Core Topics

Our 5 dimensions of sustainability

Corporate social responsibility is a broad concept that can cover a host of different topics,
especially in a global organisation like ours. In an effort to make the extent of this idea more tangible, understandable and measureable– both inside and outside the Group – we have used materiality analysis to specify five areas of activity which we intend to focus on. These five areas are vital to our core business, and we measure our progress in each by defining targets. This not only helps us to achieve our goals; it also enables us to constantly improve the processes that lead to those objectives – and to develop as a company. Therefore, we use an integrated management system.


Emissions of CO2 and other pollutants are a key issue for all manufacturing businesses.
AT&S aims to minimise its environmental footprint by reducing the CO2 emissions per m² printed circuit board attributable to production processes by 5 percent a year.
Achieving and adhering to this goal helps to significantly cut energy use and, as a result, delivers cost savings – making it an important step both from an environmental and economic point of view. It also motivates us to respond to find solutions to the challenges in our industry. We are making a conscious effort to highlight our commitment to sustainability – and encouraging others to do the same.


Water is a vital and valuable resource. AT&S requires specially treated water for its production processes, so taking steps to minimise water consumption at our production facilities as far as possible is a leading priority. Because wastewater treatment is such an energy-intensive process, the best savings can be made simply by cutting consumption at source. Our aim is to reduce the Group’s annual fresh water consumption per m² printed circuit board by 3 percent – another easy-to-measure target.
We also strive to promote sustainability in relation to production processes, and to encourage all of our employees to champion sustainability through their actions.


As a manufacturer of high-tech interconnection solutions, AT&S uses a variety of raw materials, many of which are extremely valuable. Making efficiency gains and improving the way we use resources are not only important in operational terms, but also significantly reduce the burden on the environment. Innovative concepts, best practice sharing between plants, and global projects are helping us to home in on individual processes and forms of resource use, and continuously optimise them. It is essential that we not only focus on the individual processes in isolation, but take the stages that come into play before and after into account, as part of a holistic approach.


Manufacturing technologically advanced products requires targeted investments in employee training and development. This report outlines the steps we are taking to create a learning organisation at the Group and offer long-term development opportunities for our staff. Internal training schemes are used to ensure our highly specialised staff are always one step ahead. Senior management believes strongly in cultivating a strong learning environment at the group to overcome technical and social barriers.



Entrepreneurial thinking is important to us. AT&S is fortunate to have employees who bring such a high level of enthusiasm to their work. As an international company we offer an attractive working environment. To acquire and retain highly qualified staff, employers must offer an appealing place to work that values the individual, and offer something to people in the long term that goes beyond purely financial considerations. Because of our global structure, with plants in Asia and Europe, we also attach great importance to adherence to common ethical principles. During the coming financial year we will go a step further in this direction by adopting the EICC Code of Conduct accross all our operations. Our role in the supply chain for leading electronic products brings certain responsibilities with it. We are fully aware that our obligations towards the environment and society must also dovetail with our business and operational responsibilities. In both cases forward planning is the decisive factor. Forward planning is the key to identifying and managing overlapping interests, and creating sustainable solutions that benefit individual employees, society, the environment and the Group as a whole.