Slide 1: Sika – Committed to Sustainable Performance
SIKA – COMMITTED TO SUSTAINABLE PERFORMANCE APRIL 2024
Slide 2: Table of Contents
TABLE OF CONTENTS 01 CORPORATE GOVERNANCE - STRUCTURES AND RESPONSIBILITIES 02 STRONG CORPORATE CULTURE 03 NEW STRATEGY: STRATEGY 2028 / NON-FINANCIAL TARGETS STRATEGY 2028 04 SIKA IS COMMITTED TO SUSTAINABILITY 05 PRODUCT SUSTAINABILITY 06 SOCIAL RESPONSIBILITY 07 REMUNERATION – WELL-BALANCED COMPE
Slide 3: Corporate Governance – Structures and Responsibilities
CORPORATE GOVERNANCE – STRUCTURES AND RESPONSIBILITIES
Slide 4: Corporate Governance: Commitment to Openness and Transparency
CORPORATE GOVERNANCE COMMITMENT TO OPENNESS AND TRANSPARENCY ▪ Good Corporate ▪ Sika provides information on Governance safeguards the Good Openness structures, processes, areas company sustainable Corporate and of responsibility, procedures, development and Governance transparency rights and obliga
Slide 5: Corporate Governance: Compliant with Standards and Regulations
CORPORATE GOVERNANCE COMPLIANT WITH STANDARDS AND REGULATIONS ▪ Adheres to the SIX Swiss Exchange’s Directive on Information Relating to Corporate Governance ▪ Follows the principles of the Swiss Code of Best Practice for Corporate Governance of Economiesuisse1 ▪ Aligned with various international f
Slide 6: Corporate Governance Framework: Structures and Responsibilities
CORPORATE GOVERNANCE FRAMEWORK STRUCTURES AND RESPONSIBILITIES ARTICLES OF ASSOCIATION CODE OF CONDUCT VALUES & PRINCIPLES ORGANIZATIONAL RULES ANNUAL GENERAL MEETING BOARD OF DIRECTORS CEO ASIA/PACIFIC EMEA AMERICAS CONSTRUCTION FINANCE HR, LEGAL & COMPLIANCE INNOVATION & SUSTAINABILITY AUTOMOTIVE
Slide 7: Code of Conduct: Integrity and Ethical Conduct
CODE OF CONDUCT (COC) SIKA CULTURE: INTEGRITY AND ETHICAL CONDUCT ▪ Based on Sika’s Values and Principles, available in 49 languages, read and signed by newly hired employees ▪ In 2023, Sika rolled out the revised CoC which underscores its strong commitment to sustainable development, incl. human ri
Slide 8: Supplier Code of Conduct: Responsible Sourcing
SUPPLIER CODE OF CONDUCT (SCOC) RESPONSIBLE SOURCING ▪ Commitment to high ethical standards and sustainability ▪ Recurring evaluation and screening processes in place ▪ Requirements include compliance with the following standards: ▪ Universal Declaration of Human Rights ▪ The core conventions of the
Slide 9: Responsible Sourcing: Engagement in Together for Sustainability
RESPONSIBLE SOURCING ENGAGEMENT IN “TOGETHER FOR SUSTAINABILITY” ▪ Initiative based on the UN Global Compact and Responsible Care® principles ▪ Sika is a member since 2020 ▪ Active collaboration to assess the sustainability performance and positively impact its progress within the supply chain of th
Slide 10: Board Responsibilities: Composition and Succession Planning
BOARD RESPONSIBILITIES BOARD COMPOSITION AND SUCCESSION PLANNING The Nomination and Compensation Committee (NCC) holds the responsibility for the succession planning. The duties of NCC includes: ▪ Identification and assessment of potential BoD candidates based on predefined criteria ▪ Yearly assessm
Slide 11: Board Composition and Succession Planning
BOARD RESPONSIBILITIES BOARD COMPOSITION AND SUCCESSION PLANNING ▪ The composition of the Board of Directors should represent the necessary skills, qualifications, and diversity to be able to perform the required duties. Information on key skills and experience of the individual Board members is ava
Slide 12: Board Responsibilities: Risk Management
BOARD RESPONSIBILITIES RISK MANAGEMENT ▪ All risks are assessed in terms of a few basic questions: Is the risk global or regional in scope? How high is the probability of losses occurring? What implications does the risk have for the What measures need to be implemented to group? prevent the risk an
Slide 13: Risk Management Along the Entire Value Chain
RISK MANAGEMENT RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN ▪ Sika’s risk management process is reviewed and updated on a regular basis, allowing the company to better identify potential risks and secure well-structured mitigation practices. Sika continues to use this risk management process string
Slide 14: Risk Management: Focus on Climate Change
