SUSTAINABILITY 
REPORT
21
20

A message from our CEO 
7IVKMS6SWWMMRǾKYVIW
Highlights 2021 
01 srAttitude 
1.1 Sergio Rossi at a glance 
1.2 Resilient communication to meet the onlife customer
1.3 Our commitment to sustainability
02 HUMAN CAPITAL: Preserving the value of our people 
2.1 Promoting a safe workplace 
2.2 Investing in the artisans of tomorrow
03 LOCAL COMMUNITIES: Fostering local districts 
3.1 Artisanal maestria in San Mauro Pascoli 
3.2 Cultural and philanthropic activities 
04 ENERGY: Reducing the footprint of our shoes 
4.1 The responsible use of energy resources for emissions reduction 
05 Methodological note 
GRI Content Index 
5
6
9
10
22
35
41 
43
52
59
61
71
85
87
93
102
CONTENTS

RICCARDO SCIUTTO
 Chief Executive Officer
Despite global uncertainty, in 2021 we remained focused on our principles and core values, in 
honour to our beloved founder Sergio Rossi. With the pandemic persisting in shaping our new 
normal, unstable widespread macro-economic trends and challenging times in the luxury market, 
at Sergio Rossi we faced these unexpected circumstances with great eﬀorts and remained true to 
our DNA with a further step in innovation investments. Moreover, as the CEO, I am pleased to see 
how uniﬁed our Group has been throughout the past two years. 
Our focus was placed not only in shaping original and unique high-fashion footwears for our 
customers, but also on ensuring that our employees' needs were looked after. As a cohesive 
Group, we successfully overcame the diﬃculties guided by our long-term commitment towards 
sustainability, that foresees a great attention to the environment we live in, the people involved in 
our activities and the local communities around us.
As anticipated last year, as of 2021, we are glad to be a part of the Lanvin Group (formerly Fosun 
Fashion Group) and this exciting new partnership with an international luxury fashion group is 
set to increase our brand's global reputation and to present us with interesting new opportunities. 
Moreover, since the Lanvin Group is headquartered in China, we will be looking to expand further 
our presence in Asia, one of our most important markets. Grateful for this new journey, we look 
ahead optimistically with a great enthusiasm to start new challenges. 
Despite the diﬃcult context, we never forwent our responsibilities towards the environment. 
We continued purchasing certiﬁed renewable energy and are proud to announce that, as of 2021, 
100% of electricity purchased for our factory and all our Italian stores comes from renewable 
sources. In addition, thanks also to our in-house photovoltaic system, we were able to avoid more 
than 1,200 tonnes of CO2. 
All our women and men are the core of the success of our company. Our artisans' love and dedication 
to every shoe we make highlights our passion, which has always distinguished our brand, heritage 
and know-how. We believe in our people, enhancing their technical skills and knowledge and 
promoting long lasting relationships. In fact, as of 2021, I am honoured to say that 63% of our 
technicians and artisans have been with us for more than 10 years. This incredible achievement, 
together with the introduction of a generation of new artisans, further reduction in work-related 
injuries, underlines the way we take care of our people and the future of the company. 
Lastly, another point on which we focus our attention are local communities. Since our inception, 
our beloved founder Sergio Rossi has always understood the importance of our roots and the 
artistic craftsmanship of the Italian style. The passion for our daily work encourages us to 
celebrate the Artisanal Maestria that distinguishes our creations: as a result, we periodically 
collect historical models, documents and drawings from all over the world to extend our Living 
Heritage Archive with the aim to promote, perpetuate and disseminate our roots. Furthermore, 
we contribute to the prosperity and the development of our surrounding areas preferring Italian 
suppliers (95%), the 22% of which is located in Emilia Romagna.  
At Sergio Rossi, we believe sustainability goes beyond our reporting commitment. In addition 
to the attention we place in annually reporting our environmental, social and economic 
performances, we are also dedicated to adhering to two international voluntary frameworks 
sponsored by the United Nations, the Global Compact (UNGC) and the Sustainable Development 
Goals (SDGs). On the one hand, we joined the UNGC community of 14,000 companies and 4,000 
non-business, becoming participant since 2017 and maintaining our responsibilities towards it to 
this day. On the other hand, understanding the importance that Sustainable Development Goals 
play in driving business awareness and actions, we have pledged to tackle a series of them to the 
best of our abilities.
In looking at Sergio Rossi's future with excitement, we are conﬁdent that through boldness and 
innovation, we will continue capturing our customers' fantasies and imagination. To this point, 
I would like to thank every person involved in the day-to-day activities necessary to make this 
dream possible.
A MESSAGE FROM OUR CEO
5

00 - SERGIO ROSSI IN FIGURES
Highlights 2021
ENERGY
HUMAN CAPITAL
LOCAL COMMUNITIES
OF PURCHASED ELECTRICITY CERTIFIED 
AS PRODUCED FROM RENEWABLE 
SOURCES FOR OUR ITALIAN FACTORY, 
OFFICES AND STORES
EMPLOYEES IN EMEA REGION 
AS OF 31 DECEMBER 2021 
OF OUR EMPLOYEES
ARE WOMEN  
OF OUR EMPLOYEES
ARE MEN  
TONS OF CO2 AVOIDED THANKS TO THE 
PURCHASE OF CERTIFIED ELECTRICITY 
AND OUR PHOTOVOLTAIC SYSTEM 
100% 
284 
62%  
38%   
1,200
OVER
OF OUR PROCUREMENT COMES 
FROM ITALIAN SUPPLIERS 
95%  
OF OUR SUPPLIERS ARE LOCATED 
IN THE EMILIA-ROMAGNA REGION
22%  
YEARS OF HISTORY OF THE BRAND 
PAIRS DAILY PRODUCTION 
CAPACITY
OF OUR TECHNICIANS AND ARTISANS 
HAVE BEEN WITH US FOR MORE THAN 
10 YEARS
OF OUR EMPLOYEES HOLD PERMANENT 
CONTRACTS
OF THE ENTIRE ELECTRICAL 
REQUIREMENT OF THE SAN 
MAURO PASCOLI PLANT SUPPLIED 
BY OUR PHOTOVOLTAIC SYSTEM
KWH OF ELECTRIC ENERGY PRODUCED BY 
OUR PHOTOVOLTAIC PANELS AND INTERNALLY 
CONSUMED, WHICH REVEALS AN INCREASE OF 
14% COMPARED TO 2020
70  
1,000   
63% 
93% 
19% 
478,981  
OVER
ALMOST
7
6

sr ATTITUDE
/01

Sergio Rossi S.p.A. is an Italian company active in the design, production, 
distribution and sale of leather shoes and leather accessories for women 
through its brand Sergio Rossi [102-1; 102-2]. Since its creation, our brand 
has become a leading benchmark in the luxury shoemaking sector and is 
renowned worldwide for its artisanship and for creating iconic models. 
1.1  SERGIO ROSSI AT A GLANCE
Over the past 70 years, the Company has fostered its 
distinctiveness by enhancing the quality of its materials, the 
craftsmanship, the elegance of its products and its luxury allure, 
which remain the foundations of Sergio Rossi's unique style. 
As a result, the Sergio Rossi brand has become a synonym of 
timeless quality and utmost sophistication. Furthermore, over 
the decades, our shoes have accompanied countless female 
leaders and celebrities in their daily life, from the sidewalk to 
the red carpet, enabling them to remain eﬀortlessly chic all day 
long. Whilst showroom and managerial oﬃces are based in Milan 
[102-3], the fulcrum and the beating heart of our production 
activity is the San Mauro Pascoli factory [102-4], where over 160 
skilful artisans and technicians have been hand-crafting Sergio 
Rossi shoes for the past decades. The Sergio Rossi factory is the 
heart and soul of the brand, a place where magic and reality come 
together to create handmade shoes for the women of today. The 
plant, inaugurated in 2003, is equipped to sketch, design, develop, 
industrialise and produce all types of women's luxury footwear, 
from ﬂat styles to high heels, to shorten time-to-market requests 
and guarantee a prompt response to market demand.
GODIVA PUMP
sr1 SLIPPER
10

The Sergio Rossi factory is the heart 
and soul of the brand, a place where 
magic and reality come together 
to create handmade shoes for the 
women of today. 
The plant, inaugurated in 2003, 
is equipped to sketch, design, 
develop, industrialise and produce 
all types of women’s luxury footwear, 
JVSQǿEXWX]PIWXSLMKLLIIPW

Our never-ending dream:
the timeline
1950s 
1970s
1980s
Immediately after the end of 
World War II, the young Sergio 
Rossi, native of the San Mauro 
area, started learning how to 
make shoes from his father, 
an artisan shoemaker, whom 
he accompanied in his daily 
working activities. In the early 
50s, Sergio Rossi took over the 
father’s profession and created 
his own sandals, selling them in 
the Riviera. The Opanca sandal, 
which 
embodied 
Sergio’s 
disruptive creativity, was such 
a success that, in 1966, Sergio 
opened 
his 
own 
company, 
together with his brother, who 
then became the Company’s 
Production 
Director 
and 
maintained this role his entire 
life.
Sergio joined the Milanese 
fashion 
community 
and 
quickly became the benchmark 
for 
the 
most 
prominent 
fashion 
stylists, 
including 
Gianni Versace, with whom 
he started a collaboration by 
providing shoes for catwalk 
presentations. Sergio Rossi 
soon became a well-known 
brand in the fashion capital 
of 
Italy, 
and 
the 
public 
recognised it as a symbol of 
"Made in Italy" excellence.
The 
Company 
started 
its 
expansion age by opening its 
first 
single-brand 
boutique 
in 
Ancona, 
soon 
followed 
by Turin, Florence, Rome, 
Brussels, 
New 
York, 
Los 
Angeles 
and 
London. 
It 
was also a period of intense 
collaboration with some of the 
most iconic fashion houses at 
an international level, given 
that Sergio Rossi produced 
shoes for the collections of 
haute couture brands, such 
as Dolce & Gabbana and 
Azzedine Alaïa.
1950s 
1970s 
1980s 
1990s
Sergio 
Rossi’s 
philosophy 
and 
values 
became 
more 
defined: women are a symbol 
of femininity and forcefulness, 
given 
their 
progressive 
emancipation 
and 
change 
of status. The shoe, on the 
other hand, represented a 
continuation of the woman’s 
body, a vital element of her 
character 
and 
heels 
and 
shapes became an emblem of 
taste. After three decades of 
continuous economic growth, 
in 1999, the Gucci Group 
acquired the Sergio Rossi 
brand.
1990s 
2000 - 2015
2020 - 2021
2015 - 2020
In 2005, the Company was fully 
acquired by the Kering Group, 
the new owner of Gucci. Whilst 
the San Mauro Pascoli factory 
and the brand philosophy were 
completely refurbished, a series 
of well-known and very talented 
designers joined the company as 
its creative directors.
2000 - 2015
In 2021, one of the most 
important 
Chinese 
investors 
in high-end European fashion, 
Fosun, 
purchased 
100% 
of 
Sergio Rossi, thereby increasing 
worldwide distribution of the 
Italian shoemaking company. In 
October 2021 Fosun rebranded 
to Lanvin Group, positioning 
itself to exploit the resilient 
demand 
for 
luxury 
goods 
globally.
100% 
of 
Sergio 
Rossi 
was 
indirectly acquired by a fund 
managed by Investindustrial. 
The 
acquisition 
began 
an 
innovative relaunch phase for 
the brand which maintained its 
traditional codes whilst focusing 
on modern innovation; In 2016, 
Sergio Rossi S.p.A. completed 
its merger with Sergio Rossi 
Manufacturing S.r.l., involved 
in all the shoe production 
activities, while the Company 
began 
a 
comprehensive 
transformation of its brand and 
image.
2015 - 2020
2020 - 2021
15
14

In June 2021, Fosun Fashion Group – renamed today as Lanvin 
Group – announced the acquisition of the 100% of Sergio Rossi; 
Lanvin Group is a multinational conglomerate that operates 
in the European high-end fashion sector. The acquisition, 
completed on the 15th of July 2021, after receiving the necessary 
regulatory approvals, further enriches a portfolio of heritage 
brands across the whole range of fashion luxury sectors and 
enhances the Group’s expertise on luxury accessories category. 
Being part of the Lanvin Group will also enable Sergio Rossi 
to create strategic synergies with other brands of the Group. 
In addition, Sergio Rossi S.p.A. entirely controls a series of 
Ownership structure and 
economic value generated
aﬃliates located abroad, namely SR JAPAN, SR HK, SR USA, 
SR UK and SR DEUTSCHLAND as well as SR RETAIL, which 
owns and manages the business of the directly operated stores 
in Italy and France [102-5] [102-45]. The Hong Kong aﬃliate, in 
turn, fully controls SR SHANGHAI. 
Considering the scope of the Sustainability Report, all data 
and information reported refer to our operations in the EMEA 
region, as highlighted in the chart below [102-48] [102-6]. 
In March 2021, both stores in UK closed and therefore only 
the economic and human resources data are included in this 
document [102-10].
Fosun Fashion Group, a multinational luxury fashion Group based in China, announced its rebranding as Lanvin 
Group in October of 2021. The adoption of this historic name demonstrates the Group's commitment towards 
building a global portfolio of great luxury fashion brands. The luxury brand portfolio currently includes Lanvin, 
Wolford, Caruso, St. John Knits and Sergio Rossi.
SERGIO ROSSI GROUP 
STRUCTURE
Legal Entities inserted in the Reporting Scope
(Italy)
100%
100%
10
10
0%
0%
100%
100%
100%
SR Deutschland
(Germany)
SR Retail
(Italy)
SR UK
(United Kingdom)
SR Japan
(Japan)
SR HK
(China)
SR Shanghai
(China)
French Branch
SR USA
(USA)
Sergio Rossi
SpA
Others
FFG Investment
(Luxemburg)
99%
1%
*FINANCIAL DATA INCLUDE ECONOMIC DATA OF SERGIO ROSSI S.P.A. AND OF THE FOLLOWING LEGAL ENTITIES: SERGIO ROSSI RETAIL S.R.L., 
SERGIO ROSSI UK LTD, SERGIO ROSSI DEUTSCHLAND GMBH, THAT COVER MORE THAN 50% OF THE GROUP IN TERMS OF NET GLOBAL REVENUES. 
THE SCOPE OF THE 2021 SUSTAINABILITY REPORT CONSIDERS INSTEAD JUST SELECTED MONOBRAND AND OUTLET STORES FROM THE COMPANY’S 
EMEA RETAIL NETWORK, SEE THE METHODOLOGICAL NOTE AT PAG. 93 FOR FURTHER DETAILS. FOR HISTORICAL DATA PLEASE REFER TO 2020 
SUSTAINABILITY REPORT. IN ORDER TO IMPROVE DATA COMPARABILITY, 2020 REVENUES HAVE BEEN RESTATED BY EXCLUDING 6M€ EXTRAORDINARY 
REVENUES DERIVING FROM THE SALES OF AN ITALIAN STORE.
Direct economic value generated: revenues
Economic value distributed
 
–
Operating costs
 
–
)QTPS]II[EKIWERHFIRIǾXW
 
–
Payments to Providers of capital
 
–
Payments to government
 
–
Community investments
Economic value retained
€
€
€
€
€
€
€
€
66,857,111
65,303,096
48,385,894
16,654,994
31,101
193,090
38,016
1,554,015
36,458,383
42,376,418
28,110,156
13,844,341
134,200
165,895
121,826
-5,918,035
52,429,281
57,438,000
42,451,143
14,350,199
308,373
324,145
4,139
-5,008,718
(Italy and Global Retail 
Network -  ITA, FR, DE e UK) 
(Italy and Global Retail 
Network - ITA, FR, DE e UK)
(Italy and Global Retail 
Network - ITA, FR, DE e UK)
OUR ECONOMIC
PERFORMANCE
M. U.
2019
2020
2021
Year 2020 was a very challenging year in terms of business, 
especially for the fashion industry, which suﬀered signiﬁcant 
impacts on sales due to the Covid-19 pandemic. Following the 
ﬁrst year of the pandemic, many industries continued to suﬀer 
the consequences throughout 2021. The reopening of our stores 
brought a semi-normal level of value generated but, in turn, 
our costs kept rising. The end of worldwide lockdowns and the 
subsequent reopening of stores led us to reach an overall direct 
economic value equal to €52.4 million [102-7; 201-1], i.e., a 
44% increase compared with 2020 revenues. Nevertheless, the 
main operating costs rose 51%. As a result, the economic value 
distributed is €57.4 million (namely 36% vs last year), where 
25% of that has been allocated to staﬀ costs through wages, 
beneﬁts, and social charges, whilst almost all the remaining 74% 
is attributed to operating expenses. Considering the diﬃculties 
encountered in maintaining costs low, the year closed on a 
negative €5 million, recording a 15% increase with respect to 
the previous year. We reiterate that ﬁnancial sustainability in 
the long-term is indeed one of our key priorities to keep creating 
value for all our stakeholders.
17
16

