Consolidated Sustainability Statement How to interpret this document
This section serves as a brief introductory guide to the Consolidated Sustainability Statement, designed to assist users in understanding the information provided in the application of the European CSRD Regulation, transposed into Italian law by Legislative Decree No. 125/2024.
This Sustainability Statement is divided into the following sections and sub-sections:
ESRS 2 General disclosures
Environmental information
E1 - Climate change
E2 - Pollution
E3 - Water and marine resources
E5 - Resource use and circular economy
Social information
S1 - Own workforce
S4 - Consumers and end-users
Governance information
G1 - Business conduct
Within each sub-section, the Group discloses information relating to strategy, policies, actions, targets and metrics for the management of material Impacts, Risks and Opportunities (IROs).
Each disclosure included in the Sustainability Statement follows a pathway, which can be summarised as follows:
Double Materiality Assessment (paragraph IRO-1): This is the mandatory point of departure according to ESRS
1. It identifies the Company's impacts on people and the environment (impact materiality) and how sustainability topics affect the Group's financial position (financial materiality), through risks or opportunities.
Material IROs (paragraph SBM-3): The material IROs identified by the DMA are defined and positioned along the value chain.
Policies (introductory paragraphs to the "Environmental Information", "Social Information", and "Governance Information" sections): These policies outline the formal commitments and guidelines adopted to manage each material IRO.
Actions (paragraphs "Management of impacts, risks and opportunities" within each sub-section): These describe operational plans, concrete initiatives and the financial resources (CapEx and OpEx) allocated to implement policies.
Targets ("Metrics and Targets" paragraphs): These present the measurable targets and time horizons established to address policy commitments quantitatively.
Metrics ("Metrics and Targets" paragraphs): These include the quantitative indicators (KPIs) used to monitor progress towards targets or commitments and to manage IROs.
Traceability and Unique Coding System
To enable effective cross-referencing and ensure the full verifiability of data, we have introduced a unique coding system. In each section or paragraph, an identification code (e.g. [E1-IN], [CE]) is assigned to each IRO and Policy in order to:
Instantly trace the full IRO pathway across the different sections of the Statement;
Clearly identify which Policies govern each specific impact or risk;
Provide a direct link between the actions taken, targets set and final reporting metrics.
This approach was adopted to ensure that no information is presented in isolation, with all information consistently embedded into a coherent and documented management framework.
ESRS 2 GENERAL DISCLOSURES BASIS FOR PREPARATION BP-1 - General basis for preparation of the sustainability statementsStarting from the 2024 financial year, the Zignago Vetro Group (hereinafter also the "Group") has prepared this Consolidated Sustainability Statement (hereinafter also the "Sustainability Statement"), which fully replaces the Consolidated Non-Financial Statement (hereinafter also the "NFS") prepared in previous years.
The data and information contained in the Sustainability Statement have been processed and managed in compliance with the European Sustainability Reporting Standards (ESRS) introduced by the European Commission through Delegated Regulation 2023/2772 and the document has been subject to limited assurance by an independent audit firm.
All information included in the Sustainability Statement refers to the situation at December 31, 2025 - or the financial year ending on that date, in line with the Consolidated Financial Statements - and covers the Zignago Vetro Group's entire consolidation scope, in accordance with the international accounting standards (IFRS). 1
The relevant Impacts, Risks and Opportunities (hereinafter also "IROs") included in this statement were identified through the double materiality assessment. Further information on the methodology adopted to carry out the analysis, including the coverage of stakeholder views, is provided in the "SBM2 - Interests and views of stakeholders" and "IRO-1 -Description of the processes to identify and assess material impacts, risks and opportunities" paragraphs.
Material IROs with impacts extending along the value chain relate to greenhouse gas emissions and consumer safety. In these areas, Group Policies guide management across the supply chain, while Actions and Targets are primarily focused on the direct operational scope, ensuring the effective and measurable oversight of results.
The Group has not made use of the option to omit specific information required by the ESRS Standards concerning classified or sensitive data related to intellectual property, expertise or innovation results.
1With regard to undertakings based in an EU Member State, it is noted that the Group has not applied the exemption from reporting on impending developments or matters in the course of negotiation.
BP-2 - Disclosures in relation to specific circumstancesThe short-, medium- and long-term time horizons adopted for the preparation of the Sustainability Statement were defined based on the provisions set out in section 6.4 of ESRS 1, namely:
− Short-term: financial year covered by this Statement (equal to 12 months);
− Medium-term: up to five years from the end of the reporting period;
− Long-term: beyond five years from the end of the reporting period;
Causes of uncertainty in estimates and resultsThe following metrics include data from the upstream and/or downstream value chain, estimated based on indirect sources.
Scope 3 GHG emissions | |||
METRIC | ACCURACY LEVEL | METRIC | ACCURACY LEVEL |
1. Purchased goods | Medium | 6. Business travelling | Low |
1. Purchased services | Medium | 7. Employee Commuting | Low |
2. Capital goods | Medium | 9. Downstream transportation and distribution | Low |
3. Fuel and energy-related activities | Low | 12. End-of-life treatment of sold products | Low |
4. Upstream transportation and distribution | Low | 13. Downstream leased assets | High |
5. Waste generated in operations | Medium | 15. Investments | Low |
The basis for preparing the estimates for the above indicators is detailed in the respective sections on environmental topics, to which reference should be made for further insights.
The following categories were used to define accuracy levels:
− High accuracy: based on primary data measured in compliance with standards and/or emission factors with high reliability, disclosed by national or international organisations;
− Medium accuracy: based on partially estimated data and/or emission factors reported in scientific databases;
− Low accuracy: based on hard-to-access data and/or unreliable emission factor sources.
For details on the basis used to prepare the metrics listed above, please refer to E1-6 Gross scopes 1, 2, 3 and total GHG emissions in the "Environmental Information" section.
With regard to forward-looking information, it should be noted that it has been defined on the basis of estimates and assumptions relating to future events and possible actions that the Group may take.
No additional quantitative metrics with a high degree of measurement uncertainty were identified.
Changes in the preparation and presentation of information and reporting errors in prior periods
In accordance with ESRS 2 (BP-2), the Group restated the comparative data relating to Scope 3 GHG emissions -Category 5 (waste generated by operations) for the 2024 financial year. This restatement does not derive from material errors, but from a refinement of the calculation methodology in order to improve reporting accuracy. Specifically, more granular emission factors were applied to distinguish between hazardous and non-hazardous waste, resulting in an increase from 2,560 to 6,874 tCO2e. This change leads to a 0.83% increase compared to total GHG emissions in 2024. While improving the level of detail, this revision does not significantly alter the Group's overall emissions profile as previously reported.
Disclosures stemming from other legislation or generally accepted sustainability reporting standards and frameworksThis Sustainability Statement includes certain information in compliance with other reporting frameworks, particularly the GRI standards issued by the Global Reporting Initiative and applicable from January 1, 2023. Below is a clear reference to the standards used and the corresponding disclosure requirements:
Declaration of use | The Zignago Vetro Group has reported the information mentioned in this GRI content index for the period from January 1, 2025 to December 31, 2025 with reference to GRI standards. |
GRI 1 used | GRI 1 - Foundation - 2021 |
GRI STANDARD / OTHER SOURCE | DISCLOSURE | WHERE CITED |
Reduction of energy consumption [E1-IN] | ||
GRI 302 - Energy (2016) | 302-3 Energy intensity | E1-5 - Energy consumption and mix |
GHG emissions reduction [E1-IN] | ||
GRI 305 - Emissions 2016 | 305-4 GHG emissions intensity | E1-6 - Gross Scopes 1, 2, 3 and Total GHG emissions |
Use of secondary raw materials derived from recycling processes [E5-IP] | ||
GRI 301: Materials 2016 | 301-2 Recycled input materials used | E5-4 - Resource inflows |
All datapoints required by the disclosure requirements mandated by the ESRS reporting standards have been fully reported in this Statement. Therefore, no information has been incorporated by reference to other sections of the Consolidated Financial Statements, the Directors' Report and/or other external documents. Any references to external documents are solely intended to provide readers with additional insights on the specific topic being addressed.
GOVERNANCE GOV1 - The role of the administrative, management and supervisory bodies GOV2 - Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodiesZignago Vetro Group Governance System
At December 31, 2025, Zignago Vetro has adopted a traditional governance system, which includes an administrative body, represented by the Board of Directors, and a supervisory body, represented by the Board of Statutory Auditors.
The administration and operational management of the Group's companies is entrusted to Zignago Vetro S.p.A.'s Chief Executive Officer (CEO), who is formally appointed by the Board of Directors.
In compliance with the latest applicable regulatory provisions and the principles set out in the Corporate Governance Code, Zignago Vetro has adopted the following governance structure:
Board of Directors
The Shareholders' Meeting of May 7, 2025 appointed the Board of Directors, consisting of the following twelve members, who will remain in office until the approval of the financial statements for the year ended December 31, 2027:
OFFICE | NAME | EXECUTIVE/NON-EXECUTIVE | INDEPENDENT |
Chairperson | Nicolò Marzotto | Non-executive | Non-Independent |
Vice-Chairperson | Franco Moscetti | Non-executive | Independent |
Chief Executive Officer | Biagio Costantini | Executive | Non-Independent |
Director | Alessia Antonelli | Non-executive | Independent |
Director | Giacomo Marzotto | Non-executive | Non-Independent |
Director | Luca Marzotto | Non-executive | Non-Independent |
Director | Stefano Marzotto | Non-executive | Non-Independent |
Director | Gaia Melloni | Non-executive | Independent |
Director | Barbara Ravera | Non-executive | Independent |
Director | Angelica Ruggeri | Non-executive | Independent |
Director | Emanuele Sacchetti | Non-executive | Non-Independent |
Director | Chiara Venezia | Non-executive | Independent |
The percentage of independent members on the Board of Directors is 50%. The under-represented gender constitutes 41.7% of the Board.
We note that the Group's organisational structure does not provide for the direct participation of workers' representatives in Board meetings. Workers' representatives were, however, appropriately briefed by means of an in-person meeting on the disclosure requirements of the CSRD Directive and ESRS principles, and were presented with the results of the DMA and the reporting and control methodologies adopted by the Group in the reporting year.
