529900I8ECADX1VM9G14-2025-12-31-en

Sustainability Appendix

List of Material Topics

Adjustments 2025 (GRI 2-4)

Material Topic	Definition	Adjustments in 2025
Ethical business practices	Ethical behavior, integrity, and adherence to laws, regulations, and policies in all business interactions and operations, demonstrating corporate fidelity by complying with both external and internal requirements while fostering a strong culture of compliance.	Definition adapted in 2025 The internal Global Sustainability Steering Council adapted the definition during the yearly review: Previous definition: Ensuring adherence to ethical standards such as integrity, fairness, and respect for human rights in all business activities to strengthen stakeholder trust and promote sustainable growth. Updated definition: Ethical behavior, integrity, and adherence to laws, regulations, and policies in all business interactions and operations, demonstrating corporate fidelity by complying with both external and internal requirements while fostering a strong culture of compliance.
Procurement	Developing and applying social and environmental criteria in the selection and collaboration with suppliers, as well as choosing socially fair and environmentally friendly products.	No adjustments in 2025
Resource management	Minimizing resource consumption and waste production, including recycling and upcycling of materials. Optimizing procurement, separation, reuse, and disposal of resources, both in internal production and at external locations.	No adjustments in 2025
Energy management	Use and transition to renewable energy sources, including in-house photovoltaic systems, and optimization of operational processes (e. g., lighting systems, energy-efficient equipment).	No adjustments in 2025
Mobility	Reducing emissions and traffic congestion caused by visitors’ travel activities and employees’ commuting.	No adjustments in 2025
Transport & Logistics	Selection of low-emission transport options and optimization of delivery and distribution logistics.	No adjustments in 2025
Diversity, Equity & inclusion	Promoting diversity, equity, and inclusion within and, where possible, beyond the organization by establishing and upholding values and consistently implementing anti-discrimination practices.	No adjustments in 2025
Learning & Development	Providing education and training opportunities for employees, covering both their specific professional fields and further education in sustainability and management training.	No adjustments in 2025

