Bühler’s Articles of Incorporation provide for a certain restriction of the permitted external activities of the Members of the Board of Directors. Members of the Board of Directors may not hold more than four additional mandates in listed companies, eight additional mandates against remuneration in unlisted companies, and eight unpaid additional mandates. Not included in these limitations are mandates in companies affiliated with Bühler, corporate mandates of Bühler, and mandates in associations, foundations, employee welfare foundations, charitable organizations, and other comparable structures. However, no Board Member shall hold more than 20 such additional mandates. Mandates refers to mandates in the supreme governing body of a legal entity registered in the commercial register in Switzerland or elsewhere. Members of the Executive Board are limited to two mandates at public companies or other legal entities against remuneration and four unpaid mandates.

Bühler’s Articles of Incorporation provide for the annual election by the General Assembly of all Board Members, its Chairman, and the Members of its Nomination and Compensation Committee. Term of office shall be one year, starting with the General Assembly at which each individual member is elected and ending with the following General Assembly. The Members of the Audit Committee are elected annually by the Board of Directors. Board Members will not be re-elected once they pass their 70^th birthday or have been on the Board for 12 years.

For the year of first election to the Board of Directors, please refer to the individual curriculum vitae of each Board Member on pages 80-81. At the General Assembly, the Board of Directors gives account to the shareholders on the attendance of Board and Committee meetings by each individual Board Member.

The Audit Committee shall monitor the integrity of the financial statements of the Company, including its Annual Report. It promotes effective communication between the management, internal and external audits. The Audit Committee regularly reviews the functionality and effectiveness of the internal control system. It supports the Board of Directors in corporate governance issues.

The Nomination and Compensation Committee is responsible for evaluating the balance of skills, knowledge, experience, and diversity of the Board, periodically reviewing the Board’s structure, and identifying as well as managing the process of potential candidates to be appointed as Directors. Furthermore, the Nomination and Compensation Committee determines and agrees with the Board of Directors on the policy for the compensation of the Members of the Board of Directors and of the Executive Board. It approves the design of and determines targets for any performance-related compensation schemes operated by the Company and approves the total annual payments made under such schemes. Within the agreed policy parameters, the Nomination and Compensation Committee determines the total individual compensation package for each Board of Directors Member and the Executive Board, and prepares the remuneration report.

Board meetings are held as often as matters require or upon the request of a Board Member, but at least four times per year. The agenda of the meeting shall be announced when it is convened, and pertinent information, if needed, shall be sent 10 days before the meeting to each Board Member. On unannounced items the Board can only decide if all Members of the Board are in attendance. Decisions may also be taken by circulation, provided that none of the Board Members request a formal meeting. Meetings of the Board Committees are convened separately from the Board meetings and scheduled as often as business requires. The Board of Directors receives verbal updates after each meeting of its Committees by their Chairperson.

The Board of Directors is responsible for the ultimate direction, strategic supervision, and control of the management of the Company, and for other matters which are, by law, under its responsibility. Such inalienable duties include, essentially, (i) the ultimate management of the Company, (ii) the determination of its organization, (iii) the structuring of its accounting system and of the financial controlling, (iv) financial planning, (v) the appointment, removal, and ultimate supervision of persons entrusted with the management and representation of the Company, (vi) the preparation of the business report as well as the General Assembly and the implementation of its resolutions.

The Executive Board is responsible for all areas of strategic and operational management of the Company that are not reserved to the Board of Directors. The Executive Board is chaired by the Chief Executive Officer.

The Advisory Board of the Urs Bühler Innovation Fund supports and advises the Board of Directors in innovation and identifies and executes first moves into future-oriented growth opportunities.

The external auditors are appointed at the General Assembly and present the outcome of the audit to the Audit Committee.

