Sustainability Report 
2019/2020
The best dairy 
moments
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Emmi Sustainability Report   |  2019/2020  |  ﻿	
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Table of Contents
Foreword	
3
The best dairy moments – today and tomorrow	
4
	
Our vision	
5
Sustainability as part of the business model	
6
	
Our approach	
6
	
Measurable progress	
7
	
Outlook	
9
Material issues	
11
	
Focus issue “Sustainable dairy”	
11
	
Focus issue “Reducing greenhouse gases”	
18
	
Focus issue “Avoiding waste”	
27
	
Focus issue “Employee development”	
32
	
Focus issue “Water”	
39
	
Economic performance	
43
	
Product quality	
46
	
Innovation	
49
	
Digitalisation	
51
	
Nutrition	
55
	
Supplier management	
57
	
Occupational safety	
61
	
Governance	
66
	
Community engagement	
68
General disclosures	
72
	
Organisational profile	
72
	
Strategy	
77
	
Ethics and integrity	
77
	
Governance	
77
	
Stakeholder engagement	
78
	
Reporting practice	
81
	
Comments	
82
GRI Content Index	
85
Publication details	
91

Emmi Sustainability Report   |  2019/2020  |  Foreword	
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Foreword
	
	
Dear Reader,
	
	
For ten years now, we at Emmi have been reporting regularly on our commitment to sustai-
nability, including in the form of a sustainability report that complies with the requirements 
of the Global Reporting Initiative (GRI). A lot has happened over these ten years.
	
	
Ten years ago, we – the Board of Directors and Group Management of Emmi – decided to 
take our understanding of sustainability, which had been growing over the decades, and 
formalise it. We created a sustainability mission, with eleven guiding principles to set it in 
the context of our daily work, and established a sustainability organisation, with committees 
on various corporate levels.
	
	
Time for a stopover
	
	
In 2016, we went one step further and, for the first time ever, set ourselves specific targets 
for sustainability work in areas that are particularly relevant to Emmi. The horizon for 
these targets was the end of 2020. This sustainability report is therefore not only the usual 
account of the last two years but also an opportunity to review the entire first period of our 
sustainability targets and to take a look at the future.
	
	
The results for the four focus areas of our commitment to sustainability vary. We made a 
significant reduction to our own emissions globally. Achieving our own targets is not the 
primary reason for our happiness – rather it's the fact that we have been able to embed the 
reduction of greenhouse gas emissions into our culture. This is the best possible starting point 
for future progress. We were also able to foster a shared understanding of how important 
employees, their knowledge and their development are to the success and progress of our 
company. We also reached our first milestone with our most important raw material: milk. 
Since 2019, there has been a Switzerland-wide standard for sustainable milk. Our ambition 
for waste reduction has failed. We have not yet managed to find a satisfying and permanent 
solution to central food waste problems, and a circular economy is still a long way off, far 
down a road paved with uncertainty.
	
	
The journey is the destination
	
	
Setting concrete goals was and is important to us – and not only when it comes to sustai-
nability. The same applies to achieving these goals by their target deadline. However, the 
most crucial aspect is ensuring that the right path has been taken, and that these goals are 
integrated permanently into our daily lives.
	
	
We are convinced that our commitment to sustainability, which focuses on selected topics 
of particular relevance, is the right path for Emmi. Not least because it is understood and 
supported by our stakeholders – especially our employees. We are therefore sticking to 
this strategy and our focus topics, setting ourselves more ambitious goals and introducing 
just one new topic for the next strategy period: water. Targets with a comparatively short 
timeframe have also proved successful. They force us to focus and act quickly. In doing 
so, we rely increasingly on the cooperation between networks along our value chain – for 
example in our commitment to a circular economy.
	
	
Our new 2027 sustainability targets are complemented by our netZero 2050 vision, which we 
see as a commitment to climate protection that surpasses what at first glance appears to be 
a business imperative and, in particular, our direct sphere of influence. Although this vision 
extends past personal timeframes, we will continue to strive for that will bring immediate, 
measurable.
	
	
Konrad Graber	
	
Urs Riedener
	
	
Chairman of the Board	
CEO

Emmi Sustainability Report   |  2019/2020  |  The best dairy moments –  today and tomorrow	
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The best dairy moments –  
today and tomorrow
	
	
Emmi is an international group of companies – anchored in Switzerland, active worldwide. 
Our actions are guided by our passion for the best dairy moments and a business model 
geared towards sustainable growth.
	
	
We are the leading milk processor in Switzerland, a position we have earned thanks to a long-
term corporate strategy, a geographically diversified business model aligned to sustainable 
growth, high-quality products and strong brands. Over the past 20 years, we have developed 
from a regionally active milk processor into an internationally successful group with a presence 
in 15 countries. We also export our products to around another 45 countries.
	
	
	
	
Emmi Group key figures (as at the end of 2020)
	
	
60
MARKETS SERVED
8,664 
EMPLOYEES
15
COUNTRIES WITH PRESENCE
188 million CHF
NET PROFIT
4,876 million CHF
MARKET CAPITALISATION
131 million CHF
INVESTMENTS
2.12  million tonnes
MILK PROCESSED
3,706 million CHF
SALES
	
	
More information: ↳Link

Emmi Sustainability Report   |  2019/2020  |  The best dairy moments – today and tomorrow 	
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We employ just under 8,700 people worldwide, around two-thirds of them outside 
Switzerland.
	
	
Number of employees by country (as at the end of 2020)
157
126
535
827
2,792
27
365
96
300
1,500
791
1,009
24
151
Netherlands
Austria
Italy
Tunisia
Switzerland
UK
Spain
France
Mexico
Brazil
Chile
USA
Canada
Germany
	
	
	
	
Our vision
	
	
To create the best dairy moments. We are wholeheartedly committed to achieving this 
goal, with all our passion and expertise, and operate a spectrum ranging from small artisan 
businesses to state-of-the-art production facilities. Thanks to our local roots within the 
supply chain, we also help to create value in rural regions and thus remain true to the core 
of our products, with high-quality and increasingly sustainably produced milk.
 	
	
More information: ↳Link

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Sustainability as part of the 
business model
	
	
True to our heritage dating back over 100 years, we manufacture our products with 
respect for our planet’s natural resources and the needs of the people and communities 
where we operate.
	
	
Our roots go back over 100 years, when 62 dairy farming cooperatives in central Switzerland 
founded Emmi’s predecessor organisation in order to market their milk jointly and thus secure 
their families’ livelihoods. The Central Switzerland Milk Producers, Cooperative (ZMP) still 
holds the majority of Emmi shares today.
	
	
This heritage and our origins shape the way we develop our business and take responsibility 
for our actions. We want to help create value in our immediate environment and remain true 
to the origin of our products.
	
	
We see ourselves as an integral part of a complex dairy and food ecosystem. This can only 
work in the long term by ensuring the sustainable and careful use of resources of all kinds 
along all stages of the value chain. Accordingly, we see it as our joint responsibility to help 
find solutions to the collective challenges ahead – for example with regard to environmental 
protection and animal welfare ( see page 11) and to nutrition ( see page 55). This 
also enables us to prevent risks, avoid unnecessary costs such as those caused by wastage  
( see page 31) and exploit opportunities with sustainable innovations ( see page 49), 
thereby helping us to further strengthen our reputation and people’s trust in Emmi. 
	
	
Our approach
	
	
Dairy products can make an important contribution to a balanced diet, while cows, as part of 
a biological cycle, convert grass that cannot be consumed by humans into valuable protein in 
a highly efficient way. To achieve this, their entire life cycle from milk production, processing 
and transport right through to consumption must be placed on a sustainable footing that 
is fit for the future. We want to play our part in this through measurable, time-bound and 
transparent goals coupled with defined plans and partnerships. We are driving the strategic 
and operational implementation of our goals across functions and countries. Our projects 
are subjected to regular evaluations and analyses of environments and risks, including by 
external partners such as WWF Switzerland.
	
	
We focus our activities on those areas in which we can achieve the greatest impact: 
sustainable milk production, careful use of resources, reduction of greenhouse gas emissions 
and the further development of our employees. Sustainable dairy and cooperation with our 
milk suppliers are particularly important in this regard, since milk production is not only 
responsible for the largest share of dairy products’ environmental impact but also involves 
relevant social and ethical aspects. By working with our milk suppliers to drive progress in 
these areas, we are securing long-term access to high-quality and increasingly sustainably 
produced milk and thereby also meeting growing consumer demand.

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Measurable progress
	
	
We set measurable targets for our sustainability commitment for the first time back in 2016. 
A deliberately short horizon of 2020 was set to encourage the rapid implementation of 
measures and allow us then to set an even more targeted course on the basis of our initial 
experiences. As at the end of 2020, it is clear that progress has been made with regard to 
all focus issues, but there are also areas where even greater efforts are needed. 
	
	
We believe we are on track with our ambition to switch to sustainably produced milk. 
In the first few years, we have concentrated on our Swiss suppliers of cow’s milk. The 
entire Swiss dairy industry has made very good progress in this area compared with other 
countries, establishing the “Sustainable Swiss Milk” industry standard and the associated 
“swissmilk green” label. 93 % of the milk processed by Emmi in Switzerland is produced in 
accordance with the “Sustainable Swiss Milk” standard. With the horizon of 2027, we are 
actively committed to further developing this standard – for example with regard to climate 
protection – and are extending our commitment to our locations worldwide.
	
	
We are satisfied with the Group-wide reduction in greenhouse gas emissions, coming very 
close to achieving our target of a 25 % reduction compared with the base year 2014. 
	
	
However, we did not achieve our waste reduction target (focus: waste, packaging, food 
waste). While we were able to reduce our food waste in Switzerland by more than 10 %, the 
reduction in waste volumes was below our expectations overall. We are also making only 
slow progress with regard to packaging and recycling systems. In terms of development plans 
for our employees worldwide, we see the glass as being two-thirds full. In many countries, 
the key task is to change traditions moulded by local cultures rather than simply implement 
HR systems and associated measures.

Emmi Sustainability Report   |  2019/2020  |  Sustainability as part of the business model	
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FOCUS ISSUE
2020 TARGETS
STATUS AT END-2020
2027 TARGETS
Sustainable dairy
100 % of Emmi’s 
suppliers of Swiss 
cow’s milk to meet 
a defined catalogue 
of sustainability 
criteria.
The new “Sustainable Swiss 
Milk” industry standard was 
created and has been in force 
since September 2019.
As at the end of 2020, 93 % of 
the cow’s milk processed by 
Emmi in Switzerland met the 
requirements of the new industry 
standard.
100 % of Emmi’s milk suppliers 
outside Switzerland produce to a 
local standard with above-aver-
age requirements.
Further development of the 
Swiss industry standard.
Reducing 
greenhouse gases 
Reduce Scope 1 
and 2 emissions  
by 25 % (compared 
with the base  
year 2014).
By the end of 2020, greenhouse 
gas emissions had been reduced 
by 24 % compared with the base 
year 2014.
Reduction of own greenhouse 
gas emissions (Scope 1 and 2) by 
60 % (compared with the base 
year 2014).
Reduction of greenhouse gas 
emissions in the value chain 
(Scope 3) by 25 % (compared 
with the base year 2019).
Vision netZERO 2050.
Avoiding waste
Reduce food and 
packaging material 
waste by 20 % 
compared with the 
base year 2017.
The waste generated by Emmi 
globally was reduced by  
10 % (compared with the  
base year 2017).
The food waste generated by 
Emmi globally was reduced by 
11 % (compared with the base 
year 2017).
100 % recyclable packaging.
50 % less waste and  
food waste compared with  
the base year 2017.
Zero waste disposal in landfills.
Water  
(from 2021)
Reduce Emmi’s own water 
consumption in risk regions by 
50 % (compared with the base 
year 2019).
Reduce Emmi’s own water 
consumption in non-risk regions 
by 15 % (compared with the base 
year 2019).
Reduce water consumption 
along the value chain.
Developing 
employees
Fill 50 % of vacant 
key positions with 
internal employees.
Ensure that 100 % 
of employees 
have personal 
development goals.
In 2019, 47 % of key positions 
were filled by internal 
candidates. In 2020, the figure 
was 82 %.
In 2020, 59 % of employees 
had documented personal 
development goals.
Note: As not all objective 
agreements were recorded in 
systems, the actual figure is 
higher.
100 % of Emmi employees have a 
development plan in place.
50 % of all vacancies are filled by 
internal candidates.

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Outlook
	
	
To ensure that future generations will also be able to experience the best dairy moments, we 
are realigning our strategy to focus on employees, communities and the environment, three 
action areas each with their own clearly defined ambitions. This model incorporates the existing 
focus issues along with a specific reduction target for water consumption. At the same time, we 
have started to define other topic areas and will be able to merge both these and other relevant 
aspects that arise in future to create an effective model as an integral part of our approach.
	
	
Action areas of Emmi’s sustainability strategy	
	
	
	
New targets with a horizon of 2027
	
	
We are extending our commitment to our “Sustainable dairy” focus issue to encompass all our 
activities worldwide. We want to work with our dairy suppliers, innovative partners and other 
stakeholders to accelerate efforts to develop sustainable solutions within the dairy and food 
industry and work towards systemic change ( see page 8  “Sustainable dairy”).
	
	
 Caring for
our employees!
Caring for
our environment!
Caring for our communities!
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We provide an environment 
where all employees 
feel welcome, valued 
and inspired and have 
opportunities for 
development.
We create shared added 
social value and make 
sustainable dairy the norm.
We aim to achieve netZERO 
by 2050 while at the same 
time driving circularity.

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Since the majority of the emissions in the life cycle of our products occur outside our 
direct sphere of influence, we are extending our CO₂ reduction target to our entire value 
chain (Scopes 1 to 3) from milk production and raw material cultivation, through transport, 
processing and distribution, to consumption and recycling. Of particular significance is 
our ambition to put our carbon footprint on a net-zero reduction path by 2050. We plan 
to achieve this through our netZERO 2050 vision based on scientifically supported and 
independently validated CO₂ reduction targets from the Science Based Targets initiative (SBTi)  
( see page 8 “Reducing greenhouse gases”).
	
	
We have set ourselves equally ambitious targets for avoiding waste. We want to further 
reduce food waste and rubbish at our own sites. Our overriding aim, however, is to finally 
close cycles across sectors and countries ( see page 8 “Avoiding waste”).
	
	
We will also stay on the ball when it comes to the individual development of our employees, 
a promise that still applies globally to all our employees. And we firmly believe that at the 
same time, we will increasingly be able to fill positions – including key positions – with 
internal candidates ( see page 8 “Developing employees”).
	
	
We are setting ourselves specific reduction targets for our new focus issue “Water”. In the 
interests of materiality, however, our commitment is consciously geared to regions where 
the supply of water is particularly critical ( see page 8 “Water”).
 	
	
More information: ↳Link
	
	
Emmi sustainability targets with a horizon of 2027
	
	
	
	
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Emmi Sustainability Report   |  2019/2020  |  Material issues	
11
Material issues
	
	
We conducted a materiality analysis that identified 14 issues of particular relevance for Emmi 
and its stakeholders. Based on their high level of significance and our ability to influence 
them, we defined “Sustainable dairy”, “Avoiding waste”, “Reducing greenhouse gases” and 
“Developing employees” as focus issues in terms of our sustainability strategy. Following a 
review of our sustainability strategy in 2020, we added “Water” as a further focus issue  
( see “Reporting practice” on page 81).
	
	
Focus issue “Sustainable Dairy”
	
	
Milk is vitally important for Emmi. It is our most important raw material – and a significant 
economic factor for rural regions. The environmental impact of milk production also 
plays a key role alongside animal welfare. With this in mind, we are committed to making 
comprehensively sustainable milk production the norm, with the involvement of our milk 
suppliers and in association with other stakeholders. 
	
	
As early as 2016, we set ourselves the goal of only processing sustainably produced cow’s 
milk in Switzerland. Our efforts contributed to the launch of the joint “Sustainable Swiss 
Milk” standard by the Swiss dairy industry in September 2019, which incorporated a large 
number of our considerations. Swiss dairy farmers must meet ten basic and two additional 
requirements by September 2023 at the latest. 
	
	
	
	
“Sustainable Swiss Milk” basic requirements
	
	
Animal welfare
•	
Daily access to pasture (RAUS) or loose housing (BTS) 
•	 Calves stay on the farm of birth for at least 21 days 
•	
Regular milking 
•	 Strict rules for livestock shows 
•	
Pregnancy testing before slaughter
	
	
Feed
•	
If soy, only from sustainable cultivation 
•	
No palm oil, no palm fat
	
	
Miscellaneous
•	 	Promotion of biodiversity
•	
Every cow has a name
	
	
Further basic requirements
•	 Care with antibiotics 
	
	
More information: ↳Link

Emmi Sustainability Report   |  2019/2020  |  Material issues	
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Since we are not a dairy farming cooperative and do not own our own dairy herds, our ability 
to influence milk production is naturally dependent on our importance as a buyer in the 
respective market. Emmi is one of the most important milk purchasers in Switzerland, with 
around a quarter of all milk produced nationwide – and about 40 % in the case of organic 
milk – processed at our sites. 
	
	
Our subsidiaries in Tunisia and Chile also play an important role as milk purchasers. In the 
other countries where we operate production facilities, we have at most regional weight as 
a purchaser, which limits our ability to influence milk production in these countries, even 
though the more than 300 million kilograms of milk processed by Laticínios Porto Alegre in 
Brazil appears significant by Emmi-internal standards. The way that animals are kept also 
varies hugely from country to country. Emmi is therefore committed to developing solutions 
together with the industry in question, regardless of whether this makes coordination and 
processes more complex.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
13
	
	
Milk volumes processed by Emmi worldwide (2020)
	
	
	
	
Developments 2019/2020
	
	
In Switzerland, we are well on the way to processing only sustainable milk. By the end of 
2020, 93 % of the 822 million kilograms of milk processed by Emmi in Switzerland (excluding 
Bio Suisse, IP-Suisse, Demeter) already met the criteria of the new “Sustainable Swiss Milk” 
industry standard. The remaining suppliers are in the process of converting their operations. 
After a four-year transition period that will end in September 2023, we will buy only verifiably 
sustainable milk. For their efforts, farmers receive 3 centimes more per kilogram of milk. A 
further 141 million kilograms of milk met the higher sustainability requirements of Bio Suisse, 
IP-Suisse and Demeter in 2020. 
	
	
Outside Switzerland, however, the situation is rather more complex. Emmi operates its own 
production facilities in 11 countries worldwide, generally processing milk produced in the 
local region. There is a lack of uniform sustainability standards, and in countries such as 
Brazil or Tunisia, there is little awareness of sustainable dairy. To address this, we are working 
with the School of Agricultural, Forest and Food Sciences at Bern University of Applied 
Sciences (HAFL) to develop a catalogue of criteria that is compatible with international 
standards such as those of the Dairy Sustainability Framework (DSF) in order to measure 
the sustainability of milk production in our production countries and thus create the basis 
for future development. Based on the findings of this assessment, we will then set country-
specific priorities and targets to be achieved by 2027. Our aim is to guarantee above-average 
sustainability standards for milk production worldwide that take the local conditions of each 
country into account. 
	
