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Sustainability Report 2019
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LETTER TO THE STAKEHOLDERS We present the third economic, social and environmental sustainability report of our Industrial Group this year, in the context of a particularly sensitive time of our community life, trampled and traumatized by the negative effects deriving from Covid-19 pandemics. It is clear that the experience we are living will remarkably put into question some acquired certainties and will dramatically influence the strategies of the following years. In any case, the year 2019 was characterized by the increase of such negative trends occurred after the middle of the previous year: lack of the market growth, cost production pressure, deterioration in margins and new financial demands for large investments needed to tackle deep innovation and ongoing transformation in our department. PSC, in this context, first operated by launching a reorganization plan, according to the new requirements and subsequently, in the second part of the year, by implementing a strengthening plan with its presence in East Europe and Brazil.
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Moreover, industrial renovations of the facilities and planned production processes were carried out. The final result, even if slightly worse compared to the previous year, was definitively positive and this made us more resilient. In addition, it allowed us to lay the groundwork for a further growth process, whenever the negative effects deriving from the current pandemics will be over. Therefore, also in the following years we will provide to pursue the objectives of a planned development, in the view of sustainability and improvement of the single, as well as collective well-being, with the awareness of the complexity of the incoming challenges. However, at the same time, we are confident that we have the right tools to succeed.
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WE WORK TO REACH HIGH QUALITY LEVELS AND COMPETITIVENESS WITH RESPECT FOR THE
ENVIRONMENT AND PEOPLE
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A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Sustainability Report
▶
2019
◀
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1.1 IDENTITY, VISION, MISSION AND VALUES A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
1.2 HISTORY AND PARTNERSHIP 1.3 STRUCTURE AND ORGANIZATION
1.4 PRODUCTS AND MARKETS
DMA GRI
1.0 Who we are
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1.1 IDENTITY, VISION, MISSION AND VALUES Identity and vision
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Prima Sole Components (PSC- Stock Company)is a Group which has been operating since 1973 in the field of automotive plastic components, motor vehicles and household appliances. It designs, manufactures and sells innovative and sustainable products whose goal is to live up to its customers expectations on a regular basis. An ambitious goal, pursued thanks to a long-term and flexible partnership, where competitiveness, quality and service achieve high standards, alongside staff work daily operating with motivation and efficiency and constant research of innovative and integrated solutions. PSC aims to emerge in the Italian and International market as a global actor in its operating field. Europe, Brazil, United States of America and Far East: these are the countries in which PSC is particularly reinforcing its leadership in the market of plastic components, where success is determined by three main factors:
- Competitiveness; - Innovation; - Globalization. In order to become partners of the most prestigious customers, it is fundamental to reach turnover thresholds. For this reason, as well as to improve the highest degree of competitiveness, PSC is introducing its first COBOTS in the productive process. These are collaborative robots representing industry 4.0, along with studying different applications of a world which has increased remote connections through technological Champions.
Mission PSC aims to extend the well-being it generates through its activities in the territory in which it operates. It is the Group’s intention to strengthen the relationship of trust with all stakeholders and to pursue the objectives by harmonizing all members’ interests, in compliance with the provisions of law and the principles of impartiality, reliability, loyalty, fairness and transparency. The PSC Group aims at a business concept of prosperity interconnected with the territory in which it operates. The PSC mission is characterized by three aspects that are inseparably related to each other:
- Economic.
The management of the Group is characterized by the creation of value for shareholders in compliance with rigorous economic and financial sustainability parameters.
- Productive and Market.
PSC designs, manufactures and promotes innovative and technologically advanced products that fully meet our customer’s needs..
- Social.
The PSC Group is aware of the centrality of its social role towards the internal and external community, whether it local, national or international. For this reason, it is committed to the establishment of innovative paths aimed at improving all the Group stakeholders’ quality of life, with utmost respect for the surrounding external environment.
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1.1 IDENTITY, VISION, MISSION AND VALUES Values The group takes the utmost account of the following corporate values, which take shape within its staff’s behavior, working both individually and collectively:
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values
• Always act with honesty and moral integrity • Being critical with yourself and questioning how to improve yourself
1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
• Be respectful towards the organization, highlighting meritocracy • Focus on growth and its long-term sustainability
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
• Pay attention to safety and the environment • Be respectful towards customers The annual publication of the Sustainability Report contributes to spread the above-mentioned values. PSC working practices are based on the most up-to-date regulations, both national and international. Respect for the person is fundamental as well. For this reason, in the Ethical Code – which is currently being revised following the Group reorganization –the support and respect for human rights are clear, in accordance with the UN’s Universal Declaration. The organizational and management model, pursuant to Legislative Decree 231, was planned in 2014 and currently it is being reviewed and implemented, according to the reorganization of the Group occurred over the years. In both documents the introduction of new contents, developed on the basis of the process through a better sustainability undertaken by the group, is present. Such model shall be finally introduced in 2020.
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PRIMA (stock-company) starts furniture accessories production.
1973 A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4. A 5.
> > > >
PRIMA (stock-company) takes over from Piaggio in the Metalplastic company. In the same year, after Tecnoproduct acquisition,TECNOPRIM A was established. With the sale of Cabling PRIMA and Sapca, PRIMA (stock-company) comes out of the wiring sector.
1996
WORKERS NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Prima (stock-company) acquires Plastal Italy, then Sole (stock-company), and holdings in Finalloy companies (aluminum sector), Optimares (aircraft seats).
2010
1980 1986 The production of foamed components for the automotive, aeronautic and railway sectors begins.
PRIMA (stock-company) becomes a FIAT supplier for plastic components designed for the outside of cars.
1987
1999 PRIMA (stock-company) enters the field of appliances with the creation of the P.A.D. and the acquisition of Almec (stock-company), active in the automotive sector.
2014 The internal reorganization is completed with the integration of Prima and Sole (stock-companies) as operating structures. Prima Sole Components (stock-company) was established.
PRIMA (stock-company) opens its first factory abroad, PRIMA France sas.
2000
PSMM Pernabuco was established as a joint venture with Magneti Marelli for the production of automotive plastic components based in Pernabuco (Brazil).
2015
1989 The first design and industrialization center of PRIMA (stock-company) and PRIMA I.Ver, a company for painting plastic materials, was established.
2001 The Eripress companies of Cicerale and Shandrani Italy are acquired (with a new name (I.Ver.Plast.).
2016 A new plant was inaugurated in Gricignano d'Aversa, in partnership with Magneti Marelli.
Cabling PRIMA is founded, active in the wiring market for Automotive.
1991
Prima (stock-company) inaugurates two production sites abroad: Prima Germany GmbH and Prima Poprad sro (Slovakia), first active in the household appliances sector as well as automotive afterwards.
2003 PSC, through TWICE PS, rents a company branch of SGI, a company with plants in Italy, Austria, England, Germany and Brazil, entering the thermosetting sector.
2017
1993 PRIMA Eastern was established in Torino of Sangro, meant to manufacture plastic products, mainly for the FVC SEVEL plant.
2006 Prima (stock-company) acquires Collins & Aikman Italy Limited and its four production plants.
2018 PSC acquires 99% of PSMM Campania, in partnership with Magneti Marelli.
SAPCA company was established in Modugno.
1994
With the sale of Almec, Prima (stock-company) abandons the die-casting sector.
2007 PSC acquired the plant of Paliano by PCMA which assumed the name of Prima Components Paliano.
2019
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A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership
PSC is a member of two important national trade associations: -
manufacturing companies of which the PSC’s President, Maurizio Stirpe, is the national Vice-President, with responsibility for Labor and Industrial Relations. PSC is actively and constantly involved in some projects of Confindustria.
1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Confindustria, the main representative organization of the Italian
-
Assonime, the association of the Italian joint-stock companies that critically analyses and discusses perspectives, developments and issues of the Italian Economy.
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1.3 STRUCTURE AND ORGANIZATION Prima Sole Components is a single shareholder stock-company, 100% owned by BS Holding, whose registered office is located in Italy, in Torrice, in the province of Frosinone. The governance structure provides a Board of Directors composed of five members remaining in office for three years. Its main duties include the definition of business strategies concerning the economic, environmental and social fields as well. The Chairman and Chief Executive Officer have ordinary and extraordinary administration powers with disjoint system.
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
Auditing company
SHAREHOLDERS MEETING
Price Waterhouse Accounting control and financial statements report of the consolidated balance sheet.
3 members
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4. A 5.
> > > >
Board of Statutory Auditors Board of Directors
WORKERS NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Legality check: - respect for the law and statute. - respect for the principles of correct administration, defining the nomination of auditing company.
5 members
Holder of management and responsibilities powers. It defines general strategic objectives and directions. It analyzes industrial and financial strategic plans.
RS
Research and Development
AS
Strategic Purchases
AFC
Finance Administration Control
ADBU President
President and CEO manage ordinary and extraordinary administration, along with separate signature power. There are no subjects, except those concerning the law, transferred to the board and / or members. It defines strategic guidelines in the economic, environmental and social fields.
CEO
President and CEO manage ordinary and extraordinary administration, along with separate signature power. There are no subjects, except those concerning the law, transferred to the board and / or members.
BU’s CEOs
SO
Operating companies
MANAGEMENT
It manages the activities, according to the objectives approved by the BoD and proposed by the AD
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1.3 STRUCTURE AND ORGANIZATION In the diagram below, it is possible to check all the companies subject to the present Sustainability Report. They correspond to those subject to the holding companies PSMM, Sole Components, Prima Components (Included the plant of Prima Components Paliano, taken over in 2019), Eldo Prima Components and TWICE PS. The PSC business unit Gestione Partecipazioni, not present in the consolidated financial statement, the plant, which in the previous years was called PSMM Campania, is presently called in the chart below Prima Components Gricignano d’Aversa.
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values
Stirpe Patrizia
1.2 History and partnership
Prima Components Gricignano d'Aversa PSMM Pernambuco
PSMM
1.3 Structure and organization 1.4 Products and markets
A 2. A 3. A 4. A 5.
MATERIALITY AND METHODOLOGY
Sole Components
Stirpe Maurizio
GENERATED VALUE WORKERS NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Prima Automotive
Prima Components BS HOLDING Stirpe Curzio Eldoprima Components PRIMA SOLE COMPONENTS Twice PS
> > > >
Sole Suzzara Sole Pontedera Sole Oderzo Sole Woerth Tecnoprima Prima Eastern S.P. Prima Prima Components Anagni Prima Components Ferentino Prima Components Paliano
Prima Poprad
Twice PS UK GSI DE Twice PS IT
PSC Gestione Partecipazione
Together Zingali Acoustics Optimares Polplastic TTA
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1.3 STRUCTURE AND ORGANIZATION PSC plants are present in five countries: Italy, Germany, England, Slovakia and Brazil.
Gloucester Basildon
Pernambuco
A 1.
Woerth Hoegertshausen
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
Poprad Oderzo
Scanzorosciate Suzzara
Torino di S.
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT Pontedera
> > > >
GOALS ANNEX DMA GRI
Anagni Ferentino Torrice Sezze Paliano
Gricignano
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1.3 STRUCTURE AND ORGANIZATION
3139 Employees A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
Net turnover € 680.572.487 Share capital: € 454.153.066 Net capital: € 153.341.581 Loan capital: € 300.811.485
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
17 Factorys
> > > >
GOALS ANNEX
Parts sold 121.079.068
DMA GRI
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1.4 PRODUCTS AND MARKETS Manufacturing processes concerning PSC are numerous and include diverse tipologies. Such processes, divided into three macro-categories, are listed below:
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2. A 3.
MATERIALITY AND METHODOLOGY GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
INJECTION MOULDING
SPECIAL FINISHING
OTHER TECHNOLOGIES
Traditional injection moulding
Traditional Chrome Plating
Automatic gluing
Bi-injection
Colored chrome
US welding, Hp, Vibration
Gas-injection
Selective chrome
Thermoforming
Multi-material 2K and 3K injection
Paint on chrome
PU Sphuell sealing
Injection with fabric
In mold laser etching
Complex automatic assembly
Insert Moulding Decoration
Carbon fiber
Foam for shock absorber
In-mould metal bonding
Tampography
Optical fiber/led lighting
Technologies for Thermosettings resins
PVD technology covering
Technologies for Thermoplastics Resins
SMC (Sheet Moulding Compound)
Decorated Aluminum
Glass fiber reinforced thermoplastic
Forged Carbon Fiber
Painting/finishing
Long fiber thermoplastic
BMC (Bulk Moulding Compound)
Robotized Painting Lines from 1 layer to body color, water and solvent
Low weight reinforced thermoplastic
Heat and Cool Tech (electromagnetic induction)
Cubik Evo
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1.4 PRODUCTS AND MARKETS Car exterior Front dash tab
A 1.
Door and side doors chromed finishings
Antenna panel Spoiler Tinnau cover
WHO WE ARE
1.1 Identity, vision, mission and values Boot handle
1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2. A 3.
Boot
Radiator grille
MATERIALITY AND METHODOLOGY GENERATED VALUE
License plate holder
Rear headlight frames
Rear bumper
A 4. A 5.
WORKERS NATURAL RESOURCES AND THE ENVIRONMENT
Support grille
Rear bumper support Front headlight frames
Chromed finishing
> > > >
GOALS ANNEX DMA GRI
Front wheel well guard
Front bumper frame Front bumper
Light support
Mudguard
Cover pillar
Mudguard extension Side moulding
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1.4 PRODUCTS AND MARKETS Car interior
Pillar covers Windshield tab
A 1.
Dashboard Vents
Airbag cover
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization
Finiture decorative
Car door finishing
1.4 Products and markets Car door panel
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE Side finishings
A 4.
WORKERS Kick plate covering
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Mobiletto tunnel
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1.4 PRODUCTS AND MARKETS Truck exterior
Thermosetting truck roof Spoiler
A 1.
WHO WE ARE
Front module
1.1 Identity, vision, mission and values
Deflectors
1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets Front panel
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
Front grille
Front support
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT Bumper
> > > >
GOALS ANNEX DMA GRI
License plate holder
Batteries cover Wheel cover
Headlight housing Step cover
Mud flap and mud flap extension
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1.4 PRODUCTS AND MARKETS Truck interior
Central box
Defroster panel
Dashboard
Internal finishings
Glove box
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Door panel
Door handle
Climate control system
Box
Truck refrigerator
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1.4 PRODUCTS AND MARKETS Motor vehicle
A 1.
WHO WE ARE
Rear case
Front case
Rear duvet cover Pump oil cover
1.1 Identity, vision, mission and values
Front duvet cover
1.2 History and partnership
Upper shield /front panel
1.3 Structure and organization 1.4 Products and markets
A 2. A 3.
MATERIALITY AND METHODOLOGY GENERATED VALUE
Handbag door
Shield
Coverage
Lower shield
Covering parts of the sided Bumper
A 4. A 5.
WORKERS NATURAL RESOURCES AND THE ENVIRONMENT
Back cover
Seat cover
> > > >
GOALS ANNEX DMA GRI
Underseat band
Lateral
Platform Spark plug covers
Spoiler
Embrossed parts
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1.4 PRODUCTS AND MARKETS Tractors Top
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Mud flap
Coverage
Side panel
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1.4 PRODUCTS AND MARKETS Household appliances Upper plate
Control assembled board
Water container Lifter
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values
Wing
Soap dispense
1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets Chromed window
A 2.
Internal details
MATERIALITY AND METHODOLOGY Doors
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Air tunnels and lower
Air tunnels
Fan parts Basement
> > > >
GOALS ANNEX DMA GRI
Back protection Back protection
Plinth
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1.4 PRODUCTS AND MARKETS The products of the Group are also addressed, in different amounts to many other fields.
A 1.
WHO WE ARE
22,8%
1.1 Identity, vision, mission and values
4,9%
1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
Sectors
Heavy vehicles
Commercial vehicles
Agricultural vehicles 0,7% Electric vehicles
57,9% 3,5%
1,3%
A 4.
WORKERS Motorbike
A 5.
> > > >
Vehicles
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
8,9%
Household appliances
PSC products are present on the Italian, European and world market with the main OEMs motor vehicle manufacturers: FCA, CNH, Volkswagen, Volvo, Fiasa, Daimler and BMW. In its own market penetration policies, PSC is developing partnerships with the main OEMs also through the production site localization of its customers’ factories.
Markets
43,1% Italy
49,2% Europe
7,7% World
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1.4 PRODUCTS AND MARKETS The distribution of customers, in terms of turnover, is listed in the following graph.
A 1.
WHO WE ARE
1.1 Identity, vision, mission and values 1.2 History and partnership 1.3 Structure and organization 1.4 Products and markets
A 2.
MATERIALITY AND METHODOLOGY
OTHER GEWISS CLAAS PIAGGIO JLR WHIRPOOL
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
BMW DAIMLER VOLVO VW CNHi
> > > >
GOALS ANNEX DMA GRI
FCA 0%
5%
10%
15%
20%
25%
30%
35%
40%
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A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
1.1 IDENTITÀ, VISIONE, 2.1 PRINCIPLES APPLIED MISSIONE E VALORI TO DRAFT A REPORT STORIA E 2.31.2 STAKEHOLDER ASSOCIAZIONI ENGAGEMENT 2.5 MANAGEMENT 2.2 MATERIALITY APPROACH 1.3 STRUTTURA E ANALYSIS ORGANIZZAZIONE 2.4 MATERIALITY MATRIX 2.6 INDEPENDENT 1.4 PRODOTTI EXTERNAL E MERCATI CHECK
DMA GRI
2.0 Materiality methodology Siamo 1.0 Chi and
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PAGE 29
2.1 PRINCIPLES APPLIED TO DRAFT A REPORT Thanks to the Sustainability Report, drawn up annually, PSC communicates to its own stakeholders, policies, commitments and strategies applied in the area of sustainability. This Report complies with the Global Reporting Initiative (GRI) standards and is drawn in accordance with the “Core� option. The contents description of this Report will be based on four principles:
A 1.
