Search Report
2021 Sustainability Report
published 2022/08/01

Ambitious Goals

We want to be a company that is sustainable to the core, contributing to making (y)our world a better place. Therefore, we set ambitious goals each and every year and check our progress at regular intervals. We continue to work on goals that we have not achieved, just as we continue to work on all other issues that VAUDE would like to make progress on.

A look back at the events of 2021

Once again in 2021, VAUDE made significant progress with regard to sustainability and we have taken some important steps forward.

Corporate goals that are directly related to sustainability are published in our report. We do not publish our economic goals for competitive reasons.

VAUDE company vision

This is our conviction: we will continue to work on taking holistic responsibility and reducing our environmental footprint.

Our vision is:
“Improving the quality of life with sustainable outdoor products and future oriented business strategies.”

You can find out more about VAUDE's sustainability strategy here.

Meeting this high standard that we have set for ourselves presents us with new challenges time and again. We are facing up to these challenges and tackling them head on. More at – Our Challenges

We also listen to and consider the comprehensive feedback that our stakeholders give us. We are proactive in analyzing our strategies with regard to their concerns and examine how we can improve both our CSR services and our communication. Read more at – "Involving Stakeholders".

Systematic management approach and measurement of goal achievement

We continually and consistently measure our sustainability performance. Our goals are defined with specific target figures and timeframes. Regular analysis of how well we are reaching our goals ensures that the iterative process continues to develop and improve. 

More about this here

As we are analyzing our goals, we use the Plan-Do-Check-Act (PDCA) method. This means that we carefully identify specific measures for achieving our goals. (»SMART«) After one or more measures for achieving the goal have been implemented ("do"), the procedure and the target values ("check") are always reviewed. Action includes reviewing the results, which are then included in future objectives, target figures and measures (“act”). This ensures the achievement of a systematic, continuous, improvement process.

Implementation based on the plan-do-check-act principle

Implementation of the VAUDE energy management with the plan-do-check-act principle

Read more about VAUDE energy management here

Our Strategy papier 2021

1. We are strengthening the VAUDE brand and the development of sustainable, innovative products.

We are securing our sustainable, pioneering position by investing in innovation, setting ambitious goals for transitioning to recycled and biobased materials. To maximize the potential of our brand, we are continuing to focus on high-quality products for specialists, while strengthening both our range of versatile products and our urban sector. In addition, we are supporting our brand perception by rejuvenating targeted communications and certain segments of our collection.

2. As an outdoor sports brand, we are pursuing sustainable growth by balancing our economic, environmental and social goals as well as maintaining a healthy balance of multiple revenue streams

We are investing in our Made in Germany production and in the expansion of our European markets. In order to achieve continuous growth with as few resources as possible, we are striving for sustainable quality leadership and are expanding our services with the Sustainability Academy. We are committed to a transformation of the economic system.

3. We work in partnership with our specialist retailers.

We support omnichannel retailing, the optimization of floor-space management, and the development of useful services to support the sales process (including a holistic training concept).

4. We are an attractive and responsible employer.

Our company culture is the heart of our brand; we promote a culture of trust, self-efficacy and diversity. We work continuously to offer modern and attractive working conditions as well as professional and personal development opportunities.

5. To be economically fit for the future, we are strengthening our earning power through greater efficiency and investments in growth areas.

We want to become less dependent on seasonal sales, volatile key customers, fluctuations in the dollar, concentration processes in the industry and climate change. We are improving our profits and cost structures through increased efficiency. We are exploring automation in manufacturing, logistics and our repair shop.

6.We are strategically focused on our supply chain.

In order to master the challenges of sustainability and the future viability of our supply chain, we are working intensively on the transparency and ongoing development of our supply chain with regard to environmental and social responsibility as well as quality.

7. We are strategically focused on internationalization.

We are continuing to develop organizational structures for the needs of our international key markets and are focusing on Europe.

8. We design IT that is fit for the future.
We are introducing digitalized, future-proof business management software that features standardized and efficient processes. The successful implementation of our largest project to date, Expedition 2020, has top priority and full support from management, the HR team and staff.

9.We are strategically focused on digital transformation.

Our interdisciplinary team is well connected and analyzes trends with expertise in order to design a future-oriented digitalization strategy for VAUDE. To expand our business model, we are developing a strategy for digital services with a focus on sustainability and expanding our end customer base.

10. We are professionalizing our contact with consumers and our knowledge of their needs. We strive for an individualized customer approach (B2C and B2B) that focuses on the perspective and enthusiasm of our customers.

To this end, we are focusing strategically on our customer service expertise and making conscious use of methodologies such as Design Thinking Processes. To improve our access to consumers, we are seizing opportunities offered by digital marketplaces and developing an end-customer data strategy.

