A year in review Economic / Governance Environment Social Appendix Governance & business conduct / ethics / transparency The Purpose Management Office (PMO), led by the purpose and employee safety in People. The PSP is thus designed to World project lead, is responsible for both supporting the embedding reward executives and key talent who significantly influence of the Purpose within the business agenda at the EC and the long-term success of the business and our purpose Sustainability leadership team levels as well as for helping identify ways of ambitions. Award cascading it down the organisation. Such targets underpin our purpose aspirations, and a clear winners The divisions and functions leadership teams integrate the methodology and sufficient data will ensure that the targets are purpose / sustainability ambitions into strategic plans and appropriate. All the non-financial metrics used in the new PSP Givaudan won the allocate the resources that will make the difference in will be rigorously measurable and audited, increasing world Sustainability delivering on our purpose / sustainability agenda. transparency. The chart below reflects the proportion of Team Award from contribution from the three focus areas of the Givaudan purpose. Sustainability Leaders, a Disclosure 102 – 35 global community- Compensation Transparency intelligence network for Chief Givaudan aims to attract, motivate and retain a diverse pool of Transparency and openly sharing information isn’t just about Sustainability Officers and ESG highly talented people to sustain our leadership position in our compliance; it’s a means of bolstering accountability and executives. Judges awarded us the prize, industry. Our compensation policies are an essential component engagement, and, ultimately, trust. Transparency and clear, which recognises teams who have of this strategy and as such a key driver of organisational open communication are essential to inclusive stakeholder demonstrated creativity, determination performance. Our compensation programmes reflect the engagement and building solid long-term relationships. These and resilience to drive positive change, performance of the business and of individuals and are aligned relationships give us a deep understanding of the most due to the breadth of the team working with our ambition of ensuring that Givaudan is a place where relevant topics for different groups of stakeholders, on sustainability, including many people everyone feels welcome, valued and inspired. We have rigorous permitting us, in turn, to align our business performance with whose roles incorporate sustainability governance, policies and processes to ensure that our the expectations of our stakeholders and with society in outside of the core team; the many compensation practices are aligned with our principles of general, adding to our long-term success. projects the team has implemented and integrity, fairness and transparency. The Compensation the tens of thousands of people Committee supports the Board of Directors (Board) in Performance Share Plan for top 500 employees positively impacted. establishing and reviewing compensation policies. From 1 January 2021, we introduced a new Performance Share 20% 80% Plan (PSP) aligned with the Givaudan purpose focus areas. Non-financial Financial While we have retained the financial metrics traditionally used targets targets to calculate the PSP, they have been complemented by 10% nonfinancial criteria linked to three of the focus areas of the Givaudan purpose. Within the three focus areas, calculation Social targets criteria in the new PSP are: sales and free cash flow in 10% Creations; net greenhouse gas (GHG) emissions reduction in Environmental scope 1, 2 and 3 in Nature, and gender diversity, nationality mix targets 36 Givaudan — 2021 GRI Sustainability Report