"First Mover" in our industry - what does it mean?

"Sustainability" or "to sustain" is generally understood as something that lasts for a long period of time. This is what should be essential, if it comes to planning and consulting work. It is elementary, that private and public infrastructure like airports, traffic/ transport, water/ environment, buildings/ schools as well as urban and landscape development are planned as proactively as possible.

Thus, the „sustainable management“ should be the core from which everything else grows up. So Dorsch (DI/BDC), is a so called "first mover" in its industry. You are invited to get familiar with what we do around "sustainability"…


  • Guiding Principles
  • Commitment to Sustainability
  • Our Mission


  • Human rights
  • Flexible working time, work & family
  • Social engagement

Eco friendly

  • Dealing with resources
  • Mobility
  • Sustainable thinking & acting

​„[...] business can be part of the solution to the challenges of globalization.“ (UN Global Compact 2006)
As an integral part of the sustainability dialogue of both companies Dorsch International and BDC, we reported in accordance to the United Nations Global Compact Framework in December 2020 in the third year already. More than 15,000 companies and organizations from over 160 countries have already joined this United Nations initiative on a voluntary basis. The aim of this network is the targeted and effective handling of global challenges through the cooperation of governmental instutions, companies and NGOs.
For us, transparency is not just a defined corporate value, but also our demand in all our processes. Transparent reporting, also on social and environmental aspects of our business, is an essential component of the sustainability management of Dorsch.
Please follow this link to proceed to the company information and the sustainability report of Dorsch International on the UNGC platform (in German language):
As one of the few companies in our branch, we are reporting herein on the topics of human rights, labour standards, environment and anti-corruption. In this report, we'd like to inform about our integration of sustainability into the everyday life of our company and about our measures for implementation. We are also committing ourselves to our future goals in sustainability and we show how we are measuring our success.
In accordance with the requirements of the UNGC, we are reporting annually on the progress of our sustainability management (Communication on Progress - COP).

Guiding Principles

The guiding principles, gives us a consistent, sustainable direction. It describes our common understanding and our intentions.

Commitment to Sustainability

In regards of sustainability, we take our customers needs seriously and help to fulfil the value-chain.

Our Mission

Our mission is an expression of a strong brand. A mission, that motivates and pushes us every day. This is what we stand for and what labels us.

We want to apply our guiding principles into our daily work. Therefore we need rules, which give us orientation. For that purpose, the Code of Conduct was established and applies to everyone in our company.

We want to live these behaviours internally as externally with respect and decency. Working together in a friendly, open and professional atmosphere should be elementary. We put customers wishes and problems in the center of our consulting work. In order to do so, we put ourselves in our clients shoes in order to find adequat and innovative solutions. We are honest relating to the information & consulting-processes and analyze ourselves critically.

We want employees who are confident, motivated and performance-oriented. Recognition and constructive feedback strengthen our self confidence, push our independence and motivates us to come up with new ideas. Sustainable management is particularly important to us. Therefore, economical acting, social responsibility and ecological awareness are guiding principles of our company.

We are your contact partner for independent and sustainable engineering and planning. The customer needs have first priortity, therefore it‘s important to help in finding longlasting , sustainable solutions for the next generation.

No sooner said than done: We support internal environmental impact studies, accompanying landscaping, species protection tests or other relevant analyses for example, in order to question measures within the run-up or to minimise interventions into nature.

Our company is engaged based on the improvement of the economic, environmental and social performance. e. g.

  • Innovation and development of new and improved planning methods and procedures in order to support the sustainability effort of our customers
  • Support of the responsible use of services/solutions concerning environment, health and safety as well as the efficient use of resources
  • In the cities and communities we act as a "good neighbour" and provide the best possible solutions on-site.
  • Through our association work and together with our partners, we keep us up to date and use trainings and innovations networks.

A mission is an expression of a strong brand. Something, that motivates and pushes us every day. It is what we stand for, what labels us.

The aspirations we set for ourselves are:

  • We plan infrastructure, which will be important in the future!
  • We rely on sustainable planning!
  • What we plan, we plan for you!

