Navigation ein-/ausblenden

Goals & Measures

Economy

Show table
economy
Long-term goals Status in 2013 Goals / measures in 2014
Growth Our sales should grow faster than the ­market over the long term (2 to 3 % per year on average) Sales growth: +6 % to € 1,830 million
Fourth largest company in the F & F industry
Market share 11 %1
Sales growth > market growth
Profitability We want to consistently be among the most profitable companies in the industry EBITDA margin: 20.4 % EBITDA margin: about 20 %
We want our shareholders to participate in our economic success by way of the attractive dividend we distribute Dividend proposal for fiscal year 2013: € 0.70 per share
Earnings per share: € 1.46
Earnings per share > 2013
Finances The ratio of net debt2 to EBITDA should be in a corridor between 2.0 and 2.5 in the medium term3. Net debt2/EBITDA: 2.0 Net debt2/EBITDA: 2.0 to 2.5
Portfolio An increase in the proportion of products in our portfolio that contribute to health and well-being 26 % of sales (2012: 25 %) Continued above-average growth in the Life Essentials and Consumer Health segments
We develop new active ingredients for healthier nutrition and skin protection New research center opened and research loan of € 125 million obtained.
Focus: functional ingredients for cosmetics and healthy nutrition
Continued emphasis on research and development in these areas

1 Related to the relevant AFF market of € 17.4 billion • 2 Including provisions for pensions and similar obligations • 3 It is possible to exceed this range in the short term, by making acquisitions within the framework of our strategy, for example.

Environment

Show table
Environment
Long-term goals Status in 2013 Goals / measures in 2014
Minimizing
Our
Ecological
Footprint
33 % less CO2-emissions by 20201
33 % less energy consumption by 20201
33 % less waste volumes by 20201
33 % less water consumption by 20201
33 % less wastewater production by 20201
Change of – 9.3 %1
Change of –  9.1 %1
Change of –16.9 %1
Change of – 8.3 %1
Change of – 12.3 %1
CO2emissions: –4 %2
Energy consumption: –4 %2
Waste volumes: –4 %2
Water consumption: –4 %2
Wastewater production: –4 %2
Reducing the environmental impact of our processes and systems Planning a new, energy-efficient powerplant; 66 % of our raw materials (by volume) are now covered by Carbon Disclosure Project (CDP) Scope 3 reporting guidelines Setting up a framework program on biodiversity conservation and a research cooperation on biodiversity impact assessment
Continually increasing process efficiency Independent DQS audit of internal processes in research, development, manufacturing and sales with regard to (environmental) efficiency Transfer recommendations from the audit into business processes
Consistent Application of Sustainability Criteria When Sourcing Raw Materials Improving the environmental impact of strategic synthetic raw materials8 Opening of a catalysis laboratory to advance strategic research in green chemistry Research projects on renewable sources of key raw materials
Source 100 % of key agricultural raw materials from sustainable sources by 20203 – GAP5 certification for our onions
– Expansion of SAN4 certification for our vanilla
– CENSO6 certification for our lavandin
– Launch of sustainable shea butter from Ghana
Developing a corresponding perfomance indicator; expanding our total portfolio of certified raw materials and the volume of our RA7 certified vanilla

1 Compared to the base value from 2010 per ton of product produced • 2 Compared to the previous year’s figure per ton of product produced • 3 The previously separate goals “Increasing the share of raw materials that meet agricultural sustainability standards” and “Increasing the share of raw materials certified according to sustainability standards” have been developed into this new, quantifiable goal. • 4 Sustainable Agriculture Network • 5 Good Agricultural Practice • 6 CENSO is a sustainable development approach for the French lavender and lavandin essential oils sector • 7 Rainforest Alliance • 8 For the sake of clarity, the goal “Performing sustainability and risk evaluations for key raw materials” has been included here. In 2013, it has been addressed by the development of specific environmental impact metrics for aroma raw materials.

