---
title: "Sika announces Strategy 2028: non-financial targets worldwide; 20% absolute reduction in Scope 1+2 emissions"
sdDatePublished: "2026-07-28T11:23:00Z"
source: "https://www.sika.com/dms/getdocument.get/5b07f4f8-3459-40c2-93e7-6a79d9c90f69/glo-sika-esg-presentation-072026.pdf"
topics:
  - name: "economy, business and finance"
    identifier: "medtop:04000000"
locations:
  - "Switzerland"
  - "Germany"
  - "China"
  - "Vietnam"
  - "India"
  - "Mexico"
  - "Texas"
  - "United States"
  - "Peru"
  - "Hubei"
  - "Auckland"
  - "Munich"
  - "Thailand"
  - "New Zealand"
  - "Japan"
---


Sika announces Strategy 2028: non-financial targets worldwide; 20% absolute reduction in Scope 1+2 emissions

SIKA
COMMITTED TO
SUSTAINABLE
PERFORMANCE
July 2026

TABLE OF CONTENT
01
Strategy 2028: non-financial targets and focus areas
02
Corporate Governance
03
Corporate Culture
04
Sustainably Sika
05
Compensation System
06
Links & Annex
2

STRATEGY 2028:
NON-FINANCIAL
TARGETS AND
FOCUS AREAS

MEGATRENDS DRIVING SUSTAINABLE GROWTH
4
FURTHER ACCELERATION
Population Growth
Urbanization
Demographic Change
Resource Scarcity
Climate Change &
Sustainability
Increasing Regulations
Technological Progress
Digitalization

NON-FINANCIAL TARGETS STRATEGY 2028
5
GHG EMISSIONS – SCOPE 1, 2, AND 3
Reduction of use of fossil fuels
in production processes and
transportation
Increasing share of green
energy
Optimizing formulations:
Cement reduction, bio-based
raw materials, recycled raw
materials
Supplier engagement to
optimize product-specific
carbon footprint of raw
materials and packaging
Scope 1 and 2
-20%
absolute emission reduction
Scope 3
 in line with net zero pledge

6
SIKA’S NET ZERO PATHWAY – DRIVING THE TRANSFORMATION
NON-FINANCIAL TARGETS STRATEGY 2028
Source: Sika's Way to Net Zero
OUR KEY LEVERS
Accelerated use of alternative
low carbon supplies
Education and
capacity building to
improve material
efficiency and
circularity
Partnerships with key
suppliers who support
Sika’s path
to net zero
Continued focus
on operational
efficiencies
Development of new
technological solutions
for construction and
industry

NON-FINANCIAL TARGETS STRATEGY 2028
7
NATURAL RESOURCES – WATER, WASTE, AND CIRCULARITY
Transition from a linear to a
circular approach
Focus on diverting non-
recoverable waste to
approaches in which
resources are reused or
recycled
Minimize water discharge
volumes and increase the
proportion of reused and
recycled wastewater.
Focus on water management
Natural Resources:
Waste disposed and water discharged
-15% reduction Per ton sold

NON-FINANCIAL TARGETS STRATEGY 2028
8
EMPLOYEE ENGAGEMENT – RECONFIRM OUR HIGH SCORE
Engagement as key
performance metric to
measure resilience and
sustainability. Highly engaged
employees drive performance
and business success
Sika’s strong Corporate culture
as most competitive
advantage
External global employee
survey every two years
>80%
Employee engagement rate

NON-FINANCIAL TARGETS STRATEGY 2028
9
KEY NON-FINANCIAL METRICS – RESULTS

ADDITIONAL NON-FINANCIAL FOCUS AREAS
10
PEOPLE & CULTURE
Diversity
Health & Safety
▪Improving gender balance by
reaching same representation of
women at all levels
▪Ambition to steadily increase
women ratio of total workforce
towards 30%
▪Zero fatalities
▪Lost Time Accidents ≤2 per 1,000 FTE
▪Recordable Injuries ≤ 2 per 1,000 FTE
▪Reduction of hazardous substances

ADDITIONAL NON-FINANCIAL FOCUS AREAS
SAFETY FIRST – PROTECTING OUR PEOPLE
Since 2021, we have significantly
improved our Lost Time Accidents
(LTAs) rate*
from 9.2
to 3.0
9.2
7.1
5.4
3.5
3.0
2021
2022
2023
2024
2025
*Lost Time Accidents per 1,000 FTEs
11

