Swiss Triple Impact - Impact report

This first Swiss Triple Impact (STI) Impact Report reflects on five years of collective progress toward a more sustainable and resilient Swiss economy. Against a backdrop of global uncertainty and evolving business expectations, the report showcases how over 550 companies have turned sustainability into a competitive advantage through STI’s practical 3-step approach—Prioritise, Structure, Transform. Combining data, insights, and success stories, it celebrates the companies and partners driving meaningful change and demonstrates that purpose-driven business is not only possible but essential for the future.

Impact Report

Last update March 2026

Table of content 3 Introduction 4

About the Swiss Triple Impact Programme

14 Swiss Triple Impact in Numbers 20 Outcomes and achievements of the STI Programme 26 Impact of the STI Programme 75 Conclusion

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Introduction Swiss companies are operating in an increa- singly demanding and unpredictable environ- ment. Rising energy prices, a persistent shortage of skilled workers, a strong Swiss franc, and geopolitical instability are all putting pressure on established business models. At the same time, the expectations placed on businesses are evolving rapidly: sustainability reporting re- quirements are intensifying, and the demand for transparency and accountability is growing. In this shifting landscape, the question is no longer whether companies should engage with sustainability—but how. Evidence is intensifying: companies that go beyond minimum com- pliance and proactively integrate sustainabi- lity into their core strategy consistently outperform their peers . In contrast, those that treat sustainability as a regulatory checkbox risk falling behind.

This first Impact Report marks a significant milestone. It offers a retrospective look at the first five years (2020 to 2025) of the STI pro - gramme, highlighting the commitments, pro- gress, and good practices of more than 550 participating organizations across Switzerland. Through data, stories, and examples, we show what is possible when companies em- brace co-creation, take ownership of their sustainability journey, and move from inten- tion to action . Above all, this report is a tribute to the compa- nies that have dared to lead, the partners who have supported this work, and the growing B Ecosystem that is redefining what prosperity looks like in the 21st century. In times of uncer- tainty, the STI community offers a clear mes - sage: purpose-driven business is not only viable—it is vital.

Launched in 2020 by B Lab Switzerland, the Swiss Triple Impact (STI) programme, provides a structured and accessible pathway for bu- sinesses to turn sustainability from a challenge into a competitive advantage. Its practical 3-step methodology—Prioritise, Structure, Trans- form—supports organizations of all sizes and sectors in identifying key impact areas, aligning strategy with global goals, and taking mea- surable, credible action. By this, we provide a framework that allows companies to increase their resilience and become a future-fit orga - nisation which acknowledges that the eco- nomy and society are changing and are not afraid to transform along with them. Rather than offering a one-size-fits-all solution, the STI en - ables each company to build a strategy that is both future-oriented and rooted in its own bu- siness model.

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About the Swiss Triple Impact Programme

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About B Lab Switzerland’s Swiss Triple Impact Programme B Lab Switzerland is part of a global network of nonprofits working to transform the role of business in society. We promote accountability, transparency, and impact through standards, certification, training, and collective action. Our mission is to build an inclusive, equitable, and regenerative eco- nomy by helping companies become not the best in the world, but the best for the world. The Swiss Triple Impact Programme represents one of B Lab Switzerland’s key activities to support organizations in their business development. It guides businesses of all sizes and industries through a clear three-step process to build a practical, tailored sustainability strategy—helping them manage risks, measure impact, seize new opportunities, and future-proof their operations.

Why Swiss Triple Impact ? Triple stands for People, Planet and Prosperity

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WHY ?

To help companies • Stay ahead of market demands and regulatory changes while strengthening their existing business model • Align their impact on the environment and on society with cur- rent local and global challenges • Build resilience and make sure their business doesn’t fall behind • Demonstrate strength and vision and position themselves in the market as a forward-thinking player

HOW ?

By providing the tools , frameworks and the expertise it takes to challenge the current business model and then trans- form it to a stronger one .

THE RESULT ?

A curated action plan with everything needed to take the business to the next level and a network/community to lean on to and exchange challenges and best practices .

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It only takes three steps The basis of the STI programme is the three-step method consisting of 3 workshops. This method can be applied to various approaches so that impact is generated, where it’s needed.

With our proven 3-step method, we help companies

Structure and plan your strategic approach to sustainability around goals and measures that are relevant to your business model. 2 | STRUCTURE

Turn new sustainability challenges into business opportunities

Build on your existing strengths and processes

1 | PRIORITISE Prioritise the key impacts, risks, and opportunities within your business model, and collaborate with like-minded companies to identify actionable levers.

3 | TRANSFORM Reevaluate your commitments by having them reviewed. Demonstrate transparency and gain recognition by becoming a public STI Leader and joining our B Ecosystem.