	
47 % SWITZERLAND
11 % organic
Cow’s milk
 million t
t
t
2.02
89,482
2,611
Goat’s milk
Sheep’s milk
10 % organic
100 % organic
15 % BRAZIL
11 % TUNISIA
7 % SPAIN
7 % SPAIN
58 % NETHERLANDS
23 % USA
13 % SPAIN
3 % SWITZERLAND
3 % AUSTRIA
51 % SWITZERLAND
49 % AUSTRIA
6 % USA
5 % GERMANY
8 % OTHER

Emmi Sustainability Report   |  2019/2020  |  Material issues	
14
	
	
Activities of the business divisions
	
	
We have continued to develop the “Sustainable Swiss Milk” Swiss industry standard in 
conjunction with milk suppliers, other processors and associations. We are focusing in 
particular on the inclusion of additional climate protection criteria in order to reduce 
greenhouse gas emissions from milk production. Further onus has been placed on the industry 
to step up its own sustainability efforts in the wake of the stalled further development of 
Swiss agricultural policy (AP22+). 
	
	
Together with partners from the Swiss dairy industry, at the end of March 2021 we submitted a 
project to the government resource programme for the promotion of innovation in agriculture. 
The “Klimastar Milch” (Climate Star Milk) resource project aims to help up to 500 dairy farms 
with annual production totalling 100 million kilograms of milk reduce their greenhouse gas 
emissions between 2022 and 2027. One particular area of focus is the sustainable, location-
adapted use of natural resources (especially feed). Efforts are also to be made to further 
reduce competition between land for animal feed and land for human food. The basis for this 
is the research project “Competition for land and food in milk production”, conducted under 
the direction of Agroscope and HAFL with financial support from a number of organisations 
including Emmi.
	
	
Animal health and the use of antibiotics are key aspects of sustainable milk production. 
With that in mind, from 2017 to 2020 Emmi offered interested farmers veterinary support 
for preventive health promotion for their cattle. This allowed them to reduce their use of 
antibiotics and also had a positive impact on the fertility of the animals. The majority of 
these dairy farmers therefore want to continue to benefit from this support. 
	
	
More information: ↳ Link
	
	
Emmi also continues to support the following projects and organisations in Switzerland with 
regard to specific sustainability aspects in milk production:
•	 The Swiss Soy Network is committed to the responsible cultivation and sustainable 
procurement of soy used for feed. www.sojanetzwerk.ch/en/ 
•	
KOMETIAN is an association that promotes a complementary animal medicine offering, 
with the aim of reducing the use of antibiotics in livestock farming. www.kometian.ch 
•	 AgroCleanTech offers information on and assistance with implementing development 
programmes for energy-efficient and environmentally friendly agriculture.  
www.agrocleantech.ch 
Business division 
Switzerland

Emmi Sustainability Report   |  2019/2020  |  Material issues	
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2020 saw the first “Future Workshop on Organic Milk” at Gläserne Molkerei in Germany. 
Together with our milk suppliers, Gläserne Molkerei will continue to work on sustainability 
aspects such as nutrient cycles, soil quality and biodiversity. 
	
	
In the Netherlands, an industry-wide rating system for sustainable goat’s milk was established 
in 2018, with 87 % of all milk producers already participating by 2020.  The focus is on animal 
welfare and animal health, as well as on energy and the climate. All 49 suppliers of goat’s 
milk to Emmi subsidiary Bettinehoeve are taking part. This enabled Bettinehoeve to achieve 
the third-best result among 12 participating milk processors.
	
	
In Tunisia, small farmers in particular sell their milk to our subsidiary Centrale Laitière de 
Mahdia (“Vitalait”). Vitalait established a foundation in 2019 to support this arrangement 
and promote sustainable milk production in the region. Agricultural consultants visit the 
small producers and advise them on matters such as feeding, hygiene, animal husbandry 
and sustainable soil management. The foundation also contributes up to 30 % towards 
capital expenditure, for example for milking equipment. Since March 2019, 1,800 farmers 
have already received support.
	
	
	
	
Management approach disclosures
	
103-1	
In many rural areas of the world, milk is a significant economic factor, creating jobs and adding 
value in general. Particularly for family-run farms in poorer countries, milk sales are an 
important source of income. However, milk production is also associated with major ethical 
and social issues and has a significant impact on the environment, not least due to the 
substantial greenhouse gas emissions it generates. Three main sources can be identified 
here: methane produced during cows’ digestive cycles, methane and nitrogen released 
through the use of farmyard manure and various greenhouse gas-active substances emitted 
during feed production. This is why we want to exert an even greater influence over the 
production of our most important raw material.	
	
Business division
Europe
Business division
Americas

Emmi Sustainability Report   |  2019/2020  |  Material issues	
16
	
	
The natural biological carbon cycle in milk production
	
	
H₂O
CO₂
CO₂
H₂O
1
2
3
CH4
	
	
Cows are basically part of a natural biological carbon cycle. ➀ The methane that the animals 
release into the air after digestion is broken down into CO2 and water (H2O) within ten years. 
➁ The plants in the meadow then take both of these up again during photosynthesis and 
release oxygen (O2). ➂ Cows in turn absorb carbon from the green fodder as they eat.
	
	
We have set ourselves the goal of leading dairy products into a sustainable future and 
therefore preserving them for future generations. This means, among other things, that milk 
production must gradually be steered towards a balance in which dairy farming respects the 
potential stresses of this natural biological cycle through location-appropriate husbandry 
methods – in particular with regard to feeding.
	
103-2	
“Sustainable dairy” is a focus issue at Emmi. The Sustainability Steering Committee – composed 
of six members of Group Management and the Management Team – regularly reviews 
progress and the status of target achievement for all focus issues. The operational aspects 
of the focus issues are the responsibility of cross-divisional focus teams, with members 
chosen according to the relevant issues. 
	
	
Our “Sustainable Milk” focus team – made up of sustainability and agricultural specialists – is 
responsible for implementing our strategy for more sustainable milk and coordinates activities 
across the Group. The team is supported by our Procurement department. Group-wide, our 
milk buyers meet every two months to share their experiences and are increasingly using 
these meetings as an opportunity to discuss sustainability aspects as well. 
	
	
In Switzerland, we maintain a dialogue with our milk suppliers through questionnaires, 
regular surveys, personal conversations and attendance at industry events. There is also 
a tradition of close cooperation with the main shareholder and largest milk supplier, the 
Central Switzerland Milk Producers’ Cooperative (ZMP). We are also represented in the Swiss 
Milk Sector Organisation (BOM), where we work with other players to further develop the 
“Sustainable Swiss Milk” standard, contribute to research partnerships and share knowledge 
and ideas with other milk processors. We are also tackling the issue together with our 
customers by cultivating an open dialogue and implementing joint projects.
	
	
Our Group-wide goal is that by 2027, the milk purchased by our Group companies will be 
produced to higher sustainability standards than those applicable in the respective regions  
( see Developments 2019/2020, page 13).

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103-3	
To assess our progress in processing sustainably produced milk, we record how many of our 
Swiss suppliers meet the criteria of the “Sustainable Swiss Milk” industry standard and the 
volume of milk this corresponds to. We also record the proportion of particularly sustainable 
milk (Bio Suisse, IP-Suisse, Demeter).
	
	
WWF Switzerland reviewed the “Sustainable Swiss Milk” industry standard and other Swiss 
milk production standards in 2019. The use of 100 % certified soya, the exclusion of palm 
fat and palm oil, and the requirement for sufficient outdoor space by means of particularly 
animal-friendly husbandry systems (BTS) or regular access to outdoor pasture (RAUS) 
were given a positive rating. However, WWF Switzerland sees a need for improvement 
in the areas of soil and water, biodiversity, climate and the use of concentrated feed. We 
therefore welcome the fact that the Swiss Milk Sector Organisation (BOM) is focusing on 
climate-related issues in the further development of the industry standard. We would also 
like to develop recommendations for the sustainable use of concentrated feed.
	
	
Emmi is a member of the Dairy Sustainability Framework (DSF), where it reports annually 
on animal health, greenhouse gas emissions and waste. In this way, we are supporting 
the global initiative for greater sustainability in the dairy sector, which is reliant on a good 
knowledge base. We can now draw on these indicators when compiling our catalogue of 
criteria for the milk processed by our subsidiaries outside Switzerland.
	
	
Indicators
	
	
Milk volumes processed worldwide
	
	
Proportion processed according to the “Sustainable Swiss Milk” standard (swissmilk green)
	
	
93 % 
	
	
Organic milk volumes processed worldwide
2019
2020
Δ
Cow’s milk
t
1,971,283
2,027,635
3 % 
Goat’s milk
t
84,772
89,482
2 % 
Sheep’s milk
t
1,309
2,610
99 % 
Total
t
2,057,364
2,119,727
3 % 
2019
2020
Δ
Organic cow’s milk
t
191,370
224,088
17 % 
Organic goat’s milk
t
6,725
9,349
39 % 
Organic sheep’s milk
t
1,309
2,610
99 % 
Total organic milk
t
199,404
236,047
18 %

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Focus issue “Reducing greenhouse gases”
	
	
Climate change is a global challenge that needs to be addressed by companies across the 
board. We are tackling this task with commitment and responsibility, because we believe 
that the significant greenhouse gas emissions generated in milk production mean dairy 
products need to make significant progress in this regard in order to be sustainable. Climate 
protection and the reduction of greenhouse gases are therefore an urgent obligation for a 
company like Emmi with a long-term mindset. 
	
	
Developments 2019/2020
	
	
We have worked actively at various levels to reduce our greenhouse gas emissions. With 
greenhouse gas emissions 24 % lower in 2020 than in the base year 2014 at our own sites, 
in purchased energy sources and in our freight mobility (Scopes 1 and 2), we have almost 
achieved our reduction target of 25 % already. Switzerland contributed the lion’s share to 
this reduction. 
	
	
In 2020, the decision was taken to also cover our North and South American locations with 
electricity certificates from renewable sources as of 2021 (−19,000 t CO₂). This follows the 
conversion firstly of our Swiss sites in 2017 (−14,800 t CO₂) and then of all our European sites 
in 2018 (−17,600 t CO₂).
	
	
In 2020, we conducted an in-depth review of our carbon footprint along the entire value chain 
to understand the current scope and scale of our emissions. In setting the new emissions 
reduction targets for production and purchased energy (Scopes 1 and 2) through to the 
entire value chain (Scope 3), we followed a rigorous science-based methodology in line 
with the Greenhouse Gas Protocol and the Science Based Targets initiative (SBTi). 97 % of 
all greenhouse gas emissions occur in the upstream and downstream value chain. Methane 
and nitrous oxide emissions in milk production account for by far the largest share (these 
greenhouse gases are many times more harmful than CO2). Feed cultivation can also cause 
significant emissions ( see page 16).

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Greenhouse gas emissions along the Emmi value chain
	
	
N2O = Nitrous oxide
CH4 = Methane
CO2 = Carbon dioxide
Scope 3  (97 %)
Feed production
Farm
Transport
Transport
Waste management
CO2 
CO2 
CO2 
CO2/N2O 
CO2 
N2O 
N2O 
CH4 
CH4 
Production and oﬃces
Scope 2  (1 %)
Scope 1  (2 %)
 	
	
Scope 1:
	
	
Scope 1 includes all emissions caused directly by the company (e.g. fuels, refrigerants).
	
	
Scope 2: 
	
	
Scope 2 comprises the indirect emissions caused by purchased energy (electricity, district 
heating). 
	
	
Scope 3:
	
	
Scope 3 encompasses all upstream and downstream greenhouse gas emissions. At Emmi, 
these include milk production and the manufacture and disposal of product packaging.

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Activities of the business divisions 
	
	
Numerous projects and initiatives to save CO₂ were launched in our domestic market. For 
example, the waste heat from the refrigeration system at the Kirchberg site is now used 
optimally for heat recovery. The photovoltaic system at the Studer cheese dairy has been 
expanded from 91 MWh to 250 MWh. Additional photovoltaic systems have also been 
commissioned at other locations. In 2019 and 2020, we were able to increase our energy 
efficiency by 2 % per year compared with 2018.
	
	
Some important projects also incurred delays during the reporting period. As a result, the 
Suhr site cannot be connected to the local district heating network until mid-2021 – later 
than planned. This change will save 5,500 tonnes of CO₂ per year.
	
	
Various flagship transport projects are ongoing. For example, since 2019 we have been 
providing our employees at larger locations with electric vehicles for business trips. We 
also commissioned the first hydrogen-powered lorries at the end of 2020. For the first time, 
we offset the few business trips that were still made by air in 2020, with the funds going 
to a myclimate project to produce electricity from FSC wood waste in the Amazon. Going 
forward, we will be reducing business travel in general and offsetting the emissions from 
the remaining flights.
	
	
The European locations were able to reduce their CO₂ emissions by 380 tonnes in 2020 
compared with the previous year (−4 %).
	
	
Since 2019, we have been generating around 160 MWh of electricity per year via a photovoltaic 
system at our location in Nüziders (Austria).
	
	
The Emmi Dessert Italia locations in Gattico, Pero and Lasnigo implemented measures 
derived from their energy audits and have been able to achieve a 6 % increase in energy 
efficiency overall. Systematic insulation and optimisation of the pressure of the ice water 
pump lowered energy consumption by around 1,900 MWh in 2020, which in turn saved 495 
tonnes of CO₂. 
	
	
Refrigerant losses resulted in a 100-tonne increase in greenhouse gas-active emissions at 
Nüziders (Austria) in 2020. The problem has since been rectified.
	
	
In the business division Americas, growth led to an increase in absolute emissions.
	
	
The locations within the business division Americas emitted 1,350 tonnes less CO₂ in 2020 
than in 2019. By switching from oil to gas, Quillayes Surlat in Chile saved around 3,670 tonnes 
of CO2 in 2020.
	
	
Chile’s Quillayes Surlat also reduced energy losses through better insulation.
	
	
Emmi Roth in the USA commissioned a new photovoltaic system in 2019, with annual 
production of around 680 MWh.
	
	
Mexideli in Mexico commissioned an efficient and climate-neutral CO₂ refrigeration plant in 
2020 – the first of its kind in the country – and was also able to significantly reduce transport 
kilometres thanks to consolidation of its locations. 
	
	
	
	
Business division
Europe
Business division
Americas
Business division
Switzerland

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Management approach disclosures
	
103-1	
Emmi faces a challenging task in reducing greenhouse gases, as the production and distribution 
of dairy products is an energy and emissions-intensive activity. Added to this, almost all 
greenhouse gas emissions occur during the upstream production of raw materials, which 
we have no direct influence over. Within our own value chain, the heating and cooling of 
raw materials during processing requires a lot of energy, and a perfect cold chain must be 
ensured during transport and storage.
	
103-2	
“Reducing greenhouse gases” is a focus issue at Emmi. The Sustainability Steering Committee – 
composed of six members of Group Management and the Management Team – regularly 
reviews progress and the status of target achievement for all focus issues. The operational 
aspects of the focus issues are the responsibility of cross-divisional focus teams, with 
members chosen according to the relevant issues. 
	
	
We continuously monitor the energy consumption and greenhouse gas emissions of all 
production locations. At the Swiss sites, this is also ensured by means of the ISO 14001-certified 
environmental management system, and at the European sites specifically, still according 
to ISO 50001.
	
	
Emmi relies on renewable energy for its electricity supply by purchasing green electricity 
certificates. Since the beginning of 2017, all plants in Switzerland have been operating with 
electricity from hydropower. Our sites in Europe have also been supplied with sustainable 
electricity from hydropower since 2018. The sites of the business division Americas have 
also been sourcing their electricity from renewable energy since the beginning of 2021.
	
	
We are also stepping up our own production of renewable electricity and heat. District 
heating, solar energy (especially on the roofs of our production plants) and wood chips 
have proven to be good alternative energy sources. We are also exploring options involving 
biogas. 
	
	
To further reduce greenhouse gas emissions, we are making targeted efforts to improve 
energy efficiency and replace fossil fuels with lower CO₂ alternatives. Efficiency measures 
include process optimisation, the use of more efficient pumps and motors, and heat recovery 
methods. We are continuously expanding these measures.
	
	
Emmi also remains committed to its decision to stop investing in fossil fuel-based technologies. 
	
	
As we move forward, we are guided by our new corporate goals, which have been validated 
by the Science Based Targets initiative (SBTi):
	
	
By 2027, we aim to achieve a 60 % absolute reduction in Scope 1 and Scope 2 CO₂ emissions 
compared with 2014, in line with the 1.5 degree SBTi target.
	
	
In Scope 3, our efforts will focus on reducing CO₂ in milk production. This approach is also 
compliant with the SBTi’s baseline stabilisation scenario. Since we have no direct influence 
over emissions in our upstream supply chain, we are working with our suppliers, other dairies, 
non-governmental organisations and the scientific and research community.

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103-3	
Key figures for electricity, gas, oil and other energy sources are collected at all Emmi plants 
worldwide, while SGS audits for all key environmental figures are also standard.
	
	
In Switzerland, Emmi carries out regular checks to ensure it is meeting the CO₂ objectives 
it has agreed with the federal government.
	
	
To allow us to reduce greenhouse gas emissions in the upstream supply chain in the future, 
the next step is to collect primary data. We currently work with emissions factors from 
the World Food LCA Database. The focus will initially be on Switzerland. Over the coming 
years, Emmi locations in other countries will benefit from the experiences gained with the 
reduction measures in our domestic market.
	
	
	
	
Indicators
	
	
302
ENERGY1
2019
2020
Δ
302-1
HEAT
382,365
420,650
10 % 
Heating oil
MWh
61,365
48,057
−22 % 
Natural gas
MWh
291,398
344,484
18 % 
Diesel
MWh
3,729
3,578
−4 % 
Wood chips
MWh
2,332
1,980
−15 % 
District heating
MWh
23,542
22,551
−4 % 
FUEL CONSUMPTION BY VEHICLES
Petrol
Litres
188,491
178,660
−5 % 
Diesel
Litres
3,003,859
2,844,514
−5 % 
ELECTRICITY
194,650
200,463
3 % 
Renewable share
MWh
149,346
149,924
0 % 
Non-renewable share
MWh
45,304
50,540
12 % 
1 	 The basis for calculating the key environmental indicators can be found on page 86 for GRI indicator 102-45.

