GRI Content Index | Datwyler

General disclosures

GRI 2General Disclosures 2021
2-1	Organizational Details	About us Dätwyler Holding Inc. 6460 Altdorf Switzerland
2-2	Entities included in the organization’s sustainability reporting	If not otherwise stated, the companies covered in the sustainability report correspond to those of the consolidated companies, listed in the Financial Report 2022 (page F37).
2-3	Reporting period, frequency and contact point	01.01.2022 – 31.12.2022 Publication date of this report: 9 February 2023 Contact: Sabrina Gérard, Chief Sustainability Officer (CSO) Head of Group Function Sustainability and Operational Excellence sabrina.gerard@datwyler.com
2-4	Restatements of information	None
2-5	External assurance	None

GRI 2General Disclosures 2021
2-6	Activities, value chain and other business relationships	Group Structure and companies
2-7	Employees	Employee Structure (table)
2-8	Workers who are not employees	Composition of workforce

GRI 2General Disclosures 2021
2-9	Governance structure and composition	5.3 Internal organization Main responsibilities and operation of the board
2-10	Nomination and selection of the highest governance body	Nomination and Compensation Committee
2-11	Chair of the highest governance body	5.5 Board of Directors
2-12	Role of the highest governance body in overseeing the management of impacts	Sustainability (ESG) Governance
2-13	Delegation of responsibility for managing impacts	Sustainability (ESG) Governance: role of the Board of Directors
2-14	Role of the highest governance body in sustainability reporting	As an integral part of the annual report, the sustainability report is also submitted to the Board of Directors for review and approval.
2-15	Conflicts of interest	Under the shareholders' agreement, Pema Holding AG may invest only in Datwyler and its spin-offs. It therefore has no conflicts of interest with other shareholdings and completely reflects the interests of the bearer shareholders. Substantial shareholders and shareholder structure Compliance and ethics
2-16	Communication of critical concerns	At Datwyler, critical concerns are immediately reported by the CEO or CFO to the Board of Directors (BoD). Communication of critical concerns
2-17	Collective knowledge of the highest governance body	Annual knowledge exchange sessions are organised for the BoD members with the goal to advance the collective knowledge, skills and experience on sustainable development. Collective knowledge of the highest governance body
2-18	Evaluation of the performance of the highest governance body	Each year the BoD Chairman takes the initiative to evaluate the skill set of the BoD members by using an independent evaluation questionnaire assessing e.g. leadership, culture, role clarity, teamwork, accountability, decision making, communications, board operations. Evaluation of the performance of the highest governance body
2-19	Remuneration policies	Remuneration philosophy and principles
2-20	Process to determine remuneration	Determination procedure for the remuneration system
2-21	Annual total compensation ratio	The ratio of the annual total compensation for the organization’s highest-paid individual (CEO) to the average annual total compensation for all employees (excluding the highest-paid individual) in 2022 amounted to 46.4. To calculate the ratio, the total CEO compensation (CHF 2'031'491) as reported in the Remuneration Report 2022 (table 3) and the total personnel expenses (CHF 359.2 Mio.) as reported in the Financial Report 2022 (page F18, note 5) were used. The remuneration model for the CEO consists of a fixed base salary, variable incentive, long-term incentive plan and employer social insurance contributions and perquisites. The total personnel expenses including wages and salaries, benefit costs and other employee costs were divided by the average number of full time equivalents (8'104, as reported in the Sustainability Report 2022 (table voluntary leaves). The ratio of the percentage decrease in annual total compensation for the organization’s highest-paid individual (CEO) to the average percentage decrease in annual total compensation for all employees (excluding the highest-paid individual) in 2022 amounted to 4.5. This means that in 2022, compared to 2021, CEO compensation declined 4.5 times more than the average compensation of all employees declined (the latter due to acquisitions with plants in emerging markets).

GRI 2General Disclosures 2021
2-22	Statement on sustainable development strategy	CEO statement 4.2 Commitment and meaning Our commitment to sustainability (video)
2-23	Policy commitments	As early as 2009, we joined the UN Global Compact and committed ourselves to complying with its ten principles on human rights, labor practices, environmental protection and anti-corruption. This code mandates that the companies and employees within the Group must respect the national laws, human rights, personal dignity, and privacy of each individual person. The Code of Conduct also articulates how to deal with business partners and competitors, strictly prohibiting any special treatment, bribery, or corruption. 4.2 Commitment and meaning Our commitment to sustainability (video)
2-24	Embedding policy commitments	4.2 Commitment and meaning Our commitment to sustainability (video)
2-25	Processes to remediate negative impacts	Communication of critical concern
2-26	Mechanisms for seeking advice and raising concerns	Code of Conduct and whistleblower hotline
2-27	Compliance with laws and regulations	Compliance and ethics
2-28	Membership associations	Datwyler supports UN Global Compact; Carbon Disclosure Project; EcoVadis; Global Reporting Initiative; Alliance to zero

GRI 2General Disclosures 2021
2-29	Approach to stakeholder engagement	Sustainability business integration and value creation für stakeholders
2-30	Collective bargaining agreements	57.0% of all employees are covered by collective agreements (or collective bargaining agreements).