WHO WE ARE
Inclusiveness
A 2.
MATERIALITY AND METHODOLOGY
Sustainability context
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix
Materiality Completeness
2.5 Management approach 2.6 Independent, external verification
A 3.
GENERATED VALUE
A 4.
WORKERS
The principles followed, however, for the definition of the information quality are:
Balance Comparability Accuracy
A 5.
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Timing Clarity Reliability In the present Sustainability Report, which refers to the year 2019 and updates data published in June 2019 in the previous Sustainability Report, all the companies of Prima Sole Components S.p.a. (Stock Company), with the exception of the ones belonging to Business Unit PSC Gestione Partecipazioni, are included. In the appendix of the present report, the data referring to the three following years (2017, 2018 and 2019) have been reported in order to allow the monitoring of the trend on behalf of our stakeholders.
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2.2 MATERIALITY ANALYSIS The analysis of materiality is the main reference established by the GRI Standards for drawing up the Sustainability Report. Materiality refers to the threshold when issues become important enough to be reported, since they influence the organization and its stakeholders in decision making, along with action and performance.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
2.1 Principles applied to draft a report
The process of material themes definition is divided into three points:
01
02
03
2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Priority themes Identification for the company and its stakeholders.
The attribution of a specific relevance quantified thanks to a numerical index assigned to each theme, on a 1-5 reference scale (“No relevance” - “Very high relevance”).
The identification of themes reaching, at least, an “average relevance”, which corresponds to a score of 3 on the reference scale. These are considered as material themes by the Company and PSC will undertake to implement concrete and coherent initiatives. The association between the themes of PSC and those of GRI Standards is constantly highlighted and issued in the GRI Content Index of the current report.
PSC material themes and the related definitions are shown in the following pages. In 2019 there were no main changes on the themes, compared to the previous year. In order to make their consultation easier and their tools management more effective, the material themes identified have been grouped into three macro-themes:
Generated value
Workers
Natural resources and environment
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2.2 MATERIALITY ANALYSIS Macro-theme
A 1. A 2.
WHO WE ARE
2.1 Principles applied to draft a report 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3. A 4. A 5.
> > > >
GENERATED VALUE WORKERS NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Theme definition
Risk management
Operate according to risks and opportunities in the economic, social and environmental field, for PSC operability and image.
Research, development and technological innovation
MATERIALITY AND METHODOLOGY
2.2 Materiality analysis
Material themes
Generated Value
Relationships with business partners Customer satisfaction and quality of product Compliance Responsible management of the supply chain Local communities
Research and technological innovation as strategic factors to increase our products competitiveness, in line with sustainable development. Relate to our business partners acknowledging value to cooperation, synergies and social responsible behavior, in order to achieve higher levels of knowledge and greater quality. Customer care services and products development following high quality standards, as basic elements to establish a lasting relationship and mutual satisfaction. Guarantee compliance with mandatory or voluntary regulations through the employees endorsement and thanks to appropriate organizational and management models. Involvement of the supply chain by sharing the principles, policies and tools for the sustainability and social responsibility. Attention and comparison with the local community expectations, through an open, transparent and constructive dialogue.
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2.2 MATERIALITY ANALYSIS Macro-theme
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
2.1 Principles applied to draft a report 2.2 Materiality analysis
Material themes
Theme definition
Well-being of employees
Generate well-being for employees, through an organization and environment that will foster our commitment for quality along with personal and professional satisfaction achievement.
Health and safety at work
Workers
Training and staff development
2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach
Equal opportunities and diversity
Guarantee processes safety and workersĘź health protection throughout all procurement and production stages. Consider employees as a fundamental element of the company's value, who shall grow through some training appropriate for the development of individual skills.
2.6 Independent, external verification
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Enhance personal and cultural diversities of partners, suppliers and customers, avoiding discrimination and facilitating aggregation.
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2.2 MATERIALITY ANALYSIS Macro-theme
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
Material themes Energy consumption
Responsible use of energy resources achieved, when possible, by technologies and energy saving activities along with renewable resources option.
Emissions in the atmosphere
Carry out operations, by taking the opportunities to prevent and mitigate emissions in the atmosphere, by protecting air quality and contrasting climate change.
Sustainable production
Opt for management of models in line with the best practices and international standards, in order to achieve measurable and certifiable sustainability objectives.
Waste management
Apply, when possible, the most effective practices for reduction, through prevention, and waste recycling.
Water resource protection
Responsible use of water thanks to technologies and policy aimed at reducing its quality, when taking it, and preserving the original quality.
Biodiversity
Consider biodiversity as a resource to be protected, as a common value, essential for the company, territories and related communities.
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
Natural resources and environment
GOALS ANNEX DMA GRI
Theme definition
This Sustainability Report reflects the analysis of materiality carried out by PSC and in each section the points concerning the three macro-themes are described in details. This approach allows a more flexible consultation of information and well represents our approach to sustainability, according to a model, which ranges from general to a more specific one.
PAGE 34
2.3 STAKEHOLDER ENGAGEMENT In order to define PSC material themes, the definition of stakeholders’ expectations and points of view represent a fundamental step. This operation took shape thanks to the stakeholder engagement, which was divided into three different phases: ¡ - Identification of types of stakeholders: this process has joined the AA1000 Stakeholder Engagement Standard (AA1000SES) 2015 and has led to the identification of the categories listed in the table below, each accompanied by its related description.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
 � � � � �  � � �     �
 €   Â? Â?
A 3.
GENERATED VALUE
A 4.
WORKERS
ƒ
„  � � � �
Â
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Â?
Â? Â? Â? Â? Â?
Â
  �
> > > >
GOALS ANNEX DMA GRI
   Â? Â? Â? Â? ‚ Â? Â?
  Â? Â
¡ Definition of engagement methods and implementation: in 2019 three categories of stakeholders were directly involved: PSC suppliers by giving them a questionnaire regarding their approach to sustainability; Human Resources of the company by giving them an information brochure on the sustainability approach of PSC; Business Unit Directors by showing them, during a webinar, the path taken for drawing up the Sustainability Report. For other categories of stakeholders, indirect ways of engagement were used; the documentation needed was therefore selected and analyzed, in order to build up different opinions and requests on material themes. ¡ Identification of significant themes for stakeholders.
PAGE 35
2.4 MATERIALITY MATRIX
Through the analysis of materiality and thanks to our stakeholders involvement, the materiality matrix was developed. It graphically summarizes the relationship between the importance given to PSC themes and its stakeholders.
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3. A 4. A 5.
> > > >
GENERATED VALUE WORKERS NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX
MATERIALITY AND METHODOLOGY
Â
A 2.
WHO WE ARE Relevance of topics for stakeholders
A 1.
Â?
Â? Â
Â?
Â?
Relevance of the themes for PSC
DMA GRI
PSC systematically manages the emerged requests with appropriate tools, including the practices provided by the company management systems.
PAGE 36
2.5 MANAGEMENT APPROACH The Disclosure on Management Approach (DMA) describes the material themes and the PSC tools used to conveniently manage its economic, environmental and social impact. For this purpose, it was necessary to define:
A 1.
WHO WE ARE
1. The perimeter, that is to say, to what extent positive or negative impact of PSC activity is prompted in business, both internally and externally to its reality. 2. Policies driving the organization
A 2.
MATERIALITY AND METHODOLOGY
2.1 Principles applied to draft a report 2.2 Materiality analysis 2.3 Stakeholder engagement 2.4 Materiality matrix 2.5 Management approach 2.6 Independent, external verification
A 3.
GENERATED VALUE
3. Declared commitments 4. Goals and objectives for the reporting year 5. Responsibilities assigned to different levels within company organization 6. Financial, human and technological resources provided 7. Processes collecting stakeholders’ requests
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
8. Specific actions
2.6 INDEPENDENT EXTERNAL VERIFICATION This Sustainability Report has been verified externally by Sai Global Italia (stock company), an independent body compared to Prima Sole Components, as reported in the Letter of Assertion page 136.
PAGE 37
3.1 RISK MANAGEMENT
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
3.6 RESPONSIBLE MANAGEMENT OF THE SUPPLY CHAIN
3.4 CUSTOMER SATISFACTION 3.3 RELATIONS AND QUALITY WITH BUSINESS OF PRODUCTS PARTNERS
3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
3.5 COMPLIANCE AND CERTIFICATION
DMA GRI
3.0 Generated value
3.7 RELATIONS WITH LOCAL COMMUNITIES
PAGE 38
PAGE 39
3.1 RISK MANAGEMENT
PSC, the Group’s holding company, describes in the industrial plan the vision, the mission, the medium and long-term strategies. Once the guidelines have been set up, the operational plans of the business units and the sites connected to them are developed.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
The PSC management looks into the analysis and evaluations suitable for the operational planning draft, which is an activity carried out in an interdisciplinary manner; for this reason, in this process, several business functions are involved along with relevant external members, such as customers and suppliers. In the industrial PSC planning, the strategic guidelines are:
01
02
03
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Competitiveness:
Technological innovation:
Globalization:
the Group’s ability to supply competitive products and to stay in the market, facing competition.
this step adds several variants, among which the improvement of products and processes, in order to increase quality, performance and flexibility, as well as to reduce costs; the introduction of new products and innovative production and distribution methods, continuously looking for superior quality.
distribution of production on a local and global scale, according to customer’s needs.
PAGE 40
3.1 RISK MANAGEMENT
The activities in line with PSC strategic guidelines are defined by the business holding: each production site adheres to them, according to the following process: • PSC analysis of the business plan: each business unit finds solutions complying with its own standards, so to apply the guidelines established by the Group.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
• Identification of the relevant factors thanks to the S.W.O.T. Analysis (Strengths Weaknesses Opportunities Threats): it • is therefore possible to identify the strengths and weaknesses of the internal context, as well as the external risks and opportunities. These elements are subsequently related to the parties concerned. • Evaluation and identification of significant factors: in particular, the probability of occurrences and their impact on market share, alongside competitive
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification
advantage and reputation. • Definition of operational planning, taking into account the risks involved, in particular: • Avoid risk by deciding not to start or to continue the activity in the event of its arising
3.6 Responsible management of the supply chain
• Take or increase risk, in order to pursue an opportunity
3.7 Relations with local communities
• Remove the source of risk
A 4.
WORKERS
• Change the probability • Change the consequences
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
• Share the risk with a partner (also through contractual formulas for financial risk control)
PAGE 41
3.1 RISK MANAGEMENT
Actions to face risks and exploit opportunities, in reference to sustainability as well, are the inputs necessary to define the operational planning in line with the company strategy.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management
The Group has also stipulated policies with important companies in the field, with the aim of covering the main business risks in industrial activities. The insurance coverage involves all material damages to buildings, plants, machinery and goods owned by the Group companies, whether they are present in PSC plants or by third parties. Limits and specific exemptions change according to other factors, such as: weather events, intentional acts of third parties, structural collapse, liquid leakage and mechanical breakdowns. Any economic losses that may result from business interruptions or caused by factors, such as those listed above, are also covered by insurance. Finally, possible damages to third parties were also insured, if resulting from claims and covered by policy (third-party claim and interruption or suspension of third party activities).
3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
A policy consisting of three sections, concerning claims for damages, was signed by the Group companies. More specifically: third-party liability, civil liability of factory workers and products. Each coverage uses limited maximum coverage and allowances.
PAGE 42
3.1 RISK MANAGEMENT
A careful and proper management of business risks has helped to make PSC a group generating value and wealth, to be partly spread to its stakeholders.
Amounts (€) A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation
Economic value generated by PSC Revenues and other operating incomes
Economic value distribuited by PSC Operating costs, remuneration of collaborators, remuneration of lenders, remuneration of the public administration and investments for the community
2019
2018
2017
719.327.000
756.531.068
651.058.754
684.384.000
713.495.857
602.909.920
34.943.000
43.035.211
48.148.834
3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain
Economic value held by PSC
3.7 Relations with local communities
Economic value generated – Economic value distributed
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
PAGE 43
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
PSC has three centers dedicated to research and development activities, to which investments are issued also in partnership with its customers, one in Oderzo, one in Turin and one in Ferentino employing 64 people and 11 program managers in total. After PSC reorganization carried out in 2012, a Director was appointed in the research and development area, who, in collaboration with the Head of the Program Management, shall coordinate three departments:
A 1.
WHO WE ARE
• Foreign customers
A 2.
MATERIALITY AND METHODOLOGY
• Italian Customers
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
• Appliances With the purpose of identifying and sharing the best practices, useful to the whole Group, a cutting-edge business-intelligence platform has been realized. PSC companies and business units have started several projects in the research and development field.
PAGE 44
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Sole Oderzo has developed a three-year research project (further extended for eight months), financed by Fondo Crescita Sostenibile (the Fund for Sustainable Growth), according to art. 6 of 15 October 2014 ministerial decree. The reported investment is € 5,974,196.67 and the deadline is set for January 2020. The goal is to study, experiment and develop highly sustainable and flexible materials, technologies for the production of new lines for the car exterior, as well as interior, in order to give a direct response to the priority needs, alongside this specific field market trends. In particular, we focused on innovative materials, design criteria and enabling technologies for one-shot in insert molding; this will bring three new lines of products with unique technicalfunctional characteristics and design within its relevant field: • Components with complex geometry for car exterior, with a higher performance of scratch resistance • Components for car interior and exterior, featuring unprecedented selective translucency effects, for innovative applications of backlighting • Lightweight plastic components with organic sheet type inserts and brad-new performance, for mechanical-structural resistance. The project includes four intermediate objectives, the first of which (OR1) is industrial research aiming at acquiring a basic knowledge on materials and technologies, potentially applicable to three case studies. The remaining three projects (OR2, OR3, OR4), concern experimental development activities which are essential to study, to test and develop complete and qualified pilot systems for representative products manufacturing, by corresponding to every single new macro-categories, as mentioned above. The program, so far, has led to design and develop an experiment of three pilot systems with the insert molding technology, which have been individually validated by providing as many classes of prototypes as possible, representing the three new types of products subject to R&D: • External pillar with high scratch resistance • Plate for car interior with selective backlighting • Front-end structure in lightweight plastic with high mechanical performance.
PAGE 45
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
The final destination of this path is the validation of materials, as well as design criteria and enabling technologies for one-shot insert molding, through an effective check of the project achievements, assigned for each of the three component-types studied. The results meet the needs of both innovation/ increase performance and aesthetic-functional characteristics of the product, alongside eco-sustainability. In this regard, in particular, those aspects worthy of note are the following:
A 1.
WHO WE ARE
• minimization of the environmental impact and resources consumption (materials and energy) in the production phase; indeed, insert molding techniques, reduce waste of energy and of the materials needed, by lightening more complex and impacting processes, including painting and gluing;
A 2.
MATERIALITY AND METHODOLOGY
• better recyclability expected from new products; as a result of the possibility to design a component as a single piece, thus avoiding the gluing of different types of materials;
A 3.
GENERATED VALUE
• CO2 emissions reduction: this is a consequence of structural products development, which are completely made of plastic and reduce the weight of the structure, which previously included metal components or metal-plastic hybrids; an innovation in line with the lightweight revolution that is spreading in the automotive department.
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
PAGE 46
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
In 2019, Sole Oderzo also committed to carry out other R&S projects for which the company accrued tax credit, provided by art. 3 of Leg. Decree 145/2013, as replaced by art.1, paragraph 35 L. 190/2014 implemented in DM 24/05/2015. In particular, the relevant initiatives, in addition to the one already described, are nine. As shown in the following list:
A 1.
1
Project
2
Research, experimentation and development of innovative Physical Vapor Deposition (PVD) metal technologies, in order to make components aimed at aesthetic and functional coating of road radar devices.
Project
3
Research and experimentation of new materials and productive technologies to make lightened structural components.
Project
4
Research and experimentation of recycled materials for mold based components in the automotive field, following painting with chrome effect.
Project
5
Research, experimentation and development of aesthetic radiator grilles, with glass-filled polypropylene and modified polymethylmethacrylate.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
esearch, experimentation and development of innovative galvanic technologies, with high environmental sustainability chrome plating, based on trivalent chromium.
Project
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
Project
6
Research and experimentation of vacuum wrapping process for aesthetic car exterior components.
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Project
7
Research and development of Aluoptik three coat painting, for future replacement of chromatic finish on car exterior components.
> > > >
GOALS ANNEX
Project
8
Research, experimentation and development of aesthetic radiator grilles, with ASA/PC different finishes, integrated into a single component.
Project
9
Spoiler feasibility analysis in glossy black top, using ASA/PC modified materials.