Appointments and Remuneration Committee
OFFICE | NAME | EXECUTIVE/NON-EXECUTIVE | INDEPENDENT |
Chairperson | Franco Moscetti | Non-executive | Independent |
Member | Chiara Venezia | Non-executive | Independent |
Member | Stefano Marzotto | Non-executive | Non-Independent |
At the meeting on May 7, 2025, the Board of Directors renewed the mandate of the Appointments and Remuneration Committee (hereinafter also the "ARC") granting a mandate to the Directors listed below:
Control, Risks and Sustainability Committee
The Control, Risks and Sustainability Committee was appointed by the Board of Directors at the meeting on May 7, 2025 and comprises the following three Non-Executive Directors, two of whom are independent:
OFFICE | NAME | EXECUTIVE/NON-EXECUTIVE | INDEPENDENT |
Chairperson | Alessia Antonelli | Non-executive | Independent |
Member | Gaia Melloni | Non-executive | Independent |
Member | Luca Marzotto | Non-executive | Non-Independent |
Related Party Transactions Committee
The Related Party Transactions Committee, appointed by the Board of Directors on May 7, 2025, is composed of the following Non-Executive Directors, who meet the independence requirements set out in the Corporate Governance Code:
OFFICE | NAME | EXECUTIVE/NON-EXECUTIVE | INDEPENDENT |
Chairperson | Alessia Antonelli | Non-executive | Independent |
Member | Angelica Ruggeri | Non-executive | Independent |
Member | Barbara Ravera | Non-executive | Independent |
Board of Statutory Auditors
The Board of Statutory Auditors, appointed by the Ordinary Shareholders' Meeting on May 7, 2025, will remain in office until the approval of the 2027 financial statements and is composed as follows:
OFFICE | NAME |
Chairperson | Anna Maria Allievi |
Statutory Auditor | Andrea Manetti |
Statutory Auditor | Carlo Pesce |
Alternate Auditor | Laura Faresin |
Alternate Auditor | Cecilia Andreoli |
Supervisory Board
The Supervisory Board, appointed by the Board of Directors on May 7, 2025, is the supervisory body responsible for ensuring that the Organisation, Management and Control Model pursuant to Legislative Decree No. 231/2001 is adequate and efficient, effective and updated. The members appointed are:
OFFICE | NAME |
Chairperson | Alessandro Bentsik |
Member | Massimiliano Agnetti |
Member | Nicola Campana |
Gender and skills of the administrative, management and supervisory bodies
The gender distribution of the Administrative and Supervisory Bodies in office at the Reporting Date is presented in the table below.
GENDER | ||
BODY | M | F |
Board of Directors | 58% | 42% |
Appointments and Remuneration Committee | 67% | 33% |
Control, Risks and Sustainability Committee | 33% | 67% |
Related Party Transactions Committee | 0% | 100% |
Board of Statutory Auditors | 67% | 33% |
Supervisory Board | 100% | 0% |
Effective oversight of sustainability issues is closely linked to the ability of corporate bodies to understand the interaction between environmental, social and governance (ESG) factors and the Group's business model. As such, Zignago Vetro's Board of Directors is structured to achieve a balance between different areas of expertise considered fundamental to the informed management of impacts, risks and opportunities. The graphic2 below illustrates the professional composition of the administrative, management and supervisory bodies, where the number of coloured circles indicates the members who possess the specific expertise, while the empty circles represent the remaining members of each body:
This mapping directly relates corporate expertise to double materiality issues, ensuring strategic oversight of the Group's key IROs (Impacts, Risks and Opportunities):
Sector, Product and Strategy Experience3: These are critical in driving product innovation and assessing the resilience of the industrial model in terms of the Circular Economy (use of glass scrap) and water resource management.
Sustainability and Climate Strategy: Provides tools to govern decarbonization goals and monitor physical and transitional risks related to climate change and pollution.
2BOD: Board of Directors; SC: Board of Statutory Auditors; CRSC: Control, Risks and Sustainability Committee; SB: Supervisory Board; ARC: Appointments and Remuneration Committee.
3"Industry experience" also refers to experience related to the Group's products and geographical areas
Finance, Accounting and Risk Management: Ensures the integration of IRO management into internal control systems and reporting, guaranteeing financial robustness and transparency in dealings with the market.
Legal and Compliance: Oversees regulatory compliance and business ethics, essential pillars of sound corporate governance and end-user protection.
Engineering Techniques: The technical driver for process efficiency, adoption of low-emission technologies and optimised production resource use.
Cyber Security: Essential to protect data integrity and digital infrastructure resilience, ensuring the Group's business continuity in the face of cyber threats.
Human Capital: Governs dynamics relating to the Company's own workforce, ensuring alignment between business strategies, employee well-being and inclusion.
International Experience: Enables the Group's global strategy, adapting it to the specifics of the geographic markets in which it operates.
The information presented derive from a self-assessment process conducted by the corporate bodies, supported by analysis of resumes (which are available in the Corporate Governance Report).
The analysis reveals that six members of the Board of Directors declare specific expertise in the field of Sustainability, while five have established experience in the relevant industrial sector. The reduction in the latter figure from previous years reflects a specific strategic choice: the inclusion of new Directors with diverse backgrounds, with the goal of ensuring a multidisciplinary vision that is required to compete in an increasingly integrated and complex market. It is also important to underline that, where the analysis of specific issues requires it, administrative, management and supervisory bodies may request the support of independent outside experts, ensuring that any decision is based on up-to-date technical data and expert opinions.
Oversight of Impacts, Risks and Opportunities
Zignago Vetro's governance model grants the Board of Directors ultimate responsibility for oversight of procedures designed to manage impacts, risks and opportunities, making use of an organisational structure that ensures a constant and multidirectional flow of information between the various decision-making levels.
Oversight of IROs is entrusted in the first instance to the Control, Risks and Sustainability Committee (CRSC). This internal Board committee performs investigative and advisory functions and is governed by special regulations updated in 2023 to reflect ESG responsibilities. The CRSC systematically monitors the Group's exposure to sustainability risks and the effectiveness of the mitigation measures taken.
At the operational level, this is managed by the ESG Committee, an internal Board committee chaired by the Chief Executive Officer and consisting of the key corporate functions. The ESG Committee is responsible for the operational implementation of sustainability policies, setting performance targets (KPIs), and monitoring the dynamic IRO mapping process, working with the CRSC to report on progress. Though no single executive role with exclusive delegated authority over each IRO has yet been defined, responsibility is shared collegially between the ESG Committee and the Executive Officer for Financial Reporting, under the supervision of the CRSC.
The governance system as described above ensures that the BoD exercises active control over target-setting and progress monitoring, through CRSC oversight and the operational management of the ESG Committee. Performance results are therefore integrated into strategic assessments, ensuring that industrial decisions are based on up-to-date data regarding trends in impacts, risks and opportunities. As part of its periodic review of impacts, risks, and opportunities (IRO), the Board of Directors did not deem it necessary to change the sustainability targets contained in the Group's strategy, and the decisions made during the period did not identify any conflicts between short-term financial performance and maintaining the sustainability profile in the medium to long term.
Beyond management of the BoD, CRSC, and ESG Committee, another key pillar of IRO governance is the management of business conduct that is geared towards safeguarding integrity, transparency, and respect for human rights. In this area, the body responsible for oversight is the Supervisory Board (SB), which operates autonomously and independently to ensure the effectiveness of the Organisation, Management and Control Model (231 OMCM) and compliance with the Code of Ethics.
The Supervisory Board acts as a specific safeguard against risks related to business conduct (e.g. corruption and fair competition), exercising initiative and control powers over all stakeholders (employees, Directors and partners). The activities of the Supervisory Board inform semi-annual reports addressed to the Chairperson and Board of Directors, ensuring that ethical risks are monitored just as financial and operational risks are.
During the year, the Board and CRSC directly addressed all material Group IROs by reviewing and establishing the following strategic pillars:
the 2025 double materiality process;
the 2024 Sustainability Report;
the Transition Plan and related environmental targets to 2030;
health and safety performance.
GOV5 - Risk management and internal controls over sustainability reportingTo ensure the reliability of sustainability reporting, Zignago Vetro has introduced the following internal control system, which supplements operational processes with monitoring and supervisory functions:
Management systems
ESG data collection and management infrastructure is also based on certified Management Systems (ISO 14001 -Environment, 50001 - Energy, 45001 - Health and Safety, 9001 - Quality, and FSSC 22000 - Food Safety). These enable standardised primary data collection at the production site level, reducing operational discretion and ensuring traceability of environmental and social information. Each sustainability indicator integrated into these schemes derives from a certified process that involves periodic instrument calibration, systematic recordings, and the performance of internal and external audits. The integration of ISO systems into the reporting framework therefore ensures the following safeguards:
Reliability and Verifiability: generating objective, standardised data minimises the risk of error and promotes the faithful representation of performance in public statements.
Risk Assessment: audit findings enable early identification of critical issues in internal controls, providing objective evidence to assess and prioritise risks regarding data quality and regulatory compliance.
In this context, the following system certifications are currently valid or planning for the coming years:
Certifications
ZV Fossalta
ZV Empoli
ZV Polska
ZV France
Vetro Revet
IGM
ISO 9001
V
V
V
V
V
V
ISO 14001
V
V
V
2027
V
2027
ISO 50001
V
V
V
-
N/A
N/A
ISO 45001
V
V
V
2027
2027
2027
FSSC 22000
V
V
V
-
N/A
N/A
Segregation of duties
Given the current nature of the reporting process, which contains manual steps and therefore entails a risk of potential errors or manipulation of data, the Group has introduced Segregation of Duties (SoD) to mitigate this eventuality. This approach provides for:
Data Owners: operational managers who enter data.
Data Reviewers: co-ordinating functions that check the consistency of the data collected.
ESG Specialists: a dedicated staff member reporting directly to the Executive Officer for Financial Reporting, who oversees and monitors the entire process, ensuring the accuracy of aggregations and the appropriacy of the estimates used.
Risk prioritisation and oversight
In the interests of continuous improvement, the Group has embarked on a path to progressively strengthen its internal control system on sustainability reporting. This approach is designed to gear ESG data management processes towards the faithful representation of performance.
