Reporting of tracked indicators

In 2022 Bühler has significantly improved its understanding of the main levers affecting environmental sustainability across the organization. Bühler is committed to a 60% reduction of greenhouse gas emissions in Scopes 1 & 2 by 2030. This is in comparison to a baseline year 2019. In 2022 the greenhouse gas emissions in Bühler’s Scopes 1 and 2 as expressed by CO_₂ equivalents are 15% lower compared to 2019 mainly as a consequence of shifting to renewable sources of electricity. At every site, we are in discussions with our energy providers to procure green electricity, or we cover the consumption of the site with renewable electricity certificates. In some locations we also generate renewable electricity on site. This leads us to report 50% renewable electricity at our manufacturing sites, in a market-based approach. We understand that certificates may not be a long-term solution going forward and will be continuously developing our green electricity strategy in 2023. Furthermore, our focus is on reducing consumption of energy and water and reducing the production of waste.

In 2022 we have improved our reporting methodology across all categories relevant to our company footprint. In Purchased Goods and Services, we have externally validated our calculations of 2019, 2021, and 2022 emissions. In upstream logistics, we had previously taken a conservative assumption proportional to downstream

logistics. We have now calculated this value based on purchasing data. With the goal of reducing waste, reducing consumed raw materials, and reducing logistics emissions, we have worked with suppliers this year to change packaging used on our inbound materials. This has been implemented or tested in Bühler Sanmak and Bühler Wuxi.

In Logistics and Supply Chain we have piloted many projects this year, working with our suppliers to reduce emissions. Our outbound logistics emissions have reduced 35% this year (compared to 2019), and we can see that this is influenced by a reduction in distance travelled and reduction in the average emission factor, which is a result of improved container utilization and lower emitting modes of transport. We are striving to move production further towards “in the region for the region”, which supports progress towards both points. In Bühler Leobendorf we have worked with suppliers to ensure some deliveries can be carried out with electric vehicles. We have supported one of our logistics providers to change one outbound route from fully truck delivery to intermodal transport using train for most of the journey. We have also changed internal processes to reevaluate our use of airfreight. Overall, we have intensified the collaboration with our suppliers to reduce climate impacts throughout the value chain. To date, 90% of our suppliers are aligned with Bühler’s supplier code of conduct.

In the new reporting period, Bühler continued to expand its reporting of social KPIs to reflect the integration of our core values of Trust, Ownership, and Passion (TOP) into the business. This includes the focus on fostering a fair and equal workplace for all through the Bühler Diversity & Inclusion program. With programs such as the Beyond Bias workshop series and the Women in STEM initiative and Employee Resource Groups, we aim to nurture an inclusive diverse work culture for all employees, partners, and customers. Learning and development remains a key pillar and receives increased focus at Bühler. Bühler executes against its lifelong learning commitment through apprenticeship programs, leadership development programs at all levels, and technical training offerings through a global network of Application & Training Centers and training schools complemented by learning and development modules on our global B-Learning portal. Training is available for employees, customers, and partners. 

The Bühler Destination 25 strategy includes the defined targets

for HR, and these are reflected in the tracked KPIs.

This year, Bühler reported a defined set of HR KPIs as “where we stand” and will further elaborate on refining these KPIs as “where we want to be”, with the setting of annual targets, actions to reach them, and support for the business with data which helps to drive profitability. The focus this year was to improve data quality and establish the foundation for the integration of S4/Hana into the reporting system, while continuing to promote transparency of these KPIs among all employees.

Bühler continues to track its efforts through a set of standard HR KPIs to facilitate business strategy execution and help leaders make informed decisions and take corrective actions to drive performance and profitability.

More information on how Bühler fosters a TOP culture of inclusive diversity and lifelong learning and actions towards it can be found in Our People.