Relevance, Impact & Approach

GRI 3-3

Material Topics	Relevance & impact	Approach
Ethical business practices	Ethical business practices strengthen our corporate integrity and ensure compliance with both external and internal requirements. By fostering a strong culture of compliance and transparency, we promote fair competition, protect human rights, and enhance trust among stakeholders. This commitment helps prevent corruption and conflicts of interest, creating a stable and credible foundation for long-term business success.	–Alignment with the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises –Mandatory Code of Conduct for all employees, supported by regular training for staff and management –Specific policies on anti-bribery, anti-corruption, and gifts & hospitality to ensure compliance with internal and external requirements –Supplier Code of Conduct covering the majority of purchasing volume to promote ethical and sustainable practices across the value chain –Introduction of ESG and compliance assessments for suppliers and potential partners to evaluate and document performance –Regular internal reviews and audits to monitor compliance and reduce risks such as corruption or conflicts of interest –Continuous dialogue with stakeholders to strengthen corporate integrity and foster a culture of transparency and accountability
Procurement	Our purchasing has an impact on the environment and society from production to disposal. We use renewable and non-renewable materials and minimize environmental impacts through procurement, production and logistics. Social impacts begin in the supply chain, from the extraction of raw materials to the provision of services. We ensure that human rights are respected, fair working conditions are observed and safe working conditions are guaranteed – both in production and in services.	–Standardized approach through standardized procurement approach –Supplier Code of Conduct binding for all suppliers worldwide –Supplier Evaluation Grid integrates sustainability into decision-making processes
Resource management	Our commitment to responsible resource management is not just an obligation, but a necessity in today’s business world. We recognize the potential risks of inefficient use of resources, such as health hazards for our employees and environmental pollution, and are therefore continuously committed to making improvements. By reducing waste and lowering the associated disposal costs, we create not only environmental but also economic benefits that can help stabilize our financial performance. Resource management is firmly integrated into our business practices. Every decision and action in this area has a direct impact on our environmental and economic performance. Inefficient practices, whether in our waste management or along our supply chain, can have negative consequences that we must actively address.	–ISO 20121 and Net Zero Carbon Events focus to promote sustainable events. –Focus on materials management and waste management as the foundation of the sustainability strategy. –Use of durable, environmentally friendly materials to reduce resource consumption and waste. –Limitation to necessary quantities with a view to reusability and recyclability. –Avoidance, separation and recycling to preserve valuable raw materials and promote the circular economy. –Promoting cooperation between material selection and waste management teams. –Guidance for sustainable material use and waste avoidance through the Sustainable Event Guide. –Collaboration with local partners to strengthen the circular economy and long-term sustainability.
Energy management	The transition to renewable energy offers the MCH Group considerable advantages in terms of security of supply and independence from fossil fuels. By using these sustainable energy sources, we reduce our vulnerability to geopolitical crises and ensure a stable and reliable power supply. This helps to avoid price fluctuations and supply bottlenecks that could affect operations. Energy costs are of great importance for the MCH Group, as events and the production of temporary buildings require large quantities of electricity. The transfer to renewable energy not only enables costs to be reduced, but also makes a contribution to climate protection. Increased energy efficiency plays a central role here and is a key component of our energy policy.	–In-depth data collection to analyze energy consumption and identify potential savings. –Targeted switch to renewable energies based on consumption data. –Promotion of energy efficiency through various strategies and investments. –Use of the Sustainable Event Guide as an orientation aid for energy-efficient events.
Mobility	The transportation of guests and employees has both positive and negative effects. The transport sector is responsible for around 15 % of global greenhouse gas emissions, with flights and car journeys to and from our events in particular causing significant CO₂ emissions as well as air and noise pollution. Reducing these emissions is a key challenge without compromising the business and social benefits of event mobility. Mobility is essential for personal interaction, sharing knowledge and building long-term business relationships. Our events create networks and foster innovation while supporting local industries such as hospitality, catering and transportation. By consciously choosing event locations and times and taking targeted measures to promote sustainable mobility, we can positively influence travel routes and means. Digital alternatives, cooperation with mobility providers and incentives for environmentally friendly means of transport help to minimize the environmental impact without losing the benefits of physical encounters.	–Positive incentives for employees and visitors to use public transport, including financial benefits at selected locations and events. –Home office options to reduce commuting and minimize emissions. –Information campaigns to raise awareness of environmentally friendly mobility choices. –Revised travel policy (2024) to limit business travel, especially air travel, to the necessary minimum.
Transport & Logistics	The timely transportation of valuable goods such as artworks places high demands on logistics and transport. Deliveries must be organized efficiently, environmental and cost aspects must be optimized and regional traffic must not be impaired. Transport and logistics affect both our own infrastructure at event venues and transportation by exhibitors and suppliers. As the transport sector is responsible for around 15 % of global greenhouse gas emissions, CO₂ emissions and air pollution are key challenges. We are committed to continuously reducing emissions, optimizing logistics processes and working closely with logistics partners to develop sustainable solutions. In the future, we want to further reduce the use of fossil fuels, minimize inefficient transport and increasingly rely on climate-friendly alternatives.	–Analysis of the current situation in order to identify optimization potential and use resources more effectively. –Optimization of internal processes and partnerships to ensure efficiency and sustainability. –Review existing contracts and communication channels with external partners for a continuous exchange of information. –Close collaboration with logistics partners to drive joint improvements.
Diversity, Equity & inclusion	A diverse workforce provides MCH Group with decisive competitive advantages. The harmonious integration of different characteristics, perspectives and experiences creates a deeper understanding of our customers and interest groups. This diversity enables us to respond better to the diverse needs of our international clientele. Actively promoting diversity, equal opportunities and equal treatment benefits all employees by increasing their motivation and satisfaction. Exemplary behavior in these areas also strengthens the reputation and attractiveness of the MCH Group as an employer and makes it easier to recruit qualified employees. By contrast, misconduct can have business-damaging and legal consequences.	–Creating a work environment free of bias to promote diversity and equal treatment. –Integration of the Ginto app (2023) to support people with limited mobility at our event locations. –Targeted platforms for women to make their roles and contributions visible at events –Review and adapt processes, from recruitment to exit, to identify and improve critical points.
Learning & Development	General training and development measures can enhance the skills of employees, which leads to greater efficiency and productivity and contributes to the economic strength of the MCH Group and the employability of our employees. This promotes a positive working environment, which increases employee satisfaction and loyalty. Without appropriate programs, there is a risk that employees will not develop the necessary skills and knowledge, which can lead to lower productivity and possible poor decisions. When it comes to sustainability issues, specific training can help to make informed decisions that protect the environment and promote social responsibility. Lack of investment or inconsistent implementation of these programs could hinder progress in both areas and lead to skills gaps.	–Identification and promotion of talents through a systematic skills matrix. –Cross-departmental training to strengthen the internal exchange of knowledge. –Promoting young talent through job offers for students and apprenticeships in various professions. –Introduction of sustainability training to strengthen knowledge and awareness of environmentally conscious and socially responsible decisions.

Climate Risks of MCH Group

GRI 2-16

Climate risks for MCH Group encompass all environmental factors that either directly influence our CO₂ emissions or indirectly affect the climate system and, consequently, our business operations. These include physical risks such as extreme weather events, as well as transition risks arising from evolving regulations, market expectations, and technological developments. Understanding these interdependencies is essential for managing our environmental footprint and strengthening our resilience to climate change.

MCH Group is committed to integrating sustainability into all areas of its business activities. As part of this commitment, we implemented the DARE Framework (Decarbonize, Accelerate, Rethink, Empower), which actively guides our actions and ensures that environmental, social, and responsible corporate governance principles are firmly embedded in our strategy.

MCH Group regularly reports on its sustainability performance, with the Sustainability Report forming an integral part of the Annual Report. With the chapter on climate risks, we enhance transparency in how we address climate-related risks. Our approach follows the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), enabling us to assess the potential impacts of climate change on our business activities and take appropriate measures.

This chapter also contributes to fulfilling the requirements of the Swiss Code of Obligations (Art. 964a – c) and is being continuously refined to strengthen transparency and support long-term progress toward global climate goals.

1. Sustainability Governance

To ensure that sustainability and climate-related responsibilities are clearly structured and effectively implemented across the organization, MCH Group applies a comprehensive governance framework. This includes defined roles and responsibilities across strategic oversight, management, operational execution, and interdisciplinary collaboration. The following RACI matrix summarizes the key actors involved in governing sustainability and climate-related topics, ensuring transparency and enabling efficient coordination throughout the organization.