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Operational energy consumption (2020)
	
	
	
	
Heat consumption by energy source (2020)
	
	
	
	
Total electricity consumption by renewable and non-renewable sources (2020)
	
	
	
	
	
	
• 55 % Gas
• 32 % Electricity
• 
8 % Heating oil
• 
4 % District heating
• 
1 % Diesel (generators)
• 82 % Gas
• 11 % Heating oil
• 
5 % District heating
• 
1 % Wood chips
• 
1 % Diesel (generators)
• 75 % Renewable share
• 25 % Non-renewable share

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Total electricity consumption 2017 – 2020 (MWh)
	
	
	
	
	
	
Greenhouse gas emissions (Scope 1) 2017 – 2020 (tCO₂e)
	
	
	 	
	
	
250,000
200,000
150,000
0
2017
2018
2019
2020
100,000
75,000
50,000
0
2017
2018
2019
2020
305
EMISSIONS
305-1
DIRECT GREENHOUSE GAS EMISSIONS (SCOPE 1)1
2019
2020
Δ
Fuels
tCO₂e
74,400
78,246 
5 % 
Refrigerants
tCO₂e
3,046
3,495 
15 % 
Transport/fuel
tCO₂e
8,351
7,904 
−5 % 
Total
tCO₂e
85,797
89,645
4 % 
1 	 The basis for calculating the key environmental indicators can be found on page 86 for GRI indicator 102-45.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
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Indirect greenhouse gas emissions (Scope 2) 2017 – 2020 (tCO₂e)
	
	
	
	
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2017
2018
2019
2020
305-2
Indirect energy-related greenhouse gas emissions (Scope 2)1
2019
2020
Δ
Electricity
tCO₂e
19,828
14,841 
−25 % 2
Other (e.g. district heating)
44
42 
−4 % 
Total
tCO₂e
19,872
14,883
−15 % 
1 	 The basis for calculating the key environmental indicators can be found on page 86  for GRI indicator 102-45.  
Based on World Food LCA Database.
2	 The use of a combined heat and power (CHP) system at Centrale Laitière de Mahdia (“Vitalait”) has enabled us to 
significantly reduce the electricity we purchase. At the same time, this leads to increased natural gas consumption.
305-3
Other indirect greenhouse gas emissions (Scope 3)1
2019
2020
Δ
Total Scope 3
tCO₂e
4,953,252
5,321,746 
7 % 
of which category 1: Purchased goods and 
services
4,583,584
4,707,8732 
3 % 
of which milk2
4,004,093
4,128,382 
3 % 
1	 The basis for calculating the key environmental indicators can be found on page 86  
for GRI indicator 102-45. Based on World Food LCA Database.
2	 Only milk re-surveyed for 2020; remaining Category 1 emissions carried over from 2019.

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The rise in Scope 3 emissions is the result of an increase in the volume of milk processed, 
mainly outside Switzerland. The emission factors of milk production are higher abroad on 
average as the average production systems produce less milk than in Switzerland. So far 
we have been working with figures from the LCA Food Database, but we plan to collect 
our own data in the future to obtain more accurate values. Other contributors include the 
addition in 2020 of the subsidiaries Leeb in Austria and Quillayes in Chile (merger with 
Surlat). Moreover, Laticínios Porto Alegre in Brazil has already been included because the 
milk volume produced by this subsidiary accounts for 16 % of the milk volume processed by 
the Emmi Group worldwide, even though new operations are typically not integrated into 
sustainability reporting until two years after acquisition.
	
	
The most significant Scope 3 emissions include the purchase of milk, cheese and yogurt. 
Other relevant Scope 3 emissions come from fruit and coffee cultivation and from packaging 
materials. Grey energy from energy and fuel production as well as waste disposal are likewise 
factored into this indicator.
	
305-5	
In 2019, we reduced greenhouse gas emissions in Scopes 1 and 2 by 34,909 tonnes versus 2014 
and by 104 tonnes versus 2018. 
	
	
2020 saw greenhouse gas emissions in Scopes 1 and 2 cut by 36,050 tonnes compared with 
the base year 2014 and by 1,141 tonnes compared with 2019.
	
	
The reduction in greenhouse gas emissions is the result of numerous efficiency measures such 
as insulation, heat recovery and process optimisations, which we are implementing at our 
sites worldwide. In addition, in 2019 we invested in another combined heat and power plant 
fuelled by natural gas at our plant in Tunisia. Since we no longer purchase electricity from 
the local grid operator and can also use the heat generated directly at the site, significantly 
less CO₂ is emitted overall.
	
	
Proportion of electricity from hydropower at Emmi sites in Switzerland and Europe
•	
End of 2019: 100 %
•	
End of 2020: 100 %
305-4
GHG emissions intensity1
2019
2020
Δ
tCO₂ per KCHF sales2
1.45
1.46 
1 %
1	 The basis for calculating the environmental indicators can be found on page 86 for GRI indicator 102-45.
2	 Emmi’s sales increased by 6 % from CHF 3.49 billion in 2019 to over CHF 3.7 billion in 2020. 
Greenhouse gases by division (in Scopes 1 and 2)1
2019
2020
Δ
Business division Switzerland
tCO₂e
40,836
41,263 
1 %
Business division Europe
tCO₂e
9,135
8,748 
-4 %
Business division Americas
tCO₂e
55,654
54,474 
-2 %
1 	 The basis for calculating the environmental indicators can be found on page 86 for GRI indicator 102-45.

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Focus issue “Avoiding waste”
	
	
On the one hand, we understand the issue “Avoiding waste” to mean reducing production 
waste and food waste. The task here is to identify and reduce volume flows and thus also 
to lower costs. On the other hand, we are paying particular attention to product packaging.
	
	
In order to avoid waste in the long term, it is imperative to create a circular economy: The 
greatest possible proportion of packaging must be easily and inexpensively recyclable. 
Packaging should be composed and designed in such a way that it can remain in the value 
chain and be reused for other foods. To achieve this level of recyclability, it is important to 
choose materials that can be recycled; biodegradable plastics are not a priority for us in 
this regard. The current lack of recycling systems for fundamentally recyclable materials in 
many places is a major obstacle here.
	
	
Furthermore, it is important not only to use the optimum packaging materials from a recycling 
perspective, but also to reduce the amount of materials used in general. The challenge for 
us is to reduce the weight of the packaging while at the same time ensuring that the product 
it contains is well protected. In view of the underlying environmental impact, protection 
of the product must always take priority when it comes to products containing animal raw 
materials.
	
	
There is currently no material or system that has proven to be ideal for product packaging 
and is also accepted by consumers. However, we can see the market is rife with innovation. 
There are not enough take-back and cleaning systems on the market at the present time 
to introduce redistribution systems. As an international group of companies, we monitor 
developments in all of the countries where Emmi operates and take action as soon as trends 
establish themselves. In addition, there are major differences from country to country in terms 
of the materials used, labelling, and sorting and recycling options. This makes it difficult to 
adopt a consistent approach.
	
	
	
	
Developments 2019/2020
	
	
From 2017 to 2020, we were able to reduce the waste generated by our operations globally 
by 10 % and food waste in Switzerland by 11 %. This means we fell far short of the 20 % 
reduction target we had set ourselves compared with the base year 2017. 
	
	
The fact that we did not reach our waste target can essentially be attributed to one source 
of waste: the sludge from wastewater treatment produced at Centrale Laitière de Mahdia 
in Tunisia, which is disposed of in a landfill. The solution we have adopted up to now (direct 
spreading as fertiliser on fields) has not proven to be effective. At the end of 2020, the relevant 
plans had to be shelved after they were definitively rejected by the competent authority. 
We are now evaluating new approaches (biogas, compost, drying and use as fuel) and will 
subject them to in-depth analysis.
	
	
In the case of food waste, clarifications regarding an investment project that could help 
achieve a significant reduction in this area are taking longer than planned. With that in mind, 
this has been postponed until the next target-setting period.

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Over the past two years, we have optimised our packaging in terms of material consumption 
and possible alternatives to plastic. For example, unnecessary outer packaging has been 
dispensed with, plastic lids for yogurt and speciality cream have been eliminated and plastic 
drinking straws have been replaced by paper ones.
	
	
Circular economy considerations are becoming increasingly important and topical, especially 
when it comes to packaging. In 2020, we therefore created a new expert team for sustainable 
packaging. 
	
	
Activities of the business divisions	
	
	
Packaging materials have been conserved for many products:
	
	
The weight of Aktifit and Benecol bottles (mini drinks) has been reduced by 10 %, and the 
trays and cardboard boxes have been optimised.
	
	
The sleeve thickness of Emmi Caffè Latte has been reduced.
	
	
In order to improve recyclability, different kinds of multilayer packaging have been converted 
to monolayer packaging (raclette trays, Luzerner Rahmkäse sticks).
	
	
We have launched an internal initiative to return packaging waste to the cycle (e.g. aluminium seals).
	
	
In 2020, we created a new team to drive our sustainable packaging efforts further forward.
	
	
Gläserne Molkerei in Germany has dispensed with the additional snap-on lids for yogurt and 
buttermilk, saving 30 tonnes of plastic. As an alternative, consumers are now being offered 
reusable lids.
	
	
Emmi Dessert Italia has switched from polystyrene (PS) to polypropylene (PP) or polyethylene 
terephthalate (PET) for most of its packaging and already uses more than 18 % (around 240 t) 
recycled PET.
	
	
Cowgirl Creamery in California (USA) has significantly improved its e-commerce packaging. 
The recyclability of materials has been enhanced thanks to newly developed shipping cartons. 
In addition, the volume of waste has been reduced by approximately 2.5 tonnes. Since 2020, 
styrofoam or bubble wrap has been eliminated in shipping packaging. We have also been 
able to optimise the insulating outer packaging for perishable goods. 
	
	
At Kaiku in Spain, some of the packaging materials used have been reduced or replaced. 
For example, we have omitted the cardboard as outer packaging for several lactose-free 
Kaiku products, and spoons are no longer included. For the Kaiku Gurea and Kaiku Begetal 
products we have replaced the plastic packaging with cardboard, and for plant-based 
beverages we have substituted the Tetra packaging with bio-based plastics. The weight of 
various cardboard packaging has been reduced.
Business division
Europe
Business division
Americas
Business division
Switzerland

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Management approach disclosures
	
103-1	
Avoiding waste is relevant to Emmi for economic and environmental reasons. From a business 
perspective, savings on waste disposal costs are the most obvious; at the same time, avoiding 
losses in the production process saves valuable resources. But a waste of materials and 
products can also occur outside our company, along the entire value chain: at suppliers, at 
buyers and at consumers. 
	
103-2	
“Avoiding waste” is a focus issue at Emmi. The Sustainability Steering Committee – composed of six 
members of Group Management and the Management Team – regularly reviews progress 
and the status of target achievement for all focus issues. The operational aspects of the 
focus issues are the responsibility of cross-divisional focus teams, with members chosen 
according to the relevant issues. While the overall waste issue has traditionally been part of 
the centrally controlled environmental management system, which has been integrated into 
the production sites for some time, a new unit has been set up specifically for sustainable 
packaging, while food waste issues are dealt with as projects.
	
	
In waste management, our credo is: “Avoid, reduce, recycle”. This means that unavoidable 
waste is reduced as a matter of priority in order subsequently to find an optimum solution 
for the smallest possible residual quantity, ideally in a closed-loop system. 
	
	
We control waste management at the production sites via environmental management. We 
focus on reducing waste that until now has gone to incineration or landfill. While the Swiss 
Emmi sites have long been using a professional ISO 14001-certified waste management 
system, many foreign production facilities currently lack the basic control mechanisms and 
data for such an approach. We are working to close these gaps step by step. Detailed waste 
monitoring is in place at Swiss production sites. If recycling of materials is not possible, then 
these are recycled into energy – preferably in modern waste incineration plants. Organic 
waste is disposed of in biogas plants. Technological progress is also continually opening up 
new possibilities for profitably reusing residual materials rather than disposing of them. 
	
	
One of the ways in which we are driving forward the goal of wasting as little food as possible 
is through the Emmi Operational Excellence (EOE) initiative. Unavoidable food waste, such as 
whey from cheese production, should be processed into food whenever possible. However, the 
top priority is to avoid good-quality food products from being thrown away. We sell surplus 
or incorrectly packaged products at reduced prices at our factory outlets or donate perfectly 
good food to charitable organisations such as “Tischlein deck dich” or “Schweizer Tafeln”. 
	
	
Emmi is also attempting to use more renewable materials for its packaging, which can be 
returned to the cycle after use. We also support the development of recycling systems 
through our membership of the PRISMA association, whose goal is to establish a sustainable 
recycling system for all materials. We are also involved in the organisations Drehscheibe 
Kreislaufwirtschaft and Realcycle in favour of a more circular economy.

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30
	
	
When selecting and testing new packaging materials or concepts, product protection takes top 
priority. However, we also analyse the recyclability of the material or mixture of materials, for 
example according to Cyclos-HTP or Recyclass. The origin of the raw materials, the recyclate 
content and material health also play a role. Furthermore, we calculate the CO₂ emissions.
	
	
Because the topic is extremely dynamic and the ideal solution is not yet available, an 
information sheet has been prepared outlining our vision and packaging strategy and 
detailing the findings already gained. This serves as a guideline for the subsidiaries when 
implementing local projects.
	
	
Emmi’s goal is to halve its own waste by 2027 compared with 2017, while waste that can no 
longer be recycled is to go exclusively to incineration. A target reduction of 50 % has also been 
set in the area of food waste. The main focus here is on Swiss companies, where systematic 
surveys are in place. At relevant international plants, the reduction is implemented on a 
project-by-project basis. The recyclability of packaging is also an important issue. The goal 
is to make product packaging recyclable and/or reusable by 2027. In addition, all materials 
used are to have a recycled matter content of at least 30 % by 2027.
	
103-3	
We systematically record various waste indicators – such as waste to incineration, waste to 
landfill, organic waste, hazardous waste or recycled material – on a Group-wide platform. 
	
	
We also record the type and quantity of packaging materials as well as rejects and product 
defects. We use this information to calculate the key figure “cost of poor quality” as well as 
to identify and eliminate inadequacies in production processes. 
	
	
Since 2017, food waste in Switzerland has been grouped according to the internationally 
recognised Food Loss and Waste Accounting and Reporting Standard (FLW), and these 
figures have been validated by an independent audit firm.
	
	
Indicators
	
	
306
EFFLUENTS AND WASTE1
2019
2020
Δ
306-2
Waste (incineration/landfill)2
t
10,265
8,747
−15 %
Hazardous waste
t
84
125
49 %
Recycled waste3
t
5,036
5,415
8 %
1	 The basis for calculating the environmental indicators can be found on page 86 for GRI indicator 102-45.
2	 Basis for setting the targets for our focus issues.
3	 This includes recyclable materials that have been recycled (excluding organic waste).

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Total weight of waste 2017 – 2020 (tonnes)
	
	
Waste reduction
	
	
Compared with the base year 2017 (9,611 t), the total weight of waste was reduced by 9 %. 
There was still an increase in waste of 7 % in 2019 versus 2017, due to variations in wastewater 
treatment in Tunisia.
	
	
Share of waste by business division 2020
	
	
10,000
8,000
6,000
4,000
2,000
0
2017
2018
2019
2020
• 65 % business division Americas
• 19 % business division Switzerland
• 16 % business division Europe
Waste by business division1
2019
2020
Δ
Switzerland
t
1,424
1,694
19 %
Incineration
t
1,424
1,694
19 %
Landfill
t
0
0
0 %
Europe
t
1,284
1,364
6 %
Incineration
t
363
427
18 %
Landfill
t
921
937
2 %
Americas
t
7,557
5,689
−25 %
Incineration
t
0
0
0 %
Landfill
t
7,557
5,689
−25 %
1	 The basis for calculating the environmental indicators can be found on page 86 for GRI indicator 102-45.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
32
	
	
Focus issue “Employee development”
	
	
Competent and committed employees are essential for a company’s success. That is why it 
is of crucial importance for us to fill positions in the company with employees who have the 
appropriate professional, social and personal skills. At the same time, professional requirements 
are changing constantly and at an increasing pace – for example, due to new technologies 
or new market needs. We therefore also see it as our corporate and social responsibility to 
promote the employability of our employees and to further develop their skills. 
	
	
Developments 2019/2020
	
	
The development of our employees helps us to meet our own needs in terms of competences. 
In 2020, we managed to fill over 80 % of key positions internally. This goal was achieved 
through many different individual development measures and targeted succession planning. 
	
	
Our managers are an important element of our development work. They bear a large 
portion of the responsibility for the individual development of their employees. For this 
reason, we believe that good leadership is crucial. Twelve employees from across the 
Emmi Group will graduate from the “Management Practice” management development 
programme in 2020/2021, while 195 managers from the Emmi Group took part in the “Basic 
Excellent Leadership” online training course in 2020. Parallel to this, good and professional 
management is consolidated on an ongoing basis and reflected at the local level through 
numerous workshops.
	
	
With the goal of defining suitable development measures for employees and securing the 
succession pipeline, we held “Talent Review Meetings” throughout the Group in spite of 
COVID-19: 76 in the business division Switzerland, 16 in business division Europe and 9 in 
business division Americas. 
	
	
In 2020, we began developing career models in the fields of production and marketing in 
order to highlight a variety of career paths for our employees at Emmi. 
	
	
In addition, we conducted Group-wide training in the areas of procurement and marketing, 
for example, with a view to training employees in new, overarching processes and tools. 
	
	
Activities of the business divisions	
	
	
All new employees receive training on key topics such as quality and safety.
	
	
In Switzerland, Emmi is currently training 128 apprentices. In 2020, we were able to fill a 
total of 44 apprenticeships, far exceeding the annual target of 30 apprenticeships. All 30 
apprentices successfully completed their apprenticeships in 2020. 
	
	
There are currently nine trainees in training. In the last two years, we have been able to 
retain all trainees within the company after they completed their programmes.
Business division
Switzerland

Emmi Sustainability Report   |  2019/2020  |  Material issues	
33
	
	
In 2020, the subsidiary Emmi Dessert Italia launched a targeted six-month trainee programme 
to provide university graduates with a rapid introduction to the world of work. Four trainees 
have started their training following careful selection.
	
	
In the Netherlands, all new employees in production and logistics receive online training on 
key topics such as quality and safety. 
	
	
In the Italian companies, managers have been trained in general management topics, such 
as lucrative target agreement processes.
	
	
The Emmi competence model has been introduced at Mexideli (Mexico). This enables the 
uniform classification of job requirements, an assessment of individual competences and 
the planning of appropriate development measures.
	
	
At Centrale Laitière de Mahdia (“Vitalait”, Tunisia), cultural workshops were held to define 
corporate values in a shared process and promote team spirit.
	
	
At Cypress Grove and Cowgirl Creamery (USA), the leadership teams regularly participated 
in workshops to improve leadership and collaboration. 
	
	
Management approach disclosures
	
103-1	
In order to ensure our survival in the future, we need committed employees with the right skills 
and abilities. Our commitment is a means of combating the shortage of skilled workers 
prevalent in many areas as well as of enhancing the employability of our employees. 
	
