exo-is/governance-reporting-on-listed-companies huggingface dataset:
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CYBERSECURITY
Verve acquisition expands  
cybersecurity offerings
A
s manufacturers continually add hardware  
  and software alongside legacy equipment in 
plants, many organizations struggle to manage and 
protect these assets across an expanded attack 
surface, increasing the potential for cyber attacks. 
Meanwhile, the industry is plagued with significant 
resource and talent shortages needed to implement 
and manage OT cybersecurity programs.
In November, Rockwell acquired Verve Industrial 
Protection, a cybersecurity software and s
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CYBERSECURITY
Developing industrial products that are 
secure by design
Rockwell earns top-level certification for 
product security
W
ith the increasing frequency and sophistication of cybersecurity attacks in 
manufacturing, we’re committed to developing product security that helps our 
customers protect their people, their productivity, and their intellectual property. 
Our Office of Product Safety & Security (OPSS) team enables Rockwell to launch and 
sustain technologies and offerings that are safe for customers and address risks of
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O
ur company is shaped by 
great employees who are 
enabled and inspired to do 
their best work. The values 
and behaviors demonstrated 
through all of us, everywhere, 
every day, drive better 
outcomes for Rockwell, 
our customers, and our 
communities.
Sustainability Report 2023
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Sustainable Communities
Sustainable Company
Sustainable Customers
CEO Letter
About Our Company
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& Progress
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Environmental Performance    |   Employee Health & Safety    |   Our Culture   |   Responsible Supply Chain
sustainable
company
Sunrise on Lake Michigan, United States 
Rockwell headquarters, Milwaukee, Wisconsin
Environmental Performance    |   Employee Health & Sa
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ENVIRONMENTAL PERFORMANCE
Progress toward  
carbon neutral
W
e are advancing our work to understand 
and reduce emissions.
F
irst, we continue to drive carbon efficiency when normalized 
to revenue even as our company brought additional manu-
facturing facilities online through acquisitions. Our progress 
in reducing Scope 1 and 2 emissions in our existing business by 
increasing energy efficiency and greening our fleet enabled us to 
grow our top line with very little increase in our global emissions 
footprint. We continue to improve energy efficiencies, switching to 
hybrid/electric fleet vehicles,
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ENVIRONMENTAL PERFORMANCE
In 2023, our greenhouse gas (GHG) emissions remained flat. Increased emissions with 
the addition of Sensia, a joint venture, and the recent acquisitions of CUBIC, and ASEM 
to Rockwell operations and reporting were offset by the purchase of green energy in our 
Katowice, Poland facility and increased energy efficiency across our portfolio.
n 	 Scope 1  22%   
n 	 Scope 2  78%
Emissions Summary  In metric tons
Total normalized emissions continued to trend in a posi-
tive direction, demonstrating our record of providing 
added value with a simila
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ENVIRONMENTAL PERFORMANCE
Baselining Scope 3
After two years of work, we have completed the assessment and calculation of our 
value chain carbon emissions using fiscal year 2022 data as our baseline. Following the 
Greenhouse Gas Protocol, a cross-functional team worked to
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ENVIRONMENTAL PERFORMANCE
Our goal is to have 85% or more of our waste diverted from landfill 
through recycling, reuse, and energy reclaimation, and we achieved 
that goal in 2023. In FY24, we are increasing our goal to 90%. 
100%
85%
0%
2020
2021
2022
2023
In 2023, hazardous waste accounted for 4.2% of our total waste generated, 
a reduction from 8.8% in 2022. We continued to report waste categorized as 
hazardous in accordance with local law, with streams including electronics 
(classified as hazardous in some countries), lead-containing ma
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Sustainability Report 2023
65
ENVIRONMENTAL PERFORMANCE
250,000
200,000
150,000
100,000
50,000
0
2020
2021
2022
2023
Water Use*  In cubic meters
Rockwell has initiated a process to move beyond an onsite 
water management approach to both site and watershed water 
stewardship in partnership with The Water Council. Rockwell is 
committed to water stewardship, which means using water in a 
way that is socially equitable, environmentally sustainable and 
economically beneficial, and is achieved through working with 
stakeholders on site- and watershed-based actions. 
Of the wa
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Sustainability Report 2023
66
ENVIRONMENTAL PERFORMANCE
A career dedicated to sustainability 
T
hirty-three years. 
That’s how long 
Majo Thurman, senior 
director, EHS and 
Sustainability, has 
worked in this field  
at Rockwell.
Her leadership 
has helped evolve 
Rockwell’s sustainability strategy, focusing on 
where and how to make the biggest difference for 
customers, communities, and the company. Majo’s 
Environmental Health & Safety (EHS) team provides 
a strong foundation for our sustainability work, 
collaborating across functions to prioritize building 
sustainab
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ENVIRONMENTAL PERFORMANCE
Making products more sustainable
C
ustomers rely on our products to improve their operations—
to make processes more efficient and to use less energy.
