Givaudan SA

To comply with this system, we have committed to: - fulfill our obligations resulting from public law : achieve our GHG emissions and energy efficiency objectives. - provide the Swiss Confederation with truthful, complete and precise information regarding our GHG emission objectives and figures. In order to fulfill our commitments: - An action plan has been developed with energy saving actions to reduce our GHG footprint. - A review of our performance and progress against our plan is taking place annually with management. - If required at the end of the commitment period, allowances that have been accumulated in the last years could be used to compensate for a surplus of GHG emissions. (In the last year, our GHG emissions were lower than what was required, this allowed us to accumulate some GHG allowances). In view of the plan, we will most probably not need to use these allowances.

OUR POLICIES

› Human Rights policy
› Responsible Sourcing policy
› Water policy
› Quality policy

INTERNAL POLICIES AVAILABLE
ON OUR COMPANY INTRANET

› Global privacy and data
protection policy
› Global anti-bribery, gifts, entertainment
and hospitality policy
› Global conflict of interest policy
› Global charitable donations,
philanthropy, sponsorship, and
lobbying policy
› Global ethics and compliance
programme policy
› Global due diligence of
intermediaries policy
› Global ethics and compliance incident
investigation procedure
› Global compliance helpline procedure
› Insider dealing policy
› Global EHS policy

In 2020, Givaudan has signed the pledge "Business Ambition for 1.5°C" proposed by the United Nations to aim for net-zero value chain emissions by 2050. The signing of the pledge is a key milestone on Givaudan's path to reaching its ambition of becoming climate-positive before 2050 for all three scopes, with the Company purpose. [...] Specifically for IFRA (International Fragrance Association ) and IOFI (International Organization of the Flavor Industry), by sitting on the board of Directors of these industry associations and being a very active working group member we ensure consistent and proactive alignment between our company strategy and necessary industry alignment that always takes place in a pre-competitive base. The industry association and its regional representatives are the liaison for policy makers across geographies. Until now Givaudan has always set and delivered higher standards and requirements on all sustainability aspects compared to the industry association positioning with regards to policy makers. In the future, in case there is an inconsistency we would escalate the matter to the board of directors of the association before anything is officially translated into policies, provide detailed insights on our claims to enable high quality discussions at board level and defend our position. We will use all established means described in the association governance (from proposing alternatives up to vetoing) so the board of directors can land on consensus for a revised industry positioning with regards to Policy makers.

Our sustainability efforts are led by the Head of Global Procurement and Sustainability, a member of the Executive Committee, who briefs the Board annually on our actions to bring shared value to stakeholders and on matters pertaining to sustainability in general. He is supported by a dedicated Sustainability Leadership Team (SLT). Made up of internal specialists in corporate responsibility and sustainability as well as dedicated business partners, the SLT is the strategic and operational body that supports the organisation in reaching its sustainability goals. Our targets can only be reached if everyone is involved – the role of the SLT is then to work closely with Division and Function leaders and managers to mobilise resources in the organisation that will make the difference in driving the sustainability agenda forward. The SLT meets twice a month for regular progress review and at least every 6 weeks to jointly discuss the direction of our actions. [...] The Head of Global Procurement and Sustainability facilitates regular review of the Sustainability agenda, including discussions on progress and decisions on strategic direction and commitments.

The Board of Directors has delegated the responsibility for defining our purpose and sustainability ambitions to the Executive Committee (EC), which leads Givaudan's overall strategic direction. Consequently, the EC mandated a cross-functional team to conduct the double materiality assessment, and then the EC reviewed and confirmed the impacts and resulting ESG material topics.

The Corporate Ethics & Compliance Officer oversees the administration of this programme supported by a global compliance team and a network of local compliance officers and regional compliance coordinators. Regular compliance risk assessments are carried out by the Corporate Ethics & Compliance Officer with local compliance officers and corporate functions. [...] The Corporate Ethics & Compliance Officer reports regularly to the Board of Directors, the Audit Committee of the Board, the Executive Committee and the CEO. [...] We monitor for compliance via numerous measures. We ask all Local Compliance Officers to certify the compliance of their country organisations with the laws and with Givaudan's policies once annually.

