2016 ANNUAL REPORT
Pavan Group - Annual Report 2016
Introduction
This document describes the process of economic, social and environmental reporting that Pavan has adopted in recent years. Its publication stems from management’s desire to make the company’s activity transparent, by analysing not only the economic aspects, but also the social and environmental consequences.
All this is part of a corporate philosophy oriented towards sustainability and the integrated type of management system adopted: quality, safety, environment and social responsibility. This tenth edition contains data and information relating to the entire Pavan Group* updated to December 2016.
*Pavan S.p.A., Golfetto Sangati s.r.l., V.AL.IN. s.r.l., Pizeta s.r.l., Tecnel s.r.l. 2
Pavan Group - Annual Report 2016
INDEX
President’s message
5
Organisation chart
24
Il Professore
8
Human resources
26
Corporate profile
10
Corporate social responsibility
28
Financial results
12
Study, sport, culture
30
Key figures
14
Sustainability
32
Added value
16
Food Tech Master
36
Main commercial results
18
Directors and auditors
38
Installations
22
3
Vision, strategy, technology, people
Pavan Group - Annual Report 2016
Vision, strategy, technology, people: the winning assets to change and grow. 2016 was a year of celebrations for the seventieth anniversary of Pavan. Seventy years are a major milestone, which less than 2% of companies get to reach. Few companies can guarantee continuity. Some can be favoured by such variables as location, market, product, but I believe that the longevity of companies is ensured if companies are capable of changing, regenerating, taking risks and questioning what they have always done, because what one has always done is not necessarily the trump card to take into account for the future. So in order to live and develop, companies must be able to change their products, their markets, their organisation: they must be able to introduce new people and to change their capital structure. This is because they operate in a constantly-evolving international environment which has changed even more rapidly and unpredictably over the past few years, pretty much like the weather: quick, dramatic, devastating changes. Being willing to grow means being willing to change: good companies can adapt to change, excellent companies can anticipate change, extraordinary companies can even influence change. However, being able to change is essential to keep going. Certainly the company has gone through a great number of changes over its seventy-year lifespan. Even considering just the last ten years, its growth has been remarkable: in 2006 we had 450 employees, today we are 700; in 2006 our sales volume reached about 70 million euros, thus far it has more than doubled; ten years ago we had four plants, today we have eight. In 2008 the banking house Intesa San Paolo joined Pavan’s social capital with
a minority share: this operation confirmed the company’s willingness to welcome other partners as an added value for the composition of the capital. In 2010, in the middle of one of the toughest recessions that ever struck world economy, we continued our development-driven acquisitions and were joined by the group Golfetto Sangati. Pavan thus became the only group in its field with a completely integrated production chain. In 2015 we parted ways with our financial partner Intesa San Paolo, but the stakes were raised: our financial strength was increased by the private equity group Alpha. The stage was set to grow further, to gain more value. Another step that confirms our courage to change. Over these ten years we have consolidated our influence on all the main players of the food industry. We have always been trailblazers, convinced that our activities must be conducted through research and innovation. We have constantly worked for improvement, inspired by two main guidelines: offering solutions to increase the effectiveness of our plants while also developing new technologies to be in line with market trends. However, facts were not the only thing that changed during this period. Vision changed too. A global approach, that goes beyond industry. Since 2012 our mission has been embodied by the payoff that has come with the group’s logo: Technology to feed a growing world. Playing one of the main actors in the international food industry means having to take into account all the implications resulting from this role. Our assignment as a technological partner compels us to actively contribute to global growth
through more and more effective and rational solutions, that make it possible to extend the consumption of food produced by our Clients to all markets and population groups. The exactness of this vision is confirmed by the great demographic trends of the past few years. Emerging markets have had a tremendous growth, in the wake of population growth, the raise of the disposable income stimulating the consumption of industrial food, the growth of infrastructure and transport systems for the distribution of industrial products, by the financial resources available for investments. The Pavan Group takes part in this trend, we implement and anticipate this development. The results we’ve had derive from a combination of many factors: a correct strategy, vision, organisation, financial solidity, research, innovation, competitive costs. However, although each one of these aspects is essential for the success of a company, they end up being unprofitably untied if they are not enriched, developed and completed by daily work and by people’s commitment. For seventy years a great number of people have offered their professionalism and experience, feeding the spark that was struck soon after the war period at a small workshop in Galliera Veneta, to such an extent that they made Pavan a leader all over the world. Our strength comes from our seventy-year experience, which prepares us to be the leading figures in the future of Pavan. In 2016 much was invested in people: we hired 30 people and made 17 temporary contracts permanent. As far as developing human resources is 5