Identify practical, measurable actions that increase business value

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Our approaches Each of our approaches follows the same methological logic, however they all focus on different needs and opportunities for impact maximisation: individual impact, impact within the same value chain and impact within the same sector.

Find out more about our pathways www.blab-switzerland.ch/swiss- triple-impact/practical-information/

STANDARD PATHWAY What ? Cross-sector workshops to help companies structure their sustainability strategy. For whom ? Companies of all sizes and sectors.

VALUE CHAIN ACTIVATION

SECTORAL PATHWAY

What ? A collaborative programme uni- ting companies and their suppliers/ clients to improve sustainability across the entire value chain. For whom ? Businesses wishing to en- gage their ecosystem (suppliers, distri- butors, clients).

What ? Sector-specific cohorts co-creating solutions and shared standards within one industry. For whom ? Companies from the same sector, working with industry associations.

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Standard pathway Our standard pathway brings together a dynamic mix of participants from companies of all sizes and sectors. Over the course of three engaging half- day workshops, we take you step-by-step through the process of tackling your most pressing sustainability challenges. Using real-world examples, proven analysis methods, practical tools and actionable guidelines, you’ll gain the knowledge and confidence to move from intention to impact. What really sets this programme apart is the value of peer-to-peer exchange – insightful discussions with participants from different industries spark new ideas and perspectives.

Find out more about this pathway www.blab-switzerland.ch/swiss- triple-impact/practical-information/

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Value Chain Activation Value Chain Activation (VCA) is a collaborative programme that brings together companies within the same value chain—from suppliers to clients—to collectively improve sustainability practices. Through tailored collaborations and workshops, participants identify shared sustainability challen- ges and develop solutions to enhance performance and impact across the entire value chain, fos- tering standardized practices and continuous improvement for the benefit of all involved parties.

Find out more about this pathway www.blab-switzerland.ch/ value-chain-activation/

How Value Chain Activation (VCA) Works

1. Engagement Companies initiate the programme by invi- ting their suppliers, distributors, and clients to participate in the collaborative efforts.

3. Workshops A series of workshops are conducted to bring participants together, allowing them to identify and discuss common sustainability issues and challenges.

5. Alignment The process helps align sustainability goals and practices across different stages of the value chain.

2. Tailored Collaboration The programme offers specific collabora - tions designed to meet the unique sustaina- bility needs of the participating companies and their value chain partners.

4. Collective Solutions Participants work together to find and imple - ment solutions that address these identified issues, amplifying their collective impact.

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WHY THE VALUE CHAIN ACTIVATION APPROACH MAKES SENSE

Enhanced Sustainability - It promotes the adoption and standardization of sustainable practices throughout the entire value chain.

Amplified Impact - By working together, participants can achieve greater and more significant positive impacts than they could individually.

Increased Collaboration - VCA fosters cooperation and knowledge sharing among companies, suppliers, and industry associations.

Shared Standards - It helps to establish common sustainability standards that can be applied across the industry.

Continuous Improvement - The programme encourages ongoing efforts to improve sustainability performance over time.

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Sectoral Pathway The Sectoral Pathway is a collaborative initiative that brings together com- panies from the same industry within dedicated STI cohorts. Its goal is to address shared sustainability challenges and foster the development of industry-wide solutions through co-creation and strategic alignment.

Find out more about this pathway www.blab-switzerland.ch/swiss- triple-impact/sectoral-pathways/

How the Sectoral Pathway Works

1.Cohort Formation Companies from similar sectors are grouped into STI cohorts to foster targeted dialogue and sector-specific collaboration.

3. Industry Collaboration The programme is developed in close collabo- ration with industry associations to ensure sector relevance and strategic alignment.

5. Standards & Alignment The process supports the adoption of shared sustainability standards and helps align goals across organizations within the same industry.

2.Facilitated Exchange Through structured discussions and co-creation sessions, participants explore common challenges, share knowledge, and identify opportunities for impactful change.

4. Knowledge Sharing Participants gain access to industry-specific case studies, reports, and presentations that support learning, benchmarking, and the adoption of best practices.

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WHY THE SECTORAL APPROACH MAKES SENSE

Focused Collaboration - Encourages meaningful exchange and solution-building among companies facing similar secto- ral challenges

Greater Impact - Enables companies to generate more systemic and scalable sustainability outcomes by working together.

Standardization - Helps establish and promote common sustainability standards across the industry.

Strategic Alignment - Strengthens the connection between company-level action and sector-wide transformation efforts.

Accelerated Learning - Facilitates the spread of practical knowledge through real-life case studies and peer learning.

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Swiss Triple Impact in Numbers

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From participants to leaders

548 124

Participating companies Enrolled in the STI Programme STI Leaders Completed the STI Programme (subset of the 548)

Our members are active in all parts of Switzerland ! Here’s where our leaders are at home:

1-10

10-50

50-100

>100

number of participating companies from the marked region

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Insights into our community

SIZE OF THE PARTICIPATING COMPANIES

MOST REPRESENTED SECTORS

Industrial manufacturing

Food & Beverages

IT & Digital Services

Machinery & Equipment

Healthcare

Our Participants are mainly SMEs. But we are happy to support all kinds of sizes and companies, such as foundations, associations or even communes.

