We Elevate... Our World
Sustainability Report 2018

1
Schindler Sustainability Report 2018 | 
	 2	 Chairman’s message
	 3	 Highlights of 2018
	 4	 Who we are
	 6	 Sustainability strategy and priorities 
	17	 Our performance 
	31	 Statement of the external assurer
Contents
We Elevate... Our World
At Schindler, we believe that sustainability is a mind-set. 
It is about the way we act and assume responsibility – 
toward shareholders, the company, and its employees. 
Sustainability is our commitment to society, our planet, 
and future generations.
Silvio Napoli, Chairman of the Board of Directors
About this report
This is Schindler’s seventh Sustainability Report based on the Global Reporting Initiative 
(GRI) guidelines and the first report taking the GRI standards into account. It covers 
all ­entities included in our consolidated financial statements and reflects our performance 
in the period from January 1, 2018, to December 31, 2018. The structure and content 
are aligned to our material issues and prioritized according to stakeholder concerns. External 
assurance is delivered by Swiss Climate in accordance with AA1000AS (2008) Type 2 on 
our carbon footprint data and sustainability priorities. 
The report is approved by the Supervisory and Strategy Committee of the Board of Directors 
chaired by the Chairman.
Published on June 24, 2019.
Cover page: CityLife, Milan, Italy 
Previous page: Tencent Seafront, Shenzhen, China

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
The reduction achieved in the carbon 
footprint of our global fleet of vehicles 
in relation to our 2018 ­revenue. 
This is the result of long-term efforts 
guided by our Global Fleet Policy, 
which sets out strict internal targets 
for the replacement of less efficient 
technology and emissions standards. 
By 2022, our ambition includes a 
full revamp of the fleet concept to 
include alter­native means of trans-
portation for technicians and 
­materials. 
Highlights 
of 2018
The average number of technical 
and safety training days for service 
technicians across all regions, repre-
senting a 26% increase compared 
to 2017. 
Igniting Minds, a Schindler India 
program, received four awards for 
having enabled the technical training 
of 700 talented students from dis­
advantaged backgrounds.  
Women in Leadership 
­program 
Building on the European success of 
our Women in Leadership program 
launched in 2017, we expan­ded 
its geographic scope to the Americas 
and Asia in 2018, while initiating 
its second edition in Europe. 78 high-
potential female employees have 
strengthened their career develop-
ment pillars through the program 
this year.
Schindler takes people to their destination 
– at work or at home, in airports or arenas, 
around megacities or skyscrapers, any-
where in the world. Today, more people 
live in urban centers than in rural areas. 
­Cities and structures are growing taller, 
denser, and more hectic. These new 
dimensions demand new transport capa-
bilities. At the same time, technology and 
society are merging – creating the need 
for more efficient, smarter, and more 
­sustainable urban mobility. At Schindler, 
we believe that this calls for a combination 
of technology and responsibility, efficiency 
and awareness, and a focus on the pres­
ent and the future.
What steps are we taking? In 2018, 
we launched our sustainability strategy 
‘We Elevate Our World.’ Based on the 
UN Sustainable Development Goals and 
the Paris Agreement on climate change, 
our strategy comprises six clearly defined 
priorities relating to the environment, to 
society, and business. It sets out ambitious 
targets for 2022 that are described in 
detail in this report. 
We selected these targets because they 
make sense to our business. We have 
already made good progress in areas such 
as energy efficiency and ­vocational train-
ing – and we are proud of these efforts. 
However, we still have a long way to go in 
other areas; workforce diversity is one 
example. 
Our commitment to sustainability forms 
part of our fiduciary duty to act in the best 
interests of the company and its stake-
holders. By operating in a sustainable 
manner, we can align the success of our 
business with social responsibility and 
a forward-looking approach. It takes 
­courage to think and act long term rather 
than focus on short-term results. This 
courage has been part of Schindler’s 
­culture since the company was founded 
in 1874 – and it will continue to be part 
of our strength in the future.
Sustainability cannot be achieved in a 
­single step. At Schindler, we believe that 
sustainability is a mind-set. It is about the 
way we act and assume responsibility – 
toward shareholders, the company, and 
its employees.
Sustainability is our commitment to society, 
our planet, and future generations. 
 
Silvio Napoli 
Chairman of the Board of Directors
Chairman’s 
message
‘Sustainability  
is our  
commitment  
to society,  
our planet,  
and future 
generations.’ 
!
Learn more here
!
Learn more here
!
Learn more here
9.8
-5
days
%
Schindler 9300 meets building LEED 
or BREEAM certification requirements 
The escalator delivers enhanced passenger 
safety and a reduced carbon footprint, 
and is especially appropriate for large 
commercial buildings and public spaces. 
Its new drive system, in combination with 
three ECO operating modes, offers a 
highly energy-efficient mobility solution. 
In addition to the standard ECO energy-
saving system, further options are avail-
able to improve smart power management. 
This ensures an extended life span of the 
escalator and has earned us an ISO energy 
rating of A+++ in accordance to standard  
25745-1/3.
!
Learn more here
Awards and recognition  
In 2018, Schindler South Africa won the 
Top Employer Award for the first time, 
while Germany received it for the eighth 
time since 2008 and Spain for the tenth 
consecutive year. 
Schindler Australia was granted the Aus-
tralian Business Award in HR Manage-
ment (ABA100), acknowledging sustained 
efforts to ensure opportunities for every-
one to grow and reach their potential.
Schindler’s effort has also been recog-
nized with the inclusion in the SXI Switzer-
land Sustainability 25® Index on the SIX 
Swiss Exchange since 2016, which is com-
posed of the 25 most sustainable compa-
nies on the SMI Expanded Index.
!
Learn more here
Ahead ActionBoard
ActionBoard, part of the ‘Schindler Ahead’ 
cloud-based digital platform, ­provides 
decision-makers with real-time and ­life 
span information regarding their ­elevators 
and escalators. This information allows 
them to make more informed decisions 
about infrastructure, thereby furthering 
stewardship of the resources with which 
they are entrusted and improving the 
quality of life of users.
!
Learn more here

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Who we are 
 
Who we are 
Around the globe, Schindler is contributing  
to developing sustainable urban environ­ments 
where quality of life is improved. Through 
innovation and technological leadership, 
Schindler develops products and services for 
high-quality mobility that make everyday 
life easier in densely populated cities.
Global presence
The Group has over 1 000 branch offices  
in more than 100 countries, as well  
as production sites, R&D facilities, and  
customer experience centers around  
the world. 
!
Learn more here
Products and services
More than one billion people use our elevators and escalators  
every day. Our offering ranges from solutions for low-rise  
buildings to advanced traffic management technology for the  
tallest buildings in the world. From residential to commercial  
and from shopping malls to airports, our products and services  
meet the mobility needs for a variety of applications.
!
Learn more here
Our core values
Residential  
elevators
Escalators and  
moving walks
Key figures per market region
EMEA
Asia-Pacific
45%
27%
Employees
In % of Group
38%
39%
Revenue
In CHF million
Total income taxes
In CHF million
Total R&D investment
In CHF million
Number of employees
As of December 31, 2018
244
178
64 486
10 879
R&D and Digital  
Business Hubs
Brazil 
China
Germany
India
Switzerland 
USA
People  
development
Quality
Integrity  
and trust
Safety
Value for  
customers
Commercial  
elevators
Production sites
Austria
Brazil
China
India
Slovakia
Spain
Switzerland
USA
Vietnam
Headquarters
Ebikon, Switzerland
PORT Experience Centers
China
Switzerland
Plan and  
Design
Modernization
Transit  
Management
Schindler  
Ahead
Maintenance
 