103-2	
“Developing employees” has the status of a focus issue at Emmi. The focus issue is mainly driven 
by managers and the Human Resources department. 
	
	
Our mission in the area of human resources is to maintain the commitment of our employees 
over the long term. This is dependent on professional management, objectives that provide 
orientation, comprehensive skills management and a positively structured working environment.
	
	
There are three central tasks for this: to attract, retain and develop employees.
	
	
	
	
Attracting employees
	
	
In Switzerland, we use apprenticeships to recruit young talent and train industry-specific 
skills. That is why we are constantly expanding the number of apprenticeships in the 
industry-specific core occupations. We are making increased use of social media channels to 
reach our target groups – also due to the limited possibilities in the wake of the coronavirus 
pandemic. 
Business division
Europe
Business division
Americas

Emmi Sustainability Report   |  2019/2020  |  Material issues	
34
	
	
Emmi also has a growing need for employees with an academic background. Competences 
from food sciences and economics and increasingly from information systems and logistics are 
in high demand. For this reason, Emmi has been offering trainee programmes in Switzerland 
for university graduates since 2011. The trainees have two years to combine their university 
knowledge with practical skills from various fields and international experience. Similar 
models are also increasingly being implemented by Emmi subsidiaries outside Switzerland  
( see page 32 “Activities of our business division”). 
	
	
We enhance our attractiveness as an employer with a wide range of offers and opportunities 
for professional development.
	
	
	
	
Retaining and developing employees
	
	
Emmi is committed to the balanced promotion of entrepreneurial, personal, social, techno-
logical and methodological skills. To this end, we follow a 70-20-10 development approach: 
70 % of development takes place in the normal working day, 20 % through targeted feedback 
and reflection and 10 % in training courses. This approach is based on the motto “Keep 
Exploring”, which is intended to emphasise the constant curiosity and interest in new things 
in everyday working life. 
	
	
Employee development takes place in all areas of the business. It is the responsibility of 
managers to define development goals with all employees on an annual basis. In production, 
Emmi identifies training needs using the “QualiMatrix”, a comparison of job-specific 
requirements and available individual skillsets.
	
	
Due to its strong internationalisation and digitalisation, Emmi is also expanding its range 
of online training courses, which offer an exciting mix of methods including social learning 
and self-study. This meets today’s need for learning that is independent of time and location 
and allows learning material to be portioned into smaller units that can be better integrated 
into everyday life. In the area of leadership, this means that managers throughout the Group 
can already benefit from the same training offering, which strengthens the bond within the 
Group and supports a common leadership language.
	
103-3	
If there are any negative indicators in one area of the company, such as a higher staff turnover rate, 
increased absenteeism or escalating conflicts, employee surveys are carried out in the affected 
area and joint improvement measures are introduced. This has proven to be a valuable approach 
in the past, with the measures implemented as a result leading to rapid improvements. 
	
	
In 2020, Emmi developed the “Pulse” engagement measurement tool. This enables the 
business units to ask their employees about factors decisive for their commitment and to 
identify any need for action. In addition to the tool, managers have a range of potential 
ideas for improvement at their disposal. 
	
	
We also track the development of various key figures, such as staff turnover. If an employee 
leaves the company, we identify the reasons for this and initiate measures where necessary. 
Going forward, we want to counter in an even more targeted manner departures of key staff 
or upcoming managers and specialists who are showing promise.
	
	
Emmi regularly undergoes the Sedex Members Ethical Trade Audit (SMETA), one of the most 
widely used auditing procedures for sustainable and ethical conduct in business relationships.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
35
 	
	
Indicators
	
	
404-2	
Programmes for upgrading employee skills and transition assistance programmes
	
	
Emmi is focusing on creating apprenticeships in Switzerland in order to attract young 
talent. Emmi employs the most apprentices in the following professions: dairy technologist, 
logistics technician, plant operator and polymechanic. Emmi strives to retain apprenticeship 
graduates in the company wherever possible in order to stem the widespread shortage of 
skilled workers. The “Young Professionals” programme – a one-year job assignment for young 
professionals in a subsidiary speaking a different language – underpins these efforts.
	
	
The “Management Practice” programme aims to develop managers so they can become 
the top management of the future, addressing skills such as “entrepreneurial and strategic 
thinking” and “managing complexity”. 
	
	
Our managers have the opportunity to attend Group-wide management seminars. In addition, 
local management workshops are held regularly at many Group companies.
	
	
404
TRAINING AND EDUCATION
404-1
Average number of hours for training and education1
2019
2020
Δ
All employees
10.33 
9.14
-12 %
Female
8.30
9.54 
15 %
Male
7.05
6.26 
-11 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.
401
EMPLOYMENT1
2019
2020
Δ
401-1
Number of new employees
898
729
-19 %
Rate of newly recruited employees
15 %
12 %
-20 %
Number of employees who have left the company
580
614
6 %
Employee turnover
9 %
10 %
10 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
36
	
	
In Switzerland, employees aged 58 are invited to a two-day seminar where they learn about 
legal and financial issues on retirement. They are also given concrete tips on how to prepare 
for this new phase of their lives. It is very important to us that employees are able to structure 
their final years of work based on their personal needs, for example by working part-time or 
by being given the opportunity to contribute their expertise even after normal retirement age.
	
	
Development programmes and training courses are evaluated as standard by surveying 
participants with a questionnaire. The questions relate to the learning content and 
methodology as well as to the trainers and course organisation. This ensures a continuous 
optimisation process. Managers of the participants are also involved to ensure transfer.
	
	
The new online training offering requires that the trainers themselves receive regular training 
and that quality is kept high by exchanging experiences with one another.
404-3
Employees receiving regular performance and professional development reviews
2019
2020
Δ
Number of employees1 , 2
6,021
6,178
0 %
Percentage of all employees1 , 2
87 %
85 %
-2 %
1	 Excluding apprentices, interns, trainees, external employees.
2	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
37
405
DIVERSITY AND EQUAL OPPORTUNITY1
405-1
Diversity of governance bodies and employees
2019
2020
Δ
BOARD OF DIRECTORS
Gender
Female
44 %
44 %
0 %
Male
56 %
56 %
0 %
Age
under 30
0 %
0 %
0 %
30 to 50
11 %
11 %
0 %
over 50
89 %
89 %
0 %
EXECUTIVE BOARD
Gender
Female
25 %
25 %
0 %
Male
75 %
75 %
0 %
Age
under 30
0 %
0 %
0 %
30 to 50
37 %
37 %
0 %
over 50
63 %
63 %
0 %
EMPLOYEES2
Gender
Female
28 %
29 %
1 %
Male
72 %
71 %
−1 %
Age
under 30
16 %
15 %
0 %
30 to 50
54 %
56 %
0 %
over 50
28 %
29 %
0 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.
2 	Excluding apprentices, interns, trainees, external employees.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
38
	
	
Total number of employees by gender (end of 2020)
	
	
	
	
Managers trained in “Excellent Leadership”
	
	
195
	
	
Number of apprentices at Swiss sites
	
	
128
	
	
Apprenticeship graduates subsequently employed by Emmi 
	
	
83 % (2020), 65 % (2019), with 77 % having received the offer of continued employment 
from us.
	
	
Key positions filled with internal candidates
	
	
The declared objective of filling half of vacant Group-wide key positions with internal staff 
by 2020 was exceeded by a significant margin at 81.8 % (2019: 47 %).
	
	
	
	
• 71 % Male
• 29 % Female

Emmi Sustainability Report   |  2019/2020  |  Material issues	
39
	
	
Focus issue “Water”
	
	
More and more areas of the world are affected by water scarcity and extreme weather 
events such as droughts and floods. Clean water is becoming an increasingly valuable 
resource. In a series of risk reports by the World Economic Forum, the global water crisis 
is now considered to be a real threat to the world economy. 
	
	
Our aim is to understand our water risks, develop management strategies and act to reduce 
the negative impact of our operations on local water ecosystems. 
	
	
Developments 2019/2020
	
	
To identify our water risk areas, in 2019 we applied the “WWF Water Risk Filter” to all our 
production sites, which uses 12 criteria to analyse the water risks at a specific site. This 
analysis identified our sites in Tunisia and California as risk areas. 
	
	
An external water audit at our plant in Tunisia showed how water consumption here could 
be reduced by a third by 2027. In order to halve water consumption as planned, further 
measures are necessary. Centrale Laitière de Mahdia (“Vitalait”) is enthusiastically getting 
to grips with the task and is already implementing the proposed measures. The next step 
will be to conduct a similar audit at our subsidiaries in California in order to identify possible 
reduction measures. Many of our production plants have put together their own water teams, 
set up an internal knowledge exchange and put initial measures in place. 
	
	
Another area of focus is the supply chain. The majority of Emmi’s water footprint is created 
during the cultivation of the agricultural raw materials required to manufacture our high-
quality products. Here, too, the aim is to reduce consumption and make more sustainable 
use of water as a resource. We have discussed this with the environmental organisation WWF, 
and are now drawing up the first projects for risk raw materials along with our stakeholders. 
We are starting with almonds. We cover water consumption in milk production through our 
“Sustainable milk” list of criteria ( see page 8 “Sustainable dairy”).

Emmi Sustainability Report   |  2019/2020  |  Material issues	
40
	
	
Activities of the business divisions
	
	
The Emmen site reduced absolute water consumption by 11 % from 2019 to 2020. The newly 
formed water teams have implemented many cost-saving measures, including optimising 
container cleaning and reducing acid cleaning on a filling machine. 
	
	
In the new cheese dairy in Emmen, which is currently under construction, a new filtration 
system will enable us to recover around 60 million litres of water during whey processing 
and reuse it in the cheese dairy.
	
	
At the Ostermundingen site, the cleaning cycles were optimised (FLIP reduction). As a result, 
considerable amounts of water and cleaning agents can be saved without additional investment. 
This approach is transferable to other sites, as the optimisation process can be applied to all 
cleaning methods. We have already formed a new working group for this purpose. 
	
	
At the Stein cheese dairy, validation of all cleaning circuits was carried out with the cleaning 
supplier. This now saves about 2,700 m³ of fresh water per year.
	
	
In Kirchberg, thanks to a new refrigeration system, water consumption at the site was 
reduced by around 40,000 m3 (45 %).
	
	
In the Netherlands, we will begin construction of a modern goat’s milk powder factory in 
mid-2021 and will focus on resource-efficient processes, particularly with regard to water 
consumption. By reusing condensate and installing a reverse osmosis system for water 
treatment, the new plant is 45 % more efficient than comparable previous plants. The 
economical water cycle is further optimised by means of water treatment.
	
	
At Emmi Dessert Italia, the installation of new cleaning nozzles could save 12,500 m³ of 
water per year.
	
	
The audit at the Tunisian plant identified opportunities to reduce water consumption by 
35 % annually. The measures implemented so far are already saving around 10 % of previous 
water consumption each year compared to 2019.
	
	
Emmi Roth in Wisconsin has set up three new water teams to identify savings opportunities. 
A reduction of 9 % has already been achieved compared to 2019, with a target of 15 % by 2027.
	
	
The Redwood Hill plant in California used 1,800 m³ less water in 2020 thanks to a new 
pasteurisation process (high-temperature short-time process).
	
	
In Pamplona, water consumption was reduced by 17 % compared to 2019 through systematic 
leakage repair and process improvements.
Business division
Europe
Business division
Americas
Business division
Switzerland

Emmi Sustainability Report   |  2019/2020  |  Material issues	
41
	
	
Management approach disclosures
	
103-1	
Water is an essential resource along the whole of Emmi’s value chain. First of all, it is needed for 
the production of raw materials; secondly, water is also needed in milk processing, where 
it is used, among other things, as a product ingredient and for cleaning. In some cases, our 
foreign subsidiary sites are subject to strict quotas, meaning that they are only allowed to 
use limited amounts of water.
	
	
Advancing climate change and population growth affect the quality and availability of water. 
For a food company like Emmi, committing to good water management is therefore crucial.
	
	
While there is plenty of water in Switzerland, despite increased seasonal drought, there 
are regions with high water stress in other countries. As an internationally active group 
of companies, Emmi is therefore focusing its water management on low-water risk areas 
outside Switzerland.
	
103-2	
“Water” has been a focus issue since the beginning of 2021. The Sustainability Steering Committee – 
composed of six members of Group Management and the Management Team – regularly 
reviews progress and the status of target achievement for all focus issues. The operational 
aspects of the focus issues are the responsibility of cross-divisional focus teams, with 
members chosen according to the relevant issues.
	
	
We are committed to reducing water consumption by 15 % by 2027 – and by as much as 
50 % in water-scarce areas (base year 2019). This is to be achieved, among other things, 
with know-how from Switzerland. In addition, external audits will provide information on 
the required actions and progress. 
	
	
In our production facilities, we see opportunities for more efficient use of water, primarily 
in the optimised application of cleaning water, in new, more efficient cleaning solutions and 
in cascade use. At high-risk sites, we also need to work harder on water treatment to keep 
water in circulation as much as possible, minimising fresh water consumption.
	
	
We also want to reduce water consumption in the value chain by 2027. For this, we are counting 
on the cooperation of our suppliers and partners. We have shared internally the first analyses 
of our raw materials almonds, coffee and cocoa, which were conducted by students of the 
Diploma of Advanced Sustainability at the Institute for Business Sustainability in Lucerne. 
This also provided valuable input from stakeholders and strengthened our network. As a first 
step, we will now focus on almond cultivation and then use the expertise gained there to 
scale up. In the long term, we want to integrate the issue into our procurement guidelines.
	
	
We are addressing water reduction in milk production with our “Sustainable Milk” list of criteria.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
42
	
103-3	
Water consumption, the amount of wastewater in our production plants and the chemical oxygen 
demand for wastewater control are systematically recorded. In Switzerland, these data 
have been collected since 2008, and at our foreign plants since 2019. From this, we derive 
site-specific measures, which of course are also based on the applicable national and local 
laws and guidelines. We monitor the relevant processes with our key figures platform.
	
	
Using 2019 as the base year, we control the parameters for fresh water and wastewater at 
the Group level on a quarterly basis. Audits are also carried out as required to measure water 
consumption and water quality within the plants and along the processes, and to identify 
potential improvements. 
	
	
Indicators
	
303-1	
Interactions with water as a shared resource 
	
	
We use water in our plants for production, cleaning and cooling. Depending on the location 
of the plant, we use municipal water, spring water, groundwater or “drip water” in caves for 
this purpose. 
	
	
Water risks vary greatly by region. Emmi relies here on differentiated, specific risk analyses 
(WWF Water Risk Filter). Some of Emmi’s production facilities are located in water-risk 
regions, notably California in the USA and Tunisia.
	
	
Most of our water footprint arises from the cultivation of agricultural raw materials. Based 
on an analysis, we identified the most important product groups and then developed a 
suitable approach. 
	
	
In future, we will examine at a local level the impact we have on the quality and availability 
of water in the milk value chain and formulate development measures where necessary. For 
other raw materials, such as almonds, coffee or cocoa, we are starting to learn about our 
footprint through pilot projects. It is our goal to integrate the issue into development and 
procurement processes in the future.
	
	
To set our targets for reducing water consumption in our own operations and in the value 
chain by 2027, we used the targets of other companies in the industry as a guide. Our sites 
in areas with water risks are expected to use approximately 50 % less water per end product 
than in 2019, while sites in areas without water risks are expected to use 15 % less water. 
We will review which areas are considered water risk areas every two years using the WWF 
Water Risk Filter. 
	
	
We will reduce the wastewater from our plants as much as possible, both in terms of volume 
and load. In accordance with local requirements and regulations, we operate our own 
wastewater treatment plants of varying complexity in order to meet the discharge conditions.
	
303
WATER AND EFFLUENTS

Emmi Sustainability Report   |  2019/2020  |  Material issues	
43
	
303-2	
The minimum requirements regarding the quality standard of the wastewater discharge are set by 
the relevant local authorities. We continuously monitor compliance with the specifications. 
	
	
	
Fresh water savings
	
	
Through optimisation measures at the sites in Platteville (USA) (-18,000 m3), Emmen 
(CHE) (-43,000 m3), Pamplona (ESP) (-57,000 m3), Mahdia (TUN) (-4,000 m3), Gattico (ITA)  
(-17,409 m3), Pero (ITA) (-5,000 m3), 145,034 m3 of fresh water was saved in 2020. Higher 
production volumes were not taken into account. 
	
	
Economic performance
	
	
Emmi strives for long-term economic success. We want to achieve sustainable profitable 
growth, provide investors with an appropriate return on their invested capital and create 
value for our stakeholders. 
	
	
Developments 2019/2020
	
	
In the period under review, we continued to implement our long-standing strategy. In addition 
to a strong home market in Switzerland and consistent cost management, this includes a 
very deliberate degree of diversification in terms of Emmi’s geographical presence. In 2019, 
we generated more revenue abroad than in Switzerland for the first time. This development 
continued in 2020. 
	
	
Emmi increased sales and profit in both 2019 and 2020. The positive sales trend was due 
both to organic growth and acquisitions in interesting niche markets (e.g. desserts) or in 
growth markets (Brazil, Chile).
	
	
303-3
2019
2020
Δ
Total water withdrawal1, 2
m2
5,570,510
5,542,615
1 %
1	 The basis for calculating the environmental indicators can be found on page 86 for GRI indicator 102-45.
2	 Water obtained from the respective state water supply or from own wells.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
44
	
	
In order to ensure sustainable economic success and cushion distortions due to the coronavirus, 
we continued to strengthen our consistent cost management in 2020. At the same time, we 
made targeted value-creating investments to strengthen our innovation and growth plans 
over the long term. As a result, profitability and return on investment were further increased.
	
	
More information: ↳Link	
	
	
	
	
Activities of the business divisions
	
	
The growth of strong brand concepts – such as Emmi Caffè Latte or cheese specialities like 
Kaltbach and Luzerner Rahmkäse – have strengthened the Swiss domestic market. With the 
construction of the new cheese dairy in Emmen, which started in 2020, we are investing in 
the promising Swiss cheese business.
	
	
There was significant growth in various niche markets that we serve with our subsidiaries, 
such as Italian dessert specialities, organic products and vegan milk substitutes.
	
	
With the acquisition of a US dessert manufacturer, Emmi is investing in an interesting 
niche market. 
	
	
There was also growth in the emerging markets of Chile and Brazil. 
	
	
With the new building and the associated consolidation of logistics, production and 
administration, we have made significant investments in the Mexico site and are significantly 
reducing our footprint.
	
	
For the Brazilian company Laticínios Porto Alegre, we built a completely new dairy plant in Patos 
de Minas and expanded the existing plant in Antonios Carlos with a powder drying facility.
	
	
Management approach disclosures 
	
103-1	
We want to be economically successful in the long term and conduct our business activities in 
an environmentally and socially responsible manner. For this, our aim is a financially sound 
basis. If we are solidly positioned from a financial point of view and continue to develop our 
business sustainably, we will remain a reliable partner for all our stakeholders. 
	