RISK MANAGEMENT FOCUS: CLIMATE CHANGE ▪ Evaluating climate-related risks and opportunities related to its business and developing appropriate response measures, as required by the TCFD recommendations, are of vital importance to ensure long-term sustainable performance and the business continuity of
Slide 15: Capital Allocation for Sustainable Growth
BOARD RESPONSIBILITIES CAPITAL ALLOCATION FOR SUSTAINABLE GROWTH The strategic planning of capital allocation aims to ensure Sika’s sustainable growth. It is a well-balanced approach which considers the interests of all stakeholders and all drivers for growth and profitability ▪ Investments in R&D f
Slide 16: Reliable and Continuous Dividend Payout
CAPITAL ALLOCATION RELIABLE AND CONTINUOUS DIVIDEND PAYOUT ▪ Sustainable growth strategy: steady growth in sales (in local currencies) and profit. Shareholders benefit from annual increases in dividend. Consistent dividend payout is a sign of the company's reliability. 3.50 PERIOD 2014-2023: ▪ Avera
Slide 17: New Strategic Targets: Strategy 2028
NEW STRATEGIC TARGETS: STRATEGY 2028
Slide 18: Megatrends Driving Sustainable Growth
MEGATRENDS DRIVING SUSTAINABLE GROWTH FURTHER ACCELERATION POPULATION GROWTH URBANIZATION DEMOGRAPHIC RESOURCE SCARCITY CHANGE CLIMATE CHANGE & INCREASING TECHNOLOGICAL DIGITALIZATION SUSTAINABILITY REGULATIONS PROGRESS 18
Slide 19: Sika's Growth Strategy 2028 Targets
SIKA’S GROWTH STRATEGY 2028 TARGETS 6-9% 20% annual growth in LC GHG emission reduction MARKET PENETRATION Scope 1 & 2 (absolute reduction vs. 2022 base line) INNOVATION & 20-23% EBITDA* Scope 3 reduction in line with net-zero pledge SUSTAINABILITY >80% ACQUISITIONS >10% Operating free cash flow (as
Slide 20: Non-Financial Targets Strategy 2028
NON-FINANCIAL TARGETS STRATEGY 2028
Slide 21: Sika's Net Zero Pathway – Driving the Transformation
NON-FINANCIAL TARGETS STRATEGY 2028 SIKA’S NET ZERO PATHWAY – DRIVING THE TRANSFORMATION OUR KEY LEVERS Education and capacity building to improve material efficiency and circularity Accelerated use of Continued focus alternative low on operational carbon supplies efficiencies Partnerships Developme
Slide 22: GHG Emissions – Scope 1, 2, and 3
NON-FINANCIAL TARGETS STRATEGY 2028 GHG EMISSIONS - SCOPE 1, 2, AND 3 Scope 1 and 2 Scope 3 -20% in line with net zero pledge absolute emission reduction Reduction of use of fossil fuels in Optimizing formulations: production processes and Cement reduction, bio-based raw transportation materials, re
Slide 23: Natural Resources – Water, Waste, and Circularity
NON-FINANCIAL TARGETS STRATEGY 2028 NATURAL RESOURCES - WATER, WASTE, AND CIRCULARITY Natural Resources: Waste disposed and water discharged -15% reduction Per ton sold Transition from a linear to a circular approach Focus on diverting non-recoverable waste to approaches in which resources are reuse
Slide 24: People & Culture
NON-FINANCIAL TARGETS STRATEGY 2028 PEOPLE & CULTURE ▪ Sika’s strong Corporate culture as most competitive advantage ▪ >80% measured through Global Employee Survey EMPLOYEE ENGAGEMENT every two years by an external provider ▪ Improving gender balance by reaching equal representation of women at all
Slide 25: Sustainability Portfolio Management (SPM)
NON-FINANCIAL TARGETS STRATEGY 2028 SUSTAINABILITY PORTFOLIO MANAGEMENT (SPM) ▪ The SPM evaluates solutions based on All new product 12 sustainability and 6 performance developments to be categories. SPM validated with a ▪ SPM is used to classify, and market positive validation sustainable solutions
Slide 26: Strong Corporate Culture
STRONG CORPORATE CULTURE ® BUILDING TRUST By
Slide 27: Sika's Values and Principles
STRONG CORPORATE CULTURE SIKA’S VALUES AND PRINCIPLES ▪ Sika’s Values and Principles are the foundation for the Code of Conduct ▪ They are put into action through strong leadership and by all employees every day, worldwide 27
Slide 28: Values and Principles: Customer First
VALUES AND PRINCIPLES CUSTOMER FIRST ◼ Listen to customers, understand their needs and provide them with solutions that give them a real advantage – keep customers’ success in mind ◼ Provide and maintain highest quality standards ◼ Build long-lasting and mutually beneficial relationships ◼ Provide p