Americas
28%
23%
Revenue
In % of Group

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Sustainability strategy 
and priorities
At the same time, the use of energy-­
efficient technologies in buildings is also 
increasing due to heightened awareness 
and action around climate risks and grid 
stress. The average age of an installed 
­elevator in industrialized nations is over 
20 years. As buildings worldwide are 
responsible for 40% of global energy 
­consumption, aging equipment creates 
the need for modernization and an 
opportunity to improve buildings’ overall 
energy performance. 
As one of the leading providers of elevators 
and escalators, Schindler is committed 
to shaping a sustainable future through 
technical innovations, the deployment of 
digital tools and products, and improving 
its environmental and social performance. 
That’s why our sustainability strategy has 
six priorities clearly focused on where 
we can deliver the biggest impact. These 
capture our most material topics and 
were identified through workshops con-
ducted with all members of the Group 
Executive Committee as well as a selection 
of senior managers.
By 2030, the world is projected 
to have 43 mega­cities. As a 
result, the density and height 
of buildings in metropolitan 
areas will continue to increase 
and the flow of people moving 
around cities will continue 
to grow – driving the need for 
efficient and effective urban 
mobility solutions.
Independent experts
Egbert Appel, Chairman of the Board of Trustees, 
Hilti Foundation
Matthias Bölke, VP Strategy,  
Business Excellence & Public Affairs,  
Schneider Electric (Germany, Switzerland, Austria)
Jörg Hofstetter, Associate Professor, KEDGE  
Business School and President, International Forum 
on Sustainable Value Chains (ISVC)
Patrick Hofstetter, Head of Climate  
and Energy Policy, WWF Switzerland 
Dr. Gudrun Sander, Director, Diversity  
and Management Programmes,  
University of St. Gallen 
Graham Uglow, Head of Safety, ABB
Our strategy connections with the United Nations Sustainable Development Goals:
Enhance safety
Priority
Goals (2018–2022) 
Attract diverse talents
Reduce the number of employee incidents and  
­injuries by improving our Total Case Rate (TCR) by  
20% compared to 2017.
Increase the number of women in the succession  
pipeline for leadership roles to 25% and promote an  
inclusive work culture. 
Increase sustainability  
performance of suppliers
Have independent sustainability assessments for  
our component suppliers – reflecting at least 75%  
of our purchases.
Lower vehicle fleet  
emissions
Reduce CO2 emissions of our global vehicle fleet by  
25% compared to 2017 in relation to revenue.
Create value in  
communities 
Develop our vocational education programs and  
support communities through employee volunteering  
and charitable donations.
Pioneer smart urban  
mobility 
Increase to over half a billion people per day  
the number of passengers using Schindler’s digitally  
connected elevators and escalators.
Sustainability Governance at Schindler
‘At Schindler, 
we define success 
not only by our 
financial outcomes, 
but the business 
­ethics by which we 
operate and our 
impact to stake­
holders worldwide.’
Thomas Oetterli 
Chief Executive Officer
We also gathered external perspectives 
by identifying independent experts from 
industry and academia. The six experts 
evaluated the strategy and provided 
­further insights. 
Finally, the strategy was developed to 
contribute to the United Nations Sustain-
able Development Goals (SDGs) estab-
lished in 2015 and the Paris Agreement 
on climate change which came into force 
in 2016. 
The strategy, its priorities, and its goals 
were approved by Schindler’s Supervisory 
and Strategy Committee. This Committee 
is responsible for decision-making on 
­sustainability issues and is chaired by the 
Chairman of the Board of Directors. 
The execution and implementation of the 
strategy is the responsibility of the 
Group Executive Committee, whereas the 
­Sustainability Governance Committee 
monitors the deployment of the strategy. 
Progress on our sustainability priorities is 
externally verified to enable the provision 
of information that is credible, objective, 
and unbiased. 
Board of Directors
Supervisory and Strategy Committee
–	 governance and compliance
–	 approves strategy and sets goals
Sustainability Governance Committee 
–	 advises on sustainability
–	 monitors progress on strategy and goals 
–	 highlights emerging developments 
Group Executive Committee 
–	 proposes and executes strategy 
–	 accountable for goals’ achievement

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Sustainability strategy 
and priorities
Dr. Elena Cortona, Head of Digital Transformation, 
with team members.
Seçil Yüzgül, Health and Safety Specialist, instructs 
colleagues during the installation of 661 Schindler 
units at the new Istanbul Airport.
Building on recent pilot testing, we will 
deploy a virtual reality safety experience 
including mobile applications for super­
visors to produce employee safety 
enhancements. 
Over the next five years, our target is to 
continuously enhance employee safety by 
improving the Total Case Rate (TCR) by 
20%. TCR is a comprehensive safety indi-
cator that measures not only the number 
of lost work day cases due to injury, but 
also includes cases where an employee 
cannot perform his or her regular job. 
In 2018, we achieved a TCR of 4.4, 
­representing a 12% improvement from 
our 2017 baseline.
!
Learn more here 
Attract diverse talents
Schindler believes that diverse teams 
make better decisions and is committed 
to attracting and retaining diverse talents. 
We have therefore integrated diversity 
and inclusion across the key pillars of our 
People Strategy: from talent attraction 
and retention, leadership training, and 
assessments to promotion and succession 
planning. 
Currently, 13% of our workforce is female, 
which is reflective neither of our customers 
nor of society at large. Therefore, in a 
first step toward diversity action, we are 
placing a particular focus on ­gender.  
Since 2016, a Diversity Committee is 
­driving this agenda forward at Group level, 
and a dedicated target on gender diversity 
was included in our sustainability strategy.  
Schindler’s Diversity Committee is 
­composed of 14 executives representing 
business functions in all regions. The 
Committee is chaired by the Head of Supply 
Chain Management for Europe and 
includes three members of the Group 
Executive Committee: Corporate Human 
Resources (HR), Europe South, and Esca­
lators and Supply Chain. Its focus has 
been on embedding a proactive and stra-
tegic approach to gender diversity into 
our existing HR initiatives, processes, and 
tools as well as encouraging ownership 
across our operations. Regional diversity 
committees have been established in the 
Americas, Europe, and Asia to ensure a 
Enhance safety
Safety is a core value of Schindler. As a 
global leader in the elevator and escalator 
industry, success can only be achieved 
when passengers trust our products to 
be safe and reliable, and when our 
employees and subcontractors installing, 
maintaining, and modernizing them 
are working in safe and secure conditions.
Our Safety and Health Policy applies to 
all Group companies and is implemented 
through our Safety Management System 
based on well-defined oversight and 
accountability, leadership expectations, 
clear rules and standard practices, rigorous 
employee trainings, and field evaluations.
‘Our safety  
culture is rooted  
in strong  
ownership by  
all our employees,  
from field  
operations to  
management.’ 
Julio Arce 
Member of the Group Executive Committee,  
responsible for Field Quality & Excellence
Safety and health awareness days
Schindler branches around the 
world regularly conduct safety and 
health awareness days. At these 
workshops, employees learn to 
regard their safety as a personal 
asset and they practice a feedback 
culture among colleagues. 
These events encourage our staff 
to think about risks and potential 
consequences, and to reflect and 
improve on their personal conduct 
– not only in the workplace but also 
when they are on the move or at 
home. Throughout the year, these 
events include safety experts and 
family members to focus efforts on 
job hazards as well as safety 
­practices at home.
Established Safety Steering Oversight 
committees ensure we have strong feed-
back mechanisms informing measures  
to support our zero-incident culture. 
Chaired by the CEO, the Global Safety 
Committee regularly brings together 
local technicians and corporate functions 
with representatives from sites across 
all regions.  
In 2018, Schindler’s service technicians 
underwent 9.8 days of technical and 
safety training on average, representing 
a 26% increase from 2017. From hazard 
identification and control training to regu-
latory requirements and specific industry 
practices, our eLearning and mandatory 
hands-on practice sessions are essential in 
giving our employees the knowledge 
they need to make safe decisions. Trainings 
are offered in more than 30 languages 
to ensure the best results.
Our approach also includes independent 
safety assessments. These provide the 
necessary coaching to grow management 
into effective safety leaders as well as 
identify risks and opportunities to ensure 
continuous improvement. In 2018, we 
delivered over 28 safety assessments 
around the world.
Through jobsite visits, we gauge the effec-
tiveness of our communications, trainings 
and technician commitment. Direct ob- 
servation and feedback are formalized in 
safety walks. These are an opportunity 
to provide positive recognition on good 
practice and improve performance by 
committing to specific corrective actions. 
This year, our field supervisors and 
­management completed 130 000 safety 
walks. 
consistent and systematic focus on 
­gender balance in our talent reviews and 
succession pipeline.
Building on the success of our Women in 
Leadership program launched in Europe in 
2017, we expanded its geographic scope 
to the Americas and Asia, while initiating 
the second edition of our European forum. 
‘We are an  
equal-opportunity 
employer and  
need to tap into  
a worldwide  
talent pool.’ 
David Clymo 
Member of the Group Executive Committee, 
responsible for Corporate Human Resources

