In 2025, we defined new sustainability targets for 2030. Informed by our revalidated double materiality assessment, these targets set a clear framework for the next stage of our transformation and strengthen our long term ambition to advance circularity, reduce emissions and create sustainable value. Previous targets have been achieved, revised or replaced as part of this update. Further details on progress and changes are available in our latest Sustainability Report.
Target
By 2030, reduce the number of reportable work-related accidents (LTIs) to a maximum of 10 per year (based on approx. 3.5 million working hours)
To further strengthen occupational safety, we introduced shift-by-shift “Excellence Time” intervals in late 2025. These sessions—featuring safety briefings, workshops and on-site training—actively involve employees in improving workplace safety. To support this approach, we rely on leading indicators linked to preventive measures, such as near miss reports, workshops and shop floor training, which help us evaluate and strengthen our safety culture. However, near miss reporting will no longer be a standalone indicator. With our new occupational safety target, Active Employee Participation in Safety becomes our central metric going forward, with near miss reporting integrated as a component of this broader framework.
Near-Miss-Reportings: Our performance and target
| 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | |
| Share of employees who submitted near-miss observations in per cent | 42 | 49 | 51 | 46 | 48 | 52 |
Pfleiderer fosters a safety-first culture. Prevention is our top priority to ensure the safety of our employees in the best possible way. In the medium term, our goal is to further reduce the number of accidents and the absenteeism rate to achieve zero accidents in the long term. This applies to both Pfleiderer employees and employees of contractors working at our sites.
Since 2016, we have consistently recorded fewer reportable accidents from a statutory perspective. However, we are recording more accidents overall internally thanks to better safety-related reporting. Our accident rates are significantly below the 2015 to 2020 occupational safety reference value of the German Employers’ Liability Insurance Association for Wood and Metal.
Our long term goal is to reduce the number of work related accidents to a maximum of 10 per year by 2030, equivalent to an LTA of 0.5. In addition, we aim to maintain zero severe work-related accidents (LTAs) by 2030.
Work-related injuries: Our performance and target
| 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | |
| Lost-time accident frequency rate per 200,000 worked hours (LTA-FR2) observations in per cent | 2.1 | 2.1 | 1.9 | 1.4 | 1.6 | 2.0 |
Case Study 1
Prevention is paramount
Safety measures involve either behaviour change or process change. An example of the latter is a new hazard detection solution which ensures operator safety in high-risk tasks such as sawing.
The ‘Hand Guard’ table saw is a stunning piece of high-technology which uses digital optical recognition and bespoke software to detect danger instantly, and stop the saw blade immediately. This new system both eliminates injury risk and maintains productivity.
Target
By 2030, implement practical workplace safety training for all relevant employees, including Excellence Time, annual safety instructions and SAM training
To further strengthen occupational safety, we introduced shift-by-shift “Excellence Time” intervals in late 2025. These sessions—featuring safety briefings, workshops and on-site training—actively involve employees in improving workplace safety. To support this approach, we rely on leading indicators linked to preventive measures, such as near miss reports, workshops and shop floor training, which help us evaluate and strengthen our safety culture. However, near miss reporting will no longer be a standalone indicator. With our new occupational safety target, Active Employee Participation in Safety becomes our central metric going forward, with near miss reporting integrated as a component of this broader framework.
Near-Miss-Reportings: Our performance and target
| 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | |
| Share of employees who submitted near-miss observations in per cent | 42 | 49 | 51 | 46 | 48 | 52 |
Target
By 2030, ensure that 100% of employees complete all required compliance training on a regular basis
Effective governance for a clear direction
Training of our workforce plays a major role at Pfleiderer. For example, we have firmly anchored compliance training in the organisation and are expanding it at our locations to ensure compliance with our governance principles and value systems. Pfleiderer Compliance
We aim to prevent fraud and other unethical practices by setting a strong, ethical ‘tone from the top’.
The target in the field of governance is for all employees and contractors to abide by the terms of our Business Conduct Guidelines and our Compliance System.
Our way of working aims for zero deviation from the Guidelines. Our compliance system instructs us to prevent unwanted outcomes, recognise issues when they arise and apply appropriate responses where required.
A management handbook contains all regulations concerning our corporate duty of care, the quality management of our products, energy efficiency, and the protection of our employees and the environment. The manual also applies to the subsidiaries Heller Holz GmbH and JURA-Spedition GmbH.
For more on governance please visit our website, pfleiderer.com
If you wish to submit a concern via the whistle-blowing system, please visit the dedicated website.
Target
Ensuring succession plans for 100% of leadership positions by 2030
Pfleiderer trains young people in both the industrial and commercial sectors. Many of our long-standing employees started their careers with us as apprentices or trainees in one of these areas. Building on this, Pfleiderer has set clear objectives for training and skills development. By 2030, we aim to ensure succession plans for 100% of leadership positions, thereby supporting internal career development and promotion opportunities.
Target
Increasing the Employee Engagement Index by 10 points
Employee engagement is a key driver of performance, retention and sustainable value creation at Pfleiderer. In order to strengthen the engagement of our employees in a structured and measurable way, Pfleiderer has set the long-term target to increase the Employee Engagement Index by 10 points by 2030 compared to the 2025 baseline. The baseline will be established through a company-wide Employee Engagement Survey.
Target
Ensuring that 60% of all employees participate annually in development and learning programs by 2030
To ensure that our employees can act competently, Pfleiderer has standard training programmes in place. These are mandatory for all employees, including part-time employees, temporary employees and trainees. The training focuses on the topics of quality, environment, energy, compliance, safety, health, use of internal systems and data protection. Employees acquire or consolidate the knowledge they need to perform their tasks in internal instruction and training courses, some of which are required by law. These are either available to them in the e-learning portal SAM or are conducted in person on-site by officers, supervisors or external specialists.