The adequacy of this system is currently ensured by two independent supervisory bodies:
Internal Audit: periodically verifies the appropriacy of internal controls based on a plan approved by the Control, Risks and Sustainability Committee (CRSC), identifying areas for operational improvement and prioritising corrective actions based on their potential impact and severity on the accuracy and faithful representation of information in the Sustainability Statement.
Board of Statutory Auditors: as part of its supervisory functions, monitors the suitability of the organisational structure and the appropriacy of information flows for reporting, overseeing the external audit process.
The findings of the audits and the progress of the action plans are reported periodically to the CRSC and, through it, to the Board of Directors, ensuring that the senior management bodies constantly oversee the quality of the reporting process.
GOV4 - Statement on due diligenceThe table below indicates the sections of the Sustainability Statement where the topic of due diligence is addressed.
CORE COMPONENTS OF DUE DILIGENCE | SUSTAINABILITY STATEMENT PARAGRAPH |
Integrating due diligence into the governance, strategy and business model | ESRS 2 GOV-2 ESRS 2 SBM-3 |
Engaging stakeholders in all key phases of due diligence | ESRS 2 SBM-2 ESRS 2 IRO-1 |
Identifying and assessing actual and potential negative impacts | ESRS 2 SBM-3 |
Taking action to address negative impacts | ESRS E1 E1-3 ESRS E2 E2-2 ESRS E3 E3-2 ESRS E5 E5-2 |
Tracking the effectiveness of actions and reporting | ESRS E1 E1-5, E1-6, E1-7 ESRS E2 E2-4, E2-5 ESRS E3 E3-4 ESRS E5 E5-5 |
Since the 2020 financial year, the Zignago Vetro Group has adopted a general remuneration policy, designed in line with the Group's Strategic plan and in compliance with the criteria set out in the Consolidated Finance Act and Issuers' Regulation.
The Group's Remuneration Policy seeks to:
− Contribute to the corporate strategy, promoting the achievement of business objectives, the improvement of results in the short, medium and long term, and sustainable development;
− Define incentive systems with clear, measurable targets that align with the Group's Strategic Plan;
− Attract, retain and motivate high-calibre professionals within the Organisation;
− Encourage actions and behaviours consistent with the Group's values and in full respect of the Code of Ethics. The Appointments and Remuneration Committee is responsible for defining the Remuneration Policy, including its periodic review to ensure proper application and alignment with the established performance targets.
As part of the policy review process, which is conducted at least once a year, the Appointments and Remuneration Committee plays an advisory and consultative role for the Board of Directors, submitting specific proposals for amendments to the Policy. Any modifications to the document are deliberated by the Board of Directors and subsequently submitted to the Shareholders' Meeting for final approval, following consultation with the Board of Statutory Auditors. The adoption of the Policy establishes that a portion of the remuneration of Directors, Senior Executives and other significant roles within the organisation - approximately 30-40% of total remuneration - is variable. This means it is subject to the actual achievement of predefined annual targets. These targets are linked to economic and financial performance, individual performance and/or ESG performance, measured on an annual basis.
This variable portion is divided into three pillars:
Economic-financial performance targets - primarily linked to indicators such as revenue, EBIT and ROI -accounting for 30-50% of the incentive-based remuneration for relevant non-executive employees (white-collar employees and managers) and 80% for executives.
Personal performance targets, which vary in the range of 20% to 70%, depending on the specific task performed. These targets are typically set at the beginning of each financial year and are subsequently monitored and recorded at the end of the reporting period, determining whether or not they have been achieved, and consequently their effect on variable remuneration.
Sustainability targets, for which the Remuneration Policy stipulates that approximately 20-25% of variable remuneration is tied to the continuous improvement of the Group's sustainability profile. This is measured based on the achievement of specific targets, represented by formal sustainability ratings assigned to the Group by leading ratings agencies. This approach reflects a willingness to establish incentive-based remuneration parameters that are objectively verifiable.
The current remuneration policy does not include any evaluation criteria regarding specific GHG emission reduction targets disclosed under the E1-4 disclosure requirement; however, seeking improvement in the Group's GHG emissions logically allows for better ratings from leading rating companies. We also note that the performance of administrative, management and supervisory bodies is not currently assessed in relation to specific sustainability targets and/or impacts.
Regarding remuneration, the assessment of the achievement of ESG performance targets is conducted by the Appointments and Remuneration Committee, with subsequent approval by the Board of Directors and the Shareholders' Meeting.
For more details on the internal functioning of the Appointments and Remuneration Committee, please refer to the "Remuneration Policy and Report", available in the Governance section of the Company's website, which was approved by the Zignago Vetro S.p.A. Board of Directors on March 14, 2025 and by the Shareholders' Meeting on May 7, 2025.
STRATEGY SBM1 - Strategy, business model and value chainThe Zignago Vetro Group is now one of the leading companies in the production and commercialisation of glass containers both in Italy and globally. Given the nature of its core business, the Group operates through Business-to-Business (B2B) relationships, engaging with industrial companies primarily in the Food & Beverage sector (mainly wine, oil and water), in addition to Cosmetics & Perfumery.
Key products offered and markets/customer groups
The table below summarises the key market segments and product groups marketed by the Group, relating to companies included in the reporting scope (IFRS).
Companies included in the scope | % Holding | Market segments | Main products |
Zignago Vetro S.p.A. | Parent Company | Food and Drink Perfumery and Cosmetics | Food jars and bottles Perfume bottles Cosmetic jars and bottles |
Zignago Vetro France S.A.S. | 100% | Luxury perfumery | High-end perfumery bottles |
Zignago Vetro Polska S.A. | 100% | Food and Drink Perfumery and Cosmetics | Food jars and bottles Perfume bottles Cosmetic jars and bottles |
Zignago Glass USA Inc. | 100% | Promotion and marketing of glass bottles | Food jars and bottles Perfume bottles Cosmetic jars and bottles |
Italian Glass Moulds S.r.l. | 100% | Production and marketing of moulds | Glass container moulds |
Vetro Revet S.r.l. | 51% | Recycling of cullet | Cullet |
At the date of this Statement, none of the product types marketed by the Zignago Vetro Group are banned in any specific markets.
No Group company operates in the fossil fuels, arms, chemical manufacturing or tobacco cultivation and production sectors. As a result, the revenue generated from these economic activities is zero.
Number of employees by geographic area
Geographic area | Number of employees at 31/12/2024 | Number of employees at 31/12/2025 |
Italy | 788 | 781 |
EU | 862 | 853 |
Non-EU countries | 3 | 5 |
Total employees | 1,653 | 1,639 |
Sustainability objectives and strategy
The Group's commitment to ESG has evolved over time, progressively adopting a more strategic approach, also based on the definition of a long-term target system.
The ESG Committee and Control, Risks and Sustainability Committee are entrusted with the definition and potential revision of strategic guidelines on sustainability matters, which are subsequently presented and approved by the Board of Directors.
Target | Description | Area |
Reduction of absolute Scope 1 GHG emissions to 212,203 tCO2eq by 2030 | Reduction of absolute Scope 1 greenhouse gas emissions, defined as tonnes of CO2 equivalent emissions. | Entire range of products marketed by the Group; ESG-conscious customers; Applied to all hollow glass production sites; Relevant stakeholders: customers, shareholders, local communities. |
Reduction of absolute Scope 2 GHG emissions to 3,940 tonnes tCO2eq by 2030 | Minimisation of absolute Scope 2 greenhouse gas emissions, defined as tonnes of CO2 equivalent emissions. | Entire range of products marketed by the Group; ESG-conscious customers; Applied to all hollow glass production sites; Relevant stakeholders: customers, shareholders, local communities. |
100% use of electricity from renewable sources by 2030 | Increase in the percentage of electricity from renewable sources, defined as the ratio of renewable electricity consumed to the total electricity consumed. | Entire range of products marketed by the Group; ESG-conscious customers; Applied to all hollow glass production sites; Relevant stakeholders: suppliers, customers, shareholders. |
Reduction of absolute water consumption to 504,492 m3by 2030 | Reduction of absolute water consumption, defined as cubic metres of water used | Entire range of products marketed by the Group; Applied to all hollow glass production sites; Relevant stakeholders: suppliers, shareholders, local communities. |
58% average use of recycled glass (internal and external) in the production process by 2030 | Increase in the percentage of recycled glass used in the production process, defined as the ratio between internal and external cullet reused in production and the total input. | Entire range of products marketed by the Group; ESG-conscious customers; Applied to all hollow glass production sites; Relevant stakeholders: suppliers, customers, shareholders. |
Zignago Vetro articulates its commitment to sustainability in an integrated strategy that seeks to minimise the Group's environmental impact along the entire product life cycle, structured around three key pillars that guide the evolution of its business model.
Study and Development of New Products (Eco-Design)
Guided by the Life Cycle Assessment (LCA) and eco-design principles4, the Group develops packaging solutions that combine aesthetics and functionality with reduced environmental impacts. The main innovations include:
Lightweight Products: Development of lightweight containers that reduce raw material requirements and logistics-related emissions
Deep Green Collection: A UVAG glass cosmetics line made with up to over 90% recycled glass, offering up to 89% enhanced natural UV protection for its contents.
Interchangeable Bottle Necks: Solutions such as the Lama bottle, which support reuse and recycling while ensuring production flexibility thanks to a screw-neck design.
Aquamarine Containers: products for the food and beverage sector incorporating high percentages of post-consumer recycled glass (PCR between 30% and 55%).
4 The Zignago Vetro Group has chosen to use the Life Cycle Assessment (LCA) methodology to scientifically evaluate the overall environmental impact of its various products, spanning from production to disposal.
Reduction of Virgin Raw Materials (Circular Economy)
Maximising the use of glass cullet represents a core strategic pillar. Increasing the share of recycled glass in the melting mix enables a drastic reduction in the use of virgin natural resources, thereby limiting extraction activities. The environmental benefit of this approach is twofold: it lowers energy consumption, thanks to the reduced melting temperature required for cullet, and subsequently reduces both direct (process) and indirect CO2emissions.