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Sustainability strategy 
and priorities
Create value in communities
As a responsible global citizen, Schindler 
drives activities that will create long-term 
value in communities. We have a long his-
tory in partnering with government bod-
ies and educational institutions to provide 
vocational education programs to young 
people. We encourage our employees to 
be active members of their communities 
through volunteering.
Vocational education and training
Vocational education and training pro-
grams have existed at Schindler for many 
years, serving a dual purpose of providing 
young people with quality education 
while ensuring the development of skills 
and know-how required for Schindler 
to continue to grow. Schindler today runs 
more than 40 vocational education and 
training programs globally with over 
2 000 students participating. 
With youth unemployment being a global 
challenge, apprenticeships help young 
people gain professional certifications in 
demanded technical and commercial 
­professions. In Switzerland, Schindler runs 
a program where 300 apprentices are 
directly employed and benefit from a multi­
year program involving school, in-house 
training, and professional experience. 
Over time, the program has evolved into 
a center of excellence with visits from 
more than 50 countries interested in 
learning more about the national apprentice­
ship system. In 2018, Schindler Switzer-
land partnered with the Confederation’s 
Swiss Migration Initiative (INVOL) and 
­provided vocational training opportunities 
to young refugees who recently arrived 
in the country. 
In India, Schindler has launched an award-
winning program – Igniting Minds – to 
promote the technical training of young 
people from disadvantaged backgrounds. 
At engineering and Industrial Training 
Institute (ITI) colleges, scholarships are 
awarded to talented students who may 
otherwise have to give up their studies. 
The program started off in Mumbai 
and Pune and has since expanded to 
over 12 states. Over 700 students have 
received scholarships so far and another 
300 students will benefit from this support 
by 2020.
Volunteering
We believe that personal growth is not  
limited to the workplace and encourage 
employees to volunteer. By using their 
time and skills to benefit others, Schindler 
employees gain a greater understanding 
of their local communities, which 
enrich their lives both personally and pro­
fessionally. 
Schindler Australia introduced two 
leadership development programs 
in 2018 to trigger a culture change:
–	an inclusive leadership program  
aimed at managers
–	a development program for  
female employees.
Both programs involved online 
learning modules. For the managers, 
topics included unconscious bias, 
inclusive leadership, style difference, 
and collaboration. In the develop-
ment program, topics included 
­personal branding, networking, 
negotiation, communication, and 
taking risks.
To date, over 80 employees have 
participated in the programs. 
­Graduates are then incorporated  
as mentors and sponsors for 
upcoming generations of leaders. 
 ‘The whole  
philosophy of  
our CSR program  
is not just about  
giving money  
to charity.  
It’s about having  
a long-term  
vision of what  
Schindler stands  
for in India.’ 
Ashok Ramachandran 
CEO Schindler India
Over the next four years, we will continue 
to focus on the active management of 
female talent through sponsoring and 
coaching schemes together with the scaling 
up of our education and training pro-
grams targeting senior leaders. We will 
ensure female candidates are identified 
early and benefit from development 
opportunities and career plans that facilitate 
their accession to leadership roles. 
Within our pipeline of candidates for 
­leadership positions, we want to increase 
the proportion of women to 25% by 2022. 
In 2018, we had 19% women in our 
­leadership pipeline.
!
Learn more here 
 
Women in Leadership is a 11-month 
coaching program that aims to build a 
more inclusive leadership culture inside 
the organization to ultimately fast-track 
the promotion of high-potential women 
in leadership roles. Participants develop 
their personal capabilities and sharpen 
their business acumen while improving 
their corporate visibility. The program con-
cludes with individual development plans 
designed in collaboration with line man-
agers and an executive coach.
Vocational education and training programs are 
provided for different professions at the campus in 
Jiading, Shanghai, China.
An annual benchmarking survey led by 
our Diversity Committee identifies best 
demonstrated practices which are shared 
at our global HR and talent forums. Work-
shops addressing the challenge of uncon-
scious bias have been developed and 
rolled out in different parts of the business 
as well as to all members of the Group 
Executive Committee. 
In the last two years, the number of female 
candidates in the leadership pipeline has 
doubled and nearly one third of total 
recruits for senior positions were attributed 
to women. We have created a pool of 
­talented female candidates receiving more 
visibility and development opportunities.
Cooperation with 30 technical 
­colleges is underway across China 
Schindler China has steadily grown 
the number of partner schools it 
supports in the qualification of 
young students in technical fields.   
By providing in-kind support and 
financial resources to 30 schools, 
Schindler has provided quality edu-
cational opportunities to more than 
1 500 students over the last four 
years. This reflects Schindler’s long-
term commitment to the country 
where it was the first foreign 
­company to establish an industrial 
joint venture back in 1980. 
In the last two years,  
the number of female  
candidates in the leader-
ship pipeline has doubled.

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Sustainability strategy 
and priorities
Pioneer smart urban mobility
As cities grow and become more densely 
populated, they are increasingly seizing 
the opportunities of digital transformation 
to meet the mobility needs of their 
­citizens. Smart cities are harnessing the 
power of computing and developments 
in data science to address the challenge 
of keeping millions of citizens moving 
across crowded urban landscapes. 
Schindler is driving forward the digital 
transformation of elevators, escalators, 
and moving walks. Every phase in the life 
cycle of a unit is being digitized: from 
the design, engineering, and production 
phases to the installation and construction 
process, through to transit management 
and the maintenance and safety of the 
unit. Pioneering smart urban mobility is 
how we integrate the growing needs 
of communities, by digitizing our elevators 
and escalators for sustainable cities. 
Schindler Ahead – connecting people
The cloud-based digital platform Schindler 
Ahead is the world’s first digitally con-
nected closed-loop maintenance, emer-
gency, and information system for elevators 
and escalators. This powerful machine-
learning-supported system offers predictive 
maintenance service for customers. It 
increases the availability of the units (up- 
time) and accelerates product development. 
In addition, Schindler Ahead enables 
­customers, service technicians, and cus-
tomer contact centers to access information 
(insights) in real time, and a range of 
­personalized solutions ensures greater 
convenience for passengers.
Lower vehicle fleet emissions
We operate a global fleet of vehicles to 
effectively install and maintain our products. 
As the fleet accounts for the largest pro-
portion of our direct energy consumption, 
it is crucial for us to reduce its greenhouse 
gas emissions. 
With over 20 000 vehicles, we systemati-
cally reduce CO2 emissions by replacing 
vehicles with more fuel-efficient technology 
– allowing for reductions in fuel consump-
tion and emissions.
Schindler units and PORT Technology facilitate the 
flow of 9 600 employees in the lobby of Tencent 
headquarters in Shenzhen, China.
By 2022, our goal is to move over half a 
billion people daily on digitally connected 
elevators and escalators. In 2018, we 
moved over 100 million passengers each 
day on connected units across the globe.
myPORT – the individualized intelli­
gent traffic management system 
Thanks to a smartphone app, user access, 
navigation, and transportation through 
a building can be individually defined and 
customized. 
myPORT is based on the PORT Transit 
Management System that intelligently 
combines traffic management with access 
control within buildings, allowing for a 
time saving of up to 40% during passenger 
embarking and disembarking. When 
authorized building occupants identify 
themselves at the entrance to the building 
using their smartphone, they can then 
follow the optimal route through the 
building to reach their destination floor. 
myPORT has already been installed in 
many buildings around the world.
!
Learn more here 
‘Rapid  
technological  
advancements in  
connectivity  
and computing 
power are  
opportunities to  
digitize several  
steps of our value  
chain, resulting  
in better and higher  
qualitative  
products for our  
customers.’ 
Dr. Elena Cortona 
Head of Digital Transformation
Our commitment to reduce fleet emissions 
is stipulated in our Global Fleet Policy. 
Since 2012, we have already reduced 
CO2 emissions by more than 20% in relation 
to revenue. Apart from our vehicle 
replace­ment program, initiatives include 
the optimization of the daily routes of our 
service technicians and the remote 
­monitoring of our products, which allows 
for predictive maintenance and efficient 
planning of site visits. 
We operate globally in diverse markets 
that offer different transportation options 
available to technicians. In some markets 
our technicians benefit from the local 
public transport infrastructure to reach 
their customer, whereas in other markets 
an ever-expanding network of electric-
charging stations supports the use of 
­electric and hybrid vehicle technology. 
In 2018, employees at all levels of the 
company were involved in community 
development, from individually organized 
initiatives to team events and national 
level partnerships. Examples include:
–	Initiated in 2012, The Tour de Schindler 
comprised 22 cyclists in 2018 who 
­covered a total distance of 830 kilometers 
from The Hague to Berlin. As part of 
this event, Schindler and the participants 
donated CHF 45 000 to cancer support 
groups in Germany and the Nether-
lands.
–	Inspired by the successful project carried 
out in Morristown, New Jersey, USA, 
in 2017, employees in New Holland, 
Ohio, USA, volunteered to work on 
­renovation projects with their local 
­Habitat for Humanity® organization. 
Schindler India has entered into a 
­similar partnership.
–	As part of a team-building event, the 
Jardine Schindler Group management 
team volunteered at the Food Angel 
Community Center in Hong Kong. 
They helped prepare over 1 500 meals 
and served them to the underprivileged.
– During ‘Movember’ 2018, Schindler 
employees globally raised CHF 24 000 
to address some of the biggest health 
issues faced by men: prostate cancer, 
testicular cancer, and mental health and 
suicide prevention.   
!
Learn more here

