Sustainability Report 
2021
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845

Content
Foreword by our CEO and CFO	
  3
About Lindt & Sprüngli	
  4
Highlights 2021	
5
Our mission – our value chain from bean to bar	 6
Sustainability strategy and governance 	
7
Lindt & Sprüngli Sustainability Plan	
7
Main commitments and progress 2021	
8
Determining our material topics	
9
Responsible business conduct and human rights	
11
Stakeholder engagement	
13
Sustainability governance	
14
Improving livelihoods	
15
Responsible sourcing	
17
Responsible sourcing approach 
19
Our cocoa sustainability approach	
 23
Contributing to an intact environment	
35
The Lindt Performance Way	
37
Climate	
38
Water and waste	
41
Packaging	
43
Performing together	
45
Occupational health and safety	
47
Enabling and motivating working environment 	
49
Delighting consumers 	
52
Product quality and product safety	
54
Transparent and responsible communication 	
56
KPIs and Appendix 	
58
Key performance indicators	
59
About this report 	
64
Our contribution to the SDG 
65
GRI Content Index 	
66
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Foreword by our CEO and CFO
Our purpose as a premium chocolate maker is to enchant the world 
with chocolate.
These words bear our promise to uphold high quality standards – 
not just for our products, but for the way we do business. For over 
175 years, Lindt & Sprüngli has proudly lived up to this promise, 
building a global reputation for excellence, innovation, and sustain-
ability. As we look forward, our purpose guides us to make a positive 
impact and help create a better future.
The world faces many challenges, such as the deterioration of 
nature and biodiversity, which are the basis of life and our products. 
Climate change has the potential to exacerbate social conflicts and 
challenge agricultural production of raw materials. Human rights 
violations are still widespread, reinforcing inequalities and hindering 
the improvement of livelihoods for many people.
The Lindt & Sprüngli Sustainability Plan is our ambition to help 
address these challenges and to create a better tomorrow. It is our 
pathway to becoming more sustainable along our entire value chain, 
from sourcing and production to packaging and consumption.
We continue to build on this solid foundation: in 2021, more than 
91,000 farmers participated in our Lindt & Sprüngli Farming Program 
and 100% of our cocoa beans and 64% of our cocoa beans equivalent 
are sourced through sustainability programs. Our first complete 
carbon footprint has revealed that our greatest leverage to limit climate 
change is in our value chain, namely in sourcing cocoa and other 
raw materials, as well as in transportation and packaging initiatives. 
This footprint will enable us to announce our Science Based GHG 
Reduction Targets in 2023. We also rolled out our Sustainable Pack-
aging initiative further, which aims to make 100% of packaging 
recyclable by 2025 and to reduce the use of plastics.
This progress demonstrates that Lindt & Sprüngli’s Purpose, Mission, 
and Values are anchored deep within our culture and in the hearts 
of our employees, motivating everyone along our value chain to 
contribute to a more sustainable future.
Going forward, we anticipate a rapid increase and strengthening 
of social, environmental, and corporate governance regulations, 
growth in investor interest, and the allocation of more resources 
toward sustainable solutions. There will also be increasing demand 
from our business, trade, and supply chain partners – as well as 
growing awareness and expectations from our employees, consumers, 
and the general public – for improved sustainability performance.
This encourages us to further strengthen Lindt & Sprüngli’s good 
business conduct. We consider business integrity and human rights 
as cross-cutting issues relevant throughout the Lindt & Sprungli 
Sustainability Plan and our way of doing business. We are currently 
developing a human rights policy and action plan, which will for-
malize our commitment even further.
We are proud to share our 12th annual Sustainability Report, for 
the first time referencing the reporting standards of the Global 
Reporting Initiative (GRI).
	 	 	
Dr Dieter Weisskopf	
Martin Hug
CEO Lindt & Sprüngli Group	
CFO Lindt & Sprüngli Group
Dr Dieter Weisskopf, CEO Lindt & Sprüngli Group
Martin Hug, CFO Lindt & Sprüngli Group 
and Head of the Sustainability Executive Team
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

About Lindt & Sprüngli
Our Group includes 8 brands: 
Lindt, Ghirardelli, 
Russell Stover, Whitman's, 
Pangburn's, Caffarel, 
Hofbauer and Küfferle
Our products are sold in around 
500 own stores
Lindt & Sprüngli was founded in 1845 in Zurich, 
Switzerland, and has been enchanting the world 
with chocolate for more than 
175 years
Our chocolate is sold in more than 
120 countries
and by 31 subsidiaries and regional offices as well 
as via more than 100 independent distributors
The Lindt & Sprüngli Group reported sales of 
CHF 4.59 billion
in 2021
We produce premium chocolate at our 
11 factories
in Europe and the USA
We have our own dedicated sustainability program: 
the Lindt & Sprüngli Farming Program. Through the Program 
we source cocoa beans and cocoa butter from 
7 countries of origin
Ghana, Ecuador, Madagascar, Papa New Guinea, 
Dominican Republic, Peru, and Côte d’Ivoire
> 14,000 
employees work for us worldwide
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

carbon footprint 
(Scopes 1, 2, and 3)
Sustainable Packaging 
Coalition 
38% 
> 91,000
12 
100% 
Vegan Food 
Award
> 2.8 million 
farmers participating in the 
Lindt & Sprüngli Farming Program
raw and packaging materials
cocoa fruit to reduce food waste 
from cocoa fruit pulp
from PETA 
Expanded our Responsible Sourcing 
Roadmap to include 
Innovative Excellence Cocoa Pure 
made from 
Lindt HELLO Vegan wins
Calculated our first complete
Joined the 
on the path to defining science based targets (SBT)
to support our five packaging targets 
of senior leadership positions 
held by women 
shade trees distributed through cocoa 
sustainability programs since 2008
Highlights 2021
64%
of cocoa beans equivalent are sourced 
through sustainability programs
 100% of our cocoa beans and
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

For more information about our business model, see our online ▶ 2021 Annual Report
Sourcing 
We source high quality 
raw materials such as co-
coa and hazelnuts to create 
our products, and packag-
ing materials to protect 
them. We indirectly source 
related services such as 
distribution, logistics, pro-
duction equip­ment, and 
technology.
Transportation 
Raw and packaging ma-
terials are traded, stored, 
and transported to our 
production sites.
Production 
We transform raw mate-
rials into premium choc-
olate, taking care to use 
precious natural resourc-
es efficiently, provide a 
safe working environ-
ment, and follow our 
sustainable packaging 
principles.
Retail 
Our products are sold 
through our own shops, 
online, and by our retail 
partners.
Consumption 
We provide delightful 
and high quality prod-
ucts to our consumers. 
We anticipate trends 
and take care to fulfill 
our consumers' expecta-
tions of responsible and 
transparent marketing.
1.
2.
3.
4.
5.
Our Mission: We create premium chocolate and 
related confectionary for the global market. 
We strive to meet consumer preferences and 
cooperate with our partners along the value 
chain to contribute to a sustainable tomorrow.
Our mission – our value chain from bean to bar 1
1  Excluding Russell Stover
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

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As a leading international chocolate producer, Lindt & 
Sprüngli is committed to conducting business in an ethical 
and socially responsible manner. The Lindt & Sprüngli 
Sustainability Plan (“the Sustainability Plan”) – our com-
mitment for a better tomorrow – is our strategy for creating 
long-term added value for society, the environment, and 
the economy. It reflects our core ▶ company values Excel-
lence, Innovation, Entrepreneurship, Responsibility, and 
Collaboration. Our Sustainability Plan centers around 
Lindt & Sprüngli’s priority  focus areas  grouped under four 
purpose pillars and objectives:
–	 Improve the livelihoods of people in our supply chain
–	 Contribute to an intact environment
–	 Foster successful collaboration within the company and
–	 Delight our consumers
By building our sustainability strategy and disclosures 
around these pillars, we seek to improve our social impact 
and reduce our environmental footprint, thereby remain-
ing a reliable partner of choice within our industry and 
positioning our company for continued success. We review 
and communicate our progress annually and adapt our 
approach to meet new challenges and opportunities.
Needless to say, Lindt & Sprüngli cannot do this alone. A 
more sustainable future is possible not because of any one 
thing we may do, but on the concerted, continued, compliant 
and honest efforts of untold numbers of stakeholders, as well 
as on achieving success on some of the vexing structural is-
sues in the most impacted countries, including reducing 
poverty and hunger and increasing educational opportunities.
Sustainability strategy and governance
Lindt & Sprüngli Sustainability Plan
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
Introduction and Strategy
Improving livelihoods
Contributing to an intact environment
Performing together
Delighting consumers
KPIs and Appendix

Ambition
Focus area
Target
Status
We want to support people along our value chain in creating decent 
and resilient livelihoods. The farmers, their families, employees, and 
the corresponding communities along our supply chain are at the 
center of our responsible sourcing activities.
Responsible sourcing
80% of our procurement expenditure for raw and packaging materials 
bearing significant sustainability risks is covered by a sustainable sourcing 
program by 2025
On track
Rural development
100% of cocoa (beans, butter, powder, and chocolate) is sourced 
through sustainability programs by 2025
On track
An intact environment is essential for our company and the entire 
value chain. Therefore, we focus on protecting the environment and 
reducing the environmental footprint of our chocolate as well as its 
packaging.
Biodiversity and ecosystems
100% of sourced cocoa is free from deforestation by 2025 (= covered by 
a fully implemented Cocoa No-Deforestation & Agroforestry Action Plan)
On track
Climate
Define a science based target (including Scope 1, 2, and 3) with a goal 
of reaching net-zero emissions in the long term, to be announced in 
2023 at the latest
On track
2% reduction of greenhouse gas emissions in the production process 
per year from 2020, per ton produced (interim commitment until SBT 
is defined)
Achieved
Water and waste
50% reduction of semi-finished product waste in the production process 
from 2015 by 2025, per ton produced
On track
10% reduction of municipal water withdrawn in the production process 
from 2019 by 2025, per ton produced
On track
Packaging
100% of packaging is recyclable or reusable by 2025
On track
As a premium chocolate company committed to high quality 
standards, innovation, and sustainability, our employees are key to our 
future. Workplace safety is a top priority, we encourage and motivate 
our employees to achieve mutual success, and we support equal 
opportunities in the workplace.
Occupational health and 
safety
Continuously reduce our safety risks to achieve our long-term vision 
of zero lost time accidents
On track
Enabling and motivating 
working environment
Employ 40% women in senior leadership by 2025
On track
In order to remain successful in the long term, we strive to continuously 
surprise and delight our consumers with innovative, premium chocolate 
products. We assume a high level of responsibility toward our 
consumers by ensuring transparent communication, product quality, 
and product safety.
Product quality/ 
Product safety
Comply with Lindt & Sprüngli quality and food safety standards on an 
ongoing basis
No deviations
Transparent and responsible 
communication
Avoid targeting children in advertising, encourage responsible 
consumption, and provide transparent nutritional information
No major 
deviations
Improving 
livelihoods
Performing together
Delighting 
consumers
Contributing to an intact environment
Main commitments and progress 2021
In order to track our progress against the ambitions of our 
Sustainability Plan, we set specific targets for each of our 
focus areas. These targets, as well as our overall strategic 
plan, have been approved by Group Management and the 
Board of Directors.
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Chocolate manufacturers worldwide are faced with a range 
of complex challenges along the entire value chain. In order 
to set the priorities of our Sustainability Plan, we conducted 
an in-depth materiality analysis. We evaluated the impact 
of our business activities along the value chain using a 
broad range of internal and external inputs, including 
direct exchanges with our stakeholders as well as analysis 
of media, consumer, and investor enquiries; reviewing 
scientific research papers and reports from non-govern-
mental organizations (NGOs); and considering all relevant 
regulation. The topics with the highest actual or potential 
impacts along the value chain are the focus areas in our 
Sustainability Plan.
We review our impacts and priorities regularly and make 
annual updates as needed. This work is informed by ongoing 
dialogue with stakeholders, monitoring of external develop-
ments, review of new or improved baseline and performance 
data, and deep-dive assessments such as our human rights 
risk assessment (> see Responsible Business Conduct and 
Human Rights, p. 11).
Determining our material topics
Impact on society, environment, and economy
Relevance for stakeholders
moderate
moderate
high
high
Local economic contribution
Other emissions (odor, noise, other air)
Secured supply of raw materials
Non-material
Delighting consumers
Responsible and ethical business
Performing together
Contributing to an intact environment
Improving livelihoods
Data management
Conscious consumer lifestyle
Animal welfare
Business integrity
Occupational health and safety
Waste 
Water
Packaging
Biodiversity
Rural development
Responsible sourcing
Human rights2
Climate
Enabling and motivating work environment2 
(diversity and equality, satisfaction, development)
Transparent and responsible communication 
Product quality and product safety
Political accountability
Food security
Responsible business relations
Philantropy
2  For a list of salient human rights impacts (> see p. 11)
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Cross-cutting topics 
and focus areas
Relevant impacts along the value chain
Supply chain
Production
Customer / consumer
Human rights2
Business integrity
Rural development
Responsible sourcing 
Biodiversity
Climate
Water
Waste
Packaging
Occupational health and safety
Enabling and motivating working 
environment3
Transparent and responsible 
communication
Product quality/Product safety
Improving 
livelihoods
Responsible 
and ethical 
business
Performing 
together
Delighting 
consumers
Contributing to an 
intact environment
Expanding our value chain focus
Since our business model and operating environment have 
remained stable, we made minimal adaptations to our 
materiality assessment in the reporting year. 
Based on our human rights risk assessment and due 
diligence expectations, we have expanded our focus beyond 
human rights impacts in the supply chain. We consider re-
spect for human rights and business integrity to be funda-
mental. Therefore, we integrate these aspects in our over-
all company-wide approach and throughout our 
Sustainability Plan (> see p. 7).
We are also focusing more on the value chain within the 
climate and packaging focus areas. These shifts were guided 
by external stakeholder input, as well as by an improved 
understanding of value chain impacts, such as the climate 
impacts of land-use change and deforestation in agriculture.
2  For a list of salient human rights impacts (> see p. 11)
3  Diversity and equal opportunity; Employee satisfaction and retention; Employee development
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

As a leading international chocolate producer, Lindt & 
Sprüngli is committed to conducting business in an ethical 
and socially responsible manner. Acting with integrity is 
fundamental to how we operate and to building trust with 
our partners, communities, and stakeholders. We are com-
mitted to being compliant with all legal and regulatory 
requirements, as well as our own group policies.  
We prioritize and uphold these topics because the inter-
connectedness of global value chains raises human rights 
issues such as discrimination, land rights, child labor, forced 
labor, the right to health, and the impacts of environmental 
damage on people. Additionally, responsible business 
conduct is key to combating corruption and anti-competitive 
behavior.
Respecting human rights
Lindt & Sprüngli places a high value on respecting human 
rights, international labor standards, and environmental 
integrity.
In 2020, we initiated a Human Rights and Environ-
mental Due Diligence process, which included an extensive 
assessment of actual and potential risks and took into 
account the UN Guiding Principles on Business and Human 
Rights and the OECD Due Diligence Guidance for Respon-
sible Business Conduct. This work allowed us to identify 
our most salient human rights issues and opportunities to 
improve our management approaches.
Salient Issues:
–	 Access to Water and Sanitation
–	 Biosphere Loss / Deforestation
–	 Child Labor
–	 Climate Change
–	 Discrimination, Harassment, and Violence
–	 Forced Labor
–	 Health and Safety
–	 Land Rights
–	 Living Income and Wages
–	 Working Hours
Responsible business conduct and human rights
Towards a comprehensive human rights approach
In 2021, we engaged internal and external stakeholders to 
validate our risk findings and inform our path forward. We 
are actively developing a company-wide Human Rights 
Policy, management framework, and action plan based on 
these findings. We plan to formalize our approach to human 
rights due diligence in order to identify, prevent, and mitigate 
current and potential human rights risks throughout our 
business and supply chain.
For specific information on how we identify, prevent, 
and mitigate potential and actual human rights impacts – 
such as the risk of child labor and forced labor in cocoa 
farming (> see Child labor, p. 31f.), safety and labor practices 
in our own operations (> see Occupational health and 
safety, p. 47f.), and monitoring of and engagement with 
suppliers (> see Responsible sourcing p. 17f.); and consumer-­
related issues (> see Delighting consumers p. 53ff.) – please 
refer to the respective chapters.
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Speak Up – our grievance mechanism
At Lindt & Sprüngli, we expect everyone connected to our 
company to do the right thing to protect our customers, 
assets, reputation, and each other. Employees are encouraged 
to contact their HR teams, either at the local or Group level, 
to express any suggestions or concerns they might have. 
We take all concerns in the workplace very seriously and 
our employees can be assured that they will be heard, 
protected, and supported.  
In October 2021, we established the independent global 
Speak Up system to encourage employees and third parties 
to raise any concerns they might have about suspected mis-
conduct without fear of retaliation. This grievance mech-
anism is an opportunity for them to safely state and address 
their concerns about any suspected misconduct within 
Lindt & Sprüngli, and specifically any violation of the 
Business Code of Conduct, Supplier Code of Conduct, laws 
or policies under which we operate.
The Speak Up Line is open to employees and third parties 
and is run by an external party.  It is accessible ▶ web based  
or via telephone and available 24/7, 365 days a year. Con-
cerns can be addressed in the reporter’s native language 
and anonymously if country regulations permit. Cases re-
ported through the Speak Up Line are investigated on the 
basis of the Lindt & Sprüngli investigation manual and 
remediation guidelines. Confirmed concerns are then re-
mediated in accordance with the law. The Speak Up Line 
was implemented near year-end 2021 and consequently no 
general findings can yet be reported on the system.
Our Business Code of Conduct
The Lindt & Sprüngli Business Code of Conduct (“the Busi-
ness Code”) clearly sets out our core values and expectations 
for our employees across all areas of our business. It affirms 
our standards for non-discrimination and ethical behavior. 
In 2021, we updated the Business Code to integrate our state-
of-the-art Speak Up system, which is an important channel 
for addressing any Code violations or grievance concerns.
We communicate the Business Code to all employees 
and monitor it through our internal control system.
Group Human Resources (HR) is responsible for man-
aging business integrity in our operations with support 
from our local subsidiaries. While legal compliance is 
overseen by our Group Legal Affairs team, primary respon-
sibility resides with the subsidiaries and department leaders.
Compliance and respect for fair 
competition
We do not participate in any corrupt or 
anti-competitive behavior 
Progress: No deviations
Corruption and anti-competitive behavior 
Corruption and anti-competitive behavior result in eco-
nomic damage by causing commercial losses, promoting 
social inequality, and undermining democratic processes. 
Lindt & Sprüngli is therefore committed to the principle of 
free competition and we comply with all applicable domestic 
and international legal requirements. The Lindt & Sprüngli 
Competition Law Policy outlines the provisions employees 
are expected to adhere to. 
During the reporting period, there were no confirmed 
instances of corruption or anti-competitive behavior. We 
offer awareness-raising and training courses to support the 
implementation of our policies. These courses help ensure 
that everyone at Lindt & Sprüngli, including all members 
of management, supervisors, and employees, follows our core 
values and complies with our regulations and guidelines.
Our governing documents
Lindt & Sprüngli attaches great significance to responsible 
corporate behavior. This is reflected in our different group 
policies, which define the way we do business:
▶ Business Code of Conduct
▶ Supplier Code of Conduct and Compliance Declaration
▶ Health and Safety Policy
▶ Environmental Policy
▶ Responsible Marketing Policy
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Engaging with Lindt & Sprüngli’s stakeholders is a central 
element of our sustainability approach. We welcome the 
diverse opinions and contributions of different stakeholder 
groups, including:
– Civil society organizations and NGOs
– Consumers
– Employees
– Farmers and suppliers
– Governments
– Industry associations
– Investors
– Media
– Retail/Distributors/Customers
– Universities/Research institutions
– Others
We value open dialogue with these stakeholders as they 
contribute uniquely to informing our practices and iden-
tifying opportunities for improvement. For example, NGOs 
provide input on best practices and amplify the voice of local 
stakeholders; farmers share insights on local challenges, 
opportunities, and impacts in our supply chain; and cus-
tomers or distributors of our products help us stay informed 
about topics most relevant to our local markets and con-
sumers. We also participate in select industry groups and 
multi-stakeholder initiatives to discuss universal challenges 
and help create broader change. 
Select sustainability memberships include:
– ▶ World Cocoa Foundation (WCF) including ▶ Cocoa & 
Forests Initiative (CFI)
– Country-level platforms for sustainable cocoa in countries 
where we produce, including ▶ SWISSCO (Switzerland), 
▶ GISCO (Germany) and ▶ FRISCO (France)
– ▶ Roundtable on Sustainable Palm Oil (RSPO)
– ▶ Sustainable Packaging Coalition 
– ▶ UN Global Compact (UNGC)
In general, we do not participate directly in political activ-
ities but may engage in debates of legitimate interest to us 
through trade associations.
To learn more about the way we work with our stake-
holders, please refer to the topic chapters and visit our 
▶ Sustainability Memberships Page.
Stakeholder engagement
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