Our governance structure relies on the Board of Directors of 
Sergio Rossi S.p.A., with full authority over the ordinary and 
extraordinary management of the Company, and on the other 
hand, on the Board of Statutory Auditors, which consists of 
three standing statutory auditors and two substitute statutory 
auditors. Moreover, an independent auditing ﬁrm has been 
appointed [102-18].
Currently, the Board of Directors consists of ﬁve people, and 
is presided by our chairwoman Ms Yun Cheng. Following the 
2021 acquisition, 4 out of 5 members of the Board represent 
the shareholder, with scope to best share and discuss the group 
guidelines and reﬂecting them in the business strategy. Board 
members have also delegated a series of critical obligations 
to maintain ongoing monitoring and the proper conduct of 
business operations. On the other side, our CEO, Mr. Riccardo 
Sciutto, is responsible for taking all decisions pertaining to 
economic, social, and environmental factors, and he establishes 
the Company's strategic goals in consultation with senior 
management. 
The Company’s senior management is responsible for all 
risk management actions related to business operations, the 
supply chain, and the periodic evaluation of their eﬃcacy. The 
Operations Function and the Human Resources Department 
regularly verify Sergio Rossi's compliance with local, national, 
and international environmental and social laws and regulations 
in consultation with the CEO. As evidence of the eﬃcacy of 
our internal control system, during the reporting period we 
have committed no legal violations and have not received any 
sanctions or ﬁnes regarding environmental laws and regulations 
[307-1]. 
In 2018, Sergio Rossi adopted an organisation, management, 
and control model (the "Model") in accordance with the 
principles outlined in Italian Legislative Decree no. 231 dated 
June 8, 2001 (the "Decree"). Thanks to the adoption of the 
Model, the Company outlined those predicted oﬀences which 
might be connected to its business and set out the most suitable 
procedures addressed to avoid the occurrence of such crimes, 
with scope to limit or avoid the liability envisaged for said 
oﬀences. The Model is frequently updated to comply with the 
constant implementation issued by the government from time to 
Corporate governance and values
time. The gap analysis conducted in 2021 within the framework 
of the Organisational Model veriﬁed that there are no substantial 
risks associated with any of the potential violations indicated by 
the Model itself. In addition, in accordance with Italian law, the 
Model entails the establishing of a Supervisory Board, which 
is responsible for monitoring the Model's implementation 
and compliance, as well as a whistleblowing channel, which 
provides a secure mechanism for all our stakeholders to report 
violations of laws and internal policies. The Model's application 
is continuously evaluated and monitored by the oversight 
authority designated for this speciﬁc ﬁle and, thanks to this, no 
violations have been documented in 2021.
During 2021, the Company successfully carried out certain 
brand protection activities also in relation to e-commerce 
matters. Our eﬀorts are aimed not only at brand protection but 
also at customer safety. Together with activities intended to 
safeguard us from unlawful actions and behaviour, we consider 
of extreme importance the assistance of customers in  making 
the best online experience in a proper, secure, and veriﬁed 
environment. Further to the above, the Company constantly 
carries out surveillance and controlling activities regarding the 
protection of intellectual property opposing to those attempts 
of registering trademarks and signs which might limit our 
expansion on new markets. 
We continued to carry out actions and initiatives to protect 
Sergio Rossi’s name and brand by performing weekly security 
checks aimed at limiting both fraudulent actions and theft of 
our online identity. When sites were found falsely advertising 
under Sergio Rossi’s brand and selling products unrelated to the 
Company, we promptly informed the respective authorities to 
block and close them. Given the importance of both consumer 
protection and our brand image and reputation, the timely 
closure of these sites was our priority. 
In line with our brand protection strategy, in 2021 we successfully 
registered new designs for SI ROSSI heels collection. During 
2021, no ﬁne, penalty or whatsoever administrative sanction 
was applied to Sergio Rossi; the Company operates in full 
compliance with all applicable laws. 
THE VALUES OF THE
SERGIO ROSSI GROUP
The Group is committed to the highest 
ethical standards: 
INTEGRITY
At the heart of the Group’s Code of Conduct. 
We act with Integrity when doing business and 
in our working environment. Ethical conduct, 
accountability and moral responsibility are 
necessary tools for maintaining consistency 
between one's actions and the Company's 
principles, in order to put the Company’s 
MRXIVIWXǾVWXERHXSGSRXVMFYXIXSXLI[IPP
being of the working environment.
RESPECT
Interacting with people by using a fair, 
professional and polite approach due in any 
respectful interaction between individuals. 
RESPONSIBILITY
Being accountable when doing business, to 
TIVJSVQWEXMWJEGXSVMP]ERHJYPǾPSFPMKEXMSRW
in accordance with the Company’s values. 
LOYALTY
Supporting the Company’s needs and 
GSQQMXXMRKXSWIVZI'SQTER]ǆMRXIVIWXWǾVWX
“We are true 
to our brand 
and committed 
to protect and 
develop it”
Riccardo Sciutto,
Group CEO.
18

OUR CODE OF 
BUSINESS CONDUCT 
In terms of internal policies, we rely on a Code of 
Business Conduct, in place since 2017, specifying a set 
of basic company values, standards, and principles of 
conduct to which all Sergio Rossi Group workers must 
adhere, notwithstanding of local legal regulations. 
Employees' responsibilities to the Company, their 
co-workers and their suppliers and customers are all 
addressed in the Code of Conduct. This Code expresses 
the Company's commitment to the Group's global 
business practices and serves as a guidance for Sergio 
Rossi Group workers on how to conduct themselves 
as representatives of the company. Furthermore, it 
ensures that all our employees' actions and decisions, 
both inside and outside the Company, are consistent 
with our corporate values, and so safeguard our brand 
[102-16]. Today, the Human Resources Department is 
responsible for ensuring that all business employees 
follow the Code's content and adopt the same 
principles in selecting new employees. The Board 
of Statutory Auditors oversees internal auditing and 
control activities, as well as overseeing and managing 
the collection of internal data required for the proper 
HVEJXMRKSJǾRERGMEPVITSVXMRKHSGYQIRXW
In 2018 the Group  drafted its Sustainability Policy 
which outlines the major goals and commitments 
to the environment and future generations. Energy, 
Human Capital and Local Communities are the three 
main strategic pillars that daily guide Sergio Rossi, as 
underlined by the Policy. For detailed explanation of 
above pillars please see §1.3.
20

True to our founding principle of placing the customer at the centre 
of our policies and thanks to our fast decision-making procedures, 
our company has delivered consistent strategic changes during this 
GLEPPIRKMRKXMQI/I]JEGXSVWLEZIFIIRǿI\MFMPMX]ERHEKMPMX]EPSRKWMHI
STIVEXMSREP VIWMPMIRGI QEREKMRK HMJǾGYPXMIW MR TL]WMGEP VIXEMP [LMPI
implementing a truly omnichannel perspective on store operations. 
1.2 RESILIENT COMMUNICATION TO MEET THE ONLIFE
CUSTOMER
The Covid-19 spread has affected the lives of millions of 
people, while disrupting international trade, travels and 
consumer behaviour. To continue to manage unprecedented 
levels of uncertainty of these years, Sergio Rossi had to 
rewire its operating models to enable faster decision-making 
and flexibility, balancing speed and control in the pursuit of 
innovation. 2021 was once again marked by surging global 
uncertainties; as a result, this new normality posed serious 
challenges to capital markets, supply chain management, 
production, and operations.
Since many stores couldn’t operate due to sanitary restrictions, 
our community could still be reached through our existing 
multichannel system which has been strongly reinforced 
across multiple touchpoints (sergiorossi.com, e-commerce, 
directly operated stores and wholesalers multi-brand stores). 
We pursued a constant online dialogue talking to an eclectic 
and modern woman who is confident, audacious, dynamic, yet 
elegant and sophisticated, attempting to guide her through 
a world that was rapidly transforming, with optimism and 
originality. Shopping habits and lifestyles of new consumers 
acquire increasing meanings thanks to the deployment of 
information and communication technologies. By using our 
available communication channels, customers have the chance 
to discover Sergio Rossi’s DNA comprised of a perfect balance 
of innovation and tradition.
Among our newly launched projects, most cutting-edge 
technologies gave us the possibility to be close to our worldwide 
customers with a constant communication and with a real time 
delivery of products thanks to our new warehouse and logistics 
organisation (for details, please see §3.1).
We effectively rose to the challenges thanks to our wealth of 
experience in industry operations, plan-ahead strategies, and 
tactic adjustments. To meet the needs of the emerging onlife 
customers, we were able to take on the challenge by delving 
deeply into our history and DNA, as well as integrating the 
most cutting edge technologies. The brand tried to secure 
high-quality and reliable production capacity and make the 
long-overdue shift to a demand-focused model to operate in 
this fluid environment.
Meeting the new shopping habits
As businesses began to slowly reopen, we carried on our digital 
transformation of retail stores: the Milanese pop-up store on 
Via Montenapoleone 1, opened in May 2020, was the ﬁrst to 
introduce a new strategy for the market to meet the consumers' 
new behaviours and provide an exclusive digital experience. 
With the goal of acting in the respect and safety of customers 
and staﬀ, the new pop-up was built with a new innovative retail 
strategy. Customers were given the opportunity to shop online 
with a video service that provided them with both a private 
shopping session and allowed to schedule an appointment in the 
physical store. Riccardo Sciutto, CEO of Sergio Rossi, said at the 
space's inauguration that it should be viewed as "a digital hub in 
the heart of Milan in such an unprecedented moment in which 
we must move in a new way, with ﬂexibility and curiosity." The 
CEO continued as: "Facing the post Covid-19 era means acting 
with avant-garde ideas and being smart, with a new strategy 
and storytelling capable of creating a proper atmosphere and 
psychological context for shopping. Today, I'm conﬁdent, only 
with audacity and passion, that we will be able to seize new 
business opportunities that this era will generate". 
This process will evolve through the opening (in 2022) of a store 
in via Matteotti, conceived as an implemented platform through 
which customers can easily consult its favourite products.
Pop-up stores were consolidated as an integral part of our 
business strategy: we expanded our reach towards eastern Asia, 
opening two in Shanghai and one in Tokyo. In the Asian regions, 
the pop-up rose principally at the centre of malls and shopping 
centre. Through our pop-ups we implemented our new digital 
strategy that was just one stage in a larger digitisation process.
Moreover, in 2021 we continued to use another strategical 
tool for the B2B activities introduced in 2020: the Sergio Rossi 
Secret Room, a virtual space in which remotely our showroom 
opens to our business partners during sales campaigns and 
broadcast our newest collections, as well as our iconic and 
timeless selection. Thanks to several cameras and a central 
control room for videocall direct administration, this "virtual 
showroom" managed to engage customers through live contents 
and product display cases, as well as an exclusive video call 
platform for remote sales and events. Initially used for the 
Fashion Week 2020, in 2021 the platform was principally used 
for B2B meeting and some customer’s event, where limitations 
due to covid diﬀusion did not allow in-person meetings to be 
arranged.
In order to be compliant with several Government’s regulations 
and recommendations regarding social distance and the limited 
number of people who could attend the events, in 2021 we 
streamed the debut of our collection online, allowing us to take a 
step forward in our relationship and engagement with our retail 
customers
To ensure safety measures both to clients and employees, the 
integrated digital and virtual approach to projects and sales 
represents the new post-pandemic customer: an individual 
whose relational, communicational, working, and economical 
dimensions are the result of a continuous interaction between 
analogical, material reality and virtual, interactive reality. This 
new audience has learned to manage and integrate, seamlessly, 
real life and virtual life and has spread from the youngest and 
digitally native individuals to the eldest and digital adoptive 
generations, from baby boomers onwards. Particularly, in 2021 
the new customer wants to return to a “new normal”, missing 
personal interaction and the “power of touch”. People's strong 
intention to continue looking for beauty outside of the pandemic 
to express their desire for lightness and self-expression, even 
in diﬃcult times, led us to focus on providing them the best 
customer experience, while guaranteeing the highest level of 
safety in store.
SERGIO ROSSI SECRET ROOM
23
22

Thanks to physical stores and an eﬃcient online e-commerce 
channel, our shoes start their journey from San Mauro Pascoli 
and are shipped to 83 countries worldwide. Particularly, we 
are present in 14 countries to directly distribute our products, 
including directly operated stores (DOS) and franchised stores. 
There are three main geographical markets: Europe and Middle 
East (EMEA), Asia Paciﬁc (APAC), and Japan. In 2021, the 
number of DOS increased from 48 to 51 DOS scattered amongst 
these 3 regions, with the addition of 13 franchising stores in the 
EMEA and APAC regions [102-6].
51 DOS worldwide
13 Franchisees’ monobrand stores and corners
83 Countries served through e-commerce
Distribution network
14
13 WW
15
For the SS 21 Collection and the FW 2021-22 Sergio Rossi 
strengthens the image of its most iconic styles, reinforcing 
the uniqueness of its aesthetics and the glam attitude of the 
new colours and materials. The SS 21 Campaign, shot in the 
enchanted environment of the Venetian laguna, celebrates the 
new seduction and empowered femininity of the Sergio Rossi 
woman: audacious, spontaneous, and sensually playful. The 
reﬁned home interiors, the bright sunset lights, and the curated 
details, create a timeless balance within the collection, which 
stays true to the heritage of the brand, with a contemporary and 
modern twist. A new mesh fabric embellishes the pumps, giving 
an unexpected see-through look that plays with coloured points 
in contrast to the most essential lines. The must have shapes are 
developed in a colour palette that alternates the neutral shades 
of the bright skin and chalk with hyper feminine candy tones, 
such as tone rose, cloud and giunchiglia, that perfectly match 
with the bright sunny season. The collection features a wide 
range of sr1 pumps, sandals, and mules. srTwenty with squared 
toes and hourglass-shaped heels keeps the spotlight on with a 
new version in gross moiré fabric.
An audacious and sophisticated 
2021: our main collections
For the FW 2021/2022 Collection, Sergio Rossi takes notes from 
the 2000’s appeal and turns it into a new collection, unafraid 
and conﬁdent, merging two diﬀerent aspects of the same 
femininity: edgy yet sophisticated. The brand keeps narrating 
the subtle  elegance of its woman and her sensual playfulness. 
Sergio Rossi introduces a multifaceted aesthetic, expanding the 
wardrobe of the modern woman who wants to wear the perfect 
shoe with playful sensuality, from day to night. Boots and laced-
up booties are the protagonists of the line-up, with unique 
details and hardware that make every step recognisable. A new 
round toe shape brings a fresh vibe to stretch lycra boots, taking 
inspiration from a late ‘90s original Sergio Rossi archive piece. 
The must have shapes of sr1 and srTwenty are developed in a 
colour range that alternates the all-black hyper feminine tones 
with the ironic leopard print – giving an eccentric and unique 
touch to the most classic slingback, pumps and moccasin.
Sergio Rossi woman is eﬀortlessly seductive, passionate, 
daring, audacious and spontaneous  embodyings an empowered 
femininity. 
SS21 CAMPAIGN
FW21 CAMPAIGN
25
24