Pavan Group - Annual Report 2016
concerned, we set up over-2000-hour training courses, 50% more than we did in 2015 e 100% more than we did in 2014. We also decided to create and provide our company with a competency mapping system because we want our professionals to be aware of what they are asked in order to successfully do their tasks and how they are assessed according to these parameters. Up to then this method had been based especially on subjectivity: we wanted to make the assessment criteria more objective in order to meet people’s expectations, from the viewpoint of training, that is the ability to combine their competences and knowledge, and from the viewpoint of assessment. Another major step to improve the well-being of human resources and their productivity was the year-long work dedicated to the assessment of work-related stress. This is a compulsory fulfilment, but we tried to perform it with a propositional approach. We created several work groups supported by a team of psychologists and, thanks to an extremely rational attitude, we managed to identify specific strategies to reduce stress in a work environment. These strategies have already been partly implemented and will be completed in the near future. In 2016 much was also invested in infrastructure and plants. We bought a production area near one of our plants in Galliera Veneta, which will allow us to enlarge the areas dedicated to the assembly and storing of pasta-production lines and extruded products. Besides, we have laid the foundations for the growth of external acquisitions: thanks to the analyses and the 6
initiatives carried out in 2016 we are confident that 2017 will bring even more changes. This is part of the project for which we decided to also involve a private equity fund focusing on external investments and acquisitions. In 2016 the geographical distribution of our sales volume evolved greatly, which led us to spread even further across Europe, Asia and America, with an overall result equalling last year’s balance: a slightly smaller sales volume but a better profit margin, due to optimised production and management processes. The key elements of technological innovation which were introduced in 2016 should not go unmentioned either. The new Multidrive technology to make long pasta represents the ability to use technology for better quality products at a smaller manufacturing cost, taking up less space and with reduced levels of consumption. The automated system for the packaging of lasagne, which combines electromechanics and computer mechanics to radically reduce scraps and human intervention throughout the end-of-line stage. With our history and experience, we are ready to face all the challenges that the future might bring with confidence and anticipation.
Dr. Andrea Cavagnis President & CEO Pavan Group
Pavan Group - Annual Report 2016
“
If is growth what you want, be the movers of change
“ 7
Pavan Group - Annual Report 2016
Il Professore An academic, economist, entrepreneur, diplomat, and philanthropist. Often a combination of all these things. The year 2016 also marked the passing of Professor Ferro, as he was known to all, il Professore. For Pavan, Angelo Ferro represents above all the driving figure and visionary who, together with Andrea Cavagnis, exploited all the potential of a family-run company, allowing it to grow and reach its current status. The approach of the Pavan family to the acquisition of the companies in its group was also shaped by his vision, which went beyond any obstacles to plan an ambitious, long-term project. In the 1980’s, he founded SFIDA, which means “challenge” and is also an acronym for Sviluppo e Finanziamento Ingegneria degli Alimenti [Development and Financing of Food Technology]. This acronym harbours the spirit of its decision to invest in food technology; a sector with the capacity to represent the Made in Italy concept in the world, industrialise areas where famine is still rife, and pursue demographic development. These aspects need to be handled with confidence and positivity. SFIDA marks the Pavan adventure. The company, which at that time was known as Officine Meccaniche Pavan, was going through a difficult generational change and needed both capital and management that was confident,
8
bold and far-sighted. In 1985, it began its collaboration with SOFIPA, the first Italian private equity fund with a pioneering vision, that represented a totally innovative way of financing the company. Once the company had been recapitalised, the Professor also led another visionary step towards the future’s growth: in a joint venture with FIAT, he set up the company Alimenta, with the purpose of creating a new business area of engineering specialised in machinery for foodstuffs. Growth was also to be achieved through pooling resources. The first result of this vision was the acquisition of Montoni Trafile in 2000, a company specialised in the production of dies for foodstuffs. The development path continued in the subsequent decade when Toresani, Foodmac, Stiavelli, Pizeta, Dizma, and Golfetto Sangati joined the group, confirming the company’s culture that was geared constantly towards expansion. This led to the ambitious plan that was outlined almost thirty years earlier: that of building up the first Group of companies that could cover the entire product supply chain, from the harvested cereals to the packaged product.
