1
SIKA ANNUAL REPORT 2022 
﻿
SIKA 
BUSINESS YEAR 
2022
WWW.SIKA.COM/ANNUALREPORT

SUSTAINABILITY
REPORT
Lost Time Accident per 1,000 FTEs
 –23.8%
Women in Group Management
 25%
Sika creates value for all 
stakeholders – always 
considering ESG and eco­
nomic aspects in all its 
activities by adhering to 
clear strategic targets.
CO2eq emissions per ton sold (scope 1 and 2)
 –6.9%

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SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
TABLE OF CONTENTS
SUSTAINABILITY AT SIKA 
43
Sustainability Organizational Structure
44
Sustainability Strategy 2019–2023 
47
Sika and the UN Sustainable Development Goals (UN SDGs)  49
Materiality Analysis 2022
50
Partnerships and Collaborations
52
PEOPLE
53
Summary & Highlights
53
Corporate Governance
55
Health and Safety
56
Business Ethics and Integrity 
61
Human Rights
64
Labor Management
66
Diversity and Inclusion
71
Human Capital Development
73
Community Relations
77
Public Policy
79
Key Performance Indicators
80
PLANET
85
Summary & Highlights
85
Environmental Sustainability
87
Climate Change
88
GHG Emissions 
90
Energy Management
93
Water Management
96
Waste Management
101
Circular Economy
103
Biodiversity and Nature
105
Air Emissions
106
Environmental Compliance
107
Key Performance Indicators
108
PRODUCTS AND CUSTOMERS
113
Summary & Highlights
113
Innovation Management
115
Product Portfolio
117
Product Safety, Quality, and Reliability
126
Responsible Marketing
129
Customer Relationship Management
130
PROCUREMENT
133
Summary & Highlights 
133
Responsible Procurement
135
DIGITALIZATION AND IT LANDSCAPE
140
Summary & Highlights 
140
Digitalization and IT Landscape
142
ECONOMIC PERFORMANCE AND VALUE CREATION
147
Summary & Highlights 
147
Economic Performance
149
Tax Approach
151
Key Performance Indicators
153
METHODOLOGICAL NOTE 
154
Reporting Standards
154
Reporting Regulations
154
Scope of Reporting and Consolidation
154
Data Collection and Reporting Methodologies
155
INDEPENDENT ASSURANCE REPORT
156

43
SUSTAINABILITY 
AT SIKA
As a technology leader with a global presence, 
Sika focuses on creating value for all stakehold­
ers across the entire value chain – always consid­
ering environmental, social, governance (ESG) 
and economic aspects in all its activities by ad­
hering to clear strategic targets.
Sika can make the largest positive impact by of­
fering innovative technologies which allow the 
construction and transportation industries to be 
more sustainable. The company helps its cus­
tomers build healthier and safer buildings and 
vehicles with a lower carbon footprint. By offer­
ing such innovative and sustainable products 
and solutions along its entire value chain, and 
keeping employee well-being at the center of its 
business and operations, Sika directly contrib­
utes to the United Nations Sustainable Develop­
ment Goals (UN SDGs).
The outstanding engagement of its employees 
and their identification with the company are a 
key contributor to Sika’s success. Sika’s healthy 
corporate culture promotes an inclusive work 
environment where everyone is treated fairly 
and has equal access to opportunities. Since the 
company foundation over 100 years ago, social 
responsibility has been integral to the culture. 
Sika is committed to fostering stakeholder en­
gagement in all the countries where it is active.
The progress made on sustainability targets is 
closely monitored and measured. To ensure ac­
countability, there is a clear structure in place 
whereby financial and non-financial performance 
metrics are transparently integrated into incen­
tive programs for senior management.
The Sika Sustainability Report 2022 provides a 
comprehensive overview of the company’s sus­
tainability performance across its six target ar­
eas and beyond. Simultaneously, it highlights 
the performance of the new material topics, 
reﬂecting the sustainability impact and depen­
dencies between Sika’s operations, products, 
solutions, and employees, suppliers, customers, 
communities, and planet.
43
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika

44
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
SUSTAINABILITY ORGANIZATIONAL STRUCTURE
GRI 2-13
GRI 2-12
GRI 2-14
Over the past two years, Sika has strengthened its sustainabili­
ty organization, defining new roles and responsibilities at corpo­
rate level, regional level and throughout the entire organization. 
BOARD LEVEL
The Board of Directors (BoD) and the Board Chair are responsible 
for Sika sustainability performance. The BoD reviews and en­
dorses the development and implementation of sustainability 
policies and strategies, and the Board Chair oversees sustain­
ability-related topics by receiving regular updates from the 
Group Management. 
The Sustainability Committee consists of three Board members, 
each of whom bring expertise in a specific ESG area. The group 
prepares sustainability-related topics for discussion and deci­
sion-making in the Board. The Sustainability Committee focus­
es on the following four areas: completing a formal ESG risk and 
opportunity assessment, including the materiality analysis; set­
ting measurable goals that are aligned with the company’s 
overall strategy; maintaining organization and allocating re­
sources; and communicating effectively through reporting and 
stakeholder engagement. In 2022, the Sustainability Commit­
tee met four times. After each meeting, a report was issued to 
the BoD. For more information on Sika’s BoD and Board Commit­
tees, please see the Corporate Governance Report on p.166. 
GROUP MANAGEMENT LEVEL
Group Management is responsible for the development and 
implementation of actions that help achieve the defined sus­
tainability strategy and targets. Group Management is also re­
sponsible for risk management at the highest executive level 
and provides regular updates to the Board.
The Chief Financial Officer (CFO) is a member of the Group Man­
agement and leads the corporate ﬁnance function which is re­
sponsible for financial and non-financial (ESG) controlling. The 
holistic controlling system enables Sika to track ﬁnance, opera­
tions, quality, and sustainability performance in a coordinated 
way, ensuring a high quality of non-ﬁnancial data and informa­
tion. Furthermore, this organization strengthens the controlling 
activities and supports management in their decision-making 
process. Risk management (incl. climate-related risks) falls also 
under the domain of the Corporate Finance department, headed 
by the CFO. 
The Chief Innovation and Sustainability Oﬃcer is a member of 
the Group Management and contributes to the agenda of the 
Sustainability Committee at Board level. Combining leadership 
for Innovation, Sustainability and Operation Technologies allows 
Sika to accelerate the integration of sustainability within the 
organization at all levels, and to remain a leader within the in­
dustry. The Chief Innovation and Sustainability Oﬃcer is re­
sponsible for: 
	
— taking on the leadership and development of the company’s 
global R&D strategy and organization, as well as external in­
novation collaborations with parties such as academia or 
start-ups;
	
— aligning sustainability and R&D teams, strengthening, and 
accelerating the Sika concept for enabling sustainable con­
struction and transportation by placing sustainability as­
pects at the core of strategic and operational innovation pro­
cesses;
	
— raising awareness and knowledge about sustainability and 
innovation throughout the organization. Strategize towards 
transformational leadership for impactful innovation and 
competitive advantage through the creation of sustainable 
values. The role brings into focus ESG governance standards 
and compliance with sustainability-related legal and regula­
tory obligations;
	
— planning and guiding the net zero and innovation journey in 
Sika’s operations and along the entire value chain. 
The Head of Human Resources (HR) and Compliance is a member 
of the Group Management who leads both the human resources 
and compliance functions to ensure business integrity, respect 
for human rights, diversity and people development. Compliance 
plays a key role in fostering ethical business conduct and speak-
up culture. It helps the management team become aware of 
regulatory compliance requirements and addresses any viola­
tions of the Code of Conduct. Furthermore, the  organization pro­
vides systematic trainings to employees, and monitors the ef­
fectiveness of the compliance management system, to ensure 
business integrity and respect for human rights. The Human 
Resources function defines the people strategy and promotes a 
culture of learning, which facilitates training and development 
for all Sika employees. Human Resources is also concerned with 
giving everyone equal opportunities. Sika has developed a 
framework to promote diversity, as well as measures to ensure 
fair, inclusive and equal treatment of all employees.

45
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
The Head of Global Procurement reports directly to the CEO. This 
function is not a member of Group Management but attends all 
meetings, and ensures that sustainability is embedded in pro­
curement, focusing on sustainable supply and supplier engage­
ment. Procurement plays a key role in supply chain transparency 
by selecting, evaluating, and cooperating with vendors that are 
committed to ESG standards. With a strong focus on sustain­
able supply, cost, and efficiency improvement, the Head of Pro­
curement ensures responsible sourcing and compliance with 
sustainability and quality standards within procurement and 
Sika upstream supply chain. As of 2022, the global Quality, and 
Environment, Health & Safety (Q&EHS) function reports to the 
Head of Procurement.
CORPORATE LEVEL
The Sustainability Leadership Team, created in 2022, orches­
trates sustainability-related projects and facilitates the interac­
tion and information exchange across functions and depart­
ments at Group and regional level, combing three areas: 
Controlling, Sustainable Products and Sustainable Portfolio. The 
Leadership Team reports directly to the Chief Innovation and 
Sustainability Officer and is responsible for: 
	
— formulating and reviewing policies and guidelines, and allo­
cating budget for projects and initiatives;
	
— ensuring the ESG program integration – including the net 
zero roadmap and targets – into the business strategy and 
risk management process;
	
— supporting all four regions and corporate organizations in 
their sustainability journey to ensure a consistent approach 
throughout the Group; 
	
— raising awareness and knowledge among the workforce 
about sustainability-related topics; 
	
— liaising with the Sustainability Committee at Board level and 
the Internal Sustainability Committee; 
	
— ensuring that all relevant sustainability aspects are consid­
ered into new product development, from the integration of 
life-cycle assessments (LCA) principles and circular economy 
approaches, to strategic improvements in product carbon 
footprint and the application of the Sustainable Portfolio 
Management (SPM) methodology;
	
— optimizing Sika’s product portfolio, focusing on GHG emis­
sions reduction, circular economy, and new business models; 
	
— ensuring a comprehensive ESG reporting framework to best 
monitor Sika’s sustainability performance.
The Internal Sustainability Committee coordinates all sustain­
ability-related projects aimed at achieving sustainability targets 
and monitoring implementation of the Sustainability Strategy 
throughout the Group. It also prepares the decision-making of 
Group Management on such topics. The Committee is chaired by 
the Chief Innovation and Sustainability Oﬃcer and meets quar­
terly. It includes the following corporate functions: Innovation 
and Sustainability, Operation, Quality & EHS, Communications & 
Investor Relations, Controlling, Mergers & Acquisitions, Human 
Resources, Compliance, Procurement, Marketing, and Target 
Markets. From 2022, Regional Sustainability Managers joined 
the Committee to coordinate all projects requiring strong col­
laboration of corporate and regional functions. 
REGIONAL AND LOCAL LEVEL
At the regional level, a network of four Regional Sustainability 
Managers, coordinated by the Sustainability Leadership Team, 
is tasked with implementing the Sustainability Strategy. To­
gether with Regional EHS and Operations managers, they sup­
port local subsidiaries in setting and developing their dedicated 
sustainability roadmaps and in implementing Group initiatives. 
At the local level, Local Sustainability Managers are responsible 
for planning sustainability initiatives and developing a sustain­
ability roadmap at country level, with the support of General 
Managers, Operations, EHS, Target Market and R&D Managers.

46
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
BOARD OF DIRECTORS 
SUSTAINABILITY LEADERSHIP 
TEAM
SUSTAINABILITY COMMITTEE 
INTERNAL SUSTAINABILITY 
COMMITTEE  
REGIONAL SUSTAINABILITY 
MANAGERS
LOCAL SUSTAINABILITY 
MANAGERS 
GROUP MANAGEMENT  
HEAD OF GLOBAL 
PROCUREMENT  
CHIEF FINANCIAL 
OFFICER  
CHIEF INNOVATION 
AND SUSTAINABILITY 
OFFICER
HEAD OF HUMAN 
RESOURCES 
AND COMPLIANCE 
SIKA SUSTAINABILITY GOVERNANCE

47
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
SUSTAINABILITY STRATEGY 2019–2023
The Sustainability Strategy 2023 integrates the results of the 
materiality analysis conducted in 2018 and the development of 
the Sika Growth Strategy. It refers to Sika’s ambition to maxi­
mize the value of its solutions and contributions for all stake­
holder groups, while simultaneously minimizing the risks and 
resource consumption associated with value generation. With 
the current Strategy, Sika pursues six strategic target areas, fo­
cusing on Climate Performance, Energy, Waste/Water, Commu­
nity Engagement, Occupational Safety, and Sustainable Solu­
tions. For more information on Sika’s business growth and 
sustainability strategic pillars, please see the Strategic Report 
on p.12 of the Annual Report 2022.
TARGET 2023 (BASELINE: 2019)
Climate Performance
Energy
Waste /Water
We run our business in a responsible way and 
mitigate climate change and its impacts.
We manage resources and costs carefully.
We increase material and water efficiency.
reduction of CO2eq emissions per ton sold 
(scope 1 and 2)
–12% 
less energy consumption per ton sold
–15% 
less waste generation per ton sold
–15% 
less water consumption per ton sold
–15% 
higher recycling rate of total waste
+25% 
Increase share of electricity from 
renewable energy sources
PERFORMANCE 2019–2022
–6.9% reduction of CO2eq emissions per ton sold 
(scope 1 and 2)1. The emission of greenhouse gases 
was reduced significantly to 16.4 kg per ton sold, 
a reduction of 1.2 kg compared to 2021. Compared 
to baseline 2019: –39.2%
–2.8% reduction in the energy consumption per 
ton sold. Energy consumption per ton sold 
decreased by 9 MJ to 315.5 MJ per ton sold. Com­
pared to baseline 2019: –16.7%
62.7% of purchased electricity was derived from 
renewable sources. This was an important rise 
compared to the prior-year figure (+10.4% points)
–3.3% less waste per ton sold. The volume of 
waste was reduced to 10.8 kg per ton sold. 
Compared to baseline 2019: –23.1%
40.4% of the waste generated was recycled, a 
strong increase of 18.9% compared to 2021.
Compared to baseline 2019: +18.7%.
–6.1% reduction in water consumed per ton sold. 
The amount of water used per ton sold declined to 
0.18 m3. Compared to baseline 2019: –46.1%
STRATEGIC TARGETS
1 Based on market-based GHG emissions.
SUSTAINABILITY PERFORMANCE AGAINST TARGETS

48
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
TARGET 2023 (BASELINE: 2019)
TARGET 2023 (BASELINE: 2019)
Community Engagement
Sustainable Solutions
Occupational Safety
We build trust and create value – with customers, 
communities, and society.
We are leading the industry by pioneering a 
comprehensive portfolio of customer-focused 
solutions, combining both higher performance 
and improved sustainability.
Sika employees leave the workplace healthy.
Lost Time Accidents
All new product developments with 
Sustainable Solutions
–50%
fatalities
0
PERFORMANCE 2019–2022
PERFORMANCE 2019–2022
2,595 working days of employees were dedicated 
to volunteering work, an increase of +86.5% 
compared to prior year.
406 projects were carried out in and for local 
communities, +67.8% more projects than in the 
prior year. Compared to baseline 2019: +174.3% 
53,666 direct beneficiaries of the Community 
Engagement Program. Compared to baseline 2019: 
+591.1%
When it comes to product development, Sika 
combines higher performance with additional 
sustainability benefits.
206 Lost Time Accidents, a –19.5% decrease
compared to prior year. Compared to baseline 2019: 
–21.1%
Zero fatalities among Sika employees and 
contractors.
STRATEGIC TARGETS
STRATEGIC TARGETS
working days of volunteering work
10,000
more direct beneficiaries
+50%
more projects
+50%
For more information, 
please visit www.sika.com/sustainability

49
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
SIKA AND THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS (UN SDGs)
The United Nations Sustainable Development Goals (UN SDGs), 
also known as the Global Goals, were adopted by the United Na­
tions in 2015 as a universal call to action to end poverty, protect 
the planet, and ensure that by 2030 all people enjoy peace and 
prosperity. The 17 SDGs are integrated — they recognize that ac­
tion in one area will affect outcomes in others, and that devel­
opment must balance social, economic, and environmental sus­
tainability. Achieving these targets requires concerted and 
immediate action from the public and private sectors around 
the world. The creativity, knowhow, technology, and financial 
resources from all of society is necessary to achieve the SDGs in 
every context. In 2022, Sika identified, prioritized, and assessed 
its activities to demonstrate how it translates global sustain­
ability commitments into action. The analysis allowed Sika to 
evaluate which UN SDGs, targets, and indicators its activities 
contributed to during the reporting year. In total, the company 
contributes to 12 of the 17 UN SDGs. For more detailed informa­
tion, please consult the document •  Sika and the UN SDGs 
available on the corporate website.

50
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
MATERIALITY ANALYSIS 2022
A materiality assessment is a process to identify the most im­
portant sustainability topics, opportunities, and risks from two 
perspectives: the importance to stakeholders and the impor­
tance to the company. The outcome is a materiality matrix, 
showing all topics which are identiﬁed and prioritized to focus 
on the ones that matter the most to Sika’s business and its 
stakeholders. The information gained through this process sup­
ports decision-making about the direction of the business, al­
lows the integration of sustainability topics into the business 
strategy, and the selection of relevant topics for sustainability 
reporting. Between 2021–2022, Sika conducted a new Material­
ity Analysis, focusing on potential ESGE – environmental, social, 
governance and economically – material topics, to capture the 
sustainability impact, dependencies, risks, and opportunities of 
Sika’s operations, products, and services, along the entire value 
chain. The analysis was structured applying a multistep ap­
proach:
	
— Inventory of ESGE topics: identification of material topics in­
fluenced by the global and local contexts in which Sika oper­
ates, as well as key reporting standards (e.g., GRI, SASB, 
TCFD, UN SDGs, etc.), regulatory requirements, peers’ bench­
marking, and best practices. 
	
— Stakeholders’ identification and prioritization: involvement 
of a core team of Sika senior managers in a workshop to dis­
cuss and identify relevant internal and external stakeholders 
to be engaged during phase
	
— Prioritization of ESGE topics: completion of a stakeholders’ 
survey to prioritize ESGE topics. The outcome is a shortlist of 
ESGE material topics. 
	
— Materiality matrix: graphic representation of ESGE material 
topics on a matrix showing their level of relevance for both 
external and internal stakeholders. 
	
— Approval: approval of the materiality matrix by the Board of 
Directors. 
The analysis resulted in the selection of 29 out of over 100 po­
tential material topics. Compared to the previous Materiality 
Matrix 2018, the following topics were added: Climate Change, 
Public Policy, Tax Strategy, Responsible Procurement, Respon­
sible Marketing, Compliance, IT Landscape, Risk and Crisis Man­
agement, Stakeholder Engagement, Digitalization, Innovation 
Management; while others were removed: Emerging Markets, 
Transport and Logistics, Equal Remuneration, Employee and 
Management Relation, Employee Fluctuation. All the others 
were integrated in the definitions of current material topics. 
For more information on the Materiality Analysis conducted in 
2022, please see the summary report •  Sika Materiality Analy­
sis 2022 available on the corporate website. 
MATERIAL TOPIC BOUNDARIES
The concept of "topic boundary" is based on the expectation that 
organizations have a responsibility not only for the direct impact 
they cause, but also for the indirect impact resulting from their 
business relationships. These concepts are covered in the UN 
Guiding Principles on Business and Human Rights and the OECD 
Guidelines for Multinational Enterprises1. Sika structured the 
Sustainability Report around its material topics, organized by 
dimensions – environmental, social, governance, economics – 
their related sub-topics and boundaries. For more detailed infor­
mation on material topics and boundaries, please see the docu­
ment 
•  Material Topic Boundaries 2022 available on the 
corporate website.
STAKEHOLDER ENGAGEMENT
Stakeholders are deﬁned as groups or individuals that are 
signiﬁcantly aﬀected by the organization’s activities, products, 
and/or services, or whose actions can be expected to aﬀect the 
organization’s ability to achieve its objectives. In the materiality 
analysis approved by the BoD in May 2022, Sika identiﬁed the 
most relevant internal and external stakeholder groups for the 
company. Please see the summary report •  Sika Materiality 
Analysis 2022 available on the corporate website for more in­
formation. Regular stakeholder engagement is essential for re­
sponsible business practice and key to capturing insights from 
across the business by ensuring inclusiveness. For more detailed 
information on engagement activities conducted in 2022 and 
the key topics and concerns raised, please see the document 
•  Stakeholder Engagement Activities 2022 available on the 
corporate website.
GRI 3-2
GRI 3-1
1 •  OECD Guidelines for multinational enterprises

51
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
Relevance to Stakeholders
Relevance to Sika
 VERY HIGH
HIGH
MEDIUM
MEDIUM
LOW
HIGH
VERY HIGH
1
1
1
2
2
3
3
4
4
5
1
2
2
3
3
4
4
5
5
6
6
6
7
7
8
9
7
10
8
Sika Materiality Matrix
 
ECONOMIC
1. Digitalization
2. Economic Performance
3. Circular Economy
4. Innovation Management
 
ENVIRONMENTAL
1. Biodiversity and Nature
2. Water Management
3. Air Emissions
4. Waste Management
5. Product Portfolio
6. Energy Management
7. Climate Change
 
GOVERNANCE
1. Public Policy
2. Tax Strategy
3. Corporate Governance
4. Responsible Procurement
5. Responsible Marketing
6. Customer Relationship 
Management
7. Compliance
8. IT Landscape
9. Risk and Crisis Management
10. Business Ethics and Integrity
 
SOCIAL
1. Community Relations
2. Stakeholder Engagement
3. Labor Management
4. Human Rights
5. Diversity and Inclusion
6. Human Capital Development
7. Talent Attraction and 
Retention
8. Health and Safety

52
SIKA SUSTAINABILITY REPORT 2022
Sustainability at Sika
GRI 2-28
Sika partners with numerous organizations to actively drive the 
progress of sustainability in its industries and develop its own 
performance. Moreover, collaborations across the entire value 
chain are part of the principles for strategic management. The 
list below provides a non-exhaustive overview of industry as­
sociations, initiatives, and relevant strategic partners. For more 
detailed information, please see •  Partnerships and Collabora­
tions and •  ESG Indices and Ratings available on the corporate 
website. 
Reporting Standards & Frameworks
Membership of Associations
Initiatives
Ratings
Collaborations
Indices
For more information, 
please visit www.sika.com/
partnerships
PARTNERSHIPS AND COLLABORATIONS

53
SIKA SUSTAINABILITY REPORT 2022
People
PEOPLE
SUMMARY & HIGHLIGHTS
AMBITION 
Sika aspires to create an attractive, 
inclusive and safe work environment 
where people can grow and unlock 
their full potential. 
APPROACH 
Sika’s corporate culture promotes an 
inclusive and safe work environment 
where everyone is treated fairly and 
has access to equal opportunities. 
HIGHLIGHTS 
Revised Code of Conduct (CoC)
The revised CoC has a stronger focus 
on sustainability, in particular on 
human rights and the promotion of 
equal opportunities, diversity and 
inclusion.
Safety campaign 2022
Under the motto “Caring for Employ­
ees Beyond the Expected”, the 
campaign strengthens Sika’s safety 
message and reaffirms duty of 
care towards employees.
Establishment of a new Senior 
Management layer
From 2023, a new management 
layer of Regional and Corporate Senior 
Managers will be added to the or-
ganizational setup to strengthen the 
talent development and retention 
approach. 
KEY FIGURES
change vs 2021
Employees
27,708
+2.4%
Proportion of women in the workforce
24%
+0.8% points
Lost Time Accidents per 1,000 FTEs 
7.0
-23.8%
Average training hours per employee
13.4
+20.2%
53
SIKA SUSTAINABILITY REPORT 2022
 People

54
SIKA SUSTAINABILITY REPORT 2022
People
“Our aim is to attract, engage and de-
velop all employees at Sika to unlock 
their full potential. We are committed to 
offering an attractive and inclusive 
working environment. By investing in the 
development and upskilling of our em-
ployees, we create a highly engaged orga-
nization that is prepared to succeed in 
the future.” 
Raffaella Marzi
Head of Corporate HR and Compliance
MATERIAL TOPICS
Corporate
Governance
Business Ethics 
and Integrity
Human 
Rights
Human Capital 
Development 
Public 
Policy
Health and
Safety
Compliance
Labor 
Management
Diversity and
Inclusion
Community
Relations
Talent Attraction 
and Retention 
Stakeholder 
Engagement
SDGs
54
SIKA SUSTAINABILITY REPORT 2022
 People

55
SIKA SUSTAINABILITY REPORT 2022
People
CORPORATE GOVERNANCE 
Sika is committed to creating an attractive and inclusive work 
environment where people can unlock their full potential. A 
place where everyone returns home safely at the end of the 
workday. A place where everyone is treated fairly and has equal 
opportunities. A place where you can be your true self and de­
velop a strong sense of belonging. It’s about empowering peo­
ple at all levels to actively contribute to building a sustainable 
future and passionately solve daily challenges.
STRONG VALUES AS A SHARED BASIS
Customer First, Courage for Innovation, Sustainability & Integ­
rity, Empowerment & Respect, and Manage for Results: these 
are the ﬁve core values and principles that define Sika’s corpo­
rate culture. These values and principles serve as a compass in 
all countries where Sika operates and are adhered to by all em­
ployees around the globe. Thus, the Group’s culture of trust, 
transparency and openness has a ﬁrm global foundation that is 
lived by each employee every day.
In addition to these core values, Sika introduced a Leadership 
Commitment framework in 2021 that is designed to inspire the 
whole organization and guide the next generation of leaders. It 
reﬂects a close connection between values and principles and 
consists of the following four pillars: Drive Change, Unlock Poten­
tial, Win Together and Inspire. As the company grows and evolves, 
this framework helps preserve Sika’s corporate culture and in­
spire employees. For more information on Sika sustainability or­
ganizational structure, please see the “Sustainability at Sika” 
chapter on p.43 of the Sustainability Report 2022. For more infor­
mation on Sika corporate governance, please see the “Corporate 
Governance Report” on p.166 of the Annual Report 2022.
Under the motto “Caring for our Employees. Beyond the Expect­
ed”, the second Sika Day was celebrated globally in 2022. It em­
phasized the importance of employee safety at and around 
work. People appreciated to gather in person in many places 
around the world as COVID-19 restrictions were lifted. The an­
nual Sika Day allows the company to celebrate its people, cul­
ture, and success. 
GRI 3-3
Empowerment & Respect
Sika believes in the 
competence and the entre­-
pre­neurial spirit of its 
employees.
Manage for Results
Sika aims for success and 
takes pride in continuously 
achieving outstanding 
results and outperforming 
its markets.
Customer First 
Sika is dedicated to provide 
and maintain highest 
quality standards with its 
products and services. 
Courage for Innovation
Sika’s success and 
reputation is based on
its long-standing tradition 
of innovation.
Sustainability & Integrity
Sika takes a long-term 
perspective on the develop­
ment of the business 
and acts with respect and 
res­ponsibility towards 
its customers, stakeholders 
and employees. 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
SIKA VALUES AND PRINCIPLES

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SIKA SUSTAINABILITY REPORT 2022
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HEALTH AND SAFETY 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 403-1
GRI 403-2
GRI 3-3
GRI 403-3
GRI 403-6
GRI 403-10
GRI 403-4
GRI 403-7
GRI 403-5
GRI 403-9
STRONG COMMITMENT TO HEALTH AND SAFETY
Sika puts safety ﬁrst. Working safely is not only a program but 
also a way of getting things done. Providing a healthy and safe 
work environment for employees, monitoring health and safety 
standards of suppliers, and ensuring the safe use of products by 
customers are key elements in Sika’s worldwide success.
EMPLOYEE AND CONTRACTOR HEALTH AND SAFETY
The health, safety, and well-being of all Sika employees, suppli­
ers, and contractors is paramount for Sika. In 2022, Sika focused 
on increasing awareness about health and safety throughout 
the whole company via a dedicated communications campaign 
and key initiatives (Start with Safety, Visual Performance, Safe­
ty Walks, and EHS tool deployment), supported by a strength­
ened network of EHS professionals at global, regional, and local 
level. Sika continues to improve its occupational health and 
safety programs with further attention given to safe conduct, 
employee participation in safety programs, and a focus on pre­
vention. A Global Safety Survey of all Sika employees was 
launched in 2022, with the results available in early 2023. The 
action plans derived from the global, regional, and local survey 
results will ensure that safety remains on the agenda of all Sika 
employees.
COMMITMENT
Sika strives to protect employees at work and ensures they 
leave the workplace in the same state of health as when they 
arrived. Sika is committed to driving continuous improvement in 
EHS performance.
GOALS AND TARGETS
Sika employees leave the workplace healthy. The strategic tar­
get 2023 is to reduce Lost Time Accidents by at least 50% 
(baseline 2019: 9.6 LTA/1000 FTEs) and to have no fatalities. 
Sika evaluates the eﬀectiveness of its management approach 
according to target achievement. For more information on safe­
ty targets and Sika’s related performance, please see the “Sus­
tainability at Sika” chapter, “Sustainability Strategy 2019–2023” 
section on p.47 of the Sustainability Report 2022.
RESPONSIBILITIES
General Managers bear full responsibility for the implementa­
tion of labor practices and safe working conditions in Sika’s local 
operations. They report to the regional management, who is in 
charge of the development of regional strategic plans and tar­
gets in accordance with the Group Strategy. All of them ulti­
mately report to the CEO.
At local level, all General Managers, Operations Managers, and 
line managers are responsible for meeting Sika’s occupational 
health and safety targets and for setting local targets accord­
ingly. From 2023 onwards, the compensation scheme of Group 
Management and Sika Senior Managers will be linked to the 
safety performance of the company. 
THE SIKA VISION ZERO PROGRAM 
The following activities, which all happened during 2022, consti­
tute a part of the Vision Zero program which was rolled out in 
2020:
	
— Five Regional Safety Summits involving Regional Managers, 
Regional EHS Managers, General and Local EHS Managers 
were organized to raise awareness and generate speciﬁc ac­
tion plans for improvement at regional and country level.
	
— Behavior-Based Safety (BBS) programs led by Regional and 
Local EHS Managers were rolled-out in each region to further 
develop safety awareness at the workplace.
	
— Trainings on several specific topics such as EHS Minimum 
Requirements, Root Cause Analysis, Risk Mitigation or Near 
Misses and Safety Observations were implemented through­
out the Group.
	
— Several communication initiatives were launched to 
strengthen Sika’s safety message and awareness through 
the company, such as the annual Sika Day focused on Safety, 
roll out of a Sika Safety Communication campaign worldwide 
and deployment of a Global Safety Survey to all employees. 
	
— A new EHS Community was created on Sika intranet. Avail­
able to all Sika employees, this community enhances Sika’s 
communication on safety through the deployment of safety 
communication tools. As an example, a dedicated library of 
Safety Moments is available for use during safety talks at 
the beginning of a meeting.
In addition, at Group level, four key initiatives were implement­
ed in 2022 as part of a new and systematic approach for improv­
ing EHS performance:
	
— “Start with Safety” behavior at all management levels 
throughout the company is crucial. Managers demonstrate 
that safety is a core value for Sika by speaking about it. This

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SIKA SUSTAINABILITY REPORT 2022
People
leadership behavior is known to be a key factor in establish­
ing a strong safety culture. 
	
— “Safety Walks” were initiated across the Group. Since most 
accidents are caused by unsafe behavior or conditions, such 
visits to the shop floor aim to proactively change behaviors 
and conditions. Organized at local level, they involve on-site 
teams (Production, R&D, EHS or Administration for example) 
in the review of the processes to trigger immediate changes 
and improvements.
	
— “Manage Visual Safety Performance” through setting up vis­
ible EHS corners to display Safety performance, news, best 
demonstrated practices, etc., and using them as meeting 
points where employees can talk about safety. 
	
— The “SpheraCloud Incident Management” tool was imple­
mented across Sika globally. It allows employees to report 
any incident, near miss, or safety observation for investiga­
tion and follow-up of corrective and preventive actions, 
bringing transparency on Sika’s Safety performance and sup­
porting the continuous improvement approach.
OCCUPATIONAL HEALTH AND SAFETY AND 
QUALITY MANAGEMENT SYSTEM
Sika maintains a Corporate EHS Management System which ap­
plies to all Sika locations and employees and fulﬁls the require­
ments of the ISO 45001:2018 “Occupational Health and Safety 
Management System” and of the ISO 9001:2015 “Quality Man­
agement System”. Local Sika companies implement their local 
Sika Management Systems based on the Corporate Manage­
ment System and local regulatory and legal requirements. New­
ly acquired companies are integrated under the Corporate Man­
agement System as part of the integration approach. The 
Corporate Management System is maintained by the corporate 
Quality & EHS function and deployed through a network of 
Quality and EHS professionals throughout the regional and 
country organizations. Both the Corporate Management Sys­
tem and local Sika Management Systems are audited by exter­
nal parties as part of the ongoing ISO certiﬁcation eﬀorts. Inter­
nal audits and monthly reviews of health and safety performance 
1  Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, training centers are excluded 
as these activities do not fall under the scope of respective ISO standards.
support the continuous improvement of the management sys­
tem and its implementation. In 2022, nine internal audits with a 
specific focus on EHS have been conducted. 
In 2022, among 601 Sika sites under ISO scope1, 33% are certiﬁed 
according to ISO 45001:2018 ( •  Table 01: ISO 45001:2018 – Oc­
cupational Health and Safety Management System Certifica­
tion, in the “Key Performance Indicators” section at the end of 
this chapter). The percentage of certiﬁed Sika sites improved in 
line with the increased focus on safety.
ISO 45001:2018 – OCCUPATIONAL HEALTH AND SAFETY 
MANAGEMENT SYSTEM CERTIFICATION
Number of sites
  Coverage of sites under ISO scope
200
180
160
140
120
100
2020
2021
2022
22%
26%
33%
In 2022, among 601 Sika sites under ISO scope1, 60% are 
certiﬁed according to ISO 9001:2015 ( •  Table 02: ISO 9001:2015 
– Quality Management System Certification, in the “Key Perfor­
mance Indicators” section at the end of this chapter). The per­
centage of certiﬁed Sika sites has stagnated due to acquisitions 
and the number of newly opened sites.
ISO 9001:2015 – QUALITY MANAGEMENT SYSTEM 
CERTIFICATION
Number of sites
  Coverage of sites under ISO scope
400
380
360
340
320
300
2020
2021
2022
61%
61%
60%
SIKA SAFETY CAMPAIGN 2022 
A new Sika Safety Campaign under the motto “Caring 
for Employees Beyond the Expected” was launched 
during the Sika Day 2022 and rolled out during the year 
in all regions. It strengthens Sika’s safety message by 
triggering employee’s personal mindset and encourag­
ing them to be aware of risks, and to actively apply the 
predefined safety rules in the workplace. The newest 
internal global safety campaign concept clearly high­
lights how employees are Sika’s top priority.

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HAZARD IDENTIFICATION, RISK ASSESSMENT, 
AND INCIDENT INVESTIGATION
Sika considers hazard identiﬁcation to be the basis of safe work, 
and therefore applies the STOP principle (Substitution, Techni­
cal measures, Organizational measures, Personal protective 
measures) to all risk and incident investigations. Sika compa­
nies are required to regularly assess hazards and analyze risks 
within their premises and operations, and to deﬁne corrective 
and preventive measures accordingly. Each Sika site carries out 
adequate risk assessment within the workplace. These are led 
by EHS professionals and serve to give a comprehensive and 
valid judgment regarding the protection level of occupational 
health and safety. Risk analyses are reviewed when new infor­
mation becomes available, e.g., new legal requirements, chang­
es to systems, equipment, raw material, incidents, accidents, 
near misses, etc.
It is the responsibility of all employees to ensure that all acci­
dents or incidents, as well as near misses, are promptly reported 
to line management to ensure timely investigation and correc­
tive action. All incidents that happen within Sika entities and 
premises and that involve Sika employees as well as contractors 
and visitors are included in the scope. To ensure prompt aware­
ness of management, incidents with high or potentially high 
severity (including all accidents resulting in lost time) must be 
reported within 24 hours through a central notiﬁcation system. 
Investigation and root cause analysis are signiﬁcant drivers of 
continuous improvement in Sika health and safety performance. 
It is ensured that each incident is investigated, that a root 
causes analysis is performed, and that lessons learned are 
shared across the business for assessment and implementation 
of risk mitigation measures. From 2023, this process will be 
supported by the Global EHS Incident Management tool, which 
was rolled out during 2022.
Local companies report on health and safety indicators monthly 
to the Group Management. Monthly review meetings are orga­
nized at regional level with Global EHS to follow up on the safe­
ty results and adjust the management approach accordingly. In 
addition, safety performance is reviewed at each Group Man­
agement meeting.
EMPLOYEES AND CONTRACTORS’ TRAININGS 
ON OCCUPATIONAL HEALTH AND SAFETY
Occupational health and safety trainings are organized at vari­
ous levels withing the company for Sika employees and external 
workers:
	
— All new employees receive an induction safety training that 
is embedded in Sika introductory program, focusing on safe­
ty policies, guidelines, and procedures. Regular refresher 
training sessions on health and safety are also performed. 
Apart from the mandatory health and safety induction train­
ing sessions, local management teams are responsible for 
setting up and deploying speciﬁc additional health and safe­
ty trainings.
	
— For contract workers, both the contracted party and Sika 
must be fully aware of and prepared for potential hazards. 
Contractors need to demonstrate a clear understanding of 
the task being performed and have a system to understand 
and control the risks. Training needs assessment, content 
and eﬀectiveness are completed at local level under EHS 
Manager, HR, and General Manager responsibilities. The 
same safety rules and trainings apply to contractors as for 
employees.
Apart from the mandatory health and safety induction training 
sessions, local management teams are responsible for setting 
up and deploying specific additional health and safety trainings. 
In addition, dedicated trainings on specific work-related hazards 
and hazardous activities are also provided to workers and con­
tractors under the framework of the internal EHS Minimum Re­
quirements. Each country has set up its own program to roll out 
and train employees to these standards.
An e-learning tool dedicated to EHS Minimum Requirements is 
currently under development at Group level and will be finalized 
in 2023.
OCCUPATIONAL HEALTH SERVICES & WORKERS’ HEALTH 
PROMOTION
Knowing what to do and who to get in contact with in the event 
of an accident or injury can make it easier to get medical treat­
ment and help prevent similar accidents. If an employee sus­
tains an injury or illness at work, the supervisor or manager 
must be notified immediately. The setup of occupational health 
services is under the responsibility of local management teams 
in accordance with Sika internal Safety Manual and Sika Life 
Saving Rules and might differ depending on local regulations 
and healthcare systems:
	
— In the US, for example, a dedicated procedure has to be 
strictly followed in case of Emergency Medical Attention or 
Non-Emergency Medical Attention – relying either on emer­
gency assistance or on a medical hotline. 
	
— In Brazil, Argentina, Mexico, a doctor is available on factory 
sites to carry out consultations and occupational clinical as­
sessments related to the occupational risk of each employee. 
	
— In the Asia/Pacific region, a REBA (Rapid Entire Body As­
sessment) initiative for ergonomics risks assessment has 
been deployed. 
	
— In all locations in Switzerland, a network of internal first aid­
ers is available for employees. They are the first contact for 
any health-related incident. 
GLOBAL ROLLOUT OF THE EHS 
INCIDENT MANAGEMENT TOOL 
The integrated incident management digital tool 
SpheraCloud enables Sika employees to report, man­
age, analyze, and share EHS observations, near miss­
es, and incidents. The development of the tool start­
ed in the first semester of 2022 with the rollout of a 
pilot successfully deployed across 31 locations. From 
June to December 2022, the tool was rolled out across 
the group. All employees are obliged to complete an 
online training on EHS basics and on how to use the 
Incident Management tool as part of the onboarding.

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SIKA SUSTAINABILITY REPORT 2022
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— In the Global Business region, the safety hands-on brochure 
“My Safety Guide” has been communicated to all employees 
to promote safety awareness. Informing about Sika's safety 
rules and programs, the booklet guides everyone through 
simple safety tools such as interviewing an employee or 
assessing a workplace and provides concrete recommenda­
tions for safety observations. 
In November 2022, Sika kicked off its first Global Safety Survey 
in order to assess the state of safety according to all employees. 
Feedback will be collected until early 2023, and the results of the 
survey will be used to strenghten the health and safety ap­
proach throughout the organization. Promoting employees’ 
health goes beyond work-related incident prevention. All local 
companies are responsible for promoting workers’ health be­
yond the workplace and for facilitating access to non-occupa­
tional medical and healthcare services depending on the local 
context and according to local regulations. Across the globe, 
Sika promotes employees’ health via different channels, such as 
health campaigns, financial support to participate in sports ac­
tivities, dedicated sessions delivered by mental health profes­
sionals, lectures on stress release techniques and first aid train­
ings. In 2022, several initiatives were rolled out: 
	
— All Sika companies carry out awareness campaigns about the 
importance of vaccination and prevention of COVID-19. 
	
— In some countries (for example Brazil and Switzerland), HR 
Departments carry out an annual flu vaccination campaign 
for employees and their families.
	
— In Argentina, trainings on health-related topics, such as first 
aid, workplace ergonomics, smoke and AIDS are regularly or­
ganized. Participation in sports, such as running events, are 
also encouraged by the local office. 
	
— In the UK, a mental health hotline is available for all employ­
ees.
WORKERS PARTICIPATION, CONSULTATION AND 
COMMUNICATION ON OCCUPATIONAL HEALTH 
AND SAFETY
In addition to the Safety Campaign rollout, Sika ensures that 
employees can have direct contact with superiors and manage­
ment on occupational health and safety issues at all times. This 
allows employees to raise their concerns to improve safety and 
health at work and the management system. All local entities 
are responsible for organizing formal joint management-worker 
health and safety meetings on a regular basis in line with local 
regulatory requirements. In addition, employees are involved in 
the analyses of errors, accidents and other events if they wish or 
can contribute. For instance:
	
— In Sika North America, the Incident Review Committee 
meets monthly to discuss lost time incidents and significant 
near misses. A statement from the injured worker is gener­
ally collected prior to the incident review meeting. The super­
visor or the Local EHS Manager has the responsibility to pres­
ent the facts to the rest of the team for discussion and 
corrective actions. The Operations Leadership Team meets 
monthly and discusses health and safety as first item on the 
agenda and the Steering Team meets quarterly and discuss­
es safety as a first item on the agenda.
	
— In Latin America, the “Big Brother – Small Brother” scheme 
consisting of mutual support between countries in the EHS 
field has been strengthened. In addition, a systematic 
monthly meeting gathering all EHS managers to review the 
status of incidents, share best demonstrated practices and 
update the EHS roadmap has been set up in 2022.
	
— In the Asia/Pacific region, factories installed EHS corners and 
a VPM (Visual Performance Management) board, which com­
municates regular information on safety issues and EHS-re­
lated regulatory updates. At such corners, workers are also 
invited to provide inputs and suggestions on EHS improve­
ments and protection measures. Non-managerial represen­
tatives are invited to contribute to local EHS Committee. In 
China, a “Safety Star” is nominated every month to further 
promote health and safety awareness in Sika premises. 
	
— In the EMEA region, employees participate in the preventive 
programme as event reporters and report on the near misses 
and observations. Furthermore, through the hazard hunting 
groups, employees and managers carry out safety walks to­
gether. Employees are also involved in the development of 
decisions and decision-making processes based on team 
memberships in topics such as Suggestion-System and im­
provements.
EMPLOYEE WORK-RELATED INJURIES
In 2022, no work-related fatalities occurred among Sika employ­
ees. The number of lost time accidents decreased compared to 
2021 (-19.5%), leading to a lower Lost Time Accident (LTA) rate 
per 1,000 FTEs (7.0, –23.8%). Sika continues to focus on initia­
tives to improve safety awareness and culture, bring transpar­
ency on health and safety performance, and mitigate risks. 
Analysis of lost time accidents showed that the majority were 
related to manual handling and slips, trips and falls. For each 
serious incident or accident with lost time, a root cause investi­
gation is conducted and corrective and preventive actions de­
fined. An internal report summarizing circumstances, causes 
and actions is circulated across the Group by the EHS function.
WORK-RELATED INCIDENTS OF SIKA EMPLOYEES1
2020
2021
2022
Fatalities (No.)
1
0
0
Lost Time Accidents (No.)2 
230
256
206
Days lost due to Lost Time 
Accidents (No.)
4,650
4,919
5,707
Average days lost per Lost Time 
Accidents (No.)
20.2
19.2
27.7
LTA/1,000 FTES (Rate)
8.4
9.2
7.0
LTIFR3 per 200,000 hours (Rate)
0.84
0.92
0.69
Occupational illnesses (No.)
16
10
12
OIFR4 per 200,000 hours (Rate)
0.059
0.036
0.040
1  Apprentices and interns are excluded from FTEs and worked hours 
used for the calculation of LTA/1,000 FTEs, LTIFR and OIFR.
3  Lost Time Injury Frequency Rate.
2  A Lost Time Accident is an accident which results in one or more lost 
days, not including the day of the accident.
4  Occupational Illness Frequency Rate.

