dormakaba

Sustainability­ReportFinancial Year

2016/2017

01

Sustainability Commitment
What we aim to achieve

16

Process and Production
Focus on environment, health and safety

02

About this report
Reporting coverage

22

PeopleFocus on employees

04

Statement from the CEO
Sustainability affirms our values

28

Products
Focus on customer requirements

06

Employee Voices
Why sustainability is important to us

32

GRI content index

08

Building Materiality
Reporting process

10

Building a Sustainability Strategy
Our four focus areas

13

Transparency
Focus on society

Sustainability Report 2016/2017

Commitment

1

Sustainability Commitment
We are committed to foster asustainable development along ourentire value chain in line with our
economic, environmental and social
responsibilities toward current
and future generations.
We seek an open, transparent
dialogue with all stakeholders todefine strategies and actions basedon clear targets and continuous
improvement, and we actively reporton our progress.

2

About

Sustainability Report 2016/2017

To become an industry leader
and to create trust in its businessactivities, dormakaba offers
innovative and sustainable products,
services and solutions.
For more information please visit www.dormakaba.com

dormakaba Group is one of the top three­companies in the global market for access and­security solutions. With strong brands in
its portfolio, dormakaba is a single source for
products, solutions, and services for smart
and secure access to buildings and rooms.
­dormakaba is present globally in over 130 countries by its own activities and numerous­partners.
About this reportdormakaba’s Sustainability Report 2016/17
highlights the company’s sustainability commitments, strategic approach and progress and isgeared to its stakeholders including its employees, investors, customers, suppliers and mu­nicipalities where it does business. The annual Sustainability Report is prepared in accordancewith the Global Reporting Initiative’s guidelines(G4-Core). This is the second Sustainability
Report for dormakaba Group, the first being
published after the merger of Dorma and Kaba
for the 2015/16 financial year.

Unless indicated otherwise, the report boundary comprises the entire dormakaba Group as
stated in the scope of consolidation for all indicators and is based on the 2016/17 financial
year from 1 July 2016 to 30 June 2017. For further information, please see the dormakaba
Annual Report 2016/17 on pages 40–43. The
underlying data, in particular for the key figures
relating to employees and the environment,does not reflect all locations. Data stems from46 sites, including its most important production plants. About 68 % of all Group employees
are covered.

Sustainability Report 2016/2017

Reporting coverage

3

Sites
coveredAmericas
Bogota, Colombia
Detroit, USA
Dyersville, USA*
Huntsville, USA*
Lake Bluff, USA
Leola, USA
Lexington, USA
Montreal, Canada
Reamstown, USA
Rio de Janeiro, Brazil
Rocky Mount, USA
Steeleville, USA
Waukegan, USA
Whitby, Canada
Winston-Salem, USA

16,250Workforce ∅dormakaba represented by subsidiaries	2016/17: dormakaba products soldby local sales offices, external partners
or i­n­ ternational sales units
Sites covered*new reporting sites (G4-17, G4-23)

Europe, Middle East
and Africa
Bad Salzuflen, Germany
Bühl, Germany
Dreieich, Germany*
Dubai, United Arab Emirates*
Eggenburg, Austria
Ennepetal, Germany
Fougère, France
Heiligenhaus, Germany
Herzogenburg, Austria
Hitchin, England*
Johannesburg, South Africa*
Moscow, Russia*
Nuneaton, England
Ocholt, Germany
Sofia, Bulgaria
Tiverton, England*
Velbert, Germany
Villingen-Schwenningen, Germany
Vittorio Veneto, Italy
Wetzikon, Switzerland
Wuppertal, Germany
Zusmarshausen, Germany

Asia PacificDelhi, India
Hallam, Australia*
Melaka, Malaysia
Senai, Malaysia
Shenzhen, China
SingaporeSuzhou, China
Taishan, China
Yantai, China

70,000 t CO₂e
CO₂ emissions
Data source: dormakaba operates allover the world and employs around16,000 people worldwide. The sustainability report is based on the dataof 46 sites, including its most important production plants and covers
around 68 % of Group employees.

4CEO statement

Sustainability Report 2016/2017

Statement from the CEO
Sustainability affirms
our values

Dear Stakeholder
The past two post-merger years have been
focused on developing dormakaba into anindustry leader – building bridges between twostrong, innovative players in the access andsecurity market, and building the processes andstructures to help us shape the future of ourindustry.
We know that to see continued success in this,we need the right people in the right roles,
building common ground with each other. So, we
have invested in developing and establishinga new corporate culture and in building awareness of our new corporate ambition, mission,values, brand and strategy.
One foundation of the corporate strategy has
been formally defined as sustainability, reflecting
the importance of the topic to our employees,
customers and investors as well as to our industry as a whole. We recognize why the World
Economic Forum recently named sustainability
as one of four megatrends impacting the futureof the construction industry.
At dormakaba, the focus for our sustainability
efforts in the 2016/17 fiscal year has been on
building a strategic foundation thereof, whichhelps supports our values of performance, curiosity, courage, customer first and trust:

Performance – We have integrated three overarching and measurable sustainability targets
in our corporate strategy, namely in the areasof supply chain management, product declarations and environmental management certi­
fications such as ISO 14001.
Curiosity – We are eager to learn more aboutstakeholders’ priorities regarding sustainability
and seek out dialogues with them. We encourage innovative thinking and exploration, because
it is curiosity that can prompt the creationof more ecological manufacturing processes or
product development in the first place.
Courage – We take on sustainability challenges
on complex topics, including that of impacts
in the global supply chain over which we havevarying degrees of leverage and influence.
We encourage our employees to speak up when
they suspect any unethical behavior. We lookbeyond minimal requirements and set our own
standards, which we follow on the basis of thelaw.
Customer First – With recent acquisitionsof Mesker Openings Group and Stanley Black &Decker’s Mechanical Security businesses, wehave created promising opportunities for sustainable growth in North America, our industry’s most attractive market. Globally, we arecommitted to understanding the needs of ourcustomers regarding environmental and healthproduct declarations as well as Green Building
certifications in order to deliver added value.

Sustainability Report 2016/2017

CEO statement

5

Riet Cadonau, CEO“One foundation of our corporate
strategy has been formally definedas sustainability, reflecting the importance of the topic to our employees, customers and investors aswell as to the industry as a whole.”

Trust – We act as a good corporate citizen, andin accordance with internal rules such as thedormakaba Code of Conduct and external laws
and regulations to ensure good corporate­governance. We transparently report on our sustainability performance based on recognizedframeworks such as the Global Reporting Initiative and Carbon Disclosure Project, and as amember of the United Nations Global Compact
Initiative, to satisfy stakeholders’ expectations,especially those of investors.

In the 2016/17 financial year, we have madesolid progress in embedding sustainability at
dormakaba, as seen by the formalization ofsegment networks, which are responsible forthe development of concrete sustainability
roadmaps throughout the organization. We
commit to building on this approach in the
coming years on the way to become a trusted
industry leader, and we are grateful to all
employees contributing to this aim. Join us on
our sustainability journey and read more about
what we have achieved.
Sincerely,
Riet Cadonau
Chief Executive Officer dormakaba Group6

Employee Voices

Sustainability Report 2016/2017

Employee Voices
I support sustainability because …
We asked various employees contributing
to sustainability initiatives why they think the
topic is important. Here are their responses:
As the father of three sons, it is my personal
motivation to provide my children with an­environment where they can live as well as
future generations.
Jörg Lichtenberg, Germany
It is more than just a requirement – it has
a long-term positive financial implication.
Jeyanthy Chelliah, Singapore
Energy saving measures not only protect
the environment. They also result in economic
advantages.
Karsten Eck, Germany
As a leading manufacturer, we take the responsibility to drive the development of productsthat incorporate the latest state of the art intechnology to improve overall sustainability.
Magin Guardiola, Switzerland
As an employer, we carry responsibility for about
16,000 employees worldwide. Our sustainablebehavior as a company, driven by its individuals,
impacts the future of our company, our families
and our one planet which we all share.
Mirja Becker, Germany
I want to encourage and grow my colleagues’
environmental awareness to help everyone see
the big picture and that every contribution
counts.
Lena Holmberg, Sweden
Nature is not just a place to visit. It’s our home.
Karola Steputat, Germany

Without environmental and social responsibility at my workplace, our quality of life andEarth’s ecosystems cannot be maintained
long-term.
Melanie Höfer, Switzerland
I want to raise awareness of the benefits ofintegrating sustainable and environmentallysound working practices into our daily operations. I want to demonstrate that is it possible
to align the goals of the organisation in a waythat will keep the supply chain profitable andenvironmentally sustainable whilst benefiting
both our shareholders and our stakeholders.
Angelo Dalporto, UK
It should be everyone’s responsibility to protect
our resources and make a difference in oursocieties whether at work or in our private lives.
And it helps in saving the company’s resources.
Nassab Khalife, UAE
I want to develop sensitivity on health, security
and the environment for the future. It is
important for me as well as for all the team,
our customers and our families.
Philippe Pocher, France
I want to manage an integrated management
system, which includes all the aspects of sustainability.
Tibor Kiss, Austria
Sustainability focused of environment, health,and human rights is not just a local or a com­pany matter. It’s about taking an integrated
view of the whole.
Urs Bächler, Switzerland
I want to shape the future.
Andreas Linden, Germany
This is how we can be in tune with a betterworld for future generations.
Jan Rodrigues, Brazil
It gives us the opportunity to do our part toconserve the environment which is the needof the hour.
Anita Sequeira, UAE
These initiatives will lead to enhanced personal
well-being and engagement – so we canlook forward to a better work environment.
Paul-Olivier Raynaud Lacroze, FranceSustainability Report 2016/2017