One of the most visible examples of how we help customers 
become more sustainable is Navid Zargari, who in 2023 was 
named to the newly created position of senior manager, Design 
for Sustainability. Navid is working with a growing team to inte-
grate sustainability design principles, measurement criteria, and 
eventually requirements into our common product development 
processes.
Sustainability c
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ENVIRONMENTAL PERFORMANCE
24 sites certified to ISO 14001 and  
ISO 45001
M
aintaining environmental and safety management system certifications 
at our manufacturing sites is a priority for us. With the addition of our 
Devens, Massachusetts site, we currently have 16 manufacturing locations 
certified to ISO 14001 and ISO 45001, which covers all our manufacturing sites 
with 25 or more employees conducting manufacturing/warehouse activities. 
An additional eight locations, including four CUBIC sites (an October 2022 
acquisition), are certified independently for a total
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Sustainability and operational improvement
The Factory of the Future
I
n February 2023, the Future Industry Platform 
recognized our Katowice plant in Poland (pictured 
at right) as a 2022 Factory of the Future. 
The Future Industry Platform, a Polish governmental 
foundation supervised by the Ministry of Economic 
Development and Technology, was established in 
2019 to accelerate digital transformation within 
Polish industry. The assessment is aimed at iden-
tifying innovative solutions and good practices in 
technological, ecological, and organizational trans-
formation. Companies are rigorously ass
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EMPLOYEE HEALTH & SAFETY
Protecting our people
T
he health and safety of our people remains a top priority at Rockwell. In 2023, we 
managed employee health and safety to respond to challenges prevalent across the 
manufacturing industry: employee turnover and production backlogs. Despite these 
challenges, our global safety performance remained best-in-class.
We focused on strengthening the core of our strong and mature health and safety 
management system certified to ISO 45001. We transitioned fully to a new digital 
employee health and safety management platform, enabl
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EMPLOYEE HEALTH & SAFETY
Safety Performance  PER 100 EMPLOYEES
For FY23, our Recordable Case Rate (RCR)* was better 
than our internal goal of 0.28, and remained best-in-class 
given that the first quartile of Electronic Equipment 
Manufacturing peers have a 0.60 RCR**. We established 
the FY24 goal at 0.27.
Zero fatalities
*Recordable Case Rate: Work-related injury or illness requiring 
more than first aid, per 100 employees
**U.S. Bureau of Labor Statistics (2021)
Note: Rockwell’s recent acquisitions and our Sensia 
joint venture safety performance data are not included
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Our culture principles 
•	Strengthen our commitment to integrity,  
diversity, and inclusion
•	Be willing to compare ourselves to the  
best alternatives
•	Increase the speed of decision making
•	Have a steady stream of fresh ideas
O
ur four culture principles are embedded into our enterprise-wide 
business objectives with executive compensation tied to the 
successful evolution of our culture. These principles describe the 
values that bring our vibrant and evolving culture to life. 
Sustainability Report 2023
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OUR CULTURE
Where the best want to be
Our culture is ...
•	 Our way of doing things.
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DEI    |   Employee Well-being
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OUR CULTURE
Culture as a differentiator
O
ur programs and processes differentiate us as a 
great place to work, and we offer benefits that 
make us competitive in the market. 
We compare ourselves to the best and always strive 
to be better. Because our customers, our employees, 
and our investors all have choices.
We hire, train, and develop our managers to live and 
lead in this culture, to support their people so that 
employees can bring their authentic selves to work. 
We consciously and purposefully build diverse teams 
so that we’re mo
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OUR CULTURE
Measuring the  
employee experience
W
e continue to build on our foundation of measuring 
employee engagement, enablement, inclusion, and culture 
with our annual Global Voices Employee Engagement survey. 
In 2023, more than 21,900 employees completed the survey and 
shared their experiences. As our company grows and employee 
expectations shift, our program is evolving in response. Acting on 
Global Voices feedback validates what employees see and feel and 
helps to create a place where people are enabled and inspired to 
do thei
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DEI    |   Employee Well-being
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OUR CULTURE: DIVERSITY, EQUITY & INCLUSION (DEI)
“Diversity in its truest sense means  
difference—we value different  
perspectives, points of views,  
backgrounds, and experiences.”
