vision-and-values
Our vision is embedded into all our activities: We envision a world where everyone enjoys the delight of hearing and therefore lives a life without limitations. The Sonova core values provide the foundation for our corporate culture and drive all our actions. They are shared with all our employees in every brand and region of our global organization.
Our commitment to act responsibly and create long-term value for all our stakeholders is defined in our Sonova Group Code of Conduct and is deeply rooted in our corporate vision, values, and culture. More information about our strategy and our four businesses can be found in the Strategy and businesses section of our 2023/24 Annual Report.
ESG-strategy-and-targets
Sonovaʼs ESG strategy, IntACT, aligns our sustainability commitments into four strategic pillars: Protecting the planet, Serving society, Advancing our people, and Acting with integrity. The name IntACT emphasizes the ultimate goal – keeping our planet and people intact – and underlines the urgency to ACT.
Our sustainability management approach has defined tangible and measurable targets with firm dates for achievement and regularly assessed performance measurements. In the table below, we list our key ESG targets and progress under the four pillars of the IntACT strategy. More information about how we manage and govern, as well as our policies, targets, and performance measurements, is provided in the corresponding sections of this ESG Report.
ESG target | ESG topic | Progress | 2023/24 performance | |||
Protecting the planet | ||||||
We reduce scope 1 and 2 greenhouse gas emissions by 78.3% vs. 2019 by 2032. | On track | 67% reduction in scope 1 and 2 CO2e emissions vs. 2019 | ||||
We reduce scope 3 greenhouse gas emissions by 32.5% vs. 2019 by 2032. | On track | 23% reduction in scope 3 CO2e emissions vs. 2019 | ||||
We reduce energy consumption per FTE by -10% vs. 2022 by 2027. | On track | 9% reduction in energy consumption per FTE vs. 2022 | ||||
We reduce packaging waste by 20% vs. 2019 by 2023. | Not achieved | 0.1% reduction in packaging weight vs. 2019 | ||||
We reduce operational waste per FTE by 5% vs. 2022 by 2027. | On track | 3.6% reduction in operational waste per FTE vs. 2022 | ||||
We reduce water withdrawal per FTE by 5% vs. 2022 by 2027. | Behind schedule | 4.4% increase in water withdrawal per FTE vs. 2022 | ||||
Serving society | ||||||
We increase unit sales of hearing aids in low- and middle-income countries by 50% vs. 2018/19 by 2023/24. | Not achieved | 48.2% increase compared to 2018/19 | ||||
We increase lives impacted by the Hear the World Foundation by 10% year-over-year. | Achieved | 41.2% increase compared to 2022/23 | ||||
Advancing our people | ||||||
We increase the share of women in senior management to 35% by 2028/29. | On track | 28.3% women in senior management vs. 22.0% in 2022/23 | ||||
We increase the share of women in middle management to 50% by 2028/29. | On track | 39.9% women in middle management vs. 36.4% in 2022/23 | ||||
We maintain or improve our annual employee engagement score year-over-year. | Achieved | 83% engagement rate in 2023/24 vs. 82% in 2022/23 | ||||
We train >1,000 people leaders on Mental Health First Aid Conversations for Managers by 2024/25. | On track | 528 people leaders trained since 2022/23 | ||||
Acting with integrity | ||||||
We improve product reliability rate by >20% year-over-year for hearing instruments. | Not achieved | 7% improvement of product reliability rate vs. 2022/23 | ||||
We improve product reliability rate by >20% year-over-year for cochlear implants (externals). | Not achieved | 14% improvement of product reliability rate vs. 2022/23 | ||||
We conduct at least one human rights impact assessment per year. | Achieved | Two audits/impact assessments conducted in 2023/24 | ||||
We achieve an annual on-time employee Code of Conduct training completion rate of >95%. | Achieved | 97.4% on-time completion of annual Code of Conduct training | ||||
We conduct assessments of >90% of direct material suppliers with potential high ESG risk by 2023/24. | Achieved | 100% of identified potential high ESG risk suppliers assessed |
Key ESG targets | ESG topic | Progress | 2024/25 performance | 2025/26 target | ||||
Environment | ||||||||
We reduce scope 1 and 2 greenhouse gas emissions by 78.3% vs. 2019/20 by 2032/33. | xx% reduction in scope 1 and 2 CO2e emissions vs. 2019/20 | ✔ | ||||||
We reduce scope 3 greenhouse gas emissions by 32.5% vs. 2019/20 by 2032/33. | xx% reduction in scope 3 CO2e emissions vs. 2019/20 | ✔ | ||||||
We reduce energy consumption per FTE by 10% vs. 2022/23 by 2027/28. | xx% reduction in energy consumption per FTE vs. 2022/23 | ✔ | ||||||
We reduce packaging material weight by 20% vs. 2023/24 by 2026/27. | xx% reduction in packaging weight vs. 2023/24 | ✔ | ||||||
We reduce operational waste per FTE by 5% vs. 2022/23 by 2027/28. | xx% reduction in operational waste per FTE vs. 2022/23 | ✔ | ||||||
We reduce water withdrawal per FTE by 5% vs. 2022/23 by 2027/28. | xx% decrease in water withdrawal per FTE vs. 2022/23 | ✔ | ||||||
Social | ||||||||
We maintain or improve our annual employee engagement score year-over-year. | - | Due to change of survey provider and methodology performance cannot compared with PY. | ✔ | |||||
We increase the share of women in senior management to 35% by 2028/29. | xx% women in senior management vs. 22.0% in 2023/24 | ✔ | ||||||
We increase the share of women in middle management to 50% by 2028/29. | xx% women in middle management vs. 36.4% in 2023/24 | ✔ | ||||||
We increase unit sales of hearing instruments in low- and middle-income countries by 50% by 2024/25 vs. 2018/19. | xx% increase compared to 2018/19 | |||||||