Investments in Technology and Energy Efficiency
In line with the Environmental Sustainability Plan for climate change mitigation (Section E1 Climate Change), the Group pursues decarbonisation through targeted investments.
The main actions include improving energy efficiency by adopting ISO 50001 certification and advanced monitoring systems, in addition to energy recovery initiatives (e.g. ORC plants and district heating). A key element is the progressive transition to furnace electrification and the increased use of renewable energy, through the installation of photovoltaic systems and sourcing from biomass (Zignago Power). Research into alternative energy carriers also continues, including hydrogen through the H2GLASS project.
The main challenges for the future include:
− Research and application of innovative glass melting technologies that seek to reduce pollutant emissions into the atmosphere, such as the full electrification of furnaces. To date, these technologies are still in the experimental phase and are being tested on a large industrial scale;
− Replacement of fossil fuels with alternative fuels, moving away from non-renewable conventional sources. Currently, no definitive progress has been made regarding the development of these fuels for effective industrial use, ensuring long-term production continuity suited to business needs;
− Further enhancement of the electric component of furnaces, progressively moving beyond the current hybrid (methane) technology. An investment of this type would also require a simultaneous upgrade of existing infrastructure, enabling it to receive and store the additional electricity needed;
− Continuous increase in the percentage of recycled PCR glass in the production mix, particularly for white glass containers, while maintaining the intrinsic characteristics and quality of the finished product. This aspect is primarily influenced by the sufficient availability of high-quality, well-separated recycled glass on the market.
The key projects and critical solutions that the Zignago Vetro Group has planned to tackle the aforementioned challenges are outlined in the Group's Environmental Sustainability Plan. For more details, please refer to Section E1 Climate Change.
Value chain
In the glass industry, several different activities contribute to value creation for customers, involving a wide range of stakeholders throughout the process, both upstream and downstream.
The table below outlines the key stakeholders involved in the Zignago Vetro Group's value chain5:
Value chain | Stakeholders | Type of relationship | Characteristics | Value added by ZVG |
Upstream | Suppliers | Procurement of resources (raw materials, energy, services, other materials) | Supply relationships primarily with established mid-to-large suppliers | Encouragement to adopt production practices with a low environmental impact, while supporting cost-efficient renewable energy consumption and the adoption of responsible business practices. |
Glass manufacturer | Employees (own workforce) | Employment relationship. Active involvement in company activities Contribution to operational goals | Employees working under employment contracts within one of the Group's companies | Guaranteed health and safety, training pathways, and stable employment in an inclusive environment. |
Downstream | Customers | Sale and consumption of finished products (hollow glass containers) | B2B relationships with industrial and/or commercial enterprises primarily operating in the Food & Beverage and Cosmetics & Perfumery sectors | Added value to the final product compared to alternatives available on the market, achieved through the adoption of more sustainable resource reuse practices. |
Shareholders | Investment activities Creation of economic value | Individuals and/or legal entities holding shares in Zignago Vetro S.p.A. | Added value creation and reduction of risks associated with the use of non-renewable energy sources and virgin raw materials, through the adoption of sustainable production practices. | |
Local communities | Active promotion of local well-being Collaboration with institutions | Associations, local entities and institutions located near the Group's production sites | Reduced pollution and land use due to decreased reliance on virgin raw materials, contributing to the conservation and restoration of biodiversity. |
5Inputs and approach to gathering and developing those inputs:
Analysis of the Group's main customers and suppliers based on data extracted from SAPs, along with supplier assessment informed by direct engagement through surveys
Analysis of the Group's own workforce based on trends in KPIs relating to health and safety, training and annual payroll developments, derived from the Company's internal management systems and from an assessment of the social environment conducted in 2025.
Statistics and analyses of sales and purchasing volumes based on SAP management systems, used to compare trends by product category, sector and/or customer/supplier.
Constant interaction with stakeholders is ensure through normal day-to-day operations, allowing requests and perspectives to be gathered and formally fed into the double materiality assessment process. This channel enables the administrative, management and supervisory bodies to review findings and guide the Group in identifying material IROs.
Management plays a central role in this process through dedicated bodies such as the ESG Committee, Management Review and the Executive Committee, which are responsible for analysing strategic issues. The results of these interactions are shared periodically with the Control, Risks and Sustainability Committee (CRSC) and the Board of Directors, ensuring that the corporate sustainability strategy is aligned and organised into the policies, actions, targets and metrics presented in this Statement.
For FY 2025, stakeholder engagement was based around interaction channels built in to business operations, i.e. without the use of sessions dedicated exclusively to reporting. For an analytical description of the methodologies applied, see the section "IRO 1 - Description of the process to identify and evaluate material IROs"
The Group's main stakeholders, how they interact, and the purpose of engagement are set out below:
Stakeholders | Interaction methods | Expectations | Purpose |
Suppliers | Supplier selection policies Regular interactions with the procurement function ESG survey | Collaborative and ongoing relations Respect for contractual conditions | Develop stable and long-lasting supply relationships based on mutual collaboration; Promote ethical and responsible business conduct throughout the entire supply chain; Raise awareness about the importance of ethical business conduct across the entire supply chain. |
Employees (Own workforce) | Dialogue with workers' representatives Daily interactions among colleagues Whistleblowing systems Direct interviews to assess social situation | Equal opportunities Training and development | Understand employee needs and/or concerns to continuously improve the work environment and the psychological well-being of workers, continuing to ensure respect for fundamental human rights. |
Customers and end-users (B2B clients) | Regular interactions with sales functions Customer satisfaction surveys Audits conducted by clients Partnerships | Product quality Product sustainability | Continuously improve product development activities and align with new market trends; Understand customer expectations and perceptions of purchased products (e.g. quality, satisfaction); Strengthen trust-based relationships with customers while safeguarding human rights; |
Stakeholders | Interaction methods | Expectations | Purpose |
Shareholders (Investors) | Shareholders' Meetings Regular engagement through sector conferences and roadshows | Transparent and responsible management Value creation Respect for ESG issues | Understand the Group's perception compared to other investment opportunities; Understand emerging trends. |
Local communities | Understanding the needs and constraints of the area where the Group operates; Sharing information and opinions on issues of common interest; Promoting more informed decision-making processes, thereby contributing to the continuous development of communities and the protection of human rights; Joint assessment of costs and benefits associated with investment activities and socioeconomic initiatives; | ||
(Associations, | Dialogue and specific | Regional support and | |
institutions and | meetings with local | development | |
entities near the | institutions, agencies and | Compliance with legal | |
Group's production | associations | obligations | |
sites) |
In addition to the interaction tools described here, ESG ratings are a further source of information on stakeholders' expectations, both in terms of identifying any expectations regarding business processes and, contextually, defining potential strategic areas for improvement or development. Priority is given to the ratings considered most relevant by Group stakeholders and that appear aligned with corporate priorities. Some of the most important of these are EcoVadis, CDP, MSCI and S&P CSA.
SBM3 - Material impacts, risks and opportunities and their interaction with strategy and business modelThe list of Impacts, Risks and Opportunities considered material to the Group following the conduct of the Double Materiality Assessment is presented below. These sustainability matters apply to the entire business model and all related operations.6
ESRS topic | ESRS sub-topic | IRO | Description | IRO Code | Value chain7 | Time Horizon | SDGs8 | ||
UP | DIR | DWN | |||||||
E1 - Climate change | Climate change | Actual negative impact | High energy consumption, mainly from non-renewable sources, linked to the energy-intensive nature of the hollow glass production process, with negative effects on the Group's environmental footprint | E1-IN | X | X | X | Short-term | 7-9-13 |
Energy | Risk | High energy consumption, mainly from non-renewable sources, linked to the energy-intensive nature of the hollow glass production process, with negative effects on the Group's results and reputation | E1-RS | X | Short-term | 7-9-13 | |||
E2 - Pollution | Air, soil and water pollution | Actual negative impact | Emissions and discharges associated with production processes that could contribute to environmental pressures on water, soil and air if not properly managed | E2-IN | X | Short-term | 3-6-9-11 | ||
E3 - Water and marine resources | Water | Actual negative impact | High consumption of water resources in production processes, resulting in the depletion of natural water resources | E3-IN | X | Short-term | 6-9 | ||
6 All material IROs identified are subject to ESRS disclosure requirements
7 UP = Upstream Activities; DIR = Direct Activities; DWN = Downstream Activities.
8SDGs cited: 3-Good health and well-being; 6-Clean water and sanitation; 7-Affordable and clean energy; 9-Industry, innovation, and infrastructure; 11-Sustainable cities and communities; 12- Responsible consumption and production;
ESRS topic | ESRS sub-topic | IRO | Description | IRO Code | Value chain9 | Time Horizon | SDGs10 | ||
UP | DIR | DWN | |||||||
E5 - Resource use and Circular economy | Resources inflows, including resource use | Actual positive impact | Use of secondary raw materials derived from recycling processes in the production cycle (circular economy) | E5-IP | X | Short-term | 9-12 | ||
Waste | Actual negative impact | Generation of waste from the production process, which could cause environmental damage | E5-IN | X | Short-term | 9-11-12 | |||
Resources inflows, including resource use | Risk | The scarcity of cullet on the market could negatively impact GZV's image due to a reduction in the percentage of recycled glass used in production processes. | E5-RS | X | Medium-term | 9-12 | |||
S1 - Own workforce | Working conditions | Actual negative impact | Negative impact associated with potential injuries due to inadequate attention paid to proper health and safety practices | S1-IN | X | Short-term | 8 | ||
Working conditions / Equal treatment and opportunities for all | Risk | Risk that the Group may not be able to adequately retain high-performing employees and/or attract new qualified talent and/or individuals available to work continuously, due to insufficient professional development programmes, unclear career progression opportunities and/or inadequate internal communication and engagement | S1-RS | X | Medium-term | 4-5-8-10-16 | |||
S1 - Own workforce | Working conditions / Equal treatment and opportunities for all | Opportunity | Invest in people (training, professional development, welfare) and working conditions (workspaces, equal treatment, social dialogue) to enhance human capital and improve the working environment, thereby strengthening the Group's competitiveness | S1-OP | X | Short-term | 4-5-8-10-16 | ||
