2021 Sustainability Report

2
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Introduction
Sustainability in Brief 
5
A Letter from our CEO 
6
Sustainability Milestones 
7
Our Business 
8

Strategy
Introduction to our Strategy 
10
Our Framework 
10
Our 2021 Progress Summary 
11
Our Value Chain & Sustainability 
13
Governance 
15
People
Focus on People 
17
Equality, Diversity, & Inclusion 
18
Empowerment & Education 
26
Rights & Respect 
31
Planet
Focus on Planet 
38
Greenhouse Gas Emissions 
42
Waste & Circularity 
47
Conscious Materials 
52
Philanthropy
Swarovski Foundation 
57
Creatives for Our Future 
58
Swarovski Waterschool 
59
CONTENTS 

Data + GRI
GRI Index 
61
Performance Data 
82
Independent assurance report 
88

3
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
T
hroughout the report, any use of the 
name “Swarovski” or the pronoun “we” 
refers only to the Swarovski Crystal Business, 
unless explicitly stated otherwise.
The progress detailed in this report covers the 
activities surrounding the design, manufacture 
and sale of our high-quality crystals and created 
stones as well as our consumer facing goods like 
jewelry, accessories and home décor. It covers every 
production location we own and operate throughout 
the world: Wattens in Austria, Subotica in Serbia, 
Ayutthaya and Bangplee in Thailand, Pune in India, and 
Bien Hoa in Vietnam. It also includes our operational 
facility in Triesen, Liechtenstein, corporate offices in 
both Wattens, Austria and Männedorf, Switzerland, 
and shared service centers in Gdansk in Poland, 
Penang in Malaysia, and San José in Costa Rica.
At the end of the report, we’ve also included a 
detailed index containing disclosures related to 
the GRI Standards for sustainability reporting. 
Ernst & Young Ltd performed a limited assurance 
engagement on selected environmental and 
social KPIs tick-marked for the reporting year 
2021. The independent assurance report is 
attached on pages 88-89 of this report.
We believe that the most sustainable businesses 
achieve their objectives through transparency 
and collaboration. We’d like to solve our biggest 
challenges with you and learn from your knowledge 
and experience. The diverse community we are 
fortunate to be part of inspires our every action, 
and we warmly welcome all feedback. Let us know 
what you think at sustainability@swarovski.com.
About This Report

4
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report

5
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
61
 global organizations have 
been supported through 
our Swarovski Foundation
In November 2021, we 
became a member of the 
Tent Refugee program 
and committed to 
mentoring 50 refugee 
women over three years, 
beginning in Switzerland
86
participants from 19 
locations took part in the 
live sessions on transgender 
awareness in partnership 
with the Transgender 
Network Switzerland
77%
of our global work force 
are women, and 54% of 
our managerial positions 
are filled by women
In 2021, we joined the Science 
Based Targets Initiative, SBTi, 
committing to reduce Scope 1 
and 2 GHG emissions by 47% 
and Scope 3 emissions by 28%
SUSTAINABILITY IN BRIEF
We are signatories of 
the UN Standards 
of Conduct for Business 
on Tackling Discrimination 
against LGBTI People 
21,800
students have been educated 
through our Swarovski 
Waterschool programs
8
detailed life-cycle 
assessments completed, 
providing a compass 
for where we need to 
focus our activities
At least 50% of our internal 
brass usage comes from 
recycled sources
Since 1953, we have trained 
thousands of apprentices 
from 12 nations to learn 
11 different professions
Our Responsible Sourcing 
program, RSI, with a focus 
on working conditions 
and environmental 
impact, covers 17,000 
people globally
Since 2019, we have reduced 
our Scope 1 and 2 CO2 
emissions by 12% and our 
Scope 3 emissions by 26%
In 2021, we formalized our 
reignited crystals program, 
preventing our deadstock 
crystal from going to waste
Our Advanced Crystal Formula 
means our crystal contains 
less than 0.004% lead

6
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Alexis Nasard
CEO
Swarovski Crystal Business
It is my great pleasure to introduce 
you to the latest issue of the 
Swarovski Sustainability Report.
I am proud to lead Swarovski 
as the first external CEO since 
July 2022 with the task to anchor 
the Swarovski brand firmly in 
its iconic luxury heritage and 
lead the transformation of 
the Swarovski business along 
the full value chain for scale 
and profitable growth. In this 
endeavor, sustainability will not 
only continue to play a vital role 
but is an objective that will shape 
our brand over the coming years.
After only a few weeks into my 
thorough on-boarding plan – 
which has already taken me 
to various Swarovski locations 
worldwide – it is clear to me that 
Swarovski cares deeply about 
people and our planet and 
stands firmly for peace and 
humanity. These values have 
been embedded in the company 
since its foundation, with teams 
taking action daily to ensure 
they are propelled forward.
I am deeply impressed by 
Swarovski’s sustainability 
achievements thus far and the 
progress made to address our 
impact on people and planet. 
A lot of excellent work has and 
continues to be done to put the 
business on its rightful trajectory, 
building on our three main assets: 
the Swarovski brand, our unique 
craftsmanship abilities and, 
above all, our people around 
the world. I trust that you will 
share the same conclusions 
when reading this report.
The past twelve months have 
been marked by a continuation 
of both Swarovski’s transformation 
– including the ongoing transition 
from a family-managed to a 
family-owned business – and an 
unstable geopolitical and macro-
economic environment to which 
Swarovski has responded with 
unceasing resilience and poise. To 
all the employees who have shown 
extraordinary commitment during 
these challenging times, thank 
you. Your tireless efforts to delight 
our customers and ensure our 
business is equipped to face the 
future, with people and the planet 
in our hearts, are truly inspiring.
On behalf of our 20,000 
colleagues in 170 countries, I’m 
proud of the substantial strides 
that have been made, and I am 
excited for the sustainability 
accomplishments that are yet to 
come, together as one Swarovski. 
Welcome from our CEO
Dear Readers,
GRI: 2-22, 2-23

7
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Sustainability Milestones
Daniel’s vision
Daniel Swarovski establishes 
a pioneering crystal-cutting 
factory in Tyrolean Wattens. Using 
renewable hydroelectricity for 
his patented grinding processes, 
Daniel’s vision is to craft 
affordable crystals and provide 
“a diamond for everyone.” 
Harnessing the power 
of water
The company builds its first major 
hydropower plant. The three 
turbines provide clean “Swarovski 
power” to cutting machines as 
well as light for the town and 
surrounding communities.
The Swarovski Spirit
Employee health, safety, 
and wellbeing are critical to 
Swarovski from the start. In 
1948, a new company-owned 
welfare office provides support 
on social issues. The company 
also donated the grounds for 
a local school, and founded 
many employee social clubs.
Less carbon dioxide
By adopting natural gas to 
replace oil for heating and 
crystal melting, Swarovski 
reduces CO2
 emissions by 30%.
Collaboration in 
renewable energy
In partnership with the Wattens paper 
factory, the company commissions 
the Wattenbach hydropower 
plant to produce an average of 
57 GWh of energy per year.
Setting standards
Swarovski publishes its first 
voluntary sustainability 
report, including transparent 
disclosures in line with 
GRI Standards beyond 
legal requirements.
A more responsible 
supply chain
The Responsible Sourcing 
Initiative launches to 
help suppliers manage 
socio-environmental factors 
in their production plants.
Leading on lead
After dramatically reducing the 
lead content of Swarovski crystals 
to just 0.009% in 2012, the quest 
for continuous improvement drove 
Swarovski to again reduce the lead 
content to no more than 0.004%.
A strengthened 
Sustainability Strategy
The Swarovski Crystal Business 
agrees an increased ambition 
level for sustainability and a 
strengthened strategy is created. 
The first set of bold targets 
are publicly announced.
Towards 
hybrid furnaces
The first hybrid 
(gas/electric) furnace is 
installed, helping to reduce 
reliance on fossil fuels 
in our manufacturing. 
Mitigating 
global warming
The company joins the Science 
Based Targets initiative and 
commits to reducing Scope 1 
and Scope 2 greenhouse gas 
emissions by 47% and Scope 
3 emissions by 28% by 2030. 
1895
1907
1948
1990
1983
2010
2014
2015
2020/21
2021
1970
S
ince 1895, our business 
has been committed to 
the farsighted principles for 
people and the environments 
upon which we rely set out by 
our founder Daniel Swarovski. 
This spirit continues to guide 
how we operate as a business 
and how we strive to do the 
best for people and planet. 
Here are just a few of the many 
sustainability achievements 
from throughout our history.

8
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
4
Finishing
Polishing and color effects provide 
a dazzling finish and elements are 
integrated to create eye-catching 
end products, such as Crystal Mesh.
S
ince 1895, founder Daniel Swarovski’s 
passion for innovation and design 
have been igniting dreams all over the 
world, defining Swarovski as a leading 
jewelry and accessories brand. Our 
exquisite crystals, Swarovski Created 
Diamonds and Swarovski Zirconia, 
as well as our finished jewelry and 
home décor products, are sold in 2,815 
stores in 170 countries worldwide.
Alongside Swarovski Optik (optical 
devices) and Tyrolit (abrasives), the 
Swarovski Crystal Business is part of 
the Swarovski Group. As of December 
2021, our Swarovski Crystal Business 
has been driven by more than 20,000 
colleagues. Their collective desire 
to continue the pioneering work of 
our founder is what keeps us moving 
forward as we constantly evolve our 
innovative portfolio of unrivalled 
creativity, craftsmanship, and quality.
Our six production sites span much 
of the globe, covering Austria, India, 
Vietnam, Serbia, and two sites in 
Thailand at the end of 2021. We also run 
an operations facility in Liechtenstein. 
Thanks to our highly integrated supply 
chain, we have significant oversight 
of our manufacturing processes, 
meaning we can monitor best practice 
and make meaningful sustainability 
decisions throughout our business.
For more than 125 years, our heritage 
has been forged on maintaining a 
responsible relationship with people and 
planet. Today, our sustainability agenda 
is integral to everything we do and 
takes the form of a range of programs 
that look to nurture and respect people 
and conserve and safeguard nature.  
Our 
Business
Melting
These raw materials 
are then combined 
with heat to create 
crystal glass
Raw materials
Quartz, sand, and minerals are 
among the materials needed 
to produce our crystals
1
2
Cutting
Crystal glass material is 
precision-cut into the wide variety 
of products we’re revered for, 
including figurines and our iconic 
range of timeless loose crystals.
3
The Journey of 
Swarovski Crystals
Finished products
Decorations
Customers
Jewelry, watches & accessories
B2B clients
5
GRI: 2-7

9
2021 Sustainability Report
Introduction
Strategy
People
Planet
Philanthropy

10
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
H O W  W E  C O N T R I B U T E 
T O  T H E  S D G S
Greenhouse 
Gas
Emissions
Equality, 
Diversity,
and Inclusion 
Empowerment
and 
Education
Waste and 
Circularity
Rights
and
Respect
Conscious
Materials
People
Planet
Introduction To 
Our Strategy
O
ur sustainability strategy exists 
for people and planet, and we’re 
determined to use our platform to unite 
the power of science and magic for 
the good of both realms. Swarovski 
and the people who work for us, supply 
us, buy from us, and live near us form 
a unique community of imaginations. 
We want to bring those diverse minds 
together to push for progress, changing 
the way we think about our business 
and its relationship with the world.
We understand that with our new 
strengthened commitment we can be 
leaders in circular innovation by sourcing 
more conscious materials and reusing 
what we already have. We appreciate 
that we have a part to play in mitigating 
climate change and aim to do this 
by innovating to reduce our carbon 
emissions. We will nurture the wealth of 
talent within our business to help drive 
our success by ensuring Swarovski is 
a safe, inclusive place to work that 
educates and empowers people to be 
their true selves. And we want to inspire 
customers to make simple choices 
that help us all reimagine our future.
These six focus areas have been 
carefully selected based on robust 
analysis, materiality considerations, and 
life-cycle assessment data. For people 
and planet. Because our business and 
society rely on respecting them both.  
GRI: 2-23, 3-1, 3-2

11
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Our 2021 
Progress Summary
Over the past 12 months, we’ve focused on 
setting in place the essential building blocks 
for long‑term, meaningful, and measurable 
progress. In each section of the report 
we will share in detail how we have taken 
action against our public commitments. 
 Read more on the next page
Pillar
Key achievements
GHG 
emissions
	
— Reduced our Scope 1 and 2 emissions by 12% and Scope 3 emissions by 26% since 2019.
	
— Developed a comprehensive Greenhouse Gas (GHG) inventory across Scopes 1, 2, and 3 
which was validated by SBTi, and commenced the creation of a GHG reduction roadmap 
to determine and plan tangible actions across the business. 
	
— Strengthened our retail architecture and operations protocol (GLEAM) to achieve greater 
energy efficiency for all future store rollouts.
	
— Began investigating and implementing opportunities to switch to renewable 
energy sources.
Conscious 
materials
	
— Completed a product life-cycle assessment that will guide us to where we can most 
effectively reduce our emissions in our material choices.
	
— Started creating guidance to define our sustainable collections for the coming years.
	
— Established a sustainable materials pipeline focusing on options for base metals and 
plating, crystals and stones, hard and soft materials.
	
— By the end of 2021, at least half of our brass came from sources with a recycling content 
of 70% or more.
Waste and 
circularity
	
— Started and evaluated several Infinity Accelerator programs in key material areas.
	
— Mapped and analyzed the waste streams at our site in Wattens, leading to the first 
programs aimed at reducing our waste. We commenced a second waste stream 
mapping exercise at our facility in Vietnam.
	
— Carried out a detailed assessment of our packaging, learning how we can become more 
environmentally friendly, and began switching packaging material to FSC-certified and 
recycled paper materials. 
	
— Recycled more than 100 tonnes of retail construction waste generated by store 
refurbishments, closures, and relocations.
	
— Expanded and formalized our reignited crystals program to use deadstock crystal for our 
own collections and B2B collaborations, thus mitigating waste.

12
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
 Continues from previous page
Pillar
Key achievements
Equality, 
diversity, 
and inclusion
	
— Created and initiated an action plan to further improve our WEPs benchmark score. 
Began investigating more industry benchmark schemes for further diversity, and inclusion 
improvements.
	
— Substantially increased diverse representation in our advertising materials, including 
models from different backgrounds, ethnicities, and genders, reflecting our mission to 
celebrate individuality (see page 23).
	
— Conducted our first social media activity in support of Pride, celebrating and elevating 
the LGBTQ community and featuring transgender model and activist Ariel Nicholson 
discussing self-love and expression.
	
— Held digital transgender awareness sessions with Transgender Network Switzerland and, 
led by Employee Resource Groups, hosted internal panel discussions with senior leaders 
discussing pride in the workplace.
Empowerment 
and education
	
— Created a new strategy to work with the next generation of sustainable thinkers through 
academic institution partnerships. Partnered with London College of Fashion and ekipa 
to inspire emerging leaders to consider sustainable innovation. 
	
— Kicked off our Sustainability Circle aimed at systematically addressing issues across our 
value chain with senior management. The circle also brings awareness and educates our 
leaders on sustainability topics.
	
— Established an internal strategy to increase understanding and engagement on the topic 
of sustainability and empower people to make more sustainable choices. We also ran a 
calendar of internal engagement activities, including a live global stream discussing our 
strategy and focus areas in detail.
Rights and 
respect
	
— Completed an assessment with ELEVATE to evaluate our human rights due diligence 
approach, identifying strengths and weaknesses and formulating clear actions 
for improvement.
	
— Audited four of our manufacturing sites in Serbia, India, Thailand, and Vietnam against 
internationally recognized standards (SMETA or SA8000).
	
— Continued monitoring the working conditions of our third-party supply chain, 
conducting 78 audits across multiple supply chain tiers.

13
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
From sourcing materials to serving our 
customers, responding to sustainability 
challenges is crucial to every aspect of 
our business. The table below represents 
our value chain and summarizes some of 
the most pressing sustainability issues 
that we seek to address at each stage.
Our Value Chain 
& Sustainability
 Read more on the next page

14
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
2
1
3
4
5
 Continues from previous page
Product design & development
Sourcing & manufacturing
Sales & marketing
Logistics & operations
Use & end of use
How we design and develop our products

Product design & development is the 
process of imagining, creating, and iterating 
products that answer our customer’s needs, 
while capturing the design vision of our 
brand and harnessing the capabilities 
of our manufacturing. Due to our nature 
as a vertically integrated business, this 
involves both the crystals and stones as well 
as the finished product. 

How we design and develop our products 
has a considerable impact on their 
sustainability profile. Sustainability 
measures involve designing our products 
for longevity and repairability or using less 
raw materials and switching ingredients 
to more sustainable ones. We are 
incorporating sustainable practices into 
all design and development phases to 
make sure we discover and capture lost 
value at every stage of the value chain.
Supporting activities: Activities that touch topics like Management, Strategy, Finance, Legal, Human Resources have substantial impact on how we operate sustainably. For example, important considerations like how we manage 
external stakeholders, how we monitor and transparently report our progress, how we operate ethically without corruption are foundational elements to how we integrate sustainability across everything we do. 
Where and how we source and 
manufacture our products

Swarovski operates six manufacturing sites 
worldwide, to make our crystal and finished 
jewelry products. Vertical integration allows 
for transparency across much of our 
value chain. 

Without the raw materials, components, 
and goods we source, we can’t offer our 
customers the products they love. We’re 
committed to setting high sustainability 
standards for both internal and external 
manufacturers and suppliers. We define 
measures based on thorough assessments, 
such as life-cycle assessments, waste 
stream mapping, and GHG inventories. 