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Sustainability strategy 
and priorities
In 2018, we relaunched our fleet optimi-
zation program with an enhanced focus 
on carbon footprint reduction, life cycle 
perspective, and innovative service con-
cepts. Therefore, our major subsidiaries 
define a strategic fleet plan conducive to 
local conditions. In this way we optimize 
our fleets and take into consideration 
legal developments and restrictions such 
as a ban on vehicles in dense inner cities. 
The strategic plans are consolidated to 
ensure global consistency with our goals 
and to leverage best practice. 
 ‘Our ambition  
is to optimize  
our sustainability  
performance,  
the safety of our 
vehicle drivers, and  
fleet cost with  
the participation  
of our service  
technicians.’
Jürgen Kästle 
Head of Global Continuous Cost  
and Quality Leadership
‘We already  
recognize suppliers  
with high ethical  
and environmental  
standards. In the  
future, we will  
co-develop long- 
term improvement 
plans.’
Sabine Siméon-Aissaoui 
Head of Supply Chain Management Europe
Rightsizing and electrifying part of the vehicle fleet 
when appropriate is promoted across the Group.
Increase sustainability  
performance of suppliers
As a company with a global supply chain, 
building mutually beneficial partnerships 
and increasing the sustainability perfor-
mance of our suppliers is important for 
our long-term success. 
We see the way we work with our supply 
chain partners as critical to sustain the 
level of trust we have earned with our 
customers over the years. 
Schindler relies on a global network of 
suppliers for production materials and 
­services. Our commitment to improving 
their competitiveness, ethical behavior, 
and environmental management practices 
is embedded across our environment, 
quality, and vendor policies. We system-
atically evaluate our prospective suppliers 
and conduct frequent requalifications of 
existing partners. Schindler values suppliers 
with certified safety, quality, and environ-
mental management systems such as 
ISO 45001, ISO 9001, and ISO 14001.
In 2018, we decided to expand our 
assessment criteria to a broader range of 
sustainability criteria as a way of achieving 
continuous improvements in our supply 
chain. We have therefore set ourselves 
the target of having independent sustain-
ability assessments for our component 
suppliers, reflecting at least 75% of our 
purchases by 2022. 
As a participant of EcoVadis, we have 
decided to use this third-party platform to 
support our supply chain partners’ efforts 
to improve their performance. 
Over the next four years, we will focus on 
increasing the availability and sharing of 
quality data to strengthen the ability of 
our procurement teams to identify oppor-
tunities for targeted collaborations with 
major suppliers. Such collaborations will 
reinforce our risk-based approach, equip 
our buyers with insight-driven tools, and 
help us focus our trainings to where they 
have the biggest impact. 
Over time, we will build a global supplier 
communication portal enabling our sup-
pliers to be directly involved in the sharing 
of information, target setting, and actions 
tracking according to improvement plans. 
By fostering a culture of open communi-
cation and collaboration, we will be able 
to drive further sustainable business 
­practice in our supply chain. 
Schindler a sustainability-minded 
supplier 
Schindler has responded to  
EcoVadis questionnaires since 2016. 
Founded in 2007, EcoVadis is an 
independent platform providing 
global ratings for sustainable pro-
curement practices. Thanks to this 
shared approach we were able to 
provide information on our sustain-
ability performance to 48 of our 
largest customers with one compre-
hensive assessment. 
Schindler collaborates with thousands of suppliers 
­worldwide.
!
Learn more here 
 
Finding optimal transport solutions, right-
sizing of vehicles for the type of job, and 
introducing measures such as defensive 
driving techniques, telematics – an instru-
ment recording driving behavior – and 
incentives to change behavior to alternative 
modes of transport form part of the 
­strategic fleet plan. Several trials are 
underway in different Group companies. 
Apart from such plans, we launched a 
project specifically focusing on alternative 
transport solutions. The project team is 
tasked with thinking outside the box 
while considering alternatives to vehicle 
ownership and the way we move our 
people and materials. The team will 
­present their findings and ideas to our 
Group Executive Committee in 2019.
However, our goal is clear. By 2022, we 
want to have reduced our CO2 vehicle 
fleet emissions in relation to our revenue 
by 25% compared to 2017 levels. In 
2018, we achieved a reduction of 5%.
!
Learn more here

16
17
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Sustainability strategy 
and priorities
Our key stakeholders include customers, 
employees, shareholders, suppliers, 
­industry associations, non-governmental 
organizations, governmental institutions, 
and academia. We engage through 
­different channels, including surveys, 
awards, workshops, social media, and 
conferences. 
In 2018, we assessed customer satisfaction 
by conducting over 129 000 surveys 
with a focus that gives more weight to 
‘critical jobs’ e.g. units with repairs and 
call-backs. These are critical touchpoints 
for our ­customers that sometimes result in 
more negative feedback than our previous 
approach, which focused on more tradi-
tional maintenance-based surveys. In 
2018, we reduced the weight of main­
tenance-based surveys from 61% to 30%. 
As a result, the Net Promoter Score (NPS) 
decreased by 3% in the reporting year. If 
the ­distribution of surveys had remained 
­comparable to 2017, the NPS like-for-like 
would have increased by 3%.    
While we engage with our customers 
to fully understand and respond to their 
needs, we also collaborate with our 
­suppliers to improve their quality and 
­sustainability performance. As members 
of the Conference Board, an independent 
business membership and research asso-
ciation, we participated in the creation 
of its Responsible Sourcing Council to 
address supply chain transparency 
with peers from diverse industry sectors. 
We share technical developments and 
engage with regulatory issues through 
business associations such as the European 
Lift Association. Schindler also engages 
with the relevant stakeholders by partici-
pating in the Carbon Disclosure Project 
(CDP), Sustainalytics, and the ISS-oekom 
corporate assessments.
We conduct employee engagement sur-
veys every two years. In 2018, we had a 
participation rate of over 97%. Compared 
to the ‘best-in-class’ benchmark, we 
improved in all areas and especially in 
the category of outperforming the com-
petition.
We engage with strategic partners to 
advance our core priorities and have signed 
a research partnership with the Council 
of Tall Buildings and Urban Habitat 
(CTBUH) to further explore the application 
of robotic technologies to smart mobility 
as well as with the Ecole Polytechnique 
Fédérale de Lausanne (EPFL) to work with 
students and professors on the mobility 
of the future.
Regular engagement is  
instrumental to deliver on  
our sustainability strategy  
and achieve our objectives.
	