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Additional health and safety indicators are monitored internally 
to help strenghten Sika’s EHS preventive approach: recordable 
work-related injuries leading to restricted work or transfer work, 
incidents with impact beyond first aid leading to medical treat­
ment, potential and minor injuries and also commuting acci­
dents or work-related stress cases. 
In 2022, no work-related fatalities of Sika contractors occurred. 
The number of contractor lost time accidents decreased com­
pared to 2021 (-13.3%). Implementation of Group-wide mini­
mum requirements for on-site contractors management con­
tributed to this improvement. Sika places equal importance on 
the health, safety and well being of contractors as on Sika em­
ployees. 
WORK-RELATED INCIDENTS OF CONTRACTORS
2020
2021
2022
Fatalities (No.)
1
0
0
Lost Time Accidents (No.)
 11 
 30 
 26 
OCCUPATIONAL ILLNESSES
In 2022, twelve occupational illnesses have occurred for Sika 
employees, an increase by two cases compared to 2021, as 
reﬂected in the OIFR4 development. The most common causes 
were related to skin or respiratory diseases, or musculoskeletal 
disorders. In all cases, the employees were supported by local 
Human Resources and Health and Safety functions.
CUSTOMER HEALTH AND SAFETY
Customer health and safety is crucial for Sika and is factored 
into development work (formulation work, system design, etc.) 
where product characteristics are determined. Moreover, Sika 
ensures that its customers are fully aware of handling require­
ments so that they can work safely. For this reason, customers 
and product users can attend application training sessions to 
learn the proper use of the products. For more information on 
how Sika guarantees customer health and safety through prod­
uct safety, please see the “Products and Customers” chapter, 
“Product Safety, Quality and Reliability” section on p.126 of the 
Sustainability Report 2022.

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BUSINESS ETHICS AND INTEGRITY 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 2-25
GRI 2-26
GRI 2-16
GRI 3-3
GRI 205-3
GRI 205-1
GRI 206-1
GRI 205-2
GRI 406-1
Business integrity is at the core of Sika’s corporate culture. Ac­
cordingly, Sika enjoys an excellent reputation in the market. 
Stakeholders all around the globe know Sika as a reliable and 
highly ethical partner. The company believes that sustainable 
and successful business results from acting in compliance with 
laws and regulations. 
Sika operates a Group-wide, culturally well-accepted Compli­
ance Management System. The Group pursues a comprehensive 
approach to compliance and engages the whole organization 
through all hierarchies, functions and geographical areas.
In the first half of 2022, the Board of Directors approved a revi­
sion of Sika’s Code of Conduct, which underscored the compa­
ny’s strong commitment to sustainable development, including 
human rights, labor standards and environmental protection. In 
addition, the revised Code now reflects all recent changes of 
Sika-internal policies including the Sika Trust Policy, Supplier 
Code of Conduct, Gift & Entertainment Policy, and Global Privacy 
Policy. 
COMMUNICATING CRITICAL CONCERNS, THEIR NATURE 
AND TOTAL NUMBER
Sika promotes transparency and a speak-up culture around the 
world. Concerns are deﬁned as “critical” based on their severity. 
The company classifies reported concerns, distinguishing three 
priority levels: 1) reports concerning the most severe violations 
or misconduct are addressed and managed under the lead of 
Corporate Compliance; 2) concerns may be handled regionally or 
even locally, with the agreement of Corporate Compliance; 3) 
concerns may be handled locally, without involvement of Corpo­
rate Compliance. Sika identiﬁes critical concerns based on sur­
veys, audits and complaints that are escalated to Corporate HR 
& Compliance. 
A digitalized questionnaire called “Compliance Conﬁrmation” is 
the main survey tool used to foster transparency and speak-up. 
This survey is sent to all General Managers by Corporate Compli­
ance once per year. In early 2023, all GMs confirmed that during 
the calendar year 2022, Sika’s core compliance policies and man­
uals regarding fundamental environmental, anti-corruption, fair 
competition, labor laws and human rights were implemented at 
each entity, and that all GMs provided adequate information 
and training concerning these topics to their staﬀ.
Audits may uncover possible or actual misconduct or violations 
of Sika policies. If this is the case, the involved audit function – 
up to 2022 primarily Internal Audit, henceforth also Corporate 
Compliance with its targeted compliance audits – escalates the 
matter, thus triggering a compliance investigation (about the 
Compliance Audit program, see also further below).
Compliance investigations may also be triggered by complaints. 
Employees and external stakeholders are encouraged to report 
perceived violations or misconduct, either through the com­
monly used communication channels (phone, email, mail) or via 
an online grievance mechanism. The online reporting channel, 
called •  Sika Trust Line, is operated on the server of an external 
party and allows for anonymous reporting directly to the atten­
tion of Corporate Compliance. In accordance with its motto 
“Building Trust”, Sika invites everyone to speak up openly rather 
than anonymously, and grants all those who speak up in good 
faith far-reaching protection against retaliation.
To be considered critical, violations or misconduct must fall into 
at least one of the following categories: corruption/bribery; un­
fair competition; fraud (including theft, embezzlement, conﬂict 
of interests, etc.); environment, health and safety, quality or 
trade law violations; abusive labor or employment practices (in­
cluding violations of human and labor rights, discrimination, ha­
rassment, retaliation, etc.); or breach/misuse of conﬁdential 
information (including violation of privacy protection laws).

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COMPLIANCE COMPLAINTS RECEIVED, INVESTIGATED 
AND SUBSTANTIATED 
2020
2021
2022
Received complaints (No.)
60
63
48
Investigated complaints (No.)
 44 
 50 
 47 
Substantiated complaints (No.)
 23 
 33 
 221 
Complaints leading to 
disciplinary measures2 (No.)
21
23
23
Thereof cases with dismissals/
voluntary resignations (No.)
15
14
11
Thereof cases with only 
warning letters (No.) 
6
9
11
Thereof assignment of 
new role (No.) 
–
–
1
1  Four complaints still under review for 2022. 2021 figures have been updated 
since some cases were still open at the time of the 2021 report publication. 
2  Not all identified violations lead to disciplinary measures (for instance, 
in some cases, the employee responsible for the violation may already have 
left the company).
COMPLIANCE INVESTIGATIONS 
The initial responsibility for managing reported incidents of un­
ethical or unlawful behavior lies with those Sika employees/
managers who receive the initial report. Based on a defined es­
calation process, these initial recipients are required to handle 
the complaints either locally or escalate them to Corporate Com­
pliance. If escalated, Corporate Compliance decides a) whether 
to launch an investigation, and b) who should take the lead. In 
recent years, Sika’s Corporate Compliance team has received 
roughly 20 incident reports per year via the Sika Trust Line. An­
other roughly 30 reports per year were submitted via internal 
escalation channels. Around 70–90% of the annually reported 
incidents are investigated. Of the investigated incidents, rough­
ly 40–70% are being substantiated, meaning that in its ﬁnal 
investigation report, Corporate Compliance conﬁrms the unethi­
cal or illegal behavior. If a report is being substantiated, Corpo­
rate Compliance submits recommendations to the management 
team concerned regarding adequate disciplinary and organiza­
tional measures to prevent the reoccurrence of similar viola­
tions. In 2022, Corporate HR & Compliance received 48 com­
plaints, triggering 47 1 investigations:
	
— 22 allegations of misconduct could be confirmed/substantiated.
	
— 21 complaints could not be substantiated.
	
— Four complaints are still under investigation at the publica­
tion of this report.
The 2022 compliance investigations analysis allows for the fol­
lowing conclusions:
	
— Most investigations centered on either interpersonal tension 
(20, equivalent to 43%) or fraudulent behavior (18, equiva­
lent to 38%).
	
— Twelve reports (25%) were submitted anonymously, seven of 
them via the Sika Trust Line. One could be substantiated, 
while two are still under investigation at the writing of this 
report.
1  Two reports about the same matter resulted in only 1 investigation.
	
— There were no government investigations nor any penalties 
against Sika entities or employees anywhere in the world 
concerning alleged corruption or bribery. Eight internal inves­
tigations focused on potential cases of bribery. In four in­
stances, the allegations could be conﬁrmed. To the extent 
that the involved employees were still employees of Sika, 
they were dismissed with immediate eﬀect. In addition, an­
ti-corruption training eﬀorts were intensiﬁed for the con­
cerned entities and their management.
	
— Sika employees (including former employees) remain the 
main channel to report misconduct (38 of 48 reports). Of the 
31 complaints they submitted with their identity revealed, 19 
(61%) could be substantiated.
	
— 14 of the 48 reports were reported by business line employ­
ees or management (1st line), four were reported by assur­
ance functions (2nd line) and five by Internal Audit (3rd line).
ANTI-CORRUPTION AND ANTI-COMPETITIVE BEHAVIOR
Corruption – unfortunately – exists worldwide, causing econom­
ic damage and contributing to an unfavorable business environ­
ment by distorting market mechanisms and increasing the cost 
of doing business. To reduce the negative impact of corruption, 
Sika ﬁnancially supports •  Transparency International and its 
global ﬁght against corruption.
Corporate Compliance assesses all Sika operations regarding po­
tential and actual corruption risks every year. It does so based on 
Transparency International’s corruption index, combined with 
internal reports it receives about incidents of bribery, and find­
ings resulting from its own compliance assessments (see also 
below). As in previous years, the General Managers (GMs) of 
all Sika entities in the context of Sika’s annual Compliance 
Conﬁrmation survey conﬁrmed that no corruption investiga­
tions took place against Sika in their respective countries. GMs 
are required to immediately escalate suspicion or allegations of 
bribery to Corporate Compliance, which will launch an internal 
investigation and ask for the dismissal of any employee who 
demonstrably engaged in corrupt practices.
Even though Sika operates in countries that are highly ranked 
on Transparency International’s corruption index, its exposure to 
corruption risks is moderate to low for two main reasons. First, 
Sika’s business partners are mostly private sector companies. 
Interaction with the public sector, which is particularly suscep­
tible to corruption, is limited. Second, Sika is a specialty chemi­
cals company, and therefore less exposed to corruption risks 
than companies belonging to the extractive, construction, 
transportation, sports, or ﬁnancial industries. Nonetheless, Sika 
employees in countries where corruption is widespread are ex­
posed to the private sector risk of oﬀering or accepting kick­
backs, inappropriate gifts or entertainment. Sika is addressing 
the identiﬁed risks with targeted measures such as a ﬁrm zero-
tolerance position against corruption anchored in its Code of 
Conduct, clearly formulated local Gift & Entertainment Policies, 
frequent anti-corruption trainings for all risk exposed employ­
ees, and regular reviews and assessments of local practices re­
lated to third-party engagements and expenses.
To prevent anti-competitive behavior, Sika not only prohibits 
such behavior in its internal policies, but also runs annual train­
ings with risk-exposed employees, reminding them not to share

63
SIKA SUSTAINABILITY REPORT 2022
People
sensitive market information with competitors. The risk of 
abusing a market dominant position is negligible because Sika 
operates in very fragmented markets and does not hold a domi­
nat position. On an annual basis, GMs are asked to conﬁrm that 
no government action was taken against their entities for anti-
competitive behavior. As in previous years, all GMs in their Com­
pliance Conﬁrmation issued such a conﬁrmation for the calendar 
year 2022.
ETHICAL LEADERSHIP VOWS
By means of a biannual Compliance Commitment, all General 
Managers (GMs) commit to escalate serious violations or well-
founded concerns related to bribery or unfair competition to 
their superior and/or the Area Manager, the Regional Manager 
or Corporate Compliance, to make sure that suspected miscon­
duct receives proper and timely follow-up and that those em­
ployees who report suspected misconduct in good faith are not 
subject to retaliation. In addition, they also undertake to provide 
local staﬀ with adequate anti-corruption and fair competition 
trainings. GMs are encouraged to seek the same kind of Compli­
ance Commitment from each member of their local manage­
ment team.
GLOBAL COMPLIANCE ORGANIZATION
At Sika, a matrix organization is administering Sika’s Compli­
ance Management System. The Head Corporate HR and Compli­
ance leads both the HR as well as the Compliance function. Five 
full-time Compliance Managers help coordinate the Group-wide 
compliance initiatives. Depending on the compliance topic con­
cerned, the Corporate Compliance Team is supported by the Re­
gional HR Heads, or by more than a dozen Legal or Controlling 
employees who act as part-time Compliance Oﬃcers. Together 
they represent Sika’s cross-functional Global Compliance Orga­
nization, which aims inter alia at preventing incidents of bribery 
and unfair competition by means of implementing targeted 
policies, trainings, audits, investigations, as well as disciplinary 
and improvement measures. A separate team is assuring com­
pliance with data protection and privacy regulations. Where re­
quired by local law, they are supported by a designated local 
data protection manager.
CORPORATE COMPLIANCE, INTERNAL AUDIT 
AND AUDIT COMITTEE
Corporate Compliance and Internal Audit collaborate closely in 
their eﬀort to detect bribery, unfair competition, or fraud. Cor­
porate Compliance usually coordinates investigations concern­
ing these matters. All bribery, unfair competition or fraud re­
ports must be escalated to the Group Compliance Oﬃcer, 
irrespective of who reports them or where they occurred. In ad­
dition, Internal Audit may identify fraudulent or corrupt prac­
tices while conducting a regular audit. If this is the case, Internal 
Audit also informs Corporate Compliance. Together, they assess 
the situation, decide on whether further investigation is needed, 
and ultimately propose adequate disciplinary actions and orga­
nizational measures to the concerned line management. Corpo­
rate Compliance, and more particularly the Group Compliance 
Oﬃcer, regularly reports substantiated corruption, unfair com­
petition and fraud cases to the Audit Committee of the Board of 
Directors, to Group Management, and to the external auditors, 
informing them about identiﬁed root causes and the corrective 
measures that the concerned line management has implemented.
COMPLIANCE AUDIT PROGRAM
Sika’s Compliance Management System rests on a life cycle of 
three closely interrelated core activities: Prevent – Detect – Re­
spond & Adjust. To strengthen the “Detect” component, Corpo­
rate Compliance will roll out a Group-wide audit program in 2023 
to conduct 15 compliance audits around the globe. The number 
of audits is expected to increase thereafter, depending on avail­
able resources. To assure proper documentation and follow-up, 
the Group-wide audit tool will be used. The compliance audits 
focus on four specific risk areas: 1) Ethical leadership and human 
rights, 2) Anti-bribery & corruption, 3) Anti-trust & fair competi­
tion, and 4) Third-party risks including sanctions, marketing ex­
penses, and contracts with intermediaries. The program is 
closely aligned with the audit activities of other functions, such 
as Internal Audit and Legal.
TARGETED TRAINING INITIATIVES
Members of the Global Compliance Organization conduct annual 
compliance trainings with speciﬁc risk groups. In the context of 
anti-corruption and fair competition, Sika’s Senior and General 
Managers, together with sales, procurement, ﬁnance, and R&D 
employees, are invited regularly to participate in such trainings. 
Targeted trainings are delivered either face-to-face or online (via 
virtual workshops or focused e-learnings).
STRINGENT COST CODING AND CONTROLLING
Internal regulations including the Gift & Entertainment Policy 
and the Controller Manual require all Sika entities and functions 
to record transparently in their respective ﬁnancial records any 
gift, entertainment, donation, and sponsoring expense made in 
favor of a third-party. Third-party expenses are thus monitored 
very closely. The Corporate Compliance team, in close coopera­
tion with Corporate Controlling and Internal Audit, analyzes ex­
pense patterns regularly and investigates where unusual or un­
clear patterns are identified.
THIRD-PARTY DUE DILIGENCE AND MONITORING
In 2022, Sika tightened its Third-Party Due Diligence and Moni­
toring on a global level. On one hand, Procurement continued to 
implement Sika’s Supplier Code of Conduct across its supply 
base. The Supplier Code of Conduct prohibits any act of bribery 
or corruption, and states that such acts, if identiﬁed, will lead to 
the immediate termination of cooperation. Every supplier is re­
quired to commit to this prohibition or demonstrate that it has 
similar internal rules reﬂecting a zero-tolerance policy to bribery 
or corruption. Suppliers are further required to have systems in 
place that ensure the proper communication training and audit­
ing of their personnel and subcontractors to comply with Sika’s 
ESG requirements concerning human rights, labor standards 
and EHSQ across their own supply chain. On the other hand, Pro­
curement reviews supplier performance on a regular basis, thus 
monitoring whether Sika’s business partners indeed comply 
with the Group’s strict ESG requirements. Further, suppliers are 
obliged to immediately inform Sika of any known violation of its 
Supplier Code of Conduct. For more information on Sika’s supply 
chain, please see the “Procurement” chapter on p.133 of the 
Sustainability Report 2022. Business contracts with suppliers 
accused of violating Sika’s ESG requirements are terminated 
with immediate eﬀect, unless the supplier can demonstrate 
during the investigation that it has a compliance management 
system in place that aims at preventing such violations.

64
SIKA SUSTAINABILITY REPORT 2022
People
HUMAN RIGHTS 
As a signatory of the UN Global Compact and in accordance with 
the UN’s Universal Declaration of Human Rights (UDHR) and the 
core Conventions of the International Labor Organization (ILO), 
Sika promotes the protection of universally acknowledged hu­
man and labor rights. In its Code of Conduct, Supplier Code of 
Conduct and the annual Compliance Conﬁrmation, Sika has 
deﬁned minimum human and labor rights standards to be im­
plemented globally, including the prohibition of forced, slave, 
compulsory or child labor, the freedom of association, the prohi­
bition of any form of discrimination, and the guarantee of fair 
compensation and equal opportunities for all employees. With 
hundreds of operations around the globe, Sika is active in many 
regions that rank high on human rights risk indices. Sika takes 
its responsibility seriously to prevent human rights violations in 
its own operations and to implement adequate measures to as­
sure that no such violations occur in its supply chain.
COMPLIANCE CONFIRMATION
General Managers and their local management team are obliged 
to monitor the protection of human rights and labor standards 
within their entities and their areas of responsibility. Collected 
by Corporate Compliance, Sika’s Compliance Conﬁrmation asks 
all General Managers to conﬁrm yearly that they have imple­
mented and communicated the following principles to their 
staﬀ: the prohibition of forced, slave, compulsory, or child labor; 
the freedom of association; the right to fair work hours and fair 
compensation, and the non-discrimination and equal opportu­
nity principles.
The Compliance Conﬁrmation also aﬃrms that Sika promotes 
diversity, inclusion, equal opportunities and fair treatment in 
employment and occupation, and that Sika prohibits any form 
of discrimination (discrimination being defined as “the act and 
result of treating people unequally by imposing unequal bur­
dens or denying beneﬁts rather than treating each person fairly 
based on individual merit”). Further, the Confirmation under­
scores the right of workers – to the extent permitted by local 
laws – to establish and join labor organizations of their own 
choosing without the need for prior authorization.
For 2022, 100% of Sika’s General Managers have conﬁrmed – by 
means of their annual Compliance Conﬁrmation – that no viola­
tions of fundamental human or labor rights have been identiﬁed.
INTERNAL HUMAN RIGHTS-RELATED AUDITS, 
ASSESSMENTS, AND INSPECTIONS
General Managers are obliged to strictly adhere to internal hu­
man rights-related guidelines and applicable local laws, and to 
supervise their entities accordingly. They are also responsible for 
taking preventive action and providing adequate training to 
their staﬀ.
By means of audits and inspections, Sika ensures the protection 
of human and labor rights among its Group companies. On an 
annual basis, Corporate Compliance, Corporate Legal and Inter­
nal Audit are expected to run a total of roughly 50 assessments 
to monitor the implementation of Sika’s human and labor rights 
standards and to implement improvement measures if neces­
sary. In addition, on-site EHS risk and quality audits are partially 
focused on protecting human rights and labor standards by en­
suring the implementation of minimum health and safety re­
quirements. Sika conducts about 15 such risk and quality audits 
each year. In 2022, the above-mentioned functions performed a 
total of 46 human-rights-related audits, assessments and in­
spections across the globe. 
SUPPLIER AUDITS AND ASSESSMENTS
For more information on this topic, please see the “Procure­
ment” chapter on p.133 of the Sustainability Report 2022.
CHILD LABOR 
In line with Sika's commitments to human rights (see above), 
Sika categorically prohibits child labor. General Managers are 
obliged to strictly adhere to the prohibition. For 2022, 100% of 
them have confirmed compliance with the norm. To date, no 
child labor has ever been reported internally, whether via the 
Sika Trust Line or other speak-up channels. To ensure that no 
child labor exists in its supply chain, Sika requires all of Sika’s 
tier 1 suppliers to sign its Supplier Code of Conduct (SCoC), which 
also contains a categorical child labor prohibition. Suppliers are 
expected to have systems in place that ensure the proper imple­
mentation, training and monitoring of the “no child labor” prin­
ciple and all other fundamental human and labor rights among 
their own personnel as well as the employees of their subcon­
tractors and suppliers. Sika regularly performs supplier audits 
and assessments to monitor compliance with its SCoC. 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 406-1
GRI 3-3
GRI 406-1
GRI 407-1
GRI 408-1
GRI 409-1

65
SIKA SUSTAINABILITY REPORT 2022
People
Additionally, to prepare for the new Swiss non-financial report­
ing and due diligence requirements that are applicable as of 
20231, Sika started to focus on the requirements of the Swiss 
Code of Obligation Art. 964, k, l and Ordinance on Due Diligence 
and Transparency in relation to Minerals and Metals from Con­
flict-Affected Areas and Child Labor (DDTrO). In 2022, as a first 
step towards the child labor reporting obligation, Sika assessed 
the geographical network of its own operations and of its tier 1 
suppliers and the prevalence of child labor violations within 
those countries. This evaluation is based on the UNICEF Index of 
Children’s Rights in the Workplace2. 
The analysis conducted shows that at operational level, Sika 
does not operate in countries with a high risk of child labor. 
However, the company is present in 64 countries with medium 
risk. As far as Sika’s suppliers are concerned, there are tier 1 sup­
pliers in 55 medium risk countries and no suppliers in high-risk 
countries. In line with Sika’s Together for Sustainability (TfS) 
membership, over 1,000 Sika suppliers have been assessed and/
or audited under the TfS framework at global level. In 2022, 770 
TfS supplier assessments3 with EcoVadis, and 239 TfS and Sika 
supplier audits were carried out including suppliers in the identi­
fied medium-risk countries. This assessment provides the nec­
1  With a first mandatory reporting in 2024.
2  The methodology of the Atlas is guided by the United Nations Guiding Principles for Business and Human Rights (UNGPs) and Children’s Rights and Business 
Principles (CRBPs), which set out the expectations of companies in respect for human and children’s rights. Many of the more than 150 indicators are child-specific 
and some are human rights indicators that affect children directly and indirectly in the contexts in which they and their families work and live. The Workplace 
Index measures the extent to which countries eliminate child labor and provide decent work for young workers, parents, and caregivers. It evaluates five issues 
categories such as minimum age of employment, categorical worst forms of child labor, hazardous work, decent work conditions and maternity protection. 
The focus of Sika is on countries considered at “enhanced” (medium risk) and “heightened” (high risk) risk of child labor. 
3  Can refer to assessments or re-assessments.
essary transparency and visibility on the sustainability activities 
and contributions of Sika supplier based on international stan­
dards, with a focus on child labor where applicable. This allows 
Sika to rely on guidelines and tools in place to achieve measur­
able improvements within the supply chain (i.e., TfS Academy 
and EcoVadis Guidelines). If the findings of any assessment or 
audit highlight a suspicion or violation of child labor prohibition, 
a case-by-case approach is applied. A Corrective Action Plan 
would be initiated, the case would be escalated at regional pro­
curement level where needed, and Sika could decide to stop any 
further business or cooperation with the involved parties. 
In 2022, the Sika procurement organization reviewed its Sup­
plier Due Diligence process to enhance its risk identification cri­
teria in line with upcoming regulatory requirements. In 2023, 
Sika will implement an extended approach by utilizing Supplier 
Risk Profiling, supported by an external solution, to ensure a 
broad and detailed risk evaluation. Risks associated to child la­
bor will need to be a key consideration in the formulation of 
these supplier profiles and provide Sika with the necessary risk 
identification methods to prioritize suppliers for ESG assess­
ments and audits. For more information, please see the “Pro­
curement” chapter on p.133 of the Sustainability Report 2022.
  Sika operations
  Sika operations + tier 1 suppliers
CHILD LABOR RISK MAP

66
SIKA SUSTAINABILITY REPORT 2022
People
LABOR MANAGEMENT 
Sika’s success is only possible with committed employees who 
have the necessary specialist knowledge and share a common 
purpose. Each day, more than 27,000 employees worldwide are 
highly dedicated to work for the company. Sika’s commitments 
reﬂect the following priorities and goals: Empowerment & Re­
spect; Sustainability & Integrity; Development & Training.
EMPLOYEES THE KEY TO SUCCESS
The outstanding engagement of Sika’s employees and their 
strong identiﬁcation with the company are key to success. Their 
great dedication and customer-focused work signiﬁcantly con­
tribute to the achievement of Sika’s strategic targets.
The number of employees increased by 2.4% during the year un­
der review to 27,708 (previous year: 27,059) ( •  Table 03: Total 
Number of Employees, in the “Key Performance Indicators” 
section at the end of this chapter). Female employees in the 
Group account for 24.0% of the total workforce (previous year: 
23.2%). 
EMPLOYEES	
	
	
	
in numbers
CHF thousands
30,000
140
25,000
130
20,000
120
15,000
110
10,000
100
5,000
90
2020
2021
2022
107
118
121
Together, the workforce generated a net added value of CHF 
3,321 million in 2022 (previous year: CHF 3,072 million). This cor­
responds to a net added value per employee of CHF 121,000 
(previous year: CHF 118,000) ( •  Table 04: Net Added Value per 
Employee, in the “Key Performance Indicators” section at the 
end of this chapter).
In 2022, the Americas region saw the most employee growth, 
with an increase of 9.3% over the previous year thanks to acqui­
sitions (+242 employees) and an organic growth of 315 employ­
ees ( •  Table 05: Breakdown of Employees per Region, in the 
“Key Performance Indicators” section at the end of this chapter).
  EMEA
  Asia/Pacific
  Americas
BREAKDOWN OF EMPLOYEES PER REGION 
in numbers
30,000
25,000
20,000
15,000
10,000
5000
2020
2021
2022
  Global Business
  Corporate Services
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 2-30
GRI 3-3
GRI 2-8 
GRI 401-1
GRI 402-1
GRI 401-2
GRI 405-2
GRI 401-3
GRI 2-7

67
SIKA SUSTAINABILITY REPORT 2022
People
The age structure at Sika is broadly balanced with 12.8% of em­
ployees under 30 years old and 25.3% over 50 (previous year: 
25.2%). The number of employees between 30 – 50 years old 
grew the most in 2022 and 604 employees were added to this 
cohort. To attract, engage, and promote more women, the com­
pany provides numerous Trainee programs (e.g., Women in 
Sales initiative) that cater to the needs of young women and 
support their professional development. With a demographic 
that has 17% of female employees under 30 years old, compared 
to 11.4% of males in the same age group, Trainee programs offer 
valuable opportunities for young women to advance in their 
careers and should contribute to a higher share of women in 
the company and senior management over time ( •  Table 06: 
Breakdown of Employees per Age and per Gender, in the “Key 
Performance Indicators” section at the end of this chapter). To 
increase the number of employees under 30 years old, Sika’s 
employer branding strategy positions the company as an attrac­
tive employer for the next generations. As a project sponsor of 
several universities, Sika engages in a lively dialogue with young 
talents and oﬀers a wide range of internship and traineeship 
opportunities for a variety of diﬀerent academic backgrounds 
including chemistry, business studies, industrial engineering, 
chemical engineering, civil engineering, architecture, and mate­
rial sciences.
  < 30 years
  > 50 years
  30–50 years
BREAKDOWN OF EMPLOYEES PER AGE 
in numbers
30,000
25,000
20,000
15,000
10,000
5000
2020
2021
2022
Sika is committed to oﬀering its employees long-term pros­
pects within the company and supports internal promotions. 
88.6% of employees (89.2% of men and 86.8% of women) have 
permanent employment contracts (previous year: 87.4% of em­
ployees), ensuring that the workforce has the stability and secu­
rity it needs to thrive ( •  Table 07: Breakdown of Employees per 
Contract and per Gender, in the “Key Performance Indicators” 
section at the end of this chapter).
 
  Permanent
  Apprenticeship/internship
  Temporary
BREAKDOWN OF EMPLOYEES PER CONTRACT 
%
100
80
60
40
20
2020
2021
2022
More than 40% of apprentices and interns are women, which is 
higher than the average percentage of women at Sika and is 
providing opportunities for women to gain valuable experience 
and training through apprenticeship programs. The percentage 
of temporary workers in the region Asia/Pacific is higher due 
to China. ( •  Table 08: Group Distribution of Employees per 
Contract and per Region, in the “Key Performance Indicators” 
section at the end of this chapter).
  Permanent
  Apprenticeship/internship
  Temporary
BREAKDOWN OF EMPLOYEES PER CONTRACT AND PER 
REGION (2022)
in %
100
80
60
40
20
Corporate 
Services
Asia/
Pacific
EMEA
Americas
Global 
Business

68
SIKA SUSTAINABILITY REPORT 2022
People
NON-REGULAR EMPLOYEES
Sika is committed to limiting the use of non-regular employ­
ment (e.g., using external temporary workers only for special­
ized, non-core activities, during peak times, or to an acceptable 
maximum percentage only, in accordance with applicable na­
tional labor laws). Where non-regular employment takes place, 
Sika takes adequate measures to reduce possible negative 
eﬀects of such employment arrangements e.g., Sika assures (i) 
instruction of external temporary workers about Sika’s Code of 
Conduct and speak-up culture, (ii) implementation of the “equal 
pay for equal work” principle, (iii) oﬀering equal beneﬁts and 
access to health checks, (iv) right to permanent employment af­
ter a certain period, or (v) priority right in times of permanent 
hiring.
Workers employed through employment agencies and service 
providers accounted for 8.3% of Sika’s total workforce by the 
end of the year (previous year: 10%). These workers are not on 
Sika’s payroll, but under contract with employment agencies. 
The number of external temporary workers varies depending on 
the seasonality of the business in the individual Sika companies. 
The work performed by this part of the workforce is mainly re­
lated to manufacturing, warehousing and logistics. The number 
of outside workers ﬂuctuated between 8.3% and 9.2% through­
out 2022.
COLLECTIVE BARGAINING AGREEMENTS 
AND TRADE UNIONS
Sika operates in 101 countries with both small and large subsid­
iaries. In many of the smaller companies, the number of em­
ployees is low and no collective bargaining agreements exist. 
However, in many big countries, e.g., USA, Germany, France, etc., 
collective bargaining agreements for workers are the rule, and 
most workers at these locations are covered. In 2022, almost 
33% of the total workforce was covered either by trade unions or 
work councils, while roughly 43% of the total workforce was 
bound by collective bargaining agreements.
INTERESTING PERSPECTIVES ALL AROUND THE WORLD
Sika is growing fast and can oﬀer employees adaptable career 
paths. With its flexible and nurturing culture, Sika offers a vast 
array of individual career opportunities. Internal candidates are 
given preference for job openings. Sika is proud to employ indi­
viduals who remain with the company for a long time and con­
tribute with their knowledge and experience over several years. 
Sika has fully embraced digital communications channels to 
connect with younger generations and enhance its reputation as 
a top employer. The external recruitment strategy is aimed at 
hiring and developing young talents, improving gender balance, 
and attracting more candidates from emerging economies. Sika 
also invests in upskilling and reskilling of long-term employees 
to improve their knowledge and ensure their continuous em­
ployability.
NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER
Sika monitors its performance regarding new employee hires 
and employee turnover in real-time utilizing targeted dash­
boards. Corporate and Local HR analyze reports based on 
diﬀerent dimensions such as “gender” or “age” to ensure a bal­
anced workforce. In the past year, Global HR has made signifi­
cant improvements in its reporting capabilities in order to better 
understand employee fluctuation at group and regional level. In 
2022, Sika’s global reporting initiatives focused on different di­
mensions such as gender, age and geographical dimensions to 
gain valuable insights that will drive targeted measures to sup­
port employee retention.
Sika hired 4,137 new employees in 2022 (3,597 in 2021) ( •  Table 
09: Group Recruitment Rate per Gender, in the “Key Perfor­
mance Indicators” section at the end of this chapter). 242 new 
employees joined Sika through acquisitions and 164 left due to 
divestments. If employee movements through acquisitions and 
divestments are not considered, the headcount increased or­
ganically by 578 employees (+2.1% compared to previous year).
GROUP RECRUITEMENT RATE 1
in numbers
  Recruitment rate
5,000
4,000
3,000
2,000
1,000
2020
2021
2022
  Total recruitment male
  Total recruitment female
7.9%
13.9%
15.1%
29.5% of new employees are women, which is higher than in 
2021 (26.5%). The recruitment rate for both genders signiﬁcantly 
rose in 2022, the female ratio went up to 18.9% (16.0% in 2021) 
and the male ratio went up to 13.9% (13.2% in 2021). The Ameri­
cas region had the greatest impact on the increased hiring rate. 
This was due to a combination of factors, including a high or­
ganic growth of the total headcount and higher fluctuation 
rates that resulted in more replacements ( •  Table 10: Break­
down of Recruitments per Region and per Gender, in the “Key 
Performance Indicators” section at the end of this chapter).
1  The recruitment rate is calculated as follows: number of recruitments/((headcount at the beginning of the year + headcount at the end of the year)/2).

69
SIKA SUSTAINABILITY REPORT 2022
People
BREAKDOWN OF RECRUITMENT RATE PER REGION
in %
2020
2021
2022
EMEA
7.9
10.5
10.9
Americas
5.1
15.6
22.0
Asia/Pacific
8.6
16.5
14.6
Global Business
13.1
12.7
18.3
Corporate Services
8.0
7.9
15.3
Sika invests in the development of its managers who demon­
strate the leadership skills and competencies to drive superior 
performance. In 2022, Sika promoted 399 employees into higher 
management positions (previous year: 446), resulting in an in­
ternal promotion rate of 1.4% (previous year: 1.6%) ( •  Table 11: 
Internal Promotions, in the “Key Performance Indicators” sec­
tion at the end of this chapter).
 
Despite the global trend of high resignations, Sika’s reputation 
helped to maintain a relatively stable employee turnover rate. 
Both the voluntary and overall ﬂuctuation rates slightly in­
creased, respectively to 9.3% (7.4% in 2021) and to 13.6% (11.1% 
in 2021). Women’s overall fluctuation was 14.3% (10.6% in 2021) 
and men’s overall fluctuation was at 13.4% (11.3% in 2021). The 
Group fluctuation rate was mostly impacted by the challenging 
landscape of the American labor market (+5.7% increase in the 
overall regional turnover compared to 2021). In the chemical in­
dustry, for example, fluctuation rates of production workers ex­
ceeded 60%. In response to that, Sika focused on initiatives to 
strengthen employee engagement, retention, and talents at­
traction. In the other Sika Regions, the overall fluctuation rates 
slightly increased ( •  Table 12: Group Turnover Rate per Gender, 
in the “Key Performance Indicators” section at the end of this 
chapter).
GROUP TURNOVER RATE1
in numbers
  Turnover rate
5,000
4,000
3,000
2,000
1,000
2020
2021
2022
  Total leavers male
  Total leavers female
11.2%
11.1%
13.6%
Considering only the voluntary ﬂuctuation rate, women were at 
10.3% (previous year: 7.4%) and men at 9.0% (previous year: 
7.4%) ( •  Table 13: Breakdown of Turnover per Region and per 
Gender, in the “Key Performance Indicators” section at the end 
of this chapter). In Americas, the male population was slightly 
more affected by fluctuation rates due to the higher proportion 
of men working in the manufacturing department, where fluc­
tuation rates are overproportional. The Corporate Services divi­
sion has low fluctuation rates for both genders, while EMEA, 
Asia/Pacific, and Global Business regions have higher fluctua­
tion rates for women.
BREAKDOWN OF TURNOVER RATE PER REGION	
in %
2020
2021
2022
EMEA
10.4
9.1
10.2
Americas
10.9
13.5
19.1
Asia/Pacific
11.6
13.0
13.4
Global Business
16.0
11.1
17.4
Corporate Services
8.4
5.7
7.7
The company has decided to adapt the organizational setup 
from 2023 on and install a new senior management group that 
will increase the agility and dynamism of the organization. 
Around 300 managers will be nominated either as Regional Se­
nior Managers (RSM) or Corporate Senior Managers (CSM). They 
will complement the Sika Senior Management (SSM) group. As 
current and future leaders, they will actively shape the develop­
ment of the company, act as ambassadors for Sika’s culture and 
values, and be tasked with implementing the strategy within 
the organization. Sharing knowledge will stimulate innovation 
by bringing together different perspectives and broadening the 
horizons of managers across the company. 
In 2022, the percentage of part-time employees was stable at 
2.8% (previous year: 2.9%). 8.3% of women and 1.1% of men are 
employed in a part-time position ( •  Table 14: Breakdown of 
Employees per Employment Type (Full-Time, Part-Time) and 
per Gender, in the “Key Performance Indicators” section at the 
end of this chapter).
1  The employee turnover rate considers all departures: natural fluctuations, voluntary leavers and unvoluntary leavers. It is calculated as follows: all departures/
[(headcount at the beginning of the year + headcount at the end of the year]/2). Natural fluctuations refer to retirement or death for example.

70
SIKA SUSTAINABILITY REPORT 2022
People
  Full-Time
  Part-Time
BREAKDOWN OF EMPLOYEES PER EMPLOYMENT TYPE 
in numbers
30,000
25,000
20,000
15,000
10,000
5,000
2020
2021
2022
FULL-TIME EMPLOYEES' BENEFITS THAT ARE NOT 
PROVIDED TO TEMPORARY OR PART-TIME EMPLOYEES
There are no intended diﬀerences between beneﬁts provided to 
full-time employees and to temporary or part-time employees, 
although diﬀerences in individual cases cannot be excluded.
FLEXIBLE WORKING HOURS AND HOME OFFICE
Sika believes in the competence and the entrepreneurial spirit of 
its employees and therefore flexible working hours are made 
available to a high percentage of the workforce. Also, consider­
ing the positive experience with home oﬃce during the COV­
ID-19 pandemic, Sika continues to allow home oﬃce for a part of 
employee working time.
PARENTAL LEAVE
Local management teams in all countries worldwide enable Sika 
to act with ﬂexibility and agility. The local legislation and cul­
tural background on parental leave vary across the organization. 
Sika promotes a family-friendly job environment and is extend­
ing parental leave beyond local laws for a majority of its employ­
ees in many countries including Switzerland, United States, 
China, France, Japan, India, and Peru. 
MINIMUM NOTICE PERIOD REGARDING OPERATIONAL 
CHANGES
In 2022, several operational changes that could have a substan­
tial impact on employees occurred: two divestments, one fac­
tory relocation and one factory closure. More specifically: 
	
— Regarding Aliva’s divestment (Switzerland), employees con­
cerned were informed three months before the closing that 
the entity was sold to Normet Group Oy. With the entity's 
sale, an automatic transfer of the employment contracts 
with all rights and obligations to the new owner was trig­
gered.
	
— Regarding the divestment of Sika’s former European indus­
trial coatings business based in Vaihingen (Germany), a six 
weeks 'notice was sent before the closing, in line with the 
local law. Vaihingen’s employees were covered by a collective 
bargaining agreement, which was taken over by the new 
owner Sherwin-Williams Company with all rights and duties.
	
— Regarding Santa Cruz factory relocation (Bolivia), the em­
ployees were informed of the relocation from the beginning 
of the project and got an official notice four weeks before the 
transfer. 
	
— Regarding the closure of the Kadut factory in Singapore, 15 
employees could not be transferred to Sika Tuas factory in 
Singapore. They were notified and all transferred to another 
company with their consent. All other employees were trans­
ferred to the Tuas factory. 
PAY EQUALITY 
Sika is committed to pay equality and fairness in all countries 
the company operates in. The company performs regular inter­
nal analysis to ensure that employees are paid fairly and to ad­
dress any potential pay gap. In 2021, Sika completed the equal 
pay analysis in Switzerland as required by the Swiss Federal Act 
on Gender Equality introduced in 2020. The results of the analy­
sis showed that Sika is fully compliant with Swiss equal pay 
standards.

71
SIKA SUSTAINABILITY REPORT 2022
People
DIVERSITY AND INCLUSION 
SIKA’S FIRM COMMITMENT TO DIVERSITY 
Sika’s global presence and proximity to customers makes it ex­
tremely important to understand diverse cultures and share ex­
perience across national boundaries. A diverse and inclusive 
workforce enables a wider talent pool, drives innovation, and 
enhances proﬁtability and competitiveness. At courses and 
seminars, Sika managers are encouraged to give high priority to 
diversity in team and project planning. More speciﬁcally, Sika is 
committed to:
	
— Fight against discrimination based on race, religion, gender, 
nationality, disability, age, or any other discriminatory char­
acteristic which is of high importance due to its global pres­
ence. This is also reﬂected in a diverse senior management 
team.
	
— Provide equal opportunities for all its employees.
	
— Recruit and integrate people with disabilities through im­
proving working conditions. Sika supports non-discriminato­
ry practices in terms of employment, and practices equal op­
portunities in the recruitment process and in the profession­
al development of its employees.
	
— Increase the percentage of women, particularly in Sales and 
Management positions.
To support this commitment, Sika established a Global Diversity 
Steering Committee (GDCS) that presides over Diversity, In­
clusion and Equal Opportunity initiatives and sets global tar­
gets. In 2022, the GDCS met for the first time to measure the 
eﬀectiveness of the Diversity, Inclusion and Equal Opportunity 
strategy and propose adjustments. It focuses on three levels of 
actions: the individual level, in order to challenge the conscious 
and unconscious biases of both women and men; the company 
level, in order to provide equal opportunities; and the society 
level, in order to be a role model and contribute to changing 
mindsets. Discussions of the GDCS cover critical topics such as 
Sika’s Speak-up Culture initiative, awareness raising for bias, 
and equity analysis to inform company policies. Similar focus 
groups are operating at regional and local level – supported for 
speciﬁc initiatives by a global working team.
GENDER MIX 
Sika is constantly working on increasing the percentage of 
women in all regions and conducted many initiatives during the 
period under review. For the company as a whole, the quota of 
female employees improved from 23.2% in 2021 to 24.0% in 
2022. The region with the highest ratio of female employees is 
Corporate Services with 35.3% women in 2022 (32.3% in 2021)
( •  Table 15: Breakdown of Employees per Gender and per Re­
gion, in the “Key Performance Indicators” section at the end of 
this chapter).
BREAKDOWN OF EMPLOYEES PER GENDER 
in numbers
  Female employees
30,000
25,000
20,000
15,000
10,000
5,000
2020
2021
2022
  Total male employees
  Total female employees
22.8%
23.2%
24.0%
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 202-2
GRI 401-2
GRI 3-3
GRI 401-3
GRI 402-1
GRI 405-1
GRI 405-2
GRI 406-1

72
SIKA SUSTAINABILITY REPORT 2022
People
In 2022, the percentage of women in Staﬀ level increased by 
0.7% points to 24.3%, the percentage of women in Middle Man­
agement also grew by 1.3% points to 23.2%. The number of 
women in Company Management increased by 1.1% points to 
22.2% ( •  Table 16: Breakdown of Employees per Gender and 
per Category, in the “Key Performance Indicators” section at the 
end of this chapter).
BREAKDOWN OF EMPLOYEES PER GENDER
  Staff
  Company Management incl. 
SSM (Sika Senior Management)1
  Middle Management
AND PER CATEGORY
in numbers
25,000
20,000
15,000
10,000
5,000
2020
2021
2022
M
M
M
F
F
F
DIVERSITY OF BOARD OF DIRECTORS
At the end of 2022, the Board of Directors consisted of eight 
members – five men and three women. All eight members were 
over 50 years old ( •  Table 17: Board of Directors – Breakdown 
per Gender and per Age, in the “Key Performance Indicators” 
section at the end of this chapter).
DIVERSITY OF SIKA SENIOR MANAGEMENT
The company believes that employee diversity is a major factor 
of its success, especially among senior management. At courses 
and seminars, Sika managers are encouraged to give high prior­
ity to diversity in team and project planning. Sika counts 43 na­
tionalities among its senior managers (previous year: 45). 59% 
of Sika General Managers are from the country they manage. 
The regional split of Sika senior managers remained stable over 
the last three years. 36.1% of Sika senior managers are located 
in countries that belong to the EMEA region. 22.2% belong to 
the Corporate Organization, 17.1% to Asia/Paciﬁc, 17.7% to 
Americas and 7.0% to the region Global Business ( •  Table 18: 
Breakdown of Senior Managers per Region, in the “Key Perfor­
mance Indicators” section at the end of this chapter).
BREAKDOWN OF SENIOR MANAGERS PER REGION2 
in %
Corporate Services
22.2%
EMEA
36.1%
Americas
17.7%
Global Business
7.0%
Asia/Pacific
17.1% 36+18+17+7+22
WOMEN OF SIKA CAMPAIGN
A clear focus of Sika’s strategy is to attract, engage, and promote more women, particularly in sales. Recruitment cam­
paigns across various channels are increasingly targeting women. As part of the Women of Sika campaign, started in 2019, 
an action plan with toolkits was developed that focuses on the following three pillars: increased attraction, engagement, 
and promotion of women at Sika. Improvements are measured through yearly Corporate HR reporting which is executed 
to monitor data not only on gender but also on age and nationality. As an example, to improve the gender mix in the sales 
department, Sika has established the Trainee Program in Latin America •  Women in Sales where participants can gain 
experience on the job and via speciﬁc sales trainings that focus on: Excellence in Pricing and Negotiation; Excellence in Key 
Account Management; Key Project Management RACE; Sales Performance Program; Essential Sales Skills. In the United 
States, Sika signed a partnership with two key women associations with the goal of attracting more women: the Na­
tional Association of Women Sales Professionals and the National Association of Women in Construction. 
1  Sika Senior Managers and local Company Management Teams are included in this category.
2  Corporate services: Including Group Management members.