103-2	
Our economic success is based on a focused and proven corporate strategy. While we continue 
to strengthen our leading position in the Swiss home market, we are also pushing ahead 
with our international growth. We achieve both of these things by constantly optimising our 
brand, product and company portfolio. We focus in particular on innovations and strong 
brand concepts. In order to be able to invest in sustainable growth and innovation, we also 
pursue rigorous cost management throughout the Group.
	
	
Business division
Europe
Business division
Americas
Business division
Switzerland

Emmi Sustainability Report   |  2019/2020  |  Material issues	
45
	
	
Emmi sets itself short and medium-term goals for economic success. These include set ranges 
for organic sales development in our business divisions and the Group as a whole and a set 
range for the operating result (EBIT) and the net profit margin from a Group perspective. 
Other important objectives related to economic success are capital efficiency and return 
on invested capital. 
	
103-3	
There are numerous different internal assessments of economic performance. This applies to 
different areas and key figures at the level of individual companies, business divisions, the 
Group as a whole or for functions, strategic initiatives or other projects. See also Annual 
Report 2020.
	
	
More information: ↳Link
	
	
Indicators
	
201-1	
Direct economic value generated and distributed.
	
	
( See also Annual Report 2020).
201
ECONOMIC PERFORMANCE

Emmi Sustainability Report   |  2019/2020  |  Material issues	
46
	
	
Product quality
	
	
Over the decades, Emmi has built up a reputation as a manufacturer of delicious, high-quality 
products. In order to meet the associated expectations of consumers and to be in a position 
to defend and expand the corresponding market position, we insist on the highest product 
quality. The high and consistent quality of our products is the key to our economic success. 
The credo of our quality management is therefore: Emmi wants to produce and distribute 
food which is delicious, safe and of high quality. 
	
	
Developments 2019/2020
	
	
Emmi strives for a uniform understanding of quality throughout the company. For that reason, 
a global quality strategy was developed in 2019. This also included a gap analysis to identify 
potential for improvement in quality management. Two pilot projects subsequently carried 
out at locations in Italy and Spain were brought to a successful conclusion.
	
	
Our central, global quality management supports all Group companies in improvement projects. 
The main focus in the years under review was on certifications in the USA and Spain. 
	
	
Over the last few years, we have managed to continuously reduce both complaints and 
error costs through various projects and ongoing improvements in food safety and quality. 
In Switzerland, for example, the number of complaints has fallen significantly by around 
one fifth in the last two years.
	
	
As part of our global crisis management, processes and conduct in the event of possible 
quality incidents have been optimised. Training courses on this topic were held in eight 
companies in 2019. In the other companies, these training sessions were conducted online 
in 2020 due to the coronavirus pandemic.

Emmi Sustainability Report   |  2019/2020  |  Material issues	
47
	
	
Activities of the business divisions
	
	
Swiss operations have been adjusted to the new food labelling regulations that apply from 
1 May 2021. The associated approximation of Swiss law to the regulations applicable in the 
EU will make it easier to export products from Switzerland.
	
	
Despite the difficult conditions during the 2020 pandemic year, we continued to optimise 
and certify our quality management system during this period with regular internal and 
external audits.
	
	
Systems were optimised or newly commissioned in various plants:
•	
Leeb GmbH in Austria improved the UHT plant.
•	 At Gläserne Molkerei in Germany, a new plant was commissioned to produce yogurts 
without additives (the “Jogurtpur” concept).
•	 At Emmi Dessert Italia, the quality programme was coordinated with the new plants 
(Quadrifoglio) and the basis of a joint quality strategy was drawn up. 
	
	
The Mexican subsidiary Mexideli set up a quality management system for the new equipment 
for packaging imported cheese.
	
	
All of the four Quillayes Surlat production facilities in Chile now also operate with a uniform 
quality management system, which is a prerequisite for the planned joint certification.
	
	
Successful certification to FSSC 22000 (Food Safety System Certification) in accordance 
with the requirements profile of local customers at Redwood Hill (USA) was achieved after 
the quality management system was implemented in the plant.
	
	
At Lacteos de Navarra (“Kaiku”) in Spain, various projects and measures to improve process 
safety carried out under the RAFT (Right At First Time) concept were successfully completed.
	
	
Business division
Europe
Business division
Americas
Business division
Switzerland

Emmi Sustainability Report   |  2019/2020  |  Material issues	
48
	
	
Management approach disclosures
	
103-1	
We see the greatest opportunities for long-term economic success if we succeed in maintaining 
trust in our brands and products and we are perceived by consumers as a high-quality 
producer. Accordingly, our quality management is important.
	
103-2	
Our understanding of quality is at the forefront of our Group-wide Code of Conduct and is 
anchored in our corporate policies. As an internationally active company, we strive for a 
uniform understanding of quality in all our operations. For this reason, a Group-wide, global 
quality management system complements the processes in place in the country organisations.
. 	
	
In order to achieve the targets in the area of product quality, objectives for the individual 
areas are derived from the Group targets. Based on these, Emmi in turn defines individual 
goals for employees, which are discussed at regular intervals. Measures to achieve the 
objectives are documented and tracked.
	
	
Emmi’s quality regulations state that all employees are responsible for the quality of their 
work. Quality is particularly required of employees along the value chain – from development, 
purchasing, production, packaging, technology and logistics – as they have a direct influence 
on production processes.
	
	
To support continuous development, we foster a culture of constructive criticism. This helps 
to identify the source of any errors and to introduce improvement measures.
	
	
In order to make our quality standards clear in all our operations, we are increasingly working 
with graphic representations – because our employees come from a total of almost 100 
countries. Training courses help employees to use representations and pictograms correctly, 
and enable the abstraction of complex topics.
	
	
Food safety at Emmi is based on the Hazard Analysis Critical Control Points (HACCP) 
concept – a methodology consisting of hazard analysis, risk assessment and risk manage-
ment in food production, distribution and logistics. This methodology is also used for the 
approval of new process facilities and procedures.
	
	
To ensure high product quality at all times, we operate a certified quality management system 
(QMS) in Switzerland in accordance with the principles of ISO 9001: 2018 as well as FSSC 
22000 (Food Safety System Certification), a food safety standard recognised by the GFSI 
(Global Food Safety Initiative). Around the world, different GFSI standards or QMS may be 
applied depending on the location and individual market requirements. In most cases this 
is the FSSC 22000, the IFS or the ISO 22000 standard.
	
103-3	
We measure our goals and requirements in the area of product quality using a range of indicators: 
number of complaints, internal error analysis, the reduction of error costs, supplier 
assessments, hygiene indicators, analysis data, results of product tastings, number and 
content of feedback from internal and external audits, as well as direct feedback from 
customers and consumers. Internal evaluations and audits show that the implemented 
processes work efficiently.
	
	
The most important quality-related issues are summarised annually in a management review, 
which is presented to the Executive Board.

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49
	
	
Indicators
	
	
Numerous key figures on product quality are recorded, but generally not published.
	
	
Innovation
	
	
We see power of innovation as a key factor for our long-term success and strive for a high level 
of innovation along the entire value chain. Our corporate structure, with very independently 
organised Group companies, gives us the ability to react quickly to local conditions and 
trends. At the same time, however, due to these special structures, we also recognise the 
challenge of implementing processes uniformly and launching innovations efficiently in 
several companies at the same time.
	
	
In the area of product innovation, it is crucial for us as a food manufacturer to continuously 
bring new products to the market. We must therefore identify the needs and wishes 
of consumers at an early stage in order to launch new retail products with competitive 
advantages. We have a keen sense of consumer trends and are constantly innovating in 
selected strategically important growth areas. Sustainable product packaging and regional 
raw materials are becoming increasingly important – as is communicating these innovations 
to the market during product launches.
	
	
Developments 2019/2020
	
	
Activities of the business divisions
	
	
Launched in 2020, our plant-based beleaf product line of milk alternatives, yogurt alternatives, 
drinks and desserts based on almonds, rice or oats is a response to the growing demand 
for vegan foods. Another innovation in this segment in spring 2020 was the launch of Emmi 
Caffè Drink, which is made from almond milk and coffee. There are also further innovations 
in the vegan sector (e.g. ice cream) for our private label partners.
	
	
15 years after its launch, most varieties of Emmi’s successful Emmi Caffè Latte product received 
a new patented recipe in 2020. Thanks to a new manufacturing process, most varieties do 
not require any additives (e.g. carrageenan). The modified recipe can be recognised by its 
“100 % natural ingredients” label.
	
	
New on the Swiss market since 2020 are Emmi Energy Milk Whey Drink as well as cave-aged 
Appenzeller® and Swiss Gouda under the Kaltbach brand.
Business division
Switzerland

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Italian Pasticceria Quadrifoglio, which has been part of the Emmi Group since 2019, is now 
offering a range of chilled high-quality desserts in a glass under the Mia brand. 	
	
	
New on the German market since 2019 are the organic raspberry and lemon fruit buttermilk 
drinks from Gläserne Molkerei.
	
	
In the cheese sector, there is also a new product in the form of Bettinehoeve’s goat’s 
cheese pearls.
	
	
Emmi Roth (USA) launched a cheese mix for flatbread pizza in close cooperation with a 
customer.
	
	
Jackson-Mitchell (“Meyenberg”) (USA) introduced a new squeeze bag format for goat’s milk 
powder, and now also offers goat butter.
	
	
Redwood Hill (USA) created the conditions for new plant-based production.
	
	
Cypress Grove (USA) launched two new products under the names Little Giant and Bloody Mary. 
	
	
Laticínios Porto Alegre (Brazil) launched its first yogurt line and is now also selling milk powder.
	
	
Kaiku introduced Begetal (milk alternative) and Gurea (local brand) on the Spanish market.
	
	
Management approach disclosures
	
103-1	
Globalisation, technological progress and the diverse needs of consumers and partners along 
the value chain require a successful company to be innovative across a wide range of areas. 
For this reason, we do not restrict innovation to product development alone, but strive 
for innovation along the entire value chain. This includes, for example, new technologies, 
optimised processes, new ways of working together and use of the latest marketing and 
media channels. 
	
103-2	
We drive innovation both at Group level and in all our subsidiaries. A central element of innovation 
management is the revised strategic innovation process. This includes a clear step-by-step 
plan for developing innovations and leads to increased international exchange regarding 
planned innovations, thereby eliminating redundancies. We also want to use this approach 
to achieve more multinational launches. 
	
	
Business division
Europe
Business division
Americas

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51
	
	
Growth fields, which are kept up to date by a trend radar, serve as a basis for new product 
ideas. These are incorporated into our innovation funnel, which we review globally on a 
quarterly basis. Within the framework of the innovation funnel, proposed innovations are 
first analysed and evaluated. This is followed by the elaboration of ideas and the creation of 
business cases for prioritisation. In a final step, prototypes are created, which can then lead 
to a product launch. Ongoing innovation projects are regularly reviewed by the Executive 
Board. We also organise international innovation workshops to develop new ideas. 
	
103-3	
Emmi ensures that its innovation processes are continuously monitored and measures the 
monetary value of its innovation pipeline on a global scale. In addition, the gross margin 
and EBIT of new product developments are quantified in order to achieve profitable 
growth through innovation.
	
	
Digitalisation
	
	
Digitalisation opens up many new opportunities for us. As an international company, we are 
able to work well together worldwide and use resources effectively and efficiently. Processes 
in the supply chain, in production or in marketing and sales become more transparent and 
can be optimised. Increasing networking also promotes a modern corporate culture adapted 
to the new world of work and largely paperless production management. 
	
	
Developments 2019/2020 
	
	
We use digitalisation primarily as a lever for marketing and sales, production and logistics, 
and corporate development.

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Marketing and sales
	
	
Digital sales channels are becoming increasingly important. Since 2018, Emmi has launched 
e-commerce offerings in several countries such as the USA, Spain, Switzerland and China. 
These include, for example, the Kaltbach boutique (Switzerland), the online shops of Cowgirl 
Creamery, Cypress Groove (USA) and Kaiku (ESP), and the Emmi flagship store on Tmall.com 
(China). The experience gained will serve us for the next stage of expansion and contribute 
to the continuous development of our e-commerce strategy.
	
	
We have repositioned our digital marketing with the introduction of the central “Digital 
Experience Platform” since 2018. Emmi operates almost 300 digital touchpoints worldwide, 
such as websites, social media channels, e-commerce shops and apps. In order to efficiently 
manage the wealth of potential points of interaction, we have invested in marketing 
automation, built teams in digital marketing and online communications, and provided 
training to existing marketing staff. Since 2019, we have also been migrating the company’s 
more than 80 different websites to a central “Web Content Management System”. 
	
	
Production and logistics
	
	
Since 2019, new intelligent applications have been actively processing the available data from 
existing systems and supporting the “Integrated Business Planning” area in the development 
of possible future scenarios. This enables us to shift from retrospective orientation to 
forward-looking planning that thinks in terms of scenarios.
	
	
The 2019 data synchronisation and information sharing with our customers has allowed us 
to manage the supply chain more efficiently and effectively, which also reduces food waste 
and benefits buyers and consumers with greater freshness. 
	
	
We will be rolling out the “Manufacturing Execution Systems” (MES) introduced in business 
division Switzerland in 2016 to other Emmi plants in future, as digital production control 
brings numerous benefits such as error reduction, increased accuracy, traceability, end-to-
end order processing and energy consumption tracking. 
	
	
Corporate development
	
	
Our commitment has so far paid off in many ways during the 2020 coronavirus pandemic. 
Digital management of sales and turnover planning, supply chain planning and purchasing 
and goods control enables us to react quickly to changes in the market, such as the shift in 
our sales channels from gastronomy to retail trade due to the pandemic, and to maintain the 
supply of goods as a system-relevant supplier at all times. And thanks to our digital work 
infrastructure and the associated training of our employees, we mastered the relocation of 
administrative workplaces to home offices with great success. The “Digital Collaboration” 
strategic initiative launched in 2019 made a crucial contribution to this.

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53
	
	
Activities of the business divisions
	
	
With the Joint Value Creation Supply Chain (JVC) project launched in 2018 in cooperation 
with the retailer Coop, we aim to further synchronise the joint supply chain in the long term 
and thus create tangible added value for consumers: Our products are always available and 
fresh, and food waste is largely avoided. To this end, we exchange information and data within 
the framework of pilot projects and test new concepts such as “Continuous Replenishment 
Process” (CRP).
	
	
Many of our administrative staff moved to working from home at the start of the pandemic. 
In order to exploit the potential of this “new way of working”, the focus was on empowering 
and supporting employees who are working from home.
	
	
Emmi UK and Emmi Benelux introduced LeanERP (Enterprise Resource Planning), which 
was developed by Emmi Switzerland for its international sites. By replacing the old systems, 
the automation of processes was made possible, and the basis for further optimisation and 
data-based decision-making was created.
	
	
We gradually rolled out “Integrated Business Planning” (IBP) at various Group companies. 
Emmi Germany and Gläserne Molkerei (Germany) in particular made very good progress, 
enabling them to optimise their supply chains and reduce waste. 
	
	
With two exceptions, all Group companies were connected to the “HR Suite”. This facilitates 
international cooperation and meets the conditions for supporting the development of our 
employees in terms of systems technology.
	
	
Emmi Canada and Redwood Hill (USA) introduced the “LeanERP” (Enterprise Resource 
Planning) system developed by Emmi Switzerland for its foreign sites. By replacing the 
old systems, the automation of processes was made possible, and the basis for further 
optimisation and data-based decision-making was created.
	
	
Management approach disclosures
	
103-1	
Although digitalisation is not changing the core of milk processing, relevant processes within and 
outside our company are nevertheless being transformed. This can be felt throughout the 
value chain, albeit to varying degrees. Digitalisation is changing both internal processes and 
the way we deal with and contact business partners and consumers. Digital technologies 
also mean changes for corporate culture. 
	
Business division
Europe
Business division
Americas
Business division
Switzerland

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103-2	
Production / Logistics
	
	
Where technically possible, we automate production steps in our plants and replace 
manual tasks with robots and machines. Driverless transport systems are being used more 
and more for the movement of pallets. Remote support of production plants is becoming 
increasingly important.
	
	
The LeanERP developed by Emmi Switzerland will enable Group companies in various 
countries to improve their business processes. The greatest challenge in the development 
of this lean solution was the striking heterogeneity of the locations with regard to their 
requirements of an ERP system because they maintain their business processes in different 
ways. 
	
	
Intelligent software enables Emmi to optimise the flow of goods. We synchronise inventory 
levels with production across multiple geographic storage locations to optimally define 
production timing and quantity. 
	
	
Integrating customers and suppliers in planning should be achieved through improved 
communication between machines and lead to a new level of automation and efficiency. We 
use collaborative planning, forecasting and replenishment (CPFR) to exchange sales and 
inventory information directly with our trading partners. This enables us – as was the case, 
for example, during the shutdown months of the COVID pandemic – to balance out strong 
fluctuations more quickly and ensure supply.
	
	
Marketing and Sales
	
	
With the latest marketing technology, we are able to simplify our processes and plan 
“consumer journeys” holistically. The insights gained from digital marketing also flow into 
product development. Increasingly, we are also developing digital data expertise in the areas 
of product development and market research. The next step is to link our digital platforms 
in a meaningful way to extract the maximum added value.
	
	
Corporate Development
	
	
Thanks to constant investment in modern, digital work infrastructure and employee training, 
we work effectively and efficiently. Consequently, digital tools are increasingly being used 
across the Group for communication and the exchange of information. We use e-learning 
to support our employees in their ongoing development in digital communication and 
collaboration. In addition, they have access to a central “Help Center”, personal counselling 
and help to help themselves.

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103-3	
A characteristic feature of digitalisation is the rapid pace of change and the high costs that can 
arise at the beginning of new projects. Regular reports are submitted to Group Management 
in order to measure the progress of digitalisation projects and to introduce corrective 
measures if necessary. Strategic initiatives and programmes are subject to standardised 
reporting or a quality assurance schedule.
	
	
Nutrition
	
	
More and more people are paying attention to what they eat and learning about the possibilities 
of a balanced diet. There is growing demand from consumers and the market for natural, 
regional and sustainable products. Products with additional benefits – such as lactose-free 
dairy products, probiotic yogurts and high-protein products – are also gaining in popularity. 
Plant-based milk alternatives are also increasingly in demand. The trend towards a vegan 
or flexitarian diet is one of the strongest dietary changes observed and requires adapted 
product solutions. 
	
	
We want consumers to be able to enjoy Emmi products without compromise. That is why we 
focus on sustainability and naturalness. While taking all health aspects into account, enjoyment 
should not and must not be neglected – after all, that is what our products are valued for. 
Helps reduce cholesterol
Gluten-free
Lactose-free
Unsweetened
No added sugar
High protein
Probiotic
Vegan
Emmi products with added value

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56
	
	
Developments 2019/2020
	
	
Activities of the business divisions
	
	
In 2019, we co-signed the continuation of the “Milan Declaration” formulated in 2015. This 
means that we are committed to a further 10 % reduction in added sugar  in yogurts by 2024.
	