At Lindt & Sprüngli, all issues related to sustainability are 
dealt with by the highest level of management. Our Corporate 
Sustainability Committee consists of three members of the 
Board of Directors. It supports the Board of Directors in 
setting the strategic course for company activities, while 
promoting comprehensive sustainability management. The 
Committee is responsible for the development and adop-
tion of all globally valid corporate policies in this area, as 
well as for compliance monitoring. It meets as often as 
required, but at least once a year. Group Management, 
represented by the CFO, is responsible for ensuring that 
strategic sustainability decisions are implemented.
The cross-functional Sustainability Executive Team, 
supported by the Corporate Sustainability department, 
meets every two to three months and is responsible for 
steering the implementation of our Sustainability Plan. 
Furthermore, each Lindt & Sprüngli subsidiary designates 
one employee to also serve as a sustainability representative, 
helping to ensure end-to-end communication between the 
Group and the respective subsidiary, in addition to staff 
who are responsible for integrating sustainability throughout 
the business.
Sustainability governance
Board of Directors
Full Board
Sustainability Executive Team
Subsidiaries
Legal
Commu­ni­
cations
R&D/QA
HR
Procurement
Operations
Marketing
Group Management
CEO – Dr Dieter Weisskopf
CFO / Sustainability – Martin Hug
Corporate Sustainability
Corporate Sustainibility Committee
Dr Rudolf K. Sprüngli, Ernst Tanner, Silvio W. Denz
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Improving livelihoods
Responsible sourcing
Our approach to responsible sourcing considers social and 
environmental aspects and applies to both direct and indi-
rect sourcing. As a chocolate company, however, we prior-
itize the responsible sourcing of our raw and packaging 
materials.
Rural development
Our Lindt & Sprüngli Farming Program and other sustain-
ability initiatives for the sourcing of raw materials are our 
way of supporting farmers and their families in creating 
decent and resilient livelihoods.

Why we care 
We want to support people along our supply chain in 
creating decent and resilient livelihoods and enhancing 
rural development. The farmers, their families, 
employees and the communities along our supply chain 
are at the center of our responsible sourcing activities.
The supply of raw materials such as cocoa beans, hazelnuts, 
and others is essential to the success of our business. The 
cultivation, processing, and transportation of these raw ma-
terials has significant social and ecological impacts – such 
as land rights, child labor, climate change, and deforestation.
We aim to be a positive presence in the lives of our 
suppliers and our supply chain partners. We have consulted 
extensively with these and other stakeholders who work in 
our raw material value chains to develop a responsible 
sourcing approach that prioritizes the need to improve 
the livelihoods of rural producers, i.e. farmers, their families, 
employees and communities, and meaningfully contributes 
to rural development in the regions we source from. 
To achieve this, we focus on setting expectations for 
Lindt & Sprüngli suppliers regarding respect for human 
rights and upholding environmental, legal, and labor stan-
dards; supporting our agricultural communities; reducing 
the environmental impacts of sourcing raw materials; and 
ensuring transparency and traceability along our entire 
supply chain.
Our Improving livelihoods related documents and 
policies:
▶ Supplier Code of Conduct  
▶ Speak Up Line 
▶ Lindt & Sprüngli Farming Program Theory of Change 
▶ Lindt & Sprüngli Farming Program Verification 
Guidance
▶ No-Deforestation & Agroforestry Action Plan 
▶ No-Deforestation Progress Report
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

The building blocks of our responsible sourcing approach are:
–	 Setting expectations through our Supplier Code of 
Conduct 
–	 Supplier assessments using the EcoVadis framework
–	 Supplier audits and remediation through our Supplier 
Sustainable Practice (SSP) Program
–	 Responsible sourcing approaches for our priority raw 
materials 
–	 Collaboration and support of cocoa farmers through 
our own Lindt & Sprüngli Farming Program 
Our approach considers social and environmental aspects 
and applies to both direct and indirect sourcing. As a choc-
olate company, however, we prioritize the responsible 
sourcing of our raw and packaging materials. 
 
By 2025, 80% of our procurement expenditures 
for raw and packaging materials bearing significant 
sustainability risks will be covered by a sustainable 
sourcing program.
Progress 2021: On track
Responsible sourcing
Supplier Code of Conduct 
Our ▶ Supplier Code of Conduct requires adherence to social 
and environmental standards by our partners throughout 
the entire supply chain. 
In 2021, we updated the Code to indicate that suppliers 
shall conduct regular internal assessments to assure their 
compliance with the Code; agree to participate in any 
sustainability assessments conducted by or on behalf of 
Lindt & Sprüngli; and, be willing to submit to unannounced 
inspections of their facilities to verify compliance. 
Equally important, we have integrated the Lindt & 
Sprüngli ▶ Speak Up Line into the Code, which encourages 
suppliers to confidentially report any concerns they may have 
about unlawful activities at our sites or violations of the Code, 
without fear of retaliation.
Supplier assessment 
We use the EcoVadis1 framework to evaluate the sustain-
ability performance of our direct and indirect suppliers of 
13 of our major subsidiaries, accounting for the vast major-
ity of our global expenditure with third parties. The assess-
ment is based on 21 criteria and covers four topics: envi-
ronment, labor and human rights, ethics, and sustainable 
procurement. In 2021 we expanded the scale of our assess-
ment from approximately 300 to over 460 scored suppliers, 
who achieved an average score of 52.3 out of 100, an increase 
of 0.7 points compared to 2020. For those companies rating 
lower than 45, we will continue to request corrective actions 
and reassessments. We will encourage all suppliers to im-
prove their performance and continue our efforts to onboard 
additional suppliers to the program.
1  EcoVadis is one of the world’s largest and most trusted providers of business sustainability ratings, with a global network of 
more than 90,000+ rated companies.
Average EcoVadis sustainability assessment scores 
of Lindt & Sprüngli suppliers
EcoVadis average 2021: 43.9
51.6
2020
52.3
2021
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Four steps of the Lindt & Sprüngli Supplier Sustainable 
Practice (SSP) Program
1
2
3
4
Require suppliers 
to sign the 
Lindt & Sprüngli 
Supplier Code of 
Conduct
In 2021, 31 suppliers were audited and 25 of them received a positive 
overall rating. For the remaining six suppliers, detailed action plans were 
agreed on, which are frequently reviewed off- and on-site. Due to the 
circumstances of COVID-19, fewer on-site assessments could be carried 
out compared to last year.
Conduct an 
external on-site 
assessment
Develop 
corrective 
action plan
Provide supplier 
support if  
necessary
SSP Program
Number of external on-site  
assessments in Asia 
(initial and follow-up)
31
2021
Supplier audits and remediation  
We closely monitor and strive to improve responsible prac-
tices at supplier sites through our Supplier Sustainable 
Practice (SSP) Program, our supplier site audit and reme-
diation program. Based on risk prioritization, the SSP 
Program focuses  on packaging suppliers in Asia, who must 
adhere to our Supplier Code of Conduct. 
Our proactive approach is designed to encourage long-
term improvements and provide targeted development 
support, such as dedicated advice on environmental best 
practices for printing operations or advice on worker safety 
management systems. Depending on their risk profile 
(and especially the nature of their business operations), we 
conduct on-site assessments of our significant suppliers. 
For new tier-2 subcontractors, we conduct quick-check 
assessments which focus on compliance. Should suppliers 
have a low rating in their SSP audits, we require them to be 
audited on a more frequent basis and to show improvements. 
Where feasible and reasonable, we replace these suppliers, 
or reduce the volume we purchase from them. Any suppliers 
in the SSP that violate zero-tolerance issues or repeatedly 
fail to improve are added to Lindt & Sprüngli’s group-wide 
block list.
18
2016
17
2017
24
2018
24
2019
36
2020
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Beyond our Supplier Code, assessments, and audits, we 
conduct risk-based due diligence of the raw materials we 
source. In 2021, we updated the Responsible Sourcing 
Roadmap 2025 to include seven additional priority materials 
we want to source responsibly by 2025. The Roadmap will 
therefore include, in total, the following twelve materials: 
almonds, cocoa, coconut oil, coffee, dairy, eggs, hazelnuts, 
palm oil, pulp- & paper-based packaging materials, soy 
lecithin, sugar, and vanilla. These priority materials were 
defined based on a dedicated raw material risk assessment 
which considered criteria such as environmental, social and 
supply chain risks and impacts, as well as buying volumes 
and stakeholder expectations.  
Over the past few years, we have made significant prog-
ress on advancing the sustainability of our supply chain, 
achieving our responsible sourcing goals for hazelnuts, 
eggs, soy lecithin, and palm oil/palm kernel oil. Over the 
next four years, we will define a responsible sourcing ap-
proach for each of the newly identified materials which will 
allow us to gradually transition the sourcing of our priority 
materials in line with our Responsible Sourcing Roadmap 
2025. This will enable us to reach our 80% responsible 
sourcing goal – a commitment that is core to the Sustain-
ability Plan.
While sustainability programs and certifications repre-
sent enhanced approaches relative to standard materials, 
we recognize that they may not guarantee effective manage-
ment or resolution of underlying causes of all social and 
environmental topics of potential concern.
Material
Progress in 2021
Goal
Cocoa 
64%
100% by 2025
Cocoa beans equivalent sourced through sustainability programs 2  
Cocoa beans
100%
100% by 2020
Cocoa beans sourced through sustainability programs
Hazelnuts
100%
100% by 2020
Turkish hazelnuts sourced through sustainability programs
Palm oil
100%
100% by 2015
Palm oil (kernel / oil / fractions) sourced RSPO certified
Soy lecithin 
100%
100% by 2018
Soy lecithin sourced ProTerra certified 3
Eggs
100%
100% by 2020
Eggs sourced cage-free (or at a higher standard) 3 
Responsible sourcing
Responsible sourcing approaches for priority raw materials
Traceability is a vital factor for ensuring the transparent 
and sustainable sourcing of our key raw and packaging 
materials. The following are traceability models used 
in sustainable sourcing of agricultural raw materials, 
which we refer to in our approaches:
Identity preserved
Unique identification of the material and traceability 
back to its origin, e.g., a specific farm or mill.
Segregation
Separation of materials with sustainability characteristics 
from conventional materials throughout the supply 
chain, but not necessarily traceable back to the origin.
Mass balance
Materials with and without sustainability characteristics 
can be physically mixed, but the volume of sustainable 
materials produced does not exceed the conforming 
volume purchased and reported.
2  ICCO conversion rates
3  Excluding Russell Stover
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Hazelnuts
100% of Turkish hazelnuts are sourced through 
sustainability programs by 2020
100%
  
Progress 2021: 100% (Commitment achieved)
Farmer and worker investments 
and community development 
We invest in improving farmer and farm worker living 
conditions, such as enhancing their accommodations and 
offering health services. To fight child labor in the season-
al workforce, we support investments in Child Labor Mon-
itoring and Remediation Systems (CLMRS) and preventive 
measures such as summer schools for workers’ children.
Verification and continuous progress
100% of farmers in our Turkish hazelnut supply chain are 
internally monitored by our suppliers, whereas external 
program verification includes tracking program effective-
ness and identifying opportunities for potential improvement. 
Our three main suppliers are members of the Fair Labor 
Association.
In 2021, we continued to work closely with our Turkish 
hazelnut suppliers, supporting them in the expansion and 
improvement of their sustainability programs.
Hazelnuts 4 are a key raw material for Lindt & Sprüngli 
chocolate products. We source them primarily from Italy 
and Turkey. The supply chain in the Turkish Black Sea region, 
where approximately 70% of the world’s harvest originates, 
has high risks related to labor conditions. We work closely 
with our Turkish suppliers to implement programs to im-
prove the economic, agricultural, social, and environmental 
sustainability of their hazelnut gardens. Our hazelnut 
sourcing model for Turkey is based on long-term relation-
ships with selected suppliers and a stable farmer base. It is 
organized around four pillars:
Traceability and farmer organization
We take a segregation approach, where the hazelnuts we 
source from sustainability programs are strictly separated 
from conventional ones.
Training and knowledge transfer
Training is offered to farmers and farm workers. Farmer 
training includes in-class curriculum dedicated to good 
agricultural, environmental, and social practices, along with 
practical training in model gardens. Training for workers is 
also held in their home villages and focuses on topics such as 
workers’ rights and occupational health and safety.
Sustainable hazelnuts
% of Turkish hazelnuts sourced through sustainability programs
4  Excludes an immaterial volume of ingredients which contain hazelnuts combined with other materials; scope expanded 
from unprocessed hazelnuts to processed and unprocessed hazelnuts (total).
100
2020
100
2021
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KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Soy lecithin
100% of soy lecithin (excl. Russell Stover) 
is sourced ProTerra certified by 2018  
100%
Progress 2021: 100% (Commitment achieved) 
 99% of total soy lecithin including Russell Stover
Eggs
100% of eggs (excl. Russell Stover) 
are sourced cage-free by 2020
100%
Progress 2021: 100% (Commitment achieved) 
69% of total eggs including Russell Stover
We use soy lecithin to create the desired consistency of our 
chocolate. Soy cultivation is associated with different envi-
ronmental and social impacts, in particular soy grown in 
regions with high risk of deforestation. For soy, we rely on the 
ProTerra standard to address potential negative impacts along 
the supply chain. ProTerra is a widely recognized and trust-
worthy standard in the food industry that is based on the 
Basel Criteria for Responsible Soy Production. This standard 
covers such issues as human rights, land use conversion and 
forest conservation, responsible labor policies, and traceabil-
ity; it also certifies non-GMO soy.
In 2021, 99% of the soy lecithin used in producing our 
chocolate mass was certified with the ProTerra standards, 
100% excluding Russell Stover chocolates.
We use eggs in very small amounts in just a few of our 
products. Animal welfare is important to Lindt & Sprüng-
li and our goal is not to use any eggs from caged hens in 
any of the products that are produced in our factories. We 
will continue to engage with our suppliers and as soon as 
the processed ingredients are available from cage free 
sources at the required quality, we aim to complete the 
changeover for Russell Stover as well. 
In 2021, 69% of eggs (shell, liquid, or ingredients) used for 
products produced in our factories were sourced cage-free or 
at a higher standard, 100% excluding Russell Stover.
Palm oil
100% of palm oil/palm kernel oil is sourced RSPO 
certified by 2015
100%
Progress 2021: 100% (Commitment achieved)
Palm oil, palm kernel oil, and their fractions are used in 
limited amounts in certain fillings of our chocolate. While 
these products are important for their melting properties 
and for providing a neutral flavor, their production can be 
associated with environmental and social sustainability 
issues, including deforestation and conversion of peatlands, 
biodiversity loss, exploitation of workers, and adverse ef-
fects on local communities and indigenous people. For 
these reasons, we use them sparingly, always declare their 
use on our product packaging, and only purchase sustainable 
palm oil according to the Roundtable on Sustainable Palm 
Oil standard (RSPO). Since 2015, Lindt & Sprüngli has 
sourced 100% of our palm oil, palm kernel oil, and their 
fractions with RSPO certification and, for all our products 
produced in Europe, 100% under the  “Segregated” trace-
ability model. RSPO’s Segregated traceability level (> see 
traceability models, p. 19), means that certified palm oil is 
kept separate from conventional palm oil throughout the 
supply chain. Our US subsidiaries are an exception, where 
due to availability reasons, a mix of “Segregated” and 
“Mass Balance” palm oil, palm kernel oil, and their fractions 
is used but kept separate in bookkeeping. 
For detailed information, please see our latest Annual 
Communication of Progress to the RSPO at ▶ www.rspo.org. 
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Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Cocoa
By 2025, we are committed to sourcing 100% 
of our cocoa products – beans, butter, powder, and 
chocolate – through sustainability programs
64%
  