Employee Voices

7

shareholders
life stakeholders

environment

health contribution organization
protect implication sensitivity
sustainable development gives
incorporate requirement individuals
responsibility demonstrate initiatives technology critical
help successful profitable well-being
benefiting management manufacturingsystematic engagement better ecosystems operations
fulfilling advantages motivation
saving passionate worldcommunity efficient practices opportunity financial
encourage employees workplace worldwide importantsocieties
behavior
maintained customers
socialbenefits enhanced personal trustfulmeasures possible economic employer approach positive security
resources focused working quality
demands satisfy improve overall live
enables everyone partner children big picture impacts durable
provide aspects leading develop successlatest nature conserve difference
manage result local supply chain work system driven energy
goals build planet drive state of the art colleagues shapewhole needs human rights align awareness carrydaily vital long-term share basis visit place
products give must families needgrow teamtune home
one leadjobs believe

futureintegrated

companysustainability

generations

It gives us an opportunity to give back to
the community.
Nicole Claase, UAE
I believe this is the way we can leave a betterworld for next generations, and we must
be the difference we want to see in the world.
Marcio Leal, Brazil
By manufacturing durable and efficient­products, we satisfy our customers’ needs
and protect our environment.
Tobias Vohmann-Dannert, Germany
Mother Earth desperately needs each and every
one of us to be responsible. I want to be agentof change in the company and raise awarenessof sustainability, especially in Malaysia.
William Lee, Malaysia

We owe the next generation.
David Badger, USA
It enables our colleagues to be passionate
and committed in their jobs.
Benedetta Bonafe, Italy
I strongly believe that fulfilling the sustainability demands is the basis for being a trustfulpartner and a successful company in the
future.
Joachim Zerfass, Germany
We owe it to ourselves and the future
generations.
Kristian Jones, UK8

Building Materiality

Sustainability Report 2016/2017

Building Materiality
Reporting process
After Dorma and Kaba joined forces in September 2015 to become dormakaba, the company published it first Sustainability Reportaccording to the GRI G4 Guidelines. A majorachievement of the reporting process wasa robust and validated multi-stage materiality
assessment, which defined the most relevant
sustainability topics for the company.
This Sustainability Report has successfullycompleted the GRI Materiality Service.
dormakaba is proud
to be a member of the
UN Global Compact
and publishes its annual“Communication on
Progress” on the UN
Global Compact Website.
dormakaba also reports
to the Carbon Disclosure
Project annually. Last year,
dormakaba achieved
a B– score for its report.

dormakaba
Value Chain

Materiality was defined as all areas to whichdormakaba makes a positive contribution tosustainable development, for example throughjob creation or training, but also areas whereby
dormakaba’s business activities impact, forexample, natural resources such as energy consumption during the manufacturing process.
In addition, those areas of highest interest to its
stakeholders were also taken into account.
To ensure that all relevant topic areas wereidentified, the materiality analysis focusedon ­dormakaba’s value chain.
The materiality aspects identified in the2015/16 financial year have formed the basis
for the sustainability strategy development
and are considered valid also for the 2016/17
Sustainability Report. Only one new materiality
aspect has been identified for this report,
based on the GRI’s materiality tests due to thepassage of a new regulation with significanceto the organization and its stakeholders, namely
Forced Labor due to the obligations under
the Modern Slavery Act 2015 in the UK. (G4-23)

The second step involved capturing the viewsof external stakeholder groups. During bilateral
discussions – with representatives such as
investors, customers, suppliers, partners, municipalities in locations where the company conducts business activities – dialogues were held
about which sustainability aspects stakeholders consider material, what good sustainability
reporting consists of and how to best maintaina strong stakeholder dialogue.
The external stakeholder groups had varying
priorities: the customers surveyed were focusedon sustainable product development, whereas
investors focused on transparent reporting aswell as quantifiable objectives. In general,they saw room for improvement in the strategic
focus for sustainability, transparency in the
supply chain, as well as in the establishment oftargets for improvement regarding environmental impacts. This feedback has been taken
up in the development of the sustainability
strategy in the 2016/17 financial year andimprovements have been achieved. (G4-18,
G4-24, G4-25, G4-26, G4-27)

Downstream

Upstream

Materials Procurement

Stakeholder dialogue to define materiality
Employee experiences and assessments werevery important to dormakaba during the process of establishing the material aspects in the2015/16 financial year. Therefore, in a firststep, an online survey was conducted of around
100 employees including the Executive Committee, managers and employees who regularly
deal with sustainability matters in their day-­to-day work.

Own operations

Distribution

•
•
•
•

• Wholesalers• Partners• Installers

Product design
Assembly
Manufacture
Sales & Marketing

Services

End-userEnd of life

Sustainability Report 2016/2017

Material Aspects
by Focus Area

Building Materiality

9

Process & Production
•
•
•
•
•

EnergyWater
EmissionsEffluents and Waste
Occupational Health and Safety

Transparency• Compliance• Environmental
Compliance• Anti-competitive
Behavior• Anti-corruption• Forced Labor• Human Rights
Assessment

Products
Sustainability
Strategy• Economic­Performance• Product &Service Labeling

People• Employment• Training and Education• Diversity and Equal
Opportunity

The results of the online survey and theexchanges with external stakeholders were­discussed intensively to further refine and­identify the material aspects at an internal
workshop with the Sustainability Working
Group, including representatives from a rangeof global functions within the Supply Chain,
Procurement, Human Resources, Compliance,
Operations, Quality Control, Material Com­
pliance and Communications departments. Ina final step, the identified material aspects
were discussed with the Executive Committee,
which then approved them.
Material Aspects 2016/17
The material aspects for the 2016/17 financial year have been aligned to dormakaba’s
four focus areas of its strategic approach tosustainability, namely Process & Production,
Products, People, and Transparency.
Transparency – When conducting businessactivities, compliance to local laws and internal
company rules as well as respect of humanrights and environmental regulations is of key
importance at all locations. This applies bothto in-house processes as well as to relationships
with other external points of contact such as
customers, partners, authorities and suppliers.
Further, dormakaba openly reports on the
progress in its sustainability journey, talking
about its successes and the inherent challenges
in embedding sustainability at a multinational
business.

Process & Production – dormakaba uses
resources in the manufacture of its products,
and waste and emissions result. Environ­mental issues are therefore one of the material
sustainability aspects that arise along theentire value chain. In addition, the health andwell-being of its employees across all business
operations is a top priority.
People – Motivated and competent employees
are an important factor for the success of­dormakaba’s business. In its corporate strategy,
dormakaba has committed to ensuring having
the right people in the right role, encouraging
diversity and providing proper training opportunities to ensure the best skill-sets.
Products – dormakaba stands for high-quality
and innovative products. Product qualityand declarations are maintained at the highest
standards. Because the company knows thatsatisfied customers are key to remaining financially successful and achieving sustainablegrowth. (G4-19, G4-20, G4-21)

10

Building Strategy

Sustainability Report 2016/2017

Buildinga Sustainability Strategy
As a company, dormakaba has stood for innovation, security and reliability for more than
150 years, and it wants to continue this tradition. Increasingly, responsible business practices and environmentally-friendly products are
required by the building industry, customers,
partners, legislators and end-users. Sustainability is thus one of the key success factors
to becoming recognized as a trusted industry
leader.
That is why sustainability has been anchored asa cornerstone of the company’s corporate
strategy. dormakaba acknowledges that a solid
sustainability foundation will support its
six strategic pillars.

dormakaba strives to promote sustainable
development along the value chain in view of its
economic, environmental and social responsibility towards current and future generations.
An open and transparent dialogue with all
stakeholders is essential to define strategies andactions based on clear goals and continuous
improvements.
In line with this strategic approach, dormakaba
has committed to achieving three overarchingsustainability goals in its corporate strategy by2021 as follows:• Increase the revenue share of products with­environmental and/or health product declarations
to > 30 %• Increase the share of ISO 14001 certified­production sites to > 50 %• Operationalize a supplier audit system basedon sustainability criteria (e.g., ISO certification,­material compliance)

Sustainability is a foundation of­dormakaba’s corporate strategy

Superior offering

Expanding presence

Global brand power

Enterprise
excellenceInnovation
leadership

Optimized
business portfolio

Right people –right roles

Sustainability

Sustainability and global brand power support dormakaba’s six strategic pillars in its ambition to become the trusted industry leader.

Sustainability Report 2016/2017

Building Strategy

11

Sustainability Organization• Approves material aspects and overall strategy• Represented by Chief Manufacturing Officer

Executive
Committee

Group-level
Sustainability
Working Group

AccessSolutions
AMER

AccessSolutions
APAC

AccessSolutions
DACH• Defines Group Roadmap• Includes representatives from functions such as­Compliance, Supply Chain, Procurement, Communications, Customer Requirements and Human
Resources and a­ dditionally includes one lead representative per segment

AccessSolutions
EMEA

Key
Systems

MovableWalls• Each segment has its own sustainability network• Segment networks define own roadmaps and support Group initiatives

First milestones in embedding a sustainability
strategy at dormakaba have already beenachieved. A sustainability strategy workshop
took place in Ennepetal (Germany) in November 2016 with the “Sustainability Working
Group”, which included one lead representative
per segment (six total), plus representatives
from various functions including Supply Chain,
Procurement, Human Resources, Compliance,
Material Compliance, Customer Requirements
and Communications as well as the Chief­Manufacturing Officer. As one result of theworkshop, the areas of Transparency, Process
and Production, Products and People were
defined as fields of action for the work on thecorresponding sustainability strategy (seeBuilding Materiality, page 8).
The segment lead representatives were tasked
with the development and implementationof concrete action plans for their respective
segments by hosting similar workshops. Seg-

ment-level sustainability networks are appointed via the Senior Management and arecross-functional. Three segments have alreadyappointed networks, namely Access Solutions(AS) EMEA, Movable Walls and Key Systems.
Further, AS EMEA and Movable Walls havealready completed first workshops and havedeveloped roadmaps for management approval. The remaining segment workshops will takeplace in the 2017/18 financial year.