With his ability to move people, speaking as an economist he was able to put the company at the centre of the global macro-economic scenario: micro-economy as the driver of the macro phenomena. Speaking as an entrepreneur, he always focused on the individual as a resource of values and value; only when he was certain that this message had been understood did he deal with aspects such as competition, the market, organisation, and finance. His presence in the company was always “airy” yet very much felt. From the very beginning, Andrea Cavagnis took control of the Group and achieved his objectives in a spirit that was fully shared by all. The Professor was able to concentrate on other aspects, in particular the O.I.C. foundation in Padua: an extraordinary undertaking that proves the attention paid to the weak and outcast members of society, and which he has now bequeathed to all of us. Some of the Professor’s dreams may have seemed almost utopic, but in reality they were just one way to aim for the maximum results, also - and above all - in day-to-day life.
Pavan Group - Annual Report 2016
9
Pavan Group - Annual Report 2016
Corporate profile Pavan Group is among the worldwide leaders in the design and engineering of technologies and integrated product lines for cereal based food. We are a strong and solid organization, operating in the food industry as global suppliers of industrial solutions, from the handling of raw materials to the final packaging. We operate in the business through our prestigious brands: Golfetto Sangati, Pavan, Mapimpianti, Montoni, Toresani, Stiavelli and Pizeta, all leading Italian brands in the food processing industry. These brands have become part of the Group, thanks to a farsighted growth and development strategy, aiming towards a broader service offer and product portfolio. Today, these companies can operate on individual basis or jointly under an interlacing strategy covering all the production process.
The Group provides a full service strategy that goes from the research and development of new products, to the project and design of manufacturing plants, to the final aftersales training and client services. In the years, Pavan Group has strengthened its positioning and brand image thanks to its top quality standards and product performances.
Pavan Group offers the widest range of solutions for the cereals milling and for the production of all types of dry and fresh pasta, snack pellets and breakfast cereals. They can also provide dies, cutting systems, die washing equipment, packaging lines for pasta, baked goods, snacks and the food industry. Thanks to this integrated and highly specialized supply chain, joining technology, flexibility and reliability all under the same name, Pavan Group can give its outstanding engineering services, all tailor-made to their clients’ requirements.
All our technological solutions are characterized by extremely creative and highly personalized projects. Today in fact, in the food industry, excellence is not measured only by the product taste, but also and mainly by the company capability in creating innovation and fulfilling their customers’ continuous demand for new, more efficient and more profitable solutions.
10
With their 70 year experience and knowhow, their wide range, their consistent R&D investments, the Group can fully provide highly sophisticated processes and automation solutions, both for single technologies as for a multidiscipline turnkey approach. The most important and complex industries of the world, work with a tailor-made solution developed by Pavan, with great results from all point of views: cost controlling, efficiency and product quality.
Pavan Group - Annual Report 2016
Automatic system for lasagna cutting and stacking, engineered by Pavan 11
Pavan Group - Annual Report 2016
Financial results
2016 k€
2015 k€
2014 k€
2013 k€
2012 k€
2011 k€
2010 k€
2009 k€
155,273
160,204
157,700
139,368
136,111
122,756
107,114
83,438
EBITDA (operating results before interest, taxes, depreciation and amortisation)
28,846
28,371
30,308
23,554
21,719
19,464
17,238
10,636
Operating income
14,957
15,169
25,025
18,482
14,600
12,659
11,593
3,743
EBT (operating results before taxes)
9,679
11,829
25,033
17,059
16,758
12,282
10,342
4,265
Net profit
3,733
6,171
15,579
9,886
10,107
6,548
6,038
1,933
Cash flow
14,398
18,818
25,617
19,354
19,619
15,908
14,906
9,502
Net financial liquidity
-91,488
-94,554
36,021
37,404
19,653
2,680
20,221
17,252
Shareholders’ equity
134,186
131,248
57,526
52,753
49,492
40,250
35,992
30,343
TOTAL SALES REVENUE
12
Pavan Group - Annual Report 2016
13
Pavan Group - Annual Report 2016
Key figures
2009
2010
2011
2012
2013
2014
2015
2016
83
107
123
136
139
158
160
155
Export
95%
95%
95%
95%
90%
92%
93%
89%
Employees
563
597
603
609
686
691
690
690
Turnover (mln€)
14
Pavan Group - Annual Report 2016
BUSINESS UNITS Grain processing
Loading & unloading systems, handling and cereal milling plants
Food processing
Manufacturing plants for pasta, extruded products, convenience food
Packaging
Packaging of food & non-food products
Storage
Storage systems for raw materials and finished products
SALES BY DIVISION - 2016
SALES BY CONTINENT - 2016
4
5
3
1
4
3
2 1
2 1.
