2022 Sustainability Report
Following GRI Standards

About this report
This report has been prepared in accordance 
with the GRI Standards 2021
Frameworks applied
	› GRI Standards
	› SASB Standards
	› TCFD Recommendations
	› UN Global Compact
	› Sustainable Development Goals 
GRI 1: Foundation 2021
We have taken into account all 
requirements and standards from GRI 1: 
Foundation in the preparation of our 
sustainability report, especially the GRI’s 
reporting principles for defining report 
content and quality. 
Reporting principles for 
defining report content
	› Sustainability context
	› Completeness
Reporting principles for 
defining report quality
	› Accuracy
	› Balance
	› Clarity
	› Comparability
	› Timeliness
	› Verifiability
Scope and reporting period
This report is published annually. 
In line with the financial reporting, 
the reporting period is 1 January to 
31 December. The exception is the 
environmental data which covers the 
12-month rolling period from 1 October 
to 30 September.
The scope for the financial reporting 
covers all Givaudan entities and the 
19 acquisitions since 2014.
The scope for social indicators covers:
Number of full time employees refers to 
equivalent full time employees in all 
Givaudan entities and the 19 acquisitions 
since 2014. For safety, the following 
acquisitions are excluded: DDW, 
Custom Essence.
Head-count is defined as the number of 
physical people and includes internal 
temporary and regular employees in all 
Givaudan entities and acquisitions except: 
DDW, Custom Essence, Ungerer.
 
The scope for environmental performance 
indicators (operations) covers all 
Givaudan entities and acquisitions except 
for: DDW, Fragrance Oils, Custom 
Essence and Expression Parfumée. For 
environmental performance indicators 
(supply chain), the scope has not changed 
from 2021 and covers all Givaudan entities 
and acquisition except for the following: 
DDW, Fragrance Oil, Custom Essence,  
Expression parfumée, Albert Vieille, 
Golden Frog and Ungerer.
Givaudan – 2022 Sustainability Report  1

FTSE4Good 
Index Series
About this report
Creating for happier, healthier lives with love for nature. Let’s imagine together.
4 – 5% 
growth
Purpose 
linked 
targets
> 12% 
FCF
Our mid-term priorities: Our 2025 strategy 
Committed to Growth, with Purpose
Creations
Nature
People
Communities
Being a sustainable business is our promise, acting as a force for good is our objective. In our fourteenth sustainability report, the thirteenth in accordance 
with the GRI framework, we show our performance and progress with respect to Environment, Social and Governance (ESG)-related aspects. 
We report against our impacts in our identified material topics, which are rooted in our strategic approach for 2025 
and contribute to our purpose of ‘Creating for happier, healthier lives with love for nature. Let’s imagine together.’
Economic/Governance
	› Economic performance
	› Governance & business conduct / 
ethics / transparency
	› Product / ingredients environmental & 
social performance
	› Product quality & safety 
and ingredient disclosure
	› Innovation capabilities & management 
Environment
	› Climate change
	› Waste management & circular principles
	› Water stewardship
	› Biodiversity
Social
	› Human rights
	› Diversity, inclusion & people development
	› Employee safety, health & wellbeing
	› Responsible sourcing & traceability
	› Local community development
	› Consumer health & wellbeing
Our impacts and material topics
Our long-term ambition: Our purpose
Our solid track-record of ESG ratings
Double ‘A list’ for 
climate and water for 
four consecutive years
CDP leader board 
recognition for 
supplier engagement
Awarded the EcoVadis Gold 
medal, ranking us in the top 
3% out of 75,000 businesses
Included in SXI 
Swiss Sustainability 
25 Index
Since 2017 Givaudan 
has been rated AAA by 
MSCI ESG RATINGS
Ranked in the top 2% in 
the FTSE4Good Index 
Series, among our peers
Rated as ‘low-risk’ in 2022 with 
a score of 19.3 and a chemicals 
industry ranking 13 out of 539
Givaudan – 2022 Sustainability Report  2

2022 sustainable 
performance	
5
Letters to stakeholders	
6
Our purpose is at the heart 
of everything we do	
8
ESG fully integrated 
in our business	
9
Business model	
10
Our sustainability journey	
12
Innovation embraces 
sustainability	
13
Stakeholder engagement	
15
Material topics	
18
Key partnerships	
22
Our ambitions	
115
Human rights	
116
Diversity, inclusion & 
people development	
121
Employee safety, health & 
wellbeing 	
130
Responsible sourcing & 
traceability	
140
Local community 
development	
151
Consumer health & 
wellbeing	
158
Our ambitions	
28
Economic performance	
29
Governance & business 
conduct / ethics / 
transparency 	
35
Product / ingredients 
environmental & social 
performance	
44
Product quality & safety and 
ingredient disclosure 	
46
Innovation capabilities & 
management	
50
The principles of the 
UN Global Compact	
164
The Sustainable 
Development Goals	
165
GRI Content Index	
168
TCFD Recommendations	
174
SASB Standards mapping	
175
Independent assurance 
statement	
177
Our reporting suite	
179
Our ambitions	
58
Givaudan’s environmental 
footprint	
59
Climate change	
60
Waste management & 
circular principles	
78
Water stewardship	
88
Biodiversity	
99
Environmental performance	 106
Table of contents
A year in review
Environment
Economic / Governance
Social
Appendix
57
163
27
114
4
Givaudan – 2022 Sustainability Report  3
Economic ∕ Governance
Environment
Social
Appendix
A year in review

A year in review
 
2022 sustainable performance	
5
Letters to stakeholders	
6
Our purpose is at the heart 
of everything we do	
8
ESG fully integrated in our business	
9
Business model	
10
Our sustainability journey	
12
Innovation embraces sustainability	
13
Stakeholder engagement	
15
Material topics	
18
Key partnerships	
22
Givaudan – 2022 Sustainability Report  4
A year in review
Economic ∕ Governance
Environment
Social
Appendix

2022 sustainable performance
1.  Results for the Givaudan Group globally for equivalent roles and skill sets. For Switzerland’s private sector, the average regressed pay gap is 8%.
90% 
Renewable electricity
CDP AA LIST 
Leadership in transparency and action 
on climate change and water security
–35%
GHG emissions  scope 1+2 since 2015
–13%
Water withdrawal rate reduction on sites 
facing water-stress since 2020
Environment
Social
 Governance
100% 
Production sites registered on Sedex
–36% 
Reduction of recordable case rate since 2018
27%
Women in senior management
>215,000
People benefitted through community initiatives
100% 
Non-executive and independent 
Board members
 2% 
Average base salary difference between 
men and women ¹
20% 
Non-financial targets in Performance 
Share Plan compensation
88% 
Of employees who have completed the 
Principles of Conduct training
Givaudan – 2022 Sustainability Report  5
A year in review
Economic ∕ Governance
Environment
Social
Appendix
2022 Sustainable 
performance

Letters to stakeholders
CALVIN GRIEDER
Chairman
It has become clear that success can no longer be 
based only on short-term profits, but must also 
take into account the positive impacts a business 
can have on society and the environment. In our 
drive to be a sustainable business, we believe it is 
important to not only acknowledge the issues that 
concern us all, from the climate crisis to increasing 
inequality worldwide, but also demonstrate the 
action we are taking. These moments provide 
great opportunities to innovate further and to 
play our part with new solutions that will ensure 
future generations will continue to thrive. 
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 of Directors continues its focus on ESG 
topics aligned to Givaudan’s purpose of “creating for 
happier, healthier lives with love for nature”, which is 
also integrated into our 2025 strategy.” 
Calvin Grieder
We are proud to be among the companies 
making concrete commitments to become climate 
positive, increase diversity and protect both the 
environment and people in our supply chains. 
These commitments are how we hold ourselves 
accountable and also provide us with clear focus 
areas, and where we as a business can have the 
most impact, as well as manage risks and ensure 
we remain resilient. It also supports our drive to 
be transparent about our progress. In this year’s 
report, for the first time, we are following the new 
GRI standards which takes us further into 
delivering the highest level of transparency on our 
business impacts on the economy, environment, 
people and human rights. 
GILLES ANDRIER
CEO
Our 2025 strategy, ‘Committed to Growth, with 
Purpose’, outlines how we intend to deliver growth 
in partnership with our customers by creating 
inspiring products that contribute to happier, 
healthier lives and have a positive impact on 
nature, people and communities. Ambitious 
financial targets are an integral part of this 
strategy, and so is delivering on key non-financial 
targets around sustainability, diversity and safety, 
all of which are linked to Givaudan’s purpose. In 
doing so, we will continue delivering sustainable 
value creation that benefits all. 
This year, though we faced a very challenging 
operating environment marked by higher costs and 
DISCLOSURE 2 – 22
Givaudan – 2022 Sustainability Report  6
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Letters to stakeholders

supply chain disruptions, we nonetheless sustained 
good business momentum and continued to 
pursue our bold and ambitious long-term purpose 
goals. Through our emphasis on innovation, we 
look for new ways to address consumer desires 
and our customers’ challenges with creations that 
not only contribute to happier, healthier lives, but 
also that have a minimal or positive impact on the 
environment. Our customers look to us to support 
them on their own sustainability journeys, and 
through our actions across our supply chain, in the 
communities from where we source and operate, 
and in the way we create products, we are helping 
them towards their goals.
All of this would not have been possible without 
our committed and engaged colleagues who 
contribute daily to the success of Givaudan and 
live up to our purpose. In a challenging year, we 
are proud to have demonstrated the resilience of 
our business and our strong focus on contributing 
to a more sustainable future for our industry and 
the world at large.
WILLEM MUTSAERTS
Head of Global Procurement and Sustainability
The last year has presented businesses with an 
unprecedented situation. The aftermath of the 
COVID-19 pandemic and the geo-political 
Instability in Eastern Europe have resulted in 
production disruption and price distortion.
Increases in raw material, energy, packaging and 
logistics costs have come hand in hand with 
shortages of labour and uncertainty of demand. 
Through all of this, our 2025 strategy, ‘Committed 
to Growth, with Purpose’, has continued to drive 
our business forward and helped us keep our 
focus. We know that forging ahead in supporting 
the business to grow and steering a steady supply 
chain is the right thing to do. Ultimately, this 
determination allows us to pursue ambitious 
financial targets, while accelerating progress 
towards our longer-term purpose ambitions in the 
areas of creations, nature, people and 
communities. For example, we are extremely proud 
to have been awarded a CDP double A rating in 
recognition of our global leadership in climate 
action and water stewardship for the fourth 
consecutive year in 2022 and to have been 
shortlisted for an RE100 Enterprising Leader award 
in recognition of our efforts towards our 
commitment of 100% renewable electricity by 
2025. Collaboration has never mattered more and 
we were recognised again in the CDP Supplier 
Engagement Leaderboard for our engagement 
with our suppliers on climate change. 
Together with our suppliers, our customers and 
our partners, we continued to drive progress 
against our bold purpose and sustainability 
ambitions. For example through our new water 
policy and targets, our ongoing responsible 
sourcing journey underpinned by our 
Sourcing4Good programme, our progress on 
reducing Scope 3 emissions and the launch of our 
new strategy to deliver on our commitment to 
improve the lives of millions of people in the 
communities where we source and operate. 
All of this not only demonstrates the collective 
impacts of our collaborations and the efforts of 
our teams across the business, but also shows our 
unwavering commitment to acting as a force for 
good as we grow together with our customers.
“It is only by 
working hand 
in hand that we 
can navigate an 
increasingly 
unpredictable 
world and 
highly complex 
environment while 
driving growth 
and accelerating 
progress on our 
bold ambitions 
and ESG agenda. 
Together we can 
drive positive 
change.”
Willem Mutsaerts
“It is through our purpose 
and strategy that we address 
Environment, Social 
and Governance (ESG) 
issues, fully integrating 
them into our business.”
Gilles Andrier
Givaudan – 2022 Sustainability Report  7
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Letters to stakeholders

Our purpose is at the heart of everything we do
Creating for happier, healthier lives with love for nature.
Let’s imagine together.
Creations
Let’s imagine together with our 
customers that through our 
creations more people will enjoy 
happier, healthier lives.
People 
Let’s imagine together that 
Givaudan is a place where we all 
love to be and grow.
Nature 
Let’s imagine together that 
we show our love for nature 
in everything we do.
Communities 
Let’s imagine together that all 
communities benefit by working 
with Givaudan.
Our guiding star to drive 
sustainable growth
We have translated our purpose into 
four focus areas that set out specific, 
measurable ambitions that allow us to 
gauge our progress over time. They also 
support ten of the seventeen United 
Nations Sustainable Development Goals 
where we can deliver the greatest impact. 
“Living our purpose through 
the associated bold, 
ambitious goals allows us to 
continue being a successful, 
sustainable business.” 
Calvin Grieder, Chairman
Working towards sustainable development
Givaudan – 2022 Sustainability Report  8
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Our purpose is at the 
heart of everything we do

ESG fully integrated in our business
2025 Strategy
E
X
P
A
N
D
 
T
H
E
 P
O
R
T
F
O
L
I
O
E
X
T
E
N
D
 
C
U
S
T
O
M
E
R
 
R
E
A
C
H
F
O
C
U
S
S
E
D
 
M
A
R
K
E
T
 
S
T
R
A
T
E
G
I
E
S
Growing
together with
our customers
Excellence, innovation, simplicity 
in everything we do
Nature
E G
We show our love for nature 
through impactful actions
People
S G
We nurture a place where 
we all love to be and grow
Creations
E S G
We create inspiring solutions for 
happier, healthier lives
Communities
E S G
We bring benefits to all 
communities that work with us.
Impact on Environment, Society and Governance
Committed to Growth, with Purpose
As a purpose-led Company, we can go 
even further to make our world a happier 
and healthier place. Our purpose leads 
the way to increasing our positive impact 
on society and the planet in order to 
ensure our sustainable long-term 
performance. It is our intention to deliver 
growth through the creation of inspiring 
products for happier, healthier lives while 
achieving our ambitious financial targets 
and longer-term purpose ambitions.
“It is through our purpose 
and strategy that we 
address Environment, Social 
and Governance issues.”
Gilles Andrier, CEO
Givaudan – 2022 Sustainability Report  9
A year in review
Economic ∕ Governance
Environment
Social
Appendix
ESG fully integrated 
in our business

Business model
Through our value chain we draw on 
various resources (inputs) to create 
innovative products and solutions. The 
corresponding outputs and outcomes 
deliver growth that has a positive impact 
on nature, people and communities.
Creating for happier, healthier lives with 
love for nature. Let’s imagine together.
READ MORE
This is an abridged version of the business model. Read the 
original version in our 2022 Integrated Annual Report
Operations Capital
Production sites, infrastructure, end-to-end 
supply chain solutions
Human Capital
The skills, motivation, diversity of our people, 
best-in-class health and safety procedures
Inputs
Natural Capital
Raw materials, indirect materials and 
services, responsible and innovative 
sourcing programmes
Financial Capital 
Solid foundation available to the group 
Intellectual Capital 
Technology, patents, know-how, processes
Social and relationship Capital 
Our relationships with local 
communities, regulators and industry 
bodies, brand and reputation
Stakeholder Engagement  
External environment / megatrends / risks and opportunities
How we operate	
› Our customers are at the 
heart of our strategy	
› Innovation and
sustainability drive
growth and value	
› Upcycling and recycling
opportunities throughout
the value chain	
› Strongly focussed on
protecting and
supporting our
employees	
› Our two business
activities, Taste & 
Wellbeing and
Fragrance & Beauty, are
aligned with the value
chain and address
customer needs with
differentiated solutions
and business strategies
Our value creation
Strategy
Committed to Growth, 
with Purpose
Governance
Ensure proper checks 
and balances
Re-invest in 
innovation, 
employee training, 
inclusive growth
Returns to 
shareholders and 
stakeholders
Finance our 
operations 
sustainably
CASH 
FLOW
CUSTOMER
ORDERS
C
r
e
a
ti
o
n	
W
i
n
ni
n
g	
R
a
w 
m
a
te
ri
a
ls	
S
o
u
rc
in
g
th
e 
b
r
ie
f	
S
e
r
vi
c
e
s
R
e
se
ar
c
h
	
u
n
d
e
rs
ta
n
di
n
g	
S
u
p
pl
y	
P
ro
d
u
ct
i
o
n
D
is
c
ov
e
ry
C
o
n
s
u
m
e
r
G
IV
A
U
D
A
N
 B
U
SI
N
ES
S 
S
O
LU
TI
O
N
S
Inputs
Outputs
Our value 
creation
Impacts
Outcomes
Inputs
Outputs
Our value 
creation
Impacts
Outcomes
Next page:
This page:
DISCLOSURE 2 – 6
Givaudan – 2022 Sustainability Report  10
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Business model

Operations Capital
New site openings, acquisitions, 
products produced and sold
Human Capital
Recruiting, developing and caring for 
diverse and inclusive workforce
Outputs
Impacts
Outcomes
Natural Capital
Preserving biodiversity and renewable 
resources, reducing water and energy 
consumption, emissions and waste
Intellectual Capital 
Differentiating solutions through 
responsible innovation
Financial Capital 
Responsible financial growth 
and shared profitability
Social and relationship Capital 
Continued engagement with 
local communities, regulators 
and industry bodies
Environmental
  IMPACTS
›  Contribute to climate action 
and resilience
›  Restore ecosystems services 
through regenerative agriculture
›  Conserve resources, avoid unrecycled 
waste and strengthen circularity
›  Increase access to more 
sustainable products
  IMPACTS
›  Emission of CO2 and other gases 
that affect the climate
›  Land-use change
› Water use in water-stressed areas
› Waste directed to disposal
  IMPACTS
›  Potential risk of deviation or 
violation of labour, environmental 
and social standards
›  Increased turnover
› Workplace safety and health 
incidents
  POTENTIAL IMPACTS
›  Slowdown in growth due to the 
uncertain macroeconomic and 
geopolitical environment
›  Slowdown due to supply chain 
disruption impacting operations
› Weakening of performance from rising 
interest rates and foreign currency volatility
OUR MITIGATION MEASURES
›  Sustainable energy and water 
management
›  Circularity principles
›  Responsible care management 
OUR MITIGATION MEASURES
›  Compliance programme and 
code of conduct
›  Projects to improve sustainability 
in the supply chains
›  Selection and evaluation 
of suppliers
›  Inclusive health and safety 
programmes
OUR MITIGATION MEASURES
›  Naturally hedged business 
(portfolio, geography, customers)
›  Systematic cost management
›  Programme of continuous 
improvement
› Automation and leveraging 
technology
›  Strong governance and 
risk management
Social
  IMPACTS
›  Create products that make 
people happier and healthier
›  Provide attractive jobs and 
promote diversity
›  Pay competitive wages 
and salaries
›  Drive innovation in health 
and wellness
Economic
  IMPACTS
›  Drive inclusive and 
economic growth
›  Higher incomes and better 
standards of living
›  Offer investors an attractive 
dividend yield
›  Contribute to a fair share of tax 
contributions where we operate
Long-term growth for 
our stakeholders, our 
business, for society 
and the planet
›  Creations
›  Nature
›  People
›  Communities
›  Financial performance
Effective and 
transparent 
governance
Our contribution 
to the United 
Nations Sustainable 
Development Goals
Stakeholder Engagement  
External environment / megatrends / risks and opportunities
Givaudan – 2022 Sustainability Report  11
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Business model

2010 – 2015
2010
Support for UN Global Compact pronounced
2015
Givaudan commits to RE100 and to set a 
Science Based Target
Our sustainability journey
2016 – 2019
2017
New approach to sustainability 
“A Sense of Tomorrow” introduced
Setting our GHG emissions target in line with Science 
Based Targets Initiative
Givaudan commits to contribute to the 
UN Sustainable Development Goals
2019
New approach to shaping a sustainable future 
through the newly defined purpose “Creating for 
happier, healthier lives with love for nature. 
Let’s imagine together.”
Givaudan aligns target to 1.5°C and signs the UN’s 
Business Ambition for 1.5°C, reinforcing our commitment 
to become climate-positive before 2050
2020 – 2022
2020
Givaudan announces its 2025 strategy “Committed to 
growth, with Purpose”
Givaudan sets the ambition to become B Corp, the gold 
standard for good business
2021
Givaudan introduces the new Sourcing4Good programme
Givaudan publishes its Human Rights policy
Givaudan joins Together for Sustainability (TfS)
Givaudan engaged as advisory Board members in the 
Renewable Carbon Initiative
Givaudan includes TCFD recommendations
Givaudan includes SASB standards mapping
2022
ESG fully integrated in Givaudan’s business
Acceleration of our sustainability digital journey
Givaudan – 2022 Sustainability Report  12
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Our sustainability 
journey

Innovation embraces sustainability 
Patchoul’Up™
A new upcycled active ingredient 
for hair and scalp
We have worked closely with local 
producers in Sulawesi to develop a 
sustainable smallholder patchouli 
business. Their success can be seen in the 
island’s flourishing patchouli fields and in 
Patchoul’Up™, a 100% upcycled active 
ingredient for hair and scalp. 
Crafted through green fractionation 
from distilled patchouli leaves after their 
use as a raw material in fragrance 
creations, Patchoul’Up™ helps us shape 
a sustainable future for all through the 
Sourcing4Good programme. 
Nature Communities
Creations
Caring for people and the planet is integral to our purpose, and to leveraging 
science and innovation to achieve our ambitious climate action goals.
BioNootkatone
A sustainable, clean-label citrus ingredient
Nootkatone is used in many citrus flavours 
and products. BioNootkatone, developed 
with Manus Bio, is a breakthrough 
ingredient that answers market demand for 
sustainable, natural, clean-label citrus 
flavour without the cost and supply 
volatility of the traditional citrus extracts. 
A comparatively lower greenhouse gas 
emission ingredient, BioNootkatone has a 
smaller climate change impact than 
nootkatone derived from citrus and 
therefore offers a cost-effective, 
sustainable natural alternative.
Nature
Creations
Givaudan – 2022 Sustainability Report  13
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Innovation embraces 
sustainability

PlanetCaps™
The first-to-market biodegradable 
fragrance capsules
PlanetCaps™, our new fragrance 
encapsulation technology, is certified as 
biodegradable according to OECD test 
criteria, and is officially bio-sourced, 
meaning it is sourced from more than 50% 
renewable carbon. These nature-friendly 
features mean fabric softener 
manufacturers will be able to meet new, 
more stringent microplastics regulations. 
We are expanding this biodegradable 
innovation to other product categories, 
opening the door to a wider range of 
compliant, sustainable and consumer-
friendly products. 
Nature
Creations
Spherulite™ HA Ultimate
Givaudan Active Beauty’s sustainable 
microencapsulated hyaluronic acid (HA)
Waste fatty acid by-products from 
food-grade sunflower oil were upcycled 
into the natural vitamin E used in our new 
Spherulite™ HA Ultimate, a well-ageing 
active ingredient. The highly sustainable 
product has no preservatives and its 
Natural Origin Content is 100% according 
to ISO 16128. Our advances in 
microencapsulation technology allow the 
product to deliver high molecular weight 
hyaluronic acid to deeper skin layers and 
demonstrate significant instant and 
long-term lip plumping benefits. 
Nature
Creations
The Naturality Index™
A powerful design aid for 
sustainable fragrances
Our Naturality Index™ tool helps 
perfumers assess the environmental impact 
of their ingredients. By evaluating factors 
such as biodegradability, renewability and 
sourcing, all of which can all affect the 
sustainability of a given fragrance, the 
unique platform provides perfumers the 
information needed to make better 
decisions with every additional ingredient.
Nature
Creations
”What makes PlanetCaps™ 
stand out is that it is 
biodegradable, 
and it also performs very 
well. It’s good news for 
consumers, our customers 
and the planet.” 
Gilles Andrier
Givaudan – 2022 Sustainability Report  14
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Innovation embraces 
sustainability

Stakeholder engagement
Approach to meaningful 
stakeholder engagement
Listening to our stakeholders is a core 
element of our sustainability management 
practice. Their feedback helps us 
understand how they are affected by 
Givaudan’s business activities and their 
expectations, helping to prevent or 
mitigate potential negative impacts. 
Meaningful stakeholder engagement also 
contributes to the development of our 
overall sustainability approach. We gather 
the views of our stakeholders by inviting 
them to discuss critical issues and strategic 
priorities. We create dialogue groups to 
understand how our business affects 
stakeholders and to determine the most 
significant impacts to be managed.
The topics that have been defined as 
material based on their most significant 
impacts on the economy, environment, and 
people, including their human rights, are 
presented to stakeholders to allow them to 
confirm which they see as the most important 
topics, and to indicate which they would like 
to discuss or know more about. The process 
gives stakeholders a genuine role in setting 
the direction of our sustainability approach 
and prioritising issues.
Ultimately, through stakeholder dialogue, we 
seek to identify opportunities to improve 
management and our relationships, and to 
create projects for our mutual benefit. This 
allows us to focus our drive for greater 
sustainability in those areas that are most 
important to our key stakeholders. Givaudan 
has many channels for engaging in 
stakeholder dialogue spread across different 
departments and teams; this also includes 
the information and feedback we receive 
during the ordinary course of business.
Identifying and selecting 
stakeholders
Working systematically with interested 
parties and evaluating their perspectives 
on economic, social, environmental, 
ethical, human rights and governance 
impacts helps us strengthen dialogue. It 
allows us to better address their concerns 
and manage the direct or indirect impact 
on Givaudan. This approach can be used 
as a strategic management tool: it helps 
build stronger and lasting relationships 
with key stakeholders, prevent or mitigate 
our negative impacts and it allows us to 
manage our business successfully. 
Furthermore, it lays out the basis for our 
materiality assessment.
When we set out to develop our first 
materiality matrix in 2011, we carried out a 
wide-ranging assessment of our 
stakeholders to determine who had the 
greatest impact on us and on whom we 
had the most effect. We identified seven 
key stakeholder groups from a list of more 
than 200 organisations: customers, 
suppliers, owners and investors, public and 
regulatory agencies, local communities, 
employees, innovators and partners.
Givaudan has developed specific tools to 
support interaction with the various 
stakeholder panels at both global and 
local levels. We also review and evaluate 
diverse stakeholder engagement initiatives 
existing across the Company and 
continuously monitor their relevance in a 
two-stage process.
First, we map each direct engagement with 
an external organisation by considering its 
relevance to several areas including our 
stakeholder groups; the key issues 
regarding our material topics; our 
initiatives in sourcing, innovation and 
environment, and the Sustainable 
Development Goals on which we have an 
impact. Then we look at every current or 
potential external engagement and assess 
it against several criteria: local or global 
engagement; membership criteria and 
membership fees; participating customers 
and suppliers; participating competitors; 
participant profiles; type of sessions; size 
of groups; impact on our sustainability 
approach; risks and benefits. Based on the 
outcome, we decide whether to pursue a 
current engagement or seek opportunities 
with new organisations. We then suggest 
actions to be taken within the engagement 
for the next three years.
The engagement channels as well as 
key topics and concerns raised per 
stakeholder group are listed in the following 
diagram (p16).
DISCLOSURE 2 – 29
Givaudan – 2022 Sustainability Report  15
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Stakeholder engagement

STAKEHOLDER DIALOGUE
Why we engage
How we engage
Key topics & concerns discussed
Customers
Strong engagement with our customers enables us to understand 
their needs and anticipate market trends. Through preference 
discovery platforms and consumer insight programmes we are 
able to understand and anticipate consumer preferences and 
adapt to cultural tastes.
	› Customer sustainability requests
	› Audits
	› Customer innovation days
	› Customer and industry conferences and events
	› Key account manager relationships – ongoing dialogue
	› Use of consumer insight programmes for consumer understanding, 
cultural insights and sensorial decoding
	› Leveraging digital capabilities to enhance insights in 
consumer trends
	› Climate change
	› Consumer health & wellbeing
	› Governance & business conduct / ethics / transparency
	› Human rights
	› Innovation capabilities & management
	› Product / ingredient environmental & social performance
	› Product quality & safety and ingredient disclosure
	› Responsible sourcing & traceability
Suppliers
Our suppliers are genuine partners, and we work with them towards 
mutual value creation: open dialogue secures a pipeline of 
technological innovation through supplier enabled innovation; 
supplier engagement and collaboration ensure our suppliers 
have high standards in business ethics and respect for people 
and the environment.
	›  Assessments
	› Supplier audits
	› Collaborations to improve performance
	› Multi-stakeholder groups
	› Supplier events: capacity building, discussing issues
	› Direct engagement with supplier relationship managers
	› Climate change
	› Human rights
	› Innovation capabilities & management
	› Raw material availability
	› Responsible sourcing and traceability
Employees
We engage with our people to foster an environment of open 
dialogue to mutually resolve conflicts, to identify development 
initiatives and innovative ideas that will help drive our business. 
We cannot achieve our goals without a true sense of unity and a 
workplace where we all love to be and grow.
	› Works Council consultations
	› Employee engagement surveys
	› Annual performance dialogue
	› Talent management processes
	› Learning and development opportunities
	› Ongoing dialogue with Givaudan Green Teams
	› Imagine – employee community management platform
	› Climate change
	› Diversity, inclusion & people development
	› Employee health, safety & wellness
	› Governance & business conduct / ethics / transparency
	› Human rights
	› Innovation capabilities & management
Investors and shareholders
Our active dialogue with the capital market ensures transparency 
and helps us improve our reporting practices. Our relationship with 
debt investors, banks and credit rating agencies ensures we have 
funding for investment opportunities.
	› Annual General Meeting
	› Annual investor conferences and investor road shows
	› Briefings with analysts
	› Conferences including ESG-focussed ones with investors and 
other financial stakeholders
	› Climate change
	› Diversity, inclusion & people development
	› Economic performance
	› Environmental, Social & Governance
	› Governance & business conduct / ethics / transparency
	› Innovation capabilities & management
	› Raw material availability
Givaudan – 2022 Sustainability Report  16
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Stakeholder engagement

Why we engage
How we engage
Key topics & concerns discussed
Local communities
Open dialogue fosters good relations and enables us to work 
together with communities and neighbourhoods on projects 
and causes that benefit local communities, help protect local 
ecosystems and support livelihoods. 
	› Community development programme survey
	› Local site community engagement programme
	› Ongoing dialogue with local authorities and 
community organisations
	› Employees engaged in social activities within the 
communities in which we operate
	› Givaudan Foundation
	› Local partners (NGOs or cooperatives) acting 
as Givaudan agents
	› Biodiversity
	› Climate change
	› Diversity, Inclusion & People Development
	› Governance & Business Conduct / ethics / transparency
	› Human rights
	› Local community development
	› Product / ingredient Environmental & Social Performance
	› Responsible sourcing & traceability
Public and regulatory agencies
Engagement and collective action with external partners are 
essential in order to inspire and lead by example as a responsible 
business. Only collective action can influence decisions. We engage 
with local governments and regulators to understand both the 
changes and their concerns, and find mutually beneficial solutions.
Amongst those we engage with: 
	› United Nations Global compact
	› International Fragrance Association (IFRA)
	› International Organization of the Flavor Industry (IOFI)
	› WBCSD
	› AIM-PROGRESS
	› B Lab and B Movement Builders
	› CDP
	› Ecovadis
	› Renewable Carbon Initiative (RCI)
	› Together for Sustainability (TfS)
	› Climate change
	› ESG topics (Environmental, Social & Governance)
	› Governance & business conduct / ethics / transparency
	› Human rights
	› Product / ingredient environmental & social performance
	› Product quality & safety and ingredient disclosure
	› Responsible sourcing & traceability
Innovators and partners
We engage in innovative partnerships to go beyond our own 
internal capabilities and seek out the extended possibilities and 
opportunities that collaboration can bring. This allows us to access 
the latest trends in innovation, to extend our innovation ecosystem to 
the global level and to accelerate our efforts in this domain.
	› Global network of accelerators and incubators
	› Partnerships with innovators, accelerators 
and with academia
	› Plugged into disruptive and digital trends
	› Co-creation and co-innovation opportunities
	› Climate change
	› Consumer health & wellbeing
	› Innovation capabilities & management
	› Product / ingredient environmental & social performance 
	› Product quality & safety and ingredient disclosure
Givaudan – 2022 Sustainability Report  17
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Stakeholder engagement

Material topics
Our materiality assessment helps us to 
align our business with the expectations of 
our stakeholders and with society in 
general. Our materiality assessment 
process aims to identify and prioritise the 
most significant impacts on the economy, 
environment, people and human rights; 
it is also the basis for defining our 
reporting content.
Process for determining 
material topics
DISCLOSURE 2 – 12, 2 – 13, 2 – 14, 3 – 1
Our activities have an impact that goes far 
beyond economic results. To be successful in 
the long run, we need to align our business 
performance with the expectations of our 
stakeholders and with society in general. To 
achieve this goal, a deep understanding of 
the most relevant topics for the different 
groups of stakeholders is essential.
Our first materiality assessment was 
undertaken in 2011 in line with the 
GRI framework to strengthen our 
commitment to dialogue, and to support our 
assumptions and identify the most important 
topics for our sustainability reporting 
content. We use the Givaudan materiality 
assessment to prioritise aspects identified as 
being of most concern to our customers and 
other key stakeholders. The matrix is 
reviewed through discussion with the main 
stakeholders, and we aim to conduct a 
comprehensive assessment of surveys and 
interviews on a regular basis. We address 
critical issues and strategic priorities, look 
for opportunities to improve management 
and relationships, and identify possible 
projects to work on together.
In the middle of each business strategic 
cycle, we conduct a review to acquire 
meaningful information about changes 
and emerging topics. Our material topics 
are those that have a substantial impact on 
the economy, environment and people, 
including human rights. 
Our last comprehensive materiality 
assessment including external stakeholder 
interviews was done in 2019. In 2020, we 
internally reviewed our list of material topics 
to make sure it was consistent with our newly 
defined purpose, our 2025 strategy and our 
analysis of risk categories. In 2021, we 
refreshed our materiality assessment with the 
help of a third-party expert. Through desk 
research, a peer review, ratings and trend 
reports as well as internal reviews, an initial 
long list of material topics was developed, 
and then reduced by assessing importance 
and clustering overlapping material topics. 
We excluded purely financial and 
operational issues, as well as hygiene 
factors, as we expect these topics to be 
actively managed to such an extent that they 
do not require explicit inclusion. The topics 
were then discussed and ranked in detail 
through internal workshops with selected 
Givaudan leaders. The result of this exercise 
was validated by our Executive Committee 
(EC) and is reflected in a list of 15 ¹ topics.
In 2022, as part of the update of the 
GRI Standards to the Universal Standards 
2021, we examined existing material topics 
for their impact on the economy, 
environment and people, including human 
rights. In an impact assessment, internal 
experts examined and prioritised the most 
significant positive and negative, actual and 
potential, short-term and long-term impacts 
of their business activities across the value 
chain and the business relationships. This 
was done based on their expertise, in-depth 
desk research and a comparison of peers in 
the same sector, with similar products or 
geographic location. The list of existing 
material topics was confirmed during this 
assessment. Even though the assessment 
examined each material topic for potential 
human rights impacts, we continue to list 
human rights as a separate material topic. 
This is because Givaudan has a significant 
impact on people through its many 
employees and international operations, 
supply chain and sourcing. 
READ MORE 
On our approach to respecting and promoting 
human rights on p116
The Board of Directors has delegated the 
responsibility for the purpose and 
Sustainability ambitions to the EC, which 
leads Givaudan’s overall strategic 
direction. Therefore, the EC members have 
reviewed and confirmed the impacts and 
the resulting material topics. We are 
planning to update our assessment by 
refining the significance of the impacts and 
using direct inputs from external 
stakeholders over the coming years and 
evolve towards double materiality.
1.	 16, including Economic Performance.
Givaudan – 2022 Sustainability Report  18
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Material topics

List of material topics
DISCLOSURE 3 – 2
Our list of material topics is mapped 
against the GRI Standards topics, our 
purpose pillars, the United Nations Global 
Compact (UNGC) Principles and the 
United Nations’ Sustainable Development 
Goals (SDGs) to show that they are fully 
consistent with the most commonly used 
sustainability frameworks. 
Material topic
Equivalent GRI topic
Creations pillar
Nature pillar
People pillar
Communities pillar
UNGC Principles
SDGs mapping
Biodiversity 
GRI 304: Biodiversity 
Principle 7, 8, 9 
 
 
 
Climate change 
GRI 302: Energy
GRI 305: Emissions 
Principle 7, 8, 9
 
 
Consumer health & 
wellbeing 
 
 
 
Diversity, 
inclusion & people 
development 
GRI 202: Market presence
GRI 401: Employment
GRI 404: Training and education
GRI 405: Diversity and equal opportunity
GRI 406: Non-discrimination 
Principle 6
 
 
Economic 
performance 
GRI 201: Economic performance
GRI 204: Procurement practices
 
 
 
Givaudan – 2022 Sustainability Report  19
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Material topics

Material topic
Equivalent GRI topic
Creations pillar
Nature pillar
People pillar
Communities pillar
UNGC Principles
SDGs mapping
Employee safety, 
health & wellbeing 
GRI 403: Occupational health and safety
 
Governance & 
business conduct / 
ethics / transparency
GRI 205: Anti-corruption
GRI 402: Labour/management relations
GRI 407: Freedom of association and 
collective bargaining
Principle 
2, 3, 4, 6, 10
 
 
 
Human rights 
Principle 
1, 2, 3, 4, 5
 
 
 
 
Innovation 
capabilities & 
management 
Principle 8, 9
 
 
 
 
Local community 
development 
GRI 203: Indirect economic impacts
GRI 413: Local communities 
Principle 1, 2
 
 
 
Product / ingredients 
environmental & 
social performance
Principle 7, 8, 9
 
 
 
 
 
Product quality & 
safety and ingredient 
disclosure
GRI 416: Customer health and safety
GRI 417: Marketing and labelling
 
 
Givaudan – 2022 Sustainability Report  20
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Material topics

Material topic
Equivalent GRI topic
Creations pillar
Nature pillar
People pillar
Communities pillar
UNGC Principles
SDGs mapping
Raw materials 
availability
GRI 301: Materials
 
 
 
Responsible 
sourcing & 
traceability
GRI 308: Supplier environmental assessment
GRI 408: Child labour
GRI 409: Forced or compulsory labour
GRI 414: Supplier social assessment
Principle 
1, 2, 4, 5, 8, 10
 
 
 
 
Waste management & 
circular principles
GRI 306: Waste
Principle 7, 8, 9
 
 
Water stewardship
GRI 303: Water and effluents
Principle 7, 8, 9
 
 
 
Even though purely financial issues have been excluded in our 
materiality update, we still report on the topic “Economic 
performance”, which we consider fundamental to our social 
licence to operate and to our efforts to be a good corporate 
citizen, by using GRI 201: Economic Performance.
Givaudan – 2022 Sustainability Report  21
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Material topics

Key partnerships
Commitments / Calls to action
What we want to achieve
Reporting
How we communicate about our progress
Memberships and collaborations
With whom we partner to achieve our commitments
Assessments / Ratings
External evaluation of our performance
CEO
WATER
MANDATE
Key partnerships
External initiatives
We engage in numerous external initiatives 
and strategic collaborations with relevant 
organisations and partners to support and 
inform our work on the most material 
sustainability issues. Collaboration across 
our supply chain as well as with other 
businesses and non-profit organisations is 
essential; the more we do together, the 
quicker we drive sustainable solutions. This 
chapter details some external initiatives 
and some of the most relevant strategic 
partners: it is not meant to be exhaustive.
CDP
What it is
CDP is a global non-profit that runs the 
world’s leading environmental disclosure 
platform. CDP drives companies and 
governments to reduce their greenhouse 
gas emissions, safeguard water resources 
and protect forests.
Why we engage
Over 15,000 companies with more than 64% 
of global market capitalisation disclosed 
environmental data through CDP in 2022. 
This represents 35% more than last year and 
the number has more than doubled since the 
Paris Agreement was signed in 2015. CDP’s 
questionnaires are fully aligned with the 
recommendations of the TCFD.
DISCLOSURE 2 – 6
Givaudan – 2022 Sustainability Report  22
A year in review
Economic ∕ Governance
Environment
Social
Appendix

How we engage
Givaudan discloses its climate change and 
water security impacts through CDP. This 
year, Givaudan has once again been 
recognised for the fourth year in a row with 
a CDP double A rating. We were also 
recognised in the latest Supplier 
Engagement Leaderboard in early 2022.
 www.cdp.net
READ MORE
www.givaudan.com › Media › Media releases › 2022 › 
Givaudan recognised with CDP double A rating
Our CDP questionnaires are found on givaudan.com › 
Investors › ESG › CDP report on climate change and 
CDP report on water security
United Nations Global Compact 
(UNGC)
What it is
The United Nations Global Compact 
(UNGC) is a strategic policy initiative 
for businesses committed to aligning 
their operations and strategies with 
10 universally accepted principles in the 
areas of human rights, labour, environment 
and anti-corruption.
Why we engage
The UNGC looks to drive business 
awareness and action in support of 
achieving the Sustainable Development 
Goals by 2030.
How we engage
We have been a signatory since February 
2010, and we measure our progress towards 
sustainability against its principles. Our 
Sustainability reporting also serves as our 
Communication on Progress (CoP) towards 
the implementation of these principles and 
to achieving our sustainability targets. We 
are also members of the UNGC Swiss 
Network, allowing us to access knowledge, 
tools and mutual learning as well as to 
participate in multi-stakeholder dialogue on 
key topics and share best practices with 
other members.
 www.unglobalcompact.org
Membership of associations
DISCLOSURE 2 – 28 
The strategic organisations we are currently 
engaged with include:
AIM-PROGRESS
What it is
AIM-PROGRESS is an association of 
consumer goods companies seeking 
to enable and promote responsible 
sourcing practices and sustainable 
production systems.
Why we engage
Through our membership, we enhance our 
supplier and customer partnerships to help 
create a more responsible supply chain. 
Our engagement with AIM-PROGRESS 
addresses the material topics of 
deforestation; diversity and inclusion; 
employee health, safety and wellbeing; 
governance and business conduct; human 
rights; living income and wages; 
responsible sourcing; traceability and 
transparency and reporting.
How we engage
We have been an active member of 
AIM-PROGRESS since 2012. We regularly 
participate in key events such as its 
member conferences that focus on 
responsible sourcing practices as well as 
engaging in and contributing towards its 
multiple working groups. These include 
impact measurement; supplier working; 
living wage and income; and mutual 
recognition groups. Through these working 
groups we can share best practices and 
align with other members on evolving 
standards / topics / regulations relevant to 
responsible sourcing practices, and define 
common best practices on these matters. 
Further, we also participate in various 
surveys conducted by the association to 
evaluate and drive member performance 
on responsible sourcing agenda, such as 
the Responsible Sourcing Journey (RSJ) 
and Annual Benchmarking surveys. Such 
surveys and benchmarking with leading 
consumer goods companies & peers 
provides a platform for self-assessment of 
our efforts and continuous engagement. 
 www.aim-progress.com
APF
What it is
The Alliance for the Preservation of Forests 
is a European coalition of companies 
committed to using only sustainable and 
traceable raw materials that respect 
natural ecosystems. The Alliance’s four core 
missions are to accompany companies in 
their sustainability journey and help them 
transform their supply chains; advocate for 
deforestation and conversion-free supply 
chains; support collaborative landscape 
projects on the ground; and to raise 
awareness and educate consumers on 
ecosystems and biodiversity conservation. 
 
Why we engage
We commit to sourcing all materials and 
services in a way that protects people and 
the environment by 2030. This includes 
taking action to prevent deforestation and 
land conversion for agriculture in our natural 
ingredients supply chains. Our membership 
of the Alliance allows us to strengthen our 
approach and share best practices with 
companies who share the same ambition.
How we engage
Givaudan was a founding member of the 
APF in 2013. At the time, the focus was on 
driving change in palm oil supply chains. 
Since then, the membership has diversified 
significantly and covers many more 
commodities. This gives us the chance to 
Givaudan – 2022 Sustainability Report  23
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Key partnerships

question our own model, gain insights from 
other members and continuously improve our 
processes. The Alliance also advocates for 
the protection of fragile ecosystems and 
biodiversity, and takes action beyond 
individual supply chains for collaborative 
landscape approaches.
 alliance-preservation-forets.org/en
B Movement Builders
What it is
B Movement Builders is a programme for 
multinational, public companies to come 
together to lead systems change alongside 
and in support of the B Corp community, 
building a new narrative about the 
purpose of business.
Why we engage
We are committed to helping drive a 
global movement of business as a force for 
good, accelerating change to our global 
economic system and giving business a 
new role in society.
How we engage
Givaudan became a founding member of 
B Lab’s B Movement Builders in 2020, 
joining forces with other purpose-led 
companies. Maintaining B Lab’s commitment 
to strict criteria and transparency, Givaudan 
and other B Movement Builders commit to 
taking action in three key areas – leadership, 
impact and collaboration.
 
Earthworm Foundation
What it is
Earthworm Foundation is a global non-profit 
organisation focussed on transforming supply 
chains for the benefit of nature and people.
Why we engage
Earthworm Foundation supports Givaudan 
in implementing its Responsible Sourcing 
Programme through supply chain 
assessments and, where needed, co-
designing innovative solutions like 
landscape projects with supply chain 
partners to create value for all. This 
engagement addresses the material issues 
of product environmental and societal 
impact; raw material availability; 
responsible sourcing and traceability.
How we engage
Givaudan became a member of the 
Earthworm Foundation (formerly The Forest 
Trust) in 2017.
 www.earthworm.org
IFRA – IOFI Sustainability Task Force
What it is
Together with the industry’s scientific 
centre RIFM (the Research Institute for 
Fragrance Materials), the International 
Fragrance Association (IFRA) team 
endeavours to ensure that the usage 
standards for fragrance materials are put 
into practice according to the available 
scientific recommendations and that 
member companies comply with those 
standards. This voluntary approach 
enables the IFRA standards to be adopted 
rapidly by fragrance houses worldwide 
and by the industry as a whole.
The International Organization of the 
Flavor Industry (IOFI) is the global 
association representing the industry that 
creates, produces and sells flavourings 
worldwide. With regional and national 
associations and major global companies 
as members, IOFI interacts with relevant 
stakeholders around the world. IOFI 
supports the safety and proper use of 
flavourings and helps members identify 
and address global challenges.
A Sustainability Committee has been 
instituted by IFRA and IOFI as an effort to 
show flavour and fragrance industries’ 
sense of responsibility and commitment to 
making a difference. They launched a 
Sustainability Charter covering five focus 
areas around the flavour and fragrance 
value chain and 17 specific commitments. 
The charter aims to complement individual 
company sustainability programmes, 
helping the industry as a whole to make 
advances in sustainability by sharing best 
practices and benchmarking progress.
Why we engage
IFRA and IOFI form an industry body in 
which some projects are temporary and 
other forums are permanent. Of those that 
have a link to sustainability, there are 
several temporary workshops/projects. 
Of interest for the programme, permanent 
groups include the Scientific Committee 
(SC), the Regulatory Affairs and Advisory 
Committee (RAAC), the EH&S Committee, 
the Communication Working Group 
(CWG), the Green TF (not active the 
last year), the Environmental Task Force 
as a subset of the SC (ETF) and the 
Sustainability Committee.
How we engage
Fragrances and Flavours houses nominate 
their Board members for the boards 
and identify specific team members for 
technical committees.
 ifra-iofi.org
RCI (Renewable Carbon Initiative)
What it is
The aim of the Renewable Carbon 
Initiative (RCI) is to support and 
speed up the transition from fossil 
carbon to renewable carbon for all 
organic chemicals and materials.
Givaudan – 2022 Sustainability Report  24
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Key partnerships

Why we engage
We reconsider carbons from waste 
(recycled, CO2 or biomass based) as a new 
source of building blocks for new materials, 
which should in the longer term be 
recognised as renewable source of carbon. 
This initiative is expected to help us create 
cross-industry platforms that will 
demonstrate the feasibility of renewable 
carbon in tangible activities; advocate for 
legislation, taxation and regulation changes 
to give renewable carbon an adequate 
commercial playing field to play on. It will 
also create a wider pull for sustainable 
options by raising awareness and 
understanding of renewable carbon level 
amongst the business community and the 
wider public.
How we engage
Givaudan has been engaged as an 
advisory Board member with two seats 
since July 2021. We are also participating 
in key working groups.
 renewable-carbon-initiative.com
Roundtable on Sustainable Palm Oil
What it is
The Roundtable on Sustainable Palm 
Oil (RSPO) is an international, 
multistakeholder organisation and 
certification model to advance the 
production, procurement, finance and use 
of sustainable palm oil products.
Why we engage
Givaudan joined the RSPO in 2011 to 
promote the production and use of 
sustainable palm oil, supporting our 
commitment to eliminate deforestation 
from our supply chain; to address key 
issues such as traceability and to create a 
positive difference for workers, farmers 
and local communities. Our engagement 
with RSPO addresses the material topics of 
biodiversity; consumer health and 
wellbeing; deforestation; economic 
performance; product environmental 
and societal impact; product quality and 
safety; responsible sourcing; traceability 
and transparency and reporting.
How we engage
Taste & Wellbeing RSPO certification: Over 
2021 and 2022 , in T&W, we were 
successful in broadening strategic 
responsible procurement and the supply 
chain through the Palm Oil RSPO MB 
certification of seven factories: Naarden 
(Netherlands), Smithfield (Australia), 
Dortmund (Germany), Dübendorf 
(Switzerland), Mako (Hungary) and 
Avignon (France) and Overseal (UK).
Fragrance & Beauty RSPO certification: 
Givaudan achieved RSPO certification of all 
its eligible Compounding (13) and Active 
Beauty sites (3). Currently, 16 production 
sites have been certified. The last one was 
Changzhou (Compounds) in 2022.
Traceability (T&W & F&B): We also aim to 
increase transparency of our palm oil 
supply up to mill level, encourage positive 
change in our supply chains, and support 
the inclusion of smallholders. Overall, we 
aim to reach supply chain transparency to 
mill level with our top suppliers, equivalent 
to 80% of our palm products purchased by 
volume, by 2025. In 2022, we continued to 
work with our suppliers on our traceability 
progress and achieved a level of 78% of 
palm volume traceable to the mill level.
 www.rspo.org
SAI Platform
What it is
Sustainable Agriculture Initiative Platform 
(SAI Platform) is one of the primary global 
food and drink value chain initiatives for 
sustainable agriculture. It is a non-profit 
network that brings together more than 
130 member companies and organisations 
leading the way in sustainable agriculture 
worldwide. This includes farmer cooperatives, 
manufacturers, processors, retailers and 
traders. SAI Platform provides the tools and 
network for the members to advance their 
programmes on sustainable agriculture.
Why we engage
SAI Platform tools help us make progress on 
sustainable agriculture with our suppliers. 
This platform also allows us to develop 
expertise and interact with our peers, both 
customers and our suppliers, in this journey.
How we engage
Farm Sustainability Assessment (FSA) by 
SAI Platform is our standard protocol for 
assessing and verifying our suppliers at 
farm level. We are also an active member 
of the SAI Dairy Working Group as it is 
considering to be an important platform for 
contributing to a more sustainable dairy 
sector: by partnering with other companies 
in this industry, we can contribute to finding 
solutions for common issues that are not 
only specific to Givaudan. 
 saiplatform.org
Together for Sustainability (TfS)
What it is
An industry platform focussed on CSR/
Sustainability/RS topics using both EcoVadis 
assessments and third-party audits in the 
members’ supply chain. The purpose is to 
build capability in the chemical supply 
chain and to share pre-competitive RS data 
among the members. TfS a global 
programme to assess, audit and improve 
supply chain sustainability practices. It is 
based on the UN Global Compact and 
Responsible Care® principles.
Why we engage
Our synthetics and Indirect Materials & 
Services (IM&S) categories are integrated 
into the Sourcing4Good programme 
through our membership of TfS. Because 
existing activities within that organisation 
are focussed on the sustainability 
Givaudan – 2022 Sustainability Report  25
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Key partnerships

performance and improvement of the 
related supply chains, many of which we 
source from, it makes sense for us to benefit 
from and contribute to this organisation 
through the assessment and auditing of our 
selected synthetics or IM&S suppliers.
How we engage
Givaudan has nominated a “TfS 
Coordinator” whose responsibility is to 
ensure that the different stakeholders within 
our organisation are made aware of the 
tools and activities within TfS and of how to 
maximise our membership. Our Head of 
Global Procurement and Sustainability is 
also heavily involved in the organisation 
from a steering committee perspective. In 
addition to the Coordinator role, 
representatives from Procurement and 
Sustainability are also involved in the 
different TfS workstreams such as audit, 
assessment and scope 3. As we move 
forward and integrate the sustainability 
performance management of our suppliers 
using the tools of TfS (e.g., EcoVadis and 
third-party audits), direct involvement of 
Procurement will increase.
 tfs-initiative.com
UEBT
What it is
UEBT is a non-profit association that 
promotes ethical sourcing of ingredients 
from biodiversity, supporting and verifying 
companies’ commitment to sourcing with 
respect for people and biodiversity. UEBT 
members commit to gradually implementing 
practices defined in the UEBT standard.
Why we engage
UEBT has a depth of experience in many of 
the fragrance-related supply chains in which 
we operate and offers tools and guidance 
on how to navigate the challenges therein. 
A number of our customers work very 
closely with UEBT, so it is an important 
stakeholder in our responsible sourcing and 
biodiversity programmes.
How we engage
Givaudan works closely with UEBT, and 
their responsible sourcing standard is one 
of the protocols we use for assessing and 
verifying our suppliers at farm level.
 www.uebt.org
WBCSD – World Business Council 
for Sustainable Development
What it is
The World Business Council for Sustainable 
Development (WBCSD) is a global, 
CEO-led organisation of businesses 
and partners working together to 
accelerate the transition to a sustainable 
world by focussing on the maximum 
positive impact for shareholders, the 
environment and societies.
Why we engage
Our engagement with the WBCSD 
addresses the material topics of 
biodiversity; climate change; consumer 
health and wellbeing; deforestation; 
diversity & inclusion; economic 
performance; human rights; local 
community development; product 
environmental and societal impact; 
responsible sourcing; traceability; 
transparency and reporting; waste 
management; water stewardship; and 
women’s empowerment. As active 
members of WBCSD’s programme FReSH 
(Food Reform for Sustainability and 
Health), we contribute to transforming 
global food systems for improved 
sustainability and health.
How we engage
We actively participate across WBCSD 
initiatives, helping to drive and shape the 
agenda. We collaborated closely with 
WBCSD on the development of the 
refreshed Vision 2050 and the 2050 vision 
report. We co-lead a WBCSD plastic and 
packaging workgroup that will define a 
transition for B2B chemical products. In 
2020, we endorsed WBCSD’s CEO 
call-to-action on Human Rights and signed 
WBCSD’s CEO Guide to Human Rights, a 
document that sets out the actions 
businesses must take to meet their corporate 
responsibility to respect human rights and 
acts as call-to-action to encourage others to 
join these efforts. We are active members of 
FReSH, supporting the shift towards dietary 
patterns that are nutritionally healthy and 
environmentally sustainable. The FReSH 
programme was launched in November 
2016 by the WBCSD together with the 
EAT Foundation with the purpose of 
accelerating transformational change in 
global food systems. We actively participate 
in WBCSD climate action initiatives 
including the SOS 1.5 degrees’ project; a 
project that aims to support companies from 
all sectors to stay within the 1.5°C safe 
operating space; as well as its work on 
Natural Climate Solutions. 
 www.wbcsd.org
Givaudan – 2022 Sustainability Report  26
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Key partnerships