DMA GRI
PAGE 47
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
Hereafter, you can find descriptions of the aforementioned projects considered of ‘key’ interest for the company.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation
In 2019, as regards project no. 1, starting from the experimental activities of the previous years, Sole Oderzo has defined some activities aimed at bringing the new eco-friendly trivalent chromium plating process to customers evaluations. Indeed, it was decided to select a radiator grille in production and to prepare chrome plating equipment in one of the plants, normally used by Sole Oderzo, in order to obtain a finished product with a process within the company. The final intent is to test the real industrial process to evaluate times, costs, aesthetic results, laboratory results, and customer feedbacks. As regards project no. 2, in 2019 PSC launched a second phase of experimentation, using a new geometry of the Volvo logo as a support, which operates both as a logo in the center of the grille, as well as a radar shield. After a careful calibration of injections it was possible to mitigate the defects, in order to proceed with the PVD treatment. The radar functionality tests were proposed to (Volvo) customers, who set them up at the research laboratory in the USA. The results obtained were evaluated by the client and shared with PSC. The new experimental component has shown excellent radar permeability, combined with a metallic aesthetic, which attracted our customers. Therefore, to sum up, the current results are:
3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification
• New metallic aesthetic
3.6 Responsible management of the supply chain
• Freezing of a new set of PVD parameters, in order to obtain a stable process for artifacts, used as aesthetic shields for road radars
3.7 Relations with local communities
• Simplification of the current process used by competitors
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
• Start of the patenting for the exclusivity of the invention
PAGE 48
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
As regards the project no. 3, in 2019 the company followed up an experimentation for the components production of the frontal part of a car, with glassfilled polypropylene inserts in composite fabric. The experimentation began in early 2019, with the study of components for the front of the car in plastic and metal, currently present in Fiat Grande Punto series production.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation
The component, subject to R&D activity, is introduced as a possible replacement of a real piece. After the analysis of the three-dimensional model, several changes were found necessary, in order to obtain a similar geometry. However, it was adapted to a different molding process with glass-filled polypropylene, in order to replace sheet metal inserts with those ones made of composite material. Subsequently, the shape of the inserts was studied for two reasons: printing and on-board functionality. After putting in place the 3D model, we proceeded with the estimate and finally to constitute the equipment. From the experiments regarding the front of the car components, the theory arisen is to develop a structural container, thanks to the use of the same materials. The container concerned is of considerable size and its purpose is to contain the batteries on heavy vehicles of a well-known European manufacturer.
3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
The project n. 4 provided for the testing of some standard components, currently in production for Volvo customers, in order to replace them with recycled materials components, coming from external sources. The current production of plastic components for vehicles involves almost the total use of virgin polymeric materials. However, to reduce their environmental impact, some OEMs are looking for other ways, in order to maximize the use of recycled polymer materials. In addition to this, given the inadequacy of recycled polymeric materials for the galvanic process and to replace chromed components, PSC has created a printed version with recycled material and then painted with a chrome-like effect. As for the study of the most suitable paints for experimentation, we focused on a combination specially made to obtain an effect similar to chrome plating.
PAGE 49
3.2 RESEARCH, DEVELOPMENT AND TECHNOLOGY INNOVATION
At the end of the molding and painting of the tested components, the following experimental results were appreciated: • Identification of the technological limits of recycled granules • Experience related to the transformation processes of the materials used
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation
• Expertise gained on a new painting cycle that is likely to provide a chrome plating process in a realistic way. This result would bring an improvement from the environmental point of view. At the end of 2019, three presses with cube molding technology were launched in Prima Components Anagni plant, an innovation that allows considerable advantages, including the increase of parts production, in details within the same space of time, along with the possibility of obtaining composites from different materials but same molding. During the same year, PSC proposed two new projects, always within the Tax Credit framework for R&D activities:
3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain
• Research, experimentation and development for aesthetic radiator grilles in ASA / PC with different finishes integrated in a single component; • Feasibility study glossy black level spoiler, using modified ASA / PC materials.
3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
In 2019, some Group companies benefited from financial assistance, which overall amounts to € 5,051,842, of which € 2,709,173 share was for tax relief and 25% concerned Sole Oderzo (Italy) and 75% PSMM Pernambuco (Brazil). The prizes awarded amounted to € 109,061, fully assigned to Sole Pontedera by Cassa for energy and environmental services (CSEA), a public economic body that operates in electricity, gas and water field, which provides to companies with significant energy consumption. Furthermore, thanks to its R&D activities, Sole Oderzo plant obtained financial incentives of € 1,267,492. Other financial benefits, received by MIUR and MISE for a total of € 966,116, involved the Italian plants of Sole Components (81%), for its technological improvement activities and Sole Oderzo (19%).
PAGE 50
3.3 RELATIONS WITH BUSINESS PARTNERS
The partnerships that PSC builds with its customers have always been remarkable for being solid. To support this, several production sites of the Group are located in the same areas as a point of reference. Some examples are: Sole Suzzara, which is located in the IVECO plant district, as well as Sole Pontedera, which is located in the Piaggio district.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
PSC has a joint ventures with Magneti Marelli: one (50%) in the Pernambuco plant in Brazil. In the reporting year, no company of the Group was affected by legal actions in anti-competitive behavior, anti-trust or monopoly operations. However, the above-mentioned fields will be particularly highlighted in the new code of ethics and conduct. The partnership relations with its suppliers are also characterized by solid bonds. The strategic purchasing department of PSC defines framework agreements with large groups that produce, for example, raw materials and paints. In addition, it promotes the growth of suppliers working in its sites, by supporting them within its facility, in order to achieve the highest environmental and safety standards.
PAGE 51
3.4 CUSTOMER SATISFACTION AND QUALITY OF PRODUCTS
PSC is committed to providing quality of products and services, which can meet or even exceed customer’s expectations. New plants subjected to constant maintenance, combined with state-of-the-art control systems, contribute to monitoring and repeatability of processes, as well as improving the products quality. In case of unmanageable situations, they are monitored through statistical studies that affect the main variables, so to allow an immediate intervention and restoration.
A 1.
WHO WE ARE
Each site monitors customer satisfaction. The resulting reports are analyzed by both business units and the Group holding company. This process aims to ensure that attention is always focused on customer’s needs.
A 2.
MATERIALITY AND METHODOLOGY
In the development phase of each new product, its impact on the main environmental and safety aspects, according to the precautionary approach, is assessed through the Failure Mode and Effect Analysis (FMEA), a priority risk assessment index, based on three factors: severity, probability and detection.
A 3.
GENERATED VALUE
The same process is used to assess other aspects of the product that may be relevant to the customers, for example those related to functionality, aesthetics and assembly properties.
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
All the finished products supplied on the market are registered on IMDS System (International Material Data System), where all the materials used for production are collected, updated, analyzed and archived. All substances and mixtures used in the production phase, are accompanied by Safety Data Sheet (SDS) with information on physic-chemical, toxicological and environmental hazard properties, necessary for a correct and safe handling. Product safety and non-compliance with legal requirements are evaluated in FMEA, by adopting the most stringent parameters. During the reporting period, PSC had no cases of non-compliance with voluntary regulations and/or codes regarding health and safety impact on its products and services. The monitoring of customer satisfaction, along with the supplied product, is a constant process. Such process is also made quick thanks to online platforms, popular in the automotive field, where reports, such as complaints and rejects, are given in real time. Moreover, monthly assessments are made by taking into account the quality of products and the services provided. Each production site is functionally responsible for the management of possible customer’s complaints. Monitoring and timing review of assessments received by customers, instead, are subject of management committees of business units and our Group.
PAGE 52
3.5 COMPLIANCE AND CERTIFICATION
The Group companies recognize that compliance with existing laws and regulations in all the countries they operate in is an essential principle. Business units managing directors are responsible for the compliance with the binding legislation also by means of its delegates (plant managers or external professionals) concerning all specific issues.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
As you can see in the following table, most of PSC premises are ISO 9001, ISO 14001 and some of them OHSAS 18001 / ISO 45001 certified. Such certifications will help to standardize business activities and to ensure high performance, the achievement of the established goals and constant optimization. Furthermore, many of our sites are IATF 16949 certified, a quality management system for the automotive sector, developed by the International Automotive Task Force (IATF). Plants Prima Components Anagni
A 3.
GENERATED VALUE
3.1 Risk management
Prima Eastern
3.2 Research, development and technology innovation
SP Prima
3.3 Relations with business partners
Tecnoprima
3.4 Customer satisfaction and quality of products 3.5 Compliance and certification
Prima Components Paliano
3.6 Responsible management of the supply chain
Sole Oderzo
3.7 Relations with local communities
Sole Suzzara
A 4. A 5. > > > >
Prima Components Ferentino
WORKERS NATURAL RESOURCES AND THE ENVIRONMENT
Sole Pontedera Sole Woerth Prima Components Gricignano d’Aversa PSMM Pernambuco Prima Poprad
GOALS ANNEX
Twice PS UK BS
DMA
GSI DE
GRI
Twice PS IT
Twice PS UK GL
ISO 9001
• • • • • • • • • • • • • • • • •
ISO 14001
• • • • • • • • • •
OHSAS 18001/ISO 45001
• • • • • •
IATF 16949
• • • • • • • • • • • • • •
In conclusion, the reporting year, no remarkable cases of non-compliance with the environmental, economic and social regulations and standards were detected. PSC considers significant the penalties exceeding 50.000 Euros.
PAGE 53
3.6 RESPONSIBLE MANAGEMENT OF THE SUPPLY CHAIN
The strategic guidelines and general criteria related to the supply of materials and services are established by PSC Board of Directors. In this group, materials and services, which can have an impact on the quality of the finished product, are included. In particular, materials are divided into four categories: • raw materials including thermoplastic resins, paints, glues and two-component resins
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
• semi-finished products and components • products from external processes, such as molding, painting and assembly • packaging
Types of suppliers
A 3.
Total suppliers
Italian suppliers
Plastic raw materials
79
37
42
Paint raw materials
21
11
10
Purchase components
420
273
147
External manufacturing
105
92
13
70
59
11
695
472
223
GENERATED VALUE
Abroad suppliers
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners 3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
(painting, molding)
Packaging Total
PAGE 54
3.6 RESPONSIBLE MANAGEMENT OF THE SUPPLY CHAIN Strategic services include: • selections • rework and repairing • tool calibration and laboratory tests
A 1.
WHO WE ARE
• sequencing
A 2.
MATERIALITY AND METHODOLOGY
The selection of suppliers is entrusted to the strategic purchasing department which, in order to prevent any risk in terms of supply, performs an initial assessment where the following aspects are analyzed:
A 3.
GENERATED VALUE
• financial stability
3.1 Risk management 3.2 Research, development and technology innovation
• suitability of available resources, including people and infrastructure
3.3 Relations with business partners
• turnover in the automotive sector
3.4 Customer satisfaction and quality of products 3.5 Compliance and certification
• logistic process
3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Moreover, in line with sustainability principles, the purchasing department supports suppliers showing a consistent approach towards ethical standards. For this reason, PSC asks suppliers to adopt their own ethics code that regulates subjects, such as respect for human rights and anti-corruption measures, as well as ISO 9001 quality management certification. In the suppliers’ selection, it is considered an asset having health and safety management systems (OHSAS 18001 / ISO 45001), as well as environmental management (ISO 14001). Suppliers are then required to demonstrate the implementation of those measures able to improve the quality of products and/or processes, setting up of training courses for internal staff, along with the development of accurate methods in managing their own suppliers.
PAGE 55
3.6 RESPONSIBLE MANAGEMENT OF THE SUPPLY CHAIN
All suppliers of raw materials and components are required to enter definitive information on the basic composition of products and components directly on the International Material Data System (IMDS). In this way it is possible to comply with the European regulation on end-of-life vehicles (DIR 2000/53 / EC) and its amendments.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
3.1 Risk management 3.2 Research, development and technology innovation 3.3 Relations with business partners
If the customer has contractually defined a list of designated suppliers, the so-called “imposed suppliers”, the material or the product to be used for the production is purchased from these companies. In any case, even this category of suppliers is subject to monitoring, unless otherwise specified in the agreement with the customer. A business intelligence tool, introduced in 2017, is at operating speed, and it aims at promoting the utmost transparency and traceability of the purchasing process. During the reporting year, there were o organizational changes in the supply chain.
3.7 RELATIONS WITH LOCAL COMMUNITIES
For PSC it is crucial to build up relationships with the local communities where the plants are located, an aspect that is meant to be enhanced over the years ahead. In this perspective, the Brazilian plant in Pernambuco has established a formal procedure to monitor requests made by the local community. This is a way to make PSC site more open to the hosting area.
3.4 Customer satisfaction and quality of products 3.5 Compliance and certification 3.6 Responsible management of the supply chain 3.7 Relations with local communities
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
As for the social field, since 2015 PSC has collaborated with the “Comunità in Dialogo” (Dialogue Community) of Trivigliano, in the province of Frosinone, which is active in the recovery of people who had problems with addiction to drugs and alcohol. In particular, Prima Components of Anagni is involved in a project that allowed six new human resources from the community to enter the staff. In the years ahead, there is the intention of gradually entering other resources in the factory, so to complete their recovery path in the community, following simultaneously an assessment of psycho-aptitude requirements. PSC commitment to the communities, which hosts new production sites, takes shape also in other fields. In particular, all plants of Sole business units aim to sponsor clubs in order to support activities in the field of education, culture and sport. An example is Sole Azzurra, which is involved in sponsoring the local football team. Furthermore, in ITS Meccatronico of Lazio a two-year post-diploma course has started since 2019 and PSC is one of its founder. At the end of the two years, 25 guys will be chosen to be employed in two local companies. Such project also represents for PSC a support for youth employment in Lazio region.
PAGE 56
4.3 HEALTH AND SAFETY AT WORK
4.1 FIGURES
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.2 WORKER WELL-BEING
4.4 TRAINING AND STAFF DEVELOPMENT
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
4.5 EQUAL OPPORTUNITIES AND DIVERSITY
DMA GRI
4.0 Workers
PAGE 57
PAGE 58
4.1 FIGURES
A 1.
WHO WE ARE
Human resources are a fundamental principle for PSC. For this reason, creating and maintaining relations based on mutual loyalty and trust are the main objectives of this Group. As a result, working relations management and collaboration are focu -sed on respect for workers’ rights and their contribution value, with a view to favoring their development and professional growth. Company employees included in the accountability of this report, up to 31 December 2019, are 3139. This number has increa-sed, if compared to the previous year, following the acquisition of the factory Prima Components Paliano. There are three categories linked to the cost centers , in which the workforce is divided, each one defined as follows:
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
2. Direct: people directly involved in production (machine operators )
WORKERS
3. Indirect: people indirectly involved in the production and people not directly assigned to the machines (shift workers, forklift drivers, maintenance personnel )
A 4.
4.1 Figures
1. Structure: responsible for the function of production sites, staff (purchasing, personnel, administration) and rilevant bodies (commercial, R & D)
4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA
GRI
 �
Â?
Â
Â
4.1 FIGURES
A 2.
WHO WE ARE
A 1.
PAGE 59
 �
Â?
 �
Â? Â?
Â
Â? Â? Â Â?
Â
Â
Â
Â
Â
 Â
Â
Â
Â
Â
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
If not differently mentioned the data of Holding Prima Components are included in the BU Prima Components.
Â
PAGE 60
4.2 WORKER WELL-BEING PSC promotes ad respects collective physical ad cultural itegrity. Therefore, firstly, it guarantees working conditios that enhance idividual dignity. It also organizes safe working enviromets, which carefully adhere to the accident-prevention regulation, alongside health and safety in the workplace.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development
RECRUIMENT AND TERMINATION In the followig tables, you can check the number of hiring and employee termination for each of the business u nit included in this report. Data are detailed and based on parameters such as age, gender and nationality.
Prima Components
Hiring rate
Sole Components
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 6,7%
Total number of hiring in the year
7,4%
1,1%
2,9%
61
6,8%
6,3% 14,2% 19,0% 57,7% 12,7% 52,2% 77,0% 7,3%
29
105
25,0%
31
-
18
4.5 Equal opportunities and diversity
A 5.
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Total number of hiring in the year, according to gender Number of hiring in the year, according to age groups Countries
4
57
7
22
18
87
7
24
7
11
<30
30/50
>50
<30
30/50
>50
<30
30/50
>50
<30
30/50
>50
<30
30/50
>50
10
42
9
10
15
4
47
53
5
6
25
0
9
5
4
Italy 61
Italy 18 France 1 Vietnam 2 Romania 5 Croatia 1 Venezuela 1 Spain 1
Italy 23 Brazil 82
Slovakia 30 Serbia 1
Italy 9 Romania 4 Morocco 2 Germany 1 Spain 1 Algeria 1
PAGE 61
4.2 WORKER WELL-BEING Prima Components
Negative Turnover
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3. A 4.
GENERATED VALUE WORKERS
4.2 Worker well-being 4.3 Health and safety at work
PSMM
Eldoprima
2,8%
5,1%
0,4%
4,9%
25
2,6% 12,3% 10,9% 16,6% 24,9% 53,2% 56,3% 18,7% 10,4%
4,9%
49 23
9
91 40
18
61 73
12
46 49
30/50
>50
<30
30/50
>50
<30
30/50
>50
<30
30/50
>50
14
10
3
27
19
35
43
13
13
45
3
9
28
9
Italy 41 Romania 2 Germany 1 India 1
Frenc 1 Turkey 1 Morocco 1 Russia 1
Italy 12 Brazil 79
Slovakia 61
4.5 Equal opportunities and diversity
> > > >
GOALS ANNEX DMA GRI
40
<30
Countries
Prima Components
OVERALL Turnover
6
>50
Italy 25
NATURAL RESOURCES AND THE ENVIRONMENT
-
30/50
4.4 Training and staff development
A 5.
