As demands for reliable and long-lasting transport communication systems increase, small and medium-sized enterprises (SMEs) in the railway sector face unique supply chain challenges. ErvoCom, a family-owned company with 45 employees and more than 30'000 devices in operation worldwide, shows how a focused and Europe-based supply chain strategy can reduce risks and strengthen sustainability. Operating in over twenty countries, the company combines long-term partnerships with strict quality processes to maintain reliability under highly demanding conditions. A train equipped with ErvoCom communication systems Who is ErvoCom? Founded in 2001 in Switzerland, ErvoCom builds communication and passenger information systems for rail operators around the world. From Santiago to Doha and from Glasgow to Manila, the company supports rail networks with train radio, passenger information, and dispatcher solutions. This global footprint requires a supply chain that ensures reliability, long lifetimes and compatibility with rigorous railway standards. Rail vehicles operate for 30–40 years and electronics must last at least 15 years, which raises expectations for durability in extreme temperatures, shaking environments, electromagnetic exposure and safety requirements. Supply Chain Risks in the Railway Sector Railway communication systems consist of complex components that must be highly reliable, repairable, replaceable and easy to deploy. These requirements create risks when sourcing electronics, mechanical parts and subsystems from different countries. Long lifetimes, strict regulatory standards and heavy usage mean that failures directly impact safety and service availability. For SMEs, dependence on external manufacturing partners can add risks related to quality, consistency, and transparency. ErvoCom’s Approach to Managing Risks and Impacts ErvoCom mitigates these risks with a clear strategy: manufacture components in Europe, ensure final assembly and quality control in-house and maintain long-term partnerships with reliable suppliers. This creates independence from large subsystem manufacturers and strengthens transparency. Direct knowledge of supplier sites and live audits support continuous quality improvements and make it easier to manage environmental and social impacts. Local and reliable partners also allow ErvoCom to reduce production and transport-related emissions and to introduce reusable packaging solutions. European production standards support the ethical treatment of the workforce and communities. A long product lifetime and very low failure rates further reduce environmental impacts across the supply chain. Practical Examples Strengthening Sustainability ErvoCom implements several concrete measures to enhance supply chain sustainability and reduce risks: Use of reCIRCLE boxes to reduce waste 100% renewable energy consumption in facilities Remote management tools improving service efficiency Sustainability clauses included in supplier contracts Material traceability and PCB quality control at supplier level A clear recycling concept and repair-friendly product development MTBF and lifecycle-enhancing engineering to extend component durability These actions support transparency, reliability, and environmental stewardship throughout the supply chain. A Partnership-Based Path Forward By combining European production, long-term relationships, and a low failure/long life-oriented design, ErvoCom creates a supply chain that meets the strict demands of the railway sector. For an SME, this approach ensures transparency, reduces environmental impacts, and strengthens resilience in a global market where reliability is essential. ErvoCom shows that even small companies can manage supply chain risks effectively when collaboration and long-term thinking guide every decision. Why ErvoCom joined the UN Global Compact ErvoCom's reasoning for joining the UN Global Compact is one of practicality and a desire to further advance their sustainability. "ErvoCom's core value is quality – since quality in the railway sector is clearly linked to sustainability, it was logical to engage in sustainability and exchange with other companies about their best practices. The UN Global Compact is an ideal platform for us to do so." Advice for other SMEs Through their many years of working within global supply chains, ErvoCom have gathered much experience in navigating them. Their advice for other SMEs who want to progress sustainability within their supply chains is to get in direct contact with their main suppliers and make sure to be informed about their progress in sustainability. Or as ErvoCom put it simply: More partnership – less pressure. Conclusion A resilient and sustainable supply chain is not the product of a single decision, but of a consistent strategy that brings quality, environmental responsibility, and long-term partnership into every stage of sourcing and production. The example of ErvoCom shows that even a 45-person SME, operating across more than twenty countries under some of the most demanding technical standards, can identify complex supply chain risks, translate them into concrete measures, and refine its processes over time. For other SMEs, the key takeaway is not scale, but focus. A Europe-based production footprint, long-term supplier relationships, and a design philosophy built around durability and repairability turn sustainability from an abstract ambition into a practical advantage. Clear priorities, direct knowledge of supplier sites, and continuous quality control are what allow a small company to manage risk effectively and build a supply chain where reliability and responsibility reinforce one another. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch. Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: ErvoCom AG

In June 2026, Switzerland's commitment to the 2030 Agenda came under renewed focus with the publication of its fourth Voluntary National Review. The report, which the Swiss Federal Council will present at the High-level Political Forum in New York in July 2026, offers a comprehensive snapshot of where the country stands in its journey toward achieving the Sustainable Development Goals (SDGs). For businesses, this is more than a government progress report. It is a reflection of the broader sustainability landscape in which companies operate, invest, and plan for the future. Bundeshaus Bern | © EDA 2026 Switzerland reaffirmed its commitment to the 2030 Agenda and its 17 Sustainable Development Goals through its endorsement of the Pact for the Future in December 2024. Participants of the UN Global Compact commit to progressively implementing the Ten Principles throughout their value chains and reporting annually on their corporate responsibility efforts. Beyond this commitment, all participants are encouraged to make a meaningful contribution to achieving the SDGs. This connection between business responsibility and sustainable development has become increasingly important. Companies that actively manage sustainability risks and opportunities across their value chains are not only contributing to societal progress. They are also strengthening resilience, driving innovation, and positioning themselves for long-term success in a rapidly changing economy. For more than eleven years, the UN Global Compact Network Switzerland & Liechtenstein has supported companies on this journey. Our Executive Director, Antonio Hautle, serves as Co-Chair of the Swiss Federal Government's Advisory Group for the 2030 Agenda, helping to shape the dialogue around sustainable development at the national level. A Mixed Progress Report The 2026 Voluntary National Review is particularly significant because it also serves - for the first time - as an interim assessment of Switzerland's National Sustainable Development Strategy. The report focuses on three priority areas: Sustainable consumption and production Climate, energy, and biodiversity Equal opportunities and social cohesion Overall, the report presents a mixed assessment of progress between 2022 and 2026, which makes the conclusion clear: progress is being made, but not fast enough. Switzerland continues to perform relatively well by international standards and remains among the top 20% of highest-ranking countries globally. Yet despite this comparatively strong position, the country has slipped to 26th place in international SDG rankings. Some developments point in the right direction. Progress can be seen in areas such as circular economy, renewable energy, and gender equality. However, progress remains significantly too slow even in these areas. Additionally, many of the most pressing sustainability challenges remain far from being solved. Particularly concerning are the goals