Economic/Governance
 
Our ambitions	
28
Economic performance	
29
Governance & business conduct / 
ethics / transparency 	
35
Product / ingredients environmental 
& social performance	
44
Product quality & safety 
and ingredient disclosure	
46
Innovation capabilities 
& management	
50
Givaudan – 2022 Sustainability Report  27
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Our ambitions
“Successful, sustainable businesses are built 
on strong governance systems. Ours help 
us to live and implement our purpose as we 
strive to have positive impacts on business, 
society and the planet.”
Calvin Grieder, Chairman of the Board
For Givaudan, economic performance 
and our ability to operate a profitable 
business model is inextricably intertwined 
with being a responsible and sustainable 
Company. This means striving to secure 
our long-term economic growth while 
positively impacting the environment 
and society, and meeting the expectations 
of all our stakeholders.
Transparent governance ensures that 
we manage and supervise our operations 
in a responsible way, contributing to 
a fair, inclusive business environment. 
Our governance and control structures 
and processes support value creation for 
all, as do our industry-leading compliance 
and advocacy solutions. Our 
compensation policies are an essential 
component of our employee value 
proposition and a key driver of both 
individual and business performance.
Pursuing socially responsible growth 
means going beyond financial 
performance to establishing leading 
ethical, social and environmental practices 
at our sites and in communities where we 
operate. Our focus on end-to-end 
approaches to innovation and a continual 
search for new ways of addressing 
consumer desires and our customers’ 
challenges helps us develop creations that 
have a minimal and/or positive impact on 
the environment and contribute to happier, 
healthier lives. 
Our contribution to SDGs
Givaudan – 2022 Sustainability Report  28
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Economic 
performance
 
Givaudan’s impact on 
economic performance	
30
Givaudan – 2022 Sustainability Report  29
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Economic performance
Explanation of the material topic
Our 2025 strategy “Committed to Growth, 
with Purpose” outlines how we intend to 
pursue the mid-term goals and will allow us 
to continue delivering sustainable value 
creation that benefits all.
Economic performance refers to our ability 
to operate a profitable business model 
for the long-term viability of the Company. 
Our intention is to deliver growth in 
partnership with our customers, achieve 
ambitious financial targets through the 
creation of inspiring products that support 
happier, healthier lives, all while making 
progress on our longer-term purpose 
ambitions in the areas of creations, nature, 
people and communities.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
Solid performance puts us in a position 
to drive inclusive, economic growth, 
supporting our customers’ own market 
expansion plans and providing them 
with growth opportunities through the use 
of our products. 
Strong economic growth allows us to offer 
investors an attractive dividend yield and 
to contribute a fair share of tax 
contributions where we operate. It allows 
us to support innovation with partners 
including academic and research 
institutions, start-ups and technology 
providers. It allows us to focus on our 
people, making sure that everyone has the 
right skills and competencies to grow and 
feel welcome, valued and inspired. Any 
slowdown in growth could negatively 
impact our contributions towards any of 
these stakeholders.
Economic strength helps us work with 
suppliers to ensure the long-term 
availability of the most vulnerable raw 
materials; to source materials and services 
in a way that protects people and the 
environment, and to increase transparency 
and visibility within supply chains. Any 
supply chain disruption could negatively 
impact our operations. 
Management of the impacts 
DISCLOSURE 3 – 3 
The 2025 strategy is derived from our 
purpose and serves as our roadmap for 
delivering sustainable value creation over a 
5-year peroid for all our stakeholders. It 
takes global mega trends such as a growing 
consumer base as well as rapidly changing 
behaviours such as health and wellbeing 
priorities, and responsible and engaged 
consumers into account. In addition, it 
considers the rise of e-commerce and 
self-care, both of which grew even faster 
than expected as a result of COVID-19. 
The strategy is based on three core growth 
drivers (expanding the portfolio, extending 
customer reach and focusing our market 
Givaudan’s impact on economic performance
TARGETS TO REACH OUR AMBITION
Focus area
Target
Status 2022
Sales growth
Average organic sales growth of 4–5% on a like-for-like basis 
between 2021–2025
6.2%
Free cash flow
Average free cash flow of at least 12% of sales between 2021–2025
9.7%
strategies) and the support of four growth 
enablers (creations, nature, people and 
communities). Along with our focus on 
excellence, innovation and simplicity in 
everything we do, they help the Company 
consider the potential impact of our 
processes and products on the environment 
and help us provide our customers with 
innovative and sustainable solutions.
In terms of expanding the portfolio, having 
successfully integrated the majority of the 
19 acquisitions made since 2014, we are 
now concentrating on fully exploring the 
portfolio’s great potential and leveraging 
our existing capabilities and innovation 
pipeline. This will allow us to continue to 
expand beyond the current portfolio of 
flavours and fragrances, naturals and 
delivery systems further into nutrition, food 
ingredients and beauty.
Changing consumer preferences have led 
to a more fragmented customer landscape. 
Givaudan – 2022 Sustainability Report  30
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Economic performance
We aim to extend our customer reach 
overall, targeting both large, international, 
global customers as well as those who are 
local and regional. A greater focus on 
tailored services will allow us to better 
cater to the varied needs of all our 
customers. Along similar lines, we will look 
to both maximise mature market 
opportunities and extend our leadership in 
high growth markets, particularly China.
The four growth enablers from our 
purpose support these drivers. Innovation 
is critical to creating inspiring solutions for 
our customers because now, more than 
ever, we need to consider the potential 
impact of our processes and products on 
the environment. We concentrate on 
renewable, biodegradable and viable 
natural solutions, especially in the area 
of health and wellbeing.
To show our love for nature in everything 
we do, we aim to have a positive impact 
on the supply of the natural ingredients we 
rely on, but also to pursue industry-leading 
specific, measurable goals by reducing 
our environmental impact through 
additional actions. In terms of people, we 
are pursuing diversity, which drives 
innovation and creates closer ties with 
employees, customers and partners, as well 
as focusing on employee development. We 
will continue to implement programmes that 
further support the health and wellbeing of 
our employees.
Finally, delivering sustainable value creation 
for all our stakeholders includes the 
communities where we source and operate. 
We are continuing to work with suppliers to 
source all materials and services sustainably, 
to increase supply chain transparency and 
to support these communities.
Direct economic value 
generated and distributed
DISCLOSURE 201 – 1 
Our value added is defined as the economic 
value created by the activities of our business 
and its employees. This value is distributed 
to our operating costs including the 
supply chain, employees through wages 
and benefits, providers of capital and 
governments. Our 2025 strategy contributes 
to our ability to increase this value.
Givaudan’s economic value retained of 
CHF 367 million is the revenue of 
CHF 7,175 million generated less the 
7﹐175
Revenues 
Direct economic value generated and distributed 
In millions of Swiss francs
6﹐808
Economic value distributed 
367
Economic value retained
57
Current 
taxes
707
Payments to 
providers of capital
1﹐489
Employee wages 
and benefits
4﹐555
Operating costs
Givaudan – 2022 Sustainability Report  31
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on economic performance

Economic performance
economic value of CHF 6,808 million 
distributed to stakeholders through 
operating costs, employee wages 
and benefits, payments to providers of 
capitals and taxes.
Proportion of spending 
on local suppliers
DISCLOSURE 204 – 1 
Givaudan prefers to source from local 
suppliers (defined as suppliers who are 
based in the same country as the Givaudan 
facility). This is reflected in the fact that 82% 
of non-raw material, by value, was 
purchased locally in 2022. For raw 
materials, 26% by value was sourced locally 
in 2022. Several of the raw materials we 
buy cannot be sourced in countries other 
than the ones where they grow naturally. 
This local sourcing policy has a significant 
contribution to the direct economic value we 
create in the local economies.
Defined benefit plan obligations 
and other retirement plans 
DISCLOSURE 201 – 3 
The Group operates a number of defined 
benefit and defined contribution plans 
throughout the world and the corresponding 
assets are generally held in separate 
trustee-administered funds. The pension 
plans are generally funded by payments 
from employees and by the relevant Group 
companies, taking into account the 
recommendations of independent qualified
actuaries. The most significant plans are 
held in Switzerland, the USA and the UK. 
Financial implications and 
other risks and opportunities 
due to climate change
DISCLOSURE 201 – 2
The scale of the climate crisis is more 
apparent than ever, and the effects of 
climate change are threatening people, 
business operations and economies around 
the world. We are acutely aware of the 
issues at stake: uncontrolled warming could 
have negative impacts on our Company 
and limit our ability to operate. A scarcity 
of water could, for example, have a severe 
impact on our business because it is used 
to grow most of our natural raw materials 
and as an essential input in our 
manufacturing activities. Raw materials 
that are already scarce could become even 
harder to source in the future. 
As a business potentially affected by 
climate change, we have been carefully 
considering many of the topics addressed 
by the Task Force on Climate-related 
Financial Disclosures (TCFD) for several 
years and with increasing scrutiny since the 
2015 Paris Agreement. Though we have not 
yet completed the full quantitative analysis 
required by the TCFD, we are in alignment 
with its principles. This is largely 
demonstrated by the disclosures we submit 
through the framework of the CDP 
questionnaire and our subsequent 
reporting, included as a table on page 174.
Already now, at the Company level, 
climate change risks that could have 
substantive financial or strategic impact for 
all value chain stages (direct operations, 
upstream, downstream) are identified as 
part of the Company-wide Enteprise Risk 
Management (ERM) assessment process 
under the supervision of the Executive 
Committee. The risks are assessed twice a 
year for their long-term (5–15 years) impact 
and more than once a year for their 
short-term (0–3 years) and medium-term 
(3–5 years) impacts.
The Presidents of our Fragrance & Beauty 
and Taste & Wellbeing business activities 
are responsible for assessing and 
managing the consequences of climate-
related issues as they affect the activities 
of the two businesses. This includes issues 
of operational continuity, supply chains 
and customer expectations. Financial 
risks are managed by the corporate 
finance department.
Overall, we address climate change risk 
through a comprehensive programme that 
aims to both mitigate it and to help us find 
new opportunities. We are looking, for 
example, to minimise our contribution to 
climate change on the road to becoming 
climate positive, and to promote the 
transition to a low carbon economy. We 
have committed to excellence in climate 
action, basing our own agenda on 
ambitious GHG emission reduction targets 
and encouraging our supply chain in efforts 
to reduce their own emissions. Our Water 
Policy emphasises our long-standing 
commitment to water stewardship and 
outlines how we are focusing on where and 
what matters most in operations, the supply 
chain and communities. Our targets are 
aligned with the United Nations Sustainable 
Development Goals and our attention is 
focussed specifically on activities related 
and contributing to SDGs 6 and 12.
Taking action to decrease our negative 
impact, introducing a positive impact 
where we can, and aligning ourselves with 
a climate agenda also helps us turn risks 
into opportunities. Our expertise in green 
chemistry and techniques such as 
biocatalysis enable us to make products 
that are high in purity and yield, using less 
energy and fewer hazardous materials. 
Our innovation teams are working on 
upcycling, which enables us to use a 
larger part of existing raw materials or to 
reuse food waste from our partners’ 
facilities. This allows us to create raw 
materials with less energy and reduces the 
Givaudan – 2022 Sustainability Report  32
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on economic performance

Economic performance
risk of insufficient supply – it allows 
Givaudan to do more with less. Our Water 
Stewardship Programme ensures water 
risks are managed and monitored, and we 
prioritise places where water challenges 
are expected. We carry out risk 
assessments in these areas to develop 
water mitigation action plans that 
include efficiency improvements and 
water reuse opportunities at our 
manufacturing operations.
As we go forward in our journey to 
becoming climate positive, we will continue 
to make important changes to our business. 
We will scrutinise how we formulate, how 
we continue to innovate and how we 
continuously improve our ingredients 
portfolio to reduce the impact of our 
products. We will be rethinking movement – 
from the transportation of materials and 
goods to how we travel ourselves – and 
considering how to reduce our use of fossil 
fuels in favour of renewable sources such 
as solar, wind, geothermal and biofuels. 
We will be exploring ways to capture 
carbon through natural climate solutions 
such as reforestation as well as through 
industrial processes offered to us by 
technology. We will look to reduce our 
energy consumption through innovations in 
production infrastructure and increased 
efficiencies at our plants.
Givaudan – 2022 Sustainability Report  33
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on economic performance

Economic performance
READ MORE
On climate risks following the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) in the TCFD recommendations table › p174
Managing climate risks
Impacts
How we mitigate risks
TIME HORIZON: 
SHORT-TERM 
Emerging 
regulations
Carbon-
pricing 
mechanism
Climate-related regulations are increasing worldwide 
by quantity and location. With our operations located in 
over 26 countries, the risk of exposure to emerging 
regulation is high.
Givaudan is exposed to climate-related regulations that 
place a price on GHG emissions generated by our 
production sites, by the use of fossil-fuel-sourced 
electricity and fuels. 
Any change in these regulations may have an impact on 
Givaudan, such as increased cost of operation (e.g. for 
additional taxes on fuel, energy or carbon emissions) or cost of 
raw materials when suppliers pass on their increased production 
costs through price increases. Magnitude of impact is medium.
The primary potential financial impact would be increased 
indirect (operating) costs. Given the current trends in the energy 
markets in the countries in which we operate, we project that 
energy prices of fossil-fuel-sourced electricity will increase due 
to carbon taxes which will negatively impact our bottom line.
	› Reduce our dependence on fossil-based energy supply
	› Energy-efficiency projects and procurement practices in renewable electricity
	› Build up climate-positive botanical supply-chains models thanks to 
regenerative agriculture approach
TIME HORIZON: 
LONG-TERM 
Changing 
temperature
Changes in weather patterns and increasing temperatures 
already affect ecosystems and drive changes in 
biodiversity. We already see raw material supply chains 
becoming more volatile, uncertain and complex. 
Likely consequences include disruption in the supply of the 
raw materials we require for our production; volatility of 
raw material prices due to changes in precipitation 
patterns and extreme variability in weather patterns; and 
increased demand for Naturals. This may negatively 
impact our ability to produce at competitive prices and in 
a timely manner, putting Givaudan at risk.
Most of the natural ingredients sourced by Givaudan are 
not commodities, but specialities produced in small volumes. 
We have seen this significant increase of supply risk on iconic 
products such as vanilla, spices and florals portfolios. 
The potential financial impact is an increase in costs and a 
potential loss of revenue.
	› A business continuity plan for sourcing
	› Raw materials sourcing integrated in the category management process
	› A structured risk mitigation strategy, to anticipate raw materials supply issues and 
supplier deficiencies
	›  Deploy ad hoc regenerative farming practices at scale (incl. agroforestry) 
on cultivated strategic botanicals, allowing more resilience to extreme 
weather conditions
TIME HORIZON: 
LONG-TERM 
Drought
Declining water quality, long-lasting droughts and 
increased water-stress are all elements identified as 
material water risks faced by some of our operations 
and supply chains.
Water scarcity is subjected to an increase in frequency 
in the future.
Water is essential to our production activities: we use water 
primarily for processing, cooling, hygiene and cleaning. 
Changes in precipitation could adversely impact our 
production sites that use ground-water. Disruptions in 
water-supply have already been experienced at several sites. 
The impact is considered medium.
	› Water efficiency projects are in place to reduce our water consumption 
and how we manage effluent discharge
	› Regular assessments of potential risks and back-up plans
	› Additional water supply systems set-up for a transitional period of time
	› Mitigating water risk and improving water quality management aspects in 
our supply chain and in our communities
	› Deploy ad hoc regenerative farming practices at scale (incl. cover cropping) 
on cultivated strategic botanicals, improving water retention capacity in soils
	› Complement wild botanical supply with domestication & cultivation programmes
Givaudan – 2022 Sustainability Report  34
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on economic performance

Governance & 
business conduct ⁄ 
ethics ⁄ transparency
 
Givaudan’s impact on governance & 
business conduct ⁄ ethics ⁄ transparency	 36
Governance	
37
Responsible business	
40
Givaudan – 2022 Sustainability Report  35
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Governance & business conduct / 
ethics / transparency
Explanation of the material topic
Givaudan has built its excellent reputation 
and name over a long and rich history 
thanks to our commitment to good 
governance, high ethical standards, and 
transparency in all our interactions. 
Strong governance systems supported by 
responsible management and supervision 
are the cornerstone of successful, 
sustainable organisations. Our best business 
practices are aligned with international 
standards, local laws and Givaudan 
internal regulations, providing enhanced 
value to customers, shareholders and all of 
our stakeholders. Our compensation 
practices are aligned with our principles of 
integrity, fairness and transparency. 
Inclusive engagement is essential to 
helping us understand external trends and 
market expectations and allowing us to 
identify risks and opportunities.
MATERIAL TOPIC DEFINITION
Governance & business 
conduct / ethics / 
transparency
Ensuring that business practices are in 
alignment with international standards, 
local laws and Givaudan standards 
(Code of Conduct) in countries of 
operation. Safeguarding the effective 
functioning of the governing bodies 
of Givaudan. Disclosing an adequate 
level of information and data and 
fostering constructive dialogue with the 
Company’s stakeholders.
PURPOSE PILLARS
 Creations    Nature    People    Communities 
Positive and negative 
impacts assessed
Holding high ethical standards is the right 
thing to do and bolsters the confidence, 
trust and wellbeing of the population at 
large, in addition to that of our customers 
and other stakeholders. Our standards also 
contribute to the fight for ethical 
approaches in general; our compliance with 
anti-corruption and anti-bribery laws give 
one example. Such laws are enacted to 
reduce bribery and corruption in the world, 
and by adhering to them, we contribute to 
this goal. We ensure that funds arrive at 
their intended destination – and to the 
benefit of the deserving party – rather than 
being syphoned off along the way. 
Insisting on high ethical standards also 
protects our business from the risks of 
non-ethical dealings. We can be held 
responsible for our own actions as well as 
those of people associated with us, and 
penalties for violating laws are severe. As 
an example, even allegations of bribery or 
corruption could damage our reputation 
and business, thereby impacting the 
prosperity of our associated communities 
who produce and grow our raw ingredients. 
Non-compliance with anti-corruption 
laws would contribute to the persistence 
of bribery in the world, supporting unfair 
advantage to the detriment of all of its 
victims. Givaudan ensures it does not 
contribute to this negative impact on its 
stakeholders through its Ethics & 
Compliance Programme. 
Management of the impacts
We manage our impacts through our 
approaches to Governance (see pp37–39) 
and Responsible business (see pp40–43).
Givaudan’s impact on governance & 
business conduct  ⁄ ethics  ⁄ transparency
DISCLOSURE 2 – 23, 2 – 24, 3 – 3
Givaudan – 2022 Sustainability Report  36
A year in review
Environment
Social
Appendix
Economic ∕ Governance

Governance & business conduct / 
ethics / transparency
Our governance structure and processes 
aim to engage all stakeholders 
transparently and contribute to the creation 
of a fair, inclusive business. Robust 
standards, policies and management 
systems provide a framework for addressing 
risks and opportunities through operations; 
they allow us to measure our performance 
and meet our commitments to stakeholders.
The Board of Directors (Board) is the highest 
strategic management body of Givaudan. It 
sets Givaudan’s strategy and the investment 
policy, ensures adequate operational and 
financial performance, manages succession 
planning and compensation, and oversees 
Givaudan’s internal audit, compliance and 
risk management and general governance 
matters. By steering Givaudan’s purpose 
and strategy, the Board is involved in setting 
the direction for sustainability matters, 
including targets.
Membership is composed in such a way as 
to ensure it possesses all competencies 
required to execute its strategic oversight 
and control over Givaudan. The Board’s 
knowledge and diversity of experience are 
important assets in leading a company of 
Givaudan’s size in a complex and fast-
changing environment. Each member has 
an in-depth knowledge of his or her relevant 
areas of expertise. As Environmental, Social 
and Governance (ESG) matters are an 
integral part of Givaudan‘s strategy, 
familiarity with the subject is required of all 
members. The Board receives relevant 
training to keep their knowledge of ESG 
matters current.
Governance
DISCLOSURE 2 – 9, 2 – 12, 2 – 13, 2 – 17, 2 – 18, 2 – 19, 2 – 20, 2 – 21
The Board conducts an annual self-
assessment to ensure that it always remains 
able to exercise effective oversight and 
leadership of the Company. The assessment 
starts with a confidential survey of all 
members organised by the Board Secretary. 
The results of the survey are summarised by 
the Chairman and discussed by the full 
Board. Any findings are addressed to 
ensure continued effectiveness. One annual 
self-assessment was conducted in 2022. 
READ MORE
More information on these topics in the Governance Report

Calvin Grieder
Chairman
Swiss national 
Non-executive
First elected 2014
Chairman since 2017
Prof. Dr-Ing. 
Werner Bauer
Vice -chairman
German and 
Swiss national
Non-executive
First elected 2014

Victor Balli
Swiss national
Non-executive
First elected 2016

Lilian Biner
Swedish national
Non-executive
First elected 2011

Michael Carlos
French national
Non-executive
First elected 2015

Ingrid Deltenre
Dutch and 
Swiss national
Non-executive
First elected 2015

Olivier Filliol
Swiss national
Non-executive
First elected 2020

Sophie Gasperment 
French national
Non-executive
First elected 2020

Tom Knutzen
Danish national
Non-executive
First elected 2022
Gilles Andrier
Chief Executive 
Officer
French national
Appointed in 2005
Tom Hallam
Chief Financial 
Officer
British and 
Swiss national
Appointed in 2017
Louie D’Amico
President Taste & 
Wellbeing
US national
Appointed in 2018
Maurizio Volpi
President Fragrance 
& Beauty
Italian national
Appointed in 2015
Simon Halle-Smith
Head of Global 
Human Resources 
and EHS
British national
Appointed in 2015
Willem Mutsaerts
Head of Global 
Procurement and 
Sustainability
Dutch national
Appointed in 2015
Anne Tayac
Head of Givaudan 
Business Solutions
French national
Appointed in 2016
BOARD OF DIRECTORS
EXECUTIVE COMMITTEE
Givaudan – 2022 Sustainability Report  37
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
Purpose / sustainability Governance
Our commitment to delivering on 
Sustainability targets and ambitions is 
central to our business. 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.
BOARD OF DIRECTORS
Regularly reviews overall progress and direction in purpose / sustainability 
Management tools 
	› Ambitions 
	› Policies / Principles of Conduct 
	› Risk management /
precautionary principle 
	› Corporate Governance 
	› External assessments
Stakeholders 
	› Constant engagement 
with internal and 
external stakeholders
	› Directing our business efforts 
towards the broader needs of 
our relevant stakeholder groups
Partners and advisors 
	› Partnering with experts 
and external bodies for 
collaboration on key matters 
such as purpose, sustainability, 
innovation and more
EXECUTIVE COMMITTEE
Reviews progress and pending decisions in specific purpose / sustainability ambitions 
on a regular basis. Dedicated sessions are held twice a year to review the overall purpose / 
sustainability agenda, including progress and decisions on strategic direction and commitment
ENGAGED TO DEFINE AND DRIVE THE PURPOSE / SUSTAINABILITY AGENDA
Sustainability Leadership Team 
Led by the Global Head of Sustainability, 
it meets twice a month for a regular 
progress review and to jointly discuss 
direction and progress in key 
purpose / sustainability topics
Purpose Management Office
Led by the purpose project lead. 
Is responsible to both support the 
embedding of the purpose and 
identify ways of cascading it down 
through the organisation
Divisions and functions 
Integrate purpose / sustainability 
goals and commitments into strategic 
plans and embed them into daily 
business decisions and operations 
throughout the Company
Givaudan – 2022 Sustainability Report  38
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
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.
Compensation
We have rigorous governance, policies 
and processes to ensure that our 
compensation practices are aligned with 
our principles of integrity, fairness and 
transparency. The Compensation 
Committee reviews and recommends the 
compensation policies to the Board. 
Our compensation policies are an essential 
component of this strategy and as such a 
key driver of organisational performance. 
Our compensation programmes reflect the 
performance of the business and of 
individuals and are aligned with our 
ambition of ensuring that Givaudan is a 
place where everyone feels welcome, 
valued and inspired.
From 1 January 2021, we introduced a new 
Performance Share Plan (PSP) aligned with 
the Givaudan purpose focus areas. While 
we have retained the financial metrics 
traditionally used to calculate the PSP, they 
have been complemented by non-financial 
criteria linked to three of the four focus 
areas of the Givaudan purpose. 
Calculation criteria in the PSP are now: 
sales and free cash flow in Creations; net 
greenhouse gas (GHG) emissions 
reduction in Nature, and senior leader 
diversity and employee safety in People. 
The PSP is thus designed to reward 
80%
Financial targets
20%
Non-financial targets
10%
Social targets
10%
Environmental targets
PERFORMANCE SHARE PLAN FOR TOP 500 EMPLOYEES
executives and key talent who significantly 
influence the long-term success of the 
business and our purpose ambitions.
All metrics used in the PSP are measurable 
and audited. The above chart reflects the 
proportion of contributions from the three 
focus areas.
The outcome of shareholder votes on 
remuneration policies and proposals can be 
found in the minutes of the annual 
shareholders’ meeting. Information on the 
ratio of the annual total compensation for 
the organisation’s highest-paid individual to 
the median annual total compensation for 
all employees (excluding the highest-paid 
individual), and the ratio of the percentage 
increase in annual total compensation for 
the organisation’s highest-paid individual to 
the median percentage increase in annual 
total compensation for all employees 
(excluding the highest-paid individual) is not 
reported because of confidentiality 
constraints and an obligation to protect the 
privacy of our employees. 
Givaudan – 2022 Sustainability Report  39
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
Responsible business 
DISCLOSURE 2 – 15, 2 – 16, 2 – 24, 2 – 25, 2 – 26, 2 – 27, 2 – 30, 205 – 2, 402 – 1, 407 – 1
Being a responsible business allows us to 
benefit society while addressing impacts we 
might have on people and the planet. Our 
purpose commitments guide us in our 
choices and in our way of doing things, and 
in our interaction with our stakeholders. 
This means supporting various mechanisms 
for advice and concerns about ethics, 
including ways to report any violation of the 
Principles of Conduct. It means developing 
robust approaches to ensuring the highest 
standards in terms of child labour, forced 
labour, compulsory labour or human 
trafficking; anti-bribery and anti-corruption; 
communication and training about anti-
corruption policies and procedures, and 
human rights policies; conflicts of interest; 
freedom of association; collective 
bargaining agreements and minimum 
notice periods regarding operational 
changes. Our approaches to all of these 
topics are detailed later in the chapter. 
More generally, our Principles of Conduct 
set out our commitment to ethical dealings 
and underline our ambition to maintain an 
environment where trust and confidence is 
integral to all our endeavours. Last 
reviewed and updated in 2018, they consist 
of three pillars: Legal and ethical business 
dealings, Responsible corporate citizenship 
and Protecting Givaudan’s assets. The 
Principles also include a section on ‘How 
we live the Principles’, which reiterates each 
employee’s responsibility for ethics and 
integrity. We expect every employee to 
take personal accountability for upholding 
our Principles in daily actions within their 
own sphere of influence and with business 
partners and stakeholders.
Our Ethics and Compliance Programme is 
based on the compliance and fraud 
prevention concept of ‘prevent – detect 
– respond’. 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 global compliance team 
with local compliance officers and 
corporate functions. All Local Compliance 
Officers are required to certify the 
compliance of their country organisations 
with the laws and with Givaudan’s policies 
once annually. Other compliance processes 
include the selection and engagement of 
third-party agents and distributors and the 
global supplier selection process of the 
Procurement organisation. The Corporate 
Ethics & Compliance Officer reports 
regularly to the Board of Directors, the Audit 
Committee of the Board, the Executive 
Committee and the CEO. 
Compliance with laws 
and regulations
Givaudan does not report the total 
number and the monetary value of fines 
for instances of non-compliance with 
laws and regulations paid because of 
confidentiality constraints. 
Mechanisms for advice and 
concerns about ethics
We have a Group-wide Compliance 
Helpline system that allows employees to 
report suspected or actual misconduct or 
violations of the Company’s policies on a 
confidential basis and without fear of 
retaliation. The helpline consists of a 
telephony and a web intake. It is serviced 
by a third-party provider and is available 
at all sites worldwide 24/7 and in all major 
languages spoken at the Company. We 
also have a dedicated grievance email 
channel that allows third parties to report 
alleged non-compliance or other issues. 
This mechanism is published in our 
Responsible Sourcing Policy. All reported 
cases are reviewed and investigated as 
appropriate in accordance with 
Givaudan’s Global Compliance Incident 
Investigation Procedure and applicable 
laws. Depending on the nature of the 
allegations, these cases are handled either 
locally or centrally. Where required, 
external specialist support is sought.
Helpline and grievance cases as well as 
their resolution are reported to the Audit 
Committee of the Board on a quarterly basis. 
The results of compliance risk assessment are 
likewise presented at the Audit Committee 
once annually. The Audit Committee also 
once annually receives a report on the Ethics 
& Compliance Programme to ensure it is 
working as intended. Any critical concerns 
that emerged would be discussed at the 
Audit Committee and escalated to the full 
Board as appropriate. This has not been 
necessary up until now. 
No child labour, no forced 
labour, compulsory labour or 
human trafficking
Our positions on child labour, forced labour, 
compulsory labour and human trafficking 
are rooted in our Principles of Conduct and 
in our Human Rights policy. These, in turn, 
reflect initiatives including the United 
Nations Global Compact, a framework that 
targets, among other goals, the elimination 
of forced, compulsory and child labour. 
We are also committed to the Ethical Trade 
Initiative’s Base Code Principles, which state 
that there shall be no recruitment of child 
labour; and that companies shall develop or 
participate in and contribute to policies and 
programmes that provide for the transition of 
children from labour to quality education if 
identified as part of continuous due-diligence.
Givaudan – 2022 Sustainability Report  40
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
We do not practise or tolerate any form of 
child exploitation, and we do not provide 
employment to children before they have 
completed their compulsory education, 
and in any event not before they reach the 
age of 15. This applies to employment 
within Givaudan, and we expect the same 
from our partners and suppliers with whom 
we work. Where we observe young 
workers engaged in business activities, but 
not legally qualifying as child labour, we 
still work towards training and education 
with the aim of ensuring that young workers 
are always protected and that their right to 
education is not infringed. Similarly, we do 
not practise or tolerate any form of 
exploitation or forced or compulsory 
labour including prison labour, indentured 
labour, bonded labour, slave labour or any 
form of human trafficking.
We apply a combination of mechanisms 
within our business and in our supply chains 
as part of our due diligence review for these 
aspects. They are regularly assessed through 
various interventions related to our Social 
Responsibility, Sourcing4Good, Ethics & 
Compliance, Human Rights and Vendor 
Management programmes, among others.
We have also developed a dedicated 
training and vigilance module around 
Givaudan’s expectations on child labour 
and work in our supply chains. It is aimed 
at better informing and equipping our 
own procurement colleagues and supply 
chain stakeholders. We started rolling this 
out in the second half of 2021 and 
continued throughout 2022. Details are 
given on page 128. 
One example is the work we have done 
with Child Work/Labour Awareness Training 
Programmes through the Givaudan ITRAD 
Operations and Supply Chain in Côte 
d’Ivoire. Through our ITRAD entity, we work 
with local communities across the country to 
collect Thaumatococcus Arils – plants used 
as sweetening agents in the food and 
flavouring industry – through wild harvest 
supply chains.
Realising that there was some risk of 
children supporting their parents in Arils 
collection, especially during the pandemic 
when schools were closed across the 
country, Givaudan’s ITRAD team launched 
a human rights and child work awareness 
project in 2021–22. The project focussed 
on responsibly engaging with communities 
to collect the plants.
One part involved a detailed training 
workshop and session with the consultants 
Solidaridad in the field, where they also 
trained and built capacity of Givaudan 
ITRAD employees to undertake these 
trainings internally in the future. 
FOCUS STORY
Child work/labour awareness training programme
Our most recent training session, in late 
summer 2022, was in the village of Alepe 
and was attended by more than 
200 community members plus the Givaudan 
team of 16 colleagues including the Côte 
d’Ivoire Country Head and Head of 
Responsible Sourcing. The half-day session 
divided the participants into 2 camps, one 
for adults and one for children, and 
reinforced critical messages around human 
rights, child work and associated risks 
through various information posters, Q&As, 
games and screening of best practice 
video messages. The learnings from the 
sessions have been recorded and will be 
used by the team for continuous 
reinforcement on this critical topic. Further, 
the stations will repeat these sessions every 
2–3 years to ensure that child work risk is 
well managed in the supply chain, that best 
practices are continuously shared with the 
communities, and that we leave a positive 
legacy of Givaudan for communities where 
we source and operate.
Givaudan – 2022 Sustainability Report  41
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
In addition to the head office and 
warehouse in Abidjan, the ITRAD team runs 
5 field stations in the country. After collecting 
some data, they decided to introduce the 
main training with Solidaridad in the 
Agboville community. In March 2022, they 
conducted a successful five-day workshop 
and training covering Givaudan ITRAD 
employees (all station heads), community 
members (village elders, collectors etc.) and 
children, in a separate session. 
This Agboville training exercise allowed 
the team to conduct similar training 
sessions internally with local communities 
at all other stations.
We expect the same standards from business 
partners and suppliers. Details on how we 
manage this are available in the chapter, 
‘Responsible sourcing & traceability’.
Finally, we launched a revamped Human 
Rights webpage on the Company website 
in 2022. The page contains all relevant 
information in one place, ranging from 
policy expectations to due-diligence and 
grievance mechanisms, for all stakeholders 
to refer to and use as needed.
Anti-bribery & anti-corruption
Most of the countries in which we operate 
have anti-bribery laws. Some of these 
countries claim extraterritorial jurisdiction 
with, for example, laws such as the UK 
Bribery Act, the US Foreign Corrupt 
Practices Act and the French Loi Sapin II.
Anti-bribery and anti-corruption compliance 
are managed as focus compliance risk 
areas within our Compliance Management 
System. The approach is anchored in our 
Principles of Conduct, which state that 
Givaudan has zero tolerance for bribery 
and corruption and does not make 
facilitation payments. This principle is further 
detailed in two policies: Givaudan’s Global 
Anti-Bribery, Gift, Entertainment and 
Hospitality policy, first enacted in 2011 and 
last amended in 2019, includes prohibitions 
on corruption, bribery, inappropriate gifts 
as well as mechanisms for the approval and 
reporting of gifts, entertainment and 
hospitality; Givaudan’s Global Charitable 
Giving and Community Support policy, also 
last amended in 2019, provides mandatory 
guidelines on permitted charitable causes, 
due diligence on recipients, and reporting. 
The Principles of Conduct and the two 
policies are available to employees in all 
major Company languages.
The Corporate Ethics & Compliance 
Officer regularly reviews corruption and 
bribery risks as part of compliance risk 
assessment, which is done at both the local 
and corporate levels. The results are 
presented to the Executive Committee, the 
Audit Committee and the Board of 
Directors. Given that they present a specific 
risk group, Givaudan has a process for the 
selection and engagement of sales agents 
and distributors that includes a formal due 
diligence review and requirements for 
agent contracts and payments.
In the case of acquisitions, we conduct 
pre-signing due diligence and full 
integration of acquired companies into the 
Compliance and Ethics Management 
system upon closing.
Communication and training about 
anti-corruption policies and procedures
Like all policies, we communicate 
Givaudan’s Global Anti-Bribery, Gift, 
Entertainment and Hospitality policy to all 
employees worldwide, regardless of their 
location or their job level, and to that 
effect, we have translated the policy into 
all applicable Company languages.
Basic compliance training on the updated 
Principles of Conduct, mandatory for all 
permanent employees once every two years, 
includes sections on bribery and corruption 
and the ethical handling of issues linked to 
gifts, entertainment and hospitality.
We have also introduced specific anti-
bribery training for employees with 
significant contact with external 
stakeholders. This group of senior managers 
includes all members of the Executive 
Committee and other employees. Givaudan 
senior managers have been invited to 
complete this specific anti-bribery training 
since 2013. The latest training was rolled out 
from Q4 2021 onwards. 4987 Givaudan 
employees on the top five job levels 
worldwide have undergone this training in 
2022; out of which 1084 in Asia Pacific, 
2114 in Europe, 582 in Latin America, 
857 in North America and 350 in South 
Asia, Middle East and Africa.
With further acquisitions over the past years, 
we have continued to roll out our ethics and 
compliance programme in all locations of 
the acquired entities, which includes 
communication of the Principles of Conduct 
and the Global Anti-Bribery, Gift, 
Entertainment and Hospitality policy. The 
roll-out also includes training for all 
employees in the acquired companies. 
Depending on the integration status of the 
acquired company, the training programme 
is available either online or offline in all 
relevant languages. The basic training 
includes essentially the same material on 
anti-bribery, corruption and corporate social 
responsibility as the basic training for 
Givaudan employees. Additional 
compliance training may be introduced as a 
result of pre-acquisition due diligence.
Givaudan – 2022 Sustainability Report  42
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Governance & business conduct / 
ethics / transparency
As described in detail in the chapter 
Responsible sourcing & traceability on 
page 140, Givaudan’s Responsible Sourcing 
Policy requires that each supplier complies 
with all applicable laws in the countries in 
which it operates. It also contains anti-
bribery/anti-corruption requirements that 
are similar to the ones that apply to 
Givaudan’s employees. Suppliers are also 
expected to have adequate systems as well 
as grievance mechanisms and processes in 
place to manage business integrity and 
provide a means for employees to raise 
compliance concerns in a confidential way 
and without fear of retaliation. The 
Responsible Sourcing Policy is 
communicated to all our suppliers 
regardless of region.
READ MORE
About this topic in the 2022 Integrated Annual Report › 
Stronger communities, sustainable business (p82)
Conflicts of interest
Conflicts of interest can corrupt any 
relationship, creating disadvantages for 
Givaudan and for its stakeholders alike. 
To avoid conflicts of interest, Givaudan 
has enacted a Global Conflict of Interest 
Policy. This policy is available to all 
employees in all Company languages.
Conflict of interest at Board and Executive 
Committee level can be particularly 
damaging. Therefore, article 32 of 
Givaudan’s articles of incorporation 
include limits on cross-board memberships 
for both Board members and members of 
the Executive Committee. Givaudan 
reports in its Governance Report annually 
on any external Board membership of all 
of its Board and Executive Committee 
members, as well as on the existence of 
any controlling shareholder or related 
parties. Currently there are no such 
shareholders/parties.
In addition, section 2.5 of Givaudan’s 
Board regulations contain measures to be 
taken in case of conflicts of interest.
Freedom of association
We respect every employee’s right to 
freedom of association and collective 
bargaining, and follow commonly 
recognised best practices with all of our 
employees globally. Our positions 
concerning freedom of association are 
highlighted in our Principles of Conduct, a 
document available on our website. We aim 
to provide and promote an environment 
where employer and employee can engage 
in open dialogue on all work-related 
aspects, allowing each to better understand 
the other’s challenges and find ways of 
resolving them. This is done by establishing 
genuine dialogue with freely chosen 
employee representatives.
We regularly consult with employee 
representatives, looking to inform and 
consult about changes in the organisation 
and to report any feedback to the 
Executive Committee (EC). We pride 
ourselves on our history of constructive 
dialogue with employee representatives 
and support the freedom of individuals to 
join trade unions or other employee 
representative bodies. Givaudan does not 
discriminate based on employee 
membership of, or association with, these 
bodies and seeks to enter into constructive
discussions when issues arise.
We continue to hold regular Union/Works 
Council consultations with a group of 
employees who represent Union/ Works 
Council members at all applicable sites 
around the world, including for all 
European Union member states where we 
have operations. The purpose is to inform 
and consult employees about significant 
changes in the organisation, ensure that 
the right to freedom of association and 
collective bargaining is not put at risk, and 
to report any feedback to the Executive 
Committee so that it may take suitable 
action if required.
The European Works Council meeting took 
place this year in person in Vernier, 
Switzerland with the new works council 
president. Senior leaders presented updates 
on our strategy and a focussed discussion 
on the impacts of inflation in the region. 
We also call on suppliers, including 
smallholders, to allow workers to exercise 
their rights to freedom of association and 
collective bargaining. We ask for their 
collaboration in supporting the policy 
and disclosing information that could help 
drive improvements. More details are 
available in the chapter on Responsible 
sourcing & traceability.
Collective bargaining agreements 
31% of employees are covered by 
collective bargaining agreements.
Minimum notice periods regarding 
operational changes
We respect legal local notice periods prior 
to the implementation of changes that 
could affect our employees, either through 
direct communication to these employees 
or through their elected representatives, 
Union/Works Councils or other groups. In 
countries where there are collective 
agreements and where it is mandatory, 
minimum notice periods regarding 
operational changes are specified. These 
range from no notice to three months, 
depending on the country and based on 
local laws and practices.
Givaudan – 2022 Sustainability Report  43
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on governance & business conduct  ⁄ ethics  ⁄ transparency

Product ⁄ ingredients 
environmental & social 
performance
  
Givaudan’s impact on product ⁄ 
ingredients environmental & 
social performance	
45
Givaudan – 2022 Sustainability Report  44
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Product ⁄ ingredients environmental 
& social performance
Givaudan’s impact on product ⁄ ingredients 
environmental & social performance
Explanation of the material topic
The impacts of our products on both 
society and the environment are of critical 
importance for us to be a successful, 
sustainable business. We look to minimise 
any negative impacts while maximising 
benefits throughout the entire lifecycle of 
our products.
Positive and negative 
impacts assessed 
DISCLOSURE 3 – 3 
Our products have wide-ranging and varied 
impacts from the very beginning of their 
creation to their end use by the consumer. In 
terms of impact on the environment, our 
inputs include both non-renewable and 
renewable materials and our activities may 
cause contamination of air, soil or water 
resulting from the sourcing and processing 
of raw materials, product development, 
production and logistics. Our energy use 
and downstream/upstream activities lead to 
the generation of scope 1+2+3 GHG 
emissions and can affect climate change.
Social impacts are felt from the earliest 
stages of the supply chain in terms of the 
people who grow our natural raw materials 
and who manufacture ingredients, to the 
MATERIAL TOPIC DEFINITION
Product ⁄ ingredients 
environmental & social 
performance
Optimising the impact of our products 
within our whole supply chain, in the way 
they are designed, sourced, manufactured 
and ultimately used by the consumer, both 
in terms of environmental impact (by 
reducing the environmental footprint of 
our product formulas, by sourcing raw 
materials in a responsible, sustainable 
way, by optimising packaging) and in 
their ability to positively affect societal 
issues (by promoting the health and 
wellbeing of consumers).
PURPOSE PILLARS
 Creations    Nature    People    Communities 
effects on the consumers that use or 
consume them. We must make sure that 
human rights are respected throughout the 
supply chain and production chain and that 
products are safe, both for the people who 
produce them and for the consumer. 
We aim to go further than bare minimum 
requirements to develop products and 
services that promote health and wellbeing. 
Detailed examples can be found in the 
chapter Consumer health & wellbeing on 
page 158 of this report.
Making a positive impact is central to our 
strategy, a primary concern for our 
customers and their consumers, and is key to 
improving our performance.
Management of the impacts 
DISCLOSURE 3 – 3 
Our overall approach to optimising the 
impact of our products within our whole 
supply chain considers the potential impact 
of our processes and products on the 
environment as well as the impact on 
society in a broader sense. This shows 
responsible corporate citizenship and 
allows us to pursue our ambition to double 
our business by 2030 with creations that 
contribute to happier, healthier lives.
Our efforts to minimise our environmental 
impact are wide ranging. They include 
investigating new technologies and 
processes; optimising approaches to 
recycling, reusing and reclaiming materials, 
products, packaging as well as improving 
energy efficiency and tackling deforestation. 
With our Sourcing4Good programme, we 
take responsibility for sustainable 
procurement and look to improve working 
conditions in factories, farms and at the 
collector level, and to improve the lives of 
the communities where we source. We 
target consumer and worker health and 
safety through efforts including investment in 
toxicology expertise and research to ensure 
that our workers are not harmed in the 
production of our products. We also strive to 
avoid causing or contributing to any human 
rights abuses linked to the manufacture of 
our products. We expect similar efforts from 
our supply chain partners and are 
committed to ensuring that our inputs are 
sourced responsibly.
READ MORE
Information about how we manage relevant impacts can be 
found in the Economic / Governance, Environment and Social 
sections of this report
Givaudan – 2022 Sustainability Report  45
A year in review
Environment
Social
Appendix
Economic ∕ Governance

Product quality 
& safety and 
ingredient disclosure
  
Givaudan’s impact on product quality 
& safety and ingredient disclosure	
47
Givaudan – 2022 Sustainability Report  46
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Product quality & safety and 
ingredient disclosure
Givaudan’s impact on product quality 
& safety and ingredient disclosure
Explanation of the material topic
Quality and safety of our products is a 
fundamental element of our continuing to be 
a successful, sustainable business.
We must clearly provide customers with 
products and services that meet all agreed 
requirements and applicable legislation. We 
otherwise run the risk of extra costs and may
damage our reputation. At the same time, 
the quality of our products is key to our 
success and to that of our customers. 
Supplying the necessary information for the 
proper handling of our products helps 
customers manage environmental, health 
and safety (EHS) risks associated with the 
use of our ingredients and products.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
TASTE & WELLBEING
Our efforts in product quality & safety and 
ingredient disclosure contribute positively 
to consumer health. As an example, we 
have seen increasing demand for natural, 
plant-based food ingredients. These 
natural ingredients are not only 
MATERIAL TOPIC DEFINITION
Product quality 
& safety and 
ingredient disclosure
Ensuring our products are safe 
and comply with high quality standards 
and all applicable laws, regulations 
and customer requirements (for 
example, customer requirements on 
ingredient disclosure).
PURPOSE PILLARS
 Creations    Nature    People    Communities 
microbiologically sensitive but may also 
contain residues of agricultural substances 
(pesticides) or may be contaminated with 
agricultural or environmental contaminants 
or even plant toxins. We have been able 
to meet these needs thanks to our expertise 
in food microbiology and food 
contaminants, which allows us to assess 
risk and maintain global policies and 
programmes for risk management. 
Our Vendor Quality Program, which 
includes ingredient and vendor qualification 
processes, as well as our microbiological 
testing/contaminants monitoring processes, 
which are continuously reviewed and 
updated with regards to regulatory 
developments and emerging hazards, are 
the pillars of this approach. Product safety is 
of paramount importance to Givaudan and 
we continuously enhance our Food Safety 
Management Programmes to ensure that 
consumers can safely enjoy our products. 
 