Through our Responsible Sourcing Initiative 
and Sustainable Manufacturing initiatives, 
we state our expectations and the execution 
of our programs to address sustainable 
materials, working conditions, reduction of 
greenhouse gas emissions, and production 
waste at our own manufacturing sites 
and for our supply chain partners.
How we manage, store, and move 
our products

Logistics and operations concern how our 
inventory moves between its point of origin 
and point of consumption: the crafting 
facilities, warehouses, consolidation, and 
distribution centers. Generally, the aim is to 
manage our inventory in the most efficient 
way possible – to achieve order fulfilment, 
while optimizing cost and timing objectives. 

The biggest hurdles in this area are 
environmental: the trade-off between 
getting products to the market on 
time and in the right quantities, while 
minimizing our GHG emissions. We strive 
to apply methodologies for the handling 
of goods that minimize operational and 
transport waste. We are committed to 
reducing our dependency on air freight 
by switching gradually to more sea or 
land freight, sourcing more locally and 
shipping more directly to the customer.
How we distribute and market our products 
and where and how our customers buy them

This stage covers how we sell, price, 
package, advertise, and deliver our 
products, online and offline. Our store-
focused workstreams ensure we operate 
a sustainable distribution, by looking at the 
materials used in construction, the inclusivity 
of our design, and the energy efficiency of 
every component. As packaging is also key 
in marketing our products, it is vital to choose 
sustainable packaging solutions that can 
be recycled or repurposed. We also work to 
ensure our product and marketing materials 
are transported across the world using 
transportation with less carbon impact, such 
as switching from air cargo to sea and road, 
whilst exploring carbon offsetting too. 

How we communicate our commitment 
to sustainability across all consumer 
touch points is another key element. We 
want to provide fact-based, measurable, 
and transparent information across all 
communication platforms. Equally, we 
consider how we position ourselves as a 
diverse and inclusive brand through our 
marketing and advertising activities.
How we extend life-cycles and how we 
close loops

Here we focus on the end customer and the 
way they use our products. This continues 
to the end of the product’s life – when the 
customer makes the decision to dispose 
of a product. 

At Swarovski, we are not only aiming to 
make more sustainable material choices 
in our products and packaging, but we 
also want to optimize the entire product 
lifecycle and contribute to closing the loop. 
We are investigating designing Swarovski 
products in a circular way that ensures 
a more sustainable end of life – e.g., the 
ability to repurpose or recycle a product. 
We are working to ensure our products have 
longevity but also to safeguard precious 
natural resources. We offer customer repair 
services to prolong the lives of our products.
GRI: 2-6, 2-24, 2-29

15
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Marketing
Finance
GBS
Sales
HR
Legal
It’s our teams’ mission 
to drive and enable the 
organization to make 
conscious choices 
creating long-term value 
for people, planet and 
our business.
Board of Directors SIH 
(Swarovski International Holding)
CEO
Brand 
Sustainability
Operational 
Sustainability
Core Sustainability Teams
Operations
Strategy & 
Innovation
Governance
The Sustainability 
Circle
The Sustainability Circle supports 
Swarovski's transition to a more sustainable 
company across the value chain by 
aligning the core functions of the business 
towards a more sustainable future.
Our new governance structure 
ensures that sustainability is 
an integral part of the way all 
our leaders and teams operate, 
supported by central teams 
working across the business.
GRI: 2-9

16
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report

17
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
F O C U S  O N
People 
T
hat Swarovski spirit has never left us. 
We endeavor to help our workforce 
flourish, providing opportunities for 
personal and professional growth that 
benefit both our business and our society. 
And we aim for every individual – whether 
they’re directly employed by us or 
not – to feel welcomed into our diverse 
family so that they can be whoever they 
are without judgment or prejudice.
E Q U A L I T Y, 
D I V E R S I T Y  & 
I N C L U S I O N
R I G H T S  & 
R E S P E C T 
Since its genesis, our business has 
been known for its ‘Swarovski spirit.’ 
Daniel Swarovski understood that his 
company’s responsibility extended 
beyond the production halls, so he 
made sure it was an active partner 
to the communities in and around 
Wattens, establishing schools and 
social housing alongside leisure 
activities and charitable work.
These principles translate into 
three people-centered areas 
of focus for our strategy:
	
— Equality, diversity, and inclusion.
	
— Empowerment and education.
	
— Rights and respect.
Read on to discover the progress 
we’re making in these areas.  
E M P O W E R M E N T 
&  E D U C AT I O N

18
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
O
ur equality, diversity, and 
inclusion (EDI) commitments:
1.	
We commit to building a diverse 
leadership population that includes 
underrepresented groups. As a first 
step we aim to have 45% of our top 
and senior management positions 
filled with female leaders.
2.	 We commit to reducing bias in our 
recruitment by exploring innovative 
recruitment practices, including 
AI technology using neuroscience 
and gamification.
3.	 We’ll substantially increase the 
diversity of our marketing materials 
to include individuals from 
underrepresented groups.
4.	 We’ll celebrate the LGBTQ community, 
providing education and awareness 
opportunities including workshops on 
gender and trans awareness.
We want the Swarovski name to 
be synonymous with equality and 
inclusivity and our workplaces to 
be spaces where colleagues don’t 
hesitate to express their full selves 
every day. We’re fervent champions of 
individuality because, by embracing 
the combined wonder of so many 
diverse imaginations, we can power our 
business to look beyond the possible.
In an inclusive workplace, people 
feel involved, respected, valued, 
connected, and heard. Keeping this in 
mind for every project and program we 
initiate ensures that we always seek to 
address the most impactful issues. 
The following pages highlight 
some of our achievements in 
this focus area during 2021.  
EQUALITY, DIVERSITY, 
& INCLUSION
We want to be recognized as a brand 
built on a foundation of equality and 
inclusivity. We aim to champion diversity 
and celebrate people’s individuality.
SDGs
people participated in our 
Transgender Awareness Sessions 
during Pride month in 2021
86
E Q U A L I T Y,  D I V E R S I T Y 
&  I N C L U S I O N  H I G H L I G H T S
Equality, Diversity & Inclusion
Top Management Gender Ratio by Employee Category 
20%
40%
60%
80%
100%
0
2021
2020
Female
Male
29%
71%
30%
70%
2019
23%
77%

19
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Equality, Diversity & Inclusion
We want to bring out the best in our 
employees. All of us deserve to be 
comfortable with being ourselves and 
encouraged to voice our own opinions.
Fostering an inclusive 
workplace culture 
ERG PROGRESS 
Our ERGs are voluntary, employee-
led groups that help make Swarovski 
a diverse and inclusive place to 
work. They create a forum for 
colleagues with common interests 
to support each other, encourage 
inclusive recruitment and retention, 
provide networking and mentoring 
opportunities, and act as a valuable 
resource for Swarovski leadership 
to connect with and learn from.
Our newly created Swarovski North 
America EDI Council, which promotes 
personal expression, ran many events 
in 2021 to raise awareness of the 
LGBTQ community. In 2022, the group 
plans to widen their scope to include 
events that celebrate racial diversity.
Our global Pride ERG organizes a 
year-long calendar of webinars and 
events that highlight Pride, including 
producing rainbow Crystal Transfers. 
Next year, the members intend to 
take a more intersectional approach 
to Pride and raise awareness 
of the concept of allyship.
The global eMpoWer Together ERG 
brings all genders together to support 
women to achieve their ambitions and 
create an equal workplace. In 2021, 
the group’s events raised awareness 
of topics such as mental health, 
negotiation skills, and leadership.
#mixingITup – Women in IT is an 
alliance of women and men working 
in roles across Corporate IT. Its 
work aligns with our wider strategy 
to facilitate gender diversity and 
equality that accelerates the growth 
of our business. During 2021, among 
other initiatives, #mixingITup raised 
awareness of development opportunities 
for women, called for smarter job 
postings that are attractive to all 
genders and promoted online training 
for gender-related unconscious bias. 
65+
employees worldwide are members of one 
of our six Employee Resource Groups
 Read more on the next page

20
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
These modules help employees break 
the cycle of unconscious bias and 
micro-inequalities within the workplace, 
teaching them how to celebrate 
differences and harness the combined 
power of so many diverse perspectives. 
In total, 2,511 colleagues completed the 
unconscious bias training in 2021 and 143 
and 131 completed the micro-inequalities 
and allyship learning respectively. 
We plan to continue promoting these 
modules throughout 2022, particularly 
encouraging participation during relevant 
awareness-raising campaigns, such as 
Pride and International Women’s Day.
EDI BENCHMARK 
ASSESSMENTS 
One of our main aims for 2021 was to 
identify additional self-assessment 
benchmarking tools for EDI that 
enable us to measure our progress 
and ensure we stay on track to meet 
our commitments. Benchmarking 
keeps our business up to date with 
best practice and allows us to create 
targeted workstreams that enhance 
diversity and inclusion throughout 
our value chain. We conducted two 
additional benchmarks in 2021.
EDI-FOCUSED 
E-LEARNING 
Part of the process of empowering 
our people involves giving everyone 
access to the best information. 
In 2021, we operated three new 
e-learning modules that raise 
awareness of different EDI issues:
	
— Equality, diversity, inclusion, 
and unconscious bias
	
— Spotting micro-inequalities
	
— Allyship at work
WEPS GENDER 
GAP ANALYSIS
We signed the Women’s Empowerment 
Principles (WEPs) back in 2014 and 
have aligned our activities with 
the seven principles ever since.
In 2021, we conducted a WEPs 
assessment update. The WEPs 
Gender Gap Analysis tool highlights 
areas where we’re performing well on 
gender issues and areas where we can 
most clearly improve our performance. 
We learned that, in the two years since 
our last assessment, we’ve continued to 
make positive progress. The results 
demonstrate that our business 
understands the importance of gender 
equality and that this recognition 
is reflected in the practices and 
policies we create and follow.
There is more we can do, however, and 
this latest assessment allowed us to 
define some concrete recommendations 
that will improve EDI in our business, 
including establishing activities such 
as training on bias-free recruitment, 
a program for which has already 
been developed to launch in 2022.
WORKPLACE PRIDE
As part of our Workplace Pride 
membership, we’re able to participate in 
a benchmarking tool designed to help 
businesses understand how to effect 
change and see which policies and 
practices are not yet integrated into 
company diversity and inclusion efforts.
According to the 2021 self-assessment 
benchmarking exercise we completed, 
our business has already identified 
and started to act upon a variety 
of areas for change, including 
employee networking and support and 
benefits. The results demonstrated 
that we’re performing well across 
Swarovski in fields such as policy and 
communication, workplace awareness, 
and societal impact. In 2022, we have 
been invited to join the annual cycle 
for all Workplace Pride members.
Based on the results of these 
benchmark assessments, we’ve 
identified action plans to improve 
our performance. Additionally, 
we plan to establish another 
EDI benchmarking tool that 
will help us assess our progress 
on disability inclusion. 
 Continues from previous page
 Read more on the next page

21
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GENDER PAY 
EQUITY ANALYSIS
In 2021, we implemented a Pay Equity 
Analysis tool that determines the pay 
equity gap between men and women 
with similar personal and professional 
characteristics. The tool is based 
on one implemented by the Swiss 
Confederation that has been fully tested 
by independent experts. It has also 
garnered several awards, including the 
UN Public Service Award, and received 
the EPIC Good Practice Label from the 
Equal Pay International Coalition.
So far, we’ve tested the tool in 
Switzerland and the United Kingdom. 
The tool provided us with positive insight 
on pay gaps and pay equity across 
different personal and professional 
characteristics, such as age, service 
length, and professional level. It 
also helped us to clearly identify the 
employee segments on which we 
need to focus our pay equity activity. 
During 2022, we plan to further 
dissect the data and roll out the 
tool to more business units. 
In addition, we currently 
publish Gender Pay Gap 
Reports in all legally required 
countries, including the UK, 
France and Switzerland. 
We’re pleased to confirm that 
no statistically relevant gap 
between the compensation for 
our female and male employees 
in equivalent roles could be 
detected in our headquarters 
in Switzerland, which is a result 
of our sincere commitment over 
many years to accelerating pay 
equity for equal work experience, skills 
and contributions in all our markets. 
 Continues from previous page

22
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Diversity in our marketing materials
 In 2021, we committed to substantially increase the 
number of individuals from underrepresented groups 
in all our marketing and communication campaigns. 
We believe that diversity must be normalized 
and embraced, everywhere in the world.

23
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Equality, Diversity & Inclusion
Women make up 77% of our
workforce, so we believe our 
business is well-placed to 
champion gender equality.
Championing 
women 
INTERNATIONAL 
WOMEN’S DAY 
Our annual initiative, The Future Is 
Equal, once again ran in support of 
International Women’s Day in 2021. The 
campaign, which operated throughout 
the month of March, aimed to engage our 
employees around the world while also 
encouraging social and digital advocacy 
for gender equality. In total, 18 different 
sites took part in the activities, with 
more than 850 employees participating 
in our he4she e-learning offering and 
more than 430 employees getting 
involved in the official International 
Women’s Day photo challenge.
#IAMREMARKABLE
This Google-led initiative was created 
to increase empowerment for women 
and underrepresented groups by 
celebrating their achievements in 
the workplace and beyond. Taking 
the form of a 90-minute workshop, 
participants learn the value of self-
promotion in their personal and 
professional lives and are equipped with 
tools to develop this skill. In 2021, we 
organized 18 virtual #IamRemarkable 
training sessions for colleagues 
working in a variety of locations. 
10
facilitators from Swarovski
37
workshops in total
268
participants
4.8
(out of 5) average 
satisfaction rate
853
employees participated 
in the he4she e-learning
437
employees participated 
in the photo campaign
18
locations

24
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Equality, Diversity & Inclusion
At Swarovski, we want to bring 
out the best in our employees
and ensure that everyone is safe 
and supported at work each day.
Supporting LGBTQ 
communities 
UN STANDARDS 
OF CONDUCT 
Working in collaboration with the 
Institute for Human Rights and 
Business, the United Nations Human 
Rights Office has developed five UN 
Standards of Conduct for Business 
on Tackling Discrimination against 
LGBTI People. In June 2021, we signed 
up to the Standards. The guidelines 
build on the UN Guiding Principles on 
Business and Human Rights and reflect 
the input of hundreds of companies 
across a broad range of sectors. 
The Standards have been designed 
to highlight the many opportunities 
companies have to contribute 
to positive social change in the 
communities where they do business.
GENDER PRONOUNS
Everyone has the right to use gender 
pronouns that match their personal 
identity. Misgendering someone or 
mistakenly assuming their gender and 
pronouns is a form of discrimination that 
can be highly damaging to a person, 
marginalizing them and counteracting 
the power of inclusivity to create an 
innovative and successful workplace.
As part of our commitment to fostering 
a culture of inclusivity, we’ve tried 
to normalize the concept of diverse 
and personal gender identities 
in the workplace by starting with 
small gestures, such as inviting 
employees to include pronouns in 
their email signatures and in our 
internal HR system. We also make 
it possible for colleagues to choose 
from a broader selection of official 
gender identities so that they can 
feel better represented by the 
systems and people they work with. 
 Read more on the next page

25
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
PRIDE 
MONTH EVENTS
In our previous sustainability report, 
we shared our pledge to celebrate 
and elevate the LGBTQ community 
throughout the year, both inside 
and outside our business. And, in 
2021, our teams around the world 
delivered, showcasing a host 
of local and global events:
	
— Our local teams created crystal 
rainbow transfer appliques that 
added a positive and sparkling 
statement to wardrobes everywhere.
	
— At the Swarovski B2B showroom 
in Paris, employees were invited 
to attend throughout the day 
to get their rainbow transfers 
hot fixed while they waited.
	
— Globally, we offered transgender 
awareness training in partnership with 
Transgender Network Switzerland. 
The sessions combined facts and 
personal stories about topics such 
as coming out in the workplace 
and how to combat discrimination. 
In total, 86 colleagues attended 
from 19 separate locations.
	
— The welfare policy in our Bangplee 
facility was amended so that, 
from June 30th 2021, the marriage 
leave benefit of three additional 
days’ paid leave is also available 
to LGBTQ colleagues.
	
— Our Pride ERG held a series of 
talks about equality, diversity, 
and inclusivity, including 
our Pride panel discussion in 
October – with an inspirational 
group of speakers sharing their 
insights and personal stories.
	
— On our social media channels, 
we celebrated through a consumer-
facing campaign with transgender 
model and activist, Ariel Nicholson, 
who discussed self-love and 
being able to express herself. 
86
participants from 19 locations 
took part in the live sessions 
on transgender awareness in 
partnership with Transgender 
Network Switzerland
 Continues from previous page

26
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Empowerment & Education
EMPOWERMENT 
& EDUCATION
We believe that through education we can inspire 
individuals to make more conscious decisions 
and make their boldest dreams come true.
SDGs
participants enrolled in lateral 
leadership development 
hours spent organizing, mentoring, and coaching 
sustainability-focused student projects
103
150+
E M P O W E R M E N T  &  E D U C AT I O N
H I G H L I G H T S
training hours delivered to our apprentices
14,044
O
ur empowerment and 
education commitments:
1.	
We’ll raise awareness and educate 
and foster behavior change among 
our workforce about sustainability 
and equality issues.
2.	 We’ll continue to support global 
academic institutions annually by 
sharing expert industry knowledge 
about sustainability and donating 
reignited crystals.
When we educate and empower 
people, our world becomes a better 
place. That principle has guided us 
at Swarovski for more than 125 years. 
We know that by exploring the furthest 
reaches of wonder, our imaginations are 
capable of creating magic that solves 
problems and moves us all forward.
That’s why we want to give everyone in 
our communities the chance to learn 
both internally and externally, the 
chance to activate positive change, 
and the chance to reinvent the way 
we conceive of people and planet. 
We’re proud to offer our colleagues 
across the globe a wide range of 
development opportunities and are 
constantly seeking new avenues to 
help people achieve their ambitions.
The following pages highlight 
some of our achievements in 
this focus area during 2021.