related to sustainable consumption, climate action, biodiversity, poverty reduction, affordable housing, and discrimination. Based on current trends, these objectives are unlikely to be achieved by 2030. The report attributes progress to a combination of new strategies, regulatory adjustments, participatory approaches, and support mechanisms. At the same time, competing policy priorities and limited resources continue to slow implementation efforts. It is also worth noting that the review primarily reflects federal-level activities. The contributions of cantons, municipalities, and cities, many of which play a critical role in implementation, are only partially captured. The Role of the Private Sector The private sector features prominently in Switzerland's sustainability story, although the overall picture remains mixed. Over the past decade, sustainability has moved steadily higher on the corporate agenda. Awareness has increased substantially among multinational corporations, large companies, and an increasing number of small and medium-sized enterprises (SMEs). Sustainability considerations are now integrated into many corporate strategies and operational processes, particularly when it comes to environmental topics. The challenge becomes more complex when moving beyond environmental management and into social and human rights issues across value chains. The report highlights important progress made by Swiss businesses in advancing sustainability objectives (see chapter 5.2 in the report). Yet some of the most difficult issues remain unresolved. Negative spillover effects within supply chains, distribution networks, and consumption patterns continue to present a significant challenge. Whether in business-to-business or business-to-consumer relationships, performance in these areas still falls well short of the ambitions set out by the SDGs. For companies, this serves as an important reminder that sustainability leadership increasingly depends not only on what happens within the organization itself, but also on the impacts generated throughout its wider ecosystem. The Ten Principles of the UN Global Compact in the areas of human rights, labour, environment and anti-corruption. A Concerning Shift in Positioning One aspect of the report that has generated discussion and criticism, including from the UN Global Compact Network Switzerland and from members of the Federal Advisory Group, is the apparent repositioning of the 2030 Agenda. Rather than being presented as an important and binding multilateral framework, it is now described as an "important reference framework" for government action. While this may appear to be a subtle change in wording, the implications are more significant. It is our perspective that this weakening of the Agenda 2030's status sends a problematic signal to the business community. Businesses depend on long-term planning certainty. Many companies have used the SDGs as a foundation for strategic decision-making, committed to ambitious targets through initiatives such as Forward Faster, and invested substantial resources in sustainability transformation. Changes in political signalling can therefore have real consequences for investment decisions and long-term planning. This concern is amplified by the current geopolitical context. Multilateral agreements and institutions are facing increasing pressure around the world, as several international commitments have recently been weakened or abandoned by major economies such as the United States. In this political climate, any weakening of Switzerland's position presents as problematic. For a small, highly interconnected country such as Switzerland, strong institutions and reliable multilateral frameworks remain essential. Grounds for Optimism Despite these concerns, the overall assessment remains encouraging. The Voluntary National Report provides a transparent, balanced, and credible picture of Switzerland's progress regarding the SDGs. Rather than presenting an overly optimistic narrative, it openly acknowledges both achievements and shortcomings. This honesty is one of the report's greatest strengths. The quality of the underlying data and the measured but honest tone of the analysis provide confidence that further substantial progress is possible in the years ahead. As a member of the Federal Advisory Group, our Executive Director, Antonio Hautle, states: "I continue to witness strong commitment across the federal administration, as well as among many cantons, cities, and municipalities. Equally encouraging is the engagement demonstrated by Swiss businesses and, in particular, by our UN Global Compact participants, as they continue to show serious, ambitious, and pragmatic leadership in advancing sustainable business practices." At a time of growing political and economic uncertainty, this commitment matters more than ever. The path to 2030 remains challenging, but meaningful progress is still within reach. We continue to count on our business community to help drive sustainable development and contribute to the achievement of the SDGs. Let's keep raising the SDG flag! References Voluntary National Review: 2030 Agenda: Country report and stocktaking survey For further information on the Agenda 2030 in Switzerland: Implementing the 2030 Agenda for Sustainable Development About the UN Global Compact Network Switzerland & Liechtenstein We seek to promote responsible business practices by stimulating multi-stakeholder dialogue, providing knowledge, tools and mutual learning for businesses in Switzerland and Liechtenstein to engage in corporate responsibility and sustainability. We support companies to align their corporate strategies and operations with the Ten Principles of the UN Global Compact in the areas of human rights, labour, environment and anti-corruption and to take actions to support the Sustainable Development Goals. Contact Antonio Hautle Executive Director | UN Global Compact Network Switzerland & Liechtenstein antonio.hautle@globalcompact.ch

On 10 June 2026, we welcomed over 70 guests — business leaders, representatives from government, civil society and international organizations — to our General Assembly and Global Compact Dialogue at the premises of dsm-firmenich in Satigny. We look back on a day of candid exchange and learnings on what it takes to build resilient organizations in an increasingly uncertain world. 2026 General Assembly of the UN Global Compact Network Switzerland & Liechtenstein General Assembly UN Global Compact Network Switzerland & Liechtenstein (GCNSL) The General Assembly was opened by GCNSL President Dr. Ruth E. Blumer Lahner, and Executive Director, Antonio Hautle, who guided the participants through the formal proceedings and strategic outlook. Looking back on a busy year of activities, events and milestones, they also outlined what lies ahead — from our Accelerator Programmes and new Academy e-learnings, to upcoming peer learning groups and further training and engagement opportunities. For an overview of upcoming activities, visit our event page. As in previous years, the GCNSL presented its 2025 financial report and statements, the 2026 budget, and the findings of an independent financial audit — reflecting our continued commitment to transparency and accountability. The annual report, financial report, 2026 membership fees and budget were all approved by the participants present. Board Election: Welcoming New Members and Thanking Departing Ones This year's assembly also marked a significant moment for our board. We re-elected eight board members and welcomed four new ones: Karin Reiter | SVP Sustainability & ESG | The Adecco Group Hallvard Bremnes | Global Head of Sustainability | Givaudan International SA Barbara Vrede | VP, Social Impact & Sustainability | Novartis International AG James Rawson | Finance Director | Kaizen Institute Ltd We look forward to benefiting from their expertise and fresh perspectives in the years ahead. At the same time, we had to say goodbye to three board members. We extend our heartfelt thanks to Vice-President, Dr. Jérôme Barra, Carrie Scott, and Nick Bell for their valuable contributions and dedication over the past years. Dr. Jérôme Barra | Vice-President, Taste Global Marketing and Business Development | dsm-firmenich | appointed 2021 | Vice-President 2023- 2026 Carrie Scott | Head, Sustainability and ESG Office | Novartis | appointed 2023 Nick Bell | Global Head of Marketing Communications | Trafigura | appointed 2019 We were also pleased to share the stage with our long-standing partners from the Federal Administration — the Swiss Agency for Development and Cooperation (SDC), the State Secretariat for Economic Affairs (SECO), and the Peace and Human Rights Division (FDFA) — who are also represented in our Programme Committee. Our thanks go to Roland Widmer (SDC) and Rémy Friedmann (EDA) for taking the time to attend our General Assembly and for sharing the latest updates from their respective offices, and to all our partners for their continued engagement. Lastly, this year's General Assembly also carried a special significance. After years of dedicated leadership, Antonio Hautle will be stepping down as Executive Director, making this his last General Assembly. His succession is currently being planned, and we will be taking the opportunity to celebrate his contributions to the GCNSL properly during the 2027 General Assembly. We are grateful for everything he has brought to this organization and to our network.  