IMPACT REPORT 2025

Every year we review, update, and improve our Impact Strategy. This document guides us in making decisions that have positive effects for both our company and our stakeholders. As the world around us changes, it requires us to continually adapt while staying true to our core values and striving to create a positive impact within our ecosystem.

In 2025, there were three major changes in our Impact Strategy:

0.40 CHF/kg to ViFOUNDATION and seed funding for the VIVI Veloclub

In 2025, we launched the VIVI Veloclub (read more about the Veloclub further down in this report) with an initial seed funding of 4,000 CHF. To kickstart this local community initiative, we temporarily reallocated a portion of our ViFOUNDATION contributions, resulting in a 2025 donation rate of 0.40 CHF per kg of roasted coffee.

Moving into 2026, we are scaling our commitment through a dual-funding model:

Funded by a permanent contribution of 0.01 CHF for every bottle of VIVI sold.

We kept our contribution to the ViFOUNDATION to 0.40 CHF/kg of roasted coffee while allocating 0.10 CHF/kg directly to other impact projects.

This structure ensures that our growth in the beverage sector directly supports local bicycle-led community impact while maintaining our foundational support for coffee-producing communities.

We have agreed to conduct a simplified annual carbon footprint assessment based on revenue to track year-on-year trends. This is complemented by a comprehensive and holistic assessment every three years. This shift allows us to redirect financial resources away from data collection and towards tangible impact and climate risk mitigation within our value chain.

In 2025, the global green coffee market experienced unprecedented volatility. Driven primarily by severe climate events—most notably prolonged droughts in Brazil and extreme weather in Vietnam—global yields for both Arabica and Robusta varieties were heavily impacted. This physical constraint on supply, paired with consistently strong global demand and depleted inventories, pushed green coffee prices to historic highs throughout the year.

Simultaneously, the industry navigated major regulatory shifts. Preparations for the European Union Deforestation Regulation (EUDR) challenged the entire supply chain to accelerate improvements in traceability and environmental governance.

To maintain a resilient supply chain amid fluctuating C-market prices, we stay true to our coffee procurement strategy. We now utilize a dual-pricing model tailored to the specific needs of our producers:

Important: It is always the coffee producer that chooses the pricing model on an annual basis, never ViCAFE.

Utilized for larger estates and corporate suppliers with established negotiating power and the capacity to navigate market volatility. We still pay a premium to suppliers who chose the market-indexed pricing model.

Applied primarily to family-owned farms, ensuring their direct and indirect costs are covered alongside a sustainable profit margin for reinvestment.

B Lab has recently introduced the most significant update to its certification process in its history, transitioning to the new V2 standards. As a B Corp, we are actively transitioning our reporting to this new framework. But what exactly has changed, and why does it matter?

Previously, B Corp certification relied on a flexible scoring system. Companies needed to achieve a 80-point threshold across a variety of optional and mandatory categories. In practice, this meant a business could potentially offset a lower score in one area (like their environmental footprint) with an exceptionally high score in another (like community engagement).

The new V2 framework eliminates this flexibility and cherry-picking impact areas is no longer possible. To certify, companies must now meet mandatory, non-negotiable baseline requirements across seven specific Impact Topics:

• Purpose & Stakeholder Governance
• Fair Work
• Justice, Equity, Diversity & Inclusion (JEDI)
• Human Rights
• Climate Action
• Environmental Stewardship & Circularity
• Government Affairs & Collective Action

The new standards also change how progress is evaluated over time. Instead of a single “set-and-forget” passing grade at recertification, the V2 standards require a multi-year roadmap. We must now demonstrate independently verified, measurable improvements at Year 3 and Year 5 of our certification cycle.

B Lab evolved the standards to meet the increasing urgency of the climate crisis and rising social inequalities, effectively “raising the floor” for what it means to be a responsible business. Furthermore, the new framework was designed to align with stricter global transparency regulations, such as the EU’s Empowering Consumers for the Green Transition (ECGT) Directive.

By mandating comprehensive action across all seven topics and demanding third-party verification, the new framework protects the credibility of the B Corp movement against greenwashing. For us, it provides a much clearer, uncompromising mirror, ensuring that as we roast, brew, and bottle, we are genuinely building a better business across the board.

In 2025, we deepened our commitment to internal transparency. We expanded the scope of our Townhalls to ensure a shared understanding across the company. During these sessions, executive management shares insights into our strategic vision and celebrates our successes, while openly discussing the operational challenges we face.