Developed during the ﬁrst lockdown, the exclusive SI Rossi 
collection was oﬃcially presented in September 2021, during 
Milano Fashion Week with a special event for press and celebrities 
in Montenapoleone pop-up.  
This exclusive new collection has an ultra-glam attitude for a 
strong and contemporary woman, not afraid of breaking the rules 
and who loves to play with style, embracing irony and lightness. 
In addition to the traditional digital campaign, the line was also 
sponsored through dedicated spaces in the Milano – Malpensa 
Airport and a tram in Milan decorated with the pictures of the 
advertising campaign. 
SI Rossi collection pays tribute to our roots, a manifesto of the 
know-how and craftsmanship of the historic footwear brand: 
hyper high platforms and vibrant colours are the distinctive 
SI ROSSI
features typical of a 70s eclectic style well known to the brand. 
Hence a chromatic palette of lacquer red, light denim and acid 
green recalls 90’s clubbing vibes. 
The connection with the archive is particularly signiﬁcant to us. 
The vast collection of articles from Sergio Rossi's history, safely 
stored in SMP and brought to the world with a 70s ﬂair, signiﬁes 
our homage to the mastermind behind our work. SI Rossi is the 
statement of a conﬁdent and modern femininity: the collection 
presents sandals, pumps and mules made unique thanks to a new 
sculpture heel, a manifesto of the know-how and craftsmanship 
of the brand. It represents a new element in the long history of the 
brand which today takes a new step towards the future, looking 
at tomorrow with audacity and a light spirit. The logo itself has 
been inspired by a historical piece coming from the archive, thus 
revised in a modern and ironic attitude. 
26

29
28

GRAZIE Sergio collection was inspired by our founder, Mr. 
Sergio Rossi, the creator of the dream we experience every 
day and was thought as a due tribute to carry on and celebrate 
his vision and creativity.  Introduced during the 2020 Milan 
Fashion Week, the collection goes through the decades up to the 
new millennium: ten of Sergio Rossi most exquisite works from 
our Living Heritage archive have been chosen and faithfully 
replicated in a limited-edition series. 
GRAZIE Sergio is more than a collection, as it lives above all 
traditional seasons and comes from the visceral desire to move 
and be moved (for more information, please see §.3.2). In 2020 
some models of this collection were so successful that a special 
Grazie Sergio 2.0 collection was launched in 2021, giving to 
customers the chance to choose a wider range of materials and 
colours.
A deep dive into our origins and history from which we came 
back with a renewed awareness of the precious treasure that 
is kept into our DNA, through drawings, sketches, moulds, 
samples, prototypes and shoes Mr Rossi created in his life. A 
true inspiration for all collections to come, to keep the spirit 
and vision of our founder alive, guiding the future growth of our 
brand and business.
GRAZIE Sergio:
a never-ending story 
GRAZIE SERGIO COLLECTION
30

Our ﬁrst customization service on sr1 slipper, sr1 pump and sr1 
sneaker, called #yourownsergiorossi, debuted in 2017, gives our 
customers the opportunity to enjoy an exclusive and eﬀective 
personalization, thanks also to our San Mauro Pascoli factory, 
fully equipped to oﬀer our clients the chance to customize their 
sr1 and to receive them within just 4-5 weeks. 
Moreover, to promote and extend the availability of the service 
to the fullest target customer, we arranged several pop-up and 
dedicated displays all over the world from our DOS to our key 
wholesale partners, to best communicate our artisanal expertise 
and extraordinary manufacturing opportunities to all our potential 
clients. 
Our MTO service: 
#yourownsergiorossi 
We are successfully working to meet the most diﬃcult challenge 
of tomorrow: balancing business development and the desire for 
novelty in fashion with the need to adopt sustainable policies in 
production activities. Thanks to our Virtual Collection Project, 
the consumer and his/her desires remain our constant centre of 
gravity.  
Initially tested on our most timeless and iconic Godiva pump, 
fully based on 3D sampling, the Virtual Collection Project aims 
at accessing the dual signiﬁcance of virtual technology: acquire 
technological skills and reduce environmental impact due to 
the reduced production of samples for the collection. We are 
enthusiastic to declare that in 2021 the number of collection 
samples has reduced to 42% helping to lower the amount of global 
waste in protos and samples thanks to the increase of the number 
of digitalized models. More timeless and iconic styles have been 
added to the group of models that can be pre-ordered online 
at sergiorossi.com and viewed through a special 3D rendering 
before being manufactured by our artisans and technicians. The 
project aims at promoting faster and considerate choices from 
clients when ordering models that are not physically available 
in showroom. The Virtual Collection allows the production 
of unique, extraordinary, customized shoes, based on the own 
client’s dream.
This it’s only a start of a larger project aimed at implementing 
several possible stages of the production development - from 
stylistic creation to prototyping - using new technologies and 
latest innovations, while choosing a sustainable vision, not only 
as an ethical consideration, but also as a business development 
opportunity. In 2022 we are aiming to exploit the full potential of 
this tool and expand it to several exciting new projects.
Sergio Rossi Virtual Collection 
Project
Following positive feedbacks across all channels, we extended 
this activity to a complete Made to Order (MTO) service available 
in selected Sergio Rossi DOS worldwide with a dedicated service 
for the most special day of our brides. A selection of our bestseller 
models, from pump to ﬂat sandals, from platform to slippers, 
has been developed with exclusive and dedicated materials and 
colours speciﬁcally studied for matching with brides’ looks. 
Dedicated label, packaging, customized initials and date, plus a 
personalized message from our store managers that accompany 
the shoe, together with the most precious detail of the “blue 
something” expressed through a little blue diamond nestled on 
the outer sole.
33
32

Online shopping in China is surely the driving force of growth in 
the retail sector. In the post-pandemic era, virtual shopping has 
become part of the new normal, and the demand is still growing. 
Chinese consumers require authentic and trustworthy shopping 
destinations and marketplaces with veriﬁed brand stores that can 
give them a one-stop-shop experience. 
To take advantage of China’s fast-growing luxury e-commerce 
market, Sergio Rossi has invested signiﬁcantly in e-commerce 
by relying on the leading player T-mall, which records over 170 
million visits per month on its website. The optimisation of the 
marketing strategy and mechanism on this marketplace allowed 
us to increase net sales by 56%. During the 2021 “Double 11”, the 
biggest shopping online event, we achieved an increase of 162% 
on our sales target and a growth of 130% of net sales with respect 
to 2020. 
During the second half of the year of the online campaign, 
we started to integrate overall marketing communication 
and leverage celebrities’ endorsements, thanks to which we 
signiﬁcantly enhanced the brand inﬂuence. During this period, 
the click and interaction rate reached an all-time high: speciﬁcally, 
the click rate increased by 110% year over year and engagement 
strongly grew. Meanwhile, on the platform “Red”, with the most 
activated users, more than 9000 users posted brand related 
contents, which highly increased the casual users’ interest in 
the product. By end of 2021, the total followers on Sergio Rossi’s 
social media reached over 75,000 followers, increasing by 30% 
respect to the previous year.
To guarantee that data is protected successfully, the company 
established an Incident Management Plan (including disaster 
recovery and business continuity) that is regularly tested and 
updated annually.
In 2021 we increased our eﬀorts to strengthen the overall 
security by implementing innovative solutions: we now rely on 
an Intrusion Detection Systems Software, plus a security patch 
management schedule, which consists of regular and automatic 
security updates on the server: all computers are patched in real-
time, and as soon as a new vulnerability emerges, a security patch 
installation rapidly ﬁxes it.
Furthermore, Sergio Rossi encrypted all the computers to avoid 
stolen data. Our trained IT department analyses company data 
weekly to investigate any anomalies, prevent potential cyber-
attacks and ensure the correct adoption of the software.
All the initiatives undertaken to guarantee the cyber security of 
Sergio Rossi have not had any impact on the business operations 
of the company.
Sergio Rossi in China: 
a digital growth
All-round attention to 
Cyber Security
In line with our efforts toward our unavoidable values, and given the 
importance of sustainability, in 2021 we have carried on our commitment 
to our Group Sustainability Policy for the third consecutive year. The 
document results from a cross-functional process that engaged 
the management of Sergio Rossi and analysed internal and external 
sources regarding sustainability issues. It outlines what Sustainability 
is to Sergio Rossi by underlining the link with our founding corporate 
ZEPYIWERHHIǾRMRKXLIXLVIIQEMRWXVEXIKMGEVIEWǃTMPPEVWǃXLEXEVI
at the core of our approach to managing a responsible business.  
Sergio Rossi deﬁnes "sustainability" as the ability to pursue quality 
and artisanal excellence while also supporting environmental 
preservation and social responsibility, as stated in the Policy. As a 
result, we pledge to conduct business responsibly by incorporating 
economic, environmental, and social factors into all business 
processes and operations, as well as deﬁning committed short and 
long-term targets aimed at gradually improving our corporate 
sustainability performance. These objectives are based on the 
United Nations Global Compact (UNGC), to which Sergio Rossi 
is a signatory, as well as the 17 Sustainable Development Goals 
(SDGs) outlined in the 2030 Agenda for Sustainable Development. 
1.3 OUR COMMITMENT TO SUSTAINABILITY
These goals are established in accordance 
with the United Nations Global Compact 
(UNGC) [102-13], of which Sergio Rossi 
is a signatory and with the 17 Sustainable 
Development Goals (SDGs) of the 2030 
Agenda for Sustainable Development. 
We are particularly devoted to conducting business lawfully and 
ethically, by vigorously combating all forms of corruption, including 
extortion and bribery, taking steps to improve the health and well-
being of all employees, and encouraging quality education, decent 
work, and economic prosperity. Furthermore, we are dedicated 
to upholding the highest environmental standards, including 
sourcing from inexpensive, green, and renewable energy sources, 
responsible consumption and manufacturing, and climate action.
As presented below, we identiﬁed our three main strategic pillars 
which represent our primary areas of commitment for the coming 
years. 
)JǾGMIRXERHVIWTSRWMFPIYWISJIRIVK]
   resources
- Corporate carbon footprint and GHG 
   emissions minimisation
- Preserve local artisanal traditions
- Quality of living and socio-economic   
   development of local communities
- Philantrophic activities
- Training activities for personal development
- Attraction and retention of best talents
- Welfare, health and safety
CHAPTER 2
CHAPTER 3
CHAPTER 4
ENERGY
HUMAN
CAPITAL
LOCAL 
COMMUNITIES
Sergio Rossi's Chief Executive Oﬃcer is also responsible for 
actions related to sustainability and manages the Sustainability 
Committee, an inter-functional management working group 
established in 2017 to assure the attainment of the company's 
primary strategic objectives. Throughout 2021, the Sustainability 
Committee was involved in many initiatives, including the study 
of stakeholder requests, the periodic revision of the materiality 
matrix, and the update of the Sustainability Report. Sergio Rossi's 
CEO is also in charge of internal health, safety, and environmental 
(HSE) decision-making and supervision. In this regard, the CEO 
designates people who are responsible for ensuring that HSE 
actions are carried out correctly and in accordance with the 
law. The CEO also oversees the Human Resources & Facility 
operations as well as the Operations Functions, which are tasked 
with carrying out HSE actions as well as the continual assessment 
and monitoring of the associated environmental, economic, and 
social impacts.
As usual, the CEO reports to the board on the status of such 
initiatives and prospective expenditure needs linked to HSE 
elements on a regular basis, as well as formally reviewing and 
approving the organisation's sustainability report. Any serious 
HSE risks discovered by the Human Resources & Facility and 
Operations Functions are reported to the CEO. The CEO selects 
the corrective activities to be implemented and appoints the 
appropriate personnel in charge after thoroughly analysing the 
situation.
Sergio Rossi's dedication extends beyond the three key areas 
identiﬁed in the Policy to additional important themes to provide 
long-term value to all of our stakeholders. These issues were 
mapped out throughout the development of our Sustainability 
Strategy, as well as the update of the materiality analysis. The 
materiality matrix, as in previous years, displays the most 
important subjects that indicate Sergio Rossi's economic, 
environmental, and social impacts and/or may aﬀect the main 
stakeholders' decisions.
35
34

Materiality Matrix 
The 13 items above the curve were considered material in 
2021 and those positioned at the top-right quadrant corner 
correspond to the most important issues for the Company as 
well as our stakeholders [102-47]. We carried on our efforts 
to reduce GHG emissions and improve our energy efficiency 
during the previous years, with positive outcomes (for more 
information, please see §4).
In addition, we've linked each topic to the three sustainability 
pillars outlined in our Sustainability Policy, as well as an 
additional part under "Business responsibility and economic 
performance," which we consider a must for proper 
management of our organisation.
Energy
Human Capital
Local Communities
Business Responsibility
and Economic 
Performance
Non-Material
Material topics:
CLIENT
SATISFACTION
ECONOMIC
PERFORMANCE
CREATIVITY, DESIGN AND
PROTECTION OF THE ARTISANAL
KNOW-HOW
TRACEABILITY AND TRANSPARENCY
ALONG THE SUPPLY CHAIN
CONTRIBUTION TO
LOCAL DEVELOPMENT 
BUSINESS AND ETHICS 
ADDRESSING
CLIMATE CHANGE 
RENUMERATION
AND WELFARE 
EMPLOYEE
HEALTH AND 
SAFETY 
LEGAL
COMPLICANCE 
TALENT ATTRACTION
AND RETENTION 
USE OF SUSTAINABLE RAW
MATERIALS AND PACKAGING 
DIVERSITY AND EQUAL
OPPORTUNITIES 
REDUCTION AND PREVENTION
OF WASTE PRODUCTION 
PROTECTION OF
HYDRIC RESOURCES 
SIGNIFICANCE OF ECONOMIC, ENVIRONMENTAL & SOCIAL IMPACTS
INFLUENCE ON STAKEHOLDER ASSESSMENT & DECISIONS
To be aware of the environmental footprint 
of our operations, we are strengthening 
our efforts to reduce energy consumption 
and, thus, emissions by implementing 
IRIVK] IJǾGMIRG] ERH IQMWWMSR VIHYGXMSR
initiatives in all our facilities
§4.1 The responsible use of energy 
resources for emissions reduction
Contribution to local development
Creativity, design and protection of the 
artisanal know-how
Traceability and transparency along the 
supply chain
The bulk of our economic activity takes 
place in the San Mauro district, recognised 
worldwide as an area of luxury shoemaking 
excellence. Given the close relationships 
we have built with local stakeholders and 
communities, we devote our interest to 
promote their growth and welfare and we 
often collaborate for the development of 
mutually useful solutions.
Creativity, design and artisanal excellence 
constitute the distinctive elements that 
make our products elegant and timeless. 
We consider it our duty both to foster 
and safeguard our know-how and the 
uniqueness one of the San Mauro district.
We acknowledge the importance of 
ensuring the utmost transparency along 
our supply chain, in order to guarantee the 
quality of our Made in Italy products and 
to ensure the respect of environmental 
and social issues. This is why we carefully 
select and assess our suppliers, most of 
which have collaborated with us for a long 
time, in a climate of mutual trust.
§2.2 Investing in the artisans of tomorrow
§3.1 Artisanal maestria in San Mauro Pascoli 
§1.2 Resilient communication to meet the 
new onlife customers
§3.1 
Artisanal maestria in San Mauro 
Pascoli
§3.1 Artisanal maestria in San Mauro Pascoli
Remuneration and welfare
Employee health and safety
Diversity and equal opportunities
Talent attraction and retention
Maximising the welfare of our employees is 
one of our key goals. We have structured 
dedicated plans to ensure that our 
facilities are constantly motivating working 
environments. In the same vein, we also 
consider equal remuneration, regardless 
of gender and any kind of diversity, as 
E WXVEXIKMG JEGXSV XLEX FVMRKW WMKRMǾGERX
FIRIǾXWRSXSRP]JSVSYVTISTPIFYXEPWS
for the whole company.
Ensuring the health and safety of our 
employees constitutes the basis of our 
production process. In order to make our 
plant a 100% safe working environment, we 
always exceed the legal requirements, and 
invest in the training and development of 
our people.
Promoting equal opportunities to all our 
employees worldwide by ensuring gender 
equality is one of our main priorities. We 
believe in providing a safe and inclusive 
environment where everybody is free 
to express itself, without any form of 
discrimination.
We are convinced that the attraction and 
retention of the best talent constitutes the 
fuel of our economic development. As such, 
we collaborate with renowned stakeholders 
located in San Mauro Pascoli to attract and 
train the next generation of artisans.
§2.1 Promoting a safe workplace
§2.1 Promoting a safe workplace
§2.1 Promoting a safe workplace 
§2.2 Investing in the artisans of tomorrow 
MATERIAL TOPIC
SUSTAINABILITY PILLAR: HUMAN CAPITAL
SUSTAINABILITY PILLAR: LOCAL COMMUNITIES
OUR COMMITMENT
REPORT SECTION
Addressing climate change
SUSTAINABILITY PILLAR: ENERGY
37
36