9 UP = Upstream Activities; DIR = Direct Activities; DWN = Downstream Activities.
10SDGs cited: 4-Quality education; 5-Gender equality; 8-Decent work and economic growth; 9-Industry, innovation and infrastructure; 10-Reduced inequalities; 11-Sustainable cities and communities; 12-Responsible consumption and production; 16-Peace, justice and strong institutions;
ESRS topic | ESRS sub-topic | IRO | Description | IRO Code | Value chain11 | Time Horizon | SDGs12 | ||
UP | DIR | DWN | |||||||
S4 - Consumers and end-users | Personal safety of consumers and/or end-users | Actual positive impact | Continuously improve the quality and safety of products placed on the market, promoting consumer protection and preventing incidents, defects or health risks. | S4-IP | X | X | Short-term | 3 | |
G1 - Business conduct | Risk | Risk that the failure or ineffective adoption of good corporate governance practices, together with weaknesses in internal communication mechanisms, could lead to difficulties in defining strategic priorities, developing and adopting a coherent strategy, and fostering a cohesive and collaborative organisational culture, potentially even leading to organisational stagnation. | G1-RS | X | Medium-term | 8-10-16 | |||
The current and expected effects of the IROs, the incidence, origin and nature of the impacts, the resilience of the business model and the ways in which the Group has responded or plans to respond to the effects of the material IROs identified are described in detail in the sections on Strategy, Policy and Actions within the individual thematic chapters. Please see the individual thematic chapters for further information. A coding system has been adopted for each summary table to facilitate links between IRO, PAT13 and strategy. A coding system has been adopted for each summary table to facilitate links between IROs, PATs14 and strategies.
11 UP = Upstream Activities; DIR = Direct Activities; DWN = Downstream Activities.
12 SDGs cited: 3-Good health and well-being; 4-Quality education; 8-Decent work and economic growth; 10-Reduced inequalities; 16-Peace, justice and strong institutions;
13 PAT = Policies, Actions, Targets.
14 PAT = Policies, Actions, Targets.
The Double Materiality Assessment (DMA) process conducted for the 2025 financial year marks a significant evolution compared to the methodology adopted in 2024. The main change lies in the full integration of the DMA into the Group's Enterprise Risk Management (ERM) system. This decision enabled the Group to overcome fragmented analyses by standardising assessment metrics and incorporating sustainability risks into its corporate risk register.
This change in methodology resulted in an expansion of risk brackets and, consequently, an updated materiality threshold, which has been raised to match the ERM framework. As 2024 is the first year in which the Group must report on sustainability in accordance with the ESRS, the Group adopted a lower materiality threshold as a prudent approach.
The refinement of the assessment methodology led to the streamlining of material IROs, redefining the scope of mandatory reporting under the ESRS. As a result, the following topics did not meet the materiality threshold for this financial year:
Section S4: Local communities
Paragraph G1-2: Management of relationships with suppliers
Paragraph G1-3: Prevention and detection of corruption and bribery
Paragraph G1-4: Confirmed incidents of corruption or bribery
Although these aspects do not meet the DMA materiality criteria defined by European standards, the Group still considers them to be fundamental to its corporate identity and to building trust-based relationships with its stakeholders. To ensure maximum transparency and the continuity of information, these topics and additional information will be reported in a complementary voluntary sustainability document. This document will be available on the Group's sustainability webpage.
No material financial effects were identified in the reporting period in relation to sustainability-related risks and opportunities affecting the business model, value chain, strategy or decision-making process.
IRO-1 - Description of the processes to identify and assess material impacts, risks and opportunitiesDouble Materiality Assessment, material topics, and related impacts, risks and opportunities
The 2025 financial year marks a significant phase of methodological development and consolidation in the Zignago Vetro Group's approach to corporate risk management. This process stems from a strategic desire to further elevate existing controls, moving towards a fully integrated and holistic view of the Group's overall IRO landscape. Building on the identification, assessment and management of IROs carried out by individual company departments, the Group began a project to formalize and aggregate these analyses into a single integrated Enterprise Risk Management (ERM) system.
During this transition phase (2025), the Group focused on mapping and assessing inherent risk, providing a transparent snapshot of potential exposures. This process will continue in 2026 with the refinement of the residual risk assessment. Launched in 2025, the project follows a two-year roadmap:
FY 2025: Completion of the integrated mapping of corporate IROs and the assessment of inherent risk. This phase fully meets the ESRS reporting requirements, enabling the identification of material topics on which the Group should focus its reporting.
FY 2026: The process will conclude with the integrated mapping of residual risks, combining effective internal measures and controls to support the proactive and predictive management of the Group's risk profile.
The ERM process, including the DMA contained therein, is aligned with and can be easily summarised in accordance with the four key phases outlined in the Reporting Standard Guidelines on Double Materiality issued by EFRAG15:
Understanding the context in which the Group operates and mapping the main stakeholder categories;
Identification of current and potential IROs related to sustainability issues that may be material;
Assessment and identification of relevant IROs, among those identified;
Reporting.
The Group analysed its operational activities and business relationships along the entire value chain, both upstream and downstream.16 The Group conducted the analysis by assessing the core activities performed by each Group company and analysing the main markets and sectors in which its products are sold. This included an evaluation of the Business Plan and the macroeconomic context, enabling the identification of areas that are potentially exposed to environmental and social impacts. Developing the assessment involved paying attention to the specifics of the geographical areas where individual production plants are located.
Information on the methodology adopted and the findings obtained with regard to the operating context and the mapping of the Group's main Stakeholders is provided in the points below:
− BP-1, for consolidation scope analysis;
− SBM-1 for identifying the Group's significant product groups and key stakeholders;
− SBM-2 for analysis of key stakeholder engagement channels.
From the above information, it can be inferred that the process did not focus on specific activities and/or business relationships and/or geographic areas, but was extended to include the entire scope of activities carried out by the Group in different territories.
15 For further details, please refer to the document "IG 1 Materiality Assessment Implementation Guidance" published by EFRAG in May 2024.
16 We note that the input parameters used for identifying potentially material IROs are either derived directly from general accounting or are provided by the relevant corporate functions, especially the Management Control Department, Safety Environment and Quality System Department, and Human Resources Department. For further details, please see the sub-section of SBM-1 Inputs and approach to gathering and developing those inputs.
Step B: Identification of IROs linked to sustainability mattersThe findings of the assessment conducted during the previous step laid the groundwork for the identification of a preliminary list of Impacts, Risks and Opportunities related to sustainability matters, considered potentially material to the specific business sectors of the Zignago Vetro Group.
Individual sustainability matters were identified by following a bottom-up approach, starting with an examination of the Group's operating environment and its upstream and downstream value chain.
This approach, which is linked to the methodology adopted during Step A, allowed for consideration of the impacts in which the Group is directly involved both through the operation of its business and as a result of its business dealings. The summary table shows where IROs are placed within the value chain.
The Group systematically analyses the links between generated impacts and strategic dependencies, assessing how these factors could develop into financial risks or opportunities for business resilience.
Step C: Assessment of material IROsFollowing the identification of IROs, the Group proceeded to the assessment phase by conducting one-to-one interviews with Executives and managers responsible for the topics' respective areas of influence. This methodology is a qualitative improvement compared to the survey-based approach adopted in previous years as it ensures greater depth of analysis. This assessment phase is fully integrated into the determination of inherent risk as part of the Group's Enterprise Risk Management (ERM) system. This integration required materiality thresholds and risk classes to be updated to ensure they align with the Group's overall corporate management metrics, compared to the 2024 DMA.
The Group adopted assessment scales based on qualitative and quantitative criteria, assigning a score of 1 (least material) to 5 (most material) for each parameter. A maximum total score of 25 per IRO is calculated by multiplying magnitude or benefit by likelihood. In line with the ERM model, IROs with an inherent risk score equal to or above the threshold of 12 are considered material.
The parameters adopted to assess impact materiality are as follows17:
Likelihood (only applied to potential impacts): defined based on the expected frequency of occurrence and the inherent complexity of the assumed event;
Scale: relates to the significance of the negative impact on people or the environment;
Scope: refers to the geographical or numerical extent of the impact. For environmental matters, this identifies the affected geographical region, while for social impacts, it refers to the number of people or stakeholders involved;
Irremediable character (only applied to negative impacts): assesses the extent to which the impact can be mitigated or remedied.
The following parameters were considered when assessing risks and opportunities:
Magnitude of financial impact: assessed through qualitative or quantitative perspectives across five impact dimensions (EBITDA, net financial position, and operational, reputational and compliance dimension), selecting the highest value identified for each risk;
Likelihood: defined based on the frequency of occurrence over time and the complexity of the potential scenario.
Given that this is the first year in which the DMA is fully integrated into the ERM framework, the Group focused on assessing internal management, with a commitment to extend direct stakeholder engagement activities during the 2026 financial year. However, the integration of insights derived from stakeholder engagement activities remains central during the context analysis and IRO identification phases, as further detailed in paragraph SBM-2 "Interests and views of stakeholders".
17 With regard to impacts, the "Magnitude" or "Benefit" parameter is defined as the highest value resulting from the comparative assessment of scale, scope and irremediable character.
Step D: ReportingThe material IROs thus identified were subsequently associated, based on their nature, with specific sustainability matters as provided for in the ESRS sustainability reporting principles and in FAQ ID 177 published by EFRAG, which allowed the various sections and paragraphs of this Statement to be structured in an objective and orderly manner.
Overall business management processTo ensure that the DMA remains reliable and methodologically sound, the Zignago Vetro Group has integrated the DMA process into its broader Internal Control and Risk Management System (ICRMS). The decision-making process and related control safeguards are organised according to the following levels of responsibility:
Supervision and Assurance: The Internal Audit function performs a cross-cutting supervisory role across the entire integrated ERM process. It is responsible for monitoring the methodological soundness of the analysis and the consistency of the assessments provided by individual function heads, ensuring that the data collection process and one-to-one interviews follow rigorous and transparent standards.
Screening by Committees: Once consolidated at the management level, the analysis results were screened by the ESG Committee to assess their consistency with the Group's sustainability strategy. Subsequently, the Control, Risks and Sustainability Committee (CRSC) carried out a detailed review of the DMA findings at a meeting on December 5, 2025, verifying their alignment with the Group's risk profile and the completeness of disclosures.
