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CAPITOLO
Bally Sustainability Report
2021

TABLE OF CONTENTS 
CEO MESSAGE
OUR PROGRESS  
	
People: Gender Equality & Covid-19 Protocols 
	
Product: Renewal Program & Packaging 
	
Planet: Preserving Mountains & Solar Panels
SUSTAINABILITY AT BALLY 
	
Our Swiss Heritage 
	
Driving Change 
	
Our Sustainability Pillars 
	
Materiality 
	
Governance 
	
CSR Initiatives
OUR PRODUCT 
	
Adapting for the Future 
	
Materials & Packaging 
	
Renewal Program
	
Product Testing & Safety
	
Product Innovation
	
Supply & Production
	
Clientelling App
	
Fashion Innovation Awards
OUR PEOPLE 
	
Taking Care of Our People
	
Diversity, Equity & Inclusion 
	
Continuous Education 
	
My Craft, My Legacy 
	
Giving Back to the Community 
	
Policies
OUR PLANET 
	
Reducing Our Footprint
	
Our Energy Consumption
	
Preserving the Mountains
	
A Culture of Caring
GRI (GLOBAL REPORTING INITIATIVE) APPENDIX
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06
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35 
59 
 
 
 
 
77 
 
94

2021 presented us with ongoing Covid-related 
challenges, which we were able to face with 
the knowledge we had so rapidly acquired 
in the previous year. Confronted with supply 
chain disruption, and concerned with the 
wellbeing of our global community, we forged 
ahead with renewed ambition to do better; 
working out ways to make our product more 
efficiently, minimising our environmental 
impact, and taking care of our people at every 
step of the way. 
Many of the changes we implemented as a 
result of the pandemic continued to be of 
value in 2021. We held on to new traditions of 
digitally connecting our worldwide workforce. 
Our virtual showroom, originally developed 
amid widespread travel restrictions, continued 
to evolve, providing us with an innovative way 
to showcase our designs without the air miles. 
During a second year of Covid restrictions, 
we truly appreciated our collective need 
to make time for creativity and inspiration. 
This led us to introduce Bally Smart Talks, in 
which philosophers, artists, innovators and 
academics shared their personal experiences 
and thought-provoking ideas with our Bally 
Community. 
The pandemic impacted every area of our 
business, but it hasn’t stopped us from 
making sustainability a priority. The climate 
crisis represents the biggest threat to 
humanity, and we will never lose sight of this 
humbling fact. Together with our industry, 
we are responsible for shaping the future 
of fashion and redefining its purpose. It’s 
encouraging to see our recent 77% score leap 
in the Fashion Transparency Index, published 
by the global movement Fashion Revolution. 
Not only has our commitment to sustainability 
evolved, but our ability to measure and 
demonstrate our progress has too, with the 
detail provided in this report growing more 
sophisticated and more meaningful each year. 
Since we drew up our Sustainability Roadmap 
in 2019, we have been committed to providing 
evidence of our actions. In 2021, we mapped 
and published a list of the main Tier 1 and 
Tier 2 suppliers active in our supply chain in 
2020. Not only does this improve our level of 
transparency, it helps us to uncover and plan 
more sustainable ways of bringing our pieces 
to life in future. 
For 170 years, we’ve been making products 
that stand the test of the time, but that’s only 
part of the story today. We’re now re-imagining 
more responsible ways to bring our designs 
into being. The 2021 Bally Wilson Echo, a 
sneaker made entirely from materials on our 
recyclable and sustainable list, is an example 
of such innovation. Building on the success 
CEO Message
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CEO MESSAGE

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of our B-Echo collection, we have continued 
to expand our use of regenerated leather, 
repurposed PET mesh and recycled nylon 
across the rest of our designs, with Mythos, 
Crew and Explore product lines all made using 
these more sustainable materials. Meanwhile, 
initiatives such as our Scribe Renewal 
Program see iconic Bally designs being 
kept in circulation for longer, upholding our 
tradition of creating longstanding wardrobe 
staples – a much-needed antidote to a world 
dominated by disposable fashion. 
 
In 2021, we also calculated our footprint in 
compliance with the leading Greenhouse 
Gas Protocol Corporate Standard, a complex 
process that ultimately classifies our 
emissions into three scopes. This data sets 
the foundation for science-based target 
setting in 2023 and will inform our plan for 
the reduction of CO2 emissions. It’s incredibly 
exciting for us to have taken this step towards 
real change. And we have done so while 
simultaneously taking positive action, such 
as reaching a 70% renewable energy supply 
for our Swiss headquarters, through the 
installation of 1,170 solar panels.
Another notable achievement in 2021 was 
our completion of the Bally Peak Outlook 
Foundation’s “8x8000m” program, which 
cleaned up eight 8,000-meter Himalayan 
mountains, removing a total of 3.4 tons of waste. 
Finally, we are pleased to announce that 
Bally is now a certified equal salary company. 
40% of our executive committee positions 
are covered by women, and the ratio of basic 
salary and remuneration of women to men is 
at 98.4%.
A few years ago, we articulated our approach 
to doing business; “The Bally Way” is 
defined as collective entrepreneurship, 
meaningfulness and high performance. We 
believe that by having a shared vision, we 
can co-create the future of the company, and 
nowhere is this approach more evident than 
in our work on sustainability. It’s through the 
combined efforts of the people at Bally that 
we have been able to make the progress 
shared in this report, and it’s their dedication 
to doing better that powers our journey 
towards becoming a more sustainable brand.  
Nicolas Girotto, 
Bally CEO 
CEO MESSAGE

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CAPITOLO
OUR PROGRESS
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OUR PROGRESS
Three years ago, Bally published its Sustainability Roadmap with the 
ambition of reducing its environmental footprint while promoting social 
and economic wellbeing. This 2021 Sustainability Report shares our 
year-to-date performance and tracks our progress towards the goals 
laid out in the roadmap.
While 2021 was a difficult year due to the continuing constraints 
resulting from the Covid-19 pandemic, we have successfully kept 
our business in operation and improved on our commitment to 
sustainability.
Alongside our efforts as a company, Bally is a proud member of The 
Fashion Pact, a global coalition of fashion and textile companies 
committed to the safeguarding of our planet. This initiative aims 
to combat the industry’s adverse effect on the climate, restore 
biodiversity, and protect the oceans. We have joined our industry to 
implement Science Based Targets by the beginning of 2023.
By being ambitious in driving change, and prioritizing purpose above 
all else, we will do better for people, product and planet. Here, we 
highlight some of the key actions we have taken in 2021.

BY BEING AMBITIOUS 
IN DRIVING CHANGE, 
AND PRIORITIZING 
PURPOSE ABOVE ALL 
ELSE, WE WILL DO 
BETTER FOR PEOPLE, 
PRODUCT AND PLANET

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GENDER EQUALITY: In 2021, Bally was certified as an equal salary 
company, meeting the professional standards required by Swiss law. 
We also partnered with UN Women to reinforce our commitment to 
gender equality. As a proudly inclusive company, we are delighted to 
share that 40% of our executive committee positions are covered by 
women, and the ratio of basic salary and remuneration of women to 
men is at 98.4%.
COVID-19 PROTOCOLS: In 2021, Bally kept all protocols and measures 
in place to protect our employees against the spread of infection. 
We also held company-wide virtual meetings with our CEO on a 
monthly basis, and launched Bally Smart Talks, a series of inspiring 
events in which renowned guests with extraordinarily diverse 
experiences and skills shared their achievements with our staff. 
These virtual sessions were an opportunity to connect and inspire our 
people during what continued to be an uncertain and stressful time 
for many.
OUR PROGRESS
PEOPLE

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OUR PROGRESS
PRESERVING MOUNTAINS: In 2021, the second phase of the Bally 
Peak Outlook Foundation’s “8x8000m” program was completed. Its 
pledge was to clean up eight 8,000-meter Himalayan mountains over 
the course of two years. The 2021 initiative included cleaning the 
base camps of Kanchenjunga (8,586m), Dhaulagiri (8,167m), Manaslu 
(8,156m) and Annapurna (8,091m), as well as Everest for a third time, 
removing a total of 3.4 tons of waste.
SOLAR PANELS: We installed 1,170 solar panels over a roof area of 
2,162 square meters at our Swiss headquarters in 2021. The total power 
generated is 445 kilowatts peak, producing 497 megawatt-hours per year. 
Our nominal consumption is 393 megawatt-hours per year in total, which 
equates to 79% of the solar energy we produce. This enables our Swiss 
HQ to reduce energy consumption from the grid by up to 28% annually.
PLANET
RENEWAL PROGRAM: We believe in products that last. As well as 
designing and crafting items with outstanding quality and care, we 
take extra steps to ensure our products are enjoyed and used for as 
long as possible. Since our beginnings, Bally has been committed to 
taking care of worn items. In 2021, we extended the lifecycle of 808 
products through repair.
PACKAGING: Taking into consideration the key role packaging plays 
for a luxury brand, and with awareness of the quantity of cardboard 
used to create it, in 2021, we concentrated our efforts on establishing 
a more sustainable paper supply model. By the end of the year, 94% 
of our paper packaging was responsibly sourced, with 75.5% certified 
FSC or PEFC, and 18.5% recycled. 
PRODUCT

SUSTAINABILITY AT BALLY
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SUSTAINABILITY AT BALLY
Founded by Carl Franz Bally in 1851, what began as a family-run ribbon 
factory in Schönenwerd, Switzerland, quickly became a pioneering 
global brand by the turn of the century as Bally industrialized its 
processes (1854), built infrastructure and services to support its 
employees, and expanded stores from Montevideo, Uruguay (1870) to 
Paris, France (1879).
Today, Bally is a luxury shoemaker and accessories brand that marries a 
heritage of craftsmanship with a decidedly contemporary aesthetic. We 
have a global multi-channel presence, with a retail footprint of over 700 
stores across 59 countries, and an ever-expanding digital presence.
A SOCIALLY MINDED BUSINESS
Carl Franz Bally was a pioneer when it came to responsible business 
practices, creating green spaces and residences with the sole 
purpose of enhancing staff wellbeing.
BALLY PARK
In 1868, Bally started to build a park that all residents of 
Schönenwerd could enjoy, and that gave employees a green 
space to relax in after work. It was then further expanded 
between 1880 and 1890. The Bally Park is still the most 
important local recreation ground in the area and is open to 
the public 24 hours a day. With parts reflecting the English 
Landscape Garden design popularised in the 18th century, 
Bally Park is now also a historic landmark, and, in 2016, it was 
awarded the famous Schulthess Garden Prize by the Swiss 
Heritage Society.
BALLY HOLIDAY HOME AND FARM, BRUNNEN
In 1918, Bally purchased a small farm in Brunnen, a village on 
the edge of Lake Lucerne, to act as a vacation home for its 
employees and a summer camp destination for their children.
Our Swiss Heritage

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BALLY FARM
Bally kept a large farm in Gretzenbach with livestock and 
allotments for employees so that they could grow their own 
vegetables. Flowers grown on the farm were also sold in Bally’s 
store. By choosing to invest in this land, Bally enriched the lives 
of workers and the local community.
RESPECT FOR OUR SURROUNDINGS 
With our origins in the heart of Switzerland, Bally has a strong 
relationship with the mountains and our environmental heritage. In 
recent years, numerous initiatives to reduce our impact have been 
put into place; some internal, such as our efforts to reduce office 
waste (see page 91), or the installation of solar panels (see page 82), 
while others – such as the Bally Peak Outlook Foundation (see page 
86) – are public-facing. However, Bally has always been attentive 
to its environmental impact. For instance, in the 1970s and ’80s, we 
adopted new guidelines and invested in environmental protection, 
leading the way on issues such as the reduction of waste, recycling, 
modernized heating and the use of eco-friendly adhesives. And, in the 
2000s, Bally stopped producing plastic shopping and shoe bags and 
replaced them with paper ones, which are, as of today, responsibly 
sourced (see page 40).
THE BALLY WAY  
The Bally Way is our guiding set of principles and values that all Bally 
employees should embrace inside and outside of work. Introduced 
by our Group CEO, these values have been devised by our top 
executives to define our unique approach to business. Collective 
entrepreneurship, meaningfulness and high performance are the 
three pillars that drive our quest for excellence and success. Bally 
believes that by having a shared vision, we can co-create the future 
of the company and operate a complete business model that benefits 
shareholders, employees, clients and the community.
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Today, as the world changes around us, so do the expectations of 
consumers, and our stakeholders. It is, therefore, crucial for us to 
share the actions we are taking, as well as our plans for becoming 
a more sustainable business. Proof of our efforts is demonstrated 
by our dramatic 77% score increase in the Fashion Transparency 
Index 2022. This industry-wide research and communication tool is 
published by global movement Fashion Revolution and benchmarks 
the progress of over 250 brands. We also publish this annual 
Sustainability Report in accordance with the Global Reporting 
Initiative (GRI), an independent organization that helps businesses 
take responsibility for their impacts, by providing the global common 
language with which to communicate them.
Furthermore, with the clear target of continuously improving our 
approach to sustainability, we are proud to have contributed to the 
United Nations’ Sustainable Development Goals (SDGs), in particular:
SUSTAINABILITY AT BALLY
DRIVING CHANGE

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Good health and wellbeing 
Bally is committed to guaranteeing the health and safety of all 
its employees, as well as to supporting the wellbeing of all its 
stakeholders.
Gender equality
Bally is dedicated to ensuring its workplace is free from any 
form of discrimination, including gender discrimination, and 
avoids this in its supply chain.
Affordable and clean energy
Bally is committed to the preservation of our environmental 
heritage, with a pledge to reduce its environmental footprint.
Decent work and economic growth
Bally is focused on enhancing the professional development 
of its employees, and guaranteeing them a safe workplace, as 
well as on improving its footprint while maintaining economic 
growth.
Responsible consumption and production
Bally is committed to developing more responsible usage of 
resources, materials (including packaging), and waste, and 
creating more circular solutions. 
With its quality, timeless products and customer care program, 
Bally also aims to sensitize its customers towards more 
responsible consumption.
Climate action
Bally pledges to contribute to the climate change actions that 
will lead to a better future for everyone, as demonstrated by its 
early participation in the Fashion Pact.
SUSTAINABILITY AT BALLY
SDG 8
SDG 12
SDG 13
SDG 3
SDG 5
SDG 7

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Our overarching sustainability strategy and its goals are built 
upon four pillars that summarise our efforts across the company: 
Transparency, Quality, Collaboration and Progress. They are 
implemented by our Sustainability Steering Committee, Sustainability 
Operations Committee, and Sustainability Working Groups.
TRANSPARENCY
Transparency is a key driver for Bally’s sustainability. Since we 
began our path in 2019, we have strongly believed in the importance 
of giving evidence of our actions. For this reason, not only do we 
annually publish our Sustainability Report, but we also provide further 
information through our website, making available our Code of Ethics, 
the Supplier Code of Conduct, and the Restricted Substance List 
which all suppliers must abide by (see page 48). In 2021, we also 
published a list of the main Tier 1 and 2 suppliers that were active in 
Bally’s supply chain in 2020. This list was created as a result of our 
mapping of 93% of Tier 1 and 2 suppliers; an activity that enabled us 
to be more aware about our supply chain, and helped us to better plan 
our future actions towards more sustainable sourcing.
SUSTAINABILITY AT BALLY
OUR SUSTAINABILITY 
PILLARS

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QUALITY
We take great pride in the quality of our products, which are 
designed to stand the test of time. We have always collaborated 
with our suppliers to source the very best raw materials for product 
performance, and we are now working just as hard to source more 
innovative, sustainable features, without compromising on quality. 
We also extend the lifecycle of our pieces through customer care and 
assistance services (see page 42) and are working to develop other 
longevity programs aimed at product care and repair.
COLLABORATION
We are proud to support creative talent and diverse communities 
through various initiatives such as The Bally Foundation (see page 24), 
Crafting Futures (see page 32) and the Bally Peak Outlook Foundation 
(see page 86). Bally also supports organizations that help people 
with disabilities: over the years we have collaborated with Il Porto di 
Coenzo, and, in 2020, we started to collaborate with Basket Como’s 
team “we are all special people” (see page 73).
PROGRESS
Building on our long history of innovation, from processes to materials 
to design, Bally’s future depends on our ability to accelerate change 
and find unprecedented solutions that can bring distant goals within 
reach. For instance, this last year, we have continued to evolve 
our Virtual Showroom (see page 55), and our project with PreWarp 
(see page 53) which aims to reduce the movement of goods and, 
consequently, our environmental footprint.
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Delivered through close collaboration with Bally’s key stakeholders, 
our first materiality matrix, published in the 2019 Sustainability 
Report, marked an integrated effort to determine the areas of focus 
that matter most to Bally as a business.
Overseen by Bally’s Sustainability Operations Committee, SUPSI 
(Scuola Universitaria Professionale della Svizzera Italiana, or the 
University of Applied Sciences and Arts of Italian Switzerland) 
supported us to identify those topics – as defined by the GRI – that 
impact our organization’s ability to create and preserve economic, 
environmental and social value, for ourselves, stakeholders and society.
Materiality analysis will be continuously refined and periodically 
undertaken and will include external stakeholder input in its second 
iteration. Our first materiality matrix prioritized the following focus 
areas, among others:
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Occupational Health & Safety
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Employee Welfare
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Business Ethics & Integrity
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Human Rights & Equal Opportunities
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Customer-centricity
•	
Product Quality
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Innovation Culture
•	
Support of the Arts
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Efficient Management of Waste
For a full list of material topics, please refer to GRI 102-47 in the 
Appendix.
SUSTAINABILITY AT BALLY
MATERIALITY