Progress 2021: 64% (On track)
Cocoa is our most important raw material, and we are 
committed to sourcing it responsibly. We purchase cocoa 
beans, cocoa butter, cocoa powder, and uniquely for Russell 
Stover, finished chocolate. Through our cocoa sustainability 
approach, we aim to improve farmer livelihoods and con-
tribute to farming that is respectful of the environment, while 
fulfilling our consumers’ expectations and building trust in 
the Lindt & Sprüngli brands. 
We have made progress in achieving our responsible 
sourcing targets and in supporting farmers, their families, 
and the communities along our supply chain in creating 
decent and resilient livelihoods. In total during 20215, 100% 
of cocoa beans were sourced through sustainability pro-
grams and we increased our share of responsibly sourced 
cocoa butter from 33% to 37%. However, because we sourced 
proportionally more cocoa butter relative to cocoa beans 
than in the prior year, the total amount of cocoa sourced 
through sustainability programs increased only modestly 
to 64% in 2021, up from 63% in 2020. In total, we sourced 
144,784 cocoa bean equivalents 6 in 2021.
We remain on track to achieve our target to source all 
cocoa products (beans, butter, powder and chocolate) 
through sustainability programs by 2025.
Path forward: Cocoa and other materials
To achieve our responsible sourcing targets by 2025, we 
plan to take the following actions:
– Develop sustainable sourcing approaches for vanilla, 
sugar and paper supply as the first materials added 
to the list of priority materials, to be followed by the 
remaining ones according to our Responsible Sourc-
ing Roadmap.
– Continue to evaluate and evolve responsible sourcing 
approaches for existing categories.
– Define the responsible sourcing approach for cocoa 
powder and finished chocolate and continue to in-
crease the share of responsibly-sourced butter to 
achieve the 2025 cocoa target.
– Further roll out the EcoVadis assessment as our sup-
plier management assessment tool towards covering 
80% of our expenditure by 2025.
5  All numbers relating to cocoa cover the period from October 2020 to September 2021. This is the official reporting year for cocoa sustainability data.
6  This figure is calculated using the conversion factors of the International Cocoa Organization (ICCO): cocoa butter to beans: 
1.33; cocoa powder to beans: 1.18; cocoa liquor to beans: 1.25.
Traceability and verification of cocoa
% of the sourced cocoa beans equivalent that were traceable and verified
56
63
64
2019
2020
2021
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Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

The cocoa sector faces many challenges related to human 
rights and environmental protection. We are committed 
to working with relevant stakeholders to advance effective 
solutions and strengthen our own meaningful contribution 
to address these issues. 
Our commitment to responsible sourcing of cocoa is 
based on five principles that enable us to deploy an effective 
program aimed at three outcomes: increasing the resilience 
of farming households, reducing the risk of child labor, and 
conserving biodiversity and natural ecosystems.
Our cocoa sustainability approach
Pursuing long-term supplier partnerships
Our cocoa sustainability approach is based on selecting 
committed partners who are willing to collaborate with 
Lindt & Sprüngli over the long term. We therefore pursue 
long-term agreements with our suppliers that allow us to 
purchase from a stable group of farmers participating in 
the Lindt & Sprüngli Farming Program. This focus provides 
our partners with planning security and, it allows us to 
establish traceability along the supply chain and support  
the same farmers over multiple years to achieve better 
outcomes. Stable partnerships, in combination with our 
own Program (see below), also enable us to allocate funds 
in accordance with our Program priorities, aiming at direct 
impact on the ground. They also facilitate access to high 
quality beans for our premium chocolate products. 
Deploying our own sustainability program
Our own cocoa sustainability program, the Lindt & 
Sprüngli Farming Program (“the/our Program or Farming 
Program”), is at the heart of our focus area “rural devel-
opment”, through which we aim to create decent and resilient 
livelihoods for cocoa farmers and their families and encour-
age more sustainable farming practices. To achieve this 
vision, our Program deploys measures to facilitate higher 
productivity, support diversification of household incomes, 
improve community infrastructure, reduce the risk of child 
labor, and address deforestation. 
Since 2008, we have implemented the Farming Program 
in seven origin countries, benefitting a total of 91,559 farmers. 
After achieving our goal to source 100% of our cocoa beans 
through the Program in 2020, we also began sourcing some 
cocoa butter through sustainability programs. In 2021 7, we 
extended our Farming Program to include cocoa butter, 
with plans to scale it up to achieve our 2025 commitment. 
While some volumes of cocoa butter are already sourced 
through the Program, others are sourced via third-party 
sustainability programs and will transition into the Farming 
Program over the next years. 
With the inclusion of cocoa butter and the addition of a 
new cocoa bean origin in 2021, the Lindt & Sprüngli Farming 
Program now includes Peru and Côte d’Ivoire for the first 
time, in addition to Ghana, Ecuador, the Dominican Re-
public, Madagascar, and Papua New Guinea.
7  All numbers relating to cocoa cover the period from October 2020 to September 2021. This is the official reporting year for 
cocoa sustainability data due to cocoa harvesting season.
Responsible cocoa sourcing principles
Our approach to responsible cocoa sourcing is based 
on these five principles:
1.	Pursuing long-term supplier partnerships 
2.	Deploying our own sustainability Program
3.	Establishing traceable and transparent supply chains
4.	Continuous improvement based on monitoring and 
external verification
5.	Engaging in collective action through sector initiatives 
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Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

To finance our Farming Program, we pay our long-term 
cocoa suppliers, who are our implementation partners on 
the ground, a sustainability premium per metric ton of cocoa 
sourced. This amount covers Program fixed costs, traceability 
fees, and farmer and/or cooperative premiums. It is paid in 
addition to the market price and the Living Income Differ-
ential (LID) of USD 400 per ton, which was introduced by 
the governments of  Côte d’Ivoire and Ghana. In 2021, we 
invested CHF 18.6 million in cocoa sustainability programs, 
of which CHF 15.1 million was invested in the Farming 
Program sustainability premiums. The Lindt Cocoa Foun-
dation contributes an additional CHF 2–3 million annually 
in investments for farmers and communities in line with its 
mission to achieve social and ecological sustainability in the 
cultivation, production, and processing of cocoa and other 
raw materials used in chocolate production. In certain cases 
where we work collaboratively with development partners, 
the Program is co-funded by public sector donors. We also 
invest in complementary projects with expert organizations 
to build the capacity of our suppliers and to pilot new solutions.
We understand that effective solutions require constant 
adaptation and innovation. Looking forward, we want to 
increase the scale of the Program to cover our growing 
volume needs and integrate all cocoa butter programs into 
the Farming Program. We also want to continuously improve 
our Program in accordance with the changing environment 
and new stakeholder expectations, including scaling up 
proven solutions.
CHF 18.6 million 
91,559
invested in the cocoa sustainability 
premiums
farmers participating in the Farming Program
64%
cocoa beans equivalent are sourced through 
sustainability programs
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Introduction and Strategy

Ecuador
Peru
Dominican 
Republic
Madagascar
Ghana
Côte d'Ivoire
Papua New 
Guinea
Ecuador
Farmers: 8,634
Field staff: 35
Program start: 2014
Peru
Farmers: 850
Field staff: 6
Program start: 2021
Dominican Republic
Farmers: 823
Field staff: 4
Program start: 2018
Côte d'Ivoire
Farmers: 5,462
Field staff: 35
Program start: 2021
Madagascar
Farmers: 2,388
Field staff: 15
Program start: 2015
Papua New Guinea
Farmers: 4,301
Field staff: 20
Program start: 2017
Ghana
Farmers: 69,101
Field staff: 484
Program start: 2008
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Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Establishing traceable and transparent 
supply chains
Since the establishment of the Lindt & Sprüngli Farming 
Program in 2008, physical traceability has been the starting 
point of our sustainable cocoa supply chain. 
Traceability from farm to first point of purchase
As part of our Program, all farmers are registered, baseline 
data – including farm GPS points – is collected, and systems 
are put in place to establish traceability from farm to first 
point of purchase. Polygons are required in Ghana, Côte 
d’Ivoire, and Madagascar, and we are progressively rolling 
out a requirement that our suppliers use polygon mapping 
to draw farm boundaries, which is more accurate than GPS 
plotting and allows us to better monitor farms for forest 
protection and traceability. As of 2021, 91,184 of registered 
Program farmers (99%) had all their farms GPS or polygon 
mapped.
Traceability along the supply chain up to our 
factory doors
We believe that physical traceability of cocoa is strongly 
linked to sustainability. We take a differentiated approach 
for traceability of cocoa beans and cocoa butter due to their 
different supply chain characteristics. 
For cocoa beans, Lindt & Sprüngli has a fully traceable 
supply chain based on identity preservation (> see trace-
ability models, p. 19). This means our cocoa beans are fully 
traceable from the farm to our factory doors, which is facil-
itated by our bean-to-bar approach to chocolate production. 
Lindt & Sprüngli is one of few chocolate manufacturers to 
adopt such an approach, which allows us to control the 
entire production process – from the selection and sourcing 
of cocoa beans to the production of cocoa mass (also called 
cocoa liquor) and the finished product. 
Our partners store and transport Farming Program cocoa 
beans separate from all other beans they grow, with the cocoa 
clearly marked and each delivery accompanied by a trace-
ability certificate. This helps ensure that we purchase cocoa 
beans only from farmers that are part of the Lindt & Sprüngli 
Farming Program. By knowing the origin and maintaining 
traceability of our cocoa beans along the supply chain, we 
also gain a better understanding of our impacts and have 
data to help verify our objectives, such as ensuring that no 
cocoa is sourced from protected areas or complying with 
critical sourcing requirements regarding child labor.
Similarly, for our responsibly sourced cocoa butter, we 
have a physical traceability approach based on segregation 
(> see traceability models, p. 19). Conventional and sustain-
able cocoa are strictly separated until the butter batches are 
delivered to Lindt & Sprüngli. 
Over the next few years, our goal is to complete polygon 
mapping of our Program farmers to ensure traceability from 
farm to first point of purchase. Regarding supply chain trace-
ability for butter, we aim to scale our share of butter sourced 
according to the segregation model over the next few years 
and we are currently working on improving and aligning our 
requirements and processes across suppliers. We also want to 
continue engaging with interested stakeholders to promote 
the broader adoption of physical traceability in the market. 
Continuous improvement based on monitoring 
and external verification
Our Program builds on a philosophy of continuous improve-
ment. Our monitoring and evaluation approach is based 
on annual internal monitoring of all cocoa farmers to 
assess compliance with Program requirements and progress 
regarding more sustainable farming practices and better 
livelihoods. Feedback from farmers during this process also 
informs opportunities to improve Program operations to 
maximize our outcomes.
All our cocoa sourced through sustainability programs 
is externally verified by an independent third-party on an 
annual basis. For cocoa beans, the external verification is 
conducted by Earthworm Foundation, based on the Farming 
Program ▶ External Assessment Methodology, which enables 
a mutual learning process. The annual external verification 
results are transparently communicated and published by 
Earthworm Foundation. For cocoa butter, we currently have 
different third-party verification schemes in place, and we 
are working on standardizing these. 
In the coming years, we aim to strengthen our monitoring 
and evaluation approach to improve transparency in report-
ing and understanding of our achievements and challenges. 
We further aim to begin measuring the effectiveness of our 
Program in a way that informs its overall design, while 
assessing our impact on the ground more systematically. 
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Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Engaging in collective action through 
sector initiatives
We are aware that individual stakeholders’ ability to drive 
systemic change is limited. That is why we collaborate and 
engage in various multi-stakeholder initiatives. These include 
▶ partnerships and participation in international initiatives 
such as the ▶ Sustainable Cocoa Platforms (ISCO’s), land-
scape-level partnerships, and working with third-party 
organizations in farming communities to pilot new solu-
tions locally. As part of the work on no-deforestation and 
agroforestry, we became a Cocoa & Forest Initiative (CFI) 
signatory, a partnership between government and compa-
nies to protect and restore forests, support sustainable 
production and farmer livelihoods, and ensure community 
engagement and social inclusion. 
We plan to strengthen our participation in multi-stake-
holder initiatives in recognition of the increasing importance 
of mutual learning and exchange of best practices, sector 
alignment, and innovation.
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Improving livelihoods
Introduction and Strategy

Theory of Change framework
Input and activities
 
Tracing our beans
– Registering farmers and organizing them in groups 
for Program implementation
– Gathering baseline data about farms (incl. GPS 
coordinates and farm polygons), farmers, and 
communities to assess their needs and design the 
Program
– Establishing a sound traceability system of cocoa 
beans from the cocoa farmers all the way to our 
factory doors
Training the farmers
– Agricultural practices, including planting, main-
tenance, harvesting, fermentation, and drying of 
cocoa beans
– Environmental practices, such as protection of 
biodiversity and the environment
– Social practices and sensitization to topics such as 
health, safety, labor standards, and child labor
– Business practices, including bookkeeping, farm 
management, and income diversification
Outcomes
 
– Increased resilience of farming house-
holds through higher productivity 
of farms, diversified incomes, and im-
proved community infrastructure
– Reduction of the risk of child labor
– Conservation of biodiversity and natural 
ecosystems
Impacts 
– With our Farming Program, we aim to 
create decent and resilient livelihoods 
for cocoa farmers and their families 
and encourage more sustainable farm-
ing practices
Theory of Change
The Lindt & Sprüngli Farming Program is based on a Theory 
of Change that outlines our intervention logic, including the 
activities, outcomes, and desired impact of the Program. The 
Program design has evolved since its establishment. It is also 
adapted to each cocoa origin’s local context to address the 
needs of farmers and their communities.
We have made good progress toward the desired out-
comes described below 8: increased resilience of farming 
Investments for farmers and communities
– Productive and disease-resistant cocoa seedlings, as 
well as multi-purpose shade trees for agroforestry 
– In-kind premiums (e.g., farming tools and inputs) 
or cash premiums
– Access to financial knowledge and services and 
support of Village Saving & Loan Associations
– Support for generating additional income through 
training and starting capital 
– Access to drinking water through construction of 
water systems and boreholes
– Child Labor Monitoring and Remediation System 
(CLMRS), including investments in education in-
frastructure 
Independently verifying our Program
– Internal monitoring by Program field staff based on 
yearly visits to all farmers in the Program to evaluate 
the progress of farmers’ sustainable farming practices
– Annual external assessment by an independent 
third party  
– Identification, discussion, and implementation of 
corrective actions based on data gathered and exter-
nal assessment results for continuous improvement 
of the Program
8  While we have standardized progress tracking for our Farming Program for cocoa beans, we are preparing to integrate the 
cocoa butter Program into the monitoring system of our Farming Program. 
households, reduction in the risk of child labor, and conser-
vation of biodiversity and natural ecosystems. In the follow-
ing sections, we describe our approach in more detail.
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Improving livelihoods
Introduction and Strategy

Increased resilience of farming 
households
Our Program contributes to building resilient livelihoods 
for farmers, and their families and communities through a 
holistic approach for increasing net income. We tackle this 
by increasing productivity (yield per hectare), diversifying 
household incomes, providing farmers with cash and in-kind 
premiums, and investing in community infrastructure. The 
goal is to help address poverty, which is the systemic root 
cause of many sustainability challenges in the cocoa sector. 
Increasing productivity
The starting point of the Farming Program is training and 
knowledge transfer. We provide group training and indi-
vidual coaching to farmers to improve their adoption of 
good agricultural, social, environmental, and business 
practices. During coaching sessions based on farm devel-
opment plans (FDPs), farmers receive tailored advice and 
recommendations, which should increase adoption rates 
for good agricultural practices. In 2021, 599 field staff work-
ing for the Program delivered training to 85,810 farmers 
and coaching to 21,453 farmers.
Additionally, we invest in farming resources and farm 
services. Farmers are supported with access to fertilizer, 
productive and disease-resistant cocoa seedlings, shade trees, 
and farming equipment such as cutlasses and wheelbarrows. 
For example, 563,789 cocoa seedlings were distributed for 
farm rehabilitation. We are also scaling up deployment of 
pruning groups to address a lack of labor in Ghana. This 
provides an opportunity to bridge the labor gap to improve 
farm management practices, while providing employment 
opportunities for youth in rural areas and helping to address 
one of the root causes for child labor. 
Farmer premiums
We recognize that the price of cocoa is an important element 
to a sustainable cocoa sector. In addition to the market 
price, suppliers receive money to provide cash or in-kind 
premiums to farmers in the Lindt & Sprüngli Farming 
Program as part of our investments in sustainability pro-
grams. We also support the efforts of the governments in 
Côte d’Ivoire and Ghana to improve livelihoods of cocoa 
farmers with a Living Income Differential (LID) of USD 
400 per ton. We have purchased cocoa with full LID pricing 
and will continue to do so. 
As part of smaller projects, we have begun working with 
our implementation partners to pilot premiums based on 
environmental performance. Performance-based payments, 
including Payments for Environmental Services (PES), 
promote adoption of agroforestry systems. However, we 
believe a holistic approach for increasing farmer net incomes 
is necessary, which is why the Farming Program includes 
other complementary measures to improve farmer liveli-
hoods as described in this section (i.e., increasing produc-
tivity, income diversification, and investments in com-
munity infrastructure).
6,554,630
599
improved cocoa seedlings distributed since the 
start of the Program (with 563,789 improved 
cocoa seedlings distributed in 2021)
field staff in the Farming Program
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Improving livelihoods
Introduction and Strategy