2018	 	
2017	 	
2016	
Number of surveys completed	
129 368	 	
131 167	 	
136 333	
NPS compared to previous year in % – on a like-for-like basis	
3	 	
5	 	
11	
NPS compared to previous year in % – new weighting implemented	
–3	 	
–	 	
–	
Our performance  
Social topics
Our People Strategy is based on our core values and focuses 
on initiatives that support the delivery of the Group’s business 
goals by attracting, developing, and retaining diverse talents. 
Schindler wants to provide a working environment that enables 
people to thrive professionally, personally, and as active 
members of their communities. 
Workforce representation (GRI 102-8/401-1/405-1)
In 2018, 59% of Schindler’s global workforce worked in installation and maintenance 
services, while 7% of the company’s professionals worked in production and 34% in 
engineering, sales, and administration. Global headcount grew by 5.7% to 64 486 
employees. For the last three years, the largest increase in recruitment took place in 
our installation and maintenance services. New positions were created in all regions.
Total number of employees by business area
	
2018	 	
2017	 	
2016	
Production	
4 798	 	
4 489	 	
4 321	
Installation and maintenance	
37 581	 	
35 670	 	
33 679	
Engineering, Sales, Administration	
22 107	 	
20 860	 	
20 271	
Total	
64 486	 	
61 019	 	
58 271	
In %	
2018	 	
2017	 	
2016	
Production	
7	 	
7	 	
7	
Installation and maintenance	
59	 	
59	 	
58	
Engineering, Sales, Administration	
34	 	
34	 	
35	
Total	
100	 	
100	 	
100	
Total number of employees by region
	
2018	 	
2017	 	
2016	
Asia-Pacific	
24 594	 	
22 998	 	
21 480	
Americas	
14 600	 	
14 186	 	
13 801	
EMEA	
25 292	 	
23 835	 	
22 990	
Total	
64 486	 	
61 019	 	
58 271	
In %	
2018	 	
2017	 	
2016	
Asia-Pacific	
38	 	
38	 	
37	
Americas	
23	 	
23	 	
24	
EMEA	
39	 	
39	 	
39	
Total	
100	 	
100	 	
100

18
19
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
Employees by age distribution
In %	
2018	 	
2017	 	
2016	
Below 30 years	
27	 	
26	 	
25	
Between 30 and 50 years	
56	 	
56	 	
57	
Above 50 years	
17	 	
18	 	
18	
Total	
100	 	
100	 	
100	
Diversity of governance bodies
Number	
2018	 	
2017	 	
2016	
Women on the Board of Directors	
2	 	
2	 	
2	
Women on the Group Executive Committee	
0	 	
0	 	
0	
Women in Group Management	
58	 	
56	 	
–	  *
Women in leadership pipeline in %	
19	 	
–	  *	
–	  *
	
	
	
	
*	New indicator, no reporting in 2017 and 2016.	
Minimum notice periods regarding operational changes (GRI 402-1)
We comply with employment laws and regulations – including rules governing 
minimum notice periods for significant operational changes – in the individual markets 
in which we operate.
These laws and regulations may differ significantly from country to country. In certain 
markets, the minimum notice periods are specified in collective bargaining agreements, 
while in others, they are defined on a case-by-case basis. Notice periods range from 
no requirement to one year. Some countries specify different notice periods based on 
the length of service of affected employees and/or their seniority within the company. 
Alternative arrangements may also be put in place. In such cases, the terms set out in 
these collective agreements exceed the minimum statutory requirements.
Collective bargaining agreements (GRI 102-41) 
70% of Schindler employees are covered by collective bargaining agreements. 
Since 2017, Schindler’s European Works Council has provided a communication 
platform for employee representatives of 30 European countries with the main purpose 
of information and consultation on transnational European matters.
Training and education (GRI 404-1&2)
Schindler’s commitment to be a valuable partner for its customers can only be achieved 
through talented, engaged, and skilled employees. 
A Group-wide certification program ensures our service technicians, including those 
subcontracted, receive regular trainings on the most up-to-date technical skills 
required to install and maintain our products safely and efficiently. Based on this global 
standard, we provide additional training on a targeted basis to meet the specific 
needs of individual regions or subsidiaries.
Our technical training is coordinated in training centers around the world, under 
supervision of Julio Arce, Member of the Executive Committee for Field Quality & 
Excellence. The centers use over 230 instructional elevator shafts and escalators and, 
in combination with on-site courses, provide both theory and hands-on training for 
our technicians. Employees are encouraged to achieve increasing levels of certification 
while improving their skills and experience. 
In 2018, the average number of technical and safety training days provided per 
employee rose to 9.8 days, representing a 26% improvement from 2017. This result 
goes beyond our target of 5 days of training provided by our certification program. 
All regions participated in this achievement, including 51 000 person-training days in 
China alone.
Average days of technical and safety training per employee
	
2018	 	
2017	 	
2016	
Asia-Pacific	
11.1	 	
7.9	 	
8.4	
Americas	
12.3	 	
10.2	 	
8.9	
EMEA	
6.3	 	
5.5	 	
5.7	  *
Average	
9.8		
7.8	 	
7.7	
	
	
	
	
*	Restated due to the Middle East and Africa being reincorporated into Europe.	
Our non-technical training is based on a multichannel approach – ranging from 
traditional classroom teaching to multimedia training courses that employees can 
complete on their laptops or mobile devices. We offer a broad range of courses 
to build leadership, skills, knowledge, and experience in all areas of the business. 
We encourage cross-functional training to allow our employees to broaden their 
career options.   
We support young talent through the Schindler Career Development Program (SCDP). 
The SCDP is an on-the-job management training program designed to develop 
a pipeline of future leaders and to prepare them for key management positions.  
This six-year program includes a functional rotation, an international assignment, 
and professional leadership opportunities. 
Performance and development career reviews (GRI 404-3)
Separate from performance assessment, individual development planning with 
employees highlights development actions which can lead to skills and behavior 
enhancement as well as career growth.  
% of workforce 
	
2018	 	
2017	 	
2016	
Employees receiving performance review at least once per year	
71		
71		
67

20
21
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
Product safety
Components and  
product lines comply 
with Elevator and  
Escalator Codes
Product safety 
People safety 
Quality 
requirements
Safe application 
engineering 
and authorized 
third-party safety 
components
Ensured by 
Group level management 
system
Schindler 
Acceptance 
Inspection 
Standard 
(SAIS)
Final safety 
tests by certified 
inspectors
Confirmation 
of Periodic Safety 
Inspection and 
corrective actions 
(CPSI)
Certified process 
to ensure quality 
and safety in 
maintenance
Integrate learning and 
enforce corrective actions 
to deliver continuous 
improvements
Skilled people, reliable processes, safe products, state-of-the-art tools
Learning 
organization
 
Incidents of discrimination and corrective actions taken (GRI 406-1)
Our annual compliance assessment did not identify any significant incidents of 
non-compliance with our global policy on equal opportunities. We do not tolerate 
discrimination in any form. 
Operations and supplies at significant risk for incidents of child labor (GRI 408)
Our rejection of the use of child labor is set out in Schindler’s Code of Conduct and 
Schindler’s Vendor Policy. It is also prescribed in country-specific labor laws. The 
annual compliance assessment did not identify any cases involving child labor risks.
Passenger health and safety (GRI 416)
We are responsible for the safety of every person we move. We therefore continually 
improve the safety of our products and services. We do that by following a rigorous 
safety and quality protocol throughout the product’s life cycle. It includes the most 
stringent requirements from development, design and installation to main­tenance and 
modernization. We also ensure insights from our fitters and service technicians are fed 
back to product developers.
1.	 New products and components are reviewed to meet specific Schindler safety and 
quality requirements that go beyond applicable elevator and escalator codes. 
2.	 Production and installation of custom elevators and modernizations are guided by 
application engineering rules set up at Group level including R&D and Field Quality & 
Excellence. The use of third-party safety components must be explicitly authorized.  
3.	 Once installed, elevators and escalators undergo a rigorous on-site safety testing 
by independent staff (not involved in the production and installation of the product 
on site) before being approved for use by our customers. Schindler’s Acceptance 
Inspection Standard (SAIS) is a global standard above and beyond local code. 
4.	 Every five years, independent staff carries out inspections in maintenance. Confir-
mation of Periodic Safety Inspection processes are established to ensure the safe 
use of our elevators and escalators and corrective actions are taken when needed. 
5.	 Field test and feedback for new product lines and components inform ongoing 
R&D so as to constantly improve products in the development pipeline as well as 
the safety of those installing them. 
Requirements for product and service information and labelling (GRI 417-1)
To help customers make informed purchasing choices, Schindler provides independently 
verified information on its products’ materials, production, utilization, and disposal 
through Environmental Product Declarations (EPD) in line with the international 
ISO 14025 standard. The energy consumption of the elevator during its usage phase 
is assessed in accordance to ISO 25745-2. 
To meet the requirements of an EPD, we assess the environmental impact of our 
products based on a life cycle approach using our ecological product comparison tool 
PEcoPIT, which provides us with an overview of energy consumption, restricts the 
use of hazardous materials, and enables the safe disposal of the product at the end 
of its life cycle. Every Schindler elevator and escalator is at least 80% recyclable.
Health and safety impacts are fully integrated according to our stringent safety and 
quality protocols and we provide information about the safe use of our products as 
required by regulations. 
Schindler elevator EPDs can be downloaded here.  
Substantiated complaints concerning breaches of customer privacy and 
losses of customer data (GRI 418-1)
Schindler’s Code of Conduct requires all employees to maintain the highest standards 
of professional and personal conduct, including in their relationships with customers. 
With regard to personal information, Schindler has a Privacy Policy that requires 
Schindler employees to treat personal information in accordance with applicable data 
protection laws. For online data, see Schindler Online Privacy Policy here. 
Non-compliance with laws and regulations in the social and economic area 
(GRI 419-1)
No significant fines for non-compliance with laws and regulations concerning  
the provision and use of products and services were paid in the reporting year 2018.