;IǾVQP]FIPMIZIXLEXERIXLMGEPFYWMRIWWMW
a successful business. This is why we have 
VIHIǾRIH SYV MRXIVREP 'SHI SJ 'SRHYGXW
and management of corporate values.
We have a strong commitment with 
respect to national and international legal 
dispositions regarding eco-toxicological 
requirements for the raw materials we 
use in our production process, in order 
to guarantee the maximum safety for 
customers and the environment. This 
is why, in the reporting period, we have 
committed no legal breaches and have 
RSX VIGIMZIH ER] WERGXMSR SV ǾRI LEZMRK
usually exceeded mandatory norms.
A 
solid 
and 
sustainable 
economic 
performance is a necessary element to 
ensure our growth as well as the appropriate 
management of sustainability aspects. 
Therefore, we take care to maximise the 
economic value we generate, with the aim 
SJ FIRIǾXMRK FSXL SYV WLEVILSPHIVW ERH
the local community.
We devote the utmost attention to 
making sure that our raw materials and 
packaging are sustainably sourced, in 
order to guarantee the quality and safety 
of our products and to minimise our 
environmental and social impacts.
We 
are 
committed 
to 
deliver 
an 
outstanding customer experience focused 
on the creation of solid and long-lasting 
emotional bonds with our customers, who 
are the focus of our activities and our main 
stakeholders.
§1.1 Corporate governance and values
1.1 Corporate governance and values
§3.1 Artisanal maestria in San Mauro Pascoli 
§1.1 Ownership structure and economic 
value generated
§3.1 Artisanal maestria in San Mauro Pascoli 
§1.2 Resilient communication to meet the 
new onlife customers
MATERIAL TOPIC
OUR COMMITMENT
REPORT SECTION
Business Ethics
Legal compliance
Economic performance
Use of sustainable raw materials and 
packaging
Client satisfaction
BUSINESS RESPONSIBILITY AND ECONOMIC PERFORMANCE
FOR FURTHER DETAILS ON THE PROCESS 
FOR 
UPDATING 
THE 
MATERIALITY 
ANALYSIS, PLEASE REFER TO THE CHAPTER 
“METHODOLOGICAL NOTE”.
39
38

HUMAN CAPITAL
/02
Preserving the value of our people

SUSTAINABILITY POLICY
KEY COMMITMENTS OF THE POLICY
MAIN RESULTS
“Convinced that human capital represents an invaluable 
resource for the company, Sergio Rossi aims to offer a positive 
and stimulating work environment, to motivate all of its 
employees by developing their artisanal and managerial skills. 
Sergio Rossi also aims to ensure employees’ welfare, health 
and safety in excess of legislative requirements, intended to 
guarantee they benefit from a constructive and safe workplace 
that meets everyone’s needs.”
To secure health and safety of our employees by promoting a 
safe workplace.
To actively promote an inclusive environment 
To attract and retain the best talents ensuring a stimulating 
and innovative working environment.
To implement training activities aimed at developing and 
improving employees’ hard and soft skills.
Adopting all the preventive measures guarantees a safe 
workplace for artisans and technicians and the possibility of 
remote working for employees in San Mauro Pascoli and Milano 
oﬃces. 
- 284 employees in EMEA region as of 31 December 2021
 - 62% of our employees are women and  38% are men
- 93% of our employees hold permanent contracts
- 63% of our technicians and artisans have been with us for more 
than 10 years
62%
284
38%
EMPLOYEES IN EMEA REGION 
WOMEN
MEN
63%
93%
OUR TECHNICIANS AND ARTISANS 
WITH US FOR MORE THAN 10 YEARS
OF OUR EMPLOYEES HOLD 
PERMANENT CONTRACTS
LINK WITH SDGS
The Company's focus is on creating a positive work environment 
where employees can carry out their duties and activities safely. To 
maintain our corporate reputation and reach economic results, we are 
committed to enhancing the quality of employees’ working experience, 
proactively managing the health, safety and welfare aspects linked to 
the life of our people. 
During 2021 the highest priority remained the safety of 
our employees, our customers and communities across 
departments and regions. In San Mauro Pascoli, the Facility 
Function was responsible for monitoring activities and 
implementing a comprehensive set of health and safety actions 
with the aim to maximise the protection of our employees, 
always beyond standard requirements. 
As Covid-19 spread persisted throughout 2021, we continued 
to apply the strategic emergency rules established, updating 
them in accordance with the regulations set by the Italian 
government. In line with 2020, to combat the pandemic, the 
strategic role of our Facility team was further supported by 
a special crisis committee that included the HR function, a 
competent medical authority, a prevention and protection 
department officer, and a worker’s representative, and a trade 
union representative. 
Thanks to the digitalization of internal processes sped 
up by Covid during the previous year, in 2021 we had the 
opportunity to offer the possibility of remote working for 
employees of Milan and San Mauro Pascoli offices in case of 
need. For the whole of 2021, we carried on the implementation 
of several measures to ensure workplace safety, such as social 
distancing, temperature screening, distribution of protective 
masks, daily check of the green pass certificates and daily 
cleaning of buildings to minimise the risk of spreading the 
virus. IWn 2021 we were able to return to our “new normal” 
way of life: in fact, employees had the possibility to enjoy 
again shared informal breaks with colleagues and to have in-
person meeting safely. 
Thanks to the combination of several initiatives implemented, 
we succeeded in minimising Covid-19 infections in the 
workplace.
Besides the extraordinary Covid-related measures, we 
strengthened our ordinary safety programme along production 
processes by verifying the correct functioning of the aspiration 
system of powders and solvents within the San Mauro factory. 
No detection of malfunctioning (the monitoring programme 
started in 2017) resulted for 2021 and we continued to use 
the dispenser for personal protective equipment (PPE), to 
support inspections and increase awareness on the correct 
use of PPE (initiative started in 2018).
In line with previous years, three injuries occurred in 2021 
and none of them were classified as "high-consequence", 
since they did not result in an injury from which the worker 
could not expect to recover fully to pre-injury health status 
within 6 months. In addition, no fatalities were recorded in 
the reporting period [403-9].
2.1 PROMOTING A SAFE WORKPLACE
Employees
 
–
Total number of recordable work-related injuries
 
–
Of which high-consequence work-related injuries
 
–
Number of hours worked
 
–
Recordable work-related injuries rate
 
–
High-consequence work-related injuries rate
External workers
 
–
Total number of recordable work-related injuries
 
–
Of which high-consequence work-related injuries
 
–
Number of hours worked
 
–
Recordable work-related injuries rate
 
–
High-consequence work-related injuries rate
2020
2
0
398,772
5.0
-
2020
0
0
9,191 
0
0
2021
3
0
417,160
7.2
-
2021
0
0
12,015
0
0
WORK RELATED INJURIES [GRI 403-9]
2019
3
0
482,856
6.2
-
2019
0
0
0
-
-
PLEASE, NOTE THAT 2019 DATA REGARDING EXTERNAL WORKERS IS NOT AVAILABLE. FURTHERMORE, ALL DATA DO NOT INCLUDE 
COMMUTING INCIDENTS IF NOT ORGANISED BY THE ORGANISATION.
43
42

–
)QTPS]IIWIRXMXPIHXSFIRIǾXJVSQQEXIVRMX]PIEZI
 
–
)QTPS]IIWIRXMXPIHXSFIRIǾXJVSQTEXIVRMX]PIEZI
 
–
8SXEPIQTPS]IIWIRXMXPIHXSFIRIǾXJVSQTEVIRXEPPIEZI
 
–
2YQFIVSJIQTPS]IIW[LSLEZIFIRIǾXIHJVSQQEXIVRMX]PIEZI
 
–
2YQFIVSJIQTPS]IIW[LSLEZIFIRIǾXIHJVSQTEXIVRMX]PIEZI
 
–
8SXEPIQTPS]IIW[LSLEZIFIRIǾXIHJVSQTEVIRXEPPIEZI
 
–
3J[LMGLRYQFIVSJIQTPS]IIW[LSLEZIFIRIǾXIHEPWSJVSQE
ǿI\MFPIHMWXVMFYXMSRSJXLIZSPYRXEV]QEXIVRMX]PIEZI
 
–
3J[LMGLRYQFIVSJIQTPS]IIW[LSLEZIFIRIǾXIHEPWSJVSQE
ǿI\MFPIHMWXVMFYXMSRSJXLIZSPYRXEV]TEXIVRMX]PIEZI
 
–
3J[LMGL2YQFIVSJIQTPS]IIW[LSLEZIFIRIǾXIHEPWSJVSQ
EǿI\MFPIHMWXVMFYXMSRSJXLIZSPYRXEV]TEVIRXEPPIEZI
 
–
Of which: number of employees who returned after their 
maternity leave
 
–
Of which: number of employees who returned after their 
paternity leave
 
–
Of which: Number of employees who returned after their 
parental leave
 
–
Number of employees retained 12 months after returning to 
work following a period of maternity leave
 
–
Number of employees retained 12 months after returning to 
work following a period of paternity leave
 
–
Total employees retained 12 months after returning to work 
following a period of parental leave
2020
133
109
242
20
3
23
14
2
16
16
2
18
16
3
19
2021
119
107
226
24
7
31
22
5
27
16
4
20
16
7
23
PARENTAL LEAVE [GRI 401-3]
2019
150
117
267 
22
7
29
19
5
24
19
2
21
19
7
26
During 2021, we continued to provide our welfare solutions to 
senior and middle managers, by giving them the opportunity 
to convert the full amount of their bonus directly into welfare 
services (i.e. leisure activities, courses, sports, elderly care, 
supplementary pension), thus exempt from taxes. Furthermore, 
we maintained the programme that allows employees to choose 
whether to receive their "Production Bonus" in monetary 
contribution or welfare services, exempt from taxation as well.
The number of employees beneﬁtting parental leave grew slightly 
compared with 2020, increasing by 8 units with respect to the 
previous year (from 23 to 31 in 2021). In addition, to meet the 
needs of new parents, we continued to oﬀer a ﬂexible distribution 
of the voluntary maternity and paternity leave and, during 2021, 
it was enjoyed by 87% of those who beneﬁted from parental leave. 
Moreover, the majority of employees who ended their mandatory 
parental leave returned to work in 2021 [401-3].
In line with our corporate digitalisation strategy, in 2020 we adopted 
an HR management software that enables the HR Workﬂow to be 
integrated into one platform, signiﬁcantly reducing payments, 
presence, and travel procedures. Moreover, all employees in Italy 
have the possibility to access at their virtual page that displays 
all personal documents (such as payslip, attendance sheet, etc), 
corporate communications and memorandums, immediately 
categorised and archived. The platform is also available via web 
from desktop and mobile for the HR Department, the managers, 
and the employees.
As of 31 December 2021, we employed a total of 284 people, of 
which: 204 work in our corporate oﬃces and production site in 
San Mauro Pascoli (72%), divided in: 161 artisans and technicians 
and 43 employees; moreover, 41 work in our corporate oﬃces in 
Milan (14%); the remaining 39 employees (14%) work in our stores 
across the EMEA Retail Network. The slight decrease of the total 
number of employees with respect to the previous year (-3%) is 
principally due to retirement and annual turnover.  
In 2021, 93% of our employees held permanent contracts and 91% 
were employed on a full-time basis, in line with our commitment 
to create lasting relationships with our employees. In addition, as 
required by the respective country laws, almost all our employees 
(99%) are covered by collective bargaining agreements with the 
only exception of those employed in Germany, where is applied 
the national contract [102-41].
A comprehensive breakdown of our employees in terms of 
employment contract and type, geography, gender and age is 
provided in the tables below.
EMPLOYEE DISTRIBUTION AS 
OF 31 DECEMBER
San Mauro Pascoli
EMEA Retail Network
1MPER'SVTSVEXI3JǾGIW
Technicians & Artisans
'SVTSVEXI3JǾGIW
72%
14%
57%
 14%
15%
45
44

EMPLOYEES BY CONTRACT TYPE AND GENDER
GR1 102-8
2019
2020
2021
full time contract
part time contract
WOMEN
MEN
full time contract
part time contract
total employees
158
107
2
26
293
174
113
4
27
318
156
103
4
21
284
EMPLOYEES BY CONTRACT TYPE AND REGION
GR1 102-8
2019
2020
2021
permanent contract
temporary contract
ITALY
REST OF EUROPE
permanent contract
temporary contract
total employees
268
8
293
278
13+9
18
318
13+4
259
18
284
4+3
EMPLOYEES BY CONTRACT TYPE AND GENDER
GR1 102-8
2019
2020
2021
permanent contract
temporary contract
WOMEN
MEN
permanent contract
temporary contract
total employees
175
106
3
9
293
179
112
5
22
318
162
101
6
15
284
4+1
EMPLOYEES BY OTHER CONTRACT TYPE
GR1 102-8
EMPLOYEES BY AGE 
GRI 102-8
2019
2019
2020
2020
2021
2021
interns
agency workers
WOMEN
MEN
interns
agency workers
total workforce
< 30 years
 30< x <50
>50 years
323
2+0
296
2+0
286
0+1
0
33
189
71
49
200
69
293
178
75
284
318
31
47
46

23.0%
6.9%
NEW HIRES RATE
GRI 401-1
2019
2020
2021
NEW EMPLOYEES HIRES BY GENDER AND AGE
GRI 401-1
2019
2020
2021
2019
2020
2021
WOMEN
MEN
< 30 years
 30< x <50
>50 years
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
42
44
46
48
48
50
9
32
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
42
44
46
48
48
50
13
28
38
16
15.0%
TERMINATIONS BY GENDER AND AGE
GRI 401-1
2019
2020
2021
2019
2020
2021
AGE CLUSTER
THE TURNOVER RATE ROSE SLIGHTLY IN 2021, SHIFTING FROM 14.8% IN 2020 TO 18.1% IN 2021 [401-1], MOSTLY RELATING TO THE 
TYPICAL TURNOVER THAT CHARACTERISES THE RETAIL SECTOR AND THE CIRCUMSTANCES DUE TO THE PANDEMIC WHICH IN 2021 
RECORDED MANY WORLDWIDE VOLUNTARY TERMINATIONS. THANKS TO SPECIFIC TRAINING AND FOCUS FOR IMPROVING SKILLSAND 
KNOWLEDGE OF OUR EMPLOYEES, WE MANAGED THE UNCOVERED POSITIONS BY PROMOTING AND ENCOURAGING INTERNAL MOBILITY 
AND COLLABORATIONS BETWEEN DIFFERENT DEPARTMENTS.
< 30 years
 30< x <50
>50 years
WOMEN
MEN
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
42
44
46
48
48
50
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
40
42
44
46
48
48
50
27
30
17
18
30
35
PLEASE, NOTE THAT THE 
2019 TURNOVER RATE HAS 
BEEN REVISED WITH RESPECT 
TO THE 2019 SUSTAINABILITY 
REPORT.
TURNOVER RATE
GRI 401-1
2019
2020
18.8%
14.8%
2021
18.1%
49
48