27
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We provide all sorts of different
development opportunities 
in a variety of subjects
and formats, helping colleagues
around the globe steer their careers
or simply explore a topic of interest.
Supporting learning 
and development 
Empowerment & Education
LEADERSHIP 
DEVELOPMENT 
Our comprehensive leadership 
development portfolio consists of 
two signature programs: Leadership 
Essentials and Lateral Leadership.
Our Leadership Essentials program 
is aimed at first-time and soon-to-be 
managers who lead either people or 
projects. The six-month online pathway 
aims to drive business performance and 
employee engagement by equipping 
new leaders with the mindset, skills, and 
behaviors to lead their teams effectively. 
In 2021, 30 individuals took part.
Lateral Leadership targets senior 
specialists, experts or managers who 
need to influence out of their main 
area of expertize. It can also be valuable 
to those leading initiatives or networks 
but who don’t have formal authority 
over team members. A three-month, 
hands-on program delivered remotely, 
Lateral Leadership helps participants 
learn how to successfully lead 
collaborative initiatives by mastering 
the art of influencing others efficiently. 
Throughout 2021, 103 participants 
were enrolled in the program. 
LIFE SKILLS 
PROGRAM 
At Swarovski, we know how life skills 
help people deal effectively with the 
demands of everyday life, both in 
work and at home. We offer many 
learning opportunities to help our 
colleagues develop meaningful life 
skills across a variety of topics, such 
as business writing, building emotional 
resilience, navigating conflicts, and 
surfing the waves of change.
In 2021, 129 employees took part in 
one of our life skills courses. 
‘The Lateral 
Leadership 
course 
helped me to 
improve my 
accountability.’
‘It really 
changed the 
way I approach 
my colleagues; 
I have a 
different 
mindset now.’ 
Testimonials generated from 
participants from anonymized 
post completion feedback.
GRI: 404-2

28
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’re dedicated to running and 
supporting global academic programs 
that champion sustainable innovation.
Leading with 
academic partnerships 
INNOVATE2030 – 
DIGITAL NATIVES 
FOR A SUSTAINABLE 
FUTURE 
This pan-European innovation 
competition is organized by Open 
Innovation Incubator ekipa and 
encourages students, professionals, and 
start-ups to collaborate with established 
organizations to build ideas that foster 
sustainable and digital innovation.
With the aim of creating a more 
sustainable jewelry industry, and 
with a particular focus on UN SDG 
12 (Responsible consumption and 
production), we led one of the project’s 
eight use cases, inviting the digital 
generation to share their ideas for 
incentivizing circular behaviors and 
re-purposing pre-loved jewelry.
The challenge was supported by 
Germany’s Federal Minister for Economic 
Affairs and Energy, Peter Altmaier, and 
the President of the Federal Environment 
Agency, Dirk Messner, as well as the 
non-profit program, Impact Week, 
and IT systems house, Bechtle AG.
The challenge concluded with an event 
where finalists pitched their solutions 
to senior figures from business, science, 
and politics and took questions from 
a large audience. The winner of the 
contest was Team Xtend, a Swarovski 
mentored group, who pitched a single 
mobile app that promotes circularity 
by encouraging customers to take part 
in a jewelry take-back scheme while 
also acquiring replacement products. 
Team Xtend conducted a great deal of 
research for their offering, meaning that 
their innovative suggestion was grounded 
in robust modeling and making them 
worthy winners of the €2,500 prize.
After the success of the Innovate2030 
project, we ran an additional project 
with Milano Fashion Institute to elicit 
more ideas promoting circularity 
from talented digital natives.
Empowerment & Education
12
students
8
countries (France, 
Australia, Philippines, 
Germany, Cyprus, 
Nigeria, Ghana, Poland)
‘The coaches who 
believed that we can 
push the boundaries of 
possibility surely made 
the overwhelming project 
feel incredibly light.’
Dorcas Crooc, 
Team Xtend, Philippines

29
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
LCF SWAROVSKI 
INNOVATOR AWARD
The Swarovski Innovator Award is an 
annual competition for final year BA 
Fashion Jewellery students at UAL London 
College of Fashion. Running since 2017, 
the 2021 edition asked students to write 
a manifesto about their values as jewelry 
designers, reflecting on pressing subjects 
such as the climate emergency, inclusivity 
and diversity, and social responsibility. 
The response needed to be a meaningful 
concept to develop a piece of jewelry.
After a competitive selection process, 
five finalists were selected: Oliver Banks, 
Selene Zhang, Polina Voynova, Albane 
de Maudit, and Kiki Tianqi Li, with Banks 
ultimately declared the overall winner. 
‘The Swarovski Innovator Award has gone 
from strength to strength over the years. 
We are hugely grateful to Swarovski who 
provide support and insights into their 
sustainable practices and knowledge. 
The Award is the highlight of our final 
year for BA Fashion Jewellery students, 
who have brought true innovation to the 
ways upcycled stock can be incorporated 
into new fashion-jewelry thinking.’
Jessica Saunders, Programme Director 
for the Fashion Design Programme

30
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
The mentorship initiative aims to better 
prepare refugee women – who have 
traditionally experienced much lower 
levels of employment compared to refugee 
men, especially in the first few years after 
arrival – and native-born women (see the 
Report by Tent) to enter the workforce 
or advance in their careers by providing 
them with professional mentorship.
Our partnership 
with Tent 
SUPPORTING 
FEMALE REFUGEES
Tent is a non-profit organization 
launched in 2016 to mobilize the global 
business community to include refugees. 
Today, it is a network of over 200 major 
companies committed to integrating 
refugees in their host communities. 
In November 2021, we became a 
member of the program and committed 
to mentoring 50 refugee women over 
three years, beginning in Switzerland in 
early 2022. The goal of the mentorship 
program is to upskill the women and 
give them the best possible chance 
of finding employment. The program 
focuses on career development and 
professional advancement and equips 
refugee women with practical skills 
and knowledge for the job market, 
including improving their CVs and 
social media profiles, explaining the 
recruitment processes of their host 
country, and addressing potential 
cultural differences in the workplace, 
as well as offering further insights 
into the labor market in general. 
Empowerment & Education

31
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Rights & respect 
RIGHTS & 
RESPECT 
O
ur rights and respect 
commitments:
1.	
We’ll respect the rights of our people 
through the value chain and strive 
to ensure safe and healthy working 
environments for all. 
2.	 We’ll provide working environments 
and sound employment conditions 
in accordance with the expectations 
of the International Labour 
Organisation Core Conventions, 
Sedex Members Ethical Trade Audit, 
and the UN Guiding Principles. 
3.	 Through our Responsible Sourcing 
Initiative, we monitor human rights for 
tier one to tier three suppliers.
With more than 20,000 directly employed 
Swarovski staff and many more working 
We aim to provide all workers with healthy, 
safe working environments and sound 
employment conditions - whether you are directly 
employed by Swarovski, or indirectly employed 
through our third party supply chain. 
SDGs
With our Responsible Sourcing 
Initiative we monitor human rights from 
tier 1 all the way up to tier 3 suppliers
people reached in our external 
supply chain through our 
Responsible Sourcing Initiative 
17,000+
R I G H T S  A N D  R E S P E C T 
H I G H L I G H T S
to support our business through our 
supply chain, we’re well aware of the 
importance of people to our continued 
success. For everything they give to us, 
we’re determined to uphold the rights 
of each individual who contributes to 
our business. That’s why we ensure all 
workers can enjoy safe, healthy working 
environments and fair employment 
conditions, and why we conduct regular 
audits of our suppliers and their sub-
suppliers to ensure these standards 
are maintained, even in workplaces 
that are not Swarovski owned. 
The following pages highlight 
some of our achievements in 
this focus area during 2021.  
GRI: 408-1, 409-1

32
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
HUMAN RIGHTS 
ASSESSMENT
We partnered with ELEVATE, a leading 
sustainability consultancy, to assess 
our human rights performance in 2021. 
Using the results of this exercise, we 
were able to benchmark our approach 
against industry peers and a suite of 
international and regional standards 
and laws, including the UN Guiding 
Principles on Business & Human Rights, 
the OECD Due Diligence Guidance 
for Responsible Supply Chains of 
Minerals from Conflict Affected and 
High Risk Areas (OECD Guidance), 
the Responsible Jewellery Council, 
the UK Modern Slavery Act or the EU 
Corporate Due Diligence, and Corporate 
Accountability Directive (Draft).
In 2022, our priority is to assess the 
results of our benchmarking exercise 
and create a human rights and due 
diligence working group. The group 
will involve key figures from throughout 
our value chain as we continue to 
push for improvement in our business’ 
approach to human rights.
The goal of this work is to ensure we 
have robust mechanisms in place 
to systematically address adverse 
human rights impacts along our value 
chain. As such, we’re also developing 
a human rights and due diligence 
framework that can be used as an 
ongoing risk management system 
and which will serve as a foundation 
for our future annual reporting. 
It’s vital that all those 
working to create Swarovski 
products – whether directly 
employed by us or as part 
of our supply chain – can 
be confident that their 
human rights are protected.
Safeguarding 
human rights 
Rights & respect 
GRI: 403-5, 408-1, 409-1

33
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
RESPONSIBLE 
SOURCING 
INITIATIVE (RSI)
Through a systematic, risk-based 
approach to assessing performance 
against our supplier Code of Conduct, 
the RSI helps us work collaboratively 
to drive continuous improvement.
One strand of our comprehensive 
RSI is the Social Program Audit, the 
scope of which covers three broad 
topics: Labor Rights, Health and 
Safety, and Working Conditions. Each of 
these topics incorporates a number of 
clearly defined focus areas. For example, 
Labor Rights takes in child and forced 
labor as well as discrimination and 
freedom of association. Health and 
Safety assesses everything from fire, 
chemical, and machinery safety to 
protective equipment and bathroom 
hygiene, while Working Conditions 
evaluates wages and benefits, working 
hours, and disciplinary measures. 
We rely on internationally recognized 
third-party initiatives and accept the 
following standards: Sedex Members 
Ethical Trade Audit (SMETA), Social 
Accountability 8000 (SA8000), 
Disney International Labor Standards 
(Disney ILS), Amfori Business Social 
Compliance Initiative (Amfori BSCI), 
and Responsible Business Alliance 
(RBA). In-scope suppliers are required to 
conduct the responsible sourcing audit 
of at least one of these standards. 
Our RSI social program targets 95% 
of our relevant direct sourcing spend 
for all product categories and covers 
currently from tier 1 up to selected tier 
3 suppliers. To gain more visibility of 
our supply chain and widen the scope 
across supply chain tiers we started our 
supply chain transparency project.
SUPPLY CHAIN 
TRANSPARENCY 
PROJECT
From 2022, we’ll expand our efforts to 
promote supply-chain transparency 
as we aim to gain more consistent 
visibility of our upstream supply chain. 
By identifying the indirect suppliers of 
tier two components and tier three raw 
materials, we can review their records 
on human rights and environmental 
sustainability. Ultimately, we plan to 
assess their sustainability performance 
further in order to manage our supply-
chain risk more holistically. 
Sourcing from 
responsible 
supply chains 
Rights & respect 
Audits by product categories
Jewelry finished goods (Tier 1)
7
Jewelry components (Tier 2)
5
Watches (Tier 1 or 2)
5
Acessories (Tier 1)
2
Home (Tier 1)
4
Writing instruments (Tier 1)
2
Stones (Tier 2 or 3)
6
Production materials (Tier 3)
2
Packaging & 
communication materials
36
Retail architecture
9
Our Responsible Sourcing 
Initiative allows us to ensure 
that our suppliers are 
operating sound employment 
practices and safe, healthy 
working environments.
GRI: 2-23, 403-8, 408-1, 409-1, 414-2

34
Introduction
Our Strategy
People
Planet
Philanthropy
2021 Sustainability Report
	
	
	
In detail
India
2
Thailand
6
Vietnam
4
China
66
Supplier audits: 
social
From 78 audits conducted in 2021, 
we identified 368 non-conformance 
issues, of which only one was a critical 
breach. Most non-conformances were 
in the areas of workers’ health and 
safety (e.g. chemical or machinery 
safety related issues ) and working 
hours (e.g. excessive overtime). 
One critical non-conformance was 
identified in a new facility of an 
existing supplier where the fire alarm 
was missing in the workers’ dormitory 
building. The absence of fire alarms in 
buildings are serious risks to workers’ 
lives and are therefore classified as 
critical breach, which we consider as 
a zero tolerance issue. In response to 
this finding, we immediately set up a 
meeting with the respective supplier 
and the issue was resolved swiftly.
Our approach to violations, including 
critical breaches, is to work together with 
the suppliers and guide them on the best 
way to rectify the non-conformance and 
further drive continuous improvement. 
Audit
78
audits
75
key manufacturers 
audited
4
countries
TOP 5 issues
1. Health & Safety 
2. Working Hours 
3. Wages & Benefits
4. Management System 
5. Environment 
GRI: 408-1, 409-1, 414-2

35
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We work to have our production facilities 
regularly certified or audited against a 
set of internationally recognized social 
standards including SA8000, Sedex 
SMETA, and ISO45001. The SA8000 
Standard is based on globally respected 
standards of decent work, including the 
Universal Declaration of Human Rights, 
ILO conventions, and national laws. 
SA8000 applies a management systems 
approach to social performance and 
emphasizes continual improvement 
whereas Sedex is one of the world’s 
leading ethical trade service providers, 
working to improve working conditions in 
global supply chains. We’re committed to 
improving our employee safety, reducing 
workplace risks, and creating better, 
safer working conditions via ISO 45001. 
ACCIDENT FREE 
Occupational health and safety is 
an important topic across the value 
chain for us at Swarovski: our rights 
and respect focus area commits us to 
creating a safe and healthy workplace 
for all our employees. Our safety culture 
employs ISO 45001 Occupational 
Health and Safety Management 
systems to propel us towards our 
continual goal of remaining accident 
free. Any work-related incidents are 
investigated thoroughly and tracked. 
As of the end of this reporting period, 
our workplaces have been accident 
free for three years; but we’re not being 
complacent. In 2021, we developed 
a set of KPIs to define a standardized, 
global approach to tracking our 
accident-safety performance. While 
the various manufacturing processes 
and local environmental health and 
safety cultures we work with make it 
complicated to implement a global 
target for all sites, we’ll continue to 
pursue this initiative as a vital part of 
our commitment to safe workplaces.  
Social manufacturing 
standards
Rights & respect 
People
SA8000/SMETA
  
2022
  
2022
ISO 45001
  
2022/3 
Global Cert.
During 2021, we 
conducted a number 
of audits to ensure 
our Swarovski-owned 
production facilities 
are aligned to the 
highest social standards. 
We re-audited or 
re-certified most of our 
manufacturing sites.
In a few cases, we 
postponed the 
audits to 2022 for 
planning purposes.
SITE
Subotica,
Serbia
Wattens,
Austria
Pune,
India
Bangplee,
Thailand
Ayutthaya,
Thailand
Bien Hoa,
Vietnam
We seek certification against the 
most important social standards 
to clearly demonstrate the 
sustainability and compliance of 
our Swarovski-owned facilities. 
GRI: 2-23, 403-1, 403-2, 403-3, 403-4, 403-5, 403-8, 403-9, 408-1, 409-1

36
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
The wellbeing of our employees, their families, 
and our customers remains our priority in these 
challenging times. The Swarovski Covid-19 
guidelines stayed in place globally during 2021, 
even where local requirements were less stringent.
Our response 
to Covid-19
Our ISO 22301:2019-certified Business 
Continuity Management (BCM) 
system operated across the globe. 
All local initiatives were coordinated 
via this system, with peer learning 
groups established to help local teams 
learn from others facing infection 
waves. The global BCM Board held 
meetings at least fortnightly.
In 2021, we promoted vaccination 
campaigns and offered paid working 
time for employees to get vaccinated. 
Vaccination drives were organized in 
Austria, Thailand, India, and Vietnam. 
All sites supplied colleagues with 
the necessary protective equipment 
and all production sites paid at least 
legally required rates for furloughed, 
quarantined or infected staff. 
COMMUNITY SUPPORT 
IN THAILAND 
In response to a local Covid-19 
outbreak, in 2021, our production 
facility in Ayutthaya organized the 
sanitization misting of nine key locations, 
including Pha ka temple, Kho Keaw 
temple, Ayutthaya witthayalai 
school, Phranakhon Si Ayutthaya 
Rights & respect 
Rajabhat University, and the 
Provincial Labour Office.
Our site in Ayutthaya also identified that 
the two temples, Pha ka and Kho Keaw, 
needed fire safety equipment and
procedures put in place. In May 2021, 
the factory donated 20 sets of fire 
extinguishers to Pha ka temple and, 
in November, a further 30 sets to Kho 
Keaw temple. Both donations also 
included new signage, fire instructions, 
and installation of all equipment, 
dramatically improving the safety of two 
of the community’s places of worship.
VACCINES IN INDIA
During the Covid-19 pandemic, it has 
been difficult for everyone to secure the 
timely supply and administering of vital 
vaccines, particularly outside the Global 
North. In India, 2021 was a devastating 
year with limited vaccine availability 
placing the health system under great 
stress and leading to many lives being 
lost. During June, our colleagues in Pune 
organized a voluntary vaccination drive 
providing the opportunity to become 
double vaccinated for all those willing. 
This resulted in more than 500 workers 
being double jabbed in 12 weeks. 
GRI: 403-6, 403-10, 413-1

37
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report

38
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
F O C U S  O N
Planet 
Across industrialized nations, businesses 
like ours have a responsibility to reinvent 
the way they operate. If we act quickly 
and boldly, we can still mitigate the worst 
of the expected impacts. That’s why we’re 
working hard to reduce our waste and 
our emissions and continually seeking 
to implement measures that meaningfully 
cut our environmental footprint.
G R E E N H O U S E 
G A S 
E M I S S I O N S
C O N S C I O U S 
M AT E R I A L S
Thanks to the pioneering principles 
of our founder, Daniel Swarovski, the 
success of our business has always 
been predicated on acting responsibly. 
Today, while those principles 
remain at our core, we realize that 
we must go much further to reverse 
the damage being caused by the 
human-made climate emergency.
This ambition has led us to identify 
three planet-centered areas 
of focus for our strategy:
	
— Greenhouse gas emissions.
	
