We Elevate... Our World
Sustainability Report 2019

“
“For over 145 years, 
Schindler 
has grown around 
the world while 
being recognized 
as a responsible 
corporate citizen 
in each country 
where the company 
  operates.”

Silvio Napoli
Chairman of the Board of Directors

1
 Schindler Sustainability Report 2019 | 
About this report
This report is based on the Global Reporting Initiative (GRI) standards and is Schindler’s 
eighth Sustainability Report. It covers all entities included in our consolidated financial
statements and reflects our performance in the period from January 1, 2019, to December 31, 
2019. The report is approved by the Board of Directors. External assurance is delivered by 
Swiss Climate in accordance with AA1000AS (2008) Type 2 on our carbon footprint data 
(scope 1–3) and sustainability priorities. We welcome your questions, comments, and 
feedback at:

Published on June 29th, 2020.
Cover page: The Bund in Shanghai, China, 
and Schindler technician at The Circle, Zurich, Switzerland 
Previous page: Sinar Mas Plaza, Shanghai, China
Contents
	 2	 Message from the Chairman
	 3	 Highlights of 2019
	 4	 Schindler in brief
	 6	 Sustainability roadmap
14		 Social topics
17		 The environment
22		 Ethics and integrity
24		 Statement of the external assurer
26		 GRI Content Index
sustainability@schindler.com

2
| Schindler Sustainability Report 2019
Looking back at 2019, we at Schindler 
continued to invest in the future of our 
company and, in doing so, made further 
progress towards our sustainability goals. 
This report goes into some of the successes, 
but also highlights the formidable chal­
lenges that lie ahead. 
Among the highlights, our longstanding 
dedication to education and vocational 
training is one of the sustainability pillars 
of which we are most proud. We have 
initiated the development of a global 
standard for apprentices, with the aim of 
providing young technicians with oppor­
tunities to gain hands-on experience 
under direct tutoring of seasoned Schindler 
professionals, scaling up the state-of-the-
art programs that have been established 
for decades in Switzerland and Germany. 
Many graduates will join our next ge-
neration of employees, while others will 
go on with their careers armed with a 
“Schindler degree.”
Fostering an inclusive work environment, 
bringing together people with different 
backgrounds, valuing different perspectives 
and embracing an open dialogue are other 
key elements for future success. We have 
made strides towards a more diverse work-
force and are committed to continuing 
this journey, by broadening the scope of 
our initiatives well beyond gender balance. 
We continue to meet the evolving ex-
pectation of building owners, developers, 
and architects to construct and refurbish 
in line with green certifications schemes. 
In 2019, we completed the refurbishment 
of our own headquarters in Ebikon (built 
60 years ago), which was awarded with a 
Gold LEED Certification, the standard for 
green buildings. 
Inevitably, we also strive for improvements 
in areas where we have not been as suc­
cessful as we would have liked, such as 
reducing the carbon footprint of our global 
vehicle fleet. Our Group is resolved to find 
new ways to support our service techni­
cians, reducing both their time on the road 
and the polluting emissions associated 
with it.
As a closely held company, Schindler is 
dedicated to healthy growth. Step by 
step, year after year, we continue to build 
on the foundation of sustainability laid 
over five generations, for the future of 
our customers, our employ­ees, our share­
holders, our communities, and our planet.




Silvio Napoli
Chairman of the Board of Directors
Message from 
the Chairman
As I write this message, the world is still in 
the midst of battling a global pandemic. 
The COVID-19 outbreak is a deep humani­
tarian crisis that has gravely affected the 
world and the economy. It is posing diffi-
cult – even unprecedented – challenges 
to businesses, communities, and people 
everywhere. In just a few short months, 
our way of life has changed dramatically. 
Yet in many areas, life – and work – has 
had to continue, not least to keep critical 
infrastructure running. Schindler employ­
ees worldwide have been responding with 
outstanding engagement and solidarity. 
Service technicians around the world 
swiftly adjusted to new safety requirements 
to maintain elevators and escalators in 
private and public buildings, including 
hospitals and other system-critical institu­
tions. In parallel, the Schindler community 
has come together to donate personal 
protection equipment, to support the 
construction of emergency hospitals, or 
to collect donations for local emergency 
initiatives. All these actions, however big 
or small, are yet another example of what 
corporate citizenship is about. 
Every crisis brings with it unprecedented 
opportunities. Awakening us to the fragili-
ty of our civilization, the COVID-19 one 
stimulates to collectively rethink the future 
that we want to create. Building on the 
adaptability that we have seen during 
this pandemic, a new more sustainable 
approach to our economy appears more 
urgent than ever and, suddenly, within 
closer reach than we ever thought.

3
 Schindler Sustainability Report 2019 | 
The Swiss Government is incentivizing 
energy efficiency improvements of elevators 
as modernization reduces electricity con­
sumption by up to 50%. As the technology 
partner, Schindler developed an online 
tool for assessing potential energy savings 
that could be used to determine the finan­
cial support granted to the building owners.
60% of “Schindler City” 
electricity consumption 
in Jiading (Shanghai) 
covered by on-site solar 
energy production
Carbon-neutral campus 
Ebikon (Switzerland) 
through 100% green 
electricity, district heating, 
and on-site photovoltaics
Highlights of 
2019
Transforming the 
business of buildings
By combining an integrated cloud 
platform with a digital building twin 
and data-driven insights, Building­
Minds contributes to the transfor-
mation of the industry toward a 
more sustainable building manage­
ment. By developing a common data 
model in line with international and 
national standards, the start-up cre­
ated by Schindler enables the use of 
standardized sustainability metrics, 
advanced analytics, and prescriptive 
management capabilities.
Campus Ebikon 
Switzerland
Schindler City Jiading 
China
4 000 students in over 
40 countries involved in 
Schindler’s vocational 
education and training 
programs, providing young 
people with the skills and 
experience they need to 
take their first step in their 
professional lives.
Partnering for better 
buildings 
01
B
29.76
02
03
60%
100%
Best-in-class 
energy ratings 
(ISO 25745) for all 
new modular 
Schindler elevators

4
| Schindler Sustainability Report 2019
Schindler in brief 
Revenue
In CHF million
11 271
Total dividend
In CHF million
430
Number of employees
As of December 31, 2019
66 306
Total R&D investment
In CHF million
196
Personnel expenses
In CHF million
4 243
Net profit
In CHF million
929
Every day, Schindler elevators, escalators, 
and moving walks move more than 
1.5 billion people. Through innovation 
and technological leadership, Schindler 
develops high-quality mobility solutions 
and creates smart and sustainable spaces 
for urban living.
Key figures
Products and services
Schindler offers smart mobility solutions for buildings of all
sizes, types, and forms across the entire life cycle of a unit – 
from planning and installation to maintenance and moderniza­
tion. The start-up BuildingMinds develops solutions to optimize 
the management of entire building portfolios. State-of-the-art 
transit management systems complete the offering. 
Residential
elevators
Modernization
Commercial
elevators
Maintenance
Transit
management
Escalators and
moving walks
Plan and design
Digital solutions
Key figures per market region
Employees by business area
Asia-Pacific
Production
Americas
EMEA
44%
29%
Employees
In % of Group
39%
7%
Engineering, sales, administration
34%
27%
Revenue
In % of Group
Employees
In % of Group
23%
Revenue
In % of Group
Employees
In % of Group
38%
Revenue
In % of Group
Installation and maintenance
59%

5
 Schindler Sustainability Report 2019 | 
Schindler in brief 
﻿
Global presence
Schindler has over 1 000 branch offices in more than 
100 countries, as well as production sites in 9 countries 
and R&D facilities around the world.
Headquarters 
Ebikon, Switzerland 
 