Global Compact Dialogue Following the General Assembly, the doors opened to our Global Compact Dialogue — our public afternoon event, and a chance to bring voices from business into the conversation. This year's theme could not have felt more timely: how can organizations navigate geopolitical uncertainty responsibly, while upholding trust, protecting stakeholders, strengthening resilience and preserving long-term value. Katharina Stenholm | dsm-firmenich Following a short welcome from Antonio Hautle, Katharina Stenholm, Chief Sustainability Officer at dsm-firmenich, set the tone for the afternoon with an inspiring input on "Sustainability as a Value Creation Opportunity." Drawing on dsm-firmenich's experience, she made a compelling case that sustainability is not a cost to be managed, but a genuine driver of innovation and long-term value — for business, for the world, and for customers, employees and stakeholders alike. It was a fitting opening for an afternoon dedicated to resilience, and a message that feels especially timely given today's landscape. Our sincere thanks to Katharina, both for hosting us at dsm-firmenich and for so generously sharing these insights with our network.  Building Corporate Resilience amid Geopolitical Tensions We had the honour of welcoming Livio Sarandrea, Business and Human Rights Global Policy Advisor at the United Nations Development Programme (UNDP). With his thought-provoking input "Human Rights vs. Competitiveness: A False Dilemma?", he set the stage for the panel discussion to follow, making the case that robust human rights due diligence is not a competitive cost, but a source of resilience, investor confidence and long-term advantage. The centrepiece of the afternoon was a high-level panel on "Building Corporate Resilience amid Geopolitical Tensions." At a moment when fragmentation, shifting trade dynamics and growing pressure on multilateral cooperation are reshaping the operating environment for businesses everywhere, the panel offered a candid, wide-ranging discussion on what resilience really means in practice — and how commitment to sustainability and supply chain management can help safeguard trust, protect stakeholders and preserve long-term value even when the landscape keeps shifting.  We would like to extend our warmest thanks to our three panellists, who took the time to share their experience and perspectives so openly with our audience: Alain Fournier | Chief Financial Officer | Contexa Ana Serbanovic Mendes | Sustainable Procurement Lead | Sonova Group Josie Lianna Kaye | Chief Executive Officer & Founder | TrustWorks Global Moderation: Alice Harbach-Forel | Head of Programmes | GCNSL L to R: Alice Harbach-Forel, Josie Lianna Kaye, Ana Serbanovic Mendes and Alain Fournier World Café: Turning Dialogue into Action The panel set the stage for a series of World Café-style conversations — informal, rotating small-group discussions designed to carry the day's themes further and turn them into something more concrete. Our thanks go to the panellists, who stayed on to facilitate their own tables, as well as to Annie Burdzy from DCAF and the GCNSL team for facilitating additional discussion rounds.   Acknowledgements Our warmest thanks go to everyone who joined us for this year's General Assembly and Global Compact Dialogue, and made it such a rich and engaging day. A special thank you to our host, dsm-firmenich, for so generously welcoming us to their premises in Satigny and to Dr. Jérôme Barra for his support. We are equally grateful to Katharina Stenholm, Livio Sarandrea, and to our three panellists, for taking the time out of their busy schedules to share their knowledge, experience and perspectives with us. It is this generosity — of time, insight and openness — that gives these gatherings their real value. Finally, a big thank you to the GCNSL team, our President, all board members and participants for their continued engagement and support. We look forward to seeing how the ideas, connections and conversations sparked at this event will translate into greater resilience and collaboration in the future. GCNSL Team All photo credits: IKIGAI Media

For Telecom Liechtenstein, managing supply chain risks is central to ensuring reliable communication services while meeting growing environmental, social and governance expectations. As a small but nationally significant provider, the company demonstrates how small and medium-sized enterprises (SMEs) can address complex risks even without a centralized strategic procurement or legal department. Who is Telecom Liechtenstein? Based in Vaduz and fully owned by the State of Liechtenstein, Telecom Liechtenstein works with more than 500 suppliers and handles nearly 7'000 deliveries and service engagements per year—spanning Liechtenstein, Switzerland and global markets. Operating within the European economic area, the company must comply with both Swiss and EU requirements, adding further responsibilities to its procurement processes. Its agile organizational structure gives each operational circle full responsibility for supplier decisions and compliance. ESG issues are coordinated through a dedicated Community of Practice, enabling the SME to manage risks without centralized functions. A Hands-On Multi-Angle Approach to Sustainability Environmental Risks in the Supply Chain Telecommunication networks rely on energy‑intensive infrastructure and complex hardware supply chains. Telecom Liechtenstein faces environmental impacts such as high electricity consumption, CO₂ emissions from network technology, raw material extraction for devices, e‑waste from short innovation cycles and land use during network expansions. These dependencies also create risks: rising energy prices, unsustainable procurement and climate‑related network disruptions. To address these risks, the SME focuses on renewable energy use, environmental criteria in supplier selection, refurbishment and reuse practices, infrastructure sharing, supply diversification and ongoing supplier reviews. Business continuity strategies further help manage climate‑related disruptions. Social Risks and Responsibilities The company’s supply chain involves hardware manufacturing and raw material extraction, often associated with human rights, labour, and safety risks. Additional social factors include occupational safety among subcontractors, digital inclusion in rural areas and strong data protection requirements. Typical risks include poor working conditions at Tier 2 and Tier 3 suppliers, accidents during construction, and potential data breaches. Telecom Liechtenstein mitigates these risks through supplier selection requirements, education and compliance guidelines for external workers, ISO 27001 certification, mandatory certifications for construction partners, contractual audit rights and ensuring connectivity strategies include underserved regions. Governance Risks in a Regulated Environment Operating across international regulatory frameworks creates governance challenges, including low supply chain transparency, reliance on key suppliers and compliance with export controls, sanctions and supply chain laws. The SME addresses these risks through structured supplier selection, diversification, clear internal responsibilities, country risk and sanctions screening, adherence to international standards, and possible on‑site audits. Why Telecom Liechtenstein joined the UN Global Compact Following their commitment to the Science Based Targets Initiative (SBTi) and the validation of their targets in line with the 1.5°C goal of the Paris Agreement, joining the UN Global Compact marked another important step. "It reflects our commitment to greater transparency and underscores our dedication to openly communicating our goals and actively promoting dialogue on these socially relevant issues." Advice for other SMEs Telecom Liechtenstein uses its Owner Strategy, Code of Conduct and General Terms and Conditions of Purchase to embed ESG considerations into daily operations. Six‑monthly supplier reviews of key suppliers, contract management processes, regulatory checks and lifecycle management ensure risks are continuously monitored and addressed. The SME states that while no SME can manage every challenge simultaneously, structured processes and clear responsibilities enable meaningful progress in supply chain risk management. Conclusion A sustainable supply chain and business conduct is not built through a single initiative, but through a consistent multi-angle approach that integrates environmental, social and governance considerations into everyday decision-making. The example of Telecom Liechtenstein shows that even within the constraints of an SME, it is possible to identify complex risks, translate them into structured actions and continuously refine processes over time. For other SMEs, the key takeaway is not perfection, but progress. Clear priorities, defined responsibilities and regular review mechanisms can turn sustainability from an abstract goal into a practical management tool. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch. Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: UN Global Compact Switzerland & Liechtenstein