73
SIKA SUSTAINABILITY REPORT 2022
People
HUMAN CAPITAL DEVELOPMENT 
Even as a large, multinational company, Sika has maintained its 
agility, which allows the company to implement business oppor­
tunities quickly. To ensure that this remains the case, employee 
knowledge must keep up with current trends and market de­
mands. That’s why Sika invests in its employees to promote 
business resilience by improving their skills, knowledge and ex­
pertise as well as attracting diverse talents, in terms of age, 
gender, and culture. 
TALENT ATTRACTION AND RETENTION
The attraction, retention, and development of talent is key for 
future Sika growth prospects. Therefore, talent shortage is 
deemed as one of the top risks for Sika in the Enterprise Risk 
Management framework. Sika's fast growth and the diversifica­
tion of the markets will demand numerous management and 
technical talents, so highly targeted hiring and retention mea­
sures are very important to mitigate another risk: the loss of the 
unique Sika culture. To mitigate such risks, the company imple­
ments several measures which are reviewed and updated yearly. 
Sika's Talent Management program aims to improve people de­
velopment through comprehensive training offering. Also, the 
Learning and Development function offers a myriad of skills-
based programs supporting the continuous improvement of all 
employees. Overall, these functions form the Sika Business 
School. This paves the way to achieving an engaged workforce, 
and fosters a high performance culture. In addition, the follow­
ing activities help Sika attract and retain talent:
	
— Sika Employee Survey, Leadership Commitment, Sika Day 
and Women of Sika campaign, which aim at preserving Sika’s 
unique culture.
	
— Fostering international careers by offering attractive oppor­
tunities to work abroad and supporting assignees with cus­
tomized agreements based on the international assignment 
framework and guidelines.
	
— Annual Alignment of HR strategy review on regional and 
functional level among Corporate/Regional Management 
(i.e., succession planning, talent review).
	
— Deployment of Success Factors as a global HRIS which pro­
vides new insights through reporting and analytics in global 
workforce and talent pool.
	
— Pilote phase of the Global Performance Debrief Dialogue 
(PDD) initiative to encourage meaningful debrief conversa­
tions between managers and employees and integrate con­
tinuous feedback into the daily business life. The initiative 
will be rolled out in several phases, starting with more than 
10,000 employees in 2023.
For more information on Sika’s Risk Management, please check 
the chapter “Risk Management and TCFD Recommendations” 
on p.25 of the Annual Report 2022. 
GRADUATES AT SIKA – 
EXPERT TALKS 
In June 2022, Sika organized an event for the ETH 
(Swiss Federal Institute of Technology) civil engineer­
ing graduates to showcase the strong company cul­
ture also known as the “Sika Spirit” and collaborative 
atmosphere amongst the speakers from different 
Sika functions at corporate level. The objective of ex­
pert talks is to present Sika as an employer and to 
give authentic insights into the company, its business, 
and its work. Such expert talks are part of the corpo­
rate employer branding strategy and foster the rela­
tionship to renowned universities, which is valuable 
from both an HR and a business perspective.
TRAINING OFFERED TO EMPLOYEES
Sika’s Learning and Development (L&D) team organizes a broad 
range of internal and external training programs based on 
the Group Management’s strategic initiatives and works closely 
with General Managers, Regional HR Managers, Area HR Man­
agers, Country HR Managers, and other key business leaders to 
identify focus areas. Sika’s offering is structured around three 
pillars, focusing on trainings and strategic talent management: 
talent management and leadership trainings portfolio; sales 
training, professional skills trainings and Sika academies in the 
areas of procurement, operations, and sustainability. 
TALENT MANAGEMENT AND COMPREHENSIVE LEADER­
SHIP DEVELOPMENT PORTFOLIO
Sika’s performance and talent management system has been 
the core of management development activities for many years. 
Designed to identify and develop managers’ skills, it facilitates 
systematic employee succession planning in the respective or­
ganizations, while promoting company growth by continually 
strengthening Sika's talent pipeline, securing the succession for 
business critical key positions. 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 404-1
GRI 404-2
GRI 3-3
GRI 404-3

74
SIKA SUSTAINABILITY REPORT 2022
People
C
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LEADERSHIP 
COMMITMENT
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High 
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Culture
Business-
driven 
L&D 
Strategy
Internal 
Marketplace
Retention & 
Recognition
Employer 
of Choice
Sika offers •  Leadership Development Programs at global, re­
gional and local levels. In 2022, the curriculum of the Global 
Leadership Program was completely redesigned, and all regional 
leadership programs have been aligned cross-regionally to en­
sure comparability and synergies. A new General Manager Pro­
gram was delivered on a global scale in November 2022. A Lead­
ership Accelerator Program, dedicated to middle-management 
employees has also been initiated for team leaders willing to 
expand their leadership competencies and increase their indi­
vidual and team performance. All talent programs have incorpo­
rated new sessions on compliance, legal matters, and executive 
presence. Starting from 2023, Sika plans to create dedicated 
programs for different senior management levels, including the 
Regional Senior Managers and Corporate Senior Managers as 
well as put more focus on Young Talent programs across Sika 
with cross-regional alignment. 
Training activities for each Sika employee are determined based 
on the evaluation by the line manager. Each nomination to a 
talent program is validated by the local organization, the region­
al management team and by the CEO in case of global talent 
programs’ offerings. Furthermore, Sika encourages the external 
education of its employees by providing sponsorships on a case 
by case basis. All non-management functions are evaluated and 
managed by their line managers and HR to identify training and 
development needs. As part of the new Performance Debrief 
Dialogue process, yearly performance evaluation discussions 
will also integrate a systematic focus on employees' aspirations, 
competencies, training, and development needs. 
GLOBAL INNOVATION 
CHALLENGE
Innovation is part of Sika’s DNA and brand positioning. 
Sika has created the  •  Global Innovation Challenge 
as part of its ambition to foster the innovative drive of 
high potential employees. The purpose of this pro­
gram is to prepare a new generation of innovation 
leaders and to embrace key change drivers such as 
sustainability, digitalization, and the circular economy. 
The innovation and development journey 2021/22 in­
volved 33 candidates from twelve different countries 
that have worked together across regions in five dif­
ferent innovation teams.
Future managers are developed at various levels, either through 
continuous training initiated by the respective national organi­
zation or provided by the Sika Business School, the Sika Acade­
mies, and external education partners. In 2022, Sika continued 
to cooperate with various business schools and universities, 
where Sika provided training for talented employees with the 
potential to assume Senior Management positions.
LEADERSHIP COMMITMENT

75
SIKA SUSTAINABILITY REPORT 2022
People
SALES TRAINING 
SIKA BUSINESS SCHOOL
The •  Sika Business School provides more than 70 programs 
which, during the reporting year, have shown a 95% attendance 
rate. More than 60% of all Sika Business School courses are 
sales-oriented and aim to develop sales skills within the com­
pany. In 2022, sales and marketing training was expanded to 
include these new courses: “Foundation for Sales”, “Making the 
Sale”, “Pricing for Sales”, “Coaching Sales Teams”, and “Key Ac­
count Sales”. Each Sika Business School program has its own 
goals, targets, and speciﬁc attendees nominated by local man­
agement/HR and regional HR managers. Furthermore, many 
training courses on Sika products and their applications have 
been moved to a virtual or digital learning format, which ex­
pands the reach of these opportunities. To improve the program 
offerings, the Sika Business School conducts post-programme 
surveys for all employees undergoing the trainings, and devel­
ops action plans based on collected feedback.
PROFESSIONAL SKILLS TRAININGS AND 
SIKA ACADEMIES 
SIKA SUSTAINABILITY ACADEMY
Sustainability is an important business pillar, a competitive ad­
vantage and a key component of the company’s innovation 
drive and Growth Strategy 2023. The 
•  Sika Sustainability 
Academy is Sika’s ﬂagship global sustainability education pro­
gram, providing the necessary skills, methods, and practical ex­
amples to the participants in the countries to develop, coordi­
nate, and implement local activities and projects in all 
sustainability focus areas to contribute to Sika’s sustainability 
strategy. In 2022, after a two-year break due to the COVID-19 
pandemic, the Sika Sustainability Academy took place again. 27 
participants from 20 different countries attended the academy 
and worked on the development of sustainability roadmaps at 
country or regional level. The Sustainability Academy is an im­
portant initiative which enables strong engagement of Sika 
subsidiaries, increasing the number of sustainability-related 
projects and activities across Sika countries. 
SIKA OPERATIONS ACADEMY
The Sika Operations Academy provides training for Operations 
managers to develop and increase their knowledge about how 
to run a manufacturing facility with a short, medium and long-
term approach. This initiative allows the establishment of an 
international network among Operations, Plant, Engineering 
Managers, aimed at sharing challenges, advice and best demon­
strated practices within Sika. The Academy normally takes place 
on an annual basis.
SIKA PROCUREMENT ACADEMY
The Sika Procurement Academy took place for the first time in 
2022. The goal of the Academy is to strengthen and develop the 
skills of procurement team members working at corporate, re­
gional, and local levels by sharing knowledge and best demon­
strated practices (BDPs), and by building a strong network 
among employees in attendance. The Academy was attended 
by 32 participants, including procurement managers, country 
procurement heads and procurement area managers from five 
continents. The program was divided in two parts: 1) other 
departments/functions such as Finance, Operation Efficiency, 
Legal, HR, Compliance, Sustainability, and Tools Systems & Pro­
cesses, provided insights about their daily work, projects and 
initiatives, and how they interact and develop synergies with 
the procurement team; 2) external experts organized a “nego­
tiations” training where participants were asked to work in 
groups, evaluating and solving real case studies coming from 
Sika countries. The Procurement Academy will take place once 
per year.
SIKA CONCRETE ACADEMY
The Sika Concrete Academy was founded in 2009. Every year, 15 
to 25 trainings are conducted across the regions for up to 150 
participants. The main goal is to allow Sika sales and technical 
employees from around the world to build knowledge and pro­
vide competent concrete consulting at the customers’ sites. 
Trainings provide basic as well as specialized concrete technolo­
gy know-how, focusing on specific customer groups or applica­
tions for dedicated sales persons. All participants are expected 
to conduct a specific implementation plan in their countries. In 
2022, the Academy offered 18 trainings, ranging from highly 
specialized 3D printing to the basics in concrete technology. Ap­
proximately half was conducted on-site and the other half virtu­
ally. For 2023, the Academy plans to launch a revised program, 
adding a package of 50 new basic trainings and the internal e-
learning platform.
SIKA INDUSTRY ACADEMY
The Sika Industry Academy is the global learning environment of 
Sika Industry and Global Business. The Academy provides em­
ployees with the necessary technical skills to successfully per­
form in markets with increasingly challenging requirements. 
The Academy offers training for sales representatives, account 
managers, employees of local technical departments, R&D 
functions, and customer service representatives. Participants 
are trained by studying best demonstrated practices (BDPs), 
which allows them to improve their ability in managing innova­
tive projects, selecting well-fitting technologies, and assessing 
risks. As of 2022, 25 e-learnings, webinars, laboratory work­
shops and face-to-face courses are tracked by the Learning 
Management System. In 2022, 317 participants from 38 coun­
tries successfully completed more than two courses each, on 
average. The total learning time was 3,559 hours. Furthermore, 
six experts were trained on designing and managing new train­
ing. Currently, five more courses are under development and 
planned for launch in 2023.

76
SIKA SUSTAINABILITY REPORT 2022
People
AVERAGE HOURS OF TRAINING PER YEAR PER EMPLOYEE
With more than 27,000 employees globally, Sika considers train­
ing and education to be an important instrument in retaining 
and developing its workforce. The company is proud of its large 
share of long-serving employees and recognizes the need to 
keep employees up to date in terms of their knowledge and abil­
ities. Sika aims to provide at least ten hours of training per year 
for each employee. In 2022, each employee received on average 
13.4 hours of training, an increase of 20.2% compared to 2021 
due to the further strengthening of digital learning and more in-
class training held due to less COVID-19 restrictions in several 
countries.

AVERAGE TRAINING HOURS PER EMPLOYEE1
2020
2021
2022
Hours of training/
per employee (No.)
10.1
11.1
13.4
1  Excluding apprenticeships, MBA, and PhD at educational institutions.
Digitalization has been a major transformation driver, enhanc­
ing collaboration, innovation, and learning across the organiza­
tion. Sika uses this momentum to implement a global Learning 
Management System, called “SikaLearn”, which will be live in all 
Sika countries in early 2023. 
In 2022, Sika expanded the online portfolio with 183 new e-
learning courses and 16 blended learning courses. 243 virtual 
classroom trainings were conducted (previous year: 190). A total 
number of 365 online programs was oﬀered, reaching 17,188 
Sika learners (previous year: 17,741). This represents approxi­
mately 33,000 hours dedicated to compliance training, technical 
skill building, and leadership development for employees (previ­
ous year: 31,107).
The 243 virtual classroom trainings, representing 21% (40.3% in 
2021) of the total learning programs on SikaLearn in 2022, were 
attended by 1,166 participants (previous year 2,269) which is il­
lustrating the move towards more offline classroom programs 
while still benefiting from the strong adoption of virtual meeting 
platforms.
In the year under review, Sika spent a total of CHF 10.8 million 
(previous year: CHF 8.8 million) on employee development 
( •  Table 19: Spending on Employee Development, in the “Key 
Performance Indicators” section at the end of this chapter).
1  This figure covers all employees who have a performance review process regardless of their Staff Level.
SIKA’S NEW DIGITAL LEARNING 
INFRASTRUCTURE
In line with Sika’s people strategy and performance 
culture, the Corporate HR team has embarked on a 
journey to strengthen its L&D organization and rein­
force the digital learning experience with a new tech­
nology. The goal is to augment the learning experi­
ence and simplify content creation with an integrated 
learning interface called “SikaLearn”. This new gene­
ration learning platform is now interfaced with SAP 
SuccessFactors and will exponentially expand Sika’s 
training portfolio in strategic capability areas. As a 
blended learning platform, this interface simplifies 
and facilitates content sharing while creating a more 
intuitive and user-friendly learning experience.
EMPLOYEE PERFORMANCE REVIEW AND DEVELOPMENT
All Sika entities have a local performance evaluation system 
in place which includes a Management By Objectives (MBO) 
and Employee Development discussion. Around 50% of Sika 
employees1 receive regular performance reviews (monetary) 
( •  Table 20: Employee Performance Reviews, in the “Key Per­
formance Indicators” section at the end of this chapter). 
In 2022, a pilot of a new performance review system – the Glob­
al Performance Debrief Dialogue (PDD) – was introduced to ap­
proximately 1,400 employees with regional or area roles in Can­
ada, USA, Chile, Mexico, and Colombia. The PDD looks closer into 
the context of performance by encouraging meaningful conver­
sations between managers and employees. It encourages em­
ployees to hold debrief discussions with enthusiasm, integrate 
continuous feedback into daily business life, check in with team 
members regularly and take time to prioritize development. The 
initiative will be rolled out in a staged approach starting with 
more than 10,000 employees in 2023. This is complementary to 
the existing management approach and it does not have direct 
monetary implications.

77
SIKA SUSTAINABILITY REPORT 2022
People
COMMUNITY RELATIONS 
As a socially responsible company, Sika supports local communi­
ties. Community engagement for Sika is the process of working 
collaboratively with neighborhoods to address issues aﬀecting 
the well-being of its residents. This engagement is the driver to 
bring social, environmental, and behavioral changes that will 
improve the lives of the communities and its members. This in­
volves partnerships with NGOs and associations that help mobi­
lize resources and inﬂuence the prospects of those neighbor­
hoods in a positive way. Sika deﬁnes “communities” as 
non-commercial stakeholder groups of local companies, neigh­
borhoods, educational institutions bringing forward social ac­
tivities and projects, environmental programs, and the develop­
ment of recovery programs. Community engagement activities 
bring the following advantages to Sika: 
	
— Working together improves communication and understand­
ing of mutual points of view; 
	
— Commiting to social issues demonstrates Sika’s responsibil­
ity to society;
	
— Increasing awareness and understanding of Sika’s values and 
expertise locally; 
	
— Supporting collaborative efforts to advance social and busi­
ness-related projects. 
In turn, such projects have a positive impact on communities 
and local citizens by:
	
— Helping underpriviledged stakeholders gain greater control 
over their lives and improve their situation on a sustained 
basis;
	
— Drawing on Sika knowledge leads to practical and effective 
solutions;
	
— Encouraging individuals to learn about issues in-depth 
through practical experience;
	
— Helping community members to develop capabilities that 
enable them to be an active part of society and to contribute 
to the community itself.
COMMITMENT
Sika is committed to building trust and creating value with its 
customers, communities, and society.
GOALS AND TARGETS
Sika’s targets for 2023 are to complete 10,000 working days of 
volunteering work, run 50% more projects, and increase the 
number of direct beneficiaries by 50% compared to 2019. For 
more information on community engagement targets and 
Sika’s related performance, please see the “Sustainability at 
Sika” chapter, “Sustainability Strategy 2019–2023” section on 
p.47 of the Sustainability Report 2022.
RESPONSIBILITIES
The corporate teams of Corporate Communications and Innova­
tion and Sustainability, with the strategic involvement of the 
Global HR organization, are responsible for developing and mon­
itoring the community engagement scheme. The regional and 
local line management is responsible for implementing the 
scheme locally. The patron of the “Sika Cares” program is the 
CEO, however, operational responsibility is carried out by Sika 
subsidiaries on a local level and projects are managed on team 
level.
“SIKA CARES” ENGAGEMENT PROGRAM
The “Sika Cares” community engagement program, which was 
started in 2019, focuses on improving the quality of life of chil­
dren, adults, and families in the local communities in which Sika 
operates worldwide. Sika employees enjoy many intangible 
beneﬁts from this program, including greater connection with 
their communities, team building, and the satisfaction of trying 
to make the world a better place. The company aims to support 
local third-parties to help people to develop themselves. With 
this program, Sika companies ensure that local community 
members have access to valued social settings and activities, 
that Sika staﬀ can contribute meaningfully to those activities 
through volunteering work, and that functional capabilities are 
provided to enable individuals to participate in their communi­
ties. To achieve this goal, cooperation with and support for ex­
isting and professional charity organizations is given priority. In 
2022, Sika updated the community engagement guideline to 
create a common understanding of project management in this 
domain. In addition, since several Sika subsidiaries were already 
addressing health-related issues, promoting well-being, and 
taking action on the infrastructural and social determinants of 
health, an additional focus area on health and well-being has 
been included in the “Sika Cares” program. As of 2022, “Sika 
Cares” focuses on the following thematic areas:
	
— Education and vocational training: Investment in good edu­
cation gives young and underprivileged people the most im­
portant tool they need to lead an independent life. Sika pro­
vides support on training and capacity building in terms of 
refurbishment and construction projects. The company pro­
motes quality education for orphans and vulnerable children 
or neighborhood-focused employability approaches. In this 
way, Sika increases employment opportunities of socially 
disadvantaged people.
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 3-3
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GRI 2-27
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People
	
— Buildings and infrastructure: The health and dynamism of 
communities also depends on the infrastructure in place for 
people and the environment. This is where Sika comes in 
with its expertise and product solutions, providing housing 
and accommodation for social NGOs, enabling, and optimiz­
ing health and safety infrastructures, or traﬃc/transport 
services and facilities for the local communities.
	
— Water and climate protection: Sika employees support proj­
ects which link social causes with ecological interest: projects 
raising awareness on climate change, community health and 
safety, initiatives promoting the provision of drinking water 
in dry areas or technological development to stimulate the 
economic growth of local communities. Sika also seeks to 
promote on-the-ground self-help. Supporting self-manage­
ment involves enabling and instructing people about their 
condition and care and motivating them to care for them­
selves and to expand their quality of life by capacity-building. 
Promoting self-help can encompass a portfolio of informa­
tion, techniques, and tools that help individuals access new 
know-how and improve their situation in a sustainable way. 
	
— Health and well-being: Healthy communities rely on cam­
paigns and solutions in support of health promotion and dis­
ease prevention across a wide range of dimensions. By recog­
nizing and working to improve their impacts on health and 
well-being among their own employees, across global value 
chains, and within local communities, Sika aims to help to 
foster and benefit from a more robust economy and market­
place, healthier, happier and more productive workforce, and 
more resilient supply chains and communities.
For each project, Sika companies are required to put forward 
speciﬁc aid applications and, together with local partners, su­
pervise the projects on site until completion. The company en­
deavors to provide intelligent support through the application of 
company-speciﬁc expertise, voluntary work, and long-term col­
laboration with partners. For more information, please visit the 
corporate webpage •  Community Relations.
In 2022, Community engagement activities took place in 54 
countries. Sika sponsored 406 projects (previous year: 242 proj­
ects). This equates to a year-on-year strong increase of 67.8%. 
In total, Sika employees spent 2,595 days of volunteering work 
(previous year: 1,392 days, +86.5%). 53,666 individuals were 
beneﬁtting directly (previous year: 44,188). The increase in com­
munity engagement activities resulted from the fact that, due 
to the relaxation of COVID-19-related restrictions, there were 
more opportunities for volunteering in most countries. The 
“community engagement” topic was subjected to additional 
scrutiny within the entire company and was therefore increas­
ingly used by Sika teams to help other people and gain new, 
shared experiences as a team.
REPORTING SYSTEM
In order to facilitate the processing, communication, and report­
ing of community engagement activities worldwide, a new tool 
was developed during 2022 and will be launched in 2023. It will 
enable all Sika employees to share insights on local projects and 
get inspired from activities taking place in other countries. The 
tool is aligned with Sika corporate reporting system and will pro­
vide qualitative insights and additional granularity to the cur­
rent reporting.
COMMUNITY ENGAGEMENT INDICATORS
2020
2021
2022
Community engagement 
projects (No.)
 183 
 242 
 406 
Volunteering days of 
employees (Days)1
 1,119 
 1,392 
 2,595 
Direct beneficiaries (No.)2
268,581 
44,188 
 53,666 
1  Some of the projects do not require any volunteering work from Sika 
employees and therefore not all projects led to volunteering days. A working 
day is considered as 8 hours.
2  The decrease in the number of direct beneficiaries compared to 2020 derives 
from the fact that in 2020 Sika supported a COVID-19 related project bringing 
benefits to the population of a suburb of Moscow by distributing hand 
sanitizers.
OPERATIONS WITH SIGNIFICANT ACTUAL AND POTENTIAL 
NEGATIVE IMPACTS ON LOCAL COMMUNITIES
As a socially responsible company, Sika works collaboratively 
with local communities to address issues affecting their well-
being. In 2022, less than 5% of Sika’s General Managers indicat­
ed – by means of their annual Compliance Conﬁrmation – that 
they have received complaints from local communities regarding 
Sika’s operations. The very few received complaints were primar­
ily related to traffic, noise, or dust. All have been or are in the 
process of being resolved. Sika’s operations have not been sub­
ject to any local protests. Sika fosters an ongoing dialogue with 
local communities, e.g., through open door events or special 
phone numbers to get in touch with the local management. 
When opening a new site, Sika follows defined steps to interact 
with community stakeholders. The planning process focuses on 
compliance with all laws and regulations, that required approvals 
are in place, coordination with local fire departments, as well as 
information and interaction with the neighboring community. The 
steps of this process include early-stage contacts with local au­
thorities regarding environmental, commercial, health and safety 
aspects as well as information sessions for the local neighborhood. 
Actions and initiatives are partly adapted to the local situation.

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PUBLIC POLICY
The UN Sustainable Development Goal 17 stresses the need for 
public-private partnerships. Companies are playing an increas­
ingly active role in society to support sustainable growth and 
innovation. 
Sika contributes to positive global initiatives where it can, in line 
with the company’s strategy and business objectives, in order 
to shape sustainable policy development. As a responsible cor­
porate actor, Sika facilitates open, honest and transparent com­
munication with all stakeholders, including politicians, authori­
ties, business associations, as well as non-government 
organizations, in a number of relevant policy areas including: 
chemistry, climate change, energy, circular economy and indus­
trial, trade and innovation policies.
POLITICAL CONTRIBUTIONS 
According to its •  Code of Conduct (CoC), Sika commits to eth­
ical and sustainable operations and development in all business 
activities. One company rule prescribes that “using Sika funds 
to support politicians, political candidates or political parties is 
prohibited. Donations to political campaigns supporting Sika’s 
strategy or business activities need to be approved by Group 
Management”. In 2022, Sika did not give donations to parties, 
politicians, or related organizations.
MEMBERSHIPS IN ASSOCIATIONS AND OTHER FORUMS
Sika’s engagement with associations and other platforms sup­
ports strategic alignment across the industry and provides an 
opportunity for exchange on perspectives and best practices. 
For more information on memberships of associations, initia­
tives and collaborations, please visit the corporate webpage 
•  Partnerships and Collaborations. 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
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KEY PERFORMANCE INDICATORS
•  TABLE 01: ISO 45001:2018 – OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM CERTIFICATION1
2020
2021
2022
Sites certified ISO 45001:2018 (No.)
114
147
196
Coverage of sites under ISO scope (%)
22
26
33
1 Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, 
training centers are excluded as these activities do not fall under the scope of respective ISO standards. 
•  TABLE 02: ISO 9001:2015 – QUALITY MANAGEMENT SYSTEM CERTIFICATION1
2020
2021
2022
Sites certified ISO 9001:2015 (No.)
315
345
361
Coverage of sites under ISO scope (%)
61
61
60
1 Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, 
training centers are excluded as these activities do not fall under the scope of respective ISO standards. 
•  TABLE 03: TOTAL NUMBER OF EMPLOYEES
2020
2021
2022
Employees (No.)
24,848
27,059
27,708
•  TABLE 04: NET ADDED VALUE PER EMPLOYEE
2019
2020
2021
Net added value per employee (CHF thousands) 
107
118
121
•  TABLE 05: BREAKDOWN OF EMPLOYEES PER REGION
2020
2021
2022
EMEA (No.)
 10,811
 11,243
11,206
Americas (No.)
 5,195
 6,002
6,559 
Asia/Pacific (No.)
 6,182
 6,995
7,054
Global Business (No.)
 2,016
 2,138
2,175
Corporate Services (No.)
 644
 681
714
Group (No.)
24,848 
27,059
27,708 
•  TABLE 06: BREAKDOWN OF EMPLOYEES PER AGE AND PER GENDER1
2020
2021
2022
30 years (%)
13.2
13.5
12.8
Female
-
-
31.9
Male
-
-
68.1
30–50 years (%)
62.0
61.3
62.0
Female
-
-
24.6
Male
-
-
75.4
>50 years (%)
24.8
25.2
25.3
Female
-
-
18.6
Male
-
-
81.4
1 In 2022, Sika added granularity to the reporting of headcount-related indicators. The breakdown of employees per age is now available per gender. 
2020 and 2021 have not been restated accordingly.

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•  TABLE 07: BREAKDOWN OF EMPLOYEES PER CONTRACT AND PER GENDER1
2020
2021
2022
Permanent (%)
95.6
87.4
88.6
Female
-
-
23.5
Male
-
-
76.5
Temporary (%)
3.7
11.9
10.6
Female
-
-
26.8
Male
-
-
73.2
Apprenticeship/internship (%)
0.7
0.7
0.8
Female
-
-
43.2
Male
-
-
56.8
1 In 2022, Sika added granularity to the reporting of headcount-related indicators. The breakdown of employees per contract is now available per gender. 
2020 and 2021 have not been restated accordingly.
•  TABLE 08: GROUP DISTRIBUTION OF EMPLOYEES PER CONTRACT AND PER REGION
2020
2021
2022
Permanent
Temporary
Appren-
tices/
interns
Permanent
Temporary
Appren-
tices/
interns
Permanent
Temporary
Appren­
tices/
interns
EMEA (%)
95.1
3.6
1.3
95.0
3.8
1.2
95.5
3.1
1.4
Americas (%)
96.9
2.9
0.2
95.2
4.7
0.1
98.1
1.8
0.0
Asia/Pacific (%)
95.0
5.0
0.0
67.2
32.8
0.0
68.9
31.1
0.0
Global Business (%)
96.7
2.3
1.0
89.0
10.1
0.9
87.1
11.9
1.0
Corporate Services 
94.7
2.6
2.6
93.8
2.1
4.1
93.1
2.7
4.2
•  TABLE 09: GROUP RECRUITMENT RATE PER GENDER1
2020
2021
2022
Recruitment rate (%)
7.9
13.9
15.1
Female
8.8
16.0
18.9
Male
7.7
13.2
13.9
1 The recruitment rate is calculated as follows: number of recruitments/([headcount at the beginning of the year + headcount at the end of the year]/2).
•  TABLE 10: BREAKDOWN OF RECRUITMENTS PER REGION AND PER GENDER
2020
2021
2022
Recruitments 
(No.)
Rate (%)
Recruitments 
(No.)
Rate (%)
Recruitments 
(No.)
Rate (%)
F
M
F
M
F
M
F
M
F
M
F
M
EMEA 
 230
613 
9.8 
7.4 
330 
 903
 13.5
10.5 
397
830
15.4
9.6 
Americas 
 58
 216
 5.1
 5.1
 247
 682
 20.2
15.6 
406
977 
28.4 
20.1 
Asia/Pacific 
 117
 424
 7.4
9.0 
 258
 816
15.7
 16.5
257
768 
14.9 
14.5 
Global Business 
 77
 191
 17.2
11.9 
 91
 205
 19.7
 12.7
109
286 
21.6 
17.3 
Corporate Services 
 20
 33
9.7 
7.2 
 29
 36
 13.9
7.9
53 
54 
22.5
11.7 
Group 
502
1,477
8.8
7.7
955
2,642
16.0
13.2
1,222 
2,915 
18.9 
13.9

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•  TABLE 11: INTERNAL PROMOTIONS 
2020
2021
2022
Internal promotions into a higher management 
position (No.)
218
446
399
Internal promotions into a higher management 
position (%)
0.9
1.6
1.4
•  TABLE 12: GROUP TURNOVER RATE PER GENDER 
2020
2021
2022
Employee turnover rate1 (%)
11.2 
11.1 
13.6
Female
11.6
10.6
14.3
Male
11.1
11.3
13.4
Employee voluntary turnover rate (%)
6.4
7.4
9.3
1 The employee turnover rate considers all departures: natural fluctuations (natural fluctuations refer to retirement or death for example), voluntary leavers and 
unvoluntary leavers. It is calculated as follows: all departures/([headcount at the beginning of the year + headcount at the end of the year]/2).
•  TABLE 13: BREAKDOWN OF TURNOVER PER REGION AND PER GENDER
2020
2021
2022
Leavers (No.)
Turnover (%)
Leavers (No.)
Turnover (%)
Leavers (No.)
Turnover (%)
F
M
F
M
F
M
F
M
F
M
F
M
EMEA
 275
826
11.7 
10.0 
245
761
10.1
8.9
293
856 
11.4 
9.9 
Americas
140
443
12.2
10.5
106
648
8.7
14.8
 255
946
 17.9
19.5 
Asia/Pacific
142
590
9.0
12.5
218
638
13.3
12.9
269
675 
15.6 
12.7 
Global Business
79
249
17.7
15.5
54
176
11.7
10.9
93 
283 
18.4 
17.1
Corporate Services 
27
29
13.1 
6.3 
10
28
4.8
6.2
18
36
 7.6
7.8 
Group 
663
2,137
11.6
11.1
633
2,251
10.6
11.3
928
2,796 
14.3 
13.4 
•  TABLE 14: BREAKDOWN OF EMPLOYEES PER EMPLOYMENT TYPE (FULL TIME, PART TIME) AND PER GENDER1 
2020
2021
2022
Full-time (No.)
24,136
26,272
26,923
Female
-
-
6,100
Male
-
-
20,823
Part-time (No.)
712
787
785
Female
-
-
551
Male
-
-
234
Group (No.)
24,848
27,059
27,708
1 In 2022, Sika added granularity to the reporting of headcount-related indicators. The breakdown of employees per employment type is now available per gender. 
2020 and 2021 have not been restated accordingly.

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•  TABLE 15: BREAKDOWN OF EMPLOYEES PER REGION AND PER GENDER
2020
2021
2022
F
M
F
M
F
M
EMEA (No.)
2,363
8,448
2,509
8,734
2,637
8,569
Americas (No.)
1,108
4,087
1,338
4,664
1,519
5,040
Asia/Pacific (No.)
1,559
4,623
1,731
5,264
1,718
5,336
Global Business (No.)
439
1,577
486
1,652
525
1,650
Corporate Services (No.)
197
447
220
461
252
462
Group (No.)
5,666
19,182
6,284
20,775
6,651
21,057
•  TABLE 16: BREAKDOWN OF EMPLOYEES PER GENDER AND PER CATEGORY
2019
2020
2021
F
M
F
M
F
M
Staff (No.)
4,632
15,224
5,180
16,715
5,439
16,933
Middle Management (No.)
803
3,041
870
3,096
983
3,252
Company Management1 (No.)
231
917
230
946
229
872
Thereof Group Management (No.)
1
8
2
6
2
6
1 Sika Senior Managers and local Company Management Teams are included in this category. 
•  TABLE 17: BOARD OF DIRECTORS – BREAKDOWN PER GENDER AND BY AGE
2020
2021
2022
Male (No.)
7
7
5
Female (No.)
1
1
3
30-50 (No.)
1
0
0
>50 years (No.)
7
8
8
•  TABLE 18: BREAKDOWN OF SENIOR MANAGERS PER REGION 
2020
2021
2022
EMEA (No.)
 72
 63
57
Americas (No.)
 32
 28
28
Asia/Pacific (No.)
 31
 34
27
Global Business (No.)
 12
 13
11
Corporate Services (No.)1
 37
36
35
1 Including Group Management members.
•  TABLE 19: SPENDING ON EMPLOYEE DEVELOPMENT
2020
2021
2022
Spending on employee development (CHF mn)
 6.4 
8.8
10.8

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•  TABLE 20: EMPLOYEE PERFORMANCE REVIEWS1
2020
2021
2022
Employees with performance reviews (%)
>20
50
50
1 2020 figures only covered employees with management functions. 2021 and 2022 figures cover all employees who have a performance review process regardless 
of their Staff Level. 2020 figures have not been restated.

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PLANET
SUMMARY & HIGHLIGHTS
AMBITION 
Sika plays a key role helping its 
industry achieve net zero. The 
company promotes efficient 
use of resources while minimizing 
impacts on ecosystems. 
APPROACH 
Sika contributes to a sustainable 
development by offering sustainable 
solutions in construction and trans­
portation. Global sustainability trends 
generate business opportunities. 
HIGHLIGHTS 
SBTi commitment – 
“Our Way to Net Zero”
Sika committed to the SBTi to reach 
net zero not later than 2050. The 
company now has until 2024 to 
develop a roadmap with targets and 
submit it for SBTi validation. 
Scope 3 assessment
Sika finalized a two-year company-
wide initiative to systematically 
identify and calculate emissions from 
its material scope 3 GHG categories in 
accordance with the requirements of 
the GHG Protocol. 
TfS PCF guideline 
Sika contributed together with the 
other Together for Sustainability (TfS) 
members to the publication of the 
Product Carbon Footprint (PCF) 
Guideline. 
KEY FIGURES
change vs 2021
GHG emissions intensity (scope 1 and 2)
in kg CO2eq per ton sold 
16.4
–6.9%
Water consumption intensity
in m3 per ton sold 
0.18
–6.1%
Waste production intensity 
in kg per ton sold
10.8
–3.3%
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SIKA SUSTAINABILITY REPORT 2022
 Planet

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People
“Tackling climate change is important 
even in more demanding economic 
environments. Our clear goal is to con­
tinue growing sustainably and deploy 
new innovations to decouple our growth 
from GHG emissions. We intend to 
use groundbreaking solutions that en-
able our customers to reduce their 
CO2 emissions.” 
Thomas Hasler
Chief Executive Officer
MATERIAL TOPICS
Climate 
Change 
Water 
Management
Circular 
Economy
Compliance
Energy 
Management
Waste 
Management
Biodiversity and 
Nature
Air 
Emissions
Risk and Crisis 
Management 
SDGs
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 Planet

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Planet
ENVIRONMENTAL SUSTAINABILITY 
Environmental sustainability at Sika includes all environmental 
strategic targets and those additional material topics identified 
in the materiality analysis 2022. All the topics disclosed in the 
“Planet” chapter share the following goals, targets, commit­
ments and organizational responsibilities. 
COMMITMENT
To achieve 2023 targets, “environmental sustainability” road­
maps have been developed and implemented since 2020 in all 
relevant local countries and plants. These roadmaps include the 
planned initiatives to reduce CO2eq emissions, energy/water 
consumption, waste generation, and increase the share of re­
newable energy for the period 2020–2023. The roadmaps are 
being updated yearly. 
GOALS AND TARGETS
For more information on environmental sustainability targets 
and Sika’s related performance, please see the “Sustainability at 
Sika” chapter, “Sustainability Strategy 2019–2023” section on 
p.47 of the Sustainability Report 2022.
RESPONSIBILITIES 
For more information on Sustainability governance at corporate, 
regional, and local level, please see the “Sustainability at Sika” 
chapter, “Sustainability Organization Structure” section on p.44 
of the Sustainability Report 2022. 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

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Planet
SIKA’S GROWTH
 
INVESTING
2032 ACCELERATING
2050  NET ZERO
PATH TO NET ZERO EMISSIONS
–25%
–90%
Accelerated use of alternative 
low carbon supplies 
Partner-
ships 
with key 
suppliers 
who support 
Sika‘s path 
to net zero
Education and 
capacity building to 
improve material 
efficiency and 
circularity
Development 
of new 
technological 
solutions 
for construction 
and industry 
Continued 
focus on 
operational 
efficiencies
OUR KEY LEVERS
2022
CLIMATE CHANGE
SIKA’S WAY TO NET ZERO 
To keep the world livable, we must limit temperature increase at 
a maximum of 1.5°C above pre-industrial levels. Achieving this 
goal will require rapid system transformation, and the private 
sector has a crucial role to play in the process. Businesses need 
to match their climate ambition with robust strategies and ef­
fective implementation to transition to a net zero economy. Sika 
supports the Science-Based Target initiative (SBTi) and joined 
the growing group of leading corporations that are setting emis­
sions reduction targets in line with the objective of the Paris 
Agreement. By doing so, Sika recognizes the crucial role compa­
nies can play in minimizing the risk climate change poses to the 
future of our planet. 
SIKA NET ZERO ROADMAP
In 2022, Sika initiated a net zero project to develop a detailed 
roadmap with GHG emissions abatement targets. Steered by 
the Sustainability Leadership Team, the project involves several 
functions including R&D, Procurement, Operations, Logistics 
and Target Markets, both at corporate and regional level. The 
findings of the net zero project will flow into the Strategy 2028 
development process. 
During the first phase of the net zero project, Sika conducted a 
high-level assessment to identify potential decarbonization le­
vers. The results show that to reduce scope 1 and 2 emissions, 
Sika must focus on continuous energy-efficiency improvements 
(e.g. sand drying optimization) while using low-carbon and re­
newable energy sources for its equipment and vehicle fleet. To 
reduce scope 3 emissions, Sika must collaborate with its suppli­
ers to source low-carbon alternative raw materials and reduce 
those deriving from virgin cement and petrochemicals. An en­
gagement strategy is needed to support suppliers in achieving 
their decarbonization targets. Moreover, product reformulations 
and optimization (less material, same or better performance), 
and improved process efficiency play a key role. Emissions from 
upstream and downstream transportation must be limited. 
Lastly, circularity must be fully integrated into Sika’s business 
model. For more information on Sika’s net zero roadmap and 
detailed levers, please see the corporate webpage •  Sika’s Way 
to Net Zero.
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
SIKA’S WAY TO NET ZERO – KEY LEVERS

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Planet
SBTI TARGETS
Starting from the official commitment date – September 16, 
2022 – Sika has up to 24 months to submit its targets for SBTi 
validation. Sika’s commitment focuses on two time horizons 
for both scope 1 and 2 as well as scope 3 with a near-term inter­
im target in ten years, and a net zero target by 2050.
SBTI TARGETS AND TIME HORIZONS
Near-term (2032)
Net-zero (2050)
Scope 1 and 2 
emissions1 
–42%
(1.5°C scenario aligned)
–90%
(1.5°C scenario aligned)
Scope 3 
emissions2 
–25%
(well below 2°C scenario 
aligned)
–90%
(1.5°C scenario aligned)
Total emissions
–25%
–90%
For more information on Sika’s carbon accounting methodology 
that serves as a basis for its SBTi commitment, please see the 
“GHG Emissions” section on p.90 of the Sustainability Report 
2022.
NET ZERO CAMPAIGN
The engagement of Sika’s employees is crucial for the success of 
the net zero project. During the reporting year, Sika launched an 
innovation campaign called “Scouts” (for more information on 
this innovation platform, please see the “Products and Custom­
ers” chapter, “Innovation Management” section on p.115 of the 
Sustainability Report 2022). All employees were invited to sub­
mit their individual or group ideas on how to reduce the compa­
ny’s emissions. More than 270 ideas were submitted and com­
mented by Sika employees during the collection phase of the 
campaign which lasted 1.5 month. The review phase is taking 
place in 2023, with the best ideas being integrated into Sika’s 
net zero roadmap.
PARTNERSHIPS AND COLLABORATIONS FOR NET ZERO
Achieving net zero requires a combined effort from all stake­
holders up and downstream of the company’s value chain. Thus, 
creating strong partnerships and collaboration is key for the 
success of this initiative. As of 2022, Sika is involved in the fol­
lowing strategic •  Partnerships and Collaborations:
	
— Together for Sustainability (TfS): Sika is a TfS member and 
chairs the TfS workstream 5 (WS5) which aims to develop a 
global solution to measure scope 3 GHG emissions in the 
chemical industry. To ensure TfS member companies meet 
the Paris Climate Agreement goal, TfS was committed to 
finding a solution knowing that scope 3 GHG emissions con­
stitute a major share of chemical company’s emissions3. 
Monitoring, managing, and reducing these emissions require 
an industry-wide harmonized approach to calculation. Prod­
1  As of 2022, scope 1 and 2 emissions account for ~2% of the total GHG emissions emitted by Sika.
2  As of 2022, scope 3 emissions account for ~98% of the total GHG emissions emitted by Sika.
3  CDP, “Running Hot: Accelerating Europe’s Path to Paris” (p.31). 
4 
•   Supporters | Task Force on Climate-Related Financial Disclosures (www.fsb-tcfd.org)
5 
•   ghgprotocol.org/land-sector-and-removals-guidance
uct Carbon Footprint (PCF) calculations provide the best 
product level emissions transparency for the identification, 
tracking and reduction of scope 3 GHG emissions. In Septem­
ber 2022, TfS launched the •  PCF Guideline, the first-of-its-
kind guideline to transform the way chemical companies cal­
culate, monitor and reduce upstream supply chain emissions. 
It will enable suppliers and corporations to produce, compare 
and later share high-quality carbon footprint data. To ensure 
alignment with existing standards, TfS partnered with orga­
nizations such as GHG Protocol, WEF, Science-Based Targets 
initiative and WBCSD. The PCF Guideline is ISO and GHG Pro­
tocol accounting standards compliant. Open-source, the 
guideline will be a vital instrument for working on real and 
meaningful emission reductions to help decarbonize the en­
tire chemical industry. TfS is also preparing an IT solution, a 
platform, that will enable corporations and suppliers to share 
upstream product carbon footprints. This should make it 
easier for businesses to conduct cross-industry comparisons 
and compile and manage their emissions across all three 
scopes. The IT solution will be piloted first half and launched 
second half of 2023. For more information on TfS, please see 
the “Procurement” chapter on p.133 of the Sustainability Re­
port 2022. Beyond the TfS membership, Sika also engages 
individually with its suppliers on the climate journey.
	