Food processing
64% 17%
1. 2.
America Europe
27% 40%
2.
Grain processing
3.
Packaging systems
16%
3.
Asia
17%
4.
Storage systems
3%
4. 5.
Oceania Africa & Middle East
2% 14%
15
Pavan Group - Annual Report 2016
The creation of added value Overall net added value is a clear expression of the results generated by the Pavan Group, providing an appreciation of the resources distributed to all the stakeholders.
The added value distribution statement presented below describes in detail how this wealth has been distributed between the parties who have actively contributed to generating it.
Value Added statement A
B
2016 k€
2015 k€
2014 k€
2013 k€
2012 k€
2011 k€
2010 k€
2009 k€
TOTAL OPERATING INCOME
159,442
166,563
162,462
139,368
138,353
125,618
112,467
84,822
Sales revenue
155,273
160,204
157,700
134,997
136,111
122,756
107,114
83,438
Change in inventories of finished products
(143)
4,122
3,179
2,822
955
1,463
1,953
(271)
Internal work and other capitalised costs
2,526
644
57
108
0
49
2,074
747
Other revenues and income
1,786
1,593
1,526
1,441
1,287
1,350
1,326
908
(95,287)
(102,756)
(97,292)
(82,933)
(85,043)
(75,914)
(68,628)
(51,364)
1,130
489
214
(662)
(798)
1,560
657
(261)
Purchases of raw materials, supplies, consumables and goods
(73,417)
(80,635)
(78,106)
(65,117)
(65,378)
(61,857)
(51,781)
(36,795)
Services
(21,677)
(21,609)
(18,246)
(17,229)
(17,742)
(14,937)
(16,058)
(13,689)
Leases and rentals
(221)
(164)
(144)
(142)
(140)
(82)
(98)
(57)
Provisions for risks
(162)
(99)
(112)
(167)
(154)
(84)
(164)
0
Write-downs and depreciation
(482)
(287)
(450)
(351)
(395)
(191)
(901)
(269)
Other operating costs
(458)
(451)
(448)
(589)
(436)
(323)
(283)
(293)
GROSS ADDED VALUE
64,155
63,807
65,170
56,435
53,310
49,704
43,839
33,458
PRODUCTION COSTS Change in inventories of raw materials, supplies, consumables and goods
16
2016 k€
2015 k€
2014 k€
2013 k€
2012 k€
2011 k€
2010 k€
2009 k€
(4,688)
(3,612)
457
694
225
(30)
(134)
(108)
494
979
1,311
1,217
755
637
273
355
(5,182)
(4,591)
(854)
(523)
(530)
(667)
(407)
(463)
Net non-recurring income and expense
0
242
(86)
1,040
1,082
249
181
15
Non-recurring income
0
398
63
228
1,082
341
182
292
Non-recurring expense
0
(156)
(149)
1,268
0
(92)
(1)
(277)
OVERALL GROSS ADDED VALUE
59,467
60,437
65,541
56,089
54,617
49,923
43,886
33,365
Depreciation and amortisation
(14,671
(13,679)
(6,028)
(6,405)
(6,570)
(7,211)
(6,042)
(5,978)
OVERALL NET ADDED VALUE
44,796
46,758
59,513
49,684
48,047
42,712
37,844
27,387
2014 k€
2013 k€
2012 k€
2011 k€
2010 k€
2009 k€
C OTHER AND NON-RECURRING ITEMS Net other income and expense Other income Other expense
Value Added distribution statement A
2016 k€
2015 k€
35,118
34,929
34,479 32,625
31,289
30,431
27,502
23,122
24,130
24,022
24,143 22,915
21,761
20,747
18,765
15,929
Pension funds and health insurance
9,383
9,624
9,397
9,009
8,664
8,356
7,543
6,437
Temporary employment contracts
1,176
948
574
309
510
988
932
539
Personnel services
353
275
321
316
311
297
233
179
Personnel training
76
60
44
76
43
43
30
37
9,418
7,053
6,651
5,715
4,201
2,321
HUMAN RESOURCES Employment costs Direct remuneration
B
SOCIAL SYSTEM (direct and indirect taxes)
5,945
5,658
C
ENTERPRISE SYSTEM (changes in reserves and distribution of dividends)
3,733
6,171
15,616 10,006
10,107
6,566
6,141
1,944
44,796
46,758