Effective corporate governance is a precondition for Bühler to ensure a long-term and sustainable increase of its corporate value. Bühler bases this both on the Swiss Code of Best Practice for Corporate Governance and the OECD Principles of Corporate Governance. Corporate governance at Bühler is organized with the interests of its stakeholders in mind, including customers, employees, suppliers, and public communities. It also comprises compliance with environmental and social standards as well as an uncompromising commitment to financial integrity. Furthermore, it includes the protection of human rights standards, which are set out in the Group-wide Human Rights Policy.

As an international Swiss company, strict observation of local laws on a global scale and systematic and continuous monitoring of compliance in all markets are indispensable for Bühler. This is the only way to prevent operating risks and an impairment of reputation that might be caused by violation of compliance rules.

The Code of Conduct is part of the so-called Bühler Essentials. It serves all employees as a beacon, showing them how to live the Group’s core corporate principles (Trust, Ownership, and Passion) in their day-to-day jobs. It states what is expected of employees and business partners, defines the standards governing compliance with laws and regulations, and includes the fundamentals of communications, employee rights, health and safety, and financial integrity.

Bühler regularly reviews its own principles of corporate governance to ensure that they are up to date. Its Code of Conduct also includes binding standards for its business partners. The Code of Conduct is continuously adjusted to the changing environment. Furthermore, a Supplier Code of Conduct for business partners exists and its roll-out is part of the onboarding process.

The so-called ABC (Anti Bribery & Corruption) rules against bribery and corruption unmistakably state that no violations will be tolerated. They concern, in particular, collaboration with agents. Furthermore, it is mandatory for all employees with access to the learning platform to undergo the state-of-the-art online training program and to pass a final test. Employees without access take part in an offline classroom training. Participation in the training takes place upon entry into the company and the training must be repeated every three to five years or according to best practice.

The organizational structure of Bühler’s compliance function is decentralized. In six Bühler regions regional compliance officers act as the first contact, except for compliance cases involving special risks, which are handled directly by the Compliance Board. This decentralization allows Bühler to greatly streamline and accelerate the related processes. Furthermore, regional compliance officers can eliminate linguistic barriers and are more familiar with local regulations and conditions.

Clear accountability and defined actions ensure that compliance related incidents are systematically reported to the central Compliance Board. This transparency is a precondition for ensuring that the company can gain the necessary insight from such incidents and take the required measures in response. Bühler is happy to report that awareness of the benefits of a transparent compliance reporting system has steadily increased.

Trade compliance efforts cover customs, sanctions, and export controls, adapting to the ever-changing regulatory landscape influenced by global events, including the Russia-Ukraine conflict. This situation has notably augmented the responsibilities of the team, leading to the creation of a specialized Ukraine/Russia desk to ensure stringent compliance with relevant sanctions and to prevent evasion through third-party countries. The trade compliance function upholds international trade laws by implementing procedures such as screening, licensing, record-keeping, audits, and employee training. Since 2020, it has been mandatory for all newly appointed personnel in relevant roles to complete an online training course. Supported by our Export Compliance Program policy and continuous training initiatives, Bühler effectively mitigates risks, ensures legal compliance, and safeguards the company’s global reputation.

Bühler Group and its Group companies did not import any conflict minerals (i.e., ores and concentrates containing tin, tantalum, or tungsten, as well as gold; metals containing or consisting of tin, tantalum, or tungsten, as well as gold) from high-risk areas in the reporting year. We are therefore exempt from the corresponding due diligence and reporting obligations in accordance with Art. 3 para. 2 DDTrO (Due Diligence and Transparency Ordinance).

A check for suspected child and forced labor was carried out in the form of a self-assessment by the Group companies. Based on the results of this assessment, there is no reasonable suspicion of child or forced labor. We are therefore exempt from the corresponding due diligence and reporting obligations in accordance with Art. 5 para. 2 DDTrO (Due Diligence and Transparency Ordinance).