12

Building Strategy

Sustainability Report 2016/2017

Building Structures
Spotlight on achievements
These ideas form an important foundation
for the individual segment workshops. Separate
segment workshops have been held to derive
concrete measures for the relevant segment,with the remaining segments aiming to hostfurther workshops in the 2017/18 financial
year. More than 100 dedicated employees contribute in an official capacity to dormakaba’s
sustainability strategy development or reporting
processes. With their support, we aim to drive
continuous progress in embedding sustainability
in the company.
What are the key challenges to developing
a sustainability strategy for a company with
global reach and thousands of employees,­suppliers and partners like dormakaba?

An interview with
Jörg Lichtenberg,
Chief Manufacturing
Officerdormakaba has named sustainability as one of
the foundations of its strategic pillars. As topic
owner in the Executive Committee, can you
tell us why the company has placed such importance on the topic of sustainability?
Here, there are two lines of reasoning: on one
hand, dormakaba is a company which has a
responsibility as a global citizen towards society
and future generations. On the other hand,
our customers and investors are increasingly
demanding that dormakaba embed sustainability in its business processes. This is reflectedin an increased demand for sustainable products and in the increasing number of buildings
designed according to Green Building Schemes
and Certifications. In addition, demands
for transparency are steadily increasing by ourinvestors, customers and potential talent.
­Sustainability means long-term success andsustainable growth, which is why it shouldbe the basis of all our actions.
The 2016/17 financial year has been focusedon building a sustainability strategy and creatinginternal awareness for the topic. What would
you say has been the greatest achievement so
far?
Internally we have succeeded in putting clear
emphasis on sustainability. This has enabled us
to build a global cross-functional sustainability
network, including a lead sustainability representative for each segment. This “Sustainability
Working Group” met at the end of 2016 towork together to create a common sustainability
understanding and to derive appropriate­measures and ideas for sustainability activities.

The fundamental challenge is that sustainability is a very complex and demanding topic –and in general people define it for themselvesin their own way, often neglecting one of its key
pillars, e.g. economy, environment or society.
Here, our task is to build awareness of whatsustainability means for dormakaba throughout
the entire organization. In addition, everyone
has different priorities in dealing with the topic.
For example, a sales manager would prioritize
product development whereas a humanresources manager would prioritize training
development. This can be a challenge, but also
an opportunity, since there is internal knowhow to help address even the most diverse sustainability issues. The best way we can develop
an aligned dormakaba sustainability strategy
is by combining these different perspectives
and the respective local regulations, culturesand market trends.

Sustainability Report 2016/2017

Transparency

13

Transparency
Management Approaches
As a global business, dormakaba is committed
to acting as a socially responsible corporate
citizen and to upholding the principles of andadherence to international conventions, laws
and internal rules and regulations.
Material aspects:• Compliance• Environmental
Compliance• Anti-Competitive
Behavior• Human Rights
Assessment• Forced Labor

The company’s values are defined in the­dormakaba Code of Conduct (CoC), which sets
standards for ethical business behavior covering human rights, forced, compulsory and childlabor, and environmental responsibility. The
CoC also governs other areas such as equal
opportunities and non-discrimination as wellas the reporting of misconduct. Environmental
compliance is further integrated in production
through various legal register services as partof the ISO 14001 certification process.
The CoC is available to employees in various
languages, both in electronic form and as a
printed document. All new employees receive
the CoC with a letter of confirmation with
their employment contract. In addition, auser-friendly interactive PDF version of the CoCwith additional information is available in­various languages on the company’s intranet.
An eLearning tailored to the contents of the
CoC will be launched for all employees withcomputer access in the 2017/18 financial year.
In addition, live training courses are offered
to all employees, tailored to the needs of theparticipants and local specificities. To this end,
a “train-the-trainer” concept will be implemented, which ensures the large-scale training ina timely manner. The training sessions will be
repeated at regular intervals.

A new development in
2016/17 has been the
production of an annualinternal Compliance­Report, which is being
shared with Management
and the Audit Committee detailing the resultsof actions, meetings
and resources that thecompany has dedicatedto various compliance­issues.

Anti-corruption and Anti-competitive behavior
Due to the relevance of corruption and bribery,a directive that governs these issues is planned
to be released in the 2017/18 financial year.
In addition, Group Internal Audit integrates the
Corruption Perceptions Index (CPI) as one criteria
for developing their internal audit plan. Corruption risks are also addressed in dormakaba’s
risk model as part of the company’s global
risk management process, conducted every
six months.
Further, anti-corruption is a focal topic in all
CoC trainings, including both the eLearning andlive trainings. These trainings, which will berolled out in the 2017/18 financial year, aremandatory for all employees of dormakaba
including senior managers.

The CoC further specifies how employees
should manage conflicts of interest as well as
donations and sponsoring. Possible conflictsof interest must be reported to the supervisor,
Human Resources or Group Compliance. The
situation must be resolved in the best interestof the organization based on consultation
between the employee and the supervisor aswell as Human Resources. The consultationmust be documented and related summary
minutes provided to Group Compliance. The
CoC further sets criteria under which donations
and sponsoring activities are prohibited. Further, donations and sponsoring totaling morethan CHF 1,000 per recipient per fiscal year
must be reported.
Anti-competitive behavior is another key mate­rial topic for which various initiatives are underway. In 2016/17, nearly 70 employees havereceived face-to-face awareness-raising trainings by Group Compliance and, as a first step,certain business processes in key units have beenassessed for adherence to anti-trust laws.
More face-to-face awareness-raising trainings
will follow in 2017/18. An antitrust eLearning
will be provided in the 2017/18 financial
year to enable training the relevant employees
regarding anti-trust laws in critical job functions
such as purchasing, sales and management.
Human Rights and Forced Labor
dormakaba acknowledges its responsibility torespect human rights as outlined in the
UN Guiding Principles on Business and Human
Rights and the UK Modern Slavery Act 2015.
The topic of forced labor is of higher relevancein business dealings with its suppliers.
Thus, dormakaba set forward its Supplier Codeof Conduct in the 2016/17 financial year which
includes three main sections of specific bearing, namely human rights, fair labor conditions
and the suppliers’ own procurement practices.
The latter relates to the expectation that suppliers ensure that their own suppliers adhere to
the dormakaba Supplier Code of Conduct. For
further information on how dormakaba manages its supply chain and is integrating sustainability requirements step-by-step, see the following section.

14

Transparency

Sustainability Report 2016/2017

Supply Chain Management
dormakaba’s global purchasing volume corresponds to approximately 55 % of total sales,making the company’s procurement policy
therefore highly relevant to achieving its financial
targets. The company uses a global sourcing
approach, employing global category leads tobundle quantities and to develop global strategies for each material category. Group Procurement supports the procurement teams in thesegments and together carry the responsibility
for operationalizing a sourcing system in accordance with the highest international standards.
The procurement strategy is based on a detailed
analysis of all expenditures, whereby goods andservices are grouped into material categories
according to their characteristics. By means of
this analysis, all products and quantities as wellas the complete supplier portfolio are identified
and then classified into either global, regionalor local material groups.
The most utilized raw material types include
brass, zinc, aluminum, nickel silver, high-alloy
special steels and glass. Mechanical and electronic components and goods for resale of all
types also constitute the supply chain. Indirect
expenditures consist predominantly of capital
goods and services.
The process to approve suppliers is in accordance to DIN and ISO requirements, as are thesupplier evaluation and assessment processes.
Audits are performed on demand, for example,
for new suppliers or covering quality issues.

Category Leads and segment procurement
managers work closely together to elaborate
the savings that could potentially be made, forexample, through pooled activities, combined
tender specifications or joint purchasing negotiations. Especially regarding logistics and transport, this pooled approach can lead to substantial reductions in environmental impacts andcarbon emissions.
Despite synergies gained through the above
pooling approach between the former Dormaand former Kaba supply chain, the numberof active suppliers remains at approximately
20,000 due to continued post-merger activities and to new acquisition activities in North
America. dormakaba’s direct material spend
for its top 100 suppliers are focused in Europe(42 %), North America (35 %), and Asia (23 %).

Sustainability Report 2016/2017

Transparency

15

Building Sustainable Chains
Spotlight on supplier engagementof the SCoC which will be rolled-out to further
raise awareness. The company aims to attainsignatures of confirmation and acknowledgement from its top suppliers in the 2017/18
financial year.
Besides setting expectations to its suppliers,
how does dormakaba approach the topic ofsustainability performance of its own supply
chain?

An interview with
Karola Steputat,­Category Lead
Trading Goods,
Group ­Procurement

As a member of Group Procurement, you havestrong insight on dormakaba’s supply chain
worldwide. Tell us, what do you think defines
a sustainable supply chain?
We believe sustainable supply chains are ones
which ensure the wellbeing of the people andenvironments we procure from, while seeking
to grow our company through ethical and legal
business practices. We believe it is our responsibility to leverage our purchasing power to thebenefit of those partners which align mostclosely to this definition. In addition, the rise of
supply chain transparency legislation points
to the increasing mandate that a company must
be aware of the economic, environmental andsocial dimensions of its supply chain, and thatit proactively monitors and manages those.
This must often raise difficult questions dueto the complexity of global supply chains, withso many tiers and over many jurisdictions.
How is dormakaba tackling the challenge?
Despite this complexity, dormakaba has alreadytaken important steps in embedding sustainability in its supply chain, namely by setting
expectations to its suppliers. The dormakaba
Supplier Code of Conduct (SCoC) came into
effect in the 2016/17 financial year and outlines requirements with regards to humanrights, fair working conditions, environmental
responsibility and business ethics, among­others. The dormakaba SCoC is integrated in
the company’s online bidding system. It is­further included as part of new standard contracts. At the same time, dormakaba hasdeveloped a user-friendly explanatory document

As an important step in assessing the sustainability performance of its suppliers, dormakaba
has developed a Sustainability Self-Assessment
Questionnaire, which was initially developed
during a full-day workshop with seven membersof the global procurement team. Further supplemented to address the most relevant compliance topics such as the UK Modern Slavery
Act, anti-corruption and various reporting obligations under the Carbon Disclosure Project
and the UN Global Compact, the survey covers
nearly 40 questions related to human rights,
labor conditions, environmental management
systems, anti-corruption and packaging, forexample. The survey was presented in a Groupwide procurement conference with 25 participants. In a pilot phase, 52 top suppliers withtotal procurement spend of more than
CHF 121 million were contacted to participate
in the survey. The response rate was 81 %. A
further roll-out of the survey is expected in
the 2017/18 financial year based on analysis
of pilot results.