Construction

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Our STI Leaders

See all their committments here ! www.blab-switzerland.ch/ecosystem-dashboard/

23bis AG Construction SA Alpine Genius Think Tank Ampersand World SA APP Unternehmensberatung AG APROTEC SA Argor - Heraeus SA ARSA Constructions SA Azurea Technologie Horlogere S.A. Baud Industries Suisse BDO AG Bean2me Belfont SA BG Co-Creative Strategy

BIWI SA Blossom et partenaires sàrl Blueyou Services LTD Boninchi SA Boucledor SA Brademont b-Sharpe SA B'VM Beratungsgruppe für Ver- bandsmanagement Cendres+Métaux Lux SA Centre d'intégration sociopro- fessionnelle (CIS) CFPS du Château de Seedorf Compass Group (Schweiz) AG

Cosanum AG Cronal SA csc costruzioni sa

Fiedler SA Fondation Ateliers Résidences Adultes (FARA) Fondation EPFL Innovation Park Fondation Les Buissonnets Fondation St-Louis FRAPORLUX SWISS S.A. FRZ Flughafenregion Zürich GAINERIE MODERNE SA Générale Ressorts SA Generis AG Getting Digit SàRL Global ID Grangeneuve

Cyberis SA easyDec SA

Ebnat AG Eclosions Ecole de Jazz et de Musique Ac-

tuelle (EJMA) Ecorobotix SA Eldora SA Ernst & Young AG (EY)

everwise LLC F. Preisig AG

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Our STI Leaders

See all their committments here ! www.blab-switzerland.ch/ecosystem-dashboard/

Groupe Mutuel H2i Sàrl Heinis AG HORLYNE SA iart ag Idéative SA IMS Informatik und Management Service AG Industrielle Werke Basel (IWB) AG Innoterra / Pioneering Ventures AG Innovation Lab Fribourg Inovacomm SA Inox Communication SA

Kugler Bimetal La Pierrette S.A.

MPS Micro Precision Systems AG Multicuirs SA Nestlé Nespresso SA Novasort SA OPAN concept SA OVALE & Partenaires Sàrl P+P Project Solutions SA Petitpierre SA Pibor ISO SA Pierhor-Gasser SA Piguet Galland & Cie SA Polarstern AG Polygravia Arts Graphiques SA Positive Coating SA

Privatbank von Graffenried prodartis AG PX Précinox SA Queloz SA Raized Ventures Ldt Reform GmbH Ricola Group AG Saviva Semadeni Plastics Group

Laiteries Réunies Genève Socié- té Coopérative (inclus Vivadis) LAUENER & Cie SA

Laurastar SA Lémanis SA LMNT consultancy Sàrl Loyco SA Luceed SA M&BD Consulting Manufactor SA Menu and More AG Mimotec SA Movo Partners Sàrl

Servette Rugby Club de Genève SHINE COMMUNICATION Sàr V-Zug

Kessler & Co AG Kif Parechoc SA

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Outcomes and achievements of the STI Programme

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PLEDGES TAKEN FROM THE STI PROGRAMME Over the past five years, our STI Leaders have made more than 530 pledges, each addressing key environmental, social, or economic challen- ges. These commitments are designed to enhance the positive impact of their organizations in specific areas.

NUMBER OF COMPANIES FOCUSING ON EACH SDG s

* this is how the pledges taken within the STI programme link to the B Corp standards

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EXAMPLES OF PLEDGES

CORE BUSINESS

INTERNAL OPERATIONS

SUPPLY CHAIN

By 2030, we source 50% of the purchasing for our restaurants from suppliers committed to a recognised CSR approach, compared with 20% in 2024.

By 2025, we ensure that more than 80% of all packa - ging in our global distribution business is fully recy- clable or made from certified, sustainably produced raw materials.

By 2027 for the urban network and by 2033 for the regional network, we replace 100% of our diesel buses with low climate impact technologies, i.e. bat- tery-powered trolley buses, electric buses and hy- drogen buses, all powered by Swiss electricity and hydrogen from renewable sources.

Eldora SA

Blueyou Services LTD

COLLECTIVE ACTION

Transports publics fribourgeois Holding (TPF) SA

By 2025 and annually after that, we guarantee two apprenticeship places yearly for young people with special needs, and create a reliable bridge between the young people and the training companies to en- sure lasting career prospects*.

As a collective action, the members of IT Valley com- mit to creating a joint IT Academy to address the talent shortage in the sector. Young people will rotate between partner companies, benefiting from shared training and practical experience. The Academy also pledges to promote sustainability and increase female participation in IT.

