Bühler contributes to covering the basic needs of billions of people. As a global provider of industry solutions for food processing and for the production of advanced materials, Bühler contributes to food security and nutrition, food safety, sustainable protein supply, and sustainable mobility.

We contribute to food security and nutrition by providing solutions that reduce raw material losses and enable the production of grain-based staples. We also foster industrial solutions for local grain processing and offer training and education in training centers around the world. Through our engagement with Partners in Food Solutions – an independent nonprofit organization that works to strengthen food security, improve nutrition, and increase economic development across Africa by expanding and increasing the competitiveness of the food processing sector – we support small food businesses in Africa.

We contribute to food safety through our cleaning and optical sorting solutions, through kill steps and hygienic design, and through data services that build transparency into the food supply chain.

We contribute to sustainable mobility with die-casting solutions that reduce the weight of the body of the car and with our battery solutions for electric vehicles. Our thin film coating solutions are used to produce coated architectural and automotive glass, which help save and conserve energy in mobility and in the built environment.

We implement human rights as a foundational element of our business strategy. The safety, health, and well-being of Bühler employees is our top priority. Responsible business conduct is a material topic. We encourage lifelong learning and build a culture of inclusion. Our corporate values of Trust, Ownership, and Passion (TOP) underpin all that we do by providing a framework for how we achieve our goals and collaborate.

Bühler’s understanding of the term “nature” takes into consideration climate and energy, but also other environmental aspects like waste, water, land use, and biodiversity. Bühler’s impact on climate is reflected by the company’s CO₂e footprint. The use of sold goods (in Scope 3 downstream) constitutes the largest part of the company footprint – two orders of magnitude higher than the emissions created in our own operations (Scopes 1 and 2). This large footprint is the result of the globally installed base of Bühler’s technology, the high utilization rate, and the long lifetime of the assets.

As a company, we recognize biodiversity as an integral part of nature which is critically interconnected with climate. We recognize that land use for food crops is one major driver of biodiversity loss and climate change. A core element of our strategy is innovating for land-sparing technologies exemplified by our commitment to contribute to waste and water reduction (material topics for the Group), to enable a sustainable protein supply, and to increase the circularity of biomass with innovations for side stream utilization.

Our sustainability strategy focuses on where the biggest potential for positive impact lies. As a company that provides solutions that help to feed an estimated 2 billion people and provide mobility for 1 billion people, our greatest impact is the contribution we can make to enabling our customers to reduce the environmental footprint of their products. We have therefore focused on developing solutions and services that improve efficiency and yield and that reduce energy, waste, and water, optimizing entire value chains from raw material to consumer products. 

Our 50/50/50 goal encapsulates this ambition. In 2019 we made a bold commitment to have the solutions ready to multiply by 2025 that reduce energy, waste, and water by 50% in the value chains of our customers. 

To fulfil this commitment, we have focused our innovation on developing solutions and services that help our customers to both grow their businesses and reduce their footprint. This is not just about individual solutions or services – we have applied our deep and extensive process expertise to develop solutions that drive improvements across value chains. This has also guided our selection of partners to provide more complete solutions or new applications. 

In order to validate our progress toward this goal, we identified 15 core value chains in which we are active and carried out lifecycle assessments following the ISO 14067 standard, quantifying energy, waste, water, CO2e, and land use per tonne of product. We then assessed the potential reduction in the environmental footprint that can be achieved when Bühler solutions and services are implemented, together with partner solutions and industry best practice. 

In 2025, we established that in 11 of the 15 value chains, reductions of at least 50% are feasible in one or more of these key environmental dimensions, and in all value chains, we can achieve more than 35% savings in at least one category.

At the same time, we continuously work on reducing the impact of Bühler’s own operations on climate (Scopes 1 and 2) and on collaborating with suppliers toward the same goal. Our climate road map is informed by the Science Based Targets initiative (SBTi) framework.

Our transition plan towards a low-carbon economy includes our 2030 target of a 60% reduction in Greenhouse Gas Protocol Scopes 1 and 2 emissions in our own operations using the market-based method.1 This target is measured against our baseline set in 2019. To achieve this target, we not only set an interim target of reducing Scopes 1 and 2 emissions by 25% by 2025 but also defined a pathway. Our pathway is based on reduction of energy consumption and the adoption of renewable energy sources. Additionally, we have developed an energy policy that sets the framework for renewable energy procurement. Key actions on our pathway are the following:

• Reducing energy consumption in our manufacturing sites and sales offices.

• Taking up opportunities to switch energy sources to greener alternatives (e.g., on-site electricity generation, alternative fuels, etc.).

• Reducing our manufacturing and sales offices grid electricity by sourcing more emission free electricity.