Income diversification
Income diversification is key to promoting women’s empow-
erment and closing the living income gap of smallholder 
cocoa households. We therefore train our farmers and their 
spouses in on-farm and off-farm diversification initiatives, 
and selected farmers benefit through a start-up capital 
fund, as well as savings and loan opportunities. In 2021, 
we trained 6,830 individuals in additional Income Gen-
erating Activities (IGA); 27,336 have adopted non-cocoa 
additional livelihood opportunities, 8,535 of whom are 
women. These opportunities include food crops and vegetable 
gardens, pig farming, poultry, and bee keeping, depending 
on the local context. 
In addition, we have facilitated the establishment of 218 
Village Saving and Loans Associations (VSLAs) involving 
5,324 farmers. VSLAs are a simple, accessible way to help 
individuals – especially women – and communities learn 
about saving, borrowing and investing responsibly. Typi-
cally, members do not have their own bank accounts or are 
unable to qualify for a loan through traditional financial 
providers. VSLA loans are based on trust among group 
members and can, for example, be used to start small busi-
nesses to diversify incomes.  
Investments in community infrastructure
Through the Farming Program, we not only invest in 
supporting individual Program farmers, we also invest in 
community infrastructure to ensure access to basic social 
services, including water and education. The goal is to 
create conditions for an improved livelihood for all commu-
nity members, thereby increasing their resilience. In 2021, 
we refurbished seven schools in Madagascar as part of the 
Farming Program. We maintained 211 drinking water 
systems and boreholes built in prior years and built 13 new 
ones. In total, approximately 133,000 community members 
now benefit from these investments in water infrastructure. 
 Over the coming years, we plan to support more farmers 
with coaching and tailored advice and to increase our 
investments in income diversification and community 
development activities. As we gain a better understanding 
on what works across different supply chains, we will scale 
best practices across our Farming Program. 
27,336
5,324
~ 133,000
224
individuals participating in Income Generating 
Activities (IGA)
members of Village Savings and Loan Associations
community members benefit from 
drinking water systems and boreholes 
built and functioning since the start of the 
Farming Program
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Introduction and Strategy

Reduction of the risk of child labor 
By 2025: 100% of cocoa from child labor risk countries 
sourced from farming households covered by a Child 
Labor Monitoring and Remediation System (CLMRS)
57%
  
Progress 2021: 57% (On track)
Lindt & Sprüngli cocoa suppliers who are implementing the 
Lindt & Sprüngli Farming Program in countries of origin 
that have a risk of child labor are expected to effectively 
protect children’s rights along our supply chain. We con-
sider Ghana, Côte d'Ivoire, Madagascar, and Papua New 
Guinea child labor risk countries in our cocoa supply 
chain. 100% of cocoa from child labor risk countries will 
be sourced from farming households covered by a Child 
Labor Monitoring and Remediation System (CLMRS) by 
2025. A CLMRS includes training and awareness-raising 
for farming households and community members, as well 
as monitoring and remediation of child labor. 
To provide clear guideline to our suppliers, we have 
developed a guidance document describing our holistic 
interpretation and operationalization of the CLMRS in the 
Farming Program, called the Community Child Protection 
System (CCPS). While not a new method, the CCPS formal-
izes and systematizes a streamlined approach to addressing 
child labor across all our suppliers for the first time. In 2021, 
we completed an external stakeholder review of the CCPS 
implementation guidance document, developed a monitor-
ing and reporting methodology, and began capacity build-
ing of Program staff at the supplier level.
Child labor is a widespread systemic issue deeply rooted in 
poverty, lack of awareness, a shortage of adult labor, and 
few educational facilities. Lindt & Sprüngli strongly con-
demns all forms of child labor. Tackling child labor is a 
priority and we are firmly committed to avoiding and 
remediating it in our cocoa supply chain. We are aware that 
we do not have all the answers on how to prevent abuses of 
children's rights from being perpetrated in our supply 
chains, but we are fully engaged in working to continuously 
enhance the effectiveness of our systems in order to address 
this risk in our cocoa supply chain and beyond.  
Introducing the Community Child Protection 
System (CCPS)
For Lindt & Sprüngli, the effective prevention of child labor 
requires full protection of children’s rights, involvement of 
community leaders and members, holistic interventions, 
and close collaboration with relevant stakeholders including 
public institutions. It should also provide a framework for 
individual case management as well as systemic preventive 
measures. Based on these considerations, the CCPS aims 
to reduce the risk of child labor through three interventions: 
– Individual farmer and community awareness building
– Resilience building for Farming Program farmer house-
holds and community members through holistic preventive 
measures 
– Monitoring, identification, and remediation of cases of 
child labor
These interventions are implemented based on a dual 
approach to protecting children’s rights: combining supply 
chain-based interventions focused on effective monitoring 
and remediation of cases from Farming Program farmers 
in our supply chain with community-based interventions 
focused on supporting farming households and commu-
nities in addressing the phenomenon more broadly. 
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Improving livelihoods
Introduction and Strategy

Prevention, monitoring and remediation of child 
labor cases in the supply chain
As an initial preventive measure, child labor is part of the 
mandatory sensitivity training curriculum and a minimum 
requirement of the Farming Program. Beyond this, Program 
farmers receive access to farm services through pruning 
groups, as well as support to increase and diversify their 
net incomes and improve their resilience (> see p. 29f.). For 
identification of child labor within our supply chain, the 
CCPS foresees that Farming Program households with a 
risk of child labor must receive unannounced child-labor 
focused monitoring visits. In 2021, 8,491 unannounced 
child-labor focused monitoring farm visits were conducted, 
which identified 87 cases with evidence of child labor within 
our own supply chain. All these cases are either success-
fully remediated or are in the process of being remediated. 
Our individual case management system includes remedi-
ation support for concerned families to address the imme-
diate issues of children in need, in combination with 
follow-up visits.
Monitoring and remediation through 
community­-based preventive interventions
As child labor is a systemic issue, it cannot be addressed on 
a broader scale solely by managing and remediating indi-
vidual cases found in the supply chain. For this reason, we 
guide suppliers to support more systemic preventive, com-
munity-based measures. Sensitizing communities and 
supporting community child protection committees are 
first-step preventive measures. We anticipate basing our 
farmer and community investments on risk profiling of 
communities and households to further build resilience 
and serve the households and communities most in need. 
Particular attention will be given to continued investments 
in school-based interventions, including investments in 
education infrastructure. To date, we have built and refur-
bished a total of 41 schools benefiting approximately 5,500 
children. Finally, we will help establish community-level 
monitoring, which will include a grievance mechanism 
managed by community child protection committees sup-
ported by the Farming Program.
Over the coming year, we will conclude the supplier 
capacity building and fully implement the CCPS across our 
supply chains, together with our suppliers. Additionally, we 
foresee the need to finalize community and household risk 
profiling and to perform detailed planning for preventive 
community-based investments over the next few years.
41
~ 5,500
schools refurbished since the start 
of the Farming Program, benefitting
children
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Improving livelihoods
Introduction and Strategy

Conservation of biodiversity and natural 
ecosystems 
Our aim is for 100% of sourced cocoa to be free from 
deforestation and covered by a fully implemented 
Cocoa No-Deforestation & Agroforestry Action Plan 
by 2025.
Progress 2021: (On track)
Cocoa is by far the most important of the raw materials we 
source, given the large volumes we source. Cocoa cultivation 
has a high risk of biodiversity loss through deforestation 
or harmful farming practices. We acknowledge our respon-
sibility to contribute to reducing cocoa-driven deforestation. 
2021 marks our third year of implementing Lindt & 
Sprüngli’s Cocoa No-Deforestation & Agroforestry Action 
Plan. By year end, 64% of our overall cocoa volume was 
sourced through sustainability programs which include 
our Action Plan. With this, we are on track to reach our 
100% target for 2025. The Action Plan is being implemented 
with all suppliers and is integral to our Farming Program. 
For further details, please review the ▶ Cocoa No-Defor­
estation & Agroforestry Progress Report.
The primary objectives of our Action Plan for cocoa 
include:
– No cocoa sourcing from protected areas as per local laws 
– No expansion of land for cocoa cultivation into areas defined 
by the High Carbon Stock (HCS) Approach or equivalent
– Agroforestry systems for cocoa production
– Supporting community forest protection and restoration
Addressing deforestation in the supply chain
To help ensure that no cocoa is sourced from protected areas, 
and to prevent farmers from expanding their cocoa farms 
into valuable forests in terms of biodiversity or carbon 
stocks, we map all cocoa farms in our Program – using GPS 
and polygon systems – to establish traceability from farm 
to first point of purchase. As of 2021, 91,184 of registered 
Program farmers (99%) had all their GPS or polygon farms 
mapped. This represents an increase of 15% compared to 
the prior year and includes polygons for nearly all farms in 
Ghana and Côte d’Ivoire. 
Before new farmers can be admitted to the Farming 
Program, a legality check regarding areas protected by local 
laws is performed and farmers are sensitized to deforestation 
issues, including mandatory reporting if they wish to expand 
their farms. In 2021, 98% of our cocoa came from farmers 
proven not to be located in protected areas, while legality 
checks for the last farms are being conducted.
Complementary activities include training farmers to 
respect ecological principles and protect water sources and 
promoting organic farming practices. Where necessary, 
farmers are given special support to comply with Farming 
Program requirements. As an example, in 2021 our suppliers 
in Ecuador received training from the Earthworm Foun-
dation and subsequently began providing farmers in eco-
logically-sensitive areas with holistic farm plans. These 
plans help farmers create a vision for their land and provide 
guidance on how to manage their farms in accordance 
with conservation principles.
Promoting agroforestry systems for 
cocoa production
We are committed to promoting a transition of cocoa pro-
duction to agroforestry systems in order to diversify incomes 
and create more climate-resilient cocoa farms. Multi-purpose 
shade trees are distributed to Program farmers, accompanied 
by capacity building for field staff and farmers regarding 
agroforestry systems. To date, 2,820,426 multi-purpose 
shade trees have been distributed, with 880,304 ­distributed 
in 2021 alone. 
In Ecuador, we have started to pilot dynamic agroforestry 
methods with selected farmers, supported by ▶ ECOTOP. 
In dynamic agroforestry, the farm functions as a closed 
system so that external inputs become redundant. Dynamic 
agroforestry demonstration plots have been established and 
tested since 2019, tailored to the local conditions in Ecuador 
and to different types of farms. Although labor-intensive, 
the concept has been very well received by farmers, who 
have seen it as a cost-effective method to rehabilitate old, 
unproductive fine-flavor farms.
Going forward, we aim to improve the data quality 
regarding shade tree survival rates and assess the need to 
introduce payment for environmental services (PES) and 
land tenure documents to incentivize farmers to adopt 
agroforestry practices and invest in maintenance of newly- 
planted shade trees.
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Delighting consumers
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Improving livelihoods
Introduction and Strategy

Supporting community forest 
protection and restoration
Forests must be protected and restored to provide the valuable 
ecosystem services they deliver for local biodiversity, cocoa 
production, and communities. Deforestation is caused by 
many actors in a region. That is why we participate in 
multi-stakeholder initiatives that aim to protect forests and 
build sustainable landscapes. We believe landscape initiatives 
that build joint targets and governance mechanisms across 
sectors will help reconcile competing social, economic, and 
environmental objectives and will ultimately be more effec-
tive. We currently invest and actively participate in four land-
scape programs: three in Ghana and one in Madagascar 9.
In the coming years, we will advance the implementation 
of our Action Plan and continue our work to preserve forests, 
including farm mapping and compliance in the supply 
chain, promoting effective agroforestry models, and sup-
porting landscape programs. We also expect action on 
deforestation and agroforestry to meaningfully contribute 
to our science based climate target, to be announced in 2023.
2,820,426
99%
of farms within the Farming Program 
are GPS or polygon mapped
multi-purpose shade trees distributed since 
the start of the Program
9  For further details, please review the Cocoa No-Deforestation & Agroforestry Progress Report ▶ here. 
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Introduction and Strategy

Contributing to an intact environment
Water and waste
We consider water to be a valuable resource. We are contin-
uously reducing our municipal water consumption  and aim 
to develop an integrated water management roadmap. By 
constantly optimizing our processes, we are reducing our 
material waste during production.
Climate
We aim to reduce our total emissions footprint across our 
global operations and value chain in line with climate 
science. This is an important contribution to curb climate 
change, which we recognize as a threat to our environment.
Biodiversity and ecosystems
When it comes to preserving biodiversity and ecosystems, 
we work towards stopping deforestation in cocoa-growing 
areas. Please read about our engagement in the chapter 
Improving livelihoods (> see p. 33).
Packaging
We continuously and proactively challenge our entire pack-
aging portfolio (consumer, transportation, and display 
packaging) and strive to reduce the packaging materials 
used, increase recycled and sustainably certified content, 
and achieve full recyclability or reusability.

Why we care 
Climate change and environmental degradation – 
including biodiversity loss, water scarcity, and waste – 
threaten agriculture and humankind and thus 
pose challenges for businesses. There is increasing 
societal pressure for industry, government, 
and civil society to come together to address these 
challenges. For our part, we are working to create 
value with fewer resources and less waste and to reduce 
the environmental footprint of our chocolate, 
as well as its packaging.
Biodiversity and healthy functioning ecosystems are critical 
for producing the cocoa and other agricultural ingredi-
ents vital to our business. Agriculture can also impact 
biodiversity positively or negatively, and therefore must 
be responsibly managed. To learn more about our biodi-
versity initiatives in cocoa, please refer to the “Improving 
livelihoods” section of our report.
Climate change is a threat to our environment and to hu-
man well-being. Shifts in climatic conditions are seriously 
impacting biodiversity, water availability, and human rights. 
They could have disruptive effects on our value chain. 
Collectively, business and the world at large must take urgent 
action to reduce greenhouse gas (GHG) emissions to meet 
the goals of the Paris Agreement and limit global warming 10. 
Lindt & Sprüngli acknowledges this challenge and is commit-
ted to defining a science based target with a long-term goal 
to reach net-zero emissions for our global operations and 
value chain.
Water is a vital natural resource that is used in agriculture 
and chocolate production. Efficient use of water and appro-
priate handling of wastewater within production processes 
is a priority for Lindt & Sprüngli in order to avoid or reduce 
environmental impacts at a local level.
Waste of raw materials, food, or packaging can have sig-
nificant environmental impacts and cost. Reducing waste 
can help lower GHG emissions, pollution, and pressure on 
land and water resources while improving cost efficiency.  
Packaging is critical to food safety, protecting the quality of 
our premium products during transport, and informing and 
delighting consumers. However, packaging – and plastics in 
particular – have environmental impacts. We are working to 
reduce these impacts by improving the sustainability of pack-
aging materials, designing for reuse or recyclability, and striv-
ing to reduce material use.
10 The UN Paris Agreement is an international treaty adopted in 2015 aiming to limit global warming to well below 2 °C from 
pre-industrial CO2 levels, and preferably to a maximum of 1.5 °C.
Our environment-related documents: 
▶ Lindt & Sprüngli’s Environmental Policy  
▶ Supplier Code of Conduct 
▶ No-Deforestation & Agroforestry Action Plan 
▶ Our responses to the CDP Climate and CDP 
Forest requests
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Introduction and Strategy

We aim to continuously improve our operating procedures 
in order to reduce risk, minimize waste, and lower our 
consumption of resources. 
The LPW – Lindt Performance Way – is Lindt & Sprüngli‘s 
operational excellence program for efficiency, effectiveness, 
and safety. 
The LPW applies to our production processes and is 
therefore key to reducing our operational environmental 
impacts, increasing energy efficiency, reducing emissions, 
optimizing water management, reducing waste and im-
proving safety. It helps us identify operating process loss-
es so we can introduce standards and systems to both 
minimize and prevent them in the future. 
This approach is based on the Lean and TPM (Total 
Productive Maintenance) methodologies, which seek to 
create value with fewer resources and zero loss processes.
The Lindt Performance Way
Our International Operations team coordinates the LPW 
Program, working with the subsidiaries to align man-
agement strategies and production procedures as well as 
strengthen continuous improvement efforts based on 
loss measurement, analysis, reduction, and prevention. 
Local operations teams are responsible for implementing 
the LPW, with daily management activities focused on 
process control and standards management. The results 
and the LPW maturity level are monitored and assessed 
at least twice a year. 
The LPW is deployed across our production companies 
and is resulting in tangible improvements to our safety, 
quality, productivity, service level, and environmental 
performances as described throughout this report. We are 
currently piloting it in other areas along our production 
system lifecycle, including with our production partners 
and co-packers.
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Introduction and Strategy