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Our corporate governance structure includes the Board of Directors, 
the CEO, and the Executive Committee, which is comprised of senior 
members of management. Our aim is to integrate sustainability into 
every layer of our business. By establishing a corporate governance 
system of principles and accountability measures, our Board 
of Directors, Sustainability Steering Committee, Sustainability 
Operations Committee, and its impact leaders provide critical 
oversight of our day-to-day actions, while implementing the 
Sustainability Roadmap and its goals.
Board of Directors
Our Board of Directors sets Bally’s strategic objectives, 
establishes policies, and oversees the company’s activities. The 
Audit Committee assists the Board in fulfilling its corporate 
governance duties in relation to financial reporting, the internal 
control system, the risk management system and internal and 
external audit functions.
The Board of Directors has also set up three board committees 
to provide advisory services and proposals: the Remuneration 
Committee, the Brand and Product Strategic Committee, and 
the Internal Control and Risks Committee.
Sustainability Steering Committee
The Sustainability Steering Committee (SSC) is comprised of 
four people: our CEO, EVP of supply chain, EVP of HR, and 
the director of heritage & innovation. They are responsible for 
reviewing and endorsing the Sustainability Roadmap and action 
plan, as well as all corporate policies and regulations related to 
sustainability. They review and endorse all formal publications 
of the Sustainability Operations Committee (SOC), such as 
the sustainability section of Bally’s corporate website and its 
annual Sustainability Report. They also garner support for and 
prioritization of sustainability-related policies and initiatives. 
The chairman of the SSC is Bally’s CEO.
SUSTAINABILITY AT BALLY
GOVERNANCE
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Sustainability Operations Committee
The Sustainability Operations Committee (SOC) is comprised 
of 13 people across Bally’s business functions. These 
individuals are in charge of the preparation and handling 
of all sustainability-related global corporate policies and 
regulations on behalf of the SSC, the development of reporting 
mechanisms, and the implementation of a communications 
strategy to increase awareness of activities, both internally 
and externally. The SOC is an inter-departmental network 
comprising all functions at different levels of the organization.
Sustainability Working Groups
Our Sustainability Working Groups are established by the 
SSC to address specific goals as needed. Their mandate is 
typically limited and ends with the approval of the requested 
deliverables, whether they be recommendations or action plans. 
Working Groups report to their representative at the SOC, 
known as their impact leader.
TAX STRATEGY 
Bally complies with all applicable laws and regulations by adhering 
to generally accepted accounting standards and practices, and by 
following the principles of ethical, professional, and transparent 
behaviour. Specific roles and responsibilities are defined within the 
Administration and Tax department in order to fully oversee tax-related 
issues at a global level, and to ensure all relevant tax filings are 
submitted with accuracy and on time. In these activities, the company 
is also supported by external tax advisors. The objective is to ensure 
uniform management of taxation for all entities, which is inspired by 
correct and timely determination and settlement of taxes due under 
the law and implementation of the respective obligations and correct 
management of the tax risk. Bally regularly updates the Transfer Price 
(TP) documentation in the countries where it operates. In addition, 
we also work openly with local tax jurisdictions, sometimes signing 
advance pricing agreements (APAs) with various tax authorities to 
mitigate the risk of being involved in any disputes and to maintain our 
positive reputation.
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Inspired by our Swiss heritage and sustainability goals, we are proud 
to have developed four socially and environmentally driven initiatives. 
These programs promote and nurture a vibrant and contemporary 
local art scene, provide educational opportunities within the fashion 
and retail industries, and preserve the mountains that have provided 
the stunning backdrop to our business since its inception in 1851.
SUSTAINABILITY AT BALLY
CORPORATE SOCIAL
RESPONSIBILITY
INITIATIVES
THE BALLY FOUNDATION (FONDAZIONE BALLY) 
2021 marked the fifteenth year of activity for the Bally Foundation. 
Created with the aim of supporting artists linked to the Ticino region 
of Switzerland, the Foundation works to build and support a network 
of dynamic, forward-thinking creatives.
Every year, the Bally Foundation organizes The Bally Artist of the 
Year Award, providing international support to local talent. Artists are 
selected by a committee of curators and asked to submit a project in line 
with the values of the Foundation. Jury members then select a winner.
To renew its commitment to and support of the artistic community 
in Ticino, in 2019, the Bally Foundation signed an agreement with 
the Museo d’arte della Svizzera Italiana (MASILugano). As well as 
promoting our award and supporting us with the entire awards 
process, the museum provides an exhibition space for the winner at 
Palazzo Reali in Lugano, making the artist’s pieces accessible to the 
wider public.

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SUSTAINABILITY AT BALLY
Salvatore Vitale won the Bally Artist of the Year Award 2020, recognised 
with a ceremony in 2021. His captivating work closely reflects the theme 
of the award’s 13th edition, “Sloganisme et sloganismes: an invitation to 
develop languages capable of connecting form, image and content to 
create an eye-catching and thought-provoking interaction”.  
Vitale’s solo exhibition in Palazzo Reali featured a selection of 
photographs from the artist’s visual project entitled How to Secure a 
Country. This work spans several years, during which Vitale investigated 
the mechanisms underlying Switzerland’s national security system.
It is a highly complex system made up of a series of extremely diverse 
but interconnected components – from the army to meteorological 
centres and even robotics laboratories – which frequently remain 
completely out of sight. Focusing on instructions, protocols, 
bureaucracies and other more concrete aspects of security, the 
challenge embraced by Vitale was to reveal certain facets of a 
very intricate and difficult-to-observe structure through a series of 
photographs, diagrams and graphic illustrations. This was no easy 
feat, as reflected by the title of the exhibition: Displaying Security.

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BALLY FOUNDATION AT VILLA HELENEUM
In 2021, the Bally Foundation signed an agreement with the City of 
Lugano to transform parts of the prestigious Villa Heleneum into the 
location of the Bally Foundation. In spring 2023, the Foundation will 
open a 700-square-metre space dedicated to contemporary art.
THE HISTORY OF VILLA HELENEUM
Built between 1930 and 1934, on the site of the former Villa Caréol, 
Villa Heleneum is an emblematic place in Lugano and has been 
home, over the years, to various extraordinary activities combining 
art, research and the sharing of knowledge. At the origin of this 
extraordinary place is a dancer: Hélène Bieber. Born in Frankfurt in 
1890, Bieber was a cosmopolitan and cultured personality who had 
the ambition to create a centre of cultural and social exchange in the 
heart of Ticino in the 1930s. Using the neoclassical architecture of the 
famous Petit Trianon in Versailles as a model, Bieber collaborated with 
the Berlin architect Hugo Dunkel, then on his death with the Zurich 
architect Karl Knel, to realise her Heleneum. Unfortunately, due to the 
economic crisis of the 1930s and the advent of World War II, Bieber’s 
project failed in its ambitions, and the Villa was scarcely inhabited 
during the dancer’s lifetime.
Having become public since its purchase by the city of Lugano upon 
Bieber’s death in 1967, Villa Heleneum has subsequently been the 
headquarters of various organizations working for the local and 
international community. From 1969 to 1971, Villa Heleneum hosted 
a piano school directed by pianist Arturo Benedetti Michelangeli 
and composers Florindo Semini and Franco Ferrara, where the great 
Martha Argerich, among others, studied. From 1971 to 1973, seminars 
of the Istituto Ticinese degli Alti Studi were held at the Villa.
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Directed by the philosopher and historian of religion, the 
Italian Élemire Zolla, this Summer University brought together 
archaeologists, anthropologists, art historians, philosophers, 
linguists, Egyptologists and other specialists on issues relating 
to theology and esotericism every year. From 1973 to 1976, the 
Heleneum was also home to the Dalle Molle Institute’s Centre for 
Semantic and Cognitive Studies, which from its very beginnings 
worked in the field of artificial intelligence and organised various 
seminars attended by academics and researchers from all over the 
world. In 1988, the Museum of Extra-European Cultures was founded 
at Villa Heleneum, following the legacy of Swiss artist and collector 
Serge Brigoni to the city of Lugano. The Museum of Extra-European 
Cultures, now MUSEC, was housed there until 2016. The villa was also 
a nursery school for the children of Castagnola and the setting for 
film productions in which Bruno Ganz and Aldo Fabrizi, among others, 
participated.

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BALLY FOUNDATION AT VILLA HELENEUM
Throughout its history, Villa Heleneum has accommodated the 
aspirations of various institutions. Dance, music, arts and sciences 
have followed one another there in close connection with the 
ambitions of Villa Heleneum’s benevolent ghost: its founder Hélène 
Bieber. Along these lines, the Bally Foundation truly wishes to bring to 
life the project of cultural and social exchange that Bieber envisioned 
at the time. Villa Heleneum will combine a dense and diversified 
program: exhibitions, performances, festivals, screenings, debates, 
residencies and workshops, in which the public will be invited to 
immerse themselves and interact. With a desire for inclusivity and 
openness, the Bally Foundation will support, within this place steeped 
in history and creativity, all disciplines of contemporary creation – 
from painting to video to sculpture, from fashion to performance art, 
as well as research.
Through its restoration of a historic site, and the opening of new 
public spaces, the Bally Foundation aims to be one of the actors in 
the construction of Lugano’s future, opening up a cultural dialogue 
both on a local and international scale.
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CRAFTING FUTURES
Empowering the next generation of fashion talent, Bally Crafting 
Futures provides emerging designers and aspiring executives with the 
opportunity to develop skills and experience in the fashion and luxury 
retail industry.
In 2021, Bally collaborated with Polimoda in Florence (one of the most 
well-respected fashion schools in the world) through a partnership 
with their Masters in Fashion Product Management course. Bally 
specialists played an active role in the academic path of the students 
by holding masterclass workshops at the school related to the whole 
product management lifecycle (design, merchandising, product 
development and communication). Visits to Bally’s HQ in Florence, 
and a specific case-study assignment on bags for each student 
culminated in their delivery of a fully designed and developed 
collection plan. The students’ work was inspired by our brand values 
and presented as their final graduation project.
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THE BALLY PEAK OUTLOOK FOUNDATION 
Bally, a Swiss company, has always had a strong connection with its 
Alpine heritage and the mountains in general. Indeed, historically, 
we sponsored the 1948 Swiss Winter Olympics team and early 20th 
century expeditions with notable mountaineers.
Over the years, we have found many ways to demonstrate and 
celebrate our heritage, and in 2020, we established the Bally Peak 
Outlook Foundation to reinforce our commitment to it. We invite you 
to read more about this initiative in our Preserving the Mountains 
section on page 86.
SUSTAINABILITY AT BALLY

OUR PRODUCT
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OUR PRODUCT
With 170 years of artisan craftsmanship behind us, we are well-versed 
in the creation of timeless classics. Every single item that Bally 
produces is designed to last and made in collaboration with a 
longstanding supplier base whose commitment to quality, ethics and 
the environment matches our own.
We see our deep respect for heritage and unparalleled understanding 
of time-tested, traditional techniques as a springboard for further 
innovation. This is reflected in our use of groundbreaking new 
materials, as well as cutting-edge technological solutions that help 
us to make our product lifecycle as efficient, and environmentally 
conscious, as possible.
The number of items produced by Bally in 2020 totaled more than 
450,000 pairs of shoes, and around 700,000 pieces from our 
accessory and ready-to-wear collections.
ADAPTING FOR
THE FUTURE
MATERIALS
In 2021, Bally classified by weight all relevant materials used throughout 
its supply chain and production processes. We decided to use weight 
because it is the most accurate measure to describe our actual material 
consumption, and because it allows us to more accurately identify the 
results achieved regarding more responsible sourcing.

37
OUR PRODUCT
MATERIAL
WEIGHT IN TONS
%
Cardboard and Paper (FSC boxes and bags)
Leather
387
30.3%
23.5%
10.1%
8.4%
3.6%
7.2%
2.6%
5.7%
2.4%
1.8%
4.5%
301
130
107
92
72
46
34
31
23
58
1,280
Various Mixed Synthetic Materials (soles)
Metal
Cotton
Polyurethane
Elastodiene
Polyester
Nylon
Plastic
Other
TOTAL
This table shows the total weight of material consumed per product 
category, and our total consumption, which is more than 1,280 tons 
of raw material. It is interesting to note that the first 10 categories 
constitute 95.5% of the total weight of materials used for our 
production. The leading five – leather, cardboard and paper for 
shoeboxes and bags, various mixed materials for soles, and metals 
– constitute 80% of the total material used.

38
OUR PRODUCT
RECYCLED FABRICS
50% OF OUR NYLON
26% OF OUR POLYESTER
40% OF OUR POLYAMIDE
2021
Having a concentrated material list allows us to potentially focus our 
efforts on the few most relevant material types, being aware that under 
every category, a variety of subcategories and material families are 
included. We do so while remaining attentive to every single material 
used in our supply chain, including small or residual quantities.
We are committed to improving our material sourcing. In 2021, around 
20% of the material we used came from our Preferred Material List, 
including, for example, leather from Leather Working Group certified 
tanneries, and synthetic materials produced using fewer resources. 
In 2021, 50% of our nylon, 26% of our polyester, and 40% of our 
polyamide were recycled.

39
CAPITOLO

40
PACKAGING
PAPER AND CARDBOARD
In 2021, Bally used around 1.5 million pieces of paper packaging 
for its products. This includes shoeboxes, shopping bags, and 
shipping boxes. We decided to measure our consumption of paper 
and cardboard in the number of pieces instead of weight because 
we perceive this to be more representative of the category, with 
packaging being linked to the number of goods produced rather than 
their volume or weight. Measuring packaging by number also feels 
more relevant as certain sub-categories of package are thicker or 
heavier than others.
Recycled Cardboard > 40% + FSC > 25%
100% FSC
11%
5%
2.5%
94%
Recycled in Supply Chain
Recycled Cardboard at 80%
Responsibly Sourced
TOTAL UNITS OF PAPER AND CARDBOARD PACKAGING
1,499,582 
75.5%
OUR PRODUCT

41
With reference to the table above, we are very proud to say that 94% 
our paper packaging is responsibly sourced. Furthermore, we are 
increasing the percentage of recycling within our supply chain, with 
Malaysia and Singapore warehouses reusing every item received and 
a consumption of new raw materials close to zero.
We are strongly committed to continually optimising our consumption. 
Within our own warehouses we minimize packaging waste by re-using 
all undamaged inbound packaging for the outbound. Bally is also 
evaluating whether to use damaged inbound packaging as filling 
within new packaging.
PLASTIC
Recycled at 30%
TOTAL UNITS OF PLASTIC PACKAGING
925,005
37%
In 2021, Bally used around 900,000 pieces of plastic packaging. 
We are taking steps to improve our plastic sourcing, as well as reducing 
its consumption as much as possible. After removing bubble wrap in 
Switzerland, U.S. and Singapore warehouses the previous year, in 2021 
we continued to phase this out, with Japan reducing its consumption by 
75%, and Chinese mainland reducing its consumption by 77%.
Our target is to reduce single-use plastic by 30% across B2B and 
B2C by 2025.
OUR PRODUCT

42
We passionately believe in the quality of our products, which are 
designed to last and to be timeless in style. All of our pieces come 
with a two-year guarantee, and selected items also come with an 
additional level of customer care and product assistance.
When customers purchase those selected Bally items, they are 
informed about our refresh-and-repair services and invited to 
contact their Bally store should they be required.
On receipt of worn items, our staff determine the best solution, 
which could be to send the product back to our Swiss facilities, or 
to have it repaired by our affiliated partners.
SCRIBE RENEWAL PROGRAM
Our Scribe renewal program deserves a special mention as it is 
dedicated to our timeless and iconic Bally Scribe shoe. The Scribe 
was created in the early 1950s by Max Bally, grandson of our 
company’s founder. He was inspired by the atmosphere of the Hotel 
Scribe at the Boulevard des Capucines in Paris, where he resided 
during business trips. Bally Scribe is still regarded as the most 
traditional and premium example of shoemaking, involving around 
200 production steps which are executed by skilled craftsmen.
Through the Scribe renewal program, our clients can have a 
replacement of the counter linings, shanks, cork filling, mid-soles, 
soles and heels of their shoes, and eventually a refreshment of the 
upper, if needed.
OUR PRODUCT
RENEWAL PROGRAM

43
2021
We usually repair Scribe shoes that are, on average, five years old. 
The age of the shoes we receive varies significantly according to the 
client’s use and care, as well as to the material of the sole (leather 
soles tend to have longer lifecycles than rubber ones). However, in 
2021, 10% of Scribe renewals were made on shoes produced at least 
nine years ago, and 2% on shoes produced as many as 14 years ago.
Being able to offer our customers a repair service on goods which are 
no longer in production makes us incredibly proud.
Overall, in 2021, we took 2,587 products through repair, including 
those under guarantee. This number was made up of 923 pairs of 
shoes, 47 ready-to-wear items and 1,617 accessories. Among these, 
we extended the lifecycle of 808 products through repair, including:
•	
11 ready-to-wear items
•	
355 accessories
•	
442 shoes, of which 50 came through the Scribe renewal program
OUR PRODUCT
PRODUCT REPAIRS
923 PAIRS OF SHOES
47 READY-TO-WEAR ITEMS
1,617 ACCESSORIES

44
OUR PRODUCT
To ensure we continue to provide our clients and partners with 
products of the very highest quality, Bally collaborates with 
longstanding partner Bureau Veritas to test every piece in every 
collection. BV is a certified institution and world leader in testing, 
inspection and certification services.
The samples selected for testing are those which are most likely to go 
into final production and be ordered at scale, as well as those with the 
highest level of criticality (due to their chemical composition, fabric, 
production process, or previous issues).
To ensure the highest quality, products undergo the same procedures, 
whether they are produced internally in Bally’s facilities, or in 
third-party production sites within the supply chain. These procedures 
and rules are specifically shaped according to the category (shoes, 
accessories, or ready to wear) and are always carried out on two 
levels: raw material and finished product.
The tests are both chemical, ecotoxicological and physical-mechanical, 
and comply with the main worldwide standards.
We are proud to state that, in 2021, no incidents concerning 
compliance with health and safety regulations have occurred.
PRODUCT TESTING 
& SAFETY

45
OUR PRODUCT
WILSON ECHO
The Bally Wilson Echo is an innovative project developed and 
presented in 2021 that consists of a sustainable sneaker, designed in 
both men’s and women’s models. All materials were selected from our 
recyclable and sustainable list.
The external leather, called Evolo, was developed using new tanning 
technology involving fewer processing steps, less water and no 
chrome. The internal components are in certified leather and/or made 
with recycled fibers.
97% of the sole is composed of recyclable polyurethane, and the 
remaining 3% is rice hulls. Shoelaces are made of recycled material 
and fibers.
PRODUCT INNOVATION

46
MYTHOS, CREW & EXPLORE
Following the outstanding success of the B-Echo collection, made 
using more sustainable materials including regenerated leather, 
repurposed PET mesh and 100% recycled nylon, in 2021 we have 
continued to expand our use of recycled materials across the rest of 
our collections.
Mythos, Crew & Explore product lines are a consistent example of our 
willingness to expand our use of recycled materials, particularly nylon, 
polyester, and bovine leather. The products included in these lines are 
mainly accessories for men such as backpacks, messenger bags, belt 
bags and wallets.
Products included in the Mythos line are made using recycled bovine 
leather. Their outer structure contains between 29% and 97% 
recycled bovine leather, combined with other recycled materials such 
as nylon, polyester and polyamide. Overall, this equates to between 
32% and 99% recycled materials, with linings composed using up to 
100% recycled nylon.
Crew line pieces have an outer structure made using between 58% 
and 72% recycled nylon or recycled polyester, with internal linings 
made using up to 100% of these materials.
The Explore line products are fabricated using recycled nylon. Their 
outer structure is made using between 43% and 84%, with linings of 
at least at 78% recycled nylon.
OUR PRODUCT

47
CAPITOLO

48
Bally’s global supply chain is an intricate network of partners whose 
values and ethics are aligned with our own. We ensure all of our 
partners sign and abide by our Restricted Substances List, Supplier 
Code of Conduct, and Code of Ethics. In addition, we provide a 
conscientious level of oversight to confirm the highest standards 
are met for labor, health and safety, and the environment. We are 
committed to traceability and accountability, mapping our supply 
chain at Tier 1 and 2 levels.
By developing new models of procurement, production and 
distribution, we are also working towards reducing the carbon 
footprint associated with our storage of goods and transportation.
OUR PRODUCT
SUPPLY & PRODUCTION

49
OUR PRODUCT
FLEXIBLE SOURCING
We have implemented a flexible sourcing model, adapting our supply 
chain to meet the required volume thresholds while maintaining 
long-lasting and trusted relationships with our main suppliers. 
To work optimally from a procurement point of view, our aim is to 
establish a well-defined production footprint that takes advantage 
of the flexibility and know-how of the European supplier industry, 
accompanied by a strategic supply base in more competitive 
areas. We have focused our efforts on improving the efficiency of 
in-house production at our Caslano factory, allowing us to keep 
more production in Switzerland. And the recent introduction of new 
suppliers has allowed us to continuously improve the quality and 
conditions of supply. We work diligently with all suppliers to ensure 
they meet the highest ethical standards for labor, health and safety, 
and the environment.
In 2021, we reduced the impact of our B2B transportation by sourcing 
materials as locally as possible to where they are processed. Our 
main areas of focus for this new local sourcing model have been 
in European and Mediterranean countries. In China, we have also 
reduced our carbon footprint by sourcing and producing within the 
region, when possible, to avoid needlessly flying products between 
China and Europe.