Every year, the Communication on Progress (CoP) gives us a window into how UN Global Compact participants are translating their sustainability commitments into practice. The 2025 period brought in 11'529 submissions globally, with 178 coming from companies part of the UN Global Compact Network Switzerland and Liechtenstein (GCNSL). All figures in this article are drawn from those GCNSL submissions. This year's data tells an interesting story about who is doing the reporting. A significant share of our participants are small and medium enterprises (SMEs), and 42% of them rely on the CoP as their sole reporting mechanism. For these businesses, submitting a CoP is their primary vehicle for structuring and communicating their sustainability journey, which makes the quality of that engagement all the more meaningful. Also worth noting is how companies are reporting. While most UN Global Compact participants globally use the CoP questionnaire, GCNSL participants are proportionally more likely to submit a standalone sustainability report, with the split sitting at roughly 62.5% CoP questionnaire submissions versus 37.5% report uploads. GRI is the most widely used reporting framework among those companies that have a sustainability report other than the CoP. So, what does the substance of those reports actually tell us? Below, we take a closer look at what the 2025 data shows us across the four thematic areas of the Ten Principles. Governance Strong governance is what turns sustainability commitments on paper into decisions that actually shape how a business operates. As regulatory expectations grow and supply chains become more challenging to oversee, the question is no longer whether to have governance structures in place, but rather how well they are working. The good news from this year's data is that the structural foundations are largely there. Most GCNSL participants have due diligence processes, codes of conduct, and designated leaders responsible for one of the sustainability topics at the highest level, as seen in the graphics below. These are not trivial achievements, particularly for SMEs. What is more striking, and perhaps more telling, is the gap when it comes to executive incentives. Across all four sustainability pillars, only a small minority of businesses have linked executive pay to sustainability performance. When sustainability efforts are not reflected in how leadership is evaluated and rewarded, even the most well-designed structures can remain somewhat theoretical. This may be one of the more consequential areas for GCNSL companies to examine as they look to deepen their impact and reinforce long-term value creation. Human & Labour Rights Human rights and labour rights are areas where most GCNSL participants have done meaningful work at the policy level. Looking at the data below, it is clear that topics like workplace safety, non-discrimination, and data privacy are being taken seriously, with high rates of formal policy commitment across the board. Where things get more interesting is the gap between having a policy and taking action. Capacity building within business relationships is the most common form of concrete action, which reflects a growing awareness that risk does not stop at the company's front door. Supply chains and business partnerships are where many human and labour rights impacts occur, and companies appear to be responding to that. At the same time, collective action with external stakeholders remain strikingly low across most topics. For management looking to enhance their human and labour rights efforts, external engagement may be worth a closer look. Environment Environmental issues have moved firmly into the territory of business risk, and the data seen below suggests that most GCNSL participants are responding with at least some level of policy commitment. Energy and resource use, waste management, and climate change are the topics attracting the most attention, which broadly tracks with where market and European regulatory pressure is currently highest. What is less encouraging is the picture of climate adaptation. While many companies have policies addressing environment-related issues, a significant share has not yet developed a concrete climate adaptation plan. Simultaneously, formal pressures have been removed in the EU with the revised reporting standard ESRS E1 - a direct consequence of the EU Omnibus Package 1, which will also impact Swiss and Liechtenstein companies. Those in scope are no longer required to disclose a transition plan for climate change mitigation, frequently interconnected with climate adaptation. However, given that physical climate risks, from extreme weather to supply chain disruption, are increasingly affecting business operations across all sectors, this is a gap that carries real strategic implications. Planning for adaptation is not just about resilience - it is increasingly a question that investors, insurers, and business partners are asking. It is also worth noting that collective action on environmental issues remains low, mirroring the pattern seen in human and labour rights. Internal training is by far the most common response across all environmental topics. Anti-Corruption On anti-corruption, GCNSL participants are in a relatively strong position. A clear majority have formal compliance programmes in place, and most of those that invest in training make it available to all employees rather than limiting it to specific roles or levels. This is a meaningful baseline. The areas requiring more attention are at the edges of the programme, particularly with regard to third-party relationships and collective action. Extending anti-corruption training and due diligence to suppliers, contractors, and consultants remains less common than might be expected, given that third-party relationships are among the most significant corruption risk vectors for internationally operating businesses. Collective action against corruption, such as engaging with industry peers or civil society to address structural risks in specific markets or sectors, is also very limited among GCNSL participants. Only one in five currently engages in collective action against corruption, while it is not seen as a current priority for the majority. This is not necessarily surprising, but it represents a real opportunity. Corruption is, by definition, a problem that no single business can solve on its own, and the businesses that engage beyond their own operations are better positioned to influence the broader environment in which they operate. The 2025 data presents a picture of participants who have built genuine sustainability infrastructure but are still working out how to make full use of it. Policies, codes of conduct, and due diligence processes are increasingly in place. The next steps, whether that means more incentives for executives, broader external engagement, or more proactive climate adaptation planning, are where the real differentiation will happen in the years ahead. By sharing this data, we hope to inspire more businesses to engage deeply with the Ten Principles of the UN Global Compact and to learn from each other. We hope these findings offer a useful reference point, whether you are benchmarking your own progress or simply curious about where your peers stand. If you wish to dig deeper into the data, the CoP Data Visualization Tool is available to the public. Participants are able to access a personalised benchmark when logged into their account. Transparency is the first step toward transformation, and together, we can move toward a more just, inclusive, and sustainable future. About the Communication on Progress The Communication on Progress (CoP) is the accountability mechanism of the UN Global Compact. It is an annual and mandatory requirement for all business participants of the UN Global Compact. The submission period for the mandatory 2026 Communication on Progress (CoP) opens on 1 April 2026 and closes on 31 July 2026. Contact for CoP-related questions Tabea Böglin Programmes Manager–Social Sustainability, ESG Reporting and Regulations tabea.boeglin@globalcompact.ch