(R: Responsible, A: Accountable, C: Consulted, I: Informed)

Activity / Responsibility

Board of Directors

Audit Committee

Group Management Team

Chief Strategy & Sustainability Officer (CSSO)

MCH Group Sustainability Team

Group Risk Management Team

Global Sustainability Steering Council

Art Basel Green Team

Overall sustainability oversight

Oversight of ESG risks & progress reporting

Strategic development of sustainability topics

Integration of ESG into decision-making

Identification & assessment of climate risks

Monitoring of climate risks

Development of scenario analyses

Annual review of materiality analysis

Operational implementation of sustainability initiatives

C/R

2. Strategy

MCH Group considers responding to climate change not only a moral responsibility but also a key business challenge to ensure long-term stability and competitiveness. Beyond reducing its own environmental footprint, all MCH Group businesses actively collaborate with external partners, suppliers, service providers, and customers to minimize both upstream and downstream emissions along the entire value chain. Our comprehensive sustainability management also includes the analysis of climate-related risks and opportunities, which are continuously monitored by the MCH Group Sustainability Team. Measures are then implemented in collaboration with other departments. The DARE Framework (Decarbonize, Accelerate, Rethink, Empower) serves as a guiding principle to ensure that sustainability is embedded in all business decisions and new initiatives. Among others, climate-related priorities are defined within the DARE Framework, which guides us in four key areas:

Decarbonize: Based on our 2023 baseline year, we aim to achieve Net Zero by 2050 and reduce our Scope 1 & Scope 2 emissions by 50 % as well as Scope 3 emissions by 20 % by 2030.
Accelerate: We promote sustainable solutions and partnerships to accelerate positive impact on environment, people and the economy.
Rethink: We aim to achieve Near Zero Waste at all our events by 2030. The transition to renewable resources and the implementation of circular practices support this goal.
Empower: We strengthen the expertise of our workforce to ensure that climate-related topics can be competently discussed and implemented across all areas of our company.

2.1 Climate-Related Risks and Opportunities

MCH Group views the impacts of climate change both as a challenge and an opportunity. Short- and long-term climate-related risks could affect our business activities, for example, through physical risks such as extreme weather events or regulatory risks associated with the transition to a low-carbon economy. This could lead to higher energy costs and increased regulatory requirements. At the same time, climate change also presents new opportunities, such as the accelerated expansion of sustainable business practices and services. MCH Group aims to actively leverage these opportunities by continuously bringing sustainable and climate-friendly solutions into our business models.

2.2 Assessment of Climate Change-Related Risks and Opportunities

The following table outlines the most significant climate-related risks and opportunities identified and assessed by the MCH Group Sustainability Team, which could impact MCH Group to various degrees. For positive and negative impacts of material topics, please refer to the chapter Relevance, Impact & Approach within the Sustainability Appendix.

Type	Impact on MCH Group (Risks and Opportunities)	Measures
Acute Weather Events	Risk Delayed or failed deliveries of construction materials for production or materials/art objects for our events due to extreme weather events. Rising or falling average temperatures, as well as extreme temperatures, lead to an increased demand for energy for cooling and heating facilities.	–Increase energy efficiency at our event venues and reduce overall energy consumption through optimized processes and improved planning. In addition, discussions about possible measures to increase energy efficiency with event venues where we rent space. –Early planning of deliveries to ensure timely material availability.
Long-Term Effects of Climate Change	Risk Rising average temperatures lead to increased energy demand for cooling event locations and workplaces during summer, which could drive up energy costs. At the same time, higher temperatures also result in more intense and frequent rainfall, creating additional challenges for event planning and execution, as extreme weather events play an increasing role. A rise in sea levels would primarily affect Art Basel in Miami Beach and Hong Kong, although in both cities, we are only tenants. Other locations are not affected. More frequent droughts could negatively impact the availability and quality of drinking or process water, particularly in Live Marketing Solutions (LMS) production sites, leading to increased costs.	–Regular assessment of long-term physical risks as part of risk management. –Continuous investment in resource-efficient, energy- and water-saving production.
Long-Term Effects of Climate Change	Opportunities Adaptations to the potential effects of climate change, which lead to increased energy efficiency and process optimization, among other things, have long-term positive effects on the cost structure.