Due to the long-term nature of our projects and the associated high volatility in the independent consulting engineers branch, we generally aim for long-term goals in our sustainability management. We also develop our measures accordingly. Therefore, our core objectives are based on the year 2015 with a target horizon until 2021.

In 2019 Dorsch International recorded a +21.89 % increase over 2018 in its contract volume.

Compared with the previous year 2018 the project results of Dorsch International rose by +18.61 % in 2019.

The overall performance of the company was up +4.52 % over the same period. In the period since 2015, 70.8% of the target of increasing total output by 15% until 2021 has been achieved. 

Human rights

At Dorsch, we are committed to upholding human rights in all business activities. This applies to all internal and external processes.

Flexible working time, work & family

Objectives of our flexible working models and the pme family service offered at Dorsch are to align our employees' private challenges with the company's interests and to serve our customers best.

Social engagement

Our company supports social institutions in order to help needy people.

At Dorsch, we are committed to upholding human rights in all business activities.

This applies to all internal and external processes. We respect and support the protection of international human rights along our entire value chain, and take appropriate measures to ensure that we do not violate any human rights.

It is important to us that every individual associated with Dorsch complys with our human rights mission. Therefore, we are not only expecting from our employees the compliance with human rights, but also from all external partners, suppliers and subcontractors within the scope of our possibilities.

The goal of the Dorsch working time model is to unite customer needs, corporate objectives and private obligations of the employees.

The employees are in close contact with their line managers and colleagues in order to guarantee daily business responsibilities. Our employees task is to act as an entrepreneur within the company.

As we are not setting a core working time, we offer our employees the flexibility and ownership to handle their work independently – from the office, at home or on the road. Based on these facts, our CO2 footprint is being minimised significantly.

The pme family service offered at Dorsch supports all employees in combining work and private life. Thus, they are able to accomplish all their daily tasks with a clear head in a healthy way.

The pme’s offer ranges from individual care solutions for children and elder people to numerous childcare and education facilities.

Additionally, a partner academy also offers educational trainings for all situations in the daily private an working life.

1. "Social Day" (local support)
The voluntary service for charitable purposes – so called „Social Day or Corporate Volunteering“ – is now part of the corporate culture in many firms. Companies give their employees a day off, so that they can engage in charitable activities in order to take social responsibility e.g. Diakonia, The Munich Food Bank, Ronald Mc Donald House (for children with serious heart deases).

2. The "Blue Heart" (international support)
Since 2012 we especially support, an e-learning project in Brazil, which offers internet based education for children.

3. Corporate Run - J.P. Morgan Corporate Challenge (support for handicapped people)
With the J.P. Morgan Corporate Challenge we reinvorce health of our staff and in parallel we support handicaped people with the start fees.

4. "Engineers without Borders" (support through our company know-how)
With a sponsoring membership, we support the aid organisation "Engineers without Borders" and offer voluntary help within world wide aid projects.

Due to the long-term nature of our projects and the associated high volatility in the independent consulting engineers branch, we generally aim for long-term goals in our sustainability management. We also develop our measures accordingly. Therefore, our core objectives are based on the year 2015 with a target horizon until 2021.

From 2018 to 2019 the number of salaried staff working at Dorsch International rose by +6.19 % from 182 to 194. Our long-term goal of a 15% increase until 2021 has already been achieved to 90%.

There was an increase of +6.85 % in the number of women employed and +5.79 % in the number of men employed.

From 2018 to 2019 the number of interns / working students rose from 13 to 19 (+31.58 %)

The percentage of female employees working at Dorsch International rose slightly in 2019 at 37.63 % (in 2018 37%) - this being substantially higher (+75.05 %) than the average figure of 22 % in the engineering consultants’ sector. We were therefore able to achieve our long-term goal of a permanent above-average ratio of female employees of more than 30 % again in 2019. 

Dealing with resources

The gentle use of natural resources, is today more important than ever before...


We constantly improve our mobility concept.