Material topics

GRI 3Material topics 2021
3-1	Process to determine material topics	4.3 Material and focus topics
3-2	List of material topics	4.3 Material and focus topics

Economy

GRI 3Material topics 2021
3-3	Management of material topics	2 Letter to the Shareholders

GRI 201Economic performance 2016
201-1	Direct economic value generated and distributed	1 Highlights, key figures (table)
201-3	Defined benefit plan obligations	6.3 Remuneration structure of the Executive Management

GRI 203Indirect economic impacts 2016
203-2	Significant indirect economic impact	1 Highlights, key figures (table)

Environment

GRI 3Material topics 2021
3-3	Management of material topics	Climate-neutral operations 2030: focus, ambition and targets

GRI 302Energy 2016
302-1	Energy consumption within the organization	Energy consumption (table)
302-3	Energy intensity	Energy consumption (table)
302-4	Reduction of energy consumption	Energy consumption (table)

GRI 305Emissions 2016
305-1	Direct (Scope 1) GHG emissions	Greenhouse gas (CO₂) emissions (table)
305-2	Energy indirect (Scope 2) GHG emissions	Greenhouse gas (CO₂) emissions (table)
305-4	GHG emissions intensity	Greenhouse gas (CO₂) emissions (table)
305-5	Reduction of GHG emissions	Greenhouse gas (CO₂) emissions (table)

GRI 3Material topics 2021
3-3	Management of material topics	Eco-design: focus, ambition and targets

GRI 302Energy 2016
302-5	Reduction in energy requirements of products and services	Eco-design: our approach

GRI 3Material topics 2021
3-3	Management of material topics	Resource friendly production: focus, ambition and targets

GRI 303Water and effluents 2018
303-5	Water consumption	Water consumption (table)

GRI 306Waste 2020
306-1	Waste generation and significant waste-related impacts	Waste: our approach
306-2	Management of significant waste-related impacts	Waste: our approach
306-3	Waste generated	Waste (table)
306-4	Waste diverted from disposal	Waste (table)
306-5	Waste directed to disposal	Waste (table)

GRI 3Material topics 2021
3-3	Management of material topics	Sustainable procurement: focus, ambition and targets

GRI 414Supplier social assessment 2016
414-1	New suppliers that were screened using social criteria	Sustainable procurement: our approach

Social

GRI 3Material topics 2021
3-3	Management of material topics	Employer of choice: focus, ambition and targets

GRI 401Employment 2016
401-1	New employee hires and employee turnover	Employee structure (table)

GRI 404Training and education 2016
404-2	Programs for upgrading employee skills and transition assistance programs	Learning and development
404-3	Percentage of employees receiving regular performance reviews	Performance management

GRI 405Diversity and equal opportunity 2016
405-1	Diversity of governance bodies and employees	Diversity of the Board of Directors and Executive Management Employee structure (table)

GRI 406Non-discrimination 2016
406-1	Incidents of discrimination and corrective actions taken	None

GRI 3Material topics 2021
3-3	Management of material topics	Value-driven engagement with customers: focus, ambition and targets

GRI 3Material topics 2021
3-3	Management of material topics	Safe and healthy workforce: focus, ambition and targets

GRI 403Occupational health and safety 2018
403-1	Occupational health and safety management system	Health and safety management: our approach
403-2	Hazard identification, risk assessment, and incident investigation	No incidents in the reporting year
403-3	Occupational health services	Health and safety management: our approach
403-4	Worker participation, consultation, and communication on occupational health and safety	Health and safety management: our approach
403-5	Promotion of worker health	Health and safety management: our approach
403-9	Accidents and day lost	Absences (table)
403-10	Work-related illness	Absences (table)

GRI 3Material topics 2021
3-3	Management of material topics	Engagement for sustainability: focus, ambition and targets

Governance

GRI 3Material topics 2021
3-3	Management of material topics	Transparency: our approach

GRI 3Material topics 2021
3-3	Management of material topics	Compliance and ethics: our approach

GRI 205Anti-corruption 2016
205-2	Communication and training about anti-corruption policies and procedures	Compliance and ethics: our approach
205-3	Confirmed incidents of corruption and actions taken	No incidents in the reporting year.

GRI 206Anti-competitive behavior 2016
206-1	Legal actions for anti-competitive behaviour	Compliance reporting process

GRI 408Child labor 2016
408-1	Operations and suppliers at significant risk for incidents of child labor	No incidents in the reporting year. In its Code of Conduct established in 2008 and with its participation in the UN Global Compact, the Datwyler Group has committed itself to protecting human rights. This means that all legal entities categorically reject the use of child labour. In the reporting year, no sites or suppliers were identified where child labour represents a significant risk.

GRI 409Forced or compulory labor 2016
409-1	Operations and suppliers at significant risk of incidents of forced or compulsory labor	No incidents in the reporting year. In its Code of Conduct established in 2008 and with its participation in the UN Global Compact, the Datwyler Group has committed itself to protecting human rights. This means that all legal entities categorically reject the use of forced or compulsory labour. In the reporting year, no sites or suppliers were identified where forced or compulsory labour represents a significant risk.

GRI 416Customer health and safety 2016
416-2	Incidents of non-compliance concerning the health and safety impacts of products and services	Customer health and safety chemical compliance

GRI 3Material topics 2021
3-3	Management of material topics	Diversity of the Board of Directors and the Executive Management: our approach

GRI 3Material topics 2021
3-3	Management of material topics	Commitment on sustainability: our approach

Other material topics

GRI 3Material topics 2021
3-3	Management of material topics	Creating better solutions, seamless experiences and sustainable success through the power of digitalization.

GRI 3Material topics 2021
3-3	Management of material topics	Through agility we are increasing speed, flexibility, and adaptability by empowering our people.