— Waste and circularity.
	
— Conscious materials.
Read on to discover the progress 
we’re making in these areas.  
W A S T E  & 
C I R C U L A R I T Y

39
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’re using life-cycle assessments (LCAs) – 
science-based tools for quantifying 
the environmental impact of a product 
throughout its entire life – to set our 
compass for future improvements.
Assessing our 
environmental footprint
In 2021, we worked with leading 
environmental sustainability consultancy 
Quantis to extend our LCA work. 
We wanted to understand the full 
impact of five of our key commercial 
products throughout their life-cycle: 
watches, rings, necklaces, bracelets, 
and forward-integrated elements 
(for example, Crystal Mesh).
We analyzed the findings to locate the 
most material impacts of these products 
across our value chain. We found 
that raw materials, fossil fuel use, and 
transportation had the biggest impacts, 
along with retail stores for our offline sales.
The LCA report confirmed our initial 
prioritization, concluding that we should 
consider three main areas in our strategy 
to mitigate these impacts. Firstly, we can 
minimize our effect on climate change 
by pursuing CO2 reduction measures. 
Also, we can help combat resource 
depletion by switching from virgin 
materials to recycled resources and by 
implementing more efficient production 
systems. Finally, we can further lessen 
any risks of human toxicity by closing 
material loops so that we extract less raw 
materials and reduce fossil fuel usage in 
every step of these products’ life-cycles.
TESTING 
ALTERNATIVE 
MATERIALS 
WITH THE LCA
When considering the materials that go 
into our products, understanding where 
our impact lies is crucial for considering 
more responsible alternatives. So, in 
2021, we used our LCA to also analyze 
the impact created when switching 
materials in some of our key products. 
One of our main tests was the impact 
of switching a bracelet component 
from a brass alloy to a recycled brass 
alternative. We discovered that by 
using recycled brass, while we would 
only decrease our direct impact on 
resource depletion by 12%, we would 
also precipitate a 73% reduction in 
our indirect impact. This is because of 
the savings that the recycled-material 
supplier generates by collecting, 
sorting, melting, and refining the 
brass waste. Therefore, we learned 
that we could create the biggest 
impact by encouraging systemic 
change that generates demand for 
recycled materials and improves the 
loop systems in metal recycling to 
make the industry more circular.  
GRI: 303-1

40
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Both the ISO 14001 and 50001 
certifications we comply with allow us to 
systematically address key environmental 
topics within our production facilities. 
ISO 14001 sets out criteria for an 
environmental management system 
and ISO 50001 addresses the specific use 
of energy management in our facilities. 
Legally, we are only required to implement 
ISO 50001 in our facility in Wattens, so 
Environmental 
manufacturing standards 
Planet
ISO 14001
ISO 50001
SITE
Subotica,
Serbia
Wattens,
Austria
Pune,
India
Bangplee,
Thailand
Ayutthaya,
Thailand
Bien Hoa,
Vietnam
We seek certification against the 
most important environmental 
standards to clearly demonstrate 
the sustainability and compliance 
of our Swarovski-owned facilities.
We re-certified most of 
our relevant production 
sites in 2021. Only the 
ISO 50001 certification in 
Vietnam was postponed 
and will take place once 
we plan our global ISO 
matrix certification. 
have gone above requirements in having 
the certification in all but one of our 
facilities. This certification has allowed 
us to establish comprehensive sets of 
data on our energy usage. This has been 
an instrumental exercise in helping us 
accurately define our GHG reduction 
roadmaps, while ensuring they’re in 
line with our SBTi commitments.  
2023 Global Cert.
GRI: 2-23, 303-1

41
Introduction
Our Strategy
People
Planet
Philanthropy
2021 Sustainability Report
	
	
	
In detail
China
11
Sri Lanka
1
Supplier audits: 
environmental
13
audits
4
countries
25
self-assessments
3
key issues
1. Energy use
2. Water use
3. Solid waste management
Thailand
1
Vietnam
1
In our sustainability report last year, 
we announced our intention to expand 
the scope of our Responsible Sourcing 
Initiative (RSI) to additionally cover 
environmental topics. Using a similar 
self-assessment to our RSI social 
program, we aim to evaluate the 
environmental performance of our 
external supply chain and enable the 
continuous improvement of our industry.
Since our previous report, we’ve learned 
from our pilot projects and formalized 
our RSI environmental program. We’ve 
already been able to analyze some 
key, recurring issues and started to 
empower our suppliers to implement 
changes that benefit our planet.
In 2021, we gathered data from 
suppliers in China, Vietnam, 
Thailand, and Sri Lanka, collecting 
25 self‑assessment reports and 
conducting 13 environmental audits. 
To date, the main areas for improvement 
center on the three themes of energy use, 
water use, and solid waste management. 
We’ll continue to roll out our 
environmental RSI over the coming year 
and support organizations in our supply 
chain to make permanent enhancements 
to their working practices.   
19
2
3
Audit
Self-assessment questionnaire
GRI: 308-1, 308-2

42
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
O
ur greenhouse gas 
emissions commitment:
1.	
Following science-based targets, 
we’ll reduce absolute Scope 1 and 
Scope 2 emissions by 47% and Scope 
3 emissions by 28% by 2030, from 
a 2019 baseline.
Based on the latest report by the 
Intergovernmental Panel on Climate 
Change, our world is on course for 
an average global temperature rise 
of 3.2˚C – more than double the 1.5˚C 
increase widely believed to be the 
maximum we can allow if we’re to avoid 
the worst effects of climate change. 
Curbing greenhouse gas emissions 
remains our most powerful tool for 
protecting the planet and all living 
creatures, humans included, from a 
rapidly changing climate. So it’s vital 
for us at Swarovski that our contribution 
to arresting the climate crisis is not 
only measurable and meaningful but 
also strikes the necessary balance 
between challenge and achievability. 
As such, our emissions targets are 
independently and scientifically verified.
To address this issue with urgency, 
we’re combining the inspiration of our 
colleagues, suppliers, and external 
experts to ensure that we hit our 
stretching science-based emissions 
targets, assess the full impact of our 
products and processes from cradle 
to grave and back again, and follow 
a clearly defined roadmap to increase 
the sustainability of our manufacturing. 
The following pages highlight 
some of our achievements in 
this focus area during 2021.  
GREENHOUSE GAS 
EMISSIONS
We joined the Science Based Targets initiative 
(SBTi) to follow a verified greenhouse gas 
reduction pathway and aim to reduce absolute 
Scope 1 and Scope 2 GHG emissions by 47% 
and Scope 3 emissions by 28%, by 2030.
SDGs
greenhouse gas reductions 
since 2019 for Scope 3
greenhouse gas reductions 
since 2019 for Scope 1 and 2
26%
12%
G R E E N H O U S E  G A S  E M I S S I O N S
 H I G H L I G H T S
Greenhouse gas emissions
Carbon Emissions 2019–2021 
 408,487 
 272,245 
 303,808 
 37,275 
 45,300 
 35,752 
 43,853 
 45,172 
 48,296 
2019
2020
2021
600,000
500,000
400,000
300,000
200,000
100,000
0
Scope 1
Scope 2
Scope 3
(CO₂e, market-based approach)
GRI: 305-1, 305-2, 305-3

43
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Greenhouse gases are considered to be the 
most critical factor in climate destabilization. 
By reducing our emissions, we’re helping 
to mitigate the climate emergency.
Actions towards our 
greenhouse gas commitments 
ALIGNING WITH 
THE SCIENCE 
BASED TARGETS 
INITIATIVE (SBTI) 
We’ve set ambitious science-based 
carbon emission-reduction targets in 
line with the recommendations of the 
SBTi. By aligning to the initiative, we’re 
demonstrating that successful business 
can go hand-in-hand with a climate-
secure world. Meeting our targets will see 
us reduce our Scope 1 and 2 emissions 
by 47% and our Scope 3 emissions by 
28% between 2019 and 2030. We’ve 
already started work on this and have 
established a plan that details the areas 
of our business where we can readily 
shrink our carbon footprint:
SCOPE 1 AND 2
	
— Investing in our energy infrastructure, 
including renewables, photovoltaics, 
heat pumps, hydrogen infrastructure, 
and storage potential.
	
— Driving energy efficiency in 
our manufacturing and retail.
	
— Electrification, wherever possible, 
including our glass-melting furnaces.
	
— Outbalancing our remaining energy 
consumption with renewable 
Energy Attribute Certificates.
SCOPE 3
	
— Increasing product 
material efficiency.
	
— Operating a global hybrid 
working policy (two or three 
days of work at home).
	
— Switching from primary to 
recycled metal sources.
	
— Engaging with existing suppliers, 
or working with new ones, who 
use more renewable energy in 
their production processes.
	
— Reducing transport emissions 
in the APAC region by shifting 
from air to sea or road freight.
	
— Optimizing internal processes 
to enable sea transport more 
widely and shipping directly from 
manufacturing sites to four regional 
distribution centers, no longer 
via one global distribution hub. 
Scope 1 & 2 emissions 2021 (t CO2e)
Scope 3 emissions 2021 (t CO2e)
 24%
 5%
10%
 1%
 2%
55%
Crystal and crystal 
elements production
13%
49%
21%
Jewelry and jewelry component 
manufacturing
9%
11%
Swarovski stores 
Employee commuting
Business travel 
Waste generated 
in operations
Purchased goods 
and services
Partner stores
Fuel and energy-related 
activities
Capital goods
Transport
Greenhouse gas emissions
 Read more on the next page
Absolute Scope 1 & 2 
CO2e: 82 575
Absolute Scope 3 
CO2e: 303 808

44
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
INNERGY 
REALLABOR
Innergy Reallabor is a public-private 
partnership in Tyrol aiming to test 
an energy ecosystem that relies 
entirely on renewable sources. The 
partnership unites the province 
of Tyrol, local municipalities, the 
mobility industry, real estate owners, 
utility companies, and businesses, 
including Swarovski. By joining this 
initiative, we’re demonstrating our 
intent to be actively involved in 
shaping an innovative energy future 
for the region that has been our 
home for more than 125 years.
SOLAR PANELS
As part of our efforts to increase 
our energy efficiency, reduce 
our greenhouse gas emissions 
and switch to renewable energy 
sources wherever possible, we aim 
to expand the use of solar power 
plants at our manufacturing sites 
and administrative offices.
Greenhouse gas emissions
Crystal melting agregates' production volume by energy source
Current
Production volume
Mid term
100%
80%
60%
40%
20%
0
Electric
Gas
Electric/Gas
In Wattens, Austria, as part of our energy 
roadmap that will see us continuously 
roll out more solar power by 2030, we 
have started installing the location’s 
first large-scale photovoltaic plant. 
The new 300kWp plant consists of 
865 photovoltaic modules covering 
1,600m2. Construction of the new 
plant began on top of a factory roof 
in December 2021, with the complete 
system going live in April 2022. This 
new plant complements our 1,400 kWp 
photovoltaic installation at our crafting 
facility in Thailand, installed in 2018.
GLASS MELTING 
FURNACE DESIGN 
STUDY PARTNERSHIP 
Today, 78% of our crystal glass is 
produced in hybrid glass melting 
aggregates powered by electricity and 
natural gas. A further 10% of our crystal 
glass is produced in 100% electric 
furnaces, and the remaining 12% comes 
from furnaces powered by natural gas.
As part of our Infinity Accelerator 
Program, we commenced a design 
study with a multinational company 
specializing in glass manufacturing. 
The study tested if large hybrid glass 
melting aggregates can be operated 
solely with electricity. The study 
 Continues from previous page
showed that we can substantially 
reduce the use of gas in the process, 
meaning that the hybrid aggregates 
can now be run using up to 90% 
electricity. For the last 10%, we already 
have a concept, and we’re working 
hard on plans to switch our hybrid 
aggregates to run on 100% electricity. 
For the longer term, we’re investigating 
switching our gas-powered furnaces 
to green hydrogen or electricity. 
Once we have achieved this, we can 
practically melt large volumes of glass 
using 100% renewable energy. This will 
be a big milestone towards reducing 
the carbon footprint of our crystals.  
GRI: 305-5

45
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’re in the process of 
streamlining our logistics 
to lower our greenhouse 
gas emissions.
Transitioning to 
green distribution 
DIRECT SHIPPING
Direct shipping means sending products 
directly from the place of manufacture 
to their intended destination rather 
than via a series of intermediate 
distribution centers. We switched to this 
more efficient form of transportation 
in 2021 with the aim of meaningfully 
reducing our emissions footprint.
We believe that optimizing our 
warehousing network and distribution 
routes can save approximately 15% 
of our CO2 emissions for all Asia-Pacific 
to USA shipments and 50% for shipments 
between Asia-Pacific countries.
In 2021, we started to define a 
roadmap to further improve our 
transport emissions in line with 
our sustainability targets. 
By evaluating our distribution 
processes and GHG emissions, we 
identified alternatives that emit less 
while ensuring we deliver goods safely 
and to time throughout our supply 
chain. An example of this is switching 
from air freight to sea or land freight 
and sourcing more locally.  
Greenhouse gas emissions
GRI: 305-3

46
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’re always striving to make our 
retail stores more sustainable by 
increasing energy efficiency, reducing 
waste, and incorporating sustainable 
materials into our store designs.
Creating more 
sustainable retail
With more than 7,000 direct and 
indirect points of sale around the 
world, our retail distribution network 
is key to our greenhouse gas 
emissions-reduction roadmap.
In 2021, we launched a new store concept 
as part of our brand transformation. 
Thanks to the use of fewer lighting 
elements, this new concept consumes 
approximately 30% less energy than the 
one it replaced. Additionally, we worked 
with internal and external architecture 
teams during the year to strengthen 
the requirements of our former Triple S 
(Swarovski Sustainable Stores) standard: a 
protocol guiding all new store architecture 
projects, from openings to refurbishments. 
Our newly reinforced standard, GLEAM, 
(Guidelines for Engineering, Architecture 
& Management) will be introduced in 
2022 for all new store rollouts and will 
create even greater energy efficiency, 
utilize more sustainable architectural 
materials, and allow for more inclusive, 
accessible, and safe environments. The 
GLEAM standard is a consolidation of 
best practice from internal and leading 
external guidelines. As a general practice, 
all our flagship stores around the world 
will continue to undergo full LEED 
(Leadership in Energy and Environmental 
Design) gold or platinum certification.
Also in 2021, we introduced smart meters 
Greenhouse gas emissions
and Internet of Things technology to 
three stores in Spain to carry out live 
monitoring of our energy consumption. 
This will be a key requirement of 
our GLEAM standard, hence will be 
gradually rolled out to all our locations. 
Smart metering allows us to remotely 
manage our stores, optimize their energy 
performance (up to an additional 10%), 
and monitor air quality and other factors. 
The rollout of smart metering globally 
will also give us the potential to precisely 
measure the effectiveness of future 
updates to materials and designs.
In our Asia-Pacific and Europe, Middle 
East, and Africa stores, we also ran pilots 
to investigate the potential for recycling 
former elements of store architecture. 
While much attention is paid to the 
materials stores are constructed from 
and how much energy they consume, 
there is often far less regard paid 
to the significant volumes of waste 
material produced every year from store 
relocation, closure, and refurbishment. 
During the 2021 fiscal year, we required 
our construction partners to recycle more 
than 100 metric tonnes of material and will 
soon be introducing material recycling as 
a standard practice. We believe it’s our 
responsibility to act sustainably at the 
end of a store’s life and not just during 
its grand opening or daily operation.  
24%
Swarovski stores comprise 
24% of our total Scope 1 
and 2 emissions
5%
Partner stores comprise 
5% of our total 
Scope 3 emissions

47
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
O
ur waste and circularity 
commitments:
1.	
Through our Infinity Accelerator 
program, we’re partnering with 
external experts to invest in 
sustainable innovation that 
allows us to progress in critical 
environmental topics.
2.	 We aim to improve our consumer-
facing packaging by transitioning 
to entirely certified or recycled 
sources and making it completely 
recyclable or compostable, by 2030.
3.	 By 2030, we aim to transform our 
own operations to become 90% 
landfill-free with at least 70% of our 
waste being recycled or repurposed. 
4.	 We’re working to double our material 
efficiency by 2030.
We’ve been crafting and refining 
our products ever since Daniel 
Swarovski set up his business beside 
Wattens’ glistening Tyrolean rivers. 
But we understand that companies 
like ours only stay at the forefront 
of their industry when they listen to 
networks and industry partnerships 
around them and work hand-in-
hand with innovative organizations 
and people to become better.
Our long heritage of running a globally 
successful business is the perfect match 
for the academics, innovators, and 
start-ups we work with to find ways 
of reducing and repurposing our waste 
or of forging a path for the jewelry 
industry’s nascent circular economy. 
Together, we can transform how we do 
business and respect the world around 
us so that it continues to support a rich 
and varied web of lifegiving ecosystems. 
Water has always been an important 
element of the Swarovski story, and we 
take a proactive approach to managing 
water in our manufacturing operations. 
Our facility in Wattens uses closed-
loop water systems that allow us to 
clean and recycle our water before 
it’s returned to the local river Inn. 
The following pages highlight 
some of our achievements in 
this focus area during 2021.  
WASTE & 
CIRCULARITY
Waste and circularity
We aim to greatly reduce waste 
throughout our value chain and commit 
to adopting circular business models.
SDGs
of the paper used in our newly 
produced consumer facing 
packaging is FSC certified. 
reduction on the amount of cooling 
lubricant used in our crystal 
cutting process since 2015. 
100%
50%
W A S T E  A N D  C I R C U L A R I T Y
 H I G H L I G H T S
100+
Recycled more than 100 tonnes of retail 
construction waste generated by store 
refurbishments, closures, and relocations.
GRI: 306-1