We are committed to defining a science based 
target (including Scopes 1, 2, and 3) with a 
goal of reaching net-zero emissions in the long 
term, to be announced in 2023 at the latest.  
Progress 2021: On track
We are committed to achieving a 2% reduction 
of GHG emissions in the production process per 
year from 2020, per ton produced. 
(interim commitment until SBT is defined) 
Progress 2021: 20% (Commitment achieved)
Lindt & Sprüngli’s GHG emissions management and report-
ing have historically focused on emissions from the produc-
tion of chocolate within our factories (Scopes 1 and 2). This 
was a logical first step given our direct leverage. We are now 
fundamentally evolving our approach to align with the best 
available science on tackling climate change and considering 
our complete carbon footprint, including emissions from 
our entire value chain (Scope 3). As a result, in 2021 
Lindt & Sprüngli committed to defining science based tar-
gets (SBT), including a near term reduction target and a 
goal of reaching net-zero emissions in the long term. We 
plan to submit our targets to the Science Based Targets 
Initiative 11  (SBTi) and announce them in 2023. In the in-
Climate
terim, we are committed to achieving a 2% reduction of 
GHG emissions in our production process per year from 
2020 levels, per ton produced.
Our decarbonization roadmap
To better understand our impact, we partnered with 
third-party experts and employees across functions and 
subsidiaries to develop our first complete carbon footprint in 
line with GHG Protocol standards 12. This carbon footprint 
covers our Scope 1, 2, and 3 emissions for the year 2020, and 
was externally assured by an independent > assurance 
practitioner. We will strive to improve the methodology 
over time and incorporate changes as needed.
Taking this carbon footprint as a starting point, through 
2022 we will work with experts to develop our decarbonization 
roadmap. We will identify potential emissions reduction 
actions and evaluate their impact on our carbon footprint, 
while at the same time implementing changes in our orga-
nization to drive these actions in a more structured and 
measurable way. Meanwhile we continue to take actions to 
reduce our emissions in advance of the target announcement. 
This includes continuing to work with our suppliers, farmers, 
and communities on related topics such as the No-Defor-
estation & Agroforestry Action Plan for cocoa sourcing 
through the Lindt & Sprüngli Farming Program (> see Con-
servation of biodiversity and natural ecosystems, p. 33) and 
reducing operational emissions.
11 The SBTi is a partnership between CDP, ▶ the United Nations Global Compact, the World Resources Institute (WRI),  
and the World Wide Fund for Nature (WWF). SBTi drives ambitious climate action in the private sector by enabling  
companies to set science based emissions reduction targets. 
12 ▶ GHG Protocol establishes comprehensive global standardized frameworks for measuring and managing GHG emissions.  
It supplies the world’s most widely used GHG accounting standards.
Pathway to science based targets (SBT)
May 2021
–  Commitment to define a 
SBT with long-term goal of 
reaching net-zero emissions
2021
–  Complete carbon footprint 
assessment aligned to 
GHG protocol covering 
Scopes 1, 2, and 3 
–  Continue GHG reduction 
actions; data insights may start 
early implementation of actions 
throughout 2021 until 2023
2022
–  Build roadmap of emissions 
reduction actions
–  Assess potential impact 
of actions
2023
–  Verification of proposed target 
with SBT initiative
–  Announcement of SBT
2023+
–  Implementation process  
of full SBT roadmap
   38   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Comprehensive footprint analysis
Our total GHG emissions (Scopes 1, 2, and 3) in 2020 
reached 3.11 million tons CO2 equivalent. Emissions from 
our value chain (Scope 3) represent about 94% of our carbon 
footprint: cocoa, other raw materials (such as dairy), trans-
port, and packaging being the biggest contributors. Our 
business relies on agricultural commodities from around the 
globe, so agricultural activities and related land-use change 
(e.g., deforestation) and the processing and transport of these 
raw materials all contribute significantly to global emissions.
Total GHG emissions in 2020
Kilotons CO2e 
Scope 1
Emitted directly from sources owned or controlled by 
us such as fuels for on-site heating and transportation
59
2%
Scope 2
Emitted indirectly from the generation of purchased 
energy such as electricity
115
4%
Scope 3
Other indirect emissions from our value chain
– Cocoa
– Other raw materials
– Transport
– Packaging
– Other Scope 3 (incl. waste, business travel, etc.)
2,937
1,351
912 
268
173
234
94%
43%
29%
9%
  6%
8%
Total (Scopes 1, 2, and 3)
3,111
100%
2%
4%
Cocoa
43%
Other raw
material
29%
Transport
9%
Other
7%
Packaging
6%
Note: totals might vary slightly due to rounding. For detailed information on the 
breakdown in line with GHG Protocol Categories, please refer to the KPI Table, 
( > see p. 66 ) in the appendix and our response to the CDP Climate Change 
Request at ▶ www.cdp.net
Robust method 
Our carbon footprint is based on the GHG Protocol 
methodology. Given the prevalence of deforestation in 
cocoa origin countries and cocoa’s significance to our 
business, we have conducted a detailed assessment of 
land-use change emissions for cocoa. For several years, 
we have been mapping cocoa farms in our supply chain 
to improve traceability and support our biodiversity and 
no-deforestation actions. With expert support, we have 
analyzed satellite imagery of those cocoa bean farm 
locations over the last 20 years to evaluate the scale of 
tree cover loss and more accurately calculate land-use 
change emissions in our supply chain. More details 
about the methodology can be found ▶ here.
   39   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Reducing our emissions in production
Scope 1 and 2 emissions from energy consumption in pro-
duction, warehousing, offices, and retail operations con-
tribute 6% to our total emissions. They mainly stem from 
heating, cooling, and electricity usage in production. In 
line with the LPW (> see p. 37), our International Opera-
tions team sets and reviews targets and actions bi-annually. 
Our initiatives at production sites include, for example: 
optimizing heating, ventilation, and air conditioning sys-
tems; replacing refrigeration units and fluids; improving 
the insulation of piping systems; and using renewable en-
ergy. Additionally, some of our sites use certified manage-
ment systems (ISO 140001 or ISO 50001) to improve their 
environmental management and energy efficiency. 
In 2021, we reduced emissions in our production process 
by 20% per ton produced compared to 2020, surpassing our 
intermediate target of 2% per year. Our global share of renew-
able electricity at production sites reached approximately 31%.
Note: figures are for Lindt & Sprüngli production companies  
(Scopes 1 and 2) only.
CO2 emissions per metric ton of chocolate produced (2020 = 100%)
CO2 emissions
100
2021
80
2020
   40   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We aim to achieve a 10% reduction of municipal water 
withdrawal for use in our production processes by 
2025 against 2019 levels, per ton produced, and to 
develop an integrated water roadmap by 2025. 
Progress 2021: 22% (On track)
Water withdrawal
Each production facility requires a steady supply of potable 
water for production processes, cleaning, and for making 
some of the fillings for our chocolate products.
We assess our water withdrawal rates twice a year glob-
ally and continuously optimize our processes and systems. 
Where needed, we install equipment to improve our mea-
surement of water withdrawal. Decisions on capital proj-
ects and investments, such as installing new production 
lines, are required to incorporate estimated water usage 
and impacts. 
In 2021, we reduced the volume of municipal water 
withdrawn in our production processes per ton of chocolate 
produced by 9%. 
Water and waste
Reduce and recycle
The nature of water use in chocolate production, plus our 
treatment practices and compliance measures, help ensure 
that the impact from site wastewater on local water ecosys-
tems is low. Nevertheless, we aim to further limit our impact 
by implementing measures to reduce wastewater generation. 
Water withdrawal per metric ton of chocolate produced (2019 = 100%)
Municipal water withdrawal
100
92
84
2019
2021
2020
Beyond our operating activities
We expect our suppliers to adhere to Lindt & Sprüngli’s 
Supplier Code of Conduct, which outlines requirements for 
water stewardship. Through the Lindt & Sprüngli Farming 
Program, we also finance the development, improvement, 
and/or maintenance of water infrastructure in our cocoa 
bean origin countries.
Advancing toward an integrated water roadmap
To achieve our water reduction targets and develop an inte-
grated water roadmap by 2025, we plan to conduct a water 
assessment to better understand our water-related impacts 
from operations and the global supply chain, including local 
water-related risks and water-stressed areas, and review our 
environmental data collection and reporting practices for 
opportunities to improve. 
   41   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Our goal is to achieve a 50% reduction of semi- 
finished product waste in the production process 
by 2025 against 2015 levels, per ton produced. 
Progress 2021: 32% (On track)
Eliminating loss of semi-finished products
We convert high quality raw materials into exclusive prod-
ucts and strive to minimize losses along the value chain. 
Our main operational waste streams are related to packaging 
(> see p. 43) and the loss of semi-finished products. Material 
waste in the later stages of the value chain have particularly 
significant environmental and cost impacts, as the material 
accumulates impacts from the previous processing steps. 
We adapt our reduction target for each subsidiary, taking 
into account historic numbers and product mix. The subsid-
iaries track and review these goals twice each year and make 
any necessary adjustments to their product waste plans.
The percentage of semi-finished product waste per ton 
produced (excluding destruction of finished goods) was kept 
at 1.3% in 2021; the same level as in 2020. Shifts in production 
volumes, product mix and some bottlenecks in supply chains 
for raw materials and packaging materials challenged our 
performance in reducing semi-finished product waste. 
Through the increased robustness of our production pro-
cesses, however, we remained on track to achieve our ambi-
tious target of a 50% waste reduction compared to our 2015 
baseline. In 2021, we achieved a 32% reduction in waste com-
pared to this baseline. As of 2021, less than 7% of semi- 
finished product waste went to landfills. Our waste disposal 
adheres to local legislation and conditions.
Semi-finished product waste in the production process 
per ton produced (excluding destruction of finished goods)
1.5%
1.9%
1.3%
1.3%
1.3%
1.3%
2017
2015
2018
2019
2020
2021
   42   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We aim to make 100% of our packaging recyclable or 
reusable by 2025.
Progress 2021: 86% (On track)
At Lindt & Sprüngli, we strive to minimize our environ-
mental footprint throughout our entire value chain. Our 
specific long-term goal is to support the circular economy 
and address environmental risks by pushing for sustain-
able packaging solutions that deliver results, from source 
to disposal.
Sustainable Packaging Initiative
Our Sustainable Packaging Initiative considers impacts 
along the complete life cycle of a package, from raw mate-
rial sourcing to designing for recycling or reuse.14
We integrate environmental criteria in the packaging 
design process alongside other criteria such as food safety, 
quality, and cost. We also continuously and proactively 
challenge our product portfolio by considering ways to re-
duce packaging material weight, reduce packaging waste 
in production, and minimize packaging destruction.   
For specific information on sourcing packaging materials, 
please refer to the Improving livelihoods chapter (> see p. 15ff.).
Packaging
Lindt & Sprüngli joins the Sustainable Packaging 
Coalition
In August 2021, Lindt & Sprüngli became an official mem-
ber of the Sustainable Packaging Coalition (SPC) to sup-
port progress and collaboration toward our commitments. 
Becoming a member gives us access to additional know-
how and information and the opportunity to participate 
in collaborative research projects intended to spur action-
able improvements. 
Global Packaging Council
The cross-functional Global Packaging Council is a team 
of internal experts including Lindt & Sprüngli’s Interna-
tional Heads of Procurement, Marketing, Quality, and 
Research and Development (R&D), as well as the leaders 
of our Packaging Development teams at six production 
subsidiaries (Ghirardelli and Lindt France, Italy, Switzer-
land, Germany, and the US). The Council is tasked with 
recommending new packaging solutions and coordinating 
key measures to deliver results. The Council is supported 
by 10 technical working groups.  As it can take years from 
R&D through to production testing and roll-out to con-
sumers, we do not anticipate seeing tangible results in the 
first few years. Meanwhile, key performance indicators and 
commitments are being developed into local action plans, 
which are then summarized in Lindt & Sprüngli’s internal 
Packaging Sustainability Handbook.
14 While our Sustainable Packaging initiative addresses Lindt & Sprüngli’s impacts along the complete packaging life cycle,  
it is important to note that the availability of proper local infrastructure and markets for collecting, sorting, and recycling 
packaging material – as well as enhanced consumer behavior – must exist where our products are consumed for the 
objectives to be realized.
   43   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

To achieve our five Sustainable Packaging commitments, 
we are working to improve the packaging in which the 
product is sold to the customer (Consumer Units), used to 
transport the products to the stores (Transportation Units), 
and in which the products are placed in the stores for pre-
sentation (Display Units).
Packaging made from recycled materials
44%
  
Progress 2021
Packaging recyclable or reusable
86%
  
Progress 2021
Plastic packaging recyclable or reusable
33%
  
Progress 2021
Ongoing research and development (R & D) 
We will continue to conduct R & D, along with production 
testing, to drive meaningful progress through 2025 on key 
issues including reducing the use of plastic and finding 
alternatives to non-recyclable composite materials and 
hard-to-recycle plastic wrappers and trays. In Italy, for 
example, our new floor displays won the CONAI Ecopack 
2021 prize for reducing their impact on global warming 
potential by more than 50%, energy consumption by more 
than 40%, and water consumption by more than 25%.
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Raw materials
Disposal
Our five Sustainable Packaging Commitments to support the circular economy
By 2025, we will:
Source 100% of our pulp- 
and paper-based packaging 
from a certified sustainable 
supply chain
Make 100% of our 
packaging recyclable 
or reusable
Eliminate 100% of non- 
recyclable plastic and reduce 
total virgin plastic use by 20%
Continuously and proactively 
challenge our entire packaging 
portfolio and strive to reduce 
packaging materials used
Make at least 50% 
of all our packag-
ing from recycled 
materials
1.
5.
4.
2.
3.
   44   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Occupational health and safety
We adopt a proactive approach to prevent work-related 
injuries and illnesses in our factories. Our measures in the 
focus areas of rural development and human rights in the 
supply chain also enable us to address health and safety 
issues in our supply chain.
Enabling and motivating working 
environment
We create an attractive and enabling environment for our 
employees in order to acquire and retain talented staff. This 
includes, above all, an inspiring work culture, the promotion 
of diversity and equal opportunities, employee development 
and training, and employee satisfaction and retention.
Performing together

Why we care 
We care about our employees. We know that any product 
we sell is only as good as the people behind it. We aim 
to offer an attractive and inspiring workplace culture 
that puts the health and safety of our people first and 
promotes diversity, employee satisfaction and develop-
ment, and equal opportunity for all.
Lindt & Sprüngli takes great pride in employing over 14,000 
people worldwide and contributing to the livelihoods of 
their families, communities, and many others. 
Occupational health and safety is vital to our business 
since we perform best together when workplace safety is 
everyone’s priority and responsibility. Whether they work 
in a manufacturing setting, office, or on the front lines in 
one of our stores, our employees and contractors have the 
right to a safe working environment and to return home 
mentally and physically healthy at the end of the day. In 
addition to the impact to our employees, we are mindful that 
in the unlikely event of a significant incident, our business 
could incur negative reputational impact, as well as legal 
consequences and productivity and financial losses.
We aim to empower our employees to reach their fullest 
potential in a enabling and motivating work environment 
defined by integrity, authenticity, and respect. We offer a 
wide variety of meaningful career development opportuni-
ties through the sourcing, production, and sale of chocolate 
– a key element in attracting and retaining a highly-skilled 
workforce in the competitive global race for talent.
In addition to our permanent workforce, we also depend 
on seasonal temporary production and retail workers, who 
are paid on an hourly basis and who make up approximately 
18% of our workforce. Our success also depends on many 
other people along our value chain. To learn more about 
our efforts to ensure safe and fair working conditions in 
sourcing, please refer to the Improving livelihoods section 
of our report.14
Our employment and occupational safety related 
documents: 
▶ Guiding Principles 
▶ Business Code of Conduct 
▶ Health and Safety Policy 
▶ Supplier Code of Conduct and Compliance Declaration
14 Lindt & Sprüngli also depends on its distribution partners, wholesalers, and third-party retailers to sell the company’s 
products, however these processes and their responsibilities are not covered in this report.
   46   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We aim to continuously reduce our safety risks  
to achieve our long-term vision of zero lost time 
accidents 
Progress 2021: On track
Occupational health and safety
Health and safety guidance
We are committed to continuously improving our health and 
safety culture and adhering to our vision of zero lost time 
accidents and zero occupational illnesses. Our approach is 
guided by our ▶ Health and Safety Policy; our occupational 
health and safety (OHS) systems, which enable us to mon-
itor and improve our performance while minimizing safety 
risks; and the LPW efficiency framework, which helps en-
sure that our OHS policies and standards are applied at each 
of our production facilities worldwide.
Lindt & Sprüngli’s Health and Safety Policy outlines 
our commitment to comply with all applicable laws, regu-
lations, and industry standards; offer employee training on 
health and safety matters; and, to continuously improve 
our OHS systems in order to identify, assess, analyze, and 
minimize health and safety risks in the workplace.
Continuously improving our safety culture
Our International Operations team is responsible for 
Lindt & Sprüngli’s general approach to safety, which is 
implemented by our production facilities and overseen by 
Group Management, which is informed annually. Facility 
management is then responsible for tracking performance 
monthly and for developing relevant and specific working 
procedures and practices to meet local regulatory and 
Group requirements, which mainly focus on activity-based 
risk assessments and behavioral safety. 
Health and safety employees at our sites work to contin-
uously improve the processes and procedures necessary for 
a safe working environment. They conduct regular OHS 
self-assessments, identify hazards and risks, and investigate 
incidents. Each production facility has a system in place for 
employees to report accidents, unsafe conditions, and near­
miss events. Employees are encouraged to identify and report 
workplace hazards and risks so that we may better understand 
the root cause of incidents and take action to prevent them. 
Each site is responsible for training its employees on OHS 
topics to support their site-specific needs. 
Through our ▶ Supplier Code of Conduct we also expect 
our suppliers to provide their own employees with a safe 
and healthy workplace.
Reducing our safety risks
We continuously improve our reporting and assessment of 
“very critical” and “critical” health and safety risks, with 
an aim to stop or modify activities that pose the highest 
risks. The activity-based risk assessments serve as the foun-
dation of this work. In 2021, we conducted extensive analysis 
on health and safety practices at all Lindt & Sprüngli com-
panies globally. The next step is to conduct a detailed gap 
analysis in order to reduce our safety risks and achieve our 
long-term vision of zero lost time accidents. Additionally, 
we continue to roll out our behavioral safety program ­“One 
Minute to Think” to our production sites. 
One Minute to Think 
Aims at improving the safe behaviors of employees by 
increasing employee awareness of the risks involved in 
a job and the need to take precautions in their daily 
work habits. The initiative was piloted at Ghirardelli 
and expanded to Lindt Austria in 2021, with plans to 
launch it at Lindt USA, Germany, and Switzerland in 
the coming years. 
   47   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Note: figures are for Lindt & Sprüngli production sites and  
Lindt & Sprüngli Australia
Number of lost time accidents/100,000 working hours
and percent relative to 2008
Occupational accidents with lost time 
2.65
0.25
0.23
0.24
0.34
0.20
2008
2018
2017
2019
2020
2021
Strengthening our performance
While our overall performance has significantly improved 
compared to 2008, our performance in 2021 fell slightly 
compared to 2020. The rate of lost time accidents was 0.34 
per 100,000 hours worked, which translates into 45 lost 
time accidents, none of which were fatalities. A key factor 
impacting 2021 performance was the ongoing pandemic, 
with changing work assignments, staff absences, or lower 
availability of temporary staff, all of which disturbed reg-
ular routines. 
Our OHS inventory and gap analysis will help us identify 
best practices and implement new ways to strengthen our 
performance. As for the coming years, we plan to take the 
following actions: 
– Complete third-party health and safety audits at all 
produ­ction facilities and distribution subsidiaries
– Use audit results to supplement internal analysis and 
develop a plan on how to expand safe working practices 
and reporting on safety performance to all staff and 
contractors, in all activities, globally
(=12.8%)
(=100%)
   48   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We aim to employ 40% women in senior leadership 
by 2025.  
Progress 2021: 38.1% (On track)
We strive to be an attractive employer and we are focused 
on continuous improvement in these three areas: employee 
satisfaction and retention, employee development and train-
ing, and diversity and equal opportunity.
Global guidance and local accuracy 
Human resource (HR) and employee matters are subject 
to diverse regulations across the many regions and countries 
where our subsidiaries operate. Additionally, HR needs 
and responsibilities differ depending on regional norms 
and customs or the types of activities conducted by each 
subsidiary and the associated skills required. As a result, 
Lindt & Sprüngli subsidiaries have leeway to tailor HR 
strategies to meet the needs and customs of their local 
markets, local regulations, and Group requirements.
Providing meaningful and equitable career 
opportunities 
Wherever we operate, we remain committed to being a high 
quality employer with fair and comparable working con-
ditions and demands, meaningful career development op-
portunities, and competitive compensation and benefits. 
We do not tolerate any discrimination against employees 
or candidates on the basis of gender, age, religion, political 
opinion, union affiliation, disability, national or social origin, 
sexual orientation, ethnicity, color, or any other characteris-
tic. We believe that all people should be treated fairly by 
our  ▶ Business Code of Conduct. Accordingly, any recruit-
ment and promotion process follows an employee selection 
process based on the following criteria: the skills, abilities, 
and professional competencies of the candidate; relevant 
experience, performance, and qualifications; and the spe-
cific work-related requirements of the job. 
Enabling and motivating working environment
Exchanging best practices 
At the Group level, the Group HR team helps shape com-
pany-wide standards, guides our global talent management 
program, and serves in an advisory capacity to subsidiary 
HR teams. Each year, members of our HR teams gather at 
our global HR conference to update on progress on key ini-
tiatives and exchange ideas and best practices. 
Our subsidiaries are responsible for developing their own 
HR guidelines and programs: this includes local employee 
handbooks, local employment contracts, and employee 
onboarding, training, and communication programs. Subsid-
iaries are also encouraged to implement additional, locally- 
relevant diversity initiatives, sensitivity training, employee 
resource groups, and volunteerism and charitable giving 
programs. COVID-19 posed a number of communication 
challenges for our HR teams, however digital technology 
ultimately enhanced their outreach and engagement, with 
online meetings allowing for broader employee connection 
and participation. 
   49   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Global Guiding Principles 
We launched Lindt & Sprüngli’s Purpose Mission Values 
(PMV) initiative in 2021 to further align our corporate 
culture and values with our employee competency and 
development programs. Through a series of local work-
shops and ongoing employee communication initiatives, 
we highlighted our values of Innovation, Excellence, En-
trepreneurship, Responsibility, and Collaboration. 
The Responsibility pillar, among other aspects, 
highlights sustainability with our commitment to act 
with integrity, treat everyone with respect, and care for 
the environment. The Collaboration pillar underscores 
our goal to support each other throughout the company. 
Our way forward 
We plan to take the following actions to maintain our 
standing as a high quality and attractive employer: 
– Conduct an employee survey and derive appropriate 
measures from it, including a thorough evaluation of our 
employee development and training
– Enhance Lindt & Sprüngli’s Global Employer Value 
Proposition, integrate the PMVs into our Global Talent 
Management workbook, and communicate our values, 
best practices, and Do’s and Don’t’s to every employee
– Improve the global mobility of employees and continue 
to offer attractive careers paths for all genders, including 
international assignments and development opportunities 
across positions and subsidiaries
– Advance our employee succession planning process and 
support transfers, particularly in light of the pandemic, 
which has challenged our ability to provide international 
assignments and improve employee mobility
The PMV initiative is part of our Global Employer Value 
Proposition, which outlines the values and benefits of 
working at Lindt & Sprüngli. Our global HR teams 
support this using a number of tools and resources 
adapted for their local needs, including a company-wide 
framework that defines specific expectations and offers 
a list of “Do’s and Don’t’s” related to our values; our 
▶ Business Code of Conduct; and our Global Talent Man-
agement workbook, which is the foundation of our work 
culture of respect, trust, non-discrimination, and fair-
ness and which describes the values, competencies, and 
behaviors expected from all our employees. 
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   50   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Employee satisfaction and retention
We aim to average 70 out of 100 points in employee 
satisfaction in our global employee survey, which is 
conducted every three years. 
70/100
Progress 2021: 70 out of 100 points in most recent survey (2019)  (On track)
Employee development and training
We target an average 70 out of 100 points for 
training and personal development in our global 
employee survey by 2022, which is conducted 
every three years.
65/100
Progress 2021: 65 out of 100 points in most recent survey (2019)  (On track)
Diversity and equal opportunity
We aim to employ 40% women in senior leadership 
by 2025.
38.1% female
Progress 2021: 38.1% (On track)
Global workforce
60.1% female
39.9%  male
We conduct a group-wide employee survey every three 
years, with our next one scheduled for 2022. The overall 
employee satisfaction level is derived from the average 
scores on employee satisfaction, work engagement, and on 
the question “my work situation enables me to achieve a 
good work-life balance”, as well as on salary scores.
Through this survey work, we gain valuable insights into 
our employees’ satisfaction levels, which allows us to devel-
op measures to address gaps or issues. The last employee 
survey showed high levels of employee commitment, satis-
faction, and retention, and encouraged us to focus on em-
ployee learning and personal development.
Currently, Lindt & Sprüngli employees are collectively 
organized in Austria, France, Germany, Italy, Switzerland, 
and the USA (Ghirardelli), with a total of approximately 
40% of our workforce under a collective agreement. We 
remain committed to respecting our employees’ rights to 
freedom of association, to join trade unions and to collec-
tive bargaining.
We offer an attractive mix of learning opportunities shaped 
by our PMV and Global Talent Management workbook, as 
well as by the needs of our employees. 
We conduct annual talent management reviews and 
performance appraisals and we have a structured employee 
succession planning process in place. In 2021, 68% of our 
employees received performance and career development 
reviews, including 87% of office employees and 55% of 
operations-manufacturing employees. Employees meet 
with their direct managers once a year to create individual 
development plans that apply our 70-20-10 model: 70% 
practical experience (on the job), 20% feedback/coaching/
mentoring, and 10% formal training. In 2021, 10 graduates 
participated in the International Graduate Program in 
Operations, Marketing, and Finance with the goal of expos-
ing them to different divisions and departments, teaching 
them the key skills of their chosen field, and providing 
valuable insights into different markets.
It is our policy and practice to ensure our current and 
potential employees enjoy equal employment opportunities. 
Globally, we also support and promote gender diversity, 
and we strive for age diversity in which younger and older 
generations actively collaborate. Our subsidiaries tailor 
their HR strategies to meet local equity and diversity needs.
Women are one of the central target groups we strive to 
promote through our global diversity measures. Currently, 
60% of all employees at Lindt & Sprüngli are women. Our 
goal is to increase the percentage of women in senior leader-
ship positions to 40% by 2025. In 2021, that figure increased 
to 38.1% from 37.5% in 2020, with the greatest progress 
experienced in subsidiary senior management, R&D, Market-
ing, and HR management positions. To achieve our goal, we 
will continue to pursue succession planning and development 
programs for our female leaders and support them in their 
career paths. 
To support our group-wide diversity goals, local managers 
identify and report potential successor candidates and prepare 
appropriate development plans that allow for globally-aligned 
international career paths. Additionally, several local initia-
tives and programs address the compatibility of parenthood 
and reconciling care work with fulfilling career paths. 
   51   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Product quality/Product safety
We have an all-encompassing quality management system 
and strict requirements for our chocolates. Comprehensive 
internal and external controls ensure that our chocolate 
meets our high quality standards all around the world.
Transparent and responsible 
communication
We are committed to communicating transparently and 
marketing responsibly. We specifically avoid advertising 
to children, encourage responsible consumption, and pro-
vide nutritional transparency.
Delighting consumers

