2024
Continental
Year
Sector
Automobile
ACT assessment methodology
Generic
Performance Score
The assessment highlights a still partial and poorly structured strategy in terms of the low-carbon transition. Despite some product initiatives and structured reporting on scopes 1 and 2, the lack of public data on key modules (R&D, upstream and downstream scope 3 objectives, supplier and customer engagement) severely penalizes the evaluation. Continental's activities are highly dependent on emitting sectors, yet it seems that no reflection has been initiated regarding a possible restructuring of the business model in order to fully integrate into a low-carbon world.
Narrative Score
Business model and strategy: Continental's business model presents efforts to integrate low-carbon solutions, but the strategy is still far from being aligned with a low-carbon transition. Actions are underway, but remain limited, with objectives not sufficiently detailed.
Consistency and credibility: The company does not have a structured plan to reduce scope 3 emissions and its business model remains dependent on the growth of internal combustion vehicles. The lack of coherence between climate ambitions and investments (particularly in low-carbon R&D) reinforces the gap between rhetoric and action.
Data quality: The quality of the climate data published by Continental is generally satisfactory, with consistent and well-detailed information for the year 2024 on scopes 1, 2 and 3. However, the lack of external verification, structured historical data, and accuracy on offsets limits transparency and robustness of reporting.
Reputation: Despite taking climate into account in its communication, Continental suffers from a credibility weakened by the Dieselgate scandal. The response to this case remains partial, without a clear demonstration of internal transformation or the implementation of a structured environmental governance policy.
Risks: Continental remains highly exposed to carbon-intensive products, particularly in the automotive and tire sectors. Although there are no significant external risks blocking the implementation of a low-carbon strategy, this transition has not yet been seized as a clear strategic opportunity.
Consistency and credibility: The company does not have a structured plan to reduce scope 3 emissions and its business model remains dependent on the growth of internal combustion vehicles. The lack of coherence between climate ambitions and investments (particularly in low-carbon R&D) reinforces the gap between rhetoric and action.
Data quality: The quality of the climate data published by Continental is generally satisfactory, with consistent and well-detailed information for the year 2024 on scopes 1, 2 and 3. However, the lack of external verification, structured historical data, and accuracy on offsets limits transparency and robustness of reporting.
Reputation: Despite taking climate into account in its communication, Continental suffers from a credibility weakened by the Dieselgate scandal. The response to this case remains partial, without a clear demonstration of internal transformation or the implementation of a structured environmental governance policy.
Risks: Continental remains highly exposed to carbon-intensive products, particularly in the automotive and tire sectors. Although there are no significant external risks blocking the implementation of a low-carbon strategy, this transition has not yet been seized as a clear strategic opportunity.
Trend score
Continental has undertaken a number of one-off initiatives related to decarbonization, such as the integration of recycled materials into tires or connected solutions (ContiConnect) to optimize the use of products. Climate governance is structured with a dedicated committee attached to the Board of Directors.
However, no reduction trajectory for scope 3 has been defined, even though it represents more than 95% of emissions. No action plan is structured either upstream (suppliers) or downstream (customers, use of products). Climate investments are marginalized, accounting for less than 1% of CAPEX in 2024.
Despite a few isolated initiatives, Continental does not demonstrate credible or engaging decarbonization momentum in the medium term. The absence of a scope 3 trajectory, the weakness of climate investments and the inertia of the economic model oriented towards internal combustion vehicles justify a negative trend in the evaluation of its transition plan.
However, no reduction trajectory for scope 3 has been defined, even though it represents more than 95% of emissions. No action plan is structured either upstream (suppliers) or downstream (customers, use of products). Climate investments are marginalized, accounting for less than 1% of CAPEX in 2024.
Despite a few isolated initiatives, Continental does not demonstrate credible or engaging decarbonization momentum in the medium term. The absence of a scope 3 trajectory, the weakness of climate investments and the inertia of the economic model oriented towards internal combustion vehicles justify a negative trend in the evaluation of its transition plan.
Source
ACT Eval 2
Evaluator
Ekodev
GLOBAL SCORE
Performance score (/100)
25
Disclosure score (/100)
90
ℹ️
Narrative Score (A > E)
D
Trend Score (- = +)
-
Scores by module
#1 : best score in the sample
N/A% = module not applicable to the sectoral methodology
Target Score : 6%
Material Investment Score : 36%
Intangible Investment Score : 0%
Sold Product Performance Score : 58%
Management Score : 47%
Supplier Engagement Score : 4%
Client Engagement Score : 0%
Policy Engagement Score : 23%
Business Model Score : 6%
Indicator weight by module