16

Process and Production

Sustainability Report 2016/2017

Process and Production
Management Approaches
As an industrial company, dormakaba takes
its environmental responsibilities in its manufacturing processes seriously.
Material aspects:• Energy• Water• Emissions• Effluents and Waste• Occupational Health &SafetyEnvironmental Management
dormakaba specifically focuses on improving
management of environmentally-related processes and the implementation of measuresin the following areas: energy consumption andthe reduction thereof, monitoring and reduction of carbon emissions, water consumption,and effluents and waste disposal.
This involves careful management of resources
as well as the use of modern infrastructure andefficient processes to continuously take advantage of opportunities for improvement. Environmental management is embedded both atGroup level, as well as in local processes at thevarious locations. National, regional and local
laws and regulations must be adhered to at allsites. Several locations work with environmental officers, in others, environmental management is part of quality assurance processes.
Local processes will continue to play a key rolein the future, because this makes it possible
to consider the specific requirements of eachlocation.
Further, dormakaba prioritizes the use of thefive key principles underlying lean management
to improve efficiencies. Under the second leanmanagement principle “map value stream”,
harnessing potential means less energy and lessmaterial resources are used per unit produced,
sold and serviced, which benefit the environment
as well as the financial bottom-line. In addition,materials are brought back into the cycle wherever possible. Further, already 33 % of the­production sites covered in this report benefit
from the rigorous environmental standards
set forth by ISO 14001 certification, with theaim to increase this total to over 50 % in the
coming years.

dormakaba products are manufactured aroundthe world using different processes. Raw materials such as steel, brass, aluminum, zinc andglass are converted into door closers, cylinders,
key blanks, hotel locks, sliding and revolving
door systems and glass fittings, among otherproducts. The potentially greatest environmental risks lie in the processes used for electroplating and surface finishing, painting, melting
as well as zinc and aluminum die casting. These
processes are used at 22 of the 46 locations
covered in this report. Therefore, ­dormakaba’s
environmental management places emphasison these four processes.
Energy-intensive processes include melting,and aluminum and zinc die casting. These areused in the production of hotel and high-security locks, door closers, fittings and door handles.
dormakaba strives to continuously improve theenergy efficiency for these processes.
Monitoring and reducing water consumption, as
well as effluents and waste management,
are of key importance during the electroplating,surface finishing, as well as painting processes.
Filter systems ensure that potentially hazardous
substances are not released externally. Toxic
waste arising from painting and electroplating
are disposed of as special waste. In addition,
scraps from turning and milling or punching arerecycled, and are, for example, returned tothe suppliers of the raw materials.

Sustainability Report 2016/2017

Building a Group Manufacturing Directive
All organizations require some basic agreed
rules of cooperation. In the 2016/17 fiscal year,
Group Supply Chain Management had a corefocus on reviewing the previous manufacturingrules and directives of the former Dorma andformer Kaba in order to define a new streamlined Group Manufacturing Directive.
The new Directive also includes expectations
on achieving international standards for environmental management, energy, and health andsafety. Based on an overview of dormakaba’ssites including plants, regional logistic centers,
local assembly and distribution centers andservice hubs, the Directive gives a framework
for expanding the coverage of sites maintaining such management systems. Certifications
are required for some sites based on a priority
listing depending on size and environmental risks.
Building Green
Green Building schemes and certifications
play an ever-increasing role in the constructionindustry and to customers. dormakaba is­currently certifying three of its own buildings tosuch standards, in order to best understandits customers’ needs and requirements in thisregard.
The ongoing renovations to the headquartersin Rümlang (Switzerland) are being conductedaccording to the Swiss standard Minergie, asustainable building standard recognized globally for its effectiveness in achieving lower
energy and resource consumption and a higher
level of comfort, regardless of building design
or type.
Further, the planned refurbishments to the“Langhaus” Building in Ennepetal (Germany)
which will offer workplaces for 200 employees,
have been marked as “Gold-level” during thepre-check of the German Sustainable Building
Council (DGNB – Deutsche Gesellschaft fürNachhaltiges Bauen e.V.) certification scheme.
Among other criteria, at least 80 % of all woodand wood products must be sourced from sustainable forestry schemes such as the Forest
Stewardship Council.

Process and Production17

In addition, plans are underway to attainGold certification according to the Building andConstruction Authority (BCA) Green Mark
scheme in Singapore for the construction ofa new dormakaba production and storage
hall. Green Mark is an internationally recognizedgreen building rating system tailored forthe tropical climate. At the start of the project,sustainability features that conserve energy
as well as the life cycle of the equipment havebeen analyzed. Functionality and cost isaddressed without sacrificing sustainability
benefits and operational targets. At most,the project has less than 0.5 % incremental costwith a return of less than 5 years. Certification
is expected in late 2018.
Building LED Lighting Solutions
dormakaba’s European logistics center locatednear Wuppertal (Germany) recently revamped
the lighting system of the site, replacing alighting system that was nearly 15 years oldover a total area of approx. 7162 sqm, and which
was in constant need of repair, resulting inmaintenance staff often needing to replacelightbulbs at a height of eight meters.
Three different lighting systems were analyzed
in the investment decision. After a cost/benefit
analysis, an LED light strip system was selected
resulting in energy savings of 54,080 kWh
per year. This corresponds to a reduction of
29 tonnes of CO₂ operating at one shift per
weekday over the course of the year. In addition,
the lower maintenance and energy costs resultin a payback period of approx. 1.6 years.
“As the site has been certified to ISO 50001
since October 2010, such measures are integrated into the daily processes. In everything
we do, we consider energy savings potentials
and the reduction of carbon emissions. The
management system is based on the Plan-DoCheck-Act cycle, which is infinite. Each year,
the site undergoes an energy audit and measures are then derived from this.” – Karsten
Eck, Senior Manager Health Safety Environment,
AS DACH.

18

Process and Production

Sustainability Report 2016/2017

Occupational Health & Safety
Throughout dormakaba’s business and mostespecially in its production sites worldwide,
the health and safety of its employees is a toppriority. Occupational health and safety istherefore aligned with national regulations andstandards serving as the minimum requirement.
Further to this, dormakaba has location-specificsystems in place, for example designated­safety personnel, safety committees, regulartraining and collaboration with external partners to ensure that health and safety standards
are aligned with the prevailing production­processes.
Various sites have also been certified to
OSHAS 18001, such as in segment Key Systems
plant in Vittorio Veneto (Italy). Health andsafety training goes beyond the mandatory
requirements at the site to also include emergency and risk prevention as well as assessmentsof repetitive movement and heavy load-lifting
to prevent work-related illnesses.
Segment Access Solutions (AS) EMEA production facilities in Austria have also achieved
OSHAS 18001 certification in the 2016/17
financial year. Further, the plants in the UK
are certified to OSHAS 18001 and are further
accredited to SAFEcontractor, CHAS, Altius,
FORS and constructionline. A health and safety
web portal with eLearning material for all
members of staff is also in place. The production
teams in the Middle East, namely in Dubai,
have for example a Personal Protective Equipment (PPE) standard for production and service teams, monthly Tool Box Talks with technicians to share best practice on health & safety
topics, and raise awareness of the topic among
all staff through booklets and safety guidelines.

Segment AS APAC’s India site prepares amonthly safety report that includes “near misses”
for review to solidify existing precautionary
measures and launch new ones. In China, allvisitors are required to view a safety video
before entering the production floor, and training
is further provided to new employees. This isalso the case for the plant in Singapore (segment
AS DACH), which further requires a daily
health and safety briefing at the start of theshift. All 27 new hires in the 2016/17 financial
year have benefitted from the health and­safety training there.
Segment AS Americas’ production plant in
Madison Heights (USA) keeps records ofwork-related injuries and sets corrective actions
to minimize related risk. And the Keyscan­facility in Whitby (Canada) not only has policies
in place covering health & safety but also
­workplace violence and workplace harassment,
including contact points for any related grievances. Further, annual routine medical examinations for 147 employees in Brazilian facilities
have been carried out that monitor the healthof the employee and remedy eventual impactsof their work.

Sustainability Report 2016/2017

Process and Production

19

In the 2016/17 financial year, dormakaba’s UK operations have invested ina new van fleet that is more fuel efficient. In addition, the company has
switched airfreight transport from China to Europe to rail transport
along the so-called Chinatrain – the new Silkroad made of steel.

pe

900
t

r ye ardormakaba reduces carbon footprint through more
efficient logistics & transport managementved

CO 2 sa

164 new vansi

Investment in new van fleet in the UK
CO2 savings of 760 tonnes CO₂ (3 %) per year

Average CO2
emissions per
van are163 grams CO2
per kilometer

95

CO2

%

Switching from air to railtransport along Silk Road
CO2 savings of 95 % per year
which equals 141 t CO2

ViennaZhengzhou

4

days
transport time

22

days
transport time

3.11 tAverage weight of dormakaba
cargo per rail transport

Crossing

7

countries

10,473 km
Average distance traveled(rail transport)

Combined these two initiatives save the same CO2 emissions
as taking 177 cars off the road each year.