Type	Impact on MCH Group (Risks and Opportunities)	Measures
Price, Margin, and Cost Pressure	Risk Global climate-related impacts could increase existing cost pressures due to rising energy costs, raw material prices, and transportation and logistics expenses.	–Increase global cost transparency. –Optimize delivery and transport with low-emission transportation and more efficient truck loading. –Reduce energy consumption by increasing energy efficiency and the share of renewable energy. –Reuse and integrate alternative materials by reselling or donating to third parties to support the transition to a circular economy.
Price, Margin, and Cost Pressure	Opportunities Potential to reduce costs, emissions, and resource consumption through optimized processes and the use of renewable energy.
Impact of Geopolitical and Economic Developments	Risk Resource scarcity, rising raw material prices, increasing trade restrictions, realignment of alliances, inflation, recession, supply chain disruptions, government restrictions, and further political instability due to tariffs, import/export regulations, protests, and climate-related sociopolitical movements.	–Regular discussions on economic and political developments within the Management Team and Board of Directors, as well as engagement in multi-stakeholder/industry initiatives to mitigate potential impacts. –Reduce CO₂ emissions by increasing energy efficiency, analyzing materials used and environmentally friendly materials as well as their reuse, reducing business travel.
New, Changed, and Increased Stakeholder Expectations	Risk Increased requirements from customers and partners, including eco-friendly transportation, energy use, waste management, and circularity at our events and venues. A lack of adaptation to global trends could result in higher expectations for sustainability in events and infrastructure. Changes in customer travel behavior could reduce onsite visitor numbers while increasing demand for digital offerings. A slow or missed adjustment of our offerings could result in a decline in visitors, customers, and projects.	–Regular engagement with stakeholders regarding sustainability to incorporate their needs into internal discussions. –Integrating sustainability into the corporate strategy. –Transparent communication of our sustainability initiatives to stakeholders. –Achieve consistent certification levels across all business units (current details in the Sustainability Report, “Certifications” section). –Continuous research on emerging regulations. –Reduce waste and material consumption, develop recycling concepts, and collect environmental data across all MCH Group locations and events. –Standardize sustainability processes in event planning. –Collaborate with various actors to test and exchange sustainability measures. –Develop action plans to increase renewable energy use, improve energy efficiency, promote material and product reuse, and optimize transportation and logistics.
New, Changed, and Increased Stakeholder Expectations	Opportunities Growing stakeholder expectations present numerous opportunities, especially by adapting to evolving customer needs. Reducing the carbon footprint and striving for Net Zero can further strengthen MCH Group’s reputation, leading to increased guest events and visitor numbers. A strong sustainability leadership position and transparent supply chain communication build trust, attracting new customers and contracts. Additionally, early compliance with new regulations ensures legal security and provides a competitive advantage in a changing market.
Regulatory and Government Changes & Market Reforms	Risk Changes in supply chain regulations, such as Germany’s Supply Chain Due Diligence Act, could impact our supplier processes. External developments in national or extraterritorial regulations (e. g., sanctions, compliance requirements) may affect energy availability, particularly renewable energy.	–Provide sustainability information to stakeholders. –Achieve consistent certification levels across all business units. –Regularly monitor and analyze emerging regulations at group and country levels. –Actively participate in industry initiatives on sustainability (e. g., UFI Sustainability Working Group).
Regulatory and Government Changes & Market Reforms	Opportunities Strengthening collaboration and data exchange to improve Carbon Accounting and Carbon Management (Net Zero 2050 goal). Better understanding stakeholder needs enhances engagement, fosters closer cooperation, and strengthens reputation.
Infrastructure	Risk Investments may be required to comply with new ESG regulations and meet changing customer and employee needs, such as accessibility and e-mobility parking. Unreliable public transport connections, traffic congestion, or accommodation challenges (flights, rail, private transport, hotels) could negatively impact the trade fair/event experience for exhibitors and visitors.	–Regular exchange and collaboration with regional offices (particularly Basel-Stadt and Miami Beach). –Regular discussions and research on existing and emerging regulations. –Improvement of accessibility at our event venues in Basel and Zurich, as well as in Miami Beach, Paris, and Hong Kong. –Expansion of EV charging infrastructure, provision of sufficient bicycle parking spaces, and promotion of public transportation use by integrating public transport tickets into visitor passes.
Infrastructure	Opportunities A stronger focus on eco-friendly mobility solutions presents a chance to significantly enhance visitor experience. Investing in e-mobility infrastructure—such as charging stations for electric vehicles and bicycles, improved public transport connectivity, and dedicated EV parking spaces—can boost exhibitor and visitor satisfaction while reinforcing the company’s commitment to sustainable mobility.

3. Enterprise Risk Management

Since 2023, the Enterprise Risk Management approach of MCH Group had been expanded to systematically include ESG/sustainability risks, covering both climate-related risks and those arising from the material topics identified for the Group, such as risks related to ethical business practices or employee development. These two categories are closely linked and have been fully captured on Group level as ESG risk. They are evaluated on an annual basis.

The Group ESG risk may have both financial and non-financial impacts on MCH Group. It is interdependent from other business risks and plays a central role in:

Ensuring responsible and future-oriented corporate management,
Strengthening the company’s resilience,
Enhancing transparency toward stakeholders.

ESG/Sustainability risks include potential negative impacts on the climate, environment, and society (including human rights), as well as governance-related aspects. These impacts are described in the chapter Relevance, Impact & Approach within the Sustainability Appendix. To assess the ESG/sustainability risks comprehensively, the Group Sustainability Team conducted a double materiality analysis in 2024, integrating these interdependencies. Further details on the materiality analysis process can be found in the Sustainability Report.

4. Key Figures and Targets

As part of its sustainability reporting, MCH Group discloses key figures and targets related to sustainability and CO₂ emissions, including:

Environmental IndicatorsDARE-Framework

Methodology Report

This methodology section provides information on how the Corporate Carbon Footprint (CCF) of the MCH Group was determined for the reporting period from January 1, 2025, to December 31, 2025. The Corporate Carbon Footprint was developed in accordance with the Corporate Standard of the Greenhouse Gas Protocol and includes emissions from Scope 1, Scope 2, and Scope 3.

Organizational and Operational Boundaries

Due to its international presence and diverse event activities, data collection poses a logistical challenge for the MCH Group. The global organization and execution of events, in particular, require differentiated data collection, as data may vary depending on the location and type of event or venue.

The operational control approach was applied to define the organizational framework and the Corporate Carbon Footprint (CCF). This approach covers all units and venues of the MCH Group, as well as all events that took place within the reporting period and were organized by the MCH Group.

As part of the Art Basel shows in Hong Kong, Basel, Paris, and Miami Beach, several side events are organized in collaboration with partners or for marketing purposes. Due to the added complexity in calculation and the focus on the main event, which generates the majority of emissions, these side events are not included in the reporting. Instead, the assessment prioritizes the main venues, where Art Basel and the MCH Group have direct operational control. Exceptions may apply in cases of activities with disproportionately high emissions, for which responsibility is assumed despite the absence of direct operational control.