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
Total number of contract termination in the year Total number of contract termination in the year, according 2 to gender <30 Number of contract termination in the year, 1 according to age groups
4.1 Figures
Sole Components
Sole Components
PSMM
Eldoprima
Italy 13 Romania 10 Senegal 5 Germany 1 Morocco 2 Bulgaria 4 Algeria 1 Ecuador 1 Great Britan 6 Bulgaria 2 Russia 1
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 9,5%
12,5% 1,5%
7,8%
11,7% 8,9% 26,4% 29,9% 71,4% 37,6% 105,5%133,3% 26,0% 35,4%
Overall turnover rate is decreasing in all business units. This shows more stability not only in the resources but also in the entire Group.
-
PAGE 62
4.2 WORKER WELL-BEING BENEFIT All collaborators of this organization, included part-time and temporary workers, reap some benefits, detailed in the following table.
Prima Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
Life insurance
Health care
4.3 Health and safety at work
Twice Ps
√ Intended for managers of Prima Components Gricignano d'Aversa and for all workers of PSMM Pernambuco.
√ Provided in Eldoprima
√ Intended for volunteers of Prima Components, Prima Components Anagni, Tecnoprima and Prima Components Paliano.
√
√ Provided in Eldoprima
√ Intended for Prima Components Gricignano d'Aversa according to National Law; not indended for PSMM Pernambuco.
√ Provided in Eldoprima
√ Provided in Twice PS IT
√ Intended for Prima Components Gricignano d'Aversa according to National Law; not indended for PSMM Pernambuco. √ Intended for Prima Components Gricignano d'Aversa according to National Law; not indended for PSMM Pernambuco.
√ Provided in Eldoprima
√ Provided in Twice PS IT and Twice PS UK
√ Provided in Eldoprima
√ Provided in Twice PS UK and GSI DE
Invalidity
√
4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Parental leave
√
√
> > > >
GOALS ANNEX
Retirement provision
√
√
GRI
Eldoprima
√ Intended for directors, employees and managers (part-time/permanent contract) of Sole Components, Sole Oderzo and Sole Suzzara.
4.4 Training and staff development
DMA
PSMM
√ Intended for managers of Prima Components e Prima Automotive
√ Intended for directors, employees and managers (part-time/permanent contract) of Sole Components, Sole Oderzo and Sole Suzzara; for Sole Woerth according to National Law. √
4.1 Figures 4.2 Worker well-being
Sole Components
-
-
PAGE 63
4.3 HEALTH AND SAFETY AT WORK PSC companies take steps to ensure that both employees and collaborators, either belonging to the company or subcontractors, follow the accident prevention regulations as well as hygiene and health protection in the workplace. They also work to consolidate and spread a culture of safety, developing risk awareness and promoting responsible behaviour on behalf of all employees and collaborators, in order to preserve their physical integrity.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
All employees in Italy have contracts that adhere to the two different types of CCNL (National Collective Labor Agreements): â&#x20AC;˘ Rubber and plastic â&#x20AC;˘ Metal working Employees are protected by national agreements This is valid also for plants abroad. All Italian plants comply with Legislative Decree 81/08 by filling out the DVR form (Risk Assessment Document), general and for specific risks. In this respect, hierarchical principles for risk assessment and prevention are followed as below: 1. Elimination of risk at source 2. Replacement of what is dangerous with what is safer or less risky 3. Development of large technical systems for risks protectio 4. Establishment of procedure and work instructions 5. Spread of safety signs 6. Personal safety protection devices (DPI) development
> > > >
GOALS ANNEX DMA GRI
The employer, with the support of RSPP and a competent doctor, of RSL, as well as managers and supervisors, shall be responsible for the operational process. The results of the risk assessment procedure will be useful in developing improvement measures, included in the Business Improvement Plan, to be applied on a regular basis. Italian workers can report any perceived risk anonymously, in order to avoid repercussions, by using RSL mediation, which will inform the employer.
PAGE 64
4.3 HEALTH AND SAFETY AT WORK
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Every worker, without being affected negatively, will be free to refuse to carry on activities if considered risky, in case this is not managed by the prevention and protection system. All PSC factories in Italy have workers’ safety representatives, for the minimum legal requirements, according to the provisions by Legislative Decree Law 81/08. However, for the premises abroad, a specific legislation in force will be applied and all employees will be protected by national agreements. In Sole Woerth factory, a specific training course for all workers is carried out by an external company twice a year, in order to identify and to risks in the workplace. The quality manager, in collaboration with business management, coordinates the resources so to identify and to eliminate risks, through an ongoing training process. Daily activities report on this activity is issued on a monthly basis and it is given to the business management. If no significant aspects are identified, these reports will be archived, conversely, an action planning will be prepared to look into this matter. Furthermore, thanks to a specific form, the workers can report if they are not able to carry out activities due to risk situations, pursuant to national agreements. In PSMM Pernambuco plant, risk identification and assessment is processed and managed by the “health and safety” function, with the participation of their relevant employees and/or representatives, which is set up in order to identify all possible dangers and risks related to all the company’s activities, by evaluating them according to parameters such as “Severity” and “Probability”. If during the assessment it is found that the measures taken are not appropriate to classify the risk as acceptable or moderate, further actions will be taken to minimize it. The effectiveness of each action is checked within thirty/ninety days following its actual implementation. After this assessment, the risk is subject to a new check. In this factory, there are formal committees that deal with health and safety at work on behalf of the company’s employees, such as: CIPA - Internal Commission for accidents prevention at work COERGO - Ergonomics Committee that assesses ergonomic improvement needs in several fields. Workers can report risk situations by filling out a special form, analyzed by the PSMM security department which, in collaboration with the area managers, will implement accurate actions. Workers can also report any risk situations to the Internal Commission on Accident Prevention (CIPA), made up of all area representatives; the Board and the management area meet monthly with “health and safety” executives. In any case, workers will not be subject to consequences. Also in PSMM factory, workers can refuse to carry out activities, if considered hazardous, according to national agreement.
PAGE 65
4.3 HEALTH AND SAFETY AT WORK In the Proprad factory, risk assessment is carried out by an external firm. Quality manager is responsible for the company and its external consultants. Likewise, factory workers who perceive risky situations shall inform their supervisors.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development
In two plants of GSI UK, risk assessment is carried out by an external firm through COSHH application procedure, with the control of hazardous substances which are dangerous for health. The Plant Manager and the external consultant are both responsible for the application procedure of risk assessment. For the GSI DE factory, no risk assessment documentation is available as it is not provided by the National Law. However, meetings with RSPP are held on a regular basis. On this occasion, all possible risk or dangerous situations shall be analysed by taking relevant action, in order to work them out. Employees can inform the possibility of risk anonymously, also by using a dedicated email address. All PSC Italian factories have appointed a competent doctor to carry out those activities laid down by Legislative Decree 81/08, as amended, collaborating with them in all the related operations. Every year, this doctor draws up a health surveillance plan: in this document, all risks connected to each task are described. In addition, he arranges regular preventive medical checks, carries out workplace inspections, attends regular meetings on this topic and helps to prepare the risk assessment evaluation. Regarding the factories abroad, the role of a competent doctor is also engaged as a support for all those activities aiming at risk identification, assessment and management. PSC ensures workers access to the competent doctor, in accordance with existing agreements.
4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
All PSC employees receive accurate training on health and safety, where the factories are located, according to the national law. In some plants of the Group, workplace health promotion programs are achieved; they speak about: anti-smoking campaign, healthy diet and proper usage of mobile phone. Furthermore, several plants have a convention with sports facilities.
PAGE 66
4.3 HEALTH AND SAFETY AT WORK Distribution of accidents occurring in Group companies is shown in the following tables.
EMPLOYEES WORKERS Prima Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
Hours worked
A 3. A 4.
Eldoprima
Twice Ps
1.500.249
1.563.042
403.313
374.298
GENERATED VALUE
* Incident rate (IR frequency index)
5,1
10,7
5,1
19,8
24,0
WORKERS
Serious incident rate**
0,0
0,0
0,0
0,0
0,0
Fatal incident rate***
0,0
0,0
0,0
0,0
0,0
N° of injuries recordable
7
16
8
8
9
N° of serious injuries (bad prognosis)
0
0
0
0
0
N° fatal injuries
0
0
0
0
0
4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
> > > >
PSMM
1.372.811
4.1 Figures
A 5.
Sole Components
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
*Recordable incident rate: n° recordable injuries/ hours worked*1.000.000 **Serious incident rate: n° injuries/ hours worked*1.000.000 ***Fatal incident rate: n° of incidents/ hours worked*1.000.000
PAGE 67
4.3 HEALTH AND SAFETY AT WORK TEMPORARY WORKERS (contract of administration)
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Prima Components
GOALS ANNEX DMA GRI
PSMM
Eldoprima
Twice Ps
199.278
301.592
141.856
76.308
259.972
* Incident rate (IR frequency index)
0,0
6,6
0,0
0,0
19,2
Serious incident rate**
0,0
0,0
0,0
0,0
0,0
Fatal incident rate****
0,0
0,0
0,0
0,0
0,0
0
2
0
0
5
0 0
0 0
0 0
0 0
0 0
Hours worked
N° recordable incident N° of serious injuries (bad prognosis) N° fatal injuries
> > > >
Sole Components
*Recordable incident rate: n° recordable injuries/ hours worked*1.000.000 **Serious incident rate: n° injuries/ hours worked*1.000.000 ***Fatal incident rate: n° of incidents/ hours worked*1.000.000
PAGE 68
4.3 HEALTH AND SAFETY AT WORK Request Prima Components
A 1. A 2. A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures
PSMM
Eldoprima
Twice Ps
Employees
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
Temporary workers
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
WHO WE ARE MATERIALITY AND METHODOLOGY
Sole Components
5,1
10,9
15,7
10,7
18,0
12,5
5,1
10,8
9,7
19,8
19,9
30,4
24,0
20,8
-
0,0
0,0
7,0
6,6
8,5
16,7
0,0
0,0
0,0
0,0
0,0
0,0
19,2
13,2
-
Incident rate for permanent workers, as well as temporary workers, is decreasing in all Business Units, whereas there is a slight increase in Twice PS. In all Group sites, events such as injuries, accidents and similar incidents are managed by providing an accurate assessment of possible causes, so to set up initiatives to be applied with the purpose of avoiding repetition. Hitting, crushing and cutting: these are the risky events identified by Prima Components and Prima Components Gricignano dâ&#x20AC;&#x2122;Aversa, following accurate assessment. In order to eliminate hazards and minimize risks, Prima Components has put in place specific working procedures, which also include appropriate use of PPE, as well as the necessary training and awareness of the issue.
4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Following the risk assessment, Sole Components has identified fork-lift operation, material handlings and falls as the most hazardous events. In order to minimize this risks, forklift drivers were provided with information and awareness, alongside improvement in signs and markings. After analyzing risks in Sole Pontedera factory, it was found hazardous fall in the molding department during changing. In order to avoid this risk, a walking platform was installed in the molding department and adequate training to operators involved in shift change was given. In PSMM factory of Pernambuco, new machinery setting is to be considered risky activity, due to an assessment for significant risks of falling, which were reduced thanks to specific platforms development and accurate workersâ&#x20AC;&#x2122; training. A further risk is related to suspended loads, which, in the event of a fall, could cause damage to the people below during handling activities. In order to report this potential danger to all resources, it was installed a red light led reflector. The main types of accidents recorded in the Group were bruises, cuts and crushes; in some cases, also traumas for tripping, burns and incidents in progress.
PAGE 69
4.3 HEALTH AND SAFETY AT WORK For the plants of Proprad and GSI DE, the use of extruders is to be considered at risk, as regards hands cutting which has been assessed as dangerous activity. Access to areas where there are moving parts has been limited and with the purpose of risk reduction also specific training was performed.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3. A 4.
GENERATED VALUE WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development
KPI of monitoring of Group Performance: incidents
4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
As it can be easily seen in the previous table, in the three-year period referring to 2017-2019, the ratio between the number of injuries and the hours worked in the entire Group progressively decreased. This figure was calculated by using the data of both employees and temporary workers.
PAGE 70
4.4 TRAINING AND STAFF DEVELOPMENT For PSC, staff training and development are a tool to maximize business competitiveness; at the same time, human resources, through the acquisition of new knowledge and skills, feel motivated and rewarded.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
In this view, in 2019, several courses were built on a training project. Such project was made dynamic through a constant comparison between the skills acquired and those necessary for its development, according to the company’s needs and the customers’ requests.
• Specialist and managerial training In order to keep this value, the company puts its employees, in particular those belonging to key categories, in the conditions to face new scenarios with appropriate skills. A substantial proportion of training hours were provided for World Class Manufacturing (WCM): an innovation program based on continuous improvement, but also an integrated system of Lean Manufacturing Total Productive and Maintenance and Total Quality Management. This method involves planning as a whole: from safety of the environment to maintenance, logistics and quality. The main goal of WCM system is an ongoing improvement performance of production, in order to guarantee the quality of product and to meet the customer’s need
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
• Linguistic training
PSC has organized foreign language courses for its employees, designed to provide linguistic skills to cope with everyday work.
• Specific training on safety at work and environmental issues In line with the provisions on health and safety in the workplace, training courses are compulsory for new employees and updating for all.
PAGE 71
4.4 TRAINING AND STAFF DEVELOPMENT Average training hours Prima Components
A 1.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
WHO WE ARE
A 2.
Sole Components
Total Average *
9
Average hours by gender
14 9 Employeesâ&#x20AC;&#x2122; Category*** Structure Indirect Direct
10 7 16
2
6
6
9 7
1 2
5 8
6 7
14 11 5
10 2 0
5 6 7
7 6 6
7
4
29
27
42
17
16
16
8
13
-
4 5 30 29 92 10 23 30 16 17 16 16 16 16 9 7 10 14 2 7 3
38 25 31
34 19 29
53 25 28
21 19 11
24 15 15
21 15 15
7 8 7
7 12 16
-
*Average training hours per employee = total number of training hours provided to employees / total number of employees **Average hours of training per employees by gender = Total number of training hours provided to employees by gender/total number of employees by gender ***Average hours of training per employees by category = Total number of training hours provided to each employee category/total number of employees in the category
Since 2017, PSC has been equipped with IT system which, following personnel administration, allows to manage human resources by using a specific pattern. This starts through the identification of the required skills in a role, which will be later on assessed and eventually end up through the definition of a development plan. In Italy there is a staff compensation system that provides, in addition to fixed remuneration, the use of collective variable remuneration instruments (performance bonus). Although PSC does not have a structured Management By Objectives (MBO) system, a rewarding system has been developed since 2018 for those team members who design and carry out implementation projects, aiming at specific issues.
PAGE 72
4.4 TRAINING AND STAFF DEVELOPMENT KPI of monitoring of Group Performance: Training hours
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
The average number of hours of training, provided for each employee, is largely stable in the three-year period referring to 2017-2019: a slight decrease affected 2018 compared to 2017, but in 2019 on average it increased, if compared to the previous year. The Groupâ&#x20AC;&#x2122;s commitment to training resources remains unchanged, an element considered fundamental for the company competitiveness
PAGE 73
4.5 EQUAL OPPORTUNITIES AND DIVERSITY PSC is constantly committed to avoiding any form of discrimination based on age, sex, sexual orientation, health status, ethnicity, nationality, political opinions and religious beliefs.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
In the Groupâ&#x20AC;&#x2122;s code of ethics, which is currently being formalized and revised, the importance of ethical and social responsibility is recognized in carrying out business activities. In this regard, PSC undertakes to respect the legitimate interests of its stakeholders. The Group companies operate in terms of diversity. This is what customers expect and it is of vital importance for business success. It is only by evaluating diversity and by engaging equal opportunities that PSC will be able to completely exploit available human and business resources. PSC is committed to providing equal opportunities in all its recruitment and employment activities. PSC is also committed to ensuring equal opportunities for all hiring and employment practices, despite the fact that, for some of the production activities which differentiate the labor market, there is a greater availability of male resources. The following tables show details of human resources at the different company levels, separated by gender and age. Percentage of individuals within the governing bodies of the organization, in each of the following categories is in line with data of previous reports. Gender
CDA
Male Female
80% 20%
Age range
CDA
Under 30
0% 20%
From 30 - 50 Over 50
> > > >
GOALS ANNEX
Other indicators of diversity, in case of children or other vulnerable groups
DMA
Total
GRI
80%
0% 5
PAGE 74
4.5 EQUAL OPPORTUNITIES AND DIVERSITY
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
Structure
Prima Components
Sole Components
Total number
92
188
Total number of female and male Age
WORKERS
16%
84%
37%
PSMM
Eldoprima
100
63%
22%
<30
30/50
>50
<30
30/50
>50
<30
1%
52%
47%
6%
69%
25% 21%
Twice Ps
27
78%
48%
47
52%
53%
47%
30/50
>50
<30
30/50
>50
<30
30/50
>50
65%
14%
26%
67%
7%
13%
60%
28%
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development
Direct
Prima Components
Sole Components
579
496
PSMM
Eldoprima
Twice Ps
4.5 Equal opportunities and diversity
A 5.
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Total number Total number of female and male Age
14%
86%
59%
426
41%
23%
<30
30/50
>50
<30
30/50
>50
<30
10%
51%
39%
8%
58%
34% 23%
138
77%
45%
127
55%
20%
30/50
>50
<30
30/50
>50
<30
55%
18%
27%
62%
11% 20%
80%
30/50
>50
66%
28%
PAGE 75
4.5 EQUAL OPPORTUNITIES AND DIVERSITY Indirect
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3. A 4.