Sustainable thinking & acting

We plan proactively and sustainably. Our engagement speaks for itself…

Topic paper:

The paperless office is a vision, that encourages to rethink our own behaviour in our daily business. Nevertheless we are aware, that especially within the planning work, paper can‘t be waived. Therefore it seems more important, to identify areas, where the use of paper can be reduced reasonably.

The following measures have already been implemented successfully:

  • Switching the printer settings to "duplex printing"
  • Use of FSC certificated paper with ecolabel
  • Electronic data storage via intranet/internet. The usage of the web does not only reduce paper consumption, but also transportation costs
  • Introduction of a "green" auto-signature, in order to reduce paper usage


Topic water: In the year 2015, the water consumption at DI and BDC had been 1.018 m³. That is 5,03 m³ per person and year. Compared to last year, it dropped 8 %.

Energy topic: The total primary energy consumption of DI and BDC amounted to 1,872 MWh in 2016, which is more than 50% down on the previous year.

Paper Consumption: The material indicator has reduced the consumption of printer and plotter paper by 20% compared to the peak year of 2015. In 2016, it totaled 5,032 kg. This makes per employee 26.20 kg or 5,414 sheets of A4 per year, i. about 25 sheets per working day.

We regularly rethink our mobility management related to:

  • improving and customising our travel workflow
  • external consulting in order to optimise our mobility processes
  • focusing on state-of-the-art mobility solutions

Joint key figures for DI & BDC:
Primay Energy Consumption Transport (2015):  3.275 MWh
Primay Energy Consumption Transport (2016):  1.029 MWh

-> Reduction by 66% compared to previous year

Km Flugzeug (2015):  1.870.386
Km Flugzeug (2016):     474.332

-> Reduction by 74% compared to previous year

We plan our projects in a proactive and sustainable way.

Our initiatives in a nutshell:

  • The certificate by the TÜV Rheinland confirms us a Corporate Sustainable Management certification according to the standard "ZNU Nachhaltiger Wirtschaften" of University of Witten/Herdecke

  • The "Learning by Design" prize was awarded to us for "Sustainable Planning"

  • With the charity "Engineers without Borders" our experts have the chance to help on a voluntary base with their individual expertise
  • Our workforce certifies us authenticity and transparency with the official labels "Top Company" and "Open Company" by kununu
  • The "DQS" label confirms us profound quality management

Due to the long-term nature of our projects and the associated high volatility in the independent consulting engineers branch, we generally aim for long-term goals in our sustainability management. We also develop our measures accordingly. Therefore, our core objectives are based on the year 2015 with a target horizon until 2021.

Use of resources*

In 2015 the primary energy consumption at DI and BDC per full-time equivalent employee (FTE) was 19.76 MWh per annum.  By 2019 consumption per FTE was down to 9.11 MWh per annum, representing a significant reduction in primary energy consumption of -54 % within a period of two years.

This includes a 1.77 MWh electrical energy consumption in 2015 per FTE and 1.41 MWh per FTE in 2019, representing a reduction of -20 % per FTE.

Paper consumption per FTE dropped in 2019 by -41% or -12.92 kg compared with the peak year of 2015. The consumption of printer paper and plotter paper per FTE was 31.21 kg in 2015, and 18.29 kg in 2019.

There has been a reduction in the amount of waste per FTE from 46.38 kg (in 2015) to 40.93 kg (in 2019), representing a reduction of -12 %.



At 16.19 MWh per FTE in 2015 the energy consumption levels for mobility at DI and BDC were substantially higher than in 2019 when levels showed just 5.91 MWh. This was achieved first and foremost thanks to a significant reduction in airline travel in favour of more sustainable means of transport and fewer long distance flights. The overall result was a -64 % reduction, exceeding the initial target for 2021.

CO2 emissions per FTE in 2015 were 2.90 t compared with 2.02 t in 2019, representing a decrease of -30 % over a period of four years. We exceeded our initial target already with that success two years earlier.

Particulate emissions per FTE also dropped from 0.15 kg in 2015 to 0.08 kg in 2019, this also representing a decrease of -47%.

* Energy and environmental figures for our office sites are generally not published until up to one year later; the current energy and environmental report can therefore only take into account the figures for the period ending 31.12.2019.