	 Bobby Griffin   
Chief Diversity, Equity & Inclusion Officer  
Rockwell Automation
Our DEI priorities
•	 Establish a diverse, equitable, and inclusive work environment where all 
employees experience trust and belonging so they are enabled and inspired 
to do their best work
•	 Optimize internal and external talent pools and pipelines by attracting, 
devel
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OUR CULTURE: DIVERSITY, EQUITY & INCLUSION (DEI)
INDIVIDUAL CONTRIBUTORS
Female	 34%	
Male	 66%
PEOPLE MANAGERS
Female	 27%	
Male	 73%
TECHNICAL TALENT
Female	 19%	
Male	 81%
MANUFACTURING LABOR
Female	 46%	
Male	 53% 
Undisclosed  1%
n	
8%	 Black / African American
n 	 11%	 Asian  
n 	 5%	 Latinx  
n 	 70%	 White  
n 	 2%	 Multiracial, Native American, 
Pacific Islander  
n 	 4%	 Undisclosed  
INDIVIDUAL CONTRIBUTORS
Black / African American	
9%
Asian	
11%
Latinx	
5%
White	
69%
Multiracial, Native American, 
Pacific Islander	
2%
Undisclosed	
4%
PEOPLE MANAGERS
Black / Af
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OUR CULTURE: DIVERSITY, EQUITY & INCLUSION (DEI)
Curiosity launches a career in sustainability
G
rowing up in Johannesburg, South Africa, Sinethemba (Themba) Zulu attended 
the University of Cape Town, focusing on a new field, mechatronics. 
Joining Rockwell in 2018 straight from his undergraduate studies—the first participant 
from Africa to join Rockwell’s EMEA graduate program—Themba considered himself 
an engineering generalist. Linking up with a team in 2020 to compete in the company’s 
annual Global Innovation Challenge was his first exposure to sustainability.
Throu
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OUR CULTURE: DIVERSITY, EQUITY & INCLUSION (DEI)
Growing a post-military career
C
ari Tralongo, a 30-year Air Force and Air National Guard 
veteran, applies the important skills she developed 
during her military career to her job at Rockwell as a 
Lifecycle Services workforce consultant. Here, she facili-
tates and coaches leaders on executing long-term workforce 
strategy, transforming the technical workforce through 
training and development to meet the evolving demand for 
technology skills.
Cari’s people management and development skills were 
crucial during her overs
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OUR CULTURE: DIVERSITY, EQUITY & INCLUSION (DEI)
Encouraging connection, community,  
and belonging
Employee resource groups (ERGs) are organizationally supported groups of 
employees who are drawn together by characteristics they hold in common, such 
as race and ethnicity, gender, sexual orientation, generation, and disability status. 
With 66 chapters across 20 countries, our 14 ERGs provide a global network of 
multicultural, multi-generational employees committed to helping to create safe, 
enriching places for connection, community, and belonging. 
Learn more about o
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OUR CULTURE: EMPLOYEE WELL-BEING
Building momentum  
with health and well-being
E
nabling and inspiring people to do their best 
work is a sustainability priority for Rockwell. 
We know that people who perform their best at work 
also perform their best in life physically, financially, 
socially, and emotionally. 
To support employees holistically, in 2023 we worked 
to expand employee engagement with OnTrack, a 
personalized well-being program employees can 
use anytime, anywhere, throughout the day, to build 
positive, healthy habits.
OnTrack is designed to encourage sus
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OUR CULTURE: EMPLOYEE WELL-BEING
Elevating mental health
Stepping up for the ROK Our World Challenge
R
ockwell’s Thaddeus Stanley, a continuous 
improvement technician, understands 
the power of a greeting and a smile. His habit 
is saying hello to everyone in his area every 
day at work. At the local pizza place he and his 
wife own in Richland Center, Wisconsin, giving 
customers a cheery greeting is a must-do for 
his employees. In his role as a Rockwell Well-
Being Champion, week-long local OnTrack challenges to say hello to 
someone new, and to greet someone with a sm
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RESPONSIBLE SUPPLY CHAIN
Supply chain partners share 
commitment to excellence
O
ur diverse suppliers recognize the importance 
and value of sustainability for the mutual benefit 
of our partnerships, customers, communities, and 
the world.
With our suppliers, we continue to create a more 
responsible supply chain aligned with the needs of 
our customers and society’s changing expectations. 
Just as we did at the corporate level with our 2020 
materiality assessment, we turned to outside experts 
to help us assess opportunities to improve the 
sustainability of our supply
Keyword: governance
Influencing environmental, social, and governance  
excellence across our supply chain
Sustainable Communities
Sustainable Company
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RESPONSIBLE SUPPLY CHAIN
Socially responsible leadership
A diverse, ethical, socially responsible, environmentally sound, and 
sustainable supply chain is important to Rockwell. We partner with orga-
nizations that share our commitment to these values and believe that all 
suppliers should manage and report their social and environmental objec-
tives. We collaborate with customers, suppliers, industry gro
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Sustainable Communities
Sustainable Company
CEO Letter
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sustainable
communities
W
e value human 
connection and caring 
for people in meaningful 
ways. Our intentional and 
purpose-driven strategy 
creates opportunities and 
expands human possibilities 
through investments in 
people and the communities 
where we live and work, 
having an impact that 
extends beyond our own 
organization.
