Setting the scene

In order to provide more visibility on the efforts made by Dufry to further develop our sustainability engagement, in 2016 we began to increase the depth and breadth of Dufry's reporting on sustainability issues. At that time, we commissioned a materiality assessment to EY (Ernst & Young) that served to establish a detailed view on which sustainability topics are material to our business from both a company and a stakeholder perspective. Based on the findings, in 2017 we prepared our first Sustainability Report in accordance with the Global Reporting Initiative (GRI) Standards, Core Option.

For 2018, we have taken the same approach, and expanded the reach of our report by adding additional operations to our sample data, which provides a broader view of our business from a sustainability standpoint.

Materiality Analysis

The materiality matrix serves to map the topics that we consider most important for our stakeholders and identifies the ones having the highest impact on our business from a broad perspective, and in particular from a sustainability point of view.

When defining the matrix, Dufry followed a company specific approach – rather than a pure sustainability view – in order to optimally link the company strategy and the broader company environment with the expectations of our stakeholders. We based the list of topics on a number of internal and external sources such as our existing policies and regulations, publicly available materiality assessments of peers and the SASB requirements (Sustainability Accounting Standard Board) as well as the report of the Governance & Accountability Institute. These topics, and the corresponding performance indicators included in the GRI guidelines, have been grouped into the three dimensions of our sustainability strategy: Economic, Environment and Social.

We periodically revise the assessment made to ensure it remains accurate and relevant for our business. We have observed the increased importance of digital themes, both for our stakeholders and our business, but as this was already forecasted in our 2016 assessment, our matrix remained unchanged.

Dufry’s materiality matrix remained unchanged.

Likewise, the group of relevant stakeholders included in our materiality assessment remains valid. It includes airports, customers, employees, investors (incl. shareholders, bondholders and lending banks), public authorities, society and suppliers.

Our Sustainability Goals

For Dufry success goes beyond commercial and financial performance. Operating over 2,300 stores in over 400 locations across 65 countries and with a workforce of more than 30,000 employees, we understand that our business activities also have an impact on the societies of the countries where we operate. In addition, as the leading travel retailer, we aim to further improve the overall traveler experience – in our shops we welcome customers from over 150 nationalities every day – and initiate growth opportunities that benefit brands, airports and travelers alike. For these reasons, we believe our goals are more articulate as we aim to cultivate and enrich sustainability for all our stakeholders.

In 2017, we identified the social assessment of our supply chain as one of the areas for development and accordingly drafted a Code of Conduct for Suppliers during 2018, which we have started to share with our most prominent partners. This is an on-going effort that will continue in 2019. More details may be found in the Social dimension section of this report.

Addressing the cultural transformation of Dufry has also been an area of focus during 2018. With the introduction of ONEDUFRY, a program aimed at mobilizing our people to focus their minds, hearts and hands on three core pillars – driving employee experience, driving customer experience and driving business results – we continue with the global transformation process of Dufry.

Increasing the share of female representation in our corporate governance bodies and managerial positions is another of our goals. In 2016, we launched an initiative called women@dufry, bringing together female leaders across the business, in a variety of functions and geographies. This group has the mission of ensuring women’s advancement at Dufry, seeing talented women rise to top leadership positions within the company, and helping employees to manage work, family and life-balance topics.

We have made progress incentivizing women’s progression and today over 30% of the staff selected for our Talent Program are women. More details can be found in the Social section of this report.

Moreover, Dufry has continued to develop its program for fair compensation and gender pay gap reduction. Through different initiatives across locations such as the UK (one of Dufry ́s largest operations) and Switzerland, compensation schemes where analyzed and remediation plans established if needed.

Improvements carried out during 2018

Compliance and Disclosure

  • Update of the Dufry Code of Ethics, Sustainability and Integrity in Business Transactions
  • Disclosure of the Dufry Code of Conduct on the company website
  • Formal setup of compliance department reporting to general counsel; member of group executive committee
  • Launch of two additional reporting channels (hot-line and dedicated website) for wrongdoings
  • GDPR implementation completed ahead of May 2018 deadline
  • Execution of dedicated trainings for employees dealing with personal information and customer data

Supply Chain

  • Development & Finalization of Dufry Supplier Code of Conduct
  • Launch of supply chain surveillance with largest suppliers
  • Further improvement of logistics and supply chain with one order initiative


  • Equal Salary Certification achieved in Switzerland
  • New mentoring program for Talent Management
  • Launch of ONEDUFRY initiative to further harmonize collaboration through common values and principles


  • Extended number of operations included in HR data sample through leveraging Dufry Connect (Global HR Platform)


Further details on these topics discussed can be found under the headings of the respective dimensions listed below

Economic Dimension

  • Be profitable.
  • Create shopping environments where people want to buy.
  • Support local economies by buying local goods and services, paying local taxes and employing local staff.

More information

Environmental Dimension

  • Minimize our environmental impact by operating an integrated and efficient logistics chain to transport products.
  • Reduce our waste and energy consumption.

More information

Social Dimension

  • Maintain quality work environments for our employees.
  • Responsible procurement practices. 
  • Support the communities in which we live and work.
  • Support individual social projects, especially focusing on helping disadvantaged children and their families.

More information

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