The Internal Audit Department reports functionally to the Board of Directors, represented by the Audit Committee and administratively to the Chief Financial Officer. Meetings between internal and external auditors take place on a regular basis. The audit plan is aligned with the strategy and key business risks. A yearly risk assessment is prepared by Group Internal Audit. It is the basis for the yearly audit plan, which is approved by the Audit Committee. The results of the audits are discussed with the management of the audited unit, and major topics are presented to the Executive Board and the Audit Committee and thereafter reported to the Board of Directors. In 2024, eight worldwide audits were carried out including one cross-sectional audit involving multiple world-wide legal entities. Group Internal Audit also reviews Groupwide compliance with the Code of Conduct as part of their internal audits. Violations are reported to the Compliance Board, Audit Committee, and the Executive Board.

Risks are assessed regularly as part of the company’s integrated risk management process. This process includes risk assessments being part of the Businesses annual strategic planning cycle as well as a moderated risk workshop per Business Unit. The results are mapped and discussed with the management. The risk management system covers all measures in a systematic and transparent approach towards risks. It aims to identify, evaluate, mitigate, or avoid risks using suitable measures. Transferable risks are insured under the global insurance program of the Group which is reviewed annually to ensure adequacy and alignment with our risk profile. We continuously evaluate emerging risks in areas such as technology, digital transformation, regulatory changes, and environmental sustainability.

Under the framework of the Group’s sustainability reporting a special focus is given to related transformational and physical risks and their mitigation.

In 2024, we achieved successful re-certification of our ISO 9001:2015 and ISO 14001:2015 Group certifications. We are very pleased that SGS renewed our certificates, which are valid until November 2026. This remarkable accomplishment results from a rigorous random sample check conducted across various Bühler locations, including Bühler AG (BUZ) in Uzwil, Switzerland; Bühler GmbH (BBS) in Braunschweig, Germany; Bühler Alzenau GmbH (BLOL) in Leipzig, Germany; Bühler Wafer Solutions GmbH (BHWL) in Leobendorf, Austria; Bühler Curitiba (BCTB) in Curitiba, Brazil; Bühler Inc. (BRAL) in Raleigh, USA; Bühler (China) Holding Co. Ltd. (BCHN) in Wuxi, China; Wuxi Bühler Machinery Manufacturing Co. Ltd. (BWUX) in China; Bühler (China) Machinery Manufacturing Co., Ltd. (BCMC) in China; Bühler Equipment (Xian) Co., Ltd. (BXIA) in Xian, China; Bühler Properties (Pty) Ltd. (BJHB) in Johannesburg, South Africa; Bühler Cape Town (BCAP) in Cape Town, South Africa; and Bühler Asia Vietnam Limited (BVIE) in Ho Chi Minh City/Long An, Vietnam. Additionally, Bühler CZ s.r.o. (BZAM) in Žamberk, Czech Republic, successfully passed the ISO 3834-2 international welding standard. All these locations have successfully passed the comprehensive SGS on-site audits.

Additionally, we are pleased to announce our re-certification according to ISO 45001 for occupational health and safety. We have successfully re-certified the Bühler AG sites in Uzwil and Appenzell, Switzerland, aligning with the ISO 45001:2018 standard. In China, Wuxi Bühler Machinery Manufacturing Co. Ltd. (BWUX) has initiated the ISO 45001 project and aims to achieve certification by 2026.

Bühler AG (BUZ) in Uzwil, Switzerland; Bühler Machinery Manufacturing Co. Ltd. (BWUX) and Bühler (Changzhou) Machinery Co., Ltd. (BCHA) in China; Bühler Wafer Solutions GmbH (BHWL) in Austria; Bühler Inc. (BRAL) in the USA; and Bühler (India) Pvt. Ltd. (BBAN) in Bangalore, India, are all compliant with SEDEX/SMETA-4 requirements. Starting in 2025, we aim to commence the renewal process for these certifications.

Boosting employee future skills, excelling at global talent management and embedding workforce agility as well as employability are key drivers in human resources to achieve the Bühler mission. A high employee engagement and a focus on people development paired with leadership excellence are required for Bühler to be ahead of the curve. The Remuneration Policies are designed with this purpose in mind.