GENERATED VALUE
Prima Components
Sole Components
233
313
Total number Total number of female and male Age
WORKERS
2%
98%
22%
PSMM
Eldoprima
216
78%
13%
<30
30/50
>50
<30
30/50
>50
<30
4%
61%
35%
13%
63%
24% 18%
Twice Ps
80
87%
5%
72
95%
6%
94%
30/50
>50
<30
30/50
>50
<30
30/50
>50
70%
12%
6%
90%
4%
6%
65%
29%
4.1 Figures 4.2 Worker well-being 4.3 Health and safety at work 4.4 Training and staff development 4.5 Equal opportunities and diversity
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
Direct + Indirect
Prima Components
Sole Components
Other indicators of diversity
5%
6%
in case of children or other vulnerable groups
> > > >
GOALS ANNEX DMA GRI
PSMM
5%
Eldoprima
4%
Twice Ps
4%
PAGE 76
5.6 PRESERVATION OF WATER
5.1 THE ENVIRONMENT
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
5.2 POWER 5.3 EMISSIONS CONSUMPTION INTO AIR
5.7 BIODIVERSITY
5.4 SUSTAINABLE PRODUCTION
5.5 WASTE MANAGEMENT
GOALS ANNEX DMA GRI
5.0 Natural resources and the environment
PAGE 77
PAGE 78
5.1 THE ENVIRONMENT Respect for the environment is the main priority of PSC. Thus, we care for it with the same passion we have for our products and with the same attention we have for our customersâ&#x20AC;&#x2122; requests.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
PSC is constantly committed to improve the environmental efficiency through technological systems application and practices, meeting both legal obligations and pollution reduction as well. PCS factories, having ISO 14001 certification, measure their environmental impact of activities and processes by developing provisions for reduction. Furthermore, during the development of new products using FMEA method, an assessment for potential environmental risks is carried out. Despite the importance of environmental issues for PSC, the available data did not make possible a scientific risk assessment, one of the elements necessary for the application of the precautionary principle. Nevertheless, even if it has not been possible to apply this principle so far, PSC protects its resources and works in compliance with all existing regulations. It is important to underline that some business tools, such as risk analysis for accidents prevention assessment in the workplace, as well as occupational diseases, are evolving. In fact, they are not restricted to assess existing risks, but also aim at forecasting hazards. These procedures are represented in the following diagram.
RISK ASSESSMENT for legal compliance
Unsafe Conditions
Companyâ&#x20AC;&#x2122;s responsibility
Risk Analysis RISK PREDICTION against Unsafe acts
Unsafe Acts
Volontary activity
PAGE 79
5.2 POWER CONSUMPTION In the table, the types of fuel used by PSC, as well as energy consumption, are detailed.
Energy consuption within the organization for the year 2019 A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Prima Components Types of fuel used from non-renewable sources - GJ
Natural gas
Fuel oil
68.413
211
LPG
Sole Components Natural gas
1.592 153.580
Fuel oil
-
LPG
-
PSMM Natural gas
25.356
Fuel oil
-
Eldoprima LPG
Natural gas
-
2.913
Fuel oil
Twice Ps
LPG
-
-
Natural gas
Fuel oil
LPG
11.505 1.805
384
122.745
139.082
110.061
48.481
131.352
Heat - steam - GJ
-
-
-
-
15.958
Heat – warm water - GJ
-
-
-
-
4.993
192.961
292.661
135.417
51.394
165.997
Total electric consumption - GJ
Total electric consumption - GJ Source of emission factors used:
Natural gas Emission factors and LHV (PCI): Ecoinvent 3.3 “Heat, district or industrial, natural gas {Europe without Switzerland} | heat production, natural gas, at industrial low-NOx furnace> 100kw Alloc Rec. U “
Fuel oil Density: GESTIS Substance Database Information system on hazardous substances of the German Social Accident Insurance (IFA, www.dguv.de) Emission factors and LHV (PCI): Ecoinvent 3.3 “Heat, central or small-scale, other than natural gas (Europe without Switzerland), heat production, light fuel oil, at 100kW, non-modulating boiler | Alloc Rec, U “
Density: GESTIS Substance Database Information system on hazardous substances of the German Social Accident Insurance (IFA, www.dguv.de)
integrated fuel processor / polymer electrolyte fuel cell system powered by LPG for stationary power generation.
GPL Emission factors: ISPRA, national inventory emission factors (http://www.sinanet.isprambiente. it/it/sia-ispra/serie-storiche-emissioni) Density and LHV (PCI): ENEA, Experimentation of an
Standards, methodologies, hypotheses and / or calculation tools used • for fuels: invoices • for electricity: invoices
PAGE 80
5.2 POWER CONSUMPTION Some Italian plants of the Group self-produce part of the energy used. Two factories use photovoltaic electricity and we are talking about Prima Eastern, which owns a plant that covers between 25% and 30% of requirements, as well as Prima Components Ferentino. Prima Components Paliano plant has an electric power generating stations in case of emergency, licensed by the Customs Agency, but without a monitoring system (meter). Sole Oderzo plant produced 4,746 MWh from cogeneration in 2019, by consuming 53,521 GJ of methane for this purpose. Twice PS IT plant also produces electricity and heat thanks to cogeneration, through a plant managed by an external company. PSC aims to improve its environmental performance and energy consumption on a regular basis, in order to reduce it in production sites and offices, by implementing specific policies and projects.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
Specifically, among the initiatives launched, the followings are included: • Introduction of more efficient production machinery and equipment, in terms of energy consumption (e.g. inverter)
A 3.
GENERATED VALUE
•
Installation of more energy-efficient lighting systems (e.g. LED)
•
Adoption of environmental management systems. In line with the IS014001 standard
•
The launch of a replacement plan for obsolete moulds with both outdated technology and considerable energy consuption in Prima Eastern plant.
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
In those factories using Word Class Manufacturing (WCM) method, such as Prima Components of Anagni, Prima Components of Ferentino and PSMM of Pernambuco, Energy pillar aims to increase the ability of initiatives identification and implementation, in order to reduce waste and to improve energy efficiency.
PAGE 81
5.2 POWER CONSUMPTION In the following table, changes in BU energetic consumption are reported values as variations compared to the machine hours worked:
Prima Components WHO WE ARE
Unit of measurement
A 2.
MATERIALITY AND METHODOLOGY
GJ/hrs Machine worked
A 3.
GENERATED VALUE
A 4.
WORKERS
A 1.
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 0,36
0,34
0,27
0,41
0,41
0,41
0,50
0,38
0,33
0,21
0,18
0,27
1,82
1,29
KPI of monitoring of Group Performances: Energy Consuption
A 5.
Sole Components
Energy consuption of the Group per unit of value generated, is stable considering the decrease in value generated in 2019 compared to 2018 and a partial discontinuity on production lines in some PSC production sites.
-
PAGE 82
5.3 EMISSIONS INTO AIR DIRECT EMISSIONS (SCOPE 1). The table below shows the use of fuels for plants and heating for offices, as well as emissions deriving from the refrigerant gas losses in refrigerators and air conditioners.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Prima Components
Gross direct greenhouse gas emissions, equivalent CO2 tons (Scope 1) Gas included in the calculation
Total
Fuels
Refrigerating gas
4.584
4.383
201
CO2 HFC
Sole Components
Total
Fuels
9.751
9.568
PSMM
Refrigerating gas Total
CO2 HFC
183
1.580
Fuels
Eldoprima
Refrigerating gas
1.580
CO2 HFC
0
Total
181
Fuels
Refrigerating gas
181
CO2 HFC
0
Twice Ps
Total
884
Fuels
Refrigerating gas
884
0
CO2 HFC
Source of GWP factors: With regard to GWP metrics for all substances with an altering climate effect, Chapter 8 (Anthropogenic and Natural Radiative Forcing) of the 2013 Climate Change report was used as a source: The Physical Science Basis. Contribution of Working Group | to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change, published by Cambridge University Press. Consolidation approach to emissions. Operational control. Standards, methodologies, hypotheses and / or tools calculation used • For fuels, invoices • • For HFC, the FGAS declaration pursuant to article 16 paragraph 1 of the D.P.R. n. 43 of 27 January 2012, concerning the quantities of refrigerant added in repairing activities.
PAGE 83
5.3 EMISSIONS INTO AIR OTHER SIGNIFICANT EMISSIONS
Significant emissions in the atmosphere for each of the following compounds (Unit of measurement in kg) A 1.
Prima Components
WHO WE ARE
Nox
Sole Components
PSMM
Eldoprima
Twice Ps
1.821
3.932
649
75
363
53
94
15
2
97
17 2.390
3 395
0 45
2 197
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
Sox Particolate emissions (PM)
A 4.
WORKERS
CO
8 1.082
COV
27.862
43.633
5.007
0
35.517
Stirene
-
-
-
-
66
Other SOV
-
-
-
-
1
A 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Source of emission factors used Fuel oil Natural gas • Emission factors and LHV (PCI): Ecoinvent • Emission factors and LHV (PCI): Ecoinvent 3.3 3.3 “Heat, central or small-scale, other than “Heat, district or industrial, natural gas (Europe natural gas [Europe without Switzerlandl | heat without Switzerland) | heat production, natural gas, production, light fuel oil, 100kW at-boiler, nonat industrial furnace low-NOx> 100k | Alloc Rec, U” modulating | Alloc Rec, U “ • Density: GESTIS Substance Database Information • Density: GESTIS Substance Database Information system on hazardous substances of the German system on hazardous substances of the German Social Accident Insurance (IFA, www.dguv.de) Social Accident Insurance (IFA, www.dguv.de) Diesel*
LPG • Emission factors: ISPRA, national inventory emission factors (http://www.sinanet.isprambiente. it/it/sia-ispra/serie-storiche-emissioni) • Density and LHV (PCI): ENEA, Experimentation of an integrated fuel processor / polymer electrolyte fuel cell system powered by LPG for stationary power generation.
Data on NOx, SOx, PM and CO are calculated via the application of the aforementioned emission factors. Data on VOC, Styrene and Other VOCs are analytical and derived from direct measurements.
PAGE 84
5.3 EMISSIONS INTO AIR For all the plants the amount of emissions, compared to the fuels used according to the following emission factors, has been reported.
EMISSION FACTORS (g/Gj) A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
FUELS
NO
SO
Natural gas
25,6
0,61
15,56
0,11
Fuel oil
29,2
49,8
7,98
0,53
LPG
40,0
0,22
10,0
0,20
X
X
CO
PM < 2,5
The production process that has the greatest impact from Volatile Organic Compounds (VOCs) emissionsâ&#x20AC;&#x2122; point of view is painting. For this process, the total quantity of Volatile Organic Compounds (VOCs) emitted has been reported, which are conveyed into post-combustors, very high-efficiency equipment able to break down these substances,from thousands of mg / Nmc to a few units. VOCs breakdown occurs by thermal oxidation (combustion) of the latter. The heat produced by VOCs combustion is recovered either in the same painting plant (heating of drying ovens and so on) or for different company needs.
PAGE 85
5.3 EMISSIONS INTO AIR In the following table, you can find the details of VOC’s emissions for each plant, where the painting process takes place:
Production plants involved in the painting process A 1. A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Tecnoprima
PC Ferentino
WHO WE ARE
Organic compounds Volatiles (VOC) Emissions conveyed into the atmosphere
Unit of measurement: GJ
Sole Pontedera
PSMM/PC G. d’Aversa**
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 21,3
Unit of measurement: Tons
Transformation (VOC) in Thermal Energy (heat)
Sole Oderzo
0,3*
54,9
Absent Adaptation Solvents by Activated Carbon
5,9
6,1
13,7
1.757 1.986 2.381
34,7
52,1
Assumptions: • Total Assimilation (VOC) with Acetone solvent currently present in painting materials
• Neglecting emission diffusion Sources analysed: Solvents plan management, 2019, of each plant
8,9
7,3
5,4
6.444 7.269 12.958 3.628 2.096 3.659
* Measurement has been carried out immediately after activated carbons were changed. ** The painting plant of PSMM Campania was not operating in 2017
• Inferior calorific power - 28,5 [Mj/Kg]
35,1
4,6
2,4
1.452 1.875
Twice PS UK GL
2019 2018 2017
-
31,5
33,7
-
-
15
14
-
PAGE 86
5.3 EMISSIONS INTO AIR KPI of monitoring of Group Performances: Greenhouse gas emissions.
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
The value of Direct Greenhouse gas emissions (Scope 1) per unit of value generated does not have significantly variations within these three years. The slight increase recorded in 2019 compared to the previous year is affected by the reduction of the value generated and a partial discontinuity on the production lines in some productive sites in PSC.
PAGE 87
5.4 SUSTAINABLE PRODUCTION All PSC production sites use specific quality, environmental and safety management systems, which are mostly certified. Ten out of seventeen production sites have the UNI EN ISO 14001 environmental management system certification. The application of a management system promotes respect for the environment in every way and, at the same time, it is a fundamental factor for the organization growth.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Production sites
ISO 14001
Production sites
Prima Components Anagni
Sole Woerth
Prima Components Ferentino
Prima Components Gricignano d'Aversa
Prima Eastern
PSMM Pernambuco
SP Prima
Prima Poprad
Tecnoprima
Twice PS UK GL
Prima Components Paliano
Twice PS UK BS
Sole Oderzo
GSI DE
Sole Suzzara
Twice PS IT
Sole Pontedera Policy guidelines for environmental quality and safety will be redefined at group level by 2021.
ISO 14001
PAGE 88
5.5 WASTE MANAGEMENT The following tables show the quantity, characterization and destination of the waste produced by PSC.
Waste type of treatment (Unit of measurement in Tons) Prima Components
A 1.
A 3. A 4. A 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
PSMM
Eldoprima
Twice Ps
Hazardous
WHO WE ARE
Recycling
A 2.
Sole Components
-
446,75
9,17
-
-
Recovery, including energy recovery
416,57
-
16,00
287,23
202,08
Incineration (Thermal destruction)
213,48
-
-
0,02
-
Landfilling
193,64
78,91
-
0,49
0,34
Transfer on site
-
-
-
-
-
physic-chemical treatment
-
-
44,96
-
18,00
Reserve for recovery
-
230,62
211,01
-
-
Preliminary storage
-
56,30
348,83
-
8,90
Other
-
-
-
-
3,85
TOT
823,69
812,59
629,97
287,74
233,18
144,27
1.244,32
656,45
67,11
-
2.113,50
10,48
133,07
22,42
668,43
-
-
-
-
568,64
178,95
815,67
19,14
260,92
172,22
Transfer on site
-
178,43
-
-
-
GOALS ANNEX
Reserve for recovery
-
2.249,71
793,93
-
-
physic-chemical treatment
-
1.124,06
246,80
-
-
Preliminary storage
-
509,39
-
-
295,25
DMA
Other
-
-
-
-
-
GRI
TOT
2.436,71
6.132,06
1.849,39
350,45
1.704,54
MATERIALITY AND METHODOLOGY GENERATED VALUE WORKERS NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
Non-hazardous Recycling Recovery, including energy recovery Incineration (Thermal destruction) Landfilling
PAGE 89
5.5 WASTE MANAGEMENT In the plants where the Word Class Manufacturing (WCM) methodology is present, such as Prima Components Anagni, Prima Components Ferentino and PSMM Pernambuco, the Environment pillar applies the 5R tool for waste reduction projects. The concept behind this tool is that waste must not go to landďŹ ll and that the best waste management involves the following hierarchy of action:
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Refuse/Reject: Reduce: Reuse: Recycle: Retrieve:
PAGE 90
5.5 WASTE MANAGEMENT Waste-disposal methods : Prima Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Sole Components
PSMM
Eldoprima
Twice Ps
Waste treatment managed by the company
Yes
Worth Disposalù by Daimler
PC Gricignano d'Aversa Waste treatment managed by PSMM P treated by FCA
Yes
Yes
Information provided by the waste-disposal company
Yes
Yes
Yes
Yes
Yes
List of CER codes used, with description of the type of waste, characteristics of the waste, hazard class, waste destination
List of CER codes used, with description of the type of waste, characteristics of the waste, hazard class, waste destination
Organizational patterns defined by the Contracting Party for waste treatment
List of CER codes used, List of CER codes used, with List of CER codes used, with description of the description of the type of with description of the type of waste, waste, characteristics of type of waste, characteristics of the the waste, hazard class, characteristics of the waste, hazard class, waste waste destination. Except waste, hazard class, waste destination for Worth destination
PAGE 91
5.6 PRESERVATION OF WATER The environmental impact on water resources of PSC production sites is not harsh and there are no factories in water-stressed areas with high risk. In Prima Components sites, this impact is divided in three categories: 1) industrial water purification tanks (if there is a painting procedure, the water will be used in a closed circuit for the moulding process);
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
2) civil wastewater; 3) rain water. In Sole Components business unit, water is mainly used for the moulding cooling process of the sites included painting, for hygienic and cleaning purposes, as well as fire reserve. In PSMM business unit, there are the same usages as mentioned above whereas in Twice PS business unit, water is used mainly for the moulding cooling process. In Twice PS IT plant, the steam needed for machine operating is produced by cogeneration. In ISO 14001-certified sites, potential impact on water resource will be identified and the most important ones will be managed according to the Deming cycle (plan – do – check – act). Environment pillar assesses water resource impact for the factories using Word Class Manufacturing (WCM) method, such as Prima Components Anagni, Prima Components Ferentino and PSMM Pernambuco also according to stakeholders interaction, in the first place clients and suppliers. For all the other sites, method of analysis and structured approaches for a proper use of water resource is being developed. Many sites in the group aim to reduce impacts on the resource by operating through an integrity assessment of water supply, in order to avoid losses. All volumes taken and discharged, as described in the tables below, refer to fresh water.
