Corporate Responsibility Report Summary 2017

Trelleborg and sustainability

Trelleborg is present in 50 countries worldwide and our product and solutions are used globally. But how do we take responsibility for a sustainable future? We have four areas in focus: Compliance, Resources, Diversity and Social engagement. Learn more in the video. 

Interview with the CEO

“Aiming to become world class in sustainability entails a number of things for us. It includes understanding the company’s role in society and acting responsibly in the areas where we directly or indirectly can make a difference.”

Full interview

Compliance with laws and codes

Anti-corruption and human rights

Focus and target: Zero tolerance applies to bribery, corruption, cartel and other criminal behavior, child and forced labor, and discrimination (reported and reviewed). The goal was for 85 percent of employees to have completed Code of Conduct training during the year.

Outcome: Zero cases (0) of significant breaches of laws and permits that resulted in legal consequences or fines were reported in 2017. Furthermore, zero cases (0) of child labor or forced labor were reported. Of 5 reported cases of discrimination (5), a settlement was reached between the parties or other measures were taken in 4, while 1 case is still being processed.

During the year, 18 matters (14) were reported via the whistleblower system. In some cases, reviews were carried out, which identified non-compliances with the Group’s Code of Conduct and policies, and relevant measures were taken in these cases. 83 percent of employees received training in the Code of Conduct during the year.


Focus and target: The goal is to only work with suppliers who adhere to the applicable sections of Trelleborg’s Code of Conduct.

Audit in the form of self-assessment is to be completed with suppliers corresponding to 80 percent of the relevant global purchasing value in the production units, as defined by Trelleborg.

Outcome: Trelleborg met the defined target level. Suppliers corresponding to about 84 percent (81) of the relevant purchasing value defined by Trelleborg were assessed. 

Safe and efficient use of resources

Health and safety

Focus and target: The key figure of occupational injuries and illnesses with at least one day’s absence is defined as Lost Work Cases (LWC) per 100 full-time employees per year.

In addition, the number of working days lost due to occupational injuries and illnesses is measured.

Outcome: In 2017, the average outcome was 2.4 LWCs (2.4) per 100 employees. The figure is thus stable despite the inclusion for the full year of recently acquired units with, on average, a higher number of injuries. However, the average number of days lost per injury was higher than in the preceding year: 30.3 (24.1).


Focus and target: The “20 by 20” target aims to reduce direct and indirect CO2 emissions (Scope 1 and 2) by at least 20 percent relative to sales by 2020 (compared with base year 2015 and the pro forma value of 16.0 metric tons/SEK M).

Outcome: In 2017, the value was 15.4 metric tons/SEK M (14.2), with the increase compared with 2016 attributable to the recently added units with more energy-intensive manufacturing having completed their first full year as part of the Group.

However, compared with the pro forma value for 2016 of 16.2, this year's value is clearly lower and points to an improvement in both energy efficiency and the transition to green energy sources.



Focus and target: The company is endeavoring to achieve a balanced age distribution for the type of operation conducted by Trelleborg.

Outcome: The age distribution for salaried employees at Trelleborg remained stable during the 2014–2017* measurement period.


Focus and target: Trelleborg works to achieve a balanced mix in terms of age, ethnicity and gender, especially at management levels.

As of 2016, the aim is to continuously increase the share of female managers at management levels 4–5.

Outcome: In 2017, the share of women at management levels 4–5 in Trelleborg’s units was 27 percent (24), an improvement on the preceding year. The share of women for the organization as a whole is 24 percent. The share of women in Group management is 10 percent (9), and on the Board 38 percent (33).

Social Engagement


Focus and target: Trelleborg supports the local communities in which it operates by participating in a variety of social activities, and at selected locations by providing support for teaching and educational activities for young people, often with a focus on meaningful leisure activities. These operations are to be continuously developed over time by adding new programs.

Outcome: In many of the places where Trelleborg operates, the company has partnerships with, for example, schools, universities and interest groups. With regard to sports sponsorship, youth activities are prioritized, while the company is also involved in a number of special programs that support child and youth development in such countries as Sri Lanka, India and Sweden. The program in Sri Lanka was expanded to include another school in 2016 and was formally inaugurated in 2017. 

Blue DimensionTM

The Blue Dimension™ initiative is our way of showing how we can use innovative solutions to help our customers protect people, the environment, infrastructure and assets, through such properties as the energy efficiency of solutions, their ability to dampen noise and vibrations and their material durability.

We seal, damp and protect critical applications in demanding environments

Trelleborg is a world leader in engineered polymer solutions that seal, damp and protect critical applications in demanding environments. The Group has demonstrated stable profitability and a favorable earnings performance in recent years, despite challenging market conditions in certain segments.

Annual report 2017 cover