177 cars

20

Process and Production

Sustainability Report 2016/2017

Facts and figures
dormakaba is committed to thecon­tinuous improvementof its Group-wide environmental
performance

Energy consumption(in MWh)Greenhouse gas emissions by source(in tCO2e)109,229 Electricity

46,178 Electricity

73,380 On-site fuel for heating or manufacturing(incl. district heating)

15,734 On-site fuel for heating or manufacturing(incl. district heating)

29,950 Vehicle fuels

7,864 Vehicle fuels
536 Refrigerant and process emissions

In the 2016/17 financial year, total energy consumption
was over 212,000 MWh. Throughout the year, ­energy
saving initiatives were implemented based on, for­example, suggestions received by dormakaba employees. The company focused its efforts on r­ educing
electricity and fuels for heating or manufacturing,which account for more than 84 % of ­dormakaba’s
total energy consumption. These measures included
retrofitting facilities to LED lighting systems, optimizing “Lean Production” processes, and upgrading
equipment such as air compressors. Reducing energy
consumption coincides with advancing the efficiencyof dormakaba’s processes and continuously improving environmental performance. As a means to continuously improve environmental performance, thecompany currently implements various energy management systems. dormakaba’s approach to environmental management is documented in accordancewith the internationally-recognized IS 14001 standard
at 33 % of the facilities in scope.

Total greenhouse gas emissions amounted toapproximately 70,000 tons of CO₂ equivalent (tCO₂e)in the 2016/17 financial year. Electricity consumption remains the largest source of greenhouse gas
emissions, followed by heating and vehicle fuelconsumption. Energy saving initiatives implemented
during the financial year resulted in a total savingsin the amount of approximately 9,100 tCO₂e in
2016/17. Therein, dormakaba worked diligently tosource renewable electricity wherever feasible,
leading to a carbon emissions savings of approximately
8,300 tCO₂e (12 % of the total footprint).

Data source: dormakaba collected the most relevant environmental indicators for 46 key sites during the reporting period of financial year
2016/17, representing approximately 68 % of Group employees. The sites covered are depicted on page 3 of this report.

Sustainability Report 2016/2017

Process and Production

21

Energy consumption and greenhousegas emissions
More than 51 % of total energy consumption
is attributed to the electricity and fuels used indormakaba’s operations. Many components
used to create dormakaba’s products are manufactured in-house, and purchased parts
require further processing, both of which impacts
on total energy demand.

Water
For the sites covered in the scope of this report,
the majority of dormakaba’s total water­consumption is muncipal water used for cooling,
manufacturing processes, and sanitation purposes. Wastewater is mainly discharged via
the local municipal sewerage system in compliance with local requirements, and is treatedby third-party companies where necessary.

In the 2016/17 financial year, the company
realized a total quantifiable energy savings in
the amount of 2,200 MWh for the sites coveredin the scope of this report. This was mainly
attributed to energy saving initiatives that led
to an additional reduction of GHG emissions
by 780 tCO₂e.

in m3in MWh2016/2017

Energy consumption

212,559

Electricity

109,229

District heating

3,394

Heating fuels total

69,986

Heating oil (incl. kerosene)

9,772

Natural gas

58,186

LPG/propane

2,028

Vehicle fuels total

29,950

Diesel

21,384Gasoline

7,666

LPG/propane

Water consumption

716,609

Municipal water supplies (tap water)

639,633

Groundwater (drawn directly from well)79,391

Surface water (drawn directly fromrivers, lakes, wetlands, etc.)
Wastewater discharge

585
730,079

Municipal sewerage system

193 530

Disposal to water bodies

448,161

Treated by third party

88,388Waste
An inherent component of dormakaba’s operations is the generation of different waste
streams. Each waste type that is generated
undergoes a specific treatment method.
Approximately 78 % of the waste stream isrecycled, reused or recovered (including raw
materials and energy recovery).

900
in metric tons

in tCO2e¹),5)

2016/20172016/20172016/2017

Waste

24,470

Reuse (e.g. pallets)

2,473
17,213

Greenhouse gas emissions

70,312

Direct greenhouse gas emissions(Scope 1)²)

Recycling (e.g. scrap metal, plastics,
cardboard)

23,380Recovery, including energy recovery

Heating fuels

14,980Landfill

Vehicle fuels

7,864

163
3,320

Incineration

650

Volatile emissions (e.g. refrigerants)

442

On-site storage

19

Process emissions (e.g. welding processes)

94

Other (e.g. non-hazardous processwaste)

632

Indirect greenhouse gas emissions(Scope 2)³)

46,932

Special waste

3,807Electricity ⁴)

46,178Recycling (e.g. metallic waste, batteries,
acid, oils)

2,280

District heating

7541) Greenhouse gas inventory calculated in accordance with the
WRI/WBCSD Greenhouse Gas Protocol. Emission factor sources:
UK Defra (2015), US EPA eGRID (2017), Frischknecht (2017).
2) Scope 1: direct greenhouse gas emissions from sources owned
or controlled by dormakaba
3) Scope 2: indirect greenhouse gas emissions from sources owned
or controlled by another entity, as a consequence of dormakaba’s
activities
4) The greenhouse gas emissions associated with electricity consumption are reported according to the “market-based approach,”as defined in the Greenhouse Gas Protocol Scope 2 Guidance.
When reported according to the “location-based approach,” theemissions totaled 54,448 tCO₂e.
5) Scope 3 emissions are additionally reported in dormakaba’s­submission to the Carbon Disclosure Project (CDP).

Landfill

114

Incineration

778

On-site storage

29

Other¹)6061) Process water residue (e.g. oil-water mixture, lye, concentratecontaining metallic salts, sludge) for safe disposal (incl. recovery of
raw materials)

22

PeopleSustainability Report 2016/2017

PeopleManagement Approaches
With employees being crucial to dormakaba’s
success, the company strives to create a­working environment in which they can leverageon their strengths and build their skills.
Material aspects:• Employment• Training & Education• Diversity & Equal
Opportunity

dormakaba therefore emphasizes employment,
training and education, and diversity and equal
opportunity as key focal topics in the sustainable
development of its employees.
Employment
dormakaba’s Human Resources management
is organized globally – in addition to Group HR,
there are HR professionals at the segment level
and local HR representatives in the markets.
Group HR bundles strategic issues based on theneeds of local HR representatives and develops
best-practice programs accordingly. These canthen be customized and implemented in thesegments and regions per the requirements andconditions in the local markets. In addition tothis, the local HR representatives also develop
and implement individual initiatives and programs suited to the needs of their local employees, to react to the different local customers
and markets as efficiently as possible.
An important advancement in the firstpost-merger year was the development of a
succession planning baseline for all Executive
Committee members and their direct reports.
The succession planning process for this target
group is an annual exercise embedded in theperformance management system “Perform &Grow “. Through these initiatives, the company
can now better target its leadership development programs to manage identified succession
risks.
General health and well-being of employees arealso fostered by human resources management. For example, the health and safety committee in the Keyscan facility (Whitby, Canada)organized a Mental Health Week featuring aweek of on-site activities that created awarenessaround mental health and promoted strategies
that focus on well-being. Further, employees atdormakaba Sweden benefit from free, on-site
relaxation and fitness training sessions.

In June of each year, Swiss employees benefit
from the company’s involvement in a country-­
wide team-based mobility campaign called“Bike to work”. The aim for the team is to ride
their bikes to work as much as possible overa period of about three weeks, accumulating
total kilometers ridden and competing for­several prizes. In Austria dormakaba associates
participate in a similar campaign called “Radelt
zur Arbeit” which runs the entire year. These­initiatives are not only good for the health ofthe participants but also for the environment.
In addition, employees in Switzerland also
have the opportunity to register for one of theso-called Community Days. Each employee isgiven a one-day volunteering allowance in lieu
of their regular work duties where they may
join other colleagues in various engagement
activities.
Training & Education
Various training and development program
offerings are developed at the Group level which
can then be specifically tailored to local needs.
These include, for example, a range of vocational training and dual studies, language and project management courses and opportunities forjob rotation. Further to this, personal development is fostered with the help of coaching or
management training as needed.
In addition to providing employees worldwide
with access to a Learning Management System,
which hosts a variety of eLearning modules,
dormakaba offers its employees various continuous training and development programs,
ranging from product, sales, safety and leadership topics.

Sustainability Report 2016/2017

The company supports the professional qualification of employees, and at many locations,also contributes to the financing of external
training on an individual basis. Segment Key
Systems in Vittorio Veneto (Italy), for example,
has provided on average 16 training hours per
employee on an annual basis covering themes
such as new technologies, continuous improvement including lean manufacturing and safety
procedures. Segment Access Solutions (AS) DACH
has focused on leadership development, training
70 managers on communicating sensitivechanges, with a further 30 and 49 managers
being trained on communicating change andchange project management methods, respectively. In addition, segment AS EMEA has­conducted pilot sessions of sales trainings for
48 employees as well as supporting over
125 product training sessions.
The company also strives to leverage the expe­
rience and know-how of dormakaba employees
in innovative ways. They are a key asset andknow a lot about its customers and their businesses that cannot be found in books or university courses. To not only identify this knowledge within the company but also to share it,
dormakaba set up so-called “Knowledge Sets”,
which cover, for example, product design ortraining methodologies, guidelines and tools.
These communities are led by topic owners
who provide a platform where employees canfind guidelines and templates and connect withother experts. It’s a concept that fosters active
collaboration and exchange on a global level,
and helps to create an agile organization which
can learn and adapt to changes. Everyone
has something to share - everyone is an expert
in his or her area of responsibility and hence
can share it to help dormakaba grow.