— World Business Council for Sustainable Development (WBC­
SD): As a member of the WBCSD, in 2022, Sika was involved 
in various projects such as SOS 1.5, Built Environment Decar­
bonization, Circular Built Environment or Chemicals Group. 
For each project, the company participated in various sub-
workstreams. Through such initiatives, Sika engages and 
shares with other companies on how to navigate the global 
climate challenges and how to make the most of available 
standards and tools.
	
— TCFD supporter4: Sika has officially supported the TCFD and 
its recommendations since 2021. The company believes that 
the TCFD recommendations provide a useful framework to 
increase transparency on climate-related risks and opportu­
nities and their related financial impacts. For more informa­
tion, please see the dedicated •  TCFD Report 2022 available 
on the corporate website.
	
— Participation in consultation processes on reporting ap­
proaches and standards: The GHG emissions topic is continu­
ously evolving, and better knowledge, understanding, and 
data availability will impact Sika’s accounting methodology 
in its net zero journey. Therefore, in 2022, Sika contributed to 
the review of the GHGP Land Sector and Removals Guid­
ance5, which will help companies on how to account for and 
report CO2 removals and storage, and biogenic products with­
in their corporate inventories.

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GHG EMISSIONS 
Sika monitors its greenhouse gas (GHG) emissions as part of 
the environmental responsibility the company has for climate. 
Sika’s corporate carbon accounting (scope 1, 2 and 3) follows the 
reporting guidelines of the Greenhouse Gas Protocol (GHGP). 
SCOPE 1  AND  2
Since 2019, Sika has deﬁned the strategic target “climate per­
formance” for reducing scope 1 and 2 CO2eq emissions per ton 
sold by 12% until 2023. Moreover, the compensation scheme of 
Group Management and Sika Senior Managers is linked to the 
GHG emissions performance of the company (scope 1 and 2 per 
ton sold). 
GHG EMISSIONS INTENSITY – SCOPE 1 AND 21
In 2022, the GHG emissions intensity per ton sold (scope 1 and 
2) was reduced from 17.6 to 16.4 kg CO2eq per ton sold, a reduc­
tion of –6.9%. Excluding acquisitions, the organic reduction 
was at –11.7%. The GHG emissions intensity was negatively im­
pacted by 2021 and 2022 acquisitions (0.8 kg per ton sold), and 
by emission factor changes (0.2 kg per ton sold). The continious 
focus on maximizing renewable electricity sources in Sika op­
erations (-0.9 kg per ton sold) and on various energy saving ini­
tiatives (-0.8 kg per ton sold) were the most important levers to 
improve the GHG emissions intensity per ton sold for the year 
under review. The additional granularity in the reporting of ve­
hicle fuel per type of fuel and the increased tons sold from less-
carbon intensive technologies also positively contributed (–0.5 
kg per ton sold) ( •  Table 01: GHG Emissions Scope 1 and 2 – 
Market-Based, in the “Key Performance Indicators” section at 
the end of this chapter).
1  Based on GHG market-based emissions. In 2022, fugitive emissions related to refrigerant gases have been added to the scope 1 inventory as per the Greenhouse 
Gas Protocol. The GHG Emissions Intensity – scope 1&2 of 2019, 2020 and 2021 has not been restated accordingly.  
GHG EMISSIONS SCOPE 1 AND 2 – MARKET-BASED 
in 1,000 tons
  kg CO2eq per ton sold
300
250
200
150
100
50
2020
2021
2022
16.4
17.6
19.6
  Scope 1
  Scope 2
In absolute ﬁgures, scope 1 emissions remained stable at group 
level compared to 2021 (156,096 tons, –0.2% compared to 2021) 
( •  Table 02: Breakdown of Scope 1 GHG Emissions per Region, 
in the “Key Performance Indicators” section at the end of this 
chapter). This stable development is mainly driven by the addi­
tional granularity in the reporting of vehicle fuel per type of fuel 
and the increased tons sold from less-carbon intensive technol­
ogies. From a regional perspective, Asia/Pacific and Americas 
increased their scope 1 emissions the most in absolute terms 
due to the impact on direct energy from recent acquisitions: 
Shenzhen Landun Holding Co., Ltd. (China), Sika Hamatite Co., 
Ltd. (Japan), Sable Marco Inc. (Canada) and United Gilsonite 
Laboratories, Inc. (USA). 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 305-1
GRI 305-2
GRI 3-3
GRI 305-3
GRI 305-4
GRI 305-5

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BREAKDOWN OF SCOPE 1 GHG EMISSIONS 
PER REGION 
in 1,000 tons of CO2eq
180
150
120
90
60
30
2020
2021
2022
  EMEA
  Americas
  Asia/Pacific
  Global Business
  Corporate Services
FUGITIVE EMISSIONS RELATED TO REFRIGERANT GASES
As part of Sika’s continuous improvement approach, the envi­
ronmental reporting has been expanded in 2022 to include the 
climate impact of refrigerant gases. These gases have extreme­
ly high climate impact (up to or above 1,000 kg CO2eq/kg). Re­
frigerants are gases used in air conditioning units, cold storage 
warehouse equipment, cooling devices or fire suppression sys­
tems. While these systems are in theory in closed-loop, leakag­
es occur over time, generating an occasional need to refill these 
systems. All local companies must comply with applicable laws 
and regulations related to refrigerant gases. Local maintenance 
teams are responsible for monitoring refills of such gases 
and equipment changes. In the year under review, 1,093 tons of 
CO2eq1 were emitted due to leakages of refrigerant gases. In ac­
cordance with the Greenhouse Gas Protocol, refrigerant gas 
emissions are considered as fugitive emissions under Sika’s 
scope 1 inventory and represent 1% of Sika’s scope 1 emissions 
for 2022. The related volume is included in the GHG Emissions 
intensity indicator, with an impact of 0.08 kg per ton sold.
Market-based scope 2 emissions decreased to 74,557 tons of 
CO2eq (–9.2% compared to 2021) thanks to an increased cover­
age of energy attribute certificates compared to previous year 
in all regions. Global Business impacted the most the decrease 
of scope 2 emissions in absolute figures thanks to a Power 
Purchase Agreement settled in the United States and a new en­
ergy attribute certificate settled in Poland ( •  Table 03: Break­
down of Scope 2 GHG Emissions – Market-Based per Region, in 
the “Key Performance Indicators” section at the end of this 
chapter). 
1  Fugitive emissions of refrigerant gases are calculated based on BEIS/Defra 2021 emission factors.
2  The price of the internal carbon mechanism of Sika is based on Bloomberg, Traded EU Carbon certificates. The price used is a fixed price per year, based on the 
average yearly price. 
BREAKDOWN OF SCOPE 2 GHG EMISSIONS –
MARKET-BASED PER REGION 
in 1,000 tons of CO2eq
180
150
120
90
60
30
2020
2021
2022
  EMEA
  Americas
  Asia/Pacific
  Global Business
  Corporate Services
For additional information on Sika’s GHG emissions reporting – 
location based, please refer to ( •  Table 04: GHG Emissions – 
Location-Based and •  Table 05: Breakdown of Scope 2 GHG 
Emissions – Location-Based per Region, in the “Key Perfor­
mance Indicators” section at the end of this chapter).
INTERNAL CARBON PRICING – 
A STRATEGIC TOOL FOR INVEST­
MENT DECISIONS 
From 2021 onwards, Sika implemented internal car­
bon pricing to favor solar panel investments and in­
crease self-produced renewable energy. Relying on 
a shadow price mechanism, the initiative continued 
in 2022. In the context of Sika’s net zero SBTi com­
mitment, a broader concept will be defined and set 
up over the coming years. From 2023 onwards, the 
internal carbon price, set at CHF 80 per ton/CO2eq2, 
will be extended to all investments, with a focus on 
scope 1 and 2 emissions. Scope 3 emissions will only 
be considered for process in-/outsourcing. Embed­
ding a hypothetical cost of carbon emissions in the 
calculation for potential investments provides a 
deeper understanding of how pricing GHG emissions 
affect business cases. This strategic tool will further 
help Sika to focus its investment decisions on cli­
mate-adapted operations, low-carbon investments, 
and opportunities.

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SCOPE 3
In October 2022, Sika finalized a two-year company-wide initia-
tive to systematically identify and calculate emissions from its 
material scope 3 GHG categories in accordance with the require-
ments of the Greenhouse Gas Protocol (GHGP). This analysis will 
contribute to the definition of a climate strategy and carbon 
reduction pathway to reach net zero by 2050. For additional in-
formation on the scope 3 assessment and calculation, please 
see the •  Sika Methodology for Scope 3 Emissions Calculation 
available in the download center of the corporate website. The 
calculation of scope 3 carbon emissions is an evolving topic 
based on various data sources. Sika is continuously reviewing 
the calculation methodology to ensure transparency and data 
robustness. This process helps Sika better understand how it 
can lower its scope 3 emissions and engage within the organiza-
tion. Moreover, the identification of material scope 3 categories 
provides detailed information to drive scope 3 reduction initia-
tives. Based on this assessment and with the development of 
the net zero roadmap, Sika will focus on key dedicated reduction 
opportunities along the company’s value chain considering 
scope 3 emission hotspots. For more information, please see 
the “Climate Change” section on p.88 of the Sustainability Re-
port 2022. 
Sika’s scope 3 emissions represent 98.2% of the company car-
bon footprint and are driven by category 1 – purchased goods 
(57.0%), category 12 – end of life of sold product (29.1%) and cat-
egory 4 – upstream transportation (7.8%). The changes in Sika’s 
scope 3 GHG emissions from 2021 to 2022 are mainly due to in-
creases or decreases in the underlying activity data. For catego-
ry 1, the expenditure and invoiced quantities increased. Addi-
tionally, emission factor updates and changes resulted in an 
overall increase of purchased raw materials emissions. As a re-
sult, category 1 increased by 8.1%. Moreover, updates to the 
scope 3 assessment methodology, relevant for categories 6, 9 
and 12-packaging, impacted the overall results. The method-
ological changes applicable to the end-of-life emissions for 
packaging generates a decrease of 54%.
SCOPE 3 GHG EMISSIONS
2021
2022
Scope 3 GHG emissions  
(1,000 tons of CO2eq)
12,553
12,511
Cat. 1 Purchased goods and services 
6,595
7,129
Cat. 12 End of Life of sold products (EoL) 
4,190
3,644
Cat. 4 Upstream transportation
1,070
971
Cat. 2 Capital goods
172
189
Cat. 9 Downstream transportation 
139
171
Cat. 11 Use of sold products
108
138
Cat. 5 Waste generated in operations 
108
80
Cat. 3 Fuel and energy-related activities
81
77
Cat. 7 Employee commuting
63
66
Cat. 8 Upstream leased assets 
21
23
Cat. 6 Business travels
6
23
OUT-OF-SCOPE EMISSIONS
According to the GHGP, CO2 emissions from biogenic sources 
should be reported separately from the total scope 1, 2 and 3 
inventory. Sika calculated these emissions for the first time in 
2022 as part of its ongoing methodological review for scope 1 
and 2. Based on its renewable sources of energy that fall under 
scope 1 and 2, Sika generated 3,485 tons of CO2 emissions from 
biogenic sources. For scope 1, Sika’s biogenic CO2 emissions 
come from the consumption of biodiesel and ethanol as vehicle 
fuel. For scope 2, biogenic CO2 emissions relate to the consump-
tion of renewable electricity from biomass sources for one fac-
tory in Brazil. ( •  Table 06: Out-of-Scope Emissions, in the “Key 
Performance Indicators” section at the end of this chapter). The 
assessment of out of scope emissions for scope 3 categories will 
be reviewed and assessed at a later stage.

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ENERGY MANAGEMENT 
Even if Sika’s own production is not energy-intensive, Sika sees 
itself as responsible for minimizing its impact by reducing its 
energy consumption and improving energy eﬃciency through­
out its production processes. Through the Global Energy 
Eﬃciency Monitoring Program initiated in 2020, which has been 
rolled out in all regions with the support of the Global Opera­
tions Technology Department, Sika continues to implement en­
ergy efficiency projects around four categories:
	
— Sand dryer optimization: Natural gas is the major source of 
Sika’s direct GHG emissions, so the optimization of sand 
dryer processes is an important energy efficiency lever in 
mortar production facilities. Installing moisture sensors con­
nected to the control system of the dryer, active drainage 
systems in sand storage areas, and heat recovery systems 
can significantly reduce energy consumption. Following the 
successful implementation of moisture sensors in Serbia and 
Chile in 2021, the initiative was extended to 15 additional fac­
tories in 2022. Planned for completion by the end of 2023, 
the initiative will cover around 57% of the drying volume, 
which will significantly reduce natural gas consumption. The 
active drainage systems are being installed with a staged ap­
proach. A medium-scale installation is already operating in 
Romania, which has significantly reduced the moisture of 
sand (-25%). Another trial will start in Latin America in 2023. 
	
— Manufacturing process optimization: The optimization and 
replacement of energy-intensive equipment (chillers, motors 
or heating and cooling systems) lead to energy savings. Pro­
duction process improvements such as energy recovery, com­
pressed air control (leakage detection and elimination of air 
losses in pressurized air system) or energy-efficient process­
es of cooling water in membrane production also have an 
impact. Checklists, recommendations and best demonstrat­
ed practices (BDPs) related to energy efficiency through pro­
cess optimization in operations are shared and available to 
an extensive network of Sustainability and Operations repre­
sentatives within Sika. 93 initiatives have been ongoing in 
2022 for optimizing compressed air systems in a total of 77 
sites, saving approximately a total of 1,400 tons of CO2eq. In 
Innsbruck (Austria), the heating control system of the facto­
ry has been optimized to regulate the energy usage required 
by the burner to heat bitumen tanks, leading to approxi­
mately 100 tons of CO2eq savings per year. In Sarnen (Swit­
zerland), the building heating system was changed: instead 
of relying on an oil-based heating system, the heat generat­
ed through the cooling process in production is now recov­
ered and used for building heating through a heat pump, sav­
ing around 160 tons of CO2eq per year. 
1  In 2022, Sika updated the conversion factors related to primary energy from m3 to GJ to reflect the gross CV (calorific value) 
based on BEIS/Defra recommendations. All energy-related data from 2019, 2020 and 2021 have been restated accordingly.
	
— Utilities management: Sika aims to improve the energy effi­
ciency of its premises with various initiatives such as LED 
lighting, building, and roofing insulation improvement, air 
conditioning system improvement and vehicle fleet optimi­
zation. Energy efficiency is integrated into the planning and 
building of new premises. In Americas, for example, 18 LED 
lighting initiatives have been deployed in 2022, leading to 
484 tons of CO2eq savings for 2022.
	
— Self-production of renewable energy: Solar panel projects 
have been installed in several new countries.
Every quarter, a regional reporting on this program, its initia­
tives, and their associated impacts on energy and CO2eq savings 
is submitted by Regional Sustainability Managers to ESG Con­
trolling to ensure consistent aggregation and monitoring at 
Group level and ensure the sharing of best practices.
ENERGY INTENSITY1
The company strives to improve its manufacturing energy effi­
ciency and has set the target of reducing its energy intensity by 
3.0% per ton of product sold per year. In 2022, the energy inten­
sity of Sika operations per ton sold was 315.5 MJ, a decrease of 
2.8% compared to 2021. This improvement was driven by the 
implementation of several energy saving initiatives and in­
creased tons sold from technologies that are less energy inten­
sive ( •  Table 07: Energy Intensity, in the “Key Performance In­
dicators” section at the end of this chapter).
ENERGY INTENSITY 
in TJ
  Energy intensity (MJ) per ton sold
4800
4000
3200
2400
1600
800
299.5
2020
2021
2022
324.7
 315.5
  Direct energy consumption
  Indirect energy consumption
GRI 3-3 
GRI 302-1 
GRI 2-4
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 305-3
GRI 302-4

94
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ENERGY CONSUMPTION WITHIN SIKA OPERATIONS
Sika relies on several energy types for drying, stirring, mixing, 
melting, cooling, ventilation, heating processes, and pumping, 
as well as buildings' heating or air conditioning and transporta­
tion. For 2022, Sika used 4,430 terajoule (TJ) of energy, an in­
crease of 1.0% compared to 2021. More than half of the energy 
used in Sika direct operations (62.1%) comes from the conver­
sion of primary energy, such as Liqueﬁed Petroleum Gas (2.5%), 
light liquid fuel (3.0%), vehicle fuel (15.9%) and natural gas 
(40.5%). Purchased electricity makes up 37.7% of the energy 
used in Sika sites while district heating remains minor (0.2%). 
Self-produced renewable energy represented 0.2% of Sika’s to­
tal energy consumption for 2022. The overall increase in energy 
consumption is mainly driven by higher vehicle fuel consump­
tion compared to previous year (+2.5%) due to increased sales 
activities as a result of the relaxation of COVID-19-related re­
strictions ( •  Table 08: Breakdown of Direct Energy Consump­
tion per Region, and •  Table 09: Breakdown of Indirect Energy 
Consumption per Region in the “Key Performance Indicators” 
section at the end of this chapter).
BREAKDOWN OF ENERGY CONSUMPTION PER SOURCE 
2020
2021
2022
Direct Energy (TJ) 
1,882
2,771
2,750
Heavy liquid fuel (TJ)
2
3
–
Light liquid fuel (TJ)
166
192
133
Natural gas (TJ)
1,417
1,786
1,794
Liquified petroleum gas (LPG) 
(TJ)
87
98
109
Vehicle fuel1 (TJ)
208
689
707
Self-produced electricity from 
renewable sources (TJ)
2
3
7
Indirect energy (TJ)
1,540
1,617
1,680
Total purchased electricity (TJ)
1,540
1,617
1,672
District heating (TJ)2 
–
–
8
Total energy consumption (TJ)
3,422
4,388
4,430
1 In 2022, Sika added granularity to the reporting of vehicle fuel. The reporting is 
now split per type of fuel (diesel, gasoline, biodiesel, ethanol, LPG and natural 
gas) with a different conversion factor into TJ applied to each category.
2 In 2022, district heating has been added to the company scope 2 inventory as 
per the Greenhouse Gas Protocol and included in Sika’s indirect energy 
consumption. 2019, 2020 and 2021 data have not been restated accordingly.
BREAKDOWN OF DIRECT ENERGY CONSUMPTION
PER REGION 
in TJ
3000
2500
2000
1500
1000
500
2020
2021
2022
  EMEA
  Americas
  Asia/Pacific
  Global Business
  Corporate Services
  EMEA
  Americas
  Asia/Pacific
  Global Business
  Corporate Services
BREAKDOWN OF INDIRECT ENERGY CONSUMPTION 
PER REGION
in TJ
1800
1500
1200
900
600
300
2020
2021
2022

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1  This renewable rate does not consider self-produced renewable electricity. It also excludes renewable shares from local electricity grid mix.
2  Ethiopia, Paraguay, and Uruguay report 95% of their electricity as renewable since their local grid is 95% renewable (source: RE100 Technical criteria 2021).
FOCUS ON VEHICLE FLEET  
MANAGEMENT 
Vehicle fuel used for Sika’s sales fleet, forklifts, and 
trucks represents the second source of direct energy 
consumption for the company. 20.7% of Sika’s scope 1 
and 2 emissions in 2022 came from vehicle fuel. Sika’s 
vehicle fleet emissions are mainly driven by the con-
sumption of diesel (63.4% of total consumption) and 
petrol (31.7% of total consumption). Ethanol, biodiesel 
and LPG represent 4.9% of vehicle fuel consumed 
across Sika’s vehicle fleet. Several initiatives were 
launched across the company to reduce the carbon 
footprint of the vehicle fleets, which involved switching 
from diesel/gasoline to biofuel, hybrid or electric cars:
	
— In Brazil, the car policy has been redefined to switch 
100% of the vehicle fleet to ethanol instead of gaso-
line. In 2022, it led to savings of 225 tons of CO2eq.
	
— In the US, the transition to electric vehicles has just 
started and will be further rolled out in 2023. 
	
— In China, part of the fleet of forklifts has been 
switched from diesel to electric vehicles, leading to 
savings of approximately 558 tons of CO2eq for 2022.
RENEWABLE ELECTRICITY
In addition of its focus on energy efficiency, Sika also aims at 
maximizing the share of renewable electricity supply in its op-
erations through diverse types of renewable instruments. As a 
result, Sika’s renewable electricity purchased rate increased to 
62.7% at the end of 2022, an improvement by 10.4 percentage 
points compared to 2021. These improvements help Sika reduce 
its scope 2 emissions and meet its renewable energy target in a 
cost-effective manner ( •  Table 10: Purchased Renewable Elec-
tricity Rate, in the “Key Performance Indicators” section at the 
end of this chapter).
PURCHASED RENEWABLE ELECTRICITY RATE1 
in TJ
  Purchased renewable electricity rate 
2000
1500
1000
500
2020
2021
2022
24.1%
52.3%
62.7%
  Purchased non-renewable electricity 
  Purchased renewable electricity
Securing long-term renewable electricity instruments is prefer-
able, and 47.3% of renewable electricity purchased is covered by 
those instruments. However, depending on the local context, 
the availability of green contracts can be limited. Thus, 47.8%  
of the renewable electricity purchased comes from one-time  
Energy Attribute Certificates (EAC) such as RECs (Renewable 
Energy Certificates), I-RECs (International Renewable Energy 
Certificates) or quarterly Guarantees of Origins (GOs) (e.g., China, 
Egypt, Morocco, Argentina or Mexico).
BREAKDOWN OF PURCHASED RENEWABLE  
ELECTRICITY PER TYPE OF INSTRUMENT
in %
Others2
0.6%
PPA (Power Purchase 
Agreement)
4.3%
Green tariffs or 
long-term RECS/
GO contracts
47.3%
One-time  
purchased EAC
47.8% 4+47+48+1
For the past few years, Sika has invested into on-site renewable 
electricity self-production through installing solar panels on 
Sika buildings. From 2021, internal carbon pricing was imple-
mented to favor solar panel investments and increase self-pro-
duced renewable energy. For more information, please see the 
“Planet” chapter, “GHG Emissions” section on p.90 of the Sus-
tainability Report 2022. In 2022, self-produced renewable elec-
tricity installations are operational across 12 countries and rep-
resent 7 TJ of self-produced direct energy. This year, solar panel 
installations were completed in United Arab Emirates, India, 
Australia, Switzerland. The solar panel project of the Jaghadia 
plant (India), completed in August 2022, with a self-production 
capacity of 520 MWh per year, will lead to yearly savings of up to 
230 tons of CO2eq. In Duedingen (Switzerland), the solar panel 
roof installed in spring 2022 has a production capacity of more 
than 700 MWh per year, leading to 22 tons of CO2eq savings per 
year. More installations are planned for 2023.

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WATER MANAGEMENT 
Although Sika’s production is less water-intensive than other 
industrial companies within the chemical sector, Sika takes full 
responsibility for minimizing its impact on water resources 
throughout the value chain. Water is needed for the following 
uses:
	
— Input material: some Sika products are water-based in the 
product range of concrete admixtures, coatings, and adhe­
sives solutions, among others. 
	
— Direct operations: water is used directly in Sika’s operations 
for process and cooling purposes but also for cleaning.
	
— Indirect operations: water is not only used by suppliers in 
their operations but also by customers when using or apply­
ing some of Sika’s products. Water can be a mixing compo­
nent or used for cleaning tools once the product has been 
applied. 
As water scarcity and water-related extreme weather events in­
tensify in many regions of the world, this may pose a threat to 
business operations. Especially in regions where freshwater is 
scarce, businesses may be exposed to water shortages, lower 
water quality, water price volatility, and reputational issues. 
Therefore, Sika continues to implement dedicated water effi­
ciency initiatives globally to reduce the amount of processed 
freshwater withdrawal, optimize water-related production pro­
cesses with closed-loop cooling systems or cooling towers, opti­
mize cleaning processes and reuse treated wastewater. 
WATER WITHDRAWAL 
Water is withdrawn across the operations from public supply 
(55.6%), groundwater wells (42.8%) surface waterbodies (0.9%) 
and rainwater (0.7%). In line with water usage, the volume of 
water withdrawal decreased by 2.3% compared to 2021 ( •  Table 
11: Breakdown of Water Withdrawal per Source, in the “Key Per­
formance Indicators” section at the end of this chapter).
1  This indicator includes the volume of water used as an input material. In 2022, rainwater has been added to the reporting of water withdrawal per type of source. 
Water withdrawal data from 2019, 2020 and 2021 have not been restated.
BREAKDOWN OF WATER WITHDRAWAL PER SOURCE 1
in million m3
4.2
3.5
2.8
2.1
1.4
0.7
2020
2021
2022
  Public water supply 
  Groundwater supply 
  Surface waterbodies supply 
  Rainwater supply 
To reduce the amount of processed freshwater withdrawal and 
limit the dependency on public water supply reservoirs, several 
initiatives were implemented:
	
— Several factories have switched from public water supply to 
groundwater sourcing. As an example, in Isalnita (Romania), 
a reverse osmosis station for water softening allows to use 
groundwater instead of public supply water.
	
— A few factories – 16 factories in twelve countries – have 
started collecting rainwater (0.7% of total water withdrawal) 
to cover part of their freshwater demand, speciﬁcally in loca­
tions in which the public water supply is limited. The rainwa­
ter is then either used for cleaning processes and sanitary 
purposes or filtered/treated and used in the production pro­
cesses instead of freshwater. In Siderno (Italy), the total vol­
ume of rainwater is filtered and used together with ground­
water for the cooling process in the production of polymers.
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 303-1
GRI 303-2
GRI 3-3
GRI 303-3
GRI 303-4
GRI 303-5
GRI 306-1
GRI 306-5

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WATER CONSUMPTION 
In 2022, the water consumption per ton sold was 0.18 m³, a de-
crease of –6.1% compared to 2021 ( •  Table 12: Water Consump-
tion Intensity, in the “Key Performance Indicators” section at 
the end of this chapter). This improvement was partially sup-
ported by the implementation of additional water initiatives 
across the Group and the increased sales of products that con-
sume less water in Sika operations.
WATER CONSUMPTION INTENSITY 1
in million m3 
  Water intensity (m3 per ton sold)
4.2
3.5
2.8
2.1
1.4
0.7
2020
2021
2022
0.22
0.20
0.18
In its direct operations, Sika consumed around 2.6 million m³ of 
water (-2.5% compared to 2021). This decrease is mainly related 
to lower production volumes of water-intensive products, such 
as concrete admixtures. Water is used for processing and cool-
ing (54.6%) but also for sanitary purposes (18.4%). Almost one-
third of the water used at Sika is utilized as an input material for 
products (27.0%) ( •  Table 13: Breakdown of Water Usage per 
Type, in the “Key Performance Indicators” section at the end of 
this chapter).
BREAKDOWN OF WATER USAGE PER TYPE
in million m3
4.2
3.5
2.8
2.1
1.4
0.7
2020
2021
2022
  Process and cooling water
  Water in products 
  Sanitary water 
1  The water intensity ratio is only based on process and cooling water and sanitary water. Water in products is excluded from this indicator.
In terms of water usage, the main water initiatives focus on op-
timizing the equipment, production processes and cleaning pro-
cesses:
	
— Sika aims to reduce the volume of wastewater generated. 
Some facilities have their own wastewater treatment instal-
lation, which allows reuse of the treated wastewater in pro-
duction, cooling, or cleaning processes through water sedi-
mentation, distillation, or ﬁltration. The optimization of 
producing and cleaning processes is also a major source of 
wastewater reduction. As an example, implementing a pro-
duction matrix and defining a color change routine can mini-
mize the need for cleaning between different production 
batches. 
	
— Closed-loop systems have been implemented in Sika’s facto-
ries across the world for many years. These systems need to 
be maintained to ensure state-of-the-art processes and en-
sure a high level of water efficiency. At the Lyndhurst factory 
(United States), the adiabatic cooler was upgraded in 2022, 
which is a key equipment for the closed-loop cooling system, 
resulting in water savings of more than 80,000 m3. 
	
— Cooling processes could be water-intensive. Several actions 
are rolled out through the Group to reduce the related water 
impacts. For example in 2022, a chiller was installed in Span-
ga (Sweden) to cool down the water and recirculate it back to 
blenders, leading to reduction of freshwater volumes needed 
for cooling processes (3,000 m3 of freshwater savings per 
year).
	
— Lastly, flow reducers and automatic valves are also common-
ly installed to reduced the water used in R&D laboratories or 
social areas.
WATER DISCHARGE
Sika discharges water in line with local legislation and permits, 
either to sewers or sewage plants, or directly to surface water 
bodies or to underground water formations. In many Sika facto-
ries, the water used for processing and cooling is collected  
in tanks and treated in Sika’s own treatment plants or through 
third-party treatment facilities. If treated directly on-site, the 
water is tested to ensure compliance with local standards  
before discharging it. In 2022, Sika discharged 2.4 million m³ of 
water, a decrease of 2.3% compared to 2021. 35.9% of water 
used goes to sewers or sewage plants. 32.2% of water used is  
discharged directly into surface water bodies, whereas 30.3%  
is discharged to underground water formations. In addition, 
1.6% of water used is sent off for treatment by a third-party  
( •  Table 14: Breakdown of Water Discharge per Destination, in 
the “Key Performance Indicators” section at the end  
of this chapter). The diﬀerence between the water discharge 
and the water use comes from the evaporation that takes place 
during the cooling process of some production technologies.

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BREAKDOWN OF WATER DISCHARGE PER DESTINATION 1
in million m3
4.2
3.5
2.8
2.1
1.4
0.7
2020
2021
2022
  Water to sewer, sewage plant 
  Water to surface waterbodies
  Water to ground 
  Water sent off-site for treatment
WATER DISCHARGE QUALITY – 
CHEMICAL OXYGEN DEMAND (COD)
All local companies must comply with applicable laws and regu­
lations related to water discharge requirements such as the 
quality of effluent discharge. COD is already monitored through 
discharge analysis measurements at site level depending on lo­
cal regulations. This indicator started to be reported at Group 
level in 2021 to facilitate the monitoring and the improvement 
of water discharge quality at Group level. The focus on water 
discharge quality has been reinforced over the past few years, 
and Sika will continue to work on improving such measures in its 
relevant activities. In 2022, a company wide qualitative survey 
was conducted to identify any gaps and irregularities in the cur­
rent reporting. This assessment will be used from 2023 to fur­
ther strengthen discharge analysis measurements guidance.
WATER–RELATED RISKS, IMPACTS, AND MITIGATION 
ACTIVITIES
Water availability is a crucial need along Sika’s value chain. Thus, 
water scarcity and water stress expose Sika’s business to vari­
ous risks such as lower water quality, freshwater shortage, and 
reduced water accessibility. It could result in increased water 
supply and manufacturing costs, manufacturing disruption in 
Sika’s admixtures factories or throughout the value chain, and 
increased regulatory burden or reputational issues. 
As water becomes more scarce, this presents an opportunity for 
Sika to reinforce its market share and sales, especially in high 
water-stressed areas. As an example, the application of Sika’s 
waterproofing products helps reduce water loss, and Sika’s con­
crete admixtures allow less water use during the production of 
concrete. For more information, please see the “Products and 
Customers” chapter, “Target Markets” section on p.119 of the 
Sustainability Report 2022.
In addition to the country level assessment conducted in 2021, 
during the reporting year Sika has assessed its manufacturing 
sites2 at risk of water stress based on the World Resource Insti­
tute (WRI) Aqueduct tool3. The underlying GPS coordinates of 
each site were taken into consideration to ensure a precise anal­
ysis per location. According to this database, 52 manufacturing 
sites in 35 countries are located in areas with extremely high 
water stress. 
1  Depending on local regulations, wastewater can be disposed separately and therefore not included in water discharge but included in waste. Up to 2021, wastewater 
disposed separately due to local regulations could be reported under waste and excluded from water discharge. From 2022 onwards, the reporting methodology of 
water discharge has been adjusted. A new account “water sent off-site for treatment” was created to capture the total volume of wastewater under water 
discharge, leading to a shift from waste to water discharge. The indicator “water to ground” has also been added. Waste and water data from 2019, 2020 and 2021 
have not been restated accordingly to the new methodology.
2  Non-production sites such as warehouses not linked to manufacturing locations, sales offices, and HQ have been excluded from the analysis. In addition, Sika’s 
supply chain has not been covered by this assessment. 2021 quantitative analysis has been updated with the factories mapped in 2022 to ensure the comparability 
over years.
3  Using the •  Aqueduct Water Risk Atlas, Sika identifies the projected exposure of each manufacturing location to baseline water stress. Baseline water stress 
measures the ratio of demand for water by human society divided by available water. It is an indicator of competition for water. Locations facing extremely high 
water-stress (>80%) were identified by applying the indicator “bsw” (Baseline Water Stress).

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SIKA SUSTAINABILITY REPORT 2022
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REGION EMEA
Algeria
Les Eucalyptus, Algiers
Azerbaijan
Sumqayit
Bahrain
Adliya, Manama
Belgium
Drongen
Nazareth, Ghent
Bulgaria
Sofia
France
St. Amand les Eaux
Iran 
Nazarabad
Iraq
Erbil
Italy
Siderno
Lebanon
Sin El Fil, Beirut
Morocco
Ait Melloul, Agadir
Casablanca
Gzenaia, Tanger
Had Soualem, Casablanca
Qatar
Doha Industrial Area
Doha New Industrial Area
Romania
Corlatesti, Ploiesti
Saudi Arabia
Dammam
Senegal
Diamniadio
Spain
Albatera
Alcobendas, Madrid
Tunisia
Douar Hicher, Tunis
Turkey
Silivri, Istanbul
Tarsus, Mersin
REGION AMERICAS
Chile
Lampa, Santiago
San Joaquin, Santiago 
Mexico
Escobedo
San Pedro Tlaquepaque
Texcoco de Mora
Tijuana 
Toluca, Mexico City
Tula de Allende
Queretaro
Queretaro, Automotive 
United States
Albuquerque
Dallas
Denver
Riverside, Los Angeles
Santa Fe Springs, Los Angeles
REGION ASIA/PACIFIC
Australia
Para Hills West SA, 
Adelaide
China
Shijiazhuang
Zhenjiang, Jiangsu
India 
Bagru, Jaipur
Chennai
Jhagadia
Manda, Jaipur
Pune
Pakistan 
Sundar Industrial Estate, 
Lahore
Thailand 
Cholburi
Saraburi
Saraburi II
WATER STRESS MAP – MANUFACTURING SITES1
1  According to the Aqueduct Water Risk Atlas, 52 manufacturing sites in 35 countries are located in areas with extremely high water stress.

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In 2022, water withdrawal in extreme water-stressed locations 
represented 346,364 m3 equal to 9.8% of the total Group (10.5% 
in 2021). In these locations, water was mainly withdrawn from 
public water supply (86.6%) but also from groundwater wells 
(9.5%) and surface waterbodies (3.6%). 0.3% of water with­
drawal came from rainwater. For the year under review, the wa­
ter usage of these locations was 346,406 m3 equal to 9.8% of 
the total Group (10.5% in 2021) among which 63.4% was used as 
an input material into Sika products, 25.0% for sanitary pur­
poses, and 11.6% as process and cooling water in production. 
Water discharge was 105,910 m3 equal to 4.3% of the total 
Group (4.9% in 2021). 80.5% of water used goes to sewers or 
sewage plants, 11.5% is discharged directly into surface water 
bodies, whereas 4.8% is discharged to underground water for­
mations. In addition, 3.2% of water used is sent off-site for 
treatment by a third-party.
In these extremely high water-stressed areas, several mitiga­
tion measures have been implemented:
	
— Scheduling and optimization of production sequence in the 
admixture line.
	
— Use of air conditioning drain water for domestic usage. 
	
— Collection and filtration of rainwater then used for domestic 
usage.
	
— Installation of water saver filter taps for optimized water dis­
charges in washrooms.
	
— Storm drainage collection system to collect rainwater sepa­
rately for roofs and paved areas.
	
— Treatment and reuse of cleaning water/wastewater in pro­
duction processes (e.g., in the blending process of admix­
tures production).
	
— Treatment of water through sewage treatment plants used 
for flushing activities.
	
— Reuse of treated water for sanitary services and domestic 
usage.
	
— Reuse of water from the cooling process for domestic usage.
Not only water stress but also other water-related risks are 
monitored by the company. More information on the assess­
ment of Sika’s direct exposure to riverine and coastal flood, 
rainfall, heavy rainfall, and longest dry spell is available in the 
chapter “Physical climate-related impact analysis” on p.5–10 of 
the •  TCFD Report 2022.
Even if the current analysis didn’t consider the impact of water-
related risks beyond Sika’s operation, the company acknowledg­
es that such risks could have an impact up and down the value 
chain. For example, business disruption at supplier level leading 
to shortages and price increase of raw materials and therefore, 
increased operational costs for Sika. 
At supplier level, it is important that the chosen suppliers are 
committed to the same sustainability standards as Sika. Suppli­
ers must operate in full compliance with all laws, regulations, 
and international standards – including health, safety and envi­
ronmental laws and regulations – applicable both to their opera­
tions and products. A core pillar of Sika’s supplier qualiﬁcation 
process is the Sika Supplier Code of Conduct, which sets out Si­
ka’s expectations for the supplier network, as well as clear rules 
and guidelines regarding the environmental standards that 
must be implemented by Sika suppliers. For more information 
on Sika Supplier qualification and engagement approach, please 
see the “Procurement” chapter on p.133 of the Sustainability 
Report 2022.
HOW SIKA WORKS WITH STAKEHOLDERS TO STEWARD 
WATER AS A SHARED RESOURCE
Through the “Sika Cares” community engagement program, 
Sika focuses on improving the quality of life of children, adults, 
and families in the communities in which the company is active. 
Water is one focus of this program, and as an example, Sika is 
part of the international “Living Lakes” network, whose mission 
is to enhance the protection, restoration and rehabilitation of 
lakes, wetlands, and other freshwater bodies of the world. For 
more information on “Sika Cares” community engagement pro­
gram and associated projects in this area, please see the “Peo­
ple” chapter, “Community Relations” section on p.77 of the Sus­
tainability Report 2022.
HOW SIKA ENGAGES CUSTOMERS WITH SIGNIFICANT 
WATER-RELATED IMPACTS
Water consumption is a major issue for Sika’s customers and a 
target area of the Sika Sustainability Strategy. A variety of Sika 
solutions are available for water infrastructure, such as: 
	
— Water reservoir: Sika products comply with public water au­
thorities’ strict regulations and can be designed and adapted 
to meet the specific needs and requirements of all custom­
ers.
	
— Water dams: Sika solutions make a positive contribution to 
the overall performance of all types of hydraulic structures, 
while also potentially reducing construction and operating 
costs.
	
— Sewage and wastewater treatment plants: Sika has innova­
tive solutions to prevent leaks and protect water quality – for 
new construction and maintenance. 
Overall, Sika solutions help to reduce water consumption and 
improve quality of water, contributing to mastering the chal­
lenge of providing a growing global population with access to 
clean drinking water. For instance, concrete admixtures such as 
Sika® ViscoCrete® reduce the amount of water required for 
manufacturing concrete by up to 40%. The concrete remains 
ﬂowable, achieves a higher strength when cured, and valuable 
resources are saved. For more information on Sika products, 
please see the “Products and Customers” chapter, “Target Mar­
kets” section on p.119 of the Sustainability Report 2022.

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SIKA SUSTAINABILITY REPORT 2022
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WASTE MANAGEMENT 
Improving Sika’s material efficiency through applying circular 
principles along the value chain will be critical for Sika’s path to 
net zero. Sika is committed to preventing waste in its activities 
and ensuring optimal waste management along the value chain. 
The promotion of circular principles, the eﬃcient use of input 
materials for production and the reuse or recycling of materials 
to reduce waste are key priorities for Sika. The company reduces 
the amount of waste per ton sold by optimizing production 
planning, streamlining the production process layout, and reus-
ing of production waste. In addition, Sika has started to imple-
ment performance enhancements by using more recycled mate-
rials. Sika’s waste management approach focuses on several 
reduction and optimization levers:
	
— At raw material level, Sika optimizes the sourcing of pur-
chased materials, for example by seeking ideal packaging 
units (primary and secondary), bigger supply units (bulk, 
tanker lorry and big bags vs small packaging units) and recy-
cling supply units. Developing weekly materials supply pro-
grams, optimizing the specific tolerances of raw materials 
and minimizing quality control sampling also reduces the 
quantity of waste generated during the procurement phase. 
In Leeds (Great Britain), sacks of chalks have been eliminated 
and replaced by bulk chalk installations in the silicone mixing 
processes, leading to 5 tons of waste savings per month.
	
— At production level, Sika focuses on streamlining production 
process layout and on optimizing production planning and 
processes. The setup of weekly or biweekly production plan-
ning to reduce cleaning shifts, the implementation of a color 
change routine and the optimization of cleaning methodolo-
gies can lead to waste reduction in the manufacturing phase 
of both intermediate and finished goods. Additionaly, Sika 
aims to reuse and recycle production waste. Wastewater 
from rinsing or cleaning processes for tanks, delivery trucks, 
gas scrubbers or production equipment can be separated and 
reused in production processes. Filter dust from dosing and 
bagging stations can also be reused in the next production 
batch or in similar products (after R&D validation). Through 
recycling or by-product reuse in manufacturing processes, 
Sika diverts waste from disposal. In the automotive busi-
ness, several Sika factories for example in China and Brazil 
disassemble nylon or copolymer parts through an internal 
process, regrind it on-site and reuse it directly in the produc-
tion process. 
	
— At warehouse level, innovative warehouse management 
helps improving product turnover and the quantity of expired 
products.
	
— Regarding downstream logistics, the reuse of raw materials’ 
pallets and bulk containers for transportation of finished 
products is a strong focus that helps reduce the amount of 
virgin packaging needed downstream. 
In 2022, the quantity of waste generated per ton sold was  
10.8 kg, a decrease of 3.3% compared to 2021. This was partially 
driven by the implementation of various waste management 
initiatives, such as a continuous focus on reuse of materials  
in mortar and admixtures production. Additionally, the waste 
intensity reduction was driven by less waste generated in pro-
duction processes and a methodological change regarding 
wastewater reporting shifted from waste to water discharge. 
The waste intensity compared to total input materials remained 
stable at 1.3%. In absolute numbers, waste volumes remain 
steady (+0.4% compared to 2021) due to several one-oﬀ activi-
ties on specific sites ( •  Table 15: Waste Intensity, in the “Key 
Performance Indicators” section at the end of this chapter).
WASTE INTENSITY 
in 1,000 tons
  Waste intensity (kg per ton sold)
180
150
120
90
60
30
2020
2021
2022
12.4
11.2
 10.8 
  Hazardous waste
  Non-hazardous waste
Sika mainly generates non-hazardous waste: 88.3% in 2022 
(85.7% in 2021). The volume of hazardous waste disposed 
slightly decreased compared to 2021 (-2.6 percentage points). 
This is mainly driven by the reporting reclassification of waste-
water under water discharge. In 2022, 40.5% of the waste pro-
duced went into landﬁll, 40.4% was recycled and 19.1% was in-
cinerated with or without energy recovery. Regarding hazardous 
waste, 62.1% was incinerated, 23.1% was recycled and the re-
maining 14.8% went into landfill. Non-hazardous waste went 
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 306-1
GRI 3-3
GRI 306-2
GRI 306-4
GRI 306-5

102
SIKA SUSTAINABILITY REPORT 2022
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mainly into landfill (43.9%) and to recycling (42.7%), the remain­
ing 13.4% was incinerated. In the coming years, Sika will keep 
working on diverting waste from disposal and reducing waste to 
landﬁll where possible. ( •  Table 16: Breakdown of Waste by 
Type of Disposal, in the “Key Performance Indicators” section at 
the end of this chapter).
BREAKDOWN OF WASTE BY TYPE OF DISPOSAL1
in 1,000 tons 
180
150
120
90
60
30
2020
2021
2022
  Waste to landfill
  Waste to recycling
  Waste to incineration
In 2022, the waste recycling rate increased by 18.9% compared 
to 2021. This increase was mainly driven by Brantford mortar 
production (Canada) due to one-off dust generated during the 
sand drying process in 2022. All the dust produced was sent for 
reuse to third-parties and has therefore been reported under 
“waste to recycling” ( •  Table 17: Recycling Rate, in the “Key Per­
formance Indicators” section at the end of this chapter).
RECYCLING RATE
in 1,000 tons 
  Recycling rate 
180
150
120
90
60
30
2020
2021
2022
35.3%
33.9%
40.4%
  Hazardous waste (total volume)
  Non-hazardous waste (total volume)
WASTE REDUCTION 
INITIATIVES IN SPAIN
In Alcobendas (Spain), several waste initiatives have 
been implemented in 2022, leading to a reduction of 
8.4% of waste disposed compared to 2021. In the mor­
tar production, the filter dust from dosing and bag­
ging station is reused in the manufacturing process 
instead of being disposed externally. It reduced the 
volume of dust disposed as waste by 24% compared 
to 2021 (-9 tons). In addition, the sand cleaning pro­
cess has been optimized and reduces the waste gen­
erated through the process by 33% (-64 tons). In the 
concrete polymers production, a continuous produc­
tion process has been implemented, reducing the 
amount of carbon fiber waste by 65% on a yearly basis. 
In addition, the internal treatment and reuse of 
wastewater reduces the amount of effluent disposed 
by 130 tons per year.
1  Up to 2021, wastewater disposed separately due to local regulations could be reported under waste and excluded from water discharge. From 2022 onwards, the 
reporting methodology has been adjusted and a new account “water sent off-site for treatment” was created to capture the total volume of wastewater under 
water discharge. This reporting change led to a shift from waste to water discharge. Waste and water data from 2019, 2020 and 2021 have not been restated 
accordingly to the new methodology.