Employees

Show table
Employees
Long-term goals Status in 2013 Goals / measures in 2014
Constantly Increasing Employer Attractiveness Minimizing unwanted employee fluctuation Fluctuation rate: 4.4 % (previous year: 5.3 %) Further reduction of the fluctuation rate
Active involvement of our employees in the company’s development Implementation of measures derived from the International Employee Engagement Survey 2012 Maintain regular feedback sessions and team events like townhall meetings
Transparent communication with our employees Redesign of internal online media and launch of new “SymPortal” employee platform Train employees in the use of “SymPortal” and continue implementation
Expansion and Retention of Employee Know-how Providing appropriate and relevant professional development measures Professional development expenses: € 2.7 million (previous year: € 2.5 million). Targeted support of our employees with training and professional development through career@symrise
Encouraging professional development and the assumption of responsibility Implementation of the introduced placement ratio guidelines for internal applicants “Symrise Future Generation”: Prepare 20 to 30 young talents for key positions on the basis of an individual talent management approach
Introduction of an initiative for career development: career@symrise Individual career development and succession planning within career@symrise for all manager and director level positions Promote cross-functional and cross-regional know-how transfer through team events and assignments
Promoting
Diversity Among
Our Employees
Promoting the diversity of expertise Recognition by the Women’s Career Index for high efforts in promoting women at work organizing their family life in parallel Implement a new long-term goal: “Increasing the share of women in leadership positions to 20 % by 2020”
High proportion of local employees > 90 % (at previous year’s level)
Maximizing Occupational Safety and Health Low accident rate (MAQ)1 MAQ: 5.3 (previous year: 5.3) Continuation and Expansion of “Symply Healthy” awareness campaign and intervention program
Low accident severity (USQ)2 USQ: 51 (previous year: 99)

1 MAQ = Accidents subject to reporting requirements x 1,000,000/working hours (accidents subject to reporting requirements > 1 working day) • 2 USQ = Sick days x 1,000,000/working hours

Society

Show table
Society
Long-term goals Status in 2013 Goals / measures in 2014

100 %
Responsible Sourcing
Assessment of our 250 most important suppliers according to SEDEX criteria by 2015 > 190 suppliers have been assessed Assessment of at least 50 more suppliers according to SEDEX criteria
Development and expansion of strategic initiatives on sustainable sourcing with a focus on creating shared value Expansion of initiatives on vanilla, onion and lavender Unilever, Symrise and GIZ1 (on behalf of BMZ2) launch a 3-year program to support livelihood improvement for 4,000 vanilla farmers in Madagascar
Cooperating with NGOs and other stakeholder groups to promote sustainable sourcing3 Co-development of a code of conduct for vanilla sourcing within the Sustainable Vanilla Initiative (SVI) framework; Joining the Sustainable Spices Initiative (SSI) Becoming an active member in the Sustainable Spices Initiative and developing project partnerships
Promotion of Social Projects Relevant to Our Mission4 Encouraging the involvement of our employees in social projects and development of a company-wide volunteer program Volunteer teams were formed at sites in every region, in which employees lend their time and efforts to social and ecological projects – during their working hours and beyond Setting up a framework program “Inspired by Nature” with a focus on employee awareness and commitment with regard to biodiversity conservation
Evaluating needs in the areas around our sites and initiating relevant and focused projects Our local Care Teams have initiated many locally relevant projects; as an example, our teams in Asia joined forces to provide relevant help after taifun "Hayan" had hit the Philippines  2 Assessing the success of these projects and further assigning budget and ressources to these areas
Establishment of a global guiding principle
for our social commitment – Symrise.
Because We Care.
Guiding principle has been established and corresponding projects are in place, e. g. social and environmental volunteer days in different countries  3

1 GIZ is a German federal enterprise with operations around the globe. It supports the German Government in the fields of international cooperation for sustainable development and international education. • 2 BMZ is the German Federal Ministry for Economic Cooperation and Development • 3 The previously separate goals “Promoting industry standards for sustainable sourcing” and “Cooperation with NGOs and other stakeholder groups” have been merged. The new goal is: “Cooperating with NGOs and other stakeholder groups to promote sustainable sourcing”. • 4 The wording and consequently the focus has been adjusted: “Promotion of Social Projects with a Focus on Education and Health” now reads “Promotion of Social Projects Relevant to Our Mission”.

TOP