By 2030, we source 80% of our raw materials accor - ding to our sustainable agricultural principles, (com- pared with 1,1% in 2021)*.

Cosanum AG

Ricola Group AG

Cohorte IT Valley: Agence Mint, Infoteam Group, Key IT, Liip, Icube, Luceed

Discover all the pledges on our B Ecosystem Dashboard blab-switzerland.ch/ecosystem-dashboard

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TYPES OF COMMITMENTS To ensure maximum effectiveness, each participating organization is encouraged to align at least one pledge with its core business. This is where transformative change has the greatest potential for systemic impact. Additional pledges often target internal operations and supply chains, promoting more sustainable and responsible business practices across all levels. In some cases, participants have formed collective pledges — collaborative efforts aimed at amplifying the scope and influence of individual actions. One or more pledges affect the internal operations and the supply chain and sometimes, collective pledges have been taken by multiple participants to increase the effect of an action and thus the impact.

Supply Chain 58

Internal Operations 263

Collective Actions 17

Core Business 164

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SCOPE OF PLEDGES The STI Programme is based on a holistic sustainability approach, en- compassing environmental, social, and economic dimensions. Participa- ting companies are therefore required to consider all three pillars of sustainability in their pledges, rather than focusing solely on ecological aspects. SDG 13 – CLIMATE ACTION

As part of their commitment, every company involved in the STI Programme defines at least one climate-re - lated goal aimed at reducing CO₂ emissions. This in - cludes mandatory targets for Scope 1 and 2 emissions, and—wherever feasible—also Scope 3. All climate pledges are aligned with the standards of the Science Based Targets initiative (SBTi), ensuring credibility and alignment with global climate goals.

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EXAMPLES TAKEN FROM OUR ONLINE ECOSYSTEM DASHBOARD

TRANSPARENCY OF COMMITMENTS AND STATUS Transparency is key. All the pledges taken by our STI Leaders are publicly visible on our B Ecosystem Dashboard. The status (« achieved », « in progress » or « delayed ») ar tracked and can be seen online.

Current status of pledges

Delayed 2 Achieved 62

In Progress 438

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Impact of the STI Programme

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Impact IMPACT OF THE STI PROGRAMME The pledges made within the STI Programme are more than declarations—they represent measurable commitments that drive concrete change across core business areas, internal operations, and supply chains. By focusing on ambitious yet realistic goals, participating com- panies contribute to the transformation toward a more sustainable economy. This chapter highlights the tangible impact ge- nerated by these pledges to date. It outlines the progress made, the number of goals already achieved, and the areas where momentum continues to build. The results demonstrate how collective commitment and strategic alignment with global frameworks translate into meaning- ful, long-term outcomes.

HOW DO WE CATEGORISE THE IMPACT OF OUR PLEDGES ? TARGETED IMPACT - This refers to a commitment to implement an activity in a field with potential for impact, without yet having made a precise estimate of the expected results—often due to an initial lack of data. The approach fo- cuses more on the activity level (output) than on measurable impact.

Achieved 11

Achieved 15

Calculated Impact (output)

Targeted Impact

In Progress 127

In Progress 96

Delayed 2

Achieved 36

CALCULATED IMPACT - The commitment includes a baseline and a projection of the expected impact, ex- pressed in absolute or relative terms, following its im- plementation. VERIFIED IMPACT - Similar to the calculated impact, but also includes validation by a third party or external certification.

Verified Impact

In Progress 215

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NUMBER OF CATEGORIZED PLEDGES BY COMPANY SIZE

1 - 9

10 - 49 50 - 249 250 - 999 1000+

TARGETED IMPACT (OUTPUT)

CALCULATED IMPACT

VERIFIED IMPACT

TOTAL

145

188

NUMBER OF CATEGORIZED PLEDGES BY B CORP CERTIFICATION IMPACT TOPIC

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Impact stories from our STI Leaders

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Impact story of Aprotec

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Impact story - Aprotec January 2022 STI Leaders since MACHINERY & EQUIPMENTS

STI PLEDGES AT A GLANCE, ALL ACHIEVED

Core Business - By 2024, we recycle 96 % of our lead batteries.* *By the end of 2021, 75 % of our core business-related waste (lead batteries) was recycled. Stretch goal to reduce overall waste by 2025.

Supply Chain - By 2023, 80 % of our main suppliers meet our sustainable procurement principles.* *Annual audit in the form of a questionnaire and customized visit for each supplier committed to the charter.

RECYCLING, TRAINING, PROTECTING: APROTEC’S SAFETY & RESPONSIBILITY MODEL Aprotec is an SME specialising in emergency and safety lighting. Founded in 1958, the third generation, represented by Anne-Sophie Dunand-Blae - si, now runs the family business with more than 80 employees. Aprotec, which holds the Swissmade label, offers a complete production chain: from the project study by engineers, to the sale of the material, via manu- facturing and finally the commissioning and monitoring of the installations.