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CIRCULAR ECONOMY 
Circularity principles are becoming increasingly compelling due 
to higher awareness and shifting demand towards more sus-
tainable solutions among customers in construction and trans-
portation markets. Sika’s initiatives help the development of a 
circular economy in its industry. These include partnering with 
downstream customers, universities and startups to co-design 
and implement products. Collaboration projects are essential 
because deep circularity interventions rely on access to cost-ef-
fective sustainable energy and renewable/recyclable feedstock 
with appropriate specifications. Sika has started to seek perfor-
mance enhancements by using recycled materials and alterna-
tive non-fossil-based raw materials. One example is the devel-
opment of mortars formulated with recycled aggregates or 
residues that come from other industries. 
Moreover, Sustainability Portfolio Management (SPM) is the 
backbone of the Sustainable Solutions strategy. It defines how 
Sika structures the innovation of products that combine perfor-
mance and sustainability benefits. The Sustainability evalua-
tion carried out in accordance with SPM is a comprehensive 
evaluation of the product profile along the 12 most relevant sus-
tainability categories for Sika and its stakeholders, following a 
360° perspective beyond current regulations. “Resources/ 
Circular Economy” is one of the 12 sustainability categories, 
against which new product developments will be systematically 
evaluated. For more information on Sika’s SPM concept, please 
see the “Products and Customers” chapter on p.113 of the Sus-
tainability Report 2022.
MATERIALS USED BY WEIGHT OR VOLUME
Sika strives to constantly increase efficiency in the use of input 
materials. Research and development are governed by the prin-
ciples of sustainable development and enhanced customer util-
ity, such as the demand for resource-saving construction meth-
ods, energy-eﬃcient construction materials, or lighter and safer 
vehicles.
With the deployment of the SPM methodology, product devel-
opment projects will also be geared towards a higher inherent 
sustainability proﬁle in raw material sourcing, consumption, 
production, marketing, use phase, and end-of-life treatment. 
Through its sustainable solutions, Sika strives to reduce the re-
source consumption in downstream industries, such as the con-
struction, automotive, or cement industry, where Sika solutions 
enable customers to increase the use of recycled input materi-
als.
GRI 301-1
GRI 301-2
GRI 3-3
CRADLE–TO–CRADLE FEASIBILITY STUDY IN ROOFING 
Sika embarked on its first Cradle-to-Cradle Certified® project for Sarnafil® AT in 2020. The company is working to continu-
ously improve the sustainability performance of Sarnafil® AT as part of its commitment through the Cradle-to-Cradle 
Certified® program. In 2022, Sika initiated a feasibility study to assess its strengths and weaknesses to meet the new and 
more robust requirements of v4 of the Cradle-to-Cradle Products Standard. The Clean Air and Climate Protection and Prod-
uct Circularity categories will be recertified in v4, while the Material Health, Water Stewardship and Social Fairness catego-
ries will be kept in v3.1 and will be further assessed as part of the next certification cycle. One key area for further study is 
testing the increased use of recycled material within the roofing membrane. Currently, the membranes include pre-con-
sumer recycled content from scrap material during the manufacturing process. Because the recycled content originates 
from Sarnafil® AT’s own manufacturing process, it is not possible to increase the amount of recycled content from this 
source. Trials are underway to determine the feasibility of including post-consumer compatible recycled content from old 
roofing systems, or from sources where chemical traceability is available and chemicals of concern are avoided. However, 
because Sarnafil® AT membranes are new products with a service life of more than 30 years, there is very limited avail-
ability of recycled content for further cycles. As part of Sika’s net zero commitment, keeping materials in constant cycle 
has been identified as a key lever and will be one of the key focus areas for R&D in the coming years.

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Around two thirds of all materials used in production1 – e.g., for 
polyurethane adhesives, epoxy-resin products, polymeric rooﬁng 
and waterprooﬁng membranes, polymer concrete admixtures 
or parts for the automotive industry – are based on crude oil or 
crude oil derivatives (downstream products) or require fossil 
fuels for conversion. Other large contributors are sand, minerals, 
cement, and water.
The company uses a small amount of renewable raw materials 
from plant-based sources, such as castor oil or alcohol. The ex­
panded use of renewable raw materials going forward depends 
on availability, economic viability, and limitations in the use in 
formulations compared to non-renewable feedstock. However, 
through R&D, the company is constantly exploring ways to use 
non-petroleum-derived materials for Sika products. For more 
information on Sika’s raw material procurement, please see the 
“Procurement” chapter on p.133 of the Sustainability Report 
2022. 
In 2022, Sika used 11.9 million tons of input materials, an in­
crease of 2.4% compared to 2021, in line with increased quanti­
ties sold. For the year under review, 3.2% of total input materi­
als used in production were recycled materials, a decrease by 0.4 
percentage point compared to 2021 ( •  Table 18: Input Materi­
als Used, in the “Key Performance Indicators” section at the end 
of this chapter). Sika continued to focus on using supplemen­
tary cementitious materials such as fly ash or slag in its mortar 
technologies where available. In the automotive business, Sika 
also used more recycled grade materials for acoustic solutions 
where possible.
INPUT MATERIALS USED2
in millions of tons
  % of recycled input materials (tons)
12
10
8
6
4
2
2020
2021
2022
2.7% 
3.7%
3.2%
For many other secondary materials, such as packaging or sol­
vents, local Sika companies use circular systems or rely on the 
recycling systems in place in their respective countries.
1  Based on material expenditures.
2  Excluding water, packaging, and semi-finished products (raw materials already processed by Sika through a first production/assembly process).
PACKAGING MATERIALS
Sika has started to seek sustainability performance enhance­
ment in its approach to packaging. Sika’s products are mainly 
delivered in the following types of primary packaging:
	
— Plastic is mainly used for water-based products like mortars 
and concrete products, flooring and adhesives.
	
— Tinplate and steel are mainly used in solvent-based and mul­
ticomponent products like adhesives, flooring and coatings.
	
— Aluminum is used for sealants, adhesives and pre-treat­
ments.
	
— Metal packaging is used for products classified as dangerous 
goods by authorities regulations.
	
— Paper packaging is used for cementitious and mortar prod­
ucts that are distributed in valve bags.
As part of Sika’s Net Zero journey, using less carbon-intensive 
packaging materials, increasing the share of recycled packaging 
materials and reusable packaging solutions and reducing the 
amount of packaging materials will be a strong focus in the fu­
ture. For this reason, Sika is cooperating with various stakehold­
ers (suppliers, distributors, customers, and universities) to de­
velop packaging solutions with a lower impact:
	
— As part of an ongoing field test phase, first Sika application 
nozzles made of Post Consumer Recycle (PCR) material have 
been produced in 2022. The nozzles are used in the automo­
tive glass repair (AGR) segment. The new nozzles are made 
of 100% PCR, while the packaging is made of 40% PCR. 
Switching over 700,000 sets per year leads to approximately 
60 tons of CO2eq savings. 
	
— From March to June 2022, a feasibility study together with 
Packaging Engineer Students from FH Campus Wien has 
been completed on transportation packaging for unipacks 
(UP) and cartridges (CTR). Today, UP and CTR are packed in 
cardboard boxes. The project focused on designing new 
transport packaging to minimize the volume of packaging 
needed and reduce the related CO2eq emissions. Ideas were 
presented where up to 60% of material could be saved. 
	
— Valve bags used for cementitious and mortar products con­
sist generally of two to three layers of paper with the outer 
layer being generally bleached for better print results. A new 
type of valve bag with an unbleached outer layer has been 
introduced in Singapore and Ecuador in 2022. This change 
leads to a CO2eq reduction of approximately 40% per kg of 
bag. Further rollout in other countries will follow. 
	
— In 2022, the new solution Sikagard®-5500 has been launched 
as the first sustainable concrete protection coating on the 
market. Packaging was one of the focuses of this innovation 
and the bucket is made of 80% recycled plastic.

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BIODIVERSITY AND NATURE 
Biological diversity is essential for our ecosystem and well-be­
ing. But it is often overshadowed by other big environmental 
risks such as climate change. Businesses are as dependent on 
biodiversity as humans are – without it, raw materials and sup­
ply chains would be heavily disrupted. Biodiversity is highly in­
terconnected with other environmental issues, including defor­
estation, pollution, climate change, urbanization, and water 
scarcity.
In 2022, Sika joined the Taskforce on Nature-related Financial 
Disclosures (TNFD) Forum1, a global multidisciplinary consulta­
tive group of institutions with over 850 Forum members. With 
its participation at the TNFD Forum, Sika shares the ambition of 
the TNFD to develop a risk management framework for organi­
zations to report and act on evolving nature-related risks. This 
supports a shift in global financial flows toward nature-positive 
outcomes. Sika supports the TNFD to develop a consistent risk 
framework to identify, report and manage these risks, as well as 
nature-related opportunities. 
Moreover, the TNFD and Science Based Target Network (SBTN)2 
are working to align further to make it easier and more efficient 
for corporates to apply both frameworks. The SBTN builds on 
the momentum of the Science Based Targets initiative (SBTi). It 
is a network of more than 45 organizations (end of 2022) – in­
cluding the same organizations behind the SBTi – developing 
methods and resources for science-based targets (SBTs) for na­
ture for companies, and science-based targets for both climate 
and nature for cities. SBTN target-setting methods generate 
data and analytical outputs that help corporates apply parts of 
the TNFD’s LEAP (Locate, Evaluate, Assess, Prepare to respond) 
approach for a nature-related risk and opportunity assessment. 
Sika is currently positioning itself in the Locate step, and it will 
conduct a materiality assessment of its operations. This step, 
will allow the company to identify and prioritize the main nature 
and business interfaces. Sika plans to disclose related informa­
tion in the coming years. 
Even before the identification of Biodiversity and Nature as one 
of the material topics (for more information, please see •  Sika 
Materiality Analysis 2022), Sika implemented various initia­
tives at company level: 
1 
•  TNFD – Taskforce on Nature-related Financial Disclosures.
2 
•  SBTN – Science Based Targets.
3 
•  GNF – Living Lakes Network (www.globalnature.org).
	
— In the due diligence process for acquisitions and building new 
Sika premises, the teams involved, such as EHS and Legal, 
collect information on land use, water use, waste, material 
management and environmental compliance.
	
— On the supply chain side, suppliers are asked – via EcoVadis 
assessments – information on land use and proximity to pro­
tected areas when applicable. 
	
— One thematic area of the “Sika Cares” initiative is “Water and 
climate protection” where Sika supports projects linking so­
cial causes with ecological interest. For instance, Sika con­
tributes to the Global Nature Fund (GNF)3 which conserves 
and protects natural resources, including the drinking water 
reservoirs of the earth.
	
— In Peru, Sika employees are helping biodiversity and reducing 
their carbon footprint by demonstrating that urban agricul­
ture is viable. After the pandemic, the team in Lima (Peru), 
launched a greenhouse project next to the office where they 
grow over 100 crops in systems made with recycled material 
from their operations. With this project, the Sika Peru team 
is optimizing the use of a key resource: water. With little in­
vestment but lots of commitment, the team is producing 
several types of vegetables and contributing to a health 
nourishment culture. “Our people share the ‘agriculture’ ex­
perience, learning to value simple things like ‘eat what you 
have cultivated,’” Rocio Galvez, Social Responsibility and 
Communications Manager at Sika Peru, said. “The team is 
committed to align its business goals with the sustainability 
demands of our country and community. We do this by offer­
ing sustainable solutions for our clients, being responsible 
for our footprint, and improving our own situation.”
	
— Another way that Sika supports biodiversity is with beekeep­
ing. For the past four years, Sika employees have nurtured 
one bee colony on the roof of the Global Technology Center 
(GTC) in Lyon (France). Every year, workers in the Lyon GTC 
receive a small quantity of honey. Twice per year, a handful of 
people can go with the beekeeper to understand how a bee 
colony works. In Zurich (Switzerland), there are two bee colo­
nies on the roof of the R&D building at the Headquarters. 
GRI 413-1
GRI 3-3

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AIR EMISSIONS1 
All local companies must comply with applicable laws and regu­
lations related to air emissions parameters. Air emissions are 
monitored by Sika as part of its legal obligations. This topic is 
managed directly by local operation facilities in accordance with 
local regulations and internal guidelines. In 2022, Sika conduct­
ed a global survey2 to further evaluate the materiality of air 
emission indicators. The survey was used to evaluate the cover­
age of air emission measurements and the respective data 
available. The data collected was then used to update the calcu­
lation methodology for the year under review. This survey is 
planned every three years to ensure a regular materiality review 
and adjust Sika’s management approach if needed. 2022 in­
crease in VOC and dust emissions is related to the new calcula­
tion methodology that aims to estimate emissions beyond 
those from fuel and gas consumption:
	
— Besides calculating VOC emissions originating from the com­
bustion of fuel and gas, the VOC report now includes a quan­
tification of VOC emissions from the petrochemical materials 
and related processes. Available measurements, executed 
either internally or by external laboratories, were collected 
for 25 factories. Average intensity per ton produced was cal­
culated. This average intensity was then extrapolated to 
similar plants where no measurements were available. The 
extrapolation was done based on factory segments3. A simi­
larity between factories in the same factory segment was 
assumed. 
	
— Dust reporting now includes a quantification of dust emis­
sions from the mortar production. Available measurements, 
executed either internally or by external laboratories, were 
collected for 43 factories. Average intensity per ton produced 
was calculated. This average intensity was then extrapolated 
to similar plants where no measurements were available. 
The extrapolation was done based on factory segments. A 
similarity between factories in the same factory segment 
was assumed. 
	
— The calculation methodology of NOx and SOx is unchanged 
from 2021. It is based on the combustion of fuel and gas.
	
— In 2022, CO emissions, based on combustion of fuel and gas, 
were also included in the report. CO is a common air pollutant 
emitted when using fuel for vehicles and machinery. To esti­
mate Sika’s CO emissions, the amount of fuel consumed was 
multiplied with relevant emission factors. The methodology 
is aligned with the calculation used for NOx and SOx emis­
sions.
The differences in 2022 of NOx, SOx, and CO is related to the ad­
ditional granularity in the reporting of vehicle fuel per type of 
fuel since there are significant differences in air emissions from 
the combustion of different fuel types (diesel, petrol, biodiesel, 
ethanol and LPG). The increase in VOC and dust PM 10 is directly 
related to the change of methodology described above. The in­
crease in VOC and dust PM 10 is directly related to the change of 
methodology described above.
AIR EMISSIONS 
2020
20214
2022
Volatile organic compounds 
(VOC) (tons)5 
23.5
69.5
194.8
Dust PM 10 (tons)6 
12.3
31.9
172.9
Nitrogen oxides (NOx) (tons) 
268.0
482.1
245.4
Sulfur oxides (SOx) (tons) 
3.0
3.6
1.9
Carbon monoxide (CO) (tons) 
53.4
72.8
125.5
4  2021 increase vs 2020 was purely related to the increase in energy consump­
tion and inclusion of leased vehicles fuel.
5  In 2022, VOC reporting has been extended to include emissions from the 
petrochemical materials and related processes. 2020 and 2021 data have not 
been restated accordingly.
6  In 2022, dust reporting has been extended to include emissions from the 
mortar production. 2020 and 2021 data have not been restated accordingly.
GRI 305-7
GRI 3-3
1  The calculation of air emissions related to the combustion process of Sika fuel and gas consumption is based on the emission factors of the UK National 
Atmospheric Emissions Inventory (NAEI). NOx, SOx and CO indicators are calculated based on and limited to Sika’s fuel and gas consumption. In 2022, 
Sika updated the conversion factors related to primary energy from m3 to GJ to reflect the gross CV (calorific value) based on BEIS/Defra recommendations. 
It has an impact on the calculation of air emissions for 2022. 2020 and 2021 are not restated accordingly. 
2  The survey covered all Sika factories with the exception of the factories of 2022 acquisitions: Sable Marco Inc. (Canada) and United Gilsonite Laboratories, Inc. (USA).
3  The allocation of a manufacturing site to a particular factory segment depends on the type of production equipment required for the manufacturing technology 
and product technology (chemical and physical properties). Mortar production facilities have been excluded from the extrapolation since we assume that 
VOC emissions are not material in this production process. This assumption was verified with cross-checks with the largest mortar factories.

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ENVIRONMENTAL COMPLIANCE 
Environmental compliance is a material topic for Sika operations 
across all regions. However, regulations related to the environ­
ment vary widely between regions and countries. Sika therefore 
delegates the responsibility for environmental compliance to 
the operating subsidiaries. Each site strictly adheres to the ap­
plicable legislation on environmental matters.
ENVIRONMENTAL AND ENERGY MANAGEMENT SYSTEMS
Sika maintains an ISO 14001 certiﬁcation in almost half of 
the 601 sites under ISO scope1, with 49% certiﬁed sites in 2022 
( •  Table 19: ISO 14001:2015 – Environmental Management 
System Certification, in the “Key Performance Indicators” sec­
tion at the end of this chapter).
ISO 14001:2015 – ENVIRONMENTAL MANAGEMENT 
SYSTEM CERTIFICATION
in numbers
  % of sites covered
300
250
200
150
100
50
2020
2021
2022
47%
48%
49%
The ISO 50001 certification covers 5% of the sites under ISO 
scope1. The percentage of certiﬁed Sika sites has stagnated due 
to acquisitions and the number of newly opened sites ( •  Table 
20: ISO 50001:2018 – Energy Management System Certifica­
tion, in the “Key Performance Indicators” section at the end of 
this chapter).
1  Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, training centers are excluded 
as these activities do not fall under the scope of respective ISO standards. 
2  A violation is considered significant when reported to authorities, having media coverage, or leading to associated penalties or fines equal to or above CHF 2,000.
3  A incident (spill, environmental incident or emissions release) is considered significant when reported to authorities, having media coverage, or creating a significant 
cost (above CHF 2,000).
ISO 50001:2018 – ENERGY MANAGEMENT 
SYSTEM CERTIFICATION
in numbers
  % of sites covered
30
25
20
15
10
5
2020
2021
2022
3%
3%
5%
NON-COMPLIANCE WITH ENVIRONMENTAL LAWS 
AND REGULATIONS
Sika strives for full legal and regulatory compliance with all envi­
ronmental regulations. It maintains a EHS Corporate Manage­
ment System (CMS) that applies to all locations and employees 
and fulﬁls the requirements of ISO 14001 and ISO 50001. Sika 
companies implement their local Sika Management Systems 
based on the CMS and local regulatory and legal requirements. 
Newly acquired companies are integrated under the CMS. The 
CMS is maintained by the corporate Quality and EHS function and 
deployed through a network of Quality and EHS professionals 
throughout the organizations. Both the CMS and local Sika Man­
agement Systems are audited by external parties as part of the 
ongoing ISO certiﬁcation eﬀorts. Internal audits and regular EHS 
reviews support the continuous improvement of the CMS and its 
implementation. All GMs stated in their 2022 Compliance 
Conﬁrmation that no signiﬁcant violations2 of environmental 
laws and regulations occurred with­in their entities. In 2022, Sika 
recorded no tier 1 process safety events. Four signiﬁcant inci­
dents3 occured, one tier 2 process safety event, and three spills. 
All events were contained locally without causing any environ­
mental damage. ( •  Table 21: Significant Incidents, in the “Key 
Performance Indicators” section at the end of this chapter).
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
GRI 2-27

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KEY PERFORMANCE INDICATORS
•  TABLE 01: GHG EMISSIONS SCOPE 1 AND 2 – MARKET–BASED
2020
2021
2022
Scope 1 (tons of CO2eq)1
102,528
156,419
156,096
Scope 2 – Market–based (tons of CO2eq)2
121,700
82,089
74,557
Total GHG emissions (tons of CO2eq)
224,227
238,508
230,653
GHG emissions intensity (kg CO2eq per ton sold)
19.6
17.6
16.4
1 Scope 1 emissions related to direct energy are calculated based on BEIS/Defra 2021 emission factors. In 2022, fugitive emissions related to refrigerant gases have 
been added to the scope 1 inventory as per the Greenhouse Gas Protocol. Scope 1 emissions from 2019, 2020 and 2021 have not been restated accordingly. Fugitive 
emissions of refrigerant gases are calculated based on BEIS/Defra 2021 emission factors.
2 For scope 2 market-based emissions, purchased electricity covered by energy attribute certificates are considered with an emission factor of zero. For non-renewable 
purchased electricity, residual mix emission factors are gathered from AIB 2020 European Residual Mixes (applied to European locations) and 2021 Green-e Residual 
Mix Emissions Rates (applied to US locations). The location-based emission factor (IEA) is applied to all other locations. Scope 2 emissions related to district heating 
are based on BEIS/Defra 2021 emission factors.
•  TABLE 02: BREAKDOWN OF SCOPE 1 GHG EMISSIONS PER REGION 
2020
2021
2022
EMEA (tons of CO2eq)
51,706
81,755
75,891
Americas (tons of CO2eq)
33,682
46,937
49,376
Asia/Pacific (tons of CO2eq) 
9,694
16,028
19,098
Global Business (tons of CO2eq)
7,445
11,700
11,724
Corporate Services (tons of CO2eq)
-
-
7
Group (tons of CO2eq)
102,528
156,419
156,096
•  TABLE 03: BREAKDOWN OF SCOPE 2 GHG EMISSIONS – MARKET–BASED PER REGION1 
2020
2021
2022
EMEA (tons of CO2eq)
34,062
9,849
11,922
Americas (tons of CO2eq) 
31,926
25,377
21,333
Asia/Pacific (tons of CO2eq) 
34,597
33,152
32,186
Global Business (tons of CO2eq)
21,115
13,711
9,114
Corporate Services (tons of CO2eq)
-
-
2
Group (tons of CO2eq)
121,700
82,089
74,557
1 In 2022, district heating has been added to the company scope 2 inventory as per the Greenhouse Gas Protocol. Indirect energy consumption and related 
scope 2 emissions from 2019, 2020 and 2021 have not been restated accordingly. 
•  TABLE 04: GHG EMISSIONS – LOCATION–BASED 
2020
2021
2022
Scope 1 (tons of CO2eq) 
102,528
156,419
156,096
Scope 2 – Location–based (tons of CO2eq)1 
157,873
159,157
160,351
Total GHG emissions (tons of CO2eq)
260,401
315,576
316,447
1 Scope 2 location-based emission factors are gathered from US EPA eGrid 2020 Emission Rates (applied to US locations) and the International Energy Agency 
(IEA) Emission Factors 2021 (applied to all other locations).

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•  TABLE 05: BREAKDOWN OF SCOPE 2 GHG EMISSIONS – LOCATION–BASED PER REGION 
2020
2021
2022
EMEA (tons of CO2eq)
49,664
48,985
45,835
Americas (tons of CO2eq)
38,112
36,349
33,157
Asia/Pacific (tons of CO2eq) 
40,237
45,620
54,627
Global Business (tons of CO2eq)
29,860
28,203
26,726
Corporate Services (tons of CO2eq)
–
–
6
Group (tons of CO2eq)
157,873
159,157
160,351
•  TABLE 06: OUT–OF–SCOPE EMISSIONS1
2022
CO2 emissions from biogenic sources (scope 1) (tons of CO2eq)
1,233
CO2 emissions from biogenic sources (scope 2) (tons of CO2eq)
2,252
Total direct CO2 emissions from biogenic sources (scope 1 and 2) (tons of CO2eq)
3,485
1 Biogenic CO2 emissions related to fuels from renewable sources were calculated based on BEIS/Defra, 2022 emission factors. Biogenic CO2 emissions related 
to biomass electricity (Brazil) were calculated based on the International Energy Agency (IEA) Emission Factors 2022. 
•  TABLE 07: ENERGY INTENSITY 
2020
2021
2022
Energy intensity per ton sold (MJ per ton sold)
299.5
324.7
315.5
•  TABLE 08: BREAKDOWN OF DIRECT ENERGY CONSUMPTION PER REGION
2020
2021
2022
EMEA (TJ)
961
1,470
1,331
Americas (TJ)
619
819
868
Asia/Pacific (TJ)
158
256
331
Global Business (TJ)
144
226
220
Corporate Services (TJ)
––
–
0.1
Group (TJ)
1,882
2,771
2,750
•  TABLE 09: BREAKDOWN OF INDIRECT ENERGY CONSUMPTION PER REGION 
2020
2021
2022
EMEA (TJ)
659
691
668
Americas (TJ)
385
398
416
Asia/Pacific (TJ)
240
275
332
Global Business (TJ)
256
253
264
Corporate Services (TJ)
–
–
0.2
Group (TJ)
1,540
1,617
1,680

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•  TABLE 10: PURCHASED RENEWABLE ELECTRICITY RATE
2020
2021
2022
Purchased electricity (TJ)
1,540
1,617
1,672
Thereof – Purchased renewable electricity (TJ)1 
371
845
1,048
Renewable electricity rate (%)2
24.1
52.3
62.7
1 This indicator is based on 100% green contracts, Energy Attribute Certificates (EAC) such as Guarantees of Origins (GO), Renewable Energy Certificates (RECs) or 
International Renewable Energy Certificates (I-RECs), Power Purchase Agreements or specific countries for which the local grid is 95% renewable (RE 100 Criteria).
2 This renewable rate does not consider self-produced renewable electricity. It also excludes renewable shares from local electricity grid mix.
•  TABLE 11: BREAKDOWN OF WATER WITHDRAWAL PER SOURCE
2020
2021
2022
Surface waterbodies (m3)
37,655
50,682
29,200
Groundwater (m3)
1,516,054
1,632,849 1,508,926
Public supply (m3)
1,811,707
1,922,637 1,959,347
Rainwater supply (m3)
-
-
24,862
Total water withdrawal (m3)1 
3,365,416
3,606,168 3,522,335
1 Including the volume of water used as an input material. In 2022, rainwater has been added to the reporting of water withdrawal per type of source. Water withdrawal 
data from 2019, 2020 and 2021 have not been restated.  
•  TABLE 12: WATER CONSUMPTION INTENSITY
2020
2021
2022
Water consumption per ton sold (m³)1 
0.22
0.20
0.18
1 The water intensity ratio is only based on process and cooling water and sanitary water. Water in products is excluded from this indicator. 
•  TABLE 13: BREAKDOWN OF WATER USAGE PER TYPE
2020
2021
2022
Water in products (m3)
880,707
978,081
949,160
Process and cooling water (m3)
1,805,445
1,964,077
1,923,996
Sanitary water (m3)
664,543
674,658
649,418
Total water use (m3)1 
3,350,695
3,616,816
3,522,573
1 The difference between water withdrawal and water use is related to water storage. Rainwater is considered under water withdrawal for 2022 only and could also be 
a source of difference between water withdrawal and water use in 2020 and 2021.
•  TABLE 14: BREAKDOWN OF WATER DISCHARGE PER DESTINATION 
2020
2021
2022
Water to sewer, sewage plant (m3)
906,667
913,590
874,591
Water to surface water bodies (m3)
1,409,322
1,577,601
785,449
Water to ground (m3)
-
-
737,140
Water sent off-site for treatment (m3)
-
-
37,884
Total water discharge (m3)1 
2,315,989
2,491,191
2,435,064
1 Depending on local regulations, wastewater can be disposed separately and therefore not included in water discharge but included in waste. Up to 2021, wastewater 
disposed separately due to local regulations could be reported under waste and excluded from water discharge. From 2022 onwards, the reporting methodology 
has been adjusted and a new account “water sent off-site for treatment” was created to capture the total volume of wastewater under water discharge. This reporting 
change led to a shift from waste to water discharge. The indicator “water to ground” has also been added. Waste and water data from 2019, 2020 and 2021 have 
not been restated accordingly to the new methodology.

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•  TABLE 15: WASTE INTENSITY 
2020
2021
2022
Non-hazardous waste (tons)
120,633
129,884
134,385
Hazardous waste (tons)
21,042
21,676
17,852
Total waste generated (tons)
141,675
151,560
152,237
Waste intensity (kg per ton sold)
12.4
11.2
10.8
Waste intensity compared to total input materials (%)
1.6
1.3
1.3
•  TABLE 16: BREAKDOWN OF WASTE BY TYPE OF DISPOSAL1 
2020
2021
2022
Landfill (tons)
60,794
67,509
61,701
Non-hazardous waste
-
-
59,052
Hazardous waste
-
-
2,649
Incineration (tons)
30,863
32,603
29,075
Non-hazardous waste
-
-
17,990
Hazardous waste
-
-
11,085
Recycled (tons)
50,019
51,448
61,461
Non-hazardous waste
-
-
57,343
Hazardous waste
-
-
4,118
Total waste disposed (tons)
141,676
151,560
152,237
1 In 2022, waste volumes per type of disposal method have been detailed for hazardous and non-hazardous waste. Waste data from 2019, 2020 and 2021 have not 
been restated accordingly to the new level of granularity. Up to 2021, wastewater disposed separately due to local regulations could be reported under waste  
and excluded from water discharge. From 2022 onwards, the reporting methodology has been adjusted and a new account “water sent off-site for treatment” was 
created to capture the total volume of wastewater under water discharge. This reporting change led to a shift from waste to water discharge. Waste and water  
data from 2019, 2020 and 2021 have not been restated accordingly to the new methodology.
•  TABLE 17: RECYCLING RATE 
2020
2021
2022
Recycling rate (%)
35.3
33.9
40.4
•  TABLE 18: INPUT MATERIALS USED 
2020
2021
2022
Volume of input materials used (millions of tons)1 
8.8
11.6
11.9
Thereof recycled input materials (%)
2.7
3.7
3.2
1 Excluding water, packaging, and semi-finished products (raw materials already processed by Sika through a first production/assembly process).

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•  TABLE 19: ISO 14001:2015 – ENVIRONMENTAL MANAGEMENT SYSTEM CERTIFICATION1
2020
2021
2022
Sites certified ISO 14001:2015 (No.) 
242
275
297
Coverage of sites under ISO scope (%) 
47
48
49
1  Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, training centers 
are excluded as these activities do not fall under the scope of respective ISO standards. 
•  TABLE 20: ISO 50001:2018 – ENERGY MANAGEMENT SYSTEM CERTIFICATION1
2020
2021
2022
Sites certified ISO 50001:2018 (No.)
16
17
27
Coverage of sites under ISO scope (%)
3
3
5
1  Considered under ISO scope there are: headquarters, plants, warehouses, and technology centers. Sales offices, administrative offices, training centers 
are excluded as these activities do not fall under the scope of respective ISO standards. 
•  TABLE 21: SIGNIFICANT INCIDENTS1
2020
2021
2022
Significant incidents (No.)
3
2
4
1  A incident (spill, environmental incident or emissions release) is considered significant when reported to authorities, having media coverage, 
or creating a significant cost (above CHF 2,000).

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
PRODUCTS AND CUSTOMERS
SUMMARY & HIGHLIGHTS
AMBITION 
Sika focuses its R&D activities on 
generating customer benefits, market­
ing safe products, and adapting to the 
impacts of climate change. 
APPROACH 
Intensive research efforts allow Sika 
to address the demand for resource-
saving building methods, energy-
eﬃcient and low-emission construction 
materials, high-speed manufacturing 
processes, modular construction, lighter 
and safer vehicles. 
HIGHLIGHTS 
Sustainability Portfolio Management 
(SPM)
SPM is used by Sika to evaluate and 
classify its products in market seg­
ments in terms of both Performance 
and Sustainability. In 2022, the assess­
ment of 104 products was done and 
initiated. 
Scouts – The new innovation platform
Sika launched its innovation platform 
“Scouts” which allows all employees 
to contribute to innovation-focused 
initiatives.
KEY FIGURES
change vs 2021
Inventions
168
+12.0%
Patent applications
104
+5.1%
Employees working in R&D
1,334
+6.5%
Number of Global Technology Centers
21
+/–0

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
“Sika is committed to reducing 
the impact of climate change through 
its products, solutions and services. 
It’s our ambition to combine sustain-
ability with high performance. We 
help our customers reduce their carbon 
footprint through technology plat-
forms that provide sustainable solutions 
for industry and construction.”
Patricia Heidtman
Chief Innovation and Sustainability Officer
MATERIAL TOPICS
Innovation 
Management
Health and
Safety
Compliance
Product
Portfolio
Risk and Crisis
Management
Responsible 
Marketing
Customer Relationship 
Management
SDGs

115
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
Combining innovation and sustainability allows Sika to help 
transform the construction and transportation industries. Sika 
does this by placing sustainability aspects at the core of strategic 
and operational innovation processes, while simultaneously driv­
ing operational efficiency and excellence across the organization. 
For more information concerning Sika sustainability governance 
and the combined leadership for Innovation, Sustainability and 
Operation Technologies please see the “Sustainability at Sika” 
chapter on p.43 of the Sustainability Report 2022. 
In 2022, a new team in Global Innovation Management was as­
signed to facilitate the cross-functional combination of sustain­
ability and innovation and provide solutions to changing cus­
tomer needs and market conditions. “Scouts” a company-wide 
innovation platform to accelerate innovation activities, was also 
developed this year. The objective is to merge sustainability and 
innovation to address fast-changing market demands. 
Sika is combining business opportunities with innovation initia­
tives to add value for customers. The team of R&D, in coopera­
tion with the Target Market organizations, is addressing global 
issues by exploring alternative materials to reduce greenhouse 
emissions and waste, and recycle materials that would other­
wise end up in landfills. 
Moreover, cross-functional cooperations within Sika and with 
technology companies, scientific institutions, and universities 
have fostered new insights and generated scientific break­
throughs that have yielded solutions with better performance 
and sustainability benefits. For more information on Sika part­
nerships and collaborations, please visit the corporate webpage 
•  Partnerships and Collaborations.
COMMITMENT 
Sika is leading the industry with its comprehensive portfolio of 
high-quality, sustainable solutions. Sika’s capability to address 
sustainability megatrends is evaluated from a life-cycle perspec­
tive along the value chain. The Sika brand is a worldwide symbol 
for technically superior, user-friendly, and long-lasting products. 
Bringing innovation to life requires customer centricity and cour­
age. For Sika, innovation means implementing something new 
that adds value. Sika employees drive progressive solutions, that 
move the industry forward and show customers the value of new 
approaches.
GOALS AND TARGETS 
Innovation is a core objective of the Sika Strategy 2023. The 
company innovates to create value-added products that com­
bine performance and sustainability into one concept. There­
fore, all new product developments are Sustainable Solutions.
COURAGE FOR INNOVATION
Sika’s long history of innovation has made it a recognized global 
technology leader in many markets worldwide. Sika’s research 
and development activities are carried out by 1,334 employees 
(previous year: 1,240) across 21 Global Technology Centers and 
over 80 local and regional research and development facilities. 
While investing in its own Technology Centers, the company 
also nurtures an international network of scientists, partners, 
suppliers, and customers. Sika enhances its research eﬀorts by 
cooperating with renowned universities and scientiﬁc institu­
tions such as ETH Zurich (Swiss Federal Institute of Technology 
in Zurich), EPFL (Swiss Federal Institute of Technology in Laus­
anne), University of Cadiz (Spain), University of Pennsylvania 
(USA), Princeton University (USA), the Beijing University of 
Chemical Technology (PRC), and similar institutions across the 
globe. In addition, Sika’s subsidiaries cooperate with research 
institutes in their local markets.
INNOVATION MANAGEMENT 
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
SCOUTS – THE NEW 
INNOVATION PLATFORM
In 2022, Sika launched the innovation platform 
“Scouts”, allowing all employees worldwide to contrib­
ute their knowledge towards innovation-focused ini­
tiatives, and to connect with colleagues to find the 
right solution for business-related challenges. Scouts 
is part of Sika’s innovation management and essen­
tial to harnessing the creativity of all employees. In 
autumn 2022, Sika began its first campaign to collect 
ideas that will support the company and its custom­
ers on the net zero journey.

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
SUSTAINABILITY AS INNOVATION DRIVER
Sika’s goal is to innovate products that enable sustainable con­
struction and transportation, reducing environmental impact 
along the value chain. Indeed, sustainability has become the key 
driver for R&D projects at Sika. It fuels the quest for alternative, 
renewable materials, low carbon solutions, new recycling con­
cepts, more eﬃcient production methods like modular building, 
resource eﬃciency, healthier and safer spaces for living and 
working, enhanced product ﬂexibility, and digitally enhanced so­
lutions.
CUSTOMER CENTRICITY 
Sika helps its customers meet their challenges by developing 
new products in response to tighter climate-related and chemi­
cal regulations, increased sustainability awareness among their 
customers, and a shortage of skilled labor. 
INTELLECTUAL PROPERTY 
The protection of intellectual property (IP) plays a vital role in 
competitive markets. While inventions need to be protected 
against imitators, ensuring FTO (freedom to operate) for new 
products over third-party IP is important too. To achieve the 
best possible beneﬁt for the Group, the patent strategy is fo­
cused on three basic pillars (i) risk management and mitigation 
with respect to third-party patents, (ii) protection of new inven­
tions according to commercial relevance of the products/solu­
tions, and (iii) leveraging patents to support business. 168 new 
inventions were reported in 2022 (previous year: 150) and 104 
new patent applications were ﬁled (previous year: 99). By the 
end of 2022, Sika’s patent portfolio included 1,302 unique pat­
ent families with 4,493 single national patents.

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
Sika’s commitment to sustainability is reflected at all levels of 
the company. Customers are offered a wide range of sustainable 
product technologies, including solutions for energy-eﬃcient 
construction and vehicles. One of the company’s strategic tar­
gets is to generate 25% of sales from products released within 
the past ﬁve years by 2023. Moreover, every new Sika solution 
must add value for customers with improved sustainability 
beneﬁts. In 2022, the innovation rate reached 22.6% (previous 
year: 23.8%). The communication about sustainable solutions is 
split into two levels: 
	
— Company level: “Sika enables sustainable construction and 
transportation.” This message highlights Sika’s brand posi­
tioning and its commitment to continuously measure, im­
prove, and report sustainable value creation for its stake­
holders. In a high-level assessment, Sika estimated that 
around 70% of Sika sales1 is generated by products that have 
a positive sustainability impact regarding climate, energy, 
resources, air quality, health and safety, and green building. 
In the next few years, this estimation will be replaced by 
more precise figures thanks to the gradual implementation 
of the SPM methodology. 
	
— Product level: “More Performance – More Sustainable”. This 
message applies for products which have an approved SPM 
profile and are classified in the “More Performance – More 
Sustainable” cluster. For more information and product ex­
amples, please check the corporate webpage •  Sustainabil­
ity Portfolio Management.
SUSTAINABILITY PORTFOLIO MANAGEMENT (SPM) 
FRAMEWORK 
Managing innovation and sustainability together, minimizing 
the risks, maximizing the opportunities, and creating positive 
business impact: this is the purpose of the new Sustainability –
Portfolio–Management (SPM)–based concept. The SPM frame­
work is the backbone of the Sustainable Solutions strategy, and 
ensures that Sika’s products always combine performance and 
sustainability beneﬁts.
1  The high-level assessment was done on product group level to determine if this type of product contributes with a positive impact on the defined categories.
2  Chemical Industry Methodology for Portfolio Sustainability Assessments (PSA) - World Business Council for Sustainable Development (WBCSD).
SPM METHODOLOGY
Sika’s SPM methodology, which was developed from 2018 to 
2021, is based on the World Business Council for Sustainable De­
velopment (WBCSD) Chemical Industry Methodology for Portfo­
lio Sustainability Assessments (PSA)2. Sika is one of the first 
companies in the specialty chemicals and building materials 
sector to implement the SPM concept based on the WBCSD PSA 
framework. In 2021, Sika’s SPM methodology was externally re­
viewed by a third party, which confirmed its conformity with the 
WBCSD PSA methodology. Sika uses the SPM methodology to 
evaluate, classify, and market products in terms of performance 
and sustainability. Year 2022 has been a “trial” year to ramp up 
SPM at Sika. A new e-learning program has been introduced to 
familiarize employees across functions and geographies with 
the new methodology. By evaluating products using a set of cri­
teria within market segments, Sika can promote new or existing 
products under the “More Performance – More Sustainable” 
branding. The performance and sustainability categories repre­
sented within the SPM methodology are directly aligned to the 
sustainability topics material to Sika (Sika Materiality Analysis) 
and support the company’s contribution to the UN Sustainable 
Development Goals (UN SDGs).
The SPM methodology is an integral part of the Product Cre­
ation Process (PCP) and it is required for all new product devel­
opments. A standardized approach allows an efficient product 
development evaluation and ensures accurate information for 
making decisions and benchmarking purposes. The SPM meth­
odology applies to all product categories, including new prod­
ucts developments as well as existing products, and follows a 
four-step approach. 
This allows Sika to evaluate products on their performance and 
sustainability profiles and their contribution to the strategic tar­
get. Products that account for a larger volume of sales or with a 
higher sustainability relevance are prioritized.
PRODUCT PORTFOLIO 
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

118
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
SUSTAINABILITY CATEGORIES 
PERFORMANCE CATEGORIES 
Supplier 
Sustainability
Regulatory 
Trends
Technical 
Performance
Ease of 
Application
Additional 
Features
Cost 
Benefits
Aesthetics
Energy
Packaging
Chemical Hazard 
and Exposure
Climate
Green Building 
Standards
Health and 
Safety
Reputational
Risks
Durability
Air Quality and 
Emissions
Resources
Cost Savings 
Downstream
1. SEGMENTATION
Products are evaluated and classified in specific 
segments. This segmentation determines the 
context of its unique technology and application 
combination. 
2. SUSTAINABILITY
Evaluation of the product against the range of 
criteria covered under 12 different sustainability 
categories (SPM sustainability profile).
3. PERFORMANCE
Evaluation of the product against the range of 
criteria covered under 6 different performance 
categories (SPM performance profile).
4. CLASSIFICATION
The final step combines the results of steps 2 and 3 
into the final product classification (SPM profile).
THE SPM FOUR-STEP APPROACH

119
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
TARGET MARKETS 
CONCRETE
Aggregate scarcity is becoming a critical topic for the concrete 
industry. Increasingly larger amounts of lower-quality aggre­
gates, including sand, are used in the construction industry, 
which creates various challenges for concrete producers. In the 
year under review, Sika launched the Sand App, a highly innova­
tive digital solution for fast, real-time analysis of fine (sand) and 
coarse aggerates (gravel). The app can determine particle size 
distribution as accurately as standard dry sieve analysis. In addi­
tion, it can identify additional particle shape parameters such as 
roundness, sphericity, or aspect ratio. The Sika Sand App allows 
users new opportunities to optimize concrete mix design perfor­
mance in their everyday work.
Furthermore, Sika has been developing a new concrete recycling 
process (reCO2ver®). The reCO2ver® process aims to facilitate 
the production of new, high-quality concrete using 100% aggre­
gates from recycled concrete demolition waste (CDW). In the 
year under review, the company developed admixtures to upcy­
cle the content after the recycling process. reCO2ver® will make 
a signiﬁcant contribution to the circular economy and reducing 
the environmental footprint of the construction industry.
 
