tells consumers that the 
ingredients have been specially selected and  
are obtained from crops that are cultivated in an 
environmentally compatible manner.
Excellent tradition
In France, our liquid soaps Le Chat Bio Apricot  
and Le Chat Bio Fig also carry the ECOCERT logo. 
Le Chat, a traditional soap brand which has been 
marketed since 1853, launched these two prod- 
ucts in response to growing consumer demand for 
natural, independently certified products. Both of 
them satisfy extremely strict ecological criteria 
throughout the value chain and contain, in accor-
dance with the ECOCERT criteria, 99 percent  
natural-based ingredients. They make no use of 
synthetic colorants or fragrances. 
Smart refill packaging
The Eco-Smart pouch refills for our Dial liquid 
soaps in the U.S. market contain about 67 percent 
less plastic than conventional refill bottles. This  
not only reduces consumers’ packaging waste,  
but also significantly decreases the amount  
of energy needed to produce them. The produc- 
tion process for the refill pouches is much more 
energy-efficient than the bottle production pro-
cess. Moreover, the empty refill pouches can  
be transported much more compactly, so that  
85 percent less fuel is required to deliver them  
to the production site.
16	
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Sustainable brands and technologies

of shea butter and yogurt or the soothing effect of aloe 
vera. At the same time, we contribute to the conservation 
of resources by using renewable raw materials in our 
formulations. More than two-thirds of the ingredients 
of the product formulations of our soaps, shampoos and 
shower gels are now based on renewable raw materials. 
We are also committed to considering ecological and 
social aspects when we purchase renewable raw materi-
als. We increasingly use ingredients from controlled 
organic crops in our formulations. Furthermore, when 
we purchase ingredients, we seek opportunities of 
cooperating with suppliers and local stakeholders who 
support fair trade with the countries of origin.
 
Safe to use
All cosmetic products and their individual ingredients 
are subjected to an extensive program of assessment and 
evaluation in order to ensure their compatibility with 
human health and the environment.
We employ non-animal in-vitro test methods (tests 
carried out in a test tube) and dermatological studies to 
assess the compatibility of our finished cosmetic prod-
ucts. We have been developing alternative test methods 
since the early 1980s to make it possible to replace the 
animal tests that are legally prescribed for some ingre-
Innovation leadership with certified  
sustainability claim
 
Last year, we significantly increased the proportion of our 
cosmetic products that have a high sustainability profile. We 
increasingly formulate our products in this segment so that 
they contain no synthetic colorant or perfume ingredients, 
polyethylene glycols, or mineral-oil-based paraffin oils. The 
natural content of selected products undergoes an especially 
stringent external certification process and is confirmed  
by various independent bodies, such as the certification 
organization ECOCERT. In its certification process, ECOCERT 
not only checks the ingredients used, but also audits the 
entire production process, including the certification of the 
production sites according to specific requirements. Our 
first products to carry the ECOCERT label are Vademecum 
Bio toothpaste and Le Chat Bio Apricot and Le Chat Bio Fig 
liquid soaps. They satisfy the strictest of ecological criteria 
throughout the value chain. 
 www.henkel.com/sr2008 8 23
dients. In recent years, for example, in-vitro tests for 
determining skin absorption and skin compatibility have 
been successfully introduced 
 pages 9 and 10.
And unproblematic after use
After a product has been used, its environmental compat-
ibility is manifested in two dimensions – in the biode-
gradability of the ingredients and in the recyclability of 
the packaging. 
Those of our products that pass into wastewater after 
use are formulated for optimal biodegradability. We aim 
to achieve further improvement, and have set ourselves 
the target of raising the proportion of readily biodegrad-
able ingredients in our soaps, shampoos and shower gels 
from the current 65 percent to 80 percent by 2012.
To reduce consumers’ packaging waste, we strive 
continuously to decrease the amount of material used 
in our product packaging as far as possible without 
compromising the quality and stability of the packaging. 
We are also still seeking suitable bioplastics that satisfy 
our high demands on packaging materials.
 www.henkel.com/sr2008 8 22
	
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  Sustainability Report 2008	
17
Sustainable brands and technologies

Polyurethane  
adhesive bond lines
Adhesive Technologies
Strategic focus on sustainability
We are global leaders in adhesives and sealants – tech-
nologically, ecologically, and in terms of health compat-
ibility. Our adhesives, sealants and surface treatment 
products serve many different markets, such as the 
automotive, electronics, aerospace and metal industries, 
durable goods manufacturing, maintenance and repair, 
and the packaging industry. They help to create and 
retain value in industrial applications and construction 
projects, in work done by professional craftsmen and 
DIYers, as well as in the home, in schools, and in the 
office. Adhesives, sealants and surface treatments can 
be used to repair items of daily use, protect buildings 
against cold and dampness, make flexible solar cells, and 
manufacture products that are longer-lasting, lighter, 
and more efficient.
Our innovative products and technologies – including 
those added through the acquisition of the National 
Starch businesses – combine economic benefits for cus-
tomers and consumers with responsibility toward people 
Three problems – one solution for  
windows and walls 
Buildings lose heat, especially through windows, 
doors and façades. As the only supplier worldwide, 
we now market two certified insulation systems – 
WINTeQ window sealing and insulation and Ceresit 
façade insulation – for the three key problems of 
energy loss, humidity and noise. The concept is 
rounded out by an energy saving calculator, a range 
of training courses, and an Internet site.
 www.henkel321.com 
Henkel redefines the metal pretreatment process
Effective, economically attractive and environmen-
tally sound – TecTalis is Henkel’s innovative new 
technology for protecting metals against corrosion. 
It replaces the conventional zinc phosphating pre-
treatment method in the automotive and durable 
goods industries, cutting process costs and signifi-
cantly reducing both the burden on the environment 
and energy consumption.
New adhesive for wind turbines
With Macroplast UK 8340, we are the first company 
to have developed a certified polyurethane adhesive 
for wind turbine construction that complies with 
the guidelines for bonding rotor blades. Manu­
facturers of wind turbines profit from the new  
tech­nology through optimized processes,  
greater productivity and lower costs.  
The world’s first flexible instant adhesive
Loctite Ultragel super glue forms instant, high 
strength, water-resistant bonds between wood, 
metal, plastics, rubber and leather surfaces and is 
therefore suitable for both indoor and outdoor use. 
The product’s flexibility is based on microscopic 
particles of rubber. The fast and reliable repair  
of durable goods extends their life and conserves 
resources.  
Top standards for flexible food package safety
The safety of flexible packages is a top priority  
in the food and packaging industry. The systems 
used must not only protect foods from external 
influences, but also exclude contamination from 
hazardous substances in the packaging materials 
themselves. Fourth-generation Liofol laminating 
adhesives enable an unprecedented standard  
of safety through their exceptionally fast curing.
Lower melting temperatures for  
packaging adhesives
Through the acquisition of the National Starch 
businesses, Henkel has been able to further 
expand its leading role in the packaging adhesives 
sector. Traditionally, packaging hotmelts have  
had to be applied at 160 to 180 degrees Celsius, 
but our Cool-Melt Ultra can be used at just  
100 degrees Celsius. Our customers therefore 
profit from much lower energy costs.
18	
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  Sustainability Report 2008
Sustainable brands and technologies