PAGE 92
5.6 PRESERVATION OF WATER Prima Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
Sole Components
PSMM
Eldoprima
Twice Ps
Total volume of water withdrawn
43,21
303,64
78,39
2,82
25,79
Underground water
25,13
295,50
61,72
1,01
0,00
18,08
8,15
16,67
1,81
25,79
(Unit of measurement: ml)
(Unit of measurement: ml)
A 3.
GENERATED VALUE
A 4.
WORKERS
Municipal water supplies or other public or private water services *
(Unit of measurement: ml)
A 5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
NATURAL RESOURCES AND THE ENVIRONMENT The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Standard, methodologies and used hypotheses
Prima Eastern: meter reading For SP Prima: well declaration + invoice
For Sole Oderzo: meter reading and water periodic analysis. For Suzzara: meter reading
* Water drawn from aqueduct + water supplied by COMPESA, manager of the Pernambuco water service
For PSMM P: measurements of water consumption by JEEP laboratories
Meter reading
For Twice PS UK GL and Twice PS UK BS: Meter reading For GSI DE and Twice PS IT : calculation of consumption from invoice
PAGE 93
5.6 PRESERVATION OF WATER Sole Components
Prima Components Year
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
Tecnoprima
SP Prima PC Ferentino
SOLE
SOLE
SOLE
SOLE
ODERZO
SUZZARA
PONTEDERA
WOERTH
PC Gricignano
PSMM
P POPRAD
Twice PS UK GL Twice PS UK BS
GSI DE
Twice PS IT
d'Aversa
2,96
5,79
2,34
0,05
0,14
96,70
0,75
5,00
0,52
55,55
16,67
2,82
-
-
1,42
-
2018
0,01
5,62
5,62
2,34
0,05
-
112,28
1,14
5,02
0,60
54,00
14,97
2,38
-
-
1,38
-
-
7,03
8,88
0,60
0,06
-
94,54
1,23
5,59
0,63
54,00
N/A
3,34
-
-
-
-
-
2,96
-
2,34
-
0,14
-
-
-
-
55,55
-
1,81
-
-*
-**
-***
-
-
5,79
-
-
-
96,70
0,75
5,00
0,52
-
-
1,01
-
-
1,42
-
-
-
-
-
0,05
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
16,67
-
-
-
-
-
Water discharged into the sewer
Treatment and use in the JEEP process
PC Ferentino
Twice Ps
-
Water discharged into natural body of water
Water discharged into imhoff/Pool with periodic sampling (disposal as CER waste 200304)
PC Anagni
Eldoprima
2019
2017
GENERATED VALUE
A 4.
5.1 5.2 5.3 5.4 5.5 5.6 5.7
Total volume of planned and unscheduled water discharges
P Eastern
PSMM
2019
*Indicated as mix water/ oil managed by waste disposal company
**Indicated as volume in evaporative tower, which is not included in the water discharge
***The amount of first rain water is not measured
PAGE 94
5.6 PRESERVATION OF WATER For water discharged into the sewer the volumes are converted from meter reading, whereas for discharges handled as waste CER 200304, they are taken from the MUD (single model of environmental declaration). In PSC discharges, the presence of potentially hazardous substances may be recorded due to any industrial oil spills in Poprad and Twice PS UK BS plants. For all Italian plants the emission limits in water are defined on the basis of Legislative Decree 152/06, Table 3, Annex 5. For the plant of Pernambuco, however, they are fixed with reference to CONAMA resolution number 430/201, while for GSI DE there is a municipal regulation.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
Other emission limits for the protection of water quality are set analytically in the cases of Prima Eastern and Prima Components in Ferentino; according to the Integrated Environmental Authorization (AIA) for Sole Oderzo and Sole Pontedera; from the Environmental Authorization (AUA) for Prima Components Anagni and Prima Components Gricignano dâ&#x20AC;&#x2122;Aversa. PSC did not report any non-compliance incidents for discharge limits in 2019.
A 4.
WORKERS
KPI of monitoring of the Group performance: Water withdrawals and wastewater discharge
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
Both KPIs were built through volume water volume comparisons (withdrawn or dumped) at the Groupâ&#x20AC;&#x2122;s generated value in 2019.
GOALS ANNEX
DMA
GRI
The discharges prove to be constant over the time, whereas withdrawals water fluctuations are recorded during the three year period, with a slight growth in 2019, due to a reduction in the value generated.
PAGE 95
5.7 BIODIVERSITY PSC plants and sites are located in anthropized areas and do not directly affect protected areas or the ones having high biodiversity value, except for the case of the Twice PS IT plant in Bergamo, which is about 1 km far away from the local landmark “PLIS Monte Bastia” and has no impact on it.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
5.1 5.2 5.3 5.4 5.5 5.6 5.7
> > > >
The environment Power consumption Emissions into air Sustainable production Waste management Preservation of water Biodiversity
GOALS ANNEX DMA GRI
ADJUSTMENTS VOC data emissions for those plants where painting is carried out referring to 2018, as published in the previous report, were found to be incorrect due to a transcription error. Data were calculated again and are shown in the correct form in this report.
PAGE 96
PSC TABLE TARGETS Macrotheme
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Long- term target
Target of 2020
Progress report of 2019
Generated value
Create value for all stakeholders by designing, producing and marketing innovative products and technologically advanced products, in compliance with regulations, as well as by collaborating efficiently with all the actors along the supply chain.
• Increase existing certifications, compared to the current situation, with the long-term target of having all Group sites certified, according to ISO 14001 standards and at least one in addition, such as OHSAS 18001. • Develop an integrated policy for the Group’s quality, environment and safety • Develop the Group’s code of ethics by adopting an organizational model, compliant with Legislative Decree 231/01.
• The following certified site ISO 14001:2015 and OHSAS 18001 was added to the Group • The integrated policy for the quality, environment and safety of the Group is in progress • After the assignment of responsibilities, such documentation is being developed
Workers
Ensure well-being in the workplace for all employees without any discrimination, by providing training and resources, in order to guarantee professional development and adequate working conditions.
• Stop counting the number of incidents at all sites • Find ways of enhancing direct involvement of workers in the field of sustainability • Implement tools (eg. webinar, focus groups) for training and promotion of sustainability • Launch the ’"Academy", in order to spread and to consolidate fundamental values and tools of the Group • Extend staff assessment systems, with a view to career development of all the Group’s sites
• The number of injuries decreased compared to 2018 in all the business units of the Group. • A webinar was held with the Business units executives, by showing them how this path was made for the preparation of the Sustainability Report, along with collected relevant feedbacks. • A training and promotion brochure was created , concerning the main aspects of sustainability and the path followed by PSC. Such brochure was handed out: By monitoring the company departments, in which information on safety and plant data are spread Through basic training of new recruits; It is expected, within 2021, to carry out a specific sustainability training for all employees, alongside mandatory safety training. • The “Academy” project is being developed. •In 2019 the platform used for staff assessment systems was changed; therefore, such project, along with its activities and timing, had to be rescheduled.
PAGE 97
PSC TABLE TARGETS Macrotheme Natural resources and environment
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Long- term target Develop innovative solutions, in order to improve the quality of life and the environment, by protecting the natural resources and reducing waste production, as well as by pursuing sustainable production processes.
Target of 2020 • Monitor and reduce energy consumption • Minimize the significance level of the environment::emissions into the atmosphere • Reduce the ratio between hazardous and non-hazardous waste and increase the percentage of waste for recovery, compared to the waste for disposal.
Progress report of 2019 • During the reporting year, there was a reduction in energy in the Bus of Prima Components (-5%), Sole Components (-2%), Eldoprima (-7%), and Twice (-5%), whereas it was reported that PSMM had higher values, compared to the previous year (+8%). • In the reporting year, there was a reduction in the emission values of “Scope 1” for the business units Eldoprima (-24%) and Twice (-9%). Prima Components and Sole Components emissions remain largely unchanged, while Eldoprima BU reported an increase of 38%.
PAGE 98
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
Annex
DMA GRI
ANNEX
PAGE 99
Dimension of the organization
2019
2018
2017
3139
3053
2704
121.079.068
105.314.284
124.742.481
€ 680.572.487
€ 734.383.514
€ 651.058.754
Net Capital
€ 153.341.581
€ 140.217.532
€ 106.353.527
Loan Capital
€ 300.811.485
€ 280.450.978
€ 132.936.692
Total Capitalization
€ 454.153.066
€ 420.435.064
€ 239.290.219
Sectors
2019
2018
2017
Motor Vehicles
57,9%
59,5%
65,0%
Commercial vehicles
22,8%
20,6%
19,0%
agricultural vehicles
8,9%
8,3%
-
NATURAL RESOURCES AND THE ENVIRONMENT
heavy vehicles
4,9%
5,6%
7,0%
GOALS ANNEX
Appliances
3,5%
4,2%
7,0%
Motorbikes
1,3%
1,2%
2,0%
Electric vehicles
0,7%
0,70%
-
Markets
2019
2018
2017
Italy
43,1%
45,3%
49,0%
Europe
49,2%
48,1%
43,0%
World
7,7%
6,6%
8,0%
Total nr of Employee Units sold Net Turnover
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5. > > > >
Share Capital
DMA GRI
PAGE 100
Financial Assistance SOLE COMPONENTS
SOLE ODERZO
SOLE SUZZARA
SOLE PONTEDERA
€ 5.051.842
Total 2019
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
€ 781.062
€ 2.139.823
€ 109.061
€ 2.021.896
15%
42%
2%
40%
SOLE ODERZO
A 3.
SOLE SUZZARA
A 5. > > > >
GENERATED VALUE
NATURAL RESOURCES AND THE ENVIRONMENT
DMA GRI
PRIMA COMPONENTS FERENTINO
TECNOPRIMA
€ 1.343.947
WORKERS
GOALS ANNEX
PRIMA COMPONENTS ANAGN
SOLE PONTEDERA
Total 2018
A 4.
PSMM PERNAMBUCO
SOLE COMPONENTS
€ 866.624
€ 94.359
€ 99.828
€ 162.804
€ 97.797
€ 22.535
64%
7%
7%
12%
7%
2%
SOLE ODERZO
SOLE SUZZARA
SOLE PONTEDERA
PRIMA COMPONENTS ANAGN
PRIMA COMPONENTS FERENTINO
SP PRIMA
€ 2.146.621
Total 2017 € 690.716
€ 853.335
€ 96.878
€ 116.741
€ 159.972
€ 120.604
€ 108.375
32%
40%
5%
5%
7%
6%
5%
PAGE 101
Economic value for business unit PSC SPA "Economic generated value: Revenues and other operating income"
A 1. A 2.
2017 2018 2019
Prima Components
2017 € 345.479.392 2018 € 345.875.866 2019
€ 299.895.114
2017 € 343.431.276 2018 € 344.490.929 2019
€ 282.738.253
2017 € 2.048.116 2018 € 1.384.937 2019
€ 17.156.861
€ 323.524.217
Sole Components
2017 € 310.509.745 2018 € 290.783.662 2019
€ 387.772.480
2017 € 391.763.990 2018 € 376.386.261 2019
2017 € 294.906.983 2018 € 275.087.379 2019
€ 360.687.409
2017 € 15.602.762 2018 € 15.696.283 2019
€ 27.085.071
PSMM
Eldoprima
2017 € 89.920.924 2018 € 106.181.667 2019 € 78.401.706
Twice Ps
2017 € 62.975.238 2018 € 68.646.351 2019 € 57.013.084
€ 120.177.487 € 83.359.006
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
"Economic distributed value : operating costs, remuneration 2017 of collaborators, remuneration 2018 of lenders, remuneration of the public administration and 2019 investments for the community"
"Economic retained value Generated Value - Distributed Value"
2017 2018 2019
€ 324.102.656
-€ 578.439
2017 € 376.205.969 2018 € 369.636.062 2019
€ 79.851.036
2017 € 89.376.846 2018 € 97.023.385 2019
2017 € 15.558.021 2018 € 6.750.199 2019
-€ 1.449.330
2017 € 544.078 2018 € 9.158.282 2019
2017 € 61.777.545 2018 € 67.624.303 2019 55.785.913
2017 € 1.197.693 2018 € 1.022.048 2019 € 1.227.171
€ 100.187.195 € 82.311.789
€ 19.990.292 € 1.047.217
PAGE 102
Economic value by geographical region EUROPE*
ITALY* Generated
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
Distributed
Retained
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
WORLD*
2017 € 1.011.736.633 2018 € 1.167.906.845 2019 € 1.123.452.227
2017 € 67.570.870,00 2018 € 103.123.268 2019 € 93.375.337
2017 2018 2019
€ 63.775.600
€ 970.833.248 2017 2018 € 1.121.816.207 2019 € 1.099.704.481
2017 € 66.661.921,00 2018 € 101.150.565 2019 € 94.348.642
2017 2018 2019
€ 62.146.600
2017 2018 2019
2017 2018 2019
2017 2018 2019
1.629.00
€ 40.903.385 € 46.090.638 € 23.747.746
* Total value of production and total cost of production based on geographic location
€ 908.949,00 € 1.972.703 -€ 973.305
€ 49.796.663 € 54.405.249
€ 42.919.042 € 42.120.724
€ 6.877.621 € 12.284.525
PAGE 103
Type of contract Prima Sole Components
Sole Components
Prima Components
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
1
46 173 45 206
Permanent
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5. > > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
4
1
4
1
4 101 803 84 638 87 626 494 491 430 577 427 576 146 582 148 587 147 574 81 118 46 114 30 91
-
-
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
0
8 19
Fixed-term 0
0
0
0
0
0
0
0
0
0
0
4
8
5
6
0
1
1 13
0
0
0
0
16 30 30 103 37 103
9 20
-
-
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
1
44 188 44 221
Full time 4
1
4
1
4
75 791 225 452 60 612 361 559 364 576 353 571 144 589 144 586 145 574 97 148 76 217 67 194
-
-
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
0
10 4
Part time 0
0
0
0
0
26 12 30 15 27 14 71 6
71 7
74 6
3
6
4
1
2
0
0
0
0
0
0
0
10 5
-
-
PAGE 104
Roles (employees) Prima Sole Components
Prima Components
Sole Components
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
1
25 22 22 27
Corporate
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
4
1
4
1
4
15 77 11 65 14 63 69 119 73 119 70 122 22 78 18 64 17 53 13 14 13 14 10 12
-
-
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
0
25 102 29 135
workers 0
0
0
0
0
82 497 69 375 69 388 295 201 297 201 304 201 98 328 101 334 102 333 62 76 60 121 47 103
-
-
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
0
4 68
employees 0
0
0
0
0
4 229 2 200 2 177 68 245 63 265 53 254 27 189 28 190 27 189 4 76
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
Temporary workers
DMA
2019
101
334
2018
155
327
2017
164
329
F
M
GRI
3 82
2 87
4 63
-
-
PAGE 105
Italy
Prima Sole Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3. A 4.
Prima Components
Sole Components
GENERATED VALUE WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
PSMM
Eldoprima
Twice Ps
Europe
World
2019
2017
2019
2018
2017
2019
2018
2017
Permanent
5
2018
Fixed-term
0
0
0
0
0
0
0
0
0
Permanent
904
722
713
0
0
0
0
0
0
Fixed-term
0
0
0
0
0
0
0
0
0
Permanent
932
951
924
53
56
53
0
0
0
Fixed-term
6
6
9
6
5
18
0
0
0
Permanent
294
298
281
0
0
0
434
437
440
Fixed-term
14
0
0
0
0
0
0
0
0
Permanent
2
2
2
197
158
119
0
0
0
Fixed-term
0
0
0
46
133
140
0
0
0
Permanent
119
130
-
100
121
-
0
0
-
Fixed-term
3
1
-
24
28
-
0
0
-
5
5
0
0
0
0
0
0
PAGE 106
Corporate Prima Sole Components
Gender %
Prima Components
Sole Components
PSMM
Eldoprima
Twice Ps
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
2019 2018 2017
Female
A 1.
WHO WE ARE
Male
Age range %
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
<30 30/50 >50
20 80 20 80 20 80 16 84 14 86 18 82 37 63 38 62 36 64 22 78 22 78 24 76 48 52 48 52 45 55
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 0 20 80
0 20 80
0 60 40
1 52 47
0 59 41
0 65 35
6 69 25
8 71 21
6 73 20
21 65 14
24 60 16
0 70 30
26 67 7
33 63 4
27 55 18
2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017 2019 2018 2017
Total
5
5
5
92
76
77
188
192
192
100
82
70
27
27
22
53 47 45 55
-
-
2019 2018 2017 13 60 28
18 65 16
-
2019 2018 2017 47
49
-
PAGE 107
Workers Sole Components
Prima Components
Gender %
PSMM
Eldoprima
Twice Ps
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
14 86
16 84
15 85
59 41
60 40
60 40
23 77
23 77
13 87
45 55
33 67
31 69
20 80
18 82
-
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
10 51 39
13 58 29
9 65 26
8 58 34
10 58 32
11 68 21
26 55 18
30 52 18
24 63 13
27 62 11
52 39 8
25 59 16
6 66 28
7 65 27
-
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
579
444
457
496
498
505
426
435
216
138
181
150
127
164
-
2017
Female
A 1.