48
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’ve been exploring circular 
innovation concepts in two 
main projects that are linked 
to the topic of 3D printing. 
Circular 
innovation 
3D GLASS PRINTING
Throughout history, new technologies 
have frequently been the starting 
point for radical change that disrupts 
established systems. This is just as true 
here at Swarovski as it is across society. 
Recently, our Innovation team has been 
concentrating on the concept of the 
circular economy, paying particular 
attention to how the development of 3D 
printing could be harnessed to benefit 
our key ingredient: crystal glass.
Through our research, we’ve collaborated 
with innovative startups to create 
pioneering 3D glass printers – the first 
in the world – that take recycled glass 
bottles and, combined with materials 
gathered by the UN Ocean Plastics 
collection program, bring new form to 
old glass. In 2021, output stemming from 
our research was displayed at several 
global innovation events, including in 
Chengdu Province, China, with partners 
Solaris and the United Nations, and 
at Dutch Design Week in Eindhoven 
with designer Julia Bigerl. We also 
demonstrated how new digital glass 
technologies can shape our future with 
displays at an architecture exhibition at 
La Biennale di Venezia in collaboration 
with ecoLogicStudio, University of 
Innsbruck, and Werkstätte Wattens.
Through our innovation accelerator 
program, Digital Creation, we’re working 
in conjunction with a diverse set of 
industries to speed up the development 
of technologies that can make circular 
glass business models more widely 
available. We believe that we have 
shown the basic principle of upcycling 
and circularity in this sector does 
have potential – the challenge for us 
now is to scale up that potential.
CIRCULAR LAB
At Swarovski, we’re designing future 
realities. Within the context of 
our circular lab, that means we’re 
experimenting with, exploring, and 
proving that we can create an entirely 
circular system at a local level that 
could be scaled for good in the future. 
Incorporating a host of enabling 
technologies and materials, including 
our new 3D glass printers and the existing 
FabLab technologies of international 
business and creative center Werkstätte 
Wattens, we’ve shown that with the use 
of 100% locally recycled materials we 
can build a circular model operating 
completely free of virgin materials, 
outside supply chains, and other 
dependencies, within a local area of 
100km or less. At the same time, we’ve 
Waste and circularity
demonstrated that the energy for this 
circular process can be produced 
using local, renewable sources.
We hope that the hub could serve 
as a prototype community that can 
be scaled at a global level, radically 
shortening supply chains, cutting 
global transport journeys, and slashing 
greenhouse gas and waste production.  
GRI: 306-2

49
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Our reignited crystals initiative allows 
us to continue our efforts to give 
unused crystals another chance to be 
adored, whilst raising awareness on the 
importance of sustainable design.
Mitigating waste
VIKTOR&ROLF – 
THE NEW ROYALS
In 2021, we once again 
collaborated with Dutch fashion 
artists Viktor Horsting and Rolf 
Snoeren, this time on Viktor&Rolf’s 
Haute Couture Autumn/Winter 2021 
collection that was “inspired by the 
new generation of royals and their 
attempt to show a human reality 
behind the façade of an institution.”
Viktor&Rolf wanted to demonstrate 
that “everyone can behave like royalty. 
No matter if their furs are plastic, 
their jewels are paste, and their 
gowns patchworked in polyester.”
Each look comprised three layers – 
a dress, coat, and sash – all adorned with 
reignited Swarovski crystals. Swarovski 
crystals are a precious resource that 
we’re determined not to waste. Rather 
than discarding or downcycling crystals, 
our reignited initiative allows us to give 
any unused crystals another chance 
to shine. Our primary desire is to see 
as many of these dazzling creations as 
possible used in their intended state, 
so we always keep hold of unsold 
crystals for as long as we can.
By combining reignited Swarovski crystals 
with the visionary talents of Viktor&Rolf, 
we continue to raise awareness of the 
importance of waste as a valuable 
resource for sustainable design.
GERMANIER’S 
SUSTAINABLE 
COLLECTIONS
Our long established collaboration 
with Swiss designer Kevin Germanier 
continued in 2021. In his Spring/Summer 
22 collection he continued to explore 
sustainable materials, creating seven, 
futuristic, alien-inspired looks covered 
in reignited Swarovski crystals.
The idea behind his collection was 
to show that partywear can still 
be consciously produced, so he 
employed knitwear made by his 
grandmother using deadstock wool, 
utilized printed tops and leotards 
made from recycled polyester, and 
integrated reignited crystals across his 
3D-printed body chains and jewelry.
In a separate development in 2021, 
Germanier collaborated with Guerlain 
to produce the first 100% recycled 
fragrance. This exclusive and luxurious 
Guerlain line was strictly limited, 
with only 10 bottles produced. The 
iconic Guerlain bee bottles were 
encrusted with reignited Swarovski 
crystals, and each hand-adorned 
bottle took three hours to finish.  
Waste and circularity
GRI: 301-3, 306-2

50
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Our crystal glass cutting process 
requires water and chemicals. We 
strive for continuous innovation 
to reduce the usage of both water 
and chemicals in this process.
Innovating for 
a more efficient 
production process
Our production facility in Wattens, Austria, 
uses a cooling lubricant circuit to aid 
the cutting of crystals. The circuit holds 
1,200 m3 of liquid and requires the careful 
addition of relevant chemicals to ensure 
its optimum performance and stability.
We’ve been engaging in a project 
to reduce the volume of water 
and chemicals we use within the 
process of cutting crystals and have 
achieved some strong results. By 
2021, compared with 2015, we halved 
the amount of cooling lubricant used 
from 22 liters per hour to 11 liters. 
We’ve been able to remove or almost 
remove a number of chemicals from 
the process, including kit agent 
precipitant and defoamer, and we 
re-engineered our corrosion inhibitor 
to omit phosphorous. All these 
improvements result from innovation 
rather than reduced production and 
have had benefits for our colleagues 
too, with no cases of skin irritation for 
our workers in this facility since 2016.  
Waste and circularity
GRI: 306-2

51
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Closed production loops keep
materials, waste, and by-products
locked into the production cycle for 
reuse, inhibiting their potential impacts 
on ecosystems. We want to shift our 
processes away from traditional linear 
thinking, ensuring that materials 
continue to circulate and our products 
become an integral part of the loop. 
We meticulously map our production 
waste streams to identify opportunities 
to close production loops or reduce waste.
Understanding & 
reducing our waste streams
GETTING TO GRIPS 
WITH GYPSUM 
As part of our plan to keep 90% of 
operational waste materials out of 
landfill and recycle or repurpose 70% 
of it by 2030, we examined the by-
products of our manufacturing process 
and selected neutralization gypsum 
as the most promising residue for 
recycling. This material is generated 
when wastewater from the acid polishing 
process is neutralized with lime. As 
a hazardous substance, it’s difficult 
and expensive to manage responsibly.
Waste and circularity
Through a process of fractional 
precipitation, we worked alongside 
the University of Leoben to divide the 
contaminated and uncontaminated 
waste streams, creating almost-pure 
gypsum from 90% of the original mass. 
In 2021, we established a pilot facility 
to demonstrate that fractional 
precipitation can work as a continuous 
process. If it does, the resultant gypsum 
product could then be sold to the 
construction industry, improving the 
sustainability and circularity of two 
seemingly unconnected sectors.  
Material flows at Swarovski:
Hazardous waste 
All other materials
Crystal production
All recycled and/or 
reused materials
GRI: 306-1, 306-2

52
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
O
ur conscious materials 
commitments:
1.	
We’ll launch at least one sustainable 
product collection per year, starting 
from 2022.
2.	 By 2030, we’ll source all our metals 
from responsibly managed and 
recycled sources.
The clearest expression of the Swarovski 
brand is in the products we create and 
the materials they’re made from. If we 
want to be recognized as a leading 
player in the sustainable jewelry 
industry and a business that cares 
about people and planet, it’s crucial 
that our products are responsibly 
made using sustainable ingredients. 
Conscious materials are not only the 
foundation of circular products. They 
can also have a positive effect on 
our environmental footprint, improve 
people’s health and wellbeing, and help 
our customers make straightforward 
decisions that limit their own impact too. 
The following pages highlight 
some of our achievements in 
this focus area during 2021.  
CONSCIOUS 
MATERIALS
We commit to constantly improve 
the sustainability credentials of our 
products, including responsibly sourced 
and recycled raw materials.
SDGs
or more of our internally processed 
brass came from recycled 
sources by the end of 2021.
50%
Conscious materials
completed life cycle assessments 
in 2021, providing a fact-based 
compass for where we now 
need to focus our activities.
8
C O N S C I O U S  M AT E R I A L S 
H I G H L I G H T S

53
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We’ve established a range 
of standards, assessments, 
and principles to guide our 
ongoing journey to increase the 
sustainability of our products.
Path towards product 
sustainability
SUSTAINABLE 
PRODUCT GUIDING 
PRINCIPLES 
In order to generate systemic, 
meaningful change, we’ve created a 
set of principles to frame our progress 
and ensure impactful substitutions. 
Our roadmap towards sustainable 
products is based on four pillars: 1) 
Materials and Ingredients (what is 
inside?), 2) Manufacturing (how it is made 
and under what circumstances?), 3) 
Sustainable Design (enabling circularity 
and inclusiveness), and 4) Circular 
Business Models (shared economy 
models and circular infrastructures).
In addition, we have elaborated 
four guiding principles that define 
a sustainable product. These 
guidelines were inspired by the 
Future-Fit-Business Benchmark, 
one of the leading sustainability 
management methodologies.
The guiding principles are as follows:
1.	
Materials are derived from 
responsibly managed or recycled 
sources: obtained in line with 
the sourcing requirements set by 
relevant, leading industry standards. 
A credible third-party has verified 
that the sourcing requirements 
are met, either through on-going 
auditing on behalf of the company 
or independent certification.
2.	 Products are produced efficiently, 
without waste, and can be 
repurposed: eliminate all avoidable 
waste generation. Reuse, recycle or 
otherwise repurpose any residual 
waste during production. Ensure 
that, at the end of their useful lives, 
whatever remains of the goods we 
supply can be separated to maximize 
its post-use recovery value. Ensure 
that our customers have ready 
access to recovery services capable 
of extracting such value.
3.	 Products do not harm people or the 
environment: the goods and services 
we provide to others must not cause 
harm through their production, 
distribution, and use, or at the end of 
their life.
4.	 Product communications are honest, 
ethical, and promote responsible 
use: ensure users are informed 
about any negative impacts of our 
products, as well as how to repair, 
dispose of, and recycle them. Do not 
make any false or misleading claims 
about the benefits of our products.  
Conscious materials

54
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
We aim for the majority of our products to 
be in line with our Sustainability Guiding 
Principles. The newly created Sustainable 
Materials Pipeline will support us on our 
journey and help us achieve our ambition.
Sustainable 
Materials Pipeline
OUR TRANSITION TO 
RECYCLED BRASS 
One of the main conscious material 
successes that we’ve achieved to date 
is our transition to the use of recycled 
brass in many of our products.
Currently, at least 50% of our internal 
brass comes from recycled sources, and 
we have put in place the infrastructure 
to significantly increase this percentage 
over the next few years. This includes 
In 2021, we launched a Sustainable 
Materials Pipeline (SMP) enabling our 
Design, Product Marketing, Product 
Development, and Operations teams 
to accelerate the introduction of more 
sustainable options for our hard and 
soft material portfolio. It provides 
the teams with guidelines and tools 
to rate and select the sustainability 
attributes of materials right from 
the start of our scouting process. 
To make sure that the SMP is used 
efficiently and appropriately across the 
business, we’ve taken a cross-functional 
approach, integrating conscious 
Conscious materials
close collaboration with our suppliers 
and responsible sourcing at our 
Vietnam and Thailand manufacturing 
sites, boosting our recycled brass 
production at those locations to 
100% as we continue our journey with 
external manufacturing partners.
Alongside our growing use of recycled 
brass, in 2022, we’re working hard 
to improve the sustainability of the 
rest of our material portfolio.  
materials sustainability experts from 
the start of the design process to 
evaluate and rate selected materials. 
This guarantees that all key stakeholders 
are aligned on issues such as priority 
level, operating model, and process 
management from the first creative 
brief to the final moment of sourcing. 
This initiative is part of a larger 
roadmap, focusing mainly on our 
first guiding principle to improve the 
sustainability of all our key ingredients: 
metals, crystals, stones, and other 
sourced hard and soft materials.
GRI: 301-2

55
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Our product scorecard 
initiative, along with our 
Sustainable Materials 
Pipeline, will help us increase 
the use of more sustainable 
materials in our products.
Measuring 
our progress
We’ve also been putting our 
guiding principles to work through 
the development of sustainability 
scorecards for our products.
We look at the materials that make 
up our products and assign a relative 
score, on a sliding scale from compliant 
to sustainable, for those products 
covered by the scorecard initiative.
Our ambition is to phase out the use 
of materials in our products that are 
assigned compliant scores in favor 
of more sustainable materials.
For us, that means that the material 
must conform with our Sustainable 
Products Guiding Principles, 
representing a significant shift in the 
way our industry creates products.  
Conscious materials

2021 Sustainability Report
Introduction
Strategy
People
Planet
Philanthropy
56

57
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
The Swarovski Foundation reinforces 
the company’s commitment to 
philanthropy and charitable giving and 
has a mission to build on our heritage 
by supporting charitable initiatives 
and organizations working in three 
areas: fostering culture and creativity, 
promoting human empowerment, 
and preserving the environment. 
The Swarovski Foundation provides 
grants to global charity organizations to: 
increase access to the creative industry 
through education, jobs, innovation, and 
sustainable economic growth; increase 
youth and gender rights through 
education and empowerment programs; 
and increase protection of water and 
biodiversity through education and 
climate change mitigation. 
The Swarovski Foundation is committed 
to supporting the 17 Sustainable 
Development Goals set out by the United 
Nations and focuses on 8 key goals 
which most closely link to their partners’ 
work and the communities they reach.
www.swarovskifoundation.org   
The Swarovski Foundation was set up in 
2013 to honor the philanthropic spirit 
of Daniel Swarovski, who founded the 
Swarovski Crystal Business more than 
125 years ago in the Tyrolean Alps.
Swarovski Foundation
‘To achieve 
lasting change, 
you must 
think not only 
of yourself but 
also of others.’ 
Daniel Swarovski 
(1862 – 1956)
1.4m
people
49
countries
61
global organizations
© Room to Read – Vietnam
Since the Swarovski 
Foundation was set 
up in 2013 we’ve
reached
across
supported
GRI: 413-1

58
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
In April 2021, the Swarovski Foundation 
launched Creatives for Our Future, a 
global mentorship and grant initiative, 
in collaboration with the United Nations 
Office for Partnerships. The program 
aims to identify and develop the next 
generation of creative leaders in 
sustainable development and build on 
the Foundation’s commitment to foster 
creativity that drives positive change 
through cultural, educational, and 
advocacy collaborations.
The 17 Sustainable Development Goals 
provide the anchor for Creatives for Our 
Future, an open-submission initiative, 
to which 18- to 25-year-olds of all 
nationalities enter ideas for sustainable 
innovation. Last year, the Swarovski 
Foundation received 400 submissions 
from 72 countries, from which 9 
successful applicants were chosen. 
The selected cohort came from 9 
different countries and represented 
a wide range of creative disciplines, 
Creatives for Our Future builds on the 
Swarovski Foundation’s commitment 
to foster creativity that drives positive 
change through cultural, educational, 
and advocacy collaborations.
Creatives for 
Our Future
including fashion, product design, 
biotechnology, architecture, engineering, 
and the visual arts. They all shared 
a passion for sound environmental 
and human practices. 
Creatives for Our Future aims to leverage 
the Swarovski Foundation’s ability to 
combine investment and education 
with a stakeholder network that crosses 
borders and industries. As well as offering 
funding, the Foundation assembled an 
international team of 28 advocates to 
provide tailored mentorship and training, 
making the program a unique digital 
teaching and learning platform. 
The cohort embarked on the 8-month 
program and joined a week-long digital 
summit which featured some of the 
world’s leading thinkers in sustainability 
and creativity. The cohort presented 
their final projects at a virtual graduation 
event in December 2021. 
www.sfcreatives.org   
© Agnieszka Doczynska’s Sign Language 
Game,Creatives for Our Future 2021