Main Materials ordered or booked by exhibitors through MCH are included in the calculations. This approach was already applied to Art Basel events in 2024 and has now been extended to all other MCH Group owned events in Switzerland.

For the Live Marketing Solutions division outside of Switzerland, material consumption from in-house production is recorded. However, material consumption related to projects produced by third-party providers is currently not captured.

Furthermore, the CCF includes all relevant emissions arising from activities and resource consumption within the entire group, as well as in upstream and downstream processes.

For Arcual and MC² Europe, the Equity Share approach was applied. This means that emissions are consolidated proportionally according to ownership shares

Coverage

The greenhouse gas emissions are fully covered for Scope 1 and Scope 2 (market-based and location-based) as well as Scope 3. Biogenic CO₂ emissions were not calculated. All greenhouse gases defined by the Kyoto Protocol were considered using the impact assessment method of the Intergovernmental Panel on Climate Change (IPCC, 2014).

		CO₂ equivalent
Carbon dioxide (CO₂)		1
Methane (CH₄)		28
Nitrous oxide (N₂O)		265
HFC-23 (Hydrofluorocarbon)		12 400
HFC-134a (Hydrofluorocarbon)		1 300
Sulphur hexafluoride (SF₆)		23 500
Nitrogen trifluoride (NF₃)		16 100

Baseline Year

The baseline year for the first Corporate Carbon Footprint (CCF) with global coverage of the MCH Group is 2023. However, it is important to note that the data collection process is continuously evolving. The goal is to improve data quality, close data gaps, and increase efficiency in data collection. As events differ from year to year, emission data comparisons should be interpreted with caution.

Defined Process for Data Collection

14. Definition and Adaption of the Data Collection Structure

Development of a global data collection framework tailored to MCH Group’s requirements and adaptation of the Hydrus.ai tool to meet the Group’s specific needs.

15. Integration and Training of Data Providers

Identification and confirmation of responsible persons worldwide as “data collectors” at the business unit level. Implementation of awareness initiatives and global training sessions for all data collectors.

16. Data Collection and Transmission

On-site data collection worldwide using Hydrus.ai, complemented by Excel spreadsheets for offices and events. The collected data is transmitted to Switzerland for consolidation.

17. Quality Assurance and Consolidation

The MCH Group Sustainability Team consolidates and initially analyzes all data. Regular coordination with Hydrus.ai ensures data quality and continuous process improvement. Data modeling, where necessary, is carried out jointly by the Sustainability Team and Hydrus.ai, including follow-ups with data collectors. Final data validation is conducted under the four-eyes principle.

18. Disclosure

Preparation of the sustainability report for publication.

Scope of Reporting (Scopes 1, 2 and 3)

Scope 1 – Direct GHG Emissions

Scope 1 includes direct emissions from:

Stationary combustion (e. g., heating systems)
Mobile combustion (e. g., vehicle fleets)
Fugitive emissions (e. g., leakage from refrigeration and air conditioning systems)

Data were collected mainly from primary sources. For certain events, fugitive emissions were estimated based on heated or cooled areas. Similarly, mobile combustion emissions were estimated for selected MC² units in Europe and the USA.

Scope 2 – Indirect GHG Emissions from Energy Consumption

Scope 2 includes emissions from:

Purchased electricity
District heating and cooling

A market-based approach was applied in accordance with the Scope 2 Guidance of the GHG Protocol. Primarily, primary data was used, while emissions from district heating were estimated for certain locations based on historical values due to limited data availability.

Scope 3 – Indirect Upstream and Downstream Emissions

The report also includes Scope 3 emissions, such as:

Upstream emissions: Employee mobility (commuting and business travel), transportation of goods (inbound and outbound logistics), material consumption, waste, and recycling.
Downstream emissions: Visitor mobility and post-delivery activities related to goods or services.

The data collection mainly relies on primary data as a foundation for analysis. However, since not all areas are fully covered, missing information is supplemented through modeling and estimates to provide a comprehensive overall picture.

Due to limited internal data collection capacities, emissions for three events with exclusively local audiences were modelled for the 2025 reporting year. The modelling is based on verified emissions data from 2024.

This approach is considered appropriate as

these events consistently account for the smallest share of the overall corporate carbon footprint, given that visitor travel represents by far the largest source of emissions across the event portfolio, and
the event and booth concept, visitor profile, and key emission-relevant parameters remained unchanged compared to the previous year.

The impact of this modelling approach on the overall emissions balance is therefore assessed as not material.

Calculation of Emission Factors

The emission calculations are based on emission factors from the Ecoinvent 3.6 database, supplemented by additional data from various sources. The factors were selected to reflect real-world conditions as accurately as possible.

Maintenance of the Data Management Process

MCH Group acknowledges that non-financial data constitutes a fundamental element of effective sustainability management. However, the collection and analysis of such data represent the most complex and resource-intensive aspect of sustainability reporting, as they are influenced by multiple internal and external factors, including internal capacities and processes, the availability and reliability of data, and the degree of cooperation and data provision by suppliers, partners, and visitors.

Looking ahead to the 2026 reporting year, MCH Group will adjust its data collection approach by further standardizing and simplifying data gathering and calculation processes.

