May 17, 2022
To our stakeholders:
We are pleased to confirm that PvB Pernet von Ballmoos AG reaffirms its support of the Ten Principles of the United Nations Global Compact in the areas of Human Rights, Labour, Environment and Anti-Corruption.
In this annual Communication on Progress, we describe our actions to continually improve the integration of the Global Compact and its principles into our business strategy, culture and daily operations. We also commit to sharing this information with our stakeholders using our primary channels of communication.
Sincerely yours,

Christian von Ballmoos Philippe Keller

• Due to Covid we decided to increase cleaning rhythm of our facilities from weekly to three times a week and disinfection routines of handles and other public touch points three times per day
• All employees were technically set up to work from home, in order to avoid infection risk arising from commuting in public transport
• All employees who wanted to work in the office during the pandemic were provided a free parking lot, in order to reduce infection risk in public transportation
• We did implement a strategy, which was not “forcing” action on to our employees but rather offered them the choice of working from home or working in the office, where separate rooms for employees were made available, in order to avoid a concentration of people in our open space office
• Our open space office was equipped with a CO2 measurement tool, which alarms employees to open windows once CO2 levels get critical

Due to Covid we decided to increase cleaning rhythm of our facilities from weekly to three times a week and disinfection routines of handles and other public touch points three times per day
• All employees were technically set up to work from home, in order to avoid infection risk arising from commuting in public transport
• All employees who wanted to work in the office during the pandemic were provided a free parking lot, in order to reduce infection risk in public transportation
• We did implement a strategy, which was not “forcing” action on to our employees but rather offered them the choice of working from home or working in the office, where separate rooms for employees were made available, in order to avoid a concentration of people in our open space office
• Our open space office was equipped with a CO2 measurement tool, which alarms employees to open windows once CO2 levels get critical

• Non-male employees in % of total: 8%
• Non-male board members in % of total: 25%
• Air-Travel in % of total transportation cost: 0%
• Cases of occupational diseases or injuries at the office: Zero
• Percentage of employees using the in-house restaurant subsidizing: 83%

• We hired various people during the reporting period and headhunters were actively asked to provide CVs of minorities and non-male genders besides the typical CVs from male candidates. Selection was always made on objective criteria, which were transparently communicated during the hiring process.
• We established a semi-annual dialogue with all employees on an individual basis, in order to evaluate their work satisfaction and where possible part time work is discussed in order to free-up time for employees for other engagements. We have various employees who, as a consequence of such discussions, decided to work part-time and PvB is open to such models and wants to avoid that employees think that PvB offers only “all (100% employment) or nothing” working solutions.

• We hired various people during the reporting period and headhunters were actively asked to provide CVs of minorities and non-male genders besides the typical CVs from male candidates. Selection was always made on objective criteria, which were transparently communicated during the hiring process.
• We established a semi-annual dialogue with all employees on an individual basis, in order to evaluate their work satisfaction and where possible part time work is discussed in order to free-up time for employees for other engagements. We have various employees who, as a consequence of such discussions, decided to work part-time and PvB is open to such models and wants to avoid that employees think that PvB offers only “all (100% employment) or nothing” working solutions.

• Non-male employees in % of total: 8%
• Non-male board members in % of total: 25%
• Air-Travel in % of total transportation cost: 0%
• Cases of occupational diseases or injuries at the office: Zero
• Percentage of employees using the in-house restaurant subsidizing: 83%

• PvB significantly reduced air travel during the reporting period and implemented a “rule” that repetition meetings shall be performed via electronic channels (i.e. Microsoft Teams) and it needs a member of the Executive Board to approve a physical meeting with an already known counterparty.
• PvB abolished plastic bottles in the office by setting up a water fountain, which also provides for sparkling water sourced from the tab.
• PvB abolished Nespresso capsules from the office and replaced it with another providing not using aluminium capsules
• PvB subsidizes in-house restaurant lunches, in order to avoid lunch commuting of employees
• We established an E-charging facility for cars in the garage, in order for employees to re-charge E-vehicles

• PvB significantly reduced air travel during the reporting period and implemented a “rule” that repetition meetings shall be performed via electronic channels (i.e. Microsoft Teams) and it needs a member of the Executive Board to approve a physical meeting with an already known counterparty.
• PvB abolished plastic bottles in the office by setting up a water fountain, which also provides for sparkling water sourced from the tab.
• PvB abolished Nespresso capsules from the office and replaced it with another providing not using aluminium capsules
• PvB subsidizes in-house restaurant lunches, in order to avoid lunch commuting of employees
• We established an E-charging facility for cars in the garage, in order for employees to re-charge E-vehicles

• Non-male employees in % of total: 8%
• Non-male board members in % of total: 25%
• Air-Travel in % of total transportation cost: 0%
• Cases of occupational diseases or injuries at the office: Zero
• Percentage of employees using the in-house restaurant subsidizing: 83%

• We continue to assess the risk of corruption when doing business with existing partners and entering into new relationships

• We continue to assess the risk of corruption when doing business with existing partners and entering into new relationships

• Non-male employees in % of total: 8%
• Non-male board members in % of total: 25%
• Air-Travel in % of total transportation cost: 0%
• Cases of occupational diseases or injuries at the office: Zero
• Percentage of employees using the in-house restaurant subsidizing: 83%