Sergio Rossi believes in ensuring to all its employees and 
candidates an equal treatment and no diﬀerences in the 
workplaces. As stated in our Code of Conduct, we forbid any 
form of discrimination related to gender, age, race, state of 
health, religion, political opinion, origin territory, social or 
personal status: in fact, we can proudly aﬃrm that no cases of 
discrimination have been recorded in the past three years [GRI 
406-1]. As part of our company culture, we also strongly believe 
in the value of diversity and therefore we encourage the presence 
of diverse cultures and experiences among our people with the 
Promoting diversity and ensuring 
equal opportunities
aim of ensuring a workplace where everyone is appreciated and 
valuated for its personal and distinctive traits.   
In addition, a strong female presence characterises the 
composition of our organisation: women constitute 62% of the 
overall employees and are equally represented among executives. 
A fairly distributed gender presence can be observed as well in 
the Board of Directors, where women represent 40% of the total 
number of members, among which Ms. Yun Cheng covers the 
highest role. 
0
20
40
60
80
100
120
140
160
180
200
2019
2020
2021
executives
managers
white collars
blue collars
WOMEN
MEN
executives
managers
white collars
blue collars
EMPLOYEES BY GENDER AND EMPLOYEE CATEGORY
GRI 405 — 1
2019
2020
0
0
2021
BOARD OF DIRECTORS BY AGE 
GRI 405 — 1
EMPLOYEES BY AGE GROUP AND EMPLOYEE CATEGORY
GRI 405 — 1
Executives
Managers
White Collars
Blue Collars
Executives
Managers
White Collars
Blue Collars
Executives
Managers
White Collars
Blue Collars
0
20
40
60
80
10
0
120
140
< 30 years
 30< x <50
>50 years
< 30 years
 30< x <50
>50 years
2
4
6
8
10
12
5
5
5
2
4
6
8
10
12
2
2019
2020
2021
2019
2020
2021
WOMEN
MEN
51
50

Sergio Rossi success is due to the contribution of the women and men 
who work in the company. Therefore, we are committed to enhancing 
our employees, supporting them in terms of professional and personal 
development to ensure an inclusive and stimulating workplace. In fact, 
we constantly strive to cultivate our corporate culture based on the 
concept of employee empowerment and growth.
In 2021, since the pandemic was still aﬀecting the whole world 
extending the period of uncertainty, we worked on improving 
our corporate structure. In line with the activities undertaken in 
the previous year, we continued to boost the review of internal 
functions and channelling employees in strategic areas with the 
purpose of increasing and reﬁning their artisanal know-how and 
technical skills.
At Sergio Rossi, we attribute a great importance to personal and 
technical competences, supporting our employees in increasing 
and advancing their knowledge. We are extremely proud of the 
know-how of our artisans, which characterises our exceptional 
2.2 INVESTING IN THE ARTISANS OF TOMORROW 
products and carries on the Italian handcraftsmanship. To 
retain the highest level of excellence reached by our artisans, we 
constantly invest in the development of talents by strengthening 
our partnership with one of the most renowned professional 
shoemaking school in Italy, the CERCAL, International 
Footwear School and Research centre. Our bond with this 
prestigious Italian shoemaking school goes well beyond a simple 
collaboration. Investing in future generations of shoemakers 
and in local communities has always been our priority. For this 
reason, in 2020, our CEO was elected President of the school, 
following the footsteps of Mr Sergio Rossi held the position for 
11 years.
As per 2020, we renovated the collaboration with Cercal, the 
research centre and international footwear school that trains 
professionals in the world of footwear, leather goods, and 
fashion. Considering the positive partnership of the past years, 
also in 2021 we oﬀered the opportunity to some students of 
having a work experience in our manufacturing plant. Indeed, 
we were able to oﬀer a 120 hours internship to two students 
belonging to protected categories (lgs. 68/99). 
Moreover, in San Mauro Pascoli factory we also oﬀered the 
opportunity to take part in a working experience to two 
brilliant students of the course “Technician for the design and 
manufacture of products in the footwear supply chain”. Both 
internships lasted more than 250 hours each: the ﬁrst student 
had the opportunity to spend the period in the Customer Service 
Department, handling orders, complaints and shipments and 
managing production orders, while the other had the possibility 
to follow the entire process of creating shoes prototypes. Both 
of them worked alongside our expert technicians and artisans to 
understand and learn the “art of doing”. 
In addition, a student of the “Shoes Design” course had the 
opportunity to participate in an internship of more than 270 
hours, during which had the possibility to gain new skills and 
put its knowledge into action. During the experience he had the 
chance to develop and realize its own design of ﬁve pair of sample 
footwears that later walked the runway in Milan at the Fashion 
Graduate Italia 2021 - Cercal Fashion Show. Furthermore, the 
talented student took part and won “A talent for the shoe” (“Un 
talento per la scarpa”), an international competition promoted 
by Cercal for young designers. We are extremely glad the young 
talent had the great opportunity to spent time in our Magic 
Kingdom, next to our expert, gaining and learning the Italian 
handcraftsmanship, recognised worldwide.
Collaboration with Cercal
In the summer of 2021, we held a sustainability workshop that 
was delivered to  19 students of the "Technician for the design 
and manufacture of products in the footwear supply chain" 
course. This is part of the higher technical education and 
training course (IFTS) organised by Cercal, in collaboration 
with the “Marie Curie” Higher Education Institute, the Higher 
Institute for Artistic Industries (ISIA) and the Department of 
Architecture of the Alma Mater University of Bologna. 
During the seminar we addressed a selection of the most 
relevant environmental issues for the sector, such as climate 
change, impacts on communities and employment, and the 
procurement of materials. Moreover, the lecture provided an 
overview on the Sustainable Development Goals of United 
Nation, the Sustainability Report and the main regulatory 
evolutions. 
The seminar took place in the company and included a visit of 
the factory and the archive. In fact, since summer 2021 we have 
been allowed again to host students and guests in our place. 
Sustainability workshop for youth
53
52

EMPLOYEES POPULATION (TECHNICIANS AND ARTISANS)
IN TERMS OF TOTAL RETENTION YEARS (%)
0—10
10—15
15—20
20—25
25—30
>30
MEN
0—10
10—15
15—20
20—25
25—30
>30
WOMEN
To attract the best talent worldwide, in 2021 we maintained 
our global referral programme, which enables employees to 
inform the recruiting team of potential candidates for current 
and future job openings, since we aim to attract the best talent 
and engage our employees’ network. If a referred person is hired 
and successfully completes a probation period of 6 months, the 
0
20
30
10
40
50
60
70
80
90
100
referring employee is entitled to receive an economic bonus, 
which is proportional to the rank of the newly hired person. 
Our ability to create a positive environment and to retain highly 
skilled workers has been conﬁrmed in 2021, with a 63% of people 
who worked with us for more than 10 years.
We believe in our women and men and, for this reason, we aim 
to constantly improve their skills, competences, and knowledge 
by providing the necessary support to improve and upgrade the 
talent of each employee. 
Thanks to the digitalization process boosted by the pandemic, 
a major part of the training programmes was available online 
to ensure all the employee the possibility to participate safely. 
When the conditions allowed safe in-presence course, we also 
committed to organising training in our San Mauro Pascoli 
factory and Milano oﬃce. 
Training Programme
Sergio Rossi aims to develop everyone's professional and 
personal skills through standard and speciﬁc training 
programmes. For new hires at Sergio Rossi we provide a warm 
welcome into our world with a presentation of the brand history 
and a full immersion into the uniqueness of our production site 
in San Mauro Pascoli. Furthermore, new hires receive standard 
training related to the business programme's requirements 
and our corporate values and policies, which enable us to 
comply with our legal duties. Moreover, our Code of Business 
Conduct is included among the training package to spread 
the knowledge of our corporate principles: it consists of the 
conduct our employees are required to maintain when exposed 
to potential conﬂicts of interest, bribery and corruption or gifts. 
Furthermore, the new hire programme includes our internal 
policies, representing another key part of the standard training, 
and a speciﬁc training programme tailored to each role within 
the company. 
Furthermore, both the Headquarters and Corporate Oﬃces 
receive ongoing training programmes through the partnership 
of various training associations (i.e. Formazione Fondimpresa). 
In 2021 we concluded some courses started in 2020 and, when 
possible, we aimed at conducting them in-person. For instance, 
we completed the training concerning computer’s programmes, 
production time and methods in the stitching department and 
the one-to-one English course. 
In addition, in 2021 the Human Resources Department 
organised speciﬁc courses to improve safety of internal 
processes, professional competences as well as speciﬁc 
competences for the logistic department. Through our courses, 
we increased the awareness of employee on manual handling 
of loads: in particular, 23 employees were trained on speciﬁc 
techniques in order to reduce and avoid injuries. Moreover, 
with the support of a psychotherapist, we organised a training 
focused on enhancing professional competencies and personal 
development; the course was attended by four new-hired 
employees and was comprised of group activities as well as 
individual sessions of 4 hours focused on the assessment of 
personal skills and potential area for improvement. Indeed, 
we want to support our human capital not only by organising 
courses aimed at improving hard skills but also to increase their 
soft skills, providing all the necessary tools to perform at their 
best. Concerning the changes recorded in the logistic area (see 
chap. 3 for more details), a dedicated course was organised on 
the new logistic ﬂow, that included the introduction of a new 
internal organisation and the implementation of innovative 
technologies.  For the ﬁrst part of the course, two employees 
attended around 25 hours of training while the second part 
involved four people for around 80 hours each. 
Even though in 2021 the total number of training hours provided 
narrowly decreased (2,033 in 2020 to 1,937 in 2021), we 
maintained our eﬀorts in providing the highest level of digital 
training to our employees. Alongside our traditional training 
initiatives, digital adoption soared during the pandemic. Thanks 
to the improvement of our digital channels carried out in recent 
years, our retail employees had the opportunity to receive 
virtual training during the pandemic in order to be able to 
successfully operate in a remote environment and engage with 
their new customer’s need. 
Our corporate training
55
54

Beside a full set of courses for our employees operating in 
SMP and Milan oﬃces, in 2021, we also carried on the training 
activities for our worldwide retail network. The training has an 
intense programme focused on retail excellence since it aims to 
turn the shopping experience into a customer-tailored moment 
to spread harmonious habits and enhance sales competencies 
among our teams across all regions. srAcademy had, as its 
main goal, to assure a customer-centred approach and focus on 
personalised service, increasing proactivity and raising passion 
for our brand through the knowledge of products. The ambition 
of the srAcademy is twofold: following a "glocal" approach aimed 
at training and coaching the store staﬀ all around the world to 
create coherence between production, product, and sales.
On the other hand, it aims to proactively communicate and adapt 
to diﬀerent requests and situations to build up a commercial 
mindset for an even more tailored service to customers. 
Through this programme, sales teams receive speciﬁc training 
courses dedicated to craftsmanship and quality of materials 
as well as additional sessions highlighting the features of the 
communication and marketing activities in line with our digital 
strategy. Together with ordinary training and coaching activities 
for retail staﬀ across our retail network, srAcademy engages our 
sales and wholesales teams worldwide through a deeper digital 
Our Retail programme: 
srAcademy
interaction thanks to a brand-new eLearning platform called 
srWorld. Translated into three languages (English, Chinese, 
Japanese), the platform includes access to a retail roadmap, 
which supports inductions as well as exercises, videos and 
contents of our programme srAcademy. Sr World has been 
enriched with new contents to maintain enthusiasm amongst 
retail teams when forced to stay home during health crises. 
Furthermore, the creation of a community channel enabled 
people to keep in touch and share novelties about the brand. 
Despite the pandemic having signiﬁcantly aﬀected store traﬃc 
and the travelling of area managers, SrAcademy maintained its 
training programme to assist wholesale customers in improving 
their sales performances. Regarding training hours to employees 
in the stores, in 2021, 1333 hours of training were provided. Out 
of these, health and safety, soft skills and technical training 
were equally represented (respectively 33%, 30% and 35% in 
2021). Lastly, the remaining 2% of training hours was focused 
on e-learning. 
Overall, in 2021 we organised 1,937 hours of training and most 
of the courses were attended online principally due to the 
diﬃculties created by the Covid-19 emergency. Thus, the per 
capita training hours provided remains similar to those provided 
the previous year (6.9 hours in 2020, 6.8 in 2021) [404-1]. 
TOTAL NUMBER OF HOURS OF TRAINING
GRI 404-1
AVERAGE HOURS OF TRAINING BY EMPLOYEE CATEGORY
GRI 404-1
2019
3,
2,
1,
2020
2021
2019
2020
2021
AVERAGE HOURS OF TRAINING BY GENDER
GRI 404-1
2019
2020
2021
women
men
group
executives
managers
white Collars
blue Collars
group
6,1
8,4
6,9
12,2
12,7
12,4
5,7
8,7
6,8
5,3
10,2
8,3
5,3
6,9
16,5
0
6,8
5,8
6,8
32,2
21,2
16,2
4,5
12,4
941
033
937
57
56

LOCAL COMMUNITIES /03
Fostering local districts

SUSTAINABILITY POLICY
KEY COMMITMENTS OF THE POLICY
MAIN RESULTS
“Sergio Rossi is highly committed to promoting the growth, 
cultural development and welfare of the San Mauro Pascoli 
territory, where it concentrates its business activity, by 
involving the population and local stakeholders in the creation 
of new opportunities and initiatives based on local needs and 
expectations.”
To preserve the know-how of local shoe craftmanship
To contribute to enhancing the quality of living and the socio-
economic development of local communities where the company 
operates.
To implement philanthropic activities in line with Company’s 
values and objectives.
- 22% of our suppliers are located in the Emilia-Romagna region
- 1,000 pairs daily production capacity
- 95% of our suppliers are Italian 
- 70 years of history of the brand 
LINK WITH SDGS
95%
OF OUR SUPPLIERS
ARE ITALIAN
70  
YEARS OF HISTORY OF 
THE BRAND
22%
OF OUR SUPPLIERS ARE LOCATED 
IN EMILIA-ROMAGNA, MOSTLY
IN THE LOCAL DISTRICT
1,000
PAIRS DAILY PRODUCTION 
CAPACITY
OVER
The craft of shoemaking has been tied with the concept of 
Made in Italy since the early twentieth century. Italian artisan's 
ability to combine beauty and functionality in everyday 
products is a distinguishing quality of their work. Their ability 
has been displayed through the fact that they have always put 
their creativity at the service of customers with the true goal 
of creating works of art that will set their owners apart from 
the crowd. Sergio Rossi has fully internalized this unrivalled 
"maestria" since its inception.  Famously, our founder used to say 
that “the comfort of a shoe comes from its shape. I maybe made 
3.1 ARTISANAL MAESTRIA IN SAN MAURO PASCOLI
The highest quality products 
from the best artisans
ARTISAN AT WORK
no more than ten and they are what I cherish the most. Each 
shape is a part of me”, emphasizing his devotion to the purest 
form of artistic expression. Today, we still feel a responsibility to 
not just maintain the craft of shoemaking alive, but also to use it 
to help the community and the region in which we operate. Mr 
Sergio Rossi's vision is still alive thanks to the presence of over 
160 artisans and technicians in San Mauro Pascoli who make 
our Company an international example of excellence, using 
their skills and know-how to create one-of-a-kind masterpieces 
on a daily basis. 
61
60

At Sergio Rossi, we can carry out projects from the designer's 
sketch to the realization of the ﬁnished product within the factory, 
our Magic Kingdom, undergoing all phases of development. The 
plant includes a factory with 2 production lines and 2 warehouses, 
storing bottoms, leather and accessories, as well as a prototype 
department and an 11,700-square-metre logistic hub capable of 
shipping up to 5,000 pairs of shoes every day around the world.
The factory is vertically integrated in all stages of 
manufacturing, from prototyping to engineering and all 
WTIGMǾGWXEKIWSJTVSHYGXMSRJVSQGYXXMRKXSǾRMWLMRK
(for more information, please refer to the “Production 
Steps" box). The plant has a daily production capability 
of roughly 1,000 pairs, with nearly 200 models and over 
1,800 SKUs available for each collection.
Decades of accumulated know-how combined with a focus on 
constant innovation are considered one of the distinctive points of 
excellence of the “Made in San Mauro Pascoli” tradition.
The Magic Kingdom: 
the heart of our commitment
SERGIO ROSSI PLANT
Hence, the advancement of our manufacturing processes is driven 
by the introduction of young, skilled artisans as permanent staﬀ. 
Therefore, we developed specialised training for young workers 
in industrial and technical ﬁelds. This commitment is bolstered 
by our partnership with CERCAL, which ensures a consistent 
generational turnover (for more details, see §2.2). In addition, in 
2021, we continued our job rotation programme between various 
production functions and "training on the job" activities devoted 
to teaching the operation of speciﬁc machinery and equipment. 
In this way our technicians and artisans, besides improving their 
technical abilities, can gain a comprehensive and interconnected 
vision of all phases of the engineering process. 
In order to maintain the highest levels of performance we 
periodically control our machines and verify their compliance with 
health and safety measures as to guarantee a safe workplace to our 
employees. Moreover, with the aim to renovate our commitment 
to sustainability by reducing our environmental impacts, we 
continued to look for cutting-edge equipment and methodologies. 
This process is based on automated 
cutting machines, hollow cutters as 
well as highly-skilled cutters, able 
to perform this operation manually, 
as their experience enables them to 
extract the best from a leather piece. 
Therefore, all prototype samples and 
special pairs are always cut manually.
All the upper parts coming from the 
previous cutting phase are sewn 
together thanks to the expertise of 
hand-sewing operators. Often, at 
XLMW TSMRX WTIGMǾG EGGIWWSVMIW WYGL
as buckles, stones or embroideries, 
depending on the characteristics of 
each model, are inserted.
The lasting phase comprises a series of 
operations leading to the assembling of 
the upper and the other components, 
such as the sole and the heel. Our 
artisans’ precision and ability to adapt 
their manual work depending on the 
WTIGMǾGMXMIWSJIEGLQSHIPEHHJYVXLIV
ZEPYIXSXLIǾREPTVSHYGX
Representing the end of the production 
process, this phase comprises all 
the polishing, waxing and retouching 
activities. Our dedicated team is 
entrusted with implementing these 
ǾREP WXITW FIJSVI TPEGMRK XLI ǾREP
product in its package.
PRODUCTION STEPS
CUTTING
SEAMING
LASTING
FINISHING
63
62