50
OUR PRODUCT
OPERATIONAL EFFICIENCY
Our global logistics platform has been developed to provide a high 
degree of operational efficiency. Primary warehouses in Switzerland 
and China are outsourced and handle orders according to a “pick 
and pack” technique for stores in Australia, China, Europe, Malaysia, 
Singapore and the United States. Warehouses perform value-added 
services, including quality control, labeling and tracing. We also 
have strategically located regional hubs in Australia, China, Japan, 
Malaysia, Singapore and the United States. These warehouses are 
now all outsourced. Matching demand and production in early stages 
allows us to cross-dock products from central distribution centers in 
Switzerland or China through regional hubs to stores, with shortened 
storage time and reduced handling of goods. Our new distribution 
model, including new inventory pooling and allocation methods, 
has led to a decrease in stock segregation, allowing us to buy more 
efficiently and therefore lower our impact.
MAINTAINING ETHICAL STANDARDS
In addition to making every supplier sign our Supplier Code of 
Conduct, Bally has made it possible for anyone to report any situation 
or circumstance that may conflict with it. Vendors are invited to report 
any violation or breach of the Code of Ethics or the Supplier Code of 
Conduct. They can contact the Internal Audit department via post or a 
dedicated email address. We did not receive any reports in 2021, nor 
did we receive any fine for non-compliance regarding regulations and 
laws on environmental, social and economic issues.

51
OUR PRODUCT
Other 32%
Local 68%
LOCAL VS OTHER
BALLY SUPPLIERS 2021
BY CATEGORY
Shoes 44%
Accessories 41%
Ready to Wear 15%
BALLY TOP 20 SUPPLIERS 2021
BY CATEGORY
Shoes 37%
Accessories 51%
Ready to Wear 12%
LOCAL VS OTHER
Local 60%
Other 40%
BY COUNTRY
Italy 60%
Hong Kong SAR 29%
Chinese Mainland 9%
Portugal 2%

52
OUR PRODUCT
7.8%
1
6
11
16
2
7
12
17
3
8
13
18
4
9
14
19
5
10
15
6.5%
6.4%
4.6%
3.6%
3.4%
3.3%
3.3%
2%
1.9%
1.8%
1.8%
1.7%
1.5%
1.2%
4.5%
4.4%
4.4%
6%
RANKING
20
1.2%
Shoes 
Accessories
Ready to Wear

53
OUR PRODUCT
Since the beginning of 2022, Bally has shared a list of trusted 
companies representing the majority of its Tier 1 and Tier 2 suppliers. 
This list is regularly updated and covers the main product categories 
developed by Bally, including shoes, small and large leather goods, 
ready-to-wear and accessories.
Due to the particulars of our organization, one supplier may appear as 
both Tier 1 and Tier 2 by fulfilling different roles and positions across 
separate business units of our supply chain. However, our Vendor 
Management System allows us to correctly trace the respective roles 
each supplier plays across our supply chain.
ARTIFICIAL INTELLIGENCE
In 2021, we continued our collaboration with the experts at PreWarp. 
PreWarp enables AI decisions which optimize the product lifecycle 
from launch to markdown.
Through their pricing tool, we were able to sell our products more 
efficiently and reduce our terminal stock. We reported a 3.4% 
improvement in sell-through, with more than 7,000 pieces avoiding 
reallocation. This meant a reduction in the costs and impact linked to 
their picking, packing and transportation.
As we continue to collaborate with PreWarp, we will look to improve 
the effectiveness of our production forecasting.
SUPPLY CHAIN
TRACEABILITY

54
CAPITOLO

55
EVOLVING OUR VIRTUAL SHOWROOM
In July 2020, 90% of our business partners could not travel to Milan 
for our sales campaign, so we decided to open our first virtual 
showroom.
Since then, we have observed many advantages that the virtual 
showroom can bring to our business, such as the positive impact 
on our carbon footprint, and the decrease in costs linked to sample 
production, logistics and staff travel.
Originally developed to support our activity during the pandemic, the 
Virtual Showroom will now remain an important part of our business, 
replacing bricks-and-mortar regional showrooms.
OUR PRODUCT

56
In 2021, Bally launched the Clientelling App, an innovative in-store 
tool to evolve the selling ceremony and provide a higher standard 
of customer service, empowering sales staff to maximise business 
opportunities and manage customer interactions consistently across 
all channels.
Bally’s Clientelling App has multiple objectives:
•	
to collect and enrich prospect and customer data
•	
to give sales staff access to customer insights
•	
to enhance the retail experience, increasing in-store operational 
efficiency and commercial results
•	
to increase the number of touchpoints we have with our customers, 
and align our one-to-one communications with the omnichannel 
strategy.
OUR PRODUCT
CLIENTELLING APP

57
OUR PRODUCT
Every year the Fashion Innovation Awards is organized to nurture 
emerging digital talent and innovation. A topical theme is chosen, and 
B2B and B2C scale-ups and service providers are invited to present 
their innovative solutions. In 2021, the award focused on two areas: 
virtual fashion and augmented customer experience.
More than 100 applications were received, and the 12 chosen finalists 
were invited to present their projects at Bally’s headquarters at the 
end of November 2021. The jury chose OppenFuture Technologies, 
from Chinese mainland, for the Virtual Fashion category, and Obsess, 
from the US, for the Augmented Customer Experience category.
OppenFuture provides solutions for online 3D interactions and an 
AR (Augmented Reality) try-on experience for eCommerce, allowing 
customers to have a fully immersive experience by interacting with 
photorealistic renders. By providing these innovative solutions, 
OppenFuture enables a personalized online experience, and makes 
online shopping more efficient and more engaging.
Obsess is an e-commerce platform that enables luxury brands 
globally to serve highly interactive, visual, and creative digital 
shopping experiences. Using proprietary VR technology, Obsess 
creates HD-quality photorealistic virtual stores and showrooms that 
are available to access on a web link.
Our winners will get the opportunity to kick off a proof-of-concept 
project with us next year.
FASHION INNOVATION 
AWARDS

58
CAPITOLO

OUR PEOPLE
59

60
OUR PEOPLE
From the artisans preserving our legacy of craftsmanship, to the 
digital innovators driving transformation, Bally’s employees are 
central to our success as a heritage brand and forward-thinking 
business.
It is crucial to us that our employees have a safe workplace where 
they feel included and supported. In 2021, we continued to respect 
Covid-19 protocols, made improvements to our DEI policies, and 
proudly launched the new Bally Portal, an app designed to support 
our staff’s personal wellbeing and professional development.
COVID-19 PROTOCOLS 
In 2021, we continued our efforts against the spread of Covid-19 to 
ensure a safe environment for all of our employees worldwide. 
For this reason, we kept in place the measures and policies 
implemented in 2020, including mandatory mask-wearing, hand 
sanitizers and air sanitizers.
TAKING CARE OF 
OUR PEOPLE

61
OUR PEOPLE
STAYING CONNECTED
We continued with initiatives developed during 2020 to engage 
Bally employees working from home. We held company-wide virtual 
monthly meetings with our CEO to foster greater dialogue across 
teams, with key business updates and Q&A sessions instilling greater 
transparency and unification across territories.
We also launched Bally Smart Talks, meetings with renowned guest 
speakers coming from diverse backgrounds, industries, and fields of 
expertise. These talks gave staff the opportunity to converse with 
and be inspired by creatives, philosophers, artists, innovators and 
academics with wide-reaching experiences and achievements.
OCCUPATIONAL HEALTH & SAFETY
Bally is committed to avoiding any situation that could affect the 
health and safety of staff or third parties.
Since 2017, our Swiss HQ facilities and production site have been 
equipped with a Manual for Occupational Health and Safety, edited 
under the MSSL Directive. This document lists the guidelines and 
commitments we have made in accordance with the ordinances of the 
Swiss Confederation. Together with a precise mapping of risks and 
dangers related to plant activities, it represents a tool for ensuring, 
mastering and preserving safety across Bally HQ functions and 
departments, and for all suppliers, technicians and visitors entering 
our facility.
In addition to the above, every year, specific security targets and 
implementation timelines are set, and those responsible identified, 
in order to continuously improve and update Bally’s health and safety 
management system.

62
OUR PEOPLE
At our Florence and Milan headquarters, Bally complies with the 
legal requirements on employee health and safety, adopting a Risk 
Assessment Document (DVR), which is compulsory and covers risks 
and preventive measures in the workplace. Every employee receives 
all necessary information on how to behave in an emergency and 
how to avoid creating dangerous situations, as well as being given 
a medical examination aimed solely at verifying their professional 
suitability to the job.
For us to maintain the highest level of safety possible, selected 
employees are appointed and trained according to local regulations 
and requirements. After the training, certificates are issued to confirm 
the competencies acquired, and that the individuals are able to handle 
emergencies as well as common safety-related occurrences.
Workers can refer to their department’s designated health and safety 
officer or security officer for any issue concerning these topics. We 
have also implemented policies and processes that allow workers 
to report work-related hazards and hazardous situations, and to 
remove themselves from them. The management structure in Bally 
ensures there is no reprisal against anyone raising concerns. This is 
achieved through a continuous relationship with all middle managers 
and workers. Finally, we ensure the participation and consultation of 
workers in the development, implementation and evaluation of our 
occupational health and safety management system.

63
OUR PEOPLE

64
OUR PEOPLE
We are passionate about fostering a diverse working environment in 
which anyone can feel respected, included, and heard.
After running an anonymous internal survey in 2020 to gather our 
employees’ feedback on how they perceive DEI at Bally, in 2021 we 
partnered with UN Women to reinforce our commitment to gender 
equality, as well as becoming a certified equal salary company.
We actively embrace a diverse, equitable and inclusive company 
culture though individual empowerment, collective resources and 
support, and by giving a voice to the underrepresented.
In October 2019, we set the initial groundwork to achieve an internal 
baseline assessment for DEI. This was accelerated in 2020, enabling 
us to fully understand where we are and how we can do better. This 
critical process paralleled the work we undertook to define our 
Sustainability Roadmap, charting a course of actions with tangible 
milestones to achieve for the short-, mid- and long-term.
DIVERSITY, EQUITY 
& INCLUSION (DEI)

65
OUR PEOPLE
2020 Progress
In 2020, Bally put in place a DEI Steering Committee to define 
a strategic DEI Roadmap with actionable targets and goals to 
foster inclusion throughout the company.
During this year, we conducted three unconscious bias training 
sessions for staff at our Caslano headquarters and in the US, 
and completed our first internal baseline DEI assessment, 
implementing a worldwide employee DEI survey, as well as 
confidential interviews carried out by third-party consultant, 
Bain & Co. Our initial survey results positively confirmed that 
Bally does not discriminate and values diversity while prioritizing 
inclusivity.
2021 Progress
In 2021, KPMG conducted an analysis on equal salary, and we 
became certified as an equal salary company, meeting the 
professional standards required by Swiss law (art. 13d Federal 
Act on Gender Equality). To reinforce our commitment to gender 
equality, we entered into a partnership with UN Women.
We also launched the Bally Employee Resource Group (BERG) 
in Europe and the US, the aim of which is to stimulate ideas and 
listen to the voices of employees. Further to this, we rolled out 
a cycle of web conferences addressed to the entire company, to 
inspire and motivate staff (see page 61).

66
OUR PEOPLE
In addition, we developed the following internal policies:
•	
Code of Ethics (integration of the equal salary conditions, 
see page 74)
•	
Harassment and Non-Discrimination Policy  
•	
Selection and Recruitment Policy 
•	
Whistle-blowing Policy 
Since 2017, we have supported, through charitable donations and 
volunteering activities, the Italian non-profit Porto di Coenzo, a 
craftsmanship-focused organization that employs people with 
disabilities, as well as Basket Como, which supports athletes with 
additional physical and cognitive needs by creating a safe space for 
sport and social activity (see page 73).

67
KEY STATS FOR DEI
In 2020, a worldwide Diversity, Equity and Inclusion survey was 
organized to gather employees’ feedback.
Results showed that:
•	 Bally is perceived as being open towards LGBTQ+ individuals, and 
as a company that provides equal opportunities for men and women
•	
Bally leadership is supportive of the value of non-discrimination 
and inclusivity
•	
85% of employees think Bally has an inclusive culture
•	
90% of employees think Bally does not discriminate against them
Further statistics from throughout the organization show a good ratio 
in the diversity of management and employees: 
•	
77% of Bally employees are women and 23% are men
•	
40% of executive committee positions are covered by women
•	
The ratio of basic salary and remuneration of women to men is at 
98.4%
KEY ACTIONS FOR DEI
•	
Set compulsory training for all employees to raise awareness on 
what DEI truly means for Bally (September 2022)
•	
Create a specific DEI section on Bally’s website (first quarter of 
2023)
•	
Launch a People Survey (January 2023)
•	
Put in place a diverse ability plan (first half of 2023)
•	
Set a new calendar of Smart Talks with a focus on DEI (2023)
OUR PEOPLE

68
OUR PEOPLE
NON-DISCRIMINATION
Bally’s Learning and Development department creates continuous 
content with an educational approach to ensure each employee 
understands the principles of non-discrimination and can apply them 
to their everyday business actions and behavior. Specific training 
modules, together with The Code of Ethics, explain how to take the 
appropriate steps to ensure non-discrimination during recruitment.
Bally’s harassment and non-discrimination policy is also readily 
available on our Intranet together with these policies:
•	
Selection and Recruitment Policy
•	
Whistle-blowing Policy
•	
Maternity and Paternity Leave Policy
•	
Clothing and Allowance Policy 
In 2021, no incidents of discrimination were reported.
EQUAL PAY
Every year, Bally’s Human Resources department manages material 
improvements regarding equal pay among its subsidiaries and 
employee network, with specific, quantitative data and reports 
published globally. 
The findings of these figures are further detailed in our Appendix.
We are delighted to have been certified as an equal pay company and 
are also planning to set-up a pay equity plan by the end of 2023.

69
OUR PEOPLE
It is incredibly important to Bally that our staff are able to continuously 
upgrade their skills. To improve their access to high-quality training, 
in November 2021, we launched the new Bally Portal – now a mobile 
learning app – which offers educational content to engage and train 
the Bally Community. Like a personal assistant, the app allows users 
to access its training catalogue and brand news at any time, allowing us 
to seamlessly showcase our brand and reinforce our cultural values.
In 2021, 2,487 hours of training were delivered to our employees, 
1,100 of which took place on the new Bally Portal, and 15 new courses 
were introduced. The app upgrade means we have a limited view of 
the training data for 2021, however, we are confident we will be able 
to provide a more comprehensive outline for 2022.
CONTINUOUS EDUCATION

70
OUR PEOPLE
LEARNING & DEVELOPMENT 
2,487h OF TRAINING
15 NEW COURSES
2021
We have also redesigned the Bally Client Journey, which is the 
experience we expect our advisors to deliver to clients in-store. 
540 hours of training were provided through a blended virtual and 
physical learning journey, designed to ensure advisors have a deep 
understanding of the different elements and expectations of the Bally 
Client Journey. These workshops ensure advisors feel confident and 
well prepared for their daily encounters with clients and are able to 
deliver an elevated and luxurious shopping experience.
Finally, to encourage open conversations about career growth and 
expectations, we ensure all employees have at least one formal 
performance and career development evaluation every year. In 
2021, we are proud to report that 100% of our employees received a 
performance appraisal.