Slide 29: Values and Principles: Courage for Innovation
VALUES AND PRINCIPLES COURAGE FOR INNOVATION ▪ Sustainability is an integral part of the innovation process and development of new products ▪ Innovation management with focus on the Sika Product Creation Process ▪ Close alignment with customer and market needs ▪ Actively challenge and accept being c
Slide 30: Values and Principles: Sustainability & Integrity
VALUES AND PRINCIPLES SUSTAINABILITY & INTEGRITY ▪ Comply with Sika’s Code of Conduct ▪ Align daily business with Sika sustainability strategy ▪ Act with respect and responsibility towards all stakeholders ▪ Operate with strong focus on safety, quality, environment, fair treatment, social involvemen
Slide 31: Values and Principles: Empowerment & Respect
VALUES AND PRINCIPLES EMPOWERMENT & RESPECT ▪ Decentralized, flat organization, decision power delegated very close to customers ▪ Believe in the competence and entrepreneurial spirit of employees ▪ Train and develop local people. Mainly local nationals running country organizations ▪ Foster trustin
Slide 32: Values and Principles: Manage for Results
VALUES AND PRINCIPLES MANAGE FOR RESULTS ▪ Aim for success, outstanding results, and Harriet outperformance ▪ Clear and well-anchored mid-term strategic targets, pursue vision with long-term view ▪ Functions and projects are clearly assigned, clear accountability ▪ Transparent performance management
Slide 33: High Employee Loyalty and Engagement
STRONG CORPORATE CULTURE HIGH EMPLOYEE LOYALTY AND ENGAGEMENT ▪ Sika Senior Management roles are normally filled in-house or with managers joining from acquisitions ▪ The long-term employee prospects and the corporate culture are among the reasons behind Sika’s low employee turnover ▪ Sika is proud
Slide 34: Global but Local: Decentralized Implementation
GLOBAL BUT LOCAL THE SIKA STRATEGY AND ITS DECENTRALIZED IMPLEMENTATION 8 103 >800 34
Slide 35: Employee Survey 2024 to Measure Loyalty and Engagement
STRONG CORPORATE CULTURE EMPLOYEE SURVEY 2024 TO MEASURE LOYALTY AND ENGAGEMENT ▪ Second group-wide employee survey to be conducted ▪ Survey is administered externally to ensure full anonymity and confidentiality ▪ Over 33,000 employees worldwide invited to participate ▪ Survey runs in the first hal
Slide 36: Employee Survey 2019 Confirmed Loyalty and Engagement
STRONG CORPORATE CULTURE EMPLOYEE SURVEY 2019 CONFIRMED LOYALTY AND ENGAGEMENT ▪ First group-wide employee survey conducted in 2019 with a response rate of 78% (14,600 employees) The overall result of the survey showed an extremely high engagement rate with 86 index points out of 100 HIGHLIGHTS EMPL
Slide 37: Sika Day
STRONG CORPORATE CULTURE SIKA DAY Sika Day 2021 Sika Day 2023 Together, we are Caring for each other committed to leadership, beyond the expected. diversity, and integrity. Sika Day 2022 Sika Day 2024 We promote a safety One team, many culture. Never voices. Goind beyond compromising on safety to to
Slide 38: Diversity on All Levels
EMPLOYEE ENGAGEMENT DIVERSITY ON ALL LEVELS Commitment of 24.3% 67 Sika leaders female employees nationalities among Senior Managers ▪ Build an inclusive and attractive environment ▪ Non-discriminatory practices in Balanced age employment ▪ Equal opportunities in the recruitment structure 25.0% proc
Slide 39: Employee Engagement: Talent Development Is Key
EMPLOYEE ENGAGEMENT TALENT DEVELOPMENT IS KEY Consistent employee development with leadership programs on global, regional, and local level as well as for young talents 27,171 Sika learners reached with online trainings in 2023 29.5% women in talent pool 39
Slide 40: Gender Diversity: Distribution of Women in Sika
GENDER DIVERSITY DISTRIBUTION OF WOMEN IN SIKA Representation of women in total work force: 24.3% 24.3% Company Management 22.2% 24.0% (incl. Senior Managers and local Company Mgmt Teams) 22.3% Middle Management 22.8% 21.5% Staff 24.6% 2013 2018 2022 2023 Increased focus on initiatives to promote wo
Slide 41: Gender Diversity: Attract, Engage, and Promote
GENDER DIVERSITY ATTRACT, ENGAGE, AND PROMOTE – EXAMPLES OF INITIATIVES Overall responsibility and high priority for BoD and Group Management. Global Diversity Steering Committee sets up action plans, monitors and reports on progress to BoD and Group Management. Clearly defined KPIs on the three pil