	
The Emmi Dessert Italia range has been expanded to include further lactose-free and 
gluten-free products. 
	
	
In Austria, the vegan product lines of MyLove-MyLife were further expanded.
	
	
Kaiku (Spain) introduced Begetal, a new line of vegan milk alternatives.
	
	
Management approach disclosures
	
103-1	
It is in our own business interest to recognise and pick up on new nutritional preferences and 
trends. When developing new products and optimising existing recipes, the focus is therefore 
on the needs of consumers.
	
	
In Switzerland, our business activities are also influenced by the federal government’s nutrition 
strategy. This aims to provide all consumers with a healthy, balanced diet and promotes, 
among other things, the reduction of sugar, fat and salt content in food. 
	
103-2	
As a responsible food producer, Emmi is committed to healthy nutrition. We pursue the goal of 
continuously adapting our products to the latest nutritional findings in the best possible way.
	
	
To respond to new trends and consumer demands, Marketing initially creates concepts with 
product requirements and the desired product composition. The Research & Development 
department then takes care of the implementation of the recipes. It is also responsible for 
developing technologies and recipes that help reduce sugar, fat and salt in foods. We also 
support customers of our own brand with our knowledge.
	
	
We also signed the “Milan Declaration” in 2015, committing ourselves to the revision of our 
product recipes and to the gradual reduction of sugar content where possible. By 2024, we 
will reduce the added granulated sugar in our products by 10 %. For existing products, we 
are gradually reducing the sugar content in order to keep the change in taste acceptable to 
consumers. We are already developing new products with lower sugar content. 
	
	
Business division
Europe
Business division
Americas
Business division
Switzerland

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To make it easier for consumers to make healthy nutrition choices, Emmi provides clear and 
transparent information about the composition of its products. Our website provides up-to-
date information on nutrition topics and we have our own nutrition advice line for consumers, 
customers and the general public. The nutrition advice line also supports internal training 
courses, projects and product development. From 2021, we have shown the “Nutri-Score” 
on a test basis for our Emmi Caffè Latte brand. This is intended to inform consumers about 
the nutritional values of foods and facilitate a comparison within a product group. 
	
	
The company supports and works on various research initiatives, both in-house and external, 
in relation to nutrition, eating habits, alternative proteins and dairy alternatives. Part of this 
work is carried out by Emmi in cooperation with universities. We are also a member of the 
Commission for Nutrition of the Federation of Swiss Food Industries (Fial). Fial is a federation 
of various trade associations in the Swiss food industry, which also represents the economic 
policy interests of its members.
	
103-3	
Discussions and projects with our customers, as well as consumer tests, show us which of our 
products with additional benefits are in demand on the market. 
	
	
Compliance with the applicable standards is ensured by food inspections and audits. Our 
lactose-free and gluten-free products are also tested by the respective certification bodies. 
	
	
We report annually to the Federal Food Safety and Veterinary Office (FSVO) on our progress 
in reducing sugar content. 
	
	
Supplier management
	
	
Emmi purchases agricultural raw materials such as milk, sugar and fruit from distributors 
as well as directly from producers. We also procure semi-finished and finished products for 
further processing or resale. This is particularly the case with cheese, which we purchase 
in significant quantities from cheese dairies and other milk processors. 
	
	
The suppliers manufacture the products for the most part in accordance with our specifications. 
Vendors are divided into different classes based on procurement volume and the importance 
of the material. We strive for a close partnership with the “strategic suppliers”.
	
	
The performance of suppliers is – so far as possible – monitored on an ongoing basis. 
Depending on the classification of the suppliers, the results are discussed with the respective 
supplier on a regular basis, but at least once a year. If the target is not achieved, improvement 
measures are agreed.

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58
	
	
Developments 2019/2020
	
	
The sustainability of raw materials or products is playing an increasingly important role in 
our purchasing strategy. Over 93 % of the cow’s milk processed by Emmi in Switzerland 
that does not come from organic farms already complies with the new industry standard 
“Sustainable Swiss Milk” ( see “Sustainable dairy” page 8).
	
	
In 2020, we pressed ahead with the “procureNet” project to coordinate cooperation between 
the purchasing departments of various Group companies. As larger purchasing volumes 
can be procured in this way, we benefit from better conditions in some cases and secure, 
high-quality supply. As part of this project, a procurement guideline was also developed, 
which contains ethical and ecological principles. 
	
	
In 2020, we developed a standardised method for supplier assessment, which is now being 
rolled out step by step to all Group companies and continuously refined. In the supplier 
assessment, we evaluate four dimensions: quality, costs, innovation and logistics.
	
	
Our existing risk management system helped us to quickly analyse the security of supply of raw 
materials at the beginning of the COVID-19 pandemic. With the exception of almonds, coffee 
and cocoa, the risk management of important commodities has been mainly decentralised. 
In the next stage of development, we plan to consolidate the locally identified risks and 
assess their relevance for the entire Emmi Group. This will allow us to manage risks in a 
uniform and even more efficient manner where necessary. 
	
	
Activities of the business divisions
	
	
In the last invitation to tender for suppliers of plastic bottles, we decided to procure a partial 
quantity from a Swiss supplier with a shorter transport route, despite more favourable 
alternatives, and to expand this partnership in the future.
	
	
For strategic reasons, the production of an externally manufactured finished product was 
moved closer to the UK sales market. This has shortened transport distances between the 
manufacturing plant and the distribution warehouse, saving around 35 tonnes of CO2.
	
	
At the suggestion of one of our co-packers, we were able to reduce the cup weight of a 
product for the UK market. As a result, the amount of plastic used has been reduced by 
24 %, which corresponds to around 13 tonnes per year.
 
Business division
Europe
Business division
Switzerland

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When tendering for ocean freight from Europe to North America, we opted for a freight 
service provider that offsets the associated greenhouse gas emissions.
	
	
Replacing forklift trucks at the end of their service life with electric forklift trucks at the 
Kaiku Group, Jackson-Mitchell and Emmi Dessert Italia sites will reduce greenhouse gas 
emissions in the future.
	
	
	
	
Management approach disclosures
	
103-1	
Good, trusting relationships with suppliers are important for a processing company like Emmi 
in order to ensure the high quality of its raw materials. Especially with regard to the aspect 
of sustainable, environmentally friendly production of raw materials, good communication 
and cooperation with suppliers are essential.
	
103-2	
The supply chains of the Group companies are generally organised at the country level, and so 
responsibility lies with the respective managing directors. In addition, we have been using a 
central supply chain management system at Group level for several years. This allows central 
management of particularly important elements of the supply chain, thereby optimising the 
entire value chain in terms of service, quality, compliance and costs. 
	
	
As a supplement to the Emmi Code of Conduct, we have had a Group-wide procurement 
guideline in place since 2020. This describes standards and procedures for operational 
and strategic purchasing and contains ethical, social and environmental principles and 
requirements, such as the principle that laws must be observed and rights respected. In 
addition, topics such as morality, fairness, reliability, discretion and the avoidance of conflicts 
of interest in cooperation with suppliers are addressed. The procurement guideline is to be 
reviewed regularly and adapted where necessary.
	
	
As part of our risk management, new suppliers are thoroughly checked before they are 
accepted. Potential suppliers undergo a risk assessment. To do so, they must provide 
information on various standards in the quality, environmental and social categories. In 
addition, they must accept in writing the framework agreement and general requirements 
for packaging materials and raw materials. 
	
	
The decision on and approval of the inclusion of new suppliers is made by a cross-functional 
team consisting of members of the Purchasing and Sustainability departments as well as 
Supplier Quality Management (SQM). The Sustainability department determines whether – and 
which – environmental and social criteria should be integrated into this decision. In the future, 
we would like to create a basis for this across all material groups so that the sustainability 
targets set can be taken into account more systematically in the decision-making processes. 
	
	
Once a supplier has been selected, qualified and integrated, performance is regularly 
evaluated in terms of quality, cost, technology, innovation and logistics. Since 2020, we 
have had a standardised method for supplier assessment.
Business division
Americas

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103-3	
The supplier evaluation tool allows the results of the performance evaluation to be displayed in a 
spider diagram, thus enabling suppliers to be compared with each other and with a defined 
target. We use the results internally for supplier development or in supplier discussions as 
well as for contract negotiations.
	
	
For the continuous further development of the procurement guideline, we share our findings 
from surveys on the comprehensibility, completeness and applicability of the procurement 
guideline within the Group.
	
	
Indicators
	
308-1	
New suppliers that were screened using environmental criteria
	
	
Potential new suppliers must complete a self-declaration that includes points on environmental 
management and risks. Our sustainability team evaluates the responses and prepares a 
risk assessment. This self-declaration is to be introduced throughout the Group for all 
potential suppliers. In the case of critical raw materials or regions, we check whether 
the information provided by potential suppliers is consistent with the findings of non-
governmental organisations. We clarify any ambiguities or discrepancies in discussions 
with potential suppliers. If required, we carry out an audit at the supplier’s production site 
together with experts.
	
414-1	
New suppliers that were screened using social criteria
	
	
Potential new suppliers must describe in a self-declaration how they ensure compliance with 
labour law and what measures will be taken in the event of any violations ( see also GRI 308-1). 
	
	
308
SUPPLIER ENVIRONMENTAL ASSESSMENT
414
SUPPLIER SOCIAL ASSESSMENT

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Occupational safety
	
	
The Emmi Group’s capacity to function must be ensured at all times. This includes the 
protection of persons and infrastructure, but also precautionary measures to prevent inci-
dents. We are aware that human actions are never free of error and that there is no means 
of absolute damage prevention. The challenge is to familiarise employees with safety rules, 
train them to deal with hazards and create an awareness of behaviour-based safety.
	
	
Developments 2019/2020
	
	
In 2020, we developed the “Safety Roadmap” for 2021, which includes, for example, factsheets 
explaining a specific safety topic, information with lessons learned from past safety incidents, 
short videos on safety topics and a regular exchange of experiences among all safety officers 
of the Group companies. 
	
	
We were able to reduce the “Total Incidence Frequency Rate” (TIFR) by 31 % from 2019 to 2020. 
We also want to reduce the TIFR and the number of occupational accidents even further in 
the future. In order to achieve this goal, as a first step we carried out a benchmark analysis 
together with an external partner. On this basis, a training concept is being developed to 
sensitise managers to the risks of accidents. The goal is to improve behavioural safety and 
root it in all areas of the company.
	
	
We already implemented Group-wide guidelines on tank entry and working in tanks in 2019.
	
	
	
	
Activities of the business divisions
	
	
The annually implemented safety programme is based on ISO 45001 and includes internal 
and external audits, risk assessments and fire safety audits.
	
	
In the BeSafe project, there was training in 2020 for all managers in the area of occupational 
health and safety.
	
	
At the Dechow site of Gläserne Molkerei (Germany), employees received training in the 
areas of personal protective equipment (PPE) and the use of personal protective equipment 
against falls from a height (PPEgA), as well as on working and rescuing in confined spaces in 
accordance with the German Social Accident Insurance (DGUV). The inspection of the tank 
facilities carried out beforehand made it possible to work out several models for entering 
tanks.
	
	
Risk assessments by our production interruption insurance were carried out at Quillayes 
Surlat’s two Chilean production facilities Loncoche and Pitrufquén, in Mahdia (Tunisia), at 
Emmi Roth’s US sites in Monroe and Platteville and at Cypress Grove, as well as at the plant 
in Pamplona (Spain).
Business division
Europe
Business division
Americas
Business division
Switzerland

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Management approach disclosures
	
103-1	
We are committed to providing a safe working environment for our employees and those working 
on our behalf from third-party companies. The aim of a good and comprehensive safety 
organisation and preventive incident planning is to protect people, the environment and 
infrastructure from damage and to ensure the Emmi Group’s ability to function at all times. 
Emmi also ensures that the relevant laws and standards are always adhered to.
	
103-2	
Safety management is managed centrally at Group level, while implementation is decentralised 
to the individual plants. The foundations for this are laid down in the security policy, which 
sets out our understanding of security, our security principles and our security organisation.
	
	
We define safety targets, monitor their compliance and document our performance on a 
regular basis. Our most important key figure for measuring occupational accidents is the 
“Total Incidence Frequency Rate” (TIFR). This metric captures the total number of all medical 
treatment cases, limited work capacity cases, lost time cases and fatalities per million hours 
worked.
	
	
( see also GRI 403-1, GRI 403-2 and GRI 403-3).
	
	
In addition to a safe working environment, the careful behaviour of employees is also crucial 
for occupational safety. Emmi relies on information, prevention and control to avoid risks. 
The measures relate to our employees and third parties on our premises as well as to the 
entire infrastructure. 
	
	
We achieve the overriding safety objective of ensuring the company’s ability to function at 
all times by means of comprehensive safety management and preventive measures. Safety 
at Emmi is based on the following principles:
•	 	Passive safety: People and infrastructure are protected by suitable conception, design 
and implementation.
•	 	Active safety: Strict handling and controlling of processes and systems increases safety 
in the company.
•	 	Conduct-oriented safety: Employees are involved and trained to recognise risks and 
hazardous situations and then to act correctly. 
•	 	Emergency organisation: In an emergency, defined procedures help to limit damage and 
manage the situation.
	
103-3	
Emmi has the processes of safety management and its organisational structure regularly reviewed 
by internal and external auditors and adjusted if necessary. We carry out risk analyses in all 
relevant areas and on all relevant topics on a regular basis in order to determine the possible 
threat potential and take targeted and economically viable precautions. 
	
	
In addition, the production sites report safety-relevant key figures for which targets exist. This 
helps to identify potential for improvement. The key performance indicators include work-
related accidents or illnesses requiring medical treatment (medical treatment cases, MTC) 
resulting in (temporary) incapacity to work (lost time cases, LTC) or work-related deaths.

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63
	
	
Indicators
	
403-1	
Occupational health and safety management system
	
	
Emmi’s safety management is based on laws, provisions and private-law agreements. Emmi’s 
safety organisation is aligned with ISO 45001. There are many components to Emmi’s safety 
management, including guidelines, instructions and forms.
	
	
The safety and environmental management system at Emmi is structured as follows:
•	 Group Management defines the objectives and sets the budget.
•	 The tasks and competences of those responsible are defined, relevant safety aspects 
are systematically identified and site-specific programmes with quantitatively and 
qualitatively measurable targets are formulated.
•	 A comparison is made with the official requirements and the applicable laws at the 
respective locations. 
•	
Education and training enable our employees to identify and manage risks.
•	 The aspects to be managed are systematically monitored, recorded and reported. In case 
of deviations, immediate measures are determined and implemented. 
•	
People, their responsibilities and availability are defined for the prevention and 
management of incidents. Immediate measures are defined. In the event of escalations, 
emergency and crisis management are adhered to. It is imperative that the relevant 
departments at Emmi Switzerland are informed.
•	 The Group is committed to internal and external communication on safety management 
activities. 
	
	
Evaluation of the internal and external audits of the periodic environmental and safety 
management is carried out via the “Safety & Environment” programme from reporting to 
management review. 
	
403
OCCUPATIONAL HEALTH AND SAFETY

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403-2	
Hazard identification, risk assessment, and incident investigation
	
	
Emmi defines targets in relation to safety, monitoring and periodically documenting compliance 
with these targets. A key performance indicator system records targets and supports the 
identification of improvement potential. Safety management is continuously adapted and 
improved. Incidents and near misses are analysed. 
	
	
We use various systems to maintain our security management:
•	 SharePoint (EmmiNet) simplifies safety and environmental management and includes 
functions for efficient, safe and targeted handling of emergencies and crises.
•	
IQ Soft can be used for planning and tracking audits. In addition, the system allows the 
implementation of measures to be monitored and ideas for improvement to be collected.
•	
In UKA, a software package for accident, illness and absence recording, all relevant data 
relating to employee accidents and illnesses are collected and evaluated.
	
403-3	
Occupational health services
	
	
Responsibility for developing and continually reviewing safety management is centrally 
embedded in the company to ensure high standards and a common understanding. Detailed 
safety procedures set out the ways in which people and infrastructure are to be handled. The 
procedures for health management, occupational health and safety, “green office” and office 
equipment and emergency organisation are particularly relevant for employees. Infrastructure 
safety is covered by the procedures for access and monitoring, fire and explosion protection, 
third-party influences and natural disasters.
	
	
The individual locations are responsible for implementing safety management and safety 
procedures. Due to the heterogeneity of the production sites, the characteristics can vary 
greatly. However, all our sites carry out regular evaluation of the various security procedures. 
The various aspects are examined for their relevance and potential for improvement. Each 
site appoints a safety officer who is responsible for the organisation of safety and the 
environment in accordance with local requirements.
	
403-4	
Worker participation, consultation, and communication on occupational health and safety 
	
	
Emmi regularly evaluates its safety management with audits. In these audits, systems, 
procedures, processes and products are reviewed and the fulfilment of specifications and 
evidence is assessed. These audits are part of Emmi’s continuous improvement process and 
are carried out by internal and external bodies.
	
403-5	
Worker training on occupational health and safety
	
	
In the BeSafe project, there was training in 2020 for all managers in the area of occupational 
health and safety.

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403-6	
Promotion of worker health
	
	
Emmi’s managers are empowered to lead employees in a health-oriented manner through 
the “Excellent Leadership” programme. The employees themselves are offered various 
learning modules to promote health, e.g. to strengthen resilience or to deal with stress. We 
also regularly support participation in sports activities such as Bike to Work, running events 
and the like.
	
403-7	
Prevention and mitigation of occupational health and safety impacts directly linked by 
business relationships 
	
	
As part of the supplier evaluation, we ask whether the supplier meets the criteria for 
occupational health and safety and assumes its responsibilities in this regard.
	
403-8	
Workers covered by an occupational health and safety management system
	
	
In 2020, 2,725 employees were covered by an occupational health and safety management 
system. This corresponds to 44 % of all employees. In 2019, 2,551 employees were covered 
by such a scheme, representing 42 %. 
	
	
	
	
403-10
Work-related illnesses1
2019
2020
Δ
Number of deaths due to work-related illnesses
0
0
0 %
Number of work-related illnesses
1
1
0 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.
403-9
Work-related injuries1
2019
2020
Δ
Number of deaths due to work-related injuries
0
0
0 %
Rate of deaths due to work-related injuries
0
0
0 %
Number of work-related injuries with serious consequences
2
2
0 %
Rate of work-related injuries with serious consequences
0
0
0 %
Total number of work-related injuries  
(incl. injuries with serious consequences)
311
233
−25 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.

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Governance
	
	
For us, corporate governance (CG) is the regulatory and operational framework for the overall 
management and supervision of the Emmi Group. This is based on the law, the Articles of 
Association of Emmi AG, the Organisational Regulations and the Code of Conduct. Because 
sustainable management is important to us, we also incorporate environmental, social and 
governance (ESG) aspects into our actions.
	