In our business, there is some risk because 
we are dealing with a high diversity of 
products. We have, however, significant 
mitigation measures in place to avoid all 
issues with our products and ingredients. 
Some potential negative impact could 
come from misuse when, for example, the 
concentration in the final product is too 
high. This risk is mitigated by our range of 
more than 60 automatic documents and 
550 statements, which give customers 
all of the correct, precise information on 
how to use our products, maximal use 
levels and appropriate final label 
declarations. They also provide all 
dietary and other certifications. 
Furthermore, there are more than 
1,500 customer-specific documents that we 
complete to reinforce and focus on the 
exact requirements of a given client. All 
these documents have a high level of 
automation and we have not had any 
product recalls in recent years. Givaudan is 
fully committed to transparency for 
consumers and we provide the precise 
information that is required in each market.
FRAGRANCE & BEAUTY
In Fragrance & Beauty, we have positive 
impacts on both the environment and on 
consumer health. For example, in 2022, our 
Givaudan Product Safety Sciences Team 
helped deliver to the market the first 
biodegradable polymer, PlanetCaps™, for 
use in encapsulated fragrances capable of 
Givaudan – 2022 Sustainability Report  47
A year in review
Environment
Social
Appendix
Economic ∕ Governance

Product quality & safety and 
ingredient disclosure
meeting the European Commission’s new 
microplastics safety regulation. In Vernier, 
the Environmental Fate laboratories team 
develops and implements methods that test 
the long-term biodegradability of polymers.
Our research into fragrance materials 
emitted from consumer products won us a 
prestigious “Paper of the Year” award from 
the Royal Society of Chemistry. A 
collaboration between our Regulatory 
Affairs and Products Safety (RAPS) & S&T 
teams, Sensory Sciences and the University 
of York, “Frequency of use of household 
products containing VOCs and indoor 
atmospheric concentrations in homes,” 
chosen as the Best Paper in the 
Environmental Science Processes and 
Impacts journal (ESPI) of 2021, provides 
reassurance that consumers are not in 
harm’s way from Volatile Organic 
Chemicals (VOC) emissions in their homes. 
The paper’s research sets Givaudan apart 
as a leader in defining the safety of our 
products for indoor air exposure in a real 
world setting. We are now following up on 
that work, looking at the specific 
contribution of products on the indoor air 
environment in peoples’ homes.
Finally, we are proud of our contribution 
towards a non-animal approach to 
product safety assessment in order to 
better protect people and our planet.
Negative impacts relate to the fact that we 
have not achieved 100% of our sustainability 
goals in our ingredients palette. For 
example, our palette of ingredients is 
about 85% biodegradable, which means 
that 25% of our ingredients are not 
biodegradable by volume. While 85% is 
already a good level, we aim to reduce our 
impact by bringing more biodegradable 
materials to market over time. The same is 
true of renewable ingredients: while we want 
to use renewable resources to produce all of 
our materials, we still have room for 
improvement here. 
Management of the impacts
DISCLOSURE 3 – 3 
Globally, we ensure that our products are 
safe for intended consumer use and 
comply with all applicable laws and 
regulations. Quality is paramount to our 
success, and ensuring the safety of 
employees, customers and consumers, as 
well as the environment is of prime 
importance to Givaudan.
We are a business-to-business organisation 
and as such we do not sell products 
directly to the end consumer. We are, 
however, responsible for providing safe 
products to the businesses we sell to, and 
seek to ensure health and safety for 
consumers when using our products. We 
are also committed to ensuring that our 
products are safe for our employees and 
the environment when used as intended, 
and that these products are compliant with 
all local laws, as a minimum requirement, 
in the markets in which we sell. 
Consumer safety is extensively assessed by 
our Scientific Affairs specialists with a team 
of four toxicologists and six scientists. This 
includes a review of the existing hazard 
information and clinical data comparing 
with the expected intake by the consumer 
and the general population. The scientific 
literature and data from nutri-vigilance is 
monitored for any new findings that are 
relevant for the consumer and are taken 
into consideration in advising on safe use. 
Furthermore, in our commitment to 
regulatory compliance, we review changes 
of legislation in all geographical regions 
where we do business. We actively engage 
in advocacy activities via different local 
industry associations to learn about new or 
upcoming changes in legislation as early 
as possible. This allows us to assess the 
impact on the existing portfolio, but also 
on products in development, helping us to 
remain in compliance and minimise the 
impact on existing products. 
Through investment in toxicology expertise 
and research into the safety of our products, 
we are committed to leading the industry. 
Givaudan has a long history of investing in 
safety evaluations of its raw materials, and 
we develop critical data to support these 
evaluations along with our suppliers.
All of these considerations are the bare 
minimum: the chapter on Consumer health 
and wellbeing outlines how we strive to go 
well beyond, creating products that 
improve peoples’ lives (p158).
With our regulatory expertise, we not only 
provide essential advice to our customers, 
but also ensure that our products meet or 
exceed all requirements. Customers need 
to manage any environmental, health 
and safety risks associated with the use 
of our ingredients and so it is vital we 
supply the necessary information for 
the proper handling of our products and 
label them sufficiently. 
In order to ensure the correct labelling of 
our products, our Regulatory team has 
more than 550 statements ready to be sent 
to customers for recurring questions. A new 
statement can be prepared immediately in 
cases of new regulations or alerts. The 
labelling of our products is highly 
automated and manual intervention makes 
up less than 0.5% of all label information 
in newly developed products. Manual 
intervention is still necessary because of 
our entry into new areas such as food 
Givaudan – 2022 Sustainability Report  48
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on product quality  & safety and ingredient disclosure

Product quality & safety and 
ingredient disclosure
supplements and foods. Here, we are still 
working on the automation process and 
hope to complete it over the next two to 
three years. Our Regulatory team provided 
around 1 million documents in the last 
12 months. Further details are provided in 
the disclosures below.
To help ensure the safe use of flavours and 
fragrances in consumer products, we also 
support, and in many cases lead, the 
development of public policies that impact 
products developed in taste and wellbeing, 
and fragrance and beauty with associations 
such as the International Fragrance 
Association (IFRA) and the International 
Organization of the Flavor Industry (IOFI). 
In our pursuit of excellence, we have 
defined our approach to enhancing 
Givaudan’s food safety culture over the 
years to come. We will focus on engaging 
our workforce to take full ownership and 
display leadership in food safety, increasing 
knowledge and raising risk awareness to 
foster best operational practices. This 
leadership-led initiative complements our 
efforts in maintaining and continuing to 
invest in hygienic infrastructures. 
At the same time, we are driving both the 
full implementation of Givaudan’s global 
food safety standards in our acquisitions 
and the continuous improvement of core 
programmes at all our manufacturing sites. 
Today, 100% of our Taste & Wellbeing 
manufacturing sites that are supplying 
ingredients and solutions for food 
applications to third-party customers are 
already Global Food Safety Initiative 
certified, confirming adherence to the 
highest food safety standard, also within 
the most recent acquisitions.
In the Fragrance & Beauty division, 
sophisticated toxicological science ensures 
the safety of list materials in, e.g., the 
REACH programme. We do not use animal 
testing for safety assessments unless 
required to do so by law – REACH, for 
example, required certain products to be 
tested in this way. More details on relevant 
programmes are given on page 54.
Givaudan is the industry leader in the 
development of novel non-animal test 
methodologies to support both human and 
environmental safety assessment of our 
materials. This enables us to comply with 
safety regulations around the world.
Assessment of the health and 
safety impacts of product and 
service categories 
DISCLOSURE 416 – 1
All the ingredients used in our formulas are 
evaluated for any environmental, health 
and safety impact and this information is 
disclosed and filed with the relevant 
regulatory bodies whenever necessary. 
Quality and environmental data about our 
products, including safety information, are 
available through product labels and 
safety data sheets. The safety
data sheets are available in more than 
44 languages are attached to every 
consignment and are readily available to 
customers on request. For Taste & 
Wellbeing products, information related to 
allergen, GMO, organic, nutritional and 
religious criteria can be provided.
Incidents of non-compliance 
concerning the health and safety 
impacts of products and services
DISCLOSURE 416 – 2
There have been no incidents of non-
compliance concerning the health and 
safety impacts of products and services.
Requirements for product and 
service information and labelling
DISCLOSURE 417 – 1
The following product and service 
information is required by the 
organisation’s procedures for product and 
service information and labelling. 100% of 
sold products delivered to our customers 
are subject to product information 
requirements and regulations.
Sourcing	
YES ⁄ NO
Content	
YES ⁄ NO
Safe use	
YES ⁄ NO
Disposal	
YES ⁄ NO
Incidents of non-compliance 
concerning product and service 
information and labelling
DISCLOSURE 417 – 2
Givaudan has not registered any incidents 
of non-compliance due to labelling globally.
Givaudan – 2022 Sustainability Report  49
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on product quality  & safety and ingredient disclosure

Innovation capabilities 
& management
Givaudan’s impact on innovation 
capabilities & management	
51
Givaudan – 2022 Sustainability Report  50
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Innovation capabilities & 
management
Givaudan’s impact on innovation
capabilities & management
Explanation of the material topic
We take an end-to-end approach to 
innovation and continually seek new ways 
to address consumer desires and our 
customers’ challenges. We aim to develop 
creations that have a minimal or, preferably, 
positive impact on the environment and 
contribute to happier, healthier lives.
The use of renewable raw materials, 
eco-efficient manufacturing, green 
chemistry, circular approaches as well as 
novel technologies like biotechnologies are 
some of the strategies that help us meet 
this goal. Supplier-based innovation and 
new digital tools powered by artificial 
intelligence and big data round out our 
approach to this topic.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
A strong culture of innovation, in all its 
forms, is critical to maintaining a 
sustainable competitive advantage, to 
guaranteeing differentiated solutions for 
our customers and, ultimately, new 
products for end consumers. 
MATERIAL TOPIC DEFINITION
Innovation capabilities 
& management
Innovating in terms of developing 
ingredients, products and processes with 
minimal and/or positive environmental 
impact by using renewable raw 
materials, eco-efficient manufacturing, 
green chemistry, upcycling/circular 
designs. Effectively leveraging digital 
innovation to support this work.
PURPOSE PILLARS
 Creations    Nature    People    Communities 
We develop products to ensure we minimise 
negative impacts and maximise potential 
benefits. One example is our innovation in 
plant-based foods. This activity enables 
more of these products to come to market, 
leading to greater choice for consumers 
and lower-emission diets overall. Thanks to 
our Plant Attitude platform, we estimate that 
our efforts helped reduce CO2 emissions 
over 6 million tonnes from consumers’ diets 
in 2022 alone.
Another example is PlanetCaps™, an 
industry-leading first-to-market fragrance 
encapsulation innovation that enables 
long-lasting fragrance experience in a 
biodegradable and bio-sourced delivery 
system for fabric softeners. Givaudan is the 
first fragrance house to offer a fully scaled 
solution ahead of ECHA’s (European 
Chemicals Agency) proposed restriction on 
microplastics, due for ratification in 2022.
Management of the impacts 
DISCLOSURE 3 – 3 
TASTE & WELLBEING
Circular approaches and upcycling
Circular approaches help us to rethink how 
we source, access, develop and invent 
ingredients for our portfolio and creative 
palette. By incorporating upcycling into our 
creations processes within Taste & 
Wellbeing, we can not only continue to 
innovate, but also, for example, help 
minimise the volume of waste being sent to 
landfill each year while reducing CO2 
emissions by extending the lifespan of 
materials and their side-stream by-products. 
At Givaudan, our approach to Upcycling is 
driven by Circular4Good, a programme to 
maximise the creative use of unused or 
unwanted materials and to generate 
positive environmental impact by enabling 
them to become a feedstock for another 
cycle. As an example, we have developed 
an innovative process to upcycle peach, 
after juice has been produced. This new 
ingredient, developed by the Naturals 
Innovation team, can be used across a 
variety of products in both Taste & 
Wellbeing and Fragrance & Beauty.
Givaudan – 2022 Sustainability Report  51
A year in review
Environment
Social
Appendix
Economic ∕ Governance

Innovation capabilities & 
management
Innovation enabled by collaborations 
and co-creation
Co-creation takes many forms, from 
working directly with customers on projects, 
to the creation of sites or facilities designed 
for co-creation, to external partnerships 
and Front-End Innovation efforts.
Co-creation with customers
We have numerous sites dedicated to co-
creation with customers. Examples include: 
	– The Protein Innovation Centre (PIC) in 
Singapore. The PIC welcomes food 
companies, start-ups and university 
researchers from across the Asia Pacific 
region who are keen to co-create 
plant-based food experiences. 
	– The Protein Hub at our flagship Zurich 
Innovation Centre in Kemptthal, 
Switzerland. The Protein Hub builds on 
Givaudan’s industry-leading expertise in 
taste, texture, colours, proteins and 
ingredients, and provides the experts, 
technologies and equipment to help 
accelerate the development of alternative 
protein products. Customers can come to 
the Protein Hub to work on many types of 
applications and every aspect of the 
product development process, from initial 
ideation and consumer insights to 
hands-on prototyping sessions, all with the 
aim of getting great products to market 
quickly. We plan to open Protein 
Innovation Centres in North and Latin 
America over the course of 2023.
In 2022, following a successful programme 
in the US, we again joined partners Bühler, 
Cargill, Puris and new partner Deutsches 
Institut für Lebensmitteltechnik to help 
plant-based protein start-ups scale up and 
commercialise in EMEA and Asia Pacific with 
the Scale It Up! Challenge. This programme, 
which aims to provide access to the 
expertise, networks and technology required 
to create authentic plant-based products, is 
a unique co-creation opportunity.
Front-End Innovation
Front End Innovation (FEI) allows us to 
expand our innovation capacity, in turn 
supporting and encouraging small but 
promising start-ups who are creating 
game-changing innovations that we can 
help scale. Givaudan offers technical and 
market knowledge, science at scale and all 
the capabilities for development and 
commercialisation. Start-ups are nimble and 
can tap other resources from the ecosystem, 
accelerating their journey and execution. 
Front End Innovation combines these two 
worlds for specific innovation areas.
We have deployed a worldwide network of 
partners who are diligently looking for the 
most promising technology and ingredient 
opportunities for Givaudan. We operate in 
the best innovation hubs in the world, such 
as those in San Francisco, Switzerland, 
Israel, Netherlands, China and Singapore.
In 2022, we joined forces with Bühler, 
Cargill, ITAL and Food Tech Hub to begin 
the construction of the Tropical Innovation 
Lab in Brazil. This will allow us to accelerate 
food innovation by focusing on the 
sustainable use of Latin America’s 
biodiversity and affordable nutrition for 
consumers. The Lab will open in early 2023.
In 2023, we plan to open ‘The Cultured 
Hub,’ a self-sustained, standalone 
company wholly owned by Givaudan, 
Bühler, and Migros, located in ‘The Valley’ 
in Kemptthal, a hotbed of innovation and 
technology just outside of Zurich. This hub 
aims to accelerate the development and 
market penetration of cellular agriculture 
products. Cultured meat, fish and seafood 
is appealing as a mass product for many 
reasons, including meat without slaughter 
or factory farming, a significantly better 
climate impact, no use of antibiotics, and 
contribution to food security. 
This portfolio of collaborations gives us 
opportunities in potential new masking 
tools, novel ingredients delivering health 
benefits, the next generation of natural 
food colours, texturisers, natural 
preservatives, technology platforms, 
fermentation and protein. Finally, digital is 
also an area of interest where we have 
seen many potential disruptors.
Biotechnology partners 
We continue to partner in the 
biotechnology space, implementing a 
strategy that includes co-creation and 
development with third-party experts. In 
2022, we successfully commercialised 
BioNootkatone with our partner Manus 
Bio. Our development and progress 
against key milestones continue with other 
partners such as Ginkgo Bioworks.
FRAGRANCE & BEAUTY
Innovation through creation 
Today’s consumers increasingly seek 
fragranced products made from natural 
and renewable ingredients that are 
sourced responsibly. The demand for 
products with wellbeing and emotional 
benefits is also on the rise. We place 
special emphasis on these two areas, all 
while working to reduce the carbon 
footprint of our fragrance molecule 
development process. We look to develop 
cutting-edge, science-backed scent 
solutions for all product categories that 
have a positive impact on consumers’ lives.
One example includes our Naturality 
Index™ tool. It is a one-of-a-kind assessment 
Givaudan – 2022 Sustainability Report  52
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on innovation capabilities & management

Innovation capabilities & 
management
tool that allows perfumers to factor in the 
environmental impact of their ingredient 
selection, bringing a new, differentiating 
dimension to the creative process. The tool 
encourages nature-conscious fragrance 
design by assessing ingredients and 
formulas against a number of measures that 
affect fragrance sustainability such as 
biodegradability, renewability and sourcing. 
The index covers four pillars: Environmental 
Positive Impact, Ingredient Origin, Energy 
Efficiency, and responsible sourcing. These 
measures align with Givaudan’s nature and 
community goals and also support customers 
who are searching for more long-term 
sustainable solutions for their brands.
As an example of Naturals at Origin 
strategy in practice, in 2022 we worked 
together with the Givaudan Foundation to 
address some of the local environmental 
and societal challenges linked to jasmine 
production in Egypt. The project aimed to 
promote sustainable plant protection 
measures and improve agricultural training 
practices, and the initiative produced 
stunning results: 240 jasmine producers are 
now using 100% organic fertilisers, insect 
traps and producing their own compost.
We also inaugurated our first integrated 
fragrance encapsulation centre, in 
Singapore, to further support the 
development of encapsulation delivery 
technology. With its significant contribution 
to expanding biodegradable innovations, 
it will address customers’ expectations for 
high-performing planet-friendly scent 
release solutions for new consumers. A 
world-first for Givaudan, it brings all of our 
encapsulation competencies – research, 
creation with dedicated perfumers on-site, 
production, and now the industrialisation 
capability with a scale-up lab – together 
into one site. 
Another important tool in our suite of 
responsible innovations is FiveCarbon 
Path™, a vision that considers the potential 
impact of our processes and products by 
maximising our carbon efficiency.
In Active Beauty, we believe innovation is 
not simply about inventing something new 
– it’s also about making it better, both for 
people and the environment.
We use, for instance, blue, green and white 
biotechnology techniques where possible. 
This involves creating ingredients using living 
organisms or enzymes, allowing us to create 
products that are eco-responsible, use less 
energy and generate less waste. Givaudan’s 
expertise in blue biotechnologies draws on 
molecules and active ingredients found in 
the ocean, highly sustainable resources 
offering powerful beauty properties. White 
biotechnology allows scientists to create 
active cosmetic ingredients through the use 
of microorganisms or enzymes, which are 
natural processes that result in the use of 
eco-friendly solvents. Green biotechnology 
and advanced extraction techniques allow 
us to reduce waste by using all parts of the 
plant. In 2022, we reinvented hyaluronic 
acid with the launch of Cristalhyal™ 
e-Perfection, a sustainable and patented 
vectorised complex of bentonite clay and 
high molecular weight hyaluronic acid. 
Crafted by white biotechnology and 
powered by a modification of the 
electrostatic charges at HA molecule’s 
surface, the triple-action ingredient accesses 
the skin’s deep layers via electrical 
attraction to provide numerous benefits.
We also look to optimise the use of the 
renewable biomass available locally, for 
example at our unique biorefinery platform 
in Pomacle, France. This biocatalysis plant 
helps us prevent waste, be more 
economical, use less hazardous, safer 
chemicals and solvents, rely on renewable 
feedstocks, and be more biodegradable in 
the environment. As an example, the 
enzymes that lie at the core of biocatalysis 
can transform leftover residues and are a 
prime source of renewable raw materials. 
The result is a suite of authentically ‘green’ 
active cosmetic ingredients that can be 
used by customers committed to 
sustainably developing their products.
FOCUS STORY
LanzaTech – 
renewable carbon
We are collaborating with LanzaTech NZ, 
Inc. to develop sustainable fragrance 
ingredients from renewable carbon. 
Thanks to industrial biology and a 
proprietary biocatalyst, LanzaTech’s 
expertise lies in converting various waste 
carbon sources, such as industrial 
emissions in China, to ethanol. 
Introducing new pathways into their 
biocatalyst makes it possible to produce a 
variety of different chemicals through this 
process. During our research 
collaboration, we expect to leverage this 
synthetic biology capability and go 
beyond the production of ethanol, 
working together to establish novel 
pathways to obtaining key fragrance 
ingredients used across our portfolio.
Givaudan – 2022 Sustainability Report  53
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on innovation capabilities & management

Innovation capabilities & 
management
Animal-free testing
In addition to these pillars, we are also 
looking to abolish the use of animals in 
cosmetic testing. Givaudan was the first 
fragrance company to invest in exploring 
animal-testing alternatives, and we 
continue to lead in this area, researching 
and developing non-invasive ways to 
test new molecules and ensure the safety of 
our products, all while speeding up the 
testing process.
The programme includes our OECD 
validated KeratinoSens®, a leading 
non-animal test for skin sensitisation, and 
PebitoSens™, a combination of in vitro 
methods for bioaccumulation and acute 
fish toxicity which involves testing fish cells 
and enzymes rather than living fish.
This year, the world’s first toxicology testing 
strategy without animal testing, developed 
and validated in a joint effort by Givaudan 
and BASF, was approved by the OECD 
(Organisation for Economic Co-operation 
and Development). The strategy consists of 
three alternative methods that can be used 
to predict whether a substance causes 
allergic reactions in the skin. We also 
developed the Kinetic DPRA, another 
alternative method that allows researchers 
to predict how intense an allergic reaction 
in the skin might be without animal testing. 
Validated in partnership with the chemical 
company BASF and other institutions, the 
test received OECD approval this year. This 
battery of tests complements the now 
approved testing strategy and allows us to 
create new molecules that are safe for 
customers without animal testing.
Givaudan also took its commitment to 
animal-free testing to the next level by 
joining the Animal-Free Safety Assessment 
Collaboration. The AFSA brings together 
corporations with non-profit organisations 
such as Humane Society International 
(HSI), who share the vision of a non-animal 
approach to product safety assessment to 
better protect people and our planet.
We have also shown our care for animals 
in developing the vegan product 
AmbreXolide™, our latest exclusive captive 
molecule developed as a sustainable 
alternative to the widely used musk 
Ambrettolide. Designed following the 
principles of Green Chemistry in line with 
our FiveCarbon Path™ ambition, 
AmbreXolide is a naturally derived and 
biodegradable molecule. This diffusive and 
substantive musky note was obtained using 
Nobel Prize-winning technology. Givaudan 
is the first fragrance house to use this new 
manufacturing method for this purpose.
UPCYCLING
A key differentiator that pushes us to rethink 
how we access, develop and invent 
ingredients for our portfolio and creative 
palette is upcycling. This involves 
transforming co-products, waste materials, 
useless or unwanted products into new 
ingredients for products that are of improved 
quality and sustainable for the environment. 
Upcycled materials are obtained from the 
re-use of natural or synthetic materials that 
are normally disposed of or downgraded. 
These materials are then transformed into 
ingredients used by Givaudan in our creative 
palette or in our ingredient portfolio. 
Circular4Good is one of the cross-divisional, 
cross-functional programmes that supports 
our purpose and Nature goals. Sponsored 
by the Executive Committee, the programme 
is a great example of how we strive to use 
our business as a force for good. The 
portfolio includes innovations such as 
Koffee’Up™, a sustainable beauty elixir 
crafted from upcycled Arabica coffee, and 
Omegablue®, an upcycled active from 
bilberry seed.
In Active Beauty, we worked closely with 
local producers in Sulawesi to develop 
Patchoul’Up™, a 100% upcycled active 
ingredient for hair and scalp. Crafted 
through green fractionation from distilled 
patchouli leaves after their use as a raw 
FOCUS STORY
Upcycling fruit-
derived ingredients 
from side-streams
We have taken a side-stream of the juice 
industry as a raw material and 
transformed it into a unique flavour and 
fragrance ingredient using one of our 
proprietary technologies. Wanting to 
satisfy stakeholders from both Taste & 
Wellbeing and Fragrance & Beauty, the 
team had to work particularly hard to 
meet requirements from both sets in a 
single product. Cross-divisional 
collaboration was fantastic and the team 
employed a unique screening approach to 
select the best raw materials and deliver 
optimal products for both of the divisions, 
including the first commercialised product: 
Peach NTC for T&W and Peach 
Alcoholate Orpur® for F&B. 
Givaudan – 2022 Sustainability Report  54
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on innovation capabilities & management

Innovation capabilities & 
management
material in fragrance creations, 
Patchoul’Up™ is another upcycled product 
helping us to innovate, reduce waste and 
help communities. 
SUPPLIER ENABLED INNOVATION
Another approach to innovation involves 
mobilising the supply chain to foster 
innovation through co-creation. This allows us 
to go beyond what we can do on our own.
Innovation with suppliers has multiple facets, 
from creating new ingredients, getting 
access to newness for co-creation and 
advancing with best-in-class ingredients to 
deliver better product performance. Of our 
numerous suppliers, we engage some 300, 
from large to small and from global to 
local, in discussions about innovation. 
Selective matchmaking allows us to align 
needs with solutions. Areas that we are 
actively investigating include food texture 
and technologies and solutions that 
contribute to renewability and 
biodegradability, two clear focus areas in 
helping us meet our nature ambitions.
One example of successful co-creation is 
our partnership with supplier Chr. Hansen. 
It started out with our bringing them 
into MISTA, which features a product 
development facility in San Francisco and 
member-based online innovation platform. 
Established by Givaudan, we set up MISTA 
to help start-ups and well-known 
corporations collaboratively optimise ideas, 
products and people. Chr. Hansen joined to 
accelerate its activities in fermented plant-
based products. This led to a cross company 
project team with Givaudan and other 
partners getting together to develop 
state-of-the-art, clean label, dairy-like, stirred 
yoghurt concepts. Combining the deep 
technical expertise from each organisation 
and giving partners a chance to learn from 
each other allowed the team to meet the 
challenge with market-ready, fully 
developed, innovative ingredients.
In our strategic partnership with the biotech 
company Novozymes, we work on the 
research and development of innovative 
sustainable solutions in the areas of food 
and cleaning. Novozymes brings innovation 
with extensive know-how in enzymes and 
microorganisms with substantial investments 
in technology and R&D. Being the world 
leader within biological solutions, 
Novozymes drives sustainable solutions.
As part of our Supplier Enabled Innovation 
programme, we have a strategic initiative 
with a selected number of partners called 
‘Connect to Win’. Its aim is to unlock value 
from our existing supplier relationships 
and create a pipeline of technological 
innovations that differentiate us in the market. 
It is a structured, open door approach that 
acknowledges the possibilities of adding 
significant value to our existing procurement 
approaches while creating value in 
Givaudan’s innovation agenda.
We look for all supplier collaborations to 
ultimately feed and fuel our innovation 
activities in different ways, each contributing 
to our efforts of creating together a 
responsible and sustainable future.
INDUSTRY DIGITAL INNOVATION
An emerging ecosystem of digital and 
AI tools is transforming our industry. 
Pioneering tools open new doors to 
creative development and can 
dramatically cut the time to market for new 
products. The Company’s 2025 strategy 
includes leading the way in digitalisation, 
ultimately allowing Givaudan teams in all 
regions of the world to streamline the 
end-to-end creation process from 
conception to rollout. With this, we aim 
to significantly shorten the product 
development cycle, increase the chances 
of successful launch, and at the same time 
provide consumers with personalised 
recommendations and market products.
To lead our industry’s digital transformation, 
a dedicated innovation team works with the 
business divisions and functions, exploring 
opportunities to enable our strategy. The 
work is organised around three pillars: 
inspiring the organisation by stimulating 
and encouraging new ideas; Executive 
Committee-level governance to prioritise 
topics; a ‘digital factory’, which is an internal 
incubator for fast-paced experimentation of 
the most promising ideas.
Generally, we take every chance to 
harness the opportunities available in our 
increasingly interconnected world. We 
continue to invest in our digital capabilities 
throughout the value chain, including AI 
and big data, robotic process automation 
and traceability. Some of the strategic 
areas we are exploring include how AI and 
big data can transform our creations and 
reduce our environmental footprint. We 
also use technology to learn more about 
consumer behaviours and thus offer 
customer-relevant innovations that promote 
collaboration and data exchange.
In Taste & Wellbeing, our digital tools 
translate consumer insights into data that 
can be used to create food and beverage 
products. This results in speedier product 
development and a higher chance of 
commercial success. In 2022, we launched 
Customer Foresight, a platform that 
leverages big data, artificial intelligence 
(AI) technology and our deep expertise 
to help anticipate tomorrow’s challenges 
and decipher consumer expectations 
of the future.
Givaudan – 2022 Sustainability Report  55
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on innovation capabilities & management

Innovation capabilities & 
management
In Fragrance & Beauty, we worked with the 
Tmall Innovation Centre, the research arm 
of Alibaba’s business-to-business consumer 
platform Tmall to launch the first AI-
powered human-machine co-creation 
service for fragrances. The result, 
“Creatogether”, allows Givaudan to offer 
customers in China novel AI-powered 
co-creation in five steps from the creative 
ideation phase to new product validation, 
launch strategy and a marketing plan. It 
comes after more than two years of 
collaboration between Givaudan and 
Tmall, in blending fragrance solutions and 
production capabilities with consumer 
behaviour data capabilities.
Givaudan – 2022 Sustainability Report  56
A year in review
Environment
Social
Appendix
Economic ∕ Governance
Givaudan’s impact on innovation capabilities & management

Environment
  
Our ambitions	
58
Givaudan’s environmental footprint	
59
Climate change	
60
Waste management & 
circular principles	
78
Water stewardship	
88
Biodiversity	
99
Environmental performance	
106
Givaudan – 2022 Sustainability Report  57
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Our ambitions
Before 2050, we will be a climate-positive business based on scope 1+2+3 emissions according to the greenhouse gas (GHG) protocol. 
Focus area
Target
Status 2022
Actions and measures
Emissions
OPERATIONS: Our operations’ carbon emissions (scope 1+2) will 
be cut by 70% before 2030 and will be climate positive before 2040 
(baseline 2015)
–35%
	› Setting an internal carbon price
	› Fixing site environmental targets and assessments
	› Switching to renewable energy sources
	› Signing the UN pledge ‘Business Ambition for 1.5°C’
	› Promoting energy efficiency
SUPPLY CHAIN: Our supply chain emissions (scope 3) will be cut by 20% 
before 2030 and will be climate positive before 2050 (baseline 2015)
 –1%
	› Sourcing ingredients responsibly 
	› Developing low-carbon creations
	› Driving circularity and upcycling
	› Optimising packaging, logistics, transport of goods, 
business travel and ­employee commuting
Electricity
100% of our entire electricity supply to be converted to fully renewable 
sources by 2025
90%
	› Committing to RE100 since 2015
	› Setting site renewable electricity targets
	› Generating on-site renewable electricity
We act as a role model in water stewardship, working to protect water-dependent ecosystems and encouraging the sustainable use of resources.
Focus area
Target
Status 2022
Actions and measures
Water
Improve water efficiency by a 25% water withdrawal rate reduction on 
sites facing water stress by 2030 (baseline 2020)
–13%
	› Assess opportunities and implement projects to 
reduce our water withdrawal
	› Apply water circularity principles in and 
around our production sites
	› Implement new technologies to reuse and recycle water 
in our operations 
	› Carrying out water risk assessments
	› Driving continuous improvement using the 3R 
approach: ‘reduce, reuse and recycle’
We will continuously improve water efficiency on all other sites by a water 
withdrawal rate reduction
  –7%
100% of our wastewater discharge will meet or exceed regulatory and 
industry standards by 2030
in progress
	› Implementing our wastewater standard
	› Tracking site water quantity and quality
Driving continuous improvement in waste reduction and management with a focus on landfill disposal avoidance.
Before 2030, we will replace single-use plastics with eco-friendly alternatives across our sites and operations.
Focus area
Target
Status 2022
Actions and measures
Waste
Givaudan will reach zero operational ¹ waste directed to landfill for all 
manufacturing sites by 2030
46%²
	› Applying circular principles in product design, 
sourcing, manufacturing and packaging
	› Upcycling to reuse materials normally disposed of
	› Acting on the principle of ‘no waste by design‘
Givaudan will decrease its operational waste for disposal intensity by 
15% by 2030 (baseline 2020)
+13%
Plastics
100% plastics circularity by 2030
  1%
	› Plastics circularity defined
	› Reducing our plastic usage and increasing recycling
	› Increase share of renewable materials in packaging
	› Joined the Biospeed consortium
	› Co-leading a WBCSD plastic and packaging workgroup 
defining a transition for B2B chemical products
Our 
contribution 
to SDGs
1. Excluding one-time-only waste and waste sent to landfill only when other existing technical alternatives are not allowed due to regulatory requirements.
2. The status shows the percentage of sites already reaching our target.
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  58

Raw material
Onsite direct water 
use and energy
Logistics and 
packaging
Givaudan’s environmental footprint
Scope 3 
Other indirect GHG Emissions
Purchased goods and services 81%
Capital goods 3%
Fuel- and energy-related activities 2%
Upstream transportation and distribution 2%
Waste generated in operations 1%
Business travel <1%
Employee commuting <1%
89%
4%
97%
2%
6%
1%
1%
WATER CONSUMPTION 
Approx. 86 million m3 / Consumption (Based on 2018 Corporate water footprint)
OUR PLASTIC FOOTPRINT
Approx. 20 thousand tonnes (Based on first inventory)
GHG EMISSIONS 
Approx. 2,4 million tonnes
INPUTS
Materials  +  Energy  +  Water
UPSTREAM ACTIVITIES
OUTPUTS
Products + Waste + Effluents
DOWNSTREAM ACTIVITIES
Scope 1
Direct GHG Emissions
Operations
Scope 2
Energy indirect GHG Emissions
Energy supply 
Scope 3
Other indirect 
GHG Emissions
Downstream 
transportation 
and distribution 
10% Plastic entering through our laboratory and factory consumables
75% Plastic entering through the packaging we buy
25% Plastic exiting via waste 
management
15% Plastic entering through purchased goods (raw material packaging)
Plastic used for product 
packaging, hygiene, 
food safety, safety and 
quality purposes
75% Plastic exiting through 
our finished goods packaging
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  59

Climate change
  
Givaudan’s impact on climate change	
61
Our roadmap to becoming 
climate positive	
64
Our operations (scope 1+2) 	
65
Our supply chain (scope 3)	
68
Enablers	
73
Givaudan – 2022 Sustainability Report  60
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Explanation of the material topic
The UN defines climate change as 
long-term shifts in temperatures and 
weather patterns. These can occur 
naturally, for example, through variations 
in the solar cycle, but since the 1800s, 
human activities have contributed 
significantly to climate change, primarily 
due to the burning of fossil fuels like coal, 
oil and gas. This generates greenhouse gas 
(GHG) emissions and is known as man-
made climate change.
The imbalance between GHG emissions and 
the ability for natural processes to absorb 
them has resulted in a continued increase in 
atmospheric concentrations of GHG.
 
Climate change is negatively impacting 
people, business operations and economies 
around the world. The direct consequences 
of man-made climate change include rising 
temperatures, rising sea levels, higher ocean 
temperatures, an increase in heavy 
precipitation and floods, a decrease in 
precipitation, shrinking glaciers and thawing 
permafrost. Indirect consequences are 
wide-ranging, spanning from an increase in 
hunger, water scarcity, poverty and political 
unrest, to loss of biodiversity. 
MATERIAL TOPIC DEFINITION
Climate change
Mitigating effects on climate change 
by reducing GHG emissions and 
supporting adaptation and actions along 
Givaudan’s value chain (for example, 
by ensuring sustainable use of land to 
address deforestation).
PURPOSE PILLARS
Creations    Nature   People   Communities
We have an impact on climate change 
through the generation of GHG emissions 
coming from energy use. Combustion in 
our own processes as well as the use or 
purchase of electricity and steam, and 
activities in our supply chain provide a few 
examples. Here, a distinction is made 
between different scopes, as defined by 
the GHG Protocol Corporate Standard, 
which classifies a company’s emissions into 
three types. Scope 1 emissions are direct 
emissions from sources we own or control, 
including, for instance, fuel combustion in 
our factories. Scope 2 emissions are 
indirect emissions related to the use of 
purchased energy such as electricity or 
steam. Scope 3 emissions are all indirect 
emissions that occur in our value chain. In 
terms of synthetic ingredients, we must 
consider the energy needed to create 
them, and whether they are made from 
fossil feedstock. With natural raw 
materials, we need to consider land-use 
change, deforestation, agricultural 
practices and animal-derived products.
Climate change has the potential to create 
a number of impacts that may in turn affect 
Givaudan’s ability to operate. A continued 
build-up of GHG emissions is expected to 
lead to changed weather patterns and an 
even greater threat to supplies of natural 
raw materials. This may translate into 
disruptions in the supply of natural raw 
materials or to operations because of a 
water supply shortage, for example. It 
therefore poses significant risks to our 
operations and supply chain: our business 
depends on these natural resources and 
continuity of supply is critical.
We must mitigate effects on the climate by 
reducing our overall emissions and 
supporting adaptation and actions along 
Givaudan’s value chain. 
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
Our positive impacts on climate change 
are driven by our journey to becoming 
climate positive before 2050. They include 
a focus on innovation through progressive 
R&D programmes that allow us to lower 
the carbon footprint of our products.
They also include our contribution to 
enabling the global transition to more 
sustainable diets by creating more diverse 
food choices; for example, we estimate that 
through our Plant Attitude platform we have 
helped reduce more than 6 million tonnes 
of CO2e from consumers’ diets in 2022.
Givaudan’s impact on climate change
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  61

Through proactive engagement with our 
suppliers through initiatives such as the CDP 
Supply Chain Programme, we can drive 
positive impact within our supply chain, 
bringing suppliers with us on this journey 
and supporting them in their own efforts. 
We are also able to deliver a positive 
impact through co-benefits generated 
through programmes developed to support 
our communities; the work of our Agronomy 
team in helping to train producers all over 
the world in Regenerative Agriculture 
techniques is one example.
In terms of negative impacts, we generate 
GHG emissions through energy use and 
activities in our supply chain and therefore 
contribute to the effects of increases in 
GHG emissions as described in the section 
‘Explanation of the Material Topic’ above. 
READ MORE
Details on how we encourage suppliers to adhere 
to our rigorous standards are described in the 
chapter on Responsible sourcing & traceability
Management of the impacts
DISCLOSURE 3 – 3 
The latest climate science says that 
temperature increase must not exceed 
1.5°C compared to pre-industrial levels if 
we are to avoid the most catastrophic 
effects of climate change. Reaching this 
goal requires that emissions fall by half by 
2030 and that we reach net zero emissions 
no later than 2050. There is therefore 
limited time for action and the private 
sector has a crucial role to play.
There is an urgent need to accelerate 
action in many areas of our business and 
we have adopted global standards and 
ambitious goals. We wish to be 
accountable for our climate action and 
support global efforts such as the UN’s 
Sustainable Development Goal 13 on 
climate action.
Our overall roadmap focuses first on 
reduction and then on balancing 
remaining/unavoidable emissions with 
neutralisation/compensation measures. 
We constantly assess and mitigate the risks 
posed by climate change and drive 
adaptation and remediation in our own 
operations and across our supply chain, 
from the raw material suppliers to indirect 
materials and service providers. We expect 
all of our suppliers to support our efforts by 
HIGHLIGHT
CDP recognises global 
climate leadership
We were recognised for our 
global leadership in climate 
action for the fourth 
consecutive year with an 
A rating, (on a scale of A to D, with A being 
the highest) from CDP. The score reflects our 
ongoing commitment to accelerating 
action. We also received an A rating for 
global leadership in water, making us one 
of a small number of companies that 
achieved a double A among the nearly 
15,000 companies scored.
CDP’s annual environmental disclosure 
and scoring process is widely recognised 
as the gold standard of corporate 
environmental transparency. A CDP 
A rating is awarded to companies who 
go beyond awareness and management 
to show environmental leadership and 
demonstrate best practice in strategy 
and action.
This latest independent, external 
recognition of our performance 
underlines our bold purpose and 
sustainability ambitions.
working collaboratively to provide data 
and information about their carbon 
footprint when required, and to work to 
reduce their overall impact over time.
We are committed to becoming climate 
positive – removing more greenhouse gases 
from the atmosphere than we put in – 
before 2050 as part of our purpose. One 
element in this journey is our cutting GHG 
emissions from operations (scope 1+2) by 
70% between 2015 and 2030, and working 
towards operations becoming climate 
positive by 2040. The Science Based Targets 
initiative (SBTi) has approved Givaudan’s 
scope 1+2 GHG reduction target as being 
in line with 1.5°C. We also aim to achieve 
our RE100 commitment to convert our entire 
electricity supply to fully renewable sources 
by 2025. The Company’s value chain 
emission target (scope 3), aiming for a 
reduction of 20% over the same period, 
also meets the SBTi’s criteria and is in line 
with current best practice.
 
For scope 1+2 emissions in our operations 
we are primarily focussed on renewable 
energy sources and increasing energy 
efficiency to reach our goals. Detailed 
information is given on pages 65–67. We 
also pursue a range of activities to help us 
reach our ambitions for scope 3. Detailed 
information can be found on pages 68–72.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  62
Givaudan’s impact on climate change

Globally, we have a number of 
approaches to help us reach our climate 
ambition and to stay at the forefront of 
evolution. External collaboration plays an 
important role in this. For example, in 2019, 
we signed the UN Pledge Business 
Ambition for 1.5°C, which was proposed 
by the United Nations to aim for net zero 
value chain emissions by 2050. Our 
engagement means we commit to having 
net zero targets in line with the new 
SBTi net zero standard, introduced in 
October 2021 and road tested by 
companies including Givaudan. We are 
working on aligning our Climate Positive 
commitment to the new standard. We 
welcome the recent availability of SBTi’s 
‘FLAG’ guidance (Forest, Land and 
Agriculture Science Based Target Setting 
guidance) because there is a critical need 
to define the key steps for getting to net 
zero in a scientific manner. Because FLAG 
emissions account for a significant portion 
of our GHG emissions, we will also set a 
FLAG target, as requested by the SBTi. 
In 2022, we piloted the GHG Protocol to 
account for GHG emissions in the land 
sector and are actively working on refining 
our net zero transition plan, which will 
specify exactly what we will be addressing in 
our climate journey. Finally, we are working 
to ensure that all of our sustainability 
data is available in digital form. We also 
plan to have Product Carbon Footprint (PCF) 
capabilities in the near future. 
It should be noted that carbon accounting 
and reporting is still a relatively new 
field: methodologies and standards are 
constantly evolving to improve the 
accuracy and consistency of footprints. 
We stay at the forefront of this evolution 
by closely following standards updates 
and piloting the development of the most 
relevant ones.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  63
Givaudan’s impact on climate change

Today
Baseline
GHG Emissions
100%
0%
2022
2015
2040
2025
2030
2050
Emissions
Net GHG Emissions
Scope 3
Scope 2
Scope 1
Emissions trajectory 
without climate actions
Our roadmap to becoming climate positive
Illustrative representation
Our supply chain (scope 3)
	› Sustainable procurement 
of ingredients 
	› Low-carbon creations
	› Driving circularity and upcycling
	› Optimising packaging, logistics 
and transport of goods
	› Optimising business travel 
and employee commuting
Our operation (scope 1+2)
	› Energy efficiency 
	› Renewable energy sources
Neutralisation / compensation 
	› Natural Climate Solutions (NCS)
	› Carbon capture technology
ENABLERS TO REACH OUR AMBITIONS
	› Supplier engagement
	› Innovation
	› Budget and financial mechanisms
	› Advocacy and promotion
	› Partnership and governance
	› Model enhancement
Net-zero
Our actions to 
reach our ambitions
Neutralisation / compensation
BEFORE 2050
AMBITION
Climate 
positive
(Scope 1+2+3)
 
 
2025 
AMBITION
	
100%	Renewable
	
	electricity
 
 
2022
ACHIEVEMENTS
	 –35%	 scope 1+2
	
–1%	 scope 3
	 90%	 Renewable
	
	electricity
 
 
2030 
AMBITION
	
–70%	 scope 1+2
	
–20%	 scope 3
 
 
2040 
AMBITION
	 –100%	 scope 1+2
	
–50%	 scope 3
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  64
Givaudan’s impact on climate change

As a reminder, scope 1 emissions are direct 
emissions from sources that are owned or 
controlled by Givaudan, e.g., emissions 
associated with fuels for on-site combustion 
in boilers and vehicles. Scope 2 emissions 
are indirect emissions from the generation 
of purchased energy (e.g., electricity and 
steam). Although scope 2 emissions 
physically occur at the facility where they 
are generated, they are accounted for in 
Givaudan’s GHG inventory because they 
are a result of the organisation’s energy use. 
The biggest contribution to date comes 
from scope 1 because we have significantly 
reduced scope 2 emissions related to the 
purchase of electricity over the years. 
Along with the ongoing activities for 
scope 2, curbing scope 1 emissions is our 
main focus for hitting our 2030 milestone.
Carbon emissions from operations
Becoming climate positive requires us to 
tackle greenhouse gas emissions in multiple 
ways and in every area of our business. 
We are moving away from fossil fuels and 
towards renewable electricity sources such 
as solar, wind, hydro and geothermal 
energy and renewable energy sources such 
as biomass. Looking further ahead, we are 
investigating novel carbon storage 
solutions that go beyond the tree planting 
programmes that we are already carrying 
out. For scope 1+2 emissions in our 
operations we are primarily focussed on 
increasing energy efficiency and 
converting to renewable energy sources to 
reach our goals. 
TARGETS TO REACH OUR AMBITION 
Focus area
Target
Status 2022
Emissions
OPERATIONS: Our operations’ carbon emissions (scope 1+2) 
will be cut by 70% before 2030 and will be climate positive 
before 2040 (baseline 2015)
–35%
Electricity
100% of our entire electricity supply to be converted to fully 
renewable sources by 2025
90%
Our operations (scope 1+2) 
DIRECT AND INDIRECT 
GHG EMISSIONS ¹
GHG emissions (tonnes)
DISCLOSURE 305 – 1, 305 – 2, 305 – 5
2022
2021
2015
Scope 1: from direct energy sources
Scope 2: from indirect energy sources
262,951
169,862
145,567
24,295
181,326
144,418
36,908
113,244
149,707
1. Compared to baseline year 2015. Excluding biogenic 
emissions. Assured 12-month rolling figures (Q4 2021 
to Q3 2022) for values including the acquisitions of 
Naturex, Vika, drom, Albert Vieille, Golden Frog and 
Ungerer sites.
GHG EMISSIONS INTENSITY 
GHG emissions (kg) per tonne of product
DISCLOSURE 305 – 4
2022
2021
40
278
238
62
304
242
Scope 1: from direct energy sources
Scope 2: from indirect energy sources
Assured 12-month rolling figures (Q4 2021 to Q3 2022) for 
values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  65
Givaudan’s impact on climate change

Action to reach our 
scope 1+2 ambition
Energy efficiency
One of the areas of focus we have 
identified for curbing scope 1+2 emissions is 
energy efficiency. This improvement path is 
well understood and has been onboarded 
by top management, who have set a bold 
internal target of reducing absolute amount 
of energy in Gigajoule (GJ). The focus is on 
reducing our energy consumption across 
locations. We are implementing various 
projects and programmes to achieve this 
reduction. Energy site assessments, for 
example, identify opportunities to improve 
efficiencies. Other investments and efforts in 
terms of energy-efficiency plans and 
targeted projects have also allowed us to 
make improvements. 
Another tool to improve energy efficiency is 
our use of a utilities metering and 
monitoring platform (ULTIMO). The 
platform measures and monitors the 
consumption of utilities in real time, 
allowing operations to proactively address 
anomalies and focus efficiency-improving 
efforts with qualitative data. 
We also look at energy-intensive steps in 
our processes, for example, cooling and 
heating needs, and seek opportunities to 
use alternative technologies to achieve the 
same performance and jointly reduce our 
GHG emissions. We have found that solar 
energy, for instance, offers an energy-
efficient way to power industry’s needs for 
cooling and heating.
Renewable energy sources
Innovative sourcing strategies are an 
important part of reaching our targets. In 
2020, we set a new renewable electricity 
strategy prioritising first on-site generation, 
then off-site generation and finally the 
purchase of Electricity Attribute Certificates 
(EACs). Our stringent procurement strategy 
helps add more renewable electricity to the 
grid. In 2022, we purchased electricity that 
accounted for 32% of the total energy used 
across the Company ¹, but which equated 
to 11% of our total CO2 emissions. We are 
proud to be a member of RE100, a 
collaborative, global initiative organised 
by the Climate Group in partnership with 
CDP. It unites more than 300 influential 
businesses committed to 100% renewable 
electricity and is part of our strategy to fully 
convert our electricity supply. Replacing our 
fossil-based energy with renewable fuels like 
biofuels is also part of the strategy to reduce 
emissions, particularly those related to the 
production of heat.
ENERGY CONSUMPTION AND REDUCTION WITHIN THE ORGANISATION
DISCLOSURE 302 – 1, 302 – 4 
2021
(restated in 2022) ¹
2022 ²
Change to 
2021 in %
Direct energy: from primary sources (GJ)
Natural Gas
2,250,954
2,251,401
0%
Town Gas
257
295
15%
LP Gas
16,817
19,391
15%
Light fuel oil
52,675
43,268
–18%
Heavy fuel oil
100,035
97,323
–3%
Biofuel
28
39
42%
Biogas
76
154
104%
Biomass
32,233
39,982
24%
Steam sold from steam produced on site
30,735
29,518
–4%
Geothermal
8,107
6,414
–21%
Waste used as energy 
99,288
121,227
22%
Coal
30
41
38%
Electricity self-produced from renewable sources
8,559
9,916
16%
Electricity self-produced from non-renewable sources
60,343
62,017
3%
Electricity sold (produced on site)
1,579
350
–78%
Solar thermal
593
Total direct energy
2,597,086
2,622,194
1%
Indirect energy: purchased electricity and steam (GJ)
Electricity purchased
1,256,973
1,266,989
1%
Electricity purchased covered by Energy Attribute 
Certificates
1,027,864
1,134,722
10%
Electricity sold (not produced on site)
6,295
3,997
–37%
Steam purchased
80,838
114,182
41%
Total indirect energy
1,331,516
1,377,174
3%
Total energy
3,928,602
3,999,368
2%
1. These values include the figures coming from the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and 
Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
1. Scope 1+2.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  66
Givaudan’s impact on climate change

Progress in 2022
In 2022, we placed an aggressive focus on 
energy efficiency. In parallel to conducting 
11 energy site assessments, we have 
introduced a comprehensive utilities best 
practices programme. We are tracking the 
implementation and validation of these 
best practices on a monthly basis, as well 
as follow-up on the implementation and 
deliverables of energy savings coming 
from Continuous Improvement and CAPEX 
projects for all sites. We have also installed 
the ULTIMO platform, as explained above, 
in three additional production sites, making 
a total of four sites equipped with the 
platform. We will continue to roll it out to 
our major production sites as part of our 
2025 Strategy.
We also held GHG reduction workshops 
for some of the Top Pareto sites in order to 
identify key blockbuster projects to help us 
curb scope 1 emissions in the coming years. 
Some of these projects have been assessed 
for integration into next year’s CAPEX plan.
Energy
Though we do not have a formal external 
target in terms of energy intensity – the 
quantity of energy required per tonne of 
product – we have recorded a decrease 
of 1% for 2022 vs. 2021. We have also 
made considerable progress in terms of 
renewable electricity supply (scope 2 
GHG emissions) and are on track to meet 
our target of converting our entire 
electricity supply to fully renewable 
sources by 2025. We attained 90% 
renewable electricity supply in 2022 
and 56 production sites were powered 
100% by electricity from renewable sources 
by the end of the reporting year. We also 
reduced the GHG emission load per 
purchased kWh of electricity by 43% for 
2022 vs. 2021.
Scope 1+2 emissions 
We made good progress towards our targets 
in 2022 with absolute total direct (scope 1) 
and indirect (scope 2) GHG emissions 
decreasing by 93,089 tonnes since 2015. The 
evolution of absolute total scope 1+2 GHG 
emissions in 2022 vs. the 2015 baseline was 
–35%. Our scope 1+2 GHG emissions 
intensity (GHG emissions/tonne of product) 
decreased by 9% in 2022 vs 2021. 
FOCUS STORY
Solar panels 
in South Africa
At our site in Johannesburg, South 
Africa, we installed 778 solar panels on 
the roofs of our buildings, generating the 
potential for 490,000 kWh units of 
cleaner energy annually. Using this 
cleaner energy to power our production 
line electrical equipment and our offices 
means we can mitigate an estimated 
9,800 tonnes of CO2 emissions over the 
next 25 years, the equivalent of planting 
43,210 trees. The system currently 
provides annual savings of around 20% 
on electricity consumption, reduces our 
reliance on the grid and helps us hedge 
electricity price increases.
ENERGY INTENSITY
DISCLOSURE 302 – 3 
2015 
(restated 
in 2022) ¹
2021 
(restated 
in 2022) ¹
2022 ²
Energy 
intensity 
(GJ per tonne 
of product) 
7.67
6.58
6.53
1. These values include the figures coming from the 
acquisitions of Naturex, Vika, drom, Albert Vieille, Golden 
Frog and Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for 
values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  67
Givaudan’s impact on climate change

TARGET TO REACH OUR AMBITION 
Focus area
Target
Status 2022
Emissions
SUPPLY CHAIN: Our supply chain emissions (scope 3) will be 
cut by 20% before 2030 and will be climate positive before 2050 
(baseline 2015)
–1%
Our supply chain (scope 3)
Scope 3 emissions are those that come 
from the value chain activities outside of 
our operations. Eight of the 15 scope 3 
categories defined by the GHG Protocol 
are relevant for Givaudan. They are:	
– Purchased Goods and Services	
– Capital Goods	
– Fuel- and energy-related activities 
(outside of scope 1+2)	
– Upstream transportation and distribution	
– Waste generated in operations	
– Business travel	
– Employee commuting	
– Downstream transportation and 
distribution.
By definition, calculating a scope 3 footprint 
and tracking improvement is complex 
because these emissions are under the 
control of other companies. We must 
nevertheless calculate a figure and we use 
models and databases that allow us to 
estimate our scope 3 emissions to do so. 
Every year, we work to improve these 
models by refining the underlying data and 
assumptions, engaging with suppliers and 
digitalising our internal sustainability data 
management systems.
Scope 3 is still at the frontier of climate 
reporting. We actively participate in 
harmonisation efforts to ease access to 
more data across our supply chain and to 
advance our industry’s understanding of the 
topic. Details are given in the section on 
partnerships, on page 75. 
Sustainable procurement of ingredients is 
one focus of reducing our scope 3 
emissions, but pursuing low-carbon 
creations is another important element. Our 
Science and Technology and formulation 
teams consider GHG emission factors in 
how they design processes and 
formulations, either by working on new 
technology for ingredient production (i.e., 
biotechnologies) or by selecting ingredients 
that are less carbon-intense by nature. 
Actions taken to reach our 
scope 3 ambition
Sustainable procurement of ingredients
Our efforts on the sustainable procurement 
of ingredients include pursuing a zero-
deforestation policy, targeting regenerative 
agriculture, supporting renewable energy 
sources in the supply chain and promoting 
supplier innovation.
We ask our suppliers to commit to the “No 
Deforestation, No Peat, No Exploitation 
(NDPE)” principles as part of our 
Responsible Sourcing Policy, supporting us in 
our aim to source products that are 
deforestation and conversion free. Our 
involvement in standards such as the 
Roundtable on Sustainable Palm Oil (RSPO) 
helps us to move our supply chain to 
deforestation-free sourcing.
Regenerative agriculture
We partner with and support local 
communities through a variety of social and 
environmental projects, including 
climate-related projects and working with 
farmers on regenerative agricultural 
practices. Our Agronomy team is currently 
working on supply chain prioritisation to 
select those where we can directly 
implement regenerative practices and test 
their impacts. This regenerative approach is 
holistic by nature: it brings benefits in terms 
of GHG reduction, but also generates a 
positive impact on biodiversity and on the 
livelihoods of stakeholders. 
Low-carbon creations
Low-carbon creations are another approach 
to lowering our scope 3 emissions. As an 
example, Givaudan’s Fragrance 
Compaction programme looks at ways to 
design more highly concentrated fragrances 
for all product categories. Using higher 
impact, higher value-added ingredients to 
deliver fragrance performance allows us to 
offer an increased value proposition to 
customers while reducing emissions. 
Fragrance contribution is divided 34 times 
from standard design, with a positive 
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  68
Givaudan’s impact on climate change