Internal Operations - By 2023, 100 % of our employees receive at least one trai - ning course per year, either professional or of personal interest, to ensure their em- ployability and well-being.* *At least half a day of training per year for each employee, thanks to the creation of the AproAcadémie.

More information about Aprotec’s pledges blab-switzerland.ch/company/aprotec-sa-3/

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KEY PROJECTS & OUTCOMES Impact story - Aprotec

SUCCESS FACTORS

Open mindset Stay informed, curious and exchange ideas with others in the industry.

Skills development : creation of the AproAcademy

To guarantee all employees at least one training a year (professional or personal interest). Ensure their well-being and employability in the future. They over-reached their objective three times. Developing criteria for the sector suppliers and holding the Value Chain Activation into high standards. New battery design to reduce the impact from its conception (work on weight, less material use and locally sourced).

Partnerships Engage with external experts. Aprotec held a workshop with the “Fabrique Circulaire” program : deep dive into product analysis with all employees to engage everyone in sustainability initiatives, to generate discussions and ideas on a larger scale and to drive innovation and ensure long-term success. Foster a strong workplace culture centered on sustainability and employee engagement: • Engage all employees in the process (product analysis to find sustainable solutions). • Support the creation of an internal “Green Team”, ambassadors cross-functional am- bassadors below the executive team that will advocate and be supported to drive sustainability initiatives.

Supply chain: development of the chart of sustainable purchase

Core business: Enhance product

sustainability and improve recycling efforts across the company.

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Impact story - Aprotec

IMPACT SNAPSHOT

100%

recycling of all batteries (not only lead batteries)

Aprotec’s journey illustrates how an industrial SME can translate responsibility into action across materials and people. By aligning B Corp certification with STI Pledges, Aprotec closes loops on critical components, invests in employability, and strengthens trust in the safety systems it delivers.

115

training days

the number of times the initial target has been exceeded

For Aprotec, being a B Corp means being an agent of sustainable and essential change for a better world while contributing to a virtuous economy. - Anne-Sophie Dunand-Blaesi, CEO of Aprotec

« Green Team » cross-functional ambassadors

”

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Impact story of Loyco

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Impact story - Loyco May 2022 STI Leaders since INSURANCE/FINANCE

BUILDING ON ITS INITIAL COMMITMENTS – LOYCO’S CONTINUED STI ENGAGEMENT Founded in Switzerland in 2013, Loyco supports organisations through integrated services covering human resources, insurance, risk manage- ment, finance, tax and marketing. Guided by strong people-centred va - lues, Loyco promotes a sustainable vision of performance that places people, trust and long-term value creation at the core of its activities. A member of the B Corp community since 2015, Loyco is proud to be the first B Corp–certified company in Switzerland and to have achieved its fourth B Corp recertification in 2024, reflecting a long-standing commit - ment to responsible business. In 2022, Loyco joined the Swiss Triple Impact (STI) Programme, which supports and guides companies in defining, implementing and monitoring ambitious sustainability commitments. With the support of the STI

framework, Loyco successfully completed its initial set of sustainability pledges and chose to go further by defining additional commitments. This continued engagement demonstrates Loyco’s ambition to further stren- gthen responsible business practices and to progressively embed sustai- nability across its operations and services. Three years after joining the Swiss Triple Impact Programme, Loyco now unveils new commitments for 2028 and 2030, reaffirming its determination to create measurable, long-term positive impact for society and the environment.

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Impact story - Loyco

STI PLEDGES AT A GLANCE

Core Business - By 2030, we integrate social and environmental performance indicators into 40 % of our administrative services, reinforcing the sustaina- bility of the solutions offered to our customers.

Internal Operations - By 2028, we achieve equal gender representation in 100 % of key roles and en - sure an inclusive, safe and discrimination-free wor- king environment.

Internal Operations - By 2030, we reduce our tCO2eq emissions by 50 % (Scope 1, 2 & 3) by fol - lowing a trajectory in line with the ambitions of the Science Based Targets initiative (SBTi) and validated by the OFEN.

Internal Operations - By 2028, all our employees fully develop their professional and personal skills, thanks to a minimum of 16 hours of training per year, fostering the integration of AI potential in their work and their adaptation to changes in services and the market.

Internal Operations - By 2028, we guarantee a healthy and safe working environment by raising the awareness of 80 % of Loycomates each year to psychosocial risks, deploying prevention mecha- nisms and obtaining the Friendly Workspace label.

More information about Loyco’s pledges blab-switzerland.ch/company/loyco/

SUCCESS FACTORS

Leadership & governance Early engagement of senior management anchored sustainability into strategic planning and long-term decision-making. People-centred culture & skills development Strong employee engagement and continuous professional development supported the implementation of commitments and adaptation to evolving business needs.