Innovative engineering adhesives 
 
The next generation of aircraft, such as the Airbus A350 or 
the Boeing 787 Dreamliner, will contain about 50 percent 
fiber composites. Up to now, the uncured fiber composites 
had to be stored at below-zero temperatures and then 
thawed before they could be processed. Thanks to our new 
Epsilon technology, fiber composites can now be stored at 
room temperature. This simplifies processing, reduces the 
amount of rejected material, and cuts the energy consump-
tion during aircraft manufacturing. Additional advantages are 
the greater thermal resistance, stability and toughness of 
the materials. Approval procedures are currently in progress 
at all major aircraft manufacturers.
Compared weight for weight, modern fiber composites are 
ten times stronger than a steel or aluminum wire. This enables 
the engineers to increase the strength of parts while reducing 
their weight. And lighter aircraft consume less fuel.
 www.henkelepsilonresin.com 
Henkel’s Bonderite NT is a nanoceramic pretreatment for 
metal surfaces which not only offers better quality, but is  
also ecologically and economically superior to traditional  
iron phosphating. In June 2008, Prof. Dr. Ramón Bacardit 
(second from right), Corporate Senior Vice President  
Adhesive Technologies Research, accepted the Environ-
ment Award of the Federation of German Industries (BDI)  
for this product.
and the environment. In many cases, we can help  
to reduce energy and water consumption and waste  
disposal costs by optimizing products and processes.  
Our systems solutions are based on our knowledge of 
cus­tomers’ processes and are often generated by working  
as a team with customers, equipment manufacturers, 
and raw materials suppliers. This knowledge enables  
us to quantify the benefits our innovations bring and  
to demonstrate this transparently to our customers,  
for example with our Value Calculator. We thus help  
to optimize entire process chains.
Different ways to achieve improvements
Product innovations and thorough reviews of our prod-
uct portfolio help us to improve the performance of our 
products and technologies, to make processes more 
efficient, to reduce application-related environmental 
burdens still further, and to achieve further improve-
ments in health compatibility. For many years, for 
example, we have pursued a policy of steadily replacing 
heavy metals and solvents with high-performing alter­
natives that make it possible to offer water-based and 
ultraviolet-crosslinking technologies and hotmelt adhe-
sives. Where difficulties are encountered due to technical 
requirements or market conditions, we seek alternative 
solutions and develop longer-term replacement programs.
To optimize product characteristics, our adhesives 
developers also make use of renewable resources. An 
internationally familiar example is the Pritt Glue Stick, 
which is now formulated almost completely on the basis 
of renewable raw materials. Henkel has a long tradition 
of using renewables. As early as the 1920s, we produced 
starch-based adhesives and decorator’s glue and wall­
paper paste based on potato flour. For decades, cellulose 
has also been an important raw material, from which 
we obtain, for example, methyl cellulose for wallpaper 
paste.
Throughout the world, our tailor-made adhesives, 
sealants and surface treatments bring Henkel expertise 
to the development of new, clean sources of energy, such 
as fuel cells and flexible, lightweight solar cells.
	
The  
  Sustainability Report 2008	
19
Sustainable brands and technologies

Production and logistics
Optimization processes: Steered Company-wide, 
»»
adapted locally
Worldwide contributions to resource-efficiency
»»
Savings through smart logistics planning
»»
Efficient production as part  
of our promise of quality
Henkel operates production sites in 57 countries. We also 
have administration, research and marketing sites, 
warehouses, and logistics centers in many countries. As 
a local employer and contractor, we stimulate the eco-
nomic development of many regions. Efficient and 
modern production sites are a prerequisite for the  
production of high-quality branded products. The con-
tinuous improvement of our processes and structures, 
as well as the reduction of resource consumption and 
environmental burdens, are an important part of our 
promise of quality. This includes the worldwide transfer 
of knowledge and new technologies.
Production sites in 57 countries
Company-wide steering instruments and 
regional action programs 
Comprehensive analyses and simulations are the basis 
for Company-wide programs that increase productivity, 
quality and safety, while simultaneously reducing 
resource consumption, waste, and maintenance costs. 
The diversity of our products makes varying demands 
on our production processes. For example, fundamentally 
different processes are needed to make tile adhesives, 
household cleaners, and skin creams, and these processes 
also differ widely in terms of their water and energy 
consumption. The experience and activities of our 
individual plants are therefore channeled into the 
Company-wide efficiency programs. In fact, process-
specific ideas and the creativity of employees often make 
major contributions to the achievement of our objectives. 
Whenever a measure has proved successful, we introduce 
it at sites where similar processes are used.
 
 www.henkel.com/sr2008 8 24
20	
The  
  Sustainability Report 2008
Production and logistics

The interplay of Company-wide steering instruments and 
local action programs enables us to align optimization 
projects to local processes and address regional chal­
lenges. In 2008, we implemented numerous projects for 
improving resource efficiency at our sites 
 see table 
below. We were thus able to improve our performance on 
important sustainability indicators even further during 
the reporting period 
 see inside cover. Our savings in 
energy consumption played a key role in cushioning the 
impact of higher energy prices on our operating result. 
Furthermore, through the associated reduction in  
carbon dioxide emissions we are helping the countries 
in which we operate to come closer to achieving their 
climate protection targets.
Knowledge and technology transfer 
Through the transfer of knowledge and technology 
among our sites, we assure the global use of safe, efficient 
and resource-conserving production processes. This goes 
hand in hand with the introduction of modern manage-
ment methods and professional development and 
qualification programs for our employees. Leadership 
behavior as well as training of staff and raising their 
awareness all play key roles in Henkel’s successful focus 
on sustainability.
Since 2007, we have therefore given high priority to 
a special training program on Safety, Health and Envi-
ronment (SHE) Leadership. The program content ranges 
from risk assessment to emergency management and 
management systems. So far we have carried out eight 
three-day SHE Leadership seminars, which were attended 
by a total of more than 140 site and production manag-
ers from Asia, Africa, Europe, and the Americas. These 
seminars also promote an exchange of experience.
Worldwide standards
Our safety, health and environment standards (SHE 
Standards) and our Social Standards apply to all of our 
sites worldwide. We carry out regular audits to ensure 
that our standards are properly implemented 
 page 7. 
The audits are a key instrument for identifying risks and 
potential improvements, and play a crucial role in the 
worldwide transfer of knowledge. To gain an integrated 
view of our regions, we are steadily expanding our audits 
Worldwide contributions to increasing resource-efficiency
Focal area
Contribution
Pune, India
»»
  Optimization of the adhesives production process through installation of a new extruder unit for  
mixing adhesives. Result: Reduction of 30 percent in the plant’s energy consumption. 
Yantai, China
»»
  Various campaigns to motivate employees to help to save energy at the site, such as by setting  
maximum and minimum temperatures for air conditioners. Result: Reduction of 7 percent in energy consumption.  
Chonburi, Thailand
»»
  Extensive measures for increasing efficiency, including an improvement in the capacity  
utilization of mixing plants for cosmetics production. Result: Reduction of 28 percent in energy consumption.
Maribor, Slovenia
»»
  Extensive measures to reduce the consumption of energy and water.  
Result: Reduction of energy consumption by 9 percent and water consumption by 13 percent.
Montornès, Spain
»»
  A new technique enables washing powder ingredients to be mixed without the addition of water. 
The detergent therefore no longer needs to be dried in the spray tower. Result: Cut of 20 percent in gas consumption 
and 23 percent in water consumption. 
Norrköping, Sweden
»»
  Implementation of numerous optimization projects in all areas of adhesives production.  
Result: Reductions of 8 percent in electricity consumption, 22 percent in water consumption, and 14 percent in waste.
St. Louis, Missouri, USA
»»
  Switch of laundry detergent production to concentrates.  
Result: Reduction of 33 percent in water consumption and 29 percent in waste at the site.
Woodruff, South Carolina, USA
»»
  Redesigned shipping carton for industrial packaging adhesives.  
Result: Reduction of 27 percent in outside packaging material.
Mixco, Guatemala
»»
  Optimization of the production process in the washing powder production plant.  
Result: Cut of 11 percent in energy consumption in the spray tower.
Bogotá, Colombia
»»
  Extensive optimization of the cleaning process and the wastewater treatment plant in the cosmetics 
production facility. Result: Reduction of 22 percent in the volume of wastewater and a cut of 53 percent in waste.
 