Biotechnology also holds enormous 
potential for carving out a more sustainable 
future for perfumery and for our planet. 
At Givaudan, it has already led to some 
extraordinary innovations.
In Taste & Wellbeing, our analytical and 
processing expertise combined with the 
application of ManusBio’s BioAssemblyLine 
Cell Factory engineering platform resulted 
in BioNootkatone, a citrus ingredient that 
addresses market demand for sustainable, 
natural and clean-label citrus flavours 
without the cost and supply volatility of 
traditional citrus extracts. A comparatively 
lower greenhouse gas emission ingredient, 
BioNootkatone offers a cost-effective, 
sustainable natural alternative. 
Our strengths can also be seen in our 
ingredients innovation and development of 
the perfumer’s palette with the best, safest, 
and most sustainable molecule innovations. 
In 2022, we launched the captive molecule 
AmbreXolide™, a sustainable alternative to 
the widely used musk Ambrettolide. 
Designed following the principles of green 
chemistry, and in line with our FiveCarbon 
Path™, AmbreXolide™ is a naturally derived 
and biodegradable molecule obtained 
through a novel manufacturing method 
based on Nobel Prize-winning technology.
Driving circularity and upcycling
At Givaudan, our approach to upcycling is 
driven by Circular4Good; a programme to 
maximise the creative use of unused or 
unwanted materials and generate positive 
environmental impact by enabling them to 
become a feedstock for another cycle. 
Valorising waste streams into new products 
in this way is beneficial: it both reduces the 
carbon footprint of the main feedstock by 
making its production more efficient, and 
increases circularity in our supply chain 
and reduces waste. 
In designing innovative processes, we 
also look at how we can reuse and 
recover process side streams. By following 
green chemistry principles, we ensure 
ingredients are safe by design and that our 
processes make efficient use of energy and 
materials while reducing water 
consumption and waste. 
READ MORE
Please see chapter on Waste management & circular 
principles on p78
Optimising packaging, logistics 
and transport of goods
Packaging is a focus for many companies, 
including Givaudan, and we work to reduce 
the impact of packaging on our CO2e 
footprint through several approaches. We 
plan to bring more circularity to our 
FOCUS STORY
‘Lower 
Carbon Footprint’ 
certification from 
the Carbon Trust
Givaudan’s supplier BASF won ‘Lower 
Carbon Footprint’ certification from the 
Carbon Trust for its Geraniol Extra 
BMBcert™ rose scent, indicating that the 
ingredient has a carbon footprint 
demonstrably lower than market 
standard. Certification from the 
independent third party Carbon Trust 
was possible thanks to BASF’s efficient 
integrated production site and its 
certified biomass balance approach, 
which uses renewable raw materials 
instead of fossil feedstock in the very first 
steps of chemical production. The 
BMBcert™ products are identical in 
quality and performance to fossil-based 
products, allowing customers to use them 
in production without the need for 
reformulation. The BMBcert™ aroma 
ingredients are a valuable addition to 
our palette, helping us promote the 
replacement of fossil with renewable 
feedstock and achieving a significant 
reduction of CO2 emissions.
impact in every step – from RM processing 
to manufacturing and distribution – where 
fragrance is involved. Givaudan is well-
positioned to take advantage of 
preferences for low-carbon products 
because of our responsible sourcing and 
sustainable innovation initiatives, which 
include the reuse and recovery of process 
side streams and waste. As our customers 
become more environmentally aware, 
Givaudan has the opportunity to 
differentiate itself from competition by 
staying ahead in terms of eco-design and 
ensuring that our marketing and sales reflect 
the progress we make in eco-efficiency.
Renewable carbon refers to all carbon 
sources that avoid or substitute the use of 
any additional fossil carbon from the 
geosphere. Plants do this naturally and 
some technologies are now able to do so as 
well. By increasing the use of renewable 
carbon, we drastically reduce the extraction 
of carbon from the ground and limit the 
increase of CO2 concentration in the 
atmosphere. This is well aligned with our 
journey towards nature-conscious creations.
We employ green chemistry principles for 
efficient carbon use, meaning that all 
carbon atoms in the bio-based starting 
material end up in the final product, 
resulting in zero carbon waste, thus limiting 
carbon emissions.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  69
Givaudan’s impact on climate change

packaging, to use more renewable 
solutions, to work on making packaging 
lighter, optimising it for transport solutions, 
and to investigate reusable and recyclable 
solutions, all while keeping safety and 
regulatory considerations a top priority.
The subject of packaging must be seen 
in the broader context of our own 
operations; our active participation in the 
WBCSD plastics stream supports both our 
efforts to reduce the overall impact of 
plastics and the environmental impacts of 
packaging. We have several local 
initiatives to valorise packaging after it has 
been cleaned, and this has a direct impact 
on reducing our footprint and creating 
additional circular flow. 
The optimisation of transportation is a 
complex topic for companies. We 
investigate current opportunities in 
alternative fuels and optimised engines that 
can result in the reduction of emissions and 
try to evaluate the impact of these initiatives.
We are working on optimising the network 
and switching the maximum possible 
freight from high-emission (i.e., air) to 
low-emission (i.e., sea) modes of transport. 
This will also require a change in our 
operations processes and the way we 
manage customer demands to always 
keep customers highly satisfied.
We are working with suppliers to find 
measures or programmes to reduce our 
common emissions. For example, we are 
collaborating with a packaging supplier to 
estimate the GHG savings associated with 
using “Bag-in-Box’’ systems instead of 
plastic jerrycans when possible. The idea 
involves replacing heavy HDPE plastic 
jerrycans with a “Bag-In-Box’’ system that 
features lightweight plastic bags and 
FSC cardboard boxes. Details are given in 
a story on page 82.
Optimising business travel and 
employee commuting
The pandemic drastically reduced the 
amount of business travel and office-based 
employee commuting. Having the right 
technology and digital collaboration tools 
in place meant that we were able to 
maintain business productivity and keep 
travel to a minimum. We are continuing to 
invest in these capabilities, with our travel 
management team working on better tools 
to manage and reduce business travel 
emissions, and it is an essential part of the 
GBS and IM&T 2025 strategy.
We also foster ideas and propose new 
commuting solutions directly to employees 
via our Green Team network. This tool raises 
awareness and drives new ideas and 
solutions for local entities. Over the last few 
years we have been finding ways to 
FOCUS STORY
First regenerative Guarana supply 
Healthy soil is critically important because 
it supports a number of benefits, including 
carbon sequestration – the capture, 
removal and storage of carbon dioxide 
from the earth’s atmosphere. In Brazil, 
our Agronomy Team, together with our 
local partner Brazbio, has been helping 
guarana farmers support soil preservation 
through regenerative agricultural practices, 
while also making a difference to local 
farmer livelihoods. 
In the latest phase, regenerative 
agricultural specialists reNature have 
helped us develop and implement a 
regenerative model farm to demonstrate 
economic and environmental benefits and 
inspire more farmers to transition towards 
regenerative techniques. The farm’s 
activities include soil preservation work 
through training on how to adapt 
fertilisation to soil characteristics, as well 
as education on good agricultural 
practices such as pruning, using green 
manure instead of chemical fertiliser 
and using soil cover crops instead of 
herbicides that contribute to preserving 
soil health and biodiversity. 
We have already carried out baseline 
soil analysis and correction, and 
investigated crop association, choosing 
service trees and crops that provide 
agro-ecological and economic benefit. 
Looking ahead, we are working on the 
development of KPIs and methodologies to 
monitor the long-term effects of the model 
not just on carbon sequestration, but also on 
co-benefits such as soil health and structure, 
biodiversity restoration, water retention 
and profitability. 
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  70
Givaudan’s impact on climate change

encourage everyone to reduce the GHG 
emissions of their daily commutes. We 
continue, for instance, to promote a bike-to-
work initiative at our Swiss sites, facilitating a 
carpool service internally and introducing 
charging stations at some of our sites to 
support the transition to electric vehicles.
Flexible Work Arrangement options are 
also available to many of our employees, 
allowing them to work from home, thereby 
contributing to a reduction in emissions by 
cutting down on employee commuting. 
2022 progress for Scope 3
While reduction efforts and the post 
COVID-19 environment allowed us to 
maintain or decrease emissions against our 
baseline in categories such as purchased 
goods and services, fuel and energy-
related activities, business travel and 
employee commuting, disrupted global 
supply chains meant that we could not 
achieve such results for our upstream and 
downstream transportation and 
distribution. Balancing each other out, 
these competing factors resulted in a 
reduction of our 2022 scope 3 footprint 
by 1% against our baseline, despite 
business growth. A detailed explanation 
of progress per category is given below. 
For the calculation methodologies please 
see page 112. 
Evolution of scope 3 categories
87% of our scope 3 emissions come from 
purchased goods and services, making this 
category by far the most important to our 
climate ambition. These GHG Emissions 
increased by 1% compared to last year. 
We are working on better understanding 
the drivers in our supply chain and acting 
on them. We continue engaging internal 
stakeholders in the scope 3 journey, aligning 
internal governance and building scenarios 
for quantifying benefits. Raw materials are 
a prioritised category for carbon emission 
reduction as they represent about 76% of 
our scope 3 emissions.
For example, RSPO certification from our 
palm oil sourcing ensures that the 
sustainability claim at the end of the supply 
chain is credible. It also includes a beneficial 
impact on carbon emissions because 
RSPO-certified palm oil production has a 
reduced carbon intensity of approximately 
36% in kgCO2e per kg of palm oil. As 
Givaudan covers part of its supply chain 
with certified palm oil, it also impacts our 
scope 3 inventory. In 2020, we were able 
to reduce the average CO2e emission per 
kg of palm oil and palm oil derivatives by 
5% compared to 2015, and we were able 
to continue this effort throughout 2021 and 
2022 through the procurement of RSPO-
certified palm oil.
READ MORE 
Environmental performance 
indicators on p107
Our Scope 3 emissions
87% 
Purchased good 
and services
3% 
Capital goods
2% 
Upstream transportation 
and distribution
1% 
Waste generated in operations
1% 
Employee commuting 
and business travel
4% 
Downstream transportation 
and distribution
Upstream and downstream 
transportation and distribution
We increased the total absolute emissions 
for transport by 61% compared to 2015. An 
important increase took place between 
2020 and 2021, related to the COVID-19 
pandemic and the logistics situation, which 
required the use of carbon-intensive modes 
of transport to mitigate potential disruption 
in supply. In 2022, the global raw 
materials supply chain and ocean logistics 
situation further complicated our ability to 
act on this topic.
2% 
Fuel and energy related activities
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  71
Givaudan’s impact on climate change

We are assessing ways to reduce our 
footprint through, for example, consolidation 
and distribution network design. We are also 
assessing opportunities to switch modes of 
transport, but such changes impact the 
whole value chain and operations strategy. 
Time and careful assessment are needed to 
make sure improvements are implemented 
to last and show long-term reduction. The 
challenge is to integrate these actions into 
our scope 3 calculation models. 
Emissions related to transport continue to 
increase as Givaudan’s business grows. 
Decoupling this activity is complex and 
requires important changes in the design of 
the entire supply chain. The COVID-19 
pandemic has also complicated transport 
activity in general: this was not beneficial 
to our footprint.
Other categories (capital goods, 
upstream energy, commuting, 
business travels, waste)
Together, these scope 3 categories account 
for only 7% of our scope 3 emissions. Their 
contribution to our 2022 footprint is in line 
with that of previous years.
Neutralisation/compensation
Though our Climate Strategy prioritises the 
reduction of emissions, we also look to 
neutralise or compensate residual 
emissions that cannot be reduced. Carbon 
removal solutions are an essential element 
to going beyond net zero and achieving 
our climate positive target. The journey in 
front of us is long and the results will take 
time. This is why we are starting now.
Natural Climate Solutions
Our approach is now focussed on Natural 
Climate Solutions (NCS), which aim at the 
better management, protection and 
restoration of ecosystems. They target a 
reduction of GHG emissions related to land 
use and changes in land use, the capture 
and storage of additional CO2 from the 
atmosphere and, finally, the improvement of 
ecosystem resilience, thereby helping 
communities adapt to the increases in 
flooding and dry spells associated with 
climate change.
Insetting, that is, the neutralisation of our 
emissions through a carbon capture and 
storage project within our value chain, is 
highly relevant for Givaudan because we 
have a direct footprint in natural supply 
chains located in countries where the 
environment is under pressure. For us, 
insetting means nature-based solutions in the 
supply chains, with the producing 
communities. It is not the easiest approach 
because it involves land availability and 
long-term commitment, traceability and 
auditing. It is the most credible, relevant 
approach to Givaudan and in line with our 
SBTi engagements. It will also benefit our 
communities. The three most relevant 
insetting solutions for Givaudan are 
reforestation, improved plantations (for 
example, firewood plantation for distillation) 
and improved agricultural practices.
Carbon capture technology
We are now at the stage of investigating 
emerging technologies for carbon capture. 
One way we approach this is through active 
membership of the WBCSD Carbon 
Capture and Storage (CCS) working group. 
Three sub-working groups are now working 
on the topics of removals, storage and 
capture, respectively. With removals, the 
objective is to advocate for investments 
across a diverse array of removal solutions, 
develop a taxonomy to help compare 
different removal solutions and inform the 
creation of balanced, diverse and high 
impact portfolios and to develop a how-to 
portfolio guidance for broader mitigation 
beyond the value chain. In storage, the 
group is working to define the concept of 
‘geologic’ net zero – why it’s important, 
what it can enable and what concerns 
exist – and to assess the implications 
of the new GHG Protocol Land use and 
Removals guidance for this concept. 
In terms of Capture, the objective is to 
create a corporate guideline focussed 
on helping companies understand how 
CCS can be incorporated into business 
models economically, with a particular 
focus on small/medium scale and 
decentralised emitters.
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  72
Givaudan’s impact on climate change

2015
2020
2030
2025
Uncertainty
Reported emissions
GHG Emissions
Our efforts to become climate positive 
also include a number of transversal 
enablers. They are not linked to a specific 
annual timeframe but are rather meant 
to support our climate journey over the 
next 30 years. The approaches include 
supplier engagement, innovation, 
budget and financial mechanisms, 
advocacy and promotion, as well as 
partnership and governance.
Scope 3 Model evolution
The modelling of scope 3 GHG emissions is 
an iterative process based on science that is 
still evolving. We started our efforts here in 
2017 with our first full scope 3 inventory 
based on financial activity data (input/ 
output model) using the so-called ESHER 
model. The model has since gone through 
several evolutionary steps. We have begun 
modelling our raw material with a process-
based approach that applies the best 
available proxy data from verified generic 
databases. We added granularity and 
accuracy through the inclusion of additional 
packaging categories and new classes of 
business travel. However, as explained in 
the following chapter on page 112, the 
modelling of the raw materials and 
ingredients we purchase is the main focus of 
our work to constantly improve the quality of 
our model. These modifications imply 
potentially important increases or decreases 
in the data and modelling of our scope 3 
Enablers
CONTINUOUS IMPROVEMENT 
OF SCOPE 3 MODEL
Reducing uncertainty through 
model enhancements
emissions. This is a necessary part of the 
journey and we will recalculate our baseline 
accordingly, as required by GHG protocol, 
to ensure progress is diligently reported. We 
actively advocate for more transparency 
and alignment in this area by participating 
in several relevant initiatives.
Supplier engagement
Our ambition is to drive action through 
supply chain engagement and to collaborate 
across the industry. The CDP Supply Chain 
Programme is one of the tools Givaudan uses 
to engage with suppliers on climate action 
and gain understanding of its supply chain: 
all the data collected through the CDP 
Supply Chain Programme contributes to this. 
The level of the impact of engagement varies 
depending on the level of maturity of our 
suppliers in terms of climate action.
With suppliers already leading and 
managing carbon-related issues, we seek to 
create partnerships to put in place 
collaborative measures or programmes to 
reduce our common emissions and cascade 
action further down the supply chain. For 
suppliers starting their climate action journey, 
we work towards a shift in behaviour and 
provide support and guidance.
This is aligned with and contributes to our 
delivering on our science-based target for 
scope 3 emissions.
In 2022, we went further and engaged in 
collaborations regarding potential 
reductions with our most advanced 
suppliers. The key topics are biosourced 
raw materials, renewable energy in the 
supply chain and the valorisation of 
by-products (upcycling). These 
collaborations take time to implement, and 
we will continue to work with our suppliers 
on these topics in the years to come.
We measure the success of our 
engagement with suppliers through the 
CDP Supply Chain Programme via different 
key performance indicators (KPIs):
1.	 Supplier response rate: In 2022, our 
supplier response rate was 78% 
compared to 83% in 2021. The number 
of responding suppliers increased to 141. 
As we keep expanding our supplier 
engagement, we now reach suppliers 
that might be less mature and require 
more support to answer the 
questionnaire. Below, points 2, 3 and 4 
are a means of measuring how many 
suppliers are more advanced in their 
climate action journeys. These are the 
suppliers with whom we are working to 
find collaborative measures or 
programmes, for example, combining 
several orders into full container loads 
to reduce transport emissions and thus 
reduce our common emissions. 
Encouraging suppliers to cascade 
commitments in their own supply chain is 
another key element of driving action.
2.	Percentage of suppliers with a leadership 
(A or A–) or management (B or B–) 
score: 55% of our responding suppliers
3.	Percentage of suppliers reporting active 
targets: 84% vs. 78% last year. This 
increase reflects the importance for 
companies to have concrete targets.
4.	Percentage of suppliers engaging their 
own suppliers: 79% vs. 82% last year.
Givaudan has been recognised once 
again for its global leadership in supply 
chain engagement with a place on the 
CDP Supplier Engagement Leaderboard. 
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  73
Givaudan’s impact on climate change

L
a
n
d
  
u
s
e
F
e
r
t
i
l
i
s
e
r
s
 
/
 
n
u
t
r
i
e
n
t
s
M
a
i
n
 
 
 
f
e
e
d
s
t
o
c
k
O
t
h
e
r
  
r
a
w
 
 
m
a
t
e
r
i
a
l
s
M
a
n
u
f
a
c
t
u
r
i
n
g
W
a
s
t
e
 
 
  
t
r
e
a
t
m
e
n
t
L
o
g
i
s
t
i
c
s
E
n
e
r
g
y
 
 
 
c
o
n
s
u
m
p
t
i
o
n
E
n
e
r
g
y
Scope 3 – Complex footprint and variable data of an ingredient
I
n
g
r
e
d
i
e
n
t
We receive a scorecard summarising the 
disclosure of each supplier that has 
responded to the CDP Supply Chain. These 
scorecards are used by the supplier 
relationship managers (SRM) and category 
managers (CM) to engage with their 
suppliers and see what can be improved 
and how to collaborate. A supplier 
engagement toolkit has also been 
prepared by the Sustainability team in 
collaboration with the Procurement 
function for SRM and CM to help them 
engage with suppliers on Sustainability 
topics in Procurement (Climate Action, 
Water, Responsible Sourcing, Plastics, etc.). 
This toolkit includes a clear call to action 
for our suppliers. The main requests are to: 
engage with Givaudan on our overall 
climate goals via our key memberships 
including RE100; collaborate with us to 
reduce emissions and lower climate-related 
risk across our supply chain; engage with 
our scope 3 journey by setting up Science-
Based targets; report on emissions and 
integrate renewable electricity into their 
climate journey; share current initiatives, 
long-term views, technologies, etc. and 
suggest where Givaudan can provide 
support or can collaborate. 
Innovation
Ambitious GHG emission reduction is not 
possible without innovation and an 
evolution of our technologies. We seek 
At Givaudan, we source a large amount of 
raw materials. In order to calculate our 
scope 3 footprint, we need to understand 
the GHG emissions of our direct suppliers, 
but also of all the emissions that took place 
upstream in the value chain. This data is 
not available for nearly all the raw 
materials we purchase. So, in order to be 
able to calculate our footprint, we rely on 
secondary databases (such as ecoinvent, 
or the World Food LCA Database). 
They have modelled theoretical emissions 
of ingredients, energy consumption, 
and means of transportation. These 
models contain an inherent uncertainty, 
which spreads into the footprint. 
This also means that they do not 
necessarily exactly reflect the impacts 
of materials we actually source from 
our suppliers. They do, however, provide 
the best available indication of the 
range of emissions and are the best 
starting point we have.
This challenge is common to all companies 
with diversified supply chains. It means 
that we must act while being comfortable 
with a given level of uncertainty until 
harmonised footprinting across value 
chains is possible.
Carbon footprint
GHG emissions
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  74
Givaudan’s impact on climate change

opportunities to partner with experts from 
diverse fields in finding new ways to 
improve our environmental performance. 
The goal is to develop technologies that 
will be able to efficiently and reliably 
respond to variable needs across a range 
of processes and sites. Givaudan invests 
substantially in R&D. 
As discussed in the section on low-carbon 
creations above, biotechnology also holds 
potential for carving out a more sustainable 
future for perfumery and for our planet. At 
Givaudan, it has already led to some 
extraordinary innovations. Akigalawood®, a 
novel material that has a profile similar to 
that of patchouli, is another example of a 
raw material now produced through 
biotechnology and a ground-breaking, 
environmentally friendly process.
Budget and financial mechanisms 
Budget and financial mechanisms are also 
important enablers, and we have a 
dedicated budget for energy efficiency. 
Accordingly, and compared to the standard, 
extra capital is allocated to the design and 
construction of new greenfield facilities with 
higher energy-saving design standards. 
We have also identified and agreed on an 
internal carbon price (ICP) mechanism to 
employ for our scope 1+2 emissions 
reduction projects. The ICP is meant to help 
us navigate GHG regulations, to change 
internal behaviour, to drive low-carbon 
investment, stress test investments and 
identify and seize low-carbon opportunities, 
helping us to prioritise our choices.
The ICP has been integrated into the 
CAPEX as well as into Continuous 
Improvement approval processes to ensure 
that the most efficient financial and 
decarbonizing scope 1+2 projects are 
selected for implementation. Paybacks are 
now calculated with and without ICP to 
stress the importance of anticipating and 
reducing GHG emissions for scopes 1+2 
upfront. We have chosen the ambitious 
threshold of 90 CHF/metric tonnes, based 
on the recommendation of the UN Global 
Compact. Working with this single price 
will allow us to gain some experience with 
the technique and then decide how to best 
use the ICP lever, either by adapting the 
price in time and/or selecting ad-hoc 
prices per geographies. 
We are now in the initial stages of 
implementing the ICP and our decision-
makers have included it in project 
calculations. Top management is supportive 
of this change and is requesting ICP 
inclusion for all proposals of implementation 
in operations sites worldwide. 
From 1 January 2021, we have introduced a 
new Performance Share Plan (PSP) aligned 
with the Givaudan purpose focus areas. 
While we have retained the financial 
metrics traditionally used to calculate the 
PSP, they have been complemented by 
nonfinancial criteria linked to three focus 
areas of the Givaudan purpose. This 
includes the calculation criteria of net GHG 
emissions reduction in scope 1+2+3 in 
Nature. The PSP is thus designed to reward 
executives and key talent who significantly 
influence the long-term success of the 
business and our purpose ambitions in 
terms of climate actions, among others.
We have also introduced a Sustainability-
Linked Financing Framework, which is an 
important step in aligning our financing 
strategy with our sustainability 
performance. The establishment of this 
framework provides a comprehensive 
outline for issuing sustainability-linked 
financing instruments, which gives us the 
flexibility and support to achieve our 2025 
Strategy. Our intention is that such 
instruments will appeal to a broad range 
of the ESG-focussed investor community, 
valuable allies in supporting our strategy. 
The framework will also offer an additional 
opportunity to communicate with investors 
and other market participants on our 
commitments to creating shared value for 
the business, society and nature.
Advocacy and promotion
Givaudan’s involvement in numerous 
engagement activities demonstrates our 
ambition to help mitigate climate change 
and our desire to work in a broad global 
partnership of proactive companies 
dedicated to making a positive difference. 
Examples include our membership of 
the International Fragrance Association 
(IFRA) and the International Organization 
of the Flavor Industry (IOFI); RE100, an 
initiative uniting more than 100 influential 
businesses committed to 100% renewable 
electricity; Business ambition 1.5°C, an 
urgent call to action from a global 
coalition of UN agencies, business 
and industry leaders; the UN Global 
Compact, a strategic policy initiative for 
businesses committed to aligning their 
operations and strategies with 
10 universally accepted principles in 
the areas of human rights, labour, 
environment and anti-corruption and, 
finally, the Renewable Carbon Initiative. 
Governance and partnerships
In terms of governance, the Executive 
Committee leads Givaudan’s overall 
strategic direction and is accountable for 
delivery on our purpose and Sustainability 
ambitions, including those on climate. The 
Sustainability Leadership Team, led by the 
Global Head of Sustainability, is made up 
of internal experts on topics linked to 
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  75
Givaudan’s impact on climate change

purpose/sustainability and supports our 
sustainability goals on a day-to-day basis. 
We are getting organised with 
cross-functional teams delivering 
training on specific topics related to 
carbon management, CO2e emission 
modelling or supplier engagement to 
internal stakeholders.
We recognise that solving systemic 
challenges requires working with like-
minded partners, and actively seek to 
develop collaborations with suppliers, 
customers, industry associations and 
communities. Broadly, they can be 
categorised into pre-competitive industry 
partnerships and partnerships we enter 
into to implement projects. 
The first category, pre-competitive/
sector-level partnerships, helps us drive 
meaningful alignments and actions at 
scale. In 2021, Givaudan joined Together 
for Sustainability (TfS), an initiative to raise 
standards on sustainability throughout the 
chemical industry. We are engaging in 
their scope 3 workstream, which is 
developing partnerships between chemical 
companies on management and modelling 
of these emissions. One project is the 
development of the TfS Product Carbon 
Footprint (PCF) Guideline for the 
calculation of chemical materials, which 
will enable suppliers and corporations to 
produce and then share high-quality 
carbon footprint data. This open-source 
PCF Guideline allows suppliers and 
companies to calculate PCFs and 
corporate scope 3 category 1 (purchased 
goods and services) GHG emissions – the 
latest version also covers Corporate 
Accounting. Looking ahead, we are also 
participating in the development of a 
platform that will allow corporations and 
suppliers to share upstream product 
carbon footprints, making it easier for 
businesses to conduct cross-industry 
comparisons as well as to compile and 
manage all emissions.
We are also actively participating in a 
pre-competitive scope 3 project within the 
International Organization of the Flavor 
Industry (IOFI) that aims to identify GHG 
emission factors for key ingredients 
commonly used in our industry. This 
important work aims to fill the data gap on 
scope 3 emission factors, especially as our 
industry often uses raw materials and 
ingredients that are not commonly 
available in existing proxy databases. The 
resulting database will be made available 
to all IOFI members, enabling many 
smaller companies to start their carbon 
footprint journey. This project has been 
actively championed by Louie D’Amico, 
Givaudan’s President of Taste & Wellbeing, 
who is the current President of IOFI.
We also contributed to the WBCSD 
Partnership for Carbon Transparency (PACT) 
initiative dedicated to enabling 
standardised exchange of information or 
carbon emissions data between companies. 
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  76
Givaudan’s impact on climate change

Our Vernier site serves as a prime example 
of what we can achieve and how we are 
achieving it at sites around the globe: our 
efforts to reduce scope 1+2 emissions have 
paid off. We reached 100% renewable 
electricity already back in 2007, and 
generate our own energy on-site. Electricity 
consumption linked to lighting has been cut 
by 93%. A new energy metering system helps 
us identify over-consumption and correct it, 
contributing to our suitability culture by 
raising awareness of and highlighting the 
importance of optimal energy management. 
Overall, we have saved 2.3 GWh in 
cumulative electrical energy savings since 
2015, an amount equivalent to the 
consumption of about 3,000 inhabitants. 
Cumulative thermal energy savings in the 
same period is about 9.1 GWh, equivalent to 
1,649 tonnes of CO2, or the annual emissions 
of 118 people in Switzerland.
CASE STUDY
Energy and CO2
1. Replacement of unit heaters 
(new units more modern and 
adjustable according to needs)
2. Improved building lighting
3. Replacement of lighting 
(LED lighting installed)
4. Nitrogen unit replacement
5. Chilled water unit installation
Not represented on the map:
	› Stop unit heaters over the weekends
	› Energy metering project 
	› Monitoring steam traps
	› Optimisation of heating tapes
	› Energy metering project
	› Air compressor replacement
ANNUAL ENERGY SAVINGS 
THANKS TO OUR MEASURES
(Cumulative since 2015)
Energy-efficiency measures (scope 1+2)
Givaudan site Vernier
  scope 1 
  scope 2
2022
2021
2020
2019
2018
2017
2016
2015
102.4 216.3 216.3 221.4
221.4
757
287.4
492.4 577
757
757
757
1’009
1’674 1’674 1’674
Rhône
Ch. de la Parfumerie
Ch. de la Greube
2
3
3
3
4
1
5
N
A year in review
Economic ∕ Governance
Climate change
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  77
Givaudan’s impact on climate change

Waste management 
& circular principles
  
Givaudan’s impact on waste
management & circular principles	
79
Givaudan – 2022 Sustainability Report  78
A year in review
Economic ∕ Governance
Environment
Social
Appendix

TARGETS TO REACH OUR AMBITION 
Focus area
Target
Status 2022
Waste
Givaudan will reach zero operational ¹ waste directed to landfill for all 
manufacturing sites by 2030
Givaudan will decrease its operational waste for disposal intensity by 
15% by 2030 (baseline 2020)
46%² 
  +13%
Plastics
100% plastics circularity by 2030 
      1%
Explanation of the material topic
Waste management and circular principles 
that support us in minimising the extraction 
of natural resources and the generation of 
waste, in fostering waste prevention and 
optimising environmental, material and 
economic values throughout the life cycles 
of our products are critical elements to 
living our purpose and showing our love 
for nature in everything we do.
Protecting the environment means acting 
on waste and our goal is to continually 
reduce the waste generated by our 
business activities including product and 
process development, manufacturing, 
formulation, packaging, marketing and 
distribution. Our decisions about what 
materials to use also have consequences in 
terms of waste and we strive to reuse or 
recycle materials where possible.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3, 306 – 1
If waste is not managed properly, it can 
result in adverse impacts on the health of 
employees and people living in surrounding 
areas, have environmental implications and 
increase the overall cost of operations. 
Poorly managed waste contributes to 
climate change and air pollution, and 
MATERIAL TOPIC DEFINITIONS
This chapter addresses our following two material topics:
Waste management 
& circular principles
Pursuing a culture of waste 
elimination by adequately managing 
all Givaudan’s waste streams, from 
product design and manufacturing 
processes to packaging and use.
Givaudan’s impact on waste management
& circular principles 
Raw materials 
availability
Ensuring a stable supply of raw materials 
used in Givaudan’s products by 
strengthening partnerships with 
strategic suppliers and diversifying our 
portfolio through new technologies 
(for example, upcycling, or 
innovation to create alternative 
ingredients) and sources of supply.
1. Excluding one-time-only waste and waste sent to landfill only when other existing technical alternatives are not allowed due to 
regulatory requirements.
2. The status shows the percentage of sites already hitting our target.
PURPOSE PILLARS
 Creations   Nature   People   Communities 
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  79

directly affects many ecosystems and 
species. Directly or indirectly, waste can 
affect our health and wellbeing in many 
ways, e.g., methane gases contribute to 
climate change, air pollutants are released 
into the atmosphere, fresh water sources 
can be contaminated, crops are grown in 
contaminated soil and fish ingest toxic 
chemicals, subsequently ending up in our 
food. Our innovative management of waste 
contributes positively to the environment and 
to people’s health by avoiding these effects. 
Extracting and processing natural resources 
to create new products requires a significant 
amount of energy; and by reducing and 
recycling waste, we conserve natural 
resources and reduce energy consumption. 
Using recycled materials for products, 
instead of new resources, results in the same 
end product while significantly decreasing 
energy consumption. A reduction in our use 
of plastics is also beneficial.
Management of the impact
DISCLOSURE 3 – 3, 306 – 2
By 2030, Givaudan will reach zero 
operational waste ¹ directed to landfill for 
all manufacturing sites. In the same time 
period, Givaudan will decrease its 
operational waste for disposal intensity by 
15% against the 2020 baseline. These new 
targets drive continuous improvement in 
waste reduction and management with a 
focus on landfill disposal avoidance. 
When discussing “waste”, we use this 
general term to refer to solid, pasty or 
liquid materials of a process that are not 
incorporated in the desired final product 
and that the holder discards, intends to 
discard, or is required to discard. “Waste 
for recovery” refers to any operation 
wherein products, components of products, 
or materials that have become waste are 
prepared to fulfil a purpose in place of 
new products, components, or materials 
that would otherwise have been used 
for that purpose. “Waste for disposal” 
refers to any operation that is not recovery, 
even where the operation has the 
recovery of energy as a secondary 
consequence. “Disposal” refers to the 
end-of-life management of discarded 
products, materials, and resources in a 
sink or through a chemical or thermal 
transformation that makes these products, 
materials, and resources unavailable 
for further use.
Pursuing a culture of waste elimination by 
adequately managing all of Givaudan’s 
waste streams through, for example, 
recycling and reuse or ensuring recovery or 
disposal in an environmentally sustainable 
way, helps us limit our impact on the 
environment; reducing waste also allows us 
to lower the costs of production. Making 
better choices about what natural 
resources to use in the manufacturing and 
packaging of our products helps us protect 
the precious natural environment and not 
squander the resources it provides.
DISPOSAL
Incineration with and
without energy recovery
Landfill
RECOVERY
Preparation for reuse
Recycle
PREVENTION
Rethink
Reduce
Least favourable option 
 Most favourable option
Waste management
Plastic waste is a topic that has drawn 
considerable public attention in recent 
years, and careful waste management and 
the application of circular principles help 
us meet stakeholder expectations. 
Applying the principles of a circular 
economy is an essential activity and we are 
committed to 100% plastic circularity by 
2030: we will replace all single-use plastics 
across sites and operations with eco-
friendly alternatives. We also see plastic as 
an enabler to grow and show our 
leadership in sustainability. 
We are convinced by the value of 
renewable carbon, whether it comes from 
recycled, bio- or GHG-based sources: the 
carbon that can be recuperated serves as 
the building blocks of new renewable 
materials. Givaudan is supporting this 
concept through its involvement with the 
Renewable Carbon Initiative, which aims to 
speed up the transformation from fossil 
carbon to renewable carbon.
Our efforts in all of these areas extend 
beyond Givaudan to include the supply 
chain, as detailed in the chapter on 
Responsible sourcing & traceability (p140).
1. Excluding one-time only waste and waste sent to landfill only when other existing technical alternatives are not allowed due to regulatory requirements.
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  80
Givaudan’s impact on waste management & circular principles

We work hard to limit the amount of waste 
we produce through a three-pronged 
process based on the key concepts of 
‘rethink,’ ‘reduce,’ and ‘recycle’. We are 
rethinking how processes are done 
currently and challenging our ways of 
working. We are striving to reduce the 
amount of waste we create as a by-product 
of our processes; then we reuse where 
possible and recycle in an effort to move 
away from disposal in landfill or 
incineration. Where waste is incinerated, 
we make sure energy is recovered.
Procurement
In procurement, we give preference to 
options that avoid hazardous waste, result 
in reduced quantities of waste or in 
increased recycling. We prefer to use raw 
materials of higher quality or with less 
impurity when this leads to reduced 
amounts of unwanted by-products. We 
favour reusable packaging and transport 
systems. If reusable packaging is not 
feasible, we prefer to select packaging 
materials that are recyclable and for which 
a recycling option exists. We give 
preference to equipment with an extended 
lifetime, that is, which offers features such as 
robust construction, upgradeability, repair 
friendliness, and with a reduced need for 
auxiliary material such as filters and oils. 
READ MORE
For more information, see chapter on Responsible sourcing 
& traceability
Products and processes 
and packaging 
In the research and development of 
products and processes, we prioritise 
solutions that avoid waste, result in reduced 
waste quantities or in increased recycling. 
We seek an increase of yield or in material 
productivity, a reduction of material input/
consumption, in-process recycling and 
possibilities for the segregation of 
hazardous components from waste streams. 
We give preference to raw materials with a 
reduced environmental footprint, for 
example those that are less hazardous or 
that have a lower environmental impact in 
their production, and to those that come 
from renewable sources. Finally, we take 
into consideration the different possible 
direct and indirect pathways of the products 
(including disposal of unused products) into 
various waste streams at the end of their 
lives already during product development.
FOCUS STORY
Recycling and reuse of waste barrels
At the Changzhou site, after carrying out 
regulation studies and needs analysis, the 
team developed a plan to clean the used 
200-litre raw material iron barrels and press 
them into iron blocks for sale after proper 
treatment. This made it possible to recycle and 
reuse waste without paying a high amount of 
hazardous waste disposal fees. Changzhou 
has sold 33,087 waste barrels, reducing 
wastewater discharge by about 3,567 tonnes, 
saving labour costs and 5,618 kWh of 
electricity since December 2021.
One of the ways we are getting closer 
to our waste management targets is 
by putting more emphasis on notions 
ingrained in the idea of the circular 
economy, a generic term for an industrial 
economy where waste should not exist 
anymore, and closed loop uses are 
favoured. We apply circular principles 
in sourcing, product design, manufacturing 
and packaging.
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  81
Givaudan’s impact on waste management & circular principles

Optimising our approach to packaging in 
respect to ecological and economic criteria 
also helps us reduce our impact. 
Production and operations 
In terms of production and operations, we 
develop and guarantee a safe and 
environmentally sound waste management 
approach before new processes and 
activities are started. This is managed 
through each site’s obligatory waste 
management system, which is uniformly 
applied throughout the site or organisational 
unit. The system must ensure that there is an 
unbroken chain of responsibility and 
documentation for all waste from generation 
to final disposal (cradle to grave) and that 
we comply with applicable national and 
local legislation on waste. Various relevant 
responsibilities are covered, respectively, by 
the site manager, the waste producer, 
the site EHS manager, the Product and 
Process Development function, the 
Corporate and Site Procurement function 
and Divisional Management.
Production planning must consider all 
options of preparation for reuse and 
recycling (e.g., of solvents) to increase 
material productivity and to minimise 
waste streams. Waste optimisation 
opportunities that result from technical 
innovation and/or availability of recycling 
options are to be evaluated on a regular 
FOCUS STORY
‘Bag-In-Box’ replacing 
HDPE plastic jerrycans
Members of the local Green Team in 
Cuernavaca, México targeted plastic 
reduction with innovative ideas, especially 
around packaging, and their efforts have 
paid off. One suggestion, inspired by work 
done by Vernier’s Jean-Marie Quéré and 
the packaging engineering team on 
flexible plastic packaging design for 
liquids, was to replace heavy HDPE plastic 
jerrycans with a ‘Bag-In-Box’ system that 
features lightweight plastic bags and 
FSC cardboard boxes. The change 
benefits both the production site – the 
packaging is lighter, so easier to move and 
ship, it stacks better and costs less – as well 
as the end-customer because of the 
reduction in the use of plastics and easier 
disposal of materials. This initiative has 
helped cut plastics up to 90%, improved 
transport logistics efficiency by 15% and 
extended the shelf life of some products by 
50% at our site in Cuernavaca. 
Towards 100% plastic circularity: Strategy
1
 100% 
plastic 
circularity
2
3
4
Design for circularity
Reduce usage
     Increase usage of 
renewable materials
Improve 
the system 
ENABLERS
Plastic book  Partnerships  Governance
basis as a part of the environmental 
programme of each site. We are also 
tackling single-use plastics across our sites 
and operations with an ambition to 
replace them with eco-friendly alternatives 
before 2030.
Upcycling 
Our approach to upcycling is driven by 
Circular4Good, the next step in our journey 
to maximise creative utilisation of unused 
or unwanted materials. The programme 
generates positive environmental impact 
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  82
Givaudan’s impact on waste management & circular principles

Our plastic circularity journey
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
ACTIONS
1. Reduce usage
	›
Remove unnecessary plastic (ex. Bag-in-Box)
	›
Reuse packs and containers
	›
Reduce weight of packaging
	›
Bigger packages
2. Design for circularity
	›
Polystyrene (PS) eliminated
	›
Replace HDPE by PET
	›
Increase recycled materials content
3. Increase usage of renewable materials
	›
Innovate & collaborate on new technologies
	›
Bio-based solutions
	›
Advanced recycling (pyrolysis plastic to plastic)
4. Improve the system
	›
Increase adequate recycling capacity 
	›
Zero plastic to landfill
	›
Segregation Food Grade (FG)/non-Food 
Grade enabling Rplastics (recycled plastics)
	›
Plastic interception and offsets
Our ambition is to replace all single-use plastics 
with eco-friendly alternatives before 2030.
ENABLERS
Plastic book  Partnerships  Governance
BUSINESS AS USUAL
SET-UP
ACCELERATION
FINALISATION
DEMONSTRATED 
CIRCULAR 
PLASTIC USAGE
First 
plastic 
inventory
100%
 plastic 
circularity
Projected plastic usage doing “business as usual”
CONVENTIONAL 
PLASTIC USAGE
    Optimal plastic usage
REMOVED 
UNNECESSARY 
PLASTICS
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  83
Givaudan’s impact on waste management & circular principles

by taking materials obtained from the 
re-use of natural or synthetic materials that 
are normally disposed of or downgraded 
and turning them into feedstock for another 
cycle. Upcycling is a cross-business, 
cross-functional programme that supports 
our purpose. 
We see upcycling as an opportunity that 
can guide us in continuing to innovate and 
improve our ingredients portfolio while 
reducing the impact of our activities. It 
involves transforming co-products, waste 
materials, useless or unwanted products 
into new ingredients for more sustainable 
products. Incorporating upcycling into our 
creation processes within Fragrance & 
Beauty and Taste & Wellbeing also helps 
us minimise the volume of waste being 
sent to landfill each year and reduces 
CO2 emissions by extending the lifespan 
of materials and their side-stream 
by-products.
READ MORE
Examples of the newest products created on the basis of 
upcycling can be found in the chapter on Innovation (p50)
Rethinking plastics – 
plastic circularity
Our planned journey to 100% plastic 
circularity is made up of a number of 
phases that will support us in reaching our 
goal by 2030. In 2022, we laid the 
foundation with our first plastic inventory, 
deepening our understanding and 
knowledge about the role of plastic at 
Givaudan, and gaining information that 
helps us advance towards our goals. From 
2025, we will be in the acceleration phase, 
where our targeted actions will increase 
both optimal plastic usage and our 
demonstrated circular plastic usage. 
The finalisation stage, around 2027, will 
see a rapid decline in the conventional 
use of plastic usage, giving way to full 
plastic circularity.
We recognise that plastic is useful and 
necessary in certain situations and will be 
used in our operations in the future. While 
the plastic in our packaging is very 
complex – we operate in the food grade 
environment and ensuring the hygiene and 
conservation of our products is essential 
– we must nevertheless ensure that we 
innovate to make our plastic usage circular. 
We are determined to manage it in a 
responsible, sustainable way. 
Our strategy remains focussed on four 
main axes: reducing usage, designing our 
packaging to be more circular, increasing 
the renewable materials content and 
improving the system for the end of life of 
our plastics. A circular economy is our 
long-term vision for sustainable use of 
plastics and the key principles are ‘rethink’, 
‘reduce’, ‘recycle’. 
Designing for circularity involves eliminating 
polystyrene, replacing HDPE with PET and 
more generally increasing recycled 
materials. In increasing the share of 
renewable materials, we will focus on 
innovations and collaborating on new 
technologies, increasing bio-based solutions 
and exploring methods of advanced 
recycling such as plastic-to-plastic pyrolysis. 
All of these efforts will be supported by a 
more generalised push to improve the 
system by increasing recycling capacity, 
sending zero plastic to landfill, segregating 
food grade from non-food grade 
applications to enable the use of more 
recycled plastics and, finally, engaging in 
plastic interception and offsets. 
Critical enablers of these strategic actions 
include better understanding our plastic 
footprint through the development of a 
Plastic Book, improving our process and 
systems, and engaging in partnerships. 
Enablers – Plastic book, 
governance, partnerships
Our Plastic Book helps us better 
understand our detailed plastic footprint, 
and gives us an inventory of our plastic 
usage and details about its end of life. We 
are now better able to characterise which, 
and how, plastics in all their forms enter 
through suppliers of raw materials or as 
consumables used in our labs or factories. 
Even if not highly precise, our first iteration 
of the Plastic Book was critical in helping us 
set priorities, getting ready for new 
regulations such as a plastic tax, in 
innovating and in helping us define our 
progress. It also has given us our key 
performance indicators. 
We have drawn up governance to facilitate 
the implementation of plastics solutions in 
our operations. This enabled us to develop 
guidelines to help our teams on the ground. 
Our operations and procurement 
organisation is very engaged in the 
journey, as packaging, or the rethinking of 
packaging, is an important element of 
reaching our ambition. Plastics are found 
in the packaging of the raw materials we 
purchase, in the consumables we use, and 
in the packaging of our finished goods. 
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  84
Givaudan’s impact on waste management & circular principles

Working with partners also plays a critical 
role in helping us meet our objectives. 
Partnerships with customers and other 
companies in pre-competitive spaces fuels 
innovative ideas, and processes offer 
business advantages in this area. External 
partnerships can play a role in speeding up 
transformation: it is important to benefit 
from collective intelligence when we can. 
Customers’ acceptance of packaging 
innovation will be a critical factor to success. 
We continued our work on the advisory 
board of the Renewable Carbon Initiative 
(RCI), started by the nova-Institute, which 
aims to support and speed up the transition 
from fossil carbon to renewable carbon for 
all organic chemicals and materials.
This will allow us to help create cross-
industry platforms capable of 
demonstrating the feasibility of renewable 
carbon in activities. It will also enable 
advocacy for legislation, taxation and 
changes in regulation to give renewable 
carbon an adequate commercial playing 
field as well as support greater impetus for 
the development of sustainable options by 
raising awareness and understanding of 
renewable carbon levels among the 
business community and wider public.
Progress in 2022
Waste
In 2022, the amount of waste sent for 
incineration with and without energy 
recovery and landfill per tonne of product 
increased by 7% compared to last year’s 
figure. This is mostly due to an evolution in 
the product mix, to more wastewater 
treatment on-site as well as to specific 
liquid discharges being separated from the 
wastewater flows and being treated 
separately. If we compare 2022 waste for 
disposal (waste sent for incineration with 
and without energy recovery and landfill) 
per tonne of product vs. the 2020 figure, 
we see an increase of 13%.
In total, we diverted 74% of all our waste 
from disposal in 2022. The amount of waste 
diverted from disposal per tonne of product 
has increased by 18% since 2020. The 
reduction of landfill is also a priority and 
32 out of 70 of our sites are without landfill 
waste ¹. Within our 2030 goals, we define 
zero-waste-to-landfill as being any type of 
waste we generate, with the exception of 
one-off waste and waste which must be 
disposed of to landfill in order to comply 
with specific local legislation.
FOCUS STORY
Recycled 
stretch plastic film
In Brazil, we are working with partner 
Boomera to increase our scope in the 
circular economy by taking the residuals 
from the plastic drums and other 
packaging we use and turning them into 
recycled stretch film that offers 
protection for package products, 
allowing stability during transportation 
and storage. In this first step, we provide 
Boomera with our plastic waste and they 
transform it into polyethylene stretch film 
that is then returned to Givaudan. 
The final product is made up of 40% 
recycled materials and 60% original 
material, and is no different in terms of 
quality or in the ways we can use it. We 
have tested it in a pilot project in our 
Fragrance division and have found that 
in all aspects relevant to stretch film, we 
can use it in exactly the same way as the 
original material. We expect to use it 
throughout the local Fragrance & Beauty 
division in the first quarter of 2023 
before expanding its use in both 
divisions, in other regions and with our 
customers and partners.
Plastics
As we are at the beginning of our journey, 
in 2022 we focussed on laying the 
groundwork. Firstly, we developed a toolkit 
to help educate employees on plastics. This 
educational tool enables us to share 
knowledge, learnings and information. 
Secondly, we developed the first version of 
our plastic book, which is an important 
enabler to our plastics strategy, described 
on page 84. This has allowed us to define 
what circularity means for Givaudan, and 
also to understand that we need to gather 
proof points, as much of our progress has 
gone undocumented.
In 2022, through the Plastic Book, we were 
able to demonstrate that the circularity of 
our plastic consumption is currently at about 
1%. This is exactly where we expected to be 
with our approach, which corresponds to a 
groundwork setup that comes before a 
ramping up phase after 2025. The plastic 
footprint at Givaudan is about 20 thousand 
tonnes, with about 15% from the packaging 
of the raw materials we purchase, 10% for 
the consumables we use, and the vast 
majority coming from the packaging we 
buy to ship our finished goods such as 
plastic jerrycans. 
1. At present, environmental data for 70 production sites has been integrated.
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  85
Givaudan’s impact on waste management & circular principles

MATERIALS USED BY WEIGHT OR VOLUME
DISCLOSURE 301 – 1 
Total weight of purchased raw materials ¹ 
57% 
renewable 
raw materials
1.	 The figures refer only to the volume of ingredients 
from the Cardex and the Palette used for fragrance and 
flavour products as shown in 2022 table on the right.
43% 
non-renewable 
raw materials
Weight of purchased 
raw materials (tonnes)
2021
2022
Total
591,088
619 281
Weight of purchased 
packaging (tonnes) ¹
2021
2022
Plastic
9,253
9,227
Steel/Metal
14,613
14,037
Fibre
226
104
Paper/Board
2,985
3,148
Wood
10,438
10,647
Total
37,515
37,164
1.	 Figures do not include Naturex, Vika and drom.
As jerrycans are sometimes indispensable, 
we have developed an approach to 
reduce the amount of empty space at the 
top of the can, the headspace. This allows 
us to use smaller cans or consolidate some 
products into much bigger containers, both 
of which use less plastic. This has 
additional benefits, including a cut in 
packaging costs, an improvement in shelf 
life and a reduction in the amount of 
warehouse space used. In addition, we 
created Bag-in-Box as an alternative to 
HDPE/HDPS jerrycans, as detailed in the 
story on our Mexican Green Team initiative 
on page 82.
As partnerships are also important in our 
journey, in 2022 we joined the Bio-Speed 
consortium, a group of businesses looking 
to accelerate the development of bio-
sourced materials. A particular focus is 
placed on looking at how we can scale up 
promising solutions and recycle plastic 
waste to create feedstocks to other 
industrial applications.
WASTE GENERATED
DISCLOSURE 306 – 3
Waste (tonnes)
2020 
(restated) ¹
2021 
(restated) ¹
2022 ²
Hazardous 
waste
34,423
43,583
48,943
Non-hazardous 
waste
71,362
81,079
80,975
One-off waste ³
1,646
1,839
6,226
Total waste
107,431 126,500
136,145
1. 	These values include the figures coming from the 
acquisitions of Naturex, Vika, drom, Albert Vieille, Golden 
Frog and Ungerer sites as well as from restatements.
2. 	Assured 12-month rolling figures (Q4 2021 to Q3 2022) for 
values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
3. 	This indicator measures the total quantity of waste that 
is not directly related to the daily operations, but is 
categorised as one-off waste.
Examples of waste in this category are waste materials 
coming from demolition or remediation activities or waste 
or raw materials following an unusual incident, e.g., a fire.
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  86
Givaudan’s impact on waste management & circular principles

WASTE DIRECTED TO DISPOSAL
DISCLOSURE 306 – 5
2020 (restated) ¹
2021 (restated) ¹
2022 ²
Hazardous waste (tonnes)
Incinerated without energy recovery offsite
 5,855 
 5,923 
 5,994 
Incinerated with energy recovery
 7,254 
 8,551 
 9,628 
   Onsite ³
 1,728 
 2,701 
   Offsite ³
 6,823 
 6,927 
Landfilled (offsite)
 234 
 147 
 363 
Total hazardous waste
 13,343 
 14,621 
 15,985 
Non-hazardous waste (tonnes)
Incinerated without energy recovery (offsite)
1,629
 1,904 
 930 
Incinerated with energy recovery
2,501
 3,753 
 2,973 
   Onsite ³
 0.02 
0
   Offsite ³
 3,753 
 2,973 
Landfilled
11,201
 10,853 
 14,245 
Total non-­hazardous waste
 15,331 
 16,510 
 18,148 
Total waste directed to disposal 
by disposal operation
 28,674 
 31,130 
 34,133 
1. These values include the figures coming from the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and 
Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
3. This data was not collected in 2020. We started to include this category in our reporting in 2021. In the past, this treatment 
was included in the incinerated with energy recovery processes.
WASTE DIVERTED FROM DISPOSAL
DISCLOSURE 306 – 4
2020 (restated) ¹
2021 (restated) ¹
2022 ²
Hazardous waste (tonnes)
Preparation for reuse ³
12,495
13,702
   Onsite
3,003
3,277
   Offsite
9,492
10,425
Recycling
9,360
11,646
   Onsite
36
22
   Offsite
9,324
11,623
Other recovery operations ³
7,106
7,611
Total Hazardous waste
21,080
28,962
32,958
Non-hazardous waste (tonnes)
Preparation for reuse ³
1,643
3,655
   Onsite
19
22
   Offsite
1,623
3,633
Recycling
62,456
58,232
   Onsite
833
447
   Offsite
13,975
13,243
   Composted (offsite) ³
17,420
17,858
   Biogas production (offsite) ³
30,228
26,684
Other recovery operations ³
470
940
Total non-hazardous waste
56,031
64,569
62,827
Total waste diverted from disposal 
by recovery operation
77,111
93,531
95,786
1. These values include the figures coming from the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and 
Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
3. This data was not collected in 2020. We started to include this category in our reporting in 2021. In the past, this treatment 
was included in the recycling processes.
A year in review
Economic ∕ Governance
Waste management & 
circular principles
Environment
Social
Appendix
Givaudan – 2022 Sustainability Report  87
Givaudan’s impact on waste management & circular principles

Water 
stewardship
  
Givaudan’s impact on 
water stewardship	
89
Our response to increasing 
water challenges	
91
Our operations	
92
Our supply chain, partners 
and communities	
96
Givaudan – 2022 Sustainability Report  88
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Explanation of the material topic
Shared water challenges associated with 
climate change and extreme weather 
events are likely to increase in frequency 
and intensity in the coming decades. We 
need to work collaboratively with our
neighbours – including suppliers, local 
partners and communities – to address 
challenges at the watershed level so we 
can regenerate stressed watersheds and 
mitigate water risks.
Water is essential to our production 
activities and to our entire value chain. In 
operations, we use water primarily for 
hygiene and cleaning, cooling and 
processing. Our use of water also generates 
wastewater, and we need to ensure that it is 
treated appropriately before being 
discharged into the environment. In our 
supply chain, water use is related to the raw 
materials that rely on agricultural irrigation 
and to the synthetic raw materials that 
require water in production.
Responsible use of water is essential to the 
Company’s leadership and we believe that 
our business model must be fully aligned 
with, and contribute to, sustainable water 
management in the key water basins where 
we source and operate, particularly in 
areas considered to be at high risk. We are 
working hard to champion water 
stewardship, working to protect water-
dependent ecosystems and encouraging 
the sustainable use of water resources.
Driven by our purpose, we must lead the 
way by delivering on our own ambitious 
commitments while harnessing the power of 
collaboration across sectors to drive change. 
Givaudan is striving to be an industry leader 
in water conservation and stewardship, and 
MATERIAL TOPIC DEFINITION
Water stewardship
Optimising the use of intake water and 
ensuring the quality of discharged water. 
Assessing and addressing water risks at 
owned operations and in our supply 
chain to minimise impact on the 
environment and society in the areas 
where we source and operate.
PURPOSE PILLARS
 Creations   Nature   People   Communities 
Givaudan’s impact on water stewardship 
we look to use water in a socially 
equitable, environmentally sustainable 
and economically beneficial manner.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3
Positive impacts we can make include 
reducing pressure on water resources 
through efficient solutions that reduce 
water use over product life cycles and 
developing best agricultural practices for 
specific ingredients that we use. We also 
recognise that access to fresh water and 
sanitation services is an essential human 
right. We therefore strive to protect water 
resources and promote global access to 
Water, Sanitation and Hygiene (WASH) 
principles, seeking to guarantee access to 
water to all our employees and to 
vulnerable communities in the areas where 
we source and operate. 
TARGETS TO REACH OUR AMBITION 
Focus area
Target
Status 2022
Water
Improve water efficiency by a 25% water withdrawal rate reduction 
on sites facing water stress by 2030 (baseline 2020)
–13%
We will continuously improve water efficiency on all other sites by a 
water withdrawal rate reduction
–7%
100% of our wastewater discharge will meet or exceed regulatory 
and industry standards by 2030
in progress
Givaudan – 2022 Sustainability Report  89
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix

We are confident that managing water as 
a precious resource and reusing it as much 
as possible will allow us to mitigate 
watershed challenges and to improve the 
lives of everyone along our value chain.
Declining water quality, long-lasting 
droughts and increased water stress are all 
elements identified as material water risks 
faced by some of our operations and 
supply chains. Risks (potential negative 
impacts) highlighted through the water risk 
assessment include, in operations, water 
use in water-stressed areas, the potential 
impact of water discharge, operations in 
areas with potential impacts on vulnerable 
ecosystems or where access to safe water 
and sanitation is limited.
In supply chain activities, potential 
negative impacts include sourcing raw 
materials that are in water-stressed areas, 
potential water pollution from agriculture-
related activities, insufficient effective 
management of effluent discharges, and 
sourcing in areas where access to safe 
water and sanitation is limited. 
Management of the impacts
DISCLOSURE 3 – 3, 303 – 1, 303 – 2
Our overall strategy for monitoring and 
reducing water consumption is embodied 
in our Water Policy, an approach driven by 
our purpose. The policy defines our 
commitment to water stewardship: we strive 
to drive a positive impact in watersheds 
where we source and operate. 
In our operations, we are working to secure 
water supply, optimise water use and 
continuously improve how we manage 
effluent discharge. In our supply chain and 
in our communities, we are mitigating 
water risk and improving water quality 
management aspects. 
We aim to foster sustainable 
water use at the watershed level and 
improve access to water, sanitation and 
hygiene, thus supporting communities 
to thrive. The policy also guides our 
growth strategy in terms of location, 
technology and procedures, as well as 
their impact on water.
We focus our efforts on places where water 
stress is expected, carrying out detailed risk 
assessments to develop water mitigation 
action plans, including efficiency 
improvements and water reuse opportunities.
Specifically, we act as a role model in 
water stewardship, working to protect 
water-dependent ecosystems and 
encouraging the sustainable use of 
resources. In our operations, we are 
working towards clear targets: By 2030, 
we will improve water efficiency by 25% on 
sites facing water stress – defined as the 
ability, or lack thereof, to meet human and 
ecological demand for fresh water 
– compared to 2020 levels and 
continuously improve water efficiency on 
all other sites. By 2030, a full 100% of our 
wastewater discharge will meet or exceed 
regulatory and industry standards. In our 
supply chain and in our communities, our 
goals are to improve and protect water 
quality and quantity in our priority natural 
supply chains and improve access to 
WASH in vulnerable communities where 
we source and operate. These latter goals 
contribute towards the Communities goals 
of our purpose.
Our targets and goals are aligned 
with the United Nations Sustainable 
Development Goals, and we focus our 
attention specifically on activities related 
and contributing to SDG 6 “Clean water 
and sanitation”; SDG 12 “Responsible 
consumption and production” to ensure we 
contribute to safer and more sustainable 
Company development. Our policy also 
follows best practices from the UN Global 
Compact’s CEO Water Mandate, which 
we endorsed in 2020.
We carry out periodic corporate risk 
assessments that include both water- and 
climate-related risks as we recognise the 
strong link between the two topics. This 
allows us to identify relevant exposures 
and perform analyses that are specifically 
related to the watershed-level context.
Details on the water risk assessments and 
management can be found in the chapters 
describing our actions to reach our 
ambitions in our operations and the supply 
chain (pp92, 96).
We report annually to the CDP Water 
Security questionnaire and strive for 
continuous improvement as part of our 
water resources management and 
stewardship commitments.
Givaudan – 2022 Sustainability Report  90
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