22
23
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
Environmental topics
Our environmental dependencies and impacts are principally 
connected to the energy required to use our products, our 
global service fleet of vehicles, which accounts for two-thirds of 
our greenhouse gas (GHG) emissions, and the operations of 
our production facilities. They represent our key areas for action. 
Energy consumption within the organization (GRI 302-1) 
Our total energy consumption decreased by around 1% compared to 2017, 
from 667 GWh to 659 GWh.
Our service fleet represents 71% of our total energy consumption. Purchased electri­city 
and district heat accounts for 19%, followed by fuels for buildings and processes at 10%.
The measurement of electricity consumption excludes those cases where electricity 
charges form part of a lease agreement. Those cases are limited to office buildings. 
However, all our production facilities are included in the table on energy consumption. 
Our global electricity mix is dependent on each country’s national grid and changes 
are mostly visible at country level.  
In gigawatt hours (GWh)	
2018	 	
2017	 	
2016	
Direct energy	
	 	
	 	
	
Natural gas	
61	 	
69	 	
75	
Fuel oil	
5	 	
5	 	
6	
Others	
2	 	
2	 	
2	
Vehicles	
	 	
	 	
	
  Diesel	
257	 	
259	  *	
246	
  Petrol/gasoline	
195	 	
156	  **	
198	
  Others (biofuels, LPG, CNG)	
15	 	
48	 	
14	
Total direct energy	
535	 	
539	 	
541	
Indirect energy	
	 	
	 	
	
Electricity	
109	 	
112	 	
115	  ***
District heat	
15	 	
16	 	
17	
Total indirect energy	
124	 	
128	 	
132	  ***
Total energy consumption	
659	 	
667	 	
673	
	
	
	
	
*	Restated: underreporting at one subsidiary in 2017 in the amount of 1 GWh.
	
**	Restated: overreporting by one subsidiary in 2017 in the amount of 1 GWh.
	
***	Restated: underreporting in 2016 in the amount of 1 GWh.
Energy intensity (GRI 302-3)
Our overall energy intensity ratio decreased by 7% during the reporting year. In 2018, 
headcount rose by 5.7% and revenue grew by 6.9%, corresponding to an increase 
of 7.3% in local currencies. 
The resulting overall energy intensity ratios for 2018 were:
–	10.7 MWh/employee (2017: 11.5) 
–	64.7 MWh/CHF (2017: 69.7) 
The direct energy consumption of our service fleet in relation to our number of 
employees and to our revenue decreased:
–	7.6 MWh/employee (2017: 8.0), corresponding to a 5% decrease
–	45.9 MWh/CHF (2017: 48.7), corresponding to a 6% decrease
Our indirect energy consumption per employee and in relation to revenue decreased:
–	2.0 MWh/employee (2017: 2.2), corresponding to a 9% decrease
–	12.1% MWh/CHF (2017: 13.2), corresponding to a 8% decrease
In gigawatt hours (GWh)	
2018	 	
2017	  *	
2016	  *
Direct energy: fuels for buildings and processes	
68	 	
76	 	
83	
Direct energy: fuels for vehicle fleet	
467	 	
463	 	
458	
Indirect energy: electricity and district heat	
124	 	
128	 	
132	
Total energy consumption	
659	 	
667	 	
673	
	
	
	
	
*	Restated in line with the energy consumption restatements.	
In megawatt hours (MWh) per employee	
2018	 	
2017	  *	
2016	  *
Direct energy: fuels for buildings and processes	
1.1	 	
1.3	 	
1.5	
Direct energy: fuels for vehicle fleet	
7.6	 	
8.0	 	
8.1	
Indirect energy: electricity and district heat	
2.0	 	
2.2	 	
2.3	
Total	
10.7	 	
11.5	 	
11.9	
	
	
	
	
*	Restated in line with the energy consumption restatements.	
In megawatt hours (MWh) per CHF million	
2018	 	
2017	  *	
2016	  *
Direct energy: fuels for buildings and processes	
6.7	 	
7.8	 	
8.8	
Direct energy: fuels for vehicle fleet	
45.9	 	
48.7	 	
48.8	
Indirect energy: electricity and district heat	
12.1	 	
13.2	 	
14.1	
Total	
64.7	 	
69.7	 	
71.7	
	
	
	
	
*	Restated in line with the energy consumption restatements.	
Reduction of energy consumption (GRI 302-4) 
The main focus when reducing energy consumption is on improving the energy 
efficiency of our service fleet and minimizing the environmental footprint of our 
production facilities.
We operate a global fleet of over 20 000 vehicles, which represent our largest single 
source of CO2 emissions. Our vehicle fleet is mainly used by our employees in connection 
with the 24/7 maintenance of Schindler’s elevators and escalators. Since 2012, we 
have reduced CO2 emissions by more than 20% in relation to revenue. Our target is to 
reduce these CO2 vehicle emissions by another 25% compared to 2017 levels by 2022. 
While embracing a global strategic fleet approach, we are closely working with our 
Group companies to support the implementation of solutions that fit local conditions. 
This will result in a mix of actions touching upon utilizing technological advances of 
vehicles, intelligent route planning, rethinking the service fleet concept, and exploring 
alternative mobility service models.

24
25
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
We measure the environmental footprint of our production facilities to monitor and 
reduce energy consumption, waste, and the usage of volatile organic compounds 
(VOCs). In 2018, 85% of our production facilities were certified according to ISO 14001. 
Our goal is to have all our production facilities certified according to this internationally 
recognized environmental management system. The implementation of ISO 14001 is 
accompanied by the periodic definition of targets for key indicators. 
!
Learn more on production site ecology here.
Reductions in energy requirements of products and services (GRI 302-5)
Energy efficiency is one of the most cost-effective ways to support the transition to a 
low-carbon economy. About 80% of a building’s total environmental impact occurs 
while in use, which is also the most energy-intensive phase in the life of an elevator or 
escalator. Designing products that use less energy while in operation therefore not 
only contributes to reducing our environmental impact, but also helps reduce overall 
energy consumption in buildings. 
We perform life cycle assessments based on ISO 14040 and ISO 14041 to identify ways 
of improving the environmental performance of a product throughout its life cycle – 
from the development phase and procurement of raw materials to production, 
packaging and transportation, utilization, maintenance, and disposal. When developing 
energy-efficient products, we place a particular emphasis on door drives, car lighting, 
and the control and ventilation systems.
Schindler’s modernization solutions for older elevators and escalators offer energy-
efficient improvement opportunities. They include the installation of new LED lighting 
systems, energy recovery drives, whereby unused elevator energy is fed back into a 
building’s electricity grid, intelligent power management systems, and energy-efficient 
dispatch systems optimizing traffic flow. Double-deck elevators with two individual 
cars using the same shaft and drive system traveling together save space and resources 
in very tall buildings. 
Regular maintenance, offered by our service technicians, also increases the energy 
efficiency of installations and extends the product life cycle, thereby reducing the 
demand for natural resources. Our new digital tools, which collect and analyze cloud-­ 
based performance data, enable early detection of potential component failures and 
allow for earlier intervention via predictive maintenance. Altogether, these services 
can significantly impact the reliability and longevity of the equipment, limiting the 
need for a total replacement of the infrastructure. 
The demand for greener buildings has grown in recent years. To support the adoption 
of green building standards such as BREEAM and LEED, we comply with the specifica-
tions of the relevant international codes and assist architects and designers in obtaining 
green building certifications.
 