Why we care 
We strive to continuously delight consumers with 
innovative premium chocolate products. As a leading 
confectionary company, we have a responsibility to 
provide consumers with safe and high quality products 
and services. We take care to fulfill their expectations 
for responsible marketing and transparent labeling, 
including nutritional information to support responsi-
ble consumption.
Lindt & Sprüngli has been in business for over 175 years 
and our success has long depended on meeting consumer 
expectations as well as our own strict manufacturing pro-
cesses and high standards on product quality, compliance, 
and safety. With all its innovations, Lindt & Sprüngli strictly 
adheres to its commitment to high quality ingredients and 
does not compromise on taste.
We want consumers to enjoy our chocolate products. 
It is therefore critical to our business – as well as to our 
reputation – that our products are safe, meet all legal re-
quirements, and continuously comply with all applicable 
laws, as well as Lindt & Sprüngli’s own quality and food 
safety standards. 
We understand that consumers want to make informed 
purchasing decisions based on ingredients, nutritional 
values, allergens, and overall sustainability performance. 
We are committed to providing responsible marketing 
and transparent product labeling that address information 
and nutritional trends and support the demand for 
healthier and active lifestyles. 
While we adhere to national and international legisla-
tion, our policies often extend beyond what is legally re-
quired. Our global requirements are defined in our 
Lindt & Sprüngli Quality Guidelines and our policy on 
▶ Responsible Marketing, which includes avoiding advertis-
ing to children, portraying responsible consumption, and 
providing transparent nutritional information. We con-
tinue to respond to increasing stakeholder demand for 
more information about our products, striving to ensure 
our communications help them make responsible choices 
about our chocolates.   
Our marketing documents: 
▶ Responsible Marketing Policy
   53   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We aim to achieve full and continuous compliance 
with Lindt & Sprüngli’s quality and food safety 
standards.
Progress 2021: Zero non-compliances with Lindt & Sprüngli quality 
and food safety standards (No deviations)
Maintaining high standards
It is part of our brand identity and a core component of our 
business model to ensure the quality, compliance, and safe-
ty of our products.
Our International Operations team oversees product 
quality and product safety, while quality assurance teams 
at each of our subsidiaries provide oversight at their local 
production facilities. 
Our production facilities have certified management 
systems in place for food safety (FSSC 22000 14) and follow 
our own strict requirements, which meet or exceed legal 
regulations and standards, and are defined in our 
Lind & Sprüngli Quality Guidelines.
Assuring global quality and safety
For quality assurance purposes, our production sites un-
dergo unannounced and comprehensive inspections, which 
are conducted either by internal experts or by recognized 
independent third parties. Equally important, regular sup-
plier audits are conducted to ensure that Lindt & Sprüngli 
chocolate uniformly meets high quality standards around 
the world. In order to adhere to COVID-19 safety protocols, 
we conducted fewer in-person audits in 2021, shifting over 
to virtual audits with low-risk suppliers that have strong 
track records of collaboration. We also have guidelines in 
place related to supplier transportation and storage processes 
to ensure the high quality of our products through to the 
final consumer. 
Product quality and product safety
Our goal is to ensure consumers trust that our premium 
chocolate products are safe, as well as delightful. Our 
standards for high quality and our commitment to food 
safety are core to Lindt & Sprüngli’s brand identity and our 
business model. 
Our standards uphold the integrity of our raw and pack-
aging materials and ingredients, as well as warehousing, 
transportation, and manufacturing processes. They help us 
manage key quality and food safety risks across our value 
chain, from farmer to final consumer, while staying ahead of 
regulatory requirements. We aim to achieve full and contin-
uous compliance with quality and food safety standards.
14 Excluding Russell Stover and Lindt & Sprüngli Australia.
Quality right from the recipe
Our International Recipe Commission is responsible for 
approving any major changes to processes or ingredients 
to ensure the high quality of our products over time. The 
Commission consists of our Group CEO and Group CFO, 
as well as the Heads of our Marketing, Operations, R & D, 
and Quality departments. When ingredients are deemed a 
critical health risk by new scientific findings, we work to 
quickly remove them from recipes. We have a monitoring 
program in place to detect the possible presence of pesticides 
and other contaminants in raw materials.
In 2021, there were no major findings from our factory 
audits. We also achieved zero serious non-compliances 
with Lindt & Sprüngli’s quality and food safety standards. 
During the year, we worked with our subsidiaries to assess 
increasingly onerous regulations in order to make any 
necessary adjustments to our standards.
   54   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Lindt & Sprüngli’s position on GMO    
Lindt & Sprüngli is not involved in any research or 
development associated with genetically modified 
foods. None of the Lindt, Caffarel, Küfferle, or Hofbau-
er brand products source genetically modified organism 
(GMO) ingredients. We will continue this practice as 
long as non-GMO raw materials are available. Regular 
tests are performed to monitor these products and ensure 
compliance with relevant EU and Swiss regulations. 
Since late 2019, only a very minor percentage of toppings 
include GMO ingredients. Russell Stover is currently 
not planning to switch to non-GMO products.
Innovating to support sustainability
Some of our latest innovations include the products in the 
HELLO Vegan family as well as Lindt Excellence Cacao 
Pur: this chocolate consists of 100% cocoa fruit, and the 
sugar otherwise used is replaced by the sweetness of the 
fruit's own pulp. This enables the sustainable use of previ-
ously unused resources and offers our consumers pure 
cocoa enjoyment.
Going forward, we will focus on strengthening com-
pliance for product quality and safety and adhering to 
food regulations and safety standards. We will continue to 
improve our ability to detect potential incidents of non- 
compliance and work with our subsidiaries to adhere to 
internal/external performance standards and requirements.
   55   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

We avoid targeting children in advertising, encour-
age responsible consumption, and provide transpar-
ent nutritional information, as well as adhering to 
all applicable national and international laws.
Progress: No major non-compliances with national/international marketing 
and communication laws in 2021 (No major deviations)
Transparent and responsible communication
We are committed to responsible marketing communications 
that reflect our values and help consumers make informed 
choices about their buying and consumption habits. As a 
producer of premium chocolate products, we strive to ensure 
that our communications provide nutritional transparency 
and encourage responsible consumption. We also aim to 
support parents in making the right diet and lifestyle 
choices for their children.
Responsible Marketing
Lindt & Sprüngli’s Responsible Marketing Policy outlines our 
principles and standards. It goes beyond legal requirements 
and holds the company accountable for how we market our 
products and commits us to being transparent, non-exploit-
ative and non-encouraging of irresponsible behaviors. It is 
designed to retain the trust of consumers, trade partners, 
investors, and industry advocacy groups through the fol-
lowing commitments.
Providing transparent nutritional information
We are committed to displaying clear and easily under-
standable nutritional information and calorie guidelines 
and continuously seek to simplify our ingredient lists and 
reduce artificial additives. For products that have a risk of 
containing common allergens, we ensure that these major 
allergens are emphasized in the ingredient list in bold, with 
a clear warning about any traces of specific allergens they 
may contain.
Encouraging responsible consumption
We do not encourage or show excessive consumption in 
our advertising. As such, we do not exceed recommended 
portion sizes and do not portray unhealthy or inappropriate 
consumption of our products.
Avoid advertising to children
We are committed to not advertising or promoting our 
products in media primarily directed to children and for 
all our messaging in advertising, on packaging, and in-store 
materials to be directed to gatekeepers. We avoid the direct 
advertising of our products to children when they are most 
likely exposed to commercial communication without the 
presence of gatekeepers, e.g. parental supervision. We 
prohibit all in-school marketing at the primary and secondary 
school levels. As a signatory of the EU Pledge initiative on 
responsible food marketing to children, we have committed 
not to advertise to children under the age of 12 in the EU 
– for 2021 that meant any advertising where 35% or more 
of the total viewing audience is younger than 12. Our ap-
proach applies to all advertising in TV, print, radio, and 
online, as well as on social media. 
In 2022 we are strengthening the definition of children’s 
media under the EU Pledge by extending the commitment 
to children aged 13 (previously 12) and lowering the audience 
threshold to 30% of under 13s (previously 35%), which will 
cover more media channels that have a significant child 
audience. We are aligning to this 30% commitment and 
should a local law be stricter, we will adhere to it.   
Through the EU Pledge initiative, our TV and digital 
marketing programs must undergo an external audit in 
selected European markets to ensure overall adherence. 
In 2021, we achieved 98.9% compliance regarding TV 
advertising and 100% compliance for daytime spots while 
digital tracking indicated that our brand-owned websites, 
social media profiles, and influencer profiles were compli-
ant with the EU Pledge commitments. Additionally, no 
deviations or incidents were reported in any other countries 
regarding advertising to children, nor non-compliance 
with national or international laws. 
In the United States, the Ghirardelli brand has signed a 
commitment to follow the principles of The Children’s Food 
and Beverage Advertising Initiative and the Russell Stover 
brand and Lindt & Sprüngli USA are planning to sign this 
pledge in 2022.
   56   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Ensuring compliance and transparency
Lindt & Sprüngli’s International Marketing group is respon-
sible for monitoring compliance with our Responsible 
Marketing Policy and legal requirements around the world. 
The group must also approve all TV advertising. Meanwhile, 
local marketing and quality assurance teams are responsible 
for implementing and ensuring the compliance of our 
individual subsidiaries and conducting annual reviews of 
their plans. 
Employees involved in external communication and 
product labeling receive specific annual training related 
to Lindt & Sprüngli’s Responsible Marketing Policy. For 
consumers, we provide easy access to information on all of 
our products through our website, social media channels, 
packaging, FAQs, and Consumer Services.
Embodying our commitments
We will continue to ensure that our products are market-
ed according to our commitment to provide transparent 
and responsible marketing communications and to na-
tional and international standards. We will:
– Ensure alignment with the EU Pledge’s new 2022 thresh-
old of 30% of children audience <13 years old and update 
our Responsible Marketing Policy to reflect this new 
commitment
– As national and international laws evolve and become 
more complex, ensure Lindt & Sprüngli remains proactive 
in staying ahead of industry standards and regulatory 
requirements  
– Continue to enhance the quality of consumer service, the 
timeliness of our response to consumer concerns, and 
our approach to tracking consumer satisfaction levels
   57   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix 
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