From the hazelnut fields across the world to conscious consumers in Europe, yourharvest's story is one of connection and responsibility. With a clear commitment to responsible sourcing and long-term collaboration, the company demonstrates how small- and medium-sized enterprises (SMEs) can drive meaningful change in complex supply chains. What began as a simple procurement operation has grown into a movement for fair working conditions, ecological farming, and child protection. A yourharvest employee in the hazelnut field with their partner and a farmer. Who is yourharvest? Yourharvest is a trusted procurement partner for customized, plant-based food products sourced from around the world. Their extensive global network connects sustainability-minded European customers with organic and responsibly producing partners in the countries of origin. By bridging these worlds, yourharvest ensures that sustainable products reach the market while fostering long-term, ethical relationships across their entire supply chain. "Happy Hazelnut" - a programme against child labour in the hazelnut supply chain Sustainability is a deeply layered topic, one that requires focus, prioritization, and a clear understanding of where the greatest risks and impacts lie. More than ten years ago, a risk analysis revealed significant concerns about child labour in the hazelnut supply chain. Rather than looking away, yourharvest took decisive action and launched the Happy Hazelnut programme together with long-standing partners and customers. This initiative promotes ecological hazelnut farming and combats child labour through a combination of fair pay, improved living conditions, and opportunities for education and childcare. Thanks to this project, yourharvest has been able to: Pay fair wages to 130 farmers and 500 harvest workers Provide decent accommodation with sanitary facilities to improve health and safety Prevent child labour by establishing a supervised summer school for around 30 children of harvest workers Children of harvest workers enjoying summer school. Through Happy Hazelnut, yourharvest demonstrates that responsible sourcing can go hand in hand with social impact and transparency. To them, the essence of the project is about: Better living conditions Fair wages for farmers and harvest workers Organic farming of hazelnuts The prevention of child labour However, the project not only helps the workers and children, but it also brings about significant advantages for the SME. It strengthens relationships and trust with suppliers through regular, on-the-ground collaboration and provides an established programme that meets the Corporate Sustainability Due Diligence Directive (CSRDDD) requirements, which yourharvest can offer to customers. Moreover, the collaboration with their customers allows them to agree on minimum quantities and gain economic security. Despite the project's success, recent years have also brought challenges such as inflation and a general reluctance among some customers to pay for sustainable products, even amid stricter supply chain regulations such as the Lieferkettensorgfaltspflichtengesetz (LkSG) and CSRDDD. Furthermore, rising cocoa prices put significant price pressure on other chocolate ingredients, such as hazelnuts. Yet yourharvest remains steadfast in its mission, proving that sustainability requires both perseverance and partnership. To learn more about the Happy Hazelnut programme, watch their YouTube video or visit their website or LinkedIn profile. Why yourharvest joined the UN Global Compact The SME joined the UN Global Compact to structure and strengthen its sustainability work around the Ten Principles of responsible business. These principles provide clear guidance on human rights, labour, environment, and anti-corruption. All essential areas for any business looking to manage complex global supply chains responsibly. In addition to that, the UN Global Compact offers something invaluable according to yourharvest: access to a global network of like-minded organizations and practical trainings. "Sustainability requires exchange and continuous learning", the company explains, and as they have shown, it is that spirit of collaboration which drives their ongoing commitment to improvement. Advice for other SMEs Yourharvest emphasizes that sustainability requires foresight and a person in the company who thinks long-term and can inspire others. Their advice to other SMEs is to integrate sustainability into operational processes so that it becomes part of everyone's daily work. They also recommend joining networks and platforms such as the UN Global Compact or Ecovadis to connect, learn, and make sustainability efforts more visible. Conclusion Their story shows that true sustainability is not achieved through isolated actions, but through collaboration, courage, and long-term commitment. By identifying risks, taking responsibility, and engaging partners at every level, yourharvest has built a model that combines ethical sourcing with tangible social impact. Even in challenging times, their example proves that doing business responsibly is not only possible, it is essential for a sustainable future. We are looking forward to seeing how yourharvest's sustainability journey will progress and are excited to help them along the way. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: yourharvest AG

At the end of September, organizations across Switzerland and Liechtenstein once again raised the SDG Flag to demonstrate their commitment to a more sustainable future and the 17 Sustainable Development Goals (SDGs). The UN Global Compact Switzerland & Liechtenstein team This year’s SDG Flag Day was particularly special as it not only marked 10 years since the adoption of the Sustainable Development Goals (SDGs) by 193 UN member states, but also the UN Global Compact's 25th anniversary . What began in 2000 with just 44 companies has since grown into the world’s largest corporate sustainability movement, with over 22'000 participants in more than 160 countries. The Ten Principles of the UN Global Compact and the SDGs remain a crucial roadmap to address human rights, protect the planet, and tackle inequalities. But today, we face the sobering reality that only 35% of the Goals are currently on track or making modest gains according to the Sustainable Development Goals Report 2025 . In this context, the role of business is more important than ever. Over the past 25 years, the UN Global Compact has united businesses, governments, and civil society to support companies embedding sustainability into corporate strategy by providing a platform for collaboration, innovation, and accountability to drive meaningful action on the SDGs and build more resilient and inclusive economies. The SDG Flag Day is a global visual expression of this commitment. Since 2023, over 300 flags have been raised across Switzerland and Liechtenstein, with participation from multinational corporations, SMEs, municipalities, and universities. Additionally, many have shown their support digitally through virtual flags on platforms like LinkedIn. However, the initiative is more than a visual symbol - it is a call to action. By raising the flag, organizations publicly affirm their support for sustainable development and inspire others to join the movement. A special thank you to all the organizations that participated in this year’s SDG Flag Day and contributed to its success. It was inspiring to see the creative and thoughtful ways in which sustainability was brought to life - through awareness campaigns, employee engagement, community events, and stakeholder involvement. Whether through physical flags or virtual participation, your actions sent a clear and powerful message: we are #TogetherForTheSDGs. Below are some highlights and impressions from participants and partners of the Switzerland and Liechtenstein network. Would you like to include your images? Please email us and we will gladly add it to our gallery: info@globalcompact.ch Photo credits: The organizations shared their photos with us and granted permission to feature them in this article. Photo credits belong to the respective organizations.