59,513 49,684
48,047
42,712
37,844
27,387
OVERALL NET ADDED VALUE
17
Pavan Group - Annual Report 2016
Main commercial results The successful sale of gluten-free pasta lines is certainly to be mentioned: no less than five complete lines fulfilled the growth-related requirements of a new sector, especially expanding to western countries, and made us the leaders of this sector. We acquired several highly relevant key references: the primary Italian brand for which we carried out a number of installations at various international plants, asked us to produce a long pasta line for an Italian plant where its top-class product is manufactured. We also sold two lines to an Italian pasta factory which was the primary Italian reference for one of our main competitors and we installed a rather large pasta factory in Argentina, strengthening our leadership in the South-American market. In the field of fresh pasta we consolidated our position in Italy, which has always been a difficult, highly traditional market. In the category of snacks our leadership in the field of stackable potato chips is confirmed by three lines installed in the UK, France, Spain. Besides, in Mexico, the largest pellet snacks line that has ever been created was completed. Similarly, the installation for a primary Russian producer represents the largest plant for breakfast cereals that has ever been created. 18
As regards packaging, in 2016 Stiavelli entered the market of secondary packaging machinery producers, becoming a world leader in the field of food packaging technologies with a market share exceeding the second player by 30%. The brand Montoni, which produces dies and inserts, had a 33% order boost, and operates in as many as 64 countries. Milling plants had a year of transition in which the foundations were laid for 2017. The remarkable results of the Italian market are also worthy of mention, where the milling sector had been basically static over the past ten years as the installed capacity was more than sufficient to supply all requirements. In 2016 all major Italian milling plants were installed by Golfetto Sangati.
Pavan Group - Annual Report 2016
Long cut gluten-free dry pasta line, 1000 kg/h, Italy 19
Pavan Group - Annual Report 2016
Synthesis rollermills, soft-wheat milling plant, 200 tons/day, Italy 20
Pavan Group - Annual Report 2016
Forming machines, Tortellini production plant, 1000 kg/h, Italy 21
Pavan Group - Annual Report 2016
22
Pavan Group - Annual Report 2016
The geographical distribution of sales volume evolved greatly, which led us to spread even further across Europe, Asia and America
2016
INSTALLATIONS Flour Mills, Dry and Fresh Pasta lines, Snack Pellet lines, Breakfast Cereals lines, Handling and Packaging systems.
11-20
>20
5-10
1-4 23
Pavan Group - Annual Report 2016
PAVAN GROUP HEADQUARTERS
PAVAN GROUP ORGANISATION CHART
ADMINISTRATION
CORPORATE MARKETING
PURCHASING
MANAGEMENT CONTROL
IT
FINANCE
QUALITY
Dry Pasta
Fresh Pasta
Extruded Products
Sales area
Sales area
Sales area
Technical area
Technical area
Technical area
division
24
COMPANY SECRETARY’S OFFICE
division
MONTONI
STIAVELLI
Dies & cutting systems
Packaging division
Sales area
Sales area
Technical area
Technical area
division
Pavan Group - Annual Report 2016
Flour milling & grain handling
V.AL.IN.