Scope 1 direct GHG emissions (GRI 305-1)
Our service fleet remains the largest single source of GHG emissions at Schindler, 
representing more than 60% of our total carbon footprint (Scope 1 and 2). With effect 
from 2016, we have included fugitive emissions originating from refrigerant losses in 
our buildings’ air-conditioning systems in our Scope 1 reporting. Compared to 2017, 
Scope 1 emissions remained stable.
In kilotons of CO2 equivalents	
2018	 	
2017	  *	
2016	  *
Buildings and processes: fugitive emissions	
4	 	
3	 	
1	
Buildings and processes: fuel use	
14	 	
16	 	
17	
Fuels for vehicle fleet	
121	 	
121	 	
119	
Total Scope 1	
139	 	
140	 	
137	
	
	
	
	
*	Restated in line with the energy consumption restatement.	
Scope 2 indirect GHG emissions (GRI 305-2)
Our indirect GHG emissions represent 25% of our total carbon footprint (Scope 1 and 2). 
Compared to 2017, our Scope 2 emissions decreased by 11%.
In kilotons of CO2 equivalents	
2018	 	
2017	  *	
2016	  *
Electricity	
44	 	
50	 	
50	
District heat	
3	 	
3	 	
3	
Total Scope 2	
47	 	
53	 	
53	
	
	
	
	
*	Restated in line with the energy consumption restatement.	
Other indirect (Scope 3) GHG emissions (GRI 305-3)
We have considered our upstream value chain impacts using purchasing data and have 
modeled the related emissions on the basis of an input-output database. This assessment 
identified the orders of magnitude for each category. As a result, purchased goods 
and services were found to be the most material Scope 3 emissions, followed by 
transport activities. Capital goods, waste generated, business travel, and fuel- and 
energy-related activities were found to be of low relevance.
Intensity of GHG emissions (GRI 305-4)
Total CO2 equivalent emissions per employee decreased by 9% compared to 2017. 
Total CO2 equivalent emissions in relation to revenue decreased by 8% over the same 
period: 
–	2.9 t/employee in 2018 (2017: 3.2)
–	17.3 g/CHF (2017: 18.9)
In kilotons of CO2 equivalents	
2018	 	
2017	  *	
2016	  *
Scope 1 buildings and processes	
18	 	
18	 	
19	
Scope 1 vehicle fleet	
121	 	
121	 	
119	
Scope 2 indirect	
47	 	
53	 	
53	
Total Scope 1 and Scope 2	
186	 	
192	 	
191	
	
	
	
	
*	Restated in line with the energy consumption restatements.

26
27
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
In tons per employee	
2018	 	
2017	  *	
2016	
Scope 1 buildings and processes	
0.3	 	
0.3	 	
0.3	
Scope 1 vehicle fleet	
1.9	 	
2.0	 	
2.0	
Scope 2 indirect	
0.7	 	
0.9	 	
0.9	
Total Scope 1 and Scope 2	
2.9	 	
3.2	 	
3.2	
	
	
	
	
*	Restated in line with the energy consumption restatements.	
In tons per CHF million	
2018	 	
2017	  *	
2016	  *
Scope 1 buildings and processes	
1.7	 	
1.8	 	
1.9	
Scope 1 vehicle fleet	
11.2	 	
11.8	 	
12.3	
Scope 2 indirect	
4.4	 	
5.3	 	
5.5	
Total Scope 1 and Scope 2	
17.3	 	
18.9	 	
19.7	
	
	
	
	
*	Restated in line with the energy consumption restatements.	
Reduction of vehicle fleet GHG emissions (GRI 305-5)
The reference year for the calculation of the GHG emissions of our vehicle fleet is 2017. 
We have set ourselves a goal to reduce our carbon footprint by 25% by 2022, measured 
in CO2 equivalents. At the end of 2018, we achieved a 5% reduction taking the 
growth in revenue into account. 
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air 
emissions (GRI 305-7) 
The only noteworthy air emissions to result from our activities originate from paint and 
solvents used during maintenance work on elevators and escalators. The use of 
non-chlorinated volatile organic compounds (VOCs) was reduced by 9% in 2018 to 
1.8 kg/employee even though our volume of business increased. This compared to 
2.1 kg/employee in 2017.
In tons	
2018	 	
2017	 	
2016	
Non-chlorinated	
119	 	
131	 	
137	
Chlorinated	
0	 	
0	 	
0	
Total VOC emissions	
119	 	
131	 	
137	
	
2018	 	
2017	 	
2016	
Refrigerants loss refilled in tons	
1.6	 	
1.3	 	
0.8	
ODP of emitted refrigerants in kilograms R-11 equivalents	
3.3	 	
0.1	 	
0.0	
GHG emissions from refrigerants in kilotons of CO2 equivalents	
3.9	 	
2.5	 	
1.5	
We have been quantifying emissions from refrigerants due to losses in air-conditioning 
systems since 2016. In 2018, the resulting carbon footprint is around 4 kilotons, and 
the calculated ozone depleting potential (ODP) is about 3.3 kilograms of R-11 equivalents. 
The increase is due to extensive maintenance on air-conditioning units at one of our 
Group companies. 
 
Waste by type and disposal method (GRI 306-2) 
Around 95% of our total volume of waste is either recycled or incinerated for energy 
recovery.
Hazardous waste represents around 4% of the total waste generated, of which 92% 
is either recycled or incinerated. The total amount of waste increased by more than 
14% in absolute terms in 2018. This is largely due to a doubling of our wood waste, 
of which 99% was recycled or incinerated. 
In 2018, our waste intensity ratios evolved as follows:
–	0.64 t/employee compared to 0.59 t/employee in 2017
–	3.8 g/CHF compared to 3.6 g/CHF in 2017
In tons	
2018	 	
2017	 	
2016	
Used oils/oil emulsions	
748	 	
1 063	  *	
1 081	
  % recycled	
88	 	
74	 	
90	
  % incinerated	
8	 	
22	 	
4	
  % landfill	
4	 	
4	 	
6	
Electric and electronic waste	
647	 	
688	 	
668	
  % recycled	
96	 	
96	 	
98	
  % incinerated	
2	 	
2	 	
0	
  % landfill	
2	 	
2	 	
2	
Other hazardous waste	
384	 	
294	 	
370	
  % recycled	
38	 	
65	 	
54	
  % incinerated	
37	 	
24	 	
26	
  % landfill	
25	 	
11	 	
20	
Total hazardous/special waste	
1 779	 	
2 045	 	
2 119	
	
	
	
	
*	Restated: overreporting in 2017 in the amount of 4 tons.

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Our performance 
 
In tons	
2018	 	
2017	 	
2016	
Scrap metal	
18 953	 	
18 178	  *	
19 202	
  % recycled	
99	 	
100	 	
100	
  % incinerated	
0	 	
0	 	
0	
  % landfill	
1	 	
0	 	
0	
Paper/cardboard	
3 535	 	
3 635	  **	
3 723	
  % recycled	
94	 	
94	 	
99	
  % incinerated	
5	 	
5	 	
0	
  % landfill	
1	 	
1	 	
1	
Municipal waste	
5 367	 	
5 277	  ***	
5 118	
  % recycled	
33	 	
28	 	
39	
  % incinerated	
38	 	
39	 	
26	
  % landfill	
29	 	
33	 	
35	
Wood waste	
8 941	 	
4 063	  ****	
-	
  % recycled	
74	 	
53	 	
-	
  % incinerated	
25	 	
47	 	
-	
  % landfill	
1	 	
0	 	
-	
Other non-hazardous waste	
2 601	 	
2 970	  ****	
6 091	
  % recycled	
72	 	
62	 	
68	
  % incinerated	
23	 	
29	 	
24	
  % landfill	
5	 	
9	 	
8	
Total non-hazardous waste	
39 397	 	
34 123	 	
34 134	
Total waste disposed	
41 176	 	
36 168	 	
36 253	
	
	
	
	
*	Restated: overreporting by one subsidiary in the amount of 1 ton in 2017.	
	