WHO WE ARE
Male
Age range %
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
<30 30/50 >50
Total
-
PAGE 108
Employees Sole Components
Prima Components
Gender %
PSMM
Eldoprima
Twice Ps
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2 98
1 99
1 99
22 78
19 81
17 83
13 88
13 87
23 77
5 95
4 96
2 98
6 94
6 94
-
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
4 61 35
4 66 30
3 65 32
13 63 24
13 65 22
11 66 23
18 70 12
23 63 13
33 55 12
6 90 4
9 82 8
18 66 16
6 65 29
7 69 24
-
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
233
202
179
313
328
307
216
218
435
80
85
89
72
67
-
Female
A 1.
WHO WE ARE
Male
Age range %
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
<30 30/50 >50
Total
-
Workers+Employees Sole Components
Prima Components
Other indicators of the diversity, if applicable
(as minority groups or vulnerable)
PSMM
Eldoprima
Twice Ps
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
5%
7%
8%
6%
5%
4%
5%
4%
4%
4%
3%
4%
4%
3%
-
PAGE 109
Types of fuel used from non-renewable sources Year Total fuel consumption (divided by type) from non-renewable sources
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA
Total Power Consumption - GJ
Heat - steam share - GJ
Heat - hot water share - GJ
GRI
Total energy consumption within the organization - GJ
2019 2018 2017
Prima Components Natural gas
Fuel oil
LPG
68.413
211
1.592
68.815
251
49.392
234
Sole Components Natural gas
PSMM
Eldoprima
Twice Ps
Natural gas
Natural gas
Natural gas
153.580
25.356
2.913
11.505 1.805
384
758
146.013
18.426
3.849
12.850 1.762
414
225
179.947
11.752
2.761
-
Fuel oil
-
2019
122.745
139.082
110.061
48.481
131.352
2018
133.133
152.864
106.755
51.196
140.384
2017
132.105
147.338
89.999
63.089
-
2019
-
-
-
-
15.958
2018
-
-
-
-
12.469
2017
-
-
-
-
-
2019
-
-
-
-
4.993
2018
-
-
-
-
7.331
2017 2019
-
-
-
-
-
192.960
292.661
135.417
51.394
165.997
2018
202.957
298.877
125.181
55.045
175.210
2017
181.956
327.285
101.750
65.849
-
LPG
-
PAGE 110
Emissions in the atmosphere, trend Prima Components
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Sole Components
2019
2018
2017
2019
2018
total
4.584
4.586
3.405
9.751
Fuels
4.383
4.357
3.110
9.568
201
230
295
183
refrigerant gases Gases included in the calculation
CO2 HFC
2019
2018
2017
2019
2018
9.578 11.312 1.580
1.148 1.465
181
240
172
884
884
-
9.097 11.211 1.580
1.148
732
181
240
172
884
884
-
102
-
732
-
-
-
884
884
-
CO2 HFC
2019
-
2018
Twice Ps
2017
482
2017
Eldoprima
PSMM*
(there were no reintegrations)
CO2 HFC
(there were no reintegrations)
CO2 HFC
CO2 HFC
2017
PAGE 111
Prima Components 2019
Nox
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
Sox Particolate emissions (PM) CO COV
Sole Components
GRI
Eldoprima
Twice Ps
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
2019
2018
2017
1.821 1.799
1.280
3.932
3.738 4.607
649
472
301
75
99
71
363
397
-
53
55
42
94
89
110
15
11
7
2
2
2
97
96
-
8
8
6
17
16
47
3
2
1
0
0
0
2
2
-
1.082 1.080
773
2.390
395
287
183
45
60
43
197
218
-
27.862 6.990
-
-
5.007
2.836
-
0
0
-
2.272 2.800
43.633 59.453
35.517 42.250
-
Styrene
-
-
-
-
-
-
-
-
-
-
-
-
66
-
-
Other SOV
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
*Consider only PSMM C, because PSMMP does not use fuel or refrigeration gases
DMA
PSMM*
PAGE 112
Waste management, trend Year
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4. A 5. > > > >
WORKERS
Total weight of hazardous and non-hazardous waste
Total weight of waste sent for recycling
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX DMA GRI
Total weight of waste sent for disposal
Prima Components
2019
Hazardous Non-Hazardous
2018
Hazardous Non-Hazardous
2017
Hazardous Non-Hazardous
2019
Hazardous Non-Hazardous
2018
Hazardous Non-Hazardous Hazardous Non-Hazardous
2017
2018
Hazardous Non-Hazardous Hazardous Non-Hazardous
2017
Hazardous Non-Hazardous
2019
Sole Components
PSMM
Eldoprima
Twice Ps
823,69 2.436,71 871,27 1.980,83 1.095,43 1.934,58
812,59 6.132,06 942,22 6.053,10 950,10 6.354,27
629,97 1.849,39 758,61 1.606,07 336,00 1.666,00
287,74 350,45 213,27 432,59 108,85 531,53
233,18 1.704,54 183,98 1.564,10 -
416,57 2.257,77 307,75 1.766,47 283,90 1.750,51
677,37 3.504,51 757,66 3.490,43 342,34 914,96
236,18 1.583,45 198,99 1.539,83 64,00 1.470,00
287,23 89,53 187,58 228,11 6,29 451,26
202,08 668,43 125,36 508,39 -
407,12 178,95 563,52 214,36 811,52 184,07
135,21 2.627,55 184,56 2.562,67 577,68 5.115,04
393,79 265,94 559,61 66,24 275,00 138,00
0,51 260,92 25,69 204,48 102,57 80,27
31,09 1.036,11 58,62 1.055,71 -
PAGE 113
PROTECTION OF WATER RESOURCES, TREND Total volume of withdrawn water
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
Underground water
Municipal water supplies or other public or private water services *
PSMM
Eldoprima
Twice Ps
303.643 284.593 253.581
78.386 74.971 86.575
2.817 2.384 2.171
25.791 37.344 -
25.131 27.864 28.037
295.496 273.757 238.242
61.718 60.000 70.000
1.010 1.010 0
0 0 -
18.075 14.792 18.883
8.146 10.836 15.339
16.668 14.971 16.575
1.807 1.374 2.171
25.791 37.344** -
Year
Prima Components
2019 2018 2017 2019 2018 2017
43.206 42.656 46.920
2019 2018 2017
Sole Components
* Water withdrawn from the aqueduct + water supplied by COMPESA, manager of the Pernambuco water service
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
** Value affected by a breakdown in the GSI DE plant which led to unexpected losses
PAGE 114
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
Disclosure on Management Approach
DMA GRI
DMA
PAGE 115
DISCLOSURE ON MANAGEMENT APPROACH To simplify the development of the Management Approach, the seventeen priority themes for PSC have been aggregated into three macro-themes that share the management approach.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Macro-theme
3. GENERATED VALUE
Priority themes for PSC Risk management Research, development and technological innovation Relations with business partners Customer satisfaction and product quality Compliance Responsible management of the supply chain Local communities
4. WORKERS
Well-being of collaborators Health and safety at work Training and development of staff Equal opportunities and diversity
5. NATURAL RESOURCES AND THE ENVIRONMENT
Energy consumption Emissions into the atmosphere Sustainable production Waste management Protection of water resources Biodiversity
PAGE 116
DMA PROCESSES COMMON TO ALL MACROTEMS MOTIVATIONS AND BOUNDARIES The material issues were identified by applying the principles for defining the contents of the Report and through the stakeholder engagement and materiality analysis processes described in detail in the second chapter of the Sustainability Report, “Materiality and methodology”.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
MANAGEMENT TOOLS
> > > >
GOALS ANNEX
POLICIES
DMA GRI
For each PSC material topic, the perimeter within which the potential impact may fall has been identified: • Within company boundaries: in this case, the impact primarily affects internal stakeholders • Outside the company boundaries: in this case, it is mainly external stakeholders who are affected by the impact • Inside and outside company boundaries: the impact affects all stakeholders. In the management of material issues, PSC considers both the possible impact it may cause directly and that which indirectly may derive from its work.
The Group is managed in the logic of recognizing the social role that the company has within the community, through the implementation of innovative solutions to improve the quality of life and the environment. PSC is developing a common policy for the whole Group regarding quality, environment and safety. With reference to these issues, the policies adopted by the Prima Components business unit are currently taken as a reference, developed consistently with the international standards ISO 9001, ISO 14001, OHSAS 18001.
PAGE 117
In the quality policy it is stated that: • •
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
Also in the new 2019-2020 Group Business Plan Prima Sole Components, the holding company of the group, defines the vision, mission and medium and long-term strategies. The operating plans of the business units and the sites connected to them are then developed along these lines. In the Industrial Plan the strategic directives are: competitiveness, technological innovation and localization. At the business unit level and, in cascade, for each production site, the activities are defined in line with the strategic guidelines of PSC according to the following logical process: analysis of the industrial plan, S.W.O.T. for the determination of strengths and weaknesses, as well as opportunities and risks, risk assessment and definition of the operational plan. •
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
The future of Prima Sole Components depends on the ability to establish and maintain stable and satisfying relationships with customers». The satisfaction of customer needs and the acquisition of new market areas are achieved through continuous improvement of the quality of products, services and cost effectiveness”.
•
The Business Plan covers the corporate network of all the PSC Group sites. The last revision date of the Business Plan dates back to March 2019.
PSC is preparing an organization, management and control model pursuant to Legislative Decree 231/2001. The model also provides for an update of the Group’s Code of Ethics, one of which is already active in the company, which clearly and transparently defines the set of values that inspire the Group in its relationship with all stakeholders. The document will be processed by 2020, while its implementation will take place in 2021. COMMITMENTS By publishing the sustainability report, PSC intends to demonstrate its will and commitment to embarking on a new path towards sustainability in the economic, social and environmental fields. This will and this commitment arise from company management, as described in the letter from the CEO at the beginning of the Report and are transmitted to all plants and at all company levels.
PAGE 118
The commitment to respect the legitimate interests of its stakeholders and the community in which all PSC plants operate is enshrined in the Groupâ&#x20AC;&#x2122;s Code of Ethics, which is being updated. OBJECTIVES AND GOALS
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
The objectives and goals that PSC sets itself in its path towards sustainability are found in this Report and concern all PSC sites. The objectives are of an improvement nature compared to national legislation and will be monitored annually. Other more specific objectives are identified in the improvement plans of each company site, drawn up in compliance with the rules on quality, environment and safety.
A 3.
GENERATED VALUE
RESOURCES
A 4.
WORKERS
The responsibility for deploying human and financial resources lies with the business unit administrator who, together with the plant manager, draws up an investment plan approved at the holding level.
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
MECHANISMS OF COMPLAINT In the PSC sites certified ISO 9001, ISO 14001 and OHSAS 18001 / ISO 45001, there are complaint collection systems provided for by the management systems. PSC will activate, through the development of the organizational model currently being drafted, an organized system that allows you to request information and make any complaints on the company website. Stakeholders may make requests and complaints at the contact point indicated in this report. SPECIFIC ACTIONS PSC publishes the Sustainability Report in compliance with the main international reference standard for sustainability reporting, the GRI-Standards. Prima Components also undertakes to keep the quality, environment and safety policies updated and applied, which are a reference for all the groupâ&#x20AC;&#x2122;s plants, to pursue continuous improvement in all areas.
PAGE 119
MANAGEMENT ASSESSMENT
A 1.
WHO WE ARE
To monitor the actual adequacy of the management of material topics, the results of the first and third party audits carried out on the management systems will be used. Furthermore, the disclosures of the GRI Standards reported in this Report, in the previous and subsequent ones, will be used as management assessments. To more effectively monitor some of the significant aspects, PSC has developed Key Performance Indicators (KPIs) that allow you to evaluate the progress of these aspects over the years at Group level.
A 2.
MATERIALITY AND METHODOLOGY
RESPONSIBILITY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
The commitment to take a more sustainable approach unites both the President and the CEO and involves all business units, individual plants and all company functions and employees. The responsibility for implementing policies, implementing commitments and achieving objectives is entrusted to the administrators of each business unit and the directors of the individual production units. The achievement of the specific objectives, identified in the improvement plans, is delegated to those responsible for implementing the management systems.
PAGE 120
GENERATED VALUE - MOTIVATIONS AND BOUNDARIES
Material Issues
A 1. A 2.
WHO WE ARE MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Risk management Research, development and technological innovation Relationship with business partner Customer satisfaction and product quality Compliance
Responsible management of the supply chain Local communities
Motivations and boundaries Acting considering the risks and opportunities in the economic, social and environmental fields for the operation and image of PSC. Any related impacts could have an effect both inside and outside the Group. Research and technological innovation as strategic elements to increase the competitiveness of its products, in line with sustainable development Any related impacts could have an effect both inside and outside the Group.
Material Issues by GRI Standard GRI 201: Economic Performance 2016 GRI 102: General Disclosure 2016
GRI 201: Economic Performance 2016
Disclosures 201-1 Economic value generated and distributed 102-15 Main impacts, risks and opportunities.
201-4 Financial assistance received from the government No. of resources engaged in Research & Development activities
Engage with your business partners by recognizing the value of cooperation, synergies and socially responsible behaviors, to achieve higher levels of knowledge and greater quality together. Any related impacts could have an effect both inside and outside the Group.
GRI 206: Anti-competitive behaviour 2016
206-1 Legal actions for non-competitive behavior, anti-trust and monopoly practices and their outcome
The care of customer services and the development of products with high quality standards, as founding elements for establishing a lasting relationship and mutual satisfaction. Any related impacts could have an effect both inside and outside the Group.
GRI 416: Customer Health and Safety 2016
416-1 Percentage of product and service categories for which impacts on health and safety are assessed 416-2 Number of cases of non-compliance with regulations and codes regarding the impact on the health and safety of products and services
Guarantee compliance with mandatory or voluntary regulations by making their collaborators responsible and thanks to adequate organization and management models. Any related impacts could have an effect both inside and outside the Group
GRI 307: Environmental Compliance 2016
307-1 Non-compliance with environmental laws and regulations
GRI 419: Socioeconomic Compliance 2016
419-1 Non-compliance on laws and regulations in the social-economic fields
The involvement of the supply chain by sharing the principles, policies and tools for sustainability and social responsibility. Any related impacts could have an effect both inside and outside the Group.
GRI 308: Supplier Environmental Assessment 2016 308-1 New suppliers evaluated on the basis of environmental criteria GRI 414: Supplier Social Assessment 2016
414-1 New suppliers evaluated on the basis of social criteria
Attention to and comparison with the expectations of the local community, through an open, transparent and constructive dialogue. Any related impacts could have an effect outside the Group
GRI 413: Local Communities 2016
413-1 Areas of operation with implementation of local community involvement programs, impact assessment and development
PAGE 121
MANAGEMENT TOOLS POLICY In the quality policy, the principles of which are a reference for all Group sites, it is declared that the following issues are central:
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
• The integration of the economic objectives with the requests of the interested parties and the applicable requirements • Process improvement by implementing projects aimed at increasing performance • The effectiveness of the plants and equipment used for production. The guiding principles in the relationship with suppliers, with the community and in the relationship with customers, to ensure the development of a responsible supply chain, high levels of customer satisfaction and an open dialogue with communities, are: honesty, fairness, transparency and impartiality. These principles have always animated PSC, are presented in the Code of Ethics currently in force and will be formalized with the implementation of the new Code of Ethics, consistent with Legislative Decree 231/2001. COMMITMENT PSC undertakes to scrupulously comply with all applicable rules and laws in the areas of quality, safety and the environment, striving for continuous improvement. PSC’s willingness to carry out its activities in an ethical manner, respecting its guiding principles in relations with stakeholders, is declared in the Code of Ethics. GOALS The objectives and goals assumed for the material issues of this macro-theme are developed following what is described in the section “Processes common to all macro-themes”.
PAGE 122
RESOURCES The staff and financial resources for the management of this macro-theme are assigned in a structured manner by the entire management of the Group with coordination and control actions exercised by the chairman and the managing director of PSC.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
COMPLAINT MECHANISMS The mechanisms with which it is possible to make any complaints relating to this macro-theme are developed following what is described in the section “Processes common to all macro-themes”. SPECIFIC ACTIONS
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Periodically, the CEO of PSC and the directors of the business units and subsequently the Board of Directors evaluate the economic performance of the individual business units and PSC and analyze any risks and opportunities. MANAGEMENT ASSESMENT The mechanisms for assessing the management of material topics attributable to the “Value generation” macro-theme are developed following what is described in the section “Processes common to all macro-themes”. RESPONSIBILITY Responsibilities for the management of the material topics referring to the “Generated value” macro-theme are assigned following what is described in the section “Processes common to all macro-themes”.
PAGE 123
WORKERS - Motivations and boundaries
Material Issues
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Motivations and boundaries
Material Issues by GRI Standard
Disclosures
Well-being of collaborators
Generate well-being for its employees through an organization and an environment that foster the commitment to quality and the achievement of personal and professional satisfaction. Any related impacts could have an effect within the Group.
GRI 401: Employement 2016
401-1 Total number of hires and turnover rate
Health and safety at work
The guarantee of the safety of the processes and the protection of the health of workers during all stages of procurement and production. Any related impacts could have an effect within the Group.
GRI 403: Occupational Health and Safety 2018
403-1 health management system and safety at work 403-2 Risk assessment 403-3 Occupational medicine 403-4 Worker participation and communication on health and safety at work 403-5 Training for workers on health and safety at work 403-6 Promotion of worker health 403-7 Prevention and mitigation of the impacts on health and safety at work deriving from commercial relations
Staff training and development
Considering one's collaborators a fundamental element of the company value, to be grown through adequate training for the development of individual skills. Any related impacts could have an effect within the Group.