Tree-lined riverbank, Pang Ung, Thailand
Rockwell volunteers refurbish a scho
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Community Impact    |   STEM Education    |   Disaster Relief & Recovery   |   Workforce of Tomorrow
COMMUNITY IMPACT
Aligning our work
To make a greater impact with our resources, we partner with organizations that align with  
our philanthropic priorities in these four areas:
Science, Technology, Engineering, and Mathematics (STEM) Education
To prepare the world’s innovators and makers of the future, we focus on 
improving and increasing STEM education programs, particularly among  
women and underrepresented groups.
Equity and Inclusion
It’s a big world. And the more we include diverse perspectives in business 
decisions, the better we meet changing demands. That’s why we support 
or
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COMMUNITY IMPACT
Service and commitment yield results
We recognize the impact of service and the power of volunteers 
to build stronger communities, and to be a force that transforms 
the world. At Rockwell, we celebrate the spirit of volunteerism 
globally. We’re pleased to share some of these wonderful stories 
from across the world.
Community impact with ROK in Action
R
OK in Action gives employees worldwide an 
opportunity to make an impact on their  
communities in ways that are most meaningful  
to them. We expanded this volunteer program 
globally in FY23. ROK in Action includes:
•	 Volunteer paid time off. Employees have 24 
hours of benefit time to use for volunteering 
during
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I
n August, we announced plans to collaborate with Fork Farms, a Wisconsin-based 
agriculture technology startup company, to build a highly automated, indoor 
7,300-square-foot hydroponic vertical farm at our Milwaukee headquarters by 
summer 2024.
Hydroponic farming is a technique used to grow plants without soil. Hydroponic 
farmers use containers filled with nutrient-rich water without the need for large plots 
of land.
Once fully operational, Clock Tower Farms—named in recognition of the iconic four-
sided clock atop our headquarters—will be capable of producing 540,000 plants and 
as much as 149,000 pounds of food annually—the equivalent of more than three acres 
of conventional fa
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COMMUNITY IMPACT
In June, employees celebrated World Environment Day in India with 
activities across the country, including the installation of solar lights in 
eight schools and 100 households, tree planting, and sapling distribution.
In July, Rockwell volunteers worked with the Chinese 
Children Home & Shelter Association to host more than 
20 young people at the Rockwell Automation and Feng 
Chia University collaborative Industrial IoT Laboratory 
and Exhibition Center in Taichung City. Employees 
shared professional experiences and gave hands-on 
presentations introducing participants to robot tech-
nology, the latest autonomous vehicle systems, and 
other cutting-edge smart machin
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COMMUNITY IMPACT
Employees refurbished 
a school library in the 
Pathum Tani province 
in March. In addition to 
brightening the space 
with fresh paint, they 
filled up new shelves with 
more than 100 donated 
or purchased books (see 
photo on p. 84).
Employees in Sāo Paulo, Brazil, delivered donations 
of essential items to Casa Transitoria, an organization 
focused on providing a safe place for children in need.
ROK Your Care, based in Latin America, supports 
employee volunteer efforts across the region. In 
June, 15 employees from Argentina partnered with 
NGO Techo to build houses for two local families. 
Volunteering in 
Thailand
Helping children in Brazil
Building homes in Argen
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COMMUNITY IMPACT
Pollination is a fundamental process for 
the survival of ecosystems, essential 
for the production and reproduction 
of many crops and wild plants. In 
October, employees built “bee hotels” 
in a team-building activity during the 
annual EMEA sales kickoff meeting in 
Valencia, Spain. Dozens of hand-built 
hives were constructed, some of which 
were donated to local schools for use in 
educational projects.
More than 1,000 students explored the world of modern manufacturing 
through a variety of hands-on activities at Manufacturing Day events held in 
Milwaukee (right) and Cleveland in October, powered by Rockwell volunteers.
Buzzing with bee hotels
Celebrating Manufac
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STEM EDUCATION
Engaging students with FIRST® 
W
e focus our investments and our time to 
help develop people who will be ready 
to solve the world’s next challenges. To inspire 
students to pursue a career in STEM, we concen-
trate on building a strong educational foundation, 
especially for young women and underrepre-
sented groups, through programs like FIRST® 
(For Inspiration and Recognition of Science and 
Technology). This robotics community prepares 
young people for the future through inclusive, 
team-based robotics programs, helping to build  
the workforce of tomorrow. 