Production sites 
Austria
Brazil
China
India
Slovakia
Spain
Switzerland
USA
Vietnam 
 
R&D, IT, 
Digital Business
Austria
Brazil
China
Germany
India
Spain
Switzerland
USA 
 
PORT  
Experience Centers 
China
Switzerland
Ebikon
Berlin
Londrina
São Paulo
Vienna
Pune
Hong Kong
Ho Chi Minh City
Shanghai
Suzhou
Dunajská Streda
Xuchang
Locarno
Zaragoza
Morristown
Randolph
Clinton
Hanover

6
| Schindler Sustainability Report 2019
Sustainability roadmap
Schindler’s sustainability roadmap 2022 
was launched in 2018 and is driven by 
the Board of Directors. It establishes a clear 
framework for action on six strategic pri­
orities that capture our most important 
sustainability challenges and opportunities. 
These were identified through consulta­
tions with the Group Executive Commit­
tee and a selection of senior managers. 
A panel of independent experts added 
their insights, too, to optimize the focus 
and impact of the strategy. 
Progress in meeting our sustainability 
goals supports the achievement of our 
corporate strategic targets. Our focus is to 
integrate these as much as possible into 
existing policies, management systems, 
and ongoing technical, business and 
leadership trainings. We have therefore 
defined accountabilities, identified targets, 
and selected performance indicators to 
measure our progress. Progress reports 
are externally assured.
We communicate our progress to key 
stakeholders via a GRI report published 
annually. In addition, we respond to a 
selection of external assessments such 
as CDP, EcoVadis, Sustainalytics, and ISS-
oekom. Together with feedback from our 
employees, our customers, and our 
shareholders, these inform our regular 
internal reviews with the Group Executive 
Committee and the Board of Directors
to continuously improve our approach. 
“Sustainability 
is vital to our 
business 
strategy and 
helps us develop 
innovative 
solutions that 
meet the needs 
of urban 
mobility.”
Thomas Oetterli
Chief Executive Officer
Sustainability Governance at Schindler
Board of Directors
Supervisory and Strategy Committee
–	 governance and compliance
–	 approves strategy and sets goals
Sustainability Governance Committee 
–	 advises on sustainability
–	 monitors progress on strategy and goals 
–	 highlights emerging developments 
Group Executive Committee 
–	 proposes and executes strategy 
–	 accountable for goals’ achievement

7
 Schindler Sustainability Report 2019 | 
Sustainability roadmap﻿
Schindler supports the 2030 Agenda for Sustainable Development as well as the Paris Climate 
Agreement, both adopted in 2015. The following United Nations Sustainable Development 
Goals are those where Schindler can have the most impact, although we contribute to a wider 
set of goals.
Enhance safety
Attract diverse talents
Pioneer smart 
urban mobility 
Reduce the number of employee incidents 
and injuries by improving our Total Case 
Rate (TCR) by 20% compared to 2017.  
Increase the number of women in the 
succession planning for leadership roles to 25% 
and promote an inclusive work culture. 
Increase the number of passengers using 
Schindler’s digitally connected elevators and 
escalators to over half a billion people per day.
Lower vehicle
fleet emissions
Increase sustainability 
in the supply chain
Reduce CO2 intensity of our global vehicle fleet 
by 25% compared to 2017 (t CO2e/CHF million).
Perform independent sustainability assessments 
for 75% of our manufacturing purchases.
Priority
Goals (2018–2022)
Result 2019
Create value in 
communities 
Develop our vocational education programs 
to support communities.
4 000 students 
in over 40 countries
–24%
21%
–9%
33%
25%
21%
75%
33%
150
million
0%
–20% –24%
5.0
4.0
3.8
–25%
–9%
100%
30%
500 million
150 million
0%
9.4
11.4
12.5

8
| Schindler Sustainability Report 2019
Sustainability roadmap 
﻿
Number of days, Schindler service
technicians underwent technical and 
safety training on average in 2019.
8.8
Enhance safety
Safety is a core value of Schindler. Success 
is achieved only when passengers trust 
and experience our products to be safe 
and reliable, and when employees and 
subcontractors are working in safe and 
secure conditions.
Our Safety and Health Policy applies to all 
Group companies, including subcontrac­
tors. It is implemented through our Safety 
Management System based on well-
defined oversight and accountability, clear 
rules and standard practices, as well 
as rigorous employee training and field 
evaluations. 
Established Safety Steering Oversight 
Committees ensure that we have strong 
feedback mechanisms informing mea-
sures to support our zero-incident culture. 
Chaired by the CEO, the Global Safety 
Committee brings together local techni­
cians and corporate functions with repre­
sentatives from sites across all regions. 
“Leadership, best-
in-class training, 
effective process 
compliance, 
and a zero-tolerance 
approach towards 
safety violations are 
Schindler’s essentials 
for building a stronger 
safety culture.”
Rob Seakins
Member of the Group Executive Committee, 
responsible for Field Quality & Excellence
In 2019, we delivered 23 independent 
Safety and Health assessments to measure 
compliance with Schindler’s policies, rules, 
and defined working method. We also 
launched Safety Leadership 2.0 to help 
managers have a stronger and effective 
impact on employee safety. 126 000 
safety walks were completed providing an 
effective channel to implement our “zero-
tolerance of safety violations” approach.

Schindler’s service technicians underwent 
8.8 days of technical and safety training 
on average this year. From safety compli­
ance, through e-learning, to “No Go Safety 
Stations” trainings, focusing on high-risk 
activities, our safety rules and expectations 
are communicated to employees in more 
than 30 languages. In 2019, we rolled out 
a virtual reality safety experience to simu­
late real impact environments for training 
purposes. In that way, field technicians 
were exposed to experiences enabling 
them to better grasp the impact of high-
risk situations and realize the importance 
of following the safety rules. We also con­
tinued the deployment of mobile on- and 
off-line applications to facilitate employee 
safety reporting on-site.

To measure our progress, we track our 
Total Case Rate (TCR). TCR is a compre­
hensive safety indicator that measures not 
only the number of lost workday cases 
due to injury, but also includes cases 
where an employee cannot perform his or 
her regular job. In 2019, we achieved a 
TCR of 3.8, representing a 24% improve­
ment from 5.0 in our 2017 base year.
Integrating mindfulness 
Incident investigations revealed that 
distraction and routine tasks can 
lead to missing critical safety steps, 
incomplete work, and incorrect 
decisions or actions.
In the Americas region, Schindler is 
piloting a local mindfulness initiative 
introducing a new tool to help bet­
ter focus and give full attention to 
the work at hand with the help of 
mindfulness experts. 
In 2019, field super-
visors and management 
completed 126 000 safety 
walks.
Safety depends on attention to small details

9
 Schindler Sustainability Report 2019 | 
Sustainability roadmap 
﻿
Attract diverse talents
As a global company with operations, 
services, and customers spread across the 
world, inclusion and diversity is funda­
mental to Schindler’s ability to adapt to 
change and grow. Diverse teams in an 
inclusive work environment take better 
decisions. Schindler is committed to being 
an equal opportunity employer and help­
ing to bridge the opportunity gap that 
spans all industries. 















Our approach focuses on integrating 
inclusion and diversity across the key 
pillars of our People Strategy – from talent 
attraction and retention, leadership train­
ing and assessments to promotion and 
succession planning. With only 12% of 
female employees in our workforce, we 
have focused our initial steps on gender 
balance.