71
OUR PEOPLE
Our artisans are immensely valued by us; indeed, with their passion and 
skills, they have continued the company’s heritage of craftsmanship 
and design for generations.
Today, they craft between 80,000 and 100,000 pairs of shoes yearly at 
our Caslano shoe factory, mastering a diverse range of roles including 
leather cutter, shoemaker, stitcher, finisher and polisher.
Between 2020 and 2021 we dedicated an in-store exhibition and digital 
campaign to them: “My Craft, My Legacy”. We want to keep paying 
tribute and giving visibility to their work which is such an essential part 
of Bally’s existence. For this reason, we have decided to give them a 
space in this document in which they can share their own words about 
their relationship with Bally.
“I started working at Bally when I was very young. I grew up 
here, so to me, Bally means growth and opportunity. Being 
here has enabled me to broaden my professional experience.”
– Evelyn Allegra, employed in the production office, serving nine years 
at Bally.
“I’ve always been interested in shoemaking, so working 
here means my personal passion and professional life have 
become interwoven.”
– Emilio Amatulli, production supervisor, serving 11 years at Bally.
“I have been working here for 32 years, and I love this 
company as if it were my home. I care a lot about Bally.”
– Enrico Miglierina, raw materials warehouse and preparation 
supervisor, serving 32 years at Bally.
MY CRAFT, MY LEGACY

72
OUR PEOPLE

73
OUR PEOPLE
IL PORTO DI COENZO 
Since 2016, Bally has supported Il Porto di Coenzo, an Italian 
craftsmanship-focused non-profit organization with a leather goods 
laboratory that empowers people with disabilities, offering them 
the opportunity to gain skills and employment as artisans. Bally 
periodically donates leather offcuts, equipment and machinery, in 
addition to making financial donations.
Il Porto di Coenzo’s artisans create a wide range of unique 
accessories and goods such as party favors, key chains and gadgets 
for both private citizens and companies, including Bally. For example, 
they are responsible for crafting the key chains we give to our visitors. 
In 2021, Porto di Coenzo collaborated with the Bally Foundation to 
create an imaginative pen holder, which was used as a trophy to 
reward the artists who participated in our Bally Artist of the Year 
Award. They also created the leather envelopes used for the book in 
which we collate all of our participating artists’ creations. Individuals 
from the organization participated in every phase of production, with 
the support of Bally employees, who showed them the manufacturing 
stages, and helped them in finishing their pieces.
BASKET COMO
Since 2020, Bally has collaborated with the team “Siamo tutti 
special people” (“we are all special people”) by Basket Como. It is a 
basketball team dedicated to athletes with additional physical and 
cognitive needs, that aims to support them by creating a dedicated 
space for sport and social activity, helping to increase self-confidence 
and self-esteem through sport.
In future, we would like to increase our involvement with this 
inspirational team through volunteering and other initiatives.
GIVING BACK TO 
THE COMMUNITY

74
OUR PEOPLE
CODE OF ETHICS
In 2020, our Code of Conduct was reviewed and re-issued as the new 
Code of Ethics. The Bally Code of Ethics summarizes the key guidelines 
on how we do business and how we are expected to behave at work.
It defines the way we choose to do business with:
•	 Integrity
•	 Respect
•	 Responsibility
•	 Loyalty
The Code ensures that we have greater consistency in our business 
practices across the world, and that relevant laws and regulations are 
followed. It also allows individuals to seek help on what to do in case of 
doubt or “grey” situations.
Furthermore, Bally has issued a Whistleblowing policy that describes 
the communication channels for reporting unethical or illegal behaviour. 
Through it, workers are invited to report:
•	 any issues relating to the health and safety of any individual 
•	 damage to the environment 
•	 any discrimination or harassment on the basis of race, skin colour, 
religion, gender, sexual orientation, age, disability or any other 
characteristic protected by law
Employees can choose to make an official report to the Internal Audit 
department verbally, in writing or via a dedicated email address.
All reports are examined by the Internal Audit department. In 2021, no 
cases were reported.
POLICIES

75
OUR PEOPLE
CONFLICT OF INTERESTS
In line with the principles of our Code of Ethics, Bally issued its 
Conflict of Interests policy in October 2020, to establish a standard 
of conduct for the best interests of the company and its stakeholders, 
advocating for more transparency and fairness, and to define a 
whistleblowing procedure for suspected wrongdoing. In 2021, no 
conflicts of interest arose.
COMPETITIVE BEHAVIOR AND ANTI-CORRUPTION
Bally is committed to organizational excellence, accountability and 
transparency, and its management coordination and collaboration 
structures provide an overall, intuitive framework.
We continuously update our Anti-bribery and Anti-corruption policies 
and procedures to minimize risk. In 2021, no risks were identified.
All employees are informed of the anti-corruption policies and 
procedures and made aware of them as part of the recruitment and 
employment contract signature process. All business partners are 
informed as part of the procurement and contract signature process. In 
2021, no issues arose internally, and no legal actions for anti-competitive 
behaviour, anti-trust or monopoly were either pending or completed.

76
TIME OFF
We take the wellbeing of our employees seriously and recognise the 
importance of taking time off work to stay healthy and happy. Our 
company policies ensure we fully comply with and respect local laws 
and regulations regarding annual leave, public holidays, working 
hours (overtime) and rest breaks, in all countries where the Group has 
employees.
Bally’s HR system monitors and manages every subsidiary to effectively 
communicate public holidays to employees at the beginning of each 
year, allowing annual leave to be scheduled around them.
Working hours are managed in Bally’s industrial facilities as well as 
other locations, such as offices and retail outlets, and are further 
defined by the parameters set by local law. The monitoring of work 
hours is done electronically, with reports submitted automatically to 
HR departments for roughly 80% of our employee network. Where 
automation is still not available or possible, working hours are mutually 
agreed upon and tracked using a formalized offline procedure.
Overtime payments are authorized upon request of the company and 
paid according to local provisions set by law. Overtime is calculated 
according to the working-hour reporting procedure defined above.
OUR PEOPLE

OUR PLANET
77

78
OUR PLANET
We are strongly committed to reducing our environmental impact. 
As a first step on this critical journey, we calculated our footprint 
in order to identify which of our activities have the greatest impact 
and should therefore take priority. Our next step is to set our targets 
in accordance with the SBTi (Science Based Targets initiative). The 
outcome of this target setting will be that we have clear tools and 
action plans in place across our entire organization.
In 2021, we have taken action to reduce our impact. We completed 
the installation of solar panels over our Caslano facilities and reached 
a 70% renewable energy supply for our headquarters. We removed 
all plastic cups and bottles from our offices. And, with the Bally Peak 
Outlook Foundation, we completed our pledge to clean up the base 
camps of eight 8,000-meter Himalayan mountains.
BALLY’S FOOTPRINT
A corporate footprint is an accounting method used by companies 
to define a metrics-based sustainability strategy. Through it, we can 
understand our hotspots in terms of CO2 emissions across the value 
chain.
REDUCING OUR 
FOOTPRINT

79
OUR PLANET
Collaborating with Quantis experts, in 2021 we calculated our 
footprint in compliance with the leading Greenhouse Gas (GHG) 
Protocol Corporate Standard, which classifies a company’s emission 
into three scopes:
Scope 1: 
Direct emissions from sources controlled by the company
Scope 2:
Indirect emissions generated by purchased electricity and consumed 
by the company
Scope 3:
Other indirect emissions generated by sources not directly under the 
company’s control
Source: Greenhouse Gas Protocol

80
OUR PLANET
In order to quantify our impact accurately, we chose 2019 as our 
baseline year because it was the most reliable since the spread of 
Covid-19, and the resulting lockdowns in 2020 and 2021. 
However, we have since asked for a re-calculation of our Scope 2 
to include the installation of solar panels on our Swiss HQ’s roof. 
This has reduced our Scope 2 by 43 CO2-equivalent tons per year if 
referring to location-based GHG emissions, or by 60 CO2-equivalent 
tons per year if referring to market-based GHG emissions.
DATA CONSIDERED IN CALCULATION
In Scope 1, Bally accounts for CO2-equivalent emissions due to 
stationary or non-stationary combustion and leakages of refrigerants 
in facilities and vehicles owned or controlled by the company (such as 
our sites and cars). Company sites in Caslano, Florence and Milan are 
included.
In Scope 2, Bally accounts for indirect emissions generated by 
purchased electricity consumed by the company. Directly managed 
stores worldwide and company sites in Caslano, Florence and Milan 
are included.
In Scope 3, Bally accounts for different emissions subcategories, 
including the purchase of goods and services, logistics and 
distribution, capital goods, fuel and energy, employee commuting, 
business travel, franchises, product end of life, and waste produced in 
operations.

81
OUR PLANET
RESULTS RECAP
Bally’s corporate footprint in 2019 totalled 103 kilotons of CO2-equivalent. 
96% of this was due to Scope 3 emissions, while Scope 1 and 2 
contributed to the remaining 4%.
The main subcategory of our corporate footprint in terms of CO2-equivalent 
emissions produced was due to the purchase of goods and services 
(58%), which includes the manufacturing of Bally’s products, the 
materials purchased and processing stages. The main materials by 
quantity of CO2-equivalent emissions are calf and bovine leather 
(70%). For this reason, we are working to improve the sustainability 
of our leather. By contrast, textile materials such as polyester, 
cotton and nylon, used for ready-to-wear products, account for 
approximately 3% of emissions in the same category (more details on 
materials can be found on pages 36/38).
This data will provide the basis for science-based target setting in 
2023 and will be used to shape our action plan for the reduction of 
CO2-equivalent emissions.

82
OUR PLANET
Improving our energy mix is a primary part of reducing our 
environmental footprint. 
In 2021, at our Caslano facilities, we completed the installation of 
1,170 solar panels over a roof area of 2,162 square meters. We then 
auto-consumed 301 megawatt-hours, which represents 25% of our 
total consumption in Caslano from the grid. This has allowed us to 
improve our Scope 2 by 43 CO2-equivalent tons per year if referring 
to location-based GHG emissions, or by 60 CO2-equivalent tons per 
year if referring to market-based GHG emissions.
OUR ENERGY 
CONSUMPTION

83
OUR PLANET
Other acquired energy
Energy purchased
806.43
806.43
-
12.816
12.816
-
3329.02
2350.87
856.79
121.37
71%
26%
4%
Self-produced
TOTAL
%
2021 SWISS AND ITALIAN HQS (IN MWH)
TOTAL
RENEWABLE
GAS & NUCLEAR
FOSSIL
2509.78
1531.62
856.79
121.37
-
-
With reference to the consumption data connected to our Swiss and 
Italian headquarters, on which our Scope 1, 2 and 3 assessments are 
calculated, we are proud to say that, in 2021, only 4% of our energy 
consumption came from higher-polluting sources, such as fuel or 
coal. 70% of our energy consumption came from renewable sources, 
which is a 4% improvement against 2020, and a 7% improvement 
against 2019. The remaining 26% of our energy consumption came 
from nuclear and gas; we are fully aware of the limits of these sources 
but consider them as transitional sources in our path towards more 
sustainable energy consumption. This view is endorsed by the 
recognition given by the European Institution’s Green Taxonomy.

84
OUR PLANET
To gain a clearer picture of our global impact, in 2021, we expanded 
the scope of our energy consumption data to include offices in 
Shanghai, Sydney, Tokyo and New York. We have also continued to 
include the oil consumed for the heating of Caslano’s keeper house 
which, though not being part of our organization for many years, is 
still part of the industrial complex.
This data gives us an awareness of our environmental impact and 
the subsequent actions we must undertake. In future we will be able 
to report on the energy mix for these locations as well. We have 
assumed “100% fossil” as the origin of energy when we do not have 
further information about the mix used and are working to improve 
our knowledge on the topic.
Milan
Sidney
1145.14
2055.27
128.61
71.64
64.85
36.68
Caslano
Firenze
New York
Tokyo
Shanghai
TOTAL POWER IN MWH (GRID+SOLAR+ DIST.HEATING) 
TOTAL
7.62

85
OUR PLANET

86
OUR PLANET
PRESERVING THE 
MOUNTAINS
We have a strong connection with our alpine heritage and have always 
proudly integrated nature into everything we do.
Mountains have served as a continuous inspiration for Bally 
campaigns and collections over the past century. In fact, it was Bally 
who created the reindeer boots worn by Tenzing Norgay during the 
first ever ascent of Mount Everest in 1953 with Sir Edmund Hillary. 
The Bally grip signifier, inspired by Alpine exploration, was present 
on the soles and is still a distinctive element of our boots today. 
We also sponsored the 1956 Swiss Winter Olympics team in Cortina 
d’Ampezzo, Italy. They wore our iconic Curling boots, which are 
reimagined each year in new streamlined designs. It is innovative 
footwear combining a sleek aesthetic and functional finishes. The 
aesthetic of these boots evolves while their heritage shines through.
THE BALLY PEAK OUTLOOK FOUNDATION 
Today, Bally continues this alpine tradition through the Bally Peak 
Outlook Foundation. Established in 2020, its mission is to help 
protect the world’s fragile mountain habitats from the adverse effects 
of global warming and excessive tourism. The Bally Peak Outlook 
Foundation also aims to create safer, more pristine alpine habitats by 
empowering local communities and reputable on-the-ground partners 
to drive positive and sustainable change.

87
OUR PLANET
“8X8000M” PLEDGE 
In 2021, the second phase of “8x8000m”– our pledge to clean up the 
base camps of eight 8,000-meter Himalayan mountains – took place. 
After collecting 2.2 tons of waste in 2020, in 2021, the base camps 
of Kanchenjunga (8,586m), Dhaulagiri (8,167m), Manaslu (8,156m) and 
Annapurna (8,091m), as well as Everest for a third time, were cleaned, 
and 3.4 tons of waste were removed.  
Decades of accumulated waste, including old tin cans, broken 
tents and wooden crates were collected, separated, classified and 
transferred to the Sagarmatha Pollution Control Committee. Batteries 
and other toxic materials were sent to the Kathmandu Metropolitan 
Office for safe disposal.
3.4 TONS OF WASTE
CLEANED UP
2021

88
CAPITOLO

89
OUR PLANET
OUR PARTNERS
THE INTERNATIONAL CLIMBING AND MOUNTAINEERING FEDERATION
  
As part of its global commitment to preserving mountain landscapes 
and empowering their communities worldwide, the Bally Peak 
Outlook Foundation collaborates with the International Climbing and 
Mountaineering Federation (UIAA). We support its annual Mountain 
Protection Award, which features global projects that improve the 
lives and conditions of mountain people.
In the 2020/21 award, a total of 24 projects took place in more than 
30 countries and on six continents. The winner was Giroparchi Nature 
Trail, a nature trekking activity project for teenagers (11–14 years old) 
located in the heart of the Gran Paradiso National Park. Participants 
of the project acquire tools to communicate about the potential of 
national parks, improve their vocabulary, learn English expressions 
and promote curiosity about natural resources.
THE TENZING NORGAY SHERPA FOUNDATION
Since 2020, we have collaborated through sponsorship with the 
Tenzing Norgay Sherpa Foundation. This foundation has two main 
areas of activity; tackling environmental issues and providing 
educational programs throughout the Khumjung Valley, offering 
high-school and university students the financial support needed to 
continue their studies after family hardships.

90
OUR PLANET
The 2021 scholarships provided education for the below students, all 
from Thame Valley, Nepal:
•	
Mr. Pasang Tshering Sherpa, who is studying Commerce at St. 
Lawrence College, Chabahil, Kathmandu.
•	
Ms. Tshering Futi Sherpa, who is studying Commerce at 
Kathmandu Valley High School, Kathmandu.
•	
Mr. Mingma Temba Sherpa, who is studying BIT Computer Science 
at Herald International College, Chabahil, Kathmandu.
•	
Ms. Lakpa Jangmu Sherpa, who is pursuing a GATE-SHA Higher 
Diploma in Hotel & Restaurant Management at the Global Academy 
of Tourism & Hospitality Education (GATE), Kathmandu.

91
OUR PLANET
When the Fashion Pact was created in 2019, Bally was among the 
first to sign. We recognise the environmental impact caused by our 
industry and  are committed to reducing our environmental footprint. 
In this report, we have detailed the progress we have made towards 
the collection of baseline data and the creation of meaningful targets. 
On an individual level, Bally employees are aware of our drive for 
change and empowered to take their own action towards achieving 
our common goals.
BALLY STORES
In the design of our stores, we are conscious about the materials 
we use, with the majority of our sourcing taking place through local 
small-to-medium businesses. This allows us to limit our environmental 
footprint associated with transportation, while supporting local 
companies in the countries where we have a retail presence.
OUR OFFICES
We have installed water dispensers in all headquarters and 
employees have been given water bottles to fill up. By doing so, we 
are encouraging our employees to avoid buying plastic bottles. In 
our Caslano HQ, all coffee cups are made of glass (and thoroughly 
cleaned after every use), while in other offices, we use fully recyclable 
paper coffee cups.
A CULTURE OF CARING

92
OUR PLANET
THE BALLY EMPLOYEES RESOURCE GROUP
Bally Employees Resource Group (BERG) is an initiative led by 
volunteers in which projects concerning environmental and social 
matters are discussed, presented to managers and delivered. We 
currently have two groups comprised of EMEA and USA employees.
In 2021, BERG Europe took part in “La Giornata del Verde Pulito” (or 
“Clean Green Day”) in Caslano. 35 Bally employees volunteered for up 
to three hours and collected 240 kilograms of waste.
BERG US created a pilot recycling program in eight stores based 
in New York, California and Florida, to ensure the proper recycling 
of waste with specific procedures and rules. They aim to draft a 
procedure by the end of 2022 to be rolled out to all stores in New 
York, California, Florida, Virginia, New Jersey, Georgia and Hawaii by 
the end of 2023. BERG team members focused on this project are 
also collaborating with mall management teams to get them involved 
in the recycling program as well.