As the demand for sustainable logistics and resilient supply chains continues to grow, SkyCell stands out as a pioneer in integrating climate action into its core business strategy. Known for its innovative hybrid containers and monitoring services that safeguard temperature-sensitive pharmaceuticals during transport, SkyCell is proving that sustainability and business performance can go hand in hand. Follow along to learn how this small and medium-sized enterprise (SME) goes about setting science-based climate targets and what advice they have for other SMEs. SkyCell's temperature-controlled pharmaceutical containers: ready and waiting for transportation. Who is SkyCell? Founded in 2012, SkyCell is a supply chain technology company revolutionizing the pharmaceutical supply chain with temperature-controlled containers and tracking services. Their cutting-edge hybrid containers ensure the safe transport of temperature-sensitive medications, whilst their real-time monitoring solutions provide global visibility to reduce cost, risk and CO ₂ . "Our vision is to lead the pharma supply chain to achieve zero medicine loss and net zero CO ₂ emissions" Setting Science-Based Targets for a Climate-Resilient Future SkyCell has taken a decisive step forward in its sustainability journey by setting a science-based near-term 1.5 °C target for 2030, approved through the streamlined validation route for SMEs. With this commitment, the company pledges to reduce absolute Scope 1 and 2 greenhouse gas emissions by 42% from a 2020 baseline, and to measure and reduce Scope 3 emissions. This near-term target aligns SkyCell's emission reduction efforts with climate science and positions the company among a growing network of businesses taking meaningful and measurable climate action. Recognizing the crucial role that small and medium-sized enterprises play in addressing climate change, SkyCell emphasizes that every effort counts. By aligning with the Science Based Targets initiative (SBTi), the company has continued to drive improvements in its Scope 1, 2 and 3 emission calculations, as well as publicly reporting on its progress in its Annual Sustainability Report . These efforts continue to strengthen stakeholder trust, align SkyCell with their customers' goals, and boost overall credibility. Internally, the SBTi target has become a key driver in shaping the company's net-zero roadmap and goal year of 2040, helping to prioritize innovations and operational strategies for emissions reduction. SkyCell's decarbonization levers and their relative contributions to meeting SkyCell's 2040 goal. As a business operating within the air-freight industry, widely considered a hard-to-abate sector, SkyCell has embraced the challenge of thinking boldly and pushing the boundaries of what's possible. This approach has led to a more refined emissions profile, enabling the company to focus its efforts strategically and define a clear path toward achieving net-zero. Beyond environmental gains, this strategic shift has also unlocked new business opportunities and accelerated organizational growth, most notably demonstrated by the doubling of their sustainability team in the past year. SkyCell's example demonstrates how ambition and science-driven decision-making can together pave the way for meaningful climate impact and sustainable business growth. Why SkyCell joined the UN Global Compact SkyCell joined the UN Global Compact in 2021, driven by the desire to be part of a supportive and forward-looking network that fosters continuous improvement. The network's emphasis on stakeholder exchange, capacity-building trainings, and events has provided SkyCell with valuable insights and tools to strengthen its sustainability journey. At its core, sustainability is a defining value for SkyCell. The company continuously works to minimize its environmental footprint by developing reusable solutions, such as its hybrid containers and data loggers, and by optimizing operational processes to enhance efficiency and reduce waste. Participation in UN Global Compact initiatives has played a pivotal role in advancing these efforts. Through the Climate Ambition Accelerator, SkyCell significantly improved the precision of its emission calculations, allowing for better prioritization of CO ₂ reduction strategies and more tangible climate actions. Additionally, the UN Global Compact has supported SkyCell in strengthening its governance structures. Updated policies, supplier engagement and targeted trainings have led to a more robust Supplier Code of Conduct, ensuring that sustainability principles extend throughout the value chain. Most recently, SkyCell launched a publicly accessible whistleblower system, further enhancing transparency and accountability across its operations. By actively engaging with the UN Global Compact's offerings, SkyCell has not only advanced its internal sustainability practices but also reinforced its commitment to responsible business conduct on a global scale. Advice for other SMEs For SkyCell, acting on sustainability is more than a responsibility; it has been a catalyst for innovation and growth. Embedding sustainability into business strategy drives valuable insights, inspires new solutions, and fosters a culture of collaboration and continuous improvement. "Engage your team, measure emissions, and think big — great ideas often come from unexpected places!" The company's advice to other SMEs is clear: just start. Even if the process seems daunting at first, what truly counts is consistent progress, not perfection. Every step forward contributes to building momentum and meaningful impact. SkyCell also highlights the importance of leveraging supportive networks, such as the UN Global Compact, which offer valuable resources, peer exchange, and expert guidance to help SMEs navigate their sustainability journeys with confidence. Conclusion SkyCell's experience demonstrates that sustainability is both an opportunity and a strategic advantage, even in industries facing significant decarbonization challenges. By setting science-based targets, embedding sustainability into operations, and actively engaging with the UN Global Compact, the company is not only reducing emissions but also building long-term resilience and trust. For other SMEs, SkyCell's message is one of encouragement: start where you are, make progress step by step, and use available networks to guide you forward. With commitment, collaboration, and continuous learning, every business can contribute meaningfully to a more sustainable future. We are excited to see what SkyCell will do next and look forward to supporting them in their future efforts. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: SkyCell AG

For businesses, it is no longer enough to talk about reducing waste or lowering carbon footprints behind closed doors. Guests, clients, and customers want to see action, transparency, and innovation. At the Six Senses Crans-Montana resort, they have embraced this challenge not only as a responsibility but also as an opportunity to rethink how business can be done by small- and medium-sized enterprises (SMEs). By weaving sustainability directly into their offerings, they have discovered that ecological responsibility and financial intelligence are not opposites but can instead reinforce each other. The Earth Lab in Crans-Montana, where the water for the resort is bottled. Who is Six Senses? Six Senses started in 1995 as a self-sufficient barefoot luxury island resort. Over the last thirty years, it has pioneered Sustainable Luxury Hospitality. Today, they have expanded to 27 locations, which integrate not only back-of-house sustainability initiatives but also bring sustainability to the forefront through unique experiences, the Earth Lab, their Sustainability Fund, and more. Bottling Sustainability: A Triple-Win Innovation At the Six Senses Crans-Montana, sustainability is not just a behind-the-scenes practice; it is something their guests can see and experience firsthand. One of the best examples is their in-house water bottling system. Every bottle of drinking water is filled right there on site, in front of the guests. This makes the practice more than a process; it becomes a storytelling aspect for the brand—a story of ecological responsibility, financial intelligence and social engagement. The bottling facility itself is a site to visit and becomes part of the vacation experience. With its shifting mechanical parts, it sparks curiosity and invites questions. This curiosity opens the door for meaningful conversations with the staff who explain the reduced carbon footprint, made possible through the reuse of glass bottles, as well as the benefits of the unique alkaline minerality of the glacier water used and its benefits for balancing the acidity of modern diets. Additionally, they point