 www.henkel.com/sr2008 8 25
	
The  
  Sustainability Report 2008	
21
Production and logistics

to cover subcontractors and logistics centers as well. 
Since 2006, all production sites also carry out self-
assessments in the areas of safety, environmental  
protection, and occupational health and safety.
We have our environmental management systems  
at the individual sites externally certified, if this yields 
competitive advantages. At the end of 2008, about  
54 percent of the production volume came from sites 
certified to the international ISO 14001 environmental 
management standard. About 62 percent of the produc-
tion volume came from sites certified to international 
quality management standards.
Assuring Henkel standards after acquisitions
Immediately after purchasing the National Starch busi-
nesses in April 2008, we established an intensive dialogue 
between those responsible for environmental protection 
and occupational health and safety at both organiza-
tions. Besides the integration of the National Starch sites 
into the Henkel data processing systems, the topics  
discussed included, above all, a comparison of Henkel’s 
existing SHE standards, reporting and management 
systems with those of National Starch.
On the basis of this comparison, each newly acquired 
site assessed its own performances in the areas of envi-
ronmental protection and occupational health and 
safety. The results clearly showed that there is a high 
level of correlation between the standards and systems. 
It was therefore possible to incorporate the new sites 
into a uniform reporting system in 2008. Only in certain 
areas were measures needed to ensure compliance with 
Henkel standards. At the same time, areas were identified 
in which Henkel can learn from existing procedures in 
the National Starch organization.
Logistics planning: An equation with  
many variables
Our logistics planning is tailored to the nature of the 
products to be transported. For relatively bulky products 
we reduce the transport mileage and the environmental 
burden by maintaining regional production sites. This 
applies especially to our laundry detergents and house-
hold cleaners, and to some cosmetics and adhesives. 
More compact products with a low specific weight  
make less demands on transport, so we produce them 
centrally in large quantities wherever possible. Our 
instant adhesives, for example, are produced at just  
a few sites world­wide.
In addition to this, our distribution network has to 
satisfy a number of different demands. It must make our 
products available to our customers at the right time in 
the right quantities in the right place. As part of our 
Operational incidents in 2008  
Brazil: In March 2008, at our site in Boituva, about two cubic 
meters of a mixture of water and solvent overflowed from 
the containment system, ran into the site’s rainwater drain-
age system, and emerged on land outside the site. We imme­
diately informed the environmental authorities and took all 
necessary action to minimize the consequences outside the 
Henkel premises. As the Henkel emergency team reacted at 
once in a professional manner and cleaned up the area, the 
local authorities did not impose a fine. A final analysis of the 
soil and groundwater showed no further pollution of the 
affected area. A root cause analysis showed that a failure in 
the system for monitoring the addition of the solvent caused 
first a vessel and then the containment system to overflow. 
The plant was repaired, and a list of preventive actions was 
drawn up to improve the safety of this and similar processes, 
and to avoid the occurrence of such incidents in the future.
Poland: In August 2008, there was a major fire at our central 
warehouse for cosmetics and adhesives in Posen. The  
building and many of the finished products and advertising 
mate­rials stored there were destroyed. Thanks to the well-
trained response of our employees, everyone in the building 
was able to exit safely. The warehouse had actually been 
inspected by the local fire protection authorities the day 
before the fire, and no deficiencies had been identified. The 
fire most probably started in an office area that belongs to 
the warehouse but is not leased by Henkel. The professional 
reactions of our employees confirmed the relevance of our 
safety, health and environment (SHE) training courses, which 
we intend to intensify.
22	
The  
  Sustainability Report 2008
Production and logistics

“Optimization of Transport and Warehouses” project, 
we work continuously on the development of efficient 
and environmentally compatible logistics concepts. One 
of the criteria for selecting our logistics partners is the 
energy efficiency of their vehicle fleets. We participate 
in the pan-European “Efficient Consumer Response” 
initiative in order to identify potential improvements in 
our cooperation with our retail partners.
 www.ecrnet.org
Logistics as part of our operational  
carbon footprint 
In order to achieve a comprehensive improvement in our 
operational carbon footprint, we strive continuously to 
improve and complete the database of our production 
and logistics emissions. We established comprehensive 
management systems for our production operations many 
years ago. These cover both our own carbon dioxide emis­
sions and the emissions resulting from the generation 
of energy bought from third parties 
 page 24. 
Measurement of the carbon dioxide emissions asso­
ciated with logistics, the transport of our products or  
with business trips is far more difficult, however, as the 
Different starting points for overall improvement
Area
Action
Logistics structures
Continuation of the Eco-Logistics concept launched in Germany in 1994 with the aim of switching  
»»
the transport of products from road to rail.
2009: Start of deliveries to our central cosmetics warehouse in Monheim near Düsseldorf by rail.  
»»
Reduction of transport mileage from about 1.25 million road kilometers to about 125,000 rail kilometers,  
thus reducing carbon dioxide emissions by 5,200 metric tons per year.
Synergies/  
Cooperation
Centrally coordinated logistics purchasing and, where possible, grouping of transport consignments carried 
»»
between individual sites. Example in USA and Europe: Increase in shipment weight and therefore in truck 
capacity utilization by grouping the transport quantities of neighboring Henkel sites with those of newly 
acquired sites of National Starch.
Expansion of transport cooperations with other companies to avoid empty transports.
»»
Product  
optimization
Product optimization in terms of weight and volume, provided this is possible without compromising the  
»»
performance and stability of the packaging. Example: Switch of U.S. liquid laundry detergent brand Purex  
to a concentrate. Result: Avoidance of about 17,000 metric tons of carbon dioxide emissions from transport 
operations per year thanks to reduced product volume.
Step by step relocation of packing material production to the actual sites.
»»
Business trips
Guidelines for replacing business and airline travel by video and telephone conferencing.  
»»
Example: In the last three years alone, the duration of our worldwide teleconferencing has increased ten-fold. 
This has gone hand in hand with a considerable saving in carbon dioxide emissions. 
Company cars
2008: Specifications for reference vehicles and establishment of criteria for the purchasing of new cars
»»
.
Test of alternative fuel concepts in different regions: Bioethanol in Sweden, hybrid engines in Japan.
»»
­system boundaries, basic data, methods and procedures 
are much less well defined. For example, the fuel con-
sumption of each truck, its capacity utilization, and each 
traveled kilometer must be known exactly in order to 
calculate the transport emissions. 
Estimates for 2008, based on average values, emission 
factors, and secondary data from existing life cycle 
databases, indicate that the annual carbon dioxide emis-
sions attributable to the transport of our products are 
of the order of 500,000 metric tons. For business trips 
we estimate a figure of about 150,000 metric tons per 
year. Both of these values are for Henkel worldwide 
without the National Starch businesses. We are looking 
closely at the development, transport and storage of our 
products, as well as business trips and company cars, in 
a determined effort to find ways to achieve an across-the-
board improvement in our operational carbon footprint  
 see table below.
	
The  
  Sustainability Report 2008	
23
Production and logistics

Environmental indicators
Transparency
Throughout the Group, we use indicators to identify 
potential improvements, steer programs, and monitor 
target achievement. Indicators are also important as a 
compact and transparent means of informing the public 
of progress and performance.
Our indicators are based on the environmental 
indicators of the European Chemical Industry Council.
In the Sustainability Report, we focus on the publication 
of globally relevant core indicators. Control values that 
are less relevant for us are published on the Internet 
only. 
 www.henkel.com/sr2008 8 26
A worldwide picture
The production-related data were determined at 226 
Henkel sites in 57 countries, including the National 
Starch sites acquired in 2008. These sites represent more 
than 95 percent of our worldwide production in 2008. 
The data are validated centrally for year-end reporting 
and also verified locally within the framework of our 
international audit program 
 page 8. Any differences 
in data discovered or reported at a later date are corrected 
retroactively in our reporting system.
 www.henkel.com/sr2008 8 27
A comparable basis
Henkel is growing, as is the number of sites contributing 
data to the environmental indicators – from 141 in 2004 
to 226 in 2008. As growth does not occur at a uniform 
rate, there are jumps in the figures. The indicators of the 
National Starch sites have been integrated into the 
reporting system since these businesses were acquired 
in April 2008. The National Starch figures for 2008 are 
shown separately, in order to highlight the influence of 
this acquisition on our environmental indicators. 
The production volume rose by some 5 percent in the year 2008 as a result  
of acquisitions, particularly of the National Starch businesses.
Energy generation accounts for almost all of the carbon dioxide released as a 
result of Henkel activities. The given values include carbon dioxide formed during 
the generation of bought-in energy at non-Henkel sites.
Bought-in energy is electricity, steam and district heating that is generated  
outside the sites.
 