#### Sustainability governance The Head of Global Procurement and Sustainability, a member of the Executive Committee (EC), heads the Company's sustainability approach. He is supported by a dedicated Sustainability Leadership Team (SLT) led by the Global Head of Sustainability. This team is made up of internal specialists in corporate responsibility and sustainability as well as dedicated business partners to implement the approach. The SLT is the strategic and operational body that supports the organisation in the implementation of the approach to meet Givaudan's sustainability goals. The team meets every six weeks and on an ad-hoc basis for specific purposes. The Executive Committee usually meets monthly to discuss general Company business and strategy and sustainability is a recurrent point on the agenda. The meetings, which take place at various sites, provide the EC an opportunity to interact with local management and to visit Givaudan locations across the globe. Each major region is visited at least once a year to ensure a close interaction with all the different business areas. The Head of Global Procurement and Sustainability reports annually to the Board of Directors on sustainability matters.

OUR POLICIES

› Human Rights policy
› Responsible Sourcing policy
› Water policy
› Quality policy

INTERNAL POLICIES AVAILABLE
ON OUR COMPANY INTRANET

› Global privacy and data
protection policy
› Global anti-bribery, gifts, entertainment
and hospitality policy
› Global conflict of interest policy
› Global charitable donations,
philanthropy, sponsorship, and
lobbying policy
› Global ethics and compliance
programme policy
› Global due diligence of
intermediaries policy
› Global ethics and compliance incident
investigation procedure
› Global compliance helpline procedure
› Insider dealing policy
› Global EHS policy

The Board of Directors has delegated the responsibility for defining our purpose and sustainability ambitions to the Executive Committee (EC), which leads Givaudan's overall strategic direction. Consequently, the EC mandated a cross-functional team to conduct the double materiality assessment and then the EC reviewed and confirmed the impacts and resulting ESG material topics.

The Board of Directors continues its focus on ESG topics aligned to Givaudan's purpose of "creating for happier, healthier lives with love for nature". Our bold, long-term purpose goals outline our intentions in the areas of creations, nature, people and communities and are fully embedded into our 2025 strategy, our five-year roadmap for delivering sustainable value creation for all our stakeholders. Together, they form the bedrock of our ESG approach. [...] The Board sets Givaudan's strategy, including on ESG topics, and has the oversight of all ESG aspects, including the sustainability strategy and targets. The Board tables and discusses selected ESG topics at each of its meetings. [...] The seven-member Executive Committee (EC), led by the Chief Executive Officer (CEO), is responsible for implementing Givaudan's strategy under the supervision of the Board. The CEO is appointed by the Board and has the task of achieving the strategic objectives of the Company and determining operational priorities. The CEO also leads, supervises and coordinates the EC, which meets monthly to discuss Company business, strategy and sustainability. Topics related to purpose / sustainability ambitions form part of the regular EC meeting agenda so that progress and pending decisions can be discussed. Each purpose ambition is allocated to a specific EC member who leads the regular briefs to the Board. In addition, sessions dedicated to reviewing the overall progress and strategic direction of our ESG ambitions are held twice a year. [...] The Sustainability Leadership Team (SLT), led by the Global Head of Sustainability, is made up of internal experts on topics linked to purpose/sustainability. The team supports the organisation in reaching relevant goals, working closely with divisional and functional leaders and managers to drive the agenda forward. The SLT meets on a regular basis to review progress and agree key recommendations for the EC. [...] The Purpose Management Office (PMO), led by the purpose project lead, is responsible for both supporting the embedding of our purpose within the business agenda at the EC and leadership team levels as well as for helping identify ways of cascading it down the organisation. The divisions and functions leadership teams integrate the purpose/sustainability ambitions into strategic plans and allocate the resources that will make the difference in delivering on our purpose/sustainability agenda.