out how the entire water bottling project pays for itself within just 24 months, highlighting the financial benefit of in-sourcing this procedure. This closed-loop system embodies what they call a "triple win": Ecological superiority through waste and carbon reduction Social value through education and storytelling Financial intelligence through smart in-sourcing To them, bottling water in-house is not only practical but also a way to live their sustainable values and bring their guests along on the journey. Why Six Senses Crans-Montana joined the UN Global Compact As Six Senses Crans-Montana is focused on sustainability as a core principle, as well as sustainability and wellness being its unique selling point, joining the UN Global Compact was a natural move. ''The joining of the UNGC was about wanting to connect with like-minded for-profit peers" Furthermore, they are of the belief that businesses banding together to announce their commitment to sustainability publicly and to show the tangible impact each one of them has can start the ball rolling for other businesses to start their own sustainability journey and move the needle. Advice for other SMEs When it comes to sustainability, one thing is clear to Six Senses Crans-Montana: "We play in a capitalist, for-profit terrain, and must play intelligently by the rules" To them, true impact happens when ecological benefits align with business benefits. They believe that the greatest opportunity lies in shifting the mindset around traditional business models. Instead of framing sustainability as a sacrifice, they frame it as an advantage by showing how it can generate savings, increase efficiency, and strengthen a brand's value. This approach sets the stage for a larger movement. As more businesses recognize the financial and reputational benefits of sustainable practices, momentum grows. Eventually, the pressure of critical mass means even the non-believers are compelled to follow suit. Conclusion Sustainability is not just about doing what is right for the planet; it is about reimagining how business can succeed. By aligning ecological practices with financial and social value, they have created systems that are resilient, intelligent, and inspiring. Their in-house bottling system shows how innovation can deliver a triple win, while their advice to other SMEs highlights the power of working with the realities of today's economy. When sustainability becomes inseparable from profitability and branding, it transforms from a niche value into an integral part of any business. We are proud to have Six Senses Crans-Montana as a participant and hope that their story of making sustainability an inseparable part of their business inspires other SMEs. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: Six Senses Crans-Montana

Businesses are increasingly held accountable for their environmental and social impact, and instead of just looking at their own operations, this boutique law firm is advising clients on their ESG and impact-related legal matters. With a strong commitment to sustainability, innovation, and ethical business practices, id est avocats are proving that purpose and profit can and should go hand in hand for any SME (small- and medium-sized enterprise). Who is id est avocats? Id est avocats is a forward-thinking, independent boutique law firm that assists innovative businesses, successful entrepreneurs, sophisticated investors, and global brands in navigating today's complex world.  "Our vision is to become a champion in advocating for responsible and sustainable business practices, with a focus on innovation and technologies that can have an impact." More than just words, this vision actively shapes how the firm operates, from its internal strategies to the clients it chooses to work with. Embedding Sustainability in Daily Practice The firm's commitment to sustainability is not a side project, but deeply integrated into its everyday operations and strategic direction. This intentional approach has led id est avocats to make conscious, sometimes bold, decisions in pursuit of long-term positive impact. Such choices include: Implementing a client exclusion list Upskilling their team Prioritizing innovation with a positive impact This strategic approach has positioned the SME to now assist more than twenty clients across various industries and company sizes on ESG and impact-related legal matters. A number they aim to double within the next three years, thereby further expanding their contribution to responsible business practices and sustainable growth, case by case. Why id est advocats joined the UN Global Compact "As a certified B Corp and the only Swiss member of the Net Zero Lawyers Alliance, joining the UN Global Compact was an obvious decision." Beyond the framework for responsible business conduct, which id est avocats greatly appreciates, they see the provided access to a dynamic community of like-minded companies as the UN Global Compact's strongest offering. In their opinion, the community offers not only a fostering of valuable exchanges but also mutual support. This collaborative environment has been particularly beneficial to the SME in its sustainability efforts. Advice for other SMEs Id est avocats' advice begins at the first and most important step: to embed sustainability into the core business strategy rather than treating it as a separate initiative or marketing effort. They further advocate to: Align with established frameworks such as the UN Global Compact to guide your efforts. Focus on modest and measurable impacts , ensuring sustainability is both a value-driven and business-smart decision. Become bolder in efforts over time . Engage stakeholders , from employees to clients, to create meaningful change. Maintain transparency and accountability to strengthen trust and ensure long-term success. Conclusion Id est avocats exemplify how even a small firm can drive outsized impact when purpose is placed at the heart of a business. By making principled decisions, aligning with global frameworks, and fostering a culture of continuous learning and innovation, they are shaping the future of legal services. One that champions sustainability, ethics, and meaningful progress. As they continue to grow their ESG-focused client base and amplify their voice in the global sustainability community, id est advocats shows how SMEs can lead by example and help create a more just and sustainable world. We are proud to have id est avocats as a participant of the UN Global Compact Network Switzerland & Liechtenstein, and look forward to continuing to support them in their sustainability journey and watch their impact grow even further. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits:

With sustainability being an unavoidable and integral part of any business's operations, starting can often be the most difficult step, especially for SMEs (small- and medium-sized enterprises). Contexa is a good example of how meeting stakeholder expectations and engaging employees can be a significant driver for change and sustainability. By making sustainability a strategic and well-resourced priority, they demonstrate that any SME can successfully make the transition. 3-hour Climate Fresk workshops offered to all employees to raise their awareness on climate-related topics Contexa's top management & director of impact. From left to right: Philippe Vulliet (Director of Impact); Alain Fournier (CFO), Daniel Schüpbach (CEO & Founder); Claudia Baldovin (COO) Who is Contexa? Contexa is an innovation-driven company of 70 people based in Geneva and active worldwide. Operating in the industrial sector, they have been designing and manufacturing dosing machines for 25 years for the fragrance and flavours industries, for both lab and production activities. They invented a unique space-saving simultaneous dosing technology called COLIBRI, which not only minimizes operational waste but also delivers unparalleled manufacturing capabilities. Putting impact first For Contexa, their most impactful initiative so far has been, in their words, " to start our sustainability journey ". In May of 2024, the company created a new dedicated role - Director of Impact - to develop and drive a sustainability strategy tailored to their business and scale. Several converging signals prompted this decisive move: Board-level awareness was raised at the end of 2023, highlighting sustainability as a business priority. Employee feedback pointed to the absence of an environmental management approach. Customer expectations evolved, with key partners focusing on "carbon footprint", "CSR labels", and a "responsible supply chain". Two critical enablers made the creation of the new role possible: Bottom-up internal initiative: an engaged employee proactively shaped a sustainability project and stepped up to lead