Driven by a Group-level diversity commit­
tee with a clear mission and vision 
statement, several initiatives have been 
implemented since 2016, including 
Women in Leadership programs, flexible 
work arrangements, unconscious bias 
workshops, inclusive leadership trainings, 
and dedicated gender diversity chapters 
in our talent review meetings.

Regional and local diversity committees 
have taken ownership of the inclusion 
and diversity agenda and are now proac­
tively adopting strategies suiting their 
respective cultural environment. Local 
programs also target inclusion of people 
with disabilities, such as targeted hiring 
programs in Brazil and India, or working 
with suppliers in France specialized in 
employing people with disabilities.

Although a pool of talented female candi­
dates receiving more visibility and devel­
opment opportunities has been created, 
more needs to be done to ensure we 
leverage the full value of diverse teams. 
At the end of the reporting year, we had 
21% female candidates within our plan­
ning for leadership positions, an improve­
ment from 19% the year before.
In 2019, we introduced further gender 
bias mitigation steps for our Group Hiring 
and Recruitment Policy. Each key hiring 
process must be carried out by a gender-
mixed panel of interviewers and include 
one female candidate in every final round 
of interviews. 
We remain committed to fostering a safe 
and open environment in which people 
feel comfortable being themselves and 
having dialogues not just about their simi­
larities, but about their differences and the 
uniqueness they bring to the table. Going 
forward, we will increase the focus on 
inclusive behaviors and expectations on 
leaders, while reinforcing our efforts to 
improve gender balance and widen the 
scope of our diversity initiatives.
“Inclusion is key to create 
an environment 
that welcomes all aspects 
of diversity and ensures 
the organization benefits 
from each person’s full 
contribution and unique 
perspective.”
Eric Way
Head of Corporate Inclusion & Diversity
Diverse teams in an inclusive work 
environment take better decisions
Women on the Board of Directors 
Women on the Group Executive 
Committee
Women in executive positions
2019
2
–
56
Diversity of governance bodies
Beyond gender, becoming a 
more LGBTI*-friendly employer

Schindler Switzerland has been 
awarded the Swiss LGBTI* label, 
taking another step forward in its 
journey to become a more inclusive 
and diverse employer. Our internal 
Pride and Friends network sup­
ported the certification process. This 
was a great way to learn about our 
strengths in LGBTI* inclusion, as 
well as where we need to focus 
attention in the future to improve. 
* Lesbian, Gay, Bisexual, Transgender, and Intersex

10
| Schindler Sustainability Report 2019
Sustainability roadmap 
﻿
Create value in communities
Over and above the contribution Schin­
dler products make to urban mobility, we 
strive to make a positive contribution to 
society through targeted Corporate Social 
Responsibility initiatives.

Vocational education and training
With youth unemployment being a global 
challenge, we are proud to give young 
people the opportunity to take their first 
step into the world of work and develop 
the skills and experience they need to 
move forward in their careers. 
At the end of 2019, over 4 000 students 
were engaged in vocational education 
and training programs in over 40 countries. 
Within the Group, apprenticeships help 
to prepare the future generation of service 
technicians and fitters. Therefore, to har­
monize the skills and experience appren­
tices gain during their time at Schindler, 
we started working on a Group standard 
for apprentice fitters and service techni­
cians. The standard will provide guidance 
to operating countries on curriculum, 
apprenticeship delivery models, and pro­
gram administration. 

In spite of our efforts to make vocational 
education and training programs more in­
clusive and diverse, it remains challenging 
to attract young women in our industry, 
particularly apprenticeships in techni­
cal professions such as fitters or service 
technicians. However, in this reporting 
year, we are encouraged to see Australia 
reach 15% female apprentices in techni­
cal professions.

Supporting inclusive urban 
development
A great example of how our products 
can support inclusive urban development 
comes from Medellín, Colombia. A 
series of outdoor escalators installed on 
a hillside in the city have transformed 
a strenuous uphill journey into a short 
escalator ride. This has improved the daily 
commute of 12 000 community residents 
who previously faced a long walk up and 
down the hill every day.
“By giving young people 
the opportunity to 
develop professional 
skills and experience, 
we help them build the 
foundations of their 
careers. In return, they 
help us to focus on the 
future and the next 
generation.”
Bruno Wicki
Head of Vocational Training, 
Schindler Switzerland
A series of outdoor escalators installed 
on a hillside of Medellín, improving the 
daily commute of 12 000 community 
residents
Cycling for funds

For the last six years, the Tour de 
Schindler has brought a team of 
cyclists together to cycle between 
two European cities. In 2019, the 
initiative took on a new dimension, 
engaging cyclists from six different 
European countries to undertake 
the ride to Schindler headquarters in 
Ebikon. Funds raised by the cyclists 
went to support a range of social 
causes.

11
 Schindler Sustainability Report 2019 | 
Sustainability roadmap 
﻿
Pioneer smart urban mobility 
In 2019, we made progress in transform­
ing our business digitally. We also added 
new solutions to our digital product offer­
ing while progressing on our modularity 
program. Transit management through 
The PORT Technology kept playing an 
important role in mitigating congestion in 
heavy-traffic commercial buildings.

With Schindler Ahead, our digital solution 
for elevators and escalators, we connect 
elevators and escalators with passengers, 
building owners, service technicians, and 
Schindler’s Contact Center in the industry’s 
first fully closed-loop platform.

Connectivity allows for the permanent 
monitoring of equipment such as motor 
temperature, door movement, and power 
consumption. Combined with the use of 
diagnostic tools and advanced analytics, 
this data enables Schindler to identify, 
analyze, and resolve possible issues before 
they occur, extending the life span of the 
equipment.

Technicians in the field are notified in real 
time and have access to a comprehensive 
knowledge-based digital expert. Support 
comes from Schindler’s Technical Opera­
tion Centers – a global interconnected 
network of technical specialists and data 
analysts working side by side to turn data 
analytics into tailored, concrete actions. 
They monitor our connected units, address 
issues, coordinate actions, and deploy 
technicians. 
Route optimization and reduced number 
of unscheduled visits together with faster 
response and increased convenience for 
passengers are among the benefits of the 
services we can deliver with smart mobil­
ity solutions. As an effect, it will also help 
to lower fuel consumption and the carbon 
footprint of our service fleet and reduce 
related traffic in cities.


In addition, the ActionBoard app keeps 
everyone informed. Building owners or 
facility managers can check the health 
status of their unit at any time in order to 
better operate and manage their building, 
monitor and improve energy consumption 
of their equipment, and reduce their car­
bon footprint. 
Digital transformation will contribute to 
better building management and deliver 
further value to our customers. We have 
therefore set ourselves the target of mov­
ing over half a billion people daily on con­
nected elevators and escalators by 2022. 
In 2019, over 150 million passengers a 
day used a Schindler’s connected elevator 
or escalator.
“Connectivity 
supports 
maintenance 
by monitoring 
and analyzing 
data to have 
the equipment 
serviced before 
issues occur.”
Christian Schulz
Member of the Group Executive Committee, 
responsible for Global Operations 
Schindler ActionBoard
The PORT Technology provides 
seamless passenger traffic flow

12
| Schindler Sustainability Report 2019
Sustainability roadmap 
﻿
Lower vehicle fleet emissions
With transportation contributing 15% of 
the world’s greenhouse gas emissions1, 
we need to rethink how we move people 
and goods. Schindler operates a global 
fleet of vehicles to install and service its 
products which accounts for the largest 
proportion of our direct energy consump­
tion.

Our commitment to reduce fleet emis­
sions is stipulated in our Global Fleet Pol­
icy and, in 2018, we decided to relaunch 
our fleet optimization initiative with a tar­
get to reduce by 2022 the intensity of our 
fleet’s carbon footprint by 25% in relation 
to revenue. We broadened the focus to a 
life cycle perspective, including spare parts 
and material delivery, and to explore inno­
vative mobility solutions for more sustain­
able modes of transport.