  Bought-in energy	
 
  Fuel oil
 
  Coal	
 
  Gas
 
  Carbon dioxide emissions from bought-in energy
 
  Henkel’s own carbon dioxide emissions
Production volumes
In thousand metric tons
Energy consumption
In thousand megawatt hours
Carbon dioxide emissions
In thousand metric tons
0
0
0
1,600
600
200
2008
2008
2008
2007
2007
2007
2006
2006
2006
2005
2005
2005
2004
2004
2004
3,200
1,200
400
4,800
1,800
600
6,400
2,400
800
100%
131%
100%
89% 
100%
94%
8,000
3,000
1,000
7,366
3,035
908
7,728
3,363
1,034
7,075
2,968
904
6,565
3,184
927
5,881
2,879
839
362
402
427
424
375
204
477
525
477
484
455
150
723
205
234
240
831
178
469
591
7,137
1,874
132
2,111
112
1,800
135
1,830
134
1,812
126
756
799
	 Die Index-Kurve auf den Grafiken stellt die Entwicklung der  
spezifischen Kennzahlen im Vergleich zur Produktions-
menge  
(pro Tonne Produkt) dar. Basis (= 100 Prozent) für die Index-
Kurve ist das Jahr 2004.
	 Um die Interpretation der Umweltkennzahlen zu erleichtern,  
ist der Anteil der akquirierten Unternehmen für das Jahr 
2008  
als weißer Balken dargestellt.
	 The index curve on the graphs shows the progress  
of the specific environmental indicators relative to  
the volume of production (per metric ton of output).  
The base for these index curves is the year 2004  
(= 100 percent).
	 To simplify interpretation of the figures, the share  
of the acquired National Starch sites for the year 2008  
is shown as a white bar.
778
24	
The  
  Sustainability Report 2008
Production and logistics

100%
Sulfur dioxide emissions are decreasing due to changes in the fuel mix  
at certain sites.
Chemical oxygen demand (COD): Measure of the pollution of wastewater  
with organic substances. 
The values include all water, whether bought-in or extracted from Henkel’s  
own sources. Most of this water is process water. Because water is lost by  
evaporation and water is contained in many products, the volume of wastewater  
is smaller than the volume of water consumed.
“Hazardous waste for disposal” includes all kinds of waste that are classified  
as hazardous under the laws of the respective countries and the hazardous 
wastes listed in the Basel Convention of 1989. Because individual countries  
continue to extend their list of hazardous wastes, it is possible for the volume of 
hazardous waste to increase without any change having occurred in the waste  
situation at Henkel.
The rise in 2004 and 2005 is primarily due to acquisitions. In 2007 and 2008,  
additional measures were implemented to reduce emissions of volatile  
organic compounds.  
* The figures for volatile organic compounds do not include the National Starch  
businesses.
As zinc is usually less harmful than other heavy metals in terms of its effects  
on the environment, the zinc load is shown separately.
* Particularly hazardous heavy metals, such as mercury and cadmium,  
are not relevant in our production.
 
  Water consumption	
 
  Volume of wastewater
 
  Lead, chromium, copper, nickel *
 
  Zinc
 
  Waste for recycling	
 
  Waste for disposal
 
  Hazardous waste for disposal
Sulfur dioxide emissions
In metric tons
Emissions of volatile organic compounds
In metric tons
Water consumption and volume of wastewater
In thousand cubic meters
Emissions of heavy metals to wastewater
In kilograms
COD emissions to surface waters
In metric tons
Waste for recycling and disposal
In thousand metric tons
0
0
0
0
0
0
120
140
1,600
2,800
40
180
2008
2008*
2008
2008
2008
2008
2007
2007
2007
2007
2007
2007
2006
2006
2006
2006
2006
2006
2005
2005
2005
2005
2005
2005
2004
2004
2004
2004
2004
2004
240
280
3,200
5,600
80
360
360
420
4,800
8,400
120
540
480
560
6,400
11,200
160
720
100%
100%
100%
65%
100%
100%
100%
59%
76%
60%
70%
96%
71%
600
700
8,000
14,000
200
900
536
729
311
553
717
610
772
871
427
307
325
108
104
105
105
95
13
8,882
49
144
444
397
410
404
19
18
21
22
18
57
61
66
63
43
352
313
7,588
7,400
5,740
5,473
5,070
10,615
940
1,370
473
8,613
190
8,931
170
647
8,461
192
732
8,120
183 
7,056
183
13,973
14,020
11,873
11,598
11,985
276
35
375
402
475
6,010
437
809
	
The  
  Sustainability Report 2008	
25
Production and logistics

Employees and jobs
Strengthening our global team 
»»
Promoting diversity and inclusion
»»
Objective: Zero occupational accidents
»»
Focus on sustainability 
Strengthening our global team is one of our three stra-
tegic priorities. The skills and performance of our 
employees are key factors for ensuring the future success 
of our Company. We therefore encourage and develop 
our employees from 110 countries so that they can 
achieve their full potential, and we link personal com-
mitment to the Company’s success. Target-oriented 
management, performance-related remuneration, regu-
lar assessments, and continuous learning create the 
conditions for this. We continuously foster the develop-
ment of employees at different management levels in 
accordance with the growing demands they face.
 www.henkel.com/sr2008 8 28
Our corporate culture plays a key role in motivating 
our employees and ensuring a positive work climate. It 
is based on employees who think and act independently. 
We recognize our obligation to respect the personal dig-
nity and guard the privacy rights of all of our employees, 
and to apply the principles of equality and fairness. Both 
of these elements are embodied as essential behavioral 
rules in our Code of Conduct.
A top priority at Henkel is the health and safety of 
all employees. We strive to continuously improve occu-
pational health and safety. Specially designed programs 
promote good health and ensure our employees’ long-
term capacity to work. 
 
Competing for the brightest talents
In view of the demographic development in Europe and 
the worldwide growing competition for qualified employ-
ees, it is becoming increasingly important to ensure that 
Henkel positions itself as an attractive employer. This 
includes seeking out talented students around the world, 
addressing them on a personal basis, and forging close 
bonds with them as early as possible. By offering chal-
lenging internships, and through the “Career Track” 
student recruitment program, we aim to establish 
intensive contacts with university graduates. One such 
example is the Henkel Innovation Challenge, a competi-
tion which is open to students in all disciplines in eleven 
European countries. It offers us the opportunity of 
becoming acquainted with highly qualified, motivated 
and talented students. 
 www.henkelchallenge.com
Talent management 
Regular employee assessments are an essential pre­req­
uisite for the further development and motivation of our 
employees. Since 1998, we have been using the Manage-
ment Competencies Assessment worldwide as a tool for 
judging the performance of our managerial staff. We 
also use an appropriately adapted assessment and devel-
opment system for our non-managerial employees.
On September 1, 2008, 117 young men and women started their training at Henkel in Düsseldorf. Our photo shows the  
welcoming ceremony. All in all, 511 trainees received instruction in more than 20 vocations in Germany last year.
26	
The  
  Sustainability Report 2008
Employees and jobs