In cooperation with leading industry players, Sika continues to 
develop and market concrete and cement admixtures speciﬁcally 
adapted to the Limestone Calcined Clay Cement (LC³) technolo­
gy that signiﬁcantly lowers the CO2 footprint of cement. LC³ is a 
new type of cement based on a blend of limestone and calci­
nated clay that was developed by the Swiss Federal Institute of 
Technology Lausanne (EPFL). Sika admixtures allow customers 
to use LC³ binders to achieve the desired performance for 
strength and workability. The use of Sika solutions widens the 
potential application ﬁeld of LC³-type binders signiﬁcantly. The 
LC³ project aims to reduce the CO2 footprint of cement by replac­
ing up to 50% of clinker in cement. Sika helps the construction 
sector adopt this technology rapidly and eﬀectively. 
Together with a leading mining company, Sika developed tech­
nologies to produce concrete with 0% clinker content by com­
bining slag from steel production with other mining waste ma­
terials. 
Today’s use of blended low CO2 binders is often limited due to 
their slow strength development. Therefore, the availability of 
innovative accelerator systems is a prerequisite for extending 
binder systems use. With SikaRapid®-500 HX, Sika introduces a 
new type of seeding accelerator, providing early strength devel­
opment without compromising the plastic characteristics of 
freshly made concrete. In addition, Sika introduced a new alkali-
free, highly effective, and unique ultra-high solid shotcrete ac­
celerator (Sigunit® L-5650). Both new products enhance Sika’s 
competence in accelerating technology and shotcrete applica­
tions, allowing local teams to serve speciﬁc market and custom­
er needs eﬃciently. 
WATERPROOFING
Structures below the ground are regularly exposed to water. With­
out proper protection, excess water will damage underground 
structures. Sika provides long-lasting waterproofing products and 
systems to protect structures against water damage.
In the case of basements, the demand for waterproofing is ris­
ing due to higher exposure levels (basements built deeper into 
the ground) and stricter requirements in terms of acceptable 
moisture levels. At the same time, the shortage of skilled ap­
plicators has generated a demand for products and systems 
that are easy to install. 
Applying waterproofing membranes to a perimeter basement 
wall normally requires labor-intensive substrate preparation 
(grinding, drying, and cleaning) on top of a 28-day waiting time 
for the concrete to fully cure. However, by using SikaProof® A+ 
post-applied and the SikaShield® W wet-applied, the waiting 
time after waterproofing can be reduced to a couple of days, and 
the substrate preparation work is kept to a minimum. 
The waterproofing of construction joints is commonly done with 
PVC (polyvinyl chloride) water stop profiles or coated metal sheet 
profiles. Both systems have their advantages and disadvantages. 
With the introduction of Sika Waterbar® FB, a flexible, fully bond­
ed TPO (thermoplastic polyolefin) waterstop, the advantages of 
both systems are available in a single system for the first time. 
The small profile cross section does not require any special rebar 
detailing or formwork, and the light weight, flexible nature of the 
TPO waterstop allows for quick and easy installation. 
CONCRETE – INNOVATIVE 
SOLUTIONS LAUNCHED IN 2022 
	
— Sika® ViscoCrete® CC: a super-plasticizer designed 
to address the challenges of calcined clays used in 
concrete. This product allows cement to be re­
placed by calcined clay, reducing the CO2 footprint 
significantly.
	
— Sika® Sigunit® L-5650 AF: a high-performance al­
kali-free liquid set accelerator for shotcrete, pro­
viding high early strength development. For new 
sustainable sprayed concrete types, this new ac­
celerator provides the necessary strength develop­
ment and lower costs due to higher performance.
	
— SikaRapid®-500 HX: a new seeding accelerator 
that supports early compressive strength develop­
ment of concrete. This new product improves pro­
ductivity without compromising the properties of 
fresh concrete. 
For more information on Sika solutions, 
please visit the corporate webpage 
Concrete Technology
•

120
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
In the year under review, the successful range of swelling joint 
sealant SikaSwell® S-2 was further developed to meet the latest 
EHS requirements. This 1-part polyurethane hydrophilic sealant, 
which swells in contact with water to seal all types of construc­
tion joints and penetrations in concrete structures, conforms to 
LEED v4 Low Emitting Materials, Adhesives and Sealants. 
ROOFING
Sika has created roofing systems that are easier to apply to ad­
dress the lack of skilled labor. The product line Sarnafil® AT has 
been extended with a self-adhering version for parapet solu­
tions, where the bonding and membrane competence were 
ideally combined. The Sarnaﬁl® AT technology meets the com­
pany's sustainability aspirations. Sarnaﬁl® AT is the ﬁrst ther­
moplastic rooﬁng membrane in the market to be Cradle to Cra­
dle Certiﬁed™. In this way, Sika contributes to the circular 
economy, just like the PVC recycling program in the USA, where 
old products are fed back into the raw material stream. 
 
Sarnafil® roofing solutions have a long tradition and are unique 
in terms of durability: 60 years and more of proven roofing solu­
tions. Durability and long-term roof performance are essential 
features of Sarnafil® AT. This system combines sustainability 
with performance, making roofs highly resistant to mechanical 
damage, flexible, and easy to weld. Sika demonstrates leader­
ship in roofing technologies, and is a solid partner to construc­
tion customers worldwide. Two years after the successful launch 
of Sarnafil® AT, a new technology is ready to be launched with 
additional functionality to prepare for the unpredictable. The 
Sika SolaRoof® solution, an integrated solar solution that elimi­
nates the interface challenges between roof assemblies and 
photovoltaic (PV) installations, received the Factory Mutual 
(FM) approvals and is now the first and only FM approved com­
mercial and industrial solar roofing system. The Sika SolaRoof® 
incorporates the proven performance of Sarnafil roof assem­
blies with an innovative, non-penetrating, lightweight racking 
solution for long-term securement of rooftop PV. Waterproofing 
and bonding competence were also merged with the launch of 
the SikaRoof® Multitape, a repair tape based on the Sarnafil® AT 
technology. SikaRoof® Multitape is a high-performance self-
adhesive sealing tape consisting of UV stable carrier film com­
bined with butyl rubber compound for sealing, jointing, covering, 
and repair of single-ply roofs.
With the new Liquid Applied Membrane Sikalastic®-701, a new 
member is added to the Sikalastic® waterproofing systems. The 
Sikalastic®-701 is a high-performance polyurethane/acrylic based 
hybrid top-coat, with improved UV resistance and excellent gloss 
retention. Sikalastic®-701 can enhance old roofs by prolonging the 
roof's lifetime or upgrading to a cool roof. When it comes to roof 
waterproofing, Sika remains focused on producing low-odor, sus­
tainable products with excellent durability.
FLOORING
Sustainability is one of the main drivers of Sika flooring innova­
tion. In the development of new solutions, the company focuses 
on indoor air quality, low volatile organic compounds (VOC) con­
tent and odor, system durability with minimal maintenance re­
quirements, easy and economical floor refurbishment, low en­
ergy demand in the life cycle, and the use of raw materials from 
renewable resources.
In 2022, Sika used a new range of polyurethane prepolymers 
with an ultra-low monomer content. The new Sika Purform® 
technology comprehensively fulfils the new REACH-Legislation 
in Europe and contains less than 0.1% of monomeric diisocya­
nates. By using the Purform® technology for higher-perfor­
mance polyurethane products with ultra-low diisocyanate 
monomer content, Sika helps its customers meet the challeng­
WATERPROOFING – INNOVATIVE 
SOLUTIONS LAUNCHED IN 2022 
	
— SikaProof® A+ post-applied and SikaShield® W 
wet-applied: two unique waterproofing mem­
brane solutions to simplify and speed up the in­
stallation process in every basement project.
	
— Sika® Injection-216: new structural polyurethane 
injection resin with extremely high mechanical val­
ues. This product is perfect for waterproofing and 
strengthening large wet cavities such as onshore 
wind power foundations or dams' renovation.
	
— Sika Waterbar® FB-125: a flexible, fully bonded 
TPO (thermoplastic polyolefin) waterstop for quick 
and easy installation. 
For more information on Sika solutions, 
please visit the corporate webpage 
Waterproofing Systems
•
ROOFING – INNOVATIVE 
SOLUTIONS LAUNCHED IN 2022 
	
— Sika SolaRoof®: An integrated solar solution that 
received in 2022 the Factory Mutual (FM) approv­
als and is now the first and only FM approved com­
mercial and industrial solar roofing system. 
	
— SikaRoof® Multitape: a repair tape based on the 
novel, highly flexible, and sustainable membrane 
technology used in Sarnafil® AT.
	
— Sikalastic®-702: a general purpose roof water­
proofing solution that, together with Sikalas­
tic®-701, gives a higher-performance topcoat and 
enhanced durability. 
For more information on Sika solutions, 
please visit the corporate webpage 
Roof Systems
•

121
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
es of tomorrow. The highest-grade Sika ComfortFloor® PS-24 
and Sika ComfortFloor® Marble FX systems consequently re-
duce user exposure to an absolute minimum and comply with 
the Purform® label.
 
As a leading supplier of epoxy-based floorings, Sika developed 
several new products in 2022 to fulfill customer needs. New 
amine hardeners have a high impact on performance at low dos-
ages. In combination with standard amines, the new solutions 
display unique properties. Sika developed a new epoxy platform 
and launched it with the solutions Sikafloor®–1590 / –2640 / 
–2650 and Sikafloor®–169 ESD. The product properties are ad-
justed to the relevant segments and combine fast curing, low 
odor and VOC emission, and improved color retention. 
The Curing-by-Design technology was transferred to flooring ap-
plications like Sikafloor® 3000 Snapbooster. With this ground-
breaking technology, the curing time of polyurethane flooring 
materials can be accelerated. This enables applications of com-
plete multilayer systems on the same day. Additionally, Curing-
by-Design technology is used in marine flooring for applications 
of artificial teak deck floors. Two new products are changing the 
game in epoxy flooring: The fast-curing primer Sikafloor®-1590 
enables the application of two or more layers of the system on 
the same day. With the fast-curing roller coat, Sikafloor®-2650, 
the floor can be returned to service the next day. Such efficient 
applications have so far only been possible with other technolo-
gies that suffer from drawbacks like unpleasant odor or high 
cost. 
SEALING & BONDING
Sika has continued the rollout of new polyurethane technology 
launched under the Purform® brand. In 2022, the products 
Sikaﬂex®-11 FC Purform® and Sikaﬂex® PRO-3 Purform® have 
been rolled out globally. In parallel, the development of additional 
products based on the Purform® technology for the basic sealant 
and adhesives range was completed, and the products are ready 
to be launched in 2023. With this new technology, Sika is supply-
ing customers with products satisfying the highest standards in 
terms of performance, sustainability, and safety of users. Fur-
thermore, Purform® products oﬀer signiﬁcant performance ad-
vantages, for example, by enabling curing at low temperatures, 
good compatibility with sensitive surfaces such as natural stone, 
and even better durability when exposed to environmental influ-
ences like heat, UV radiation, or aggressive liquids. Furthermore, 
having a monomeric diisocyanate content below 0.1%, Sika’s Pur-
form® products fulfill the new REACH Regulation for the use and 
applications of isocyanates coming into force in August 2023. 
They can therefore be sold without any limitations. 
Sika is focused on the development of new solutions for hybrid 
construction, which involves applications where diﬀerent kinds 
of materials are connected. A new structural bonding product 
range has been developed for metal and composite bonding.
Sika is introducing novel, toughened adhesives for structural 
bonding and strengthening in construction and civil engineering, 
e.g., steel bridge repair, seismic guarding, or construction with 
more sustainable materials. High-strength bonding of non-rigid 
materials, such as metal or composite structures opens a new 
ﬁeld for structural bonding applications in construction. For that 
reason, Sika transferred its SmartCore® toughening technology 
to the needs of the strengthening market in a ﬁrst product under 
the name Sikadur®-370. Sikadur®-370 is a two-component epoxy 
adhesive that unites the highest mechanical properties with 
toughness and allows long-lasting and durable connections.
FLOORING – INNOVATIVE  
SOLUTIONS LAUNCHED IN 2022 
	
— Sikafloor®-267: self-leveler and roller coat. Excel-
lent indoor-emissions certifications were achieved, 
including AgBB, French VOC regs (A+), and LEED 
V4.1. 
	
— Sikafloor®-1590: a fast-curing epoxy primer that 
allows overcoating on the same day, normally 
within a few hours.
	
— Sikafloor®-2650: fast-curing epoxy roller coat, 
which allows return to service the next day.
	
— Sikafloor®-530: a pigmented fast-curing, 100% 
solids topcoat for car park decks. This solution en-
sures a safe, slip-resistant walking surface. Its im-
pact resistance, abrasion resistance, and elasto-
meric waterproofing qualities cope with the daily 
rigors of constant traffic.
For more information on Sika solutions, 
please visit the corporate webpage  
Floor Systems
•
SEALING AND BONDING –  
INNOVATIVE SOLUTIONS 
LAUNCHED IN 2022 
	
— Sikaflex® PRO-3 Purform® PowerCure: rapid cur-
ing solution for sealing joints. Applications are 
found in refurbishing infrastructure, like transpor-
tation and water management infrastructure or 
running production facilities and warehouses.
	
— Sikaflex®-117 Metal Force: sealant specially de-
signed for bonding metals, effective on most ma-
terials, including concrete, masonry, stone, ceram-
ic, wood, metals, and glass. Ideal for fixing 
corrugated sheets, flat sheets, metal roofs, and 
cover plates. 
	
— Sikadur®-370: a two-component epoxy adhesive 
that combines highest mechanical properties with 
toughness and therefore provides long-lasting du-
rable connection.
For more information on Sika solutions, 
please visit the corporate webpage 
Adhesive Systems
•

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
ENGINEERED REFURBISHMENT AND BUILDING FINISHING
The development of sustainable cementitious mortars for re­
pairing, waterprooﬁng, levelling, tiling, and ﬂooring has been a 
priority also in 2022. The main characteristic of these products is 
the signiﬁcant reduction of Portland cement content by substi­
tution with Supplementary Cementitious Materials (SCM), 
which often are waste materials and may otherwise be disposed 
to landﬁll. 
Identifying reliable sources of alternative sands and binders is a 
signiﬁcant focus for Sika: These can be materials from recycling, 
industrial by-products, or waste from any industry, including 
Sika's production facilities. A dedicated team develops ways to 
make their use technically feasible. For example, Sika works on 
reusing and valorizing production tails or dust collector ﬁnes 
from Sika plants. When integrated into formulated products, al­
ternative raw materials are linked to additional functionalities, 
such as weight reduction, deformability, and other outstanding 
functionalities, like abrasion resistance. As a result, they have a 
reduced embodied carbon footprint, stand out with reduced 
dust formation during the application, and meet LEED (Leader­
ship in Energy and Environmental Design) v4 requirements.
 
The replacement of cement by SCM in all categories of mortars, 
ranging from tile adhesives, renders, waterproofing or repair 
mortars, and high-end grouts, has allowed the reduction of 
close to 210 kt CO2 emissions in 2022. Sika's ambition is to 
achieve a 480 kt reduction of CO2 emissions in 2025 by lowering 
the cement content of mortars. In addition, Sika has developed 
the first Portland cement-free high-end, flexible tile adhesive. 
This product, presently in field tests, will be launched in 2023. 
Using alternative raw materials from renewable resources re­
duces the product carbon footprint. 
The performance of products containing materials derived from 
renewable resources plays a decisive role in the demand for 
more sustainable coatings. Sika has been expanding its line of 
sustainable, water-based protective coatings. A new water-
based platform for concrete protection coatings was developed 
to reduce the product’s embodied carbon footprint. The first 
product of this new range, Sikagard®-5500, is designed for use 
on reinforced concrete and has been rolled out in the year under 
review. The product reduces the use of fossil-based raw materi­
als and moves the formulation towards raw materials derived 
from renewable resources via the biomass balance concept. This 
entails using biogas or bio-naphtha in the initial stages of the 
supplier’s raw material manufacturing stage, thereby introduc­
ing renewable feedstock into the production process. This new 
development reduces the products carbon footprint by approxi­
mately 30% compared to traditional water-based concrete pro­
tection elastic coatings. In addition, the new coating displays far 
better crack bridging behaviors even at temperatures down to 
-20°C.
 
In 2022, another innovation focus area was Hybrid Timber-Con­
crete Composites. As a result of an intensive two-year collabo­
ration between the Swiss Federal Institute of Technology (ETH), 
Swiss Federal Laboratories for Materials Science and Technology 
(EMPA), Fagus Suisse SA, and Sika, the company presented new 
timber-concrete hybrid construction technology concepts. Com­
bining wood with concrete, steel, and organic composite materi­
als, such hybrid constructions are promising for future sustain­
able architecture. Prototype high-performance slab systems 
were developed using the timber-concrete composite (TCC) 
method. These ceiling systems are essential for modern multi-
story timber constructions or when refurbishing old buildings 
due to conversion, modernization, or energy renovation. Fur­
thermore, using timber in load-bearing construction elements 
provides long-term carbon storage in buildings. It reduces the 
carbon dioxide-intensive production of mineral-based construc­
tion materials. To develop the potential of modular timber con­
struction, Sika has been intensifying its cooperation with ERNE 
AG Holzbau, Switzerland.
INDUSTRY
For industrial manufacturing, sealing, and bonding can replace 
traditional joining technologies like welding or screws, and al­
lows the joining of new and diﬀerent materials, opening new 
design options. With Sika’s innovative structural bonding solu­
tions SmartCore® or Powerﬂex®, customers can achieve the 
highest performance and durability for their products. In addi­
tion, the Curing-by-Design technology reduces the process time 
by up to 70%. Sika’s adhesives support the automatization 
megatrend that is impacting the building and construction sec­
tor. In oﬀ-site construction – or modular building – more than 
80% of the construction is typically completed before it arrives 
at the construction site. Modular construction is becoming more 
popular due to its many beneﬁts, such as its cost-eﬀectiveness, 
ﬂexibility, improved quality control, and eﬃcient use of materi­
ENGINEERED REFURBISHMENT 
AND BUILDING FINISHING – 
INNOVATIVE SOLUTIONS 
LAUNCHED IN 2022 
	
— SikaCeram®-252 Impact: Sika prepared to launch 
of the first Portland cement-free tile adhesive, re­
ducing the CO2 footprint by 50% vs. the previous 
generation.
	
— Sikadur®-31+: low VOC and best-in-class EHS ep­
oxy adhesive for structural bonding and concrete 
repair is easy to mix and apply, and has excellent 
adhesion to most construction materials. 
	
— Sikagard®-5500: concrete protection coating with 
reduced use of fossil-based raw material. The new 
coating displays improved crack bridging behaviors 
even at temperatures down to –20°C.
	
— SikaGrout® 3320: high-performance grout with 
high early strength development at low tempera­
tures, with 50% higher strength and –32% CO2 
emissions versus the previous generation.
For more information on Sika 
solutions, please visit the corporate 
webpage Finish
•

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
als, as well as less waste, transport and time spent on construc­
tion sites. It can also help address local construction challenges, 
such as skilled labor shortages or meeting regulations. Sika’s 
product development teams support oﬀ-site manufacturers 
with solutions that meet the most demanding speciﬁcations 
and improve manufacturing eﬃciency and quality. With exten­
sive technical expertise and solid practical experience on every 
continent in all climates, Sika has developed a full range of mod­
ular construction solutions in the following areas: passive ﬁre 
systems, joint sealing for interior and exterior applications, 
rooﬁng membranes and systems, ﬂoor adhesives, concrete ad­
mixtures, bathroom pod waterprooﬁng and tiling systems, pro­
cess optimization, and technical service. 
As a leader in elastic bonding and the world’s biggest manufac­
turer of polyurethane adhesives and sealants, Sika has devel­
oped the Purform® technology with outstanding performance 
and sustainability beneﬁts for its customers. Sika’s Pur­form® 
products already fulfil the new REACH Regulations for the use 
of isocyanates coming in August 2023. In particular, Sikaflex® 
and SikaTack® Purform® adhesives and sealants meet the latest 
REACH and Occupational Exposure Limits (OEL) requirements 
and do not require the REACH diisocyanate safety training. In 
2022, the basic range of adhesives for auto glass repair based on 
the Purform® technology was completed. The new adhesive 
range will be launched in 2023.
In the year under review, Sika introduced new thermo-acoustic 
dampers for dishwashers into the market. By combining the 
SikaBaffle® with the SikaDamp® technology, a homogeneous 
foam layer is formed underneath the damping mat directly 
within the application process covering the entire area. The re­
sulting foam layer thermally decouples the damping foil from 
the tub while generating acoustic performance. The combina­
tion of SikaBaffle® and SikaDamp® provides excellent noise re­
duction for the customer, allowing fulfillment of the most strin­
gent new energy labels.
To help the shipbuilding industry reduce CO2 emissions, Sika has 
developed the Sikafloor® Marine Ultra-Light Floating Floor solu­
tions that reduce the weight by at least 24 kg/m2 compared to 
a traditional floating floor construction. Reducing the weight 
of the ship floor minimizes fuel and energy consumption, and 
consequently, lowers CO2 emissions.
AUTOMOTIVE
The automotive industry is undergoing structural transforma­
tion, with production and distribution functions being altered by 
new propulsion systems, digital technologies and new materi­
als. Thanks to its decades-long expertise in automotive adhe­
sives and sealants, Sika is well-prepared for this change. Sika is 
developing solutions for electric vehicle battery systems, includ­
ing intumescent coating, thermally conductive gap fillers and 
battery system bonding and sealing solutions.
 
Electro-mobility and lightweight chassis construction increase 
the importance of superior auxiliary materials that make vehi­
cles more eﬃcient, safer and quieter. Sika’s heat-conductive 
materials dramatically reduce battery charging times, which will 
help accelerate the market penetration of electric vehicles. Sika 
supplies adhesives and sealants for battery systems that meet 
highest technical requirements for high-temperature resistance 
and high thermal conductivity. SikaBiresin®, a new silicon-free 
gap ﬁller solution, has proven to be the right solution for ther­
mal heat transfer in battery boxes. Those gap fillers and adhe­
sives enable efficient energy exchange between the battery and 
the cooling plate. This technology is crucial because it does not 
only enable fast charging, it also helps to extend battery life and 
improves battery performance. 
Sika also enhanced the SikaBaffle®-400 series, a full range of 
high-performing cavity sealers for the automotive body-in-
white. The new family of heat-reactive baffles consists of a 
portfolio of products with different expansion rates that deliver 
excellent cavity sealing properties. Low-temperature baking 
represents one of today’s challenges to meet sustainability tar­
gets from customers aiming to reduce energy consumption dur­
ing production. Within the SikaBaffle® portfolio, a high expand­
ing Low Bake baffle is available; this product is fully functional 
already at 140°C and is now in serial production at OEMs.
INDUSTRY – INNOVATIVE 
SOLUTIONS LAUNCHED IN 2022 
	
— SikaLastomer®-590: a butyl adhesive which im­
proves cooling appliance’s (e.g., refridgerators) 
thermal energy transfer due to its higher thermal 
conductivity.
	
— Sikasil® AS-786: fast-curing silicone adhesive with 
adjustable mixing ratio to fulfil customer specific 
requirements in automized processes.
	
— SikaPower®-301 – ULTRA–LOW BAKE: new heat 
curing structural epoxy adhesive.
	
— SikaFast®-550 L06: fast-curing structural acrylic 
adhesive, designed to replace mechanical fixations 
such as rivets, screws, or welding. The product is 
solvent-free, acid free, and low-odor.
For more information on Sika 
solutions, please visit the corporate 
webpage Industry
•

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The new SikaForce®-800 line is a 2C polyurethane-based room 
temperature curing adhesive series for automotive assembly 
line applications. This new product line sets standards for de­
manding applications and enables fast and robust processes. In 
addition, the new series focuses on performance and sustain­
ability: four new products that allow mixed material combina­
tions have been launched in the year under review. For many 
years, SikaForce® adhesives have proven their excellence across 
numerous projects and applications where flexible or (semi-)
structural joints with high demands on long-term robustness 
and weathering resistance are given. In the automotive industry, 
these requirements are associated with short cycle times and 
various materials. With SikaForce® adhesives, a highly industri­
alized and automized performance level in joining assembly 
parts such as spoilers, taligates, roofs, and decorative compo­
nents can be achieved.
Several years ago, Sika Automotive introduced non-reactive 
polyolefin (PO) hot–melts to the automotive interior business. 
The main benefit of using non-reactive (PO) hot–melts is the 
adhesion to polypropylene without additional treatment. Poly­
olefin hot–melts offer further added value for customers: Non-
reactive products are more straightforward and create less 
waste than reactive adhesive solutions. Working with polyolefin 
hotmelts allows the manufacturer of automotive interior parts 
to ship them directly after production to their OEM customer, as 
the final performance can be achieved immediately after bond­
ing. The products are classification free and have a lower carbon 
footprint than other adhesives. The elimination of the treat­
ment process decreases the global warming potential (GWP) of 
the interior trim part. Even recycling of bonded parts can be im­
proved by using PO hot–melts. In the year under review, Sika 
expanded the range of these SikaMelt® adhesives for bonding 
plastics, composites, metals, wood, paper, textiles, and foams 
for interior and exterior automotive applications. Physical curing 
starts while the product is cooling down from its processing 
temperature and, for reactive hot melts, continues in a chemical 
crosslinking. 
AUTOMOTIVE – INNOVATIVE 
SOLUTIONS LAUNCHED IN 2022 
	
— SikaBiresin®: a silicone-free gap filler for thermal 
management in the battery, allowing for efficient 
heat transfer from the cells to the cooling units. 
The product is being introduced in a large car man­
ufacturer in Europe and provides an excellent com­
bination of thermal conductivity and excellent ap­
plication properties. 
	
— SikaPower®: two new products cure at process 
temperatures as low as 150°C: a structural bodyshop 
adhesive with improved corrosion resistance and a 
high modulus over a wide temperature range; and a 
crash-resistant adhesive with improved corrosion 
performance and superior humidity resistance in 
the uncured state to support new manufacturing 
needs.
	
— SikaDamp®: the next generation constrained layer 
damper product family has a reduced CO2 footprint 
by using a combination of bio-based and recycled 
rubbers and reduced waste in the production pro­
cess. 
	
— SikaMelt®-720: a new polyurethane hot–melt, 
combining high initial strength at elevated tem­
perature, short curing time and low reactivation 
temperature with excellent application properties 
for all kinds of interior trim press lamination. The 
product was designed to allow for a clearly lower 
isocyanate content to further reduce the exposure 
risks of operators compared to existing solutions 
in the market.
For more information on Sika 
solutions, please visit the corporate 
webpage Automotive
•

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
Thanks to its innovation power, Sika can significantly help re-
duce global greenhouse gases. In addition to its own research 
and development activities, Sika enters strategic partnerships 
to promote innovation. Important focus areas for R&D initia-
tives driving net zero include:
REDUCING CEMENT
Sika helps its customers reduce their carbon footprint, for ex-
ample, by oﬀering technology platforms that allow them to re-
duce the use of Ordinary Portland Cement (OPC). The reduction 
is realized most eﬃciently by highly speciﬁc admixtures that 
ease the processing and application of low-OPC products. Other 
examples are concrete and mortar systems containing an in-
creased ratio of recycled binders with Supplementary Cementi-
tious Material (SCM), such as slags, alternative quartz-based 
sands, gravels, and agro-industrial wastes like cashew ash to 
reduce the environmental impacts of OPC. In addition, Sika’s 
polymer ﬁbers as internal reinforcement of concrete enables the 
realization of slimmer structures with comparable strength, 
thus reducing the overall OPC consumption. Ecocem Materials 
Ltd., Ireland, and Sika have decided to intensify their more than 
decade-long cooperation to accelerate the design of low-carbon 
solutions for cementitious formulations.
MORTARS TO EMBRACE CIRCULAR ECONOMY
Sika has been cooperating with ADEME, the French Agency for 
Ecological Transition in charge of environment and energy, to 
replace traditional silica sand in mortar production. Together 
with ADEME, Sika has been conducting a research project called 
“Sand” to investigate how concrete recycling waste on an indus-
trial scale might deliver a solution not only for concrete but also 
for dry-mix and universal mortars. The aim is to reduce the ex-
traction of natural silica sand and later replicate the recycling 
process in mortar production facilities in geographic areas with 
limited sand access. Furthermore, Sika has been developing 
new formulation routes for dry-mix mortars and directs the pro-
duction process towards managing recycled and locally pro-
cessed aggregates in the Sika product range. 
BIO-BASED PROTECTIVE COATINGS 
Another example of Sika’s competence in creating formulations 
based on alternative materials are bio-based coatings. With ris-
ing environmental concerns and increasing customer demand 
for sustainable products, bio-based systems will play a more 
signiﬁcant role in the future. Sika is therefore strengthening the 
development of water-based protective coatings based on al-
ternative, bio-based materials. The company has developed a 
new water-based platform for concrete protection coatings and 
processed the further development of water-borne coatings for 
reinforced concrete by reducing the use of fossil-based materi-
als and moving the formulation towards bio-based materials 
like sugars, ethanol, or plant oils and toward using biogas or bio-
naphtha from renewable feedstocks.
PACKAGING AND PRODUCT RECYCLING TO SUPPORT  
THE CIRCULAR ECONOMY APPROACH
Sika is committed to reducing the carbon footprint throughout 
the value chain. Part of this strategy is expanding its range of 
sustainable and high-performance packaging and product op-
tions. The goal is to provide customers with products and pack-
aging that positively impact businesses and the planet. In the 
year under review, the company focused on PCR (post consumer 
recycled) packaging solutions in cartridges, buckets, wrap foil, 
and application nozzles. Furthermore, the Sika post-consumer 
recycling program recycles millions of square feet of used mem-
branes yearly that would have otherwise gone to landfills. Sika 
also reduces waste at every step of the product life cycle, con-
verting more than 98% of scrap materials from manufacturing 
and installation into new roofing and waterproofing mem-
branes.
Product developments across Sika's Target Markets deliver 
highest performance and enhanced environmental benefits. 
Please see the information on recently launched innovations on 
p. 119–124 of the Sustainability Report 2022.
Sika is keen to advance its own net-zero targets and also help 
its customers along this path.
INNOVATIONS DRIVING NET ZERO

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
Product quality and reliability have always been critical for Sika. 
The Sika triangle - a symbol more than 100 years old - is synony­
mous with performance, quality, reliability, and service. This is 
emphasized by the corporate claim: Building Trust. Product gov­
ernance at Sika involves maintaining product quality and safety, 
responsibly communicating safe handling procedures for chemi­
cals to customers, accurately labeling chemical products and 
marketing products responsibly.
PRODUCT SAFETY AND PRODUCT LABELING
Sika’s assessment and improvement of the health and safety 
impacts of its products is state-of-the-art. The company utilizes 
global Product Compliance software with one common data­
base, product stewards for all ﬁnished goods categories, train­
ings for all local users, benchmarking, and quality control. Sika’s 
management strives to avoid any negative impact on customer 
health and safety through its products. Precautionary measures 
are taken to mitigate risks related to product safety. Sika issues 
documentation about occupational safety, how to wear safety 
equipment, and the safe transportation and storage of goods. 
All product information, speciﬁcally Safety Data Sheets (SDSs) 
and Product Data Sheets (PDSs), are reviewed regularly. Infor­
mation on the SDS of individual products can be found on the 
website of the local Sika companies. 
COMMITMENT
Sika is committed to managing chemical product compliance in 
a careful and diligent way, as highlighted in its mission state­
ment: “We want to assume our responsibility for safety and the 
environment along the entire value chain. We are committed to 
considering all requirements and obligations arising for sub­
stances used in our products.” When formulating products, the 
company only uses raw materials that comply with all relevant 
regulations, and that have been thoroughly assessed for their 
health and safety impacts.
GOALS AND TARGETS
Sika’s goal is to test all raw materials used as product compo­
nents, as well as all chemical products for their health and safe­
ty impact during transport, storage, production, distribution, 
and use. The company makes sure that all products comply with 
all chemical regulations and legal requirements along the entire 
value chain. From product development, to the selection and 
purchase of raw materials, and then to their handling and man­
ufacturing of products (workplace safety of employees), pack­
aging of products (transport safety), shipping to customers 
(transport safety, dangerous goods regulations, customer safe­
ty), storage (customer safety), application (customer safety), 
use phase (customer safety), and ﬁnally end of life (customer 
safety). 100% of Sika chemical products are assessed for their 
impact on health and safety. 100% of Sika products are safe and 
do not harm human health if handled according to the instruc­
tions in the SDS and PDS. 
RESPONSIBILITIES
Sika products must be accompanied by a SDS in compliance 
with the country’s legal requirements and in the required local 
language when distributed or sold. Packaging and labeling must 
meet local compliance standards, as well as the Sika branding 
and labeling rules. The company creates, maintains, and pub­
lishes SDS, using the global Product Compliance System. To 
safeguard legal compliance and customer safety, the require­
ment for all local Sika companies is that the SDS shall not be 
older than two years. This is monitored by Global Regulatory & 
Product Compliance and reported quarterly to all responsible 
Area Managers, General Managers, Regional Operations Manag­
ers, EHS Managers and Product Stewards. In 2022, no instances 
of non-compliance with Satety Data Sheets were reported.
CORPORATE LEVEL
The Global Regulatory & Product Compliance (RPC) team which 
reports to Head Global Quality & EHS is responsible of providing 
a globally compliant data base and classification system (SAP 
Product Compliance), to support regions in setting up and de­
ploying RPC processes, and to exchange information on emerg­
ing regulatory developments. 290 representatives in regional 
and local organizations from 118 Sika companies use SAP-Prod­
uct Compliance. Furthermore, the team is responsible for prod­
uct health and safety-related data to be available, correct and 
continuously updated. It coordinates the classiﬁcation of prod­
ucts according to regional and international regulations and the 
monitoring of new hazards of raw materials. 
PRODUCT SAFETY, QUALITY, AND RELIABILITY 
GRI 416-1
GRI 416-2
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
The global Product Stewardship team, which is part of the Glob­
al Regulatory & Product Compliance Team, is responsible for:
	
— Training and supporting all regional and local Product Stew­
ardship functions and Regulatory Product Compliance teams. 
Training programs and workshops are specifically held for the 
local Product Stewards and Regulatory Aﬀairs Managers in 
all regions and areas, at least every two years.
	
— Monitoring the raw material database and the chemical sub­
stance database that serve as the basis for product composi­
tion and the preparation of Safety Data Sheets (SDS) and 
labels.
	
— Acting as a support center for the Globally Harmonized Sys­
tem (GHS) of Classiﬁcation and Labeling of Chemicals.
	
— Monitoring Sika Substance Risk Management Rules and the 
list of hazards and restrictions to be shared with the con­
cerned Sika unit.
	
— Maintaining and updating rules for SDS creation, dangerous 
goods management, and label information.
	
— Providing global product stewardship solutions, including 
SAP Product Compliance with global content and algorithms, 
speciﬁc analysis and calculation tools, regular performance 
overview (KPIs), process descriptions and manuals, etc.
The Global Regulatory Affairs Team which reports to the Global 
Regulatory & Product Compliance (RPC) Team, oversees the 
compliance of the Sika Group with regulations in the area of 
chemicals legislation. More specifically, the team supports local 
line management, which has overall responsibility for ensuring 
that all products manufactured and/or brought to market com­
ply with local regulatory requirements. In cooperation with cor­
porate functions (R&D, Procurement, Marketing, Production, 
Target Markets) and with Corporate and local Expert Teams, the 
Global Regulatory Affairs Team defines and initiates tasks, pro­
grams, and compliance projects. In particular, it coordinates ac­
tivities to comply with chemicals legislation and enables the 
production and marketing of products in the countries through 
notification and registration activities. It also provides support 
in the form of chemical and regulatory advice. Based on cost-
benefit analysis, and in cooperation with the R&D functions and 
external consultants, the team prepares registration dossiers 
for the inclusion of substances and products in local registries. 
 
The Steering Team Banned Substance is comprised of members 
from Product Stewardship, Regulatory Services, Sustainability 
and R&D functions. The team evaluates and assesses substanc­
es with an elevated hazard potential in raw materials and Sika 
products. In view of the associated risks and the available alter­
natives, the Steering Team Banned Substance decides whether 
a time-limited exemption can be granted and initiates the sub­
stitution of the substance.
REGIONAL LEVEL
The regional Regulatory & Product Compliance Team is respon­
sible to roll out RPC processes, query local requirements, and 
support countries in setting and targeting RPC objectives, as 
well as organize training and development programs. The re­
gional Product Stewardship team is responsible for data main­
tenance and classification of regional/area raw materials and 
products, creation of SDS and label information, support for la­
bel creation in certain areas, and checking and notifying modifi­
cations of chemical substances. 
LOCAL LEVEL
The responsibility for the products sold in the individual Sika 
countries lies with the local organizations, and ultimately with 
the General Manager. With support from the global and regional 
Product Stewardship teams, local line management has the 
overall responsibility for ensuring that all products placed on the 
market meet local legislation requirements, as well as assigning 
a Product Stewardship role to manage raw material and ﬁnished 
goods data, customer safety information, and labeling. In par­
ticular, the local Product Stewardship team ensures that all 
products follow the Sika Global Regulatory Product Compliance 
(RPC) rules and is responsible for:
	
— Approving local labels and local SDS, packaging, entry of local 
raw materials and ﬁnished goods data into the databases.
	
— Supporting local organizations in all product-safety-related 
matters.
	
— Supporting customers regarding their demands on product 
safety.
	
— Implementing and enforcing the Sika Banned Substance Pro­
cess by conducting regular screening of the existing product 
portfolio.
	
— Ensuring that Sika products (except non-chemical products) 
are accompanied by a SDS meeting the legal requirements of 
the country and translated into the required language(s).
	
— Ensuring that packaging and labeling are controlled and 
managed for local compliance, and compliance with the Sika 
branding and labeling rules.

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SIKA SUSTAINABILITY REPORT 2022
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TRAINING 
Regular internal training and education for local Product Stew-
ards and Regulatory Aﬀairs Managers is provided in all regions 
and areas at least every two years. Such trainings update local 
teams on regulations, on the Globally Harmonized System (GHS) 
of Classiﬁcation and Labeling of Chemicals, and on the impact 
of the Product Compliance Reporting tool. In 2022, the global 
Product Stewardship team organized 18 trainings, involving 231 
Sika employees from various functions (Product Stewardships, 
Regulatory Affairs, EHS, and R&D) and regions (Americas, Asia/
Pacific , EMEA and Global Business), including various countries 
(all EU countries, Argentina, Australia, Bolivia, Brazil, Canada, 
Chile, China, Colombia, Costa Rica, Ecuador, El Salvador, Ghana, 
Guatemala, Honduras, India, Indonesia, Ivory Coast, Japan, Leb-
anon, Malaysia, Mexico, New Zealand, Nicaragua, Nigeria, Paki-
stan, Panama, Paraguay, Peru, Philippines, Saudi Arabia, Serbia, 
South Africa, Thailand, Turkey, Ukraine, United Arab Emirates, 
United Kingdom, Uruguay, USA, Venezuela, Vietnam).
ASSESSMENT OF THE HEALTH AND SAFETY IMPACTS  
OF SIKA PRODUCTS
Sika is committed to continuously improving the safety and en-
vironmental sustainability of its products and operations. This is 
achieved by working internally on procedures, informing and 
educating product users through safety data and worker protec-
tion requirements, reducing hazardous chemicals, solvents, 
volatiles, reactive components wherever possible, and using de-
vices for safe contact-free application. In 2022, all entities of 
Sika Group were compliant with applicable regulations and did 
not report any signiﬁcant incident concerning the health and 
safety impact of products.
A central corporate REACH and Chemical Regulatory Depart-
ment (the Regulatory & Product Compliance Team) coordinates 
all corporate activities, covering the requirements of the Glob-
ally Harmonized System (GHS), Classiﬁcation, Labeling and 
Packaging (CLP), as well as other relevant chemical legislation 
to ensure the protection of human health and the environment 
from the risks that can arise from chemicals.
Sika maintains a comprehensive Product Stewardship process 
and network, including a database for impact assessments, tox-
icological evaluations and product registration, classiﬁcation, 
and labeling. This results in a steady improvement in products.
CHEMICAL SUBSTANCES RISK MANAGEMENT
Sika aims to eliminate substances hazardous to human health 
or the environment from products and production processes 
wherever possible. The company has established the Sika 
Banned Substance Process at Group level for assessing and 
treating substances with an elevated risk hazard potential 
based on the GHS classification. This internal process is comple-
mentary to local legal requirements, emphasizing Sika’s uncom-
promising commitment to quality, safety and environmental 
sustainability. 
Substances falling under the “Sika Banned Substance” deﬁnition 
must be checked for replacement by less hazardous alternatives 
in all the processes defined in the Sika Product Creation Process 
(PCP) and processes of Regulatory & Product Compliance. Based 
on the classification of the Globally Harmonized System (GHS), 
“Substances of Concern” are divided in two main categories:
	
— Category 1: substances which shall not be used in any sales 
products (both manufactured and trading products), all ma-
terials handled in manufacturing plants and supply chain. 
Only substances used for R&D purposes are exempt. 
	
— Category 2: substances which may be used in controlled 
manufacturing processes as long as the deﬁned concentra-
tion limits are not exceeded in the ﬁnal product. 
In the last two years, as a result of assessments conducted by 
the Steering Team Banned Substance, 39 substances of concern 
were phased out. 148 assessments conducted over the same 
period have identified further 60 substances which are planned 
to be phased out by the end of 2024. Sika is currently reviewing 
the Sika Banned Substance Process, with a view to accelerate 
progress in this important area, and continues to review and as-
sess the use of substances of concern.

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
The main goal of the Marketing function at Sika is to support 
business growth, generate and nurture customer leads, and cre­
ate a globally-recognized brand. Packaging is essential for such 
purposes as it is used to identify Sika products. It enhances the 
appearance of the label for product promotion and provides in­
formation about the correct and safe use of the product. 
COMMITMENT
Provide accurate information about all Sika products in compli­
ance with local laws and regulations and enhance the appear­
ance of the label for product promotion.
GOALS AND TARGETS
The marketing and labeling activities at Sika provide Sika cus­
tomers and stakeholders with compliant, accurate, and valuable 
information regarding classiﬁcation, labeling, and packaging 
(CLP) rules and the application of its products. Labels should in­
clude legal and regulatory requirements, as well as customers’ 
requirements, depending on the customer type (either distribu­
tion or direct sales). 
RESPONSIBILITIES
To achieve this commitment, four Sika teams are involved at 
Corporate and local levels:
	
— The Corporate Technical team is responsible for Product Data 
Sheets and product certiﬁcations such as Declaration of Per­
formance or Declaration of Conformity. By fulﬁlling these ac­
tivities, the technical team complies with regional and local 
product regulations, for example the EU Construction Prod­
ucts Regulation, EU Marine Equipment Directive, and similar 
legislation.
	
— The local Product Stewardship team is responsible for provi­
sion of and compliance with CLP-required hazard symbols, 
statements, information, and data for labels and packaging. 
By fulﬁlling these activities, the Product Stewardship team 
complies with policies and regulations such as the Globally 
Harmonized System (GHS) of Classiﬁcation and Labeling of 
Chemicals, CLP, and REACH.
	
— The Product Management team, both Corporate and local, is 
responsible for deﬁning instructional and descriptive texts 
(as per Product Data Sheet); main illustration (if applicable) 
and icons, and country combinations.
	