59
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
As of today, the Swarovski Waterschool 
operates within watershed areas of 8 of 
the world’s major rivers – the Danube, 
Ganges, Yangtze, Nile, Amazon, Chao 
Phraya, Mississippi, and Parramatta – 
in eight countries: Austria, Brazil, China, 
India, Thailand, Uganda, and the USA. 
With the support of local partners, 
Swarovski Waterschool reaches and 
empowers young people between 
the ages of 8 and 18, as well as their 
families and communities. It improves 
access to safe and reliable sources of 
water and adequate sanitation while 
providing tools and education the next 
generation can use to address their local 
water challenges.
Swarovski Waterschool students develop 
a lifelong passion for the subject of 
water and become ambassadors to help 
communicate the messages of sustainable 
water use and the protection of nature.
Since its inception, the Swarovski 
Waterschool has educated more than 
760,000 students, engaged 15,000 
teachers, and involved more than 2,500 
schools globally.
The Swarovski Waterschool 
was established in 
Austria in 2000. What 
began as a local project 
has since evolved into 
a global initiative.
Swarovski 
Waterschool
IMPACT 2021
In 2021, the work of Swarovski 
Waterschool remained significantly 
impacted by the global pandemic. While 
schools opened for varying periods of 
time in some countries, the situation 
was more challenging in other parts 
of the world. In Uganda, for example, 
schools stayed closed for the second 
consecutive year. 
The Swarovski Waterschool continued 
to do its best to adapt to the 
circumstances by educating students 
wherever and whenever it was possible — 
in person, virtually through WhatsApp 
or the radio. The improvement of water 
and sanitation facilities continued 
to ensure students had adequate 
facilities when they return to school. 
In 2021, the Swarovski Waterschool 
educated 21,800 students despite 
the restrictions caused by the global 
pandemic, reaching 166,000 additional 
students and community members.
www.swarovskiwaterschool.org   
15,000
teachers engaged
760,000
students educated 
2,500
schools involved globally
Since the Swarovski Waterschool was 
established in 2000, we’ve seen
GRI: 303-1, 413-1

DISCLAIMER: 
GRI & Data in final 
rounds of design due 
to EY assurance 
feedback. 
2021 Sustainability Report
Introduction
Strategy
People
Planet
Philanthropy
60
Introduction
Our Strategy
People
Planet
Philanthropy
GRI & 
PERFORMANCE 
DATA
2021 Sustainability Report

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
61
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
2 GRI: General Disclosures
GRI: Content Index
 
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
General Disclosures
GRI 2: General 
Disclosures 2021
2-1 Organizational details
Swarovski International Holding AG is a privately owned business, containing 
subsidiaries around the globe, and is headquartered in Alte Landstrasse 411, 
8708 Männedorf, Switzerland.
Through wholesale, directly-operated and partner-operated stores the 
company sells consumer goods (including components, semi-finished 
and finished goods) in more than 140 countries worldwide. The company’s 
manufacturing operations occur in Wattens (Austria), Subotica (Serbia), 
Ayutthaya (Thailand), Pune (India) and Bien Hoa (Vietnam), and it operates 
shared service centers in Gdansk (Poland), Penang (Malaysia), San José (Costa 
Rica) and Triesen (Liechtenstein), as well as regional distribution centers in the 
United States, Singapore and Belgium.
2-2 Entities included 
in the organization’s 
sustainability reporting
This report includes information on what is referred to as “Swarovski Crystal 
Business” only, which includes the subsidiaries of the Swarovski International 
Holding AG.
Where “Swarovski” is mentioned throughout our Report, it refers only to the 
companies part of the Swarovski International Holding AG. The last section of 
the Report also includes programs and impacts from the philanthropic and 
non-profit entities “Swarovski Waterschool” (part of Daniel Swarovski KG) and 
the “Swarovski Foundation” (independent entity).
2-3 Reporting period, 
frequency and contact point
This “2021 Sustainability Report” covers information and data on the period
1st January 2021 to 31st December 2021, in line with our financial reporting. 
Non-financial reporting is conducted annually, following the conclusion of 
each fiscal year.
This “ 2021 Sustainability Report” was published in August 2022.
Contact point: sustainability@swarovski.com
 Continues on next page 
 
Statement of use
Swarovski international holding AG has reported in accordance with the GRI standards for the the period 1st January 2021 to 31st December 2021
GR1 used
GR1 1: Foundation 2021
Applicable GRI Sector Standard(s)
None applicable

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
62
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
 Continues from previous page
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-4 Restatements
of information
1) Independent Retail (IR) multi-brand points of sale of have been added to 
Scope 3, increasing the baseline by 1.7% vs previous report.
2) Implemented further improvements and corrections for category 1 of 
Scope 3 emissions (purchased goods and services) leading to that category 
increasing by 14% vs previous report.
3) Utilized more accurate data for Swarovski Created Diamonds and Cubic 
Zirconia, thanks to dedicated life cycle assessments conducted throughout 
the year.
4) Improved calculation methodology for jewelry, via the inclusion of suppliers’ 
Scope 1 & 2 emissions (activity data).
5) Amended the dedicated Scope 3 category, thanks to the correction of 
recycled content for sourced precious metals.
2-5 External assurance
Swarovski has engaged “Ernst & Young Limited” to perform limited assurance 
on selected environmental and social KPIs for the reporting period 1 January 
2021 to 31 December 2021. All externally assured disclosures are marked with 
a “tick” in the “GRI & Performance Data” section of this report. EY review 
procedures included data reviews of our manufacturing locations in Austria 
and Vietnam. Based on the assurance procedures from EY, minor calculation 
corrections have been applied to 2 KPIs and will be applied also in future 
reporting rounds.
This year’s external assurance has been requested by top management, the 
EVP Strategy & Innovation and responsible Management Board member for 
Sustainability, and the Board, which delegated the internal Sustainability 
Teams to support EY in the assurance process. Our CEO and BoD exercised 
an oversight over the process and were informed about the final assurance 
outcomes.
Independent assurance report, PG 88
2-6 Activities, value chain and 
other business relationships
Swarovski International Holding AG (and its subsidiaries) operates in the 
private sector, designing, producing and selling jewelry, watches, home décor, 
accessories, high-quality crystals, genuine gemstones and created stones in 
more than 140 countries. This includes both B2B and B2C activities globally.
For details, please see Our Value Chain & Sustainability, PG 14
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
63
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-7 Employees
Our Business, PG 8, Performance Data: People, PG 82
Employee totals are measured in Head Count (HC) and are compiled at the 
end of the report cycle.
2-8 Workers who 
are not employees
735 contingent workers (Head Count) at the end of the 2021 reporting period. 
This consists of an increase of +231 vs end of 2020, and a decrease of -405 
vs end of 2019. Out of the 735 contingent workers in 2021, 66% of the HC 
are employees in operations/manufacturing, while 31% of the HC are sales 
consultants and office employees.
2-9 Governance 
structure and composition
Chief Executive Officer: Michele Molon (ad interim CEO during the reporting 
period 2021) and Alexis Nasard (for this report’s review and approval - 
appointed CEO on July 4th, 2022).
Our highest governance body, the Board of Directors (BoD), is responsible 
for the overall direction of the company through the provision of necessary 
directives, supervision, and control, and monitors the compliance with the 
applicable legal provisions and regulations, including Swarovski’s values 
and standards. Board members bring complementary skills, expertise and 
leadership, curating the long-term value creation of the business. Their know-
how covers all crucial areas from people and culture to luxury retail and, 
particularly important, business transformation. The roles within the Board of 
Directors (all non-executive members and nominated Q4 2021) are as follows:
Chair of the Board: Luisa Delgado (independent)
Vice Chair of the Board: Robert Buchbauer (shareholder)
Chair of the Finance & Audit Committee: Robert Singer (independent)
Members of the Finance & Audit Committee: Mathias Margreiter (shareholder) 
and Markus Fiechter (independent)
Chair of the Nomination and Remuneration Committee: Manuel Martinez 
(independent)
Members of the Nomination and Remuneration Committee: Markus Langes-
Swarovski (shareholder) and Annalisa Loustau Elia (independent)
See Governance, PG 15
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
64
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-10 Nomination and 
selection of the highest 
governance body
The new Board of Directors was constituted in November 2021. The nomination 
and selection process for its members has prioritized board diversity, 
independency and individual competency to ensure future long-term value 
creation. As Swarovski International Holding AG is a private company, 
detailed processes remain confidential.
2-11 Chair of the 
highest governance body
Luisa Delgado, Chair of the Board of Directors, non-executive member.
2-12 Role of the highest 
governance body in 
overseeing the management 
of impacts
Our senior executives (the CEO and the Management Board members) play 
a pivotal role in developing, approving, and updating the organization’s 
purpose, value or mission statements, strategies, policies, and goals related to 
sustainable development. Through regular alignments (done collectively and 
individually) we exchange on our social and environmental progress, as well as 
prioritizing the right initiatives to be able to reach our sustainability targets.
2-12-b
2-12-c
Information incomplete
As the highest governance body (the 
Board of Directors) has been setup 
only at the end of the 2021 reporting 
period, oversight and stakeholder 
engagement processes related 
to sustainability were just being 
defined. We aim to improve these 
mechanisms during the course of 
2022 and 2023.
2-13 Delegation of 
responsibility for
managing impacts
Social and environmental impacts are managed by the Brand Sustainability 
and Sustainability Operations teams, as delegated by the executives. The two 
teams report regularly progress and areas of risk to top management. At time 
of reporting, no process is present to engage with the highest governance 
body (BoD) due to its recent constitution during reporting period. Economic 
impacts are managed by the CEO, as well as the Finance & Audit Committee 
within the BoD.
2-13-a
2-13-b
Information incomplete
As the highest governance body (the 
Board of Directors) has been setup 
only at the end of the 2021 reporting 
period, management and alignment 
processes with them were just being 
defined. We aim to improve these 
mechanisms during the course of 
2022 and 2023.
2-14 Role of the highest 
governance body in 
sustainability reporting
Due to the setup of our highest governance body (the Board of Directors) 
occurring only at the end of 2021, it delegated the CEO and Management Board 
to review and approve all sustainability reporting (at regular intervals during the 
process), including progress and disclosures on material topics. The process is 
currently under revision and may change during the next reporting period.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
65
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-15 Conflicts of interest
2-15-a
2-15-b
Confidentiality constraints
Swarovski International Holding 
AG is a privately owned company, 
hence detailed governance 
processes are protected by 
confidentiality. Nevertheless, the 
newly setup BoD will also aim to 
ensure internal conflicts of interest 
are prevented and mitigated.
2-16 Communication of 
critical concerns
No critical concerns on human rights have been detected in our value chain 
and operations, based on the internal and external audits we regularly 
conduct. If detected, critical concerns would be immediately communicated 
to our Management Board and BoD members for remediation.
2-17 Collective knowledge of 
the highest governance body
2-17-a
Not applicable
As the BoD was setup only at the 
end of 2021, no measures could 
have been taken to advance 
the collective knowledge, skills, 
and experience of the highest 
governance body on sustainable 
development. This will potentially 
be an area of focus during the years 
2022 and 2023.
2-18 Evaluation of the 
performance of the highest 
governance body
2-18-a
2-18-b
2-18-c
Not applicable
As the BoD was setup only at 
the end of 2021, no processes 
could have been implemented to 
evaluate the performance of the 
highest governance body. This will 
potentially be an area of focus 
during the years 2022 and 2023.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
66
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-19 Remuneration policies
2-19-a
2-19-b
Confidentiality constraints
Swarovski International Holding 
AG is a privately owned company, 
hence detailed remuneration 
policies of the BoD, CEO and 
Management Board members are 
protected by confidentiality. We are 
nevertheless working to improve our 
variable compensation mechanisms 
further, enhancing accountability 
and alignment over economic, 
environmental and social impacts.
2-20 Process to
determine remuneration
Top and senior management remuneration is determined by the NRC 
(Nomination and Remuneration Committee), composed of selected BoD 
members. Considerations from other key internal stakeholders are taken into 
account during the NRC committees, which occur at least each semester.
2-21 Annual total 
compensation ratio
2-21-a
2-21-b
2-21-c
Confidentiality constraints
Swarovski International Holding 
AG is a privately owned company, 
hence detailed compensation data 
is protected by confidentiality.
2-22 Statement on sustainable 
development strategy
A statement from newly appointed CEO, Alexis Nasard, about the relevance of 
sustainable development to the organization is found in the Welcome from our 
CEO, PG 6
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
67
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-23 Policy commitments
Swarovski is committed to a responsible business conduct, creating positive 
impact for its internal and external stakeholders. Our policy and respective 
commitments are also formulated within the CEO statement (Welcome from 
our CEO, PG 6), portraying our sustainability ambitions. Our sustainability 
policy commitments were already communicated externally in 2021, and 
rolled out internally among all company functions. All our six strategic focus 
areas are covered with this commitment, and can be viewed in detail on 
Introduction to Our Strategy, PG 10 
Our commitments imply conducting due diligence across all steps of the value 
chain. We conduct due diligence through our Responsible Sourcing Initiative’s 
social and environmental audits. Under this initiative we conduct continuously 
assessments and remediate any non-conformant finding. Sourcing from 
responsible supply chains, PG 33
In our own manufacturing sites we consistently implement social and 
environmental production standards via our Sustainable Manufacturing 
initiative, explained in detail on Social manufacturing standards, PG 35, 
Environmental manufacturing standards, PG 40.
Our commitments, which compose the very foundation of our strategy, and 
initiatives all take into account the precautionary principle set out in the 
UN Rio Declaration on Environment and Development. Our strengthened 
sustainability strategy is precisely designed to prevent and mitigate both 
potential and negative impacts in all areas where serious or irreversible 
damage is suspected.
One of the 6 focus areas of our strategy is entirely dedicated to human rights, 
where we commit to providing working environments and sound employment 
conditions in accordance with the expectations of the Sedex Members Ethical 
Trade Audit (SMETA), the UN Guiding Principles, and the International Labour 
Organization (ILO) Core Conventions. Our aim is to respect the rights of our 
people throughout the value chain and strive to ensure safe and healthy 
working environments for all, and especially for vulnerable groups.
(continues on next page)
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
68
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-23 Policy commitments 
(continued)
All our main Policy commitments are outlined throughout the Report. These 
were approved and endorsed by our CEO, and Management Board. Our 
commitments obviously apply to not only our direct operations but also our 
business relationships, whether upstream or downstream. Our Supplier CoC 
(Code of Conduct) and RSI (Responsible Sourcing Initiative), for instance, 
cover up to our Tier 3 suppliers (explained in more detail on Sourcing from 
responsible supply chains, PG 33). In the meanwhile, we are also starting to 
apply the same principles to responsible conduct also to our other business 
and licensing partners.
Our commitments and initiatives are communicated to internal and 
external partners via our annual reporting, dedicated communications 
on digital and physical channels, as well as through dedicated trainings 
and internal alignments.
2-24 Embedding policy 
commitments
Our commitments and targets (portrayed in each of the 6 focus area sections 
in this Report) are embedded within our business, activities, and partially 
outlined on Our Value Chain & Sustainability, PG 14.
Our company-wide commitments have been translated into specific 
programs and targets for each department. During the reporting year 2021, 
the Sustainability Teams have continued to provide dedicated trainings 
to key internal teams and stakeholders, to ensure our commitments are 
acknowledged, integrated and met. The mentioned teams are also regularly 
engaging with each key stakeholder to track progress on policy commitments, 
at regular intervals. We are also currently working on dedicated e-modules 
to enable a deeper comprehension of sustainability risks and opportunities 
throughout the business.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
69
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-25 Processes to remediate
negative impacts
Swarovski identifies and addresses grievances is through the establishment of 
Swarovski’s Integrity Charter, and its related reporting channel. The Integrity 
Charter is widely available across the organization and sets the standard 
of values and behaviours for Swarovski’s employees. Every employee in the 
organization has undertaken a mandatory training module, and all new 
employees must complete a training module on these values and behaviors. 
The Integrity Charter includes a grievance and reporting channel where 
employees can address their questions, complaints, concerns etc. The 
grievance channel is overseen by Swarovski’s General Counsel office, and 
ensures that each grievance is processed, handled and resolved by the 
relevant stakeholders.   
Swarovski has also implemented a whistleblower reporting mechanism in its 
US subsidiary, as well as starting preparations in 2021 for the implementation 
of EU Whistleblower Directive. 
A good example of how we systematically remediate external negative 
impacts can be demonstrated through our Responsible Sourcing Initiative’s 
social and environmental audits. Under this initiative we conduct continuously 
due diligences and remediate any non-conformant finding. 
2-26 Mechanisms for seeking 
advice and raising concerns
Swarovski has a company-wide Integrity Charter, defining how the business as a 
whole can act responsibly to meet global business opportunities and challenges 
and reinforces the commitment to each other. This tool is designed to offer 
practical and confidential advice for the issues our employees encounter in their 
everyday activities. Alongside the Integrity Charter, there are a company-wide 
compulsory eLearning modules dedicated to responsible business conduct at the 
individual and collective level. Each local subsidiary and manufacturing site has 
implemented local grievance mechanisms.
Swarovski has also implemented a whistleblower reporting mechanism in its US 
subsidiary, as well as starting preparations in 2021 for the implementation of EU 
Whistleblower Directive. 
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
70
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-27 Compliance with laws
and regulations
2-27-a
2-27-b
2-27-c
2-27-d
Confidentiality constraints
Swarovski aims to operate in full 
compliance with global and local 
laws and regulations. Instances of 
accidental non-compliance are 
readily remedied. Non-compliances 
for the reporting period (if any) 
cannot be publicly disclosed 
due to confidentiality. Swarovski 
International Holding AG is a 
privately owned company.
2-28 Membership associations
Swarovski holds positions in a number organisations, and supports others 
through membership and ongoing involvement. Swarovski holds a significant 
role in the European Domestic Glass Association (as Member of the Board, 
Vice-President in Europe), in the “Industriellenvereinigung Österreich” (role 
in several committees in Europe), in the National Retail Federation (as active 
member in United States), and in the NRF General Counsel Association (United 
States).
2-29 Approach to
stakeholder engagement
We regularly engage with all the stakeholder groups identified, to ensure 
interests, requirements and recommendations are considered in our target 
setting, strategic planning and initiatives.
Our key stakeholder groups include suppliers, customers, employees, 
governments, multilateral institutions, NGOs, industry organisations and 
investors. We also participate in business networks that allow us to have open 
dialogues with cross-industry players on specific issues. Our Value Chain & 
Sustainability, PG 14, Stakeholder map, PG 87
Stakeholders are selected based on our business setup and operations. With 
the spirit of increasing transparency we are identifying and selecting leading 
industry standards and partners to reach our goals and continuously improve 
our performance, including on stakeholder engagement.
We conduct stakeholder engagement in the following ways:
a) with External stakeholders: via regular offline/online communications, 
annual reporting, training, audits, surveys, and interviews.
b) with Internal stakeholders: via the “Sustainability Circle”, dedicated working 
groups, top and senior management alignments, training & awareness 
sessions, employee engagement activities and internal communication 
channels (intranet, community management platforms, etc).
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
71
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
GRI 2: General 
Disclosures 2021
2-30 Collective bargaining 
agreements
Collective bargaining agreements are in place at our Wattens (Austria), 
Serbia, Pune (India) and Vietnam manufacturing sites. Colleagues at these 
sites make up 27% of our global work force.
GRI3- Material Topics
GRI 3: Material Topics 
2021
3-1 Process to determine
material topics
To determine its material topics, Swarovski has conducted a full 360 
Assessment with the key stakeholder groups listed in disclosure 2-29, to identify 
recommendations and requirements of each. Actual and potential, negative 
and positive impacts on the economy, environment and people (incl. human 
rights) have been assessed through thorough evaluations of all business 
activities and business relationships. The internal Sustainability Teams have 
listed impacts and risks for each step of the value chain, also with the support 
of dedicated Life Cycle Assessments and audits. Impacts were then prioritized 
according to magnitude, scope, scale, degree of control, probability, trends 
and current performance. For further info see: Introduction To Our Strategy, 
PG 10, Stakeholder map, PG 87
3-2 List of material topics
The list of material topics identified are listed throughout the report and are 
grouped according to our strategic framework (Introduction To Our Strategy, 
PG 10), which includes: greenhouse gas emissions, waste & circularity, 
product and packaging materials, equality, diversity and inclusion, education 
and empowerment, labor and human rights. No changes to the list of 
material topics has been made, compared to our previous reporting period. 
Nevertheless, we will be soon conducting a new materiality assessment 
with an external partner to potentially identify additional material topics 
and disclosures, which will be included in the next reporting period. Further 
information is available on: Introduction To Our Strategy, PG 10
Materials
GRI 301: Materials 2016
3-3 Management of material 
topics
Our Value Chain & Sustainability, PG 14, Assessing our environmental 
footprint, PG 39, Waste &  Circularity, PG 47, Understanding & reducing our 
waste streams, PG 51, Conscious Materials, PG 52
301-1 Materials used by weight
or volume
301-1-a
Information unavailable / 
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
72
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
301-2 Recycled input   
materials used
Topic partially covered in: Sustainable Materials Pipeline, PG 54
301-2-a
Information unavailable / 
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
301-3 Reclaimed products  
and their packaging materials
Topic partially covered in: Mitigating waste, PG 49
301-3-a
301-3-b
Information unavailable / 
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
Energy
GRI 302: Energy 2016
3-3 Management of material 
topics
Environmental manufacturing standards, PG 40, Supplier audits: 
environmental, PG 41
302-1 Energy consumption 
within the organization
Performance Data: Planet, PG 85
302-2 Energy consumption 
outside of the organization
302-2-a
302-2-b
302-2-c
Not applicable
Swarovski holds business 
relationships with hundreds of 
suppliers and partners. Calculating 
the energy consumption out of the 
organization is currently unfeasible.
302-3 Energy intensity
302-2-a
302-3-b
302-3-c
302-3-d
Not applicable
Swarovski performs multiple 
operations along the value chain. 
Energy intensity is activity-specific 
and cannot currently be calculated 
holistically at group level.
302-4 Reduction of
energy consumption
Performance Data: Planet, PG 85
302-5 Reductions in energy 
requirements of products
and services
302-5-a
302-5-b
302-5-c
Not applicable
Swarovski’s products do not require 
energy for functioning.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
73
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
Water and affluents
GRI 303: Water and 
Effluents 2018
3-3 Management of
material topics
Environmental manufacturing standards, PG 40, Supplier audits: 
environmental, PG 41, Waste and Circularity, PG 47, Innovating for a more 
efficient production process, PG 50, Understanding &  reducing our waste 
streams, PG 51
303-1 Interactions with water
as a shared resource
Assessing our environmental footprint, PG 39; Environmental manufacturing 
standards, PG 40, Swarovski Waterschool, PG 59
303-2 Management of water 
discharge-related impacts
303-2 a
Information unavailable /
incomplete
Swarovski performs activities to 
ensure water discharge occurs 
in line with the most stringent 
standards. Information will be 
included in the following reporting 
period.
303-3 Water withdrawal
Performance Data: Planet, PG 86
303-4 Water discharge
Performance Data: Planet, PG 86
303-5 Water consumption
Performance Data: Planet, PG 86
Emissions
GRI 305: Emissions 2016
3-3 Management 
of material topics
Greenhouse Gas Emissions, PG 42 - 44
305-1 Direct 
(Scope 1) GHG emissions
Greenhouse Gas Emissions, PG 42 - 46, Performance Data: Planet, PG 85
305-2 Energy indirect 
(Scope 2) GHG emissions
Greenhouse Gas Emissions, PG 42 - 46, Performance Data: Planet, PG 85
305-3 Other indirect (Scope 3)
GHG emissions
Greenhouse Gas Emissions, PG 42 - 46, Transitioning to green distribution, PG 
45, Performance Data: Planet, PG 85
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
74
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
305-4 GHG emissions intensity
305-4 a
305-4 b
305-4 c
305-4 d
Not applicable
Swarovski performs multiple 
operations along the value chain. 
GHG intensity is activity-specific 
and cannot currently be calculated 
holistically at group level.
305-5 Reduction of
GHG emissions
Greenhouse Gas Emissions, PG 44 (Solar panels, Reallabor)
305-6 Emissions of 
ozone-depleting 
substances (ODS)
405-6 a
405-6 b
405-6 c
405-6 d
Not applicable
Swarovski does not import or 
produce ODS.
305-7 Nitrogen oxides (NOx), 
sulfur oxides (SOx), and other 
significant air emissions
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
Waste
GRI 306: Waste 2020
3-3 Management of
material topics
Environmental manufacturing standards, PG 40, Waste & Circularity, PG 47, 
Understanding & reducing our waste streams, PG 51
306-1 Waste generation and 
significant waste-related 
impacts
Waste & Circularity, PG 47, Understanding & reducing our waste streams, PG 
51
306-2 Management 
of significant 
waste-related impacts
Circular innovation, PG 48, Mitigating waste, PG 49, Innovating for a more 
efficient production process, PG 50, Understanding & reducing our waste 
streams, PG 51
306-3 Waste generated
Performance Data: Planet, PG 86
306-4 Waste diverted
from disposal
Performance Data: Planet, PG 86
306-5 Waste directed
to disposal
Performance Data: Planet, PG 86
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
75
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
Supplier environmental assessment
GRI 308: Supplier 
Environmental 
Assessment 2016
3-3 Management of
material topics
Supplier audits: environmental, PG 41
308-1 New suppliers that 
were screened using 
environmental criteria
Supplier audits: environmental, PG 41
308-2 Negative environmental 
impacts in the supply chain 
and actions taken
Supplier audits: environmental, PG 41
Employment
GRI 401: Employment 
2016
3-3 Management of
material topics
Our Value Chain & Sustainability, PG 14, Equality, Diversity & Inclusion, PG 18, 
Empowerment & Education, PG 26, Rights & Respect, PG 31
401-1 New employee hires
and employee turnover
401-1-a
401-1-b
Information unavailable /
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
401-2 Benefits provided to 
full-time employees that are 
not provided to temporary or 
part-time employees
401-2-a
401-2-b
Information unavailable /
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
401-3 Parental leave
401-3-a
401-3-b
401-3-c
401-3-d
401-3-e
Information unavailable /
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
 Continues from previous page
 Continues on next page