We establish a Group-wide "access to hearing care" strategy during 2025/26. | - | New target for financial year 2025/26 | ✔ | |||||
We increase lives impacted by the Hear the World Foundation by 10% year-over-year. | xx% increase compared to 2023/24 | |||||||
We train >1,000 people leaders on Mental Health First Aid Conversations for Managers by 2024/25. | xx people leaders trained since 2022/23 | |||||||
We conduct at least one social audit per year. | One audit/impact assessment conducted in 2024/25 | ✔ | ||||||
We improve product reliability rate by >20% year-over-year for hearing instruments. | X% improvement of product reliability rate vs. 2023/24 | ✔ | ||||||
We improve product reliability rate by >20% year-over-year for cochlear implants (externals). | X% improvement of product reliability rate vs. 2023/24 | ✔ | ||||||
We achieve an annual on-time employee Data Privacy training completion rate of >95%. | - | New target for financial year 2025/26 | ✔ | |||||
Governance | ||||||||
We achieve an annual on-time employee Code of Conduct training completion rate of >95%. | xx% on-time completion of annual Code of Conduct training | ✔ | ||||||
We conduct assessments of >90% of direct material suppliers with potential high ESG risk by 2024/25. | xx% of identified potential high ESG risk suppliers assessed |
ESG-governance
Sonova has a defined governance structure for managing, improving, and reporting on our ESG performance. The ESG governance structure involves our shareholders at the Annual General Meeting, the Board of Directors, the Management Board and ESG Council, the Corporate Sustainability team, topic owners, and experts as well as local Group company representatives.
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The Board of Directors bears overall responsibility for Sonovaʼs strategic direction, including ESG strategy, key targets, and performance. The Board of Directors has reviewed and approved the annual ESG Report since the 2021/22 financial year. In the 2024 Annual General Meeting shareholders will, for the first time, be able to endorse the ESG Report in a non-binding advisory vote. The Board of Directors is also responsible for the approval of critical business policies, such as the Code of Conduct and the Human Rights Policy. The Board of Directors receives a monthly update from the CEO including updates on selected ESG topics, and ESG topics were on the agenda and discussed at most of the regular Board of Directors and committee meetings during 2023/24. During the 2023/24 financial year, critical ESG topics of specific relevance included ESG strategy and target review, the double materiality assessment, reporting and assurance, and progress on implementation of relevant regulations. The Board of Directors receives updates about Sonovaʼs engagement with key stakeholders, including key investors, and also engages directly with them.
Two sub-committees of the Board of Directors, the Audit Committee and the Nomination and Compensation Committee, have specific responsibilities related to ESG. The Audit Committee reviews the performance and effectiveness of our external and internal audits, including the external limited assurance of the ESG Report. Quarterly, the Audit Committee is informed about critical concerns raised via SpeakUp, our internal and external anonymous whistleblowing platform. In the process of selecting potential Board candidates, the Nomination and Compensation Committee considers appropriate representation of ESG capabilities and experience across the Board. In addition, the Nomination and Compensation Committee reviews and approves ESG-related targets linked to the variable compensation for Management Board members. Sonova ensures that members of the Board of Directors are given appropriate introduction, orientation, and continuing training about their responsibilities.
Oversight of Sonovaʼs activities across all material ESG topics lies with the Management Board, in addition to which responsibilities for specific ESG topics are assigned to individual members of the Management Board. ESG progress is regularly reviewed and discussed at Management Board meetings, and ESG targets have been an integrated element of each memberʼs compensation since the 2020/21 financial year. ESG performance objectives represent 10% of the overall variable cash compensation (VCC) for each Management Board member. The performance objectives that must be met to achieve the target VCC are mutually agreed upon at the beginning of the financial year.
The ESG Council consists of the Sonova Group CEO, CFO, GVP Operations, GVP Human Resources Management & Communications, Group General Counsel & Compliance Officer, and the Director Corporate Sustainability; the council meets on a quarterly basis. The purpose of these meetings is to review the monthly development and implementation of Group ESG strategy, including its commitments and targets, and progress on ESG key performance measurements and initiatives, defining measures and assigning responsibility for actions. In addition to the quarterly meetings, the ESG Council members receive frequent updates on key ESG targets and performance development.
Sonovaʼs Corporate Sustainability team, led by the Director Corporate Sustainability, provides expertise on ESG topics to the Management Board, implements and further develops ESG strategy and initiatives across Sonova, monitors progress, prepares quarterly ESG Council meetings, regularly engages with relevant internal and external stakeholders, and closely collaborates with ESG topic owners and functional/business experts, as well as local Group company representatives. These local representatives report data on ESG progress and performance to the Corporate Sustainability team and drive relevant ESG initiatives locally within a specified country or region.