People23

Building Strength
At the Modernfold offices in segment Movable
Walls, the wellness committee organized the
Acousti-Challenge to inspire employees todevelop healthier lifestyle habits. The Acousti-­
Challenge was a team-based weight loss challenge running over the course of two months.
Each week a new challenge was presented tothe participants, such as the 7-Day Challenge,
Water Gymnastics, Calorie Counting, andthe 30-day Challenge. These challenges were
designed to help educate and prepare employees for making healthier lifestyle choices.
In the last four weeks of the program, a samplingof fitness classes was held at the office for
employees to try for free, ranging from Yoga,
Zumba and Turbo Kick.
The Wellness committee ran another programfor one month to challenge office employees
to work out for 20 minutes 20 times. Modernfold donated to an “Angel Tree” program foreach successful participant, with each donation
going towards the purchase of a Christmas
gift for less fortunate children in the community.

24

PeopleSustainability Report 2016/2017

Diversity & Equal Opportunity
The diversity of dormakaba’s employees is an
integral part of its corporate culture and an
asset that is worth protecting. The Group-wide
Code of Conduct (CoC), binding for all employees, defines the principles of collaboration
based on mutual respect and non-discrimination.
Compliance to various regulations, such as
the obligatory gender pay reporting in Australia
and the US Employer Information Report to
the Equal Employment Opportunity Commission
is ensured at a local level.
Segment AS EMEA is taking up the issue ofproviding equal opportunities for men andwomen in collective bargaining agreements forFrance-based employees. Further, in Switzerland an annual salary survey is carried out by
an independent third party, as is standardpractice for all companies with membership to
the Swiss association of mechanical and elec­
trical engineering industries, Swissmem. The
analysis compares all the salaries of the member companies who use Switzerland’s generalcollective agreement as a basis for employment. Salary differences between the regions,gender and job function (for example, accounting or IT) are analyzed. The results are then integrated into the subsequent salary increase­process by January of each year. The benchmark
provided by the average male salary is taken
as a reference for comparison and for new
employment.
Segment AS APAC is leading the charge in­Singapore by ensuring that the Tripartite
Guidelines on Fair Employment Practice arebeing followed. In addition, the company’s­production facility in Wah Yuet (China) has adiversity and equal opportunity program which
has successfully passed an annual third-party
audit. Further, local HR representatives in
Pacific-based locations are rolling-out diversity,
equal opportunity and non-discrimination
training to all staff and have for the first-time
appointed women to several key management
and service positions.
On a global level, the company clearly commu­
nicates to employees where they can get support
if there is a suspicion of non-compliancewith the CoC’s diversity and non-discrimination
stipulations.

Building Culture
The post-merger period has been about building
new bridges and having the company growtogether. This also means defining new ways ofworking that align with the company’s values.
To bring dormakaba’s new corporate strategy,
values, mission, brand and ambition to life,
an awareness raising campaign called “Activate
dormakaba” was launched. The aim of theGroup-wide initiative is to ensure all employees
have the same understanding of dormakaba’s
journey to become the trusted industry leader
and are aware of their own contribution to
the strategy and ambition.
dormakaba’s “Big Picture” is the basis for various
communication materials such as brochures,
posters, videos, workshop moderation tools andan eLearning. A series of Activate workshops,
townhall meetings and online sessions have been
executed globally in various languages, withparticipation exceeding 80 % of all employees.
In segment AS DACH alone, for example,
310 managers were trained in such workshops.
Building on this first awareness campaign, thenext step is to ensure that the related activities
are continued in the long term to ensure that
employees act according to the company goals
and values.

Sustainability Report 2016/2017

People25

Building Leaders
Spotlight on employee development
The course was also completed by 68 managers in segment AS EMEA in the UK, Switzerland
and United Arab Emirates. Further, 24 people
managers from segment AS DACH as well asGroup functions have participated thus far.
With the merger, the company has expanded
its employee presence to 53 countries. Whatother leadership development activities do you
offer in this context of becoming a truly global
company?

An interview with
Mirja Becker,
Senior Vice PresidentGroup Human­Resources

dormakaba aims to be the trusted industry
leader. How does dormakaba enable its
employees to develop as people leaders?
We have introduced several leadership development programs and courses throughout the
2016/17 financial year, one of them is called“Leading for Success”. The course provides
essential tools and methods for people management, performance management andemployee development. Each of our segments
decides if and how they adapt this leadershipdevelopment concept to their local needs.
As one example, segment Access Solutions (AS)
AMER offered the course to 15 people fromall over the United States, Canada and Brazil,
from all kinds of positions, including: operations, field branch management, IT, engineeringand sales. The course was split into two modules.
The first module was held in November 2016
and was concentrated on knowing and managing oneself (for you cannot lead others until
you first understand yourself). Among the topics discussed was determining the individual
dominant learning and management styles.
The second module in January 2017 concentrated on managing others, including such topics as conflict resolution, employee readinessand effective communication with employees
and colleagues.

Two leadership programs offer development
and exchange on a global level, namely the­Talent Development Program (TDP) and theAdvanced Management Program (AMP).
While the TDP was developed for managers
new in their roles, the AMP is aimed at moreexperienced leaders. The programs’ first module
took place last March 2017 in Munich (Germany).
31 participants from 15 nations had an intense
and inspiring week dealing with topics suchas leadership, finance, strategy and innovation.
The atmosphere among the internationalgroup was energizing! The program participants
will reunite during the second module inNovember 2017 which will take place in Singapore. In the meantime, global exchange anddialogue continues as part of the programs’cross-functional team projects. The programs
will be continued in subsequent years.

26

PeopleSustainability Report 2016/2017

Facts and figures
dormakaba supports its employees
in their professional development
because they are the key to thecompany’s success.

Fluctuation by region(in percent and headcount)1)
25 %Switzerland

Germany

Rest of EMEA

25 %

25 %

20 %

20 %

15 %

15 %

Overall

Joining       Leaving (excl. retirement)       0%

51Asia Pacific

227

463
445

272
249

644
588
Male

Female< 30 years

30–50 years

119
165
122

5%

65

0%

10 %

57

5%

122

10 %

Americas334

Fluctuation by gender and age group(in percent and headcount)1)

916
837

Overall fluctuation(in percent and headcount)1)

24

0%

239
206
13

5%

26

10 %

109
90

15 %

200
228

346
290

20 %

8

Of the employees covered in the scope of this report,
a total of 837 left the company and 916 joined. This
corresponds with rates of approximately 9 % each. In
the 2016/17 financial year, employee fluctuation
was higher in the Americas than in other regions. This
is attributed to restructuring measures, relocationof manufacturing activities and turnover rates inacquired companies. Employees aged under 30 years
have a higher joining and leaving rate comparedto the other age groups. This is consistent across all
regions.

2223

Fluctuation> 50 years

Retirement

1) Fluctuation is calculated with permanent staff. In China, employees are usually appointed on the basis of fixed-term labor contracts
before being eligible for an indefinite contract. This results in a temporal shift of the fluctuation rates for Asia Pacific and to a certain
extent overall, since employees with permanent contracts joining and leaving dormakaba are counted only after their contracts have been
converted (usually after the completion of two consecutive fixed-term contracts, in accordance with Chinese Labor Contract Law).
Data source: dormakaba employs around 16,000 people in more than 50 countries worldwide. This report is based on data collected from46 key sites, representing 68 % (11,124) of Group employees.

Sustainability Report 2016/2017

Type of employment

In the 2016/17 financial year, the total workforce
for the sites covered in this report consisted of
11,124 employees. The majority of dormakaba’s
personnel work as full-time employees and on
the basis of permanent contracts. Nearly 4 % havepart-time engagements. Approximately 52 % of
the employees in scope were unionized or covered bycollective bargaining agreements. Additionally,dormakaba employed 274 apprentices, trainees andinterns, as well as nearly 600 contract workers at
the sites in scope during the 2016/17 financial year.

Diversity

dormakaba is committed to fostering a diverse andinclusive workforce that reflects the varied markets
in which it operates. The company is proud to havefemale employees constitute 33 % of the workforce
in the scope of the data.

PeopleWorkforce composition2),3)
Headcount

Employees by region

Total

Male

Female11,124

7,405

3,719

Switzerland

404

232

172

Germany

2,780

2,083

697

Rest of EMEA

2,090

1,435

655

Americas

2,318

1,464

854

Asia Pacific

3,532

2,191

1,341

Employees by employment contract

11,124

7,405

3,719

Indefinite / permanent

9,631

6,587

3,044

Fixed term / temporary

1,493

818

675

Employees by employment type11,124

7,405

3,719

Full-time

10,725

7,350

3,375

Part-time

399

55

344

2) without apprentices, trainees, interns and contract workers
3) Data based on the sites covered in the scope of this report

With regards to age distribution, nearly 57 % of theemployees covered in this report are between theages of 30 and 50 years old. Retaining an experienced
workforce is critical to the company’s success.
Therefore, dormakaba continuously provides employees with professional development opportunities.

Employees
33 % female

3,191>50 years

67 % male

3,669 7,316

33 %
67 %

6,311

30–50 years
1,622<30 years

Board of Directors
30 % female>50 years

8

70 % male

3

7

30 %
70 %

2

30–50 years<30 years

0

Executive Committee
0 % female
100 % male

0

11

10

>50 years

0%
100 %

27

1

30–50 years<30 years

028

Products

Sustainability Report 2016/2017

Products
Management Approaches
dormakaba understands that to live up to
its value of Customer First, the company mustdeliver high quality products, building trustwith its customers, which then leads to strong
economic performance.
Material aspects:• Economic Performance• Product and Service
Labeling

The company is thus strengthening its market
position by investing in innovation and productdevelopment, markets, infrastructure andemployees, with the aim to reach investments
in research and development amounting toapproximately 4–5 % of annual sales.
Economic Performance
Robust business performance is the best indicator of dormakaba’s sustainable economic
development. The continued positive businessperformance as well as value-creating businessportfolio management add to the company’s
strong foundation to build a new, trusted
industry leader. This is made possible by the
dedication of its employees, who are highlycommitted to ensuring continuous and successful collaboration with suppliers and customers.