In 2021, we have launched an internal project to replace solvent-
based glues with water-based glues, which have less impact on 
the environment as they do contain less chemicals and hazardous 
substances. The project started with a feasibility analysis carried 
out in 2020 and continued in 2021, when we established and 
conducted several tests to gradually replace the solvent-based glue 
type where possible.
Given our commitment to the Made in Italy identity and the high-
quality standards of our products, we launched a Quality Project 
in 2016 to formalise, consolidate, and reform the methods and 
operations that contribute to our everyday shoemaking activities. 
To match the organisations with our quality and value objectives, 
we mapped over 120 phases required to produce the ﬁnal product. 
In addition, we have clearly speciﬁed the objectives, procedures 
and instruments required to conduct periodic quality checks on the 
raw materials, components and semi-ﬁnished products we receive 
from our suppliers, as well as on our ﬁnished goods. This long-term 
project has been implemented owing to the active participation 
of all the people who work with enthusiasm and daily attention to 
details, reﬂecting our brand's essential strength.
Continuous monitoring of the environmental impacts of our 
products is an integral part of our commitment to sustainability. 
As a good production practice, inventory leftovers from past 
collections are largely used for special productions to minimise 
their footprint. This allows for a partial reduction of the overall 
production waste and the adoption of a circular approach, giving a 
second life to leftovers rather than their disposal.
Customer satisfaction is such at the centre of our strategy that the 
brand potentiated the after sale repairing service, a solution that 
has acquired an increasing deep appreciation by our customers. 
The option, in fact, enables customers to ask for a replacement of a 
shoe component such as heel, strass, tags, and laces if accidentally 
damaged with a correct use of the product. The fulﬁlment of said 
requests is made by our artisans, who can restore the timeless 
elegance and charm of our creations, thanks to their expertise 
and traditional craftsmanship. Thereby, the aftersales service 
provides customers’ defective shoes with a new life, and it 
endlessly guarantees the quality standards and typical comfort of 
Sergio Rossi, while extending the product lifecycle and performing 
upcycling activities. In 2021, we handled 193 after-sale inquiries 
from consumers wishing to have their models restored through a 
repairing or an at-home-delivery of a shoe spare parts.
IMPROVING MANUFACTURING 
EFFICIENCY
To better meet the market demand and successfully 
QEREKIEKVIEXIVMRGVIEWIMRǿI\MFMPMX]IRGSYRXIVIH
in the last two years, in 2021 Sergio Rossi Factory 
went through a big transformational change in its 
manufacturing and logistic model: from Make-
to-order (MTO) to Make-to-stock (MTS). The new 
evolved model allows to launch orders by production 
7/9 [MXLSYX ER] WTIGMǾG PMRO XS XLI GPMIRX SVHIVW
XLMWQIERWXLEXXLIPSKMWXMGLEWXLIǾREPHIGMWMSRSR
which channel and/or customer will have business 
priority for the delivery and it can be taken with a 
KVIEXǿI\MFMPMX]MRXIVQWSJXMQI
%QSRKQER]FIRIǾXWVIWYPXMRKJVSQXLMWW[MXGL[I
LEZIMHIRXMǾIHXLIXLVIIQSWXWMKRMǾGERXSRIW
 VIEGX TVSQTXP] ERH ǿI\MFP] XS FSXL TSWMXMZI ERH
negative local sales factors;
- improve the level of service for top-performing 
channels and consumers (shorter lead time, greater 
SVHIVJYPǾPQIRXVEXIW
- minimise the average inventory level and optimise 
the working capital.
To ensure a positive outcome of the project, we 
LEZIMRGVIEWIHQERYJEGXYVMRKIJǾGMIRG]ERHUYEPMX]
by raising batch dimensions and, simultaneously, 
reducing machine setups and changes. Our logistic 
partners have contributed to the realisation of this 
project by increasing intelligent and sustainable 
solutions for their services (e.g. handling deliveries 
with electric trucks or fuel cell hybrid electric 
vehicles, guaranteeing low-emission transport).
NOTE: REFERRING TO THE CUTTING AND SEAMING PHASE WE RELY ON OUR INTERNAL PRODUCTION CAPACITY AND ON EXTERNAL 
SPECIALIST SUPPLIERS, WHICH ARE CONSTANTLY MONITORED IN TERMS OF QUALITY
65
64

NOTE: THE DATA ARE ASSESSED 
IN TERMS OF ECONOMIC VALUE 
OF THE PURCHASED MATERIALS 
AND SERVICES AND COVERS 
THE ENTIRE PROCUREMENT 
BUDGET RELATED TO THE 
PRODUCTION PROCESS. 
THE “LOCAL” CATEGORY 
COMPRISES SUPPLIERS BASED 
IN THE EMILIA-ROMAGNA 
REGION (ITALY) AND IN SAN 
MARINO, THEN FURTHER 
SUBDIVIDED INTO THE FORLÌ-
CESENA PROVINCE (“VERY 
LOCAL”), LOCATED IN THE 
EMILIA-ROMAGNA REGION 
AND CHARACTERISED BY THE 
SIGNIFICANT PROXIMITY TO 
THE SAN MAURO FACTORY AND 
THE REST OF THE REGION; 
THE “ITALY” CATEGORY 
COMPRISES THE MARCHE, 
VENETO, LOMBARDY, ABRUZZO, 
PIEMONTE, PUGLIA, CAMPANIA 
AND TUSCANY REGIONS; WHILE 
THE “EUROPE” CATEGORY 
COMPRISES ALBANIAN, SPANISH 
AND SERBIAN SUPPLIERS.
73%
21%
6%
73%
PROPORTION OF SPENDING ON SUPPLIERS
GRI 204-1
Europe
Rest of Italy
Local Suppliers
Forlì - Cesena Province
Emilia Romagna
22%
5%
4%
18%
We are devoted to improving the quality of life and socioeconomic 
growth of local communities by minimising the social and 
environmental repercussions of shoe manufacturing. Therefore, 
it is essential to improve our governance on supply chain in 
order to ensure the observance of proper quality standards by 
strengthening collaboration with our local partners.
During the development of a new collection, Sergio Rossi's 
Supply Chain function coordinates with the Research & Style 
function as to establish the range of raw materials and semi-
ﬁnished components required to manufacture, on an industrial 
scale, the models comprising the new collection. Given the 
high quality and dependability we expect from all our business 
partners, the selection of new suppliers may be a lengthy and 
delicate procedure. 
In addition, the Supply Chain function is responsible for the 
eﬃciency and accuracy of the supplier selection, monitoring 
and control phases, as well as inbound and outbound logistics 
processes. The function interacts closely with the logistics and 
purchasing oﬃces, which are responsible for each task involved 
in the selection and shipment of raw materials, accessories, 
semi-ﬁnished products and ﬁnished goods. Given the strategic 
importance of suppliers, we have implemented a system to assure 
their proper selection and monitoring in order to maintain 
consistent standards of quality. Partner’s visits are constantly 
scheduled so to maintain an open dialogue and a constant 
monitoring of the productive progress.
The Buying Oﬃce's supplier search is sealed by the signing of 
our supply agreements, which contain a range of ethical and 
environmental clauses that must be agreed to form a business 
partnership. In addition, we require our suppliers to comply 
with our Restricted Substances List (RSL) (please refer to §"Our 
eﬀorts to guarantee customer health and safety), which contains 
all the speciﬁc limitations on the use of chemicals that suppliers 
must adhere to before we can accept their products into our 
warehouses. We rely on a consolidated network of raw material 
suppliers that have been carefully evaluated over the past few 
years: the evaluation takes into consideration three variables, 
The importance of sourcing
Quality, Cost and Eﬀectiveness. The process is continually 
reviewed.
We are proud to highlight the fact that the leather and 
components of Sergio Rossi shoes are sourced from Italian 
WYTTPMIVW 0IEXLIV MW XLI QSWX WMKRMǾGERX QEXIVMEP SJ SYV
manufacture, not only in terms of quantity and value, but also 
FIGEYWIMXHIǾRIWXLIWX]PISJ7IVKMS6SWWMWJSSX[IEV%WE
result, we rely exclusively on Italian tanneries for our leather 
needs. Most of them are working day by day to increase 
the degree of control over transparency and traceability 
XLVSYKL XLI EHSTXMSR SJ WIZIVEP -')' GIVXMǾGEXMSRW XS
give concrete support to the brands that want to promote 
products of excellence.
We are also glad to declare that leather procured to produce 
outsoles has been certiﬁed by the Leather Working Group, 
a non-proﬁt organisation responsible for one of the world's 
most prestigious environmental certiﬁcations for the leather 
manufacturing industry. This certiﬁcation programme aims 
to reduce the environmental eﬀect of the leather industry by 
evaluating and certifying leather producers. 
The strong collaboration with our suppliers of raw materials 
and semi-ﬁnished goods has been made possible in part by our 
commitment to maintaining and strengthening our relationships 
with local and historic suppliers, while simultaneously 
expanding our network in the pursuit of transparent, eﬃcient 
and dependable partners who share our values. In addition, we 
rely heavily on the uniqueness and strength of the Forlì and 
Cesena district, which is home to over 200 small businesses and 
3,000 people that produce footwear for the world's ﬁnest brands. 
These local suppliers account for more than 22% of our total 
procurement volume, and 95% of our purchase of raw materials, 
products, and services comes from Italian suppliers, with the 
remaining 5% from suppliers located around Europe. Moreover, 
the purchase of raw materials from local suppliers (Emilia-
Romagna and San Marino) has increased by 4,5% compared to 
2019 [102-9; 204-1].
67

RAW MATERIALS AND PACKAGING BY WEIGHT [TONS]
GRI 301-1
CATEGORY
Production-related
Ancillary materials
Packaging
Total 
TYPE MATERIAL 
Leather 
Fabric
Plateaus
Insoles 
Outsoles 
Heels and Top Heels
Glues
Solvents 
Quality Labels
Box Labels
Labels 
Boxes 
Shopping Bags 
Tissue Paper For Packaging
Transport Packaging 
Dust Bags
2021
55.2
c
7.1
0.8
19.3
55.4
20.7
2.9
2.3
0.05
0.3
0.2
63.0
7.9
20.6
32.1
2.7
290.5
2020
41.8
c
4.3
0.5
16.0
41.2
15.5
2.2
1.6
0.1
0.4
0.1
49.1
6.2
15.6
31.0
2.0
227.7
2019 
76.1
3.6
1.0
25.2
66.6
25.6
2.8
1.4
0.01
0.6
0.2
70.8
12.1
17.3
39.5
2.6
345.4
THE DATA COMPRISED WITHIN THE TABLE REFER TO THE 
PRODUCTION ACTIVITIES CONDUCTED IN SAN MAURO PASCOLI. 
The Forest Stewardship Council (FSC) is a global, non-proﬁt, 
independent organisation that protects forests for future 
generations. The FSC establishes certiﬁcation criteria for 
forests and industries.
FSC certiﬁcation guarantees that products are derived from 
sustainably managed forests that give environmental, social, 
and economic advantages. The FSC certiﬁcation programme is 
a third-party, independent initiative. Globally, 17 independent 
certiﬁcation 
agencies 
conduct 
FSC 
inspections. 
These 
organisations are then accredited by ASI (Accreditation Service 
International). 
3YVTEGOEKMRKGIVXMǾIHF]*7'
Total procurement volumes in 2021 equalled 290.5 tonnes, 
recording an increase of about 30% with respect to 2020. 
The growth of the major part of the purchased materials is a 
direct consequence of the recovery of the production process, 
previously slowed down by the pandemic. However, for some 
items, such as the number of acquired labels, we recorded a 
downward trend with respect to the previous years: this can be 
explained by the presence of leftover stock in our warehouse 
[301-1]. Speciﬁcally, the number of raw materials used for 
production purposes decreased from 119.3 tonnes in 2020 to 
158.5. Overall, the weight of packaging procured, in line with 
production-related raw materials, increased by 21% compared 
to 2020 levels. To involve our customers in adopting a more 
conscious behaviour on consumption choices, we adopt FSC-
certiﬁed packaging materials, including boxes and shopping bags 
(see the box below).  
Sergio Rossi is devoted to the health and safety of its 
Sergio Sergio Rossi is devoted to the health and safety of 
its consumers. Our company has always been committed to 
monitoring the materials used in its production processes, in 
compliance with national and international laws mandating 
the observance of ecotoxicological standards. According to 
the REACH regulation, these rules are meant to restrict the 
use of forbidden chemical compounds and provide the highest 
level of consumer and environmental safety. As a result, Sergio 
Rossi has compiled an internal Restricted Substances List 
(RSL), which has been distributed to all of our raw material 
suppliers as an attachment to the supply agreement.
In addition, we have created an internal control plan with the 
objective of implementing chemical controls upon receipt 
of our raw materials. In this regard, our legal compliance is 
ensured by recognised chemical laboratories conducting tests 
on the raw materials we acquire. Each category of goods, such 
as leathers and textiles, has its own quality control plan with 
between 10 and 15 chemicals to be validated; in this regard, we 
managed to increase the number of chemical tests performed 
on materials in 2021 (from 85 in 2018 to 120 chemical tests 
in 2021). We also conduct mechanical testing, such as tensile 
and deformation tests, to evaluate the physical qualities of 
materials and their compliance with international standards 
before starting production activities. [416-1]
We strongly believe in tradition and innovation, authenticity 
and passion. Despite the recent challenging years tested our 
resilience, we are excited to display our SI Rossi line launched 
in 2021 that perfectly synthesizes our 360° shoe expertise as, 
for the first collection production, we kept all manufacturing’s 
step 100% made in San Mauro. Presented in September 2021 
at the Milano Fashion Week, SI ROSSI collection embodies 
our group’s values, as it takes its shape from our traditional 
roots, a manifesto of the know-how and craftsmanship of the 
historic footwear brand: indeed, it takes inspiration from an 
existing line of the 90s and the logo was itself recovered from 
the archive. Pls. see chapter 3.2 for further details.
Since the 1970s, when Sergio Rossi was considered a forerunner 
and one of the pioneers experimenting with the power of co-
branding through major collaborations with Versace, Krizia, 
Moschino, Dolce & Gabbana, and Alaia, production autonomy 
and an innate vocation for craftsmanship have been the 
brand's cornerstones. As in the previous year, also in 2021 we 
continued our practice of offering our manufacturing abilities 
and expertise to build footwear collections for numerous top 
luxury brands and co-branded capsules with multinational 
companies.
Despite 2021 lockdowns and restrictions, we maintain our 
motto “think heritage and play digital” with an improvement 
of the 3D project launched in 2020. The program primary 
objective was to familiarise with 3D technology to gain benefits 
such as significantly reducing the final number of samples 
produced, eliminate material and component waste, and 
accelerate time-to-market requests. We successfully presented 
the first virtual collection during the most challenging 2020’s 
lockdown, while in 2021 we digitalized further 20 samples of 
our timeless and iconic models such as SR1 and Cindy. We are 
eager to extend this technology and pursue further significant 
objectives in the future.
Our efforts to guarantee 
customer health and safety
Tradition and Innovation in San 
Mauro Pascoli
1   The REACH Regulation of the European Union (EC 1907/2006) has been adopted to improve the protection of human health and the environment 
from the risks that can be posed by chemicals, whilst enhancing the competitiveness of the EU chemicals industry. It also promotes alternative 
methods for the hazard assessment of substances in order to reduce the number of tests on animals.
69
68