In confidential meetings between employee and supervi-
sor, development potentials are identified and training 
measures defined on the basis of the individual’s strengths 
and weaknesses. Managers have to ensure that employees 
are assigned challenging tasks, while also supporting 
them through ongoing training measures and coaching, 
to further their continuous development.
In 2008, we set up a Development Round Table for 
the purpose of identifying talent, and for the systematic 
employee development and career planning of our 
manage­ment personnel. In each organization unit, 
teams of managers hold round table discussions to plan 
the further development of the employees who report 
directly to them. We started with the top management 
levels in 2008, and in 2009 the process will be widened 
to cover all management personnel worldwide.
Continuing professional development 
The systematic development and encouragement of our 
employees’ skills and abilities is vital to Henkel’s success. 
Ongoing training is available to all employees in the 
form of seminars, workshops, eLearning and modules 
for targeted professional development. We have devel-
oped new material, taking account of diversity and 
inclusion aspects, for local and global management 
seminars. This material will be a fixed part of our train-
ing courses from 2009.
To disseminate practical experience and theoretical 
knowledge at the highest level, we have cooperated since 
the early 1990s with external partners and leading 
international schools of business. In 1997, we established 
the Henkel Global Academy for our management per­
sonnel. An average of 420 managers attend the Academy 
each year.
In 2008, the Association of German Chambers of Indus-
try and Commerce (DIHK) recognized the concept of 
language-integrated communication training developed 
by Henkel. Our employees can use this when necessary to 
learn a new language or improve their language skills.
Diversity and inclusion 
Diversity is an important component of our corporate 
culture. Henkel’s internationality is reflected in our 
work­force structure. We are convinced that the differ­- 
ent cultures and competencies of our employees help  
us to understand our markets better and to ensure our 
long-term success. We want to have the best teams – 
irrespective of the age, gender and nationality of their 
members. We select our employees on the basis of com-
petence and potential, rather than to satisfy quotas.
Social changes such as the aging population of 
western industrialized states and the associated shortage 
of prospective young recruits present the Company with 
major new challenges. In cooperation with RWTH 
Aachen University in Germany, we have developed a 
“demography radar,” with which we can simulate the 
age structure of our global workforce under given condi-
tions. Using the information gained in this way, we can 
take action in human resources management at an  
early stage to better enable us to meet the challenges  
of demographic developments.
In 2008, we developed and implemented fundamen-
tal measures for a global diversity and inclusion strategy. 
Among other aspects, we expect recruitment practices 
to be aligned so that the final three candidates being 
considered for any job reflect diversity in terms of age, 
gender and nationality.
At a festive gala in Berlin, Germany, organized by VICTRESS 
Initiative e.V., Henkel received the Corporate VICTRESS 
Award. Tina Müller, Corporate Senior Vice President of the 
Hair/Skin/Oral strategic business units in the Cosmetics/ 
Toiletries business sector, accepted the award on behalf  
of Henkel. This award has been presented by the Initiative 
since 2005 to companies whose corporate policy demon-
strates affirmative support for women and the family. The 
jury, made up of representatives from business, politics and  
the public, was impressed above all by Henkel’s consistent  
support for family-friendly measures.
	
The  
  Sustainability Report 2008	
27
Employees and jobs

We can only utilize the skills and abilities of our employ-
ees to maximum effect if we help them to master the 
challenges of combining career and family. We are 
therefore planning to make it even easier for employees 
to take advantage of flexible working hours, part-time 
work, and home offices – when this is economically 
feasible, and taking due account of individual circum-
stances. We believe that this will strengthen our employ-
ees’ bonds to the Company. Flexible working hours have 
long been established at many of our sites. In 2008, we 
also introduced flexible working time models at our 
Russian sites in Moscow and St. Petersburg.
 www.henkel.com/sr2008 8 29
 
Successful integration
With the purchase of the National Starch adhesives 
businesses, we faced the challenge of integrating about 
6,000 employees in 40 countries on six continents as 
quickly as possible. In the lead-up to “day one” – April 3, 
2008 – we compared the corporate cultures of National 
Starch and Henkel and interviewed around 1,000 employ-
ees at both companies. The corporate cultures showed 
many more similarities than dissimilarities. Only the 
organization model and the decision-making processes 
differed. Following an analysis of the newly acquired 
businesses and the introduction of a modified organi­
zation structure, we were able to rapidly create a basis 
for joint development by the end of the second quarter 
of 2008.
It was found that both companies also use similar 
instruments and philosophies in their human resources 
systems. Already, just one year after the merger of the 
businesses, harmonization of the personnel systems has 
facilitated many synergies in human resources manage-
ment. Furthermore, the human resources data and 
payroll accounting systems will be harmonized in the 
first half of 2009.
Employees worldwide
As of December 31*
0
10,000
2008
2007
2006
2005
2004
20,000
30,000
40,000
50,000
55,142
52,628
51,819
52,101
50,735
Employees by region
As of December 31*
2007
2008
in %
Europe/Africa/Middle East
33,687
33,485
60.7%
North America
6,438
7,360
13.4%
Latin America
4,268
4,293
7.8%
Asia-Pacific
8,235
10,004
18.1%
Henkel
52,628
55,142
100%
* Prior-year figures restated; base: permanent employees, excluding trainees
Managers
As of December 31
Total managers
9,711 employees
Average age: 42.6
77 nationalities
Proportion of women 26.4%
Proportion of women 13.7%
* Management Board, Corporate Senior Vice Presidents,  
Management Circles I and IIA worldwide.
* Prior-year figures restated; base: permanent employees, excluding trainees
Top managers*
795 employees
Average age: 47.1
44 nationalities
28	
The  
  Sustainability Report 2008
Employees and jobs

Global Excellence efficiency  
enhancement program
Far-reaching long-term changes were already visible in 
our most important markets in 2007. In response to the 
changed market demands, we formulated a comprehen-
sive efficiency enhancement program at an early stage, 
with the aim of optimizing structures and processes to 
make Henkel even more competitive. In February 2008, 
we announced that the Global Excellence restructuring 
program would result in a reduction of about 3,000 jobs 
worldwide, across all regions and business sectors. The 
restructuring also involves closing certain sites. All 
human resources measures are being implemented in a 
socially responsible manner with a view to minimizing 
the risks and hardships facing the employees concerned. 
Natural attrition and early retirement always take prior-
ity. We are also actively supporting employees in their 
search for new positions, by recommending them to 
other companies or by putting them in touch with 
external advisors. The employee representative bodies 
are informed at an early stage before each decision, and  
their recommendations are taken into consideration 
when­ever possible.
Examples of the restructuring program
 
The largest German project is the plan to concentrate  
laundry detergent production in Düsseldorf. Our detergent 
plant in Genthin, where 240 people are currently employed, 
will therefore close in late 2009. The expansion of liquid 
detergent production in Düsseldorf will create 90 new jobs, 
which will be offered to the Genthin employees. In view of 
the significance of the Genthin site for Henkel and the region, 
we conducted intensive talks with all concerned parties – 
also with regard to alternative solutions. However, the high 
manufacturing and transport costs, in particular, made the 
relocation of production necessary. Düsseldorf is a central 
location, from which we can serve all important Western 
European markets. Together with the state of Saxony-Anhalt, 
Henkel is continuing to conduct an intensive search for 
investors who can find an alternative use for the Genthin 
site. Along with our social partners, we are now focusing on 
finding new jobs for the Genthin employees, whether with 
Henkel or with other employers. We are providing appro­
priate coaching for these employees to help them with their 
job applications.
In 2009, to utilize plant capacity more efficiently, the pro­
duction site at Malgrat, Spain, will be merged with the site  
in Montornès, 50 kilometers away. In intensive preparatory 
discussions, the employee representatives and the site 
managers developed solutions for the necessary relocation. 
Malgrat employees who have been offered a new job in 
Montornès will be able to take advantage of a daily travel 
service. Henkel has offered compensation in line with their 
number of years of service to employees for whom no work 
could be found in Montornès. An early retirement scheme 
has also been put in place.
Henkel has received the “Move Europe-Partner Excellence 
2008” certificate of the European Network for Workplace 
Health Promotion for its commitment to workplace health 
management, especially in the fields of healthy diet, smoking 
prevention, mental health, and health-promoting physical 
activity.
Targeted programs promoting good health, including a wide 
range of preventive measures, are available to all Henkel 
employees. Move Europe is an initiative of the European 
Network for Workplace Health Promotion (ENWHP), and is a 
campaign for the improvement of lifestyle-related workplace 
health promotion in Europe.
 www.enwhp.org
Employees and jobs
	