In addition to replacing and right-sizing 
vehicles to benefit from efficiency gains 
in fuel consumption and emission reduc­
tions, our Group companies are imple­
menting measures that aim to reduce the 
kilometers we need to travel and optimize 
the delivery time of material and tools, 
whilst exploring alternative and innovative 
mobility options. 
In 2019, the carbon footprint of our global 
fleet remained stable despite revenue 
growth of 5.6% in local currencies. This 
resulted in an 8.8% reduction in the car­
bon intensity of our fleet compared to 
2017. We expect the above-mentioned 
optimizations to gain traction in the com­
ing years and to reduce further fossil fuel 
consumption to our target. In addition, 
we anticipate a positive cross-contribution 
to our fleet target from our connected 
elevators by enabling better remote moni­
toring and service.
“Optimizing mobility 
of our service 
technicians in a way 
they spend less time 
driving a car in 
traffic and having 
more time for their 
customer is a win-win 
situation for our 
customers, the 
environment, and 
Schindler.”
Guillaume M. De Subercasaux
Global Mobility Manager
Today´s world requires rethinking 
of fleet strategies
In 2019, we continued to work with our 
Group companies to support the imple­
mentation of their strategic fleet plans. 
These are tailored to meet local needs and 
regulatory developments while taking 
advantage of local alternative mobility 
solutions. We also increased the reporting 
frequency for fleet and fuel consumption 
data. In combination with the introduction 
of vehicle telematics by several branch 
offices, these new measures offer much 
more insights from which to derive actions.
Local innovative solutions such as 
service by bicycle are under way
1 www.wri.org/blog/2020/02/greenhouse-gas-
  emissions-by-country-sector accessed April 28, 2020

13
 Schindler Sustainability Report 2019 | 
Sustainability roadmap 
﻿
In 2018, we decided to incorporate a 
broader range of sustainability criteria into 
our assessments and have therefore set 
ourselves the target of having indepen-
dent sustainability evaluations for 75% of 
our manufacturing purchases. As a par-
ticipant of EcoVadis ourselves, we have 
decided to use this third-party platform to 
support our supply chain partners’ efforts 
to improve their performance. By the end 
of 2019, a selection of global suppliers, 
representing 33% of our manufacturing 
spend were already successfully assessed 
using EcoVadis.

Schindler joins Railsponsible
From 2020, Schindler will be a mem­
ber of Railsponsible, a voluntary mem­
bership group of companies in the 
railway industry committed to drive 
sustainable procurement. Joining 
makes sense as we share common 
ambitions and challenges with the 
sector, e.g. high product responsibility, 
long product cycles, regular mainte­
nance and modernization demand, as 
well as a highly regulated framework. 
With Railsponsible, Schindler will share 
and learn with others to address cur­
rent and future challenges in global 
supply chain management.
Increase sustainability 
in the supply chain
Schindler relies on a global network of 
suppliers for production materials and ser­
vices. Our commitment to improve their 
competitiveness, ethical behavior, and 
environmental management practices is 
embedded across our environment, qual­
ity, and vendor policies. We systematically 
evaluate our prospective suppliers and 
conduct frequent requalification of exist­
ing partners. Schindler values suppliers 
with certified safety, quality, and environ­
mental management systems such as ISO 
45001, ISO 9001, and ISO 14001.

We believe in embedding sustainability 
directly into our supply chain activities and 
processes. As a key milestone, we created 
a global supplier relationship manage­
ment and information portal in 2019. 
This enables our suppliers to be directly 
involved in the sharing of information, 
target setting, and actions tracking 
according to improvement plans. Similarly, 
our purchasing staff has access to sustain­
ability-related facts in the same way they 
can access spend or quality data of our 
suppliers. By fostering a culture of open 
communication and collaboration, we will 
be able to drive further sustainable busi­
ness practice in our supply chain.

“Integrating 
purchasing, 
quality, and 
sustainability 
data into one 
platform builds
 a more efficient 
and resilient 
supply chain.”
Jürgen Kästle
Head of Global Continuous Cost and 
Quality Leadership
Working with suppliers 

To build stronger partnerships with 
our suppliers, we are regularly 
organizing supplier days where we 
reflect on our recent and future 
challenges and acknowledge suc­
cesses. In 2019, our subsidiary in 
Brazil held a 3-day supplier work­
shop. One of the highlights was to 
cooperatively analyze more than 
150 types of Service Center materi­
als for joint improvements and new 
innovative concepts.
We believe in embedding 
sustainability directly 
into our supply chain 
activities and processes. 
Schindler relies on a global 
network of suppliers

14
| Schindler Sustainability Report 2019
Social topics
Schindler’s greatest assets are our employees, with their 
dedication to quality, their expertise, and customer mindset. 
As of December 31, 2019, Schindler employed more than 
66 000 people globally, corresponding to a growth of about 
2 000 employees in one year.
Training, education, and development 
At Schindler, we are committed to people development. We encourage every employee 
to take the lead in managing their career path, working in partnership with their manag­
ers. We support ambitions for growth through training, mentoring, job rotations, or 
on-the-job assignments. 
The majority of employees have an annual performance review, including objective set­
ting and achievement assessment. They are documented in our Performance Manage­
ment Tool. In 2019, 73% of our employees received a performance review with their 
superior at least once; a two percent increase from 71% the year before. Separate from 
performance assessments, individual development planning with employees highlights 
actions which can lead to skills and behavior enhancement as well as career growth.  
Development needs and actions are tracked in an individual development plan that is 
maintained continuously.
To prepare the next generation of leaders, we recruit young professionals into the 
Schindler Career Development Program and embark them on an international and 
multidisciplinary journey that lasts up to six years, tailored to their career aspirations. 
The program is designed to develop a planning of future leaders and to prepare them 
to assume key management positions.
Schindler’s technical training is coordinated in training centers around the world, under 
supervision of the Executive Committee member for Field Quality & Excellence. The cen­
ters use over 230 instructional elevator shafts and escalators and in combination with 
on-site courses provide both theory and hands-on training for our technicians.
Our technical trainers are not only acknowledged experts in their fields – we make sure 
they are also certified to teach in a classroom setting and deliver an engaging learning 
experience.
A Group-wide certification program ensures all our technicians receive regular training on 
the most up-to-date technical skills required to install and maintain our products safely 
and efficiently. Based on this global standard, we provide additional training on a tar­
geted basis to meet the specific needs of individual regions or Group companies.

15
 Schindler Sustainability Report 2019 | 
Social topics
We continue to implement policies and initiatives to increase retention, especially for 
women, in order to reduce the gap in turnover. In parallel, we continue to attract and 
recruit a higher proportion of women compared to our current gender balance.