DORMA Hüppe in
Ocholt (Germany) fromthe segment Movable
Walls has achieved
Forest StewardshipCouncil’s (FSC’s)
certification and thus
conforms to its “COC –Chain of Custody”
requirements. All woodmaterials purchased
and processed for its
partition systems are
certified and originate
from responsibly
managed forests.

Focused investments and balanced risk management are of key importance for safeguarding
business performance in the future. Risk
­management is an integral part of dormakaba’s
daily management activities. Risks are identified and evaluated by means of standardized
processes, and the appropriate measures for
improvement are then implemented based on
this analysis. Responsibility for the risk management process lies with the Board of Directors, which delegates any related decisions
to the Executive Committee and line managers.
The latter are responsible for recognizing risks
early on as well as defining and implementing
preventative measures. A track record of sustainable company management that also incorporates environmental and social aspects aswell as the basic principles of good corporate
governance is becoming increasingly importantin this context.

Product and Service Labelingdormakaba is proud of its comprehensive portfolio of high quality products solutions and services for secure access to buildings and rooms.
To create added value for its customers, thecompany’s priorities are functionality, innovation,
design, durability and quality. This focus helps
to protect the investments its customers havealready made – they can be confident that
their solutions will keep on working for them forthe long term. By providing solutions that last,dormakaba is also helping to protect the environment.
In order to fulfill the requirements in the public
and private domains, dormakaba products mustmeet very high standards of security, transparency and quality. To meet these prerequisites,
dormakaba labels its products according to
the applicable standards and customer requirements. Product management is responsible
for this in close consultation with product development. Internal and, if required, also external
product quality assurance ensure that products
have all the necessary labels.
Public buildings in particular must meet highstandards in terms of the health and safety ofthe people using these buildings. dormakaba
meets these prerequisites with product certifications according to internationally recognized
standards such as DIN-18650 or the DIN-18040
standards, which applies to barrier-free construction in public buildings.

Sustainability Report 2016/2017

Building on Life-cycle Approaches
Sustainability at product level is an important,future-oriented approach in the field of construction. Issues such as product lifecycle andthe material selection are increasingly playing
an important role. With an average lifespan of
forty to fifty years, buildings should clearlybe constructed in a way that allows requiredmaterials and natural resources to be usedefficiently.
Green Building certification schemes suchas Leadership in Energy and Environmental
Design (LEED) or the German Sustainable
Building Council (Deutsche Gesellschaft fürNachhaltiges Bauen, DGNB) rate the sustainability of an entire building. At dormakaba,quantified disclosures of a product’s environmental impacts through its entire lifecycle aredescribed according to international standards
in the form of Environmental Product Declarations (EPD).
The Life Cycle Assessment (LCA) is the coreelement of the EPD and provides a reliable­calculation of the environmental performance

Products

of a product. This means, in concrete terms,
that a systematic assessment of the environmental aspects and effects arising during theextraction of raw material through the production, distribution, and use phases takes place.
In order to calculate an eco-balance, statements must be made on materials, energy consumption, transport routes, emissions, andthe lifespan of the products.
It should be noted, however, that no statements
are made as to whether the products are­particularly environmentally friendly, but speak
only as to its environmental footprint.
To meet customer’s needs in this regard,­ ormakaba’ EPD portfolio has been continuouslydexpanded. Seven EPDs were awarded to­dormakaba for the international revolving door
portfolio in the 2016/17 fiscal year. Further,
new EPDs will be developed for the revolving
door Talos RDR-E01 and the movable wall
­Variflex System in the 2017/18 financial year.
These developments support the company inachieving its aim of increasing its environmental
declarations portfolio to cover products representing 30 % of total sales.

The life-cycle of our products
Pr
od

s
ce
ur

uc
ti

on

Re
so

29

ng

Di

st r

ib u

tio n

c li
cy
Re
te /
Was
Use

30

Products

Sustainability Report 2016/2017

dormakaba’s commitment in sustainable product declarations is not limited to environmental
impacts, but also to the health of the end-users
through so-called Health Product Declaration(HPD). The aim of an HPD is to create transparency about the materials used in a productand the possible impacts to human health inaddition to ecotoxicity. The standard was developed by the HPD Collaborative, a non-profit
organization made up of major stakeholders in
the construction industry.

Building Sustainability by Design

In the 2017/18 financial year, dormakaba
will be updating its HPDs to the standard’s­latest version (HPD 2.1), which was releasedin early 2017 and which has been aligned to
the requirements set out by the Green Building
certification scheme Leadership in Energy andEnvironmental Design (LEED). A global EPD
and HPD strategy will also be developed andimplemented with the support of the established sustainability networks. At the sametime, new market requirements and applicability of other manufacturer declarations, such as
Declare (International Living Future Institute)and Cradle to Cradle (C2C), will be analyzed.

This special prize is awarded only to sustainable
and environmentally-friendly designed products. The assessment is based on the product’s
contribution to sustainable development suchas energy conservation, or the reduction of toxic
waste and greenhouse gases.

dormakaba’s high standards for good design
have been underlined by several design awards.
In terms of sustainability design, the company’s
FFT FLEX Green has been honored with theGreen GOOD DESIGN Award 2016, conferredby the European Centre for Architecture
Art Design and Urban Studies and the Chicago
Athenaeum: Museum of Architecture and
Design.

The folding door FFT FLEX Green is a sustainable, reliable and energy-efficient door system,
which forms the connection of thermal insulation with silent and dynamic driving performance. The thermally separated profile system
FFT FLEX Green produces good heat insulation­values and, in combination with high-quality
insulating glass, is particularly well suited forenergy-efficient buildings.

What is the difference between EPDs and HPDs?

Environmental ProductDeclarations
•
•
•
•
•

Global Warming Potential
Ozone Depletion Potential
Acidification Potential
Eutrification Potential
Photochemical Ozone
Creation Potential• Abiotic Depletion• Resource use• WasteEnvironment

Third
party
verified

Self-­
declared

Health ProductDeclarations• Ecotoxicity• Human Toxicity

vs.

Environment and Society

MEMBER

Sustainability Report 2016/2017

Products

31

Building on Innovation
Spotlight on sustainable solutions
In addition, revolving doors require less use ofharsh chemicals, since they require less cleaning.
Further, revolving doors also provide better
protection against noise emissions for building
users.
Why are Environmental Product Declarations(EPDs) of importance for our line of revolving
doors?

An interview with
Magin Guardiola,
Global Business Owner
Entrance Systems

What role does sustainability play in productdevelopment at dormakaba?
Added value for our customers is at the forefront of all our innovative product developments. We have learned that incorporating sustainability considerations and requirements
in product development accelerates innovation,
since this often requires thinking along a different, more integrated path which unlocks newopportunities. At dormakaba, sustainability isfounded on the cooperation of all employees
who contribute in their own way through avariety of roles and functions.
One of the key products that dormakaba
offers in Entrance Systems is its line of revolving
doors. Is a revolving door a sustainable
solution for buildings?
Revolving doors offer a very good way to saveenergy and therefore carbon emissions, since
the thermal barrier ensures that there is no air
exchange with the outdoors. A study conductedby the Massachusetts Institute of Technology
showed that a revolving door has 8 times lessenergy loss than a conventional door. To compare, walking through a revolving door rather
than a conventional hinged door just one timesaves as much energy as needed to powera 60 W light bulb for twenty minutes. Can you
imagine what effect this has on a building
where 500 people pass through its doors every
day?

EPDs create transparency, as these declarations
are purely based on facts. There are no “seals”
or “recommendations”; the customer can rely on
objective statements and make the best­product decisions. Based on the EPDs, we arealso able to clearly target further aims in
the areas of thermal protection, comfort for
the user, and reduced energy consumption.
Continuous improvements give us the opportunity to ensure the sustainability of our­solutions.

32

GRI content index

Sustainability Report 2016/2017

GRI content index
General Standard Disclosures
Content

Publication

Strategy and analysis
G4-1 CEO statement

SR 4–5

Organizational profile
G4-3 Name of the organization

SR 37

G4-4 Primary brands, products and services
dormakaba is one of the top three companies in the global market for access and security solutions. dormakaba has divided the areas of business in which the company is globally active into
six segments. Access Solutions (AS), which comprises four segments, is structured by region:
AS AMER (North, Middle and South America), AS APAC (Asia-Pacific), AS DACH (Germany, Austria,
and Switzerland) and AS EMEA (Europe, Middle East, and Africa). The offering includes the global
product clusters Door Hardware, Entrance Systems, Electronic Access & Data, Interior Glass­Systems, Lodging Systems, Mechanical Key Systems, Safe Locks and Services, as well as local
products. The multifaceted portfolio ranges from door technology solutions, automatic door
­systems, a wide variety of fittings, door closers and stoppers, and locking systems – from cylinders,keys, and locks all the way up to fully networked electronic access solutions for companies, public
facilities, hotels, and many other applications. The range also includes physical access systems,
high-security locks, glass fittings, solutions for workforce management, as well as services for allthese applications. The two other globally focused segments are Key Systems – which features ahigh-performance range of key blanks and mechanical, electronic and (semi-)industrial key-cutting
and origination machines – and Movable Walls, specializing in partitioning systems. Alongside thedormakaba brand, the Group’s portfolio contains a number of other valuable brands for:Access Solutions: e.g. Best, Farpointe Data, Madinoz, La Gard, Saflok
Key Systems: Silca, Ilco, Advanced Diagnostics
Movable Walls: Modernfold, Skyfold, Dorma Hüppe
G4-5 Location of organization’s headquarters

