Sustainability why

1.

In an increasingly global and interconnected world, it is critical to develop one’s own sustainability strategy.

2.

With continuously updated regulatory frameworks, immediately introducing sustainability into one’s strategy allows companies to not chase after legal obligations but anticipate them.

3.

Developing a sustainability strategy allows for making decisions that simultaneously improve the economy, the community, and the environment.

We are changing our habits; we have decided to implement management systems and procedures that will favour the professional growth of our teams and the company over the years. Therefore, we have chosen a sustainability governance.

Sustainability Governance

Sustainability strategy

Vision, mission, and sustainability
goals Sustainable business model

Sustainability in remuneration policies

MBEO mechanisms
Awards and incentives for employees

Risk Management and ESG aspects

Integration of ESG risks
into strategic choices

Sustainability culture

Ethical code
Training and awareness on ESG issues

Compliance

Constant regulatory compliance
Rules and internal procedures under an ESG perspective

Sustainability in human resources management

Structuring of corporate welfare
Ad hoc figures dedicated to sustainability

Responsible supply chain management

Supplier Code of Conduct
Procurement choices based on ESG criteria

Stakeholder Management

Engage in a relationship with stakeholders
Materiality analysis
Engagement of key stakeholders

Sustainability Governance

Sustainability
strategy

Vision, mission, and sustainability
goals Sustainable business model

Sustainability in remuneration policies

MBEO mechanisms
Awards and incentives for employees

Risk Management and ESG aspects

Integration of ESG risks into
strategic choices

Sustainability
culture

Ethical code
Training and awareness on ESG issues

Compliance

Constant regulatory compliance
Rules and internal procedures under an ESG perspective

Sustainability in human resources management

Structuring of corporate welfare
Ad hoc figures dedicated to sustainability

Responsible supply chain management

Supplier Code of Conduct
Procurement choices based on ESG criteria

Stakeholder
Management

Engage in a relationship with stakeholders
Materiality analysis
Engagement of key stakeholders

ROADMAP

  • DECEMBER 2022

    DECEMBER 2022

    S

    Sustainability

    Report 2021
    Zannini Spa

  • SEPTEMBER 2023

    SEPTEMBER 2023

    E

    Carbon Footprint 2021, 2022

    S

    Consolidated Sustainability Report 2022

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2024

    SEPTEMBER 2024

    E

    Carbon Footprint 2023

    S

    Consolidated Sustainability Report 2023

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2025

    SEPTEMBER 2025

    E

    Carbon Footprint 2024

    S

    Consolidated Sustainability Report 2024

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2026

    SEPTEMBER 2026

    E

    Carbon Footprint 2025

    S

    Consolidated Sustainability Report 2025

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2027

    SEPTEMBER 2027

    E

    Carbon Footprint 2026

    S

    Consolidated Sustainability Report 2026

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2028

    SEPTEMBER 2028

    E

    Carbon Footprint 2027

    S

    Consolidated Sustainability Report 2027

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • SEPTEMBER 2028

    SEPTEMBER 2029

    E

    Carbon Footprint 2028

    S

    Consolidated Sustainability Report 2028

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

  • 2030

    2030

    E

    Neutralization of the remaining sources of emissions (compensation)

    S

    Consolidated Sustainability Report 2029

    Zannini SpA
    Meccanica Veneta Srl
    Zannini Poland Sp.zo.o

LEGENDA

S STRATEGIC

E ENVIRONMENTAL

THE ZANNINI PROJECT

OVERVIEW

1

STRATEGIC
SUSTAINABILITY

ASSESSMENT ESG
Current ESG performance measurement
Proposal for improvement actions

ESG PERFORMANCE REPORTING
Identification of Sustainability issues relevant to Zannini
Identification of Zannini’s stakeholders

SUSTAINABILITY
REPORT

2

ENVIRONMENTAL
SUSTAINABILITY

ORGANISATIONAL CARBON FOOTPRINT

UNI ISO 14064

Quantification of GHG emissions in compliance with the international standard ISO 14064:2019

Certifiable quantitative assessment

CFO

Strategic Sustainability:

Strategic Sustainability:

Sustainability Report

217.35kWp

Power of photovoltaic systems

3%

Self-generated electricity

76,1t CO2eq

Emissions avoided

92%

Produced waste for recovery

217.35kWp

Power of photovoltaic systems

3%

Self-generated electricity

92%

Produced waste for recovery

76,1t CO2eq

Emissions avoided

DOWNLOAD THE 2021 REPORT
DOWNLOAD THE 2022 REPORT
CFO DATA

Environmental Sustainability

CO₂ CALCULATION AND REDUCTION STRATEGY
SBTi EMISSION REDUCTION PLAN

CO₂ CALCULATION AND REDUCTION STRATEGY
SBTi EMISSION REDUCTION PLAN

Scenario 2021-2030
Goal (SBTi) 1.5°C
Included Scope 1+2
Start Year 2021
Target Year 2030
Years for Reduction 9
% Reduction 37,8 % tCO2e
Scenario 2021-2025
% reduction in emissions (2021-target year)
2021 –
2022 4,2%
2023 8,4%
2024 12,6%
2025 16,8%
Scenario 2021-2025
% reduction in emissions
(2021-target year)
2021 –
2022 4,2%
2023 8,4%
2024 12,6%
2025 16,8%

Depending on the results of the current calculation and the annual goal, it will be necessary to achieve the established reduction percentage.

Fundamental component
Fundamental component

Sustainability of the supply chain

1.

Sustainable management is one of the most important levers for creating a positive impact globally.

2.

Engaging suppliers in the processes of emission mapping and more broadly sustainability drives the development of innovative approaches to the various activities.

3.

It offers the chance to continue to ensure quality of products or services, better manage operational and reputational risks, and above all ensure business continuity by generating also significant economic impacts.

4.

It allows for directing the growing attention towards sustainability by investors and markets, also on the management of the supply chain.

By managing and improving environmental, social, and economic performance and through attention to supply chains, not only are we acting in our interest but in the general interest of all the stakeholders and more broadly society at large.

Let’s save the world together!

THE END OF LIFE OF PHOTOVOLTAIC PANELS

In 2023 solar cells generated 1,600 terawatt hours of energy, or 6% of the world’s electricity. It may not seem like much, but solar’s ​​revolutionary nature is its growth rate. In 2004, it took a year to install a gigawatt of solar capacity, in 2010 it took a month, in 2016 it took a week, and in 2023 it took less than a day. Last year, global solar capacity reached 1,419 gigawatts, and analysts at Bloomberg New Energy Finance predict about 600 gigawatts of new capacity this year: almost double the amount installed every day than it did in a year 20 years ago. At this rate, solar will produce more electricity than nuclear in 2026, wind in 2027, hydro in 2028, gas in 2030 and coal in 2032. The IEA predicts that the sun will become humanity’s largest source of primary energy – not just electricity – by 2040.

The growth of photovoltaic waste at a global level requires special attention to the end of life of panels. We are talking about a new circular energy process.

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