PIZETA
Innovative food products
Food industry equipment
Sales area
Sales area
Sales area
Technical area
Technical area
Technical area
Purchasing
Quality
Purchasing
GOLFETTO SANGATI
Administration
TECNEL
Finance
Systems for automation
Sales area Technical area Purchasing 25
Pavan Group - Annual Report 2016
Human resources Competence development and enhancement: the key for the Group’s growth Operating in an extremely variable scenario led Pavan Group to implement and adopt a specific project finalized to optimize and enhance the skills of its human resources. With this aim, a complete Skill Monitoring project has been activated in 2015 and completed in 2016: by observing, analyzing and tracking competences of each job role, a specific model has been defined on the precise needs and features of Pavan. By means of this model, existing competences can be valorized, while proper training projects can be activated to increase strategic abilities. This change in approach has been completed by a new portal that allows to each employee to access his own personal profile and manage payrolls, safety procedures, trainings and skill monitoring. The results of this action can be measured in the improvement of the added value of each persons’ contribution and, from a global point of view, in the enhancement of one of the key assets for Pavan: the human capital. Regarding the safety sector, besides specific training on the risks linked to various company activities, a training project was conducted on behavioral rules recommended to staff
26
travelling in territories which pose special health risks. Furthermore, a safety training has been dedicated to highlight the most important procedures to assure safety during installation. In 2016 each technician has been equipped with new technical wear, in order to guarantee safety, more confortable clothes and correct corporate identity. Staff efficiency and well-being while on business trips, reflect directly onto performance results among the clients and on the resources’ welfare, which represents the Company at all levels. For a company that exports a so significant part of its production, language knowledge is a fundamental asset to be developed, hence language courses continued in 2016. The simplicity of communication with our clients assumes more and more importance at all mediation levels. On to the educational level, middle school and university students were introduced to both the technical and marketing divisions. Real life experience in a working environment enables students to approach the world of employment with more awareness. This, coupled with greater training, will allow the Company to
test academic and innovative skills of young resources with greater potential. Creating a work environment which allows growth and expression of individual ability represents a way to attract, develop and maintain quality human resources, the most important asset for a dynamic business Group constantly focused on future growth.
Pavan Group - Annual Report 2016
690 EMPLOYEES
Average age
46.2
Employees with over 35 years of company seniority
30
CONTRACT TYPE
Average seniority
106
DISTRIBUTION BY GENDER
2
1
1.
Open-end
97%
1.
Women
14%
2.
Fixed time
3%
2.
Men
86%
2
1
TRAINING*
DISTRIBUTION BY AGE
4
3
14
Increases in level and recognitions
1
2
2
1
1. Sales and 18% administration
1.
< 35
16%
2.
35 < 45
25%
3.
45 < 55
35%
2. Safety
51%
4.
> 55
24%
3. Technical area
31%
3
* 2083 hours of training provided to 190 persons
27
Pavan Group - Annual Report 2016
Corporate social responsibility For the Pavan Group, sustainability means offering innovative products and plants with maximum attention to all the effects of its activities on the surrounding environment, and on all stakeholders who gravitate around the Group, with the aim of consolidating a business model that creates value for all. We are aware that every activity carried out and every decision taken involves economic, but
also social, consequences. No matter where in the world, we ensure transparent and fair behaviour towards our colleagues, customers and suppliers. For us, respect for people, shared social values and the commitments made, is a rule of conduct essential to developing sincere, lasting and profitable relationships.
PAVAN’S SOCIAL COMMITMENT
In addition to projects aimed at fighting malnutrition and starting sustainable growth models, Pavan firmly believes in the potential of voluntary work and associations. The sponsorship programme includes several social projects. Foundation “Opera Immacolata Concezione” One of the most important European non-profit organizations focused on assistance and care of disabled and elderly people. “Doctors with Africa - Cuamm” Founded in 1950, Doctors with Africa CUAMM was the first non-governmental organization focused on healthcare to be recognized by the Italian government. It is now the country’s leading organization working to protect and improve the wellbeing and health of vulnerable communities in Africa. Its principal objective is to improve the health conditions of communities in Sub-Saharan Africa by implementing
28
long-term health care cooperation projects, training health care providers in Italy and Africa, disseminating scientific research in the fields of global development and health. In 2016 Pavan Group has joined the initiative ”Imprese con l’Africa” (enterprises with Africa), contributing to the CUAMM’s project aimed to reduce children malnutrition in Ethiopia. ”Comunità di San Patrignano” The objective of this community is to take care of and cure marginalised people and drug addicts, without any social, political or religious discrimination. ”AVIS” Avis is a voluntary association founded by those who donate their blood on a voluntary basis, free of charge, regularly and anonymously. It is an entirely nonprofit association pursuing goals of human solidarity. ”La caramella buona” ”La caramella buona” is a non lucrative
and social utility organisation against paedophilia. They run a network of apartments for free-of-charge first aid reception for women and children in emergency conditions.