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
76
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
Labor/management relations
GRI 402: Labor/
Management Relations 
2016
3-3 Management of
material topics
We have collective bargaining in place where applicable. A reasonable 
notification period will be provided to all impacted employees for any 
significant operational changes. Social manufacturing standards, PG 35, 
Safeguarding human rights, PG 32, Rights & Respect, PG 31, Our Value Chain 
& Sustainability, PG 13. 
402-1 Minimum notice 
periods regarding 
operational changes
Swarovski implements notice periods in line with local regulations. Collective 
bargaining agreements are present in some markets, as outlined in Disclosure 
2-30.
402-1-a
402-1-b
Information unavailable /
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
Occupational health and safety
GRI 403: Occupational 
Health and Safety 2018
3-3 Management of 
material topics
Social manufacturing standards, PG 35
403-1 Occupational health 
and safety management 
system
Social manufacturing standards, PG 35
403-2 Hazard identification, 
risk assessment, and incident 
investigation
Social manufacturing standards, PG 35
403-3 Occupational
health services
Social manufacturing standards, PG 35
403-4 Worker participation, 
consultation, and 
communication on 
occupational health
and safety
Social manufacturing standards, PG 35
403-5 Worker training 
on occupational health 
and safety
Social manufacturing standards, PG 35, Safeguarding human rights, PG 32
 Continues from previous page
 Continues on next page

77
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
403-6 Promotion of
worker health
Our response to Covid-19, PG 36 
Through our WeShine programs, Swarovski partners with various NGO’s and 
organizations that run specialized and targeted projects that focus on topics 
including non-occupational medical and healthcare services. In the past we 
have worked with Raks Thai and BSR HERproject.
For this reporting period we did 
not run any new WeShine projects, 
but will include an update on new 
projects in the next sustainability 
report.
403-7 Prevention and 
mitigation of occupational 
health and safety impacts 
directly linked by business 
relationships
403-8 Workers covered by 
an occupational health and 
safety management system
Social manufacturing standards, PG 35, Sourcing from responsible supply 
chains, PG 33
403-9 Work-related injuries
Social manufacturing standards, PG 35
403-10 Work-related ill health
No fatalities or work-related ill health has been recorded during the reporting 
period. Risks have been mitigated by our EH&S programs. Initiatives were 
conducted to protect our employees during the COVID-19 pandemic, as 
partially outlined on Our response to Covid-19, PG 36.
Training and education
GRI 404: Training and 
Education 2016
3-3 Management of
material topics
Our Value Chain & Sustainability, PG 13, Empowerment and Education, PG 26 
404-1 Average hours of 
training per year per employee
404-1-a
Information unavailable /
incomplete
Due to system errors this number 
is not accurate for the reporting 
period.
404-2 Programs for upgrading 
employee skills and transition 
assistance programs
Life Skills Program, PG 27
 Continues from previous page
 Continues on next page 
Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.

78
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
404-3 Percentage of 
employees receiving regular 
performance and career 
development reviews
404-3
Information unavailable /
incomplete
At Swarovski, a one-year working 
period from 1st of January to 31st 
December of the same year is 
considered an Annual Performance 
Development Cycle.
During this time we set goals, 
monitor and evaluate the 
performance expectations made 
between a manager and employee 
during an established working 
period. The conversations during 
the year are the core of the process 
and serve to formally discuss 
performance expectations and to 
openly share feedback.
Diversity and equal opportunity
GRI 405: Diversity and 
Equal Opportunity 2016
3-3 Management of
material topics
Our Value Chain & Sustainability, PG 13, Equality, Diversity & Inclusion, PG 18
405-1 Diversity of governance 
bodies and employees
Performance Data: People, PG 83
405-2 Ratio of basic salary 
and remuneration of women 
to men
405-2-a
405-2-b
Confidentiality constraints
Swarovski International Holding 
AG is a privately owned company, 
hence detailed compensation data 
is protected by confidentiality.
Non-discrimination
GRI 406: Non-
discrimination 2016
3-3 Management of
material topics
Please reference Disclosure 2-26.
 Continues from previous page
 Continues on next page

79
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
 Continues from previous page
 Continues on next page 
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
406-1 Incidents of 
discrimination and
corrective actions taken
No material incidents have been notified during the reporting period.
Freedom of association and collective bargaining
GRI 407: Freedom 
of Association and 
Collective Bargaining 
2016
3-3 Management of
material topics
Equality, Diversity & Inclusion, PG 18
407-1 Operations and suppliers 
in which the right to freedom 
of association and collective 
bargaining may be at risk
Not applicable
No supplier or country of operation 
has presented areas of risk for rights 
to freedom of association and 
collective bargaining. 27% of our 
workforce is covered by collective 
bargaining agreements.
Child labour
GRI 408: Child Labor 
2016
3-3 Management of
material topics
Rights & Respect, PG 31, Safeguarding human rights, PG 32, Sourcing from 
responsible supply chains, PG 33, Supplier audits: social, PG 34, Social 
manufacturing standards, PG 35
408-1 Operations and 
suppliers at significant risk
for incidents of child labor
Rights & Respect, PG 31, Safeguarding human rights, PG 32, Sourcing from 
responsible supply chains, PG 33, Supplier audits: social, PG 34, Social 
manufacturing standards, PG 35
Forced or compulsory  labour
GRI 409: Forced or 
Compulsory Labor 2016
3-3 Management of
material topics
Rights & Respect, PG 31, Safeguarding human rights, PG 32, Sourcing from 
responsible supply chains, PG 33, Supplier audits: social, PG 34, Social 
manufacturing standards, PG 35
409-1 Operations and suppliers 
at significant risk for incidents 
of forced or compulsory labor
Rights & Respect, PG 31, Safeguarding human rights, PG 32, Sourcing from 
responsible supply chains, PG 33, Supplier audits: social, PG 34, Social 
manufacturing standards, PG 35

80
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
Local communities
GRI 413: Local 
Communities 2016
3-3 Management of
material topics
Our response to Covid-19, PG 36, Swarovski Foundation, PG 57, Swarovski 
Waterschool, PG 59
413-1 Operations with local 
community engagement, 
impact assessments, and 
development programs
Our response to Covid-19, PG 36, Swarovski Foundation, PG 57, Swarovski 
Waterschool, PG 59
413-2 Operations with 
significant actual and 
potential negative impacts
on local communities
413-2-a
Not applicable
None of Swarovski’s operations 
have significant actual and 
potential negative impacts on local 
communities.
Supplier social assessment
GRI 414: Supplier Social 
Assessment 2016
3-3 Management of
material topics
Sourcing from responsible supply chains, PG 33, Supplier audits: social, PG 34
414-1 New suppliers that were 
screened using social criteria
414-1-a
Information unavailable / 
incomplete
Data is currently incomplete, but 
we are working to improve its 
availability and can expect to 
potentially include it in the following 
reporting periods.
414-2 Negative social impacts 
in the supply chain and 
actions taken
Sourcing from responsible supply chains, PG 33, Supplier audits: social, PG 34
 Continues from previous page
 Continues on next page

81
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
 Continues from previous page
 Continues on next page 
GRI standard 
Disclosure
Detail and/or location
Omissions
Requirement(s) 
Ommited
Reason
Explanation
Marketing and labeling
GRI 417: Marketing and 
Labeling 2016
3-3 Management of material 
topics
Information unavailable / 
incomplete
Swarovski includes product 
information and labeling in 
accordance with local regulations 
in the countries of operation. We are 
working to increase it with further 
useful information in the near future. 
New developments will be included 
in the next reporting period.
417-1 Requirements for 
product and service 
information and labeling
Information unavailable / 
incomplete
Swarovski includes product 
information and labeling in 
accordance with local regulations 
in the countries of operation. We are 
working to increase it with further 
useful information in the near future. 
New developments will be included 
in the next reporting period.
417-2 Incidents of non-
compliance concerning 
product and service 
information and labeling
Information unavailable / 
incomplete
Swarovski includes product 
information and labeling in 
accordance with local regulations 
in the countries of operation. We are 
working to increase it with further 
useful information in the near future. 
New developments will be included 
in the next reporting period.
417-3 Incidents of 
non-compliance concerning 
marketing communications
Information unavailable / 
incomplete
Swarovski includes product 
information and labeling in 
accordance with local regulations 
in the countries of operation. We are 
working to increase it with further 
useful information in the near future. 
New developments will be included 
in the next reporting period.