THE END OF THIS 
REPORT MARKS 
THE BEGINNING OF 
FURTHER PROGRESS. 
SUSTAINABILITY 
IS AN ON-GOING 
JOURNEY THAT WE 
LOOK FORWARD TO 
CONTINUING

GRI (GLOBAL REPORTING INITIATIVE)
94

95
GRI APPENDIX
STANDARD
GRI 102 
General Disclosures 
 
ORGANIZATIONAL 
PROFILE
102-1 
Name of organization
102-2 
Activities, brands, 
products, and services
Main brands, products and 
services
Born in Switzerland in 1851, Bally is a luxury shoemaker and accessories 
brand that marries a heritage of craftsmanship with a decidedly 
contemporary aesthetic. Positioned at entry-level luxury, Bally has a global 
presence, with a retail footprint of over 700 stores across 59 countries.
Bally International AG, Via Industria 1, 6987 Caslano, Switzerland is the 
parent company for Bally Schuhfabriken AG, Via Industria 1, 6987 Caslano, 
Switzerland and related affiliates (doing business as “Bally”).
DISCLOSURE
2021 RESPONSE
UNIVERSAL STANDARDS - GRI 102: GENERAL DISCLOSURES
Bally has a global multi-channel presence covering all key luxury markets. 
The brand has 172 retail stores worldwide, with 12 flagships in exclusive 
locations such as Singapore, New York, Paris, Milan, London, Zurich and 
Sydney. Asia (APA and Japan) is the strongest market for distribution 
and brand legitimacy, where Bally directly manages 111 retail stores. In 
wholesale, Bally has almost 550 doors globally, with a strong presence in 
the luxury travel retail market. In 2021, Bally expanded its online presence 
to include new e-concessions (Farfetch and JD.com) and e-wholesale, and 
its own e-commerce platform has seen continuous growth.
102-3 
Location of headquarters
Via Industria 1, 6987 Caslano, Switzerland
102-4 
Location of operations
Bally operated in 59 countries in 2021 (based on sales turnover).
The full list of countries is as follows:
Albania
Argentina
Australia
Austria
Azerbaijan
Belarus
Belgium
Bulgaria
Canada
Chinese mainland
Denmark
Finland
France
Georgia
Germany
Ghana
Great Britain
Greece
Hong Kong SAR
India
The 2021 Global Reporting Initiative (GRI) content index has been prepared to comply with the GRI sustainability reporting standards.  
The 2021 Sustainability Report, of which this appendix is part, has been prepared in accordance with the GRI Standards: Core option.
BALLY SUSTAINABILITY REPORT 2021
Indonesia
Italy
Japan
Kazakistan
Kenya
Kuwait
Lithuania
Luxembourg
Macau
Malaysia
Mexico
Mongolia
Morocco
Netherlands
Nigeria
Norway
Panama
Philippines
Poland
Portugal
Qatar
Romania
Russia
Saudi Arabia
Singapore
Slovakia
Slovenia
South Korea
Spain
Sweden
Switzerland
Taiwan
Thailand
Turkmenistan
UAE
Ukraine
USA
Uzbekistan
Vietnam

96
GRI APPENDIX
102-5 
Ownership and legal form
102-6 
Markets served
102-7 
Scale of the organization
Geographic locations 
where products and 
services are offered
Sectors served
Bally International AG is a Swiss stock corporation. Bally International AG 
and its commercial subsidiaries form the Bally Group. The Bally Group of 
companies is wholly owned by JAB Luxury GmbH.*
*JAB Luxury GmbH holds 98% and management shares complete the stock.
Bally serves five regions – APAN, Americas, EMEA, Japan and OSEA 
(Australia, Malaysia and Singapore) – as well as travel-retail settings 
(duty-free POS).
Bally serves five regions – APAN, Americas, EMEA, Japan and OSEA 
(Australia, Malaysia and Singapore) – as well as travel-retail settings 
(duty-free POS).
Bally had 719 points of sale around the world in 2021:
•	
172 directly operated stores (71 in APAN, 15 in Americas, 34 in 
EMEA, 40 in Japan, and 12 in OSEA).
•	
547 wholesale and travel-retail settings (25 in APAN, 151 in 
Americas, 252 in EMEA, 9 in Japan, 22 in OSEA, and 88 in travel 
retail).
Bally serves the luxury fashion sector via retail, e-commerce and 
wholesale channels.
Total number of operations
Total number of employees
KPI
4
1,387
DESCRIPTION
Net sales or net revenues (Euro)
272,718,000€
The number of employees (1,387) includes Bally staff and excludes temporary 
external staff. With temporary staff included, the number is 1,493.
The net revenue (€272,718,000) was converted to euros at December 
2021 exchange rates.
Bally operates in five macro-regions (APAN, Americas, EMEA, Japan and OSEA).
Quantity of products or services provided
1,285,609
Women
Men
GENDER
992
72%
395
28% 
CENSUS AT THE END OF THE 
YEAR
% ON TOTAL  
TOTAL
1347
100%
102-8 
Information on employees 
and other workers
GRI 102-8a - Information on employees and other workers - Breakdown by 
gender

97
GRI APPENDIX
102-8 
Information on employees 
and other workers
GRI 102-8c - Information on employees and other workers - Breakdown by 
gender and work-intensity
Part-time
Full-time
HCs
HCs
HCs
872
340
1212
63%
25%
87%
120
55
175
9%
4%
13%
992
395
1387
72%
28%
100%
%
%
%
KPI
MEN
WOMEN
TOTAL
TOTAL
Non Employees
Employees
KPI
106
7%
1387
93%
Census at the end of the year
%
TOTAL
1493
100%
GRI 102-8d - Information on employees and other workers - Breakdown by 
employees and non employees
GRI 102-8b - Information on employees and other workers - Breakdown by 
geographical area and gender
Rest of Europe
OSEA
Italy
Japan
Switzerland
Chinese mainland
TEMPORARY
PERMANENT
Men
Men
Men
132
7
139
89
0
89
34
7
41
15
0
15
20
8
28
22
1
23
55
5
60
367
28
395
Women
Women
Women
163
12
175
449
3
452
84
35
119
62
11
73
35
23
58
55
2
57
49
9
58
897
95
992
TOT
TOT
TOT
295
19
314
538
3
541
118
42
160
77
11
88
55
31
86
77
3
80
104
14
118
1264
123
1387
Total
USA
TOTAL
STANDARD
GRI 102 
General Disclosures 
 
ORGANIZATIONAL 
PROFILE
DISCLOSURE
2021 RESPONSE

98
GRI APPENDIX
102-9 
Supply chain
The following steps outline Bally’s process for the production and 
delivery of goods:
- Planning and designing the inventory and manufacturing processes;
- Manufacturing materials sourcing;
- Internal and external manufacturing, assembling parts and testing;
- Packaging and shipment management;
- Transporting and delivering finished goods to retailer/e-commerce;
- Customer service and returns control.
We have implemented a flexible sourcing model, adapting our supply chain 
to meet the required volume thresholds while maintaining long-lasting and 
trusted relationships with our main suppliers. In order to work optimally 
from a procurement point of view, our aim is to establish a well-defined 
production footprint that takes advantage of the flexibility and know-
how of the European supplier industry, accompanied by a strategic supply 
base in more competitive areas. We have focused our efforts on improving 
the efficiency of in-house production at our Caslano factory, allowing 
us to keep more production in Switzerland. And the recent introduction 
of new suppliers has allowed us to continuously improve the quality and 
conditions of supply. We work diligently with all suppliers to ensure they 
meet the highest ethical standards for labor, health and safety, and the 
environment.
In 2021 we reduced the impact of our B2B transportation by sourcing 
materials as locally as possible to where they are processed. Our main 
areas of focus for this new local sourcing model have been in European 
and Mediterranean countries. In Chinese mainland, we have also reduced 
our carbon footprint by sourcing and producing within the region to avoid 
needlessly flying products between Chinese mainland and Europe.
Our global logistics platform has been developed to provide a high degree 
of operational efficiency. Primary warehouses in Switzerland and Chinese 
mainland are outsourced and handle orders according to a “pick and pack” 
technique for stores in Australia, Chinese mainland, Europe, Malaysia, 
Singapore and the United States. Warehouses perform value-added 
services, including quality control, labeling and tracing. We also have 
strategically located regional hubs in Australia, Chinese mainland, Japan, 
Malaysia, Singapore and the United States. These warehouses are now all 
outsourced. Matching demand and production in early stages allows us 
to cross-dock products from central distribution centers in Switzerland 
or Chinese mainland through regional hubs to stores, with shortened 
storage time and reduced handling of goods. 
Our new distribution model, including new inventory pooling and allocation 
methods, has led to a decrease in stock segregation, allowing us to buy 
more efficiently and therefore lower our impact.
102-10 
Significant changes  
to the organization  
and its supply chain
During 2020 there were no significant changes relating to operations, to 
the Bally Group’s supplier location, structure or supplier relationships. 
The shareholder completed the recapitalization of the Group, injecting 
additional cash in 2020.
STANDARD
DISCLOSURE
2021 RESPONSE

99
GRI APPENDIX
102-12 
A list of externally 
developed economic, 
environmental and social 
charters, principles, 
or initiatives that the 
organization adheres to or 
approves of
102-11 
Precautionary  
Principle or approach
102-13 
Main memberships in industry or 
other national or international 
associations and advocacy 
organizations
In 2021, Bally supported the Bally Peak Outlook Foundation’s initiatives 
for mountain preservation and mountain community support. These 
included:
•	
The second phase of the BPOF’s “8x8000m” project, cleaning the 
base camps of eight mountains over 8000 meters in the Nepalese 
Himalayas (the first phase was completed in 2020). The 2021 
initiative included cleaning the base camps of Kanchenjunga 
(8,586m), Dhaulagiri (8,167m), Manaslu (8,156m) and Annapurna 
(8,091m), as well as Everest for a third time, removing a total of 3.4 
tons of waste.
•	
Sponsorship of the Tenzing Norgay Sherpa Foundation, which provides 
educational programs throughout the Khumjung Valley to sponsor 
high school and university students with financial support to continue 
their studies after family hardships. The 2021 scholarships provided 
education for the below students, all from Thame Valley, Nepal: 
- Mr. Pasang Tshering Sherpa, who is studying Commerce at St. 
Lawrence College, Chabahil, Kathmandu.
- Ms. Tshering Futi Sherpa, who is studying Commerce at 
Kathmandu Valley High School, Kathmandu.
- Mr. Mingma Temba Sherpa, who is studying BIT Computer 
Science at Herald International College, Chabahil, Kathmandu.
- Ms. Lakpa Jangmu Sherpa, who is studying GATE-SHA Higher 
Diploma in Hotel & Restaurant Management at Global Academy 
of Tourism & Hospitality Education (GATE) College, Kathmandu. 
•	
Sponsorship of the International Climbing and Mountaineering 
Federation (UIAA) and its annual Mountain Protection Award, 
which supports global projects that address mountain biodiversity, 
conservation, education and awareness. The 2021 award was given 
to Fondation Grand Paradis-Giroparchi Nature Trail for its winning 
proposal for initiatives that drive education to support mountain 
preservation.
The BPOF has an organizational chart comprised of the president of 
the board, Bally CEO Nicolas Girotto, and members of the board, Bally 
CMO Eva Quirrenbach, and Activist/Climber/Entrepreneur Dawa Steven 
Sherpa. Their roles are to set the objectives of the BPOF and to approve its 
initiatives. The executive committee includes Anthropologist/Journalist/
Mountain Enthusiast/Entrepreneur Edoardo Cela and Activist/Mountain 
Enthusiast/Author/Journalist Alex Preston. Their roles are to research, 
develop and oversee the operation of the initiatives.
Bally has a range of policies and processes to ensure precautionary 
measures are in place, including health, safety, social and environmental.
Our corporate governance structure includes the board of directors, the 
chief executive officer, and the executive committee, comprised of senior 
members of management. The board of directors is primarily responsible 
for determining and pursuing the strategic objectives of the company and 
of the Bally Group.
Bally is a proud member of The Fashion Pact, a global coalition of fashion 
and textile companies committed to safeguarding the planet. By targeting 
practical science-based objectives, The Fashion Pact aims to combat the 
industry’s adverse effect on the climate, restore biodiversity and protect 
the oceans.
Bally is also a member of the Lifestyle Tech Competence Center, which 
pursues the non-profit aim, within the framework of the Innovation Park 
Ticino, of promoting and supporting innovative companies that carry 
out research and development in the lifestyle sector. The scope is to 
improve competitiveness and have a positive impact on society in terms 
of economics, qualified jobs and life quality.
GRI 102 
General Disclosures 
 
ORGANIZATIONAL 
PROFILE
STANDARD
DISCLOSURE
2021 RESPONSE

100
GRI APPENDIX
102-14 
Statement from senior 
decision-maker
102-15 
Key impacts, risks, and 
opportunities
Reference on page 3.
Bally regularly assesses, prioritizes, and manages risks to achieve 
sustainable shareholder value and ensure a more resilient organization.
Customer and employee interests and safety are our top priorities. We 
also seek to safeguard the long-term value and reputation of the brand, 
while maximizing commercial opportunities to support responsible and 
sustainable growth.
Despite the Covid-19 pandemic, Bally’s earnings and cash model have improved 
significantly in the last two years, providing the foundation for profitable and 
responsible growth. We see visible opportunities for acceleration, especially in 
digital business and in key markets such as the USA.
Covid caused difficulty in H2 2021; Q3 in Chinese mainland and Asia, as 
well as Q4 in Europe. Additionally, there has been a significant increase 
in air freight rates in the last quarter of the year. Nevertheless, the 
management and the team handled these in a prompt and responsive 
manner, introducing recovery actions to rebalance profitable growth.
Bally remains committed to sustainability and is currently defining 
standards that will be used to evaluate the sustainability iof its supply chain.
EXTERNAL RISKS
COVID-19 IMPACT
As we monitor the possible impact of the Covid-19 pandemic, we continue 
to place a high priority on the safety of our employees, customers, and 
suppliers. Our coordination of regional developments is global, but our 
responses are local, complying with the specific local legal obligations.
Management’s actions:
•	
Global functional leadership and regional teams handle mitigation 
actions as needed to maintain a quick and tailored response.
•	
We monitor new and evolving regional health regulations regarding 
Covid-19.
•	
As part of our ongoing operations, we keep track of products, 
inventory, and supply chain to ensure an uninterrupted stream of 
products to our customers, while optimizing buying commitments.
•	
As part of our efforts to protect the Group’s liquidity, we continue 
to manage cash and costs, and have implemented a cash saving 
program.
OPERATIONAL RISKS
LOSS OF DATA OR CYBERATTACK
A cyberattack could impact core operations causing financial and 
reputational damage.
Management’s actions:
•	
An 
ongoing 
commitment 
to 
information 
security, 
and 
the 
implementation of security awareness training and phishing tests 
for all employees worldwide.
•	
Implementation of an outsourced cybersecurity service (SOC) to 
monitor, prevent and respond to cyber threats while protecting the 
organization’s assets.
PEOPLE
It is fundamental to our success that we attract and retain qualified 
people for the main corporate functions at managerial and operational 
levels. When we engage and inspire our people, they deliver outstanding 
results for our business.
GRI 102 
General Disclosures 
 
STRATEGY
STANDARD
DISCLOSURE
2021 RESPONSE

101
GRI APPENDIX
Management’s actions:
•	
Foster a culture of inclusion in which all employees feel connected 
to their work.
•	
Maintain an inclusive environment that welcomes diversity in the 
nationality and ethnicity of employees, and ensures gender equality 
and equal opportunity in all areas of the organization.
•	
Bally’s success is closely tied to the development of skills and 
craftsmanship, so we actively encourage the intergenerational 
transfer of knowledge and skills from long-term workers to younger 
employees.
•	
Integrate environmental, social and corporate governance ambitions 
across the business.
•	
Bally has an inclusive web-based portal that allows all employees 
to access company news and training content. The new Bally Portal, 
launched at the end of 2021, is a mobile learning app that aims to 
offer educational content that engages and connects the Bally 
Community at a global level.
102-15 
Key impacts, risks, and 
opportunities
GRI 102 
General Disclosures 
 
STRATEGY
BUSINESS INTERRUPTION
Natural and geopolitical events such as natural disasters, pandemics, 
material regulatory changes, fires and quality control issues in the supply 
chain can have a material impact on our operations. It is also possible for 
suppliers, producers and markets to be disrupted by Covid-19, the extent 
and scope of which depends on the region and time period.
Management’s actions:
•	
Several policies and procedures are in place to protect the health and 
safety of our employees, as well as to ensure the continuity of our 
business in the event of an incident.
•	
Bally facilitates strong partnerships with suppliers to help mitigate 
the risk of disruption.
•	
To prevent and minimize the possibility of interruptions, independent 
product testing is conducted on each product received from our 
suppliers and vendors as part of a quality control program. 
COMPLIANCE RISKS
ETHICAL/ENVIRONMENTAL STANDARDS AND REGULATORY RISK
As a global company with operations in numerous jurisdictions, Bally is 
subject to a wide range of laws and regulations regarding product safety, 
intellectual property, anti-bribery and corruption, competition, data, 
corporate governance, health and safety for workers and customers, the 
environment, tax compliance and management, and compliance with 
international trade rules. Any changes in these laws and regulations can 
have an affect our business operations.
Management’s actions:
•	
Bally strives to continually improve processes to ensure licensee, 
supplier, franchisee, distributor, and agent compliance with the 
Group’s contractual terms and conditions, ethical and business 
policies, and applicable laws.
•	
Bally ensures transparency in corporate governance, aiming to 
protect the interests of all internal and external stakeholders 
by ensuring ethical business conduct and transparent taxation 
practices.
CLIMATE CHANGE
We recognize the importance of addressing long-term sustainability 
challenges, and climate change’s potential impact on reputation, 
operations, and finances as the global climate crisis worsens. A growing 
number of countries are paying increased attention to the risks associated 
with climate change. Governments and businesses will not be able to 
successfully mitigate climate change without significant science-based 
mitigation efforts and collaboration from others.
RISKS INVOLVED:
•	
Around the world, we rely on a variety of agricultural and manufacturing 
communities to sustain our industry. It could be challenging to cope 
with social, economic, and operational challenges if climate patterns 
shift, average temperatures rise, or sea levels rise in the long term.
•	
In our commitment to replacing traditional raw materials with 
sustainable alternatives, Bally may face the risk of sourcing raw 
materials with effective sustainability that are not as high in quality 
as the traditional raw materials they have replaced, taking into 
account all aspects of environmental sustainability (such as climate 
change, water usage, and biodiversity).
STANDARD
DISCLOSURE
2021 RESPONSE