Learn more about our STEM outreach programs.
Representing Rockwell 
Automation Singapore in April, 
13 stude
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STEM EDUCATION
In August, Rockwell volunteers from Pune, 
Bengaluru, and Noida, India, supported the regional 
World Robot Olympiad (WRO) in different schools 
across India. In addition, volunteers judged the WRO 
India National Championship 2023 at the India Expo 
Centre, Greater Noida. The WRO is one of the largest 
robotics competitions in the world and the largest 
STEM competition in India. In collaboration with 
the India STEM Foundation, Rockwell supported 12 
schools across India to participate in regional events 
and sponsored four teams to compete at the WRO. 
The Milwaukee Riverside 
High School robotics team 
spent years growing interest 
in STEM. The team, along 
with 20 ot
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STEM EDUCATION
Empowering the next generation
I
n 2023, the Rockwell Automation Robotics Room opened in the Great 
Lakes Science Center in Cleveland, Ohio. It is the new, permanent work-
space for six robotics teams sponsored by the Science Center through the 
Great Lakes Science Center Robotics Initiative, a collaboration with the 
Cleveland Metropolitan School District that provides high school students 
with the curriculum, mentorship, and resources to participate in FIRST® 
Robotics Competitions.
The six teams, including a district-wide all-girls team, are from traditionally 
underrepresented student populations. About 130 students prepared for the 
competition using individual work
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DISASTER RELIEF & RECOVERY
Supporting disaster relief efforts
I
n fiscal year 2023, Rockwell supported the American Red Cross and its efforts to provide  
emergency shelter, relief supplies, meals, and other support in the aftermath of natural disasters.
•	 During hurricane season, Rockwell’s $50,000 donation supported disaster relief for Hurricane Ian 
and other storms. This donation followed the company’s month-long campaign to match employee 
donations 2:1 to the American Red Cross for its relief efforts following Hurricane Fiona, which 
devastated Puerto Rico in September 2022.
•	 When two deadly earthquakes hit Türkiye and Syria in February, impacting the area’s most vulner–
able
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WORKFORCE OF TOMORROW
Accelerating entry into the  
advanced manufacturing workforce
Advanced manufacturing is creating demand for people who have the knowledge and skills to optimize innovative new 
technologies. Developing this talent pipeline for our company and our customers is vital for future success.
Solutions for the skills gap
T
he “skills gap” is a broad term used within manu-
facturing to encompass the depths of today’s 
talent shortage, the evolution of jobs due to technology 
and industrial automation, and ways that manufacturers 
can solve this shortage while preparing their future 
workforce for success.
Though the skills gap has existed for more than two 
decades, the ne
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“Through collaboration and 
partnerships, we’re creating 
inclusive pathways into 
well-paying manufacturing 
careers.”
Michael Cook 
Director, Global Academic Enablement  
Rockwell Automation
WORKFORCE OF TOMORROW
Partnership and collaboration
I
n 2023, our Global Academic Enablement team continued to reduce 
time-to-productivity for new employees by helping ensure all students 
have access to learning on the most advanced manufacturing technologies. 
We’re building talent pipelines of diverse, qualified workers for our custom-
ers and our company.
We collaborate with industry and academic partners that share our drive 
to accelerate students’ entry into the manufacturing workforce. W
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I
n 2023 we partnered with the United States Agency for International 
Development (USAID) Higher Education Partnership Initiative (HEPI) to 
develop advanced automation teaching labs at Indonesian universities. 
HEPI is a U.S.-Indonesian partnership that connects U.S. universities to 
quality Indonesian academic programs. The teaching labs will help students 
prepare for in-demand careers with Indonesian manufacturers. 
Rockwell provides hardware, software, and training support. We’re also 
working closely with the USAID HEPI project team to co-design and 
implement the labs with HEPI mentor hub university partners, including 
Universitas Hasanuddin, Bina Nusantara University, and Inst
Keyword: governance
Governance  
& Integrity
Table of Contents
Sustainable Customers
WORKFORCE OF TOMORROW
Supporting Canadian students in their quest for skills
PHOTO COURTESY OF HUMBER COLLEGE
Humber College competition partners Paxton Coghlin (right) and Dillon Kong 
qualified to represent Team Canada at the WorldSkills 2024 competition by 
winning at the local, provincial, and national levels. 