Pavan was born 70 years ago in the small town of Galliera Veneta representing, then as now, one of the most important industries in the territory. The Group sustains charitable activities for the support of social initiatives. Pro Loco Galliera Veneta: a volunteer, grass-roots organization promoting the town’s products or tourism. The AVAS association: economic and practical support to people in need. Youth sports associations: favor the approach to sport and its educational value.
Pavan Group - Annual Report 2016
The Bamboo Factory In Nicaragua 78% of the people live in substandard homes or do not have adequate housing. The project Bamboo Factory is focused in empowering local communities to build their own sustainable buildings utilizing bamboo as construction material, providing affordable and hurricane-resistant buildings. The Bamboo Factory team in collaboration with the local community agreed to build first a treating center of bamboo in order to prepare the material for the school requests and, moreover, to share with the local community the technical knowledge about cutting, treating and working with this sustainable and green material. Pavan Group contributed to this project covering the cost for one complete cycle of training. The factory has been completed in February 2017 and is located near the Rio Coco on the border with Honduras.
29
Pavan Group - Annual Report 2016
Study, sport, culture PROMOTING KNOWLEDGE
PROMOTING SPORT
PROMOTING CULTURE
For the children of its employees, every year Pavan offers Study Scholarships for upper secondary school students and University students who stand out for excellence in technical and scientific subjects.
Team spirit is one of the values characterising the organisational structure of Pavan. Sport as a metaphor for cooperation and the importance of the role of each individual, leads Pavan to support regional initiatives of international importance. Pavan is a sponsor of the Petrarca Rugby team. Furthermore, the Pavan Group also sustains the national association IN META TEAM for Wheelchair Rugby: a specific sport practiced by people with phisical disabilities. Even if played in a different way, it maintains and strengthens the values that distinguish rugby.
This commitment to the cultural field is based on the conviction that experience in this area encourages qualities and characteristics that are all-important in the field of work: creativity, intellectual interest, openness to new experiences and the ability to interact with the others.
In 2016, two scholarships were granted for University students and three for High school students.
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In this perspective, the Pavan Group sponsors the concert activities of ”I Solisti Veneti” in the context of the ”Veneto Festival”.
Pavan Group - Annual Report 2016
31
Pavan Group - Annual Report 2016
Sustainability Pavan shares a strong commitment to protect the environment and scarce resources, now and for future generations, improving efficiency in operations and involving all suppliers to continuously optimize the environmental performance of Pavan equipment along the entire value chain. This effort is oriented also towards
internal processes: in 2012 an internal campaign has been activated to limit the paper usage, especially by digitalizing archives and optimizing the utilization of each sheet. Furthermore, since 2008 all brochures and leaflets have been printed on certified FSC paper, a mark that identifies the products containing wood coming from forests managed in a correct and responsible way
according to rigorous environmental friendly, social and economic standards.
WATER CONSUMPTION (in thousands of m3)
8
10
12
14
16
18
20
22
24 24,3
2016
23,7
2015
23,9
2014 21,5
2013
25,4
2012 2011
26,2
2010
26,3
TURNOVER (mlnâ&#x201A;Ź)
32
26
20
40
60
80
100
120
140
160
Pavan Group - Annual Report 2016
ENERGY CONSUMPTION (in millions of kWh)
0
2
6
4
8
5.0
2016 2015
4.5
2014
4.5
2013
6.3 8.2
2012 7.3
2011 7.0
2010
TURNOVER (mln€)
20
40
60
80
100
120
140
160
1400
1600
METHANE GAS CONSUMPTION (in thousands of m3)
0
200
400
600
800
1000
1200
659
2016 2015
658
2014
657 720
2013
1369
2012 1200
2011 900
2010
TURNOVER (mln€)
20
40
60
80
100
120
140
160
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Pavan Group - Annual Report 2016
PAPER CONSUMPTION (in tons) 6
8
10
12
2016
11.0
2015
11.1
2014
14
16
18
7.3 10.6
2013
12.0
2012
12.3
2011
16.4
2010
TURNOVER (mlnâ&#x201A;¬)
40
80
100
120
140
160
WASTE DISPOSAL (in kg)
Disposal of chips, dust, ferrous and non-ferrous material particulate Disposal of aluminum Disposal of copper, bronze, brass Disposal of wood and metal packing
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2016
2015
2014
2013
2012
2011
2010
101,000
143,000
145,145
119,410
199,625
185,435
120,580
1,400
1,000
910
1,085
1,620
1,385
1,885
0
200
125
250
460
0
0
82,000
49,000
31,188
27,814
46,706
22,037
17,268
Pavan Group - Annual Report 2016
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A fragile world challenges us to devise intelligent ways of using resources
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Pavan Group - Annual Report 2016
Sharing knowledge FOOD TECH MASTER Promoting knowledge, as well as creating international relation networks: this is the inspiration guiding Pavan School of Food Technology. Food Tech Master 2016: two projects in USA and Asia. On the occasion of the celebrations for the seventieth of the foundation, the Pavan Group organized two special editions of the Food Tech Master: the Technology Week in Miami and the Seminar on Snack Pellets at Bangkok.