ADDITIONAL NON-FINANCIAL FOCUS AREAS
SUSTAINABLE SOLUTIONS
All new product developments to
be SPM validated with a positive
validation
12
▪The SPM evaluates solutions based on
11 sustainability and 6 performance categories
▪It is used to classify products as sustainable
solutions with a sustainable impact
▪Only SPM validated products can be marketed
under the Sustainably Sika communication
framework
▪Sika’s goal is to manage innovation and
sustainability, minimizing risks and maximizing
opportunities
▪Sika is the 1st company within the specialty
chemicals and building materials sector to
develop and implement the SPM Concept based
on the WBCSD framework

CORPORATE
GOVERNANCE

CORPORATE GOVERNANCE
14
Stakeholders’
needs and
views
Best practice
standards
Openness
and
transparency
Good
Corporate
Governance
▪Good Corporate
Governance safeguards
the company sustainable
development and
performance
▪The Board regularly
assesses Sika’s Corporate
Governance against
regulatory developments,
and best practice standards
▪Sika provides information
on structures, processes,
areas of responsibility,
procedures, rights and
obligations of stakeholders
▪The Board aims to hold a
transparent and open
discussion with all
stakeholders, considering
their needs and views
COMMITMENT TO OPENNESS AND TRANSPARENCY

CORPORATE GOVERNANCE
15
▪Adheres to the SIX Swiss Exchange’s Directive on Information Relating to Corporate
Governance
▪Follows the principles of the Swiss Code of Best Practice for Corporate Governance of
Economiesuisse1
▪Aligned with various international frameworks (ESRS, SASB, ISSB, GRI, CDP, UN SDGs, UN Global
Compact, WBCSD, TCFD, TNFD)
▪Complies with all applicable local laws and regulations where business is conducted
▪The Sika Code of Conduct is binding, even in cases where local laws are less stringent
COMPLIANT WITH STANDARDS AND REGULATIONS
An annual review is conducted to confirm the conformity with the Swiss Code of Obligations, the
Ordinance against Excessive Remuneration (VegüV), the SIX Directive on Corporate Governance and the
Sika Articles of Association concerning Board member independency and the number of external
additional mandates

CORPORATE GOVERNANCE FRAMEWORK
16
STRUCTURES AND RESPONSIBILITIES
AMERICAS
HR, LEGAL &
COMPLIANCE
INNOVATION &
SUSTAINABILITY
FINANCE
CEO
BOARD OF DIRECTORS
ANNUAL GENERAL MEETING
ARTICLES OF ASSOCIATION
CODE OF CONDUCT
VALUES & PRINCIPLES
ORGANIZATIONAL RULES
ASIA/PACIFIC
EMEA
CONSTRUCTION
PROCUREMENT &
SUPPLY CHAIN
COMMUNICATIONS &
IR
OPERATIONS &
EHSQ
DIGITAL
TRANSFORMATION
AUTOMOTIVE &
INDUSTRY

CODE OF CONDUCT (COC)
17
▪Based on Sika’s Values and Principles, available in 49 languages, read and
signed by newly hired employees
▪The Sika CoC underscores its strong commitment to sustainable development,
incl. human rights and environmental protection
▪It reflects all recent policy changes (e.g., Supplier CoC, Global Privacy Policy)
▪Bi-annual commitment by Senior Management and General Managers, and
regular trainings for all employees (incl. those joining through acquisitions)
▪Violations reported to management or via the Sika Trust Line
SIKA CULTURE: INTEGRITY AND ETHICAL CONDUCT
▪HR & Compliance investigates reported misconduct, substantiated cases are reported to the
Audit Committee
▪Substantiated compliance violations lead to disciplinary action and/or organizational
measures
Source: Compliance

SUPPLIER CODE OF CONDUCT (SCOC)
18
▪Commitment to high ethical standards and sustainability
▪Requirements include compliance with the following standards:
▪Universal Declaration of Human Rights
▪The core conventions of the ILO on labor standards
▪All applicable local, national and international laws concerning:
RESPONSIBLE SOURCING
▪Anti-corruption
▪Fair competition
▪Intellectual property, data and privacy
protection
Source: Compliance
▪Sanctions, non-proliferation, and export
controls
▪Environment, Health & Safety (EHS)
protection

