ESG Handbook
September 2024
Based on the FY 2023 Sustainability Report, NOT reflecting the deconsolidation of DOMS Industries
Colouring the future Since 1920
"My grandfather's business began in Florence and expanded to Sicily. My father's stretched from Milan to Sicily. Today, our business operates from Shanghai to San Francisco, with India being our second largest market, after the USA.
However, our roots are firmly planted in Italy, despite the global journey we have made. Over the years, we have adapted to evolving times and technologies, incorporating sustainable materials and practices into our business, while holding true to our key values: colour and craftsmanship. We like to picture an artist climbing a hill with her tools, ready to capture the beauty of the landscape before her. At F.I.L.A., we believe our future lies on that hill."
Massimo Candela,CEO of F.I.L.A.
Index
- F.I.L.A. Group
- Our Group
- Brands and products categories
- Our stakeholders
- Purpose, vision, mission and values
- ESG Strategy
- ESG roadmap to 2023
- Strategic Plan 2021-2025
- Sustainability Plan 2021-2025
- F.I.L.A.'s targets
- Materiality analysis
- External recognition and ratings
- Sustainability Governance
- Employees
- Social
- Environment
.
Our Group - June 2024
W i t h a portfolio of 25 iconic brands and a comprehensive range of products for writing, drawing, colouring, modelling, and painting in the School and Fine A r t & Crafts segment, the F.I .L .A. Group has become a major global player in the world of colour. Our products are distributed in 150 countries on five continents, with 32 direct subsidiaries and a workforce of over 3,400 employees.
Our company's vocation is production, with 22 specialised factories located across the world, including t w o in Italy. These factories boast high levels of interchangeability, and vertical integration, allowing us to have full control over the production process.
The parent company F.I.L.A. S.P.A. has been listed on the EXM - Euronext STAR segment of the Italian Stock Exchange since November 2015.
1920
YEAR
FOUNDED
25
ICONIC
BRANDS
32
BRANCHES
ON FIVE
CONTINENTS
2015 | +3,400 |
LISTING ON STAR | EMPLOYEES |
SEGMENT |
+20 22
PRODUCTPRODUCTION
CATEGORIESFACILITIES
+150 €779.2m
COUNTRIES CONSOLIDATED
REVENUE AT DECEMBER
2023
Global Presence - June 2024
4
UK
1
Germany
3 | 5 | ||||||||
USA - | |||||||||
France | |||||||||
Canada | |||||||||
1 | |||||||||
2 | |||||||||
Dominican | 2 | ||||||||
Republic | Italy | ||||||||
Mexico | |||||||||
Countries where we have | |||||||||
a direct presence | |||||||||
Countries with | 1 | ||||||||
factories | |||||||||
F.I.L.A. | Brazil | ||||||||
Headquarter |
Number of factories
1
A rgentina
32 SALES BRANCHES
22 PRODUCTION FACILITIES
Wood
Plantation
2
China
Our Stakeholders
The F.I.L.A. Group is committed to open and transparent communication
with all of its stakeholders
Purpose
Inspire and enrich the lives of everyone through creative and artistic thinking.
Vision
Become the go-to solution for all those seeking to express their creativity, offering the broadest portfolio of brands and products for art and creative education.
.
Mission
To produce and create everything needed to shape ideas, to offer appealing, accessible and safe products, to nourish simple gestures, but also great creative passions, allowing everyone to express themselves at every point in their lives and across the world.
Values
- Legacy - we have a great tradition and a long history that inspires our future and creates a sense of belonging;
- Solidity - we focus closely on return on investment to ensure the Group's continual growth;
- Integrity - we always act with transparency, fairness, honesty and consistency;
- Responsibility - we operate with respect for the people we deal with and the environment to create sustainable value;
- Excellence - we are committed to high levels of quality, service, safety and performance.
ESG Roadmap to 2023
2017
Reporting pursuant to Legislative Decree 254/2016
2020 | 2021 | 2022 | |||
• | 2021-2025 | • | Sustainability Governance | • | Short-medium-and long |
Strategic Plan | • | Structured and systematic | term objectives | ||
• | 2021-2025 | pathway Stakeholder | • Group adopt a Non | ||
Sustainability Plan | Engagement | Financial Reporting | |||
• We have set out | • | Published the first | Manual and a hard | ||
the Group's | Sustainability Report | close was introduced in | |||
purpose, reviewed | including Non Financial | October, in order to | |||
our vision, | Statement | improve the reporting | |||
mission, and | • | Significant update and | process | ||
values, and | integration of the Group's | • | Introduced social and | ||
updated our | sustainability policies | environmental | |||
Ethics Code | • | EU Taxonomy (Regulation | objectives in the | ||
2020/852) | remuneration policies | ||||
of executive directors | |||||
and management |
2023
- Approved a multi- year investment plan to reduce direct CO2 emissions and water withdrawals
- Half year reporting
- Impact Assessment
Strategic plan 2021-2025
Our five-year Strategic Plan is based on five levers, among which - as testament to our comprehensive ESG vision - is the Sustainability Plan. The Strategic Plan was approved by the Parent's Board of Directors at the end of 2020 and was subsequently presented to the senior management teams of its major subsidiaries who circulated the Plan within their organizations.