Slide 42: Sika Is Committed to Sustainability
SIKA IS COMMITTED TO SUSTAINABILITY
Slide 43: Sika Business Model: Sustainable Value for All Stakeholders
SIKA BUSINESS MODEL SUSTAINABLE VALUE FOR ALL STAKEHOLDERS ▪ Sika is well-positioned in both emerging and mature markets thanks to its global network of subsidiaries in 103 countries, along with its first-class solutions that are tailored to customer needs. ▪ The company creates sustainable value fo
Slide 44: Sustainability Strategic Targets – Strategy 2023 (1/2)
SUSTAINABILITY STRATEGIC TARGETS – STRATEGY 2023 SUSTAINABILITY IS AT THE CENTER OF WHAT WE DO (1/2) Targets 2019-2023 Performance 2019-2023 Performance 2023 CLIMATE PERFORMANCE ▪ –41.8% reduction of GHG emissions ▪ –4.4% reduction of GHG emissions per ▪ ─12% reduction of GHG emissions per per ton s
Slide 45: Sustainability Strategic Targets – Strategy 2023 (2/2)
SUSTAINABILITY STRATEGIC TARGETS – STRATEGY 2023 SUSTAINABILITY IS AT THE CENTER OF WHAT WE DO (2/2) Targets 2019-2023 Performance 2019-2023 Performance 2023 COMMUNITY ENGAGEMENT ▪ 3,265 yearly average working days ▪ 7,953 working days were dedicated ▪ 10,000 working days of volunteering were dedica
Slide 46: Governance: Leadership and Responsibilities
GOVERNANCE LEADERSHIP AND RESPONSIBILITIES ▪ Over the past years, Board of Directors Sika has strengthened its sustainability Sustainability Committee organization, defining Head of Global Group Management new roles and Procurement responsibilities at Chief Financial Chief Innovation & Head of HR, L
Slide 47: Governance: Materiality Analysis 2022
GOVERNANCE MATERIALITY ANALYSIS 2022 ▪ The materiality matrix 2022 was approved by the Board of Directors in May 2022. ▪ Sika is conducting a new double materiality assessment in 2024. Source: Sika Materiality Analysis 2022 47
Slide 48: Partnerships Overview
PARTNERSHIPS OVERVIEW REPORTING STANDARDS AND FRAMEWORKS INITIATIVES INDICES MEMBERSHIP OF ASSOCIATIONS RATINGS COLLABORATION Source: Partnerships and Collaborations 48
Slide 49: Partnerships: Alignment with the UN SDGs
PARTNERSHIPS ALIGNMENT WITH THE UN SDGS Source: Sika and the UN SDGs 49
Slide 50: Partnerships: Together for Sustainability (TfS)
PARTNERSHIPS TOGETHER FOR SUSTAINABILITY (TFS) WS 1: Governance & Partnerships WS 2: TfS Assessments WS 3: TfS Audits Coordination of TfS external Improve & develop Assessments; Improve & further develop TfS Audit; partnerships Manage exchange with EcoVadis Manage exchange with Audit firms WS 4:TfS
Slide 51: TfS – WS 2&3 – Supporting Sika's SCDD Approach
PARTNERSHIPS TFS – WS 2&3 – SUPPORTING SIKA’S SCDD APPROACH ▪ Sika Supply Chain Due Diligence (SCDD) process is based on four key pillars: risk identification, risk assessment, supply chain improvement, and reporting. ▪ The TfS framework with its standardized tools – TfS Assessments and TfS Audits –
Slide 52: TfS – WS 5 – GHG Emissions Accounting
PARTNERSHIPS TFS – WS 5 – GHG EMISSIONS ACCOUNTING The scope 3 Greenhouse Gas Emissions (GHG) activities are centered around three key areas: 1. TfS Product Carbon Footprint (PCF) Guideline: open-source PCF Guideline for chemical industry in line with product accounting standards. Additional Release
Slide 53: Partnerships: WBCSD
PARTNERSHIPS WBCSD ▪ Since 2010, Sika has been a member of the World Business Council for Sustainable Development (WBCSD). ▪ In 2022, Sika has started working with other leading companies across all industries in the SOS 1.5 project on the Avoided Emissions, where a first Guideline has been publishe
Slide 54: Partnerships: TNFD
PARTNERSHIPS TNFD ▪ Since September 2022, Sika is supporting the Taskforce on Nature-related Financial Disclosures (TNFD) and joined the TNFD Forum. The latter is a global multi-disciplinary consultative group of institutions with over 1,300 members. ▪ The TNFD framework adopts a four-pillar approac
Slide 55: Sika Way to Net Zero: Committed to Reach Net Zero by 2050
SIKA WAY TO NET ZERO COMMITTED TO REACH NET ZERO NO LATER THAN 2050 ▪ Sika aims to be a driver of the transformation of the construction and manufacturing industry towards net zero and is committed to the net zero target by 2050 based on SBTi (Science Based Target initiative). ▪ Sika submitted its t