102
GRI APPENDIX
Management’s actions:
•	
Assess the risks associated with climate change. As part of this 
analysis, we will examine the impact of physical climate-related risks 
on our operations, key facilities, and supply chain. 
•	
Our commitment to reducing our GHG emissions will be publicly 
disclosed on an annual basis for the benefit of stakeholders, 
including our customers.
Continue to support The Fashion Pact, an industry-wide initiative that 
addresses the impact of climate change.We have set our strategic 
direction based on a Climate Positive approach, while minimizing the 
impact of transitional risks on our business.
102-15 
Key impacts, risks, and 
opportunities
102-16 
Values, principles, 
standards, and norms of 
behavior
The Bally Way is our guiding set of principles and values that all Bally 
employees should embrace inside and outside of work. Introduced by 
our Group CEO, these values have been devised by our top executives 
to define our unique approach to business. Collective entrepreneurship, 
meaningfulness and high performance are the three pillars that drive our 
quest for excellence and success.
102-17 
Mechanisms for advice  
and concerns about ethics
In 2020, the Code of Conduct was reviewed and re-issued as the new Code 
of Ethics. The Bally Code of Ethics summarizes the key guidelines on how 
we do business and how we are expected to behave at work. It defines the 
way we choose to do business with:
- INTEGRITY,
- RESPECT,
- RESPONSIBILITY,
- LOYALTY.
Working at Bally means being part of a modern and international environment 
in which all of us play a pivotal role in the success of the company. As well 
as preserving our external brand image, our shared set of professional and 
ethical behavioral standards means we can work well together.
The Code ensures that we have greater consistency in our business 
practices across the world and that relevant laws and regulations are 
followed. It also allows individuals to seek help on what to do in case of 
doubt or “gray” situations. In the Code of Ethics, we provide a dedicated 
email address to which people may address and report issues regarding 
ethics and compliance.
Bally has issued a Whistleblowing Policy that describes the communications 
channels for reporting unethical or illegal behavior.
Bally also has an Open Door Policy that grants all employees the 
opportunity to openly discuss work-related issues directly with their 
manager. If, for any reason, discussing the issue with their manager is not 
possible, employees can contact their designated HR contact person or 
senior manager. 
In case of very serious malpractice or misconduct, all employees can file 
a report–orally or in writing–to the internal audit department. We have 
provided a dedicated email address to facilitate the whistleblowing 
process.
GRI 102 
General Disclosures 
 
ETHICS AND 
INTEGRITY
STANDARD
DISCLOSURE
2021 RESPONSE

103
GRI APPENDIX
STANDARD
DISCLOSURE
2021 RESPONSE
102-18 
Governance structure
BOARD OF DIRECTORS:
The board of directors selects the CEO and assesses the overall direction 
and strategy of the business. Its key responsibilities include:
- Representing and protecting members’ and investors’ interest in the 
company;
- Providing direction for the organization;
- Governing the organization and the relationship with the CEO;
- Establishing a policy-based governance system, defining the rules of the 
group and how it will function;
- Recruiting, supervising, retaining, evaluating and compensating the 
managers.
SUSTAINABILITY STEERING COMMITTEE:
The Sustainability Steering Committee (SSC) is comprised of four people: 
our CEO, EVP of supply chain, EVP of HR, and the director of heritage 
& innovation. They are responsible for reviewing and endorsing the 
sustainability roadmap and action plan, as well as all corporate policies 
and regulations related to sustainability. They review and endorse all 
formal publications of the Sustainability Operations Committee (SOC), 
such as the sustainability section of Bally’s corporate website and its 
annual sustainability report, and ensure necessary support for and 
prioritization of sustainability-related policy and initiatives. The chairman 
of the SSC is Bally’s CEO.
SUSTAINABILITY OPERATIONS COMMITTEE:
The Sustainability Operations Committee (SOC) is comprised of 13 people 
across Bally’s business functions in charge of: (i) preparing and handling all 
sustainability-related global corporate policies and regulations on behalf 
of the SSC and (ii) developing reporting mechanisms and events, and 
implementing a communication strategy to ensure increased awareness 
internally and externally. The SOC is an inter-departmental network 
comprising all functions across different levels of the organization.
SUSTAINABILITY WORKING GROUPS:
Our Sustainability Working Groups are established by the SSC to address 
specific goals as needed. Their mandate ends with the approval of the 
requested deliverables, whether they be recommendations or action 
plans. Working Groups report to their representative at the SOC (who are 
the impact leaders).
GRI 102 
General Disclosures 
 
ETHICS AND 
INTEGRITY

104
GRI APPENDIX
GRI 102 
General Disclosures 
 
GOVERNANCE
GRI 102 
General Disclosures 
 
STAKEHOLDER 
ENGAGEMENT
GRI 102 
General Disclosures 
 
REPORTING 
PRACTICE
102-25 
Conflicts of interest
Bally has implemented a Conflicts of Interest policy to help minimize the 
influence of external bias in decision making. Employees are requested 
to avoid any situation in which personal interests can interfere with the 
company’s needs. Employees must disclose any potential conflict of 
interest to their manager and HR as soon as it arises.
If conflicts of interest are disclosed, interested parties are interviewed 
after checking the good faith of the whistleblowing report.
Investigations are internally managed. In 2021 no conflicts of interests 
arose, therefore Bally did not conduct any investigation with the 
participation of suppliers.
The controlling shareholder is periodically informed about the conflict of 
interests through the sharing of dedicated reports.
102-40 
List of stakeholder groups
Bally’s stakeholder groups are as follows: internal stakeholders are 
employees and shareholders; external stakeholders are communities, 
distributors, end customers, media and influencers, Non-Governmental 
Organizations (NGOs), regulatory, government and public administration 
bodies, schools and universities, suppliers and trade associations.
102-41 
Collective bargaining 
agreements
102-42 
Identifying and selecting 
stakeholders
102-43 
Approach to stakeholder 
engagement
102-44 
Approach to stakeholder 
engagement
102-45 
Approach to stakeholder 
engagement
Bally follows the labor law of every nation in which it operates. Employees 
working in OSEA, Japan, US, APN and certain areas of Switzerland are 
not involved in any labor union, therefore Bally does not have collective 
bargaining agreements as defined by ILO-C154. Where applicable, 100% 
of total employees are covered by collective bargaining agreements.
As part of the materiality assessment process, internal and external 
stakeholders were identified in an internal workshop, as well as through 
consultations with the Sustainability Operations Committee (SOC) 
and SUPSI (Scuola Universitaria Professionale della Svizzera Italiana, 
University of Applied Sciences and Arts of Italian Switzerland). The 
Sustainability Steering Committee (SSC) validated the selection.
In future, Bally plans to formally engage with a range of global stakeholders 
through surveys and in-person meetings with personnel, partners and 
suppliers, to understand how to better serve them.
No issues or concerns were raised through stakeholder engagement in 
2021.
Bally Gesellschaft M.B.H
Bally Australia Pty Ltd.
Bally Belgium
Bally Schuhfabriken A.G.
Bally WFOE Shanghai
Bally Deutschland G.M.B.H
Bally Moda S.A.
Bally France SAS
Bally UK Sales Ltd
Bally China
Bally Sour. Serv. Limited
Bally Italia S.r.l.
Bally Studio S.r.l.
Bally Japan Ltd.
Bally Luxembourg SAS LU Branch
Bally Retail Malaysia SDN
Bally Schoenhandel B.V.
Bally Singapore PTE Ltd.
Bally Americas Inc.
STANDARD
DISCLOSURE
2021 RESPONSE

105
GRI APPENDIX
102-46 
Defining report content and 
topic Boundaries
102-47 
List of material topics
102-48 
Restatements of information
102-49 
Changes in reporting
102-50 
Reporting period
102-51 
Date of most recent report
102-52 
Reporting cycle
102-53 
Contact point for questions 
regarding the report
102-54 
Claims of reporting in 
accordance with the GRI 
Standards
102-55 
GRI content index
The sustainability data relating to the material aspects in this report 
cover activities from Bally’s headquarters and selected offices (internal/
organizational boundary). The data perimeter is indicated where relevant 
if other than “total.”
Bally has undertaken a first analysis of its material sustainability risks 
and how the organization should operate. The outcome was an overview 
of material topics according to Bally’s own activities, objectives and 
expectations, taking into account expected stakeholder views. These 
topics have been placed in an initial materiality matrix, which has then 
been validated through a workshop with SUPSI’s (Scuola Universitaria 
della Svizzera Italiana) specialists, who have helped qualify and prioritize 
each topic according to its organizational and/or operational impact. 
Further understanding and validation was achieved through a workshop 
with the Sustainability Steering Committee. This workshop helped refine 
and combine a final list of material topics, including definitions and 
boundaries.
Bally’s material topics adapted from the GRI Standards are (in alphabetical 
order):
•	
Animal welfare (GRI 103-1 GRI 103-2, GRI 103-3)
•	
Brand reputation (GRI 206-1, GRI 102-43, GRI 102-2, GRI 102-6)
•	
Business ethics and integrity (GRI 102-16)
•	
Corporate governance (GRI 102-18)
•	
Culture of material sustainability (GRI 102-16)
•	
Customer centricity (GRI 416-2, GRI 418-1)
•	
Efficient management of waste (GRI 306-2)
•	
Employee involvement and training (GRI 404-1)
•	
Employee welfare (GRI 401-1, GRI 401-2, GRI 401-3, GRI 202-1)
•	
Human rights and equal opportunities (GRI 405-1, GRI 405-2, GRI 411-1)
•	
Innovation culture (GRI,103-1, GRI 103-2, GRI 103-3)
•	
Occupational health and safety (GRI 403-1, 403-2, 403-4, 403-5, 
403-8, 403-9)
•	
Product quality (GRI 416-2)
•	
Program for local communities (GRI 102-12, GRI 413-1, GRI 413-2)
•	
Responsible handling of chemicals (GRI 306-2)
•	
Responsible sourcing (GRI 102-9, GRI 102-10, GRI 204-1, GRI 308-1)
•	
Sustainable packaging (GRI 301-1)
No restatements have been given.
This is the third report for Bally. No significant changes have been made.
The Sustainability Report and GRI Content Index 2021 cover the period 
from 1 January 2021 to 31 December 2021.
The 2020 Bally Sustainability Report, published in 2021.
The report is published on an annual basis.
For more information or questions, please contact Bally via email: 
sustainability@bally.ch.
This report has been prepared in accordance with the GRI Standards: Core 
option.
Reference should be made to the Global Reporting Initiative chapter of 
the Bally Sustainability Report.
STANDARD
DISCLOSURE
2021 RESPONSE

106
GRI APPENDIX
GRI 102 
Economic performance
201-3 a 
Defined benefit plan 
obligations and other 
retirement plans
202-1 
Ratios of standard entry 
level wage by gender 
compared to local 
minimum wage
202-2 
Proportion of senior 
management hired from 
the local community
Percentage of salary contributed by the employer: 10.5%.
This value refers to average contributions paid by the company through all 
legal entities in which it operates, as a percentage of total gross salaries, 
excluding bonuses, to cover both mandatory and discretionary pension 
funds to relevant public and private pension institutions.
Bally follows the labor law of every nation in which it operates and almost 
all of our employees are paid above their local state’s minimum wage in 
the relevant countries.
Detailed information is not disclosed since there is not a significant 
proportion of workers paid at minimum wage. 
The information is only related to “relevant countries”, referring to the 
countries where company offices are located, therefore excluding the 
countries with only a retail/store presence.
Percentage of senior managers at significant operating locations hired by 
the local community: 100%.
Senior managers are executives and general managers.
We define local as having a nationality that belongs to the geographical 
cluster where the office is located. For example, for the offices in Milan 
and Caslano, “local” refers to the whole of Europe.
We define significant operating locations as cities. For us, this means 
Caslano, Milan, Shanghai, New York, Singapore and Sidney. 
Tax Relief and Tax Credits:
In 2021, Bally received a tax credit of €100,000.
Subsidies:
In 2021, Bally received €800,000 in subsidies in total. These were 
distributed in the EMEA region.
Financial Incentives:
In 2021, in order to support the business during the Covid-19 pandemic, 
Bally obtained a loan of €5m from Banca Progetto for Bally Studio Italia, 
through a guarantee from Medio Credito Centrale.
Other financial benefits received or receivable from any government for 
any operation:
In 2021, Bally received €2.7m from local governments to support the 
business through the Covid-19 pandemic. The distribution by region was 
as follows: EMEA (€2.3m) and OSEA (€0.4m).
These amounts were converted into euros at December 2021 exchange rates.
201-3 
Financial assistance received 
from government
Tax relief and tax credits
KPI
112,389€
VALUE
0€
0€
Subsidies
Royalty holidays
765,390€
0€
0€
5,000,000€
Investment grants, research and development 
grants, and other relevant types of grant
Financial assistance from 
Export Credit Agencies (ECAs)
Awards
Financial incentives
STANDARD
DISCLOSURE
2021 RESPONSE

107
GRI APPENDIX
STANDARD
Local and Annual Expenditure:
The amount was converted into euros at December 2021 exchange rates. 
Local Suppliers Definition:
The suppliers based in Italy and Switzerland have been considered local, 
following GRI’s definition of a local supplier:
****local supplier: organization or person that provides a product or 
service to the reporting organization, and that is based in the same 
geographic market as the reporting organization (that is, no transnational 
payments are made to a local supplier) 
Note: The geographic definition of ‘local’ can include the community 
surrounding operations, a region within a country or a country.
In addition to Switzerland, please note that Italy has been included as 
a local supplier because Bally owns a Research and Development hub 
in the area, from which the company directly manages purchasing and 
relationships with all Italian suppliers. Many activities linked to design, 
product development and supply chain take place in this hub.
Bally is committed to organizational excellence, accountability and 
transparency, and its management coordination and collaboration 
structures provide an intuitive framework. Bally continuously updates its 
anti-bribery and anti-corruption policies and procedures to minimize risk. 
In 2021 no risks were identified.
All employees are informed of the anti-corruption policies and procedures 
and made aware of them as part of the recruitment and employment 
contract signature process.
In 2021, no legal actions for anti-competitive behavior, anti-trust or 
monopoly were either pending or completed. Bally continues to update its 
policies and procedures related to anti-competitive behavior to minimize 
risk. No risks have been identified.
DISCLOSURE
2021 RESPONSE
204-1 
Proportion of spending on 
local suppliers
205-1 
Operations assessed for 
risks related to corruption
205-2 
Communication and 
training about anti-
corruption policies and 
procedures
206-1 
Legal actions for anti-
competitive behavior, 
anti-trust, and monopoly 
practices
Local expenditure
KPI
60,589,820€
VALUE
67.70%
Total annual expenditure
89,495,315€
Bally defines a “local supplier” as any supplier 
providing goods or services to a significant location of 
operation, in the same country as the one listed on the 
supplier’s mailing address in the enterprise resource 
planning system.
Percentage of local expenditure
Geographic definition of the local organization
GRI 204 
Procument practices
GRI 205 
Anti-corruption
GRI 206 
Anti-competitive 
behavior

108
GRI APPENDIX
TOPIC-SPECIFIC STANDARDS - ENVIRONMENTAL
MATERIAL TOPIC: MATERIALS 
BOUNDARY: OPERATIONAL 
BALLY TOPIC: ENVIRONMENTAL IMPACTS OF MATERIALS
STANDARD
GRI 301 
Materials
DISCLOSURE
2021 RESPONSE
2021
TOTAL NUMBER OF ITEMS
2.5%
925,005
TOTAL PLASTIC PACKAGING 
301-1 a 
Materials used by weight 
or volume (Packaging 
plastic items)
TOTAL PACKAGING “FROM WOOD”
1,499,582
75,5%
37%
From certified sources and/or recycled
Recycled internally in Supply chain
94%
5%
11%
14,326
100% FSC
Recycled cardboard @80%
Recycled @30%
Recycled cardboard>40%+FSC>25%
Total hangers
MATERIALS
WEIGHT (TON)
%
24%
301
6%
72
2%
23
30%
387
7%
92
2%
31
Cardboard and paper
Elastodiene
Plastic
Leather
Cotton
Polyester
10%
130
4%
46
1%
7
8%
107
3%
34
Various Mixed Synthetic 
Materials (Soles)
Nylon
Leather and synthetic material 
(Soles)
Metal
Polyurethane
301-1 c 
Materials used by weight 
or volume (Fashion Pact)

109
GRI APPENDIX
MATERIALS
WEIGHT (TON)
%
1%
6
0%
4
0%
1
1%
7
0%
4
0%
2
Cotton and Mixed fibers
Linen
Wool
Mixed Syntethic Fibers
Cellulose
Viscose
GRAND TOT
1%
0%
5
0%
3
1%
100%
13
1280
4
0%
2
Polyamide
TPU
Polyethylene
Silicone
Other (various)
301-1 c 
Materials used by weight 
or volume (Fashion Pact)
STANDARD
GRI 301 
Materials
DISCLOSURE
2021 RESPONSE
The electricity consumption data refers to all our HQs and offices; 
Caslano, Milan, Florence, Shanghai, Sydney, Tokyo and New York.
New York data was deducted through a proxy based on the size of the 
office; actual data was not available because they are included in the 
building rent expenses.
“100% fossil” has been assumed as the origin of energy when we do not 
have further information about the mix used.
Also, the oil consumed for the heating of Caslano’s keeper house is 
included. 
GRI 302 
Energy
302-1  
Energy consumption 
within the organization
of which Petrol
FUEL CONSUMPTION FROM NON 
RENAWABLE SOURCES
of which Natural Gas
0l
6,320 l
0GJ
–
99,906smc
–
3,718.18GJ
3,524.78GJ
0GJ
VALUE
GJ
of which Diesel
Heating oil
0l
0GJ
193.39GJ
285,977KWh
1,029.52GJ
1,146,691.67KWh
3,718.18GJ
Electricity consumption from 
renawable sources
Cumulated renewable from Grid
Gas and Nuclear from Grid
Solar
PURCHASED ELECTRICITY (TOTAL 
ELECTRICITY CONSUMPTION)
FUEL CONSUMPTION FROM 
RENAWABLE SOURCES
Energy from district heating
Electricity consumption from 
non renewable sources
1,246,277KWh
856,791KWh
314,338KWh
2,703,383KWh
806,430KWh
4,486.60
3,084.45
1,131.62
9,732.19
2,903.15
2,417,406KWh
8,702.67GJ
TOTAL FUEL CONSUMPTION

110
GRI APPENDIX
GRI 302 
Energy
302-1  
Energy consumption 
within the organization
TOTAL OF ENERGY PURCHASED
cars
cars
cars
TOTAL ENERGY CONSUMPTION
108,022.5
0l
3,865.12GJ
3,509,813KWh
0
0
12,365.34GJ
-
-
GASOLINE 
(CARS FOR BUSINESS USE)
0l
0GJ
0GJ
GPL (cars for business use)
0
-
0GJ
0l
0GJ
TOTAL OF CARS CONSUMPTION 
(CARS FOR PRIVATE AND BUSINESS 
USE)
DIESEL FUEL
(CARS FOR BUSINESS USE)
NATURAL GAS 
(CARS BUSINESS USE)
cars
cars
DIESEL FUEL (CARS FOR PRIVATE AND 
BUSINESS USE)
NATURAL GAS (CARS FOR PRIVATE
AND BUSINESS USE)
cars
cars
PETROL (CARS FOR PRIVATE AND 
BUSINESS USE)
TOTAL CARS (CARS FOR PRIVATE AND 
BUSINESS USE)
cars
0
0
106,282.5l
0m3
57
0
58
1,740 l
1
-
0l
-
-
3,809.36GJ
0GJ
-
-
55.76
-
-
19,960.70GJ
0
0m3
GPL  (CARS FOR PRIVATE AND 
BUSINESS USE)
STANDARD
DISCLOSURE
2021 RESPONSE