— The Corporate Marketing Services team is responsible for 
creating the packaging artwork by compiling the information 
from the Technical, Product Stewardship and Product Man­
agement team, Operations, and suppliers. Product Steward­
ship information is retrieved from the local and global Prod­
uct Stewards. Product classiﬁcation and labeling information 
is determined via the globally deployed SAP Product Compli­
ance System. Corporate Technical & Product Management 
information is provided directly via the Product Management 
team.
REQUIREMENTS FOR PRODUCT, SERVICE, INFORMATION 
AND LABELING
Sika complies with all laws and regulations concerning product 
and service information and labeling. All entities of Sika Group 
must be compliant with local laws and regulations. No signiﬁcant 
violation of regulations concerning this topic was reported in 
2022.
REQUIREMENTS REGARDING MARKETING 
COMMUNICATIONS
Sika complies with all laws and regulations concerning market­
ing communications, including advertising, promotion, and 
sponsorship. All entities of Sika Group must be compliant with 
applicable laws and regulations. No signiﬁcant violation of regu­
lations concerning marketing communications was reported in 
2022.
RESPONSIBLE MARKETING 
GRI 417-2
GRI 417-3
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

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SIKA SUSTAINABILITY REPORT 2022
Products and Customers
Long-lasting success is achieved when an organization attracts 
and retains the confidence of customers and society at large. 
Understanding the current and future needs of customers al-
lows Sika to achieve sustainable success over time, and this is 
why “Customer First” is one of Sika’s ﬁve core values.
COMMITMENT
Sika’s commitment to its customers is strongly embedded in 
the company’s values and principles. “Customer First” reflects 
Sika’s dedication to maintain the highest quality standards for 
its products and services. All Sika solutions are customer-centric 
to ensure the long-lasting success of customers and mutually 
beneﬁcial relationships.
GOALS AND TARGETS
Positive customer relationships and satisfaction are very impor-
tant to Sika, and the company aspires to achieve a 100% cus-
tomer satisfaction rate.
RESPONSIBILITIES
Local line management is responsible for maintaining customer 
relationships and providing customers with products and ser-
vices that address their needs. Local line management is also 
responsible for collecting customer feedback, managing enqui-
ries, and ensuring best-in-class customer service. 
CUSTOMER FEEDBACK
Sika countries rely on a single platform to collect customer feed-
back. This allows the company to create visually engaging, 
branded, mobile-ready customer surveys and associate the sur-
vey responses with data. The platform offers a range of tem-
plates for featured surveys, customer success, customer service, 
employee engagement, marketing feedback, product feedback 
and sales feedback. 
Sika started rolling out the platform across all regions in 2022.
EMEA and North America have developed ad hoc strategies, 
while Latin America has integrated the platform with What-
sApp to deliver NPS results. Platform use in the Asia/Pacific re-
gion is still in its first stages, but the plan is to make sure all 
countries align and use this platform regularly in the near future. 
The ultimate goal is to create local and regional dashboards 
across all Sika countries to monitor and compare performance, 
and make sure the corporate team provides support whenever 
necessary. 
CUSTOMER SATISFACTION METRICS
The Group supports an omnichannel approach for the collection 
of customer feedback, and aims to create a consistent experi-
ence throughout the touchpoints to ensure a high satisfaction 
rate. Sika countries use a variety of metrics to measure custom-
er satisfaction, set quantitative targets, and continuously im-
prove performance. For instance: 
	
— Customer loyalty tells how loyal a customer is to the brand 
and how likely he/she will promote it. A Net Promoter Score 
(NPS) survey commonly measures loyalty with the question 
“How likely would you be to recommend Sika to a friend or 
colleague from 1 to 10?”
	
— Customer satisfaction (CSAT) feedback examines how satis-
fied customers are with Sika products, services, and other 
interactions. Satisfaction is measured with both functional 
and emotional metrics, including questions like “How did you 
use...?” and “How did you feel about...?”
	
— Sales feedback allows customers to share how they felt 
about their experience throughout the sales process. This 
feedback is collected through direct, post-purchase phone, or 
email surveys, and follow-ups with prospects who did not 
close.
	
— Customer service or support feedback is like sales feedback, 
but it instead examines a customers experience with a ser-
vice or dedicated support. This type of feedback is collected 
through phone or email surveys after customer support tick-
ets are raised.
CUSTOMER RELATIONSHIP MANAGEMENT 
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

131
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
EMEA MARKETING ACADEMY
The EMEA Marketing Academy has operated since 
2020. It offers a valuable internal resource for employ­
ees, offering trainings on various marketing and digi­
tal marketing topics (theory, external trends, tips, and 
tricks and best demonstrated practices). The academy 
is primarily focused on supporting EMEA countries 
but is open to all of Sika globally. Since it started in 
2020, the academy has logged 2,566 individual hours 
of training with more than 200 participants. In 2022, 
customer feedback was one of the main topics cov­
ered in the trainings, which focused on and how em­
ployees could best create surveys that measure cus­
tomer sentiment. There was also a dedicated session 
on the corporate survey tool and how it can be used to 
conduct surveys. 
CUSTOMER SATISFACTION IN SIKA REGIONS 
Thanks to the company’s decentralized business model, Sika’s 
local entities are the ones responsible for measuring and moni­
toring satisfaction rates through surveys, interviews, B2B key 
account management, trainings, and workshops. Nonetheless, 
Sika is searching for ways to implement global standards while 
still allowing for local adaptations. In 2022, various customer 
satisfaction management activities were conducted at regional 
and country level. Those can be summarized as follows: 
EMEA
During the reporting year, twelve countries conducted nine sur­
veys for a total of 761 respondents. The countries were: 
	
— Algeria: A yearly online feedback survey is sent out to all cus­
tomers. In 2022, 215 out of 439 customers answered the sur­
vey.
	
— Angola: In 2022, a customer satisfaction survey was sent out 
to 36 key customers asking them to rate general commercial 
and sales services. 
	
— Ethiopia: A customer satisfaction survey is sent out yearly. 
The questionary include 11 topics which cover product quality, 
pricing, service evaluation, quality of information and com­
munication, procedure, and suggestions for improvement. In 
2022, the survey was sent to 43 key customers.
	
— Morocco: A yearly online feedback survey is sent out to all 
customers. In 2022, 350 out of 426 customers answered the 
survey.
	
— Pakistan: Sika Pakistan sends feedback forms quarterly to its 
costumers to identify strengths and weaknesses of Sika ser­
vices and products. In 2022, 45 customers were involved in 
the initiative. 
	
— Qatar: In 2022, 21 out of 21 key customers answered the cus­
tomer satisfaction asking them to rate general commercial 
services.
	
— South Africa: Every two years, Sika South Africa, which in­
cludes Botswana and Namibia, send a customer satisfaction 
survey to collect information on the company’s reputation, 
the most important aspects in the buying process, and the 
effectiveness of external communication materials and 
channels. 
	
— Sweden: A survey is sent out by the company at the end of 
each year to selected customers based on their size and 
sales. The survey covers several areas regarding customer 
service, sales, deliveries, communication, and marketing. In 
2022, 53 out of 152 customers answered the survey.
	
— Tunisia: A yearly online feedback survey is sent out to all cus­
tomers. It covers topics such as sales services, technical sup­
port, quote, order, delivery processes, and claims processing. 
In 2022, 111 out of 204 customers answered the survey.
	
— UK: Customer satisfaction is measured annually via an online 
survey sent to customers. The survey covers key areas of in­
teraction such as quality of products, orders and deliveries, 
query resolution, technical support, customer services and 
sales departments. In 2022, 11 out of 190 customers an­
swered the survey.
AMERICAS 
During the reporting year, six countries conducted seven surveys 
for over 900 respondents. The countries were: 
	
— Argentina: A general customer satisfaction survey is distrib­
uted every two years, with an average of more than 150 re­
spondents. The next one is planned for 2023. 
	
— Brazil: A general survey was sent to all the customers in the 
country, for a total of aproximately 1,500 customers respon­
sible for 80% of the sales. In 2022, Sika Brazil collected 216 
feedbacks. 
	
— Canada: An annual Net Promoter Score (NPS) survey collects 
350–400 responses on average.
	
— Colombia: A general service satisfaction survey is sent quar­
terly to the most important customers. In 2022, 88 out of 152 
customers answered the survey.
	
— Ecuador: A general satisfaction survey was sent out to 300 
customers, and 67 answers were received.
	
— Mexico: One customer satisfaction survey was completed, 
which reached 250 customers via phone interviews. 
ASIA/PACIFIC
During the reporting year, nine countries conducted 23 surveys, 
eight of which completed during customer training, for more 
than 2,600 respondents. The countries were: 
	
— Australia: During the reporting year, surveys were conducted 
during customers tranings for a total of 470 respondents. 
	
— Cambodia: In 2022, a satisfaction survey was sent to six cus­
tomers.
	
— China: A survey to collect feedbacks on strenghts and weak­
nesses (300 respondents) and a distributor survey to mea­
sure satisfaction with the work of functional departments, 
focusing on customer concerns (360 respondents/distribu­
tors) was completed. 
	
— Indonesia: Four customer satisfaction surveys were sent to 
four target customer groups: distributors, applicators, indus­
try customers, concrete customers. The initiative involved 
150 respondents, and resulted in clear action plans for im­
provement.
	
— Japan: Surveys were conducted during trainings for archi­
tects, for a total of 500 respondents.
	
— Philippines: An extensive customer satisfaction study cap­
tured insights from more than 80% of all active customers

132
SIKA SUSTAINABILITY REPORT 2022
Products and Customers
and competitors analysis, which resulted in a concrete plan 
for improvement over time. 
	
— Singapore: A survey for customer feedback which involved 
50 respondents was completed.
	
— Taiwan: A yearly survey on product quality, lead time, service, 
and customer support is sent out. In 2022, the survey yielded 
112 respondents. 
	
— Thailand: Three customer satisfaction surveys were sent out, 
to measure customer satisfaction on products and services.
In 2022, the survey yielded 422 respondents. 
GLOBAL BUSINESS
Sika Global Business applies a pure B2B approach where several 
roles and functions among the organization actively engage with 
customers. For instance, all managers ensure projects are execut­
ed according to plan, proposing new products and solutions. 
Meanwhile, the Technical Service team supports the organization 
of training, meetings, and workshops at the customer site to 
demonstrate how to apply Sika products and solutions. A dedi­
cated Customer Service team is responsible for customer inqui­
ries in the logistic and supply chain of those projects that are al­
ready in the execution phase. The team conducts several activities 
such as coordinating deliveries and managing packaging and 
documentation in the customer’s B2B platforms. The goal of this 
team is to ensure flawless customer relations with targets for the 
quality of the products or services and the timing of deliveries. By 
being a supplier, Sika collects monthly reports from its customers. 
This allows the company to monitor progress against targets and 
to measure the overall performance. If targets are not met, the 
responsible team develops an action plan. To monitor progress 
against targets and to measure the overall performance of Sika, 
monthly reports are provided by the customers. Moreover, most 
customers have a dedicated Key Account Manager (KAM), who is 
their designated contact for any inquiry. The KAM often visits 
customer sites and organizes meetings at Sika's premises in or­
der to nurture an open dialogue, present innovative products, and 
find solutions to customers' projects. 
TRAINING FOR CUSTOMERS
Sika is not only selling products, but also integrated solutions, 
providing training to customers on how to best apply Sika prod­
ucts and how to choose the best solution based on their needs. 
In response to COVID-19 pandemic, most trainings were moved 
to a virtual learning environment, and Sika beneﬁted from its 
digital platform that allows the presentations of innovative 
technologies and products to carry on uninterrupted.
Customer trainings can be assigned to three main categories: to 
transfer generic knowledge; to explain a specific product or its 
application; and to introduce to the application of new technical 
developments at congresses. These trainings are usually carried 
out in collaboration with regional and local Sika entities, en­
abling customization based on local markets and customers’ 
needs.
Trainings can be held at the customer site, within a Sika facility, 
or online. In every training, Sika aims to fully engage customers 
and ensure the collection of valuable feedback. At the end of 
each training, customers are usually asked to answer a ques­
tionnaire, which exposes their impressions regarding quality of 
training content, quality of training tools, and the frequency and 
content of future trainings.

133
SIKA SUSTAINABILITY REPORT 2022
Procurement
1  Together for Sustainability (TfS).
2  The Supplier Code of Conduct (SCoC) was revised towards the end of 2021. Therefore, 2022 will be the baseline for future monitoring. 
33% refers to suppliers based on the direct spend covered by the revised SCoC. All information disclosed in this chapter refers to tier 1 suppliers.
PROCUREMENT
SUMMARY & HIGHLIGHTS
AMBITION 
Sika aspires to build relationships with 
suppliers to add value in terms of 
quality, cost, innovation, and sustain­
ability. The goal is to reduce risk, 
establish high sustainability standards 
and support the network to improve 
its ESG performance.
APPROACH 
Sustainability in procurement and the 
supply chain is essential to protect 
ecosystems, conserve natural resources, 
and promote economic viability by 
adopting innovative practices. At Sika, 
procurement is aligned to the Corpo-
rate Strategy. The company participates 
in improving the sustainability perfor­
mance of the supply chain upstream.
HIGHLIGHTS 
Procurement Academy
The Procurement Academy was estab-
lished in 2022 to develop the skills 
set of the Procurement team working 
at all levels of the organization. 
TfS1 Academy
The TfS Academy is a tailored learning 
and development platform specifi­-
cally designed to help upskill procure­
ment teams and their suppliers on 
all sustainability-related topics. 
KEY FIGURES
change vs 2021
Direct material expenditures (in CHF mn) 
5,312
+19.1%
Suppliers who signed the revised SCoC2
33%
TfS assessments
770
+42%
Audits
239
+169%

134
SIKA SUSTAINABILITY REPORT 2022
Procurement
“Procurement plays a key role in driving 
forward our sustainability commitments 
and activities upstream of our supply 
chain. This is embedded into our procure-
ment strategy in which we assume the 
responsibility to make sure all vendors are 
selected and committed to the highest 
ESG standards.” 
Marcos Vazquez 
Head of Global Procurement
MATERIAL TOPICS
Responsible  
Procurement 
Labor  
Standards
Human  
Rights
Risk and Crisis  
Management
SDGs

135
SIKA SUSTAINABILITY REPORT 2022
Procurement
Sika’s supply chain varies depending on the business segment. 
Sika companies’ source direct materials, and trading goods 
packaging both locally and internationally. Some materials are 
only available from international suppliers and must be import­
ed into the country of production. Due to Sika’s diverse purchas­
ing portfolio, with around 60,000 materials from more than 
15,000 suppliers, there are no primary brands. Sika strives to 
work with local suppliers wherever possible to reduce lead time, 
risk, and transport, and to increase availability and control qual­
ity. In 2022, the amount of direct material expenditures was CHF 
5.3 billion, which corresponded to 50.6% of Group total net 
sales. Material expenses increased as a percentage of net sales 
by 2.4 percentage points. This increase was driven by increased 
raw material costs due supply chain constraints and rising en­
ergy costs.
DIRECT MATERIAL EXPENDITURES
in CHF mn
  % of total net sales
6,000
5,000
4,000
3,000
2,000
1,000
2020
2021
2022
45.2%
48.2%
50.6%
Sourced raw materials include bulk chemicals and minerals, 
among others. Main materials based on quantity from the 
diﬀerent material categories include grey cement, SCMs (sup­
plementary cementitious materials), sand, carbonates, polyols, 
epoxy resins, lignosulphonates, PVC (polyvinyl chloride), and bi­
tumen.
In Sika factories, the raw materials are converted into higher-
value goods, usually through mixing, blending, compounding, 
and suitable form-giving. From Sika’s ﬁnished goods warehous­
es, products are distributed within the respective country and 
partly exported. Sika today collaborates with more than 15,000 
direct material suppliers, for both local and global sourcing. 
Sika’s supply chain includes goods purchased locally and across 
regions, in alignment with Sika’s global reach and presence. Due 
to the acquisitions that took place throughout the year, the net­
work of Sika’s suppliers enlarged. For more information, please 
see the “Methodological Note” chapter on p.154 of the Sustain­
ability Report 2022.
Sika employs a risk management approach for suppliers and the 
raw material supply chain. This approach is described in the 
“Risk Management and TCFD Recommendations” chapter on 
p.25 of the Annual Report 2022.
COMMITMENT
Procurement enforces Sika’s sustainability strategy and com­
mitment in activities upstream of the supply chain. The func­
tion ensures the supplier base is compliant with upcoming sup­
ply chain due diligence requirements, social and environmental 
standards.
GOAL AND TARGETS
Sika’s values are centered around respecting universal human 
and workers’ rights, acting in accordance with fundamental en­
vironmental, health and safety standards, and investing eﬀorts 
into sustainable development and corporate responsibility. The 
entire supplier network is expected to embrace the same set of 
values and enforce them in their own supply chain. The same 
standards and expectations will apply to any acquisitions that 
Sika integrates. Sika’s goal is that 100% of all new suppliers 
must sign the Sika Supplier Code of Conduct (SCoC). 
GRI 308-1
GRI 409-1
GRI 407-1
GRI 414-1
GRI 3-3
GRI 408-1
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
RESPONSIBLE PROCUREMENT 1
1  All information disclosed in this chapter refers to tier 1 suppliers. 
2  This indicator is extracted from the consolidated income statement. Material expenses include the value adjustment expenses for unsaleable and depreciation and 
amortization due to inventory difference.

136
SIKA SUSTAINABILITY REPORT 2022
Procurement
SIKA GLOBAL PROCUREMENT ORGANIZATION
Sika’s procurement organization is aligned with the business to 
allow close collaboration with internal and external key stake­
holders. This translates into a matrix organization with material 
categories and geographical responsibilities. In addition, Pro­
curement dedicates a unique category to Supplier Risk and Sus­
tainability Management. 
	
— Material Category Roles: All materials for Sika’s core tech­
nologies are structured around material categories. Each ma­
terial category is coordinated globally by a Global Category 
Manager. Depending on the size and complexity of spending 
in the respective categories, some material groups might be 
further managed by Global Material Group Managers. Global 
Category Managers and Material Group Managers will be 
supported in the regions by Regional Category Managers to 
ensure better target achievement and coordination.
	
— Geographic Roles: All procurement activities within each re­
gion in Sika are coordinated by a Regional Procurement Head. 
Regional responsibilities can be delegated to areas which are 
coordinated by an Area Procurement Head. Likewise, all 
country level procurement activities are coordinated by a 
Country Procurement Head.
SUPPLIER MANAGEMENT AND DIRECT PROCUREMENT
Purchased raw materials are the Group’s biggest cost factor. Ap­
proximately two-thirds (in terms of spend) of the materials 
used by Sika in production, such as polyols, epoxy resins, acrylic 
dispersions, and polycarboxylates, are based on fossil fuels or 
their derivatives. Purchase prices consequently vary according to 
the supply and demand situation for each raw material and 
ﬂuctuations in the price of oil. To reduce its dependency on 
crude oil, Sika is continously exploring alternative renewable 
raw materials, such as sugar derivatives, bioethanol derivatives, 
and natural oils. Moreover, recycled raw materials are used 
wherever possible, and many production plants implement their 
own, or externally operated, recycling loop systems. Mineral 
substances, such as calcium carbonate, sand, and cement, make 
up the remaining raw materials. For more information please 
see the “Planet” chapter, “Circular Economy” section on p.103 of 
the Sustainability Report 2022.
Sika purchases its base chemicals in accordance with strict qual­
ity requirements from certiﬁed suppliers offering the best value 
for money. In the case of key raw materials with limited avail­
ability or large purchase volumes, Sika mandates at least two 
suppliers whenever possible. For unique, highly innovative tech­
nologies, the Group seeks to manufacture raw materials itself, 
or source them in close collaborative partnerships with innova­
tive suppliers. In respect to all the materials used, compliance 
with the relevant statutory registration requirements (e.g., 
Registration, Evaluation, Authorization and Restriction of 
Chemicals [REACH] or Toxic Substances Control Act [TSCA]) is 
monitored and ensured by a network of global and local Sika’s 
specialists, as well as external consultants. For more informa­
tion, please see the “Products and Customers” chapter on p.113 
of the Sustainability Report 2022. 
Sika’s procurement specialists and technical experts work close­
ly with suppliers’ technical units to fully understand the raw ma­
terial ﬂows, and continually optimize costs, quality, availability, 
and sustainability. Additionally, potential suppliers are closely 
screened by Sika and must demonstrate compliance with all 
laws, regulations, and international standards set out through 
Sika’s qualifying and selection process.
COVERAGE OF SIKA SUPPLIER CODE OF CONDUCT
Sika’s values are centered around respecting universal human 
and workers’ rights, acting in accordance with fundamental en­
vironmental, health and safety standards and investing efforts 
into sustainable development and corporate responsibility. The 
Sika Supplier Code of Conduct sets out our expectations for the 
supplier network and reflects the ten principles of the United 
Nations Global Compact initiative, the United Nations’ Guiding 
Principles on Business and Human Rights, the International La­
bor Organization’s Declaration on Fundamental Principles and 
Rights at Work, the global chemical industry’s Responsible Care® 
program, and the Conflict Minerals Regulations.
It is the expectation of Sika that the supplier network embraces 
the same set of values and enforce them in their own supply 
chain network. In 2021, the Supplier Code of Conduct was re­
vised and enhanced to ensure applicability to relevant standards 
and regulations. Sika Procurement is now investing to ensure 
the updated version is accepted by the entire supplier base. As 
of end of 2022, 33% of direct spend is covered by the revised 
Sika Supplier Code of Conduct. The goal is to reach 100% cover­
age of suppliers, including both existing and new ones, in the 
upcoming years.
MATERIAL RISK MANAGEMENT – EARLY IDENTIFICATION 
OF POSSIBLE RISKS
All purchased materials are regularly evaluated through Sika’s 
Supply Risk Management Process to ensure uninterrupted ma­
terial availability. Based on the ﬁndings, Sika can identify poten­
tial risks and determine relevant measures, such as maintaining 
safety stocks, and/or securing long-term supply contracts. Sika 
uses this risk management process stringently to ensure any 
potential impact on the company and its customers is mitigat­
ed. The results of Sika’s risk management process are often 
supplemented by an evaluation of a suppliers’ ESG standards 
and internal processes.

137
SIKA SUSTAINABILITY REPORT 2022
Procurement
Sika Supplier Code of Conduct
The supplier commits to comply with Sika’s SCoC which 
reflects the ten principles of the United Nations Global 
Compact initiative, the United Nations’ Guiding Principles 
on Business and Human Rights, the International Labor 
Organization’s Declaration on Fundamental Principles and 
Rights at Work, the global chemical industry’s Responsible 
Care® program and the Conflict Minerals Regulations. 
Sika Self-Assessment
Depending on identified internal risks and thresholds, 
specific suppliers will additionally be asked to complete a 
Sika Self-Assessment evaluating a supplier's management 
and reporting system, ESG criteria and quality assurance 
of the materials provided.
Material Specification
The supplier agrees and signs a standard set of param-
eters that defines the minimum requirements of the 
goods and/or services that will be provided by the supplier 
to Sika. 
TfS Evaluation
Depending on identified internal risks and thresholds, 
specific suppliers will additionally be asked to undergo an 
EcoVadis assessment or TfS audit under the framework of 
the Together for Sustainability initiative.
SUPPLIER QUALIFICATION APPROACH
SUPPLIER QUALIFICATION APPROACH
Through 2022, Sika continued to follow its supplier qualiﬁcation 
and evaluation approach based on four pillars, mapping out the 
main sustainability principles (environmental, social, and eco-
nomic) both for potential suppliers and current suppliers. The 
documentation collected during supplier qualiﬁcation is trans-
parently recorded and stored on the Supplier Relationship Man-
agement platform. These procedures are designed to ensure 
compliance with international labor standards and prescribed 
quality, environment, health, and safety criteria. Documenta-
tion generated during supplier qualiﬁcation, such as audit and 
visit reports, supply agreements, and speciﬁcations, is transpar-
ently monitored on several dedicated platforms, including the 
Supplier Relationship Management Platform (SRM) and the 
Risk Management platform. The system enables buyers at Sika 
to inspect suppliers’ qualiﬁcations and support the suppliers to 
improve their ESG performance if necessary.
SUPPLIER RISK IDENTIFICATION, AUDITS, AND  
ASSESSMENTS
In 2022, Sika procurement reviewed its supplier due diligence 
process to enhance its risk identification criteria in line with up-
coming regulatory requirements. In 2023, Sika will utilize Sup-
plier Risk Profiling, supported by an external solution, to ensure 
a broad and detailed risk evaluation. This will enable further ac-
tion through TfS assessments and TfS audits and Sika supplier 
audits. Over 1,000 Sika suppliers have been assessed and/or 
audited under the TfS framework. In 2022, 770 TfS supplier as-
sessments1 with EcoVadis and 239 TfS and Sika supplier audits 
were carried out. Through this approach, Sika increases its abil-
ity to ensure compliance of its suppliers with accepted Corpo-
rate Social Responsibility (CSR) and ESG norms, including fun-
damental human and labor rights. In 2022, over 650 suppliers of 
Sika were re-/assessed under the TfS framework. 
1  Can refer to assessments or re-assessments.
SCREENING OF SUPPLIERS THROUGH ENVIRONMENTAL 
AND SOCIAL CRITERIA
Sika’s values are centered around respecting universal human 
and workers’ rights, acting in accordance with fundamental en-
vironmental, health and safety standards and investing into 
sustainable development and corporate responsibility. Sika 
takes responsibility for its supply chain and applies the highest 
ethical standards to its suppliers. The entire Sika supplier net-
work is expected to embrace the values deﬁned in the Supplier 
Code of Conduct. For instance, by signing Sika’s SCoC, all  
tier 1 suppliers commit to Sika’s zero–tolerance policy regarding 
the respect of basic human rights such as child labor or forced 
labor, and the right to freedom of association and collective bar-
gaining. Sika thereby ensures that suppliers are informed of  
Sika’s ethical, environmental, and social expectations and 
guidelines and that they carry out their processes in compliance 
with Sika’s sustainability criteria. For more information on Sika’s 
risk management approach to child labor, please see the “Peo-
ple” chapter, “Human Rights” section on p.64 of the Sustain-
ability Report 2022.
TRAINING FOR EMPLOYEES AND SUPPLIERS
Since 2011, Sika has carried out the “Supplier auditor training 
program”, a yearly initiative conducted over two days of training 
for procurement, technical, and quality responsible experts. It is 
part of the Sika Audit Charter and covers the following: scope, 
procurement process, supplier audit process, audit technique, 
audit checklist, reporting, and a personalized workshop on audit 
planning. In 2022, three online training courses were executed 
covering all regions and business units. 140 Sika employees suc-
cessfully finished this training. Moreover, Sika continuously le-
verages both internally developed and externally provided sus-
tainability-driven supplier trainings and webinars. By identifying 
the key concerns and ﬁndings per region and/or supplier groups 
and streamlining exercises and improvement guidance, Sika can 
ensure that its supplier network is provided with the necessary 
support to reach the required expectations.

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Procurement
EXTRACTION OF RAW MATERIALS AND RELATED 
PAYMENTS TO GOVERNMENTS 
As part of the new transparency obligations of the Swiss Code of 
Obligation Art. 964d-i1, companies active in the extraction of 
raw materials (minerals, oil, gas, timber from primary forests) 
are required to disclose on payments to government authorities 
of CHF 100'000 or more. In 2022, Sika extracted Dolomite and 
Limestone in its two owned quarries operated by KVK Parabit 
a.s. (Czech Republic). In total, 567'517 tons have been extracted. 
Extraction fees payments of TCHF 94 have been made to gov­
ernment authorities.
CONFLICT MINERALS 
Sika is active in 101 countries and collaborates with more than 
15,000 direct material suppliers. In 2022, Sika has done a global 
review of various regulations and their corresponding thresh­
olds relating to due diligence of conflict minerals or metals (tin, 
tungsten, tantalum, gold)12. Sika’s Global Procurement depart­
ment carried out necessary due diligence assessment to identi­
fy whether direct materials purchased by the company fall under 
the applicable regulations. Considering the defined rules and 
thresholds, no materials which fall under these requirements 
were identified. 
Sika will continue to monitor its procured materials against the 
regulatory thresholds related to conflict minerals and metals on 
a yearly basis at global procurement level. In addition, Sika takes 
the responsibility to answer inquiries about the use of materials 
and products containing potential conflict minerals. 
SUPPLIER ENGAGEMENT
As part of Sika’s supplier engagement processes, several strate­
gic sustainability meetings were organized with tier 1 suppliers 
across the supply chain in 2022. These meetings were led by the 
Chief Innovation and Sustainability Officer and Head of Procure­
ment. The discussions were focused on climate-related strate­
gies, carbon footprint impact at raw material level, and related 
reduction levers. The meetings fostered discussions on reducing 
emissions effectively and paved the way for increased collabora­
tions to introduce sustainable raw materials and products. 
Moreover, since February 2020, Sika has been an active member 
of TfS, an initiative that improves the sustainability perfor­
mance of chemical companies and their suppliers.
1  Entered into force in January 2021 and with a first mandatory reporting in 2022.
2  Sika has done a review of applicable regulations and their corresponding thresholds. Sika considered the new requirements of the Swiss Code of Obligation Art. 964j, 
k, l, and Ordinance on Due Diligence and Transparency in relation to Minerals and Metals from Conflict-Affected Areas and Child Labor (DDTrO) that are applicable as 
of in January 2023 and the Regulation (EU) 2017/821 (Conflict Minerals Regulation).

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Procurement
Sika learns and exchanges with the other TfS members, actively 
participating in the improvement of sustainable procurement practices 
within the chemical industry. 
TOGETHER FOR  
SUSTAINABILITY (TfS)
TfS delivers the de facto global standard for environmental, so-
cial and governance performance of the chemical supply chains. 
The program is based on the UN Global Compact and Responsi-
ble Care® principles. TfS is a global organization with regional 
members’ representation in Asia, North and Latin America. Op-
erating as a unique member-driven organization, the TfS mem-
ber companies shape the future of the chemical industry to-
gether. As of December 2022, the initiative counts 40 member 
companies. 
TfS FRAMEWORK AND PROCESS
TfS operates along the principle “An assessment or audit for 
one-member company is an assessment or audit for all”. The 
sharing of supplier evaluations among all members lessens the 
administrative burden and leverages synergies among the 
member companies. TfS assessments are carried out by its key 
partner EcoVadis, a global service provider specialized in sus-
tainability performance assessments. In addition, for its audits, 
TfS cooperates with experienced expert companies operating 
globally. 
Performance is assessed in management, environment, health 
and safety, labor and human rights, and ethical corporate gover-
nance issues. The measures then introduced are reviewed via 
reassessments or audits. Follow-up monitoring and subsequent 
supplier management are the responsibility of the individual 
member companies. An online platform is used to make the re-
sults available to all members of the initiative.
Sika closely cooperates with the other members of the initiative, 
and the initiative enables Sika to ensure that global sustainabil-
ity standards are met by suppliers through the following activi-
ties:
	
— All potential suppliers are required to complete an EcoVadis 
sustainability assessment. In addition, Sika has access to all 
EcoVadis assessments of its suppliers which have been ac-
quired both by Sika and by other TfS members. This provides 
transparency on sustainability activities and contributions 
within the supply chain, allowing Sika to initiate and achieve 
measurable improvements.
	
— Global Procurement has implemented a monthly status and 
update report to share how the different TfS projects are 
progressing and where Sika stands regarding its targets re-
lated to assessments and audits through the regions.
	
— TfS coordinators have been set up for all regions providing 
useful inputs from local and regional procurement teams to 
steer the initiatives internally and to share best practices.
	
— Sika conducts a self-defined annual target of EcoVadis as-
sessments and TfS audits of its suppliers.
	
— Sika participates in three of five workstreams: WS1 Gover-
nance and Partnership, WS3 TfS Audits, WS5 GHG Emis-
sions.
TfS WORKSTREAMS
	
— The WS1 Governance and Partnership focuses eﬀorts on the 
overall scope and growth of the TfS initiative, promotes co-
operation with other chemical associations and sustainabili-
ty organizations, updates the TfS KPIs and governance, and 
initiates best practice sharing.
	
— WS2 assessments and WS3 audits enable member compa-
nies and their suppliers to assess, drive, and improve sus-
tainability performance of chemical supply chains through a 
shared infrastructure. WS3 ensures that all TfS audits are 
carried out by approved third-party auditors who meet the 
required standards and evaluate the future progress and po-
tential of Supplier Sustainability Audits. 
	
— The WS4 Capacity Building and Communication supports 
members in driving supplier development and work closely 
on further enhancing the TfS Academy. 
	
— The WS5 GHG Emissions allows Sika to work on a solution to 
create a standard for the scope 3 GHG emissions Product Car-
bon Footprint calculation in the chemical industry. This will 
improve transparency in the industry and enable eﬀective 
reduction management. In September 2022, TfS launched 
the •  Product Carbon Footprint Guideline, a harmonized 
way (cradle to gate) to calculate, monitor and reduce emis-
sions. This Guideline is applicable to all companies using 
chemical materials, is open-source and can be downloaded 
from the TfS website. For more information, please see the 
“Planet” chapter, on p.85 of the Sustainability Report 2022.
TfS ACADEMY
In March 2022, the TfS initiative launched the TfS Academy – 
the capability-building hub for TfS members, their procurement 
teams, and suppliers. With over 315 courses across nine lan-
guages (by the end of 2022), the Academy provides knowledge 
about the most pertinent and trending sustainability procure-
ment topics: Health and Safety, Environment, Sustainable Pro-
curement, Labor and Human Rights, Management, and Gover-
nance. Sika is developing a formal plan to fully leverage the TfS 
Academy for 2023 both internally and with its supplier network. 
The Academy will also promote learning and help improve on 
standards within the supply chain.
ECOVADIS ACADEMY
Launched in 2021, the EcoVadis Academy courses are designed 
to support suppliers carrying out the EcoVadis assessment un-
der the TfS framework and improve their sustainability man-
agement practices. The course material covers policies, actions, 
and reporting across four topics – sustainability, procurement, 
compliance, and communication – and broader themes such as 
training, certification, and risk management. Sika encourages 
suppliers to utilize the available resource when conducting their 
corrective actions and key improvements.

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Digitalization and IT Landscape
DIGITALIZATION AND 
IT LANDSCAPE
SUMMARY & HIGHLIGHTS
AMBITION 
Sika aims to tap into new digital busi-
ness areas aligned with its successful 
Growth Strategy. The company focuses 
on including its people, customers, and 
business partners in the digital 
transformation process, while at the 
same time managing risks.
APPROACH 
The company’s digitalization vision 
is structured around four main pillars 
which are put into practice via five 
digital building blocks. 
HIGHLIGHTS 
Sika Innovation Day 2022
The event focused on how innovation 
can be integrated into traditional 
and digital Sika products, networking 
with customers, marketing techno-
logy e-commerce, optimized processes, 
and automation.
Sika Sand App 
It is an analytical device which provides 
information about sand particle 
size distribution. It is a step towards 
automated quality analysis of 
available sand and ﬁnding solutions 
using available sand without per-
formance loss.
KEY FIGURES
change vs 2021
Investments in rationalization, efficiency 
improvements, and digitalization 
(in CHF mn)
62
+50.4%
Number of data breaches
0
–/+0.0

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Digitalization and IT Landscape
“Customer First is a value engrained 
in Sika’s DNA, and it is our goal to ensure 
that this value extends to all forms 
of interaction with our customers. This 
is why we are increasing our focus 
on developing additional paths to serve 
our customers and on leveraging 
the many possibilities offered via digital 
technology.”
Philippe Jost
Head Construction
MATERIAL TOPICS
Digitalization
Risk and Crisis 
Management 
IT Landscape 
SDGs

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Digitalization and IT Landscape
Digitalization is a radical leap in development with implications 
for all walks of life. The rise in digital networking is not only 
leading to exponential growth in communication possibilities, it 
also has a deep-rooted impact on market dynamics and social 
structures. Companies are confronted with the challenge of tap­
ping into new digital business areas alongside their traditional 
approaches to the market, while at the same time including 
their employees, customers, and business partners in the trans­
formation process. Thanks to Sika’s determination to press 
ahead with digitalization, the company succeeded in integrating 
these opportunities in its growth trajectory and has benefited 
from the surge in demand in e-commerce. In 2022, Sika invested 
CHF 62 million (2021: CHF 41 million) in rationalization, efficiency 
improvements and digitalization.
VISION AND STRATEGY 
The company’s digitalization vision is structured around four 
main pillars: revenue, efficiency, relevance, and accelleration. 
The first one is about building new revenue streams with digital 
services and a new business model. The second involves using 
digital technologies to drive down costs and increase productiv­
ity in manufacturing. The third is about differentiating on the 
market, staying relevant for customers and growing by transfer­
ring offline strength to digital. The latter drives growth, adop­
tion and collaboration by leveraging Sika’s decentralized organi­
zation. These pillars are put into practice via five digital building 
blocks: 
	
— Customer Centricity offers consistent and relevant experi­
ence, listening, and improving transparency for the custom­
er. Examples include: customer centric channels and commu­
nication; customer specific apps (e.g., in concrete quality 
management), customer segments and insights, ease of do­
ing business with Sika by providing customer specific portals.
	
— Operational Efficiency realizes efficient and effective busi­
ness processes based on data and innovative technology. Ex­
amples include: smart logistic and warehousing, supply chain 
planning, manufacturing technologies, shop floor automa­
tion with integration in the ERP, and vertical integration of 
information.
	
— New Business Models and Innovation leverages new busi­
ness opportunities with technology. Examples include: inte­
gration into BIM ecosystem, 3D concrete printing, smart IoT 
connected membranes, and a new inclusive innovation ap­
proach leveraging the ideas of all employees called “Scouts”.
	
— Effective Knowledge Worker increases employee productivi­
ty, facilitating collaboration and knowledge sharing. Exam­
ples include: cultural and organizational readiness to foster 
digital and innovation, digital learning, translation automa­
tion, and effective approval and collaboration workflows 
supported by apps. 
	
— IT Excellence evaluates, implements, and promotes the use 
of standardized modern core IT platforms (e.g., SAP S/4) 
that supports a strict single source of truth approach for 
data. These core platforms are connected via powerful inter­
gration layers to agile apps, cloud, IoT, mobile, social media, 
and big data.
GOVERNANCE 
The Sika Global Digitalization Board was established in 2020 in 
response to the increasing relevance of topics like digitalization 
and cybersecurity. These social and economic development 
trends create risks as well as business opportunities that allow 
Sika to actively shape the process of change, and diversify and 
improve customers engagement channels. The Board is com­
posed of the CEO, CFO, Regional Manager EMEA, Regional Man­
ager Americas, Head Construction, Chief Innovation and Sus­
tainability Officer and the Head of IT Sika Group. 
GRI 418-1
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines 
•
DIGITALIZATION AND IT LANDSCAPE 
SIKA GLOBAL DIGITALIZATION BOARD
CEO, CFO, Regional Manager EMEA, Regional Manager Americas, Head of Construction, Chief Innovation and 
Sustainability Officer, Head of IT Sika Group
Customer 
Centricity 
Operational 
Excellence
New Business 
Models & Innovation
Effective 
Knowledge Worker
IT 
Excellence

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The Board is mandated to transfer Sika's strength from analog 
to digital, enabling each digital workstream to progress in a pro­
ductive and cohesive way. It oversees the alignment between 
Sika’s Corporate Strategy and projects related to the five digital 
building blocks described above. It is also responsible for ap­
proving digital strategies and Sika’s digital architecture. To fa­
cilitate global digital activities, it can grant funds to projects 
that demonstrate high potential for Sika’s digital transforma­
tion. It ensures that digital initiatives adhere to the application 
and data strategy defined for effective global implementation. 
It also nominates the team leads and core members of the glob­
al teams that drive the activities in the five digital building 
blocks. In 2022, the Global Digitalization Board met three times 
and discussed the following topics:
	
— New digital applications (like a new digital labarotory plat­
form, a new global risk management platform to manage oc­
cupational risks and internal audits, a new customer experi­
ence management platform to enable automated data 
exchange, and a new Buy Now application to direct custom­
ers to the right point of sales).
	
— Replacement of end-of-life applications with new cloud solu­
tions (e.g., new global labeling solution, new Product Infor­
mation Management (PIM) system, new Digital Asset Man­
agement (DAM) system).
	
— Digital organizational topics (e.g., implementation of a Glob­
al Process Owner organization, renewal of the Data Owner 
organization.
CYBERSECURITY 
International corporations are exposed to cyberattacks that in­
clude any type of offensive maneuvers targeting computer in­
formation systems, infrastructures, computer networks, and/or 
personal computer devices through malicious acts. Sika has a 
strong organization in place to monitor, detect, mitigate, and 
resolve such risks. 
GOVERNANCE 
Cyber risks are considered to be amongst the top risks in Sika’s 
Enterprise Risk Management framework. These risks are regu­
larly assessed by the BoD. The CFO is responsible for the risk 
management in cybersecurity, supported by the Head of IT Sika 
Group. For more information, please see the “Risk Management 
and TCFD Recommendations” chapter on p.25 of the Annual Re­
port 2022. 
The execution of Sika’s Cybersecurity Strategy is assigned to the 
corporate team of IT Goverance, Risks and Security (GRS). Cor­
porate IT Security functions, which are part of GRS team, ensure 
that Sika employs the necessary processes, frameworks, and 
policies, and that IT Security aspects are effectively implement­
ed. 
A dedicated and highly professional Cyber Defense Team (CDT), 
which is part of IT Governance, Risk and Security team – is in 
place to continuously monitor and improve Sika’s security pos­
ture by preventing, detecting, analyzing, and responding to cy­
bersecurity incidents worldwide. This includes tooling, process­
es, and people. CDT defends against security breaches based on 
newest industry relevant threat intelligence, and actively par­
ticipates in the vulnerability management programs that help 
reduce cybersecurity risks. Additionally, Sika set up an Incident 
Response retainer contract with an external partner. The effec­
tiveness of Sika’s cybersecurity framework is tested regularly. 
The Group Management monitors and approves actions, and re­
ports on cybersecurity activities to the Audit Committee. The 
company has put the following measures in place to reduce cy­
bersecurity risk: 
	
— Comprehensive cyber incident management framework and 
processes for effective cyber response and IT Continuity 
Planning;
	
— Constant assessments of cyber maturity;
	
— Internal cybersecurity skills that are backed up by support 
from external specialists;
	
— Regular training of the Sika workforce on developments in 
cyber risks and the correct way to counter these risks.
In 2022, the security awareness of Sika employees was further 
strengthened. Regular phishing awareness campaigns and sim­
ulated phishing attacks were organized, and key improvements 
were made in the relevant metrics. In addition, following a Red 
Teaming exercise conducted in 2021, a Purple Teaming exercise 
was organized during the reporting year. Such tests are driven 
with the “assume compromise” stance to continuously evaluate 
the effectiveness of Sika cybersecurity controls and drive vari­
ous initiatives to improve IT resilience capabilities.
INCIDENT RESPONSE PROCEDURES
The business and IT continuity (disaster recovery) are addressed 
in the Sika Cyber Crisis Management, which includes the IT con­
tingency planning and incident response procedures. The re­
sponsibility for severe security incident preparation lies with 
each Sika company. Since the IT contingency plan is managed by 
a local Sika company, the disaster recovery tests are carried out 
locally and performed at least once per year. The same applies to 
the procedures for the cyber crisis handling, which is set forth in 
the cyber incident management framework.
 
EXTERNAL VERIFICATION AND 
VULNERABILITY ANALYSIS
Sika employs specific processes and technologies to identify 
and manage IT risks and vulnerabilities at multiple layers. Be­
sides the multilevel simulations of cyberattacks in the form of 
Red Teaming/Purple Teaming exercises, the company is using 
advanced detection and reponse capabilities, threat hunting, 
vulnerability and patch management processes, and scanning 
services for internal Sika IT infrastructure. For the services and­
infrastructure components exposed to the internet, external 
security rating services are used. 
TRAINING 
Sika provides its staff with the appropriate training, and rein­
forces its IT organization within the Group accordingly. The mea­
sures to defend against such attacks are continually reviewed 
with the help of external specialists and adapted in line with any 
new situations that may arise.