We gather twice a year not just to align on information, but to connect with one another in a relaxed, informal setting.

As our company grows, staying genuinely connected—both to our operational roots and to each other—is vital. To strengthen our internal communication and foster mutual support across departments, we introduced Customer Days. Through this initiative our office teammates step into the operational heartbeats of our business They work full shifts alongside their colleagues in the bakery, man the bottling line, or serve guests during the morning rush at our ViCAFE Espresso Bars.

This hands-on exchange serves two essential goals:

Rooted in Real Experience: We believe that impactful business decisions cannot be made in isolation. Standing face-to-face with our guests during peak hours ensures that our strategy remains deeply rooted in the physical reality of our service.

Fostering Internal Empathy: By stepping into a colleague’s shoes, our office teams gain a firsthand understanding of the unique daily challenges and needs of our operational departments. It breaks down traditional silos, allows us to look after one another more effectively, and gives us the space to building meaningful personal connections across the company.

Ultimately, Customer Days remind us that our success is a collective effort. By understanding both our customers’ expectations and our colleagues’ realities, we build a more resilient, connected, and empathetic company culture.

To honor the commitment of our long-standing team members, we continue to offer ViBATICALs. Employees with over four years of experience with ViCOLLECTIVE are eligible for four weeks of paid leave to pursue a physically or mentally challenging personal project.

In 2025, our longest-standing employee on the VIVI side of the business, Kaj, utilized his ViBATICAL for a period of introspection. The result was Leergut, Vollgut, Herzblut—an honest, personal account of his journey and entanglement with VIVI. His book captures the crazy, beautiful, and sometimes chaotic memories that define our company culture.

For years, the ViCAFE menu remained intentionally conservative. While the takeaway coffee industry chased fast-moving trends, fast-moving trends, we consciously relied on a simple menu and established classics., relying on our established classics. In 2025, following a strategic impulse, we acknowledged that honoring tradition shouldn’t mean stagnation. We proclaimed 2025 the “Year of the Flavour.”

Our goal was to innovate, but also to stay true to our philosophy: connecting the customer directly to the producer.

We source exceptional seasonal coffees from small producers we visit personally, usually serving them on the second grinder in our Espresso Bars. However, we faced a barrier: many customers are hesitant to switch from their daily standard roast to a seasonal single-origin.

To bridge this gap, we developed four seasonal signature drinks. The strategy was to create accessible beverages that use these seasonal coffees as a base, pairing them with ingredients found in the same ecosystem where the coffee grows.

Our first launch highlighted beans from our long-term partner, Mondul Coffee Estates in Tanzania. During our R&D visits, we learned that the farm workers manage a self-sustained honeybee project. We also discovered they create a natural brew from fermented chilis to use as an organic pesticide.

To reflect this experience, we combined the Mondul espresso with honey as a sweetener and a sprinkle of chili. It wasn’t just a recipe; it was a sensory map of the farm, bringing the agricultural reality of Mondul to our customers in Zurich.

By turning seasonal coffees into approachable mixed drinks, we significantly increased the volume of beans processed through our second grinder. This allows us to purchase larger quantities from smaller producers, providing them with stronger financial stability while introducing our customers to new flavor profiles without the intimidation factor.

True sustainability requires economic resilience. In 2025, we paused to celebrate two significant milestones that prove we are here to stay.

Last year marked 15 years of VIVI. To honor this, we didn’t just throw a party; we organized a pilgrimage back to our roots. We cycled from Zurich to Eglisau—a physical nod to the cycling heritage of the brand.

But the highlight was not the ride itself; it was the arrival. We hosted a community dinner in the town center of Eglisau. It was a moment of connection between the brand’s modern home in Zurich and its historical birthplace. This event underscored our belief that a brand should not just extract value from a community, but actively bring people together at the same table.

The same summer, we celebrated the 10-year jubilee of our ViCAFE Espresso Bar at Bellevue. For a decade, this location has been a staple in the daily rhythm of Zurich. Shaping the inner-city landscape means being a reliable constant—a place where human connection happens every morning, regardless of how the city shifts around it.

Celebrating these anniversaries reaffirms our commitment to building a slow-growing, healthy company that can offer purpose and security to our ecosystem for the next 15 years and beyond.

In 2024 we became part of the Swiss Sustainable Coffee Platform - a multi-stakeholder initiative focusing on promoting Sustainable business practices in the coffee value circle.

The ViFOUNDATION was founded in 2020 in partnership and collective effort by ViCAFE, Coffeema, Eversys and Zurich Insurance.