3.2 CULTURAL AND PHILANTHROPIC ACTIVITIES
The history of Sergio Rossi is bound to the history of San 
Mauro Pascoli, a small village in Emilia Romagna known as the 
birthplace of Giovanni Pascoli, a poet and lover of nature and 
everyday life. After World War II, the territory found its vocation 
in the footwear industry. The success of cobblers travelling 
around villages and farms paved the way for transformation and 
gradual abandonment of traditional farming activities.
The village became a large crafts centre specialising in the 
manufacturing of sandals, at the time sold in small shops on 
the Riviera. This signalled the start of the ﬂourishing industry 
specialising in high fashion female footwear. Meanwhile, in the 
same district, small businesses specialising in semi-ﬁnished 
products - soles, heels and bottoms - and laboratories cutting 
uppers by hand and by machine opened and thrived. A true 
artisanal industry, asserting itself on the global market thanks 
to the quality of materials, manufacturing and original designs.
In 1958, Mir-Mar was established in San Mauro Pascoli. It was 
the ﬁrst industrial-size shoe factory. In the meantime, seaside 
towns nearby were in full swing. Amongst them, Rimini, which 
would subsequently be celebrated by Federico Fellini in his 
famous ﬁlm Amarcord. 
This is the context surrounding the start of Sergio Rossi’s 
adventure: following his father’s footsteps, a skilful shoemaker, 
he took over the business in 1951 and made the ﬁrst hand-made 
sandals. Thanks to Riccardo Sciutto’s vision, the brand was 
relaunched in 2016, marking a new path in keeping with the 
brand’s aesthetic identity. Through the Living Heritage project, 
its legacy is interpreted according to a contemporary perspective 
and fully represents the company’s pivotal theme.
The Living Heritage project, launched in 2017, aims to preserve 
and enhance the cultural heritage of the brand and the artisanal 
district in which we operate. The project is carried out through 
the creation of a physical historical archive and a digital platform, 
dedicated both to the history of the product and the image of 
the brand, aimed at providing designers with an extremely wide 
range of past models and sketches from which to take inspiration.
Since the launch of the Heritage Project, almost 6,000 historical 
models from all over the world have been collected and restored, 
representing the story of a creative genius: Sergio Rossi. In fact, 
since the company’s establishment, over 18,000 documents - 
drawings, lookbooks, advertising and editorial images - have been 
recovered and digitalised. Altogether, more than 4,200 models 
out of total 6,000 were restored, photographed, stored and 
catalogued.
We believe our rich heritage is the key to successfully pave the 
way for future generations, and the Living Heritage project was 
conceived with the aim of providing a storytelling capable of 
enhancing the uniqueness and history of our brand, collecting all 
the main elements of its distinctive DNA. 
Our roots: an authentic story of 
Italian craftmanship
Rediscovering the Essence of Sergio 
Rossi: The Living Heritage Project
71

Think Heritage, Play digital: 
Our Digital Platform
In line with our corporate strategy, the physical archive has been 
digitalised to better organise and promote the brand's memory 
and further increase its accessibility. Today, more than 22,000 
records are ready to be consulted through our digital systems, 
which are constantly updated thanks to a dedicated Heritage 
Team fully engaged with the project.  
The digital archive not only oﬀers advantages for archiving 
and consulting information but becomes a new way of telling 
the story of the brand. The platform currently allows for in-
depth researches capable of guiding users on new reading paths 
through unexpected relationships between images, documents, 
photographs, places, people, from the past but also from more 
recent and contemporary times, which continue to enrich and 
bring to life the story of Sergio Rossi. 
2017
640
350
18,000
BEGINNING OF THE 
PROJECT 
SQM DEDICATED TO OUR 
HISTORY 
DAYS FOR THE LAUNCH 
OF THE LIVING HERITAGE 
PROJECT 
DOCUMENTS AND IMAGES 
DIGITALIZED
4,200
RESTORED MODELS, 
PHOTOGRAPHED, 
STORED
AND CATALOGED
6,000
SHOES AND OTHER 
ACCESSORIES 
ARCHIVED IN SAN 
MAURO PASCOLI AS OF 
TODAY 
1,100
HISTORICAL
LASTS
70 
100 
YEARS OF
HISTORY
INSPIRATION MODELS 
FROM THE 40S
73
72

The exhibition space: a Living 
Heritage
In addition to the physical, historical archive and digital 
platform, the project also conceived an exhibition space 
that shows the story of Sergio Rossi for the ﬁrst time along 
a functional and emotional journey within the setting of the 
Magic Kingdom, our factory of wonders.
Situated in the manufacturing heartland of the company in San 
Mauro Pascoli, the exhibition space retraces the brand’s history, 
capturing its true essence and has been developed to guide 
the visitor through an immersive experience and to oﬀer an 
interpretation of the world and the style of Sergio Rossi. 
Through an exciting experience, the Living Heritage is taken 
to a place of limitless inspiration where the most emblematic 
creations are reborn in new and contemporary designs, while still 
being faithful to the historical legacy of Sergio Rossi.
Created by architect Marco Costanzi and strategically located 
within our Magic Kingdom, the exposition is divided into three 
diﬀerent moments, each characterised by a spatial and functional 
level. 
The ﬁrst step that welcomes the visitor is the “Gallery of 
Lasts”, where the brand’s history is reinterpreted through its 
distinguishing element: the last. Once passed through the gallery, 
the visitor enjoys the heart of the Archive, the so-called “Living 
Archive”, where part of the vintage collection is conserved, and 
the” Living Emotions” area, a magic path through which the 
diﬀerent souls of the brand come back to life. 
The “Living Archive” is mainly conceived as an area for 
consultation, research and work. Over 500 pairs of selected 
shoes spanning 70 years of history, as well as heels, embroideries, 
monographs and catalogues showing multiple links with the shoe, 
are stored in that area. In order to enhance the eﬀectiveness of this 
working area, the space has been organised into several product 
categories that narrate the Italian Maestria of our eponymous 
founder Sergio Rossi: from his debut with colourful wedges and 
sandals to mules, moccasins and pumps, ﬁrst witnesses of his 
collaborations with designers as Alaïa, Versace, Dolce & Gabbana, 
leading to the wall of our most iconic stretch boots, so loved by 
supermodels in the 90’s. 
Alongside the Living Archive is located the “Living Emotions” 
area: a part of the exhibition where the world of Sergio Rossi can 
be experienced through a strong visual and emotional impact by 
showing the most iconic models and themes that have always 
represented the various souls of SR women. A special section 
is dedicated to the brand’ rebirth: inspirations from the past 
are reinterpreted with a modern twist in our contemporary 
collections. The DNA of the brand is the starting point for every 
new collection. This is done through a constant dialogue between 
past and present, demonstrating how the archive is the genesis 
for the design and development of each collection. From the new 
beginning of the Company in 2016, with the 90’s model which 
inspired the ﬁrst sr1 collection, to all the several projects inspired 
by our rich heritage: the srMilano, the SERGIO collection, which 
label is a geometric re-edition of an archival logo dating back 
to the Seventies and our Sr Twenty, whose squared toe and low 
heel, celebrate the beginning of the century. In 2021 two exciting 
collections tributed our history: Grazie Sergio 2.0 and SI ROSSI.
ICONIC MODELS EXHIBITION
75
74

On the 3rd of April 2020, we were distraught by a dramatic news: 
our founder, Mr Sergio Rossi, the inspiring man who made our 
dream possible, sadly passed away. Despite the restrictions 
in the middle of lockdown, a new special project took place: 
GRAZIE Sergio, a collection of pieces of art dedicated to 
the memory of Sergio Rossi. Each model was accurately 
reproduced from the original one guarded in our Living 
Heritage Archive, including all small details. Considering the 
success of the collection, a special Grazie Sergio 2.0 collection 
was launched in 2021, giving customers the chance to choose 
on a wider range of materials and colours.
A true inspiration for all collections to come, to keep the spirit 
and vision of our founder alive, guiding the future growth of 
our brand and business.
GRAZIE Sergio 2.0
77
76

In 2021 we launched an exciting new project called SI ROSSI: 
a collection that pays tribute to our roots, a manifesto of the 
know-how and craftsmanship of the historic footwear brand, SI 
ROSSI is the statement of a confident and modern femininity. 
The logo itself was inspired by a historical piece coming from 
the archive thus revised in modern and ironic attitude: hyper 
high platforms and vibrant colours are the distinctive features 
typical of a 70s eclectic style, yet mixed to vivid 90’s clubbing 
vibes. SI ROSSI represents a new element in the long history 
of the brand which today takes a new step towards the future, 
looking at tomorrow with audacity and a light spirit. 
SI ROSSI
We are strongly committed to creating synergies with Italian 
trade associations that support the development of the 
industry and publish sectorial studies that are key to our 
business. As Sergio Rossi S.p.A., we are currently members 
of several trade associations, comprising Cercal, Altagamma, 
The National Chamber for Italian Fashion, Montenapoleone 
District and Sammauroindustria, and we participate in their 
associative regular meetings [102-12; 102-13].
Trade associations 
79
78

As it is believed that there are multiple similarities between 
a Sergio Rossi product and art, it was decided to create 
a contemporary art museum, where fashion and artistic 
production coexist in the Sergio Rossi factory in San Mauro 
Pascoli. The project aims to initiate, together with the artist, 
an exchange of experiences by developing a work of art born 
and raised in the factory, to enhance the history of the brand 
through research and support for contemporary artistic 
productions.
The first three works of art installed in 2018 in San Mauro 
Pascoli were selected to mark the beginning of an exhibition 
path in the factory, thus setting up a dialogue with the history of 
the brand, the nature of the place and its territory. Therefore, 
we chose Italian artists who serve to make the factory a more 
accessible space. 
Art in the factory 
The telephone number of the company written by the CEO 
Riccardo Sciutto is called “Portraits”. Made of blown glass in 
Milan, the work has an immediate visual impact as it is 4 metres 
long and it is also visible from the outside, evocating the emotional 
and human-centred approach of a brand.
SIGNATURE
Vedovamazzei 
Neon light 
cm 400x49.8
81

A delicate and elegant sail of 2 metres in diameter, installed in the 
highest part of the entrance to Sergio Rossi’s hall, just like a sail of 
an ancient boat. This work was created using leather and model 
patterns coming from our past collections. Favini, in fact, spent a 
week together with our artisans choosing materials and patterns 
gathered from both the archive and from the living memories of the 
workers. In so doing, he created a design sewn on the surface of the 
sail, which is precisely hanging - with sailing ropes - as a symbol and 
memory of Sergio Rossi's history.
VELA AL TERZO (ARVËDAS)
Ettore Favini
Fabrics, leather
Dimensions determined by space
Billdor is a 3 metre high structure made with brass plates 
assembled on site. The choice of the position is not casual, in fact, 
in contrast to the rigorous architecture of the factory, it was made 
visible from the highway in such a way that all passers-by can not 
miss the golden structure. The sign represents an advertising 
billboard, emptied of its media content, a tribute to the substance 
of a brand like Sergio Rossi, who does not need images or bright 
lights, but lives its story.
BILLDOR
Davide Allieri
Brass 
cm 370x300x250
83
82

ENERGY
/04
Reducing the footprint of our shoes

SUSTAINABILITY POLICY
KEY COMMITMENTS OF THE POLICY
MAIN RESULTS
“Sergio Rossi is aware of the increasing challenges posed by 
climate change and it is committed to monitor and progressively 
reduce its energy consumption as well as to mitigate the GHG 
emissions related to its activities. In particular, the San Mauro 
Pascoli plant is the epicenter of Sergio Rossi’s sustainability 
activities as well as the fulcrum of all its production activities.”
To develop strategies to promote the efficient and responsible 
use of energy resources such as the improvement of energy 
efficiency of the production plants and of the proprietary 
stores within the retail network. 
To continuously measure the corporate carbon footprint 
and its sources, and to identify further initiatives aimed at 
minimising GHG emissions.
- 478,981 kWh of electric energy produced by our photovoltaic 
panels and internally consumed, which reveals an increase of 
14% compared to 2020
-100% of purchased electricity certiﬁed as produced from 
renewable sources for our italian factory, oﬃces and stores
- More than 1,200 tons of CO2 avoided thanks to the purchase of 
certiﬁed electricity and our Photovoltaic system  
- Our photovoltaic system supplies almost 19% of the entire 
electrical requirement of the San Mauro Pascoli plant
KWH OF ELECTRIC ENERGY PRODUCED 
BY OUR PHOTOVOLTAIC PANELS AND 
INTERNALLY CONSUMED, WHICH REVEALS 
AN INCREASE OF 14% COMPARED TO 2020
478,981 
1,200
TONS OF CO2 AVOIDED THANKS TO THE 
PURCHASE OF CERTIFIED ELECTRICITY 
AND OUR PHOTOVOLTAIC SYSTEM 
OVER
ALMOST
LINK WITH SDGS
100% 
19% 
OF PURCHASED ELECTRICITY CERTIFIED 
AS PRODUCED FROM RENEWABLE 
SOURCES FOR OUR ITALIAN FACTORY, 
OFFICES AND STORES
OF THE ENTIRE ELECTRICAL 
REQUIREMENT OF THE SAN MAURO 
PASCOLI PLANT SUPPLIED BY OUR 
PHOTOVOLTAIC SYSTEM
Sergio Rossi is aware of the challenges posed by climate change 
and recognises the fundamental role that companies can play in 
addressing these issues; as a result, we are committed to reducing 
the environmental footprint of our activities and, following the 
principles of the UN Global Compact, Sergio Rossi has launched a 
series of interventions aimed at achieving a long-term reduction of its 
QEMRMQTEGXW7TIGMǾGEPP]XLI*EGMPMX]XIEQMWVIWTSRWMFPIJSVFVSEHP]
identifying and implementing programmes designed to increase energy 
IJǾGMIRG]ERHHIGVIEWIKVIIRLSYWIKEW+,+IQMWWMSRW
As we are aware of our responsibility towards the environment, 
we focused our eﬀorts on daily monitoring of our energy 
consumption to keep our impacts under control. In 2021, 
thanks to the slowdown of the pandemic, production activities 
fully restarted, resulting in an increase in Group-wide energy 
consumption back to pre-pandemic levels. As a result, the 
resumption of our usual activities is reﬂected in 2021 data, which 
is slightly lower than 2019. Needless to say, throughout 2021, we 
continued to meet local authority’s requirements to ensure that 
all safety procedures were in place to prevent the spread of Covid. 
Similarly to previous years, most of our energy consumption is 
related to the San Mauro Pascoli plant, whose energy demand is 
mainly driven by three components: electricity, both purchased 
from the grid and self-produced, natural gas, and diesel fuel, 
which is used for company vehicles. The 2021 data indicate a 
general growth of all energy sources, linked both to the increase in 
the production activities and the resumption of travels with our 
own ﬂeet. The Facility team also carried out various optimisation 
activities 
by 
leveraging 
several 
farsighted 
investments 
implemented in the past years; for example, we continued to 
employ our internal metering system to obtain a comprehensive 
overview of our energy consumption; this way, the Facility team 
was able to monitor daily consumption trends, by analysing 
energy data and determining the optimal combination of our 
high-eﬃciency heat pump and the traditional heating system. 
In line with previous years, part of the electricity demand of 
our factory was met by the photovoltaic system built in San 
Mauro. In 2021, we carried out the scheduled cleaning and 
maintenance of the photovoltaic panels to ensure high levels 
of eﬃciency and energy yields, to assess the state of the system 
and its correct operation, and to ensure that the panels were in 
good working conditions. Speciﬁcally, thermal cameras were 
used to avoid overheating of photovoltaic panels and to verify 
their proper functioning. Having a PV system in our production 
plant is a source of pride for Sergio Rossi: this makes us partially 
independent from the electricity supply and, in line with our 
commitment, it allows us to produce “green” energy. Thanks 
to the maintenance activities performed on the PV panels, in 
2021, the electricity produced from photovoltaics and internally 
consumed increased by 14% compared to 2020. We are very proud 
to say that our photovoltaic system supplied around 19% of the 
4.1 THE RESPONSIBLE USE OF ENERGY RESOURCES
      FOR EMISSIONS REDUCTION
entire electrical requirement of the San Mauro Pascoli plant, with 
a CO2
 saving of approximately 220 tons* .
In line with the commitment to reducing our environmental 
impacts, in 2021, we continued the purchase of Guarantees of 
Origin (GO) to cover the electricity bought from the grid; the 
GO certiﬁcation scheme certiﬁes the renewable origin of the 
energy sources, thus pushing the energy sector towards the 
decarbonisation of the national energy mix. We are proud to 
say that 100% of the purchased electricity for our plant in San 
Mauro Pascoli, Milan oﬃces and all the Italian stores comes from 
renewable sources. When considering the EMEA retail stores, 
the total electricity demand met through renewable energy is 
equal to 98% (+3% compared to 2020): particularly, 1,724 GJ 
were produced by our photovoltaic system and 8,269 GJ from 
purchased electricity produced by hydroelectric, thermal, and 
wind power plants. The remaining energy demand is linked to 
diesel consumption and natural gas, for a total of 833 GJ and 3,331 
GJ, respectively [302-1]. Moreover, in 2021 we sold 383 GJ to the 
grid, recording a decrease of 38% compared to 2020 as a result of 
the increased internal consumption linked to the resumption of 
full capacity production and operation activities.
Furthermore, in 2021, we managed to carry out the replacement 
of halogen lamps with LED modules: as of today, most of the 
lighting systems of the San Mauro plant and two out of three ﬂoors 
of the oﬃces in Milan have been renovated. We aim to ﬁnalise 
the lighting system relamping project in the coming months; 
meanwhile, we will continue to look for new technologies and 
solutions to further optimise the use of energy. In addition, a 
temperature control system was installed on the ﬁrst and second 
ﬂoors of the showroom in Milan, resulting in a reduction of about 
35% in consumption compared to 2019. 
Given that GHG emissions are linearly related to energy 
consumption, the pandemic also aﬀected emission patterns. In 
2020, we registered a reduction of total direct and indirect GHG 
emissions due to the temporary shutdown of production, the 
introduction of remote working, and the restrictions on business 
travel. In line with the previous year, the Facility Team continued 
to manage the heating system of San Mauro to guarantee a 
constant indoor air circulation and, therefore, the likelihood of the 
virus spreading. This activity allowed for increased air circulation 
in the 42,000 square metres of the manufacturing facility, thus 
* The data regarding emissions avoided thanks to the consumption of self-produced energy is calculated by using the Market-based emission methodology.
87
86