	
	
	
Developments 2019/2020
	
	
In recent years, with the growth and development of the company and the expectations 
of society, the requests and requirements for CG have also increased. We took account of 
the greater need for communication by seeking exchanges with companies specialising in 
governance and sustainability, in addition to using the usual communication channels. We 
have also been in contact with various ESG rating agencies to improve transparency on ESG 
criteria and to optimise specific governance aspects. One finding from this is that we will 
in the future also report more on ESG issues and activities, particularly in our annual report. 
 	
	
In the period under review, we adjusted our governance with a view to the internationalisation 
of our business. For example, we coordinated the competences of individual bodies and 
committees with local legislation and regulations. In 2020, we revised our risk management. 
The work fed into a new Risk Management Policy, which was approved by the Board of 
Directors in January 2021. 
	
	
Management approach disclosures
	
103-1	
The assessments of financial institutions, non-governmental organisations (NGOs) and rating 
agencies regarding our governance serve to form the opinions of investors, analysts and 
our shareholders and may influence their investment decisions or voting behaviour. Their 
trust and approval are important for safeguarding Emmi’s business activities.
	
	
Increasingly, consumers are also paying attention to whether the company behind the 
products is managed sustainably when making their purchasing decisions.

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103-2	
Emmi’s governance requirements differ in the 15 countries in which we have a presence through 
subsidiaries. In this context, we think it is important to ensure that these companies have 
the flexibility to respond to local requirements and circumstances.
	
	
Our corporate governance system consists of the relevant laws, the Articles of Association 
of Emmi AG, the Organisational Regulations, which are amended annually, and the Code 
of Conduct. All documents are available online.
	
	
Many other guidelines and regulations exist at both Group and country level. At Group level, 
for example, the Code of Conduct and the Modern Slavery Act are implemented. We also 
have Group-wide guidelines on quality and food safety, the safety of people and infrastructure, 
environmental protection and sustainability, genetic engineering and the handling of raw 
materials from critical countries of origin. 
	
	
More information: ↳Link
	
	
The supreme controlling body of the company is the Board of Directors. This mandates 
the CEO as Chairman of Group Management with the management of the company, with 
particular importance being attached to sustainability aspects. For example, a Sustainability 
Steering Committee has been set up, on which no fewer than six of the total of eight members 
of Group Management are represented.
	
	
The Board of Directors and Group Management firmly believe a sustainable corporate 
strategy is essential for the long-term success of the Emmi Group. 
	
	
More information: ↳Link
	
103-3	
The Board of Directors and its committees undergo an annual self-evaluation. Work processes, 
responsibilities, competences and performance are assessed on the basis of the organisa-
tional regulations. In addition, the composition and diversity of the Board of Directors, the 
renewal process and cooperation with Group Management are assessed. Based on the 
results, measures are then developed and defined. 
	
	
More information: ↳Link

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Community engagement
	
	
As an economic company geared towards sustainable growth, Emmi feels committed to the 
common good and is involved in initiatives and projects related to the company’s core activities. 
Our motto “Dairy Business is a Local Business” also applies to our community engagement. The 
projects and measures supported are mainly local ( see also page 11 “dairy”). 
	
	
Developments 2019/2020
	
	
Over the past two years, we have begun to revise our approach to social responsibility. In a 
first step, we clarified terms and conducted environment analyses in our Group companies, 
which revealed that the topic is more or less important from one region to the next. The 
next step is for a working group to develop recommendations on what topics we need to 
include going forward and how we should structure our community engagement. 
	
	
By dividing our new sustainability strategy into the topics of People, Communities and Planet, 
we have created the basis to anchor community engagement more firmly in our sustainability 
strategy ( see also page 6 “Sustainability as part of the business model”).

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Activities of the business divisions
	
	
In 2020, Emmi won an award from the canton of Lucerne’s disability insurance fund for its 
exemplary reintegration measures.
	
	
During the COVID-19 pandemic, Emmi Dessert Italia employees donated almost EUR 20,000  
– equivalent to over 400 working hours – to hospitals and charitable organisations. We 
doubled the amount, taking the total donated to EUR 40,000. We also gave desserts to the 
staff of surrounding hospitals as a token of appreciation. 
	
	
To raise money, develop its network and raise awareness among employees, Emmi UK took 
part in several events organised by GroceryAid in 2020. Further cooperation is planned for 
the future.
	
	
In 2020, the Kaiku Group’s community engagement in Spain was shaped by the pandemic. 
Kaiku donated products to a public hospital in Madrid set up as a temporary care facility for 
patients with COVID, various health centres and several institutions that found themselves 
in a vulnerable situation due to the pandemic.
	
	
Cowgirl Creamery supported three local dairies in their development and donated surplus 
food to a temporary housing organisation and a local retirement home in 2020.
	
	
Emmi Canada donated surplus cheese to a food bank in 2020. 
	
	
Centrale Laitière de Mahdia (“Vitalait”) in Tunisia created a foundation in 2019 to support 
local micro-producers of milk ( see also page 11 “Sustainable dairy”).
	
	
In 2020, Vitalait hosted a party for the children of employees, which helped families cope 
with the costs for the new school year. Vitalait also supports the orphanage “La Voix de 
l’Enfant” with annual donations.
	
	
Business division
Europe
Business division
Americas
Business division
Switzerland

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Management approach disclosures
	
103-1	
Our community engagement serves to express appreciation and strengthen partnerships. Emmi 
and its subsidiaries see themselves as local employers who are also committed to and involved 
in society at the local level.
	
103-2	
There are no general requirements or targets for community engagement at Emmi. The manage-
ment teams at the individual sites decide what form this social engagement takes and which 
events, programmes or initiatives are supported. However, we have initiated a project to 
clarify the potential need for action in this area.
	
	
Our community engagement generally includes support in the form of donations in kind, 
financial contributions to cultural, sporting and social events, local memberships or the 
targeted promotion of projects from the workforce. 
	
103-3	
We receive local feedback on our engagements from customers, consumers, authorities and 
municipalities, among others. Communities especially appreciate the unbureaucratic support 
in the form of products and equipment, such as the use of tools, buildings and vehicles. 
However, we do not carry out structured surveys of our engagements.

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71
	
	
Indicators
	
203-1	
Infrastructure investments and services supported 
	
	
Examples of initiatives and projects implemented by Emmi and its subsidiaries in their 
respective countries:
	
	
Emmi donates products to the “Tischlein deck dich” and “Schweizer Tafeln” organisations. 
In addition, each year support is provided to around one thousand sports and school camps 
and several tens of thousands of Emmi products are made available free of charge.
	
	
Emmi UK supports the charitable organisation “GroceryAid”, which provides assistance to 
employees in the food industry who need financial help and social care. 
	
	
Emmi Deutschland donates food that is no longer good for sale to charitable organisations, 
helping those in need.
	
	
Emmi Austria has had a cooperative partnership with Caritas in Austria for many years. Food 
that can no longer be sold is given to the organisation “Tischlein deck dich”, which distributes 
it to vulnerable populations. 
	
	
Quillayes Surlat works together with Universidad de la Frontera (Temuco) and Liceo Politécnico 
de Pitrufquén. This partnership provides plant tours, internships for engineering students, and 
technical and professional internships for students of electronics. This also includes trainee 
plans for process engineers and projects as well as a dual training plan for maintenance 
workers.
	
	
Kaiku has continued its collaboration with the non-profit foundation Banco de Alimentos 
de Navarra (BAN).
	
	
Quillayes Surlat also sponsors several events each year and donates to schools and 
neighbourhood organisations in the communities of Pitrufquén and Loncoche.
	
	
In the municipality of Victoria, Quillayes Surlat supports the San Pedro Armengol children’s 
home with products and Christmas gifts. In addition, Quillayes Surlat donates products 
year-round throughout Chile, which are distributed via the organisation “Red de Alimentos”.
	
	
Cowgirl Creamery, a US subsidiary, serves on the board of directors of various non-profit 
organisations in the local community and sustainable agriculture organisations.
	
	
Cypress Grove donates cheese to charities that address women’s and children’s issues.
203
INFRASTRUCTURE INVESTMENTS AND SERVICES SUPPORTED
Business division
Europe
Business division
Americas
Business division
Switzerland

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72
General disclosures
	
	
Organisational profile
	
102-1	
Name of the organisation
	
	
Emmi Group
	
102-2	
Activities, brands, products, and services
	
	
We are represented by our own Group companies in 15 countries and generate approximately 
half of our sales in Switzerland and half abroad, with the lion’s share abroad since 2019.
	
	
In our domestic market of Switzerland, we manufacture a comprehensive range of dairy 
products for our own brands and private label products for trading partners. Our most 
important sales markets are retail and the food industry, such as producers of chocolate 
and baked goods. Exports are also an important part of our business. In addition to the 
Emmi umbrella brand, the best-known brands are Emmi Caffè Latte and Kaltbach. Our 25 
production plants in Switzerland are spread across German-speaking and French-speaking 
Switzerland and employ between three and 600 people, depending on the size of the 
plant. Because we procure more than a quarter of the milk produced nationwide, we are 
an important company for Swiss agriculture.
	
	
Our operations in 14 countries outside Switzerland are also extremely diverse in terms 
of size, corporate strategy and product range. What they all have in common is a strong 
position – either in a selected niche market or in a region. 
	
102-3	
Location of headquarters
	
	
Lucerne, Switzerland
	
102-4	
Number and names of countries where the company operates
	
	
Outside Switzerland, Emmi has Group companies in 14 countries:
	
	
Austria, Belgium/Luxembourg (no production facilities), Brazil, Canada, Chile, France, Germany, 
Italy, Mexico, Netherlands, Spain, Tunisia, United Kingdom (no production facilities) and the 
USA
	
102-5	
Ownership and legal form
	
	
Emmi is listed on the Swiss stock exchange. A majority of the shares are held by the dairy 
farming organisation ZMP ( see also Annual Report 2020, page 25).
	
102-6	
Markets served
	
	
Business activities are focused on the Swiss domestic market as well as western Europe and 
North and South America. Emmi exports from Switzerland to around 60 countries.

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102-7	
Scale of the organisation
	
	
Approximately half of its CHF 3.7 billion in sales are generated in Switzerland, the other half 
abroad. Over two-thirds of its almost 8,700 employees are now currently based outside of 
Switzerland ( see “Emmi Group key figures” page 4).
102-8
INFORMATION ON EMPLOYEES AND OTHER WORKERS
2019
2020
Δ
TOTAL NUMBER OF EMPLOYEES1, 2
6,054
6,174
2 %
Female
1,746
1,792
3 %
Male
4,308
4,382
2 %
APPRENTICES, INTERNS, TRAINEES, EXTERNAL EMPLOYEES
Female
69
60
−13 %
Male
235
219
−7 %
EMPLOYEES BY EMPLOYMENT CONTRACT1, 2
Permanent position
5,868
5,995
2 %
Female
1,687
1,733
3 %
Male
4,181
4,262
2 %
Temporary position
207
214
3 %
Female
78
69
−12 %
Male
129
145
12 %
EMPLOYEES BY EMPLOYMENT TYPE1, 2
Full-time 
5,364
5,462
2 %
Female
1,313
1,301
−1 %
Male
4,051
4,161
3 %
Part-time
690
713
3 %
Female
461
494
7 %
Male
229
219
−4 %
1	 Excluding apprentices, interns, trainees, external employees.
2	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.

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74
	
	
Employees by region (2020)
	
	
• 45 % Switzerland
• 35 % Europe / North Africa
• 20 % North / South America 
	
	
	
102-9	
Supply chain
	
	
Each company belonging to the Emmi Group has its own individual supply chain. What 
they all have in common is that the basis is always purchased raw materials, semi-finished 
products or finished products.
	
	
LOGISTICIAN
CUSTOMER/TRADE
CONSUMER
RAW MATERIALS
ANIMAL FEED
FARMER
MANUFACTURER
• Packaging
• Machines
• Agricultural raw materials
• Auxiliary materials
• etc. 
TRADE
SERVICE PROVIDER
CONTRACT
PRODUCTION
EMMI
• Trade products
• etc. 
• Finished products
• Semi-ﬁnished products

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102-10	
Significant changes to the organisation and its supply chain
	
	
Emmi’s corporate strategy focuses both on strengthening the Swiss domestic market and on 
achieving growth abroad. Emmi’s priority is organic and acquisitive growth. When making 
acquisitions, we always keep in mind our long-standing geographical and thematic focus.
	
	
In the growth segment of goat’s milk, we increased our stake in the Netherlands-based 
goat’s milk processor Bettinehoeve and Austria-based organic goat’s milk and sheep’s milk 
processor Leeb.
	
	
Through the purchase of a blue cheese production facility in Seymour, Wisconsin, we gained 
capacity and know-how in the production of these speciality cheeses in the USA. 
	
	
In Switzerland, we acquired Chäs Hütte Zollikon GmbH.
	
	
With the acquisition of Pasticceria Quadrifoglio srl, we expanded our existing dessert 
network in Italy.
	
	
With the acquisition of Indulge Desserts Intermediate Holdings, LLC, we expanded our 
position in the USA, creating new distribution opportunities for our Italian desserts in the 
world’s largest and growing dessert market. 
	
	
We also strengthened our position in the growing Latin American markets by increasing our 
stake in Brazilian Laticínios Porto Alegre. 
	
	
Surlat, our subsidiary in Chile, is merging with competitor Quillayes to form Quillayes Surlat. 
The newly founded company will be the number four in the Chilean dairy market. Emmi 
subsidiary Kaiku holds a majority stake of 51.5 % in the new company.
	
	
We sold the trading and supply company Emmi Frisch-Service AG (Switzerland) and our 
majority stake in Spanish goat’s milk processor Lácteos Caprinos.
	
	
( For further information, see Annual Report 2020 from page 80 and Annual Report 2019 
from page 87 “Changes to scope of consolidation”)
	
102-11	
Precautionary principle or approach
	
	
As part of its strategy development for sustainability, Emmi is in regular contact with WWF 
Switzerland, which helps us to identify and develop an appropriate response to relevant 
environmental issues. We maintain a particularly active dialogue on the topics of sustainable 
dairy, climate and food waste, as well as on our other focus issues of waste and water. New 
findings and considerations and the resulting risks for Emmi are a regular part of the agenda 
for the Sustainability Steering Committee. The knowledge gained is increasingly being used 
in decisions on investments as well as in our selection of suppliers.

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102-12	
External initiatives
	
	
The most important organisations, initiatives, agreements and principles that Emmi supports 
or to which Emmi has subscribed include:
	
	
Global Reporting Initiative (GRI), Milan Urban Food Policy Pact (MUFPP), Sustainable 
Development Goals (SDGs), Global Food Safety Initiative (GFSI standard), Food Safety 
System Certification (FSSC 22000), Science Based Targets Initiative (SBTi).
	
	
102-13	
Membership of associations and interest groups
	
	
Emmi is a member of the following associations and interest group organisations:
	
	
Switzerland 
	
	
AgroCleanTech, KOMETIAN, Swiss Milk Sector Organisation (BOM), Federation of Swiss 
Food Industries (fial), PET-Reycling Schweiz, PRISMA, Promarca, Soy Network 
Switzerland, Swiss Dairy Industry Association (VMI), Drehscheibe Kreislaufwirtschaft
	
	
	
	
Germany
	
	
Milchindustrie-Verband e.V., Mittelständische Lebensmittel-Filialbetriebe e.V. (MLF), 
MMM Club e.V., Bioland e.V., Demeter e.V., Gäa e.V., Naturland e.V.
	
	
	
	
France 
	
	
ECOCERT
	
	
UK
	
	
Recycle Pal, Paper Round, On-Pack Recycling Label (OPRL)
	
	
Italy 
	
	
Assolatte, Centromarca
	
	
Austria 
	
	
ARGE Gentechnik-frei, ARGE Heumilch
	
	
Spain 
	
	
Federación Nacional de Industrial Lácteas (Fenil)
	
	
Canada
	
	
International Cheese Council of Canada
	
	
USA 
	
	
American Cheese Society (ACS), American Dairy Products Institute (ADPI), American 
Dairy Goat Association (ADGA), California Artisanal Cheese Guild, Cheese Importers 
Association of America (CIAA), International Dairy Bakery Association (IDDBA), 
International Dairy Foods Association (IDFA), North Bay Food Industry Group (FIG), 
Wisconsin Cheese Makers Association (WCMA)

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Strategy
	
102-14	
Statement from senior decision-maker
	
	
( see “Foreword” on page 3)
	
	
Ethics and integrity
	
102-16	
Values, principles, standards, and norms of behaviour
	
	
For Emmi, responsible corporate governance includes a conscientious approach to customers, 
employees, society and other stakeholders, as well as to the environment. They are of major 
importance for the economic and sustainable development of the company. Our corporate 
values and associated guidelines for action are set out in our Code of Conduct. Alongside 
compliance with the law, this encompasses our understanding of quality, safety and health 
standards, approach to environmental protection, fair working conditions, equality and 
integrity. The Code of Conduct applies to all employees of the Emmi Group worldwide and 
supplements the applicable general terms and conditions of employment. 
	
	
Governance
	
102-18	
Governance structure
	
	
The supreme controlling body of the company is the Board of Directors. This mandates the 
CEO as Chair of Group Management with management of the company.
 	
	
The Board of Directors also bears responsibility for the sustainability strategy, but delegates 
preparatory and operational tasks to the Sustainability Steering Committee and Emmi’s 
Sustainability Officers.
	
	
Further information: Corporate Governance Report ( see Annual Report 2020 page 37).
	
102-20	
Executive-level responsibility  for economic, environmental, and social topics
	
	
The Sustainability Steering Committee is responsible for dealing with environmental, social 
and governance (ESG) issues. The Chief Supply Chain Officer submits proposals made by 
the Sustainability Steering Committee to Group Management or delegates them directly 
to the Head of Sustainability.
	
102-21	
Consulting stakeholders on economic, environmental, and social topics
	
	
We are continually developing our network with stakeholders such as associations, suppliers, 
customers, non-governmental organisations, scientific institutions and consumers so we 
can learn how to integrate sustainability even more effectively into our day-to-day business. 
This is done in dialogue with our specialist departments, but also as part of our strategy 
development process and our materiality analysis. In the Agricultural Council, we have an 
exchange platform at Board level ( see also Annual Report 2020, pages 27 – 37).

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102-22	
Composition of the highest governance body and its committees
	
	
( see also Annual Report 2020 pages 27 – 37)
	
102-23	
Chair of the highest governance body
	
	
( see also Annual Report 2020 page 24)
	
	
Stakeholder engagement
	
102-40	
List of stakeholder groups
	
	
The stakeholders are diverse, in accordance with the business model, and include employees, 
customers, consumers, suppliers, investors, shareholders and authorities.
	