GRI 404: Training and Education 2016
404-1 Average training hours per employee 404-3 Percentage of workers receiving regular performance reviews and career development reviews
Equal opportunities and diversity
The enhancement of the personal and cultural diversity of collaborators, suppliers and customers, avoiding unjustified discrimination and promoting inclusion. Any related impacts could have an effect within the Group.
GRI 405: Diversity and Equal Opportunity 2016
405-1 Diversity in government bodies and among workers
401-2 Benefits provided for full time workers that are not provided to part time or fixed term workers
PAGE 124
MANAGEMENT TOOLS POLICIES
A 1.
WHO WE ARE
The principles established in quality, environment and safety policies of Prima Components are a reference for all Group sites and are in line with PSC’s strategic guidelines. In that for quality, one of the central themes declares “the active involvement of all personnel in the process of continuous improvement”.
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
In the environmental one, on the other hand, there is a commitment “to promote the responsibility and sensitivity of employees, engaged at all levels in company activities, through suitable information and training programs, in order to obtain their cooperation”. Finally, the safety policy states that “the Group, in carrying out its activities, considers human health, the protection of the environment and safety at work an inalienable duty, a continuous commitment and a constant component of its mission”. COMMITMENT The safety policy also reiterates its commitment and that of the entire organization to: • Respect, in content and principles, the laws on industrial safety and hygiene applicable to the activities, products and services of the site • Promote every initiative to reduce to zero, in all activities, the possibility of accidents that could compromise the safety of collaborators and neighboring communities • Pursue continuous improvement in the management of site safety, including the identification of the risks associated with the activities carried out and the definition of new objectives for their reduction • Promote the involvement of all employees, including their representatives, and establish a transparent and collaborative relationship with public, private and local communities. The commitment of PSC to the enhancement of human resources, to guarantee their rights and to promote their development and personal growth is stated in the Group’s Code of Ethics.
PAGE 125
OBJECTIVES AND GOALS The objectives and goals assumed for the material themes of this macro-theme are developed following what is described in the section “Processes common to all macro-themes”.
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
RESOURCES Personnel and economic resources for the management of workers are assigned to the individual business units through the definition and approval of the annual budget. COMPLAINT MECHANISMS
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
The mechanisms with which it is possible to make any complaints relating to this macro-theme are developed following what is described in the section “Processes common to all macro-themes”. SPECIFIC ACTIONS Prima Components has activated a management system which, thanks to an internal and external audit process and periodic reviews, provides for the control, monitoring and possibly the mitigation of negative impacts regarding the health and safety of workers. The Human Resources department, in collaboration with the individual business units and the managers of the production units, manages professional and personal training programs for employees, newly hired workers and those in administration at production sites. These programs are developed based on business needs. The priorities for the individual worker are identified by the department managers and by the human resources management based on the needs of the job. At least once a year, a review of the management systems is carried out, involving the administrators of the business units, the managers of the production units and the heads of the various company functions. Following the review, the results of the audits, the non-conformities, the corrective actions implemented, the objectives and the indicators, it is possible to implement improvement initiatives.
PAGE 126
MANAGEMENT ASSESSMENT The evaluation mechanisms on the management of material issues attributable to the “Workers” macro-theme are developed following what is described in the section “Processes common to all macro-themes”.
A 1.
WHO WE ARE
RESPONSIBILITY
A 2.
MATERIALITY AND METHODOLOGY
Responsibilities for the management of the material topics referring to the “Workers” macro-theme are assigned following what is described in the section “Processes common to all macro-themes”.
A 3.
GENERATED VALUE
Individual business unit administrators, as employers of staff, have responsibility for health and safety.
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
In each production unit, the directors have legal power of attorney on issues related to the environment and safety and have a wide mandate regarding the management of these aspects. Each company in the Group has an RSPP that manages safety issues and the workers elect one or more RLS (or RLSSA in companies with rubber and plastic contracts).
> > > >
GOALS ANNEX DMA GRI
PAGE 127
NATURAL RESOURCES AND THE ENNVIROMENT - Motivations and boundaries
Material Issues
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5. > > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX
Motivations and boundaries
Material Issues by GRI Standard
Energy consumption
The responsible use of energy resources achieved, when possible, with energy saving technologies and practices and the choice of renewable resources. Any related impacts could have an effect both inside and outside the Group
GRI 302: Energy 2016
302-1 Energy consumption within the organization
Emissions in the atmosphere
Conducting its activities by seizing the opportunities to prevent and mitigate emissions into the atmosphere, protecting the quality of the air and fighting climate change. Any related impacts could have an effect both inside and outside the Group
GRI 305: Emissions 2016
Sustainable production
The adoption of management models in line with good practices and international standards to achieve measurable and certifiable sustainability objectives. Any related impacts could have an effect both inside and outside the Group
GRI 206: Anti-competitive behavior 2016
206-1 Legal actions for non-competitive behavior, anti-trust and monopoly practices and their outcome IRIS-OI1254
Waste management
The application, when possible, of the best practices of waste reduction, through prevention, and recycling. Any related impacts could have an effect both inside and outside the Group
GRI 306: Effluents and Waste 2016
306-2 Total weight of waste by type and disposal method
Protection of water resources
Responsible use of water thanks to technologies and practices aimed at reducing the quantity withdrawn and maintaining its original quality. Any related impacts could have an effect both inside and outside the Group
GRI 303: Water 2018
303-1 Water as a common resource 303-2 Management of impacts associated with water discharges 303-3 Water withdrawn by source of supply 303-4 Total water discharges by quality and destination
Biodiversity
Consider biodiversity as a resource to be protected, as an essential common value for the company, the territories and the communities linked to it. Any related impacts could have an effect outside the Group
GRI 304: Biodiversity 2016
304-1 Location and size of land owned, rented or managed within or near protected areas or areas of high value for biodiversity
302-4 Reduction of energy consumption 305-1 Direct greenhouse gas emissions 305-7 NOX, SOX and other significant emissions
DMA GRI
Disclosures
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TOOLS FOR MANAGEMENT POLICIES
•
Among the central themes for Prima Components, declared in the environmental policy, are: Evaluation of the environmental impacts of new processes, new products and modifications to existing equipments Careful monitoring of environmental performance in order to identify and control environmental indicators Intervention on the process and activities to improve waste management, with an ever greater propensity towards separate collection, with a view to avoiding contamination of soil and water with increasing effectiveness, constantly monitoring the quantities of materials used (chemicals, polymers) to control emissions into the atmosphere Give preference to those suppliers who demonstrate that they have undertaken initiatives in favour of the environment
•
The commitment to intervene on significant direct and indirect environmental aspects, with the best economically sustainable technologies.
•
A 1.
WHO WE ARE
• •
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
•
COMMITMENTS
A 5. > > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX
• •
•
DMA GRI
•
•
In the environmental policy, which refers to all Group sites, the commitment of the entire organization to: Respect, in content and principles, the legal regulations on environmental matters, also in compliance with international standards and pursuing voluntary improvement initiatives Assess in advance, avoid or reduce potential environmental impacts (and their economic repercussions), identifying effective actions in the management of production processes To aspire to a continuous improvement in waste management, which includes an ever-greater propensity towards separate collection, and natural resources, avoiding contamination of soil and water Constantly monitor the quantities of materials used (chemicals, polymers) to keep emissions into the atmosphere under control.
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OBJECTIVES AND GOALS The objectives and goals assumed for the material themes of this macro-theme are developed following what is described in the section “Processes common to all macro-themes”.
A 1. A 2. A 3. A 4.
WHO WE ARE
RESOURCES
MATERIALITY AND METHODOLOGY
The business unit administrator is responsible for allocating human and financial resources, according to the instructions of the plant manager who draws up an investment plan.
GENERATED VALUE WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
COMPLAINT MECHANISMS The mechanisms with which it is possible to make any complaints relating to this macro-theme are developed following what is described in the section “Processes common to all macro-themes”.”. SPECIFIC ACTIONS The Prima Components business unit has adopted an environmental management system which, thanks to an audit process and periodic reviews, provides for the control, monitoring and possibly mitigation of negative impacts on the environment. The Group adopts tools to assess and quantify the energy and environmental loads and the potential impacts of products and processes through: • External analysis laboratories for the assessment of the main environmental impacts (emissions, discharges, noise, waste), dedicated internal resources and external consultancy companies for the energy assessment of individual sites • Involvement of all professional skills necessary for the development, management and control of activities • Adoption and maintenance of an environmental management system In most of the factories the management system is certified in accordance with ISO 14001.
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MANAGEMENT ASSESSMENT The mechanism for assessing the management of material issues attributable to the “Natural resources and environment” macro-theme is developed following what is described in the section “Processes common to all macro-themes”.
A 1.
WHO WE ARE
RESPONSIBILITY
A 2.
MATERIALITY AND METHODOLOGY
Responsibilities for managing issues relating to the area of natural resources and the environment are also entrusted to the administrators of the business units.
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
As part of the management system, the issue is tackled by entrusting management responsibility to the site manager, who is flanked by a manager of the management system and an operating structure.
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A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
GRI Content index
DMA GRI
GRI
PAGE 132
GRI Content Index GRI Standard
Disclosure
Page
GRI 101: Principles General disclosure GRI 102: General Disclosure 2016
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
A 3.
GENERATED VALUE
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
102-1 Company's name 102-2 Activities, brands, products and services 102-3 Headquarter location 102-4 Operations location 102-5 Ownership structure and legal form 102-6 Served markets 102-7 Organization dimension 102-8 Information on employees and other workers 102-9 Supply chain 102-10 Significant changes in the organization and in its supply chain 102-11 Principle of precaution 102-12 external initiatives 102-13 Membership of associations 102-14 Statement from a senior executive 102-15 Main impacts, risks and opportunities 102-16 Values, principles, standards and rules of conduct 102-18 Governance structure 102-40 List of stakeholder groups 102-41 Collective negotiation agreement 102-42 Identification and selection of stakeholders 102-43 Stakeholder engagement mode 102-44 Key topics and critical issues raised 102-45 Subjects included in the consolidated financial statements 102-46 Definition of the content of the report and perimeters of the themes 102-47 List of material topics 102-48 Information review 102-49 Changes in reporting 102-50 Reporting period 102-51 Date of the most recent report 102-52 Frequency of reporting 102-53 Contacts to request information regarding the report 102-54 Statement on reporting according to the GRI Standards 102-55 GRI content index 102-56 External Assurance
8 17 12 14 12 17 16 58 53 13; 55 51; 78 9 11 2 39 9 12 34 64 34 34 34 13 29 35 95 30 29 29 29 137 29 128 136
Omissions
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GRI Content Index Material topics idenified by PSC -
Material topics by GRI Standards GRI 103: Management approach GRI 103: Management approach
120 42
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 201-4 Financial assistance received from the government
120 49
A 2.
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
A 3.
120
GRI 206: Anti-competitive behavior 2016
206-1: Legal actions for anti-competitive behavior, anti-trust and monopoly practices
50
GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-3 Assessment of management methods
A 4.
GRI 201: Economic performance 2016
WHO WE ARE MATERIALITY AND METHODOLOGY GENERATED VALUE
GRI 103: Management approach Research, development and technological innovation
Relationships with business partner
Energy consumption
A 5. > > > >
NATURAL RESOURCES AND THE ENVIRONMENT GOALS ANNEX
GRI 302: Energy 2016
302-1: Energy consumption within the organization 302-4: Energy consumption reduction
127 79 81
GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 303-1: Interaction with water as a shared resource 303-2 Management of impacts related to water discharge 303-3 Water withdrawal 303-4 Water discharge
127 91 91 92 93
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 305-1: GHG direct emissions (Scope 1) 305-7: Nitrogen oxides (NOX), sulfur oxides (SOX) and other significant emissions
127 82 83
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
127
Protection of water resources GRI 303: Water and drainage 2018
GRI 103: Management approach
DMA GRI
GRI 201: Economic performance 2016 GRI 103: Management approach
WORKERS
Emissions in the atmosphere
114
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 201-1 Valore economico direttamente generato e distribuito
Risk management
A 1.
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
Page
GRI 305: Emissions 2016 GRI 103: Management approach
Biodiversity GRI 304: Biodiversity 2016
304-1: Operating sites owned, leased, managed in (or adjacent to) protected areas and areas with high biodiversity grade outside of protected areas
95
Omissions
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GRI Content Index Material topics idenified by PSC
Material topics by GRI Standards GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
127
GRI 306: Discharges and waste in 2016
306-2: Waste by type and disposal method
88
GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 401-1: New hires and turnover 401-2 Benefits provided for full-time employees, but not for part-time or fixed-term employees
Waste management
A 1.
WHO WE ARE
A 2.
MATERIALITY AND METHODOLOGY
GRI 103: Management approach
A 3.
GENERATED VALUE
GRI 403: Health and safety of workers 2018
Well-being of collaborators
GRI 401: Employment 2016
Health and safety at work
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX
GRI 103: Management approach Staff training and development GRI 404: Training and education 2016
DMA GRI
Page
GRI 103: Management approach Equal opportunities and diversity GRI 405: Equal opportunities and diversity 2016 GRI 103: Management approach Local communities GRI 413: Local communities 2016
123 60 62
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
123
403-1: Health management system and safety at work 403-2 Hazard identification, risk assessment and accident investigation 403-3 Occupational health services 403-4 Participation and consultation of workers and communication on health and safety at work
52 63 65 64
403-5 Health and safety training of workers at work 403-6 Promoting the health of workers 403-7 Prevention and mitigation of impacts on occupational health and safety within commercial relationships 403-9 Injuries at work
65 65 63
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 404-1: Average hours of training per year per employee 404-3: Percentage of employees receiving periodic performance and professional development reviews
66 123 70 71
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods 405-1: Diversity in governance bodies and among employees
123 73
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
120
413-1 Activities that require the involvement of local communities, impact assessments and development programs
51 51
Omissions
PAGE 135
GRI Content Index Material topics idenified by PSC
Material topics by GRI Standards GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
120
GRI 307: Environemental Compliance 2016 GRI 419: Social-economic compliance 2016
307-1: Non-compliance with environmental laws and regulations
52
419-1: Non-compliance with laws and regulations on social and economic matters
52
GRI 103: Management approach
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
120
Compliance
A 1. A 2.
WHO WE ARE
Responsible management of the supply chain
MATERIALITY AND METHODOLOGY Research, development and technological innovation
A 3.
GRI 308:Environmental assessments on suppliers 2016 308-1 New suppliers that have been evaluated using environmental criteria GRI 414: Social assessments on suppliers 414-1 New suppliers who have been evaluated through the use of social criteria
54 54
GRI 103: Management approach
120
GENERATED VALUE GRI 103: Management approach
A 4.
WORKERS
A 5.
NATURAL RESOURCES AND THE ENVIRONMENT
> > > >
GOALS ANNEX DMA GRI
Sustainable production
Page
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods Nr. of people employed in research and development
43
103-1 Explanation of the material topic and its perimeter 103-2 The methods of management and its components 103-3 Assessment of management methods
127
Presence of an environmental management system
52
Omissions
PAGE 136 SAI Global Italia S.r.l. - con socio unico Direzione e Coordinamento ex art. 2497 del C.C.: SAI Global LTD Reg. Imp. TO 06586110014 | REA TO 798510 CF/P. IVA 06586110014 | Cap.Soc. â&#x201A;Ź 1.000.000,00 i.v. Corso Tazzoli 235/3, Torre A 10137 Torino, Italia Tel.: +39 011 51.65.700 | Fax: +39 011 51.65.716 E-mail: saiglobalitalia@pec-legal.it
Turin, 28 ottobre 2020
www.saiglobal.com | www.saiglobal.it
To the Management Board of P.S.C. - Prima Sole Components S.p.A. To all interested parties
ASSURANCE STATEMENT SAI Global Italia Ltd (SAI Global) was tasked by P.S.C. - Prima Sole Components (Stock Company) with carrying out an independent verification on the Sustainability Report for the year 2019, in order to assess the correct application, according to 2016 GRI Standards and following updates ('In accordance' - Core option), including the relevance and reliability of the content, in relation to the expectations of interested parties (stakeholders). SAI Global had no direct or indirect role in the preparation of the document, for which contents P.S.C. is the only one responsible. SAI Global declares its independence and no conflicts of interest, with respect to P.S.C. and relevant interested parties. The verification was carried out by considering, in particular, ISAE 3000 (Revised) international standard and by using "limited assurance" method. Our work involved: -
- Analysis of completeness and consistency of the Sustainability Report, subjected to evaluation, in compliance with P.S.C. rules;
-
In-depth study of qualitative and quantitative aspects, which are deemed significant for the interested parties;
-
- Sample interview of P.S.C. staff and representatives of interested parties. CONCLUSION
On the basis of the above-mentioned activities and sampling carried out, no contrary elements arose, in order for us to come to the conclusion that: - P.S.C. (Stock Company) Sustainability Report, related to the year 2019, has been drawn up essentially in line with 2016 GRI Standards and following updates ('In accordance' - Core option); - the data and information contained in this document are consistent with the examined documentation. We therefore believe that the Sustainability Report of Prima Sole Components (Stock Company), related to the year 2019, contains an adequate representation of sustainability strategies, policies and performance of the company, in compliance with the principles of priority, compliance and completeness, in line with the third parties expectations. Luca Laruffa
Marco Zomer
Procuratore
Project Leader
Head Office: SAI Global Limited | ABN 67 050 611 642 Level 37, 680 George Street, Sydney NSW 2000
PAGE 137
For further information and details:
Claudia Masini
Quality Engineer WCM Division Coordinator claudia.masini@pscomponents.eu
Sustainability Report 2019