82
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI 2-7: Employees (by gender)
Indicator
Measure 
2021
2020
2019
Part Time (Total)
HC
 3,997 
3,994
5,803
Female 
HC
 3,508
3,493 
5,125
Male 
HC
 486
499 
677
Undisclosed
HC
3
2 
1
Full Time (Total)
HC
16,517
16,859 
21,497 
Female 
HC
 12,300
12,220 
15,655 
Male 
HC
 4,212
4,637
5,842 
Undisclosed
HC
5
2 
0
Contingent Workers (Total)
HC
 735
504 
1,137
Female 
HC
 469 
285 
752
Male 
HC
 75 
66 
167
Undisclosed
HC
191
153 
218
HC Overall (Total)
HC
 20,514
20,853
27,300 
Female 
HC
 15,808 
15,721 
20,780 
Male 
HC
 4,698 
5,128 
6,519 
Undisclosed
HC
8
4
1
% Female 
%
77
75
76
% Male 
%
23
25
24
Head count Overall & Contingent 
Workers (Total)
HC
21,249
21,357 
28,437 
Performance Data: People
GRI 2-7: Employees (by region)
Indicator
Measure 
2021
Part Time (Total)
HC
3,997
Asia South
HC
576
Europe, Middle East & Africa
HC
2,384
Greater China
HC
0
Latin America
HC
0
North America
HC
1,037
Full Time (Total)
HC
16,517
Asia South
HC
8,485
Europe, Middle East & Africa
HC
5,203
Greater China
HC
1,473
Latin America
HC
589
North America
HC
767
Contingent Workers (Total)
HC
735
Asia South
HC
438
Europe, Middle East & Africa
HC
242
Greater China
HC
20
Latin America
HC
25
North America
HC
10
HC Overall (Total)
HC
20,514
Asia South
HC
9,061
Europe, Middle East & Africa
HC
7,587
Greater China
HC
1,473
Latin America
HC
589
North America
HC
1,804
% Asia South
%
44%
% Europe, Middle East & Africa
%
37%
% Greater China
%
7%
% Latin America
%
3%
% North America
%
9%
HC Overall & Contingent Workers (Total)
HC
21,249
✔
Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
✔
GRI: 2-7
✔

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
✔
83
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI 405-1: Diversity of governance bodies and employees (by gender)
Indicator
Measure 
2021
2020
2019
Employee 
HC
18,054
18,116 
24,178 
Female 
HC
14,560
14,338 
19,187 
Male 
HC
3,487
3,778 
4,991 
Undisclosed
HC
7
% Female 
%
81
79
79
% Male 
%
19
21
21
Management
HC
1,949
2,161 
2,455 
Female 
HC
1,060
1,170 
1,339 
Male 
HC
888
991 
1,116
Undisclosed
HC
1
% Female 
%
54
54
55
% Male 
%
46
46
45
Senior Management
HC
487
546
628
Female 
HC
181
206
246
Male 
HC
306
340 
382
Undisclosed
HC
–  
% Female 
%
37
38
39
% Male 
%
63
62
61
Top Management
HC
24
30
39
Female 
HC
7
9
9
Male 
HC
17
21
30
Undisclosed
HC
–
% Female 
%
29
30
23
% Male 
%
71
70
77
Board of Directors
HC
8
–
–
Female
HC
2
Male
HC
6
Undisclosed
HC
–
% Female
%
25
% Male
%
75
Gender Split by Management Level 2021
Men 
Women
Top Management
HC
17
7
Senior Management
HC
306
181
Management
HC
888
1060
Total by Level
HC
1211
1248
Total
2459
% Split
49
51
✔
✔
GRI: 405-1

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
✔
84
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI 405-1: Diversity of governance bodies and employees (by age group)
Indicator
Measure 
2021
Top Management
HC
24
Under 30 years old
HC
–
30-50 years old
HC
10
Over 50 years old
HC
14
% Under 30 years old
%
–
% 30-50 years old
%
42
% Over 50 years old
%
58
Board of Directors
HC
8
Under 30 years old
HC
–
30-50 years old
HC
2
Over 50 years old
HC
6
% Under 30 years old
%
–
% 30-50 years old
%
25
% Over 50 years old
%
75
GRI 405-1: Diversity of governance bodies and employees (by age group)
Indicator
Measure 
2021
Employee
HC
18,054
Under 30 years old
HC
7,220
30-50 years old
HC
9,228
Over 50 years old
HC
1,606
% Under 30 years old
%
40
% 30-50 years old
%
51
% Over 50 years old
%
9
Management
HC
1,949
Under 30 years old
HC
87
30-50 years old
HC
1 510
Over 50 years old
HC
352
% Under 30 years old
%
4
% 30-50 years old
%
77
% Over 50 years old
%
18
Senior Management
HC
487
Under 30 years old
HC
3
30-50 years old
HC
339
Over 50 years old
HC
145
% Under 30 years old
%
1
% 30-50 years old
%
70
% Over 50 years old
%
30
✔

Ernst & Young Ltd performed for the data covering 2021 a limited assurance
engagement on selected KPIs marked with the tick mark on each table that was assured.
✔
85
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Performance Data: Planet
GRI 305: Emissions. Disclosures 305-1 (Scope 1), 305-2 (Scope 2) and 
305-3 (Scope 3)
Indicator
Measure 
2021
2020
2019
Total CO2e emissions 
(Market-Based)
Tonnes
386,383
351,850
501,955
Scope 1
Tonnes
45,300
43,853
48,296
Scope 2
Tonnes
37,275
35,752
45,172
Scope 3
Tonnes
303,808
272,245
408,487
GRI 302-1: Energy consumption within the organization
Indicator
Measure 
2021
2020
2019
Non-Renewables % of total energy
%
82
83
75
Non-Renewables
kWh
 245,670,161 
241,387,765
274,407,091
Purchased
kWh
Bituminous
kWh
361,045
335,954
359,718
Coal
kWh
2,993,662
3,715,787
11,189,613
Diesel oil
kWh
213,039
174,812
797,323
Heavy fuel oil
kWh
174,259
91,844
112,315
Lignite
kWh
1,614,229
1,551,994
–  
Natural gas (methane)
kWh
239,632,155
232,627,788
257,561,718
Fuel extra light
kWh
42,900
2,898
318,900
Liquified gas/ LPG
kWh
443,431
831,928
857,941
Nuclear
kWh
195,441
2,054,759
3,209,562
Renewables % of total energy
%
18
17
25
Renewables
kWh
53,682,220
49,879,536
90,648,758
Purchased
kWh
Hydropower 
kWh
13,292,471
10,416,939
31,538,990
Photovoltaic / solar
kWh
411,838
–  
–  
Wind
kWh
1,206,826
1,019,974
732,539
Wood/pellets
kWh
1,566,509
950,728
1,275,619
Self Generated
kWh
Hydropower 
kWh
35,760,000
36,288,000
55,452,000
Photovoltaic / solar
kWh
1,444,576
1,203,895
1,649,610
Total Energy Consumption
kWh
299,352,381
291,267,301
365,055,849
✔
Emission Categories Disclaimer
The greenhouse gas inventory is calculated according to the latest 
standard of the Greenhouse Gas Protocol Corporate Standard. 
Greenhouse gas calculations include all Kyoto gases. Emissions are 
consolidated according to the equity share approach.
Scope 1
Emission factors used are from EPA (2018) and include the fossil 
fuel consumption and refrigerant use at our production and 
office locations. 
Scope 2 (market based)
Emissions are calculated according to the market-based approach 
and include purchased electricity for offices, production locations 
and own stores. For offices and production locations, meter 
readings are used. For our stores, consumption is estimated based 
on store size. Emission factors are, where available, supplier 
specific, otherwise from the International Energy Agency (IEA) or the 
ecoinvent Association. 
Scope 3
Calculations are made in accordance with the Greenhouse Gas 
Protocol, specifically the Corporate Value Chain and Accounting 
Standard. Emission factors include specific Life Cycle Assessment 
data, ecoinvent data, environmentally extended input output (EEIO) 
data and (WIOD database) for the spend based approach.
Purchased Goods and Services
Includes raw materials like precious metals, base metals, minerals, 
chemicals, semi-finished products, other production materials and 
finished products like packaging. Where available material volumes 
are used, otherwise the spend-based approach is utilized.
Purchased Capital Goods
Includes machinery, construction and equipment for our 
facilities/stores and other purchased goods, calculated with 
a spend-based approach.
Fuel and energy-related activities
This includes all upstream emissions of energy consumption. 
Emission factors used from the ecoinvent Association 
and Treeze Ltd.
Employee commuting
Includes employee commuting emissions of all Swarovski 
employees and contingent workers. Calculations are based on the 
recommended emission factor from Quantis (Scope 3 calculator) 
indicating emissions per employee and year. Home office has been 
accounted for employees that are fully or partially able to work 
from home.
Transport
Includes upstream and downstream transport emissions of our 
third-party logistic partners. Calculations are based on supplier 
specific emission reports and, when not available, are calculated 
via a spend-based approach.
Partner Stores (IR - Independent Retail)
Includes all independent retailers. Calculations are made as per 
market-based methodology.  
Waste
Includes emissions from waste generated in operations. 
Calculations of emissions are based on waste volumes and 
ecoinvent emission factors.
Business Travel
Includes emissions from business travel by car, train and plane, 
and hotel expenditures. Calculation of emissions is based 
on a mix of travel distances, DEFRA emission factors, and the 
spend-based approach.
✔
GRI: 302-1, 302-4, 305-1, 305-2, 305-3

Ernst & Young performed a limited assurance engagement for 2021 performance data, 
*including the data pertaining to GRI 306-3, total amounts of waste generated.
✔
86
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
GRI 303-5: Water consumption
Indicator
Measure 
2021
2020
2019
Total Water Recycled or Reused
m3
863,204
862,751
393,030
GRI 306: Waste. Disclosures 306-3* (Waste generated), 306-4 (Waste diverted 
from disposal) and 306-5 (Waste directed to disposal).
Indicator
Measure 
2021
2020
2019
Total Non-Hazardous Waste*
Tonnes
8,195
7,986
12,027
Recovered, recycled & reused waste 
% of total non-hazardous waste
%
36
37
43
Recovery, including energy recovery
Tonnes
15
242
644
Recycling
Tonnes
2,950
2,720
4,468
Reuse
Tonnes
8
13
41
Incineration (Mass burn)
Tonnes
541
434
704
Landfill
Tonnes
3,429
3,354
4,175
Others
Tonnes
1,252
1,222
1,995
Total Hazardous Waste*
Tonnes
 6,351
6,360
10,187
Recovered, recycled & reused waste 
% of total hazardous waste
%
9
13
14
Recovery, including energy recovery
Tonnes
 224 
87
488
Recycling
Tonnes
 372 
742
963
Reuse
Tonnes
 5 
2
7
Incineration (Mass burn)
Tonnes
125
253
184
Landfill
Tonnes
5,578
5,225
8,434
Others (Composting etc.)
Tonnes
47
51
111
Total Weight of Waste*
Tonnes
14,546 
14,346
22,214
Recovered, recycled & reused waste 
% of total
%
24.6
26.5
30
GRI 303-3: Water withdrawal
Indicator
Measure 
2021
2020
2019
Total
m3
 2,132,948 
2,096,837
2,770,443
Groundwater
m3
 1,583,297 
1,544,345
1,989,858
Lakes
m3
 300 
300
300
Public water supply systems or other 
water utilities
m3
 466,165 
433,783
596,431
Rivers
m3
 83,186 
118,409
183,854
GRI 303-4: Water discharge
Indicator
Measure 
2021
2020
2019
100% company-owned treatment 
facility
m3
363,259
269,003
308,159
Environment
m3
397,147
388,761
1,207,595
Municipal or other public facility
m3
509,250
567,006
849,273
Shared treatment facility
m3
88
9,316
12,386
Volume of planned water discharge
m3
1,269,744
1,234,086
2,377,413
✔
GRI: 303-3, 303-4, 303-5, 306-3, 306-4, 306-5

87
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Stakeholder Engagement Map 2021
Internal Stakeholders
(e.g. Family, Senior Management, 
Employees, Unions)
B2C Customers
 
B2B Clients
Suppliers & 
Business Partners
NGO, Academics & 
Industry Partners
(e.g. Raks Thai Foundation, CSF, 
CSM, BSR, UNGC, Chamber 
of Commerce, RJC, SB, 
Fachverband Glas)
Community 
& Regulators
Customer Experience 
(Product, Packaging)
X
X
Media & PRCommunications
X
X
X
X
Internal Information 
Activities & Platforms
X
X
X
Education, Empowerment 
& Engagement
X
Meetings
X
Partnerships & Collaborations
X
Self Assessments 
& Third Party Audits
Performance Reviews
Policies
X
Internal Governance
X
Internal Audits
X
Surveys
X
Reporting
X
Topics
Sustainability Targets & KPIs
Ongoing progress 
Compensation, benefits & 
performance review
Training & Development
Guidelines, policies, processes
Products and materials 
(sustainable alternatives, 
conflict minerals, etc.)
Packaging
Sustainability progress
Innovation
Collaborations
Products and materials 
(sustainable alternatives, conflict 
minerals, etc.)
Packaging
Sustainability progress
Innovation
Human rights and working 
conditions
GHG reduction
Human rights and working 
conditions
Health and safety, 
environmental management 
Materials (conflict minerals, 
sustainable materials)
Supply chain transparency
Ongoing progress and corrective 
actions
Women empowerment in supply 
chain
GHG reduction
Support of innovative designers, 
academics and start ups
Self-assessments & 
benchmarking
Human Rights & working 
conditions
Sustainability Targets
Covid-19 measures and support
GHG reduction
Air emissions, effluents and waste
Health & safety, accidents
Inspections (e.g. chemical safety and 
industrial accident management)
EDI Initiatives
Modern slavery
GRI: 2-5, 2-29, 3-1

88
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
INDEPENDENT 
ASSURANCE REPORT
We have been engaged to perform 
a limited assurance engagement on 
the metrics disclosed in Swarovski’s 
2021 Sustainability Report (hereafter 
«Sustainability Report») in the 
chapter « GRI Index + Performance 
Data » for the reporting period from 1 
January 2021 to 31 December 2021:
	
— Tables on employee (GRI 2-7) 
and composition (GRI 405-1) 
performance measures on pages 
82-84 of the Sustainability 
Report (hereafter «the KPIs») 
	
— Tables on energy (GRI 302-1) 
and emissions (GRI 305-1,2,3) 
performance measures on 
page 85 of the Sustainability 
Report (hereafter «the KPIs»)
	
— Table on waste (GRI 306-3) 
performance measures on 
page 86 of the Sustainability 
Report (hereafter «the KPIs») 
Our engagement was limited to the KPIs 
listed above. We have not assessed 
the following KPIs or information 
disclosed in the Sustainability Report:
	
— Information other than the 
KPIs indicated above
	
— KPIs related to previous 
reporting periods
	
— Qualitative statements
APPLICABLE CRITERIA
Swarovski defined as applicable criteria 
(hereafter «applicable criteria»):
	
— Selected GRI Sustainability 
Reporting Standards  
A summary of the standards is presented 
on the GRI homepage. We believe that 
these criteria are a suitable basis for 
our limited assurance engagement. 
The quantification of greenhouse gases 
(GHG) is subject to inherent uncertainty 
because of incomplete scientific 
knowledge used to determine emission 
factors and the values needed to 
combine emissions of different gases.
RESPONSIBILITY OF DANIEL SWAROVSKI 
CORPORATION AG’S MANAGEMENT
The management of Daniel Swarovski 
Corporation AG is responsible for the 
selection of the applicable criteria and 
for the preparation and presentation of 
the disclosed KPIs in accordance with 
the applicable criteria. This responsibility 
includes the design, implementation, 
and maintenance of internal controls 
relevant to the preparation of KPIs that 
are free from material misstatement, 
whether due to fraud or error. 
INDEPENDENCE AND 
QUALITY CONTROL
We have complied with the 
independence and other ethical 
requirements of the International Code 
of Ethics for Professional Accountants 
(including International Independence 
Standards) of the International Ethics 
Standards Board for Accountants (IESBA 
Code), which is founded on fundamental 
principles of integrity, objectivity, 
professional competence and due care, 
confidentiality and professional behavior. 
Our firm applies the International 
Standard on Quality Control 1 and 
accordingly maintains a comprehensive 
system of quality control including 
documented policies and procedures 
regarding compliance with 
ethical requirements, professional 
standards and applicable legal 
and regulatory requirements.
OUR RESPONSIBILITY
Our responsibility is to express a 
conclusion on the above mentioned 
KPIs based on the evidence we have 
To the management 
of Daniel Swarovski 
Corporation AG
Zurich, 2 September 2022

89
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
obtained. We conducted our limited 
assurance engagement in accordance 
with the International Standard on 
Assurance Engagements (ISAE) 3000 
Assurance Engagements Other than 
Audits or Reviews of Historical Financial 
Information. This standard requires that 
we plan and perform this engagement to 
obtain limited assurance about whether 
the KPIs in the Sustainability Report 
are free from material misstatement, 
whether due to fraud or error. 
In accordance with the engagement 
agreement, our duty of care for 
this engagement only extends 
to the management of Daniel 
Swarovski Corporation AG.
Based on risk and materiality 
considerations we have undertaken 
procedures to obtain sufficient evidence. 
The procedures selected depend 
on the practitioner’s judgment. This 
includes the assessment of the risks 
of material misstatements in above 
mentioned performance measures. 
The procedures performed in a limited 
assurance engagement vary in nature 
and timing from, and are less in scope 
than for, a reasonable assurance 
engagement. Consequently, the level 
of assurance obtained in a limited 
assurance engagement is substantially 
lower than the assurance that would 
have been obtained had we performed 
a reasonable assurance engagement. 
SUMMARY OF WORK PERFORMED
Our limited assurance procedures 
included, amongst others, 
the following work:
	
—  Assessment of the suitability 
of the underlying criteria and 
their consistent application
	
—  Inquiries of company’s 
representatives responsible for 
collecting, consolidating, and 
calculating the KPIs in order to 
assess the process of preparing 
the data, the reporting system, 
the data capture and compilation 
methods as well as internal controls 
to the extent relevant for the 
limited assurance engagement
	
—  Inspection of the relevant 
documentation of the systems 
and processes for compiling, 
analyzing, and aggregating 
sustainability data and testing such 
documentation on a sample basis
	
—  Analytical procedures and 
inspection of documents on a 
sample basis with respect to the 
compilation and reporting of 
the performance measures
	
—  Analytical procedures of 
the Sustainability Report 
regarding plausibility and 
consistency with the KPIs
We believe that the evidence we 
have obtained is sufficient and 
appropriate to provide a basis for 
our limited assurance conclusion.
OUR CONCLUSION
Based on the procedures we have 
performed and the evidence we have 
obtained, nothing has come to our 
attention that causes us to believe that 
the KPIs have not been prepared, in 
all material respects, in accordance 
with the applicable criteria.  
Ernst & Young Ltd
Jolanda Dolente, Partner 
Mark Veser, Partner

90
Introduction
Strategy
People
Planet
Philanthropy
2021 Sustainability Report
Get in touch:
sustainability@swarovski.com