H
umber College students Paxton Coghlin and Dillon Kong can build automated 
manufacturing systems like professionals. The mechanical/programmer 
duo is training for the 2024 WorldSkills Competition in France using Rockwell 
programing software and hardware. In addition to their Electromechanical 
Engineer Technology program coursework, they spend 40 hours a week on 
systems-
Keyword: governance
Governance  
& Integrity
Table of Contents
Sustainable Customers
WORKFORCE OF TOMORROW
Pipelining talent in Ireland for life sciences manufacturing
C
ork, Ireland is a globally recognized technology hub, especially for the biotech, pharmaceutical, and 
medical device industries. To meet growing demand for skilled life sciences manufacturing talent, we 
partnered with Munster Technological University (MTU) in Cork to integrate learning on Rockwell advanced 
systems in its curriculum. Rockwell is working with the Department of Applied Sciences with a particular focus 
on process control and automation for the life sciences industry. For the first time in 2023, fourth year MTU 
engineering students developed their final practical projects using Rockwell
Keyword: governance
Governance  
& Integrity
Table of Contents
Sustainable Customers
WORKFORCE OF TOMORROW
Expanding student pathways into manufacturing roles
R
ockwell continues to partner with high schools, technical colleges, and 
four-year-degree institutions to increase inclusive participation in the 
digital economy, expanding student learning on advanced manufacturing 
technologies. Partnerships like the ones below innovate traditional models 
of education and help ensure students build the skills needed in high-de-
mand, well-paying manufacturing jobs.
In Ohio, a Rockwell-FANUC collaboration which began in 2012 now provides 
two-year apprenticeship opportunities to Cleveland students in the Mach3 
program, which uses Rockwell curriculum, technology, and equipmen
Keyword: governance
Governance  
& Integrity
Table of Contents
Sustainable Customers
WORKFORCE OF TOMORROW
Creating a bridge
Helping military veterans redeploy their skills 
in manufacturing
O
ur Academy of Advanced Manufacturing (AAM) reached a milestone in 2023: 
More than 400 military veterans have graduated from the program, which 
helps veterans accelerate their transition to family-sustaining jobs in industry. 
Rockwell and ManpowerGroup launched the program in 2017. During a 12-week 
period, veterans expand their technical skills through classroom and laboratory 
training in our Milwaukee and Cleveland facilities. Then, they take part in a hiring 
process that nets each veteran an average of two career offers. The placement rate 
over AAM’s six-year history is 90
Keyword: governance
Governance  
& Integrity
Table of Contents
Sustainable Customers
WORKFORCE OF TOMORROW
Expanding workforce development
W
e co-hosted a workforce development forum at our headquarters in November 
with Business Roundtable, an association of more than 200 CEOs from America’s 
leading companies. Attendees from government and private industry toured our Milwaukee 
AAM training site and 
production facility. 
An onsite panel discus-
sion about how to scale 
workforce development 
in Wisconsin and make 
upskilling opportunities 
more accessible featured 
Rockwell Chairman & CEO 
Blake Moret, Johnson 
Controls Chairman & CEO 
George Oliver, and U.S. 
Representative Bryan 
Steil (R-WI), who partici-
pated virtually. 
Vets Ready recognition
T
he Wisconsin Dep
Keyword: bribe
ranging from anti-bribery and conflicts
platforms. The Ethics and Compliance 09 We will communicate honestly
of interest to preventing money laundering
and with integrity.
function also works to involve senior
and adhering to data privacy laws.
leaders in its communications efforts. 10 We will create a culture where
employees take responsibility
for ethical behavior.INTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 59
ETHICS AND COMPLIANCE //
CUMMINS SUPPLIER MAINTAINING THE CODE
The function has also initiated a recognition SUPPLIER CODE OF CONDUCT CODE OF CONDUCT
program to honor regions, business Cummins relies on its employees
The supplier code, meanwhile, states
units, functions and employees within the The Cummins Supplier
Keyword: bribe
Anti-bribery and Prohibited Payments is working to ensure its ethical culture, Employee
and conserve 41% 37% 43% 49%
Policy to the Employee Non-retaliation critical to sustainability and long-term natural resources. terminations**
Policy and the Treatment of Each Other success, remains strong.
at Work Policy. 07 Assist Cummins in Median days 22 17 27 28
enforcing the code. to close***
Easy access to these policies
help Cummins create an ethical Cummins requires a verification
* Substantiated cases are now calculated on cases only
work environment where employees response from suppliers that they investigated through the Ethics Investigation Process.
know what is expected of them to are following the Supplier Code of ** The termination rate is now calcu
Keyword: bribe
Cummins is committed to employees in the Purchasing function when ETHICS CERTIFICATION Anti-Bribery and
5,634
visiting suppliers to check on worker safety, Prohibited Payments
protecting human rights, both
environmental issues and other concerns. Each year Cummins requires the
Carefully Communicating with
exempt employee population to certify 253
across its supply chain and In establishing the policy, Cummins Technology and Social Media
they have followed company compliance
assessed the company’s risk for violations, policies during the 12 months prior, Code of Business Conduct 669
within the company.
determining the greatest threat exists and to disclose any witnessed behavior
deep in the company’s supply chain. that violates company ethics standards. Conflicts of Interest 526
Outside vendors providing services such
The annual process r
Keyword: tax
company worked with legislators to support the inclusion of energy tax credits to hasten the adoption of new energy on Chinese imports, which have
technologies, including battery-electric and hydrogen-fueled engines and fuel cells, throughout the value chain. contributed to the increase in prices Timely and effective constituent service.
throughout the supply chain as well Political leadership or organization.