The Pavan Technology Week has been a learning opportunity articulated on 3 different professional training modules: dry pasta, extruded snacks & breakfast cereals, fresh pasta & ready meals. Based in the evocative setting of Miami, at the J.L.Knight Convention Center, the course involved 70 participants mainly coming from the most important American food industry players. Lecturers from Pavan R&D and technical dept. together with Dr. Popper (head of R&D at Muehlenchemie) treated both theoretical and practical issues related to the industrial processing of snacks, breakfast cereals, dry and fresh pasta.
The Seminar on Snack Pellets, held in Bangkok at the Westin Grande Sukhumvit Conference Center, trained over 60 people coming from primary snack manufacturing companies in the area. Dr. Luciano Mondardini, Pavan R&D director, deepened the most relevant concepts related to the production of pellet snacks, focusing both on traditional and innovative shapes and formulations.
• D.I.S.T.A.M. (Department of Food Science and Microbiology) of the University of Milan. • Experimental Institute for Grain Growth of Rome. • National Institute for Research of Food Products and nutrition of Rome. • University of Molise (DISTAAM Department of Food Technology).
• TecnoAlimenti of which Pavan is co-founder. • U.C.M.A. (Union of Manufacturers for the Food Industry), within which Pavan has promoted the definition of ”European Standards” for the safety of systems for the production of fresh pasta.
ACADEMIC WORLD
Constant research by Pavan is supported by several relationships with Universities and the academic world. Specific projects and research activities are carried out with: • University of Udine (Department of Food Science) • University of Calabria (Department of Modelling for Engineering)
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Pavan Group - Annual Report 2016
The Seminar on Snack Pellets, held in Bangkok (November 2016) 37
Pavan Group - Annual Report 2016
DIRECTORS AND AUDITORS
PAVAN S.p.A.
PIZETA s.r.l.
BOARD OF DIRECTORS
BOARD OF DIRECTORS
Chairman and CEO: Andrea Cavagnis
Chairman: Andrea Cavagnis
Director: Edoardo Lanzavecchia
CEO: Pietro Zanetti
Director: Valentina Pippolo
Director: Claudio Zavatta
Director: Marco Bernardi Director: Matteo Cavagnis
TECNEL s.r.l.
BOARD OF AUDITORS
BOARD OF DIRECTORS
Chairman: Roland Rabanser
Chairman: Andrea Cavagnis
Auditor: Raoul Francesco Vitulo
Managing Director: Nicola Tiatto
Auditor: Maurizio Salom
Director: Pasqualino Cauzzo
AUDITORS Deloitte & Touche
VALIN s.r.l. BOARD OF DIRECTORS
GOLFETTO SANGATI s.r.l.
Chairman: Andrea Cavagnis
BOARD OF DIRECTORS
CEO: Mauro Costa
Chairman: Andrea Cavagnis
Director: Mauro Criscuolo
CEO: Claudio Zavatta
Director: Pasqualino Cauzzo
Director: Pasqualino Cauzzo
AUDITORS
AUDITORS
Deloitte & Touche
Deloitte & Touche
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Pavan Group - Annual Report 2016
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Any reproduction and use, even partial, of data and photos contained in this document without express prior authorisation from Pavan S.p.A. is explicitly forbidden.
For all information and data requests please contact the Pavan Group Corporate Marketing Department: marketing@pavan.com
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Headquarters Via Monte Grappa, 8 35015 Galliera Veneta (PD) - Italy Tel. +39 049 94 23 111 Fax +39 049 94 23 303 info@pavan.com www.pavan.com