Slide 56: Sika's Net Zero Roadmap – Driving the Transformation
CLIMATE CHANGE – STRONG SUSTAINABILITY DEVELOPMENT SIKA’S NET ZERO ROADMAP – DRIVING THE TRANSFORMATION OUR KEY LEVERS Education and capacity building to improve material efficiency and circularity Accelerated use of Continued focus alternative low on operational carbon supplies efficiencies Partner
Slide 57: Scope 1 & 2 Sika Decarbonization Levers
SCOPE 1 & 2 SIKA DECARBONIZATION LEVERS SIKA SBTI ALIGNMENT SCENARIO Commitment to Net Zero by 2050 - 1.5°C aligned: ▪ - 42% by 2032 ▪ - 90% by 2050 2022 2050 DECARBONIZATION LEVERS UNTIL 2032 ▪ Continuous energy efficiency improvements (e.g. sand drying optimization, more efficient machinery, leaka
Slide 58: Scope 3 Sika Decarbonization Levers
SCOPE 3 SIKA DECARBONIZATION LEVERS SIKA SBTI ALIGNMENT SCENARIO Commitment to Net Zero by 2050 – well below 2°C aligned: ▪ - 25% by 2032 2022 2050 ▪ - 90% by 2050 DECARBONIZATION LEVERS UNTIL 2032 ▪ Decrease upstream and downstream transport emissions ▪ Reduce virgin cement and petrochemicals consu
Slide 59: Methodology: Scope 3 Methodology Paper
METHODOLOGY SCOPE 3 METHODOLOGY PAPER ▪ Each category assessed is described in the Scope 3 Methodology Paper ▪ The calculation of scope 3 carbon emissions is an evolving topic based on various data sources ▪ Sika is continuously reviewing the calculation methodology to ensure transparency and data r
Slide 60: Net-Zero Roadmap: Cement Replacement in Mortars – Business Case
EXAMPLE NET-ZERO ROADMAP DEVELOPMENT FOR SIKA CEMENT REPLACEMENT IN MORTARS – BUSINESS CASE ▪ To achieve long-term target of -90% for Scope 3 emissions by 2050, Sika needs to find alternative raw materials that would replace virgin cement. ▪ The replacement of 1 ton of Portland 480 ktons of CO2 ceme
Slide 61: Net-Zero Roadmap: PVC Membrane Recycling – Business Case
EXAMPLE NET-ZERO ROADMAP DEVELOPMENT FOR SIKA PVC MEMBRANE RECYCLING – BUSINESS CASE RECYCLE OF SOLD PRODUCTS ▪ Shifting from incineration to recycling reduces emissions: 1.8 kg CO2 eq per 1 kg of PVC Membranes 49 ktons of CO2 PURCHASED GOODS ▪ Replacement of fossil-based polymers by recycled membra
Slide 62: Example Circular Economy: reCO2ver
EXAMPLE CIRCULAR ECONOMY – SUSTAINABLE DEVELOPMENT reCO2ver® – SIKA BREAKTHROUGH INNOVATION ▪ Segregates concrete back to its original ingredients to be re-used for new high-grade concrete reCO2ver® ▪ This unique process includes contributes to circular sequestration of CO2 and produces economy in c
Slide 63: Sika Products and Solutions Enable a Sustainable Future
SIKA PRODUCTS AND SOLUTIONS ENABLE A SUSTAINABLE FUTURE
Slide 64: Sika Enables Decarbonization for a Sustainable Future
SIKA ENABLES DECARBONIZATION FOR A SUSTAINABLE FUTURE Construction Huge opportunity as Automotive 40% of global CO2 emissions potential for progress is Road traffic responsible for attributable to construction 20% of global CO2 1 and building sector1 immense Sika possesses the solutions and innovati
Slide 65: Solutions to Drive a Sustainable Future
SIKA ENABLES DECARBONIZATION SOLUTIONS TO DRIVE A SUSTAINABLE FUTURE Durability Clinker reduction Building envelope By increasing the lifespan of Sika solutions enable high Sika’s wide range of durable buildings, Sika solutions clinker reduction in cement and and long-lasting roofing contribute to c
Slide 66: Durability: CO2 Reduction by Prolonging Lifespan
DURABILITY AND ITS IMPACT ON EMISSIONS CO2 REDUCTION BY PROLONGING LIFESPAN ▪ According to different scenarios (one in which the average lifespan of a residential/commercial building is 40 years and one in which the average lifespan is 60 years), it becomes clear that the cumulative kgCO2 e/m2 decre
Slide 67: Sika Repair Solutions Prolong the Lifetime of Structures
SIKA ENABLES DECARBONIZATION SIKA REPAIR SOLUTIONS PROLONG THE LIFETIME OF STRUCTURES Sika solutions for repair and refurbishment STRENGTHEN, WATERPROOF, INSULATE, PROTECT, AND REPAIR buildings and structures Sika repair systems PROLONGS LIFETIME, INCREASE SAFETY AND ENERGY EFFICIENCY Sika’s offerin
Slide 68: Rethink Refurbishment