KPIs and Appendix

Indicator
Unit
2019
2020
2021
YOY
Improving livelihoods
Responsible sourcing
Average EcoVadis sustainability assessment score of 
Lindt & Sprüngli suppliers h
Score
-
51.6/100
52.3/100
+1%
Scored suppliers in EcoVadis h
#
-
-
466
-
Procurement expenditure for packaging material from Asian 
factories covered by Supplier Sustainable Practice (SSP) Program f
%
89
93
94
+1%
External on-sight visits (SSP) f
#
24
36
31
-14%
Palm oil
Palm Oil (kernel/oil/fractions) sourced h
Metric 
tons
6,216
6,944
9,091
+31%
Thereof sourced RSPO certified h
%
100
100
100
0%
Hazelnuts
Hazelnuts (total) sourced 1 h
Metric 
tons
-
4,678
5,986
+28%
Turkish Hazelnuts sourced 1 h
Metric 
tons
-
3,076
3,147
+2%
Thereof sourced through sustainability programs 1 h
%
-
100
100
0%
Soy lecithin
Soy lecithin sourced h
Metric 
tons
735 
1,021
1,077
+5%
Thereof sourced ProTerra certified h
excl. Russell Stover 
%
99
100
99
100
99
100
0%
0%
Eggs
Eggs sourced h
Metric 
tons
64
56
59
+5%
Thereof sourced cage free h
excl. Russell Stover 
%
68
91
73
100
69
100
-5%
0%
Indicator
Unit
2019
2020
2021
YOY
Cocoa
Cocoa beans equivalent sourced 2 a
Metric 
tons
148,086
144,604
144,784
0%
Thereof through sustainability programs a 
(Farming Program or other sustainability program; 
verified by 3rd party)
%
56
63
64
+2%
Thereof through the Farming Program a 
(verified by 3rd party)
%
-
-
56
-
Cocoa beans sourced through sustainability programs b 
(Farming Program; verified by 3rd party; identity preserved)
%
92
100
100
0%
Cocoa butter sourced through sustainability programs d 
(Farming Program or other sustainability program; verified by 3rd 
party; segregated)
%
27
33
37
+12%
Annual investment in cocoa sustainability programs a
Million 
CHF
14.1
16.1
18.6
+16%
Thereof in Farming Program sustainability premiums i
Million 
CHF
8.6
9.6
15.1
+57%
Total Investment in cocoa sustainability programs since 2008
Million 
CHF
48.0
64.2
82.8
+29%
Thereof in Farming Program sustainability premiums i
Million 
CHF
37.7
46.3
61.4
+33%
Cocoa origins (countries) covered by Farming Program i
#
5
5
7
+40%
Farmers participating in Farming Program i
#
78,425
79,979
91,559
+14%
Thereof women
%
29
30
28
-7%
Field staff in the Farming Program i (GRI 2-8)
#
434
443
599
+35%
Farms within Farming Program i
#
78,425
79,979
91,559
+14%
Thereof GPS or polygon mapped i
#
%
61,104
78
67,462
86
91,184
99
+35%
+15%
Key performance indicators
1 Excludes an immaterial volume of ingredients which contain hazelnuts combined with other materials; scope expanded 
from unprocessed hazelnuts to processed and unprocessed hazelnuts (total).
2 Bean equivalents according to ICCO conversion rates.
a Cocoa (beans, powder, butter, and finished chocolate) (considered direct and indirect supply chain)
b Cocoa beans
d Cocoa butter 
h Lindt & Sprüngli Group 
i Cocoa (beans and butter) sourced through Farming Program (considered direct supply chain) 
f Packaging materials from Asia
Wherever blank, data not yet tracked in reporting year. Lindt & Sprüngli Farming Program indicators are reported by cocoa 
season, not by calendar year (apart from investments). Figures may be rounded.
   59   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Indicator
Unit
2019
2020
2021
YOY
Cocoa: Increased resilience of farming households
Farmers reached by training programs i
#
- 
- 
85,810
-
Farmers supported with individual coaching i
#
-
-
21,453
-
Model farms and demonstration plots i
#
159
158
291
+84%
Improved cocoa seedlings distributed per year i
#
2,250,039
325,095
563,789
+73%
Improved cocoa seedlings distributed since start of Farming 
Program i
#
5,665,746
5,990,841
6,554,630
+9%
Individuals participating in Income Generating Activities (IGA) i
#
6,242 
10,961 
27,336
+149%
Thereof women
%
- 
-
31
-
Individuals participating in training that promotes IGAs per year i
#
- 
4,919
6,830
+39%
Individuals participating in training that promotes IGAs since 
start of Program i
#
16,964 
21,883
28,713
+31%
Members of Village Savings and Loan Association (VSLA)  
groups in the current year b
#
1,567
3,014
5,324
+77%
VSLA groups established and still active in the current year i
#
87
137
218
+59%
Drinking water systems built and functioning 
(boreholes and larger systems) since start of Program i
#
215
213
224
+5%
Community members having access to safe drinking water 
through Program i
#
~133,000
~131,000
~133,000
+2%
Cocoa: Reduction of the risk of child labor
Cocoa from child labor risk countries sourced from farming 
households covered by a Child Labor Monitoring and 
Remediation System (CLMRS) j
%
-
-
57%
-
Farming households in risk countries covered by a CLMRS i
#
-
-
74,563
-
Unannounced child labor-focused monitoring visits conducted i
#
-
-
8,491
-
Child labor cases identified i 
(including cases not related to Farming Program farmers)
#
13
96
113
+18%
Thereof identified related to Farming Program farmers i
#
3
93
87
-6%
Thereof remediated or in the process of remediation i
#
%
6
46
96
100
113
100
+18%
0%
School facilities built or renovated since start of Farming Program i
#
31
33
41
+24%
Children benefitting from school refurbishments through 
Farming Program i
#
~4,500
~5,000
~5,500
+10%
Indicator
Unit
2019
2020
2021
YOY
Cocoa: Conservation of biodiversity and natural ecosystems
Percentage of cocoa (in volume) sourced from farmers covered 
by a “No-Deforestation and Agroforestry Action Plan” a
%
56
63
64
+2%
Percentage of cocoa (in volume) sourced from farmers covered 
by a fully implemented “No-Deforestation and Agroforestry 
Action Plan” a
%
0
0
0
0%
Farmers proven not to be located in protected areas with their 
farms i (as per local laws)
#
%
58,124
74
75,625
95
89,409
98
+18%
+3%
Multi-purpose shade trees distributed per year i
#
371,339
666,048
880,304
+32%
Multi-purpose shade trees distributed since start of Program i
#
1,274,074
1,940,122
2,820,426
+45%
Farmers with at least 25 permanent shade trees per hectare i
#
%
10,584
13
10,870
14
14,615 
16
+34%
+19%
Farmers with at least 5 permanent shade tree species per hectare i
#
%
41,711
53
41,952
52
47,153
52
+12%
0%
Shade trees per hectare on average i
#
13
15
18
+20%
Shade tree species per hectare on average i
#
4
4
5
+25%
Sourcing landscape initiatives supported i
#
2
4
4
0%
a Cocoa (beans, powder, butter, and finished chocolate) (considered direct and indirect supply chain) 
b Cocoa beans
i Cocoa (beans and butter) sourced through Farming Program (considered direct supply chain)
j Cocoa (beans, powder, butter, and chocolate) sourced from countries with child labor risk
Wherever blank, data not tracked in reporting year. Lindt & Sprüngli Farming Program indicators are reported by cocoa 
season, not by calendar year (apart from investments). Figures may be rounded.
   60   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Indicator
Unit
2019
2020
2021
YOY
Contributing to an intact environment
Climate 3
Direct (Scope 1) GHG emissions h (GRI 305-1)
t CO2e
-
59,435 
60,484
+2%
Energy indirect (Scope 2 market-based) GHG emissions h 
(GRI 305-2)
t CO2e
-
 114,975 
90,999
-21%
Other indirect (Scope 3) GHG emissions 4 h (GRI 305-3)
t CO2e
-
2,936,648
-
-
Purchased goods and services (Cat.1)
t CO2e
-
2,506,514 
-
-
Capital goods (Cat.2)
t CO2e
-
 56,076 
-
-
Fuel- and energy-related activities (Cat.3)
t CO2e
-
 30,249 
-
-
Upstream transportation and distribution (Cat.4)
t CO2e
-
 142,152 
-
-
Waste generated in operations (Cat.5) 
t CO2e
-
 3,081 
-
-
Business travel (Cat.6)
t CO2e
-
 6,268 
-
-
Employee commuting (Cat.7)
t CO2e
-
 7,967 
-
-
Downstream transportation and distribution (Cat.9)
t CO2e
-
 125,567 
-
-
Processing of sold products (Cat.10)
t CO2e
-
 32 
-
-
Use of sold products (Cat.11)
t CO2e
-
 12,441 
-
-
End-of-life treatments of sold products (Cat.12)
t CO2e
-
 46,301 
-
-
Annual reduction of GHG emissions in the production process 
per ton produced (Scopes 1 and 2) c
%
-
-
20
-
Energy consumption within the organization c (GRI 302-1)
GWh
-
564
559
-1%
Share of renewable electricity c
%
-
12
31
+154%
Water
Absolute water withdrawal c (municipal supply only)
1,000 m3
743
677
671
+1%
Reduction of municipal water withdrawal in the production 
process since 2019 per ton produced c (municipal supply only)
%
-
8
16
+100%
Waste
Semi-finished product waste in the production process, 
per ton produced c (excluding destruction of finished goods)
%
1.3
1.3
1.3
0%
Reduction of semi-finished product waste in the production 
process since 2015, per ton produced c 
(excluding destruction of finished goods)
%
32
32
32
0%
Indicator
Unit
2019
2020
2021
YOY
Packaging
Total packaging (SASB: FB-PF-410a.1)
Metric 
tons
-
92,305 e
113,120 c
+23%
Thereof pulp & paper-based 
Metric 
tons
-
-
93,279 c
-
Thereof plastic 
Metric 
tons
-
-
13,523 c
-
Packaging made from recycled materials (SASB: FB-PF-410a.1) 
%
-
45 e
44 c
-2%
Packaging recyclable or reusable (SASB: FB-PF-410a.1)
%
-
86 e
86 c
0%
Plastic packaging recyclable or reusable
%
-
- 
33 c
-
Virgin plastic used in total packaging 
%
-
10 e
9.5 c
-5%
3  For details see an explanation of methodology ▶ here
4  Scope 3 data is only available for 2020 at the time of reporting
c Lindt & Sprüngli production sites
e Lindt & Sprüngli production sites (excl. Russell Stover)
h Lindt & Sprüngli Group
Wherever blank, data not tracked in reporting year. Figures may be rounded.
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Indicator
Unit
2019
2020
2021
YOY
Employee turnover 6 h (GRI 401-1)
%
- 
33
38
+15%
Total employees 6 h (GRI 2-7)
#
14,621
13,557
14,208
+5%
Male employees 6 h (GRI 2-7, GRI 405-1)
#
-
-
5,668
-
In senior management (senior leadership)
#
- 
- 
208
-
In middle management
#
- 
- 
396
-
In lower managerial position or non-managerial 
employees
#
- 
- 
5,064
-
< 30
#
- 
- 
1,395
-
30 – 50
#
- 
- 
2,782
-
 >50
#
- 
- 
1,491
-
Female employees h (GRI 2-7, GRI 405-1)
#
-
-
8,540
-
In senior management (senior leadership)
#
- 
- 
128
-
In middle management
#
- 
- 
286
-
In lower managerial position or non-managerial 
employees
#
- 
- 
8,126
-
< 30
#
- 
- 
2,568
-
30 – 50
#
- 
- 
3,588
-
 >50
#
- 
- 
2,384
-
Indicator
Unit
2019
2020
2021
YOY
Performing together
Occupational health and safety
Lost time accidents g
#
34
25
45
+80%
Lost time accidents per 100,000 working hours g
#
0.24
0.20
0.34
+70%
Recordable work-related injuries among employees g (GRI 403-9)
#
-
-
258
-
Thereof high-consequence work-related injuries 
(excluding fatalities) among employees g (GRI 403-9)
#
-
-
1
-
Thereof fatalities as a result of work-related injuries 
among employees g (GRI 403-9)
#
0
0
0
-
Rate of recordable work-related injuries among employees g 
(GRI 403-9)
#/100 k 
hours
-
-
1.9
-
Enabling and motivating working environment
Women in senior leadership h
%
30.0
37.5
38.1
+2%
Average score in the category “employee satisfaction and 
retention” in the global employee survey 5 h
Score
70/100
-
-
-
Average score in the category “training and personal 
development” in the global employee survey 6 h
Score
65/100
-
-
-
Employees receiving regular performance and career 
development reviews h (GRI 404-3)
%
86 
84 
68
-19%
Blue-collar employees receiving regular performance 
and career development reviews h
%
53
53
55
+4%
White-collar employees receiving regular performance 
and career development reviews h
%
92
95
87
-8%
Female employees receiving regular performance and career 
development reviews h
%
-
-
64
-
New employee hires (total) 6 h (GRI 401-1)
#
- 
- 
4,373
-
Male
#
- 
- 
1,622
-
Female
#
- 
- 
2,751
-
< 30
#
- 
- 
2,415
-
30 – 50
#
- 
- 
1,464
-
> 50
#
- 
- 
494
-
In Europe
#
- 
- 
1,626
-
In Asia / Pacific / South Africa
#
-
-
912
-
In Americas
#
-
-
1,835
-
5 Survey conducted every three years, most recent survey conducted in 2019
6 incl. seasonal and temporary employees and retirements
g Lindt & Sprüngli production sites and Australia
h Lindt & Sprüngli Group
Wherever blank, data not tracked in reporting year. Figures may be rounded.
   62   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Indicator
Unit
2019
2020
2021
YOY
Permanent employees h (GRI 2-7, GRI 405-1)
#
- 
- 
11,636
-
Male
#
- 
- 
4,939
-
Female
#
- 
- 
6,697
-
< 30
#
- 
- 
2,292
-
30 – 50
#
- 
- 
5,853
-
> 50
#
- 
- 
3,491
-
In Europe
#
- 
- 
6,462
-
In Asia / Pacific / South Africa
#
-
-
954
-
In Americas
#
-
-
4,220
-
Temporary employees h (GRI 2-7, GRI 405-1)
#
- 
- 
2,572
-
Male
#
- 
- 
729
-
Female
#
- 
- 
1,843
-
< 30
#
- 
- 
1,671
-
30 – 50
#
- 
- 
517
-
> 50
#
- 
- 
384
-
In Europe
#
- 
- 
822
-
In Asia / Pacific / South Africa
#
-
-
773
-
In Americas
#
-
-
977
-
Indicator
Unit
2019
2020
2021
YOY
Delighting consumers
Product quality/Product safety
Incidents of non-compliance with regulations and/or voluntary 
codes concerning the health and safety impacts of products and 
services h (GRI 416-2)
#
0
0
0
0%
Thereof resulting in a fine or penalty h (GRI 416-2)
#
- 
- 
0
-
Thereof resulting in a warning h (GRI 416-2)
#
- 
- 
0
-
Total number of incidents of non-compliance with voluntary 
codes h (GRI 416-2)
#
- 
- 
0
-
Notices of food safety violation received h (SASB: FB-PF-250a.3)
#
- 
- 
0
-
Recalls issued h (SASB: FB-PF-250a.4)
#
- 
- 
1
-
Food products recalled h (SASB: FB-PF-250a.4)
Consumer 
units
- 
- 
81,336
-
Transparent and responsible communication
Incidents of non-compliance with regulations resulting in a fine 
or penalty h (GRI 417-3)
#
- 
- 
2
- 
Incidents of non-compliance with regulations resulting in a 
warning h (GRI 417-3)
#
- 
- 
0
-
Rate of audit compliance with EU Pledge to avoid advertising to 
children h (SASB: FB-PF-270a.1)
%
- 
97.7
98.9
+1%
Incidents of non-compliance with industry or regulatory 
labeling and/or marketing codes h (SASB: FB-PF-270a.3)
#
- 
- 
0
-
Monetary losses as a result of legal proceedings associated with 
labeling and/or marketing practices h (SASB: FB-PF-270a.4)
CHF
- 
- 
197,000
-
Responsible business conduct
Confirmed incidents of corruption h (GRI 205-3)
#
- 
- 
0
- 
Thereof in which employees were dismissed or 
disciplined for corruption h (GRI 205-3)
#
- 
- 
0
-
Thereof when contracts with business partners were 
terminated or not renewed due to violations related to 
corruption h (GRI 205-3)
#
- 
-
0
-
Public legal cases regarding corruption brought against the 
organization or its employees during the reporting period and 
the outcomes of such cases h (GRI 205-3)
#
- 
- 
0
-
h Lindt & Sprüngli Group
Wherever blank, data not tracked in reporting year. Figures may be rounded.
   63   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

This Sustainability Report has been prepared with reference 
to the GRI Standards 2021 (> see GRI Content Index, p. 66ff.). 
This Report provides information about our goals, our 
measures and the progress we have achieved (period from 
January 1, 2021, to December 31, 2021).
Unless otherwise stated, all facts and figures are reported 
as of December 31, 2021 and relate to all brands of the 
Lindt & Sprüngli Group, as well as to all production, distri-
bution, and marketing sites and the regional Lindt & ­Sprüngli 
offices. The Sustainability Plan and targets apply group wide 
unless otherwise stated, including certain exclusions of 
Russell Stover, which was acquired in 2014. This Report was 
written with due regard to the principle of materiality in 
terms of the issues addressed and the expectations of various 
stakeholders. We have introduced some new data points and 
KPIs, and for these we have also collected data retrospec-
tively for the previous reporting period.
The first complete carbon footprint calculation led to 
an alignment with the GHG protocol for the calculation of 
our Scope 1 and 2 emissions. Therefore, the 2020 data for 
Scope 1 and 2 emissions have been restated. This 2020 car-
bon footprint calculation has been externally reviewed by 
PwC (limited assurance, > see also Assurance Statement, 
p. 70). The remainder of this Sustainability Report was not 
subject to an external audit. This Sustainability Report was 
prepared by the relevant subject matter experts, reviewed 
by the CEO and CFO, and approved by the Corporate Sus-
tainability Committee of the Board of Directors.
The ten principles of the UN Global Compact
Relevant company guidelines
Report reference
1.   Companies should support and respect the protection of internationally 
proclaimed human rights.
2.   Companies should make sure that they are not complicit in human rights abuses.
The Lindt & Sprüngli Promise
Business Code of Conduct
Health & Safety Policy
Supplier Code of Conduct
pp. 3, 7–13, 16–22, 23–27, 
31–32, 59–60
3.   Companies should uphold the freedom of association and recognition of the 
right to collective bargaining.
4.   Companies should work toward the elimination of all forms of forced and 
compulsory labor.
5.   Companies should work toward the effective abolition of child labor.
6.   Companies should work toward the elimination of discrimination in respect 
of employment and occupation.
The Lindt & Sprüngli Promise
Business Code of Conduct
Health & Safety Policy
Supplier Code of Conduct
pp. 3, 7–13, 31–32, 46–51, 60, 
62
7.   Companies should support a precautionary approach to environmental 
challenges.
8.  Companies should undertake initiatives to promote greater environmental 
responsibility.
9.   Companies should encourage the development and diffusion of environmentally 
friendly technologies.
The Lindt & Sprüngli Promise
Environmental Policy
Supplier Code of Conduct
pp. 3, 7–10, 33–44, 61
10. Companies should work against corruption in all its forms, including extortion 
and bribery.
Business Code of Conduct
Supplier Code of Conduct
pp. 12, 63
Global Compact Food and Agriculture Business Principles (FAB)
Report reference
The company pursues food safety, health, and nutrition.
pp. 53, 56–57, 63
The company is environmentally responsible.
pp. 3, 7–10, 33–44, 61
The company ensures economic viability and shares value.
pp. 3, 7–8, 29–30
The company respects human rights, creates decent work, and helps communities to thrive.
pp. 3, 7–12, 16–32, 46–51
The company encourages good governance and accountability.
pp. 7–12 
The company promotes access to and the transfer of knowledge, skills, and technologies.
pp. 23–34, 49–51
This Sustainability Report is Lindt & Sprüngli’s 12th progress report relating to the Ten Principles 
of the UN Global Compact and the six UN Global Compact Food and Agriculture Business Principles (FAB). 
About this report
Date of publication of English version: 20 June 2022
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