Overview of our strategical measures

Strategic Measure Target value 2021 Actual value 2021 Outlook 2022 Link to page in CSR report
Increase/stabilization of the equity ratio and reduction of the leverage ratio Equity ratio: 63.60 % Debt-equity ratio: 1.8 Equity ratio: 61.80% Debt-equity ratio: 0.7 Equity ratio: 52.2% Debt-equity ratio: 2.5
Increase sales for market sectors 8,20% 17,50% 10,00%
Increase EBIT margin 3,90% 6,70% 4,50%
Extension of product life - increase repair rate 60% 65% Target value 2022: 70%
Supply Chain Transparency: Publish producer locations and origin of materials Transfer of transparency and traceability to all product groups for the summer season 2021 The first expansion stage has been reached. Another project started in November 2021. Project on "Transparency" achieves first results. The focus is on mapping Tier 1 - 3 and creating data transparency for consumption, as well as reducing manual effort.
Increase the overall share of environmentally friendly products (Green Shape certification) S21: 83%, W21: 96% S21: 82.96%, W21/22: 96.19% Implementation according to the roadmaps of the individual product groups.
GRS certification VAUDE Development of a roadmap for GRS certification of the supply chain Roadmap Tier 1 + 2 developed Implementation of the roadmap.
Reduction / optimization of packaging (product features, sales packaging, transport packaging) Conversion of polybags VAUDE Manufaktur and all requirements HQ Tettnang takes place. Additional suppliers (including Asian) are transitioning. Manufaktur & logistics in Germany has transitioned, VAUDE Vietnam has also transitioned Development of roadmap for Tier 1. Further optimization of packaging - project set up for 2022
Brand material goals (more than 50% recycled and/or biobased content per product) Develop an implementation plan
Expansion of business with sustainability customers Increase compared to the previous year Status September 15, 2021: Germany +75.9% Status abroad (ACHNL): first 3 customers and sales in 2021 (15,000), 3 pre-order customers FS22 Increase compared to the previous year
Microplastics (Textile Mission): Status quo determination of fiber loss and testing of new functional textiles without fiber loss and zero waste design expanded by Microfibre Consortium Project completion in March 2021. Incorporating findings in product development Establish follow-up project 1. Project completion at the end of 2021. 2. Follow-up project: Funding application has been submitted to DBU, result is still open. 1. Establishing the follow-up project 2. Application of the results from Textile Mission: Promote (fleece) products with low microfiber loss in the collection; Gradually phase out products with high fiber loss from the collection.
Expedition 2020 - Development of a sustainable IT structure and software application concept: 1. Introduction of modern, business software, 2. The "new IT" maps standardized and efficient processes ERP software has been successfully introduced ERP software has been successfully introduced. Go live has taken place. Acceptance has taken place. Final stabilization of the processes.
Digitization of product development Check the use of virtual fitting and 3D in product development. Techniques are used in the first models. Roadmaps for further action in progress. Implementation of the first clothing items in 3D involving technology and product management as well as selected producers.
Use automation options to increase efficiency. Check automation in the Manufaktur and develop a concept Concept implementation Starting points for automation options have been identified. Concept study for a sub-project has been awarded. Further awarding of concept studies planned.
Climate neutrality not only for HQ in Tettnang but for the entire company, products and logistics has been achieved. Decide when VAUDE will be climate neutral. Reduction of emissions in three relevant areas: - Material consumption: implementation of VAUDE material targets (over 50% recycled/biobased), - Energy consumption, material production in close cooperation with suppliers and industry networks, - Company vehicle fleet Climate-neutral transport & shipping All VAUDE products are transported in a climate-neutral manner – from the production facility to the customer. VAUDE decided to be climate neutral starting in 2022 for all products manufactured worldwide. Also: In the 2022 collection, half of all products are already made primarily from recycled or biobased materials. Completion of the master plan for climate neutrality 2030 planned for the end of 2022.
Reduce emissions from passenger transport: 25% fewer emissions from employee mobility by 2024 (base year 2019) Implement a new fleet concept based on electromobility New mobility guideline has come into effect. Number of e-cars at the end of 2021: 8 plus more on order. Further reduction of emissions from employee mobility.
Further development of sustainable supplier management Climate neutrality: - Process definition of collection of energy data - Determination of Tier 2 suppliers for further development - Use of HIGG FEM in the supply chain / Social: - Viewing of new FWF requirements Effects of Covid 19 in the supply chain / Transparency: - TrusTrace Pilot has started Climate neutrality: - Process added to collect energy data - Tier 2 suppliers set for further development - HIGG FEM included in process VM / Social: - Covid 19 surveys carried out in the factories / Transparency: - Pilot TrusTrace started Environmental issues: - Participation in the EOG project to further develop the Tier 2 supply chain - RASUM project on corruption and bribery in the supply chain - Project on deforestation / Social: - Introduction of a complaints mechanism - Start of the "Living Wage" project - Implementation of new FWF requirements / Transparency: - Completion and Review TrusTrace Pilot
Strengthening alternative ways of growth (recommerce, upcycling, rental systems,..) Development of a concept and prioritization of the topics Concep thas been designed. Concept is available to GF for decision. Rollout rental system
Promote job satisfaction (No systematic data collection in 2021) Improving the working conditions of defined groups of employees, e.g. through structural improvements (cf. "Working environment"); expanded mental health support offerings (No systematic data collection in 2021) Structural measures to improve working conditions were implemented; Various offers to support mental health / well-being were introduced nationwide and communicated intensively Repetition of the comprehensive employee survey to monitor the development of various aspects of employee satisfaction
Promote diversity and equal opportunities Further attention to fair distribution of development and career opportunities at VAUDE First level of management: 33% / Second level of management: 28% / Third level of management: 56% Further attention to fair distribution of development and career opportunities at VAUDE
GRI:   102-14
Statement from senior decision-maker
GRI:   103-2
Explanation of the material topic and its Boundary
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