From the opening days of debate on the bill when Cummins’ Senior Vice President Tony Satterthwaite testified before
as in transportation costs.
Support for the company’s values.
the Senate Energy and Natural Resources Committee, to the closing days before a final vote when Cummins Chair
and CEO Jennifer Rumsey participated in a webinar with President Joe Biden, Cummins was integral to ensuring When Russ
Keyword: tax
vehicles, ensuring that there are clear 527 tax-exempt groups in the United
and enforceable standards for the States engaged in political activities
industry while maintaining a priority or make payments to influence ballot
issues, unless the issues are directly
on environmental protection.
tied to the company’s core values
The company also filed comments on and business interests.
the Security and Exchange Commission’s
In those cases, Cummins is
(SEC) proposed rule on climate-related
committed to publicly disclosing any
financial disclosures.
payments, including recipient names
and amounts. The company made
no such payments in 2022.
Cummins Chair and CEO Jennifer Rumsey
(far left and far right on screen) participated
in a webinar held by the Biden administration
on the carbon reduction
Keyword: tax
strictest for gensets anywhere in the world voter participation, and opposes Business Roundtable $75,000 Trade, environment, taxes
and go into effect in August 2023, with the restrictions on voting access.
goal of reducing air pollution by 60 to 70%. Engine Manufacturers Association $6,940 Truck and engine
The company also continues to support manufacturing
efforts to improve immigration processes
SOCIAL
and advocated for fair Deferred Action U.S. Chamber of Commerce $10,000 Immigration, taxes
Cummins continued its long history for Childhood Arrivals (DACA) legislation.
of advocating on issues that impact Cummins believes that creating diverse
American Trucking Association $20,326 Trade, environment
its employees, their families, and the and inclusive work environments is
communities in which the company essential to the company’s success.
operates. Through its Cummin
Keyword: tax
operations in Russia. The tax rate in
2022 was 22.6% with a net zero impact
from discrete tax items. 2018 $23.8 billion
2017 $20.4 billion
0 5 10 15 20 25 30
* Revenues excluding Meritor were $26.2 billion in 2022.INTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 79
FINANCIAL //
2022 REVENUE BY SEGMENT*
Destination Zero is Cummins’ strategy to Other 2022 highlights included:
33% 27%
make meaningful reductions in carbon and
Consistent with Destination Zero,
other emissions through advanced internal
Cummins also unveiled in 2022 the ENGINE DISTRIBUTION
combustion technologies widely accepted
industry’s first unified, fuel-agnostic
by the market today, while continuing
internal combustion powertrain platforms.
to invest in and advance z
Keyword: governance
Cummins Inc.INTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 1
CEO LETTER //
POSITIONED FOR As a leader in our industry, Cummins has
the incredible opportunity, and responsibility,
IMPACT ON THE WORLD’S
to be part of the solution to the world’s
BIGGEST CHALLENGES
climate challenges.
Our business and environmental strategies There will certainly be risks in this journey,
are aligned to capture the growth opportunity but Cummins has a proven track record of
decarbonization presents for Cummins and outsized growth in the markets we serve,
its stakeholders, as we strive to reduce our while delivering for our stakeholders—
company’s environmental impact on the customers, investors, employees,
planet while strengthening the communities communities and others.
in
Keyword: governance
to achieve carbon neutrality. we are working to address climate changeINTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 2
CEO LETTER //
across all aspects of Cummins— Cummins, Chevron and Walmart In recent years, we have also navigated Our more than 73,000 employees power
improving our operations as we develop announced an agreement to integrate numerous supply chain and operational innovation across our company today.
new products, working closely with our Cummins’ X15N natural gas engine, challenges, delivering record 2022 Attracting, building and retaining the
customers and suppliers. powered by renewable natural gas, revenues—a testament to the capability best talent will be critical to our
into Walmart’s heavy-duty truck fleet and dedication of our employees. continued success.