Rural development
Responsible 
sourcing
Biodiversity and 
ecosystems
Climate
Water and waste
Packaging
Occupational 
health and safety
Enabling and 
motivating working 
environment
Transparent and 
responsible 
communication
Product quality/ 
Product safety
Our contribution to the Sustainable Development Goals
The United Nations Sustainable Development Goals (▶ UN SDGs) set the global 
context for sustainable development until 2030. We recognize our impact and 
contribution to these goals through our own activities, our supply chain activities, 
and our engagement in the communities in which we work. Below, we have 
mapped how Lindt & Sprüngli impacts and contributes to the 17 SDGs through 
our activities.
   65   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

GRI Content Index
GRI 1 used
GRI 1: Foundation 2021
GRI Standard
Disclosure
Location
General disclosures
The organization and its reporting practices
GRI 2: 
General Disclosures 2021
2-1 Organizational details
About Lindt & Sprüngli, p. 4  
Annual report, p. 2–3
2-2 Entities included in the organization’s 
sustainability reporting
About this report, p. 64
2-3 Reporting period, frequency, and contact point
About this report, p. 64
2-4 Restatements of information
About this report, p. 64
2-5 External assurance
About this report, p. 64
Activities and workers
GRI 2: 
General Disclosures 2021
2-6 Activities, value chain, and other business 
relationships
Our mission – our value chain from 
bean to bar, p. 6
2-7 Employees 
KPI table: Performing together, 
Enabling and motivating working 
environment, p. 62–63
2-8 Workers who are not employees
Performing together: Why we care, 
p. 46
KPI table: Cocoa, p. 59
Governance
GRI 2: 
General Disclosures 2021
2-9 Governance structure and composition
Annual report, p. 33-39
2-14 Role of the highest governance body in 
sustainability reporting
About this report, p. 64
2-19 Remuneration policies
Annual report, p. 48-56 
2-20 Process to determine remuneration
Annual report, p. 47-48
Statement of use: Lindt & Sprüngli has reported the infor-
mation cited in this GRI content index
for the period 1.1.2021 – 31.12.2021 with reference to the 
GRI Standards 2021.
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

GRI Standard
Disclosure
Location
Strategy, policies, and practices
GRI 2: 
General Disclosures 2021
2-22 Statement on sustainable development strategy
Foreword by our CEO and CFO, 
p. 3
2-23 Policy commitments
Responsible business conduct and 
human rights, p. 11–12
2-24 Embedding policy commitments 
Responsible business conduct and 
human rights: Our business Code of 
Conduct, p. 12
Responsible sourcing: Supplier 
Code of Conduct, p. 17
GRI 205: 
Anti-Corruption 2016
205-3 Confirmed incidents of corruption and actions 
taken
KPI Table: Responsible business 
conduct, p. 63
GRI 2: 
General Disclosures 2021
2-26 Mechanisms for seeking advice and raising 
concerns
Responsible business conduct and 
human rights: “Speak Up” – our 
grievance mechanism, p. 12
2-28 Membership associations
Responsible business conduct 
and human rights: Stakeholder 
engagement, p. 13
Stakeholder engagement
GRI 2: 
General Disclosures 2021
2-29 Approach to stakeholder engagement
Responsible business conduct and 
human rights: Stakeholder 
engagement, p. 13
2-30 Collective bargaining agreements
Enabling and motivating working 
environment: Employee satisfaction 
and  retention, p. 51
Material topics
GRI 3: 
Material Topics 2021
3-1 Process to determine material topics
Determining our material topics, 
p. 9–10
3-2 List of material topics
Determining our material topics, 
p. 9–10
GRI Standard
Disclosure
Location
Rural development
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Our cocoa sustainability approach 
p. 23–32
Improving livelihoods: Why we 
care, p. 16
Own disclosure
Cocoa beans equivalent sourced through 
sustainability programs 
KPI table: Cocoa, p. 59
Responsible sourcing
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Responsible sourcing, Responsible 
sourcing approaches for priority 
raw materials, p. 17–22 
Improving livelihoods: Why we 
care, p. 16
Own disclosure
Procurement expenditure for raw and packaging 
materials that pose significant sustainability risks 
covered by a sustainable sourcing program
Responsible sourcing, p. 17
Biodiversity and deforestation
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Conservation of biodiversity and 
natural ecosystems, p. 33–34 
Contributing to an intact 
environment: Why we care: p. 36
Own disclosure
Cocoa sourced from farmers covered by a fully 
implemented “No-Deforestation and Agroforestry 
Action Plan”
KPI table: Cocoa p. 60
Climate
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Contributing to an intact 
environment: Why we care, p. 36
The Lindt Performance Way, p. 37
Climate, p. 38–40
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions
KPI table: Climate, p. 61
305-2 Energy indirect (Scope 2) GHG emissions
KPI table: Climate, p. 61
305-3 Other indirect (Scope 3) GHG emissions
KPI table: Climate, p. 61
Own disclosure
Reduction of GHG emissions in the production 
process since 2020, per ton produced (related to 
Scopes 1 and 2 in the production process)
KPI table: Climate, p. 61
GRI 305: Energy 2016
302-1 Energy consumption within the organization
KPI table: Climate, p. 61
   67   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

GRI 1 used
GRI 1: Foundation 2021
GRI Standard
Disclosure
Location
Water and waste
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Contributing to an intact 
environment: Why we care, p. 36
The Lindt Performance Way, p. 37
Water and waste, p. 41–42
GRI 306: Waste 2020
306-1 Waste generation and significant waste-related 
impacts
Contributing to an intact 
environment: Why we care, p. 36
Water and waste, Waste, p. 41–42
306-2 Management of significant waste-related 
impacts
Contributing to an intact 
environment: Water and waste, 
Waste, p. 41–42
Own disclosure
Semi-finished product waste in the production 
process, per ton produced (excluding destruction of 
finished goods)
KPI table: Waste, p. 61
Reduction of semi-finished product waste in the 
production process since 2015, per ton produced 
(excluding destruction of finished goods
KPI table: Waste, p. 61
GRI 303: Water and 
Effluents 2018
303-1 Interaction with water as a shared resource
Contributing to an intact 
environment: Why we care, p. 36
Water and waste, Water p. 41–42
Improving livelihoods: Investments 
in community infrastructure, p. 30
303-2 Management of water discharge-related impacts
Contributing to an intact 
environment: Water and waste:
Water withdrawal, Reduce and 
recycle, p. 41
Own disclosure
Reduction of municipal water used in the production 
process since 2019 per ton produced (municipal 
supply only)
KPI table: Water, p. 61
Packaging
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Contributing to an intact 
environment: Why we care, p. 36
Packaging, p. 43–44
SASB: FB-PF-410a.1
(1) Total weight of packaging
KPI table: Packaging, p. 61 
(2) percentage made from recycled and/or renewable 
materials
KPI table: Packaging, p. 61 
3) percentage that is recyclable, reusable, 
and/or compostable
KPI table: Packaging, p. 61 
GRI 1 used
GRI 1: Foundation 2021
GRI Standard
Disclosure
Location
Occupational health and safety
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Performing together: Why we care, 
p. 46, Occupational health and 
safety, p. 47–48
GRI 403: Occupational 
Health and Safety 2018
403-1 Occupational health and safety management 
system
Performing together: Occupational 
health and safety, p. 47–48
403-2 Hazard identification, risk assessment, and 
incident investigation
Performing together: Occupational 
health and safety, p. 47–48
403-3 Occupational health services
Performing together: Occupational 
health and safety, p. 47–48
403-4 Worker participation, consultation, and 
communication on occupational health and safety
Performing together: Occupational 
health and safety, p. 47
403-5 Worker training on occupational health and 
safety
Performing together: Occupational 
health and safety, p. 47
403-7 Prevention and mitigation of occupational 
health and safety impacts directly linked by business 
relationships
Improving livelihoods: Our cocoa 
sustainability approach, p. 28–29
403-9 Work-related injuries
KPI table: Occupational health and 
safety, p. 62
Own disclosure
Lost time accidents
KPI table: Occupational health and 
safety, p. 62
Enabling and motivating working environment
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Enabling and motivating working 
environment, p. 49–51 
Perfoming together: Why we care, 
p. 46
GRI 401: Employment 2016
401-1 New employee hires and employee turnover
KPI table: Enabling and motivating 
working environment, p. 62
GRI 404: Training and 
Education 2016
404-3 Percentage of employees receiving regular 
performance and career development reviews
KPI table: Enabling and motivating 
working environment, p. 62
GRI 405: Diversity and 
Equal Opportunity 2016
405-1 Diversity of governance bodies and employees
KPI table: Enabling and motivating 
working environment, p. 62–63
There are presently no Board 
diversity targets. The board has one 
woman (17%) and five men (83%) 
as of December 31, 2021.
Own disclosure
Share of women in Senior Leadership
KPI table: Enabling and motivating 
working environment, p. 62
   68   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

GRI 1 used
GRI 1: Foundation 2021
GRI Standard
Disclosure
Location
Product quality and product safety
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Delighting consumers: Why we 
care, p. 53, Product quality and 
product safety, p. 54–55
GRI 416: Customer Health 
and Safety 2016
416-2 Incidents of non-compliance concerning the 
health and safety impacts of products and services
KPI table: Product quality/Product 
safety, p. 63 
SASB: FB-PF-250a.3
(1) Total number of notices of food safety violation 
received
KPI table: Product quality/Product 
safety, p. 63
(2) percentage corrected
SASB: FB-PF-250a.4
(1) Number of recalls issued
KPI table: Product quality/Product 
safety, p. 63
(2) total amount of food product recalled
Transparent and responsible communication
GRI 3: 
Material Topics 2021
3-3 Management of material topics
Delighting consumers: Why we 
care, p. 53, Transparent and 
responsible communication, 
p. 56–57
GRI 417: Marketing and 
Labeling 2016
417-3 Incidents of non-compliance concerning 
marketing communications
KPI table: Transparent and 
responsible communication, p. 63
SASB: FB-PF-270a.1
(1) Percentage of advertising impressions made on 
children
KPI table: Transparent and 
responsible communication, p. 63
SASB: FB-PF-270a.3
(1) Number of incidents of non-compliance with 
industry or regulatory labeling and/or marketing 
codes
KPI table: Transparent and 
responsible communication, p. 63
SASB: FB-PF-270a.4
(1) Total amount of monetary losses as a result of 
legal proceedings associated with labeling and/or 
marketing practices
KPI table: Transparent and 
responsible communication, p. 63
   69   
SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

PricewaterhouseCoopers AG, Birchstrasse 160, Postfach, CH-8050 Zürich, Switzerland 
Telefon: +41 58 792 44 00, Telefax: +41 58 792 44 10, www.pwc.ch 
PricewaterhouseCoopers AG is a member of the global PricewaterhouseCoopers network of firms, each of which is a separate and independent legal entity. 
Independent Limited Assurance Report on Lindt & Sprüngli 
Greenhouse Gas Emissions 2020
To the Management of Chocoladefab-
riken Lindt & Sprüngli AG, Kilchberg 
We have been engaged to perform assurance procedures to 
provide limited assurance on the 2020 Greenhouse Gas Emis-
sions in the Sustainability Report 2021 of Chocoladefabriken 
Lindt & Sprüngli AG and its consolidated subsidiaries (‘Lindt & 
Sprüngli’).  
Scope and subject matter 
Subject to our limited assurance engagement were the Total 
GHG emissions in 2020 on page 39 and the Climate Indicators 
on page 61 of the Sustainability Report 2021, hereafter re-
ferred to as ‘2020 GHG Statement’.  
Our engagement was limited to the 2020 figures. We do not 
comment on, nor conclude on, any comparative figures.  
Criteria 
The 2020 GHG Statement in the Sustainability Report 2021 
was prepared by the Management of Chocoladefabriken Lindt 
& Sprüngli AG based on the GHG-Protocol Corporate Stand-
ard. Its specific application is available on the Lindt & Sprüngli 
website as referred to on page 61 (“explanation of methodol-
ogy”) of the Sustainability Report 2021. 
Inherent limitations 
The accuracy and completeness of the 2020 GHG Statement 
in the Sustainability Report 2021 is subject to inherent limita-
tions given their nature and methods for determining, calculat-
ing and estimating such data. In addition, the quantification of 
the 2020 GHG Statement in the Sustainability Report 2021 is 
subject to inherent uncertainty because of incomplete scientific 
knowledge used to determine factors related to the 2020 GHG 
Statement in the Sustainability Report 2021 and the values 
needed to combine emissions of different gases. Our assur-
ance report should therefore be read in connection with the 
Criteria. 
Management responsibility 
The Management of Chocoladefabriken Lindt & Sprüngli AG is 
responsible for the Criteria and its selection as well as for the 
preparation and presentation of the 2020 GHG Statement in 
accordance with the Criteria. This responsibility includes the 
design, implementation and maintenance of such internal con-
trol as determined necessary to enable the preparation of the 
2020 GHG Statement that is free from material misstatement, 
whether due to fraud or error as well as adequate record keep-
ing and overall responsibility of the Sustainability Report 2021.  
Independence and quality controls 
We are independent of Lindt & Sprüngli in accordance with the 
International Code of Ethics for Professional Accountants (in-
cluding International Independence Standards) issued by the 
International Ethics Standards Board for Accountants (IESBA 
Code). We have fulfilled our other ethical responsibilities in ac-
cordance with the IESBA Code, which is founded on funda-
mental principles of integrity, objectivity, professional compe-
tence and due care, confidentiality and professional behaviour.  
PricewaterhouseCoopers AG applies 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 re-
quirements.  
Our responsibility 
Our responsibility is to perform an assurance engagement and 
to express a limited assurance conclusion on the 2020 GHG 
Statement in the Sustainability Report 2021. We conducted our 
engagement in accordance with International Standard on As-
surance Engagements (ISAE) 3410 “Assurance Engagements 
on Greenhouse Gas Statements”, issued by the International 
Audit and Assurance Standards Board. These standards re-
quire that we plan and perform this engagement to obtain lim-
ited assurance about whether the 2020 GHG Statement was 
prepared, in all material aspects, in accordance with the Crite-
ria. 
Based on risk and materiality considerations, we performed our 
procedures to obtain sufficient and appropriate assurance evi-
dence. The procedures selected depend on the assurance 
practitioner’s judgement. A limited assurance engagement un-
der ISAE 3410 is substantially less in scope than a reasonable 
assurance engagement in relation to both the risk assessment 
procedures, including an understanding of internal control, and 
the procedures performed in response to the assessed risks. 
Consequently, the nature, timing and extent of procedures for 
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MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

‘The maintenance and integrity of the Lindt & Sprüngli website and its content are the responsibility of the Management; 
the work carried out by us does not involve consideration of the maintenance and integrity of the Lindt & Sprüngli website, 
accordingly, we accept no responsibility for any changes that may have occurred to the reported 2020 GHG Statement or 
the Criteria since they were initially presented on the Lindt & Sprüngli website. 
gathering sufficient appropriate evidence are deliberately lim-
ited relative to a reasonable assurance engagement and there-
fore less assurance is obtained with a limited assurance en-
gagement than for a reasonable assurance engagement.   
 
Summary of the work performed 
Our limited assurance procedures included, but were not lim-
ited to the following work:  
- 
Inquiries of representatives responsible for the data 
collection and reporting as well as other relevant 
stakeholders in the reporting process  
- 
Inspection of relevant documents  
- 
Sample based testing of underlying data  
- 
Reconciliation of data sources with financial reporting 
data and other underlying data sources  
- 
Reperformance of relevant calculations  
- 
Analytical procedures  
- 
Performance of virtual site visits for significant manu-
facturing facilities in Switzerland and Germany  
- 
Assessment of methodology applied by Lindt & 
Sprüngli 
 
We believe that the evidence we have obtained is sufficient 
and appropriate to provide a basis for our assurance conclu-
sion.  
 
Conclusion 
Based on the procedures we performed, and evidence ob-
tained, nothing has come to our attention that causes us to be-
lieve that the 2020 GHG Statement in the Sustainability Report 
2021 of Lindt & Sprüngli is not prepared, in all material re-
spects, in accordance with the Criteria.  
 
 
 
 
 
Intended users and purpose of the report 
This report is prepared for, and only for, the Management of 
Chocoladefabriken Lindt & Sprüngli AG, and solely for the pur-
pose of reporting to them on 2020 GHG Statement in the Sus-
tainability Report 2021 and no other purpose. We do not, in 
giving our conclusion, accept or assume responsibility (legal or 
otherwise) or accept liability for, or in connection with, any 
other purpose for which our report including the conclusion 
may be used, or to any other person to whom our report is 
shown or into whose hands it may come, and no other persons 
shall be entitled to rely on our conclusion.  
We permit the distribution of our report, in full only and in com-
bination with the 2020 GHG Statement and the Criteria to ena-
ble the Management to demonstrate that they have discharged 
their governance responsibilities by commissioning an inde-
pendent assurance report over the 2020 GHG Statement, with-
out assuming or accepting any responsibility or liability to any 
report recipient on our part. To the fullest extent permitted by 
law, we do not accept or assume responsibility to anyone other 
than the Management of Chocoladefabriken Lindt & Sprüngli 
AG for our work or this report.  
PricewaterhouseCoopers AG 
 
 
 
Gerhard Siegrist 
 
Raphael Rutishauser 
Zurich, 10 June 2022 
2  Chocoladefabriken Lindt & Sprüngli AG  |  Independent Limited Assurance Report 
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SUSTAINABILITY R EPORT 2021
LINDT & SPRÜ NGLI 
MAÎTRE CHOCOLATIER SUISSE DEPUIS 1845
KPIs and Appendix
Delighting consumers
Performing together
Contributing to an intact environment
Improving livelihoods
Introduction and Strategy

CHOCOLADEFABRIKEN
LINDT & SPRÜNGLI AG
Seestrasse 204 | CH-8802 Kilchberg
Switzerland
www.lindt-spruengli.com/sustainability
www.farming-program.com