Eleven Leading Automotive Companies Widen their Common Strategy
for a Circular and Sustainable Automotive Value Chain

The mission: Enhance sustainability throughout the automotive industry
by leveraging a common voice and by engaging with suppliers, stakeholders and related sectors on impactful activities

Our Ambitions

The Enabler to Achieving our Ambitions:

Sustainable Supply Chains

Sustainable supply chains enable us to reach our long-term strategy ambitions.

It is essential that we collaborate to enhance supplier sustainability and to implement the activities that bring us closer to reaching our ambitions.

The automotive supply chain has a naturally complex structure with interwoven relationships.
Our approach is mindful of these complexities and our strategy activities have been planned accordingly.

Sustainable Raw Materials

Source raw materials sustainably

Workforce Wellbeing

Aim to ensure employees in our supply chain are treated well and empowered

Carbon Neutrality

Strive towards a carbon neutral supply chain

Circular Value Chain

Promote circular use of resources in our value chains
OUR ACTION PLAN

Activities & Milestones to Support the Achievement of our Strategy

2020-2025 2025-2030
Sustainable supply chains
  • Set-up and promote use of common standardised tools, methods and common requirements to integrate sustainability into the procurement process.
  • Direct Tier 1 suppliers engaged in assessment and capacity building activities.
  • Establish and promote usage of common standardised tools and methods to cascade sustainability beyond Tier 1.
  • Supplier sustainability is a key decision criterion.
  • Direct Tier 1 suppliers improved sustainability performance compared to 2025.
  • Supplier sustainability is promoted beyond Tier 1.
Sustainable raw materials
  • Set up and promote usage of common standardised tools and methods for sustainable sourcing management.
  • Implement impact key projects with the aim to improve social & environmental situation related to responsible sourcing (issue to be defined: indigenous people rights, communities development, biodiversity etc).
  • Common audit & multi-minerals standard endorsement.
  • Reached optimum transparency and traceability.
  • Impact key projects successfully completed.
Workforce wellbeing
  • Agree on and promote use of a common standardised Business and Human Rights due diligence tool/s and a grievance mechanism to proactively tackle issues (issues to be defined: living wage, child labour etc.)
  • Common standardised Business and Human Rights due-diligence and grievance mechanism rolls out and promoted in the supply chain (Tier 1 and beyond).
Carbon neutrality
  • Agree on and promote use of a common standardised method and tool to measure and reduce emissions in the supply chain.
  • Implement impact key projects with the aim to reduce emissions in the automotive supply chain.
  • Common standardised method and tool used to measure and reduce emissions in the supply chain.
  • Impact key projects successfully completed.
Circular Value Chain
  • Set up and roll out learning network on priority issues (issues to de defined: water management, air, waste, biodiversity, plastic etc)
  • Engage all relevant suppliers and stakeholders in learning network activities.

Our ambition carbon neutrality means that we strive towards zero emissions, but may have to take any currently available measures to have achieve net zero emission, while contributing to the research and development of new solutions. For your reference you can download our DS Strategy Definitions.

Our progress so far

35,000

Over 35,000 suppliers engaged in self-assessment activities in more than 100 countries

3,000

Over 3,000 suppliers engaged in capacity building activities

37

37 materials assessed based on materials’ importance for industry and associated ESG risks

Disclaimer

The Drive Sustainability strategy represents the common ambition of the partnership. The individual Drive Sustainability members may have their own strategies or may be in the process of defining one.

The strategy represent the partnership’s long-term vision and ambitions and are not limited to a specific time frame. The strategy action plan specifies activities and an intended time frame that contribute to achieving the group’s vision and ambitions.

We will periodically review our strategy and planned actions/ activities to make sure they contribute to achieving our ambitions, are in line with international and national targets and meet stakeholder expectations.