SR 37

G4-6 Number of countries where the organization operates
dormakaba has subsidiaries in more than 50 countries and is present with local cooperation­partners in over 130 countries.
G4-7 Nature of ownership and legal form
G4-8 Markets served
G4-9 Scale of the reporting organization
dormakaba has a comprehensive portfolio of services in the area of secure access to buildings
and rooms. The portfolio is structured into eight global product clusters: Door Hardware, Entrance
Systems, Electronic Access & Data, Services, Mechanical Key Systems, Lodging Systems, Safe
Locks and Interior Glass Systems. Moreover, there are local products for Access Solutions offeredin the various regions. In addition to Access Solutions, dormakaba offers a comprehensive port­
folio of products in the area of Key Systems (Keys, Key Cutting Machines, Automotive Solutions)and Movable Walls (Acoustical Movable Partitions, Horizontal Sliding Walls).
G4-10 Employment
G4-11 Coverage collective bargaining agreements
G4-12 Organization’s supply chain

AR 60
SR 3
SR 3,
AR 4–5

SR 26–27
SR 27
SR 8, SR 14

G4-13 Significant changes during the reporting period
dormakaba completed the acquisition of certain Mechanical Security businesses from StanleyBlack & Decker effective 22 February 2017, including its well-known brand BEST.
Further, dormakaba completed the acquisition of Mesker Openings Group effective 12th December
2016, which includes a diversified product portfolio for commercial, industrial and institutional
uses under four well-recognized brands in the industry (Mesker Door, Hollow Metal Xpress, Design
Hardware, Wood Door Xpress).
G4-14 Precautionary approach or principle
dormakaba adheres to the precautionary principle as the foundation of sustainability. Negative
effects on the environment and health should be averted in advance to the greatest extent possibleby all employees in all business activities. dormakaba sets this out in its Group-wide Code of­Conduct.
G4-15 External charters, principles, and initiatives

SR 4, SR 13

Sustainability Report 2016/2017

GRI content index

Content

33

Publication

G4-16 Memberships of organizations
dormakaba is a member of various industry associations and organizations. The focus thereby lies
on organizations concerned with door hardware, the security industry, building, locks and fittings,
as well as metal and glass hardware, with memberships varying across countries and markets.
These memberships include but are not limited to: Builders Hardware Manufacturers Association(USA), Swissmem (Switzerland), Association of Swiss Locks and Builders Hardware Manufacturers,
European Locksmith Association, Security Industry Association (USA), The American Institute ofArchitects, United States Green Building Council, Door and Hardware Federation (UK), Singapore
Manufacturing Federation, German Sustainable Building Council, Construction Specifiers Institute(USA), Glass association of North America, Canadian Security Association, American Associationof Automatic Door Manufacturers, China Construction Metal Structure Association, Hong Kong
Fire Protection Association, Japan Lock Manufacturer’s Association, Japan Security Systems
Association, National Fire & Civil Emergency Preparedness Council (Singapore), Architectural Door
Hardware Association (Australia).
Identified material aspects and boundaries
G4-17 Entities included

AR 40–43,
SR 3

G4-18 Process for defining the report content and aspect boundaries

SR 8

G4-19 Material aspects defined

SR 9

G4-20 Aspect boundary within the organization

SR 9

G4-21 Aspect boundaries outside the organization

SR 9

G4-22 Restatement of information
No such restatements
G4-23 Significant changes
An additional nine production sites have been added to the reporting scope of environmental­metrics and human resources data. Forced labor has been added as a material aspect.

SR 3,
SR 8

Stakeholder engagement
G4-24 List of stakeholder groups

SR 8

G4-25 Basis for identification and selection of stakeholders

SR 8

G4-26 Organization’s approach to stakeholder engagement

SR 8

G4-27 Key topics

SR 8

Report profile
G4-28 Reporting period

SR 2G4-29 Date of most recent previous report

SR 2

G4-30 Reporting cycle
Annual
G4-31 Contact point
G4-32 GRI Content Index

SR 37
SR 32–37

The report is in accordance with the GRI G4 guidelines – Core option
G4-33 Assurance
An external assurance for the Sustainability Report 2016/17 was not performed.
The compensation to the Board of Directors and the Executive Committee as well as the financial
statements and Management Report were audited by an external auditor.
GovernanceG4-34 Governance structure of the organization

AR 62–69

Ethics and integrity
G4-56 Organization’s values, principles, standards and norms of behavior
dormakaba’s brand promise is trust. The ambition, mission, values, strategy, Code of Conduct aswell as a number of directives and guidelines form the foundation for honoring this promise bothinternally and externally.

SR 4–5SR 13–15

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GRI content index

Sustainability Report 2016/2017

Specific Standard Disclosures
GRI
referenceContent/Reference

Page

Disclosure on management approach economy

SR 28

EconomyEconomic performance
G4-EC1

Economic value generated and distributed

AR 4; 7

Donations and sponsoring contributions are not reported. Operating
costs amount to CHF 1,274.3 million, the total economic value
retained is CHF 146.7 million.
Environment
All disclosures on management approaches environment

SR 16

EnergyG4-EN3,
G4-EN6

Energy consumption and energy reductions

SR 20–21

Water
G4-EN8

Total water withdrawal by source

SR 21

Greenhouse gas emissions (Scope 1 and 2)

SR 21

Emissions
G4-EN15,
G4-EN16

Effluents and waste
G4-EN22

Water discharge by quality and destination

SR 21

G4-EN23

Waste by type and disposal method

SR 21

Compliance
G4-EN29

Monetary and non-monetary fines for non-compliance with­environmental laws and regulations
There were no significant sanctions or fines in FY 2016/17.

Labor practices and decent work
All disclosures on management approaches labor practices and decent work

SR 18,SR 22–24

Employment
G4-LA1

Turnover

SR 26

Occupational health and safety
G4-LA6Rate of injury, lost days, occupational diseases, absenteeism,
work related fatalities

SR 26–27

In financial year 2016/17, 309 occupational injury cases were registered (2.8 per 100 full-time employees), 16 in Switzerland (4.3), 72 inGermany (2.9), 24 in the rest of EMEA (1.2), 97 (4.2) in Americas, and100 (2.6) in Asia-Pacific. There were no work-related fatalities.
Training and education
G4-LA10Programs for skills management and lifelong learning

SR 22–23

Diversity and equal opportunity
G4-LA12

Breakdown of employee categories according to indicators of diversity

SR 27

Reasons foromission

Sustainability Report 2016/2017

GRI
referenceContent/reference

GRI content index

Page

35

Reasons foromission

Human rights
Disclosure on management approach human rights

SR 13

Forced or compulsory labor
G4-HR6

Operations and suppliers with risk for incidents of forced or compulsory
labor

SR 15

The pilot launch of the supplier self-assessment survey revealed five
suppliers with above average migrant workforce, which as a vulnerable
group could be more prone to human rights impacts including forced
or compulsory labor.
Human rights assessment
G4-HR9Number of operations subject to human rights reviews

Quantitative
data currently
unavailable

dormakaba commits to developing a dedicated Human Rights Impact
Assessment process in the 2017/18 financial year.
Society
All disclosures on management approaches society

SR 13Anti-corruption
G4-SO4

Communication and trainings on anti-corruption
All Code of Conduct training options (e-learning and live trainings)
have a focus on anti-corruption.

Anti-competitive behavior
G4-SO7

Number of legal actions for anti-competitive behavior, anti-trust andmonopoly practices
There were no legal actions pending or completed for anti-competitive
behavior, anti-trust and monopoly practices in FY 2016/17.

Compliance
G4-SO8

Monetary fines and non-monetary sanctions for non-compliance withlaws and regulations
There were no reported significant fines or non-monetary sanctions for
non-compliance with laws and regulations in FY 2016/17.

SR 13

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GRI content index

GRI
reference

Sustainability Report 2016/2017

Content/reference

Page

Product responsibility
Disclosure on management approach product responsibility
Product and service labeling
G4-PR5Results of customer satisfaction surveys
dormakaba focuses on its value of Customer First by providing quality
service as evidenced by various ISO 9001 certifications, for example in
Switzerland, Japan, China (at four sites) and in the USA (at six sites).
Building strong relationships with distribution partners is important tothe company as well. After dormakaba introduced the new “dormakaba
leadership partner program” in late 2016 in Germany, a successful
Partner Congress event was held in 2017, with more than 450 partners
in attendance.
Customer satisfaction surveys are conducted in various markets. The
scope of the surveys includes, for example, product parameters suchas reliability, quality, design, ease of installation, maintenance, features,ease of use, price and durability. Timeliness of delivery and post-sales
service are also analysed. Further, ratings on sales representatives,project coordinators and certified installers and tech support cover
attributes such as whether the representative was accessible,­professional, knowledgeable and reliable.
During the survey analysis, each comment is reviewed and action istaken immediately, if required. Trends of ratings and comments areanalysed to drive strategy, policy or process changes. Various actions,such as hiring additional staff, training, adjusting service prices, inventory levels and processes in some cases are implemented based on theassessments.
Specific examples of surveys conducted in the reporting year include
that of dormakaba’s distributors in China, which garnered a response
rate of 87 % and an average score of 79.3. In Japan, an online survey
showed an 8-point improvement against a previous questionnaire,and revealed significant improvements to lead time. In the USA, a customer satisfaction survey revealed overall customer satisfaction at
84 % based on weighted averages. In further surveys, Net Promoter
Scores in the USA were at 8.7.

SR = Sustainability Report 2016/17
AR = Annual Report 2016/17

SR 28

Reasons foromission

Contact
dormakaba Holding AG
Daniela Schöchlin
Senior Vice President Group Communications
Stephanie Ossenbach, Project management,
Sustainability Communications Manager
sustainability@dormakaba.com
Hofwisenstrasse 24
8153 Rümlang
Switzerland
Imprint
Editor dormakaba Holding AG
www.dormakaba.com
Data collection and support Sustainserv,
Zurich/Boston
Copyrights © dormakaba Holding AG, 2017
Realization Linkgroup AG, Zurich
Picture credits: © Bombaert Patrick,Alamy Stock Foto / Art & Build Architects(Coverpicture)
Tamara Dukanac, Predrag Engi, Alexa Rodenjohann(Portraits)dormakaba Holding AG
Hofwisenstrasse 24
8153 Rümlang
Switzerland
www.dormakaba.com