The  
  Sustainability Report 2008	
29

Occupational health and safety 
As early as the year 2000, we underlined the high prior-
ity of occupational health and safety throughout the 
Company by setting a target of zero accidents. Through 
training and support measures, we were already able  
to reduce the number of occupational accidents by  
86 percent between 1998 and 2007. Complementing our 
Group-wide standards and programs, our plant manag-
ers are intensively involved in conducting regional and 
local initiatives and activities that enable them to take 
into account the specific circumstances and employee 
needs. The early identification of risks and the preven-
tion of accidents play a key role here.
Building on the achieved improvements and taking 
2007 as the base year, we have set ourselves a new interim 
target: to reduce occupational accidents by a further  
20 percent by 2012. As far as possible, contractors who 
work at our sites will also be integrated into our system 
of recording days lost due to occupational accidents. In 
addition, we involve contractors’ employees in our train-
ing courses. The courses are based on Henkel’s health 
and safety requirements.
 www.henkel.com/sr2008 8 30
Unfortunate accidents involving fatalities 
Our strong commitment to occupational safety is one of 
the main reasons why Henkel experienced no fatal 
accidents in 2006 and 2007. In 2008, a sales employee in 
Russia died in a traffic accident on his way to a customer. 
Two further Henkel employees and one employee of an 
external company who was carrying out work for Henkel 
died in accidents that happened during working time, 
but were unrelated to their actual work. We report these 
accidents for reasons of transparency, as they fall to some 
extent under the OECD’s definition of an occupational 
accident (OECD = Organization for Economic Coopera-
tion and Development), or were reported in the local 
press:
On his way to a business meeting in Italy, a Henkel 
»»
employee from Great Britain died when his motorcycle 
was involved in an accident in Germany. The use of a 
motorcycle is not in conformity with the Henkel 
guidelines for business travel, but was not expressly 
forbidden by our subsidiary.
An employee of an external company engaged to sup-
»»
port Henkel’s sales activities in Huixquilucan, Mexico, 
was fatally injured by falling doors in a DIY center. The 
accident occurred in a barred no-entry area and was 
totally unrelated to the work of the external company’s 
employee.
A Henkel field sales employee attempted to prevent a 
»»
theft outside our site at Xuzhou, Jiangsu, China, and 
was fatally injured by the thieves, although the emer-
gency services were on the spot within five minutes. 
The culprits were subsequently caught.
Occupational accidents per million hours worked
At least one day lost (excluding commuting accidents)
 
  Henkel employees
 
  Employees of external companies who work  
at Henkel sites and are directly contracted.  
(included for the first time in 2007)
0
1
2008
2
3
4
1.9
1.4
2004
3.8
2005
3.0
2006
2.0
2007
1.8
1.7
98 percent of Henkel employees were covered
 
  Accidents during typical production activities
 
  Accidents while walking or moving around (e.g. stumbling)
Serious occupational accidents
More then 50 days lost
98 percent of Henkel employees were covered
0
10
2008
2007
2006
2005
2004
20
30
40
26
18
27
36
39
27
28
18
18
14
8
9
8
12
4
30	
The  
  Sustainability Report 2008
Employees and jobs

Social engagement
Henkel Smile: Three core elements for society
»»
Millennium Development Goals:  
»»
Our contributions
10 years of MIT: Anniversary project
»»
Henkel Smile
Social engagement plays an important role in our cor-
porate culture. It has been a tradition throughout our 
history and is firmly anchored in our corporate values and 
reflected in our daily activities. Henkel Smile provides 
the umbrella for the company’s corporate citizenship 
activities extending beyond direct business interests.
This is based on the conviction that solutions which 
are jointly reached on a basis of partnership will benefit 
all concerned. To achieve enduring progress, we focus 
on helping people to help themselves. Employees and 
retirees are the impetus of Henkel’s worldwide corporate 
citizenship engagement. They are at the core of any 
Henkel Smile project, from selection, organization and 
management, to active participation.
 www.henkel.com/sr2008 8 31
We have structured our global activities around three 
core elements:
MIT (Make an Impact on Tomorrow) –  
»»
Employee engagement,
HFI (Henkel Friendship Initiative e.V.) –  
»»
Emergency fund,
Social Partnerships – Corporate and  
»»
brand engagement.
We support activities in the areas of social needs, educa-
tion and science, fitness and health, arts and culture, 
and the environment. Henkel Smile goes far beyond the 
sum of its three core elements, as they often mutually 
reinforce each other and generate synergies. An employee 
project in Kenya, for example, resulted in the engage-
ment of the Schauma brand in cooperation with the 
United Nations Educational, Scientific and Cultural 
Organization (UNESCO). And the HFI’s emergency aid 
measures after the tsunami in the Indian Ocean in 2004 
led to the development of numerous MIT projects. They 
are aimed specifically at rebuilding schools and infra-
structure. In 2008, the total sum provided to support all 
Henkel Smile activities was some 7.5 million euros.
After the 2004 Indian Ocean tsunami, Henkel established a school for more than 90 boys and girls in Ranganathapuram,  
India. The boys are trained as carpenters, electricians, and other trades, and the girls are taught dressmaking and  
embroidery, but also how to use computers. All of the young people are also given a good general education. In 2008,  
training in eco-farming was started on the school grounds. Also in 2008, the school received official government approval  
as a training center.
	
The  
  Sustainability Report 2008	
31
Social engagement

Social progress in focus 
In the year 2000, heads of state and government leaders 
from 189 countries agreed on eight development goals, 
known as the United Nations Millennium Development 
Goals. They are to be reached by 2015. Henkel also makes 
contributions to the attainment of these goals. As a clear 
signal, Henkel joined the United Nations Global Compact 
in 2003 
 see table below. 
 www.un.org/millenniumgoals
In all Henkel regions, our employees and retirees 
engage in activities that contribute to the attainment  
of the Millennium Development Goals. More than half 
of the projects of our employees and retirees are in 
emerging and developing countries. Local partner 
organizations play an important role in carrying out the 
projects. The Millennium Development Goals of the 
United Nations are taken into account as early as the 
planning and budgeting phases of all project activities. 
Progress can therefore be measured and developments 
can be documented. In many cases, a Henkel Smile 
project may contribute to more than one Millennium 
Development Goal. The MIT projects concentrate on the 
eradication of extreme poverty, universal primary educa-
tion, reducing child mortality, and fighting AIDS and 
other diseases. 
Selected Henkel Smile projects as they relate to the eight United Nations Millennium Development Goals
Millennium Development Goals
Henkel Smile projects 2008
1. Eradicate extreme poverty and hunger
» Peru: In a daycare facility in Lima, children are looked after during the day and 
receive a hot meal each day 
» Myanmar: Provision of rice for six months for 50 orphans and disabled children
2. Achieve universal primary education  
for boys and girls alike
» Vietnam: Construction of a nursery school; provision of food and the chance  
of going to school for undernourished children in Ho Chi Minh City
» Uganda: Continued support for Rushocka Parish boarding school for girls  
in Kabale, including school materials for 360 orphans and disabled children
» Turkey: Education of street children in a home in Gaziantep
3. Promote gender equality and empower 
women
» Guatemala: Construction of a laboratory and computer room in a school in  
Verapaz to give 250 native Mayan girls a technical education and thus improve  
their job opportunities
» USA: Accommodations and education for teenage girls who are in trouble,  
in Nashville, Tennessee
» India: Support for an integrative center in Parivalaya, to give all-around care  
to children with special needs
4. Reduce child mortality
» Nepal: Annual medical care for children in schools, homes, and a hospital  
for orphans in Kathmandu by a mobile team of doctors 
» Bulgaria: Support for the children’s hospital in Sofia with pulmonary inhalers  
and pulse monitors
» Turkey: Provision of incubators for the care of premature babies in Mardin
5. Improve maternal health
» Congo: Support for two hospitals near Kinshasa by providing medications,  
in cooperation with “Arzneibrücke Ehingen-Kinshasa” (Ehingen-Kinshasa  
medicine bridge)
» China: Screening and surgical operations in Lhasa to restore sight to over  
300 mothers suffering from cataracts or glaucoma
6. Combat HIV/AIDS, malaria and  
other diseases
» Chile: Provision of medications, food, and repair materials for the Santa Clara  
foundation in Santiago de Chile for children infected with HIV/AIDS 
» Thailand: Care and medications for AIDS orphans in the Baan Gerda children’s  
village in the province of Lopburi
7. Ensure environmental sustainability
» Germany: Project Futurino, initiated by the Persil brand, supports 156 educational 
projects on nature and environmental themes
» USA: The Riverbend Environmental Education Center in Gladwyne, Pennsylvania, 
raises the awareness of city children for nature
8. Develop a global partnership  
for development
» Kenya: The Bethsatha children’s hospital for AIDS orphans near the city of Kisumu 
was expanded and better equipped through the brand engagement of Schauma
» El Salvador: Introduction of numerical controls for machine tools at the Santa Tecla 
public high school
32	
The  
  Sustainability Report 2008
Social engagement