Factors contributing to this simplification include

the increasing complexity of sustainability reporting requirements and related documentation efforts,
the prioritization of material emission sources in line with the materiality principle,
the limited availability and varying quality of primary data from external partners and event stakeholders, and
the objective to improve efficiency and scalability of the data collection process across a diverse event portfolio

Employee Information

Employment (GRI 2-7, GRI 2-30)	Unit	2025	2024
Employees	Headcount	1 348	1 363
Employees	FTE	1 043	1 150
Women	FTE	427	442
Men	FTE	615	708
Employees in Switzerland	Headcount	381	402
Employees in the EU, GB	Headcount	53	66
Employees in the USA	Headcount	817	826
Employees in Asia	Headcount	97	69
Full-time positions in Switzerland	FTE	316	322
Full-time positions in the EU, GB	FTE	40	51
Full-time positions in the USA	FTE	359	422
Full-time positions in Asia	FTE	96	65

Part-time positions	FTE	232	290
of which in Switzerland	FTE	46	57
of which in the EU, GB	FTE	9	10
of which in the USA	FTE	175	220
of which in Asia	FTE	1	3
Part-time rate	in %	22	25
Part-time rate Women	in %	17	22
Part-time rate Men	in %	26	27
Temporary employees	FTE	211	354
of which in Switzerland	FTE	16	15
of which in the EU, GB	FTE	5	3
of which in the USA	FTE	186	298
of which in Asia	FTE	4	38
Temporary employees	in %	20	31
of which Women	in %	9	19
of which Men	in %	28	38
Permanent employees	FTE	832	796
of which in Switzerland	FTE	347	364
of which in the EU, GB	FTE	44	58
of which in the USA	FTE	348	344
of which in Asia	FTE	93	30
Permanent employees	in %	80	69
of which Women	in %	91	81
of which Men	in %	72	62
Employees with collective agreements	in %	0	0

Training and Education (GRI 404-1, 404-3)	Unit	2025	2024
Apprentices and working students	Headcount	14	8
Percentage of female apprentices	in %	64	63
working students		4	5
Share of female working students		0	80

Total training	in hours	337.5	125.2
of which employee training	in hours	337.5	125.2
of which management team training	in hours	0	0
of which Executive Board (incl. Board) training	in hours	0	0
Training per employee	in hours	0.37	0.09
Employees with annual appraisal interview	in %	42	52
per woman	in %	63	65
per man	in %	50	44

Diversity and Equity (GRI 405-1)	Unit	2025	2024
Men	in %	64	64
Men in management team, executive board, and board	in %	73	79
Men in management team	in %	71	83
Men in executive board	in %	50	5
Men in board	in %	83	83
Men in leadership positions	in %	64	64
Women	in %	36	36
Women in management team, executive board, and board	in %	27	21
Women in management team	in %	29	17
Women in executive board	in %	50	50
Women in board	in %	17	17
Women in leadership positions	in %	36	36

Employees up to 30 years	in %	19	18
of which employees	in %	20	19
of which in management positions	in %	5	3
of which management team	in %	0	0
of which executive board	in %	0	0
of which board	in %	0	0
Employees between 31 and 50 years	in %	52	50
of which employees	in %	51	49
of which in management positions	in %	67	66
of which management team	in %	57	50
of which executive board	in %	50	100
of which board	in %	33	17
Employees over 50 years	in %	29	32
of which employees	in %	29	32
of which in management positions	in %	28	31
of which management team	in %	43	50
of which executive board	in %	50	0
of which board	in %	67	83

Environmental Indicators

Emissions

(GRI 305-1, 305-2, 305-3, 305-4, 305-5)	Unit	2025	2024
Total Emissions	tCO₂e	260,251.30	317,379.46
Total direct Emissions (Scope 1)	tCO₂e	1,760.85	1,859.08
Total indirect Emissions (Scope 2, market-based)¹⁾	tCO₂e	-	-
Total indirect Emissions (Scope 2, location-based)	tCO₂e	3,025.50	3,702.18
Total indirect Emissions (Scope 3)	tCO₂e	255,464.95	311,818.20
Total Emissions compensated	tCO₂e	3.973	0
Emission Intensity	tCO₂e/Nettoumsatz MCHF	605.94	759.27

¹⁾Scope 2 emissions are reported according to the location-based principle, as market-based data is not available for certain locations. A precise statement according to the market-based approach is therefore not possible.

Multiple indicators from 2024 have been subject to methodological adjustments. Details on the nature of these changes and the underlying rationale are provided in the Restatement section on page X.

Energy data (Sites)

(GRI 302-1, 302-2, 302-3)	Unit	2025	2024
Energy reference area	m²	321,956.33	379,243
Total energy consumption	MWh	21,883.08	19,855.36
Total electricity consumption	MWh	14,123.88	11,638.33
of which renewable	%	80.38	70¹⁾
of which non-renewable	%	19.62	30¹⁾
Total electricity consumption (own properties)	MWh	11,132.66	7,756.24
of which renewable	%	100	100
of which non renewable	%	0	0
Total electricity consumption (rented properties)	MWh	2,991.21	3,882.58
of which renewable	%	7.4	11
of which non-renewable	%	92.6	89
Total heating/cooling²⁾	MWh	7,759.2	8,217.03
Total heating/cooling (own properties)	MWh	4,973.08	5,214.55
Total heating/cooling (ented properties)	MWh	2,786.12	3,002.48
Energy intensity per m²	kWh/m²	67.97	52.35

¹⁾Shares were recalculated due to calculation error in 2023

²⁾Share of electricity consumption is used for cooling

Energy data (Events)