it. Top-management endorsement: starting with the CFO, who recognized the strategic importance of sustainability, which provided the trust and resources necessary for its realization. In just one year, awareness translated into concrete action: Two carbon footprint assessments were completed, laying the groundwork for emissions reduction. Bronze EcoVadis rating , marking the SMEs first external sustainability evaluation. Over a dozen Climate Fresk workshops were conducted, engaging employees in climate change awareness and fostering a company-wide sustainability mindset. Looking ahead, Contexa is shaping a long-term sustainability strategy, integrating structured environmental and social initiatives into core operations and planning concrete actions to drive measurable impact. Why Contexa joined the UN Global Compact For Contexa, the UN Global Compact was an obvious choice. The Ten Principles and the 17 Sustainable Development Goals provide a recognized international framework that ensures a structured, comprehensive approach to sustainability. Joining the initiative has strengthened internal commitment and enhanced external credibility by aligning Contexa's journey with internationally recognized standards. "We have actively benefited from peer-learning events in Geneva and insightful webinars , which have helped onboard colleagues and integrate sustainability more effectively into our operations. To further advance our impact, we are now engaging with Accelerators and Academy courses , leveraging their expertise to drive deeper sustainability integration across our business" Advice for other SMEs Contexa’s advice to other SMEs is straightforward yet impactful: just take the first step, even if the process feels overwhelming at the start. "Sustainability can feel overwhelming at first, as it touches every aspect of your business. The key question is often: Where should we begin?" Contexa suggests starting with an audit and offers further practical guidance: Begin with an audit : assess current practices, identify gaps, prioritize actions, and take the first step. Use proven tools : sustainability assessments (e.g., EcoVadis, B-Corp), carbon footprint evaluations, and the UN Global Compact's resources can structure and accelerate progress. Appoint a captain : a dedicated sustainability leader ensures ongoing management of a complex yet rewarding journey. Bring in specialists when needed : if creating an internal role isn't feasible yet, specialized consultants can provide structure. Contexa did this, for example, to develop their CSRD-compliant Double Materiality Analysis. Conclusion Contexa's journey shows how SMEs can build credible, scalable sustainability from the inside out: by naming a leader, engaging employees, using the available tools, and grounding ambition in recognized frameworks. With a dedicated Director of Impact and active participation in the UN Global Compact learning platforms, Contexa is demonstrating that disciplined, people-powered change creates both resilience and opportunity. The road ahead is clear: embed, measure, improve, and keep turning commitment into measurable outcomes. Stories like Contexa's remind us that the most important part of any sustainability journey is starting . For SMEs, this can be the most intimidating part, as sustainability is a complex field and requires resources, support and know-how. The UN Global Compact Network Switzerland & Liechtenstein (GCNSL) aims to deliver all of this to SMEs like Contexa to help them in their sustainability journey. Contexa is a valued GCNSL participant, and we look forward to seeing their impact grow even further. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully align with the UN Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: Contexa

In an era where sustainability is no longer optional but essential, Bathco AG stands out as a trailblazer SME (small- and medium-sized enterprise) in the aluminium industry. Despite operating in one of the most energy-intensive sectors, they demonstrate how innovation, responsibility and smart business can go hand in hand. Their sustainability story is not one of adaptation but one of leading with integrity. Employees at Bathco raising the SDG Flag Who is Bathco AG? Bathco AG operates at the intersection of raw materials trading, upcycling, and technological advancement. Specialising in Green Aluminium, the supply of critical raw materials, and improving the smelting process, the company is deeply invested in fostering a circular economy and shaping the future of aluminium production. The aluminium sector presents a paradox as it is crucial to the green transition due to its application in electrification and infrastructure, yet it is also one of the most carbon-intensive industries. Bathco tackles this challenge head-on, aligning its core mission with sustainability and reducing the sector's environmental footprint through forward-thinking initiatives. A success story from Switzerland to Cameroon One of Bathco's most impactful sustainability milestones comes from its collaboration with its technological arm Metsol. In a major joint project, they successfully upgraded the ALUCAM Aluminium smelter in Cameroon. The project involved financing and implementing Metsol's proprietary pot control system, APC+, a technological leap expected to cut up to 1 million tons of CO2 emissions annually. This groundbreaking technology is cost-efficient and relatively easy to install. The benefits are manifold: Environmental impact: Significant CO2 reductions Economic resilience: Improved production efficiency and stability Social value: Strengthened the viability of a major local employer, supporting around 1'000 jobs in Cameroon This initiative is a clear example of how technological innovation can deliver measurable impact, thus combining increased business performance with societal well-being and reduced environmental impact. Why Bathco joined the UN Global Compact The decision to join the UN Global Compact stemmed from Bathco's sustainability-first mindset. They saw it as a natural step in their mission to drive positive change in the Aluminium industry, as they recognize the crucial role the sector plays as well as the environmental challenges it poses. By embracing the Ten Principles of the UN Global Compact, Bathco reaffirmed its dedication to ethical business practices, environmental responsibility, and sustainable innovation. "The framework provided by the UN Global Compact has helped shape our sustainability initiatives, from enhancing our circular economy efforts, to developing technologies that improve the efficiency and environmental footprint of Aluminium production" Advice for other SMEs Bathco encourages fellow SMEs to view the energy transition as an opportunity, not a constraint. As they put it: "Doing the right thing and building a thriving business are not mutually exclusive —on the contrary, they reinforce each other. Sustainability is not just a responsibility; it is the biggest opportunity of our time" They also emphasize that aligning sustainability initiatives with economic impact makes them easier to justify and scale, whether that be to banks, shareholders, employees or other stakeholders. Conclusion: Bathco's impact and the road ahead Bathco's story is a powerful example of how SMEs can lead the way in sustainable innovation, especially in traditionally high-impact industries. By embedding sustainability into their core strategy, investing in game-changing technology, and aligning with frameworks like the UN Global Compact, Bathco is proving that sustainability and business success are not only compatible but mutually reinforcing. As we continue to support companies in their sustainability journey, stories like Bathco's remind us of the transformative power of bold action, long-term thinking, and cross-sector collaboration. We're proud to have Bathco as a participant of the UN Global Compact Network Switzerland & Liechtenstein and look forward to seeing their impact grow even further. If you are an SME and interested in inspiring fellow SMEs with your sustainability success story, do not hesitate to contact our Sustainability Advisor via email: fabio.gfeller@globalcompact.ch . Disclaimer: The SME Stories are intended strictly for learning purposes and do not constitute an endorsement of the individual companies. Unless otherwise indicated, the content is not intended to reflect the official positions, views or opinions of the UN Global Compact Network Switzerland and Liechtenstein. The case study does not make any assessment of whether the companies presented fully meet the requirements of the Global Compact Ten Principles. The aim is rather to demonstrate the feasibility of sustainability management and to offer SMEs suggestions for their own implementation. Photo credits: Bathco AG