Product safety 
We are responsible for the safety of every person we move. We therefore continually 
improve the safety of our products and services. We do that by following a rigorous 
safety and quality protocol that applies to the product’s entire life cycle. It includes strin­
gent requirements from development, design, and installation to maintenance and mod­
ernization. We ensure insights and expertise from our fitters and service technicians are 
shared globally and also fed back to product developers.  
Our multibrand Competence Centers and an international network of experts make sure 
that all equipment benefits from the same professional Schindler service and is maintained 
against the same quality standards, no matter what the brand. A large part of our main­
tenance portfolio is non-Schindler equipment, and we ensure these units are held to the 
same safety standards as we have for Schindler equipment.
Average days of technical training
Days/employee
EMEA 
Americas 
Asia-Pacific
Global average
2018
6.3
12.3
11.1
9.8
2019
6.5
8.4
11.1
8.8
2017
5.5
10.2
7.9
7.8
Employee new hires
Male
Female
Unspecified1
Total
Employee turnover
Male
Female
Unspecified1
Total
2019
10 340
1 958
521
12 819
7 917
1 594
401
9 912
2017
9 445
1 721
325
11 491
7 331
1 272
271
8 874
in %
82
14
 4
14
20
 
15
in %
82
15
 3
14
18
 
15
in %
81
15
 4
14
20
 
15
2018
11 156
1 962
429
13 547
7 973
1 522
345
9 840
1	Nondisclosed as well as nonbinary
Employee turnover rate 

Our product safety concept is published on our website.

16
| Schindler Sustainability Report 2019
Social topics
Customers 
As part of our drive to improve our customers’ experience, we regularly assess their level 
of satisfaction to measure our performance. Over the last three years, we conducted 
more than 370 000 surveys to help us address critical customer expectations and inform 
where to deploy our actions. We track our Net Promoter Score (NPS) on a yearly basis to 
measure the willingness of customers to recommend Schindler to others. In 2019, our 
NPS score increased by 1%. A global CX Day (Customer Experience) across Schindler 
Group companies was held simultaneously in October.

Customer privacy and data
Schindler’s Code of Conduct requires all employees to maintain the highest standards of 
professional and personal conduct, including in their relationships with customers. 
Regarding personal data, Schindler has a Global Privacy Policy that defines privacy stan­
dards applicable to all Schindler companies globally, including on breach reporting, and 
requires Schindler employees to treat personal information in accordance with applicable 
data protection laws.

17
 Schindler Sustainability Report 2019 | 
Products and services
Energy efficiency is one of the most cost-effective ways to support the transition to a low 
carbon economy. About 80% of a building’s total environmental impacts occur while in 
use. This is also the most energy-intensive phase in the life of an elevator or escalator, 
which can be up to 30 years, depending on maintenance and modernization. 
Schindler is responding to the growing demand for green building standards (e.g. 
BREEAM and LEED) by complying with the requirements of these international codes and 
by assisting customers (architects, developers, owners) in obtaining these certifications. 
To help customers make informed purchasing choices, Schindler provides independently 
verified information on its products’ materials, production, utilization, and disposal 
through Environmental Product Declarations (EPD) in accordance with the international 
standard ISO 14025. EPDs provide verified information on the environmental impact of a 
product and are based on a comprehensive Life Cycle Assessment (LCA). Environmental 
considerations are an integral part of product development and the ISO 14040 standard 
for LCAs is embedded in our Corporate Research and Development’s certified ISO 14001 
Environmental Management System.

Product energy classification
All our new generation of modular elevators (Schindler 1000, 3000, 5000) have the 
options available to reach the highest energy efficiency rating if selected by the customer. 
Energy consumption of individual installations is influenced by the configuration, frequency 
of use, travel speed, and height of the building, among other variables.
  
Schindler’s modernization solutions for older elevators and escalators provide for energy-
efficient improvement opportunities. They include the installation of new LED lighting 
systems, energy-recovery drives, intelligent power management systems, and energy-
efficient dispatch systems optimizing traffic flow, as well as ways to increase the capacity 
and reduce resource usage.
1	ISO 25745 is the latest international standard for the energy performance of elevators, escalators, and moving walks
2	VDI 4707 guideline is published by the German Association of Engineers and classifies elevators based on their energy consumption
The environment
Schindler 3300 EU
Schindler 5500
Schindler 1000 
Schindler 3000 
Schindler 5000
Schindler 7000 commercial 
Schindler 7000 residential 
Schindler 9300 escalator
ISO 257451
B
B
A
A
A
A
A
A+++
VDI 47072
B
A
A
A
A
A
A
n/a

Schindler EPDs are published on our website.

18
| Schindler Sustainability Report 2019
The environment
Production sites
We measure the environmental footprint of our production sites to monitor and reduce 
energy consumption, waste, and emissions. In 2019, 85% of our production facilities 
were certified according to ISO 14001. In addition, 100% of our production sites are ISO 
9001 certified.
Energy consumption and greenhouse gas (GHG) emissions 
Schindler’s greenhouse gas emissions
Direct energy (scope 1) 
Buildings & Processes
	 Natural Gas 
	 Fuel oil 
	 Other fuels 
	 Cooling agents
	 Subtotal
Vehicles1
	 Diesel 
	 Petrol/gasoline 
	 Other fuels 
	 Subtotal
Subtotal 
Indirect energy (scope 2)
Electricity 
District heating
Subtotal 
Total energy consumption
2019
63
2
3
68
265
216
15
496
564
117
14
131
695
20182
12 400
1 300
500
3 900
18 100
69 200
56 100
3 600
128 900 
147 000 
44 800 
3 000
47 800
194 800
2019
12 800
500
600
4 000
17 900
71 200
53 800
3 700
128 700
146 600
55 400
2 800
58 200
204 800
20172
14 000
1 300
500
2 500
18 300
69 300
54 300
3 700
127 300 
145 600 
50 300
3 300
53 600
199 200
2018
61
5
2
68
258
224
15
497
565
108
15
123
688
2017
69
5
2
76
258
216
15
489
565
112
16
128
693
GWh
t CO2e
1	2017 and 2018 fuel consumption figures restated 
2	2017 and 2018 figures restated due to improved calculation methodology and vehicle fuel consumption restatements
3	 Restatement due to overreporting solar energy production and consumption at one site 
3
204 800
t CO2e
Buildings
Cooling agents
Vehicles
Electricity
District heating
7
2
63
27
1



2019



In %

19
 Schindler Sustainability Report 2019 | 
The environment
Scope 3 GHG emissions
In 2019, Schindler’s scope 3 emissions according to the Greenhouse Gas Protocol were 
reassessed. Using purchasing data, the related emissions were modelled with a detailed 
multiregional Environmentally Extended Input Output database (estell 6 methodology 
developed by Systain). This assessment identified the orders of magnitude for each cate­
gory. Results have remained relatively stable since our previous evaluation in 2016.
 Carbon emissions from purchased goods and services account for almost 90% of total 
scope 3 emissions, followed by upstream transportation and distribution. Business travel 
and other categories are of lower relevance.
2017
2018
2019
2017
2018
2019
Energy consumption trends relative to revenue
Greenhouse gas emissions trends relative to revenue 
Buildings
7.5
6.3
6.0
Electricity &
district heating
12.6 11.3 11.6
Vehicle fleet
48.0 45.7 44.0
Total
68.1 63.3 61.6
Buildings
1.8
1.7
1.6
Electricity &
district heating
5.3
5.4
5.2
Vehicle fleet
12.5 11.9 11.4
Total
19.6 19.0 18.2
t CO2e/CHF million
MWh/CHF million
Scope 3 categories 
Purchased goods and services 
Capital goods
Fuel- and energy-related activities
Upstream transportation and distribution 
Waste generated in operations 
Business travel
Total
kilotons CO2e
1 653
14
25
181
1
20
1 894

20
| Schindler Sustainability Report 2019
The environment
Other significant air emissions  
Air emissions mainly result from the use of paint and solvents in our production and main-
tenance activities, and from refrigerant losses in our cooling systems.