The Board of Directors continues its focus on ESG topics aligned to Givaudan's purpose of "creating for happier, healthier lives with love for nature". Our bold, long-term purpose goals outline our intentions in the areas of creations, nature, people and communities and are fully embedded into our 2025 strategy, our five-year roadmap for delivering sustainable value creation for all our stakeholders. Together, they form the bedrock of our ESG approach. [...] The Board sets Givaudan's strategy, including on ESG topics, and has the oversight of all ESG aspects, including the sustainability strategy and targets. The Board tables and discusses selected ESG topics at each of its meetings. [...] The seven-member Executive Committee (EC), led by the Chief Executive Officer (CEO), is responsible for implementing Givaudan's strategy under the supervision of the Board. The CEO is appointed by the Board and has the task of achieving the strategic objectives of the Company and determining operational priorities. The CEO also leads, supervises and coordinates the EC, which meets monthly to discuss Company business, strategy and sustainability. Topics related to purpose / sustainability ambitions form part of the regular EC meeting agenda so that progress and pending decisions can be discussed. Each purpose ambition is allocated to a specific EC member who leads the regular briefs to the Board. In addition, sessions dedicated to reviewing the overall progress and strategic direction of our ESG ambitions are held twice a year. [...] The Sustainability Leadership Team (SLT), led by the Global Head of Sustainability, is made up of internal experts on topics linked to purpose/sustainability. The team supports the organisation in reaching relevant goals, working closely with divisional and functional leaders and managers to drive the agenda forward. The SLT meets on a regular basis to review progress and agree key recommendations for the EC. [...] The Purpose Management Office (PMO), led by the purpose project lead, is responsible for both supporting the embedding of our purpose within the business agenda at the EC and leadership team levels as well as for helping identify ways of cascading it down the organisation. [...] The divisions and functions leadership teams integrate the purpose/sustainability ambitions into strategic plans and allocate the resources that will make the difference in delivering on our purpose/sustainability agenda.

Firstly, our Global Charitable Donations, Philanthropy, Sponsorship, and Lobbying Policy focuses on charitable donations and sponsorship as well as lobbying. This policy prohibits donations to any political party. We also exclude as causes for charitable donations those organisations that advocate or support policies or practices that discriminate on the basis of race, religion, skin colour, age, gender, disability, national origin or sexual orientation or that are not otherwise aligned with our Principles of Conduct. We disclose all charitable contributions and sponsorship. Most of our charitable work is conducted through the Givaudan Foundation. As a rule, Givaudan does not engage in direct lobbying. We work with interest groups, NGOs and other groups to help our advocacy efforts and we are active participants in industry associations worldwide.

OUR POLICIES

› Human Rights policy
› Responsible Sourcing policy
› Water policy
› Quality policy

INTERNAL POLICIES AVAILABLE
ON OUR COMPANY INTRANET

› Global privacy and data
protection policy
› Global anti-bribery, gifts, entertainment
and hospitality policy
› Global conflict of interest policy
› Global charitable donations,
philanthropy, sponsorship, and
lobbying policy
› Global ethics and compliance
programme policy
› Global due diligence of
intermediaries policy
› Global ethics and compliance incident
investigation procedure
› Global compliance helpline procedure
› Insider dealing policy
› Global EHS policy

###### Charitable donations, lobbying and conflict of interest
Two additional policies address adjacent areas. The first is the Global Charitable Donations, Philanthropy, Sponsorship, and Lobbying Policy. It prohibits donations to any political party and excludes as causes for charitable donations organisations that advocate or support policies or practices that discriminate on the basis of race, religion, skin colour, age, gender, disability, national origin or sexual orientation, or which are otherwise unaligned with our Principles of Conduct. We disclose all charitable contributions and sponsorship. Most of our charitable work is conducted through the Givaudan Foundation. Furthermore, as a rule, Givaudan does not engage in direct lobbying. We work with interest groups, NGOs and other groups to help our advocacy efforts and we are active participants in industry associations worldwide.

Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy[…]Climate actions are well represented in our strategy and action plan. We continuously align the activities of the two divisions and of the corporate functions around the agreed commitments and targets and we widely share within the organisation through KPIs and scorecards (e.g. eco-efficiency CAPEX investments are frequently discussed by several leadership teams, including the executive committee). This allows the company to be fully aligned internally and to speak with unitary voice on the topic inside external bodies and multi stakeholders platforms.

Specifically for IFRA (International Fragrance Association ) and IOFI (International Organization of the Flavor Industry), by sitting on the board of Directors of these industry associations and being a very active working group member we ensure consistent and proactive alignment between our company strategy and necessary industry alignment that always takes place in a pre-competitive base. The industry association and its regional representatives are the liaison for policy makers across geographies. Until now Givaudan has always set and delivered higher standards and requirements on all sustainability aspects compared to the industry association positioning with regards to policy makers. In the future, in case there is an inconsistency we would escalate the matter to the board of directors of the association before anything is officially translated into policies, provide detailed insights on our claims to enable high quality discussions at board level and defend our position. We will use all established means described in the association governance (from proposing alternatives up to vetoing) so the board of directors can land on consensus for a revised industry positioning with regards to Policy makers.

Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?[…]Yes