Targets
	› We will improve water effciency 
by a 25% water withdrawal rate 
reduction on sites facing water 
stress by 2030
	› We will continuously improve water 
efficiency on all other sites by a 
water withdrawal rate reduction
	› 100% of our wastewater discharge 
will meet or exceed regulatory and 
industry standards
Means
	› Drive continuous improvement to site 
water use by applying the 3R approach: 
reduce, reuse, recycle
	› Implement wastewater standards in 
addition to the regulatory requirements
	› Conduct annual contextual water risk 
assessment using the Aqueduct Water 
Risk Atlas
	› Track site water quantity and quality KPIs 
within our operations both for water 
withdrawal and water effluents
Means
	› Work in partnerships with experts 
and communities
	› Assure all manufacturing facilities 
provide adequate WASH services
	› Engaging with suppliers regarding their 
employees’ access to WASH services 
through our Responsible Sourcing 
Programme, Sourcing4Good and 
promoting the use of CDP Supply chain 
programme to share water stewardship 
data and monitor suppliers’ performances
	› Promote regenerative agricultural practices 
and better use of irrigation
Goals
	› We will improve and protect water 
quality and quantity in our priority 
natural supply chains
	› We will improve access to water, 
sanitation and hygiene (WASH) in 
vulnerable communities where we 
source and operate
1. These goals contribute towards the Communities ambition of our purpose.
Our operations
Supply chain and communities ¹
Shared water challenges
Droughts / Water stress / 
Declining water quality / WASH
	
S
U
P
P
L
I
E
R
S
	
C
O
M
M
U
N
I
T
I
E
S
	
Our water footprint indicates that 97% of 
our water use can be accounted for by 
consumption in the supply chain. This is 
primarily linked to the agricultural 
irrigation of the natural raw materials we 
source. The availability and quality of 
water is therefore highly important to our 
sourcing because it has an impact on the 
quality and the availability of certain raw 
materials. In order to manage this impact, 
we leverage our engagement beyond our 
own operations and address the issue in 
our supply chains.
Onsite direct water use and energy 
accounts for an additional 2% of our 
consumption, while the final 1% is linked to 
logistics and packaging.
Our response to increasing water challenges
Givaudan – 2022 Sustainability Report  91
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
O
U
R
 
O
P
E
R
A
T
I
O
N
S
	
L
O
C
A
L
  
P
A
R
T
N
E
R
S
Givaudan’s impact on water stewardship

In our operations, we want to set clear 
objectives to optimise water efficiency, with 
a focus on water-stressed areas and 
wastewater treatment. Our business 
operations are fully aligned with and 
contribute to the sustainable management 
of water in the key watershed basins in 
which we work. The majority of the water 
withdrawal in our operations is taken from 
surface water; other sources are municipal 
supplies and groundwater.
Our use of water generates wastewater, 
and we ensure that this water is treated 
appropriately before being discharged 
into the environment. Such treatment can 
range from full primary and/or secondary 
on-site treatment before discharge into the 
environment, to partial primary and/or 
secondary pre-treatment before the 
wastewater is sent to third-party sewage, 
to direct discharge into the environment 
because of its flawless quality, etc. We 
ensure that our wastewater meets or 
exceeds regulatory and industry standards 
by monitoring parameters such as pH, 
chemical oxygen demand (COD), 
biochemical oxygen demand (BOD), fat, 
oil and grease (FOG), total nitrogen, total 
phosphorus, total organic carbon, 
temperature, heavy metals, etc., at least as 
frequently as requested by local legislation 
and industry standards.
On sites that are not deemed to face 
particular water stress, we will in any 
case drive continuous improvement to 
site water use.
Operations water risk assessment 
and management 
On all sites, we implement our wastewater 
standard, highlighting our own stringent 
requirements to be fulfilled by all sites in 
addition to regulatory requirements. We 
also conduct annual contextual water risk 
assessments using the Aqueduct Water Risk 
Atlas developed by the World Resources 
Institute, and review and update the list of 
sites in water-stress areas accordingly. We 
also track site water quantity and quality 
KPIs within our operations for both water 
withdrawal and water effluents. 
Our sites continually review hotspots and 
introduce technical improvements that 
drive our water efficiency strategy. We put 
a special focus on places facing water 
stress to develop mitigation action plans 
that include efficiency improvements and 
water reuse opportunities. In terms of 
improvements in efficiency, we first focus 
on the basics, looking to avoid any 
leakages and ensuring preventive 
maintenance. The next step is to look at the 
production processes such as Clean In 
Place (CIP), overall cleanings and 
Our operations
utilities-related consumption including 
water treatment, steam and cooling 
processes that use water. 
Once all continuous improvement 
opportunities have been tackled, the next 
move involves a step change, moving 
towards semi-closed or closed loops 
wherein the discharged water is cleaned 
and reintroduced as water inputs whenever 
possible in terms of quality, safety and 
cost. Our new water strategy has identified 
11 sites as being in water-stressed areas. In 
2022, we added the sites of Puebla and 
Sevilla as part of recent acquisitions.
Actions and progress in 2022
Some practical approaches to improving 
site water use have included switching 
processes that currently use municipal 
water to our existing cooling tower loop, 
meaning we were able to reduce the 
amount of municipal water required for 
cooling. Another is the installation of 
automatic valves to manage water needed 
for purging product dust from recirculating 
scrubber water. There are many water-
saving initiatives ongoing at Givaudan sites 
worldwide, from on-site biological 
treatment of wastewater and subsequent 
reuse in the Netherlands to rainwater 
harvesting in India.
FOCUS STORY
Saving water 
at Pomacle
The work we have done at our Pomacle 
site bio-refinery illustrates how we can 
work to create value and secure 
production durability, all while 
preserving the environment. Instead of 
extracting water from the water table, 
we are now reusing waste-water from 
production activities to irrigate and 
fertilise our fields around the site, some 
as far as 25 km away. This water use is 
particularly important during the 
summer, when plants suffer because of 
the heat. In 2022, this led to water-
savings of 100,000 m3, the equivalent of 
40 Olympic swimming pools. 
Givaudan – 2022 Sustainability Report  92
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

We continue to work to ensure that the 
wastewater from our operations is 
disposed of responsibly and to monitor its 
quality, especially through Chemical 
Oxygen Demand (COD) analysis, an 
indicator of water quality or pollution. 
The total quantity of COD discharged was 
measured at 1,386 tonnes in 2022, a 
21% increase over 2021. The reason for the 
increase is the split between the production 
volume increase at the relevant sites as well 
as a different product mix.
Givaudan’s overall water intensity 
(municipal and ground water/tonne of 
product) improved by 7% against 2021. 
Focusing on the key sites located in water-
stressed areas, there was also an important 
improvement with a decrease of 9% 
compared with 2021 for the same indicator.
In 2022, we collected, analysed 
and published within Givaudan internal 
water efficiency best practices. They 
are now included in an ideation 
checklist that is available to all sites. In 
parallel, we have deployed, via internal 
training and assessments, the wastewater 
internal standard.
Support to sites located in areas of water 
stress has also been agreed and validated 
by top management: each site will be 
supported via an ad-hoc 3rd party water 
Our sites in water-stressed areas
 Extremely high (>80%) 
 High (40–80%) 
 Medium high (20–40%) 
 Medium low (10–20%) 
  Low (<10%) 
 Arid and low water use 
 No data
  Taste & Wellbeing 
  Fragrance & Beauty
Source: WRI Aqueduct 2019 Baseline Water Stress.
Casablanca
Cairo
Pune
Jigani
Linares
Pedro Escobedo
Cuernavaca
Johannesburg
Jaguaré
Puebla
Sevilla
Givaudan – 2022 Sustainability Report  93
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

audit. We completed the first third-party 
audit on the Sevilla site, and all sites will be 
covered between 2022 and 2025. The 
team has also set and deployed targets 
per site. The evolution and Corrective 
action/Preventive actions (CAPA) 
governance has been put in place.
WATER EFFICIENCY ¹
In m3 per tonne of production
1. 
2022
2021
7.86
8.44
Includes third-party water (municipal supplies / 
purchased water)  and groundwater.
FOCUS STORY
Project Amulya – 
Water saving in 
water-stressed area
A jump in water consumption at the Pune, 
India manufacturing facility, which is in a 
water-stressed area, led to swift action. 
Bringing relevant stakeholders together, 
the site leader emphasised the need to 
value this precious resource and to 
identify best practices to reduce the 
volume of water used, contributing to our 
sustainability targets. Asking the team to 
come up with ways to eliminate water 
waste, he helped spur them along with an 
ambitious water reduction target of 50%.
A cross-functional team came together 
right away to brainstorm on ideas to 
reach these goals. Targeting changes in 
areas as varied as using ETP treated water 
for flushing toilets to the installation of a 
high-pressure washer to reduce cleaning 
time, measures taken across the site have 
since paid off. Despite an increase in 
production volume in 2021 and 2022, the 
site has significantly decreased its water 
consumption by 50% since 2020. 
WATER WITHDRAWAL
DISCLOSURE 303 – 3
Water intake (m3) ¹
2020 
(restated in 2022) ¹
2021 
(restated in 2022) ¹
2022 ²
Surface water 
4,923,265
5,088,104
5,626,343
   Fresh water ³
5,088,104
5,626,343
   Other water ³
0
0
Groundwater 
1,640,616
1,490,113
1,515,927
   Fresh water ⁴
1,453,486
1,475,246
   Other water ⁴
36,627
40,681
Seawater
547
380
Third-party water - purchased water
3,268,029
3,549,765
3,295,031
Rainwater collected directly and stored by the 
reporting organisation
13,200
14,099
13,860
Third-party water - wastewater from another 
organisation
275,828
258,438
225,659
Total water ² 
10,120,938
10,401,066
10,677,199
Total water withdrawal from sites 
facing water stress
686,247
670,951
654,294
1. These values include the figures coming from the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and 
Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
Givaudan – 2022 Sustainability Report  94
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

WATER DISCHARGE
DISCLOSURE 303 – 4
Water discharge (m3)
2020
(restated in 2022) ¹
2021
(restated in 2022) ¹
2022 ²
To the environment w/o biological treatment
 3,860,523 
 4,473,776 
 4,784,132 
   Surface water 
 4,397,605 
 4,722,451 
       Fresh water
 3,853,411 
 4,212,640 
       Other water
 544,194 
 509,812 
   Groundwater
 62,553 
 46,579 
       Fresh water
 55,500 
 35,752 
       Other water
 7,053 
 10,827 
   Seawater
 13,619 
 15,102 
       Fresh water
 13,619 
 15,102 
       Other water
–
–
To the environment after biological treatment
 2,151,186 
 2,100,415 
 2,179,026 
   Surface water 
 1,647,528 
 1,699,142 
       Fresh water
 301,124 
 307,060 
       Other water
 1,346,404 
 1,392,082 
   Groundwater
 45,127 
 93,532 
       Fresh water
 45,127 
 93,532 
       Other water
–
–
   Seawater
 407,761 
 386,352 
       Fresh water
 406,578 
 385,377 
       Other water
 1,183 
 975 
To external treatment facility w/o pre-treatment
 829,104 
 789,582 
 691,798 
   Fresh water
 550,622 
 383,906 
   Other water
 238,960 
 307,892 
To external treatment facility with pre-treatment
 1,897,986 
 2,000,693 
 2,035,110 
   Fresh water
 1,334,645 
 1,342,864 
   Other water
 666,048 
 692,246 
Total discharged water
 8,738,800 
 9,364,466 
 9,690,066 
Total discharged water from sites facing water stress
 383,648 
 400,374 
 372,384 
WATER CONSUMPTION
DISCLOSURE 303 – 5
Water 
consumption (m3)
2020 
(restated 
in 2022) ¹
2021 
(restated 
in 2022) ¹
2022 ²
Water 
consumption ³
1,382,138 1,036,600
987,133
Water 
consumption ³ 
in water-
stressed sites
302,600
270,577
281,910
1. These values include the figures coming from the 
acquisitions of Naturex, Vika, drom, Albert Vieille, Golden 
Frog and Ungerer sites as well as from restatements.
2. Assured 12-month rolling figures (Q4 2021 to Q3 2022) for 
values including the acquisitions of Naturex, Vika, drom, 
Albert Vieille, Golden Frog and Ungerer sites.
3. Includes sanitary, cooling and process water.
HIGHLIGHT
We were recognised for our 
global leadership in water 
stewardship for the fourth 
consecutive year with an 
A rating, (on a scale of A to D, with 
A being the highest) from CDP. The score 
reflects our ongoing commitment to 
accelerating action. We also received 
an A rating for global leadership in 
climate action, making us one of a 
small number of companies that 
achieved a double A among the nearly 
15,000 companies scored.
million m3
Water consumed
~1
million m3
Water withdrawed
~11
million m3
Water discharged
~10
Givaudan – 2022 Sustainability Report  95
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

Our supply chain, partners and communities
Givaudan acts as a role model in water 
stewardship, working to protect water-
dependent ecosystems and encouraging 
the sustainable use of resources. In our 
communities, we want to set goals that 
develop watershed strategies and 
collaborative actions in our priority 
sourcing areas.
Here, we are starting to work in 
partnership with experts and communities 
in our priority natural supply chains 
– defined by our Responsible Sourcing 
Programme, Sourcing4Good – to improve 
and protect water quantity and quality by 
first identifying those that are exposed to 
water risks. For those identified, we are 
defining shared water challenges and 
local stakeholder priorities in the 
watershed; exploring water stewardship 
activity opportunities, including nature-
based solutions and potential project 
partners and then developing an activity 
implementation roadmap.
We also look to improve access to water, 
sanitation and hygiene to positively impact 
the lives of communities where we operate 
and source through a number of measures. 
For instance, our EHS policy aims to 
safeguard adequate access to safe drinking 
water, sanitation and hygiene for all 
employees in locations under Company 
control. We implement our goal of ensuring 
all our manufacturing facilities provide 
adequate WASH services, including all 
those facilities acquired in recent years. We 
engage suppliers regarding their 
employees’ access to water, sanitation and 
hygiene via Sourcing4Good. We also 
engage with communities around Company 
operations to identify those without safe 
and adequate access to water, sanitation 
and hygiene, and establish local 
partnerships to provide this access by 2030, 
including long-term maintenance.
Supply chain water risk assessment 
and management 
We conduct contextual watershed risk 
assessments using the Aqueduct Water Risk 
Atlas platform developed by the World 
Resource Institute. We will promote 
regenerative agricultural practices and 
better use of irrigation and include water 
aspects in our sourcing criteria. We also 
engage our suppliers around water 
stewardship through Sourcing4Good and 
promote the use of the CDP Supply Chain 
programme to collect water stewardship 
data and monitor supplier performance.
Our supply chain water risk assessment 
is a metric-based methodology that 
characterises our corporate water footprint 
in terms of water risks. This assessment 
allows us to identify hot spots in our main 
supply chains and gives us a clear 
understanding of the risks and impacts 
encountered. In addition to quantifying the 
total water consumption of our activities, 
this study also quantifies the water scarcity 
footprint along the Givaudan value chain. 
This data is consolidated with internal 
expertise from our sourcing team to make 
sure we integrate specific contextual 
aspects that can influence the risk level in 
some specific watersheds. This assessment 
allows us to set priorities for reducing water 
use and develop a mitigation plan.
To better understand our supply chain 
water risk, Givaudan collects primary data 
information from our main suppliers to be 
used with the supply chain water risk 
assessment. We foster an improvement in 
water management and enhanced water 
risk identification through the promotion of 
data reporting in our supply chain. Our 
Responsible Sourcing Policy guides 
suppliers to comply with local wastewater 
treatment regulations, urging them to 
reduce their impact on watersheds where 
they operate in terms of aspects including 
water scarcity, quality and stress.
Actions and progress in 2022
We engage with our suppliers to advance 
the water stewardship journey. We ask for 
information on their relevant accounting 
systems, for details on their water 
management strategy such as governance 
and targets, and for examples of actions 
they have taken to reduce their impact. This 
information can be used by our 
procurement team to better understand the 
challenges the suppliers are facing and 
make sure they implement the appropriate 
mitigation measures. This can also help less 
advanced companies identify risks to avoid 
disruption and these questionnaires 
indirectly impact their water management. 
At any level of maturity, we expect the 
supplier to improve in the following years.
Overall, Givaudan looks to champion best 
practices across the value chain, leveraging 
our influence with business partners and 
suppliers to promote good water 
management. We want our strategic 
suppliers to move beyond simply reporting 
water accounting information and into 
active management. This is why we work 
together to help them understand their 
water impact and then take action to reduce 
it. We measure the success of our 
engagement in terms of supplier actions that 
demonstrate improvement year on year.
Givaudan – 2022 Sustainability Report  96
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

For instance, we participated in the CDP 
Supply Chain programme, using its water 
security questionnaire to request 
information from our key suppliers on 
relevant risks and opportunities. Our 
supplier response rate this year was 66% 
(86/131 responded), similar to 2021. In 
2022, an additional 6 suppliers have 
shown engagement by responding to the 
programme at our request. Only 6% of 
suppliers report an active basin level 
target. This is part of our potential focus for 
engagement with suppliers along with 
other information extracted from the CDP 
Supply Chain programme.
Givaudan – 2022 Sustainability Report  97
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

We aim to continuously improve water efficiency (m3/tonne of product) overall and to 
reduce it by 25% compared to 2020 levels for sites exposed to water stress. In 2022, 
we launched a comprehensive Water Best Practices Ideation list that contains water 
reduction initiatives successfully implemented or in the process of being implemented 
across Givaudan operations sites.
CASE STUDY
Our water stewardship journey
Pedro Escobedo
General services
	– Replacement of shower cabins and 
urinals with ecological systems
	– Systematic usage of reused water 
for construction projects 
	– Reuse cooling tower purge water 
in irrigation
Water in processes
	– Substituting the usage of water with 
nitrogen for hermeticity tests in the 
distillation columns
Water in utilities
	– Reuse of treatment water in 
cooling towers
Cairo
Clean In Place (CIP)/cleaning
	– Reuse of CIP water in the pre-rinse 
phase of the next cycle and the main 
wash water for several uses
	– Review cleaning procedures that use 
water via cleaning validations
	– Reduce and optimise the timing 
of cleaning
Wastewater
	– Reuse of treated water in gardening 
and street cleaning
Pune
CIP/cleaning
	– Install automated CIP system for liquid 
fixed tank
	– Identify optimal product sequence to 
allow dry cleaning instead of wet cleaning
General services
	– Optimise water pressure in all domestic 
water taps
Water in utilities
	– Usage of Ultra Filtration water instead of 
Reverse Osmosis water for CIP
Water monitoring
	– Cooling with chilled water circulation 
loop instead of once through system
Water recovery
	– Usage of water treated in wastewater 
treatment plant for WC flushing
Jigani
Water recovery
	– Rain water harvesting
CIP/cleaning
	– Installation of CIP with timers
Water monitoring
	– All underground fire hydrant water 
piping brought above ground to avoid/
better monitor leakages
General services
	– All taps in admin building provided 
with aerators
Water treatment
	– Reuse of water treated in wastewater 
treatment plant to flush toilets
Gardening
	– Reuse of water treated in wastewater 
treatment plant for gardening
This is the map of the sites where our water best practices ideations are currently covered.
Pedro Escobedo
Cairo
Pune
Jigani
Givaudan – 2022 Sustainability Report  98
Water stewardship
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on water stewardship

Biodiversity
  
Givaudan’s impact on biodiversity	
100
Givaudan – 2022 Sustainability Report  99
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Explanation of the material topic
Biodiversity is essential for the survival 
of all species and it is the natural heritage 
we leave as a legacy for future 
generations. Experts highlight an 
unprecedented rate of biodiversity loss, 
noting that a million species of plants and 
animals are close to extinction.
This biodiversity collapse is mainly driven 
by five direct drivers of change in nature, 
according to the Intergovernmental 
Science-Policy Platform on Biodiversity and 
Ecosystem Services (IPBES) ¹: land, water 
and sea use change, over exploitation of 
resources, climate change, pollution, 
invasive species. Still, more than half of the 
world’s GDP is highly or moderately 
dependent upon ecosystem services ². We 
are fully aware of this urgency, the direct 
consequences for humanity and, 
consequently, our industry. 
Givaudan’s activities are intertwined 
with and dependent upon the environment 
in which we operate. Our Company relies 
on a steady supply of more than 
12,400 ingredients from across the globe, 
natural resources that are used in the 
creation of our Taste & Wellbeing and 
Fragrance & Beauty products. Our 
activities depend on biodiversity, as do the 
many communities we work with and look 
to support. We acknowledge that bending 
– and reversing – the curve of biodiversity 
loss will require a combination of actions 
including increased conservation, and 
more sustainable production and 
consumption. The inspiration we find in 
nature for our creations and products 
provides us an opportunity to value and 
protect ecosystems that are rich in 
biodiversity and frequently unique. 
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3, 304 – 2
While we are now aligning our approach 
with recognised frameworks for locating 
and assessing our impact, setting targets, 
implementing impact-driven actions and 
reporting on our progress, we are still at 
the beginning of this journey. Givaudan is 
a global group but it is important to 
remember that our action is specific and 
adapted to the local ecosystems in which 
we have direct and indirect activities. 
We consider biodiversity risks and 
opportunities from different angles, 
including those from direct operations, from 
the supply chain – notably the sourcing of 
natural raw materials – and in creations, 
innovations and product life-cycle. 
In terms of direct operations, Givaudan is 
active at 78 sites for the manufacturing of 
our products, including both those that 
MATERIAL TOPIC DEFINITION
Biodiversity
Contributing to the conservation of 
biodiversity and the preservation of a 
rich diversity of natural ingredients (for 
example, through reforestation 
programmes) as well as a balanced 
ecosystem in and around related 
growing and harvesting communities.
PURPOSE PILLARS
 Creations   Nature   People   Communities 
Givaudan’s impact on biodiversity
come from natural raw materials and those 
generated from synthetic components. 
Industrial facilities can have an impact on 
the ecosystem where they are located 
through land use and fragmentation of 
natural habitats; water use; pollution in 
terms of water effluents and waste; and 
GHG emissions. Information on such 
impacts and our management thereof can 
be found in the chapters on climate change 
and water on pages 60 and 88. 
We expect that the greatest pressures on 
biodiversity will emerge from our sourcing of 
natural raw materials, but also see this as 
an opportunity to drive impactful restoration 
actions. While there may be risk in terms of 
land use for agricultural activities; over-
exploitation of biological resources; loss of 
intra-species biological diversity and use of 
harmful substances and unsustainable 
agricultural practices, we also see many 
opportunities to restore ecosystems and 
biodiversity, particularly in the soil. We 
believe that we have a role to play in 
promoting and supporting the transition 
towards regenerative agriculture in our 
cultivated biomass supply chains to 
regenerate soil health, restore ecosystem 
services and bolster communities’ resilience.
We also have a pivotal role to play in 
advocating for our ingredients arising from 
biodiversity. This allows us to better value 
1. IPBES (2019). Global assessment report on biodiversity and 
ecosystem services of the Intergovernmental Science-Policy 
Platform on Biodiversity and Ecosystem Services.
2. WEF (World Economic Forum) 2020 Nature Risk Rising: 
Why the crisis engulfing nature matters for business and 
the economy. Geneva. World Economic Forum.
Givaudan – 2022 Sustainability Report  100
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix

and therefore protect the ecosystems they 
originate from while ensuring the 
sustainability of the sourcing and the 
conservation of the resource. Our 
commitment to the fair sharing of benefits 
to support nature conservation and the 
livelihood of communities is another way 
we are able to have a positive impact. 
Management of the impacts 
DISCLOSURE 3 – 3
We aim to connect people to nature while 
caring for it through our environmental 
commitments as defined in our purpose and 
2025 strategy. Our approach to biodiversity 
is embedded in these guiding principles. 
Several reports have recently highlighted 
the current state of environmental 
degradation and biodiversity loss and it is 
clear that current global response is 
insufficient. Urgent action and 
transformative changes underpinned by 
international commitments and new 
frameworks are needed to reverse nature 
loss. We should no longer seek to “simply” 
reduce loss because the situation is already 
dramatic: we must rather seek to restore 
ecosystems and biodiversity to their initial 
stages as closely as we can. This is why we 
aim to follow the Conservation Hierarchy 
principles of “avoid, reduce, restore and 
renew” at each level of action and support 
the terms of the Convention on Biological 
Diversity (CBD): the conservation of 
biological diversity itself; the sustainable 
use of the components of biological 
diversity, and the fair and equitable 
sharing of the benefits arising out of the 
utilisation of genetic resources. 
We have developed comprehensive policies 
that recognise the need to preserve the 
environment from the impact direct 
operations may have through our Principles 
of Conduct and EHS Policy on Safety and 
Environmental Protection. We also expect 
our suppliers to adhere to the same level of 
commitments and standards and we have 
therefore integrated these principles in our 
Responsible Sourcing Policy, which is shared 
with all suppliers. Suppliers of natural 
products are assigned specific requirements, 
especially related to ecosystem conservation, 
deforestation and forest degradation, fair 
and equitable sharing of the benefits 
derived from the use of biodiversity, the 
sustainable use of biodiversity, and 
sustainable agricultural practices.
Biodiversity has therefore been integrated 
into the Company’s global approach, is 
supported by management through the 
purpose, and is gradually being deployed 
throughout the organisation. In 2022, 
a new Global Biodiversity Manager 
position was also created to steer the 
Company’s biodiversity strategy and drive 
our ambition forward.
We are phasing our approach following 
the conservation hierarchy principles 
through our creations, our direct 
operations, our supply chains and the 
landscapes in which we operate. 
Givaudan also recognises the importance 
of placing a value on biodiversity in order 
to protect it. This is the goal of CBD axis 3, 
“Access and Benefits Sharing,” and its 
formalisation through the Nagoya 
Protocol. This also contributes to the 
conservation and sustainable use of 
genetic resources by giving a value to 
biodiversity and recognising its importance 
for the population and ecosystems that 
depend on it.
These efforts to protect and restore 
natural habitats, and sustainably use and 
restore biodiversity, are in line with 
Givaudan’s efforts towards SDG 2 “Zero 
hunger”; SDG 3 “Good Health & Well-
Being”; SDG 6 “Clean water and 
sanitation”; SDG 12 “Sustainable 
consumption and production”; SDG 13 
“Climate Action”; SDG 15 “Life on land” 
and SDG 17 “Partnerships for the goals”, 
which is also an enabler of our actions.
Reducing our impact on 
biodiversity from Direct Ops 
Our industrial facilities can have an impact 
on the ecosystem where they are located 
through land use and fragmentation of 
natural habitats; pollution in terms of water 
effluents, wastewater and waste; GHG 
emissions and water use. 
We assess the environmental impact of our 
direct operations through the lens of GHG 
emissions, water use, water effluents, waste 
and pollution. All Givaudan sites also 
answer the Sedex Site assessment 
questionnaire, which includes questions on 
environmental risks and mitigation 
measures, including for biodiversity. More 
information on these topics and on our 
targets for reducing our impact can be 
found in the chapter Environment.
Working with the operations and 
environment teams, we intend to strengthen 
our biodiversity-specific risk assessment for 
Givaudan’s sites, including new acquisitions, 
and to set up appropriate responses.
Givaudan – 2022 Sustainability Report  101
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on biodiversity

FOCUS STORY
Good agricultural 
practices in Egypt
The jasmine plant is a major crop in 
Egypt, providing a living for about 
50,000 farmers and pickers in the 
Gharbia Governorate. Unfortunately, 
the plant is subject to attacks by 
numerous pests. The farmers depend on 
effective plant protection measures, but 
they are only sustainable if the measures 
also facilitate ecological balance and 
enhance soil health. 
To develop and promote an 
environmentally sustainable approach, 
we initiated, through the Givaudan 
Foundation, a project to train and coach 
smallholder farmers in implementing 
sustainable agricultural practices in plant 
protection and fertilisation.
Operational sites owned, leased, 
managed in, or adjacent to, 
protected areas and areas of 
high biodiversity value outside 
protected areas
DISCLOSURE 304 – 1
Amongst all Givaudan sites, only one is 
located within a protected area: the Sierra 
Norte Natural Park in the north of Seville, 
Spain. The production factory, which is 
approximately 26,000m2, opened in 1974 
and was acquired by Albert Vieille in 1991.
Other Givaudan sites, integrated into the 
group through acquisitions made over the 
past years, are in close vicinity to protected 
areas and areas of ecological importance. 
Givaudan’s headquarters in Vernier, 
Switzerland, are situated a few hundred 
metres away from the Rhône riverbanks, 
portions of which are listed as a Ramsar 
site, wetlands of international importance, 
where hundreds of protected species can 
be found. It is one of the most important 
wintering sites for birds in the country.
Givaudan’s Ile-Grande site is situated in Ile 
Grande, in the Morlaix Bay of northern 
Brittany, France. This site provides high 
added-value ingredients derived from 
vegetable sources, microorganisms 
and microalgae. The “Côte de Granit 
rose – Sept îles” zone, which spans 
over 72,000 km2, has been listed as a 
Marine Protected Area since 2012 and 
is a Natura 2000 site.
Givaudan’s site in Naarden (Netherlands), 
is adjacent to the freshwater lake Eemmeer 
whose reedbeds are home to waterbirds. 
The Eemmeer and Gooimeer Zuidoever is 
a Natura 2000 site (Birds Directives).
Givaudan’s site in Ede (Netherlands), is 
situated a few hundred metres from the 
largest terrestrial nature area in the 
country, the Veluwe (Natura 2000 site). It is 
one of the most important European 
habitats for plant and tree species.
All Givaudan sites are covered by 
environmental prevention and 
management plans to ensure the safety of 
operations within and around the premises. 
Additionally, more than 12 of our industrial 
sites are certified ISO 14001, which attests 
to the existence of an environmental risk 
assessment and mitigation plan. 
Preserving and restoring 
biodiversity in our supply chains 
DISCLOSURE 304 – 3
Givaudan relies on thousands of natural 
raw materials to create products and 
experiences for its customers. We are 
conscious that cultivation and harvesting 
practices can have detrimental impact on 
natural ecosystems and therefore impact 
biodiversity, putting our activity at risk. 
Natural raw materials nonetheless 
also provide an opportunity to have a 
positive impact if good practices are 
promoted and driven at scale. Examples 
include regenerative agriculture and 
agroforestry for carbon sequestration and 
water conservation.
Locate and assess the risks
In supply chains, our risk assessment is 
implemented through our Sourcing4Good 
approach and Regulatory procedures and 
covers 80% of natural raw materials 
spend. Our commitment and efforts to 
achieve greater transparency in our 
complex global supply chains help us 
identify where risk might exist. This allows 
us to make sure we comply with 
international and national regulations and 
to calibrate the degree of our response.
Prioritised raw material suppliers are asked 
to provide further due diligence 
information and identify, with the support 
of the S4G team, risks for biodiversity, 
amongst other topics. In certain cases, 
when the risk is high, external audits are 
carried out at site and farm/supply chain 
levels. This gives us a basis for 
collaboration with our suppliers to assess 
the impact on biodiversity from the 
Givaudan – 2022 Sustainability Report  102
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on biodiversity

production or harvest of the raw material 
product, then jointly define a mitigation 
plan. Our risk evaluation process is 
discussed in detail in the chapter on 
Responsible sourcing & traceability. 
Avoid impact (conserving habitats)
Deforestation, land conversion and 
fragmentation of natural habitats driven 
by agricultural expansion are the first 
drivers of biodiversity loss. This is 
particularly the case for forests, which 
are hotspots of biodiversity.
We are working to counter this with, for 
example, our approach to the supply chain 
in palm, a commodity categorised as “high 
risk” for deforestation. We published a 
position statement on palm oil in 2020, 
emphasising our commitment to “non-
deforestation, no peat, no exploitation” 
(NDPE) principles. In practice, we have 
reached 78% traceability to mill for palm 
products (oil and derivatives from palm and 
palm kernel), very close to our 2025 target 
of reaching 80% purchased by volume.
Givaudan is also contributing to a project 
run by Earthworm Foundation in the Aceh 
landscape in Indonesia and in the Sabah 
landscape in Malaysia. In both places, a 
comprehensive package of interventions is 
being implemented to address both 
deforestation risk and socio-economic 
conditions for producers.
Natural habitat conservation requires a 
coordinated approach at landscape level 
and a comprehensive package of services 
that take into consideration the needs and 
realities of communities. The valuation of 
ecosystems and collaboration amongst 
stakeholders with interest in the landscape 
is fundamental to long-lasting conservation 
and restoration plans. 
Another example of forest conservation 
involves tonka beans in Venezuela. 
Together with a local NGO, the Givaudan 
Foundation supports a programme aimed 
at improving local livelihoods and 
protecting the forest in the Caura basin 
in Venezuela. The local communities are 
part of a conservation agreement by 
which they receive support and guidance 
on techniques for the handling and selling 
of beans. In exchange, they commit to 
actions preserving the flora and the fauna 
of their ecosystem. They patrol the 
150,000 hectares of the conservation 
area and control the expansion of the 
agricultural frontier in the forest. They also 
survey several animal species such as the 
American tapir, jaguar, or spectacled 
caiman, because they serve as key 
indicators of the ecosystem’s health.
Contributions to conserving species 
from extinction
We have been collaborating for about a 
decade with the University of California, 
Riverside (UCR) to support the care and 
preservation of one of the world’s most 
extensive, unique and diverse citrus 
collections from the impending threat of 
citrus greening disease, also known as 
Huanglongbing, or HLB. The collection 
includes 1,000 varieties of citrus fruits from 
around the globe.
In Grasse, in the south of France, Givaudan 
donated samples of double centifolia rose 
to a local association called Fleur 
d’Exceptions du Pays de Grasse. This sort 
of rose was historically grown in the region 
for the production of hydrolate, but as it 
was progressively replaced by another 
variety for the production of absolute, and 
was fated to disappear after the main 
producer passed away and the roses 
bushes were set to be uprooted. This action 
will allow for the preservation of the 
historic variety.
Reducing impact with sustainable 
production and harvest practices
Our Responsible Sourcing Policy stipulates 
that, for cultivated raw materials, no banned 
pesticides shall be used in our supply chains. 
We also expect integrated pest and disease 
management plans to be set up and 
FOCUS STORY
Preserving wild 
botanicals through 
sustainable harvesting
The roots of Devil’s Claw, an indigenous 
plant growing in Namibia, have 
traditionally been used for their 
perceived anti-inflammatory and 
analgesic effects. The harvesting and 
processing of this plant is generally 
handled by collectors from rural 
communities, including ethnic minority 
groups. This activity represents an 
important source of income and, 
recently, unsustainable harvesting 
practices have put the plant at risk.
To address this issue, we partnered 
with the Deutsche Gesellschaft für 
Internationale Zusammenarbeit (GIZ), the 
Association of Devil’s claw exporters and 
the Network of the Cosmetics in Namibia 
(NANCi), under the BioInnovation Africa 
project, to develop guidelines for 
sustainable Devil’s Claw harvest and to 
support a training programme 
on sustainable 
harvesting techniques. 
Givaudan – 2022 Sustainability Report  103
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on biodiversity

implemented in order to reduce impact on 
critically important terrestrial and freshwater 
species and to avoid contamination of 
freshwater sources and streams.
We have dedicated projects in several 
of our prioritised natural ingredients 
supply chains such as patchouli, turmeric, 
guarana, rosemary, ginger, and many 
others. These projects are both internally 
implemented by our teams and with our 
suppliers or can be steered in partnership 
with external experts. 
The key aspects of our projects include 
the implementation of traceability 
foundations, training producers on good 
agricultural practices, and supporting their 
adoption by producers. Good agronomic 
practices embed, for example, plant and 
soil health management plans, integrated 
pest and disease management, 
biodiversity conservation such as keeping 
buffer zones around water sources and 
streams, protecting and restoring natural 
habitats within and around farms, etc. 
Such projects have an impact on several 
thousand farmers.
With a network of eight agronomists 
worldwide, we are systematising our 
approach and support towards more 
sustainable production for key ingredients 
in our procurement portfolio. 
Through a global network of trial farms, 
we test solutions to bolster botanical 
performance and explore more sustainable 
solutions to secure our supply chain and 
reduce our indirect impact on biodiversity. 
For example, we were able to identify, 
select and cultivate varieties of rosemary. 
This plant is otherwise wild harvested, 
placing an increased risk on this resource 
as global demand increases. Additional 
domestication and cultivation projects are 
underway in other parts of the world.
We also rely on third-party verification and 
certification, such as Farm Sustainability 
Assessment , Fair for Life and Roundtable 
on Sustainable Palm Oil (RSPO) 
certification for our products issued from 
palm oil and palm kernel oil to ensure that 
sustainable cultivation practices are 
followed. We also work with the Union 
for Ethical BioTrade standard to assess 
the adoption of ethical sourcing and 
biodiversity conservation practices in 
selected wild harvested raw materials. 
This provides a foundation for building 
continuous improvement plans together 
with our suppliers and the harvesters.
READ MORE
For more information on our verification and 
certification progress in our key supply chains, see our 
Responsible sourcing & traceability chapter (p140)
FOCUS STORY
Driving sustainable 
jasmine production
Egypt’s Nile Delta region produces more 
than 90% of the country’s annual 
jasmine yield. The crop provides stable 
incomes for farmers and pickers, but the 
jasmine flower is prone to attacks from 
insects and pests. The pesticides used to 
combat this issue can degrade soil and 
pose health risks to pickers. Working 
together with the Givaudan Foundation, 
and in line with our Naturals at Origin 
strategy, we initiated a project to bring 
solutions to these local environmental 
challenges as well as the associated 
challenges for humans. The project 
focussed on the promotion of sustainable 
plant protection measures and improving 
agricultural training practices. In 2022, 
we saw the success of the initiative, 
with 240 jasmine producers now using 
100% organic fertilisers, insect traps 
and producing their own compost.
Restoring ecosystems with 
regenerative agriculture
Regenerative agriculture is a holistic 
approach to farmland management that 
goes beyond sustainable farming: it aims 
at soil health restoration and upgrades to 
ecosystem resilience. There is no universal 
definition of the approach, but it generally 
relies on a set of agreed holistic principles 
which are then implemented according to 
the specificities of the site (farm, 
landscape). Often, techniques include 
keeping the soil covered by adapting 
no-tilling /no-weeding policies and 
implementing cover and/or inter-season 
cropping; enhancing crop rotation by 
moving away from mono-cropping; 
fostering crop associations by introducing 
farming models such as agroforestry; 
conserving and/or restoring natural 
habitats in and around farms, and finally, 
ensuring animal welfare through an 
integration of care and respect for animals 
in breeding activities. 
As an example, Givaudan is partnering 
with Brazbio and reNature to test the 
production of guarana following 
regenerative agriculture practices in Brazil. 
The demonstration plot will be monitored 
using agronomic, biodiversity and 
economic indicators, among others, 
providing active research that will serve as 
the basis of recommendations and support 
Givaudan – 2022 Sustainability Report  104
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on biodiversity

for guarana producers. The objective is to 
systematise the approach to regenerative 
agriculture and support the adoption of 
these practices in key cultivated raw 
material supply chains.
Fostering positive change beyond our 
supply chains
Ecosystem and species conservation and 
restoration is a landscape matter. In the 
case of cultivated biomass, farms are not 
always adjacent and adopting a landscape 
approach to drive adoption of sustainable 
production practices can be much more 
impactful in our efforts to protect and 
restore biodiversity. A similar approach is 
also appropriate for wild harvested 
botanicals whose abundance can be 
threatened by unsustainable harvest.
Reaching our objectives with the 
support of our partners
Our efforts are carried out in partnership 
with all Givaudan stakeholders (clients, 
suppliers, producers, communities), as well 
as with external and internal partners. 
We engage in platforms such as the 
Sustainable Agricultural Initiative Platform, 
the Alliance for the Preservation of Forests, 
Business For Nature, and the World Business 
Council For Sustainable Development 
Nature-Based Solutions working group, 
to share best practices and continuously 
improve our biodiversity action. 
Technical partners in origin countries help 
us identify, develop and bring to scale 
innovative and sustainable solutions in 
our supply chains. In France, we are a 
member of ITEIPMAI and the CRIEPPAM, 
two research centres pioneering agronomic 
research and recommendations of 
sustainable solutions for perfume, aromatic 
and medicinal plants.
Furthermore, restoration cannot be 
achieved without engagement of the 
people who interact and live within or 
nearby the relevant landscape: 
collaboration with producers, harvesters, 
traders, local authorities, experts and 
civil society is essential to protecting and 
restoring these lands.
Givaudan – 2022 Sustainability Report  105
Biodiversity
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Givaudan’s impact on biodiversity

Environmental 
performance
  
Environmental performance indicators	 107
Restatements of information	
111
Emission calculation methodologies	
112
Givaudan – 2022 Sustainability Report  106
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Key performance indicators
2015
(restated 
in 2022) ¹
2020
(restated 
in 2022) ¹
2021
(restated 
in 2022) ¹
2022 ²
Energy
Energy (GJ)
Direct energy consumption primary sources ³
2,572,103
2,597,086
 2,622,194 
Indirect energy: purchased electricity & steam
1,242,827
1,331,516
 1,377,174 
Total energy
3,814,929
3,928,602
 3,999,368 
Energy efficiency (GJ/tonne of production)
Direct energy efficiency
5.02
4.35
 4.28 
Indirect energy efficiency
2.43
2.23
 2.25 
Total energy efficiency
7.67
6.58
 6.53 
Emissions 
GHG emissions (tonnes)
Scope 1
From direct energy sources ⁴
149,707
144,418
 145,567 
From biogenic sources ⁵
7,905
7,086
 9,023 
Scope 2
From indirect energy sources ⁴
113,244
36,908
 24,295 
From biogenic sources ⁵
0
1,631
 1,453 
Total scope 1+2 GHG emissions direct and indirect ⁴
262,951
181,326
 169,862 
Total scope 1+2 GHG emissions biogenic ⁵
7,905
8,718
 10,476 
Scope 3 ⁶
Purchased goods and services
1,917,037
1,902,794
 1,921,823 
   Raw materials
1,691,701
1,677,400
 1,670,605 
   Other Indirect materials & services categories (excluding existing categories) ⁷
146,856
133,055
 149,040 
   Packaging
78,480
92,339
 102,178 
Capital goods ⁷
51,722
56,003
 72,959 
Fuel- and energy-related activities
105,744
36,349
 37,067 
Upstream transportation and distribution 
29,674
39,990
 47,657 
Waste generated in operations
19,321
24,084
 24,206 
Business travel
24,461
1,794
 5,946 
Employee commuting
21,516
13,277
 13,295 
Downstream transportation and distribution
54,615
65,297
 87,785 
   Outbound product to customers
39,503
42,343
 45,359 
   Outbound intercompany deliveries
15,112
22,954
 42,426 
Total scope 3 GHG emissions
2,224,090
2,139,587
 2,210,738 
Environmental performance indicators
DISCLOSURE 302 – 1, 302 – 4, 305 – 1, 305 – 2, 305 – 3, 305 – 5, 305 – 7
Givaudan – 2022 Sustainability Report  107
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Key performance indicators
2015
(restated 
in 2022) ¹
2020
(restated 
in 2022) ¹
2021
(restated 
in 2022) ¹
2022 ²
GHG emissions efficiency (tonnes of GHG/tonne of production) ⁸
Scope 1: from direct energy sources (excluding biogenic)
 0.29 
 0.24 
 0.24 
Scope 2: from indirect energy sources (excluding biogenic)
 0.22 
 0.06 
 0.04 
Total GHG emissions efficiency
 0.51 
 0.30 
 0.28 
Waste
Hazardous waste (tonnes)
Preparation for reuse ⁹
12,495
 13,702 
Recycling
9,360
 11,646 
Other recovery operations ⁹
7,106
 7,611 
Total hazardous waste diverted from disposal by recovery operation
21,080
28,962
 32,958 
Incinerated without energy recovery offsite
5,855
5,923
 5,994 
Incinerated with energy recovery
7,254
8,551
 9,628 
Landfilled
234
147
 363 
Total hazardous waste directed to disposal by disposal operation
13,343
14,621
 15,985 
Total hazardous waste 
34,423
43,583
 48,943 
Non-hazardous waste (tonnes)
Preparation for reuse ⁹
1,643
 3,655 
Recycling
62,456
 58,232 
   Recycling
14,808
 13,690 
   Composted
17,420
 17,858 
   Biogas production
30,228
 26,684 
Other recovery operations ⁹
470
 940 
Total non-hazardous waste diverted from disposal by recovery operation
56,031
64,569
 62,827 
Incinerated without energy recovery
1,629
1,904
 930 
Incinerated with energy recovery
2,501
3,753
 2,973.02 
Landfilled
11,201
10,853
 14,245 
Total non-hazardous waste directed to disposal by disposal operation
15,331
16,510
 18,148 
Total non-hazardous waste 
71,362
81,079
 80,975 
Total incinerated and landfilled waste (HZ and NHZ, tonnes)
28,674
31,130
 34,133 
Waste efficiency (kg/tonne of production) ¹⁰
 49.24 
 52.13 
 55.74 
One-off waste (tonnes) ¹¹
1,646
1,839
 6,226 
Total waste (tonnes)
107,431
126,500
 136,145 
Givaudan – 2022 Sustainability Report  108
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Environmental performance indicators

Key performance indicators
2015
(restated 
in 2022) ¹
2020
(restated 
in 2022) ¹
2021
(restated 
in 2022) ¹
2022 ²
Water
Water intake (m3) 
Surface water 
4,923,265
5,088,104
 5,626,343 
Groundwater 
1,640,616
1,490,113
 1,515,927 
Seawater
0
547
 380 
Third-party water - purchased water
3,268,029
3,549,765
 3,295,031 
Rainwater collected directly and stored by the reporting organisation
13,200
14,099
 13,860 
Third-party water - wastewater from another organisation
275,828
258,438
 225,659 
Total water withdrawal ¹²
10,120,938
10,401,066
 10,677,199 
Total water withdrawal from sites facing water stress ¹²
686,247
670,951
 654,294 
Water efficiency (m3/tonne of production) ¹³
8.43
8.44
 7.86 
Water discharge (m3)
To the environment w/o biological treatment
3,860,523
4,473,776
 4,784,132 
To the environment after biological treatment
2,151,186
2,100,415
 2,179,026 
To external treatment facility w/o pre-treatment
829,104
789,582
 691,798 
To external treatment facility with pre-treatment
1,897,986
2,000,693
 2,035,110 
Total water discharge
8,738,800
9,364,466
 9,690,066 
Total water discharge from sites facing water stress
383,648
400,374
 372,384 
Water consumption (m3)
Water consumption
1,382,138
1,036,600
 987,133 
Water consumption from sites facing water stress
302,600
270,577
 281,910 
COD (tonnes)
COD load of water discharged to the environment
1,149.08
 1,386.50 
Givaudan – 2022 Sustainability Report  109
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Environmental performance indicators

Key performance indicators
2015
(restated 
in 2022) ¹
2020
(restated 
in 2022) ¹
2021
(restated 
in 2022) ¹
2022 ²
Other data
Nitrogen oxides – NOx (tonnes) ¹⁴
73.13
 73.74 
Sulphur dioxide – SO2 (tonnes) ¹⁴
105.35
 102.78 
Volatile organic compounds (tonnes)
1,055.17
 1,028.35 
CFC inventory (kg)
4,780
 4,379.97 
CFC11 equivalent inventory (kg)
607
 247.79 
CFC loss-replacement (kg)
618
 233.64 
CFC11 equivalent loss/replacement (kg)
34
 12.68 
Production
Production quantities (tonnes)
512,087
582,306
597,148
 612,349 
1.	 These values include the figures from the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and Ungerer sites as well as from restatements.
2.	 Assured 12-month rolling figures (Q4 2021 to Q3 2022) for values including the acquisitions of Naturex, Vika, drom, Albert Vieille, Golden Frog and Ungerer sites.
3.	 It includes natural gas (0.0336 GJ/m3), light fuel (39.5904 GJ/m3), heavy fuel (40.1759 GJ/m3), Liquid Petroleum Gas (23.8018 GJ/m3), town gas (0.0254 GJ/m3), waste used as an energy source (as per site specific waste type characteristic Net Calorific Value), 
biofuel (33.1080 GJ/m3), biogas (0.0342 GJ/m3), biomass (0.0116 kg/GJ), coal (26.7000 GJ/tonne), geothermal energy (0.0036 GJ/kWh), deducting steam sold (3.0750 GJ/tonne).
4.	 Including emissions of CH4 and N2O from usage of biogenic fuels (biomass/biofuels).
5.	 Including emissions of CO2 from usage of biogenic fuels (biomass/biofuels).
6.	 These values include figures coming from the acquisitions of Naturex, Vika and drom.
7.	 These two categories do not include data for the acquisitions of Naturex, Vika and drom.
8.	 Includes only scope 1 and scope 2.
9.	 This data was not collected in 2020. We started to include this category in our reporting in 2021. In the past this treatment was included in the recycling processes.
10.	Includes incinerated with and without energy recovery and landfilled waste (from both Hazardous and Non Hazardous waste).
11.	This indicator measures the total quantity of waste that is not directly related to daily operations, but is categorised as one-off waste.
Examples of waste in this category are waste materials coming from demolition or remediation activities or waste or raw materials following an unusual incident, for instance a fire.
12.	Includes sanitary, cooling and process water.
13.	Includes third-party water (municipal supplies/purchased water) and groundwater.
14.	Quantity is calculated by multiplying the annual fuel consumption by the corresponding emission factor for fuel type.
Givaudan – 2022 Sustainability Report  110
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Environmental performance indicators

Explanation
Over the year, we may face changes in 
data or calculation methods that impact 
data that has already been published. We 
therefore restate the data, both to provide 
a meaningful comparison between years 
for environmental performance and to 
monitor key performances indicators.
Baseline recalculation
In order to enable a meaningful 
comparison of environmental performance 
over time, Givaudan has established a 
standard process, based on the GHG 
Protocol, to recalculate its baseline 
indicators in case of structural changes 
such as acquisitions, changes in calculation 
methodology or inventory boundaries. 
This allows us to compare performance on 
a like-for-like basis over time. The process 
includes definitions of recalculation triggers 
and the process of reporting the 
information. Thanks to this guidance, 
Givaudan is able to track its environmental 
performance in a transparent manner and 
with confidence that the data are accurate 
despite changes related to business growth.
Baseline years
In this report we use two baseline years 
to show our performance indicators, 
2015 and 2020. The GHG emission 
science-based targets were set against 
a 2015 baseline and water targets have 
a baseline of 2020. Our waste ambition 
has a baseline of 2020.
In this report, the baseline recalculation is 
done for all metrics. To consider the impact 
of 2015 and all subsequent acquisitions, we 
recalculated the 2015 baseline. In the 2020 
(Q4 2019 to Q3 2020) baseline the past 
values for water and waste of the acquired 
sites have been integrated
Reasons for change
The majority of the changes for operations-
related data are due to the impact of 
integrating information from recently 
acquired companies – Albert Vieille, 
Golden Frog and Ungerer – into our 
baseline and past-year data. 
We also restate data when we identify 
corrections that must be reflected in the 
past performance or when we use a new 
calculation or measurement methodology 
for certain indicators. This is done with the 
aim of keeping the data consistent and 
comparable over time.
We did not change the reporting scope for 
scope 3 in 2022. Recently acquired 
companies will be integrated into the 
calculation next year. This means that our 
scope 3 emissions for 2022 are 
comparable on a like-to-like basis with 
those of 2021.
Restatements of information
DISCLOSURE 2 – 4
Givaudan – 2022 Sustainability Report  111
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Scope 3 model evolution
The modelling of scope 3 carbon 
emissions is an iterative process based on 
science that is still evolving. We started 
our efforts in this area in 2017 with our first 
full scope 3 inventory based on financial 
activity data using the so-called ESHER 
model. This is an extended multi-regional 
input-output model based on Global 
Trade and Analysis Project (GTAP) data in 
addition to internal modelling for 
categories like business travel, packaging, 
waste and transport.
Since then, the model has gone through 
several evolutionary steps. We have begun 
modelling our raw material with a process-
based approach that applies the best 
available proxy data from verified generic 
databases like ecoinvent or our own LCA 
data. We have also added granularity and 
accuracy through the inclusion of 
additional packaging categories and new 
classes of travel for business trips. We are 
continuing with the evolution of our model 
by implementing more details on the 
concentration of our product, integrating 
allocation principles and taking dedicated 
proxies for the main processes in our 
supply chain into account. 
We actively advocate for more transparency 
and alignment in this area, as was done 
decades ago for financial reporting, by 
participating in several relevant initiatives 
such as the WBCSD pathfinder of the TfS 
(Together for Sustainability) workstream on 
scope 3 emissions. 
Purchased goods and services
Raw materials
For Natural and Synthetic raw materials, 
figures are estimated according to 
process-based modelling using individual 
modelling per substance and considering 
all physical inputs (energy, fertilisers, etc.). 
The model allows us to identify the carbon 
footprint of each substance using its weight 
(kg) and the most accurate emission 
factors. Emission factors are based on 
data from global generic Life Cycle 
Inventory databases (ecoinvent, World 
Food LCA Database) and internal primary 
data. Specific emission factors are used for 
substances representing the highest volume 
purchased. Proxies have been 
extrapolated for others. The model has 
been applied on purchased data from 
2015, 2020, 2021, and 2022, which allows 
us to establish the current performance and 
the 2015 baseline. 
Indirect material and services
For other Indirect materials and services 
categories (excluding existing categories), 
figures are calculated through the ESCHER 
model – an extended multi-regional 
input-output model based on Global Trade 
and Analysis Project (GTAP) data – on the 
basis of financial values of materials 
purchased during 2015 and the country of 
origin. The 2022 GHG emission figure was 
then calculated by using the 2015 ratio 
between spend and GHG emissions and 
extrapolating to the 2022 spend figure.
Packaging
For packaging materials, the figure was 
calculated by extracting the number of units 
for each type of packaging used at 
Givaudan from the Company’s ERP 
database. This number was multiplied by 
the carbon footprint figure for the type of 
packaging (as received from suppliers or in 
publicly available databases). The totals for 
each type of packaging were consolidated 
to give a total Givaudan figure.
Capital goods
The figures are calculated through the 
ESCHER model on the basis of financial 
values of hardware purchased during 
2015. The 2022 GHG emission figure was 
calculated by using the 2015 ratio between 
spend and GHG emissions and 
extrapolating to the 2022 spend figure.
Fuel- and energy-related activities 
(not included in scope 1 or 2)
The calculation considered the primary 
energy carriers for the production of heat, 
electricity and steam, and the technology 
standard in the countries of the respective 
sites. The data basis for the lifecycle 
inventory is the ecoinvent database 3.6 
(method: IPCC 2013, 100 years). The 
scope 3 emissions were estimated directly 
through the analysis of the respective 
ecoinvent datasets by subtracting scope 1+2 
emissions from overall emissions. Scope 3 
emissions for the delivery of electricity 
(infrastructure, grid losses and direct 
emissions) have also been accounted for.
Upstream and downstream 
transportation and distribution
We monitor the environmental impact of 
transportation (air, ship and road) by 
calculating the associated GHG emissions. 
We do this through a model that tracks all 
transport movements through our SAP 
system (by mode of transport), from 
delivery to receipt locations of raw 
materials. To calculate the GHG footprint, 
we use emission factors per mode of 
transport according to the Cefic (European 
Chemical Industry Council) guideline.
Emission calculation methodologies
DISCLOSURE 305 – 3
Givaudan – 2022 Sustainability Report  112
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix

We have integrated recent acquisitions 
for which we did not have data in SAP 
by using production tonnage proxy to 
extrapolate their impacts.
Waste generated in operations
Emission factors on a per tonne waste 
basis (as extracted from scope 3 guidance 
documents from WBCSD + WRI) have 
been multiplied with the total weight of 
waste generated at our manufacturing 
locations. The scope of the calculation 
covers waste to landfill and to incineration. 
Business travel
Data on distance travelled are collected 
through our global and local travel 
agencies. To calculate the GHG footprint, 
emission factors per haul and class are 
used according to the 2022 Department 
for Environment, Food and Rural Affairs 
(Defra, UK) definition. We use the Emission 
factor including the RF effect. 
Employee commuting
The reported 2022 figure is based on 
our 2021 employee commuting survey/
questionnaire. We calculated 2022 
emissions by updating the number of 
employees between 2021 and 2022. 
The next survey is planned for 2024.
Givaudan – 2022 Sustainability Report  113
Environmental 
performance
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Emission calculation methodologies

Social
 
Our ambitions	
115
Human rights	
116
Diversity, inclusion & 
people development	
121
Employee safety, health & wellbeing	
130
Responsible sourcing & traceability	
140
Local community development	
151
Consumer health & wellbeing	
158
Givaudan – 2022 Sustainability Report  114
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Our ambitions
Before 2030, we will be an even more balanced and inclusive Company.
Focus area
Target
Status 2022
Actions and measures
Diversity 
and inclusion
We will be rated amongst the leading employers for inclusion globally 
before 2025
in progress
Building more inclusive hiring practices:
	› Inclusive job ads
	› Balanced slates for hiring and promotion
	› Hiring Manager Training
Fostering inclusive leadership development:
	› Evolving our Leadership Development 
programmes
	› Better Balance Approach
	› Managing unconscious bias at work
50% of our senior leaders will be from high growth markets before 2030 
(baseline 2018)
27%
50% of our senior leaders will be women before 2030 (baseline 2018)
27%
Before 2025, we will improve how we care for all of our people.
Focus area
Target
Status 2022
Actions and measures
Caring for 
employee 
safety, health 
and mental 
wellbeing
We will reduce our total recordable case rate by 50% before 2025 
(baseline 2018)
–36%
	› Investing in our plant and technical equipment 
	› Further developing our Responsible Care 
Management System
	› Conducting periodic assessment of risk and 
control on site
	› Expanding our behavioural safety programme: 
advanced safety leadership training and 
comprehensive worker trainings on health and safety
Everyone on our sites will have access to mental and physical health 
initiatives, tools and training before 2025
in progress
Providing access to mental and physical health initiatives, tools and training for all employees:
	› Employee assistance programme 
	› Embedding health and wellbeing into our day-to-day routines
By 2030, we will source all materials and services in a way that protects people and the environment.
By 2030, we will improve the lives of millions of people in communities where we source and operate.
Focus area
Target
Status 2022
Actions and measures
Communities 
benefit by 
working with 
Givaudan
100% of materials and services will be sourced responsibly by 2030
26% ¹
	› Implementation of our Sourcing4Good programme, Responsible Sourcing Policy
We will improve the lives of millions of people in 
communities where we source and operate by 2030
Through employee activities, Green Teams and the Givaudan Foundation, develop initiatives that:
	› Respond to needs within communities
	› Support activities ranging from health and education to enhancing environmental and agricultural practices
Our 
contribution 
to SDGs
215,059
1. In 2022, this includes only natural raw materials.
Givaudan – 2022 Sustainability Report  115
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Human rights
 
Givaudan’s impact on human rights	
117
Givaudan – 2022 Sustainability Report  116
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Givaudan’s impact on human rights
Explanation of the material topic
DISCLOSURE 2 – 23
Human rights are inherent to all human 
beings, regardless of race, sex, nationality, 
ethnicity, language, religion, or any other 
status. As expressed in the International 
Bill of Human Rights and the International 
Labour Organization’s Declaration on 
Fundamental Principles and Rights at 
Work, they range from the very right to life 
and liberty to rights to education and 
work, and cover a wide spectrum of human 
experience. As such, the topic is highly 
transversal and touches on many aspects 
of our lives.
We believe that everyone is entitled to these 
rights and that upholding them, and, where 
applicable, promoting them, is essential. It 
is fundamental to the best way of doing 
business and living our Company purpose.
A commitment to respect human rights, to 
act with due diligence to avoid causing or 
contributing to human rights abuses through 
our own activities, and to prevent and 
address abuses linked to our operations, 
products or services around the world 
enables us to be a responsible corporate 
citizen. Specifically, these efforts help us to 
live up to our commitments under the United 
Nations Global Compact’s Ten Principles 
and the WBCSD’s CEO Guide to Human 
Rights, to which we are signatories. It also 
MATERIAL TOPIC DEFINITION
Human rights
Ensuring that Givaudan respects human 
rights by acting with due diligence, as 
defined in the UN Guiding Principles for 
Business and Human Rights, and 
International Labor Organization’s 
Declaration on Fundamental Principles 
and Rights at Work.
PURPOSE PILLARS
 Creations    Nature    People    Communities 
forms part of our contribution to realise the 
Sustainable Development Goals, especially 
Goals 2, 3, 5, 6, 8 and 17.
We extend our human rights efforts to our 
partners throughout the supply chain. We 
aim to ensure that they adhere to our 
principles and, as explained in more detail 
in the chapter on Responsible sourcing & 
traceability, help them to do so. Givaudan 
strives to be a force for good in the world 
and looks to act with empathy and humility 
wherever we are present.
Positive and negative 
impacts assessed 
DISCLOSURE 3 – 3
Given the broad transversality of the topic, 
our commitment to and actions supporting 
human rights can have a wide impact on 
the world around us. In our own operations, 
our care and respect for human rights has a 
positive impact on people and topics as 
varied as safety issues, proper working 
conditions, hours and wages, worker-
management conflicts, productivity, mental 
and physical health, and equality. 
Our approach to these topics includes our 
management of health and safety with our 
global EHS programme, enhanced safety 
standards at sites, leading Human 
Resource policies and practices, grievance 
and regular review mechanisms, for 
example. The details on all of these topics 
can be found in the relevant chapters of 
this report. 
In our supply chains, our approach 
contributes to a positive impact in reducing 
poverty and bringing workers into the 
formal economy, establishing fair wages 
and working conditions, and ensuring 
equal opportunities and reducing labour 
conflicts. We also contribute to educating 
children for the future. 
Neglecting human rights may lead to issues 
around wages, hours, safety, working 
conditions and defaulting on regulatory 
obligations. Neglecting human rights in our 
supply chains may lead to extreme bodily 
and mental harm, slavery and sexual or 
economic exploitation. Children may be cut 
off from schooling and health care, 
restricting their fundamental rights and 
threatening their futures. We are, for 
example, aware of a rising trend in child 
labour. The COVID-19 pandemic 
exacerbated it because schools were 
closed, people lost jobs and as a result, 
more children started to work. Agriculture is 
particularly affected and so this is one of 
the bigger risks we all collectively face. 
Working conditions are another area that 
has suffered because of the pandemic. It 
disrupted supply chains around the world 
Givaudan – 2022 Sustainability Report  117
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Human rights

and introduced significant price fluctuations. 
The people most affected are those who 
tend to be at the bottom of the pyramid, 
including farmers and workers, and we 
need to ensure that these people are 
working in safe and humane conditions. 
We address the potential for such 
negative impacts on our supply chains 
through responsible sourcing and our 
Soucing4Good programme, procurement 
interventions such as VQM, grievance 
mechanisms and dedicated human rights 
programmes on topics such as child labour 
awareness training. 
Management of the impacts
DISCLOSURE 2 – 24, 2 – 25, 2 – 26, 3 – 3
We must take responsibility for our actions 
and as such, we have an explicit 
commitment to respecting human rights. We 
respect, protect, and fulfil human rights 
within our sphere of influence and 
contribute to eradicating inequality and 
unfair labour conditions wherever we do 
business. We strive to make a positive 
impact on the communities in which we are 
present. We endorse the UN Guiding 
Principles for Business and Human Rights, 
the OECD Guidelines for Multinational 
Enterprises and Tripartite Declaration of 
Principles concerning Multinational 
Enterprises and Social Policy of March 2017.
Where our own principles and practices 
are stricter than applicable legislation 
and in alignment with applicable human 
rights frameworks, we apply our higher 
internal standards.
Responsibility for implementing our 
commitment to human rights is governed 
by internal management roles. Givaudan 
has mandatory policies and procedures in 
place that apply globally. Overall 
accountability for ensuring we uphold our 
human rights commitments lies with our 
Chief Executive Officer, supported by our 
Executive Committee.
Our explicit commitment to respect human 
rights, including labour rights, is outlined in 
our Group-wide Principles of Conduct. In 
January 2021, we also published a Human 
Rights policy, which expands on this 
commitment. It applies to Givaudan’s direct 
operations, the entities we own and the 
facilities we manage. We expect every 
employee to take personal accountability 
for upholding our principles in daily actions 
within their own sphere of influence and 
with business partners and stakeholders. 
Information on our efforts and commitments 
around social responsibility, human rights 
and ethical business aspects can also be 
found in our Commitment to Social 
Responsibility Position Statement, on our 
Human Rights webpage and in our annual 
UK Slavery Act and California Transparency 
Act statements.
Putting our policies into practice means 
working continuously to identify human 
rights impacts, avoiding and addressing 
them, continuously monitoring the 
effectiveness of our measures and 
periodically reporting on our performance. 
We are on a journey of continuous 
improvement and in a constantly changing 
operating environment we need to 
regularly review the way we respond. We 
are implementing a Group-wide human 
rights programme, which also includes 
human rights assessments and measures to 
identify and engage with vulnerable or 
marginalised groups as part of the 
stakeholder dialogue.
We also recognise that human rights is not 
a subject that we can address alone: we 
work with all relevant stakeholders. 
Suppliers are a particular focus and we 
help them adhere to our principles through 
our Responsible Sourcing Policy, as 
detailed in the chapter on Responsible 
sourcing & traceability.
We have zero tolerance for any form of 
human rights abuse and follow strict 
governance, grievance and remediation 
mechanisms to ensure compliance with our 
principles and commitments. We also 
provide various mechanisms for raising 
concerns. Employees can do this in 
confidence with a Local Compliance 
Officer, the Corporate Compliance Officer, 
the Legal Department or through our 
internal Compliance Helpline. Third-parties 
can raise issues in confidence to the Head 
of Group Ethics and Compliance by email.
All issues are handled confidentially, 
consistent with Givaudan’s need to 
investigate, in compliance with legal 
requirements and in cooperation with law 
enforcement authorities, where required. 
Givaudan does not tolerate any form of 
retaliation against anyone who seeks 
advice or reports misconduct in good faith.
Due diligence and stakeholder 
engagement
We continuously identify human rights 
impacts and monitor the effectiveness of 
our measures. We work with governments, 
non-governmental organisations, 
employees, suppliers, customers, 
communities and all other relevant 
stakeholders. Our Responsible Sourcing 
Policy strives to ensure that our suppliers 
adhere to our human rights principles. 
Givaudan – 2022 Sustainability Report  118
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Human rights
Givaudan’s impact on human rights

Beyond our broad general commitment to 
human rights, we have identified a number 
of focus areas that are particularly relevant 
for Givaudan. They are listed below and 
details are given in relevant chapters, as 
noted, throughout the report.
Key human rights focus areas
Right to decent workplace, 
health and wellbeing
We align with the Ethical Trade Initiative’s 
(ETI) base code principles, and respect 
and adhere to all of these standards 
including those regarding working 
conditions, occupational health and safety, 
working hours, wages and rest time. 
READ MORE
More information can be found in the chapter on Employee 
safety, health & wellbeing on p130
Consumer health and safety
Respecting consumers’ human rights is 
an essential part of our efforts, especially 
in relation to product safety and the 
potential impact on the consumers’ right to 
health. We commit to ensuring that our 
products are safe for intended consumer 
use and comply with all applicable laws 
and regulations. 
READ MORE
More information can be found in the chapter on Consumer 
health and safety on p158
Child labour and forced labour
We do not practise or tolerate any form of 
child exploitation, and do not provide 
employment to children before they have 
completed their compulsory education. This 
applies to employment within Givaudan, 
and we expect the same from our partners 
and suppliers. All forms of forced and 
compulsory labour are against our 
principles; we do not practise or tolerate 
any form of exploitation, or forced or 
compulsory labour. 
READ MORE
More information can be found in the chapter on Governance 
& business conduct / ethics / transparency on pp40–43
Rights of communities where we 
operate and source (including right 
to clean environment)
We respect the human rights of people in 
communities impacted by our activities and 
recognise that vulnerable and marginalised 
groups deserve particular attention. We 
systematically engage with our communities 
to better understand their needs. 
READ MORE
More information can be found in the chapter on Responsible 
sourcing & traceability on p140
Givaudan – 2022 Sustainability Report  119
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Human rights
Givaudan’s impact on human rights

Madagascar is the world’s leading producer 
of vanilla, one of the key natural ingredients 
that we source. It also has, however, one of 
the highest poverty rates in the world. This 
creates certain challenges including child 
work and labour, biodiversity, and other 
human rights-related risks. 
Tackling this complex topic requires a holistic 
approach. We have therefore joined up with 
industry peers in addition to local partners 
such as our joint venture entity SOMAVA, 
farmers, NGOs and local government 
agencies, as well as the Givaudan 
Foundation, to promote sustainable and 
human rights practices in this supply chain. 
Promoting awareness of and combating 
child work/labour is one key aspect of our 
ongoing efforts on the ground, supplementing 
work in education, healthcare and 
biodiversity. Thanks to the involved and 
dedicated team at SOMAVA, we have been 
able to implement a plan to promote a 
sustainable, resilient family farming system for 
vanilla in 31 villages, representing 
3,300 organic vanilla farmers.
Concretely, we focussed on raising 
awareness of human rights and child work/
labour topics, improving access to education, 
healthcare and nutrition, fair remuneration, 
and agroforestry training.
Raising awareness
To raise awareness, we held 
training sessions on our 
human rights position and, 
specifically, on the rights of 
children. We strengthened 
this message by adapting 
our Responsible Sourcing 
Policy to make it more 
accessible for producers and 
by training our own teams, with 
the in-field support of Save the 
Children. We are already seeing the 
impacts, with villagers proactively proposing 
solutions adapted to their village context 
following our training sessions.
Focus on education
Building and renovating schools, and 
supplying furniture and materials, has 
allowed us to help children in remote 
villages continue their education. This helps 
keep them from participating in farming 
and other work activities and also better 
prepares them for adulthood. To date, we 
have been involved in the construction or 
repair and maintenance of 30 schools, 
affecting more than 5,000 children. We 
have also addressed food security by 
enhancing rice farming practices through 
the Givaudan Foundation. Our Foundation 
programme promotes alternative revenue 
streams such as beekeeping, livestock 
farming and home gardening. 
Hygiene and health
We have supported and 
promoted hygiene and 
health services in our 
vanilla supply chains 
villages by building two 
health centres servicing 
1,000 patients annually. 
Additionally, nearly 
70 water wells provide 
clean water for more than 
18,000 Malagasy villagers. 
Promoting the empowerment of women
Working with Save the Children, we are 
training our teams on the Gender Action 
Learning System (GALS) approach. The 
GALS method aims to give women and 
men better control of their lives, and 
promote and support an enduring 
movement for gender justice. 
Our proximity to farmers in Madagascar 
has enabled us to build up a relationship of 
trust and dialogue, allowing us in turn to 
adapt our activities to the local context and 
needs. Using farmer feedback, internal 
control and verification along with ongoing 
third-party evaluation, we are continuing to 
improve the programme as it develops.
CASE STUDY
Tackling child labour risks in our vanilla supply chain in Madagascar
Givaudan – 2022 Sustainability Report  120
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Human rights
Givaudan’s impact on human rights

Diversity, inclusion & 
people development
  
Givaudan’s impact on diversity, 
inclusion & people development	
122
Diversity and inclusion	
124
People development	
128
Givaudan – 2022 Sustainability Report  121
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Explanation of the material topic
As a leading employer in the field with 
a global workforce of more than 
16,670 employees, our success rests on 
our employees and their talent. Working 
in a wide variety of roles, they help 
transform original creations into products 
that are designed to satisfy the most 
demanding requirements.
Having a diverse workforce that reflects 
the societies in which we operate, with 
multiple perspectives, backgrounds and 
points of view, improves business decisions 
because of the breadth and depth of 
experience represented. 
MATERIAL TOPIC DEFINITION
Diversity, inclusion & 
people development
Having a balanced workforce that 
reflects the societies in which Givaudan 
operates, including the elimination of all 
discrimination to ensure that people from 
all backgrounds and genders have the 
opportunity to succeed. Effectively 
recruiting, developing, engaging, 
deploying and retaining talent that meets 
future business imperatives.
PURPOSE PILLARS
Creations    Nature    People    Communities 
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3
Diversity and inclusivity are critical to 
Givaudan’s business and help us manage 
our complex operating environment and 
serve our customers in the best possible 
way. Effectively recruiting, developing, and 
motivating a balanced workforce that 
meets future business imperatives is critical 
to improving staff retention, reducing costs 
and increasing our revenue. It also is 
important for individual development.
Eliminating discrimination and providing 
equal opportunities to people from all 
backgrounds and genders empowers them 
to seize the opportunities they deserve, 
boosting morale and loyalty and 
cultivating leaders with legitimacy. 
Givaudan’s impact on diversity,
inclusion & people development
TARGETS TO REACH OUR AMBITION
Focus area
Target
Status 2022
Diversity 
and inclusion
We will be rated amongst the leading employers for inclusion 
globally before 2025
in progress
50% of our senior leaders will be from high growth markets before 
2030 (baseline 2018)
27%
50% of our senior leaders will be women before 2030 
(baseline 2018)
27%
Embedding intentional inclusion in our 
systems, processes and policies allows us 
to provide our employees with the support 
they need and reduce unconscious bias. 
We are working towards a Company 
culture that embraces the whole person, 
that is, all the traits and characteristics that 
make us unique.
Managing talent and working to achieve 
gender equality for both senior leadership 
representation for women and in high 
growth markets also allows us to promote 
social development. Full participation of 
women at Givaudan, including equal pay, 
is a step towards increasing decent work 
and economic growth worldwide by 
addressing issues such as wage gap 
differences between women and men, or 
nationals and migrants. 
Givaudan – 2022 Sustainability Report  122
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development

Potential negative impacts include 
increased turnover. There is intense 
competition with the changing roles and 
needs of people in terms of alternative 
careers, lifestyles and priorities, and a 
corresponding increase in hiring demand 
externally and internally. Candidates also 
have higher expectations in terms of the 
need for flexible work arrangements.
Management of the impacts
DISCLOSURE 3 – 3
We implement policies and programmes 
that are consistent with promoting equal 
opportunities for everyone, without 
discrimination. We ensure that Givaudan 
respects human rights by acting with due 
diligence, as defined in the UN Guiding 
Principles for Business and Human Rights, 
which include a right to non-discrimination. 
We also expect our suppliers to recruit, 
employ and promote employees on the 
sole basis of the qualifications and abilities 
needed for the work to be performed, and 
without regard to race, age, gender, 
national origin, religion or any other 
category not relevant to performance.
We embed intentional inclusion in our 
systems, processes and policies to provide 
our employees with the support they need, 
to reduce unconscious bias and meet local, 
regional and organisational contexts and 
legal requirements. In addition, the path to 
leadership is open to all motivated, 
talented and qualified people and we are 
committed to equal opportunity.
Details on how we manage our impacts 
through our approach to diversity and 
inclusion can be found on pages 124–127, 
and through people development on 
pages 128–129.
Givaudan – 2022 Sustainability Report  123
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

Diversity and inclusion 
We embrace diversity throughout our 
organisation, recruiting to build a 
representative and inclusive workforce of 
local talent and industry experts that help 
us support growth in all markets. Our 
Diversity Position Statement outlines our 
commitment to ensuring a representative 
workforce that reflects the diverse 
communities in which we operate. 
We assess and review the statistics of our 
workforce, tracking progress, particularly 
in relation to gender and nationality, 
including the percentage of women and 
high growth market nationalities in 
leadership positions. 
Turnover is also monitored very closely at 
Givaudan because it is important to 
understand why people leave the 
organisation. This helps us manage the 
turnover rate, reduce regretted losses and 
develop a better understanding of how to 
retain our people.
Hiring demand has increased both 
internally and externally because of the 
current talent landscape, which includes 
more voluntary turnover because of intense 
competition in roles and peoples’ changing 
needs. Candidates also have higher 
expectations, e.g., a need for flexible work 
arrangements. To help mitigate this, we 
have placed a focus on embedding best 
practices in talent acquisition and 
leveraging our unique value proposition as 
an employer. In specific areas where 
turnover is higher, such as in North 
America, we focus on our unique work 
culture and involving and collaborating 
with local teams on engagement and 
community building. 
We continue to promote a representative 
workforce through our Better Balance 
approach. This involves two discussions of 
two hours each, giving senior leaders an 
opportunity to exchange ideas with 
colleagues about how our leadership 
mix can better reflect consumer and 
market demographics. Since the 
programme’s launch in 2020, 386 people 
have participated. 
Other actions to achieve our balanced 
targets include inclusive hiring initiatives. 
In order to attract and assess top talent 
faster, we further developed tools to 
help us create more impactful and inclusive 
job advertisements. Inclusive hiring 
initiatives also involve having a balanced 
list of candidates and balance in the 
interviewing panel. 
Deliberate succession planning enabled us 
to place emphasis on leaders in the high 
growth market regions. For example, our 
Asia Pacific leadership acceleration 
programme helps selected senior 
managers in the region expand their 
potential, specifically in terms of leadership 
and managerial capacities. We ran a pilot 
programme for Taste & Wellbeing with a 
small, select group of female leaders. This 
initiative promotes self-discovery and 
development, and strengthens our 
sponsorship of women, particularly in 
high-growth markets.
Fostering a sense of belonging in the 
Company helps us bolster inclusiveness. 
Our instructor-led course for managers, 
“Managing Unconscious Bias at Work,” 
teaches the importance of inclusive 
behaviours, of being aware of, and 
managing, our unconscious bias. Two 
online learning opportunities, “Discover 
Our Bias” and “Disrupt the Bias: Making 
Our Workplace More Inclusive,” were 
developed to train on how to identify 
unconscious biases and disrupt them to 
create a more inclusive culture. Another 
initiative, “Becoming an Ally to All”, is 
based on the notion of allyship and how to 
advocate for others. This allows us all to 
play a critical role in promoting the 
visibility, validity, and credibility of the 
work and contributions of others.
Information on employees 
and other workers
DISCLOSURE 2 – 7, 401 – 1, 405 – 1
TOTAL GIVAUDAN EMPLOYEES
2022
2021
Total number of full time 
employees ¹
 16,676
 16,842 
Total head count ²
 15,119 
 14,128 
1.  Number of full time employees refers to equivalent full time 
employees in all Givaudan entities and the 19 acquisitions 
since 2014.
2. Head-count is defined as the number of physical people 
and includes internal temporary and regular employees 
in all Givaudan entities and acquisitions except: DDW, 
Custom Essence, Ungerer..
Givaudan – 2022 Sustainability Report  124
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

CATEGORIES AND COMPOSITION OF GOVERNANCE ¹
Women
Men
<30
30–50
>50
Total
Senior Leaders ²
 57 
 151 
–
 78 
 130 
 208 
- in % 
27%
73%
0%
38%
63%
100%
Middle managers 
 2,101 
 2,048 
 83 
 3,013 
 1,053 
 4,149 
- in % 
51%
49%
2%
73%
25%
100%
Associates 
 3,873 
 6,889 
 2,164 
 6,551 
 2,047 
 10,762 
- in % 
36%
64%
20%
61%
19%
100%
Total 2022 
 6,031 
 9,088 
 2,247 
 9,642 
 3,230 
 15,119 
Total 2021 
5,579
8,549
2,262
8,863
3,003
14,128
TURNOVER  ¹ BY AGE GROUP, GENDER AND REGION
Age range
Gender
<30
30–50
>50
Women
Men
Total
Asia Pacific
14%
11%
11%
11%
11%
11%
Europe, Africa and 
Middle East
18%
9%
9%
10%
10%
10%
Latin America
24%
11%
6%
17%
12%
14%
North America
27%
19%
12%
14%
19%
18%
Total 2022
20%
11%
10%
12%
12%
12%
Total 2021
16%
9%
10%
10%
10%
10%
HEAD COUNT ¹ BY EMPLOYMENT TYPE
Full-time 
Part-time
Total
Women
Men
Women
Men
Women
Men
Asia Pacific
1,617
2,036
14
2
1,631
2,038
Europe, Africa and 
Middle East
2,443
3,988
295
87
2,738
4,075
SAMEA
761
1,264
1
0
762
1,264
North America
887
1,711
13
0
900
1,711
Total 2022
5,708
8,999
323
89
6,031
9,088
Total 2021
5,410
8,499
169
50
5,579
8,549
HEAD COUNT ¹ BY EMPLOYMENT CONTRACT
Permanent
Temporary
Total
Women
Men
Women
Men
Women
Men
Asia Pacific
1,590
2,003
41
35
1,631
2,038
Europe, Africa and 
Middle East
2,646
3,924
92
151
2,738
4,075
SAMEA
742
1,229
20
35
762
1,264
North America
900
1,711
0
0
900
1,711
Total 2022
5,878
8,867
153
221
6,031
9,088
Total 2021
5,436
8,350
143
199
5,579
8,549
COMPOSITION OF GOVERNANCE (EXECUTIVE COMMITTEE AND BOARD OF DIRECTORS)
<30
30–50
>50
Women
Men
Total
Headcount
0
0
16
4
12
16
- in % 
0%
0%
100%
25%
75%
100%
1. Head-count is defined as the number of physical people and includes internal temporary and regular employees in all Givaudan entities and acquisitions except: DDW, Custom Essence, Ungerer. 
2. Including the Executive Committee.
Givaudan – 2022 Sustainability Report  125
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

NEW HIRES ¹ BY AGE GROUP, GENDER AND REGION
Age range
Gender
 <30
 30–50
 >50
Women
Men
Total
Asia Pacific
172
257
12
193
248
441
Europe, Africa and 
Middle East
305
453
48
325
481
806
Latin America
95
158
5
134
124
258
North America
146
189
43
110
268
378
Total 2022
718
1,057
108
762
1,121
1,883
Total 2021
927
1,271
134
878
1,454
2,332
1. Head-count is defined as the number of physical people and includes internal temporary and regular employees in all 
Givaudan entities and acquisitions except: DDW, Custom Essence, Ungerer. 
allegations very seriously and conduct 
appropriate investigations. This process is 
managed locally in all locations Givaudan 
operates. The numbers of incidences are 
not captured globally.
We also look beyond our own workforce: 
our Responsible Sourcing Policy calls on 
suppliers to treat all their employees with 
respect and dignity.
Equal pay
Fair and competitive compensation is 
essential to attract, motivate and retain the 
best talent in the industry. Our remuneration 
policy is based on the principles of pay for 
performance, external competitiveness, 
internal consistency and fairness. 
This supports the empowerment of women 
and the associated economic growth and 
development of societies. Every year, we 
conduct studies in each of our key markets 
where we operate to monitor gender pay 
equity, identify any outstanding pay gaps 
and ensure that they are promptly 
addressed. These studies are conducted 
according to the methodology of the 
Swiss Federal Office for Gender Equality 
with a view to ensuring equal pay for 
equal responsibilities. 
After seeking and obtaining equal pay 
certification for all sites in Switzerland in 
2021, we added three more country 
certifications, in Spain, Mexico and 
Singapore, in 2022. We are continuing our 
country-level analysis globally and seek to 
certify equal pay through the external body 
Comp-ON AG. After validation and 
analysis, the results will be documented in a 
report and audited. Any gaps will be 
addressed and reviewed. 
Ratios of standard entry level 
wage by gender compared to 
local minimum wage 
DISCLOSURE 202 – 1
With our commitment to an empowered 
workforce comes a commitment that all 
employees are paid at least – and in most 
cases well above – the minimum salary 
stipulated by law or collective agreements. 
Wages are managed locally with global 
oversight to ensure competitive and 
equitable practices. In all cases, Givaudan 
pays above minimum wages as stipulated 
by law or applicable collective agreements.
Ratio of basic salary and 
remuneration of women to men
DISCLOSURE 405 – 2
For the Givaudan Group globally, 
the average base salary difference 
between men and women is 2% for 
equivalent roles and skill sets. For total 
cash compensation (fixed and variable 
pay) the difference is 2%.
Non-discrimination
DISCLOSURE 406 – 1
We aim to eliminate all discrimination, and 
to be a company that compensates men, 
women and people from all backgrounds 
equally. We are committed to providing 
and contributing to a work environment 
that is based on mutual respect among 
people and is free from harassment.
Our Principles of Conduct state that it is our 
policy to recruit, employ and promote 
people solely on the basis of the 
qualifications and abilities needed for the 
work to be performed without regard to 
race, age, gender, national origin or any 
other non-relevant category.
Issues related to gender bias or 
discrimination are raised through 
compliance and matters or questions on 
diversity and inclusion are managed 
through Human Resources. Complex issues 
that could have a legal risk or in terms of 
external reputation are escalated to global 
HR leadership. 
Employees are expected to comply with all 
local laws against discrimination, but our 
ethical values go beyond legal 
requirements. All our employees have a 
responsibility to support and promote our 
Principles of Conduct. Diversity in the 
workplace is respected and harassment 
and abuse are not tolerated. We take all 
Givaudan – 2022 Sustainability Report  126
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

Parental leave
DISCLOSURE 401 – 3
We currently have an enhanced parental 
leave policy in the USA. Under this policy, 
new parents receive six weeks of paid 
leave in addition to the six weeks provided 
to birth mothers through the basic 
pregnancy disability benefits.
We are looking into various options 
that could support and promote 
wellbeing for working parents. One 
path we are investigating is a global 
parental leave framework that will define 
minimum standards to be applied across 
our Company to support employees as 
new parents. 
In addition, within our global flexible 
working framework, employees have the 
option to pursue flexible working 
arrangements in line with the local rules 
and guidelines.
Givaudan – 2022 Sustainability Report  127
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

People development
Our business is about our people and their 
talent. It is their passion that perpetuates 
the Company’s long history of delivering 
with excellence and ensures the best 
possible customer experience.
The development of our talented 
workforce’s skills results in an engaging 
and inspiring environment for employees 
and allows them to realise their career 
aspirations. We foster proactive talent 
development, offer targeted technical and 
functional support, and work to strengthen 
our leadership capabilities. We also 
underpin the growth of a strong workforce 
by nurturing a pipeline of industry experts 
and future leaders to develop skills for 
sustained success.
In 2022, we enhanced our career 
development tools to provide clarity and 
transparency on talent management, 
helping our employees to better 
understand possible career progression 
and available opportunities and potential. 
Such tools include guides providing 
frameworks for having career 
conversations and handling sensitive 
topics; a talent management e-book 
explaining the talent management process; 
and the career planning workbook 
providing templates and models to plan a 
career path. The ultimate aim is to give 
employees ownership of their careers and 
enable them to take an active part in their 
own advancement with the support of 
Givaudan HR partners. 
Training and education
DISCLOSURE 404 – 2
We focus on employee development to 
improve skills and productivity, to constantly 
adapt skills to requirements, and to offer the 
best opportunities to our people. Talent 
development involves developing leadership 
capabilities and ensuring we have 
employees who can deliver on the needs 
of tomorrow.
Our internal programmes offer challenging 
and inspiring learning environments where 
employees are encouraged to explore and 
experience new ways of thinking and 
working. This often involves a blend of 
digital tools, self-reflection, coaching, 
classroom sessions and virtual teamwork, 
providing a safe environment to use and test 
what employees learn. This supports our 
strong focus on applying what has been 
learned in the work environment.
As an example, our Leadership Senses 
curriculum continued in 2022. This five-step 
programme offers sequential steps in 
building leadership skills at every stage of a 
person’s career journey. 1,806 managers 
have gone through this programme since 
the launch in 2015. 
We also continued LinkedIn Learning, an 
online platform that allows us to reach the 
maximum number of employees in all 
regions. There are 2,669 activated users 
with 4,355 course completions and 
100,794 videos watched by December 2022.
In addition, the Leader Connect 
programme supports our Better Balance 
programme by providing an informal 
arena where the Executive Committee 
and other senior leaders can connect, 
helping to build connections and strengthen 
internal networks. 
Customised initiatives continue to be 
developed for our two business activities 
and at the local level: there are specific 
mentoring and trainee programmes for 
flavourists, training in operations and for 
management trainees; a sales academy for 
Taste & Wellbeing; and the Givaudan 
perfumery School for Fragrance & Beauty.
Our ONE Givaudan onboarding 
programme continues to be essential for 
new joiners. This in-house programme helps 
newcomers adapt to the environment, meet 
new team members and better understand 
our culture and business. New hires attend 
sessions on their first day, after three months, 
and then after six months. In 2022 about 
1,883 people have joined the company.
Employees receiving regular 
performance and career 
development reviews
DISCLOSURE 404 – 3 
We routinely provide performance and 
career development reviews to our 
employees, enabling them to assess 
alignment with their long term goals. The 
percentage of employees receiving such 
reviews will be tabulated by the end of 
February 2023. However, based on the 
reviews that have been tabulated until end 
of December 2022, we can state that a 
large proportion of our employees have 
received such reviews during 2022.
Employee training on human rights 
policies or procedures
DISCLOSURE 2 – 24 
Basic human rights aspects are already 
covered as part of our Principles of 
Conduct training, which is mandatory for 
all our employees worldwide. For countries 
with specific requirements around human 
rights training, such as in the UK, local 
teams currently buy external training to 
meet additional requirements.To expand 
exposure to this important topic, we have 
developed additional dedicated human 
rights expectations and commitment 
training. Developed with support from 
external experts, we expect to launch this 
internal training in early 2023. In a first 
Givaudan – 2022 Sustainability Report  128
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

phase it will be introduced in countries with 
human rights/modern slavery regulatory 
obligations such as the UK and Australia. 
We have also developed a training and 
vigilance module around Givaudan’s 
expectations on child labour and work in 
our supply chains. This aims to better inform 
and equip our procurement colleagues and 
supply chain stakeholders. The roll-out 
began in the second half of 2021 and 
continued throughout 2022. Furthermore, in 
2022 we covered more key raw material 
supply chains including, e.g., Jasmine 
Sambac and Grandiflora in India, Rose in 
Turkey, Centella in Madagascar, Tuberose in 
India and Patchouli in Indonesia.
Up until now, more than 30 Givaudan 
procurement employees and 300 external 
partners (supplier employees, field 
collectors) have been trained. This creates 
outreach potential on the topic to more 
than 11,000 partners on the ground such as 
farmers, collectors, farm workers and 
distillers across over 10 key raw material 
supply chains. Examples include a half-day 
child labour workshop with one of our Arils 
(Thaumatococcus) supply communities, 
with over 200 participants, in the Ivory 
Coast. In October, 2022, we carried out 
two-hour virtual training for all our Rose 
Turkey suppliers including 12 external and 
4 internal participants. 
Givaudan – 2022 Sustainability Report  129
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Diversity, inclusion & 
people development
Givaudan’s impact on diversity, inclusion & people development

Employee safety, 
health and wellbeing
  
Givaudan’s impact on employee
safety, health and wellbeing	
131
Givaudan – 2022 Sustainability Report  130
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Explanation of the material topic
Ensuring the safety, health and wellbeing 
of our staff is an essential part of being a 
responsible Company and employer and 
we actively promote safe and secure 
working environments for all. We look to 
reduce the number of health and safety 
incidents by improving the workplace 
environment, safety behaviour and 
awareness through a number of measures. 
We strive to manage risks associated with 
working in industrial environments and with 
hazardous chemicals.
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
We are committed to sustaining and 
advancing positive impacts for our 
employees through a number of safety, 
health and wellbeing measures. We look to 
mitigate any potential negative impacts 
with appropriate actions. Offering 
comprehensive safety and health 
programmes as well as tools and training 
to help our people achieve health and 
wellbeing creates positive outcomes in 
areas such as performance, productivity, 
job satisfaction, work participation and 
social inclusion. 
We also ensure product stewardship and 
distribution safety, continuing efforts to 
ensure the safe use, security, transport, 
storage and disposal for everything (raw 
materials, intermediates and finished 
products) that we sell, produce and ship. 
Harmonising and optimising packages and 
labels according to industry association 
standards contributes to the mitigation of 
potential risks and ensures the safety and 
health of people and of the environment.
Givaudan’s impact on employee 
safety, health and wellbeing
MATERIAL TOPIC DEFINITION
Employee safety, 
health and wellbeing
Providing a safe and healthy working 
environment, encouraging responsible 
employee behaviours and maintaining 
a work-life balance.
PURPOSE PILLARS
Creations    Nature    People    Communities 
A potential negative impact is that people 
could be injured by our operations. 
However, we actively promote a caring 
culture across our company to ensure the 
safety and health of all people. We are 
committed to working together to prevent 
incidents though our EHS management 
system and by nurturing a positive safety 
and health culture in our Company. 
Increased operating costs due to a rise in 
the number of lost days is another possible 
negative impact. By implementing an 
effective safety and health management 
system we reduce injuries and illnesses as 
well as the cost associated with such 
incidents. These costs can include workers' 
compensation payments, medical expenses, 
lost productivity, and disruption in supply. 
TARGETS TO REACH OUR AMBITION 
Focus area
Target
Status 2022
Caring for 
employee safety, 
health and 
wellbeing
We will reduce our total recordable case rate by 50% before 2025 
(baseline 2018)
–36%
Everyone on our sites will have access to mental and physical health 
initiatives, tools and training before 2025
in progress
Givaudan – 2022 Sustainability Report  131
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing

safety impacts directly linked by business 
relationships can also be found in the 
relevant sub-chapter. 
Occupational health and safety 
management system
DISCLOSURE 403 – 1
Givaudan is committed to driving continuous 
improvement in EHS performance. This 
commitment is underlined by our 
Responsible Care Management System 
(RCMS), which provides the framework 
within which our EHS policy, procedures 
and daily activities operate. This framework 
is structured around the International 
Council of Chemical Associations’ 
Responsible Care® Global Charter, a 
voluntary commitment by the global 
chemical industry to drive continuous 
improvement and achieve excellence in EHS 
performance. Our approach is also based 
on the International Chamber of 
Commerce’s Business Charter for 
Sustainable Development as well as 
guidance from internationally recognised 
associations including IFRA, IOFI and 
International Organization for 
Standardization (ISO). RCMS is an 
established and successful initiative to 
improve performance in occupational 
health and safety and builds on existing 
EHS policies and procedures, providing a 
coherent framework to bind them together.
As a signatory to the charter, Givaudan 
commits to actively strengthening 
Responsible Care worldwide by dedicating 
its people, technologies and business 
practices to the charter’s six elements: 
Corporate Leadership Culture; 
Safeguarding People and the Environment; 
Strengthening Chemicals Management 
Systems; Influencing Business Partners; 
Engaging Stakeholders and Contributing to 
Sustainability. The RCMS provides a solid 
framework for implementing this 
engagement on a day-to-day basis, driving 
continuous improvement and helping us 
achieve excellence in EHS performance 
throughout Givaudan.
All workplaces within Givaudan fall under 
the management system, whether used by 
Givaudan employees or not. With the 
growth of the Company through recent 
acquisitions, we are gradually bringing 
new businesses into the Givaudan EHS 
reporting system. 
Hazard identification, risk 
assessment, and incident investigation
DISCLOSURE 403 – 2
Our management system includes Process 
Risk Analysis, which aims to identify the 
risks associated with chemical and 
non-chemical processes and to limit them 
to a tolerable level.
Management of the impacts
DISCLOSURE 3 – 3
Givaudan’s Executive Committee defines 
our Environment, Health and Safety (EHS) 
Policy and determines the organisational 
structures responsible for its implementation. 
A member of the Executive Committee is 
appointed to take responsibility for EHS as 
well as the Responsible Care Management 
System (RCMS). Givaudan’s Corporate EHS 
function monitors policy implementation 
and submits policy proposals to the 
Executive Committee. Corporate EHS has 
the authority to translate the EHS Policy into 
processes that are mandatory throughout 
Givaudan – our Directives, Standards and 
Guidelines. These documents describe and 
define responsibilities and processes for all 
areas of the organisational structure.
Details on our activities regarding EHS and 
on how we track their effectiveness can be 
found in the following sub-chapters:
	– Occupational health and safety 
management systems
	– Hazard identification, risk assessment 
and incident investigation
	– Occupational health services
Details on worker participation, 
consultation, communication and 
promotion can be found in the respective 
sub-chapters. Details on prevention and 
mitigation of occupational health and 
The approach is meant to ensure the 
protection of employees, visitors, 
contractors and the surrounding 
neighbourhood from health hazards 
associated with work or the working 
environment. It also protects the safety of 
operations by preventing incidents that 
might harm people, the community or the 
environment, damage property or 
jeopardise Givaudan’s reputation and 
goodwill. This process has been rolled out 
in all regions and is complemented by risk 
portfolios for each site.
The risk portfolio is an EHS management 
tool that serves to identify the main risks on 
manufacturing sites. This is meant to define 
which control measures need to be 
implemented to manage the main risks. All 
manufacturing sites are required to have 
up-to-date risk portfolios covering issues 
including fire, explosion, process safety, 
occupational health, etc. The risk portfolio, 
first introduced in 2018, has proven to be 
an effective EHS management tool.
Givaudan’s company and site managers 
are responsible for safety, health and 
environmental protection in all areas under 
their control. They have the authority to 
establish local EHS organisational 
structures and to allocate responsibilities 
and resources as required to support the 
local organisation. The individuals 
Givaudan – 2022 Sustainability Report  132
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

responsible for EHS at each site are clearly 
identified. Site management also has the 
authority to introduce local standards and 
guidelines to ensure compliance with 
local laws and regulations. Company 
Managers and/or Site Managers are fully 
supported by Givaudan’s group and 
divisional management.
More generally, Givaudan’s Health and 
Safety directives require that all Givaudan 
sites carry out adequate periodic 
assessment of risks and control measures 
within the workplace. These reviews, led 
by an EHS professional trained in the 
execution of workplace assessments, 
serve to give a comprehensive and valid 
judgement regarding the protection level 
of occupational health and safety 
accomplished at the workplace. It 
documents the protection status attained 
and whether or not control measures are 
adequate. The standard is valid for all 
workplaces within Givaudan worldwide 
and other sites operated under the 
Company’s responsibility. Joint ventures 
and toll manufacturers may also be 
subject to this standard, when agreed by 
both parties.
The review team draws conclusions, 
discusses appropriate control measures, 
and determines objectives and deadlines 
for any foreseen remedies. Where control 
is judged as being inadequate or when not 
enough information is available, 
workplace assessment has to identify ways 
of correcting the situation. We document 
all information and facts gathered in the 
course of the assessments. 
Internal audits ensure that sites apply our 
EHS management system. In 2019, the 
internal EHS audit programme, focusing on 
EHS Management, finished the first cycle 
with 34 sites. The expansion of the 
programme was delayed by COVID-19 but 
was launched in Q1 2022 with a five-year 
planned cycle and new processes to 
incorporate new sites and acquisitions. The 
external audit programme from our 
insurers (Zurich) has also restarted and the 
programme scope has been reviewed to 
incorporate acquisitions and new sites.
We continue to successfully drive EHS 
contacts, which are quality conversations 
correcting environment, health and safety 
issues and reinforcing good safety 
behaviour, with more than 46,000 such 
contacts in 2022. 
Risk analyses are to be reviewed whenever 
relevant changes, identified by our 
Management of Change (MOC) standard, 
are made, or at an interval dictated by 
local law or regulations (e.g., US Process 
Safety Management) or at least every five 
years, though longer revision times may 
be obtained with the formal agreement of 
Global EHS.
Every Givaudan employee is required to 
take reasonable care in the workplace for 
their own health and safety, and for that of 
others. Employees are empowered to 
challenge any situation they believe to be 
dangerous and are encouraged to report 
unsafe conditions and activities. Employees 
are able to report to supervisors/site EHS/
global EHS. The EHS reporting system can 
be found on multiple platforms, including 
our intranet, via SAP, via mobile and tablet 
apps. Reports can be made online and 
offline using a form. Employees can also 
use the compliance helpline to report in 
confidence either by phone or by web in 
all Company languages. We do not 
tolerate retaliation, as is stated in our 
principles of conduct. 
All incidents or non-compliances are 
reported, recorded and investigated to 
establish the causes. In keeping with the 
magnitude of the problem and its potential 
effect, corrective action is taken to 
eliminate the cause. Any necessary 
changes to processes or working practices 
are implemented, checked and recorded in 
documented procedures and then 
reviewed for effectiveness.
FOCUS STORY
Engaging safety 
campaigns and 
employee recognition 
initiatives 
Many of our sites 
carried out engaging 
safety campaigns and 
employee recognition 
initiatives in 2022. 
One example is the 
interactive, practical 
and inclusive 12 Safety Ground Rules 
campaign implemented at sites in Tulisa 
Park and Linbro Park, South Africa. 
Banele, EHS Manager explains: “We 
launched this campaign to increase 
awareness and inspire people to live the 
ground rules every day.” 
 