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DATA PROTECTION AND CUSTOMER DATA PRIVACY
While Sika does not want to hinder the flow of information re­
quired for the business, it is crucial to protect Sika’s know-how 
from improper use. The company is committed to respecting 
the data privacy and integrity of all employees, customers and 
third parties. Sika applies all technical and organizational mea­
sures necessary to guarantee an adequate protection and the 
accuracy of the personal data on file. The Data Protection Policy 
is closely aligned with widely accepted international standards. 
It is reviewed regularly and updated if necessary to meet busi­
ness needs, changes in technology, or regulatory requirements. 
GOVERNANCE
At Group level, Sika’s data protection organization is run by the 
Data Protection Steering Committee, which is resposible for de­
fining Privacy Group Strategy & Program (DP Principles), coordi­
nating Corporate Functions on Privacy Risk, managing (serious) 
Incident Breach cases, coordinating Supervisory Authorities in­
vestigations, and monitoring the adequacy of Group technical 
and organizations measures (TOMs). A Group Data Protection 
Manager who coordinates the implementation of the Group Pri­
vacy Program supports (as Corporate Contact Person) local DPOs 
(Data Protection Officers) and DPCs (Data Protection Champi­
ons) who are locally responsible for the adherance and imple­
mentation of the privacy prorgam and compliance. The Group 
Data Protection Manager also manages the Privacy Portal (as 
Data Processor), provides guidance and supports the implemen­
tation of new projects and applications, monitors adhereance to 
privacy principles and conducts implementation checks (privacy 
audits), and collaborates with other corporate functions – in par­
ticular, IT, HR, and Marketing – on privacy mapping and risk. Sika 
collects, processes and transfers personal data only if necessary, 
notably to maintain accurate customer, supplier, business part­
ner, shareholder, or investor information and improve relations 
with these groups; to optimize internal processes and the deliv­
ery of goods and services; to protect the company sites and in­
frastructure (access control, video, and IT surveillance) and for 
other security reasons; to fulfil contractual or legal obligations, 
or to make legal claims, in connection with these groups; and to 
respond to a court order.
DATA BREACHES 
In the event of data breaches, Sika has a process in place which 
must be applied in EU countries and countries that have a dedi­
cated data breach reporting requirement. When a controller, 
processor and/or an individual becomes aware of a potential 
breach, this needs to be reported immediately to the local data 
protection responsible and/or the Group DP Manager. Subse­
quently, the affected Sika company(ies) is/are required to collect 
the necessary information and an incident response question­
naire needs to be completed in the Sika OneTrust Privacy Portal. 
As a next step, the Group DP Manager reviews the available in­
formation which are forwarded to DP Committee for evaluation. 
The DP Committee assesses if the breach requires a notification 
to the local authorities and/or the individual(s) (in case of high 
risks for the individual). In case this is necessary, the local data 
protection employee responsible, with the support of the Group 
DP Manager, then notifies the authorities and/or individuals ac­
cordingly. The breach has to be documented, and mitigation ac­
tions to prevent future similar breaches need to be documented 
and implemented. The DP Group Manager supervises the imple­
mentation and documentation of the mitigation measures. In 
2022, 100% of Sika’s General Managers conﬁrmed – by means of 
the annual Compliance Conﬁrmation – that no data breaches 
concerning the loss of personal data occurred. 
TRAINING 
	
— Data Privacy Awareness Training: E-learning for all non-EU 
and non-adequate/comparable GDPR countries with or with­
out a dedicated data protection regulation. Will be distribut­
ed to all employees as part of the data protection awareness 
campaign.
	
— General Data Protection Regulation (GDPR) e-learning: Man­
datory e-learning for all EU employees with an email address, 
covering GDPR specific data protection topics.
	
— Data Protection Essentials Training: Additional e-learning 
available in English, which includes the basis data protection 
principles and other general data protection information.
	
— Anti-fraud: Since 2021, all employees must complete the new 
anti-fraud online training, aiming to raise awareness about 
cyber fraud, primarily among those employees most exposed 
to cyber risks. 
DIGITALIZATION IN SIKA OPERATIONS
Operational efficiency is one of the pillars of the Sika Growth 
Strategy. In all manufacturing sites, digitalization of processes 
and data management plays a fundamental role to further de­
velop and optimize Sika operations. However, examples of op­
erational efficiency can be found in all functions or areas of the 
business where Sika incurs in expenses through its normal busi­
ness operations (opex), including e.g., Procurement, R&D, HR, 
Finance, Sales and Marketing. 
GOVERNANCE
The digital Operational Excellence team that reports directly to 
the Global Digitalization Board works closely with regional busi­
ness teams who coordinate the implementation of digital solu­
tions across business functions. For 2023, Sika will appoint a 
team of Global Process Owners (GPOs) for the main core busi­
ness processes, which will report directly to the CFO. This team 
will provide guidance to the existing regional Process Owner or­
ganization. The GPOs will be resposible for design, simplify, har­
monize, and protect Sika’s end-to-end business processes 
based on a best demonstrated practice template. They will also 
support the implementation of innovation and digitalization 
into Sika’s core process platforms to increase both, efficiency 
and transparency for the business.

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INITIATIVES FOR OPERATIONAL EFFICIENCY
Alongside digitalization, automation has also provided a power­
ful boost. An increasing number of processes, decisions, func­
tions, and systems can now be transferred to algorithms and 
robots. Machines are taking over certain activities traditionally 
carried out by humans, and are therefore either already dramat­
ically changing the world of work in many sectors or will do so in 
the future. Sika has implemented several initiatives in different 
areas to promote efficiency in its operations: 
	
— Smart logistic and warehousing: An investment was ap­
proved to automate the new warehouse and distribution 
center in Ohio, USA, which is currently under construction. In 
this pilot project, Sika will use autonomous forklifts (VNA 
and AGV) which will be interconnected to the extended ware­
house management system (EWMS) as part of the Enter­
prise Resource Planning (ERP) system SAP. This will allow 
the project to become a best demonstrated practice with an 
automated put-away and picking strategy as well as man-
less material transportion. In addition, Sika is implementing 
the SAP transportation management sytem (TMS) to 
achieve transparency in managing freight cost in a more ac­
curate and automated way. TMS will also allow Sika to opti­
mize freight planning, driving efficiencies and reducing the 
carbon footprint by transport route optimization. 
	
— Supply chain planning: Sika is in the process of developing 
and implemening Integrated Business Planning (IBP) (SAP) 
as a tool to optimize sales and operation (S&OP) planning 
processes and inventory in all warehouses. 
	
— Manufacturing technologies: The company continously in­
vests in solutions to automate manual processes and auto­
mation projects. One example is robot arms, which eliminate 
the manual process of stacking drums, bags, cans, and oth­
ers into boxes and on pallets. In addition, the company grad­
ually enhances the efficiency and improves the ergonomics 
of its machines. For instance, some machines can reduce or 
eliminate heavy lifting, turning/twisting motions that may 
put stress on the body and lead to injuries (back hurting, ten­
nis arm, etc.) at the workplace, contributing to a safer work 
environment. 
	
— Vertical integration of information: By using Manufacturing 
Execution Systems (MES) and enhancing digital manufactur­
ing platforms, Sika keeps its core platforms integrated with 
production equipment to push paperless order information 
and receive real-time information about production process­
es. 
	
— Artificial Intelligence (AI): Many of the tools and apps that 
are currently being developed and considered by Sika are 
based on machine learning or deep learning. R&D activities 
will rely increasingly on machine learning, where statistical 
methods are used to accelerate the positive outcome of ex­
perimentation. Nonetheless, as of today, the AI topic is not 
material for Sika or the specialty chemicals sector. 
TRAINING 
At global level, the topic of Operational Efficiency will be ad­
dressed in the various trainings and workshop organized within 
the Sika Operations Academy, which will start again on a regular 
basis from 2023. On a regional and country level, the organiza­
tion allows for local decision-making on the content and fre­
quency of trainings. One example is the General Managers pro­
gram 2022 organized by the global Buiness School, which 
dedicated a masterclass to the topic of operational efficiency. 
For more information on professional skills trainings and sika 
academies please see the “People” chapter, “Human Capital De­
velopment” section on p.73 of the Sustainability Report 2022.
DIGITALIZATION FOR IMPROVED CUSTOMER EXPERIENCE 
Customer Centricity is a crucial piece of Sika’s digitalization ef­
forts, as it pays directly into its “Customer First” value. The 
company’s aim is to translate its “Customer First” approach 
also via digital technologies by offering consistent and relevant 
experience to its customers.
In order to achieve this goal, Sika takes a customer-centric ap­
proach and sets up its initiatives according to customer intents 
rather than technologies. One example is to “Learn and Devel­
op”. Understanding that customers want seamless learning and 
development opportunities via digital channels, Sika provides 
these opportunities in different platforms: 
	
— The first platform is composed of “Knowledge Articles” on 
the website, where customers can learn more about specific 
solutions or technologies. 
	
— The second platform is made up of webinars, where custom­
ers have the opportunity to deep dive in various relevant top­
ics. 
	
— The third platform is the “Sika Knowledge Center”, an online 
portal where customers can visit courses and earn certifi­
cates and, depending on the case, accumulate further educa­
tion credits. 
All digital solutions provided by Sika are optimized technologi­
cally, meaning they are integrated with the larger platforms, or 
single sources of truth, such as the company’s Customer Rela­
tionship Management (CRM) and Enterprise Resource Planning 
(ERP). This same logic is applied throughout Sika’s customer 
centricity digital program. 
The company’s current marketing technology stack encompass­
es approximately 50 global satelite platforms, which are orga­
nized around customers’ intent and technological function. This 
is how Sika addresses the different needs of its 100+ subsidiar­
ies while leveraging efficiencies from an operational standpoint. 
Not all solutions are adopted by all subsidiaries, as the organiza­
tion allows for local decision-making on what and when to im­
plement a given solution.

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DIGITALIZATION OF SIKA PRODUCTS AND SOLUTIONS 
Sika leverages digital technology to optimize or enhance pro­
cesses related to the use and life cycle of its products and solu­
tions. One example of optimization at Sika is the range of calcu­
lation software available to its customers. These tools allow for 
more speed in the selection of Sika products, hence avoiding 
waste or shortage of material during a given application. One 
example of enhancement is the range of monitoring tools, 
which allow customers to identify structures in need of repair, 
refilling or at a breaking point. These tools allow customers to 
better manage the life cycle of a project and optimize processes 
during application. 
Each Target Market analyzes how digital technology can im­
prove or enhance customers’ experience and develops solutions 
accordingly. For Target Market Concrete, the range of solutions 
covers the entire value chain, from raw materials analysis to 
concrete mixing and in transit quality control. Digitalization is 
also revolutionizing the construction and manufacturing sectors 
through 3D printing, concrete pouring without formwork 
(MESH), digital planning, and support tools that increase accu­
racy and save time. Sika is the only company capable of supply­
ing all of the technologies required for industrial 3D concrete 
printing from a single source. The range of solutions includes 
mortars, admixtures, and the printing system together with the 
software. Sika has teamed up with several partners to commer­
cialize 3D concrete printing technology in the construction in­
dustry and to capture its vast potential. Sika’s solution com­
bines sustainability with operational efficiency and productivity 
improvements. Software developed by Sika focuses on model­
ing complex 3D printed elements. Advanced Sika 3D printing 
technologies allow the realization of new building concepts and 
more complex shapes while achieving a perfect printing quality 
with minimum material. 
Another strategic topic is the modular approach to construction, 
which increases the degree of automation and efficiency in the 
realization of construction projects, while simplifying compli­
ance with rigorous safety standards. With its products, systems, 
and solutions, Sika can accelerate technological change on con­
struction sites. In roofing solutions, Sika offers an efficient sys­
tem for leak monitoring and detection. In digital construction, a 
range of exciting challenges across economic, environmental, 
technical, and architectural ﬁelds are evolving. Sika covers all 
activities required for the complete digitalization of the con­
struction industry, including design, processes and operations, 
additive materials, and connected devices. 
Moreover, Sika developed its cooperation with CiDRA Concrete 
Systems Inc. in the USA, a company specializing in internet-of 
-things (IoT)-based digital systems to monitor concrete proper­
ties during transport. Sika and CiDRA already oﬀer this service 
to customers in the USA and Canada and plan to expand into 
other markets. CiDRA Concrete Systems is a market leader in 
digital monitoring and information systems for concrete loads 
in trucks. High-precision on-board systems measure the quality 
of the concrete during its transport from the batching plants to 
the job sites. Customers beneﬁt from this oﬀer through a data 
subscription service, enabling concrete producers to access real-
time concrete quality data such as workability and air content 
through a cloud-based data portal for every truck operating in 
their ﬂeet.
Digitalization supports not only efficiency and growth, but also 
Sika’s sustainability agenda. In 2021, Sika developed the Sika 
Sand App, a highly innovative digital solution for fast sand anal­
ysis. Sand has become a scarce resource and good sand analyt­
ics are becoming increasingly important. The Sika Sand App is 
an analytical device and provides information about sand parti­
cle size distribution. It is a positive move towards automated 
quality analysis of sand, and allows customers to ﬁnd solutions 
using available, also lower-quality and manufactured, sand 
without performance loss.
THE SIKA INNOVATION DAY 
The Sika Innovation Day took place in September 2022 
during the Sika Senior Manangement Meeting held in 
Switzerland. The event focused on how innovative so­
lutions in digitalization and automation can be inte­
grated into traditional Sika products, allowing cus­
tomers to augment their performance. Solutions for 
automation (such as 3D MESH), digital products (such 
as the Sika fire protection app), networking with cus­
tomers (such as the Sika trade show in the meta­
verse), or optimized processes (such as the 3D Visual­
izer) were presented. In addition to digitalization and 
automation, there was a strong focus on innovations 
related to the topics of sustainability and urbaniza­
tion.

147
SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
ECONOMIC PERFORMANCE 
AND VALUE CREATION
SUMMARY & HIGHLIGHTS
AMBITION 
A profitable business model secures 
the long-term viability of the company 
and is an important cornerstone to 
maintain global technology leadership.
APPROACH 
Sika develops innovative solutions 
together with its customers along 
several strategic pillars, allowing the 
company to create sustainable value 
for stakeholders. Sika is committed 
to being a socially responsible corpo­
rate ﬁscal citizen. 
HIGHLIGHTS 
Economic performance 2022
Despite a demanding market envi-
ronment, Sika performed impressively 
in 2022, posting sales in excess of 
CHF 10 billion for the first time in the 
company’s history. This corresponds 
to a substantial increase of 15.8% in 
local currencies compared to the 
previous year.
Higher raw material costs countered
by pricing and efficiencies
Year 2022 was marked by high inflation 
and associated interest rate hikes.
By raising prices and generating effi-
ciency gains along the value chain, 
Sika countered this situation and 
delivered a record EBIT. 
KEY FIGURES
change vs 2021
Sales growth (in CHF mn)
10,491.8
+13.4%
EBIT margin
15.1%
+0.1% points
Distribution of value-added (in CHF mn)
3,321
+8.1%
Tax rate
22.4%
+0.9% points

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SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
“Our resilient strategy consistently 
delivers profitable growth. With 
the focus on both financial and non-
financial aspects, we create sus-
tainable value to all stakeholders.”
Adrian Widmer
Chief Financial Officer
MATERIAL TOPICS
Economic 
Performance 
Risk and Crisis 
Management
Tax 
Approach

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SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
Financial stability and long-term proﬁtability ensure that Sika 
remains a reliable and value-adding partner for all its stakehold­
ers now and in the future. Economic performance is an impor­
tant factor to maintain global technology leadership by facilitat­
ing continual investment in R&D, as well as the ability to stay 
close to customers and serve all markets. Economic strength 
allows Sika to distribute value to various stakeholders. It is also 
critical for developing high-performing products, developing its 
workforce, providing long-term shareholder returns, and being a 
good corporate citizen that gives back to the community.
COMMITMENT
Sika commits to deliver on the strategic pillars of its Strategy 
2023 – market penetration, operational efficiency, acquisitions, 
values – and related targets. For more information on strategic 
pillars, please see the “Strategic Report”, “Strategy 2023” chap­
ter on p.18 of the Annual Report 2022.
GOALS AND TARGETS
The Strategy 2023 was launched in 2019 and is aligned with 
Sika’s goal for sustainable and proﬁtable growth. The strategy is 
organized around six pillars that are not only focused on ambi­
tious ﬁnancial targets but also on improving the carbon foot­
print of the company’s operations. Within these six pillars, Sika 
plans to grow by 6–8% in local currencies per year up to 2023 
and to achieve an EBIT margin of 15–18%. For more information, 
please see the “Strategic Report”, “Strategy 2023” chapter on 
p.18 of the Annual Report 2022.
RESPONSIBILITIES
Overall responsibility for economic performance at Group level 
lies with the Board of Directors (BoD) along with the Group Man­
agement. Sika’s international expansion began soon after the 
foundation of the company more than 100 years ago. Since then, 
the company organizes its global activities by country. The na­
tional subsidiaries are consolidated into regions with higher-
level management functions. The regions are EMEA (Europe, 
Middle East, and Africa), Americas, Asia/Paciﬁc, and Global 
Business. The regional and local management teams bear full 
proﬁt and loss responsibility, and – based on the Group strategy 
– develop regional and country-speciﬁc strategic plans and tar­
gets.
GRI 201-1
GRI 201-4
GRI 3-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•
ECONOMIC PERFORMANCE
Sustainability 
regulations
Repair and 
refurbishment
Higher building 
standards
Infrastructure
Long-term market 
potential Sika
Sika’s market potential 
Emerging markets
Developing markets
Mature markets
SIKA HAS SOLUTIONS FOR ALL MARKETS

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SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED
Sika evaluates its management approach through a process 
steered by the BoD. The CEO, as well as the CFO, report to the 
BoD in writing on the development of business at least once a 
month. A monthly management package on the ﬁnancial per­
formance is shared with Group Management and the BoD to 
provide an update on the company. In addition, nine Group Man­
agement and ten BoD meetings took place throughout the year, 
to review and discuss all strategic topics (ﬁnancial performance, 
investments, acquisitions, business activities, non-ﬁnancial 
performance, etc.). Extraordinary events are reported immedi­
ately to the Board Chair or the Audit Committee, if such events 
relate to the latter’s area of responsibility. The Audit Committee 
is responsible for reviewing internal and external audits and risk 
management. For more information, please see the Corporate 
Governance report on p.166.
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED 
Sika creates sustainable value for its customers, the supply 
chain, and many other stakeholders. The company generates 
substantial value for governments (through taxes), employees 
(through compensation and beneﬁts), shareholders (through 
dividends), suppliers and service providers (through raw mate­
rial and service prices), and society (through taxes and local 
community projects). Part of the value generated is retained in 
the company for developing new technologies, acquisitions, 
capital investments, and to remain independent from capital 
market ﬂuctuations ( •  Table 01: Direct Economic Value Gener­
ated and Distributed, in the “Key Performance Indicators” sec­
tion at the end of this chapter). For more information, please 
see the “Strategic Report”, “Business Environment” chapter on 
p.13 of the Annual Report 2022, and the “Financial Report”, 
“Consolidated Financial Statements” chapter on p.202 of the 
Annual Report 2022. 
FINANCIAL RESOURCES
Sika’s high cash generation results in moderate debt levels and 
a solid balance sheet. The strong deleveraging profile supports a 
strong credit rating which in turn gives Sika good access to the 
capital markets. The reliable cash generation enables consistent 
investments in future growth. For example, in R&D, expansion 
of geographical production footprint to fully capture market po­
tential, bolt-on acquisitions, or training and development of em­
ployees. In addition to finance its growth and operations with 
cash, Sika uses bank loans and bonds. When issuing bonds, Sika 
makes sure to keep a well-balanced and conservative maturity 
profile. In November 2022, Sika successfully placed a bond in the 
Swiss market with a total amount of CHF 600 million through a 
triple tranche. The trust the capital markets place in the sus­
tainable growth of Sika, was demonstrated through the strong 
demand for this bond placement. For more information, please 
see the “Strategic Report”, “Business Environment” chapter on 
p.13 of the Annual Report 2022, and the “Financial Report”, 
“Consolidated Financial Statements” chapter on p.202 of the 
Annual Report 2022.
FINANCIAL ASSISTANCE RECEIVED FROM GOVERNMENT
In 2022, Sika received CHF 1.5 million (previous year: CHF  1.6 mil­
lion) government subsidies for employment relationship, for in­
stance through short-time work compensation programs. The 
company also received CHF 6.6 million of government support 
(previous year: CHF 6.5 million) through specific grants. Please 
see Note 4 and Note 5 in the “Appendix to the Consolidated 
Financial Statements” on p.207 of the Annual Report 2022.
MERGER AND ACQUISITIONS FILING
In 2022, one compliance case was filed in Morocco about the vio­
lation of administrative procedures for the Parex acquisition 
because Sika did not file with the anti-trust authorities in 
Morocco. At that time, this reporting duty was considered not 
required. Sika contacted the authorities and explained the mis­
understanding. The fine was paid and the case is closed.
REVENUES in CHF mn
DISTRIBUTION OF VALUE ADDED
10,492
6,806
1,711
390
503
Intermediate inputs
Employee wages 
and benefits
Payments to 
governments
Payments to lenders 
and shareholders
Economic value retained: CHF 717 mn
Non-liquidity-related 
expenses
365
3,321

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SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
TAX VALUES 
Through its tax principles, internal policies, and actions, Sika is 
committed to being a socially responsible corporate ﬁscal citi­
zen. Sika pursues a long-term, sustainable Tax Strategy which 
ensures compliance with national and international tax laws 
and regulations. In the 2022 Compliance Conﬁrmation, all GMs 
conﬁrmed that there were no violations of applicable tax laws in 
their entities. The active management of tax matters ensures 
that Sika pays a fair share of tax in each of the 101 countries 
where Sika operates. 
TAX GOVERNANCE
Sika’s tax approach is in line with the Organisation for Economic 
Co-operation and Development (OECD)/G20 guidelines. By fol­
lowing a business-oriented approach based on functions, as 
sets, and operating risks when determining processes and 
transactions, Sika has a market-based outcome. The company is 
committed to paying its fair amount of taxes in each jurisdiction 
where it operates. The outcome of the business-oriented ap­
proach is always checked for its compliance with all applicable 
laws. Furthermore, potential impacts on stakeholders and 
Sika’s reputation are considered. In line with Sika’s corporate 
values, the objective of Sika’s Tax Policy is to comply in good 
faith with the letter and the spirit of all applicable tax laws and 
obligations in all countries where the company operates, across 
all direct and indirect taxes, as a company and employer, as well 
as with international treaties and guidelines. This approach re­
sults in an eﬀective Group tax rate that reﬂects Sika’s global 
footprint, the decentralized nature of the business, and the 
Group’s successful local operations.
TAX RISK MANAGEMENT
Based on genuine business rationale and with a long-term view 
of sustainability and predictability, Sika proactively manages 
the tax aspects of its business operations and transactions. To­
tal tax costs are managed within clear risk parameters in line 
with the Sika Group business operations. Sika adheres to “arm’s 
length principles” and complies with local laws and regulations 
for pricing intercompany transactions. Sika maintains transfer 
pricing documentation in compliance with local legislation.
FULL DISCLOSURE OF TAX RISK AND TAX PLANNING
Sika does not engage in aggressive tax planning and does not 
use complex structures or oﬀshore havens to minimize its tax 
liabilities. Sika does not adopt tax schemes based on form with­
out commercial substance. Sika does not use oﬀshore entities 
that lack business purpose and substance. Sika does not use 
hybrid instruments and/or entities in structures that result in 
tax avoidance, double deduction, or no taxation. Sika engages 
external advisors when appropriate to manage tax risks. Re­
porting and control systems are in place to collect information 
on signiﬁcant tax risks relating to compliance, ﬁnancial report­
ing and planning, tax audits as well as legislative developments.
INTERACTIONS WITH TAX AUTHORITIES
Sika promotes open and transparent relationships with tax au­
thorities. When applicable, Sika uses appropriate mechanisms 
to clear the tax impact of major transactions with relevant tax 
authorities in advance. Tax audits are conducted in a supportive 
and collaborative way and requested information is provided in 
a timely manner. On certain occasions, Sika may provide techni­
cal input to the relevant authorities with respect to proposed 
tax legislations, using the appropriate channels, to construc­
tively improve the competitiveness of a tax system.
TAX RATE
In 2022, the income tax rate amounted to 22.4%, thereby in­
creasing compared to the level of the previous year of 21.5%. On 
average, Sika tax rate is stable showing the company's reliability 
as a taxpayer ( •  Table 02: Tax Rate, in the “Key Performance 
Indicators” section at the end of this chapter).
COUNTRY-BY-COUNTRY REPORTING 
Starting in 2016, Sika was one of the ﬁrst companies to submit 
an annual Country-by-Country Report (CbCR) to the Swiss Fed­
eral Tax Administration (SFTA) on a voluntary basis. This OECD/
G20 standard includes pertinent information such as proﬁt and 
taxes paid per country where the company is active. In line with 
the OECD’s intention, the SFTA passes this report on to the tax 
authorities in other countries where Sika is subject to taxation. 
The result of the CbCR demonstrates that Sika is duly complying 
with its tax obligations and paying its fair share of tax.
TAX APPROACH 
GRI 207-1
GRI 207-4
GRI 207-2
GRI 3-3
GRI 207-3
POLICIES AND GUIDELINES
For more information, please visit the 
corporate webpage ESG Policies and 
Guidelines
•

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SIKA SUSTAINABILITY REPORT 2022
Economic Performance and Value Creation
VIEW AND CONCERNS OF STAKEHOLDERS
Sika is committed to openness and transparency and provides 
information on internal processes, roles, responsibilities, and 
decision-making procedures, as well as rights and obligations of 
various stakeholders. The online reporting, called •  Sika Trust 
Line, is operated by an external party and allows for anonymous 
reporting directly to the attention of Corporate Compliance.
PUBLIC POLICY ADVOCACY ON TAX
For more information, please see the “People” chapter, “Public 
Policy” section on p.79 of the Sustainability Report 2022.

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Economic Performance and Value Creation
KEY PERFORMANCE INDICATORS
•  TABLE 01: DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED 
2020
2021
2022
Revenues
7,878 
 9,252 
 10,492
Intermediate inputs
 4,819
 5,838 
 6,806
Non-liquidity-related expenses
 341
342 
 365
Distribution of value added
2,718
3,072 
3,321 
Employee wages and benefits
 1,528
 1,637 
 1,711
Payments to governments
 280
331 
 390
Payments to lenders and shareholders
360
410 
 503
Economic value retained
550
694 
 717
•  TABLE 02: TAX RATE
2020
2021
2022
Tax rate (%)
22.2
21.5
22.4

154
SIKA SUSTAINABILITY REPORT 2022
Methodological Note
METHODOLOGICAL NOTE
REPORTING STANDARDS
The Sika Sustainability Report 2022 is part of the Sika corporate 
reporting package. The Sika Group has reported the information 
cited in the Sustainability Report 2022 for the period 1.1.2022 
–12.31.2022  with reference to the GRI Standards 2021. In addi­
tion, the following documents are available in the download 
center of the corporate website:
	
— The Sika •  GRI Content Index reports information on Sika’s 
material topics for the period 1.1.2022–12.31.2022 with refer­
ence to the GRI Standards 2021.
	
— The Sika •  SASB Content Index provides an overview of Si­
ka’s reporting practices in accordance with the Sustainability 
Accounting Standards Board (SASB) sustainability disclosure 
topics and accounting metrics for the Resource Transforma­
tion–Chemical (RT–CH) sector. 
	
— The •  Sika and the UN SDGs document shows which UN 
SDGs and related targets and indicators Sika’s activities di­
rectly contributed to during the reporting year.
	
— The Sika •  UN Global Compact Index shows that Sika ad­
heres to the ten principles of the UN Global Compact in its 
business practices, comprising the four areas of human 
rights, labor standards, environment, and anti-corruption. 
	
— Sika’s corporate carbon accounting (scope 1, 2 and 3) follows 
the reporting guidelines of the Greenhouse Gas Protocol 
(GHGP) Corporate Accounting and Reporting Standard. For 
additional information on the scope 3 assessment, a detailed 
methodology paper •  Sika Methodology for Scope 3 Emis­
sions Calculation is available in the download center of the 
corporate website.
The Sika Sustainability Report 2022 also complies with the rec­
ommendations of the Task Force on Climate-related Financial 
Disclosures (TCFD) which are described in more detail in the “Risk 
Management and TCFD Recommendations” chapter on p.25 of 
the Annual Report 2022, and in a dedicated •  TCFD report 2022 
available in the download center of the corporate website.
REPORTING REGULATIONS
	
— New Swiss non-financial reporting requirements will enter 
into force in January 2023 1 under the Swiss Code of Obliga­
tion Art. 964j, k, l  and Ordinance on Due Diligence and Trans­
parency in relation to Minerals and Metals from Conflict-Af­
fected Areas and Child Labor (DDTrO). Information related to 
child labor is available in the “People” chapter, “Human 
Rights” section on p.64 of the Sustainability Report 2022. 
Information related to conflict minerals and metals is avail­
able in the “Procurement” chapter, “Responsible Procure­
ment” section on p.135 of the Sustainability Report 2022.
	
— Information related to the new transparency obligations of 
the Swiss Code of Obligation Art. 964d-i2 for companies ac­
tive in the extraction of raw materials (minerals, oil, gas, tim­
ber from primary forests)  is available in the chapter “Pro­
curement”, “Responsible Procurement” section on p.135 of 
the Sustainability Report 2022.
	
— Sika will need to disclose information and KPIs in accordance 
with the Corporate Sustainability Reporting Directive (CSRD) 
from business year 2025, with first mandatory reporting in 
2026. Sika Group will comply with the European Sustainabil­
ity Reporting Standard (ESRS) developed by EFRAG (Euro­
pean Financial Reporting Advisory Group).
	
— The EU Taxonomy duties will affect Sika as a consequence of 
the CSRD. Therefore, Sika has kicked-off the “EU Taxonomy” 
project in 2022. The company initiated the eligibility analysis 
of its business activities for two environmental objectives 
(climate change mitigation and adaptation). Sika will pursue 
the exercise to ensure an exhaustive identification of its tax­
onomy-eligible economic activities and consistently report 
on related KPIs (Turnover, CapEx and OpEx) in the following 
years.
SCOPE OF REPORTING AND 
CONSOLIDATION
The scope of Sika Sustainability reporting is aligned with the 
scope of entities consolidated in the Group ﬁnancial statements, 
as described on p.211 of the Annual Report 2022. In the year un­
der review, the scope of consolidation of the Sustainability re­
porting was expanded to include:
	
— The acquired companies Sable Marco Inc. (Canada) and Unit­
ed Gilsonite Laboratories, Inc. (USA) 
	
— The newly founded companies Sika Davco (Chongqing) New 
Materials Co., Ltd., (China) and Sika Davco (Dezhou) New Ma­
terials Co., Ltd., (China). 
More information on these acquisitions and expansions is avail­
able in the “Financial Report” on p.201 of the Annual Report 
2022. Generally, acquired companies’ data are included in the 
Sustainability reporting from the acquisition date onwards. The 
list of all consolidated companies is detailed in the Appendix to 
the Consolidated Financial Statements on p.251 of the Annual 
Report 2022.
More information on the scope of reporting and consolidation 
of scope 3 emissions is available in the •  Sika Method­ology for 
Scope 3 Emissions Calculation available in the download center 
of the corporate website.
1  With a first mandatory reporting in 2024.
2 Entered into force in January 2021 and with a first mandatory reporting in 2022.
GRI 2-2

155
SIKA SUSTAINABILITY REPORT 2022
Methodological Note
DATA COLLECTION AND 
REPORTING METHODOLOGIES
Sustainability Performance Indicators disclosed in Sika Sustain­
ability Report 2022 are based on the following:
	
— Social, Environmental, and Health and Safety (EHS) data are 
collected through the Sika corporate reporting and BI sys­
tem. Environmental indicators are reported at site level on a 
quaterly basis. Health and Safety indicators are reported at 
site level on a monthly basis.
	
— All Social Performance Indicators (KPIs) are reported annually 
at company level, except training, which is reported quarterly.
	
— Community Engagement indicators are reported quarterly at 
company level.
	
— The Japan Automotive business has been reallocated from 
the region Global Business to the Asia/Pacific region in 2022. 
The prior years have been restated accordingly in the “Plan­
et” chapter and in the “Labor Management” and “Diversity 
and Inclusion” sections of the “People” chapter. 
	
— In 2022, Sika added granularity to the reporting of head­
count-related indicators. The breakdown of employees per 
age, contract and employment type is now available per gen­
der. 2019, 2020 and 2021 have not been restated accordingly.
	
— Acquisitions and scope changes that occurred in 2019, 2020, 
2021 and 2022 did not lead to a restatement of the environ­
mental indicators disclosed in the “Planet” chapter. 
	
— Many of the strategic KPIs disclosed in the “Planet” chapter 
are measured by using tons sold as a denominator. Tons sold 
include all Sika manufactured and third-party traded prod­
ucts. The development of the third-party traded tons sold in 
the past four years has been stable and therefore does not 
impact the overall performance. 
	
— Sika’s corporate carbon accounting (scope 1, 2 and 3) follows 
the reporting guidelines of the Greenhouse Gas Protocol 
(GHGP) Corporate Accounting and Reporting Standard. Ac­
cording to the same guidelines, CO2 equivalent (CO2eq) is 
deﬁned as the universal unit of measurement to indicate the 
global warming potential (GWP) of each of the six green­
house gases, expressed in terms of the GWP of one unit of 
carbon dioxide. It is used to evaluate releasing (or avoiding 
releasing) diﬀerent greenhouse gases against a common ba­
sis.
	
— In 2022, Sika updated the sources of emission factors used 
for the calculation of scope 1 and 2 emissions. Scope 1 emis­
sions factors have been changed from BAFU (Swiss Federal 
Office of Environment) to BEIS/Defra. Scope 2 market-based 
emission factors have been updated to consider the electric­
ity countries’ residual mixes when available, such as AIB 
2020 European Residual Mixes (applied to European loca­
tions) and 2021 Green-e Residual Mix Emissions Rates (ap­
plied to US locations). Scope 1 and 2 emissions from 2019, 
2020 and 2021 have not been restated accordingly.
	
— In 2022, Sika added granularity to the reporting of vehicle 
fuel. The reporting is now split per type of fuel (diesel, gaso­
line, biodiesel, ethanol, LPG and natural gas) with a different 
emission factor applied to each category. Scope 1 emissions 
from 2019, 2020 and 2021 have not been restated accordingly.
	
— In 2022, Sika updated the conversion factors related to pri­
mary energy from m3 to GJ to reflect the gross CV (calorific 
value) based on BEIS/Defra recommendations. All energy-
related data from 2019, 2020 and 2021 have been restated 
accordingly.
	
— In 2022, fugitive emissions related to refrigerant gases have 
been added to the scope 1 inventory as per the Greenhouse 
Gas Protocol. These emissions are calculated based on BEIS/
Defra 2021 emission factors. Scope 1 emissions from 2019, 
2020 and 2021 have not been restated accordingly since fugi­
tive emissions represent 0.5% of Sika’s scope 1 and 2 emis­
sions for 2022.
	
— In 2022, scope 1 and 2 emissions related to Sika Corporate 
Services companies in Switzerland have been reported sepa­
rately (9 tons of CO2eq). 2019, 2020 and 2021 have not been 
restated accordingly.
	
— In 2022, district heating has been added to the company 
scope 2 inventory as per the Greenhouse Gas Protocol. These 
emissions are calculated based on BEIS/Defra, 2021 emission 
factors. Indi­rect energy consumption and related scope 2 
emissions from 2019, 2020 and 2021 have not been restated 
accordingly since district heating represents 0.2% of Sika’s 
scope 1 and 2 emissions for 2022. 
	
— In 2022, alongside the emissions related to the combustion 
process of Sika fuel and gas consumption:
–  The VOC reporting has been extended to include 
emissions from the petrochemical materials and related 
processes.
–  The dust reporting has been extended to include the 
emissions from the mortar production.   
–  2020- and 2021-related data have not been restated 
accordingly.
	
— In 2022, rainwater has been added to the reporting of water 
withdrawal per type of source. Water withdrawal data from 
2019, 2020 and 2021 have not been restated accordingly.
	
— Up to 2021, wastewater disposed separately due to local reg­
ulations could be reported under waste and excluded from 
water discharge. From 2022 onwards, the reporting method­
ology of water discharge has been adjusted. A new account 
“water sent off-site for treatment” was created to capture 
the total volume of wastewater under water discharge, lead­
ing to a shift from waste to water discharge. The indicator 
“water to ground” has also been added. Waste and water 
data from 2019, 2020 and 2021 have not been restated ac­
cordingly to the new methodology. 
	
— In 2022, waste volumes per type of disposal method have 
been detailed for hazardous and non-hazardous waste. 
Waste data from 2019, 2020 and 2021 have not been restat­
ed accordingly to the new level of granularity.
	
— All information disclosed in the “Procurement” chapter
refers to tier 1 suppliers. 
The methodological note needs to be read in conjunction with 
the footnotes described in all sections of the Sustainability Re­
port 2022 for dedicated indicators and KPIs.

156
SIKA SUSTAINABILITY REPORT 2022
Independent Assurence Report
 
 
Independent practitioner's limited 
assurance report 
on selected Sustainability lndicators contained within Sika's Sustainabil-
ity Report 2022 to the Board of Directors of Sika AG 
Baar 
We have been engaged by the Board of Directors to perform assurance procedures to provide limited assurance on se-
lected Sustainability lndicators of Sika AG and its consolidated subsidiaries (hereinafter “Sika”) contained within Sika 
AG's Sustainability Report 2022 (including the GHG reporting) for the period from 1 January 2022 to 31 December 2022 
(hereinafter “Sika’s Sustainability Report”).  
Scope and subject matter 
The following selected Sustainability Indicators contained within Sika’s Sustainability Report were subject to our limited 
assurance engagement (“Selected Indicators”) and represent the subject matter information: 
• 
Scope 1 (tons of CO2eq) on page 108;  
• 
Scope 2 – Market-based (tons of CO2eq) and Scope 2 – Location-based (tons of CO2eq) on page 108; 
• 
GHG emissions intensity (kg CO2eq) per ton sold on page 108; 
• 
Scope 3 GHG emissions on page 92; 
• 
Breakdown of energy consumption per source (TJ) on page 94;  
• 
Energy intensity per ton sold (MJ per ton sold) on page 109; 
• 
Purchased renewable electricity rate on page 110; 
• 
Water consumption per ton sold (m3) on page 110; 
• 
Total Waste generated (tons) and Waste intensity (kg per ton sold) on page 111;  
• 
Recycling rate (%) on page 111;  
• 
Number of lost time accidents (LTA) (No.) of Sika employees on page 59 and Number of lost time accidents (LTA) 
(No.) of contractors on page 60;  
• 
LTA rate per 1’000 FTEs on page 59;  
• 
Lost Time lnjury Frequency Rate (LTIFR) per 200'000 hours on page 59; 
• 
Number of fatalities of Sika employees on page 59 and Number of fatalities of contractors on page 60; 
• 
Community engagement projects (No.) on page 78; and 
• 
Volunteering days of employees (Days) on page 78. 
Our limited assurance engagement does not conclude on comparative prior year figures or any prospective information 
included in Sika’s Sustainability Report. Consequently, we do not comment on, nor conclude on any such information. 
Criteria 
The Selected Indicators in Sika’s Sustainability Report were evaluated against the criteria described in Sika’s Sustaina-
bility Report. 
The Selected lndicators contained within Sika's Sustainability Report (including the GHG reporting) were prepared by the 
Group Management of Sika AG (the “Company”) based on the criteria described within Sika’s Sustainability Report, in 
  
PricewaterhouseCoopers AG, Birchstrasse 160, Postfach, 8050 Zürich, Switzerland 
Telefon: +41 58 792 44 00, www.pwc.ch 
PricewaterhouseCoopers AG is a member of the global PricewaterhouseCoopers network of firms, each of which is a separate and independent legal entity.

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the Methodological Note on pages 154 and 155 and in the Scope 3 Methodology available on Sika AG’s website (the 
"suitable Criteria"). 
Inherent limitations 
The accuracy and completeness of the Selected lndicators contained within Sika's Sustainability Report (including the 
GHG reporting) are subject to inherent limitations given their nature and methods for determining, calculating and esti-
mating such data. In addition, the quantification of the Selected lndicators contained within Sika'’s Sustainability Report 
(including the GHG reporting) is subject to inherent uncertainty because of incomplete scientific knowledge used to de-
termine factors related to the Selected lndicators contained within Sika's Sustainability Report and the values needed to 
combine e.g. emissions of different gases. Our assurance report will therefore have to be read in connection with the 
suitable Criteria described within Sika’s Sustainability Report in the Methodological Note and in the Scope 3 Methodol-
ogy for relevant definitions and procedures on the Selected Indicators.  
Group Management’s responsibility 
The Group Management of Sika AG is responsible for preparing the Selected lndicators contained within Sika's Sustain-
ability Report in accordance with the suitable Criteria described within Sika’s Sustainability Report 2022. This responsi-
bility includes the design, implementation and maintenance of the internal control system related to the preparation of 
the Selected lndicators contained within Sika's Sustainability Report that are free from material misstatement, whether 
due to fraud or error. Furthermore, the Group Management is responsible for the selection and application of the suitable 
Criteria described within Sika’s Sustainability Report and adequate record keeping.  
Independence and quality management 
We are independent of Sika AG and its consolidated subsidiaries in accordance with the International Code of Ethics for 
Professional Accountants (including International Independence Standards) issued by the International Ethics Standards 
Board for Accountants (IESBA Code). We have fulfilled our other ethical responsibilities in accordance with the IESBA 
Code, which is founded on fundamental principles of integrity, objectivity, professional competence and due care, confi-
dentiality and professional behaviour.    
PricewaterhouseCoopers AG applies International Standard on Quality Management 1, which requires the firm to de-
sign, implement and operate a system of quality management including policies or procedures regarding compliance 
with ethical requirements, professional standards and applicable legal and regulatory requirements. 
Practitioner’s responsibility 
Our responsibility is to perform a limited assurance engagement and to express a conclusion on the Selected lndicators 
contained within Sika's Sustainability Report (including the GHG reporting). We conducted our engagement in accord-
ance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised) “Assurance engagements other 
than audits or reviews of historical financial information” and the International Standard on Assurance Engagements 
3410, “Assurance Engagements on Greenhouse Gas Statements” (ISAE 3410), issued by the International Auditing and 
Assurance Standards Board. Those standards require that, to obtain limited assurance, we plan and perform our proce-
dures whether anything has come to our attention that causes us to believe that the Selected lndicators contained within 
Sika's Sustainability Report (including the GHG reporting) were not prepared, in all material aspects, in accordance with 
the suitable Criteria described within Sika’s Sustainability Report.  
Based on risk and materiality considerations, we performed our procedures to obtain sufficient and appropriate assur-
ance evidence. The procedures selected depend on the assurance practitioner’s judgement. A limited assurance en-
gagement under ISAE 3000 (Revised) and ISAE 3410 is substantially less in scope than a reasonable assurance en-
gagement in relation to both the risk assessment procedures, including an understanding of internal control, and the pro-
cedures performed in response to the assessed risks. Consequently, the nature, timing and extent of procedures for 
gathering sufficient appropriate evidence are deliberately limited relative to a reasonable assurance engagement and 
therefore less assurance is obtained with a limited assurance engagement than with a reasonable assurance engage-
ment.  
 
 
 
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We performed the following procedures, among others: 
• Inquiries of the relevant stakeholders for the Selected Indicators in Sika’s Sustainability Report (including the GHG 
reporting); 
• On-Site visits for selected Sika sites in USA, China, Singapore, Romania, Poland, Germany, Italy, Austria, Egypt and 
Switzerland. The selection was based on quantitative and qualitative criteria; 
• Interviews with personnel responsible for the sustainability reporting and data collection at the selected Sika sites vis-
ited and at the Corporate level to determine the understanding and application of Sika’s specified guidelines and 
methodology; 
• Sample based inspection of relevant documents and testing of underlying data; 
• Reconciliation of data collected with financial reporting data and other underlying records; 
• Reperformance of relevant calculations; and 
• Analytical procedures on selected site-level, as well as Corporate level. 
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. 
Conclusion 
Based on the work we performed, nothing has come to our attention that causes us to believe that the Selected lndica-
tors contained within Sika's Sustainability Report (including the GHG reporting) for the period from 1 January 2022 to 31 
December 2022 are not prepared, in all material respects, in accordance with the suitable Criteria described within 
Sika’s Sustainability Report 2022. 
Intended users and purpose of the report 
This report is prepared for, and only for, the Board of Directors of Sika AG, and solely for the purpose of reporting to 
them on Selected lndicators contained within Sika's Sustainability Report 2022 (including the GHG reporting) and no 
other purpose. We do not, in giving our conclusion, accept or assume responsibility (legal or otherwise) or accept liability 
for, or in connection with, any other purpose for which our report including the conclusion may be used, or to any other 
person to whom our report is shown or into whose hands it may come, and no other persons shall be entitled to rely on 
our conclusion. 
We permit the disclosure of our report, in full only and in combination with the suitable Criteria, to enable the Group Man-
agement and the Board of Directors to demonstrate that they have discharged their governance responsibilities by com-
missioning an independent assurance report over the Selected Indicators in Sika’s Sustainability Report 2022, without 
assuming or accepting any responsibility or liability to any third parties on our part. To the fullest extent permitted by law, 
we do not accept or assume responsibility to anyone other than the Group Management or the Board of Directors of Sika 
AG for our work or this report. 
PricewaterhouseCoopers AG 
Thierry Troesch 
Christine Blass 
Zurich, 14 February 2023 
‘The maintenance and integrity of Sika AG’s website and its content are the responsibility of the Group Manage-
ment of Sika AG; the work carried out by the assurance provider does not involve consideration of the mainte-
nance and integrity of Sika AG's website, accordingly, the assurance providers accept no responsibility for any 
changes that may have occurred to the reported Selected lndicators contained within Sika's Sustainability Re-
port (including the GHG reporting) or suitable Criteria described within Sika’s Sustainability Report since they 
were initially presented on the website. 
 
4  Sika AG  |  Independent practitioner's limited assurance report