Data-driven approach Carbon footprint measurement and the use of clear indicators enabled transparent monitoring of progress and informed decision-making. STI as a structuring enabler The Swiss Triple Impact Programme provided structure, public commitments and a framework for prioritisation, supporting continuous improvement over time.

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KEY MEASURES & OUTCOMES Impact story - Loyco

Inclusive governance & gender equity

Balanced gender representation achieved at Board level ( 2 women out of 5 members ) and 50/50 gender parity across all coordinator roles. 100% pay equity ensured for all employees, reflecting fair, transparent and sustainable HR practices. A dedicated Responsible Purchasing Guide implemented to support procurement decisions, prioritising local sourcing, resource-efficient solutions , and high social and environmental standards among suppliers. Continuous professional and personal skills development initiatives strengthening employee engagement, employability and long-term retention . Significant reduction of the carbon footprint , reinforcing alignment between economic performance, social responsibility and climate action .

Responsible purchasing

Skills development

Climate action

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Impact story - Loyco

IMPACT SNAPSHOT

92%

of shareholders are Loycomates

Building on the achievements of its first Swiss Triple Impact commitments, Loyco has chosen to go further by defining new, more ambitious pledges for 2028 and 2030. This renewed engagement reflects its determination to continuously strengthen responsible business practices and embed sustainability more deeply across its operations and services. Loyco’s journey illustrates how a people-centred company can translate strong values into structured, measurable and long-term action.

100%

pay equity across the organisation

50/50

gender parity across all coordinator roles

Swiss Triple Impact plays a key role in our approach: through regular exchanges, clear objectives and annual monitoring, it provides us with a structured framework to measure our progress and carry out a structured review, both internally and together with the B Lab teams. - Marie Blaser, Head of Sustainability Development

800+

”

hours of volunteering dedicated to causes that matter

100%

renewable electricity across all offices

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Impact story of PX Précinox SA

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MANUFACTURED GOODS

Impact story - PX Précinox SA August 2023 STI Leaders since

DRIVING SUSTAINABILITY THROUGH COLLECTIVE ACTION

PX précinox’s impact journey from sti leader to value distributor How PX Précinox transformed responsible gold sourcing by building long- term partnerships with artisanal miners and returning value directly to mining communities. PX Précinox SA is a refinery and manufacturer of high-precision precious metal products, serving various industries including watchmaking, elec- tronics, and finance. Due to the growing demand for traceable, responsibly sourced gold from artisanal and small-scale mining (ASM), the company identified that sustainability would enable them to secure long-term stakeholder trust. As a result, the company anchored sustainability as a core corporate purpose, joined the STI programme and made the strate- gic decision to position themselves as a ‘Responsible precious metals partner’ on the market.

Their materiality assessment and CO₂eq footprint analysis showed that most impacts lie in sourcing: More than 88% of PX Précinox’s total tCO₂eq emissions are Scope 3. Mining is energy-intensive, relying heavily on die- sel, explosives, and electricity in extraction and processing. Since their greatest impacts lie in sourcing, PX Précinox recognised that deep supplier engagement and sector transformation are required, well beyond immediate operational transformation. They also established that artisanal and small-scale mining holds both the biggest risks and the strongest opportunities for industry-wide transformation, with supplier collaboration as the decisive lever. Therefore, they set ambitious pledges to not only transform core operations but also redesign procurement to channel value directly to source communities, driving measurable outco- mes for miner livelihoods and environmental stewardship.

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Impact story - PX Précinox SA

STI PLEDGES AT A GLANCE Core Business - By 2028, we source 20 t of gold from Artisanal and small-scale mining (ASM) sources (mercury-free), compared with 3.5 t imported in 2022 and reported to the London Bullion Market As- sociation (LBMA).

KEY MEASURES & OUTCOMES

PX IMPACT® Program: a unique segregated, traceable gold flow guaranteeing responsible sourcing and supplier accountability. Full supply chain transparency—customers can trace each batch of ore and gold to its supplier and see the social projects funded. Reinforced supplier collaboration and knowledge- sharing, creating greater transparency in a sector often criticised for opacity.

Partnered with processing plants and other stakeholders to co-design and monitor responsible extraction methods, focusing on traceability.

Internal Operations - By 2027, we reduce the carbon impact of our plant by 60 % (Scopes 1 & 2) compared with no reduction in 2020, and by 2024, we commit to the Science Based Targets initiative (SBTi).

Internal Operations - By 2024, we maintain the HR Bench satisfaction index (assesses an environment conducive to employees’ professional and personal development) above 3 (exceeding the national ave- rage for companies operating in the same field of activity), compared with 2.7 in 2022. Collective ACtion - By 2025, we set up a founda - tion under Swiss law and redistribute 80 % of the premiums paid to community projects benefiting our precious metal supply sources, by promoting well- being, climate protection and biodiversity.