111
GRI APPENDIX
GRI 302 
Energy
GRI 303 
Energy
303-1  
Interactions with water 
as a shared resource
303-1  
Water consumption
302-1 b 
Energy consumption 
within the organization 
(Store)
Japan
Holland
United States
Italy
Hong Kong SAR
UK
Malaysia
Spain
Belgium
TOT
346,316.66
52,794.05
0
0
85,617.98
0
0
0
564,368.39
0.00
356,194.29
0
155,211.43
0
107,283.43
0
0
0
150,909.26
0
81,075.43
35,928
3,308,263.88
0
0
52,794.05
0.00
0.00
0.00
0.00
0.00
0.00
0.00
564,368.39
kWh CONSUMED
MC GAS
MC GAS/KWH
Chinese mainland
Austria
Singapore
France
88,018.29
0
0.00
0.00
0.00
0.00
Switzerland
Germany
Australia
199,762.29
0
92,028
0
0.00
0.00
135,944.52
0
0.00
1,473,974.3
0
The available data refers to the first seven months of 2021. In order to have 
the most complete overview possible, we have used the available data to 
hypothesize the 12-month consumption, which is illustrated in this table.
France does not include the Nizza store’s consumption, and UK does not 
include the Bicester store’s consumption because data was unavailable.
Bally’s operations and facilities do not use any water apart from providing 
the required hygiene-sanitary standards for employees and guests. Bally 
is further committed to the minimization of water use throughout its 
organization, as indicated in Bally’s Code of Ethics, and with its suppliers, 
as indicated in its Supplier Code of Conduct.
Water consumption is expressed in megaliters and refers to Caslano, Milan 
and Florence offices. Florence is considered a stressed water area according 
to the WRI (World Resources Institute) Aqueduct Water Risk Atlas.
STANDARD
DISCLOSURE
2021 RESPONSE
Change in water storage 
in megaliters
Total water consumption
0l
0l
0.04
7.66
WATER STRESS ARE AS
OTHER ARE AS

112
GRI APPENDIX
STANDARD
304-1 
Operational sites owned, 
leased, managed in, or 
adjacent to, protected 
areas and areas of high 
biodiversity value outside 
protected areas
Bally does not own, lease or manage any operational site in, or adjacent to, 
protected areas or areas of high biodiversity value.
DISCLOSURE
2021 RESPONSE
STANDARD
305-1 
Scope 1 (Gas + Fuel)
GRI 305 
Emissions
DISCLOSURE
2021 RESPONSE
MATERIAL TOPIC: BIODIVERSITY 
BOUNDARY: OPERATIONAL
MATERIAL TOPIC: EMISSIONS 
BOUNDARY: OPERATIONAL
GRI 304 
Biodiversity
Italy
Switzerland
0n
119.65
0n
45.43
TONCO2 (GAS)
TONCO2 (FUEL)
Laseplan Italia
TOT
Arval Italia fleet
Arval CH
13,562
108,022.55
25.40
165.08.40
70,759.58
23,700.97
94.25
45.43
FUEL (LITERS)
TONCO2
305-1 
Scope 1 (Fuel)
305-2 
Scope 2 (Location based)
TOTAL
TOTAL
3.54
0.4
TONCO2 (LOCATION BASED)
KTONCO2

113
GRI APPENDIX
The environmental indicator considered in this project is the carbon 
footprint (kg CO2eq) which accounts for radiative forcing caused by 
emissions of greenhouse gases (GHG) such as carbon dioxide (CO2), 
methane (CH4) and nitrous oxide (N2O).
STANDARD
GRI 305 
Emissions
DISCLOSURE
2021 RESPONSE
Processing of the products sold
Investments
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
Downstream transport and 
distribution
Franchising
End-of-cycle treatment of 
products sold
TOTAL SCOPE 3
0.8ktEqCO2
98.75ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
1.5ktEqCO2
0tEqCO2
0tEqCO2
Use of goods sold
Other items downstream
0.05ktEqCO2
0ktEqCO2
Business travel
2.2ktEqCO2
0ktEqCO2
Waste generated during the 
activity
Upstream leased assets
Upstream transportation and 
distribution
Other rumors upstream
Downstream categories
Downstream leased assets
0ktEqCO2
15.7ktEqCO2
0ktEqCO2
2.35ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
0ktEqCO2
Employee commuting
2.2ktEqCO2
0ktEqCO2
305-3
Reasons for the choice of 
the reference year
305-3
Source of emission factors 
and GWP
2019, for pre-covid figures.
Sources of emission factors are Ecoinvent v3.7 for generic processes 
(i.e.power and commuting) and WALDB for specific processes (leather and 
textile). The GWP source is Report AR5 IPCC 2013.
305-3  
Other indirect (Scope 3) 
GHG emissions
Goods and services purchased
59.3ktEqCO2
0ktEqCO2
Upstream categories
Fuels and energy
2.9ktEqCO2
0ktEqCO2
96.4ktEqCO2
0tEqCO2
KTCO2 OF THE REFERENCE 
YEAR
TCO2 OF THE YEAR X
Capital goods
14.1ktEqCO2
0ktEqCO2

114
GRI APPENDIX
STANDARD
306-1 
Waste generation and 
significant waste-related 
impacts
Bally operations follow a standard internal procedure for waste separation 
based on the recycling principle, as well as respecting the local waste 
collection standards and rules. To Bally’s knowledge, there are no negative 
impacts related to its own waste, as it is properly treated according to 
these specific rules and laws.
Bally warehouses and logistics minimize packaging waste by re-using all 
undamaged inbound packaging for the outbound. Bally is also evaluating 
whether to use damaged inbound packaging for filling materials. Bally 
operation and direct production sites minimize waste through specific 
production processes aimed at continuous efficiency improvement.
Local municipality services manage our urban waste collection, while 
certified companies manage special waste.
Data on special waste is received in annual reports provided by 
certified companies. Recyclable urban waste is monitored at our Milan 
headquarters.
DISCLOSURE
2021 RESPONSE
MATERIAL TOPIC: EFFLUENTS AND WASTE 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL
GRI 306 
Waste
306-2  
Management of significant 
waste-related impacts
306-3  
Waste generated
Paper
Colors
Glass waste
Wood
Special Waste (toner)
Glue and adhesives
Not differentiated
Iron/metal waste
Plastic
Leather
26,026
4,582
8,800
1,800
18,931
600
6,308.5
4,100
2,496
500
3,744
0
–
256
960
-
873.6
0
1,780
61
38,331
-
MATERIALS
MATERIALS
DISPOSAL IN KG 2021
DISPOSAL IN KG 2021
TOTAL KG 2020
TOTAL KG 2020
TOTAL
Discarded equipment containing 
hazardous substances
31,669.1
31
MILAN
FLORENCE
Big volumes (mixed 
materials)
Toner
32
0
15
49

115
GRI APPENDIX
This data refers to Caslano, Milan and Florence headquarters. However, 
Bally is not able to provide the information for Milan HQ (with the exception 
of bulky waste) because the company (AMSA) that manages urban waste 
and toner does not provide it.
Bally was not able to collect the data regarding urban waste for Florence. 
We are working to get that information in the future
GRI 306 
Waste
306-4  
Waste diverted from 
disposal
306-3  
Waste generated
Paint container
TOTAL
Plastic
Discarded equipment
-
-
12
117
-
1.2
7,153
4,922.2
MATERIALS
DISPOSAL IN KG 2021
TOTAL KG 2020
FLORENCE
Mixed Paper
Iron
Wood
Cardboard
Waste
13,830
44,410
14,920
36,926
1,240
0
9,750
1,250
1,140
0
1,702
38,331
MATERIALS
DISPOSAL IN KG 2021
TOTAL KG 2020
Glue and adhesives
TOTAL
372
31,669.1
CASLANO
Pc Monitor
12,050
7,810
STANDARD
DISCLOSURE
2021 RESPONSE
0.09t
0t
KPI
VALUE
Recycling
Recycling
Preparation for reuse
Preparation for reuse
TOTAL HAZARDOUS WASTE
0t
0t
30.5t
0t
0.09t
Other recovery operations
Other recovery operations
TOTAL NON HAZARDOUS WASTES
30.5t

116
GRI APPENDIX
Bally is not able to provide this information for Milan HQ, with the 
exception of bulky waste, because the company (AMSA) that manages 
urban waste and toner does not provide them.
306-4  
Waste diverted from 
disposal
GRI 306 
Waste
MILAN
FLORENCE
CASLANO
-
0.0932t
-
-
-
-
KPI
KPI
KPI
VALUE - OFFSITE
VALUE - OFFSITE
VALUE - OFFSITE
Recycling
Recycling
Recycling
Recycling
Recycling
Recycling
Preparation for reuse
Preparation for reuse
Preparation for reuse
Preparation for reuse
Preparation for reuse
Preparation for reuse
TOTAL HAZARDOUS WASTE
TOTAL HAZARDOUS WASTE
TOTAL HAZARDOUS WASTE
-
-
-
-
-
-
1.1780t
4.82900t
24.4950t
-
-
-
-
0.09t
-
Other recovery operations
Other recovery operations
Other recovery operations
Other recovery operations
Other recovery operations
Other recovery operations
TOTAL NON HAZARDOUS WASTES
TOTAL NON HAZARDOUS WASTES
TOTAL NON HAZARDOUS WASTES
1.18t
4.83t
24.50t
STANDARD
DISCLOSURE
2021 RESPONSE

117
GRI APPENDIX
Bally is not able to provide this information for Milan HQ, with the 
exception of bulky waste, because the company (AMSA) that manages 
urban waste and toner does not provide them.
MILAN
-
-
KPI
VALUE - OFFSITE
-
0.60t
-
-
-
0.00t
-
0.60t
STANDARD
DISCLOSURE
2021 RESPONSE
306-5  
Waste directed to disposal
GRI 306 
Waste
incineration (without energy recovery)
transfer to landfill
transfer to landfill
other disposal operations
other disposal operations
incineration (with energy recovery)
TOTALE HAZARDOUS WASTE
0t
0.37t
0t
0t
0t
41.14t
41.14t
0t
MATERIALS
AT AN EXTERNAL SITE
incineration (with energy recovery)
incineration (without energy recovery)
TOTAL NON HAZARDOUS WASTES
0.37t
0t
TOTAL HAZARDOUS WASTE
TOTAL NON HAZARDOUS WASTE
incineration (without energy recovery)
transfer to landfill
transfer to landfill
other disposal operations
other disposal operations
incineration (with energy recovery)
incineration (with energy recovery)
incineration (without energy recovery)
This data refers to Caslano, Milan and Florence headquarters. However, 
Bally is not able to provide this information for Milan HQ (with the 
exception of bulky waste) because the company (AMSA) that manages 
urban waste and toner does not provide it. All Florence waste is diverted 
from disposal, as reported in GRI 306-4.

118
GRI APPENDIX
306-5  
Waste directed to disposal
GRI 306 
Waste
CASLANO
-
-
KPI
VALUE - OFFSITE
-
40.54t
-
-
-
0.37t
0.37t
40.54t
TOTAL HAZARDOUS WASTE
TOTAL NON HAZARDOUS WASTE
incineration (without energy recovery)
transfer to landfill
transfer to landfill
other disposal operations
other disposal operations
incineration (with energy recovery)
incineration (with energy recovery)
incineration (without energy recovery)
The data referring to the disposal of hazardous waste of Caslano is 
purely indicative. The disposal of hazardous waste is carried out by an 
external company which did not provide the specific disposal method. 
This is because the disposal method varies depending on the chemical 
composition of the waste product, despite the fact that the substances 
are classified together.
In 2021, Bally did not receive any fines for non-compliance with 
environmental laws and regulations.
Bally periodically interviews its main suppliers on a range of themes, 
including environmental topics. Every supplier is bound to sign and 
respect our Restricted Substance List and our Code of Conduct which is 
based on environmental protection and human rights. No suppliers have 
revealed any concerns regarding negative environmental impact in the 
supply chain.
MATERIAL TOPIC: ENVIRONMENTAL COMPLIANCE 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: COMPLIANCE
STANDARD
DISCLOSURE
2020 RESPONSE
307-1  
Non-compliance with 
environmental laws and 
regulations
GRI 307 
Environmental Compliance 
MATERIAL TOPIC: SUPPLIER ENVIRONMENTAL ASSESSMENT 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: SUPPLIER ASSESSMENT
STANDARD
DISCLOSURE
2020 RESPONSE
308-2 
Negative environmental 
impacts in the supply 
chain and actions taken
GRI 308 
Environmental Compliance 
STANDARD
DISCLOSURE
2021 RESPONSE

119
GRI APPENDIX
TOPIC-SPECIFIC STANDARDS - SOCIAL
MATERIAL TOPIC: EMPLOYMENT 
BOUNDARY: ORGANIZATIONAL
STANDARD
DISCLOSURE
2021 RESPONSE
401-1a 
New employee hires 
and employee turnover 
(Turnover In) by age 
category and region, 
including a split by women 
and men
401-1b 
New employee hires 
and employee turnover 
(Turnover Out) by age 
category and region, 
including a split by gender
GRI 401 
Employment
Italy
Chinese mainland
OSEA
Switzerland
USA
2
4
6
2
15
28
9
13
4
8
10
4
0
3
5
3
28
97
162
69
49
144
200
95
0
2
1
2
0
2
7
2
30-50
>50
TOTAL
Percentage of 
Turnover
Women
Women
Women
Women
Women
Men
Men
Men
Men
Men
Total
Total
Total
Total
Total
<30
Rest of Europe
Japan
TOTAL
6
6
1
7
27
52
1
4
12
15
11
12
189
252
2
11
0
2
0
0
1
4
0
1
0
0
0
0
0
0
0
0
0
2
0
0
1
4
0
1
8
24
14
8
232
299
3
10
8
21
5
7
55
101
1
4
16
45
19
15
287
400
4
14
5%
40%
25%
7%
51%
30%
29%
5%
14%
6%
35%
22%
17%
62%
26%
4%
27%
5%
8%
24%
9%
53%
5%
16%
Italy
Chinese mainland
OSEA
Switzerland
USA
2
2
13
0
8
22
20
14
4
11
9
7
1
10
16
9
21
65
151
44
40
119
224
79
3
7
5
4
1
2
10
1
30-50
>50
TOTAL
Percentage of 
Turnover
Women
Women
Women
Women
Women
Men
Men
Men
Men
Men
Total
Total
Total
Total
Total
<30
Rest of Europe
Japan
TOTAL
6
6
2
5
32
62
3
8
19
26
11
21
183
286
8
18
8
6
1
1
1
19
1
1
5
0
1
2
1
11
0
2
13
6
2
3
2
30
1
3
21
40
17
26
196
322
10
12
13
14
7
8
54
113
6
11
34
54
24
34
250
435
16
23
12%
69%
30%
22%
43%
32%
31%
17%
16%
9%
23%
30%
20%
61%
29%
21%
73%
11%
46%
30%
21%
46%
19%
26%

120
STANDARD
DISCLOSURE
2021 RESPONSE
GRI 401 
Employment
401-2 
Benefits provided to full-
time employees that are 
not provided to temporary 
or part-time employees
401-3 
Parental leave
Meal
Discretionary invalidity insurance
59%
24%
66%
25%
% Benefits provided to full-time employees  
that are not provided to temporary or part-time employees
Discretionary life insurance
48%
20%
Discretionary pension
Clothing
Transportation
Discretionary health
Company car
The definition used for 
significant location of operation 
36%
4%
“Relevant countries” means those in which Bally 
offices are located
Total number of employees returned to 
work after parental leave
Total number of employees who took 
parental leave
33
26
7
36
29
7
78.79%
76.92%
85.71%
Total
Women
Men
Total number of employees who are still 
employed 12 months after returning from 
parental leave
26
20
6
Return rate
Retention rate
91.67%
89.66%
100%
GRI APPENDIX
Maternity leave is granted by Bally and by law in all regions and countries 
where we have direct operations. Parental leave is granted by Bally in all its 
subsidiaries.
The application of the law and of internal policies is managed by regional 
and global HR departments and covers 100% of Bally employees.