Volatile organic compounds (VOC)

Cooling agents







Waste by type and disposal method
In 2019, around 86% of our total volume of waste was either recycled or incinerated for 
energy recovery. Hazardous waste represented around 7% of the total waste generated, 
of which 96% was either recycled or incinerated. The total amount of waste increased by 
more than 5% in absolute terms in 2019. The amount of used oil was higher in 2019 due 
to fluctuating replacement and maintenance of machinery in our factories and specific 
maintenance activities in the field.
In tons
Nonchlorinated
Chlorinated
Total VOC emissions
2018
119
0
119
2019
125
0
125
2017
131
0
131
Refrigerants loss refilled (t)
ODP1 of emitted refrigerants (kg R-11 equivalents)
GHG emissions from refrigerants (kilotons CO2e)
2018
1.6
3.3
3.9
2019
2.1
0.8
4.0
2017
1.3
0.1
2.5
In tons
Hazardous waste
Used oils/oil emulsions
	 % recycled
	 % incinerated
	 % landfill
Electrical and electronic waste
	 % recycled
	 % incinerated
	 % landfill
Other hazardous waste
	 % recycled
	 % incinerated
	 % landfill
Total hazardous waste 
2018
748
88
8
4
647
96
2
2
384
38
37
25
1 779
2019
1 889
81
18
1
721
98
0
2
387
52
26
23
2 997
2017
1 063
74
22
4
688
96
2
2
294
65
24
11
2 045
1	Ozone Depleting Potential

21
 Schindler Sustainability Report 2019 | 
The environment
In tons
Nonhazardous waste
Scrap metal
	 % recycled
	 % incinerated
	 % landfill
Paper/cardboard
	 % recycled
	 % incinerated
	 % landfill
Municipal waste
	 % recycled
	 % incinerated
	 % landfill
Wood waste 
	 % recycled
	 % incinerated
	 % landfill
Other nonhazardous waste
	 % recycled
	 % incinerated
	 % landfill
Total nonhazardous waste 
2018
18 953
99
0
1
3 535
94
5
1
5 367
33
38
29
8 941
74
25
1
2 601
72
23
5
39 397
2019
18 845
100
0
0
3 518
99
0
1
5 794
37
29
34
9 136
88
10
2
3 110
75
1
24
40 403
2017
18 178
100
0
0
3 635
94
5
1
5 277
28
39
33
4 063
53
47
0
2 970
62
29
9
34 123
In tons
Total hazardous waste 
Total nonhazardous waste 
Total waste disposed 
Intensity ratios 
	 tons per employee
	 tons per CHF million
2018
1 779
39 397
41 176
0.64
3.8
2019
2 997
40 403
43 400
0.65
3.85
2017
2 045
34 123
36 168
0.59
3.6

22
| Schindler Sustainability Report 2019

Compliance program
The Supervisory and Strategy Committee supervises compliance activities with the sup­
port of the Audit Committee. Schindler´s compliance organization consists of a network 
composed of over 100 employees worldwide that is integrated into the business struc­
ture. It consists of corporate compliance, area compliance officers, and regional as well 
as local compliance officers. This network monitors compliance with the Code of Con­
duct by conducting regular audits. The Group Compliance Officer has a direct reporting 
line to the Group General Counsel and periodically reports to the Audit Committee, the 
Supervisory and Strategy Committee, and the Chairman. 
The implementation of the Code of Conduct is based on three pillars: Educate, Examine, 
and Enforce. This means that we educate employees regularly about how to address 
compliance-relevant situations, examine cases systematically in order to discover possible 
deficiencies, and enforce compliance by taking appropriate corrective action if any 
breaches occur. 
Schindler encourages good-faith reporting of potential violations and protects whistle-
blowers against discrimination, as specified in Schindler’s Whistleblower Protection 
Policy. Issues and concerns can also be voiced through the Compliance Radar, to the 
Schindler Ombudsman, and via local whistle blower hotlines.

We run a comprehensive training program on anticorruption, including a dedicated 
eLearning module for all employees with a corporate e-mail account. In addition, this 
program includes classroom training for employees in market-focused functions, e.g. 
sales or procurement. Spot training for managers is based on real Schindler cases and 
includes topics that range from confidentiality on social media platforms and conflict of 
interest to competition, antibribery, and fraud cases. All Schindler entities reached the 
target for compliance training in 2019, meaning that every employee received at least 
one Code of Conduct training this year.

All Schindler employees commit themselves to observe the 
highest ethical standards of professional and personal conduct 
in their interactions with customers, colleagues, business 
partners, competitors, regulators, and the communities in which 
we operate. 
Ethics and integrity

Standards and rules are defined in Schindler’s Code of Conduct and its guidelines, which are available on our website.

23
 Schindler Sustainability Report 2019 | 
Ethics and integrity
Our compliance program encompasses all our entities and all our employees. A core 
component of the program is the mandatory completion of an online questionnaire by 
all employees with a corporate e-mail account every six months. In addition, we perform 
regular corporate compliance audits. These audits include compliance briefings, reviews 
of accounts, mock dawn raids, spot checks on branch offices, and reviews to monitor the 
implementation of the compliance program at a local level. Our compliance team investi­
gates any potential signs of corruption and is supported by external specialists in this 
area. In 2019, Schindler conducted 306 compliance investigations globally. 

Tax approach 
Schindler is a globally responsible citizen with operations in over 100 countries around 
the world, paying taxes in multiple jurisdictions. Our business in different countries is 
organized locally. Local subsidiaries are responsible that their business activities comply 
with all local tax laws, regulations, and disclosure requirements. They ensure that 
Schindler acts within the various national jurisdictions as a good corporate citizen as well 
as making full disclosure in tax returns, reports, and documents submitted. All tax 
positions and transactions are aligned with our real commercial and economic activity. 
We aim to identify and to minimize tax risks to safeguard Schindler’s assets and reputation. 
Schindler ensures cooperation with all tax authorities and other relevant bodies in a 
proactive, open, honest, and transparent way. We maintain and follow a strict transfer 
pricing policy, based on the OECD Transfer Pricing Guidelines and on the Base Erosion 
and Profit Shifting (BEPS) project deliverables. Furthermore, Schindler files a country-by-
country report to the Swiss Tax Administration, which contains aggregated tax informa­
tion per country relating to the global allocation of income, the taxes paid, and certain 
other indicators. 
Globally, Schindler paid CHF 272 million in income taxes in the year 2019 (2018: CHF 244 
million, including a one-time tax refund of CHF 60 million, thereof net interest income of 
CHF 27 million).

24
| Schindler Sustainability Report 2019
Bern – Geneva – Zurich – Hamburg 
contact@swissclimate.ch 
www.swissclimate.ch 
+41 31 330 15 70 
 
 
Assurance Statement: CO2 Footprint 
Schindler Management Ltd. 2019 (Summary) 
SCOPE 
Swiss Climate was commissioned by Schindler Management Ltd. to provide assurance on its 2019 carbon footprint data. 
Swiss Climate undertook the assurance in accordance with AA1000AS (2008) Type 2 moderate-level assurance.  
Swiss Climate has analyzed: 
 
Standards used for carbon footprint calculation; 
 
Activity data accuracy; 
 
Carbon footprint methodology, including operational and organizational boundaries, data quality, conversion 
factors and calculations used, with an emphasis on the plausibility of the information; 
 