Measurable reduction in mercury use and increased community well-being at source.

Allocated 80% of gold sale premiums to Swiss foundation-led community investment, with miners and suppliers actively involved in project selection and execution, supporting health, education, and nutrition.

Integrated circularity principles by strengthening closed-loop precious metal recycling partnerships.

More information about PX Précinox’s pledges blab-switzerland.ch/company/px-precinox-sa-2/

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Impact story - PX Précinox SA SUCCESS FACTORS STI Program

Industry Partnerships By joining the inter-supplier watchmaking group, which now brings together more than 50 suppliers from the watch- making industry, PX Précinox is part of a collective dynamic aimed at developing tangible projects and enhancing collaboration and efficiency across the sector. The initiative enables participants to share current challenges and best practices, co-develop realistic solutions, and maintain an ongoing dialogue with the watchmaking houses. It thus helps to strengthen transparency, foster cooperation, and support the positive evolution of the watchmaking industry. Our actions today will be judged by future generations. - Christophe Nicolet, Managing Director of PX Précinox SA PX Précinox’s impact story is uniquely valuable because it reframes sustainability as an outcome of deep, trust-based supplier and industry collaboration—where value is created jointly and im- provement is measurable in environmental, social, and economic terms, not only for the company but for the communities at the very start of the value chain. ”

PX Précinox’s STI commitments enabled the company to secure new contracts and their position as STI direc- tory leaders enabled them to gain market shares. Support of Bottom-Up Initiatives Management empowered communities and suppliers to shape joint impact initiatives rather than just implemen- ting from above. Transparency Traceability and segregated flow systems guarantee res - ponsibly sourced gold—reinforcing supplier accountabi- lity and customer confidence. Supply Chain Partnerships Collaboration with a network of mining cooperatives, re- finers, recyclers, and technical partners, enabling co-de - sign and co-implementation.

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Impact story of Semadeni AG

43 - Swiss Triple Impact Programme - Impact Report 2025

PLASTIC INDUSTRY

Impact story - Semadeni AG August 2022 CLOSING THE LOOP IN LIFE SCIENCES & HEALTHCARE Semadeni’s impact journey from single-use to circular value How Semadeni AG is scaling take-back and recycling with universities, hospitals and system partners to turn laboratory and medical plastics into a circular resource. STI Leaders since

Semadeni AG as one of four companies in the Semadeni Industry Group AG develops, produces and trades a wide range of plastic solutions for laboratories, healthcare and industry. The company serves critical sectors where plastics are indispensable for safety, sterility, and precision. Yet these same sectors face mounting sustainability challenges: high material intensity, single-use dependency, limited recycling infrastructure for me- dical and laboratory plastics, and increasing regulatory pressure on waste reduction and carbon emissions. In this context, Semadeni AG recognized that circularity is not just a res- ponsibility but a strategic differentiator. Customers in academia, health - care, and pharmaceuticals are under growing pressure to decarbonize

and reduce waste — demanding suppliers that can deliver both com- pliance and innovation. By positioning itself as a pioneer of circular plas- tics, Semadeni saw an opportunity to secure long-term competitiveness, meet evolving procurement criteria, and align with customers’ own sus- tainability goals. In 2022, the company joined and completed the Swiss Triple Impact (STI) program, becoming the first Swiss industrial company listed in the STI Di - rectory. Semadeni AG’s materiality work shows the hotspot sits in Scope 3: in 2021, 97% of the Corporate Carbon Footprint came from purchased materials and downstream use. That is why Semadeni made closed-loop plastics and supplier/partner engagement the central lever of its STI pledges.

44 - Swiss Triple Impact Programme - Impact Report 2025

Impact story - Semadeni AG

STI PLEDGES AT A GLANCE Core Business - By 2025, we offer at least one reu - sable product for all disposable product categories in our catalogue.

Internal Operations - By 2030, we reduce our abso- lute greenhouse gas emissions (Scope 1 & 2) by 46% compared with 2019, measure and reduce our Scope 3 emissions, and our tCO2eq target is in line with the 1.5°C trajectory of the Paris Agreement.

Internal Operations - By 2030, we take back and recycle or reuse at least 250 t of plastic products from our customers, representing 20 % of our plas - tic material consumption.

Internal Operations - By 2022, 100 % of the electri - city purchased at our production site comes from re- newable sources.

More information about Semadeni’s pledges blab-switzerland.ch/company/semadeni-ag-2/

Internal Operations - By 2030, at least 40 % of both genders are represented in the essential management functions, with the longer-term goal of parity.

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KEY MEASURES & OUTCOMES Impact story - Semadeni AG

The pilot proved quality and logistics, unlocking expansion to other university and corporate labs.