Target
Achieve and document a 95% signing rate of our Supplier Code of Conduct or an equivalent standard by 2030
As a measurable target, we aim to ensure that 95% of our contracted suppliers have accepted a Code of Conduct for Suppliers by 2030. This can either be our own Code of Conduct or the supplier’s own version, provided that our Legal Department has verified that it covers the same key topics.
Target
Achieve at least 25% women on the Executive Board of Pfleiderer Deutschland GmbH by 2027
Our employees are our most valuable asset. They coin our corporate culture with their individual personalities and skills, their life experience and their knowledge, their inventiveness and talent, and contribute significantly to the success of the company.
We cultivate and promote this diversity and have developed a Diversity Policy to do so.
It is designed to protect the individuality of each person and to ensure respectful interaction, tolerance and equal treatment in the workplace. Diversity Policy Pfleiderer Group BV
Pfleiderer has around 1,900 employees, the vast majority of whom remain with the company for around 17 to 18 years; employee terminations are relatively rare.
We offer our employees a work environment that takes into account the various aspects and challenges of work and family life.
Case Study 2
Work-life balance through flexible working time models
With the help of various working time models, we support employees in their individual life situations. Home office, flexitime and part-time work for older employees are natural pillars of working time flexibility for us.
Even before the Covid-19 pandemic, office employees (desk workers) had the option of working up to 50% of their working hours from home via a supplementary agreement to their employment contract. Pfleiderer can also approve individual agreements, for example a temporary adjustment of working hours or a sabbatical, after consultation.
Case Study 3
Qualified managers
Pfleiderer trains young people in both the industrial and commercial sectors. Many of our long-standing employees started their careers with us as trainees in one of these areas. Many managers come from our own ranks; they have prepared themselves for these positions through internal or external qualifications and further training. Pfleiderer accompanies these developments with structured succession planning.
“PFLEIDERER IS KNOWN FOR ITS HIGH-QUALITY APPRENTICESHIPS. THAT IS WHY EIGHT YEARS AGO I DECIDED TO DO A DUAL STUDY PROGRAMME IN BUSINESS ADMINISTRATION WITH A FOCUS ON MARKETING IN NEUMARKT.”
“THE COMBINATION OF THEORY AND PRACTICE WAS A GREAT OPPORTUNITY. AT THE SAME TIME, I WAS SUPPORTED IN THE COMPANY WITH PROJECTS AND IN-DEPTH INSIGHTS INTO ALL AREAS. AFTER THREE YEARS, I WAS OFFERED A JOB IN MARKETING AT PFLEIDERER.“
“THERE I WAS GIVEN THE OPPORTUNITY TO TRAIN AS A SOCIAL MEDIA MANAGER, AND LATER TO BECOME A VOCATIONAL INSTRUCTOR, SUPPORTING OTHER YOUNG PEOPLE ON THEIR CAREER PATHS.”
Diana Bachmeier
Manager Social Media
Involving stakeholders
Assuming social responsibility is part of our self-image. We want to expand the trusting relationship with our stakeholders and be a fair partner for employees, investors, customers, suppliers, business partners and service providers.
We value maintaining an open and continuous dialogue with them so that we can identify at an early stage which emerging challenges are essential from our stakeholders’ point of view, both now and in the future. In addition, by considering stakeholders’ interests in the sustainable development of our company, we can have a broader impact.
For example, we rely on partnerships with external stakeholders such as recycling companies, furniture manufacturers, suppliers and customers to promote the cascading use of wood and the circular economy.
Case Study 4
Advancing the industry together
At the European level, we engage primarily through our membership of the European Panel Federation (EPF), and at the national level via Germany’s Wood Based Panel Industry Federation (VHI). We are Board members of both organisations, and are part of several working groups. For example, EPF task forces are working on issues like formaldehyde, waste wood, raw material, the Industrial Emissions Directive, and the EU Emissions Trading Scheme.
We are actively involved via the EPF in the EU’s New European Bauhaus alliance, Club du Bois and Renovation Wave which, together, are exploring the potential of new build in wood to create a valuable additional carbon sink. This aligns well with the European Green Deal1 to make buildings less carbon intensive over their full life cycle and more sustainable while applying the circularity principles to building renovation to reduce materials-related greenhouse gas emissions for buildings.
1https://ec.europa.eu/info/strategy/priorities-2019-2024/ european-green-deal_en
Case Study 5
Initiative for biodiversity
Pfleiderer is a member of the initiative Biodiversity in Good Company e.V. The German Federal Ministry for the Environment, Nature Conservation and Nuclear Safety launched the 'Biodiversity in Good Company' initiative in 2008, creating the world's first business platform of its kind.
Pfleiderer chairs the initiative. By signing a 'Leadership Declaration', Pfleiderer has committed itself to integrating the concept of biodiversity into its environmental and sustainability management programmes. As a first step, we have set ourselves the goal of assessing our impact on biodiversity in order to set effective and measurable targets for the restoration and protection of biodiversity.
In addition, we are working with local partners to assess how construction and infrastructure projects can protect biodiversity, including on our own land.
https://www.business-and-biodiversity.de/en/
Our contribution to the global goals
The Sustainable Development Goals (SDGs) were launched by the United Nations in 2015 with ambitious targets to address major global issues – from ending poverty to tackling climate change.
Pfleiderer contributes to the targets under a number of SDGs because we are part of the circular economy, we serve the construction industry, and our high-grade products are an effective store of carbon.
The primary SDGs to which we contribute
Other SDGs which our business directly supports
Read more about sustainability at Pfleiderer
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