	
Stakeholder groups along the value chain
Competition authorities
Social partners
Sector organisations in Switzerland’s dairy industry
Health authorities
Membership
Dialogue
Consultation
Advice
Information
Agricultural authorities
Non-governmental organisations
Interest groups and associations
Environmental authorities
Training centres
Competitors 
Legislative organisations
External framework conditions
Internal framework conditions
Employees
External equity providers
Management
Insurance partners
Financial partners
Board of Directors
Shareholders
 
Development
Packaging development, 
product development
• Universities
Technology development
• Experts
Market research, trend 
research
• Trend and market research 
institutions
Development cooperation
• Research institutes
Procurement
Selection of supplier
• Raw materials 
suppliers
Sourcing
• Equipment suppliers
Packaging materials 
suppliers
• Transport
Purchasing
• Energy suppliers
• IT suppliers
Production
Manufacturing, preparation, 
packing, reﬁning, ﬁlling
• Local communities
• Neighbours
Distribution
Provision
• Logistics customers
Storage, order picking
• Logistics partners
Sales and Marketing
Marketing, sponsorship
• Media
Consumer services
• Consumers
Sales, customer services
• Customers
Category management
• Consumer organisation

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79
102-41
Collective bargaining agreements1
2019
2020
Δ
Percentage of employees with collective bargaining agree-
ments
31 %
31 %
0 %
Number of employees with collective bargaining agreements
1,864
1,928
3 %
1	 The calculation basis for the key figures on employees can be found on page 86 under GRI indicator 102-45.
	
	
102-42	
Identifying and selecting stakeholders
	
	
For Emmi, responsible corporate governance includes a conscientious approach to customers, 
employees, society and other stakeholders. They are of major importance for the economic and 
sustainable development of the company. The company defines the important stakeholders 
through its business model. Regular dialogue with these stakeholders is essential for Emmi’s 
economic performance. Due to their importance in Emmi’s business model, stakeholder 
groups also have a significant influence on the development of the sustainability strategy, 
from the definition of key issues to the future orientation of the company.
	
	
102-43	
Approach to stakeholder engagement
	
	
The diversity of stakeholders means that this dialogue takes different forms. Their interests 
and concerns shape the further development of our sustainability strategy.
	
	
( see table on page 80)
	
	
We are also in regular contact with the Swiss food industry, packaging suppliers, trade 
associations and local communities.

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80
STAKEHOLDER GROUP
DIALOGUE CHANNELS 
INTERESTS AND CONCERNS
Customers
•	 Regular interaction, for example via key 
account management and customer 
services  
•	 Customer interviews, innovation 
workshops, joint brainstorming as part of 
marketing and innovation initiatives
•	 Exchange of best practice examples
•	 Annual review meetings (CEO/EVPs)
•	 Sharing of sustainability expertise
•	 Trade fairs and international conferences
•	 Goods delivered on time and in full
•	 Quality
•	 Reliability
•	 Innovative products
•	 Achievement of sustainability targets
Consumers 
•	 Consumer services
•	 Market research
•	 Consumer tests
•	 Focus group discussions
•	 Concept tests
•	 Co-creation workshops
•	 Quality
•	 Enjoyment
•	 Healthy eating
•	 Price
•	 Transparency
•	 Responsible treatment of people and the 
environment
•	 Innovation concepts & ideas
Employees
•	 Personal dialogue 
•	 Intranet, newsletter, Emmi TV, employee 
magazine
•	 Town halls, shop floors
•	 Employee surveys 
•	 Annual review meetings, business reviews
•	 Employee Committee, Works Councils
•	 Assessment of education and  
training programmes 
•	 Employee events
•	 Salaries and social benefits
•	 Workwear
•	 Pension fund
•	 Employment conditions
•	 Competence building, further 
development
•	 Leadership qualities
•	 Health, safety and wellbeing in the 
workplace
•	 Integrity
•	 Teamwork
•	 Diversity
•	 Performance and health of the company, 
business division
•	 New products
•	 Projects
Shareholders
•	 Annual Report, Half-year Report
•	 Sustainability Report
•	 General Meeting
•	 Presentations at analyst conferences and 
roadshows
•	 Share price performance
•	 Dividend performance
•	 Financial performance (growth, 
profitability, cash flow)
•	 Financial outlook
•	 Strategy
•	 Management forecasts
•	 Contribution to environmental, social and 
governance improvements
Suppliers
•	 Monthly newsletter
•	 Annual producer conferences
•	 Monthly board meetings
•	 Close collaboration with Emmi farmer 
ambassadors
•	 Regular interactions with producers and 
farmers’ organisations
•	 Supplier assessments
•	 Competitive milk prices
•	 Quality requirements
•	 Reliability
•	 Milk collection
•	 Emmi’s corporate policy 
•	 Emmi’s product portfolio
•	 Label requirements
•	 Animal welfare, feed, biodiversity
•	 Importance in agricultural policy
•	 Representation of interests
Political decision-
makers, NGOs and the 
general public
•	 Involvement in associations and 
organisations
•	 Direct dialogue with political opinion 
leaders
•	 Governance and compliance
•	 Sustainable dairy
•	 Climate change and energy transition
•	 Circular economy
•	 Bio-economy
•	 Contribution to economic prosperity
•	 Jobs

Emmi Sustainability Report   |  2019/2020  |  General disclosures	
81
	
102-44	
Key topics and concerns raised
	
	
( see GRI 102-43)
	
	
Reporting practice
	
102-45	
Entities included in the consolidated financial statements
	
	
A list of all entities included in the consolidated financial statements can be found in the 
Annual Report 2020 ( see pages 109–112 of the Annual Report 2020).
	
	
Companies not (yet) included in the report or for certain topics.
REPORT IN 
GENERAL
WASTE, 
ENERGY, 
WATER
GREENHOUSE 
GASES, 
SCOPE 3
MILK 
VOLUME
HR DATA
Mexideli
✕
✕
✕
ns
✕
Pasticceria Quadrifoglio
Majority holding 
since 2019
✕
✕
ns
2019
Leeb/Hale
Majority holding 
since 2019
✕
✕
Laticínios Porto Alegre
Majority holding 
since 2019
✕
✕
Seymour
Majority holding 
since 2019
✕
Chäshütte Zollikon
Majority holding 
since 2020
✕
✕
ns
✕
Emmi Dessert USA 
(formerly Indulge 
Dessert)
Majority holding 
since 2020
✕
✕
ns
✕
Quillayes Surlat
Majority holding 
since 2020
✕
✕
Emmi Ambrosi France
✕
✕
ns
Kaiku San Sebastian
✕
✕
ns
Trading locations 
(EGBR, EDEU, AVH, 
ECAN, ENED)
nr
nr
ns
Lácteos Caprinos
Sold in 2020
✕
✕
✕
✕
Emmi Frisch-Service AG
Sold in 2019
✕
✕
✕
✕
Abbreviations: nr = not relevant, ns = not specified

Emmi Sustainability Report   |  2019/2020  |  General disclosures	
82
	
	
Comments
	
	
We integrate new companies into our sustainability reporting at the latest two years after 
acquiring a majority stake.
	
	
Information on Scope 3 emissions has been published for the first time in this report. The locations 
of the subsidiaries Laticínios Porto Alegre Indústria e Comércio S.A. and Quillayes are already 
included. However, these locations are not yet included in the Scope 1 and Scope 2 emissions 
information.
	
102-46	
Defining report content and topic boundaries
	
	
We conducted an initial materiality analysis in 2016 to identify the areas in which we have the 
greatest impact. We first drew up a list of potentially relevant topics from various sources. 
These included the Milan Urban Food Policy Pact (MUFPP), the Sustainable Development 
Goals (SDGs), a competitor analysis and the criteria of ratings and rankings. We then grouped 
the topics into ten different categories and discussed them with internal and external experts 
and with representatives of the key stakeholder groups to assess their relevance for our 
long-term business success and their importance for our stakeholders.
	
	
The topics prioritised by means of this process were presented to and approved by the 
Sustainability Steering Committee, which also includes members of Group Management, 
and the Board of Directors. 
	
	
We reviewed the prioritisation of topics in 2018 and again in 2020.

Emmi Sustainability Report   |  2019/2020  |  General disclosures	
83
	
102-47	
List of material topics
	
	
The materiality matrix shows the prioritisation of material topics as updated in 2020.
	
	
Materiality matrix
	
	
	
102-48	
Restatements of information
	
	
Emmi bought and sold various companies and participations in 2019 and 2020.
	
	
( see GRI 102-10 Significant changes to the organisation and its supply chain)
	
	
There were no changes in the base years, time periods, nature of business activities or 
measurement methods. 
	
102-49	
Changes in reporting
	
	
There were no changes in the list of material topics during the reporting period. 
	
high
high
 Nutrition
 Supplier management
 Governance
 Occupational safety
  Community 
engagement
 Economic performance
 Product quality
 Innovation
 Digitalisation
 Sustainable dairy
 Employee development
 Avoiding waste
  Reducing greenhouse  
gases
 Water (from 2021)
FOCUS ISSUES
Relevance for Emmi stakeholders
low
low

Emmi Sustainability Report   |  2019/2020  |  General disclosures	
84
	
102-50	
Reporting period
	
	
Calendar years 2019 and 2020
	
102-51	
Date of most recent report
	
	
31.08.2019 
	
102-52	
Reporting cycle
	
	
Every two years.
	
102-53	
Contact point for questions regarding the report
	
	
Emmi
	
	
Landenbergstrasse 1
	
	
CH-6005 Lucerne
	
	
Phone +41 58 227 27 27
	
	
nachhaltigkeit@emmi.com
	
	
www.emmi.com
	
102-54	
Claims of reporting in accordance with the GRI Standards
	
	
This report has been created in accordance with the GRI Standards: Core option.
	
102-55	
GRI content index
	
	
( see “GRI Content Index” on page 85 of this Sustainability Report)
	
102-56	
External assurance
	
	
The Compensation Report and the Consolidated Financial Statements of Emmi AG were 
audited by the external auditors KPMG AG ( see Annual Report 2019 pp. 52, 67 and 
118-121 and Annual Report 2020 pp. 48, 61, 113 and 130). In the Sustainability Report, 
greenhouse gases ( see page 18), energy and water consumption ( see page 27), 
the generation of waste ( see page 39) and the use of materials were assessed by the 
external auditors SGS.

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
85
Disclosure
Heading
Reasons for omission
Pages
GRI Content Index
	
	
For the Materiality Disclosures Service, GRI Services reviewed whether the GRI content 
index is clearly presented and the references for Disclosures 102-40 to 102-49 are 
consistent with the relevant sections in the report. The GRI Materiality Disclosures 
Service was performed on the German version of the report.
GRI 101:2016 	 Foundation	
	
	
GRI 102:2016 	 General Disclosures
ORGANIZATIONAL PROFILE
102-1	
Name of the organization	
	
	
72
102-2	
Activities, brands, products, and services	
	
	
72
102-3	
Location of headquarters	
	
	
72
102-4	
Location of operations	
	
	
72
102-5	
Ownership and legal form	
	
	
72
102-6	
Markets served	
	
	
72
102-7 	
Scale of the organization	
	
	
73
102-8	
Information on employees and other workers	
	
	
73
102-9	
Supply chain	
	
	
74
102-10	
Significant changes to the organization and its supply chain	
	
	
75
102-11	
Precautionary principle or approach	
	
	
75
102-12	
External initiatives	
	
	
76
102-13	
Membership of associations	
	
	
76
Strategy 
102-14	
Statement from senior decision-maker	
	
	
77
Ethics and integrity 
102-16	
Values, principles, standards, and norms of behavior	
	
	
77
Governance 
102-18	
Governance structure	
	
	
77
102-20	
Executive-level responsibility for economic, environmental, and social topics	
	
77
102-21	
Consulting stakeholders on economic, environmental, and social topics	
	
77
102-22	
Composition of the highest governance body and its committees	
	
	
78
102-23	
Chair of the highest governance body	
	
	
78

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
86
Disclosure
Heading
Reasons for omission
Pages
Stakeholder engagement
102-40	
List of stakeholder groups
78
102-41	
Collective bargaining agreements
79
102-42	
Identifying and selecting stakeholders
79
102-43	
Approach to stakeholder engagement
79
102-44	
Key topics and concerns raised
81
Reporting practice 
102-45 	
Entities included in the consolidated financial statements 
81
102-46 	
Defining report content and topic boundaries 
82
102-47 	
List of material topics 
83
102-48 	
Restatements of information 
83
102-49 	
Changes in reporting 
83
102-50 	
Reporting period 
84
102-51 	
Date of most recent report 
84
102-52 	
Reporting cycle 
84
102-53 	
Contact point for questions regarding the report 
84
102-54 	
Claims of reporting in accordance with the GRI Standards 
84
102-55 	
GRI content index 
84
102-56 	
External assurance 
84
MATERIAL TOPICS
Focus issue “Sustainable dairy” 
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 15 
103-2	
The management approach and its components 
16 
103-3	
Evaluation of the management approach 
17
Emmi-specific indicators
	
Milk volume processed worldwide per year
	
Proportion of milk processed according to the “Sustainable Swiss Milk” standard
	
Volume of organic milk processed
	
International catalogue of criteria

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
87
Disclosure
Heading
Reasons for omission
Pages
Focus issue “Reducing greenhouse gases” 
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 21 
103-2	
The management approach and its components 
21
103-3	
Evaluation of the management approach 
22 
GRI 302:2016 	 Energy 
302-1 	
Energy consumption within the organization
22
GRI 305:2016 	 Emissions
305-1 	
Direct (Scope 1) GHG emissions 
24 
305-2 	
Energy indirect (Scope 2) GHG emissions
25 
305-3	
Other indirect (Scope 3) GHG emissions
25
305-4	
GHG emissions intensity
26 
305-5 	
Reduction of GHG emissions 
26 
Emmi-specific indicators
	
Greenhouse gas emissions by business division
	
Proportion of hydropower for Emmi plants in Switzerland and Europe
	
	
Focus issue “Avoiding waste”
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 29 
103-2	
The management approach and its components 
29 
103-3	
Evaluation of the management approach 
30 
GRI 306:2016 	 Effluents and Waste
306-1	
Waste by type and disposal method	
	
Only partial  
	
	
	
information available	
30
Emmi-specific indicators
	
Waste reduction
	
Waste by business division
	
	
Focus issue “Employee development”
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 33 
103-2	
The management approach and its components 
33 
103-3	
Evaluation of the management approach 
34

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
88
GRI 401:2016 	 Employment
401-1	
New employee hires and employee turnover	
35
GRI 404:2016 	 Training and Education
404-1	
Average hours of training per year per employee
35
404-2	
Programs for upgrading employee skills and transition assistance programs
35
404-3	
Percentage of employees receiving regular performance 	and career development reviews
36
GRI 405:2016 	 Diversity and Equal Opportunity
405-1	
Diversity of governance bodies and employees
37
Emmi-specific indicators
	
Managers trained in “Excellent Leadership”	
	
	
	
Number of apprentices at Swiss sites	
	
	
	
Apprenticeship graduates subsequently employed by Emmi	
	
	
Key positions filled with internal candidates	
Focus issue “Water”
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 41 
103-2	
The management approach and its components 
41 
103-3	
Evaluation of the management approach 
42 
GRI 303:2018 	 Water and Effluents
303-1	
Interactions with water as a shared resource
42
303-2	
Management of water discharge-related impacts
43
303-3	
Water withdrawal 	
	
Only partial  
	
	
	
information available
43
Emmi-specific indicators
	
Fresh water savings
	
	
Economic performance
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 44 
103-2	
The management approach and its components 
44 
103-3	
Evaluation of the management approach 
45 
GRI 201: 2016 	 Economic Performance
201-1	
Direct economic value generated and distributed
45
Disclosure
Heading
Reasons for omission
Pages

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
89
Product quality
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 48 
103-2	
The management approach and its components 
48 
103-3	
Evaluation of the management approach 
48 
	
	
Innovation
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 50 
103-2	
The management approach and its components 
50 
103-3	
Evaluation of the management approach 
51 
	
	
Digitalisation
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 53 
103-2	
The management approach and its components 
54 
103-3	
Evaluation of the management approach 
55 
	
	
Nutrition
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
56 
103-2	
The management approach and its components 
56 
103-3	
Evaluation of the management approach 
57 
	
	
Supplier management
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 59 
103-2	
The management approach and its components 
59 
103-3	
Evaluation of the management approach 
60 
GRI 308:2016 	 Supplier Environmental Assessment
308-1	
New suppliers that were screened using environmental criteria
60
GRI 414:2016 	 Supplier Social Assessment
414-1	
New suppliers that were screened using social criteria
60
Disclosure
Heading
Reasons for omission
Pages

Emmi Sustainability Report   |  2019/2020  |  GRI Content Index	
90
Governance
GRI 103:2016 	 Management approach disclosures
103-1	
Explanation of the material topic and its boundary
66
103-2	
The management approach and its components 	
	
	
67 
103-3	
Evaluation of the management approach 	
	
	
67 
Occupational safety
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 62 
103-2	
The management approach and its components 
62 
103-3	
Evaluation of the management approach 
62 
GRI 403:2018 	 Occupational Health and Safety	
	
	
 
403-1	
Occupational health and safety management system
63 
403-2	
Hazard identification, risk assessment, and incident investigation
64
403-3	
Occupational health services
64
403-4	
Worker participation, consultation, and communication on 	occupational health and safety
64 
403-5	
Worker training on occupational health and safety
64 
403-6	
Promotion of worker health
65 
403-7	
Prevention and mitigation of occupational health and safety 	impacts directly linked by business relationships
65
403-8	
Workers covered by an occupational health and safety management system
 65
403-9	
Work-related injuries
65 
403-10	
Work-related ill health
65
	
	
Community engagement
GRI 103:2016 	 Management approach disclosures 
103-1	
Explanation of the material topic and its boundary
 70 
103-2	
The management approach and its components 
70 
103-3	
Evaluation of the management approach 
70 
GRI 203:2016 	 Indirect Economic Impacts
203-1	
Infrastructure investments and services supported
71
Disclosure
Heading
Reasons for omission
Pages

Emmi Sustainability Report   |  2019/2020  |  Publication details	
91
Publication details
	
	
Publisher
	
	
Emmi
	
	
Landenbergstrasse 1
	
	
CH-6005 Lucerne
	
	
Phone +41 58 227 27 27
	
	
info@emmi.com
	
	
www.emmi.com
	
	
Editing
	
	
Sustainserv GmbH, Zurich and Boston
	
	
Emmi Sustainability, Lucerne
	
	
Emmi Corporate Communications, Lucerne
	
	
Concept, design, usability and realisation
	
	
Mediapult GmbH
	
	
Buzibachstrasse 12
	
	
CH-6023 Rothenburg
	
	
Translation
	
	
Lionbridge Switzerland AG, Basel
	
	
This sustainability report is available in German and English, in digital format only.  
The original version in German is authoritative.
	
	
© Emmi, Lucerne, July 2021