Co-designed a collection and recycling stream for polypropylene pipette-tip boxes with UZH and Rotho; the boxes are shredded and reprocessed into new, durable products rather than incinerated. Closing packaging loops, implementing recycling projects in the laboratory sector, and joining KEIS.ch, an association dedicated to addressing the issue of plastic waste in hospitals and supporting hospital-specific disposal solutions. Supply of recycled plastics for Switzerland’s emerging national system for household plastic packaging & beverage carton recycling via RecyPac

Over 65 tonnes of plastics already returned for recycling since 2022, including canisters, pipette tip boxes, and lab containers from the University of Zurich and other partners. RecyPac rollout (2024–2025): Contributes to Switzerland’s national circular economy goals, helping to standardize recycling infrastructure and increase consumer engagement.

Pilot deployed in 2023, introduction planned in Q1 2026

Establishing and governing a Multi Stakeholder Initiative in the life science sector to collect and recycle plastics, and to develop further circular strategies such as reduce and reuse.

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Impact story - Semadeni AG SUCCESS FACTORS STI as a strategy catalyst

Circularity is not an add-on to our product line; it is the way we design, collect, and remake materials with our partners—so our plastics keep delivering value, safely, again and again and we gladly take it on. - Patrick Semadeni, CEO of Semadeni AG

Clear, public pledges anchored circularity in core bu- siness and unlocked internal alignment and external partnerships. Ecosystem partnerships over point solutions Collaboration with UZH/Rotho and membership in KEIS created credible, scalable flows in regulated environments (labs & hospitals). Multi Stakeholder Initiative in the life science sector established. Transparency & traceability of volumes Project-level mass flows tracked against the 250-t north star; progress communicated regularly with STI. System enablers Alignment with RecyPac’s national collection architecture increases value retention of plastics and normalizes cir- cular behaviours for customers and citizens.

Semadeni shows how a plastics manufacturer can turn Scope-3 risk into shared value. Rather than waiting for regulation, the company proactively began to co-develop closed-loop systems with universities, hospitals, and recycling partners — turning waste into a resource. Joining the Swiss Triple Impact (STI) program provided the structure and accountability needed to formalize this transformation. The STI framework helped Semadeni define science-aligned goals, prioritize the most material impacts, and connect its circularity roadmap to the UN Sustai- nable Development Goals (SDGs). The process also enabled the company to benchmark against peers and communicate transparent progress to customers and partners — reinforcing sustaina- bility as both a business enabler and a shared responsibility across the value chain. ”

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Impact story of UCB Farchim SA

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Impact story - UCB Farchim SA January 2023 STI Leaders since PHARMACEUTICAL PRODUCTS

INTEGRATING GLOBAL AMBITION WITH LOCAL ACTION UCB’s Journey Towards Science-Based and Inclusive Sustainability. UCB Farchim SA, based in Bulle, Switzerland, is part of UCB, a global biopharmaceutical company headquartered in Belgium. Guided by the ambition to improve the lives of people with severe diseases, UCB places sustainability at the heart of its strategy. In Switzerland, this commitment translates into concrete actions to protect the planet, foster inclusion, and ensure long-term value creation for patients, employees, and society. Since joining the Swiss Triple Impact (STI) Programme in 2021, UCB Far- chim has reinforced its global “Health of the Planet” programme with measurable local commitments. These pledges complement the com- pany’s Science Based Targets initiative (SBTi) validation and its long-stan- ding work on a culture of inclusion.

49 - Swiss Triple Impact Programme - Impact Report 2025

Impact story - UCB Farchim SA STI PLEDGES AT A GLANCE

Core Business - By 2030, we reduce our water consumption volume by 20 %, compared with 2015. (As part of our Health of the Planet programme, UCB in Switzerland contributing to UCB Global targets.)

Internal Operations - By 2025, we ensure equal oppor - tunities and career development for all employees, inclu- ding equal salaries, promotions, and individual customised performance reviews. (Maintaining the Equal Salary certification, in line with our culture of inclusion)

Internal Operations - By 2030, we reduce our abso- lute tCO₂eq emissions by 73% (Scope 1 & 2) com - pared with 2019, and our tCO₂eq target is validated by the Science Based Targets initiative (SBTi). By 2045, we reduce our absolute tCO₂eq emissions by 90% across our entire value chain (Scope 1, 2 & 3) com- pared with 2019, and neutralise residual emissions.

Internal Operations - By 2025, we increase the nu - mber of early career profiles (apprentices, interns & graduates) by 30 % compared to 2022, ensuring they receive the necessary training and skills to inte- grate into the professional world.

Supply Chain - By 2025, we ensure that over 60 % of all tCO₂eq emissions from our suppliers (Scope 3) are covered by the SBTi, compared to 23 % in 2021.

More information about UCB Farchim SA’s pledges blab-switzerland.ch/company/ucb-farchim-sa-2/

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