(GRI 302-1, 302-2, 302-3)	Unit	2025	2024
Energy reference area	m²	492,352.18	480,159
Total energy consumption	MWh	5,248.12	6,753.85
Total electricity consumption	MWh	4,671.82	5,753.03
of which renewable	%	34.56	54.41¹⁾
of which non-renewable	%	65.04	45.59¹⁾
Total electricity consumption (own properties)	MWh	1,632.89	2,970.79
of which renewable	%	100	100
of which non renewable	%	0	0
Total electricity consumption (rented properties)	MWh	3,038.93	2,782.24
of which renewable	%	0	0
of which non-renewable	%	100	100
Total heating/cooling²⁾	MWh	567.3	1,000.82
Total heating/cooling (own properties)	MWh	437.9	827.09
Total heating/cooling (ented properties)	MWh	138.4	173.73
Energy intensity per m²	kWh/m²	10.66	13.47

¹⁾Shares were recalculated due to calculation error in 2023

²⁾Share of electricity consumption is used for cooling

GRI Index

Statement of use		MCH Group has reported in accordance with the GRI Standards for the period January 1, 2025, to December 31, 2025
GRI 1 used		GRI 1: Foundation 2021

			Omission

GRI Standard/ other Source	Disclosure	Location and/or direct answers	Requirement(s) omitted	Reason	Explanation

General disclosures
GRI 2: General Disclosures 2021	2-1 Organizational details	Management Report p. 5 Sustainability Report p. 129 Corporate Governance p. 26
	2-2 Entities included in the organization’s sustainability reporting	Sustainability Report p. 129
	2-3 Reporting period, frequency and contact point	Appendix p. 191 The Sustainability Report 2024 covers information and data on the period January 1, 2025 to December 31, 2025, in line with our financial reporting. Non-financial reporting is conducted annually, following the conclusion of each fiscal year. This Sustainability Report was published on March 23rd, 2026. Contact: sustainability@mch-group.com
	2-4 Restatements of information	Appendix p. 166, p. 188
	2-5 External assurance	We hereby confirm that no external audit of our sustainability reporting was conducted in 2025.
	2-6 Activities, value chain and other business relationships	Management Report p. 5 Corporate Governance p. 26 Sustainability Report p. 129
	2-7 Employees	Appendix p. 180–181
	2-8 Workers who are not employees			Information unavailable/incomplete	We are currently unable to disclose data for GRI 2-8 (Workers who are not employees) due to limitations in our data infrastructure. However, we are actively working to establish systems to enable comprehensive reporting on this in the future.
	2-9 Governance structure and composition	Corporate Governance p. 34, p. 38
	2-10 Nomination and selection of the highest governance body	Corporate Governance p. 33
	2-11 Chair of the highest governance body	Andrea Zappia, Chairman of the Board of Directors
	2-12 Role of the highest governance body in overseeing the management of impacts	Corporate Governance p. 35
	2-13 Delegation of responsibility for managing impacts	Corporate Governance p. 34, p. 35
	2-14 Role of the highest governance body in sustainability reporting	Sustainability Report p. 163 Corporate Governance p. 35
	2-15 Conflicts of interest	Corporate Governance p. 35
	2-16 Communication of critical concerns	Sustainability Report p. 163 Corporate Governance p. 36 Appendix p. 170–176
	2-17 Collective knowledge of the highest governance body	The Board of Directors of MCH Group brings together a diverse and complementary set of skills, expertise, and industry experience. This enables it to effectively support the company in its role as a leading international live marketing platform, fostering innovation, sustainability, and long-term value creation in the event and exhibition industry.
	2-18 Evaluation of the performance of the highest governance body		2-18-a 2-18-b 2-18-c	Not applicable	No processes have been implemented to evaluate the performance of the highest governance body. This may become a key area of focus in 2026 and 2027.
	2-19 Remuneration policies	Remuneration Report p. 117–119	2-19 aii: Sign-on bonuses or recruitment incentive payments	Information unavailable/incomplete	Only general reference in employee chapter of Sustainability Report
	2-20 Process to determine remuneration	Sustainability Report p. 157 Remuneration Report p. 117–119
	2-21 Annual total compensation ratio	Headquartered in Switzerland, MCH Group operates across different markets with varying economic and labor conditions. Our compensation is based on regular market analyses and benchmarks of relevant positions, alongside assessments of each employee’s skills and performance. We aim to provide comparable compensation structures for all employees and monitor adherence to minimum standards. The ratio between the highest-paid employee’s annual compensation and the median may vary significantly due to market differences across countries and external factors such as exchange rates. Therefore, we do not view the requested information as a relevant measure for assessing the fairness of our compensation structures.	Report the process for determining remuneration:	Confidentiality constraints	Only general reference in employee chapter of Sustainability Report
	2-22 Statement on sustainable development strategy	Sustainability Report p. 131–133
	2-23 Policy commitments	Sustainability Report p. 163
	2-24 Embedding policy commitments	Sustainability Report p. 131, p. 163
	2-25 Processes to remediate negative impacts	Sustainability Report p. 163, p. 170–176
	2-26 Mechanisms for seeking advice and raising concerns	Sustainability Report p. 154, p. 163
	2-27 Compliance with laws and regulations	Sustainability Report p. 163
	2-28 Membership associations	Sustainability Report p. 136 Corporate Governance p. 41
	2-29 Approach to stakeholder engagement	Sustainability Report p. 139 Corporate Governance p. 42
	2-30 Collective bargaining agreements	There are no employees at MCH Group employed under collective bargaining agreements.