At our site in Jaguaré, Brazil, the team 
developed the Safety and Health heroes' 
initiative to advance safety and health in 
the workplace, recognising colleagues in 
departments across operations, 
laboratories and administration who 
actively contribute to Givaudan’s EHS 
mission of getting everyone home safe 
every day.
Givaudan – 2022 Sustainability Report  133
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

preparation, training and implementation 
support for occupational health 
programmes on ergonomics and 
exposure control.
The chemical exposure control programme 
helps us better protect our people. Based on 
new tools for workplace assessment, which 
help determine the limit of exposure for each 
chemical and facilitate the development of 
engineering or other techniques to lessen 
such exposure, the programme, since 
its inception in 2015, has been rolled out to 
48 production sites; at 5 additional sites 
in 2022. It will continue in 2023. 
An Occupational Health awareness 
eLearning course was developed and 
launched through our Engage Learning 
Management System in Q3 2022 as part of 
the exposure control programme.
In June 2022, we completed the successful 
implementation in Givaudan’s SAP system 
of the IFRA-IOFI Labelling Manual 2021. 
Some 130,000 products were calculated to 
reflect new hazard classification and 
labelling and to provide updated Labels 
and Safety Data Sheets. The 
implementation of the manual reflects our 
commitment and responsibility to protect 
people and place by implementing required 
control measures. Additionally, some sites 
participated in a pilot programme to 
conduct smooth proactive management of 
critical classification changes through new 
tools, checklists, training sessions, and 
review sessions. The initiatives reflect our 
commitment to keeping people and the 
environment safe and healthy, both inside 
and outside of Givaudan.
We have been extending the Ergonomic 
initiative, introduced to flavours and 
fragrance production sites in 2015, to 
commercial and office sites. Such measures 
allow us to reduce incidents and improve 
the long-term health and wellbeing of all 
employees. Ergonomic assessment in 
operations is carried out by experts, while 
self-assessment in the office is carried out 
through digital training.
Use of the Humantech Industrial Ergonomics 
Software allows sites to focus on assessing 
activities and identifying ergonomic risks 
with the aim of improving performance and 
reducing risk in the different workplaces. 
A total of 145 ergonomic assessments were 
entered in the software at 38 production 
sites in 2022. Roll-out of the global 
programme for Naturals sites is moving 
forward, and started for other acquisitions 
sites in 2022. We held a virtual training 
workshop in September for the sites that 
joined the programme in 2022.
The implementation of the Humantech 
Office Ergonomics software (formerly 
Ergopoint) provides all Givaudan 
employees with a training module and 
platform to perform self-assessments of 
individual computer workstations, resulting 
in recommendations for correct workplace 
set-up and office habits that help in the 
prevention of musculoskeletal disorders. 
Employees are encouraged to complete the 
assessment for both work and home offices.
In 2022, more than 900 employees 
completed the e-learning course and about 
1,230 self-assessments were entered 
throughout the year. Since the programme 
launched in 2020, more than 
3,660 employees have completed the 
e-learning course, entering a total of 
4,345 self-assessments into the system. 
Worker participation, consultation, 
communication and promotion on 
occupational health and safety
DISCLOSURE 403 – 4
Each Givaudan site must have an EHS 
Committee (SEC). Convened regularly, it 
governs and provides a forum for 
exchange on EHS topics relevant to the 
site. The members of the SEC represent all 
site activities and perform high-level 
reviews of EHS requirements, assess 
options, costs and consequences of 
potential measures and decide on 
Our approach to incident investigation is 
based on root cause analysis. This approach 
includes gathering facts, performing an 
investigation, identifying immediate and root 
causes and building an action plan based 
on the hierarchy of controls. We then 
validate the report with relevant peer review 
and clearly assigned accountability in terms 
of implementing control measures.
Relevant global experts are part of the 
investigation team for certain events. Their 
role is to ensure adequate learning, 
consistency and the proper sharing of what 
has been learnt at site, regional and 
global levels, when required. These 
learnings are also used to improve 
occupational health and process safety 
programmes, and are shared with the 
relevant expert networks. Important 
findings are shared with all sites.
Occupational health services
DISCLOSURE 403 – 3
Our Occupational Health Programme is 
based on the pillars of Health Surveillance, 
Hazard Recognition, Hazard Management, 
Hazard Assessment and Workplace 
Controls. A three-year implementation plan 
based on the “plan-do-check-act” approach 
– an iterative management method used for 
the control and continuous improvement of 
processes and products – has involved site 
Givaudan – 2022 Sustainability Report  134
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

measures and activities to be taken to 
improve EHS performance where required 
or recommended.
The committee must meet at least once a 
quarter and should be made up of the site 
head as the Chair, the EHS Manager as the 
secretary, and members composed of other 
relevant site functions such as the production 
manager, engineering manager and other 
employee representatives that are either 
appointed or elected, depending on local 
law. In the Europe, Africa and Middle East 
region, for example, in some countries 
including France, Germany and the UK, the 
works council or a dedicated team of works 
council members (delegated by the trade 
unions) needs to be informed. In other 
countries such as Hungary and India, the 
safety committee is represented by 
Company/Site Manager, representatives 
from line management, representatives from 
the works council, and other production and 
non-production employees. Similar legal 
requirements exist in some countries in the 
APAC region. In Indonesia, for example, 
having an EHS Committee Team is a legal 
requirement. This Committee Team consists 
of representatives from each department 
and meets monthly. In Malaysia, and as 
required by law for every workplace with 
more than 40 employees, we have a Safety 
& Health Committee in Melaka and for the 
GBS office. The committee involves 
employer representatives and employees 
from different departments.
Communication 
DISCLOSURE 403 – 4
Lines of communication are defined, 
internally and externally, to ensure a good 
flow of information within the organisation 
and to communicate necessary information 
on occupational health and safety. 
Internal communication processes are 
established and maintained throughout the 
organisational structures. Programmes are 
in place to enable employees to ask 
questions about the organisation, express 
opinions and stimulate a dialogue while 
addressing concerns and sharing 
information. Knowledge-sharing with 
peers, internally and externally at all 
levels, is essential to our success and is 
actively supported and promoted.
Decisions, actions and outcomes of any 
and all reviews are recorded and 
communicated to all stakeholders involved 
or affected by the review or incident and, 
where required, regulatory and/or legal 
bodies are informed.
Worker training on occupational 
health and safety
DISCLOSURE 403 – 5
Our goal at Givaudan is to eliminate 
accidents and get everyone home safe 
every day. We engage our employees in 
actively contributing to this target through 
awareness campaigns and specific training 
programmes and look to ingrain these 
reflexes into our culture. Overall, our 
programmes help embed a culture of 
health and safety at work and at home, 
and include workshops, awareness 
campaigns and engagement events.
Our EHS Facilitators play a key role in 
engaging their peers through hazard 
awareness, risk reduction and toolbox 
talks. More than 225 EHS facilitators 
worldwide contribute towards enabling a 
positive EHS culture at our sites. In 2022, 
26 new EHS Facilitators were trained in 
India, Spain, France and Switzerland, as 
were additional 5 trainers.
Furthermore, employees are trained in all of 
the relevant EHS standards and we ensure 
that people are able to perform according 
to these standards. Our approaches also 
include safety leadership training for line 
managers and a set of Safety Ground Rules. 
Every location receives a yearly pre-defined 
local safety target that is aligned with and 
contributes to the global objective in 
FOCUS STORY
Global EHS Days & 
Awareness activities
Nurturing a caring culture across our 
global operations and meeting safety 
targets while ensuring the continued good 
health of all our employees is at the heart 
of our purpose ambitions. As part of our 
key EHS culture programmes we organise 
EHS Days & Awareness activities around 
the world, which in 2022 included events 
in nearly 60 sites across all regions. The 
aim of the events and awareness activities 
is to highlight safety practices and 
encourage engagement in our day-to-day 
activities. As Charles, Head of Global 
EHS Centre of Expertise notes: “Safety is 
not only something we have, it's 
something we create together and live 
collectively in our daily lives.”
Givaudan – 2022 Sustainability Report  135
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

accident reductions. Our EHS Excellence 
Programme aims to develop the EHS culture 
across Givaudan and it has been introduced 
to 43 sites in 23 different countries.
In 2021, we started to review the model, 
the maturity model and the implementation 
approach. In 2022, after pilots in 
Switzerland, France, UAE, Egypt and the 
USA, we started the roll-out of the revised 
EHS Excellence Programme, starting in the 
USA. One example is the site at Bedford 
Park, where our people are working 
together to move the site EHS culture to the 
next level. Employees were engaged 
through a survey, which helped us to 
understand the EHS culture of the site. This 
was followed by leadership training and a 
workshop to develop actions based on the 
survey outcomes. Additionally, we carried 
out a survey and EHS Excellence 
workshops for leadership teams in Carol 
Stream and East Hanover.
Our EHS mission therefore goes beyond 
rules and processes by aiming to empower 
all employees to take shared responsibility. 
Our goal is to enhance this EHS mindset in 
the daily activities of all employees so it 
becomes second nature. Safety underlies 
everything we do and we are now building 
on our commitments with two recently 
introduced purpose goals – before 2025, 
we will reduce our total recordable case 
rate by 50% and ensure access to mental 
and physical health initiatives, tools and 
training for everyone on our sites.
In terms of specific programmes, the EHS 
group this year continued its global fire 
safety campaign. Fire represents a threat 
to our people, assets and business and the 
campaign was launched to improve 
employee awareness of fire safety and to 
minimise risks. The aim is to build a 
proactive, preventative fire safety culture 
and to fill any technical gaps in fire 
prevention measures. In 2022, we 
completed the third phase of the 
campaign. Phase four will continue with 
new initiatives in 2023.
Finally, for employees linked to contract 
work, both the contracted party and 
Givaudan must be fully aware of and 
prepared for associated hazards. 
Contractors are required to demonstrate a 
full understanding of the job/task/activities 
being performed and have a system to 
understand and control the risks in place. 
The contractor is inducted into site policies 
and procedures and mandatory Contractor 
Safety Orientation/Training is performed 
before the contractor is allowed on site. 
Refresher training is performed annually. 
Training content is tailored according to 
assessed risk level and can range from 
basic safety guidelines to topics such as 
hazardous energy isolation. Training is 
currently provided on a site-by-site basis.
Promotion of worker health 
DISCLOSURE 403 – 6
The changing and uncertain environment in 
terms of COVID-19, inflation, the energy and 
the geopolitical crisis have put a lot of 
pressure on employees individually and 
collectively. This can have a negative impact 
on health, as well as emotional and mental 
wellbeing, already threatened by the 
increased stress and uncertainty over the 
last three years as we have had to navigate 
different ways of working and living. 
We address this through our people 
ambition, which focuses on improving 
how we care for our people and ensuring 
that everyone on our sites has access to 
mental and physical health initiatives, tools 
and training.
Site Wellbeing Standards
An assessment of health and wellbeing 
standards was carried out across 
Givaudan sites in 2022, with a plan to 
introduce minimum site standards in 2023. 
These standards will provide an important 
framework to enable us to encourage local 
accountability for employee health and 
wellbeing, to invest our resources in the 
right topics and to prioritise actions and 
track improvements on key metrics such as 
absenteeism, engagement and attrition. 
These site standards will also provide a 
quantifiable record of how we are 
performing against our ambition to give 
Site wellbeing standards
All sites offer a minimum 
level of on-site health and 
wellbeing programmes, 
activities and initiatives, 
aligned to local 
wellbeing policy
Employees and their 
families have access to an 
employee assistance 
programme
Management report and 
track progress on key 
wellbeing metrics
Givaudan – 2022 Sustainability Report  136
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

everyone access to mental and physical 
health initiatives, tools and training. 
We intend to publish the first baseline and 
high-level improvement plans for this 
ambition in 2023.
Happier + Healthier Givaudan 
Overall, our approach to health and 
wellbeing defines how we improve care for 
all employees. We have grouped health 
and wellbeing under three commitments: 
we care for the whole person, help 
employees to be their best and help them 
win. We want this to be a natural part of 
our everyday employee experience.
Relevant actions are focussed on 
embedding health and wellbeing into 
day-to-day routines, and supporting the 
participation of all employees at all levels. 
A Health & Wellbeing Hub on our intranet 
offers useful information for managing 
personal and team health and wellbeing. It 
also includes guides on best practices for 
effective meetings and hybrid working, 
access to webinars, as well as more 
information on our global employee 
assistance programme. 
We have placed particular emphasis on 
reducing stigma around mental health. We 
want to distinguish between mental health 
and mental ill health and recognise that 
employees may sometimes need more 
support. During the month of October, 
various webinars and facilitated panel 
conversations gave employees worldwide 
a chance to join discussions on the topic. 
We also further promoted our global 
Employee Assistance Programme, which 
can be used by employees and their 
families to receive professional, 
confidential advice and support when 
facing work, health or life issues.
More generally, we review our employee 
benefits every year to see whether they are 
in line with the market. In doing this, we first 
consider local social programmes and then 
build on them with specific company benefit 
plans. For instance, in many countries (e.g. 
USA, UK, Singapore, France, Indonesia, 
Malaysia and Hungary), we provide 
company health plans in addition to basic 
government health plans. This is our overall 
approach to facilitating access to medical 
services and care on a social and 
complementary health basis, thereby 
promoting worker health.
Our approach to a Happier + Healthier Givaudan
OUR COMMITMENTS
We care for the 
whole person
We help our people 
to be their best
We help our 
people win
OUR HEALTH & WELLBEING THEMES AND ACTIONS
Behaviours & accountability 
Provide the tools, training and 
support to grow the 
confidence and capability on 
personal and team wellbeing 
actions and behaviours
Health & wellbeing standards 
Provide easy access to physical 
and mental health and 
wellbeing support, aligned with 
a global minimum standard
Communications & 
engagement 
Embed health & wellbeing 
topics into our everyday 
dialogue
Healthy ways of working 
Ensure that our processes, 
governance and structures are 
designed in line with positive 
wellbeing outcomes
PHYSICAL
MENTAL
EMOTIONAL
Givaudan – 2022 Sustainability Report  137
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

Work-related injuries
DISCLOSURE 403 – 9
In helping us to meet our ambition to 
reduce our total recordable case rate 
(TRCR) by 50% before 2025 compared to 
the 2018 baseline, we are expanding our 
focus to take into account all medical 
cases. Our TRCR is the total of lost time 
injuries, restricted work cases and medical 
treatment cases per 200,000 hours 
worked. The number of actual cases 
decreased relative to previous year thanks 
to an efficient EHS integration of the 
acquired companies and an overall culture 
improvement fostered by our behavioural 
safety programme HOP. We are well on 
track to reaching our target.
Work-related ill health
DISCLOSURE 403 – 10
We have a number of measures for helping 
our employees avoid work-related ill 
health. The exposure control programme 
helps find the limit of exposure for each 
chemical and facilitate the development of 
engineering or other techniques to lessen it. 
We have been extending industrial and 
office ergonomics initiatives as described 
above. Such measures allow us to reduce 
incidents and improve the long-term health 
and wellbeing of all employees. 
Givaudan does not have an illness reporting 
system for occupational diseases that covers 
all group and external employees.
Prevention and mitigation of 
occupational health and 
safety impacts directly linked 
by business relationships
DISCLOSURE 403 – 7
We look to prevent and mitigate 
occupational health and safety impacts 
linked by business relationships through a 
number of approaches. We ask, for 
example, certain suppliers to carry out an 
audit – the Sedex Members Ethical Trade 
Audit (SMETA) – as validation of their 
commitment to our key responsible 
sourcing pillar of Health & Safety. More 
information can be found in the chapter on 
Responsible sourcing & traceability (p140).
We review our labelling in relation to 
industry association standards annually. The 
labelling manual is a coordinated effort of 
the Fragrance and Flavour industry and 
results from a review of classification and 
labelling information for our ingredients, 
covering both synthetics and natural 
complex substances. The management of 
high impact classification changes and the 
implementation of required control measures 
is particularly important in protecting our 
people and our place. In 2022, we 
identified sites to participate in a pilot 
programme to conduct smooth proactive 
management of critical classification 
changes through the following steps: 
develop a new tool, a comprehensive 
checklist to identify the required actions 
linked to classification changes; inform the 
EHS community about the new tool and 
process to assess changes linked to 
classification changes; organise training 
sessions according to needs; review the 
outcomes of the Management of Change to 
evaluate the applicability of the new process 
and the tool and, finally, to organise 
feedback sessions with the sites to identify 
the required process and tool improvements.
Internal and external stakeholders 
impacted by changes were informed in 
advance and the new classification and 
labelling information was updated in June. 
We have seen smooth, successful 
implementation.
The Product Stewardship Team also reviews 
Safety Data Sheets (SDS) and is 
continuously improving this documentation 
in relation with industry association 
standards, new regulations or additional 
information. The SDS mainly provide 
information on chemical identity and 
physical/chemical properties; hazards for 
health, safety, environment; preventive and 
emergency response measures, disposal 
instructions as well as medical advice. SDS 
of raw materials are provided to our 
employees, while those of finished goods 
are supplied to our customers.
More information can be found in the 
chapter on product quality & safety and 
ingredient disclosure on page 46.
Givaudan – 2022 Sustainability Report  138
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

HEALTH AND SAFETY INDICATORS
2019
2021
2022
Number of Total Recordable Cases (TRC) ¹
96
180
151
Fatalities
0
0
0
Number of LTIs
26
59
68
Number of Restricted Work Cases (RWC)
38
63
46
Number of Medical Treatment Cases (MTC)
32
58
37
Total Recordable Case Rate
0.81
1.04
0.85
LTI rate
0.22
0.34
0.38
Number of lost days ²
909
855
1,369
Lost day rate ³
7.62
4.95
7.72
Number of hours worked ⁴
23,846,803
34,544,283
35,480,912
Absenteeism ⁵
2.7%
3.6%
3.4%
1.  TRC is according to the official OSHA definition. 
2.  2021 includes 21 days carried over from previous year. 2022 includes 190 days carried over from previous year.
3.  Number of lost work days resulting from work-related accidents per 200,000 working hours. Calculation based on scheduled 
work days lost from the day after the accident.
4. 7.4% of these represent external contractors for whom the Company is liable.
5.  Compared to the number of normal available working days, includes correction for employees working on a part-time basis. 
With regards to Covid, only absences due to positive testing is in scope.
TOTAL RECORDABLE CASES BY REGION
2021
2022
Asia Pacific
15
4
Europe, Middle-East & Africa
74
80
Latin America
9
7
North America
82
60
Total 
180
151
SAFETY PERFORMANCE – 
‘EVERYONE HOME SAFE EVERYDAY’
TRC Rate Target
TRC Rate
0.0
0.5
1.0
1.5
2022
2021
2020
2019
2018
Givaudan – 2022 Sustainability Report  139
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Employee safety, 
health & wellbeing
Givaudan’s impact on employee safety, health and wellbeing

Responsible 
sourcing & traceability
  
Givaudan’s impact on responsible 
sourcing & traceability	
141
Givaudan – 2022 Sustainability Report  140
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Givaudan’s impact on responsible sourcing & traceability
MATERIAL TOPIC DEFINITION
Responsible 
sourcing & traceability
Fostering compliance with high 
standards in health, safety, social, 
environmental and business integrity in 
the way we source. Understanding the 
supply chain and tracing the provenance 
of raw materials we use from their origin 
to the final formulation.
PURPOSE PILLARS
 Creations    Nature    People    Communities 
TARGET TO REACH OUR AMBITION
Focus area
Target
Status 2022
Communities 
benefit by working 
with Givaudan
100% of materials and services will be sourced responsibly by 2030 
(baseline 2021)
26% ¹
Explanation of the material topic
DISCLOSURE 2 – 6
Givaudan spends more than CHF 4.2 billion 
every year sourcing 12,400 different 
raw materials and indirect materials and 
services from across the globe. With 
more than 2,900 raw material suppliers 
in over 100 countries and more than 
14,400 additional global partners supplying 
indirect materials and services, procurement 
and the supply chain are strategic to 
Givaudan’s responsible and shared growth.
Responsibly managing supply chains at this 
scale is complex, but we are committed to 
working with our suppliers for greater 
transparency and to improve practices in 
the areas of health and safety, 
environmental, social and business 
integrity. Responsible sourcing is an active 
and conscious commitment by Givaudan to 
consider social and environmental aspects 
when managing the relationships with, and 
performance of, suppliers. This means that 
we will work to try and ensure our business 
practices – both within our business and 
across our supply chain, from farm to our 
Company – do not have a negative 
impact, but foster positive impacts on 
people and the environment.
Traceability is also a critical concern. We 
must gather and convey information about 
the raw materials and services we source, 
as well as their transformation throughout 
the value chain. This helps to ensure good 
practices and respect for people and the 
environment in supply chains.
Positive and negative 
impacts assessed 
DISCLOSURE 3 – 3, 308 – 2, 414 – 2
We are committed to respecting human 
rights wherever we do business. We strive 
to make a positive impact on the 
communities in which we are present and 
we recognise that we have an important 
obligation to contribute to preserving the 
environment and the planet’s biodiversity 
for future generations. 
A strong network of suppliers who act 
responsibly allows us to both mitigate the 
risks inherent in our supply chain and 
respond to increased consumer demand for 
more sustainable, healthier, differentiated 
products. Sourcing materials in ways that 
preserve the environment and stimulate the 
development and wellbeing of the 
communities that provide them is a critical 
element of our business. These activities 
permit us to assure customers about the 
provenance of raw materials and their 
production. It also demonstrates our 
commitment to responsible supply chain 
practices, allowing us to reduce our 
environmental and social impact.
Our approach is even more important now, 
given the challenging circumstances 
created by the COVID-19 pandemic, the 
war in Ukraine and the economic situation. 
The current context has made supply chains 
more difficult to manage and it is harder 
for supply chain actors to act in an ethical 
and responsible way. As an example, with 
1. In 2022, this includes only natural raw materials.
Givaudan – 2022 Sustainability Report  141
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability

schools closed during the pandemic, more 
children entered into labour. There is 
therefore an increased risk of human rights 
violations, non-compliance with labour 
and human rights regulations as well as 
violation of labour, environmental and 
social standards in the production of the 
raw materials we procure. At the same 
time, consumer due diligence has 
increased, focusing additional attention on 
our important efforts.
Within that context, our initiatives in 
responsible sourcing and traceability help 
ensure that we are getting our goods and 
services in a way that allows us to meet our 
purpose requirements, protecting both 
people and the environment. Our 
programmes help us improve working 
conditions at the factory, farm and 
collector level; promote sustainable 
agricultural practices and preserve wild 
harvest supply chains; reduce 
environmental footprints and promote 
biodiversity, and, finally, improve the lives 
of the communities where we source. 
Management of the impacts
DISCLOSURE 3 – 3, 308 – 2, 414 – 2
One of our purpose ambitions is to 
source all materials and services in a 
way that protects people and the 
environment by 2030. 
The first in the flavours and fragrances 
industry to publish a specific policy in 2016, 
Givaudan has always been a leader in 
responsible sourcing, traceability and 
transparency, helping us to meet customer, 
consumer and environmental needs and 
expectations. Our updated Responsible 
Sourcing Policy, available on our website, 
details the principles and standards that 
we require all our suppliers to work 
towards. Suppliers are defined as anyone, 
individual or company, who supplies us 
with any goods or services. It includes any 
primary producers of raw materials, 
suppliers of raw materials, intermediate 
materials, intermediary suppliers and 
service providers. The policy is applicable 
to all sites and workers and employees of 
any supplier (including permanent, 
temporary, contract agency and migrant 
workers), as well as subcontractors, agents 
and subsidiaries. The policy contains 
overarching requirements that apply to all 
areas of the supply chain, as well as some 
specific requirements pertaining to 
Naturals, Synthetics and Indirect Materials 
& Services Suppliers, which provide more 
depth and clarity on certain topics.
That is, we expect suppliers to share our 
commitment to clean and safe working 
conditions, good agricultural and 
collection practices, animal welfare and 
environmental stewardship. To this end, 
Sourcing4Good includes the status of our 
suppliers and materials, and the levels of 
rigour and partnerships in place.
There are four levels of supplier status, 
aligned to our Responsible Sourcing 
pyramid, ranging from those just starting 
on their responsible sourcing journey to 
those involved in in-depth, transformational 
partnerships. This is meant to increase 
transparency, reduce risk and generate 
greater traceability and data. The four 
levels help us define the right level of 
supplier engagement, activities and efforts 
across our full portfolio of spend in 
Naturals, Synthetics and Indirect Materials 
& Services (IM&S).
Through these levels of activity, we have 
the possibility of gradually evaluating the 
practices of our suppliers by valuing the 
positive impacts and mitigating the 
negative impacts within our supply chains.
Materials begin their ‘sourced responsibly’ 
journey at the Active level. Here, the 
supplier is made aware of our responsible 
sourcing practices and expectations.
Further along, suppliers may enter the 
Engaged level, which implies involvement 
in our due diligence process, and risk and 
impact assessment. 
At the Committed level, suppliers are 
committed to our responsible sourcing 
practices. We work with them to secure the 
essential materials and services we need.
Finally, at the Advanced level, we implement 
collaborative and transformative activities 
with our suppliers and customers, 
developing flagship projects together.
Our approach to sourcing 
responsibly
Sourcing4Good is based on collaboration 
and knowledge sharing, experience and 
expert input from suppliers, customers and 
partners. It is based on industry criteria 
ranging from environmental and social 
benchmarks to improved supply chain 
security, greater transparency, and more 
relevant supply chain information. It offers 
suppliers more visibility and partnership 
opportunities and gives customers 
increased access to safe, high-quality 
products sourced in a responsible way, as 
well as greater oversight and detailed 
knowledge of their supply chains.
Created in partnership with 
multidisciplinary teams of experts, 
Sourcing4Good covers all of our active 
suppliers and applies to all natural and 
synthetic materials as well as indirect 
materials and services (IM&S). We are on 
the journey to ensure the programme will 
Givaudan – 2022 Sustainability Report  142
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

Responsible Sourcing pyramid
Prioritisation of 
materials & services
Selection of 
materials & services
ADVANCED
Materials and services begin the "sourced responsibly" 
journey at the Active level and are considered responsibly 
sourced as of the Engaged level.
COMMITTED
ENGAGED
ACTIVE
be powered by cutting-edge internal 
technology, providing increased supply 
chain transparency and information 
access, and will be delivered through an 
integrated operating model. The ultimate 
aim is to ensure that our full portfolio of 
ingredients, materials and services is 
sourced responsibly.
Prioritisation of our activities
Natural raw material
Prioritisation in Naturals is indispensable 
because we source a large number of 
natural ingredients derived from hundreds 
of raw materials. Work is already well 
underway. To start, we consulted various 
departments and used both internal and 
external data to apply six criteria in the 
prioritisation process. We looked at social 
and environmental risks, business relevance 
in terms of customer focus, iconic status, 
usage in formulation, and finally, whether or 
not the natural is in the top 80% of spend. 
Applying these criteria resulted in a list of 
165 natural materials warranting prioritised 
action (compared to 158 families in 2021): 
our aim is for them to reach, at a minimum, 
the Sourcing4Good Committed level in the 
coming years. Though all raw materials of a 
natural origin are in scope for our 
2030 target, the 165 raw materials families 
will receive accelerated and deeper-level 
activity between now and 2025.
As part of our continuous improvement and 
the integration in SAP, in 2022 we reviewed 
our natural database and combined raw 
material families when possible. This has 
resulted in a new total of 440 families 
compared with 608 earlier. Our in-depth 
actions therefore concern more than a third 
of our families of naturals.
Synthetic raw materials and IM&S
During 2022, we set the groundwork for 
integrating synthetic raw materials and 
IM&S categories into the Sourcing4Good 
programme, a move that will be fully 
implemented in 2023. The main principles 
and levels of the Sourcing4Good activity are 
the same as with Natural raw materials: all 
active suppliers are expected to 
acknowledge the Givaudan Responsible 
Sourcing Policy; categories are prioritised 
based on risks, business relevance and 
spend, and audits and assessment are 
carried out based on the prioritisation.
We implement collaborative and transformative 
activities with our suppliers and customers. 
Developing flagship projects together.
Suppliers are committed to our RS practices and 
we work with them to secure the essential 
materials and services we need.
The supplier is engaged in our 
due diligence process and risk &
 impact assessment.
The supplier made aware of our 
responsible sourcing practices 
and expectations.
Givaudan – 2022 Sustainability Report  143
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

Prioritisation of raw materials and categories 
forms the foundation of the Engaged and 
the Committed level activities of the 
Sourcing4Good programme. In 2022, we 
identified 75 Synthetic raw materials based 
on business relevance and volume to be 
prioritised in the programme. In 2023, we 
will start working with these raw materials to 
ensure that they are responsibly sourced. On 
the IM&S side we have started the work to 
prioritise procurement categories, and will 
finish prioritisation during 2023.
The implementation of our 
operating model
The four levels of our Responsible Sourcing 
pyramid are assigned through an 
integrated operating model that embeds 
responsible sourcing processes within the 
day-to-day work of Procurement.
In 2021, we began the process of 
transitioning certain tasks and 
responsibilities to allow the Naturals 
Procurement team to better manage the 
trust and supplier compliance element of 
the Sourcing4Good programme. We 
continued this in 2022, further implementing 
Standard Operating Procedures (SOPs), 
developing tools, and building capability 
through various training sessions: to date, 
we have carried out 4 training modules 
spread over 7 sessions for 92 colleagues, 
representing 89% of the Naturals team.
To support and accelerate our work on 
the responsible sourcing of Synthetics and 
IM&S, Givaudan joined Together for 
Sustainability (TfS) in 2021. TfS is a member-
driven non-profit organisation committed 
to drive sustainability improvements in 
chemical supply chains. As part of our 
onboarding with TfS, we set initial targets 
on sustainability audits and assessments 
for 2022. We nominated 8 synthetic raw 
material suppliers for TfS audits and 
30 IM&S suppliers for assessments to 
pilot with procurement teams on these 
new tools. (We achieved 8 audits and 
42 assessments,surpassing our original 
target). During 2023, we will select suppliers 
for audits and assessment based on the 
prioritised raw materials and categories.
As part of creating the Sourcing4Good 
programme, we have held numerous 
training sessions for the in-scope 
procurement teams. Altogether, we 
conducted 10 training sessions with a total 
of 107 participants. In one of the training 
sessions, we introduced the TfS Academy for 
our Synthetics and IM&S procurement 
community. The TfS Academy is a capability-
building and learning hub for TfS member 
companies and their employees, as well as 
suppliers to TfS member companies. It is 
specifically designed to support buyers and 
suppliers to improve their knowledge of key 
sustainability issues.
2022 progress 
DISCLOSURE 308 – 1, 414 – 1
Our goal is to have 100% of materials and 
services sourced responsibly by 2030 
against a 2021 baseline. We are working 
towards this in all of our materials classes. 
In Naturals, 26% of spend in the natural 
material family was flagged as being 
sourced responsibly vs. total raw materials 
families and total natural spend in 2022. 
In Synthetics, we are now working on our 
top 50 synthetic ingredients by both volume 
and spend. Having already shared our policy 
with all our suppliers, we are now engaging 
with them through audits. As part of the TfS 
initiative, we put 5 of our suppliers through 
audits in our pilot programme. We have now 
also started the process for IM&S families, 
with the roll-out of our RS policy to all our 
significant suppliers in APAC and LATAM. We 
have assessed 30 IM&S suppliers as part of 
TfS Ecovadis pilot programme, of which we 
are now a member.
Active level
All Active suppliers, that is, even those at 
the start of their ‘sourced responsibly’ 
journey, are required to acknowledge and 
work towards adherence to the 
Responsible Sourcing Policy.
Givaudan expects its suppliers to use this 
policy as a guidance tool to help them 
FOCUS STORY
Responsibly 
Sourced Osmanthus 
Osmanthus flowers bloom twice a year on 
trees that were planted 20 years ago. The 
harvest is carried out within 3–7 days after 
flowering. We work with osmanthus 
suppliers that have well-managed 
organisation and strong supply chain 
practices: they actively strive to make 
progress on sustainability issues and 
collaborate on best practices. Areas of 
particular importance are biodiversity 
conservation actions in the area under 
government guidance, stable and long-term 
partnerships with farmers and specific 
attention and procedures to ensure product 
quality. Their hard work has paid off, with 
almost 78% of our sourced osmanthus 
qualified as responsibly sourced by the 
Union for Ethical BioTrade (UEBT). Based 
on UEBT assessment, which focuses on the 
practices carried out in the sourcing areas 
by farmers, farm workers, wild collectors 
and local suppliers, a work plan has now 
been validated. This will allow the supplier 
to maintain their standards and continue 
the efforts towards further improving social 
and environmental practices following 
UEBT recommendations.
Givaudan – 2022 Sustainability Report  144
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

demonstrate compliance to it through their 
continuous improvement activity. Givaudan 
also expects all suppliers at the Active level 
to implement management systems that 
allow compliance with this Responsible 
Sourcing Policy. At the very least, this 
includes mechanisms to identify, assess and 
manage risks in all areas addressed by this 
policy; adequate documentation, which 
may be reviewed by Givaudan upon 
reasonable notice; communication of the 
policy to all relevant employees; 
deployment of the principles in their 
facilities and throughout their supply 
Progress by level of activities 
chains, working with their suppliers to the 
source of the material or service. Where 
possible, Givaudan will aim to provide 
support to suppliers in this journey.
Our previous Responsible Sourcing Policy 
has been sent to more than 14,000 of our 
raw material and indirect materials & 
services (IM&S) suppliers. Since the update 
of the policy with the 2021 launch of the 
Sourcing4Good programme, we have sent 
this document to more than 2,470 raw 
materials (naturals and synthetics) 
suppliers, representing 91% of the spend. 
ADVANCED LEVEL: 25 projects in progress
COMMITTED LEVEL: All prioritised raw materials in scope (165)
	› 32 strategic suppliers assessed and implementing sustainable practices 
and having a continuous improvement approach
	› 16 strategic suppliers implementing a Corrective Action Plan to reach 
sustainable practices
ENGAGED LEVEL: All prioritised raw materials in scope in 2021–2022
	› 792 DDQs sent 
	› 71 follow-up steps in progress with suppliers
	› 307 DDQs being analysed to implement follow-up steps
ACTIVE LEVEL: 100% Raw material and 34% IM&S suppliers have 
received our Responsible Sourcing Policy
FOCUS STORY
Moringa – evolution of a supply chain
Moringa is a perennial tree known as the 
“Tree of Life'' because of its numerous 
benefits and also an important ingredient in 
cosmetics. At Givaudan, it has moved up 
through the levels of Sourcing4Good as we 
source it responsibly from Central and 
Eastern Africa.
Starting off at the Active level, we shared our 
Responsible Sourcing Policy with supplier 
partners, who then went on to complete 
DDQ assessments at the Engaged level. 
While we did not consider this botanical high 
risk, it has priority status in our portfolio and 
so we chose to go further, applying external 
verification at the Committed level. Our 
main Moringa partners were assessed on 
social and environmental practices as part 
of the Farm Sustainability Assessment 
standard of the SAI Platform. This 
verification confirmed the sustainability of 
practices in place and allowed us to further 
support our partners in completing their 
action plan of continuous improvement. 
Givaudan – 2022 Sustainability Report  145
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

In addition, in 2022 we began the task of 
sharing the RS Policy with the suppliers of 
Indirect Materials and Services (IM&S). 
The structure of these suppliers can be 
complex, so we have begun the sharing 
process by region, beginning with Asia-
Pacific, followed by Latin America and 
SAMEA. So far, in addition to the raw 
materials vendors receiving the Policy, in 
2022 4,893 IM&S suppliers also received 
it: this accounts for 21% of IM&S spend. 
The remaining regions will be included in 
this process by the end of Q1 2023.
We have also implemented an internal 
process whereby all IM&S vendors 
going through the recruitment process 
with Givaudan will need to acknowledge 
the RS Policy before being considered 
for partnership.
Engaged level
For suppliers at the Sourcing4Good level 
Engaged and above, Givaudan will also 
use a range of due diligence and 
verification tools to ensure they meet both 
our expectations and the principles laid out 
in the Responsible Sourcing Policy. These 
include sending our Due Diligence 
Questionnaire (DDQ) to selected suppliers 
and requesting that they complete it.
In 2022, we completed our DDQ on 103 of 
the 165 prioritised naturals materials 
families. Our target was to engage the 
suppliers included in the top 80% of spend 
and/or defined as strategic by the 
Procurement Team on each of these 
103 material families. We reached all 
suppliers in scope for this year. In 2022, we 
followed-up with the remaining DDQs from 
the previous year and reached the response 
rate of 86% on a total of 485 DDQs, which 
meant we engaged 356 strategic suppliers 
in this process this year.
We also embarked on two key activities 
regarding our DDQ process at the 
Engaged Level. First, we launched, in two 
separate phases, the DDQs for the 
remaining prioritised natural raw materials 
families, across both our Fragrance & 
Beauty (F&B) and Taste & Wellbeing 
(T&W) divisions. To do this, we prepared 
the Procurement teams through training 
and awareness sessions, either re-training 
those Category Managers who had been 
involved in the 2021 phase, or teaching 
Category Managers using the DDQ for the 
first time. In total, we trained 93 Category 
Managers during 7 sessions.
The second key activity was the follow-up 
process to the DDQ phase launched in 
2021. The completion of the DDQ by the 
Category Manager and supplier is an 
important step in the building of a robust 
and sustainable supply chain. Once we 
receive the completed DDQs, they 
are analysed and reviewed by the 
Responsible Sourcing team for possible 
follow-up. We worked with an external 
agency to help us build an analysis tool 
into which we entered the completed DDQ 
data so that we could ascertain if further 
due diligence was required. We also used 
our own supply chain knowledge and 
expertise to raise certain aspects of the 
materials or country of origins in scope for 
further follow-up activity with the 
Procurement Category Managers. 
The Due Diligence step has allowed us 
to assess the combination of naturals 
material family/suppliers regarding 
environmental and social impacts. Out of 
the 307 DDQs launched in 2021, 71 or 
20% have been identified to do the 
following step and with which we will study 
the need to implement corrective actions to 
prevent any negative impact.
This process allows us to sharpen our 
strategy and engage a significant number 
of our suppliers in a process of continuous 
improvement. 
We will follow the same approach by 
sending DDQs to selected suppliers of 
prioritised synthetic raw materials. Based on 
the prioritisation work done in 2022, 
we have selected 150 suppliers who will 
HIGHLIGHT
The Due Diligence 
Questionnaire
The Due Diligence Questionnaire is our 
in-house questionnaire allowing us to 
obtain primary traceability and risk 
information on the supply chain; to 
sharpen our implementation strategy 
and support our suppliers as part of a 
continuous improvement approach. 
We have developed an IT interface that
 is accessible to our suppliers and our 
Procurement teams to make the 
questionnaire easy to use. The 
questionnaire is completed by our supplier 
and the content checked by the Category 
Manager. A subsequent exchange 
between the supplier and the Category 
Manager is carried out in order to clarify 
or complete certain missing information.
Afterwards, the Category Manager 
has the option of specifying an 
identified supply chain risk that may 
require additional follow-up actions. 
Following this step, the RS team 
will carry out the analysis and 
recommendations for additional steps 
for the supplier/raw material 
combinations identified as most at risk.
Givaudan – 2022 Sustainability Report  146
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

receive the DDQ. This work will begin in 
2023 after we have trained the Category 
Managers in scope.
Committed level
At the Committed Level of the 
Sourcing4Good programme, we work 
more closely by family of raw materials to 
assess and engage our key suppliers in a 
process of continuous improvement based 
on third-party audits at factory and/or 
farm level and recommendations from 
expert organisations. Givaudan also 
retains the right to recognise certain supply 
chain certification standards that will be 
accepted in lieu of a third-party audit.
At factory level, the sites of direct suppliers 
are audited according to Sedex Members 
Ethical Trade Audit (SMETA). Incorporating 
labour practices, social, environmental and 
human rights aspects into its assessments, 
SMETA is one of the most widespread 
ethical audit formats in the world. Auditing 
suppliers accordingly allows them to 
benefit from a mutual recognition 
agreement among the members of the 
AIM-PROGRESS platform: they can avoid 
audit duplication because suppliers are 
encouraged to share audit reports with the 
largest number of customers.
At farm level, we ask our suppliers to seek 
verification through the Farm Sustainability 
Assessment (FSA) from the SAI Platform 
for cultivated raw materials, and through 
the Union for Ethical BioTrade (UEBT) for 
wildcrafted raw materials. These 
standards are recognised in the industry 
and cover all our ethical, social and 
environmental requirements.
In 2022, we aimed to cover 72 of the 
165 prioritised natural materials families for 
further verification by the end of 2022. We 
approach this through factory- and 
farm-level third-party audits in supply chains 
selected in collaboration with Procurement. 
For now, we reached 58% of this target. In 
2022, we have covered 25% of our 
prioritised natural materials families.
In 2021 and 2022, we assessed 
81 suppliers, among which 32 have 
validated a level of sustainability of 
acceptable practices and 16 for which 
immediate actions are to be implemented 
to avoid any potential negative impact.
In both cases, the registration of our 
suppliers in a process of continuous 
improvement is in progress, based on the 
recommendations of experts.
FOCUS STORY
Continuing our work in sustainable palm
In 2022, we further leveraged our 
partnership with Earthworm Foundation (EF) 
to bolster traceability efforts and expand 
landscape projects. We have reached supply 
chain transparency to mill level with our top 
suppliers, representing traceability to over 
1,800 mills in 20 countries, equivalent to 
78% of our palm volume. 
Earthworm’s landscape projects target 
farmers and workers at the heart of supply 
chains to focus on social, environmental, 
economic and regulatory best practices 
through holistic development of people, 
biodiversity and communities.
In Aceh, Indonesia, we financially 
supported work with three villages to 
enshrine the protection of 2,525 ha of 
critically important forest areas into 
village law. In Sabah, Malaysia, we 
financed a EF pilot ‘Child Risk Assessment 
Framework’ with a main palm supplier 
to expand their knowledge of addressing 
child labour and related issues. 
In the Tomé-Açu landscape, Brazil, 
Givaudan contributed to a feasibility 
study on pepper as a crop for 
intercropping in palm oil plantations. 
Intercropping can provide farmers with 
supplemental income from existing land, 
making it unnecessary to expand into 
forests. Internal and external purchasing 
opportunities for the produced pepper 
have been identified.
Givaudan – 2022 Sustainability Report  147
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

Assessments of potential negative and 
positive environmental and social impacts 
in the supply chain at Committed Level 
Audits
Assessed and 
compliant
Assessed and 
corrective action 
plan in progress
At factory level ¹
25
13
At Farm level ²
30
8
Total
55
21
1. SMETA, EcoVadis.
2. UEBT, FSA, Supply chain certification standards.
Some audits had to be postponed, either 
because certain harvest periods had 
already passed or because of the continued 
COVID-19 situation. Due to business needs, 
we also added two additional raw 
materials families to the list in 2021. This 
year should be seen as a transition year: a 
period of acclimatisation is needed for our 
teams and suppliers to implement this new 
approach. Audits that could not be carried 
out have been postponed and integrated 
into the 2023 roadmap.
Givaudan reserves the right to periodically 
request and undertake social and 
environmental audits at any supplier’s 
facilities, in any part of their extended 
supply chain, including at farm level. This 
may be through the use of an internal 
protocol or a third-party ethical audit. 
Suppliers are expected to pay when 
third-party audits are requested as this 
allows them to own the data and share 
reports with other customers without having 
to undergo further similar audits within the 
same or similar timeframe. Givaudan 
expects to discuss the results of such audits 
with the supplier: areas for improvement 
will be clearly identified and a corrective 
action plan agreed.
Givaudan expects any supplier who has 
been audited to resolve any major or critical 
non-conformities within a timescale agreed 
with the supplier and to provide supporting 
documentation as requested. The results of 
the evaluation will make it possible to 
prioritise the actions to be implemented and 
formalise an action plan for improving 
practices from the field to the factory.
Any audits conducted, whether through 
internal or third-party means, will normally 
need to be repeated within a three-year 
timeline. This will make it possible to check 
the progress made and maintain the good 
practices achieved. Givaudan will work with 
suppliers to ensure this process is 
maintained. We know that some challenges 
can take time to overcome and this will be 
considered where applicable. We monitor 
and measure progress of this through our 
regular supplier review process and through 
specific assessment and audit activity. 
Where Givaudan sees that a supplier 
cannot, or will not, take the necessary 
actions to demonstrate compliance over an 
agreed timeline, then Givaudan may take 
the necessary steps to seek alternative 
supply of a particular material or service.
Advanced level
Givaudan’s Advanced level projects sit at 
the top of our Responsible Sourcing 
pyramid. They are collaborative, 
transformational projects that play an 
important role in contributing to our 
purpose goal. They are managed by our 
various expert teams (Responsible 
Sourcing, Agronomy, Procurement, 
Givaudan Foundation) and developed 
with our supplier and customer partners.
At the Advanced level, we engage with a 
selected small number of key supply chains 
from our prioritised list for a deeper level 
of activity. Within this context, we develop 
flagship and transformational projects 
through collaboration with internal and 
external stakeholders. 
In 2022, we reviewed the way in which we 
manage and govern our advanced level 
projects and created an Advanced Level 
Project SteerCo, which includes members of 
our Procurement, Agronomy and 
Sustainability functions, plus the Givaudan 
Foundation. This SteerCo is designed to 
leverage internal expertise and resources to 
assure proper governance and set priorities 
according to clear selection criteria with 
transparency across all projects.
We currently have 25 projects ongoing in 
our Naturals supply chains at the 
Advanced level. Our goal is to further 
develop these projects and start new 
projects in collaboration with our customers 
and suppliers in the years to come on a 
need and opportunity basis.
Operations Human Rights 
Impact Assessment
DISCLOSURE 408 – 1, 409 – 1
Human Rights Impact Assessment in our 
operations and supply chain, detailed in 
the following chapter, is managed through 
continuous engagement and diverse 
interventions embedded in many of our 
standard operating procedures and 
practices. The focus of these assessments 
ranges from high level due diligence to 
more salient aspects, in particular those 
relating to health, safety or child labour.
Givaudan is an active member of Sedex, a 
global platform that incorporates human 
rights risks in its assessments. Since 2010, 
all Givaudan production sites have been 
registered on Sedex and have completed 
Sedex self-assessment questionnaires 
(SAQ) aimed at continuous self-
improvement and the sharing of 
information with customers. Givaudan 
Givaudan – 2022 Sustainability Report  148
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

annually reviews and updates the SAQ for 
all of our registered sites and plans audits 
for sites due for inspection with recognised 
third-party auditors. At the end of 2022, 
100% of our production sites were 
registered on Sedex, had completed 
Sedex self-assessment questionnaires and 
were being assessed according to their 
standard, Sedex Members Ethical Trade 
Audit (SMETA).
In addition to manufacturing sites, the 
same standards are also applied internally 
for all other Givaudan locations, e.g., 
offices, R&D facilities, warehouses, etc. 
They are regularly assessed through 
programmes such as internal audits.
We also participate in EcoVadis Corporate 
Social Responsibility (CSR) assessments, 
disclosing detailed information on our 
business practices in Human Rights and 
Labour aspects in addition to those linked 
to the environment, ethics and responsible 
procurement. The EcoVadis methodology 
framework assesses companies’ policies 
and actions in relation to these areas using 
a team of international sustainability 
experts that analyse and cross-check 
Company data such as supporting 
documents, 360° Watch Findings, etc., to 
create reliable ratings. Each company’s 
industry, size and geographic locations are 
also considered.
This year, Givaudan ranked in the top 3% 
of more than 75,000 companies 
participating in the 2022 EcoVadis CSR 
assessment. This result earned Givaudan 
the gold rating.
Givaudan – 2022 Sustainability Report  149
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

CASE STUDY
Advanced level project in securing sustainable patchouli oil 
Patchouli is a key ingredient for Givaudan 
and we have been working with local 
resources in the supply chain for more than 
10 years. What began as a way of 
ensuring supply and reducing price 
volatility has evolved into a project 
addressing a range of sustainability goals: 
we are now also targeting traceability, 
environmental protection and social 
development, including women’s 
empowerment, in the communities from 
which we source.
Our Patchouli Champion Group (PCG) 
model pools resources through groups of 
producers and is one of the foundations of 
our work here. The model involves 
integrating local agronomy 
experts with extensive 
knowledge of good 
agricultural and 
distillation practices, 
allowing patchouli 
producers to 
improve their 
practices. The 
model also taught 
producers to distil 
patchouli themselves, 
increasing their income 
and allowing us to create 
added value within communities and 
strengthen productive capacities.
Full digital traceability
The development of a transactional 
traceability tool, “I-Source”, allows field 
teams to use smartphones to collate 
information about producers and the oil 
purchased. Data collected this way allows 
for more agile and efficient monitoring of 
collection and gives insights that deepen 
knowledge of the market, helping us 
protect quality or supply. 
Environmental protection
In an initial project targeting distillation 
practices, the Earthworm Foundation (TFT) 
assessed the impact of patchouli oil 
production on the local environment. The 
study revealed that while some of the 
wood used for patchouli distillation in 
Sulawesi comes from renewable 
sources, the source of other 
fuelwood is unclear and 
sometimes associated with 
deforestation. This prompted 
us to invest in improving the 
energy efficiency of the 
distillation units. 
Another project – growing from 
an earlier collaboration with the 
international non-governmental 
organisation Swisscontact, funding from 
the Givaudan Foundation and strong 
partnerships with producers, their families 
and local government actors – focussed on 
improving the livelihoods of individual 
producer families while protecting 
natural resources. We did this by training 
the households of approximately 
1,500 patchouli producers and more than 
350 operators on environmentally friendly 
agricultural and distillation practices, 
respectively. The project also involved the 
renovation of smallholder patchouli 
distillation units to improve energy 
efficiency and reduce firewood 
consumption.
Social development, 
empowerment of women
In Sulawesi, there is a particular need for 
investment in the areas of feeding infants 
and young children. Also, many families 
have received very limited formal 
education and lack skills in financial 
management, essential for building 
economic resilience. We addressed these 
issues by providing more than 1,000 local 
producer families with education on 
nutrition and household income 
management. Here, we targeted the family 
members most frequently responsible for 
both – women.
A lack of books is an obstacle to quality 
primary education locally so we started 
establishing libraries in primary schools in 
2018. By the end of 2022, the project, which 
is in partnership with the local non-
governmental organisation Taman Bacaan 
Pelangi (Rainbow Reading Gardens), had 
established seven such libraries and one 
classroom-based reading corner, benefitting 
more than 1,100 school children.
Looking ahead, we will strengthen the 
on-site team to work in regenerative 
agriculture and biodiversity practices.
Givaudan – 2022 Sustainability Report  150
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Responsible  
sourcing & traceability
Givaudan’s impact on responsible sourcing & traceability

Local community 
development
  
Givaudan’s impact on local 
community development	
152
Givaudan – 2022 Sustainability Report  151
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Givaudan’s impact on local community development
MATERIAL TOPIC DEFINITION
Local community 
development
Recognising and supporting the 
broader development goals of local 
communities where Givaudan operates 
and sources from. We especially strive 
to improve the quality of life in 
vulnerable communities.
PURPOSE PILLARS
Creations    Nature    People    Communities 
Explanation of the material topic
The communities and neighbourhoods in 
which we operate and source our materials 
are critical to our long-term success. Our 
business can affect these communities, and 
local stakeholders can in turn make 
significant contributions to our activities. 
Recognising and supporting the broader 
development goals of these local 
communities is essential to acknowledging 
their important contributions.
The close working relationships we 
establish with the people who grow, collect 
and distil our raw materials are key to our 
continued success in securing the long-term 
supply of the ingredients we rely on for our 
flavours and fragrances. 
Positive and negative 
impacts assessed
DISCLOSURE 3 – 3 
Good relations with local communities 
allow us to work together on projects and 
causes that benefit the community, help to 
protect local ecosystems and support 
livelihoods. This translates into economic or 
social benefits such as improving access to 
education or mental or physical health for 
the local communities.
Responding to the needs within 
communities, and using our business 
expertise in areas ranging from health and 
education to enhancing environmental and 
agricultural practices, contributes to our 
ambition of improving the lives of millions 
of people in the communities where we 
source and operate. 
Overall, we actively develop and sustain 
relationships with communities and listen to 
their representatives to understand their 
needs. This allows us to take their points of 
TARGET TO REACH OUR AMBITION
Focus area
Ambition
Status 2022
Communities 
benefit by working 
with Givaudan
We will improve the lives of millions of people in 
communities where we source and operate by 2030 
view into account and integrate their 
feedback into our activities. We have also 
supported local producer communities for 
more than a decade through a variety of 
social and environmental projects. Our 
field teams, for instance, travel to remote 
sourcing regions all over the world, 
cultivating relationships with producers. 
This enables us to build trust and work 
together to ensure the long-term future of 
raw materials. Our work also contributes to 
more stable incomes to help improve the 
lives of these communities.
Negative repercussions of our efforts could 
include the potential impact of business 
changes such as site closures, transfer of 
production, changes in purchasing 
decisions, etc., that may have an economic 
impact on local communities. In addition, 
to avoid any negative impact on the local 
environment, we recognise the importance 
of maintaining high standards in areas 
such as safety and water management. 
215,059
Givaudan – 2022 Sustainability Report  152
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development

Management of the impacts
DISCLOSURE 3 – 3, 413 – 1
We have developed a new approach which 
will guide us on our journey and will build 
on the work already being done through 
existing initiatives. Led by topics grounded 
in our core business, our approach will 
allow us to focus on areas where our 
creativity and expertise can make the 
biggest difference and where we can lead 
the way. It also supports the existing efforts 
of our employees and current initiatives with 
our customers and partners.
Building on our approach 
to helping communities
A steering committee was created to help 
drive this new approach and evaluate 
projects according to their adaptability to 
local contexts and volunteer propositions, as 
well as the possibility of a long-term 
commitment. Led by our head of Social 
Innovation & Community Engagement, it 
comprises representatives from the 
Givaudan Foundation, our Sourcing4Good 
and Agronomy programmes, the 
procurement team, business representatives 
from the two divisions, Green Teams and 
others who contribute to Communities work.
Our work in 2022, was to identify the three 
key communities groups: 
	– Our sourcing communities
	– Communities where we are located
	– Communities in our customers' markets
By focusing our efforts on these specific 
groups, we can extend our focus within our 
value chain and support the communities 
who need us most. 
In order to maximise the impact of this 
work, we have selected the top countries 
where we source, where we are located, 
and where we have our key markets. We 
have also prioritised according to 
communities’ needs, identifying key 
countries where the main community needs 
exist and that are aligned to the key focus 
areas of this work. 
Enhance our business relevance
Supply chain
	› Leverage and complement work with our 
Sourcing4Good and agronomy teams
	› Leverage flagship programmes, ensure 
focus on communities' needs
Customers 
	› Explore partnership with customers on 
community-driven initiatives
Givaudan sites
	› Enhance and strengthen programmes 
with local communities
Givaudan – 2022 Sustainability Report  153
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development
Givaudan’s impact on local community development

food pantries and food banks and driving 
nutrition behaviour change, including 
cooking and eating habits.
Our sites work together with our chosen 
communities to identify and shape relevant 
flagship programmes. We also seek to 
work in close collaboration with our 
customers to co-create new initiatives. 
Finally, we will leverage initiatives that are 
part of our existing work and tap into our 
existing expertise: examples include 
Sourcing4Good advanced level projects, 
the work of the Givaudan Foundation and 
the work of our Agronomy team.
We recognise the need to hold ourselves 
accountable while delivering meaningful, 
measurable impact with all of our 
programmes; we plan to closely monitor 
the outcome of our activities and measure 
the number of people affected as we 
progress on our journey. 
Employee contributions
We believe that every employee can make 
a change for the wellbeing of the 
communities in which we work and live. 
Opportunities are available through our 
Green Teams, Imagine8 programme or with 
the support of the Givaudan Foundation. 
Overview of the selected top countries
Additionally, we will emphasise projects 
that help build economic resilience and 
improve health and wellbeing. 
We can build economic resilience by 
promoting lifelong learning, training and 
education while helping to build specific 
technical skills among our communities. 
Economic prosperity can be improved 
through programmes that offer 
entrepreneurship, apprenticeship, and 
job opportunities.
In terms of Health & Wellbeing, focus 
areas include promoting equitable access 
to and the maintenance of clean water, 
dignified toilet facilities, and handwashing 
facilities with soap. We aim to promote 
hygiene behaviour change, handwashing 
and sanitation habits, as well as food 
hygiene habits.
We also seek to increase nutrition security 
through promoting home and community 
gardening, diversifying crops, supporting 
Around 500 people are active in our 
Green Teams worldwide and are involved 
in various voluntary sustainability projects 
in local communities where we operate. 
The projects allow groups of employees to 
identify local opportunities to support our 
sustainability and purpose ambitions. They 
initiated more than 20 projects in 2022. 
For example, our Green Teams in France, 
involving sites and employees from Paris, 
Argenteuil, Pomacle, Toulouse and 
Avignon, headed an initiative to help the 
people of Ukraine. They decided to 
organise a fundraiser to collect and donate 
essential items. An initial communication 
campaign created awareness, and 
employees were encouraged to maximise 
collection and donations. During the 
collection drive across all participating 
sites, more than 30 employees volunteered 
and supported the effort through 
collecting, recording and packaging 
activities. In total, more than 85 boxes of 
food, medicines, hygiene products and 
multiple pallets of water were collected 
and then donated to four registered 
associations/local bodies in France. 
Givaudan – 2022 Sustainability Report  154
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development
Givaudan’s impact on local community development

At our GBS sites in Buenos Aires and 
Sao Paulo, local Green Teams organised 
tree plantation drives as part of the 
#ClimatePositivity campaign. Almost 
30 volunteers planted more than 50 trees, 
shrubs and flowering plants. At GBS 
Buenos Aires, the site team is creating 
their own native forest together with the 
organisation 'Proyecto Vivilo' and has 
planted 55 native trees and shrubs so far. 
The team also created awareness around 
native plant species and their importance 
for the local environment and ecosystem, 
including housing and feeding local insect 
pollinators and animals. 
Along similar lines, the local team in 
Jaguaré, Brazil, organised a tree planting 
initiative in December. It was coordinated 
by the site Green Team and supported by 
other site volunteers. Together, they 
planted 15 trees and flowering plants in 
total, and will be taking care of and 
maintaining them in the future.
These projects show how simple 
interventions can go a long way in creating 
impact for the environment and 
communities. They are easily replicable 
and can be introduced at sites around the 
world, without any special knowledge, 
preparation or costs.
The Imagin8 innovation incubator is an 
employee-driven programme to help 
employees come up with ideas that can 
have an impact, including in the domain of 
communities. It contributes to the scale-up 
of our efforts in social innovation by 
prompting employees to see themselves as 
changemakers, with a focus on small, 
simple ideas that can accelerate 
improvements in, for example, social 
conditions, positive climate action, mental 
health or access to affordable, healthy 
products for more communities. Currently 
there are programmes in Asia Pacific, Latin 
America, Spain and USA with 30 concrete 
projects having been generated. These 
include: a colour-changing soap and 
digital hygiene education game for kids; a 
project to reuse mate extraction waste to 
create cat litter; and a fragrance game for 
Alzheimer's patients. The next steps are to 
solidify the programme and see if we can 
expand to other regions.
Employees can also contribute through our 
work with the Givaudan Foundation, a 
not-for-profit organisation that has funded 
projects to help build more secure futures 
for communities and their environments 
since 2014. A full half of the foundation’s 
projects are directly proposed and 
designed by employees who want to make 
a change in communities where our 
employees work. Such initiatives encompass 
38 ongoing projects in 20 countries, 
touching more than 22,000 beneficiaries 
as well as their families and communities. 
The foundation also works with local 
organisations to identify and respond to 
local needs and then carry out projects in 
three main areas: education, health, and 
preservation of the environment. The 
foundation works closely with and relies on 
resources provided by Givaudan to conduct 
and monitor its projects. 
Before the start of each project, a set of 
KPIs are defined and agreed with the 
project teams and local partner 
organisations, and are integrated into the 
relevant contract. Throughout the project, 
progress is monitored through calls, 
pictures and, when possible, project visits 
by a member of the Foundation. Project 
team/partner organisations submit 
progress reports or a final report at an 
agreed time. It contains the following 
information: project objective, project KPIs 
and achievement against these KPIs, 
summary of the activities conducted, 
pictures of the activities, challenges 
encountered, detail on the engagement of 
Givaudan volunteers (when relevant), 
financial report, conclusion and potential 
recommendations. Lessons learned are 
then used either when an initiative is being 
extended or when new initiatives of a 
similar nature are being designed.
Working with our customers 
and partners
We continue to work closely with our 
customers to co-create new initiatives. 
Such broad collaboration with numerous 
partners allows us to better react to and 
even anticipate needs in our communities. 
In certain supply chains, we develop 
targeted action plans in cooperation with 
the producers, suppliers and/or other 
organisations such as NGOs. This allows us 
to support projects in education and health 
as well as good practices in agriculture 
and processing. We also assist in 
safeguarding the environment and natural 
resources, and encourage investment in 
sustainable development and innovation. 
More information can be found in the 
chapter on Responsible sourcing & 
traceability on page 140.
We additionally support local communities 
with charitable giving. We work with 
producers, suppliers and/or other 
organisations to bolster projects in 
education, health and nutrition as well as 
good practices in agriculture and 
production. We help communities 
safeguard their environment and natural 
Givaudan – 2022 Sustainability Report  155
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development
Givaudan’s impact on local community development

resources. Every precaution is taken to 
operate safely in these communities, all 
while providing social and economic value 
and reducing our environmental footprint.
This spending, governed by an annual 
budget allocation process for charitable 
giving that has been in place at all of our 
sites since 2012, is controlled and 
consolidated by a sustainability controller 
and closely monitored. Each site manager 
is responsible for how the relevant budget 
is spent and has some freedom to allocate 
funding to local organisations, providing 
they comply with Givaudan guidelines and 
local laws on non-profit organisations. The 
spending is reviewed annually as part of 
our financial assurance, and information is 
disclosed as part of the P&L statement.
Infrastructure investments 
and services supported
DISCLOSURE 203 – 1
The acerola fruit, a typical feature of 
Brazilian biodiversity, is greatly 
appreciated in the flavour industry 
because of its vitamin C and antioxidants. 
Cultivated in the Pernambuco state in the 
northeast of Brazil, acerola producing 
communities live in vulnerable conditions 
and have limited access to the educational 
and social infrastructure that could 
contribute to improvement in their 
academic and professional prospects. 
To tackle this issue, first the Naturex 
Foundation from 2019, and then the 
Givaudan Foundation from 2020, has 
financed the construction of a social and 
education centre located in the city of 
Petrolina. The aim of the centre is to provide 
access to educational, artistic and sporting 
activities while fostering social interaction. 
The centre, which partially opened its doors 
in mid-2021, is being built and managed in 
partnership with a local foundation 
specialised in running educational 
initiatives. The local partner monitors 
construction progress and ensures that 
qualified staff is hired. 
As of 2022, the centre contained an 
IT room, multifunctional classrooms, 
administrative rooms and a kitchen. It 
currently provides after-school support, 
introduction to IT classes, professional 
development support, as well as a range 
of physical activities. The centre’s activities 
have met with positive feedback. In 2022, 
the Givaudan Foundation extended its 
support to finance the construction of a 
multisport room. The centre’s beneficiaries, 
now numbering 544 people, range from 
children to retirees. 
Givaudan – 2022 Sustainability Report  156
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development
Givaudan’s impact on local community development

CASE STUDY
Our areas of focus for our community strategy
Example to improve economic resilience
BRAZIL
Our GUARABEST programme is a collaboration between Givaudan, 
local guarana farmers and cooperatives, Brazbio and, recently, 
reNature. Through it, we have trained 240 guarana farmers in good 
agricultural practices supporting price and volume security while 
protecting the unique local biodiversity. The project has enabled local 
communities to benefit from the collaboration through better incomes 
and greater market visibility, helping to build economic resilience in 
line with our goals.
Example to improve health and wellbeing
ITALY
Givaudan employees and partners are creating gardens with local communities. 
Project 1
30 gardening workshops for people from 
diverse backgrounds. This project brought 
together students, asylum seekers, refugees 
and disabled people. The aim was to teach 
the group how to build a garden, and then 
grow vegetables and aromatic herbs. The 
workshop participants continue to maintain 
the garden. 
Project 2
We helped create a garden that now 
provides employment to 80 people 
suffering from various types of disabilities. 
In addition, children from surrounding 
schools were taught about gardening and 
food through activities. The produce was 
donated to the local community.
Givaudan – 2022 Sustainability Report  157
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Local community 
development

Consumer health 
and wellbeing
  
Givaudan’s impact on consumer 
health and wellbeing	
159
Givaudan – 2022 Sustainability Report  158
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Givaudan’s impact on consumer health and wellbeing
MATERIAL TOPIC DEFINITION
Consumer health 
and wellbeing
Developing products that promote 
the health and wellbeing of people 
as they experience our ingredients 
and formulations in everyday 
consumer products.
PURPOSE PILLARS
Creations    Nature   People   Communities 
Explanation of the material topic
The creation of innovative, sustainable 
solutions is at the core of our Company 
purpose. We strive to develop products 
and services that inspire emotions and 
touch millions of lives, improving our world 
and making it a happier, healthier place.
Positive and negative 
impacts assessed 
DISCLOSURE 3 – 3
In Taste & Wellbeing, we continued 
working towards our objective of helping 
to lead food systems transformation by 
improving our existing portfolio and 
innovating with new products that enable 
consumers to choose more nutritious foods 
and beverages. 
Fragrance contributes to the sense of 
wellbeing and can be used around the 
world to drive consumers to choose products 
with desired health and wellness benefits. 
 