121
GRI APPENDIX
Bally is committed to avoiding any situations that could affect the health 
of staff and third parties.
In its Swiss HQ facilities and production site, Bally has been equipped 
for the last four years with a Manual for Occupational Health and 
Safety under the MSSL Directive, a document listing the guidelines and 
commitments we have made in accordance with the ordinances of the 
Swiss Confederation.
All the legal and ordering texts that determine a company’s actions for 
job security and the protection of workers’ health are available on the 
website: www.admin.ch/ch/i/rs/rs.html. The top five reference laws are: 
CO, LAINF, LL, OPI, ECP. It also adds the reference to the prospectus Suva 
CBA_140_I2.
Every year, specific security targets and implementation timelines are 
set, and those responsible identified, in order to continuously improve 
and update Bally’s health and safety management system.
In Italy, specifically Florence and Milan headquarters, Bally complies 
with the legal requirements on employee health and safety, adopting a 
Risk Assessment Document (DVR), which is compulsory and covers risks 
and preventive measures in the workplace. Every employee receives all 
necessary information on how to behave in an emergency and how to 
avoid creating dangerous situations, as well as being given a medical 
examination aimed solely at verifying their professional suitability to the 
job.
Those in charge of emergency management are appointed and trained up 
in each location of the facilities above. After the training, a certificate is 
issued to confirm the competencies acquired.
Note: This information pertains to Bally’s Caslano (Switzerland), Milan and 
Florence HQs.
STANDARD
DISCLOSURE
2021 RESPONSE
403-2 
Hazard identification, risk 
assessment, and incident 
investigation
MATERIAL TOPIC: OCCUPATIONAL HEALTH AND SAFETY 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: HEALTH AND SAFETY

122
GRI APPENDIX
STANDARD
DISCLOSURE
2021 RESPONSE
403-2 
Hazard identification, risk 
assessment, and incident 
investigation
A study of the dangers within the Caslano factory was carried out in 2018 
by a specialist consulting company. All risks and dangers are mapped and 
communicated internally so that workers can adopt proper PPE (personal 
protective equipment), respect procedures, and prevent dangerous 
situations. No occupational diseases are mapped or known for the plant. 
In the case of an accident, the health and safety officer must follow the 
procedures (specific checklists and S.T.O.P. methodology, compiled 
by Suva for understanding the causes of an incident and eliminating or 
mitigating them in the future). 
In Italian offices, Bally is compliant with the legal requirements on 
employee health and safety. 
We have also created specific policies related to COVID-19 protection, 
anti-money laundering, anti-corruption and anti-bribery.
Bally has always been committed to creating and maintaining a safe 
workplace for all its employees. 
We have implemented policies and processes that allow workers to report 
work-related hazards and hazardous situations, and to remove themselves 
from them. Our team is also equipped with a Manual for Occupational 
Health and Safety, and workers can refer to their department’s designated 
health and safety officer or security officer for advice on these kinds of 
situations.
The management structure in Bally ensures there is no reprisal against 
anyone raising concerns. A continual relationship is maintained between 
all middle managers and workers.
In the case of an occupational accident, we would undertake an 
investigation to establish its causes and to eliminate or mitigate future 
incidents. We follow Swiss standard procedures, which include specific 
checklists and S.T.O.P. methodology compiled by Suva, the government 
office for health and safety in the workplace.
Note: This information pertains to Bally’s Caslano (Switzerland), Milan and 
Florence HQs.
In our Swiss headquarters, the identification and elimination of hazards, 
and the minimization of risks, is managed by a specific team comprising 
MSSL consultants, health and safety officers, and an HR representative. 
In Italian offices, these issues are managed by the RSPP (head of the 
prevention and protection service), company delegates, and individuals in 
charge of security. Employees can directly refer to their health and safety 
officer and security officer for any concern regarding health and safety.
Note: This information pertains to Bally’s Caslano (Switzerland), Milan and 
Florence HQs.
403-3 
Occupational health 
services
MATERIAL TOPIC: OCCUPATIONAL HEALTH AND SAFETY 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: HEALTH AND SAFETY

123
GRI APPENDIX
Bally ensures the participation and consultation of workers in the 
development, implementation and evaluation of the occupational health 
and safety management system through an established procedure that 
can be found in the Manual for Occupational Health and Safety. 
The participation right is exercised as follows:
•	
Workers are informed about decisions and changes affecting 
occupational health and safety protection;
•	
Workers are consulted, through regular meetings organised by the 
management, on aspects concerning health protection and safety at 
work;
•	
Workers are trained on occupational health and safety protection; 
•	
Workers participate during inspections by the supervisory authorities 
(for example, labour inspectors, Suva).
Note: This information pertains to Bally’s Caslano (Switzerland) HQ. At 
Milan and Florence HQs, workers are directly requested to refer to health 
and safety officers for any concern, and to be periodically trained and/or 
updated on relevant dangers and risks.
403-4 
Worker participation, 
consultation, and 
communication on 
occupational health and 
safety
Bally periodically provides courses in occupational health and safety, and 
a certificate is issued to confirm the competencies acquired. 
In Switzerland in 2021 the following training was held:
•	
Firefighting and first aid training for designated workers.
•	
Suva training for health and safety officers.
In Italy, all employees–both untrained Display Screen Equipment workers 
and un-trained technical area operators–must always have general and 
specific training on security in compliance with national law. Bally trains 
new employees and updates training when necessary (with certification 
lasting five years).
Security officers receive updated training when their certification expires 
(it lasts two years).
In addition to the above, the following training was held in 2021:
- In Milan:
•        Training for expert person (PES) and warned person (PAV) on technical 
        standard CEI 11-24 for electrical maintenance personnel.
•        Firefighting and first aid training for designated workers (certification 
        lasts three years).
•  AED (Automated External Defibrillator) training for designated 
        workers (certification lasts two years).
•    Update of worker safety representative (RSL) training, which takes 
        place annually as required by law.
- In Florence :
•        Firefighting and first aid training for designated workers (certification 
        lasts three years).
•      AED (Automated External Defibrillator) training for designated                                                                                                                                       
        workers (certification lasts two years).
•    Update of worker safety representative (RSL) training, which takes 
        place annually as required by law.
Note: This information pertains to Bally’s Caslano (Switzerland), Milan and 
Florence HQs.
403-5 
Worker training on 
occupational health and 
safety
For Bally, safety is a fundamental aspect of work. All employees are 
covered by an occupational health and safety management system.
Particular attention has been paid to the Swiss production site, where 
all third-party companies are invited to become aware of the safety 
regulations in place, and to enforce compliance at all times.
In our offices in Italy, all suppliers are made aware of the security 
measures put in place and of the behaviors to be observed.
403-8 
Workers covered by an 
occupational health and 
safety management 
system
STANDARD
DISCLOSURE
2021 RESPONSE

124
GRI APPENDIX
STANDARD
DISCLOSURE
2021 RESPONSE
GRI 403-9a - Injuries at work (Type of accident by category)
403-9 
Work related injuries
GRI 403-9b - Injuries at work (Type of accident by country)
GRI 403-9c - Injuries at work (Type of accident by category and country)
TOTAL
Women
Men
0
2
10
10
18
18
3
1
5
1
8
8
2
0
0
2
0
4
FATAL  
ACCIDENTS
SERIOUS 
 ACCIDENTS
SUPERFICIAL 
ACCIDENTS
ACCIDENTS WHILE 
TRAVELLING
TYPE OF INJURY
LOCATION OF THE INJURY
ACCIDENTS IN THE 
WORKPLACE
ACCIDENTS ON 
BUSINESS TRIPS
Italy
Chinese mainland
OSEA
Switzerland
USA
0
0
0
2
4
5
8
13
2
0
0
0
1
1
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
0
0
0
0
0
0
0
0
1
1
0
0
0
3
2
5
8
10
18
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
SERIOUS ACCIDENTS
SUPERFICIAL ACCIDENTS
Women
Women
Women
Men
Men
Men
Total
Total
Total
FATAL ACCIDENTS
Rest of Europe
Japan
TOTAL
Italy
Chinese mainland
OSEA
Switzerland
USA
1
1
2
1
1
6
8
14
0
0
0
0
0
0
1
1
2
0
0
0
0
0
0
0
0
0
0
1
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
2
4
1
0
1
8
10
18
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
ACCIDENTS ON  
BUSINESS TRIPS
ACCIDENTS IN THE 
WORKPLACE
Women
Women
Women
Men
Men
Men
Total
Total
Total
ACCIDENTS WHILE 
TRAVELING
Rest of Europe
Japan
TOTAL

125
GRI APPENDIX
STANDARD
DISCLOSURE
2021 RESPONSE
GRI 403-9d - Injuries at work (Days of absence)
Italy
Chinese mainland
OSEA
Switzerland
USA
130
59
189
0
0
0
0
0
0
0
0
0
0
60
60
138
119
257
0
0
0
8
0
8
DAYS OF ABSENCE
Women
Men
Total
Rest of Europe
Japan
TOTAL
403-9 
Work related injuries
MATERIAL TOPIC: TRAINING AND EDUCATION 
BOUNDARY: ORGANIZATIONAL
404-1 
Average hours of training 
per year per employee
404-2 
Programs for upgrading 
employee skills and 
transition assistance 
404-3 
Percentage of employees 
receiving regular 
performance and career 
development reviews
GRI 404 
Training and Education
Retail employees
Corporate employees
182
91
182
36
919
18
919
31
1101
109
1101
67
AVERAGE HOURS PHYSICAL/
VIRTUAL TRAINING (IN PRES-
ENCE OR WITH WEBINARS 
AND WORKSHOPS)
TOTAL  
HOURS
TOTAL  
AVERAGE  
HOURS
AVERAGE HOURS  
DIGITAL TRAINING 
(APP)
Total
The Bally Development Way Program will begin in 2022.
Women
Men
100%
VALUE
100%
The 2021 performance appraisal completion rate was 100 percent for 
employees working at the time of the assessment process (March/April of 
2022).
STANDARD
DISCLOSURE
2021 RESPONSE

126
GRI APPENDIX
GRI 405 
Diversity and Equal 
Opportunity
405-1 
Diversity of governance 
bodies and employees
STANDARD
DISCLOSURE
2020 RESPONSE
Office 
Manages
Office 
Managers
Factory  
Workers
Factory  
Workers
TOTAL
TOTAL
Executives
PERCENTAGE
NUMBER
GM &  
Director
GM &  
Directors
Office  
staff
Office  
Staff
Executives
 < 30
0
0
71
76
48
169
395
0
6
5
5
2
3
10
13
41
46
11
52
32
52
30
34
22
64
62
2
199
268
28
24
141
166
56
556
977
242
104
725
1372
242
104
725
1372
100%
100%
0%
20%
20%
25%
5%
21%
58%
42%
42%
35%
33%
54%
54%
20%
50%
60%
50%
30%
40%
0%
0%
27%
22%
15%
15%
16%
8%
57%
17%
18%
35%
23%
23%
77%
29%
71%
31%
46%
65%
77%
69%
27%
49%
43%
26%
39%
2%
14%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
141
109
34
18
98
94
15
357
593
49
28
108
298
37
59
61
213
98
4
10
30-40
40-50
> 50
WOMEN
MEN
TOTAL
TOTAL
Store  
Managers
Store  
manager
Store Staff
Store Staff
The data regarding the genders and ages of the 15 people employed in the 
selling campaign is not provided because it is not available. 
405-2 
Ratio of basic salary and 
remuneration of women 
to men
Office Managers
Office Staff
Factory Workers
Store Staff
Factory Support
TOTAL
Executive Directors
Store Managers
101.10%
99.60%
94.90%
VALUE
99.80%
99.30%
94.30%
100%
98.43%
MATERIAL TOPIC: DIVERSITY AND EQUAL OPPORTUNITY 
BOUNDARY: ORGANIZATIONAL

127
GRI APPENDIX
MATERIAL TOPIC: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL
GRI 406 
Non-discrimination
406-1 
Incidents of 
discrimination and 
corrective actions taken
In 2021 no incidents of discrimination were reported.
STANDARD
STANDARD
STANDARD
DISCLOSURE
DISCLOSURE
DISCLOSURE
2021 RESPONSE
2021 RESPONSE
2021 RESPONSE
GRI 407 
Freedom of Association   
and Collective Barganing
407-1 
Defined benefit plan 
obligations and other 
retirement plans
Freedom of association is granted by law in all regions and countries 
where Bally has direct operations. As detailed in our Code of Ethics, we 
recognize employees’ right to free association and collective bargaining. 
All of our suppliers are bound to sign our Supplier Code of Conduct which 
clearly states that suppliers shall grant their employees the right to 
freedom of association and collective bargaining without discrimination 
or fear of repercussions. 
According to IDEA (Institute for Democracy and Electoral Assistance) 
and ILO (International Labor Organization), countries such as Chinese 
mainland, Hong Kong SAR, India and South Korea might have risks related 
to freedom of association and collective bargaining that are relatively 
higher than in other nations with whom Bally keeps a business relationship. 
For this reason, in these countries, more than 97% of suppliers have been 
assessed with specific questionnaires in order to demonstrate their 
understanding of Bally’s requirements. 
MATERIAL TOPIC: CHILD LABOUR 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: CHILD/FORCED/COMPULSORY LABOUR
GRI 408 
Child Labor
408-1 
Operations and suppliers 
at significant risk for 
incidents of child labor
Child labor is expressly forbidden by Bally procedures and by law in all 
regions and countries where Bally has direct operations. The application 
of the law and internal policies is implemented by direct management 
of employees’ birth dates in all countries. This covers 100% of Bally’s 
employee population. All suppliers are bound to sign our Supplier Code 
of Conduct, which clearly states that child labor is strictly prohibited and 
that suppliers shall not directly or indirectly employ any individuals under 
the age of 16.
MATERIAL TOPIC: NON-DISCRIMINATION 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL

128
GRI APPENDIX
MATERIAL TOPIC: SECURITY PRACTICES 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL
MATERIAL TOPIC: RIGHTS OF INDIGENOUS PEOPLES 
BOUNDARY: OPERATIONAL
MATERIAL TOPIC: LOCAL COMMUNITIES 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL
STANDARD
STANDARD
STANDARD
STANDARD
DISCLOSURE
DISCLOSURE
DISCLOSURE
DISCLOSURE
2021 RESPONSE
2021 RESPONSE
2021 RESPONSE
2021 RESPONSE
GRI 409 
Forced or Compulsory 
Labor
409-1 
Operations and suppliers 
at significant risk for 
incidents of forced or 
compulsory labor
Freedom from forced labor is granted by law in all regions and countries 
where Bally has direct operations. In our Code of Ethics, Bally vehemently 
rejects forced labor, any form of abusive recruitment, and the irregular 
employment of workers. All suppliers are bound to sign our Supplier 
Code of Conduct, which clearly states that under no circumstances shall 
suppliers engage in or in any other way benefit from forced labor.
GRI 410 
Security Practices
410-1 
Security personnel trained 
in human rights policies or 
procedures 
We do not employ security personnel except at events or special occasions.
GRI 411 
Rights of Indigenous 
Peoples
411-1 
Incidents of violations 
involving rights of 
indigenous peoples 
Bally did not receive reports of incidents of violations involving rights of 
indigenous peoples.
GRI 413 
Local Communities
413-1 
Operations with local 
community engagement, 
impact assessments, and 
development programs
In 2021, BERG (Bally Employees Research Group) organized “Caslano 
Verde” in collaboration with the Caslano municipality. This initiative saw 
35 Bally employees undertake a three-hour clean-up of Mount Caslano, 
collecting 24.8 kilograms (equivalent to 240 liters) of trash.

129
GRI APPENDIX
MATERIAL TOPIC: SUPPLIER SOCIAL ASSESSMENT 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: SUPPLIER ASSESSMENT
STANDARD
DISCLOSURE
2021 RESPONSE
GRI 414 
Supplier Social 
Assessment
414-2 
Negative social impacts 
in the supply chain and 
actions taken
Bally periodically interviews its main suppliers on a range of themes, 
including social topics. Every supplier is bound to sign and respect 
our Code of Conduct, which is based on respecting human rights and 
protecting the environment. None of the suppliers revealed any concerns 
regarding negative social impacts in the supply chain.
416-2 
Incidents of non-
compliance concerning the 
health and safety impacts 
of products and services
No incidents regarding health and safety have occurred.
No incidents.
TOTAL 
A brief statement if the organization has 
not identified any non-compliance with 
regulations and/or voluntary codes
Incidents of non-compliance with regulations 
resulting in a fine or penalty
Incidents of non-compliance with regulations 
resulting in a warning
Incidents of non-compliance  
with voluntary codes
0
0
2
VALUE
2
Two cases occurred in Chinese mainland, 
and AIC (Administration for Industry and 
Commerce) penalties were paid to the 
value of up to CHF 20,000.
417-2 
Incidents of non-
compliance concerning 
product and service 
information and labeling
417-3 
Incidents of non-
compliance 
concerning marketing 
communications
418-1 
Substantiated complaints 
concerning breaches of 
customer privacy and 
losses of customer data
In 2021, Bally did not receive any fines for violations of regulations or 
voluntary codes concerning marketing communications, nor did we 
identify any non-compliance with them.
Bally has no evidence of unauthorised access or malicious insiders.

130
GRI APPENDIX
STANDARD
DISCLOSURE
2021 RESPONSE
419-1 
Non-compliance with laws 
and regulations in the 
social and economic area
GRI 419 
Socioeconomic compliance
In 2021, Bally did not receive any fines for non-compliance with laws and 
regulations in the social and economic area.
903-1 
Actions taken to increase 
the reputation of the 
Brand in the market Valore
LinkedIn:
We have an always-on campaign in which we deliver regular posts (at least 
four per month) highlighting key activities that support our company 
reputation. These include: sustainability updates (the annual report and 
progress); CSR (Bally Peak Outlook initiatives, Fondazione Bally per 
Arte & Cultura projects, Bally Crafting Futures projects); DEI (Diversity, 
Equity & Inclusion) initiatives and progress; as well as branding moments 
(campaign launches and events).
2021 LinkedIn results:
•	
13,966 new followers gained.
•	
Almost tripled the number of posts (up by 175%, from 36 to 99).
•	
Steadily increased engagements per post by 4%, with a 33% increase 
in comments per post.
Public Relations campaign for Bally Peak Outlook Foundation:
Bally brings awareness to the Bally Peak Outlook Foundation’s activities 
through annual global communications campaigns activating publicity, 
social media, website marketing, store animations, corporate events and 
media partnerships. To date, BPOF has earned over CHF 4.5 million in 
publicity value, with articles published across news, fashion and lifestyle 
media around the world. 
BPOF video documentaries have also received critical acclaim, with the 
launch film and the “8x8000m” initiative trailer series garnering the 
following awards: “Best Cinematography” at London Fashion Film 2021, 
and “Best Message” at Croatia Fashion Film Festival 2021.
2021 BPOF PR campaign results:
•        55 articles published in the US, UK, Italy, Germany, Switzerland and 	
          Chinese mainland.
•        CHF 970,000 globally in publicity value
MATERIAL TOPIC: FORCED OR COMPULSORY LABOR 
BOUNDARY: ORGANIZATIONAL/OPERATIONAL 
UNOPS TOPIC: CHILD/FORCED/COMPULSORY LABOR

131
GRI APPENDIX
GRI 903
903-2 
Investments made to 
increase the Brand’s 
reputation in the Value 
market
Upper funnel marketing activities that create awareness and drive 
desirability include: brand marketing projects (360 pop-ups/capsules); 
PR 
events 
(seasonal 
presentations); 
wholesale 
brand 
marketing 
(contributions to franchise/wholesale partners towards upper funnel 
activities); out-of-home advertising; offline/online media partnerships; 
paid social media advertising; celebrity/influencer engagements.
- 2021 Upper Funnel global marketing investment: CHF 6.6 million.
Number of violations ascertained in relation to the Supplier Code of 
Conduct in the supply chain: 0.
GRI 904 
904 
Training provided to staff 
on issues concerning the 
centrality of the customer
Total hours of training provided on issues 
concerning the centrality of the customer
Total hours of training provided
540.00
2,482
VALUE
Percentage of training hours provided on issues 
that concern the centrality of the customer
A description of the training plans adopted and 
the main tools adopted
22%
Blended formula (physical, virtual and digital)
Categories of employees involved
Retail Staff Worldwide
STANDARD
DISCLOSURE
2021 RESPONSE

Bally Sustainability Report
bally.com
2021