Here are just a few highlights f
Keyword: governance
to decarbonize their profile.INTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 3
CEO LETTER //
Leaders learn they need to make time for our employees, see our 2023 Human began in 2018. CARE: Cummins
JENNIFER RUMSEY
coaching as well as help the employees Capital Management Report. Advocating for Racial Equity has helped
they supervise access all of the training and more than 400 Black-owned businesses
Graduate, development opportunities available at a BUILDING STRONGER COMMUNITIES since its founding two years ago and has
Columbus East High School, Fortune 200 company like Cummins. influenced more than a half-dozen law
The health of our communities affects the
Columbus, Indiana, 1992. and policy changes in the U.S.
Embedding diversity, equity and inclusion health of our people
Keyword: governance
REERACINTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 4
CONTENTS //
1 17 36 55
INTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE & ECONOMIC
1 CEO LETTER: Positioned for 17 Cummins strives to reduce environmental 36 Building more prosperous 55 Cummins board offers key oversight
impact on the world’s biggest challenges impact of its operations and products communities is a Cummins priority on company’s sustainability efforts
5 Sustainability at Cummins 18 Planet 2050 overview 38 Community impact and giving 57 Cummins board members
6 About the cover 19 GOAL NO. 1: Cummins sees 39 Preparing youth with technical skills 58 Ethics and compliance is critical
progress on goal to reduce training for the present and future to Cummins’ success
7 Choosing report topics
Keyword: governance
for a better environmentINTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 5
OVERVIEW //
SUSTAINABILITY The company’s goal is for this report to The Task force on Climate-related is reviewed under Apex’s limited data
help Cummins’ stakeholders hold the Financial Disclosures (2021, 2022). assurance process.
company accountable for the way it lives
AT CUMMINS The Sustainability Accounting For Cummins’ environmental data,
Cummins’ mission, vision, and values.
Standards Board (2019). company facilities include all consolidated
The GRI Content Index and operations and joint ventures that are part
Data Book (2019). of the Cummins Enterprise Environmental
Management System. This data includes
Cummins’ approach to sustainability
In 2021, Cummins also issued its first Human 2022
Keyword: governance
reporting, and governance and economic
they are and what they aspire to achieve.
reporting. Cummins strives to be consistent
CUMMINS AND
ABOUT CUMMINS’ DATA
Cummins has long believed success is with the reporting structures established MANDATORY REPORTING
about more than just the bottom line. In by the Global Reporting Initiative (GRI) The data in this report primarily focuses on
Cummins is committed to meeting
fact, the company maintains its approach and other top sustainability platforms. company performance in 2022. Cummins
the mandatory sustainability reporting
to environmental, social and governance works with Apex, a leader in verification and
Since 2019, the company has posted regulations in every country where they are
is a competitive advantage. The compan
Keyword: governance
has long followed the stakeholder model environmental, social and governance data.
frameworks in addition to this report: of Cummins’ Code of Business Conduct—
of business and the idea it best serves any Apex’s assurance letter will be posted in
“We follow the law everywhere.”
individual stakeholder by serving to the best The CDP’s (formerly the Carbon Cummins’ Sustainability Document Archive
of its ability the needs of all stakeholders— Disclosure Project) Water and as soon as it is available. The company has assembled a team to
customers, employees, investors, regulators, Climate platforms (2019, 2020, lead its efforts under the direction of
More than 75% of the environmental,
communities and more. 2021, 2022). Cummins’ Global Risk function.
social and governance data in this reportINTRODUCTION ENVIRONMENT SOCIAL
Keyword: governance
GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 6
OVERVIEW //
ABOUT THE COVER
Looking back, 2022 will be remembered as an exciting year of change
as the company welcomed new leadership, a critical new strategy
and an acquisition key to the implementation of that strategy.
A B
Jennifer Rumsey was named the company’s first female Chief (D) The company was honored to be named
Executive Officer in 2022. The company rolled out its Destination to the S&P Dow Jones World Sustainability
Zero product decarbonization strategy in 2022. And Cummins Indices for a second consecutive year.
acquired Meritor, Inc., a leading global supplier of drivetrain, The honor was noted on the Nasdaq
mobility, braking, aftermarket and electric powertrain solutions Tower in
Keyword: governance
water quality in the region. E FINTRODUCTION ENVIRONMENT SOCIAL GOVERNANCE
2022–2023 SUSTAINABILITY PROGRESS REPORT | 7
MATERIALITY MATRIX //
CHOOSING
Climate action –
Financial management product GHG emissions
REPORT TOPICS
Human capital
management Product
innovation
Ethics and compliance
Emissions compliance
Cummins uses a reporting matrix to help the sustainability
Product lifecycle
Diversity, equity Supply chain
reporting team determine what topics are sufficiently and remanufacturing
and inclusion management
important for inclusion in the Sustainability Progress Report. Waste reduction
Organizational
Health and safety
IP protection resiliency
stakeholder requests for information,
Material sourcing
the company’s risk evaluation process Cybersecurity –
data and products
and other information sources. Public ad