SIKA ENABLES DECARBONIZATION RETHINK REFURBISHMENT Project description ▪ The Quay Quarter Tower (QQT) in Sydney has been “upcycled” from the original AMP Centre skyscraper built in 1976 ▪ QQT opened at the start of 2022, is 206 meters high and has 59 floors ▪ 95% of the existing core preserved NEW R
Slide 69: Using Less Water, Concrete, and Cement with Sika Admixtures
SIKA ENABLES DECARBONIZATION USING LESS WATER, CONCRETE, AND CEMENT WITH SIKA ADMIXTURES Sika cement tehnology allows for significant REDUCTION OF CEMENT CONTENT enabling replacement of cement with supplementary cementitious materials (SCM) High-strength concrete with Sika® ViscoCrete® technology co
Slide 70: Cooperation for Clinker Reduction and Circular Economy
SIKA ENABLES DECARBONIZATION COOPERATION FOR CLINKER REDUCTION AND CIRCULAR ECONOMY Project description ▪ Collaboration with the world’s largest iron ore mining company, the Swedish firm LKAB. ▪ Thanks to Sika admixtures, a new "Zero Cement" concrete has been developed. Around 100,000 cubic meter of
Slide 71: Formulation – In-Depth Research into New Solutions
SIKA ENABLES DECARBONIZATION FORMULATION – IN-DEPTH RESEARCH INTO NEW SOLUTIONS ▪ Sika is looking to partially replace WASTE AS AN WASTE USED cement in all mortar categories over OPPORTUNITY AS SCM the next few years ▪ The goal is to increase the substitution rate – which averaged 14% in 2022 – to 5
Slide 72: Energy-Saving, Durable Roofing Solutions
SIKA ENABLES DECARBONIZATION ENERGY-SAVING, DURABLE ROOFING SOLUTIONS Sika supplies highly durable, root resistant Sika solar-reflective membranes for Durable, reliable, and high- membranes for Green Roofs quality products combined with Cool Roofs know-how and expertise reduce energy ▪ Reduce urban
Slide 73: Saving Resources with Innovative Roofing Solutions
SIKA ENABLES DECARBONIZATION SAVING RESOURCES WITH INNOVATIVE ROOFING SOLUTIONS ▪ Sika Sarnafil® AT is first Cradle to Cradle CertifiedTM Membrane worldwide ▪ Recycling of roof membranes saves resources and reduces burden on climate ▪ Used roof membranes are retrieved and processed into granular mat
Slide 74: Enabling Construction of Lightweight and Electric Vehicles
SIKA ENABLES DECARBONIZATION ENABLING CONSTRUCTION OF LIGHTWEIGHT AND ELECTRIC VEHICLES LIGHTWEIGHT vehicle construction, multi- Sika heat-conductive adhesives and materials as well as fire protective coatings material design, and ELECTRIC VEHICLES lead to less fuel comsumption and INCREASE SAFETY A
Slide 75: Sika Enables Water Management: Clean Water for Millions
SIKA ENABLES WATER MANAGEMENT CLEAN WATER FOR MILLIONS OF PEOPLE ▪ 3% of the total water resources is drinkable water to be used by people, of which only 1% is reachable ▪ 80% of all wastewater globally is released without treatment ▪ 60,000 water dams in 150 countries, many of which need repair ▪ S
Slide 76: Product Sustainability
PRODUCT SUSTAINABILITY ® BUILDING TRUST By
Slide 77: Strategy 2028 and SPM Methodology
PRODUCT SUSTAINABILITY STRATEGY 2028 AND SPM METHODOLOGY ▪ Sustainability Portfolio Management (SPM) is the framework used to innovate, evaluate, classify, and market sustainable solutions. ▪ In the Strategy 2028, Sika defined a new target “all new product developments with a positive SPM validation
Slide 78: SPM Methodology: Supporting the Transition Pathway of the Chemical Industry
SPM METHODOLOGY SUPPORTING THE TRANSITION PATHWAY OF THE CHEMICAL INDUSTRY ▪ The EU commission promotes the green and digital transition of the chemical industry. ▪ To date, the EU has published 112 transition initiatives in response to a call launched in July 2023. More initiatives are in the pipel
Slide 79: SPM Methodology: Product Evaluation and Classification
SPM METHODOLOGY PRODUCT EVALUATION AND CLASSIFICATION ▪ The SPM Methodology follows a four- step approach: segmentation, sustainability evaluation, performance evaluation, and classification. ▪ Integrated into the Product Creation Process (PCP), SPM evaluations are executed by an SPM Steering Commit
Slide 80: Examples of Products with SPM Classification
SUSTAINABLE SOLUTIONS EXAMPLES OF PRODUCTS WITH SPM CLASSIFICATION BONDING PRIMER AND ▪ Contains recycled waste material REINFORCEMENT ▪ 25% reduction in CO2 per 25 kg bag SIKAGARD®- Sika MonoTop® CORROSION PROTECTION ▪ Contributes towards satisfying 3 credits 5500 1010 CEMENT-BASED SLURRY under LEE