Final approval: Confirming the central role of ESG topics within the Group's governance framework, the entire process and the resulting list of material topics were presented to the Board of Directors, which discussed and formally approved them at a meeting on December 12, 2025.
Description of the processes for identifying and evaluating material climate-related IROs
Process to assess climate-related impacts
The process of identifying potentially material climate-related impacts was based on the findings of the GHG inventory, carried out by including Scope 1, 2 and 3 emissions, which made it possible to quantify the direct and indirect greenhouse gas emissions related to the Group's production activity and its value chain, upstream and downstream.
Process to assess climate-related risks and opportunities
The Group identified climate-related risks and opportunities through a scenario analysis completed in December 2024, with the support of external specialists (using tools such as AON Climate Risk Monitor and Swiss Re CatNet). The analysis assessed the exposure of corporate assets and the value chain (clients, suppliers, investees) to:
Physical risks: The geospatial analysis examined both chronic risks (drought, extreme rainfall, extreme heat, frost, wildfires) and acute risks (flooding, heatwaves). The assessment of chronic risks was based on the SSP2-RCP 4.5 scenario, under which CO2emissions remain around current levels before declining towards mid-century, without reaching net zero by 2100, resulting in a temperature increase of approximately 2.7°C by the end of the century. For chronic risks, on the other hand, analysis was based on the high-emissions SSP4 - RCP
8.5 scenario, which is considered a conservative assumption and predicts a global temperature increase of up to
4.4°C by 2100. Each risk was assigned a score based on global hazard percentiles. The analysis was conducted across multiple time horizons, from short term (one year) to long term (60 years), to best capture the evolution of physical risks over time and align the analysis with the useful life of assets in the balance sheet. Based on the findings of the scenario analysis, the Group identified potentially related IROs and assessed their magnitude (economic, financial, operational, reputational and compliance impacts) and likelihood through the DMA process.
Transition risks: The analysis took into account the IEA B2DS scenario (in line with the Paris Agreement, limiting global warming to 1.75°C), assessing the impact of rapid decarbonisation on the Group's European operations. The main factors analysed include: the energy transition, electrification, renewable energy, carbon costs (ETS), the availability of cullet and reputation. The significance of identified events was determined by assessing magnitude (economic, financial, operational, reputational and compliance impacts) and the likelihood across three time horizons, in line with strategic planning and the useful life of assets: Short term (3-5 years), medium term (5-10 years), and long term (>10 years). Transition risks were prioritised using a three-level matrix (priority 1, priority 2, priority 3) and were subsequently used to identify and assess IROs as part of the DMA process.
The range of scenarios used reflects a more conservative approach to physical risks, enabling the Group to anticipate potential impacts on its assets and value chain, while more realistic scenarios were adopted for transition risks. The Group also mapped activities that are not compatible with the net-zero transition by using the European Taxonomy assessment and analysing locked-in GHG emissions.
Description of the processes for identifying and evaluating material pollution-related IROs
The process for identifying pollution-related IROs was based on the geographical and operational screening of production sites (glassworks) and the value chain. Given the nature of the Group's activities, monitoring is closely linked to the requirements of Integrated Environmental Authorisations and the E-PRTR Regulation. If the Group exceeds the emission thresholds outlined in Annex II of the E-PRTR Regulation, it is required to declare them in the European Pollutant Release and Transfer Register. The process:
Confirmed the identification of IROs within the Group's own operations, due to the significance of air emissions and water discharges, managed through periodic self-monitoring and the use of best available technologies (BATs).
Excluded topics such as microplastics and substances of concern, as they are not relevant to the Group's production process.
The materiality assessment implicitly considered dependencies on ecosystem services and potential impacts gross of any mitigation actions. For this specific topic, no additional direct stakeholder consultations were carried out, as existing engagement channels and the regulatory framework were deemed sufficient.
Description of the processes to identify and assess material water and marine resources-related IROs
The Group identifies IROs related to water and marine resources through a geospatial analysis of its value chain. The process is structured around three methodological pillars:
Water stress assessment: the Group uses the Aqueduct Water Risk Atlas tool developed by the World Resources Institute (WRI) to map the proximity of its production sites and key suppliers to vulnerable areas. The analysis identified three facilities operating in areas subject to water stress (defined as a ratio of total water demand to available renewable surface and groundwater resources > 40%).
Physical risk analysis and operational monitoring: with the support of external consultants and the AON tool, the Group assessed the physical risks of drought, extreme heat and extreme rainfall, which could significantly affect the management of water withdrawals, consumption and surface discharges, in compliance with strict local environmental authorisations, for which the Group adopts monitoring and management systems.
Marine resource analysis: the Group assessed dependencies related to sand extraction (a key raw material). However, based on scientific evidence provided by FEVE, no material IROs were identified in relation to marine resources.
The identification process was based on technical parameters, regulatory requirements and scientific databases. For this specific topic, the Group did not consider it necessary to conduct direct stakeholder consultations.
Description of the processes for identifying and evaluating material biodiversity and ecosystem-related IROs
The Group identifies IROs related to biodiversity and ecosystem services along the entire value chain through a multidimensional process that incorporates geographical analyses and scientific tools:
Proximity analysis (sites and suppliers): using Geographic Information Systems (GISs) and national georeferenced databases, the Group assessed the distance of production sites and key suppliers from protected areas or high nature value areas. Although some sites are located a few kilometres from sensitive areas, no significant impacts or risks were identified.
Dependency assessment (ENCORE): exposure to nature-related risks and dependence on ecosystem services relevant to the hollow glass business were analysed using the ENCORE tool (biodiversity module). The analysis did not identify any critical dependencies or material impacts.
External expert analysis: the process incorporated the results of AON's analysis of physical (acute and chronic) and transition risks, excluding systemic risks or impacts arising from climate change on biodiversity.
Despite the identification of potential impacts and regulatory risks, the assessment, based on likelihood and magnitude, confirmed that the topic is not material for the Group. This conclusion is supported by the absence of direct impacts on protected species or natural habitats, in addition to the assessment of pressure drivers (land degradation and soil sealing).
For the purposes of this assessment, the Group did not consider systemic risks and did not conduct specific consultations with affected communities, relying instead on technical data and scientific databases.
At the date of this Statement, no activities carried out at Zignago Vetro Group sites have ever been found to negatively impact the biodiversity of sensitive areas and/or cause the deterioration of natural habitats or habitats of species and/or disturb species for which a protected area has been designated. For this reason, it was not deemed necessary to implement any kind of measures for the purposes of biodiversity mitigation and preservation, such as those identified in the applicable EU Directives and/or national provisions or equivalent international standards.
Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunitiesThe Group identifies IROs related to the circular economy by integrating technical and scientific analyses with operational monitoring systems along the entire value chain.
Life Cycle Assessment (LCA): The primary tool used to map impacts across the product life cycle, from raw material extraction to end-of-life. The results of LCA analyses conducted on certain Group products guide the assessment of environmental impacts and opportunities related to resource inflows.
Flow management and monitoring: The process focuses on inflows (energy, sand, soda, glass cullet, packaging and waste), assessing their intensity and circularity. Conversely, no material IROs were identified for outflows, given the inherently durable and 100% recyclable nature of hollow glass.
Waste analysis: IROs related to the waste sub-topic are assessed through each facility's traceability system (quantities, EER codes and hazardousness), ensuring regulatory compliance and the efficiency of production processes, which are identified as the most impactful phase. The negative impact associated with waste management is considered material, confirming the importance of proper disposal to prevent environmental damage.
The analysis highlights a material risk associated with the scarcity of glass cullet on the market, which could lead to increased reliance on virgin raw materials. At the same time, a positive impact was identified in the Group's current strategy focused on recycling and the use of secondary raw materials, also supported by the activities of Vetro Revet S.r.l. (EOW glass recovery).
The assessment process relied on technical and regulatory parameters, without conducting direct stakeholder consultations for this specific topic.
Description of the processes to identify and assess relevant business conduct-related impacts, risks and opportunitiesTo support the DMA process regarding IROs inherent in the conduct of business, the Group considered the location of production and non-production plants, the core business performed, and the relevant industry. The information used is also covered in the ESRS 2 GOV and ESRS 2 SBM sections. Please see those sections for further details.