Eleven years of employee engagement 
Since 1998, Henkel’s MIT Initiative has been supporting 
the volunteer work of its employees and retirees with 
in-kind, product and financial donations, paid time off 
from work, and specialist advice. In 2008, the number 
of MIT projects grew to over 7,000. More than 5,000 em- 
ployees and retirees in more than 110 countries have 
been able to help hundreds of thousands of people world­
wide through their engagement in MIT since 1998. 
 www.henkel.com/sr2008 8 32
The quality of MIT does not lie in the amount of 
financial support provided, but in the way the projects 
are implemented. The engagement of employees and 
retirees as volunteers, their emotional involvement and 
ideas, and, above all, the time they invest in their projects 
attest to the quality of the MIT projects. The employees 
and retirees are at the heart of MIT, and they form a vital 
link between the Company and the communities in 
which we operate. In this way, we ensure that the 
resources we provide are employed responsibly and 
transparently, where they are most urgently needed.
In May 2008, 120 employees and retirees from all 
around the world attended the annual Round Table in 
Düsseldorf, Germany, to mark the tenth anniversary of 
MIT. The Round Table gives employees and retirees an 
opportunity to share their experiences and develop MIT 
still further.
On the occasion of MIT’s tenth anniversary, Henkel  
pro­vided an extraordinary subsidy of 100,000 euros to 
sup­port a project in Guatemala. The project was selected 
from among 86 applications. It provides 120 families  
in a rural region with the help they need to help them-
selves. The support includes schooling for the children, 
access to clean water, the construction of a health center, 
and improvements in agricultural productivity. Henkel 
employees from Guatemala are implementing the  
project in a team together with local cooperation partner 
HELPS Changing Lives. The local MIT network in Guate-
mala and Henkel employees from other MIT networks 
are also involved in the project.
Through the Henkel Friendship Initiative e.V., Henkel has 
donated a total of 150,000 euros to support victims of the 
May 2008 earthquake in China. In close cooperation with 
the Henkel companies located in China, we also provide 
emergency and reconstruction aid through cash or product 
donations and MIT projects.
For the third year in succession, Henkel helped geography 
students from the University of Trier, Germany, who are 
working to improve the living conditions of slum dwellers in 
Nairobi. Henkel has financed the purchase of materials for 
school classes and the construction of sanitary facilities.
0
200
1,000
400
1,200
600
800
2008
2007
2006
2005
2004
1998 1999 2000 2001 2002 2003
Make an Impact on Tomorrow (MIT) projects
Number per year
59
92
135
385
405
555
786
966
1,191
1,301 1,306
	
The  
  Sustainability Report 2008	
33
Social engagement

Stakeholder dialogue
Dialogue for viable solutions
»»
Education for sustainable development
»»
Open dialogue with all stakeholders
Viable solutions for sustainability can only be developed 
through a dialogue with all social groups – at the local, 
regional and international levels. We therefore continu-
ously seek a dialogue with all stakeholders, including 
customers, consumers, suppliers, employees, shareholders, 
local communities, government authorities, associations, 
non-governmental organizations and scientists. 
Integrated, systematic dialogue 
Although the issues associated with sustainability are 
global, regional priorities and perspectives differ widely. 
We have therefore integrated our dialogue with stake-
holders into our functions, business sectors and regions. 
In this way, we ensure that challenges are discussed in 
a dialogue between our experts in the Company and the 
appropriate stakeholder groups. We develop strategies 
and solutions at the very place where they will be 
assessed and put into practice. The instruments, themes, 
duration and intensity of the dialogue are aligned to the 
individual stakeholder groups and their specific issues.
This dialogue offers a basis for mutual understanding 
and is a source of new ideas for the Company. It enables 
us to identify the developments and challenges of our 
different markets at an early stage and thus make an 
important contribution to innovation management and 
risk management.
Harmonized instruments
In international initiatives, we and our partners develop 
a variety of solutions, such as for the responsible pur-
chasing of our raw materials and ingredients. The 
exchange of ideas with our industrial customers leads 
to the development of process improvements that make 
a decisive contribution to the conservation of resources. 
In a direct dialogue with consumers over consumer 
telephone lines and through action days and market 
research projects, we provide information, above all, 
about the resource-conserving use of our products, and 
Henkel was an official sponsor of Expo 2008 in Zaragoza, Spain. The theme was “Water and Sustainable Development.”  
Our participation in the Expo underlined our commitment to protecting water resources. At a “brand parade” on Henkel Day, 
the visitors got acquainted with Henkel products that can help them to contribute to protecting water resources.
34	
The  
  Sustainability Report 2008
Stakeholder dialogue

at the same time receive significant feedback for our 
product developers. To anchor the idea of responsible 
business practices in the consciousness and daily activi-
ties of our employees worldwide, we develop training 
courses and online work modules on this topic and report 
on it on the intranet and in employee news­papers. 
Examples of our integrated dialogue approach – aligned to our stakeholders
Stakeholder
Theme
Employees
» India: To draw attention to climate change, the employees at the Chennai site held  
a “Lights Out 88888 Campaign” on August 8, 2008, when they switched off the lights for  
8 minutes at 8 o’clock.
» USA/Canada: The quarterly newsletter “Going Green” informs Industrial Adhesives employees 
about customer-relevant sustainability themes and trends.
Consumers and customers
» Italy: In the “Differentiate yourself!” campaign, Henkel provided information in supermarkets  
in ten cities about sustainable consumption and waste prevention.
» Germany: Henkel Packaging Forum: External and internal packaging specialists developed 
sustainable packaging solutions.
Analysts and investors
» Germany: Taking environmental, social and governance (ESG) aspects into account:  
Henkel employees discussed non-financial reports in the capital market with financial experts.
Politicians, government  
authorities and non-governmental 
organizations
» Spain: Employees from Research and Marketing discussed the subject of sustainable  
consumption with non-governmental organizations at the World Conservation Forum of the 
International Union for Conservation of Nature (IUCN).
Scientists
» USA: Henkel researchers have cooperated with Arizona State University since 2008  
in producing life cycle analyses.
General public and local  
communities
» New Zealand: Henkel employees collected production waste for a “Trash to Fashion”  
event at schools to draw attention to the subject of recycling.
Since 2005, Henkel India has held an annual national  
competition for schools under the name Henkel Eco-petition. 
The winner is presented with the Henkel Enviro Care Award. 
In 2008, the subject of the competition was “Water.” Six 
finalists from more than 2,000 competitors presented their 
ideas in a video conference to a jury of Henkel employees 
and non-governmental organizations. The first prize went to 
Siddharth Banerjee of the Father Angel School in New Delhi 
for his idea of keeping indoor plants in closed glass vessels  
to prevent water from evaporating.
Education for sustainable development 
For Henkel, it is important to address sustainability even 
beyond its own sphere of influence. In 2008, we there- 
fore initiated a large number of projects and campaigns, 
particularly dealing with the theme of “Education for 
sustainable development”.
One example, from Germany, is the Internet portal  
“Save your Future” (currently German-language only, 
English version forthcoming). It enables young people  
to share their ideas on the subject of sustainability and 
organize joint actions and events.
 www.save-your-future.com 
In collaboration with the Universities of Rostock and  
Oldenburg in Germany, we have developed extensive mate-
rials as a resource for teaching chemistry in schools. They 
include simple and low-cost experiments on the subject of 
environmental awareness in relation to laundry washing. The 
materials are freely available on the Internet. The teaching 
materials are now being presented throughout Germany in 
training classes for teachers. They have already been trans-
lated into English, and other languages are planned, as is the 
international dissemination of the mate­rials in cooperation 
with the United Nations Educational, Scientific and Cultural 
Organization (UNESCO).
 www.henkel.com/sr2008 8 34
 