With our 60% reduction target we are notably more ambitious than the best practice required by the Science Based Targets initiative (SBTi), which requires a 46.2% reduction. We believe that with our pathway, which we revise continuously and implement, we will be able to achieve our goal.

We address the largest driver of our upstream footprint, purchased goods and services (Scope 3.1), using 2019 as our baseline and aiming for a 27.5% reduction by 2030. Our strategy focuses on three levers: strategic supplier management, volume allocation, and product and process innovation. Our Supplier Engagement Roadmap guides this work, from launching engagement campaigns and collecting supplier emissions and targets, to assessing climate alignment and monitoring progress across categories.

GRI disclosure 302, 303, 305 and 306

The management approaches and subsequent actions are directly linked to the Sustainability Development Goals (SDGs) 6, 12, 13 and 17 and indirectly linked to SDGs 7 and 9.

The governance structure around material sustainability impacts, risks and opportunities within Bühler reflects and ensures the close involvement of the Board of Directors, the Executive Board and the highest management levels.

The responsibility for sustainability lies within the Board of Directors, which has direct overview and monitoring of the progress made towards its sustainability strategy. The Chief Technology Officer and Sustainability Officer present the status once a year to the Board of Directors. Various aspects of Sustainability are regularly reviewed with members of the Executive Board (at least once per month). 

As the Board of Directors considers sustainability an integral part of the company’s strategy, familiarity with environmental, social, and governance (ESG) matters is required of board members. The Board Members have a broad spread of competence relating to ESG topics, including those related to climate. With Board Members engaging in different programs around social and environmental topics, they accompany Bühler with further expertise. 

The Sustainability Committee was established in 2021 to effectively address the impact of our business on nature and humanity and to seek the most effective ways in which Bühler can contribute to mitigating climate change and biodiversity loss. As the sustainability regulatory landscape is fast evolving, the Sustainability Committee not only addresses impacts, but also risks and opportunities that derive from material sustainability topics. It does so within the concept of double materiality, which looks at the impacts of Bühler on the environment (“inside-out perspective”) and the impacts of the environment on Bühler (“outside-in perspective”).The purpose of the Sustainability Committee is to act as an advisory body to the Executive Board regarding Bühler’s sustainability strategy and execution plans in addressing the material impacts, risks, and opportunities. The Sustainability Committee is an assembly of selected Executive Board members such as the Chief Executive Officer, the Chief Financial Officer, the Chief Technology Officer, and the Chief Operating Officer, together with two external experts. The Chief Executive Officer, as Chairman of the Sustainability Committee and Board Member, forms a bridge to the Board of Directors.

In 2025, the Sustainability Committee met four times. Among the key topics discussed were:

• the long-term sustainability strategy for the company including the key topics from the materiality assessment;

• quantification of the environmental impact of Bühler solutions which link to several material topics including climate and energy, waste reduction and circularity, and water and biodiversity; 

• review of strategy and action plan to reduce Bühler’s Scope 1, 2 and 3 emissions;

• review of Bühler’s opportunities to support customers in their sustainability journeys;

• review of opportunities for circular economy, nature, and biodiversity impact.  

Members of the Executive Board have defined roles relating to Bühler’s sustainability strategy in addressing material impacts, risks, and opportunities. 

The Chief Operating Officer oversees sustainability topics, including climate-related matters, with a focus on Bühler’s own operations as well as upstream in Bühler’s supply chain. This covers topics related to CO₂e emissions and monitoring Scopes 1, 2, and 3 (upstream) emissions against set targets.

Scope 3 (downstream) emissions are the responsibility of the Chief Technology Officer, who is also responsible for driving innovation focused on sustainability. This includes climate-related topics that are customer-centered.

Bühler’s sustainability reporting, including climate-related disclosures, is in the charge of the Chief Financial Officer, who also oversees investments regarding Scopes 1 and 2 emissions.

Bühler is committed to embedding sustainability across the entire organization, a material topic for the Group. The result is Bühler’s Sustainability Community. Across different functions, business units, and regions, members of staff have been assigned to work together in a collaborative manner on specific sustainability topics. The Sustainability Community is led by the Sustainability Officer, who reports to the Chief Technology Officer. Key members of the Sustainability Community are linked to the highest management levels. 

In 2025, we provided sustainability training for 625 people including external training for customers and technical schools, as well as internal training programs for Bühler sales, research and development, and management. We ran 29 webinars, conferences, and workshops on the topic. The external training, which reached approximately 215 people, included conferences, events, courses, and tailored 1:1 knowledge transfer workshops with Bühler Environmental Impact Services.

In 2025, the training focused on the sustainability challenges that Bühler’s customers face and how we can support them through our solutions. For this reason, the focus was on delivering the 50/50/50 results at the Networking Days, which was attended by over 1,000 customers and partners.