IRO-2 - Disclosure Requirements in ESRS covered by the undertaking's sustainability statementThe following is the list of disclosure requirements that the Group has met in preparing the Sustainability Statement, based on the results of the materiality assessment:
Disclosure Requirement | EU regulatory references | Section |
BP-1 - General basis for preparation of sustainability statements | ESRS 2 - Basis for preparation | |
BP-2 - Disclosures in relation to specific circumstances | ESRS 2 - Basis for preparation | |
GOV-1 - The role of the administrative, management and supervisory bodies | ESRS 2 - Governance | |
ESRS 2 GOV-1 Board's gender diversity, paragraph 21(d) | SFDR: Annex I, table 1, indicator no. 13 Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
ESRS 2 GOV-1 Percentage of board members who are independent, paragraph 21(e) | Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
GOV 2 - Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies | ESRS 2 - Governance | |
GOV-3 - Integration of sustainability-related performance in incentive schemes | ESRS 2 - Governance | |
GOV-4 - Statement on due diligence | ESRS 2 - Governance | |
ESRS 2 GOV-4 Statement on due diligence, paragraph 30 | SFDR: Annex I, table 3, indicator no. 10 | |
GOV-5 - Risk management and internal controls over sustainability reporting | ESRS 2 - Governance | |
SBM-1 - Strategy, business model and value chain | ESRS 2 - Strategy | |
ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities, paragraph 40(d)(i) | SFDR: Annex I, table 1, indicator no. 4 Pillar 3 reference: Article 449a of Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453, table 1 - Qualitative disclosure on environmental risk and table 2 - Qualitative disclosure on social risk Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
ESRS 2 SBM-1 Involvement in activities related to chemical production, paragraph 40(d)(ii) (d)(ii) | SFDR: Annex I, table 2, indicator no. 9 Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
ESRS 2 SBM-1 Involvement in activities related to controversial weapons, paragraph 40(d)(iii) (d)(iii) | SFDR: Annex I, table 1, indicator no. 14 Benchmark Regulation reference: Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818(7) and Annex II of Delegated Regulation (EU) 2020/1816 | |
ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco, paragraph 40(d)(iv) | Benchmark Regulation reference: Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818 and Annex II of Delegated Regulation (EU) 2020/1816 |
Disclosure Requirement | EU regulatory references | Section |
ESRS 2 SBM-2 Interests and views of stakeholders | ESRS 2 - Strategy | |
SBM-3 - Material impacts, risks and opportunities and their interaction with strategy and business model | ESRS 2 - Strategy | |
ESRS E1 - Strategy | ||
ESRS E2 - Strategy | ||
ESRS E3 - Strategy | ||
ESRS E5 - Strategy | ||
ESRS S1 - Strategy | ||
ESRS S4 - Strategy | ||
ESRS 2 - SBM3 - S1 Risk of incidents of forced labour, paragraph 14(f) | SFDR: Annex I, table 3, indicator no. 13 | ESRS S1 - Strategy |
ESRS 2 - SBM3 - S1 Risk of incidents of child labour, paragraph 14(g) | SFDR: Annex I, table 3, indicator no. 12 | ESRS S1 - Strategy |
ESRS 2 SBM-3 - S2 Significant risk of child labour or forced labour in the value chain, paragraph 11(b) | SFDR: Annex I, table 3, indicators no. 12 and 13 | Not material as per DMA |
IRO-1 - Description of the processes to identify and assess material impacts, risks and opportunities | ESRS 2 - Management of impacts, risks and opportunities | |
ESRS 2 IRO-1 - E4 paragraph 16 a) i | SFDR: Annex I, table 1, indicator no. 7 | |
ESRS 2 IRO-1 - E4 paragraph 16(b) | SFDR: Annex I, table 2, indicator no. 10 | |
ESRS 2 IRO-1 - E4 paragraph 16 c) | SFDR: Annex I, table 2, indicator no. 14 | |
IRO-2 - Disclosure Requirements in ESRS covered by the undertaking's sustainability statement | ESRS 2 - Management of impacts, risks and opportunities | |
E1-1 - Transition plan for climate change mitigation | ESRS E1 - Strategy | |
ESRS E1-1 Transition plan to reach climate neutrality by 2050, paragraph 14 | EU Climate Law reference: Article 2, paragraph 1 of Regulation (EU) 2021/1119 | |
ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16(g) | Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; Commission Implementing Regulation (EU) 2022/2453, Template 1: Banking book - Climate change transition risk indicators: Credit quality of exposures by sector, emissions and residual maturity Benchmark Regulation reference: Article 12(1)(d) to (g), and paragraph 2, of Delegated Regulation (EU) 2020/1818 | |
E1-2 - Policies related to climate change mitigation and adaptation | POLICIES RELATED TO ENVIRONMENTAL INFORMATION (E1-2, E2-1, E3-1 and E5-1) | |
E1-3 - Actions and resources in relation to climate change policies | ESRS E1 - Management of impacts, risks and opportunities | |
E1-4 - Targets related to climate change mitigation and adaptation | ESRS E1 - Metrics and targets |
Disclosure Requirement | EU regulatory references | Section |
ESRS E1-4 GHG emission reduction targets, paragraph 34 | SFDR: Annex I, table 2, indicator no. 4 Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; Commission Implementing Regulation (EU) 2022/2453, Template 3: Banking book - Climate change transition risk: alignment metrics Benchmark Regulation reference: Article 6 of Delegated Regulation (EU) 2020/1818 | ESRS E1 - Metrics and targets |
E1-5 - Energy consumption and mix | ESRS E1 - Metrics and targets | |
ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors), paragraph 38 | SFDR: Annex I, table 1, indicator no. 5 and Annex I, table 2, indicator no. 5 | ESRS E1 - Metrics and targets |
ESRS E1-5 Energy consumption and mix, paragraph 37 | SFDR: Annex I, table 1, indicator no. 5 | |
ESRS E1-5 Energy intensity associated with activities in high climate impact sectors, paragraphs 40 to 43 | SFDR: Annex I, table 1, indicator no. 6 | |
E1-6 - Gross Scopes 1, 2, 3 and Total GHG emissions | ESRS E1 - Metrics and targets | |
ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions, paragraph 44 | SFDR: Annex I, table 1, indicators no. 1 and 2 Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; Commission Implementing Regulation (EU) 2022/2453, Template 1: Banking book - Climate change transition risk indicators: Credit quality of exposures by sector, emissions and residual maturity Benchmark Regulation reference: Article 5, paragraph 1, Article 6 and Article 8, paragraph 1 of Delegated Regulation (EU) 2020/1818 | |
ESRS E1-6 Gross GHG emissions intensity, paragraphs 53 to 55 | SFDR: Annex I, table 1, indicator no. 3 Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; Commission Implementing Regulation (EU) 2022/2453, Template 3: Banking book - Climate change transition risk: alignment metrics Benchmark Regulation reference: Article 8, paragraph 1 of Delegated Regulation (EU) 2020/1818 | |
E1-7 - GHG removals and GHG mitigation projects financed through carbon credits | ESRS E1 - Metrics and targets | |
ESRS E1-7 GHG removals and carbon credits, paragraph 56 | EU Climate Law reference: Article 2, paragraph 1 of Regulation (EU) 2021/1119 | |
E1-8 - Internal carbon pricing | ESRS E1 - Metrics and targets | |
E1-9 - Anticipated financial effects from material physical and transition risks and potential climate-related opportunities | Disclosure obligation in Phase-In | |
ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks, paragraph 66 | Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1818 and Annex II of Delegated Regulation (EU) 2020/1816 |
Disclosure Requirement | EU regulatory references | Section |
ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk, paragraph 66(a) | Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; paragraphs 46 and 47 of Commission Implementing Regulation (EU) 2022/2453; template 5: Banking book - Potential climate change transition risk indicators: exposures subject to physical risk | Disclosure obligation in Phase-In |
ESRS E1-9 Location of significant assets at material physical risk, paragraph 66(c) | Pillar 3 reference: Article 449a of Regulation (EU) No. 575/2013; Item 34 of Commission Implementing Regulation (EU) 2022/2453; Template 2: Banking book - Potential climate change transition risk indicators: loans collateralised by immovable property - Energy efficiency of the collateral | |
ESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities, paragraph 69 | Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1818 | Disclosure obligation in Phase-In |
E2-1 - Policies related to pollution | POLICIES RELATED TO ENVIRONMENTAL INFORMATION (E1-2, E2-1, E3-1 and E5-1) | |
E2-2 - Actions and resources related to pollution | ESRS E2 - Management of impacts, risks and opportunities | |
E2-3 - Targets related to pollution | ESRS E2 - Metrics and targets | |
E2-4 - Pollution of air, water and soil | ESRS E2 - Metrics and targets | |
ESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28 | SFDR: Annex I, table 1, indicator no. 8; Annex I, table 2, indicator no. 2; Annex I, table 2, indicator no. 1; Annex I, table 2, indicator no. 3 | |
E2-5 - Substances of concern and substances of very high concern | Not material as per DMA | |
E2-6 Anticipated financial effects from pollution-related impacts, risks and opportunities | Disclosure obligation in Phase-In | |
E3-1 - Policies related to water and marine resources | POLICIES RELATED TO ENVIRONMENTAL INFORMATION (E1-2, E2-1, E3-1 and E5-1) | |
ESRS E3-1 Water and marine resources, paragraph 9 | SFDR: Annex I, table 2, indicator no. 7 | |
ESRS E3-1 Dedicated policy, paragraph 13 | SFDR: Annex I, table 2, indicator no. 8 | Not material as per DMA |
ESRS E3-1 Sustainable oceans and seas paragraph 14 | SFDR: Annex I, table 2, indicator no. 12 | Not material as per DMA |
E3-2 - Actions and resources related to water and marine resources | ESRS E3 - Management of impacts, risks and opportunities | |
E3-3 - Targets related to water and marine resources | ESRS E3 - Metrics and targets | |
E3-4 - Water consumption | ESRS E3 - Metrics and targets | |
ESRS E3-4 Total water recycled and reused, paragraph 28(c) | SFDR: Annex I, table 2, indicator no. 6.2 | |
ESRS E3-4 Total water consumption in m3per net revenue on own operations, paragraph 29 | SFDR: Annex I, table 2, indicator no. 6.1 | |
E3-5 - Anticipated financial effects from water and marine resources-related impacts, risks and opportunities | Disclosure obligation in Phase-In |
Disclosure Requirement | EU regulatory references | Section |
E4-1 - Transition plan and consideration of biodiversity and ecosystems in strategy and business model | Not material as per DMA | |
E4-2 - Policies related to biodiversity and ecosystems | Not material as per DMA | |
ESRS E4-2 Sustainable land/agriculture practices or policies, paragraph 24(b) | SFDR: Annex I, table 2, indicator no. 11 | |
ESRS E4-2 Sustainable oceans/seas practices or policies, paragraph 24(c) | SFDR: Annex I, table 2, indicator no. 12 | |
ESRS E4-2 Policies to address deforestation, paragraph 24(d) | SFDR: Annex I, table 2, indicator no. 15 | |
E4-3 - Actions and resources related to biodiversity and ecosystems | Not material as per DMA | |
E4-4 - Targets related to biodiversity and ecosystems | Not material as per DMA | |
E4-5 - Impact metrics related to biodiversity and ecosystems change | Not material as per DMA | |
E4-6 - Anticipated financial effects from biodiversity and ecosystem-related impacts, risks and opportunities | Not material as per DMA | |