Responsibilities, processes and systems used to gather and consolidate carbon footprint data. 
CARBON FOOTPRINT 
Swiss Climate has verified the following greenhouse gas emissions for the year 2019: 
Emission source 
t CO2e 
Scope 1 
 
stationary energy consumption (natural gas, heating oil)  
 
mobile energy consumption (service fleet) 
 
cooling agents 
Total  
 
13'858 
128'650 
3'966 
146'474 
Scope 2 (location-based) 
 
district heating 
 
electricity 
Total 
 
2'825 
55'445 
58'271 
Scope 2 (market-based) 
 
district heating 
 
electricity 
Total 
 
1'237 
65'751 
66'989 
Total Scope 1 + Scope 2 (location-based) 
204'745 
Total Scope 1 + Scope 2 (market-based) 
213’463 
Scope 3 
 
purchased goods and services 
 
capital goods 
 
fuel- and energy-related activities 
 
upstream transportation and distribution 
 
waste generated in operations 
 
business travel 
Total Scope 3 
 
1'652'696 
14'161 
25'128 
180'942 
752 
19'852 
1'893'531 
OPINION 
Swiss Climate did not find evidence to insinuate that the processes and systems in place to collect the data and to 
calculate the carbon footprint are such that the company’s carbon management performance would be erroneously de-
scribed, and that the carbon footprint would not follow the leading international standards such as ISO 14064-1 and the 
Greenhouse Gas Protocol, and therefore not fulfil the criteria of relevance, completeness, consistency, transparency and 
accuracy. 
SIGNED FOR AND ON BEHALF OF SWISS CLIMATE 
Leading Auditor: 
Internal Review: 
  
 
 
 
 
 
 
 
 
Tobias Jung, Senior Consultant 
Marie Hürlimann, Consultant 
Bern, 18th May 2020 
Statement of 
the external assurer

25
 Schindler Sustainability Report 2019 | 
Bern – Geneva – Zurich – Hamburg 
contact@swissclimate.ch 
www.swissclimate.ch 
+41 31 330 15 70 
 
 
Assurance Statement: Sustainability KPIs 
Schindler Management Ltd. 2019 (Summary) 
SCOPE 
Swiss Climate was commissioned by Schindler Management Ltd. to provide assurance on its four main sustainability 
KPIs for 2019. Swiss Climate performed a moderate-level assurance. The verification comprised a combination of inter-
views with relevant employees, documentation and record reviews. 
Swiss Climate has analyzed: 
 
Activity data accuracy; 
 
Methodology, data quality, calculations, assumptions, with an emphasis on the plausibility of the information; 
 
Responsibilities, processes and systems used to gather and consolidate data; 
 
Representativeness of data for the communication of the external message.  
KPIs 
Swiss Climate has verified the following KPIs for the year 2019: 
1. 
Enhance safety 
 
In 2019, Schindler Management Ltd. achieved a TCR (total 
case rate) of 3.8. TCR is a comprehensive safety indicator 
that measures the number of lost work day cases due to inju-
ries, as well as the restricted workday and the first-aid cases in 
relation to total working hours. 
2. 
Attract diverse talents 
At the end of 2019, Schindler Management Ltd. had 20.5 % 
women in its leadership succession pipeline. 
3. 
Pioneer smart urban mobility 
In 2019, Schindler Management Ltd. has moved 154 million 
passengers each day on connected units (digitally connected 
elevators and escalators) across the globe. 
4. 
Lower vehicle fleet emissions 
In 2019, Schindler Management Ltd.’s fleet generated 11.41 t 
CO2e per total revenue (in CHF million).  
5. 
Sustainable supply chain 
In 2019, Schindler Management Ltd has access to 3rd party 
sustainability assessments of 33.2 % of its component suppli-
ers in relation to purchase volume (in CHF) of production ma-
terial. 
OPINION 
Swiss Climate did not find evidence to insinuate that the processes and systems in place to collect the data and to 
calculate the KPIs are such that the company’s sustainability performance specifically related to these five KPIs would 
be erroneously described. In general, the data was found to be reliable during audit process. Any identified errors or 
omissions were addressed and deficiencies corrected. 
SIGNED FOR AND ON BEHALF OF SWISS CLIMATE 
Leading Auditor: 
Internal Review: 
 
 
 
 
 
 
 
 
 
 
Tobias Jung, Senior Consultant 
Marie Hürlimann, Consultant 
Bern, 18th May 2020 
 
 
 
 
 
 
 
 
Statement of 
the external assurer

26
| Schindler Sustainability Report 2019
GRI Content Index
Disclosure 
number
102-1
102-2
102-3
102-4
102-5
102-6
102-7
102-8
102-9
102-10
102-11
102-12
102-13
102-14
102-15
102-16
102-17
102-18
102-19
102-20
102-21
102-22
102-23
102-24
102-25
102-26
102-27
102-28
102-29
102-30
102-31
102-32
102-33
102-35
102-36
102-37
Disclosure title
Name of the organization 
Activities, brands, products, and services
Location of headquarters
Location of operations
Ownership and legal form
Markets served
Scale of the organization
Information on employees and other workers
Supply chain
Significant changes to the organization and its supply chain
Precautionary principle or approach
External initiatives
Membership of associations 
Statement from senior decision-maker
Key impacts, risks, and opportunities
Values, principles, standards, and norms of behavior
Mechanisms for advice and concerns about ethics
Governance structure
Delegating authority
Executive-level responsibility for economic, environmental, 
and social topics
Consulting stakeholders on economic, environmental, 
and social topics
Composition of the highest governance body and its 
committees
Chair of the highest governance body
Nominating and selecting the highest governance body
Conflicts of interest 
Role of highest governance body in setting purpose, 
values, and strategy
Collective knowledge of highest governance body
Evaluating the highest governance body’s performance
Identifying and managing economic, environmental, 
and social impacts
Effectiveness of risk management processes
Review of economic, environmental, and social topics
Highest governance body’s role in sustainability reporting
Communicating critical concerns
Remuneration policies
Process for determining remuneration
Stakeholders’ involvement in remuneration
Page number
4–5
4–5
4–5
4–5
4–5
4–5, 
14–15
13
2
6–7
22–23
22–23
6
6
6
6
6
6
6
1
6
URL / References / Direct answer
www.schindler.com/com/internet/en/mobility-solutions.html
Annual Report 2019 Financial Statements 2019, p. 60–61
Annual Report 2019 Financial Statements, Corporate Governance, p. 100–104
Annual Report 2019 Group Review, Markets, p. 60–69
Annual Report 2019 Group Review, Schindler in brief, p. 4 and 5
Annual Report 2019 Group Review, Shareholder information, p. 82 
 
Annual Report 2019 Financial Statements, p. 56–57, 60–61
Annual Report 2019 Financial Statements, p. 117
Disclosed across the Sustainability Report
Disclosed across the Sustainability Report
Annual Report 2019 Group Review, Milestones, p. 2–3
Annual Report 2019 Group Review, Statement of the Board of Directors, p. 6–9
About Schindler, Corporate Culture 
Schindler Compliance Program
Annual Report 2019 Financial Statements, Corporate Governance, p. 100–127
Organizational Regulations
Each sustainability priority has direct oversight from a member of the 
Group Executive Committee
Consultation is delegated to the Corporate Sustainability Office
Annual Report 2019 Financial Statements, Corporate Governance, p. 106–117
Annual Report 2019 Financial Statements, Corporate Governance, p. 106
Annual Report 2019 Financial Statements, Corporate Governance, p. 112
Annual Report 2019 Financial Statements, Corporate Governance, p. 107–112
Organizational Regulations
Annual Report 2019 Financial Statements, Corporate Governance, p. 116–117
The Sustainability Governance Committee advises the Board of Directors 
on sustainability and highlights emerging developments
Annual Report 2019 Financial Statements, Corporate Governance, p. 114
Organizational Regulations
Annual Report 2019 Financial Statements, Corporate Governance, p. 117
Quarterly meetings of the Supervisory and Strategy Committee
This is the role of the Sustainability Governance Committee
Annual Report 2019 Financial Statements, Compensation Report, p. 80–99
Annual Report 2019 Financial Statements, Compensation Report, p. 80–99
Annual Report 2019 Financial Statements, Compensation Report, p. 82–83
GRI 102: General disclosures
Organizational profile
Strategy
Ethics and integrity 
Governance