HUMAN RIGHTS POLICY
19
▪The policy reinforces Sika’s human rights commitment, building on the CoC,
the SCoC, and all relevant guidelines and processes
▪Sika’s due diligence aligns with international standards to identify, prevent,
mitigate, and remediate any human rights impacts associated with its
activities and business relationships
▪Several channels are available to report concerns or misconduct, including
the Sika Trust Line
▪The following human rights have been identified as Sika’s priorities:
RESPECTING HUMAN RIGHTS ACROSS THE VALUE CHAIN
Source: Human Rights
▪Health and safety
▪Non-discrimination and equal treatment
▪Forced labor and modern slavery
▪Child labor
▪Fair working conditions
▪Freedom of association and collective
bargaining
▪Environmental protection

RESPONSIBLE SOURCING
20
▪Initiative based on the UN Global Compact and Responsible Care® principles
▪Sika is a member since 2020
▪Active collaboration to assess the sustainability performance and positively
impact its progress within the supply chain of the chemical industry
▪Learning and sharing best practices in sustainability with other companies of
the industry
▪Sika takes part in several workstreams within the initiative:
ENGAGEMENT IN “TOGETHER FOR SUSTAINABILITY”
▪WS1: Governance and Partnerships (WS Chair)
▪WS2: TfS Assessments (WS Member)
▪WS3: TfS Audits (WS Member)
▪WS5: GHG Emissions (WS Member)
Source: Responsible Sourcing

BOARD RESPONSIBILITIES
21
The Nomination and Compensation Committee (NCC) holds the responsibility for the succession planning.
The duties of NCC includes:
▪Identification and assessment of potential BoD candidates based on predefined criteria
▪Yearly assessment of the Board and the Board Committees regarding performance,
constitution and independency
▪Yearly assessment of the performance of each member of the Group Management
▪Identification and assessment of potential candidates to the position of CEO
▪Review of candidates for other Group Management positions as proposed by CEO
▪Yearly review and assessment of the succession planning and emergency succession list for positions of
Group Management
BOARD COMPOSITION AND SUCCESSION PLANNING
▪It is of high relevance to have a well-balanced composition of the Board - with an
independent majority – and an appropriate mix of members representing consistency and
renewal.
Source: Board Composition and Succession Planning

BOARD RESPONSIBILITIES
22
▪The Board of Directors should collectively reflect a diverse range of skills, qualifications, and experiences required to
effectively fulfil its duties
▪Board members with a broad range of experience are valued over those with deep specialization in a single area
▪Where needed, the Board engages external experts to provide training or advice on specific topics
▪Information on key skills and experience is available on the website in the detailed view of each Board member
BOARD COMPOSITION AND SUCCESSION PLANNING
The Board skills matrix is used as a tool to evaluate existing and potential Board members
Source: Board of Directors; Board Composition and Succession Planning
4 yrs
average tenure of Board members
33%
women on the Board
Criteria
Board members
Experience
Senior leadership (CEO/other Executive Management roles/chairman)
8/9
Industry experience/business model
6/9
Global organization
9/9
Skills/Expertise
Financial/audit/accounting
5/9
Strategic planning/business development/M&A
9/9
Human capital/talent development/compensation
6/9
Brand value/marketing/sales
4/9
Technology/innovation/sustainability
4/9
Digital/e-commerce/information security
6/9
Governance/legal/risk management
5/9
Operational/manufacturing/supply chain
4/9

RISK MANAGEMENT
23
▪The Board of Directors is responsible for overseeing Sika’s risk management.
▪Sika’s risk management process is regularly reviewed and updated, enabling the company to identify potential
risks more effectively and implement robust mitigation practices. This process is used rigorously to ensure that
any potential risk on the company and its stakeholders is mitigated
RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN
Source: Risk Management
STRATEGIC
OPERATIONAL
FINANCIAL
ORGANIZATIONAL
▪
Price pressure and cost
inflation
▪
Changing product compliance
requirements and regulations
▪
Country risk
▪
Climate change
▪
Geopolitical tensions and
fragmentation in a multipolar
world
▪
Competition law/antitrust
▪
Talent shortage
▪
Business interruption
▪
Cyber and data security
▪
Supply chain - direct material
sourcing
▪
Impairments
▪
Currency fluctuation / FX risk
▪
Environmental, health,
and safety (EHS)
exposures
▪
Reputation risk
▪
Hostile takeover /
activism
▪
Loss of Sika’s unique
culture /
entrepreneurship
TOP RISKS

RISK MANAGEMENT
24
Evaluating climate-related risks and opportunities related to its business and developing appropriate response
measures, as required by the TCFD recommendations, are of vital importance to ensure long-ter