E5-1 - Policies related to resource use and circular economy | POLICIES RELATED TO ENVIRONMENTAL INFORMATION (E1-2, E2-1, E3-1 and E5-1) | |
E5-2 - Actions and resources related to resource use and circular economy | ESRS E5 - Management of impacts, risks and opportunities | |
E5-3 - Targets related to resource use and circular economy | ESRS E5 - Metrics and targets | |
E5-4 - Resource inflows | ESRS E5 - Metrics and targets | |
E5-5 - Resource outflows | ESRS E5 - Metrics and targets | |
ESRS E5-5 Non-recycled waste, paragraph 37(d) | SFDR: Annex I, table 2, indicator no. 13 | |
ESRS E5-5 Hazardous waste and radioactive waste, paragraph 39 | SFDR: Annex I, table 1, indicator no. 9 | |
E5-6 - Anticipated financial effects from resource use and circular economy- related impacts, risks and opportunities | Disclosure obligation in Phase- In | |
S1-1 - Policies related to own workforce | POLICIES RELATED TO OWN WORKFORCE AND CONSUMERS AND END-USERS (S1-1 and S4-1) | |
ESRS S1-1 Human rights policy commitments, paragraph 20 | SFDR: Annex I, table 3, indicator no. 9 and Annex I, table 1, indicator no. 11 | |
ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labour Organization Conventions 1 to 8, paragraph 21 | Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
ESRS S1-1 Processes and measures for preventing trafficking in human beings, paragraph 22 | SFDR: Annex I, table 3, indicator no. 11 | |
ESRS S1-1 Workplace accident prevention policy or management system, paragraph 23 | SFDR: Annex I, table 3, indicator no. 1 | |
S1-2 - Processes for engaging with own workers and workers' representatives about impacts | ESRS S1 - Management of impacts, risks and opportunities | |
S1-3 - Processes to remediate negative impacts and channels for own workers to raise concerns | ESRS S1 - Management of impacts, risks and opportunities | |
ESRS S1-3 Grievance/complaints handling mechanisms, paragraph 32(c) | SFDR: Annex I, table 3, indicator no. 5 |
Disclosure Requirement | EU regulatory references | Section |
S1-4 - Taking action on material impacts and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions and approaches | ESRS S1 - Management of impacts, risks and opportunities | |
S1-5 - Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | ESRS S1 - Metrics and targets | |
S1-6 - Characteristics of the undertaking's employees | ESRS S1 - Metrics and targets | |
S1-7 - Characteristics of non-employee workers in the undertaking's own workforce | Disclosure obligation in Phase- In | |
S1-8 - Collective bargaining coverage and social dialogue | ESRS S1 - Metrics and targets | |
S1-9 - Diversity metrics | ESRS S1 - Metrics and targets | |
S1-10 - Adequate wages | ESRS S1 - Metrics and targets | |
S1-11 - Social protection | ESRS S1 - Metrics and targets | |
S1-12 - Persons with disabilities | ESRS S1 - Metrics and targets | |
S1-13 - Training and skills development metrics | ESRS S1 - Metrics and targets | |
S1-14 - Health and safety metrics | ESRS S1 - Metrics and targets | |
ESRS S1-14 Number of fatalities and number and rate of work-related accidents, paragraph 88, (b) and (c) | SFDR: Annex I, table 3, indicator no. 2 Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | ESRS S1 - Metrics and targets |
ESRS S1-14 Number of days lost due to injuries, accidents, fatalities or illness, paragraph 88(e) | SFDR: Annex I, table 3, indicator no. 3 | ESRS S1 - Metrics and targets |
S1-15 - Work-life balance metrics | ESRS S1 - Metrics and targets | |
S1-16 - Compensation metrics (pay gap and total compensation) | ESRS S1 - Metrics and targets | |
ESRS S1-16 Unadjusted gender pay gap, paragraph 97(a) | SFDR: Annex I, table 1, indicator no. 12 Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | |
ESRS S1-16 Excessive CEO pay ratio, paragraph 97(b) | SFDR: Annex I, table 3, indicator no. 8 | |
S1-17 - Incidents, complaints and severe human rights impacts | ESRS S1 - Metrics and targets | |
ESRS S1-17 Incidents of discrimination, paragraph 103(a) | SFDR: Annex I, table 3, indicator no. 7 | |
ESR S1-17 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines, paragraph 104(a) | SFDR: Annex I, table 1, indicator no. 10 and Annex I, table 3, indicator no. 14 Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1816 and Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818 | |
S2-1 - Policies related to value chain workers | Not material as per DMA | |
ESRS S2-1 Human rights policy commitments, paragraph 17 | SFDR: Annex I, table 3, indicator no. 9 and Annex I, table 1, indicator no. 11 | |
ESRS S2-1 Policies related to value chain workers, paragraph 18 | SFDR: Annex I, table 3, indicators no. 11 and 4 | |
ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines, paragraph 19 | SFDR: Annex I, table 1, indicator no. 10 Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1816 and Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818 |
Disclosure Requirement | EU regulatory references | Section |
ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labour Organization Conventions 1 to 8, paragraph 19 | Benchmark Regulation reference: Delegated Regulation (EU) 2020/1816 of the Commission, Annex II | Not material as per DMA |
S2-2 - Processes for engaging with value chain workers about impacts | Not material as per DMA | |
S2-3 - Processes to remediate negative impacts and channels for value chain workers to raise concerns | Not material as per DMA | |
S2-4 - Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions | Not material as per DMA | |
ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain, paragraph 36 | SFDR: Annex I, table 3, indicator no. 14 | Not material as per DMA |
S2-5 - Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | Not material as per DMA | |
S3-1 - Policies related to affected communities | Not material as per DMA | |
S3-1 - Policies related to affected communities | Not material as per DMA | |
ESRS S3-1 Human rights policy commitments, paragraph 16 | SFDR: Annex I, table 3, indicator no. 9 and Annex I, table 1, indicator no. 11 | Not material as per DMA |
ESRS S3-1 Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines, paragraph 17 | SFDR: Annex I, table 1, indicator no. 10 Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1816 and Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818 | Not material as per DMA |
S3-2 - Processes for engaging with affected communities about impacts | Not material as per DMA | |
S3-3 - Processes to remediate negative impacts and channels for affected communities to raise concerns | Not material as per DMA | |
S3-4 - Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing material opportunities related to affected communities, and effectiveness of those actions | Not material as per DMA | |
ESRS S3-4 Human rights issues and incidents, paragraph 36 | SFDR: Annex I, table 3, indicator no. 14 | |
S3-5 - Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | Not material as per DMA | |
S4-1 - Policies related to consumers and end-users | POLICIES RELATED TO OWN WORKFORCE AND CONSUMERS AND END-USERS (S1-1 and S4-1) | |
ESRS S4-1 Policies related to consumers and end-users, paragraph 16 | SFDR: Annex I, table 3, indicator no. 9 and Annex I, table 1, indicator no. 11 | |
ESRS S4-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines, paragraph 17 | SFDR: Annex I, table 1, indicator no. 10 Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1816 and Article 12, paragraph 1 of Delegated Regulation (EU) 2020/1818 | |
S4-2 - Processes for engaging with consumers and end-users about impacts | ESRS S4 - Management of impacts, risks and opportunities |
Disclosure Requirement | EU regulatory references | Section |
S4-3 - Processes to remediate negative impacts and channels for consumers and end-users to raise concerns | ESRS S4 - Management of impacts, risks and opportunities | |
S4-4 - Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions | ESRS S4 - Management of impacts, risks and opportunities | |
ESRS S4-4 Human Rights Issues and Incidents, paragraph 35 | SFDR: Annex I, table 3, indicator no. 14 | |
S4-5 - Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | ESRS S4 - Metrics and targets | |
G1-1 - Corporate culture and business conduct policies | ESRS G1 - Management of impacts, risks and opportunities | |
ESRS G1-1 United Nations Convention against corruption, paragraph 10(b) | SFDR: Annex I, table 3, indicator no. 15 | |
ESRS G1-1 Protection of whistleblowers, paragraph 10(d) | SFDR: Annex I, table 3, indicator no. 6 | |
G1-2 - Management of relationships with suppliers | Not material as per DMA | |
G1-3 - Prevention and detection of corruption and bribery | Not material as per DMA | |
G1-3 - Prevention and detection of corruption and bribery | Not material as per DMA | |
G1-4 - Confirmed incidents of corruption or bribery | Not material as per DMA | |
ESRS G1-4 Fines for violation of anti-corruption and anti-bribery laws paragraph 24(a) | SFDR: Annex I, table 3, indicator no. 17 Benchmark Regulation reference: Annex II of Delegated Regulation (EU) 2020/1816 | |
ESRS G1-4 Standards of anti-corruption and anti-bribery, paragraph 24(b) | SFDR: Annex I, table 3, indicator no. 16 | |
G1-5 - Political influence and lobbying activities | Not material as per DMA | |
G1-6 - Payment practices | Not material as per DMA |
To best manage the material Impacts, Risks and Opportunities related to sustainability matters in the environmental dimension, the Zignago Vetro Group has introduced the following internal policies:
Code of Ethics | Corporate Policy | ESG Policy | Green Procurement Policy | |||
[CoE] | [CP] | [ESGP] | [GPP] | |||
Climate change | E1-IN | High use of energy from non-renewable sources | X | X | X | X |
E1-RS | Negative effects of high energy use | X | X | X | X | |
Pollution (water, air, soil) | E2-IN | Emissions to the atmosphere caused by production processes | X | X | ||
Water and marine resources | E3-IN | High water resource consumption | X | X | X | |
Resource use and circular economy | E5-IP | Use of secondary raw materials | X | X | X | X |
E5-IN | Creation of production waste | X | X | X | X | |
E5-RS | Shortage of cullet | X | X | X | X | |
The Zignago Vetro Group manages its environmental impacts, risks and opportunities (IROs) through an integrated regulatory framework that includes a Code of Ethics, Corporate Policy, ESG Policy and Green Procurement Policy. These documents outline the Group's principles, commitments and intentions, in order to integrate the relevant procedures into business activities and relationships. These policies apply to all Group companies and are binding on corporate bodies, management, employees and the supply chain, through mandatory adherence to the Supplier Code of Conduct. Responsibility for the adoption and dissemination of these principles is assigned to members of the Executive Committee and to the heads of each corporate function, under the supervision of the Chief Executive Officer and internal Board committees. The Group also commits to complying with international initiatives such as the United Nations Global Compact, the Paris Agreement and the 2030 Agenda.
The definition of these policies takes into account the interests of key stakeholders through dynamic mapping and proactive engagement processes, as outlined in paragraph SBM2 - Interests and views of stakeholders. These documents are made available to all stakeholders through publication on the Group's website. The effectiveness of these policies is continuously monitored by the Board of Directors through the procedures described in paragraph GOV5 - Risk management and internal controls over sustainability reporting.