Slide 81: Examples of Products with SPM Classification
SUSTAINABLE SOLUTIONS EXAMPLES OF PRODUCTS WITH SPM CLASSIFICATION ▪ More than 60% less packaging waste FAST-CURING ELASTIC compared with alternative materials in SIKAGARD®- Sikaflex®-554 dual plastic cartridges 5500 PowerCure ADHESIVE FOR BONDING ▪ In line with requirements of key LARGE COMPONENTS
Slide 82: Social Responsibility
SOCIAL RESPONSIBILITY ® BUILDING TRUST By
Slide 83: Health and Safety: Occupational Safety Strategic Target
HEALTH AND SAFETY OCCUPATIONAL SAFETY STRATEGIC TARGET ▪ In the sustainability strategy 2023 Sika has clearly OCCUPATIONAL communicated its safety targets SAFETY Sika employees leave the ▪ Sika employees must leave the workplace healthy workplace healthy ▪ Sika Vision zero program to improve leaders
Slide 84: Community Engagement: Building Trust and Creating Value
COMMUNITY ENGAGEMENT BUILDING TRUST AND CREATING VALUE ▪ Focus on three fields of activity: COMMUNITY ENGAGEMENT ➢ Buildings and infrastructure We build trust and create ➢ Education and vocational training value with customers, communities, and with ➢ Water and climate protection societies TARGET 20
Slide 85: Sika Cares Community Engagement Program
COMMUNITY ENGAGEMENT SIKA CARES COMMUNITY ENGAGEMENT PROGRAM Monetary and non-monetary support: products, education, volunteering Thematic Focus Structure Stakeholders ▪ Sustainable buildings and better ▪ Centralized fund ▪ Local residents or area-based infrastructure for social and ▪ Owner: CEO gro
Slide 86: Community Engagement Reference Projects: Flood Relief, Ghana
COMMUNITY ENGAGEMENT REFERENCE PROJECTS FLOOD RELIEF, GHANA ABOUT THE PROJECT ▪ Ghana has been experiencing unpredictable rainfall patterns and as a result a flood occurred in the south-eastern part of the country. ▪ As part of the ongoing commitment to corporate social responsibility, Sika Ghana an
Slide 87: Community Engagement: Operation Smile, Thailand/Vietnam
COMMUNITY ENGAGEMENT REFERENCE PROJECTS OPERATIONS SMILE, THAILAND/VIETNAM ABOUT THE PROJECT ▪ Operation Smile (OS) Thailand is a charity set up in 1997, dedicated to providing free treatment to children and adults suffering from cleft lips, cleft palates and other facial deformities. ▪ Sika Thailan
Slide 88: Community Engagement: Youth Engagement, Switzerland
COMMUNITY ENGAGEMENT REFERENCE PROJECTS YOUTH ENGAGEMENT, SWITZERLAND ABOUT THE PROJECT ▪ Sika supports the day care center "KITS Sarnen", Switzerland, which offers care services for children up to the 6th grade of elementary school. ▪ Children spend time on Sika premises and familiarize with scienc
Slide 89: Community Engagement: Library Project, China
COMMUNITY ENGAGEMENT REFERENCE PROJECTS LIBRARY PROJECT, CHINA ABOUT THE PROJECT ▪ Sika China is cooperating with "Library Project", a non-profit charity organization. Fulfilling social responsibilities and supporting basic education, the Library Project of Sika China has been in operation for four
Slide 90: Remuneration – Well-Balanced Compensation System
REMUNERATION – WELL-BALANCED COMPENSATION SYSTEM
Slide 91: Compensation Governance: Governance Principles
COMPENSATION GOVERNANCE GOVERNANCE PRINCIPLES ▪ There are strong governance principles in place WE DO WE DON’T ✓ Conduct an annual review of the compensation policy and Provide discretionary compensation payments programs Reward inappropriate or excessive risk taking or short- ✓ Maintain compens
Slide 92: Compensation Benchmarking
COMPENSATION GOVERNANCE COMPENSATION BENCHMARKING Two peer groups are used for different benchmarking purposes in the context of compensation Industrial Swiss listed companies of similar size to Sika in Industrials international companies exposed to similar market terms of market capitalization, rev
Slide 93: Compensation System: Board of Directors
COMPENSATION SYSTEM BOARD OF DIRECTORS (BoD) To strengthen their independence, members of the Board of Directors receive fixed compensation only, paid in cash and restricted share units converted into shares blocked for three years Annual board retainer + Annual committee fees 50% in cash – 50% in c