As a responsible Company committed to 
transparency towards our customers and 
consumers, we are aware of the existing 
potential risks for side effects such as 
irritation, cutaneous reactions on 
consumers through application and the use 
of fragrances or cosmetic products 
featuring our ingredients. 
To make sure our marketed products are 
safe for use in different applications and 
domains, we have developed rigorous 
regulatory and toxicological protocols that 
are implemented by high-level scientific 
experts who thoroughly test and review our 
ingredients for safety.
From a data perspective, and to avoid the 
risk of placing a non-compliant product that 
does not meet all regulatory requirements 
on the market, we have a large systematic 
approach driven by experts who 
continuously update our systems and data 
to maintain current conformity needs. This 
prevents the release of such products.
Management of the impacts
DISCLOSURE 3 – 3 
We are a business-to-business organisation 
and do not sell products directly to the end 
consumer. We do, however, work with 
customers in the food, beverage, consumer 
goods and fragrance and beauty 
industries to create products that are 
integrated into drinks and meals, fine 
perfumes, cosmetics and many other 
applications such as laundry care. As 
detailed in the chapter on Innovation 
capabilities and management, we look to 
integrate sustainability into all of our 
innovation, developing products that 
benefit society and the environment.
For information on how we manage our 
impacts and to review the effectiveness of 
our approach, please see the chapters 
concerning our business activities Taste & 
Wellbeing and Fragrance & Beauty. 
TASTE & WELLBEING
Today, more than ever, consumers are 
seeking holistic food experiences. Going 
beyond great taste, they look to shift to 
more mindful diets. At Givaudan, we 
enable our customers to deliver 
unforgettable food experiences that 
empower consumers to make more 
nutritious choices.
Across our whole portfolio, we provide 
solutions that enhance the nutritional value 
of food and support healthy living, 
bringing more of the natural wellbeing 
benefits that consumers want.
Plant-based foods
For example, by developing great tasting 
plant-based foods and solutions for foods 
with lower levels of sugar, fat and salt, we 
encourage the uptake of healthier diets. 
Givaudan – 2022 Sustainability Report  159
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Consumer health 
and wellbeing

Plant-based diets are recognised as being 
‘planet friendly’ diets as well as beneficial 
for human health. Through our Plant 
Attitude platform and an entire ecosystem 
of experts, we co-create diverse food 
choices and plant-based food experiences 
that meet consumer needs and contribute 
to lowering the environmental footprint 
of consumer diets. Our new PrimeLock+™ 
– a natural, vegan-friendly solution that 
mimics animal fat cells – encapsulates, 
protects and locks in both flavour and fat 
in plant-based meat substitutes. This 
integrated technology enables companies 
to enhance the food experience of 
plant-based burgers or sausages while 
having 75% less fat and 30% less calories 
when compared to a full fat, full protein 
plant based product.
Natural Preservation
Our new Nitrite replacement technology is 
another example of how we encourage the 
uptake of a healthier diet. In natural 
preservation, our new NaNino+™, a 
combination of plant-based ingredients 
and natural flavourings, can be used as a 
nitrite replacement in processed meat. 
Designed with natural ingredients and 
currently available in Europe, this clean 
label solution addresses increased scrutiny 
around nitrites and helps processed meat 
manufacturers meet consumer demand for 
healthier alternatives and avoid the use of 
nitrites in their recipes.
In addition to plant-based foods and 
natural preservation solutions, products 
from our Nutrition and Health pillars 
provide solutions that enhance the 
nutritional value of food and support 
healthy living, bringing more of the natural 
wellbeing benefits that consumers want.
Nutrition
Our Nutri TasteSolutions® programmes 
enable the reduction of undesirable 
ingredients such as sugar, salt or fat. For 
example, Nutri TasteSolutions® Sugar 
provides nutritionally balanced alternatives 
that cut sugar but do not compromise on 
taste: the products are just as satisfying and 
complex as their full-sugar counterparts, 
helping consumers with their sugar reduction 
needs. The Nutri TasteSolutions® Sodium 
programme helps tackle the issue of ‘hidden 
salt,’ which is salt added in the 
manufacturing process as a taste enhancer 
to packaged foods: it accounts for more 
than 70% of our sodium intake. Products 
developed through this programme help our 
customers create food experiences that meet 
consumer demand for salt reduction while 
maintaining great flavour. Similarly, Nutri 
TasteSolutions® Fat and TasteSolutions® 
Mouthfeel can provide a rich and rounded 
taste sensation on the tongue while also 
addressing health and wellness concerns by 
reducing fat and calorie levels.
Our Nutri Essentials offering adds desirable 
nutrients, derived from natural ingredients. 
Our acerola is a highly standardised source 
of naturally occurring vitamin C. Grown 
sustainably in Brazil, the cherries are 
harvested manually and processed carefully 
to preserve the fruit’s naturally high vitamin C 
content. The resulting ingredient is so rich in 
vitamin C that a low dose is needed to 
achieve 100% of the recommended daily 
intake. Committed to always offering the 
best of nature, we continuously work to 
provide our customers with cleaner label 
solutions, such as our Acerola Juice Powder 
17% vitamin C that now comes with a 
cleaner formulation, using gum arabic while 
preserving all the quality of the ingredient.
Another example is our range of oat 
betaglucans. Rich in fibre and high in 
protein, it delivers an exceptional 
nutritional profile and a range of proven 
benefits, including lowered risk of 
cardiovascular diseases ¹, reduced blood 
sugar increase after eating ², good 
digestion ³ and satiety ⁴.
Health
With our Wellness Essentials and Health 
Essentials portfolios we are looking to 
provide intuitive wellbeing benefits designed 
to meet food and beverage expectations as 
well as clinically proven benefits through 
innovative bioactive ingredients specifically 
developed for the supplements market. They 
include a selection of natural solutions that 
address common health needs such as 
immune system support, relaxation and 
energy, cognitive performance, or digestion 
and gut health.
1. Ferguson et al, 2019, Clinical Nutrition, Volume 39, Issue 1.
2. Tosh SM, 2013, The European Journal of Nutrition, https://doi.org/10.1038/ejcn.2013.25.
3. Poeker et al, 2018, Scientific reports, https://doi.org/10.1038/s41598-018-22438-y.
4. Hlebowizc et al, 2008, Journal of the American College of Nutrition, Volume 27, Issue 4.
Givaudan – 2022 Sustainability Report  160
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Consumer health 
and wellbeing
Givaudan’s impact on consumer health and wellbeing

Our Wellness Essentials botanical 
ingredients and infusions are rooted in 
traditional uses that offer an authentic-
tasting wellness experience while 
addressing growing consumer interest in 
supporting wellbeing through clean, natural 
functional food and beverages. Among our 
key botanicals are chamomile and 
lavender, often associated with relaxation 
by consumers, as well as guarana and 
yerba mate, which are intuitively seen as 
contributing to natural energy.
Our health Essentials offering comes with 
strong branded ingredients that are all 
sustainably sourced and backed by 
proprietary clinical studies. 
One example is Lifenol® – a powdered hops 
extract that delivers scientifically 
substantiated women’s healthy ageing 
benefits. Lifenol is manufactured using a 
patented process that results in a high 
standardisation of 8-PN, which is the most 
active phytoestrogen with a high affinity for 
estrogenic receptors. While previous clinical 
studies demonstrated that 85 mg per day of 
Lifenol® supports menopausal symptom 
relief ¹, our latest clinical study has proven 
that it also supports total body bone mineral 
density maintenance ². Lifenol® has also 
been awarded menopause health claims 
from Health Canada and the South Korean 
Ministry of Food and Drug Safety.
FRAGRANCE & BEAUTY
Consumers want to look good and feel 
good, and look for products that promote 
mental and bodily health and wellbeing. 
They seek, for example, fresh scents that 
can get rid of bad odours in clothing and 
the environment, boosting self-confidence 
and in turn improving social inclusivity. 
They want fragrances that positively 
influence how they feel as well as products 
that contribute to their sense of self-esteem 
and are good for the environment.
In Fragrance & Beauty, we aim to develop 
products that smell great, but also bring 
wellbeing benefits to consumers and are 
good for the planet. Wellbeing is a 
significant concern to customers and we 
carry out extensive scientific research at 
our Health and Wellbeing Centre of 
Excellence in Ashford, UK to help us 
understand it and how it relates to 
fragrance. This gives us deep insight into 
how fragrances are perceived and how 
they affect the way we think, feel and act. 
One example is the Silver Radiance™ 
programme, which focusses on finding out 
how we can serve the silver generation.
FOCUS STORY
Silver Radiance™ programme
A growing ageing population has 
made it more important to deepen our 
understanding of the needs of the 
over-55s through consumer research, and 
we have collected data from more than 
7,000 seniors in 11 countries around the 
world. This Silver Radiance™ programme 
aims to help improve quality of life 
while ageing through emotional, 
behavioural and physical benefits. 
The first step of this programme involves 
Silver Radiance™ solutions, which bring 
concrete innovations from better sleep 
to higher energy levels to this population. 
In looking to develop healthy-ageing 
solutions, we have validated a unique 
portfolio of technologies and active 
ingredients aimed to improve seniors’ 
wellbeing, including DreamScentz™ 
MoodScentz™ and VivaScentz™.
1.	 R. Erkkola et al, 2010, Phytomedicine, 1;17(6):389-96.
2.	 Lecomte, et. al. 2022, Manuscript in preparation.
Givaudan – 2022 Sustainability Report  161
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Consumer health 
and wellbeing
Givaudan’s impact on consumer health and wellbeing

More generally, we have used in-depth 
neuroscience research to develop our 
portfolios of “Scentz™” technologies, which 
are designed to provide holistic or specific 
wellbeing benefits for consumers. Our 
patent-pending technology DreamScentz™, 
for example, uses our understanding of the 
link between fragrance, positive mood 
states and good sleep to explore how 
fragrances can be used to help people 
sleep better and longer. 
In 2022, we introduced a breakthrough 
evolution of the industry-leading 
MoodScentz™ fragrance and oral care 
flavours design programme. The newly 
upgraded MoodScentz™+ redefines our 
understanding of emotional experience 
while introducing a new neurobiology 
measurement capability that is based on 
extensive data mining. The upgraded 
platform is the result of four years of 
partnership with world-renowned academic 
leaders and a heritage of more than 
35 years in neuroscience research. 
MoodScentz™+ now allows perfumers and 
oral care flavourists to create compositions 
that positively enhance emotions, covering 
an extensive range of positive moods: Relax 
& Unwind, Invigorate & Recharge, Happy & 
Blissful. MoodScentz™+ relies on 
patent-pending creative fragrance and oral 
care flavours design based on combinations 
of ingredients with specific scientific and 
consumer-proven mood benefits.
Another key focus for our Fragrances team 
is creating products to enhance wellbeing 
and self-esteem, and to promote a positive 
mindset. We are already leading the 
industry in researching the effects of 
odours on emotion. Our studies have 
revealed how scents can increase positive 
emotions, decrease negative mood states, 
disrupt cravings and reduce physiological 
signs of stress such as inflammation.
Our Scentaurus™ portfolio of fragrances 
targets long-lasting scent with fragrance 
precursors, low-odour molecules that 
release fragrant molecules when exposed 
to a natural external trigger such as 
oxygen, light or humidity in the air. This 
novel formulation reinvents the architecture 
of a fragrance by delivering some notes at 
later stages. In 2022, we introduced 
Scentaurus™ Melrose, biodegradable 
molecule that delivers a fresh, long-lasting 
floral green effect with honey and linden 
blossom facets, and high-performance 
floral fresh rosy signals with powdery anisic 
undertones, extending the perfumers’ 
palette and olfactory perspectives. 
In line with our sustainability ambitions, 
Scentaurus™ Melrose was developed 
according to the Principles of Green 
Chemistry using Givaudan’s proprietary 
FiveCarbon Path™. This exclusive research 
and development process brings an 
eco-minded approach to continuously 
improve the palette of fragrance 
ingredients by using materials based on 
renewable carbon while improving 
processes to reduce carbon and energy 
inputs. It can be mixed and matched with 
the other four technologies in the portfolio, 
offering endless possibilities to formulate 
long-lasting fragrances. 
Givaudan – 2022 Sustainability Report  162
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Consumer health 
and wellbeing
Givaudan’s impact on consumer health and wellbeing

Appendix
  
The principles of the 
UN Global Compact	
164
The Sustainable Development Goals	
165
GRI Content Index	
168
TCFD Recommendations	
174
SASB Standards mapping	
175
Independent assurance statement	
177
Our reporting suite	
179
Givaudan – 2022 Sustainability Report  163
A year in review
Economic ∕ Governance
Environment
Social
Appendix

Human rights
Principle 1
Businesses should support and respect the 
protection of internationally proclaimed 
human rights
Principle 2
Make sure that they are not complicit in 
human rights abuses
Labour
Principle 3
Businesses should uphold the freedom 
of association and the effective recognition 
of the right to collective bargaining
Principle 4
The elimination of all forms of forced and 
compulsory labour
Principle 5
The effective abolition of child labour
Principle 6
The elimination of discrimination in respect 
of employment and occupation
The principles of the UN Global Compact 
The United Nations Global Compact asks companies to embrace, support and enact, within their sphere of influence, 
a set of core values in the areas of human rights, labour standards, the environment and anti-corruption.
Environment
Principle 7
Businesses are asked to support 
a precautionary approach to 
environmental challenges
Principle 8
Undertake initiatives to promote greater 
environmental responsibility
Principle 9
Encourage the development and diffusion 
of environmentally friendly technologies
Anti-corruption
Principle 10
Businesses should work against 
corruption in all its forms, including 
extortion and bribery
 
Givaudan – 2022 Sustainability Report  164
A year in review
Economic ∕ Governance
Environment
Social
Appendix
The principles of the 
UN Global Compact

The Sustainable Development Goals 
(SDGs), adopted by the United Nations 
and entered into force on 1 January 2016, 
build on the success of the Millennium 
Development Goals (MDGs). The ambitious 
goals shall be achieved by 2030 through 
effective action taken through both the 
public and private sector in all countries.
 www.un.org/sustainabledevelopment
Sustainable development calls for concerted efforts towards building an inclusive and 
sustainable future for people and the planet.
Zero hunger
Givaudan is committed to 
helping end hunger, achieving 
food security and improved 
nutrition, and promoting sustainable 
agriculture. We believe that through 
game-changing innovation in food and 
beverages we can encourage an uptake of 
healthier dietary choices, contributing to 
addressing global food challenges. By 
enabling access to plant-based protein 
ingredients, for example, our innovations 
are possible steps towards sustainably 
nourishing the growing global population. 
Givaudan relies on thriving local 
communities to source many natural 
ingredients and we work closely with our 
supply chains to encourage better nutrition 
among local producers.
Good health and well-being
One of the key ambitions of our 
purpose is that by 2030, we 
will double our business 
through creations that contribute to 
happier, healthier lives. We are working 
hard to achieve this. For example, by 
developing solutions for food and 
beverage products with less sugar, fat or 
salt, we enable people to make healthier 
food choices. Our focus on good health 
and wellbeing is also supported by our 
people goals as we strive to improve how 
we care for our people by 2025 through 
access for everyone on our sites to mental 
and physical health initiatives, tools and 
training and by striving to reduce our total 
recordable case rate by 50%. Through our 
Responsible Sourcing Policy, we set high 
standards for health, safety, social and 
environmental practices for both our 
Company and our suppliers. Through all of 
this, we are building a culture in which 
safety, health and environmental 
commitments are the personal 
responsibility of every employee.
Gender equality
As a leading employer in the 
industry, with a global staff of 
more than 16,670, including 
more than 90 nationalities, we reflect the 
societies and cultures in which we operate 
by providing opportunities for people of all 
backgrounds, gender and location. Driven 
by our purpose, before 2030 we aim to be 
a more balanced and inclusive Company. 
For example, before 2025, we will be 
rated among the leading employers for 
inclusion globally, and before 2030, 50% 
of our senior leaders will be women. Our 
policies and programmes keep us on track 
with these important commitments.
The Sustainable Development Goals
Givaudan – 2022 Sustainability Report  165
A year in review
Economic ∕ Governance
Environment
Social
Appendix
The sustainable 
Development Goals

Clean water and sanitation
Water is an essential element in 
our operations and supply 
chain, and is managed within 
the framework of our Responsible Care 
Management System. Water stewardship for 
us means optimising the use of intake water 
through reuse and efficiency, and ensuring 
the quality of discharged water through 
analysis and treatment. In the workplace, we 
ensure the availability of clean water, 
sanitation and hygiene. In 2020, we 
endorsed the UN’s CEO Water Mandate. 
This UN Global Compact initiative brings 
together business leaders to address global 
water challenges and in 2022 we were 
awarded once again the CDP A rating for 
our actions on water stewardship.
Decent work and economic 
growth
Our 2025 strategy, derived 
from our purpose of ‘creating 
for happier, healthier lives with love for 
nature’ is our five-year roadmap for how 
we will deliver sustainable value creation 
for all our stakeholders. Nurturing a place 
where our people love to be and grow is 
an important driver of this strategy. We 
value our employees and provide them 
with opportunities for growth and career 
development through training 
programmes, and we promote a multi-
generational and diverse workforce that 
operates in an agile and collaborative 
way. Through our Human Rights Policy, we 
commit to respect human rights, to act with 
due diligence to avoid causing or 
contributing to human rights abuses 
through our own activities, and to prevent 
and address human rights abuses that are 
linked to our operations, products or 
services around the world.
Industry, innovation and 
infrastructure
In line with our strategy to 
deliver profitable growth while 
having a positive, sustainable impact 
through our creations on people, nature 
and communities, our approach to 
innovation considers the potential impact 
of our processes and products on the 
environment. Our research into new 
solutions utilises green chemistry and 
opportunities derived from traditional and 
novel forms of biotransformation, 
biodegradability and upcycling. We 
identify novel technologies that can 
improve our production environment, for 
example automation or greener processes. 
We continue investments in high growth 
markets especially China and India, as 
well as developing infrastructure in remote 
areas such as the Amazonian basin in 
Brazil where, for example, we have a joint 
venture in a programme to train farmers 
and cooperative workers in responsible 
practices for guarana. 
Responsible consumption 
and production
As our purpose guides us to 
show our love for nature in 
everything we do, we have set clear 
ambitions to help reduce our own 
environmental impact and that of our 
products. For example, our goal to become 
climate positive before 2050. As we grow 
together with our customers, we continue to 
work towards reducing waste and water 
consumption across our operations, and 
we have set stringent science-based targets 
for absolute greenhouse gas reduction. In 
2022 we were awarded once again the 
CDP A rating for our climate action. We 
innovate responsibly to offer sustainable 
new solutions based on green chemistry, to 
provide alternatives to animal testing, and 
to leverage biotechnical techniques and 
advanced fermentation methods to create 
new and existing molecules. Our 
Sourcing4Good programme guides us in 
our approach to sourcing responsibly and 
is linked to our goal to source all materials 
and services in a way that protects people 
and planet by 2030.
Givaudan – 2022 Sustainability Report  166
A year in review
Economic ∕ Governance
Environment
Social
Appendix
The sustainable 
Development Goals

Climate action
Givaudan is working towards 
an ambition to become climate 
positive before 2050. This 
means reducing our absolute scope 1+2 
GHG emissions by 70% before 2030 and 
becoming climate positive in our operations 
by 2040. Our scope 3 GHG emissions will 
be cut by 20% before 2030 and our supply 
chain will be climate positive before 2050. 
Our targets have been approved by the 
independent Science Based Targets (SBT) 
initiative in alignment with the global effort 
to keep a temperature increase below the 
two-degree threshold, a key goal of the 
2015 Paris Agreement on climate action. In 
2022 we were awarded once again the 
CDP A rating for our climate action We 
assess every aspect of our activities and 
those of our suppliers to find opportunities 
to limit our environmental impact, including 
our target for 100% renewable electricity by 
2025. Our Responsible Sourcing Policy 
highlights our commitment to removing 
commodity-driven deforestation from our 
supply chains. 
Life on land
Givaudan is committed to 
sourcing all materials and 
services in a way that protects 
people and the environment by 2030. As 
an industry leader with 250 years of 
heritage, we work in partnership with 
producers and suppliers to transform the 
way we source and create new value to be 
shared by all as part of our 
Sourcing4Good programme. We 
recognise that we have an important 
obligation to contribute to preserving the 
environment and the planet’s biodiversity 
for future generations. Through our 
Responsible Sourcing Policy, we request 
that suppliers shall comply with all 
applicable environmental regulations and 
always aim to reduce their impacts on 
nature and landscapes. Suppliers must 
implement environmental management 
principles which avoid any pollution of air, 
soils and water and, in parallel, conserve 
biodiversity and nurture biodiversity. 
Partnerships for the goals
Collaboration is essential in 
delivering on our bold 
ambitions. The more we do 
together, the quicker we drive sustainable 
solutions and the faster we meet our 
targets. Our collaborations with an 
ecosystem of partners; from UN Global 
Compact, to the World Business Council 
for Sustainable Development, to RE100 
and The Earthworm Foundation, help to 
inform and support our work on our most 
material sustainability issues. We have 
strategic relationships with suppliers, 
start-ups and partners allowing for even 
greater collaboration and co-creation to 
develop innovative solutions for the future. 
Examples of this include our Connect to 
Win programme for supplier-enabled 
innovation, our strategic collaboration to 
increase opportunities in biotechnology, 
and our co-creation partnerships with 
many of the prominent players in plant-
based proteins that cater to the strong shift 
towards plant-based meat alternatives and 
alternative protein sources.
Givaudan – 2022 Sustainability Report  167
A year in review
Economic ∕ Governance
Environment
Social
Appendix
The sustainable 
Development Goals

GRI Content Index
Givaudan SA has reported in accordance 
with the GRI Standards for the period 
1.1.2022 – 31.12.2022.
AR = 2022 Integrated Annual Report 
GCFR = 2022 Governance, Compensation and Financial Report  
 www.givaudan.com › Media › Publications
For the Content Index – Essentials Service, 
GRI Services reviewed that the GRI content 
index is clearly presented, in a manner 
consistent with the Standards, and that the 
GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
GRI 1: Foundation 
2021
1
GRI 2: General Disclosures 
2021
The organization and its reporting practices
Disclosure 2 – 1  Organizational details 
AR pp134–139
GCFR p9, 60 
Disclosure 2 – 2  Entities included in the organization’s sustainability reporting 
1
GCFR pp113–115
Disclosure 2 – 3  Reporting period, frequency and contact point 
1, 180
Disclosure 2 – 4  Restatements of information 
111
Disclosure 2 – 5  External assurance
177
Activities and workers
Disclosure 2 – 6  Activities, value chain and other business relationships
Sector: chemicals
10, 22, 141
AR pp1–3
Disclosure 2 – 7  Employees
124
Disclosure 2 – 8  Workers who are not employees
Not applicable: 
Givaudan has no workers 
who are not employees
Governance 
Disclosure 2 – 9  Governance structure and composition 
37–39
GCFR pp13–19
Disclosure 2 – 10  Nomination and selection of the highest governance body 
GCFR pp12, 16
Disclosure 2 – 11  Chair of the highest governance body 
GCFR p13
Disclosure 2 – 12  Role of the highest governance body in overseeing the management of impacts
18, 37–39
Disclosure 2 – 13  Delegation of responsibility for managing impacts 
18, 37–39
Disclosure 2 – 14  Role of the highest governance body in sustainability reporting 
18
references for disclosures 2 – 1 to 2 – 5, 3 – 1 
and 3 – 2 are aligned with the appropriate 
sections in the body of the report.
Givaudan – 2022 Sustainability Report  168
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
Disclosure 2 – 15  Conflicts of interest 
43
AR p104
GCFR p9
Disclosure 2 – 16  Communication of critical concerns 
40
Disclosure 2 – 17  Collective knowledge of the highest governance body 
37
GCFR p12
Disclosure 2 – 18  Evaluation of the performance of the highest governance body 
37–39
Disclosure 2 – 19  Remuneration policies 
39
GCFR pp37–38
Disclosure 2 – 20  Process to determine remuneration 
39
GCFR pp18, 39–49
Disclosure 2 – 21  Annual total compensation ratio 
39
6
Strategy, policies and practices 
Disclosure 2 – 22 Statement on sustainable development strategy 
6
Disclosure 2 – 23  Policy commitments 
36, 117–119
AR pp24–25, 96, 102
1
Disclosure 2 – 24  Embedding policy commitments 
36, 40–43, 118, 129
AR pp96, 102–104 
Disclosure 2 – 25  Processes to remediate negative impacts 
40–43, 118
AR pp96–98, 102 
Disclosure 2 – 26  Mechanisms for seeking advice and raising concerns 
40, 118
AR pp96, 102
Disclosure 2 – 27  Compliance with laws and regulations 
40
2
Disclosure 2 – 28  Membership associations 
23
Stakeholder engagement 
Disclosure 2 – 29  Approach to stakeholder engagement 
15–17
Disclosure 2 – 30  Collective bargaining agreements 
43
3
GRI 3: Material Topics 
2021
Disclosure 3 – 1  Process to determine material topics
18
Disclosure 3 – 2  List of material topics 
19–21
Givaudan – 2022 Sustainability Report  169
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
Topic-specific disclosures
Economic performance
8, 9, 13
GRI 3 – 3: Management of material topics 
2021
30
GRI 201: Economic performance
2016
Disclosure 201 – 1  Direct economic value generated and distributed
31
Disclosure 201 – 2  Financial implications and other risks and opportunities due to climate change
32–34
Disclosure 201 – 3  Defined benefit plan obligations and other retirement plans
32
GRI 204: Procurement practices
2016
Disclosure 204 – 1  Proportion of spending on local suppliers 
32
Governance & business conduct / ethics / transparency
2, 3, 4, 6, 10
8, 12, 17
GRI 3 – 3: Management Approach 
2021
36
GRI 205: Anti-corruption
2016
Disclosure 205 – 2  Communication and training about anti-corruption policies and procedures
42
AR p104
GRI 402: Labor/Management Relations
2016
Disclosure 402 – 1  Minimum notice periods regarding operational changes 
43
GRI 407: Freedom of Association and Collective Bargaining
2016
Disclosure 407 – 1  Operations and suppliers in which the right to freedom of association 
and collective bargaining may be at risk
43
Product / Ingredients environmental & social performance
7, 8, 9
2, 3, 9, 12, 13
GRI 3 – 3: Management Approach 
2021
45
Product quality & safety and ingredient disclosure
3, 9, 12
GRI 3 – 3: Management Approach 
2021
47– 49
AR p99
GRI 416: Customer Health and Safety
2016
Disclosure 416 – 1  Assessment of the health and safety impacts of product and service categories
49
RT-CH-410b.2
Disclosure 416 – 2  Incidents of non-compliance concerning the health and safety impacts of products and services
49
RT-CH-410b.2
GRI 417: Marketing and Labeling
2016
Disclosure 417 – 1  Requirements for product and service information and labeling
49
Disclosure 417 – 2  Incidents of non-compliance concerning product and service information and labeling
49
Givaudan – 2022 Sustainability Report  170
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
Innovation capabilities & management
8, 9
8, 9, 12, 17
GRI 3 – 3: Management Approach 
2021
51–56
Climate change
7, 8, 9
12, 13, 15
GRI 3 – 3: Management Approach 
2021
61–64
GRI 302: Energy
2016
Disclosure 302 – 1 Energy consumption within the organisation
66, 107
RT-CH-130a.1
Disclosure 302 – 3 Energy intensity
67
Disclosure 302 – 4 Reduction of energy consumption
66, 107
GRI 305: Emissions
2016
Disclosure 305 – 1 Direct (Scope 1) GHG emissions
65, 107
RT-CH-110a.1
Disclosure 305 – 2 Energy indirect (Scope 2) GHG emissions
65, 107
Disclosure 305 – 3 Other indirect (Scope 3) GHG emissions
107, 112
Disclosure 305 – 4 GHG emissions intensity
65
Disclosure 305 – 5 Reduction of GHG emissions
65, 107
RT-CH-110a.2
Disclosure 305 – 7 Nitrogen oxides (NOx), sulphur oxides (SO2), and other significant air emissions
110
RT-CH-120a.1
Waste management & circular principles / Raw materials availability
7, 8, 9
2, 6, 9, 12, 15, 17
GRI 3 – 3: Management Approach 
2021
79–81, 83
GRI 301: Materials
2016
Disclosure 301 – 1 Materials used by weight or volume
86
GRI 306: Waste
2020
Disclosure 306 – 1 Waste generation and significant waste-related impacts
79
Disclosure 306 – 2 Management of significant waste-related impacts
80
Disclosure 306 – 3 Waste generated
86
RT-CH-150a.1
Disclosure 306 – 4 Waste diverted from disposal
87
RT-CH-150a.1
Disclosure 306 – 5 Waste directed to disposal
87
Water stewardship
7, 8, 9
6, 8, 12, 17
GRI 3 – 3: Management Approach 
2021
89–91
GRI 303: Water and Effluents
2018
Disclosure 303 – 1 Interactions with water as a shared resource
90
RT-CH-140a.3
Disclosure 303 – 2 Management of water discharge-related impacts
90
RT-CH-140a.3
Disclosure 303 – 3 Water withdrawal
94
RT-CH-140a.1
Givaudan – 2022 Sustainability Report  171
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
Disclosure 303 – 4 Water discharge
95
RT-CH-140a.1
Disclosure 303 – 5 Water consumption
95
RT-CH-140a.1
Biodiversity
7, 8, 9
2, 6, 15, 17
GRI 3 – 3: Management Approach 
2021
100
GRI 304: Biodiversity
2016
Disclosure 304 – 1  Operational sites owned, leased, managed in, or adjacent to, protected areas and 
areas of high biodiversity value outside protected areas
102
Disclosure 304 – 2  Significant impacts of activities, products, and services on biodiversity
100
Disclosure 304 – 3  Habitats protected or restored
102–105
Human rights
1, 2, 3, 4, 5
2, 3, 5, 8, 17
GRI 3 – 3: Management Approach 
2021
117–119
Diversity, inclusion & people development
6
5, 8, 17
GRI 3 – 3: Management Approach 
2021
122
GRI 202: Market Presence
2016
Disclosure 202 – 1  Ratios of standard entry level wage by gender compared to local minimum wage 
126
GRI 401: Employment
2016
Disclosure 401 – 1  New employee hires and employee turnover
125
Disclosure 401 – 3  Parental leave
127
GRI 404: Training and Education
2016
Disclosure 404 – 2  Programs for upgrading employee skills and transition assistance programs 
128
Disclosure 404 – 3  Percentage of employees receiving regular performance and career development reviews
128
GRI 405: Diversity and Equal Opportunity
2016
Disclosure 405 – 1  Diversity of governance bodies and employees
125
Disclosure 405 – 2  Ratio of basic salary and remuneration of women to men
126
GRI 406: Non-discrimination
2016
Disclosure 406 – 1  Incidents of discrimination and corrective actions taken
126
Employee safety, health & wellbeing
3, 8
GRI 3 – 3: Management Approach 
2021
131–134
GRI 403: Occupational Health and Safety
2018
Disclosure 403 – 1  Occupational health and safety management system
132
RT-CH-320a.2
Disclosure 403 – 2  Hazard identification, risk assessment, and incident investigation
132–134
RT-CH-320a.2
Givaudan – 2022 Sustainability Report  172
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

GRI Standard and Disclosure
Publication year
Page/Information
SASB Code
UNGC Principles
SDG Goals
Disclosure 403 – 3  Occupational health services
134
RT-CH-320a.2
Disclosure 403 – 4  Worker participation, consultation, and communication on occupational health and safety
134
RT-CH-320a.2
Disclosure 403 – 5  Worker training on occupational health and safety
135
RT-CH-320a.2
Disclosure 403 – 6  Promotion of worker health
136
RT-CH-320a.2
Disclosure 403 – 7  Prevention and mitigation of occupational health and safety impacts directly linked by 
business relationships
138
RT-CH-320a.1
Disclosure 403 – 9  Work-related injuries
137
RT-CH-320a.1
Disclosure 403 – 10  Work-related ill health
138
Responsible sourcing & traceability
1, 2, 4, 5, 8, 10
2, 8, 12, 15, 17
GRI 3 – 3: Management Approach 
2021
141
GRI 308: Supplier Environmental Assessment
2016
Disclosure 308 – 1  New suppliers screened using environmental criteria
144–148
Disclosure 308 – 2  Negative environmental impacts in the supply chain and actions taken
141
GRI 408: Child Labor
2016
Disclosure 408 – 1  Operations and suppliers at significant risk for incidents of child labor
148
GRI 409: Forced or Compulsory Labor
2016
Disclosure 409 – 1  Operations and suppliers at significant risk for incidents of forced or compulsory labor
148
GRI 414: Supplier Social Assessment
2016
Disclosure 414 – 1  New suppliers that were screened using social criteria
144–148
Disclosure 414 – 2 Negative social impacts in the supply chain and actions taken
141
Local community development
1, 2
2, 8, 9, 17
GRI 3 – 3: Management Approach 
2021
152–156
GRI 203: Indirect Economic Impacts
2016
Disclosure 203 – 1  Infrastructure investments and services supported
156
RT-CH-210a.1
GRI 413: Local Communities
2016
Disclosure 413 – 1  Operations with local community engagement, impact assessments, and development programmes
153–156
RT-CH-210a.1
Consumer health & wellbeing
2, 3, 9, 17
GRI 3 – 3: Management Approach 
2021
159–162
Givaudan – 2022 Sustainability Report  173
A year in review
Economic ∕ Governance
Environment
Social
Appendix
GRI Content Index

TCFD Recommendations
We have been carefully considering and 
managing – with increasing scrutiny since 
the 2015 Paris Agreement – many of the 
topics addressed by the Task Force on 
Climate-related Financial Disclosures 
(TCFD). Through our comprehensive 
reporting, including our Integrated 
Annual Report and our Sustainability 
Report, we are already addressing many 
of the recommended disclosures by TCFD. 
Alignment is also achieved through 
our yearly submissions of the CDP 
questionnaire on Climate Change, as 
shown in the table below. We are 
increasing our efforts to further enhance 
the quality and robustness of our analysis 
and reporting. We have not completed the 
full quantitative analysis required 
by the TCFD, yet are fully committed and 
aligned with its principles.
DOWNLOAD 
Our CDP questionnaires are found on givaudan.com › 
Investors › ESG › CDP report on climate change
and › CDP report on water security
Thematic area
Description
Recommended disclosures
CDP questionnaire 
references 2022
Governance
Disclose the organization’s 
governance around climate-
related risks and opportunities.
a.	 Describe the board’s oversight of climate-related risks and opportunities.
b.	 Management's role in assessing and managing climate related risks
and opportunities
Climate change: 
C1.1a, C1.1b, C1.2, C1.2a
Water security: 
section W6.2, W6.2a, 
W6.2b, W6.3
Strategy
Disclose the actual and 
potential impacts of climate-
related risks and opportunities 
on the organization’s businesses, 
strategy, and financial 
planning where such 
information is material.
a.	 Describe the climate-related risks and opportunities the organization 
has identified over the short, medium, and long term.
b.	 Describe the impact of climate-related risks and opportunities on the 
organization’s businesses, strategy, and financial planning.
c.	 Describe the resilience of the organization’s strategy, taking into consideration
different climate-related scenarios, including a 2°C or lower scenario.
Climate change: C2.1a, 
C2.2a, C2.3, C2.3a, 
C2.3b, C2.4, C2.4a, C3.1, 
C3.2, C3.2a, C3.3, C3.4
Water security: section 
W4, W7
Risk 
Management
Disclose how the organization 
identifies, assesses, and 
manages climate-related risks.
a.	 Describe the organization’s processes for identifying and assessing 
climate-related risks.
b.	 Describe the organization’s processes for managing climate-related risks.
c.	 Describe how processes for identifying, assessing, and managing climate-related
risks are integrated into the organization’s overall risk management.
Climate change: 
C2.1, C2.2, C2.2a
Water security: section 
W3.3, W3.3a, W3.3b
Metrics and 
Targets
Disclose the metrics and targets 
used to assess and manage 
relevant climate related risks and 
opportunities where such 
information is material.
a.	 Disclose the metrics used by the organization to assess climate-related 
risks and opportunities in line with its strategy and risk management process.
b.	 Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse
gas (GHG) emissions and the related risks.
c.	 Describe the targets used by the organization to manage climate-related 
risks and opportunities and performance against targets.
Climate change: C4.1, 
C4.1a, C4.2, C4.2a, 
C4.2c, C6.1, C6.3, 
C6.5, C9.1
Water security: 
section W8
Givaudan – 2022 Sustainability Report  174
A year in review
Economic ∕ Governance
Environment
Social
Appendix
TCFD Recommendations

SASB Standards mapping
The following Sustainability Accounting 
Standards Board (SASB) Standards 
mapping table, is especially tailored to the 
information needs of investors and other 
capital market players related to 
sustainability issues. The table maps the 
relevant metrics pertaining to the SASB 
Chemicals Standard to our sources of 
information. The SASB accounting 
metrics are highly aligned with the 
GRI Reporting Framework.
Topic
Accounting Metric
Code
Location in this report
Greenhouse Gas 
Emission
	› Gross global scope 1 emissions, percentage covered under emissions-limiting 
regulations
	› Discussion of long-term and short-term strategy or plan to manage scope 1 emissions, 
emissions reduction targets, and an analysis of performance against those targets
RT-CH-110a.1
RT-CH-110a.2
pp65–67, 107
Air Quality
Air emissions of the following pollutants: (1) NOx (excluding N₂O), (2) SOx, (3) volatile 
organic compounds (VOCs), and (4) hazardous air pollutants (HAPs)
RT-CH-120a.1
p110
Energy Management
(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable, (4) 
total self-generated energy
RT-CH-130a.1
pp66, 107
Water Management
	› (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with 
high or extremely high baseline water stress
	› Number of incidents of non-compliance associated with water quality permits, 
standards, and regulations 
	› Description of water management risks and discussion of strategies and practices to 
mitigate those risks
RT-CH-140a.1
RT-CH-140a.2
RT-CH-140a.3
pp89–98
Hazardous Waste 
Management
Amount of hazardous waste generated, percentage recycled
RT-CH-150a.1
pp86–87
Community Relations
Discussion of engagement processes to manage risks and opportunities associated with 
community interests
RT-CH-210a.1
pp152–157
Workforce 
Health & Safety
	› (1) Total recordable incident rate (TRIR) and (2) fatality rate for (a) direct employees and 
(b) contract employees
	› Description of efforts to assess, monitor, and reduce exposure of employees and 
contract workers to long-term (chronic) health risks
RT-CH-320a.1
RT-CH-320a.2
pp131–137
Product Design for 
Use- phase Efficiency
	› Revenue from products designed for use- phase resource efficiency
RT-CH-410a.1
Not reported
Givaudan – 2022 Sustainability Report  175
A year in review
Economic ∕ Governance
Environment
Social
Appendix
SASB Standards mapping

Topic
Accounting Metric
Code
Location in this report
Safety & 
Environmental 
Stewardship of 
Chemicals	
› (1) Percentage of products that contain Globally Harmonized System of Classification 
and Labeling of Chemicals (GHS) Category 1 and 2 Health and Environmental 
Hazardous Substances, (2) percentage of such products that have undergone a 
hazard assessment"	
› Discussion of strategy to (1) manage chemicals of concern and Discussion & analysis (2) 
develop alternatives with reduced human and/or environmental impact
RT-CH-410b.1



 RT-CH-410b.2



p45, 51–56
Genetically 
Modified Organisms
Percentage of products by revenue that contain genetically modified organisms (GMOs)
RT-CH-410c.1
Not reported
Management of the 
Legal & Regulatory 
Environment
Discussion of corporate positions related to government regulations and/or policy proposals 
that address environmental and social factors affecting the industry
RT-CH-540a.1
Not reported
Operational Safety, 
Emergency 
Preparedness & 
Response
"Process Safety Incidents Count (PSIC),Process Safety Total Incident Rate (PSTIR),and 
Process Safety Incident Severity Rate (PSISR)"
RT-CH-540a.2
Not reported
Activity Metric
Production by reportable segment
RT-CH-000.A
Not reported
Givaudan – 2022 Sustainability Report  176
A year in review
Economic ∕ Governance
Environment
Social
Appendix
SASB Standards mapping

Independent Assurance Statement
Scope
We have been engaged by Givaudan 
International S.A. (hereafter “Givaudan”) to 
perform a ‘limited assurance engagement,’ 
as defined by International Standards on 
Assurance Engagements, hereafter referred 
to as the engagement, to report on 
Givaudan’s sustainability performance 
as included in their Sustainability Report 
2022 (the “Subject Matter”) for the period 
1st October 2021 to 30th September 2022 for 
environmental performance and social 
performance (HR and Safety parameters) 
for the period 1st January 2022 to 
31st December 2022
Other than as described in the preceding 
paragraph, which sets out the scope of 
our engagement, we did not perform 
assurance procedures on the remaining 
information included in the Report, and 
accordingly, we do not express a 
conclusion on this information.
Criteria applied by Givaudan
In preparing the sustainability report, 
Givaudan applied the Global Reporting 
Initiative (GRI) Standards, which were 
specifically designed for sustainability 
reporting. As a result, the subject matter 
information may not be suitable for 
another purpose.
Givaudan’s responsibilities
Givaudan’s management is responsible for 
selecting the Criteria, and for presenting 
the sustainability report in accordance 
with that Criteria, in all material respects. 
This responsibility includes establishing 
and maintaining internal controls, 
maintaining adequate records, and 
making estimates relevant to the 
preparation of the subject matter, such 
that it is free from material misstatement, 
whether due to fraud or error.
EY’s responsibilities
Our responsibility is to express a conclusion 
on the presentation of the Subject Matter 
based on the evidence we have obtained.
We conducted our engagement in 
accordance with the International Standard 
for Assurance Engagements Other Than 
Audits or Reviews of Historical Financial 
Information (‘ISAE 3000’), and the terms of 
reference for this engagement as agreed with 
Givaudan on 08th September 2020. Those 
standards require that we plan and perform 
our engagement to obtain limited assurance 
about whether, in all material respects, the 
Subject Matter is presented in accordance 
with the Criteria, and to issue a report. The 
nature, timing, and extent of the procedures 
selected depend on our judgment, including 
an assessment of the risk of material 
misstatement, whether due to fraud or error.
We believe that the evidence obtained is 
sufficient and appropriate to provide a 
basis for our limited assurance conclusions.
Our Independence and Quality Control
We have maintained our independence 
and confirm that we have met the 
requirements of the Code of Ethics for 
Professional Accountants issued by the 
International Ethics Standards Board for 
Accountants and have the required 
competencies and experience to conduct 
this assurance engagement.
EY also applies International Standard 
on Quality Control 1, Quality Control 
for Firms that Perform Audits and Reviews 
of Financial Statements, and Other 
Assurance and Related Services 
Engagements, and accordingly maintains 
a comprehensive system of quality control 
including documented policies and 
procedures regarding compliance with 
ethical requirements, professional 
standards, and applicable legal and 
regulatory requirements.
Description of procedures performed
Procedures performed in a limited 
assurance engagement vary in nature 
and timing from and are less in extent 
than for a reasonable assurance 
engagement. Consequently, the level of 
assurance obtained in a limited assurance 
engagement is substantially lower than the 
Ernst & Young Associates LLP
Golf View Corporate Tower-B 
Sector-42, Sector Road
Gurgaon-122002
Haryana, India
Tel: +91 124 464 4000
Fax: +91 124 464 4050
ey.com
Givaudan – 2022 Sustainability Report  177
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Independent Assurance 
Statement

assurance that would have been obtained 
had a reasonable assurance engagement 
been performed. Our procedures were 
designed to obtain a limited level of 
assurance on which to base our conclusion 
and do not provide all the evidence that 
would be required to provide a reasonable 
level of assurance.
Although we considered the effectiveness of 
management’s internal controls when 
determining the nature and extent of our 
procedures, our assurance engagement was 
not designed to provide assurance on 
internal controls. Our procedures did not 
include testing controls or performing 
procedures relating to checking aggregation 
or calculation of data within IT systems.
A limited assurance engagement consists of 
making enquiries, primarily of persons 
responsible for preparing the sustainability 
report and related information and applying 
analytical and other appropriate procedures.
Our procedures included:
	– Review of the standard disclosures 
regarding the company’s material 
sustainability aspects contained 
in the report;
	– Review of consistency of data / 
information within the report;
	– Carry out assurance review remotely 
including verification of the sample data 
and information reported at the following 
manufacturing units and corporate 
headquarter at Vernier, Switzerland.
1.	 Drom – Germany
2.	 Argenteuil
3.	 Drom – Guangzhou
4.	 Albert Vieille Spain
5.	 Drom – New Jersey (Towaco)
6.	 Ungerer Mexico (Lime Division)
7.	
Ungerer Oxiquimica Mexico
8.	 Changzhou
9.	 Shanghai Zhang Jiang
10.	Barneveld
11.	 Naarden
12.	Nantong
13.	 Naturex, Linares
14.	Naturex, BUA
15.	Lakeland
16.	Vernier
17.	 Naturex Reyssouze
18.	 Expressions Parfumée Grasse
19.	 Naturex Chicago
20.	Edison
21.	 Carthage
22.	Shanghai River Front
23.	Vika NL
	– Review and execution of audit trail of 
selected claims and data streams to 
determine the level of accuracy in 
collection, transcription and aggregation 
processes followed;
	– Interview of select representatives of 
Company’s management to understand 
the current processes in place for 
capturing sustainability performance data 
as per GRI Standards, the Company’s 
sustainability vision and the progress 
made during the reporting period;
	– Review of Company’s plans, policies and 
practices, so as to be able to make 
comments on the completeness of the 
reporting and degree to which EY believes 
the report provides a fair and honest 
representation of the Company’s activities.
We also performed such other 
procedures as we considered necessary 
in the circumstances.
Emphasis of matter
The assurance scope excludes:
	– Data and information outside the 
defined reporting period of:
	- 1st October 2021 to 30th September 
2022 for Environment Data;
	- 1st January 2022 to 31st December 
2022 for HR & Safety Data
	– Data and information on economic and 
financial performance of the Company;
	– Data, statements and claims already 
available in the public domain through 
Annual Report, Sustainability Report, or 
other sources;
	– The Company’s statements that describe 
the expression of opinion, belief, 
inference, aspiration, expectation, aim 
or future intention;
	– The Company’s compliance with 
regulations, acts, guidelines with respect 
to various regulatory agencies and 
other legal matters.
Conclusion
	– Based on our procedures and the 
evidence obtained, we are not aware of 
any material modifications that should 
be made to the sustainability report for 
the period 1st October 2021 to 
31st December 2022 in order for it to be 
in accordance with the Criteria.
Restricted use
	– This report is intended solely for the 
information and use of Givaudan 
International S.A. and is not intended to 
be and should not be used by anyone 
other than Givaudan International S.A.
Saunak Saha
Partner
For and on behalf of Ernst & Young 
Associates LLP.
23rd January 2023
Gurgaon, India
Givaudan – 2022 Sustainability Report  178
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Independent Assurance 
Statement

Our reporting suite
The 2022 Integrated Annual Report 
offers a holistic explanation of our value 
creation, financial and non-financial 
capitals and performance. 
The full Governance, Compensation and 
Financial reports are available in one 
separate PDF. The GRI Sustainability 
Report features disclosures on a wide 
range of topics such as energy use, 
diversity in the workplace, anti-corruption 
and human rights. 
Our website hosts the online Integrated 
Annual Report. Our different reports
and the website are closely connected
and reference between each other. All
are published at the same time end of
January 2023. Readers are advised to 
consult our entire reporting suite to get a 
complete overview.
THE FULL SUITE CAN BE FOUND ON
www.givaudan.com › Investors › Investor publication › 
Digital Integrated Annual Report › Download centre
  Digital Integrated Annual Report
Available in English
from 25 January 2023
2022 Integrated Annual Report
Available in English
PDF from 25 January 2023 
Print from 25 March 2023
2022 Governance, Compensation and 
Financial Report
Available in English
PDF from 25 January 2023
2022 Sustainability Report 
Available in English
PDF from 25 January 2023
READ MORE
 GRI Content Index
 SASB Standards
 TCFD Recommendations
Givaudan – 2022 Sustainability Report  179
A year in review
Economic ∕ Governance
Environment
Social
Appendix
Our reporting suite

GIVAUDAN SA 
Chemin de la Parfumerie 5
1214 Vernier, Switzerland
GENERAL INFORMATION
T + 41 22 780 91 11
MEDIA AND INVESTOR RELATIONS
T + 41 22 780 90 53
givaudan.investors@givaudan.com
SHARE REGISTRY
Computershare Schweiz AG 
Postfach 
4601 Olten, Switzerland 
T + 41 62 205 77 00 
SHARE INFORMATION
Symbol: GIVN
Security number: 1064593
ISIN: CH0010645932
www.givaudan.com
Concept, design, consulting and realisation: PETRANIX AG Corporate and Financial Communications  www.PETRANIX.com
The Givaudan 2022 Sustainability Report is published in English.
All trademarks mentioned enjoy legal protection.
This report may contain forward-looking information. Such information is subject to a variety of significant uncertainties, 
including scientific, business, economic and financial factors. Therefore, actual results may differ significantly from those 
presented in such forward looking statements. Investors must not rely on this information for investment decisions.
Picture credits: Givaudan, iStockphotos
© Givaudan SA, 2023