27
 Schindler Sustainability Report 2019 | 
Disclosure 
number
102-40
102-41



102-43


102-44
102-45
102-46
102-47
102-48
102-49
102-50
102-51
102-52
102-53
102-54
102-55
102-56
103-1
103-2
103-3
201-1
201-2
201-3
203-2



205-1
205-2
205-3
206-1
Disclosure title
List of stakeholder groups
Collective bargaining agreements



Approach to stakeholder engagement


Key topics and concerns raised
Entities included in the consolidated financial statements 
Defining report content and topic boundaries
List of material topics
Restatements of information
Changes in reporting
Reporting period
Date of most recent report
Reporting cycle
Contact point for questions regarding the report
Claims of reporting in accordance with the GRI Standards
GRI context index
External assurance
Explanation of the material topic and its boundary
The management approach and its components
Evaluation of the management approach
Direct economic value generated and distributed
Financial implications and other risks and opportunities 
due to climate change
Defined benefit plan obligations and other retirement plans
Significant indirect economic impacts



Operations assessed for risks related to corruption
Communication and training about anti-corruption policies 
and procedures
Confirmed incidents of corruption and actions taken
Legal actions for anticompetitive behavior, antitrust, 
and monopoly practices
Page number
6, 13, 
15–16, 23




16



1
7
1
1
1
1
26–29
24–25
6–13
6–13
6–13
4–5

10, 11, 14



22–23
22–23
22–23

URL / References / Direct answer
Customers, employees, suppliers, investors, passengers, and public 
authorities are Schindler’s key stakeholders 
70% of Schindler employees are covered by collective bargaining agreements. 
Since 2017, Schindler’s European Works Council has provided a communication 
platform for employee representatives of 30 European countries with the 
main purpose of information and consultation on transnational European 
matters.
An employee engagement survey is carried out every two years. We regularly 
assess customer satisfaction. Quarterly reviews, roadshows, and meetings are 
held to engage with our investors. The European Works Council meets regularly 
to discuss concerns of employees and their representatives.
Investors’ key topics are addressed in quarterly earnings calls.
The results of Annual General Meeting votings are documented in the minutes.
Annual Report 2019 Financial Statements, p. 60–61
Data restated is mentioned as such in the report
No significant changes
June 29th, 2020
sustainability@schindler.com
Annual Report 2019 Group Review, Markets, p. 82
Annual Report 2019 Financial Statements
Monetary value not reported for any types of risks and opportunities
Annual Report 2019 Financial Statements, p. 18–25
Our products are used in small and large infrastructure projects improving 
mobility of people (see also Schindler Annual Report 2019 Group Review, p. 10). 
Our vocational education programs help to develop skills and experience. 
Our digitalization is expected to make the elevator and escalator service 
business more efficient.

Annual Report 2019 Financial Statements, p. 50
Stakeholder engagement
Reporting practice 
Economic performance 
Indirect economic impacts 
Anticorruption 
Anticompetitive behavior
GRI 103: Management approach
GRI 200: Economic  
GRI Content Index

28
| Schindler Sustainability Report 2019
Disclosure 
number
301-1
301-2
301-3
Energy 
302-1
302-2
302-3
302-4
302-5
303-1
305-1
305-2
305-3
305-4
305-5
305-6
305-7
306-2
307-1
308-1
401-1
401-3
402-1






403-1
403-2

403-4
Disclosure title
Materials used by weight or volume
Recycled input materials used
Reclaimed products and their packaging materials
Energy consumption within the organization
Energy consumption outside of the organization
Energy intensity
Reduction of energy consumption
Reductions in energy requirements of products and services
Water withdrawal by source
Direct (scope 1) GHG emissions
Energy indirect (scope 2) GHG emissions
Other indirect (scope 3) GHG emissions
GHG emissions intensity
Reduction of GHG emissions
Emissions of ozone-depleting substances (ODS)
Nitrogen oxides (NOx), sulfur oxides (SOx), and other 
significant air emissions
Waste by type and disposal method
Noncompliance with environmental laws and regulations
New suppliers that were screened using environmental criteria
New employee hires and employee turnover
Parental leave
Minimum notice periods regarding operational changes






Workers representation in formal joint management-worker 
health and safety committees
Types of injury and rates of injury, occupational diseases, 
lost days, and absenteeism, and number of work-related 
fatalities
Health and safety topics covered in formal agreements 
with trade unions
Page number
17
17
17
18
19
19
18–19
17

18
18
19
19
18–20
20
20
20–21
13
15







8
8


URL / References / Direct answer
Environmental Product Declarations (EPD), available on our website
Environmental Product Declarations (EPD), available on our website
Environmental Product Declarations (EPD), available on our website
In 2019, we used about 600 000 m3 of water – 99% of which was from 
municipal water sources

No significant fines were paid in the reporting year 2019
Defined in country-specific Human Resources policies
We comply with employment laws and regulations – including rules governing 
minimum notice periods for significant operational changes – in the individual 
markets in which we operate. In certain markets, the minimum notice periods 
are specified in collective bargaining agreements, while in others, they are 
defined on a case-by-case basis. Notice periods range from no requirement to 
one year. Alternative arrangements may also be put in place. In such cases, 
the terms set out in these collective agreements exceed the minimum statutory 
requirements.
Safety and health committees have been established for all Group companies


The composition of the committees complies with the local legislation 
governing employee-management representation
GRI 300: Environmental 
Materials 
GRI 400: Social
Employment 
Water and effluents
Emissions 
Effluents and waste 
Environmental compliance
Supplier environmental assessment 
Labor/management relations 
Occupational health and safety 
GRI Content Index

29
 Schindler Sustainability Report 2019 | 
Disclosure 
number
404-1
404-2
404-3
405-1
406-1

408-1


413-1
414-1
416-1
417-1
417-2
418-1
419-1

Disclosure title
Average hours of training per year per employee
Programs for upgrading employee skills and transition 
assistance programs
Percentage of employees receiving regular performance
and career development reviews
Diversity of governance bodies and employees
Incidents of discrimination and corrective actions taken

Operations and suppliers at significant risk for incidents 
of child labor

Operations with local community engagement, impact 
assessments, and development programs
New suppliers that were screened using social criteria
Assessment of the health and safety impacts of product 
and service categories
Requirements for product and service information and labelling 
Incidents of noncompliance concerning product and service 
information and labelling
Substantiated complaints concerning breaches of customer 
privacy and losses of customer data
Noncompliance with laws and regulations in the social 
and economic area
Page number
15
14
14
9





10
13
15
17

16


URL / References / Direct answer


Our annual compliance assessment did not identify any significant incidents 
of noncompliance with our global policy on equal opportunities. We do not 
tolerate discrimination in any form.
Our rejection of the use of child labor is set out in Schindler’s Code of 
Conduct and Schindler’s Vendor Policy. It is also prescribed in country-specific 
labor laws. The annual compliance assessment did not identify any cases 
involving child labor risks.


No incidents of noncompliance with regulations and/or voluntary codes 
concerning product and service information were reported in 2019

No significant fines for noncompliance with laws and regulations 
concerning the provision and use of products and services were paid in 
the reporting year 2019
Training and education 
Diversity and equal opportunity 
Non-discrimination 
Child labor
Local communities 
Supplier social assessment 
Customer health and safety 
Marketing and labelling
Customer privacy  
Socioeconomic compliance
GRI Content Index

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