Henkel’s commitment to leadership in sustainability is deeply embedded in our values. Maintaining a balance between economic success, protection of the environment, and social responsibility has been fundamental to our corporate culture for decades. This approach applies to every business unit and function, and our more than 53,000 employees all over the world have firmly embraced the principles of sustainable development in their daily work and think and act accordingly.
Our sustainability strategy: achieving more with less
To maintain this lead in the future, we have developed a long-term sustainability strategy and set a straightforward yet ambitious goal for the year 2030: By this year, all Henkel products and processes should be three times as efficient as they are today (“Factor 3”).
This aim addresses one of the central challenges we will face in the future: decoupling growth from resource consumption. Instead, we want to create more value – for our customers and consumers, for the communities we operate in, and for our company – while reducing our environmental footprint at the same time. Achieving more with less – this is the idea at the heart of our sustainability strategy which guides all of our business processes and activities.
News & Stories
Publications
Sustainability Report 2017
Sustainability at a glance
Ratings, rankings & indices
Henkel Awarded Gold Assessment Category
As a member of the “Together for Sustainability” initiative, Henkel’s sustainability management was assessed by the international rating agency, EcoVadis. Based on its corporate social responsibility rating, Henkel was placed in the highest assessment category.
Included in FTSE4Good since 2001
For the 18th consecutive year, Henkel is included in the FTSE4Good Index Series, which was first introduced by the Financial Times and the London Stock Exchange in 2001.
Industry Leader at Oekom
In the Corporate Responsibility Review 2017, by Oekom Research, Henkel was ranked as the best company in the Household & Personal Products category.