			Omission

GRI Standard/ other Source	Disclosure	Location and/or direct answers	Requirement(s) omitted	Reason	Explanation

Material topics
GRI 3: Material Topics 2021	3-1 Process to determine material topics	Sustainability Report p.134–135
GRI 3: Material Topics 2021	3-2 List of material topics	Sustainability Report p. 135, p. 166–169
Procurement
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 204: Procurement Practices 2016	204-1 Proportion of spending on local suppliers	Sustainability Report p. 164 In terms of local sourcing, Switzerland is considered the local procurement country for all Swiss-based companies, while for MC2 in the USA, local sourcing is defined as procurement within the United States. A more specific distinction is currently not possible due to the available data.
Ethical Business Practices
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 205: Anti-corruption 2016	205-3 Confirmed incidents of corruption and actions taken	Sustainability Report p. 163
Resource Management
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 301: Materials 2016	301-1 Materials used by weight or volume	Sustainability Report p. 144
GRI 301: Materials 2016	301-3 Reclaimed products and their packaging materials	Sustainability Report p. 145
GRI 306: Waste 2020	306-1 Waste generation and significant waste-related impacts	Sustainability Report p. 144
	306-2 Management of significant waste-related impacts	Sustainability Report p. 144
	306-3 Waste generated	Sustainability Report p. 146
	306-4 Waste diverted from disposal	Sustainability Report p. 146–147
	306-5 Waste directed to disposal	Sustainability Report p. 146–147
Energy Management
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 302: Energy 2016	302-1 Energy consumption within the organization	Sustainability Report p. 56 Appendix p. 198
	302-2 Energy consumption outside of the organization	Sustainability Report p. 56 Appendix p. 198
	302-3 Energy intensity	Appendix p. 198
	302-4 Reduction of energy consumption	Sustainability Report p. 56
	302-5 Reductions in energy requirements of products and services	Sustainability Report p. 56
Mobility
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
Transport & Logistics
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
Learning & Development
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 404: Training and Education 2016	404-1 Average hours of training per year per employee	Appendix p. 181
	404-2 Programs for upgrading employee skills and transition assistance programs	Sustainability Report p. 154
	404-3 Percentage of employees receiving regular performance and career development reviews	Appendix p. 181
Diversity, Equity & Inclusion
GRI 3: Material Topics 2021	3-3 Management of material topics	Sustainability Report p. 134–135, p. 144, p. 148, p. 150, p. 151, p. 157, p. 163, p. 164 Appendix p. 167–169
GRI 405: Diversity and Equal Opportunity 2016	405-1 Diversity of governance bodies and employees	Sustainability Report p. 153 Appendix p. 182
GRI 405: Diversity and Equal Opportunity 2016	405-2 Ratio of basic salary and remuneration of women to men	Sustainability Report p. 157
Other GRI disclosures beyond material matters
GRI 203: Indirect Economic Impacts 2016	203-2 Significant indirect economic impacts	Sustainability Report p. 160–161
GRI 305: Emissions 2016	305-1 Direct (Scope 1) GHG emissions	Sustainability Report p. 143 Appendix p. 183
	305-2 Energy indirect (Scope 2) GHG emissions	Sustainability Report p. 143 Appendix p. 183
	305-3 Other indirect (Scope 3) GHG emissions	Sustainability Report p. 143 Appendix p. 183
	305-4 GHG emissions intensity	Sustainability Report p. 143 Appendix p. 183
	305-5 Reduction of GHG emissions	Sustainability Report p. 143 Appendix p. 183

OR 964 Index

Required aspects according to Art. 964a-c CO	Subtheme	Place of Disclosure	Reference
Business model	Organizational profile, activities, value chain	Our Business	p. 5
	Organizational profile, activities, value chain	Procurement	p. 164
	Organizational structure	Board of Directors, Executive Management	p. 28, p. 38
Environmental concerns	Material topics	Materiality analysis	p. 134–135, 166–169
	Objectives & measures	Our path to net zero	p. 141–142
		Corporate carbon footprint	p. 143, 183–188
		Resource management	p. 144–147
		Energy management	S. 148–149
		Mobility	p. 150–151
		Transport & logistics	p. 151
Employee concerns	Employee information	Employees	p.153–157, 180–182
		HR governance	p. 154
		Movis	p. 154
	Material topics	Materiality analysis	p. 134–135, 166–169
	Objectives & measures	Learning & development	p. 154, 181
	Objectives & measures	Diversity, equity & inclusion	p. 157, 180–182
Social concerns	Indirect economic effects	Economic strength and cultural significance of the MCH Group	p. 159–161
	Cultural impulses	MesseQuartier Basel	p. 160
	Partnerships	Partnerships	p. 136–137, 159–161
Human rights	Material topics	Materiality analysis	p. 134–135, 166–169
Human rights	Human rights in the supply chain	Procurement	p. 164
Anti-corruption measures	Key topics	Materiality analysis	p. 134–135, 166–169
	Ethical business practices	Ethical business practices	p. 163
	Compliance and integrity	Code of Conduct	p. 163

Statement of the Board of Directors

The Board of Directors at MCH Group Ltd. approves the 2025 Non-Financial Report. The Sustainability Report 2025 is published in German and English. The German version is legally binding.

Basel, March 24, 2026

Andrea Zappia Chairman of the Board of Directors MCH Group Ltd

MCH Group Ltd.

4005 Basel, Switzerland

T + 41 58 200 20 20 info@mch-group.com www.mch-group.com

The report on the year closing for 2025 is posted

on the MCH Group website under “Investors” / “Reports”.

No printed copies are produced or sent out.

The report is published in German and English. The German version is binding.