**	Restated: overreporting by one subsidiary in the amount of 17 tons in 2017.	
	
***	Restated: overreporting in the amount of 2 tons in 2017.	
	
****	Wood waste introduced as a new category in 2017, previously reported as other non-hazardous waste.	
Non-compliance with environmental laws and regulations (307-1) 
No significant fines were paid in the reporting year 2018.
Ethics and integrity 
Schindler’s Code of Conduct defines how employees shall 
maintain the highest standards of professional and personal 
conduct in their relationships with customers, colleagues, 
business partners, competitors, regulators, and the communities 
in which we operate. It includes five principles that employees 
commit themselves to observe. 
The Chairman emeritus, Alfred N. Schindler, initiated the rollout of the Schindler Code 
of Conduct (CoC) throughout the organization in 1996. The Supervisory and Strategy 
Committee oversees compliance activities in coordination with the Audit Committee 
and with the assistance of the Audit Expert Group. Schindler encourages good-faith 
reporting of potential violations and protects whistle­blowers against discrimination, as 
specified in Schindler’s Whistleblower Protection Policy. Schindler´s compliance 
organization consists of a compliance network composed of over 200 employees 
worldwide that is integrated into the business structure. It consists of corporate 
compliance, area compliance officers, and regional as well as local compliance officers. 
A global network of compliance officers supports these efforts and monitors compli-
ance with the CoC by conducting regular audits. The Group Compliance Officer has a 
direct reporting line to the Group General Counsel and periodically reports to the 
Audit Expert Group, the Chairman of the Audit Committee and to the Chairman of the 
Board of Directors. 
All managers and employees worldwide pledge to uphold the values and rules set out 
in Schindler’s CoC: they agree to act in an ethical manner and in compliance with all 
applicable laws and regulations. The implementation of the CoC is based on three 
pillars: Educate – Examine – Enforce. This means that we educate employees regularly 
about how to address compliance-relevant situations, examine cases systematically in 
order to discover possible deficiencies, and enforce compliance by taking appropriate 
corrective action if any breaches occur. 
!
Learn more on corporate compliance here 
Operations assessed for risks related to corruption (GRI 205-1)
Our compliance program encompasses all our entities, employees and business 
partners. A core component of the program is a ‘CoC Cockpit’ by which management 
and compliance are supervising compliance activities in training, detection of violations 
and handling of investigations and sanctions. Implementation of compliance by all 
Schindler companies is regularly audited by corporate compliance. These audits include 
a compliance risk review, checks of accounts, mock dawn raids, spot checks on branch 
offices, and reviews to monitor the implementation of the compliance program at 
local level.
In 2018, Schindler conducted 172 (2017: 153) compliance investigations globally.

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| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Our performance 
 
Bern – Geneva – Zurich – Hamburg 
contact@swissclimate.ch 
www.swissclimate.ch 
+41 31 330 15 70 
 
 
Assurance Statement: CO2 Footprint 
Schindler Management Ltd. 2018 (Summary) 
SCOPE 
Swiss Climate was commissioned by Schindler Management Ltd. to provide assurance on its 2018 carbon footprint data. 
Swiss Climate undertook the assurance in accordance with AA1000AS (2008) Type 2 moderate-level assurance.  
Swiss Climate has analysed: 
 
Standards used for carbon footprint calculation; 
 
Activity data accuracy; 
 
Carbon footprint methodology, including operational and organisational boundaries, data quality, conversion 
factors and calculations used, with an emphasis on the plausibility of the information; 
 
Responsibilities, processes and systems used to gather and consolidate carbon footprint data. 
CARBON FOOTPRINT 
Swiss Climate has verified the following greenhouse gas emissions for the year 2018: 
Emission source 
t CO2e 
Scope 1 
 
stationary energy consumption (natural gas, heating oil)  
 
mobile energy consumption (service fleet) 
 
cooling agents 
Total 
   
14'201 
121'467 
3'907 
 
139'575 
Scope 2 (location-based) 
 
district heating 
 
electricity 
Total 
 
2'986 
44'420 
 
47'407 
Scope 2 (market-based) 
 
district heating 
 
electricity 
Total 
 
2'096 
54'507 
 
56'603 
Total (location-based) 
186'983 
Total (market-based) 
196’178 
OPINION 
Swiss Climate did not find evidence to insinuate that the processes and systems in place to collect the data and to 
calculate the carbon footprint are such that the company’s carbon management performance would be erroneously de-
scribed, and that the carbon footprint would not follow the leading international standards such as ISO 14064-1 and the 
Greenhouse Gas Protocol, and therefore not fulfil the criteria of relevance, completeness, consistency, transparency and 
accuracy. 
SIGNED FOR AND ON BEHALF OF SWISS CLIMATE 
Leading Auditor: 
Internal Review: 
 
 
 
 
 
 
 
 
Sarah Klink, Senior Consultant 
Patrizia Imhof, Senior Consultant 
Bern, 16th Mai 2019 
Communication and training about anti-corruption policies and procedures 
(GRI 205-2)
Schindler’s Code of Conduct states that our employees around the world shall 
maintain the highest standards of professional and personal conduct in their relation-
ships with customers, colleagues, business partners, competitors, regulators, and the 
communities in which we operate. The Code of Conduct applies to all employees. 
We run a comprehensive training program on anti-corruption efforts, including a 
mandatory eLearning module for all employees with a corporate e-mail account which 
they must complete every six months. This program includes additional classroom 
training for employees in market-focused functions, e.g. sales or procurement. Spot 
training for managers is based on real Schindler cases and includes topics that range 
from confidentiality on social media platforms and conflict of interest to competition, 
anti-bribery, and fraud cases.
Confirmed incidents of corruption and actions taken (GRI 205-3)
Our compliance team investigates any potential signs of corruption and is supported 
by external specialists in this area.
Legal actions for anti-competitive behavior, anti-trust, and monopoly 
practices (GRI 206-1)
The Group is exposed to a variety of legal risks. In particular, these may include risks 
associated with employment law, product liability, patent law, tax law, and competition 
law. Several Group companies are involved in legal proceedings. The results of 
pending or future proceedings cannot be accurately forecast. Consequently, decisions 
by courts or other authorities can give rise to expenses that are not covered either 
partly or fully by insurance policies. This may have some impact on our business and 
future results. 
Statement of the external assurer

32
33
| Schindler Sustainability Report 2018
Schindler Sustainability Report 2018 | 
Statement of the  
external assurer
Bern – Geneva – Zurich – Hamburg 
contact@swissclimate.ch 
www.swissclimate.ch 
+41 31 330 15 70 
 
 
Assurance Statement: Sustainability KPIs 
Schindler Management Ltd. 2018 (Summary) 
SCOPE 
Swiss Climate was commissioned by Schindler Management Ltd. to provide assurance on its four main sustainability 
KPIs for 2018. Swiss Climate performed a moderate-level assurance. The verification comprised a combination of inter-
views with relevant employees, documentation and record reviews. 
Swiss Climate has analysed: 
 
Activity data accuracy; 
 
Methodology, data quality, calculations, assumptions, with an emphasis on the plausibility of the information; 
 
Responsibilities, processes and systems used to gather and consolidate data; 
 
Representativeness of data for the communication of the external message.  
KPIs 
Swiss Climate has verified the following KPIs for the year 2018: 
1. 
Enhance safety 
 
In 2018, Schindler Management Ltd. achieved a TCR (total 
case rate) of 4.4. TCR is a comprehensive safety indicator 
that measures not only the number of lost work day cases due 
to an injury, but also includes restricted cases and first-aid 
cases. 
2. 
Attract diverse talents 
At the end of 2018, Schindler Management Ltd. had 18.7 % 
women in their leadership pipeline. 
3. 
Pioneer smart urban mobility 
In 2018, Schindler Management Ltd. have moved 100.4 mil-
lion passengers each day on connected units (connected el-
evators and escalators) across the globe. 
4. 
Lower vehicle fleet emissions 
In 2018, Schindler Management Ltd.’s fleet generated 11.2 t 
CO2e per total revenue (in CHF million).  
OPINION 
Swiss Climate did not find evidence to insinuate that the processes and systems in place to collect the data and to 
calculate the KPIs are such that the company’s sustainability performance specifically related to these four KPIs would 
be erroneously described. In general, the data was found to be reliable during audit process. Any identified errors or 
omissions were addressed and deficiencies corrected. 
SIGNED FOR AND ON BEHALF OF SWISS CLIMATE 
Leading Auditor: 
Internal Review: 
 
 
 
 
 
 
 
 
Sarah Klink, Senior Consultant 
Patrizia Imhof, Senior Consultant 
Bern, 16th Mai 2019 
Additional reporting that may be of interest to the reader can be found at  
www.schindler.com:
–	2018 Schindler Group Review 
–	2018 Schindler Financial Statements 
–	GRI content index  
– Sustainability website, including past Sustainability Reports  
Thank you for your interest in our Sustainability Report. We welcome your questions, 
comments, and feedback. You may contact us at: sustainability@schindler.com.

Schindler Management Ltd. 
Zugerstrasse 13 
6030 Ebikon 
Switzerland 
Phone +41 41 445 32 32 
sustainability@schindler.com