Together with the farmer partners and the ViFOUNDATION, ViCAFE continues to promote progressive agricultural methods that not only sustain their businesses financially, but socially and ecologically too – all of which follow the principles and ideas of agroecology.

In July 2023, ViCAFE made a pledge to donate 0.50 CHF/kg of coffee roasted to the ViFOUNDATION. The following table shows the amounts that have been donated by ViCAFE to the ViFOUNDATION in 2024

While ViCAFE has long had a clear impact path through our global coffee sourcing, Vivi Kola has been searching for its own meaningful social anchor. We didn’t want to force a sustainability project where it didn’t belong. In 2025, we found it on two wheels.

We founded the VIVI Veloclub, an association designed to use the bicycle—a key part of Swiss culture—as a tool for integration and creating feelings of togetherness.

Good intentions require structure, equipment, and expertise. 2025 was dedicated to assembling these building blocks:

• Formalizing the Commitment: We held our official Founding Assembly, establishing the club as a legal entity. To ensure professional operations from day one, ViCOLLECTIVE provided initial seed funding of CHF 4,000.
• Gathering the Fleet: Integration requires access to equipment. In May, we participated in Coop’s “Tag der guten Tat.” The community response allowed us to collect donated bicycles, which are being refurbished for our members who cannot afford their own.
• Teaming up with partners (AOZ): To ensure our impact is directed effectively, the VIVI Veloclub launched a strategic partnership with the AOZ (Asyl-Organisation Zürich). This collaboration ensures we reach the people who benefit most from this mobility and exchange.

Open to Everyone The VIVI Veloclub is open to everyone—residents, employees, newcomers, and cycling enthusiasts. We invite anyone who identifies with our purpose to join us.

What began as a strategic dialogue during a sourcing trip in Brazil has matured into a real coalition. As a founding member, ViCAFE has dedicated the past two years to co-designing the coalition’s framework, ensuring it meets the standards of the B Corp movement.

With the technical guidance of B Lab Switzerland, we finalized the coalition’s governance model in early 2026. This foundational work led to the official launch during B Corp Month (March 2026), marking our transition from conceptual design to active industry leadership.

The coalition’s central objective is to unite with companies that share our vision, channeling our collective entrepreneurial drive to initiate internal change within the coffee industry.

One key motivation for embarking on this B Corp® journey was our desire to engage with a community of like-minded, value-driven individuals and companies. In our second year of being involved with B Corp®, we actively participated in the community, fostering connections and growing together.

During the Swiss Impact Forum (Nov 2025), we actively contributed to the community’s collective success.

Felix shared our journey in operationalizing sustainability within the hospitality sector, while Malte detailed our methodology for addressing the new Impact Topic Government Affairs and Collective Action within the B Corp recertification process.

In our fifth year of assessing our Corporate Carbon Footprint (CCF), the data remains consistent: the vast majority of our emissions occur within Scope 3, specifically tied to the cultivation and processing of our coffee.

For this reporting period, we evolved our methodology and followed a pragmatic approach in collaboration with ClimatePartner. To ensure we remain focused on impact rather than just administration, we conducted a streamlined assessment. This involved calculating our current footprint based on revenue-based modeling and primary data from previous years. By reducing the complexity of the data collection process for this cycle, we unlocked financial resources that were previously allocated to reporting only. We have reallocated these funds directly into a climate action project within our own value chain.

To maintain a robust CO2 data history, we have established a holistic reporting cycle every three years.

The following table shows a comprehensive overview of our 2025 Corporate Carbon Footprint calculated by ClimatePartner.

As mentioned in the strategy review section, this year we transitioned to revenue-based emission factors for Scope 3 accounting. The apparent increase in emissions, despite lower coffee volumes purchased (see Green Coffee Partnerships and note on contract date methodology), is primarily attributable to this methodological shift and revenue growth, not operational changes. Scope 3 emissions, driven primarily by coffee procurement, remain our largest impact area.

We went into the second year of offering an elevated, plastic free drinking experience for our customers. We continue supporting the vision of GaeaStars cups made from clay, water and salt only.

We managed to integrate the cups as an essential part for our seasonal special drinks in the Espresso Bars in the course of the Year of the Flavour.

To help reduce single-use waste, we have introduced a Zero Waste Coffee Station at our roastery. This self-filling station features a rotating selection of three freshly roasted coffees, allowing you to bring your own reusable containers and fill exactly the amount you need.