Slide 94: Compensation System: Group Management
COMPENSATION SYSTEM GROUP MANAGEMENT The compensation system is well-balanced and unique in terms of performance measurement (high proportion of STI and LTI based on performance relative to peers) Performance Time horizon Vehicle Mitigators measurement • Cap on Long-term Absolute + 1 2 3 Equity ince
Slide 95: Total Compensation Approach
TOTAL COMPENSATION APPROACH BoD AND GROUP MANAGEMENT Compensation decisions are made on the basis of a total compensation approach where target compensation is paid for target performance ▪ Target compensation is benchmarked against the market median LTI (target) ▪ Outperformance results in above-me
Slide 96: Compensation Mix: Group Management
COMPENSATION MIX GROUP MANAGEMENT The compensation system aligns pay with performance without incentivizing excessive risk taking or encouraging unintended behaviors Pay-for-performance Mitigators Cap on incentives (maximum potential at 150% of target) Claw-back and malus provisions in case of fraud
Slide 97: Short-Term Incentive: Group Management
SHORT-TERM INCENTIVE GROUP MANAGEMENT The short-term incentive is an annual cash incentive plan rewarding for company and regional performance. A safety target (accident reduction) was introduced in 2023. As of 2024 the KPIs will be adjusted to reflect the Strategy 2028 (see Compensation Scheme 2024
Slide 98: Long-Term Incentive: Group Management
LONG-TERM INCENTIVE GROUP MANAGEMENT Our long-term incentive is a Performance Share Unit (PSU) plan with 3-year cliff vesting conditional upon ROCE and relative TSR performance. As of 2024 the KPIs will be adjusted to reflect the Strategy 2028 (see Compensation Scheme 2024 on page 11). LTI PSU Vesti
Slide 99: Long-Term Incentive: Performance Measurement
LONG-TERM INCENTIVE PERFORMANCE MEASUREMENT Same approach as in the STI: realistic objective setting and a fair payout formula should align pay and performance and motivate executives to perform outstandingly Payout curve for relative TSR Payout curve for ROCE No vesting below threshold performance
Slide 100: Compensation Scheme 2024: Group Management
COMPENSATION SCHEME 2024 GROUP MANAGEMENT ▪ Aligned with Strategy 2028 ▪ 10% of STI and 20% of LTI based on ESG targets ▪ 60% of STI and 80% of LTI based on peer benchmarks ▪ Financial targets balanced between topline growth and profitability growth 60% Net Sales growth (20%) 40% rTSR EBITDA growth
Slide 101: Compensation System Summary
COMPENSATION SYSTEM SUMMARY The BoD is convinced that the compensation system is appropriate for Sika Compensation of the Board of Directors The compensation system of the Board of Directors strengthens their independence and is aligned with prevalent market practice in Switzerland Governance Compen
Slide 102: Links & Annex
LINKS & ANNEX ® BUILDING TRUST By
Slide 103: Links: Publicly Available Information
LINKS PUBLICLY AVAILABLE INFORMATION (NON-EXHAUSTIVE) Governance Reporting ▪ Board of Directors ▪ Reports ▪ Group Management Partnerships ▪ Code of Conduct ▪ Partnerships and Collaborations ▪ Supplier Code of Conduct ▪ Together for Sustainability ▪ Board Composition and Succession Planning ▪ TfS Pro
Slide 104: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 104
Slide 105: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 105
Slide 106: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 106
Slide 107: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 107
Slide 108: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 108
Slide 109: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 109
Slide 110: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 110
Slide 111: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 111
Slide 112: Annex: Risk Management Along the Entire Value Chain
ANNEX RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN 112
Slide 113: Thank You
1 nn HANK YOU =" + ® BUILDING TRUST Bs
Slide 114: Forward-Looking Statement
FORWARD-LOOKING STATEMENT This presentation contains certain forward-looking statements. These forward-looking statements may be identified by words such as ‘expects’, ‘believes’, ‘estimates’, ‘anticipates’, ‘projects’, ‘intends’, ‘should’, ‘seeks’, ‘future’ or similar expressions or by discussion o