 www.henkel.com/sr2008 8 33
	
The  
  Sustainability Report 2008	
35
Stakeholder dialogue

External ratings
Henkel’s performance in sustainability and corporate 
social responsibility impressed external experts again in 
2008. 
 www.henkel.com/sr2008 8 35
Ratings and indexes
Zurich / New York: In 2008, Henkel was again listed in the 
Dow Jones Sustainability Indexes DJSI World (worldwide) 
and DJSI STOXX (Europe) as the sustainability leader in 
the Nondurable Household Products sector.
London: For the eighth consecutive year, Henkel was 
included in the international FTSE4Good ethical index.
Paris: In 2008, as in previous years, Henkel was again 
one of the 200 companies worldwide listed in the Ethibel 
Sustainability Index, in the Pioneer class.
Milan: Henkel was again included in the ECPI Ethical 
Index EURO and the ECPI Ethical Index GLOBAL. E. Capital 
Partners established the two ethical indexes in 1999.
Basel: In 2008, the Bank Sarasin again assessed our cor­
porate sustainability performance as “high.” 
Awards and rankings
Frankfurt am Main: The Deutsche Vereinigung für 
Finanzanalyse und Asset Management (DVFA) – the 
professional association of financial analysts – and the 
business magazine Wirtschaftswoche present the annual 
ESG Award to the German company with the best per-
formance in the fields of environment, social responsi­
bility and corporate governance. In March 2008, Henkel 
was the winner in the category DAX (German Share Index) 
Businesses.
On December 5, 2008, in Düsseldorf, at the first ever  
German Sustainability Congress, the award for being  
Germany’s “Most Sustainable Brand” went to Henkel.  
One of the main factors for Henkel’s selection was that  
the company had begun very early on to address the  
challenges of sustainability, developing a comprehensive 
CSR strategy. Kasper Rorsted (right), Chairman of the  
Henkel Management Board, and Dr. Friedrich Stara,  
Executive Vice President Laundry & Home Care, accepted  
the award on behalf of the Company.
Vienna: For the third time, the Center for Corporate 
Citizenship Austria (CCC-A) assessed the commitment 
of the 100 largest companies in Austria to corporate 
social responsibility. In April 2008, Henkel Central 
Eastern Europe not only became the sector winner but 
also occupied first place in the overall rankings, with 
82 out of 100 possible points.
New York: In June 2008, the Ethisphere Institute, New 
York, and Forbes business magazine included Henkel in 
their “World’s Most Ethical Companies” ranking list. The 
companies in the list are assessed in the categories of 
corporate governance, innovation, executive leadership 
style, internal management systems, reputation manage-
ment, and corporate citizenship.
Sustainability reporting
In December 2008, the United Nations Global Compact 
recognized our Sustainability Report 2007 as an out-
standing annual progress report. Of some 5,000 member 
companies who submit a report, only 240 were at that 
time included in the list of Notable Communications on 
Progress in implementing the ten principles of the 
Global Compact.
 www.unglobalcompact.org
36	
The  
  Sustainability Report 2008
External ratings

Contacts, credits and further publications
Your contacts at Henkel
Corporate Communications
Phone: + 49 (0)211-797-35 33
Fax: + 49 (0)211-798-24 84
Email: ernst.primosch@henkel.com
Sustainability/CSR Management
Phone: + 49 (0)211-797-36 80
Fax: + 49 (0)211-798-93 93
Email: uwe.bergmann@henkel.com
Investor Relations
Phone: + 49 (0)211-797-39 37
Fax: + 49 (0)211-798-28 63
Email: oliver.luckenbach@henkel.com
Internet addresses
www.henkel.com
www.henkel.com/sustainability
www.henkel.com/ir
www.henkel.com/smile
PR: 02 09 10.000
ISBN: 978-3-941517-02-8
This document contains forward-looking statements which are based on the current estimates and assumptions made by the corporate management of Henkel AG & Co. 
KGaA. Forward-looking statements are characterized by the use of words such as expect, intend, plan, predict, assume, believe, estimate, anticipate, etc. Such statements 
are not to be understood as in any way guaranteeing that those expectations will turn out to be accurate. Future performance and the results actually achieved by 
Henkel AG & Co. KGaA and its affiliated companies depend on a number of risks and uncertainties and may therefore differ materially from the forward-looking statements. 
Many of these factors are outside Henkel’s control and cannot be accurately estimated in advance, such as the future economic environment and the actions of com-
petitors and others involved in the marketplace. Henkel neither plans nor undertakes to update any forward-looking statements.
The Sustainability Report is printed on PROFIsilkFSC from Sappi. The paper is made from pulp bleached without 
chlorine. It consists of wood fibers originating from sustainably managed forests and certified according to the rules 
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MicroEmission from Henkel for the highest occupational health and safety standards, and cover-finished with water-
based Adhesin laminating adhesives from Henkel. The printing inks contain no heavy metals.
The collage on the cover of the Sustainability Report is a mosaic. It is composed of more than 300 portraits of 
Henkel employees as well as logos and photos of products of our top brands. We would like to thank all of the 
employees who agreed to let us take their picture.
All product names are registered trademarks of Henkel AG & Co. KGaA, Düsseldorf, or its affiliated companies.
Published by
Henkel AG & Co. KG a A
40191 Düsseldorf, Germany
© 2009 Henkel AG & Co. KG a A
Editorial work and coordination:
Corporate Publications:
Jan-Dirk Seiler-Hausmann, Kathrin Zachary,  
Wolfgang Zengerling
Sustainability / CSR Management:
Eva-Maria Ackermann, Uwe Bergmann,  
Ines Biedermann, Christine Schneider
English translation, coordination and proofreading: 
ExperTeam®, Neuss: Dave Brandt, Alice Milne,  
Susan Salms-Moss
Conception and design: Kirchhoff Consult AG, Hamburg
Typesetting: workstation gmbh, Bonn
Photos and illustrations: Henkel, Oliver Blobel,  
Caterine Bollinger, Olaf Döring, Andreas Fechner,  
Tino Gil, Steffen Hauser, Christian Kruppa,  
Bernhardt Link, Rolf Vennenbernd
Printing: Schotte, Krefeld
Further publications available as downloads  
on the Internet
Annual Report, Quarterly Reports, Vision & Values,  
Code of Conduct, Code of Teamwork and Leadership, 
Code of Corporate Sustainability, research magazine  
“in view of tomorrow,” company history, Henkel Smile  
 www.henkel.com/publications
Contacts, credits and further publications