ensuring the highest safety measures for our employees and the 
compliance with Covid regulations. The increase of the overall 
amount of emission in 2021 reﬂects both the re-opening of 
business operations and the high levels of airﬂow maintained 
throughout the whole second year of the pandemic.
The overall amount of greenhouse gas emissions (Scope 1 and 
Scope 2 Location-based) has increased from 925 tons of CO2 in 
2020 to 977 tons of CO2 in 2021, an increase of 5.6% from the 
previous year. Thanks to the purchase of GOs for all our Italian 
facilities and retail locations, we reduced our GHG emissions 
from electricity use by 1,053 tons of CO2, according to the Market-
Based calculation [305-1; 305-2].
In compliance with the Greenhouse Gas Protocol, in 2021, we 
continued to monitor our GHG emissions by reporting Scope 3 
emissions linked to business travel, logistics of sold products, and 
those related to water consumption and discharge. The increase 
in Scope 3 emissions, from 311 to 344 tons of CO2, reﬂects the 
reduction of mobility restrictions and the recovery of normal 
business activities. In 2021, compared to the previous year, 
emissions related to business travel decreased and, conversely, 
emissions related to product shipping increased. These changes 
are linked to the end of lockdown measures on a global scale. 
Speciﬁcally, the product shipping category encompasses all the 
products we send from our production plant in San Mauro Pascoli 
to our worldwide clients and stores. Moreover, 2021 recorded a 
signiﬁcant reduction in emissions tied to business travel by air 
(about -67% with respect to the previous year): although business 
travels mainly occurred in the ﬁrst quarter of 2020, throughout 
2021 movements were less in number compared to 2020 because 
we limited them as much as possible to reduce the risk of Covid 
infections [305-3].
Regarding outbound logistics, in 2020, we completed a signiﬁcant 
reorganisation of our San Mauro Pascoli logistics operations. 
During the three-years project, we implemented several 
corrective measures, including the introduction of new and larger 
boxes to optimise shipments and the selection of fewer providers, 
thereby improving our control over product movements and 
reducing both shipping times and CO2 emissions. In the last 
years, we have launched collaborations with new delivery 
partners who pledged to gradually move to more sustainable 
transportation alternatives, thereby lowering the emissions 
associated with transport and logistical operations. In addition, 
in 2021, we changed the logistic partner in Asia thus allowing 
Sergio Rossi Group to make more eﬃcient shipments, preventing 
boxes destined for China from passing through Hong Kong. 
Moreover, we have also introduced the Make-to-Stock (MTS) 
model (for further information please refer to §3.1 "Improving 
manufacturing eﬃciency") to increase the overall eﬃciency of 
our production and logistics activities. In the coming years, we 
will continue to analyse our outbound logistics performance 
and focus on optimising internal operations by implementing 
innovative client satisfaction and production processes-oriented 
solutions.
Finally, emissions related to water consumption and discharge in 
2021 resulted in 1,9 and 3,6 tons of CO2, respectively.
SERGIO ROSSI'S 
ENERGY MIX
ELECTRICITY SOURCES 
OF SAN MAURO PASCOLI PLANT
Electricity
National Grid
Photovoltaic System
Natural Gas
Diesel
6%
23%
71%
59%
12%
81%
19%
Purchased electricity from 
GIVXMǾIHVIRI[EFPIWSYVGIW
Sergio Rossi's photovoltaic system
NOTE: DATA FROM THIS GRAPH 
INCLUDE ALL ENERGY SOURCES 
CONSUMED IN SAN MAURO 
PASCOLI, PONTACCIO AND 
EMEA RETAIL NETWORK.
89
88

Activity
Scope 1: direct GHG emissions
 
–
Natural gas consumption for heating purposes
 
–
Diesel consumption for emergency electricity generation
 
–
Diesel consumption for owned and leased vehicles
 
–
Refrigerant gases leakage
 
–
Total scope 1 
Scope 2: energy indirect GHG emissions
 
–
Electricity purchased from the grid (Location-based method)
 
–
Electricity purchased from the grid (Market-based method)
 
–
Total scope 1 and 2 (Location-based method)
Scope 3: other indirect GHG emissions
 
–
Business travel by air
 
–
Business travel by train and rented cars
 
–
Logistics of sold products
 
–
Water consumptions and discharges5
 
–
Total scope 1 and 2 (Location-based method)
 
–
Total scope 1, 2 (location-based method) and 3
2019
185.4
0.2 
72.8
0
258.4
889.0
1,194.5 
1,147.4
83.9
9.4
587
–
680.3
1,827.7
2020
179.7
0.2
48.2
0
228.1
2021
187.2
0.3
57.6
0
245.1
696.8
33.5
924.87
731.8
12.1
976.9
9.2
1.8
287.8
12.2
311.0
1,235.9
3.0
2.4
332.7
5.5
343.6  
1,320.5 
DIRECT AND INDIRECT GHG EMISSIONS [TONS OF CO2 EQUIVALENT]
GRI 305-1-2-3
Type of consumption
 
–
Emergency generator
 
–
Heating
 
–
Electricity
 
–
Owned vehicles 
 
–
Leased vehicles
 
–
Total energy consumption
2019
3.3
3,313.4
9,097.3 
1,771.4
42.6
1,011.5
15,239.5
2020
2.6
3,195.9
7,620.6 
1,509.1
4.6
692.6
13,025.4
ENERGY CONSUMPTION [GJ]
GRI 302-1
2021
4.2
3,330.7
8,462.9
1,724.3
8.9
820.1
14,351.1
Energy source
Diesel
Natural gas
National grid 
Photovoltaic system
Diesel
Diesel
91
90

METHODOLOGICAL 
NOTE
/05

This document represents the Sustainability Report of Sergio 
Rossi and it has been drawn up with the purpose of sharing, in a 
transparent manner, the company’s commitment to sustainable 
development, and its eﬀorts to promote a business model that 
respects the social, environmental and economic sphere in which 
the company operates.
The report refers to ﬁnancial year 2021, reporting data from 1st 
January to 31st December 2021 [102-51; 102-52] and it is published 
annually. The document has been written in accordance with 
the GRI Sustainability Reporting Standards 2016: Core option, 
published by the Global Reporting Initiative (GRI) [102-54]. 
The description of the process adopted to detect and identify 
the contents of the Sustainability Report is reported in the 
paragraphs “Materiality Analysis” and §1.3 “Our commitment to 
sustainability”. Furthermore, this document also meets Sergio 
Rossi commitment to produce a Communication on Progress 
– a public disclosure outlining its progress in implementing the 
10 principles of the UNGC – as required by the United Nations 
Global Compact (UNGC) Initiative, signed in 2017. 
Sergio Rossi’s Sustainability Report does not directly address the 
issues and principles relating to human rights of the UNGC, since 
most of the company's direct activities and suppliers are in Italy, 
where laws ensure the regulation of human rights. Nonetheless, 
Sergio Rossi includes clauses on labour conditions and respect of 
human rights in its Code of Business Conduct and the protection 
of health and safety in the workplace is an issue on which the 
Company is constantly committed to reporting.
Through the Sustainability Report 2021, Sergio Rossi aims to 
communicate the initiatives, events, and programmes conceived 
and implemented during the year to all its stakeholders. The 
document also illustrates the activities launched in previous 
years which generated results in 2021 as well as further initiatives 
planned to be implemented or completed in the following years 
[102-50]. 
With the purpose to make a historical comparison of data and 
to guarantee the comparability of the performances, whenever 
possible, the data relating to 2019 and 2020 have been displayed. 
All the information refers to Sergio Rossi S.p.A. and to a series 
of selected single brand and outlet stores from the Company’s 
EMEA Retail Network, operating under the Sergio Rossi Retail 
S.r.l., and its French branch, the SR UK Ltd, SR USA Inc.  – all fully 
controlled by Sergio Rossi S.p.A; from 2019, data also include SR 
Deutschland, the German branch. In particular, 2021 data include 
the following shops:  the Montenapoleone store in Milan, the Via 
dei Condotti store in Rome, the Leccio, Noventa di Piave, Fidenza 
Village, Serravalle, Castel Romano and San Mauro Pascoli outlets 
in Italy, the Faubourg Saint-Honoré store in Paris, and the Sergio 
Rossi Outlet store in Metzingen. Any exception to such scope is 
clearly outlined within the document [102-45; 102-49]. Sergio 
Rossi S.p.A. has its headquarters and plant in San Mauro Pascoli, 
via Stradone 600/602 (Italy). 
Reporting principles and criteria
Scope of Reporting
As in previous year, in 2021 Sergio Rossi updated the materiality 
analysis, in accordance with the GRI Standards. To begin 
with, the main topics and concerns raised by stakeholders 
were considered in the deﬁnition of the materiality matrix, as 
summarized below [102-40; 102-42; 102-43; 102-44].
Materiality analysis
STAKEHOLDER CATEGORY
Clients
Competitors
Employees
Franchisees and Landlords
Local communities
Shareholder and Investors
7SGMEP1IHMEYWIVWERHMRǿYIRGIVW
Suppliers
Testimonials
Trade and production partners
Universities and other educational institutions
ENGAGEMENT TOOLS AND ACTIVITIES
Direct dialogue through the retail force, analysis of 
social media, monitoring of the satisfaction of products 
through complaints management (see §1.3)
-
Continuous dialogue with the HR department
Periodic meetings
Monitoring of main topics and concerns through the 
dialogue with other actors of San Mauro District, media 
monitoring and participation to trade associations
Formal and informal meetings, periodic management 
reports, sustainability reporting
Analysis of social media trend topics, interaction 
XLSYKL7IVKMS6SWWMWSGMEPQIHMETVSǾPIW
Continuous dialogue, periodic meetings, written 
communication regarding our quality and chemical 
compliance requirements (see §3.1)
Continuous dialogue, periodic meetings, interaction 
XLVSYKL7IVKMS6SWWMWSGMEPQIHMETVSǾPIW
Periodic meetings
Joint initiatives and other periodic meetings
ENGAGEMENT FREQUENCY
Daily
-
Daily
Monthly/yearly 
Quarterly/yearly 
Quarterly/yearly 
Daily 
Daily 
Daily
Yearly
Quarterly/yearly
95
94

GRI 201: Economic 
performance
GRI 204: Procurement 
practices
GRI 301: Materials
GRI 302: Energy
GRI 305: Emissions
GRI 307: Environmental 
compliance
GRI 308: Supplier 
environmental assessment
GRI 414: Supplier social 
assessment
GRI 401: Employment
GRI 404: Training and 
education
GRI 403: Occupational 
health and safety
GRI 401: Employment
GRI 416: Customer health 
and safety
GRI 404: Training and 
education
GRI 405: Diversity and 
equal Opportunity
GRI 406: Non-
Discrimination
Economic performance
Contribution to local 
development
Use of sustainable raw 
materials and packaging
Addressing climate change
Legal compliance
Business and Ethics
 
Traceability and 
transparency along the 
supply chain
Talent attraction and 
retention
Employee health
and safety
Remuneration
and welfare
Client satisfaction
Creativity, design and 
protection of the artisanal 
know-how
Diversity and equal 
opportunities
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A.
Sergio Rossi S.p.A
Sergio Rossi S.p.A
Sergio Rossi S.p.A.
Suppliers
Suppliers
Suppliers
External 
workers
Clients
Reporting scope not 
extended to suppliers
Reporting scope not 
extended to suppliers
Reporting scope extended 
just to some suppliers
Reporting scope includes 
cleaning, maintenance and 
reception services, as well as 
temporary agency workers 
of the Sergio Rossi S.p.A.  
MATERIAL TOPIC
GRI MATERIAL ASPECT
ASPECT BOUNDARY
WITHIN THE 
ORGANISATION
OUTSIDE THE 
ORGANISATION
REPORTING LIMITATIONS
WITHIN THE 
ORGANISATION
OUTSIDE THE 
ORGANISATION
Through a preliminary context analysis, we identiﬁed the main 
sustainability issues aﬀecting the leather goods and fashion 
industries. Particularly, we conducted a sector-speciﬁc media 
analysis and a benchmark analysis of our peers’ sustainability 
reporting with the aim of detecting the most relevant matters 
for comparable companies and the most pressing priorities 
for our stakeholders. As a result, the collected information 
suggested the relevance that each topic had for our stakeholders, 
by weighting them depending on the diﬀerent priorities and 
concerns of each stakeholder category. After having recognised 
the main sustainability topics for Sergio Rossi’s stakeholders, 
the top management was involved in the updating of their 
perceptions about stakeholders’ priorities by giving a weighted 
score to each topic. Such scores, reﬂecting the relevance of 
each topic for all our relevant stakeholders, are reported on 
the y-axis within the materiality map presented in §1.3 “Our 
commitment to sustainability”. To complete the analysis, 
the top management was asked to evaluate the relevance of 
each material topic for Sergio Rossi taking into consideration 
personal perception, impressions and knowledge of the sector 
and its recent developments, the commitment of Sergio Rossi 
on those topics and their actual and potential impact for the 
Company and its entire value chain. Once arranged all data, the 
position of every topic on the x-axis of the materiality matrix 
was updated. 
In the following table are summarized all the material aspects 
(whose identiﬁcation is described in detail in Chapter 1), related 
to their corresponding GRI Standard. The table also provides 
the so-called reporting “boundaries”, i.e. whether each material 
topic generates impacts within and/or outside the organisation. 
The table also reports any potential reporting limitation due to 
the current unavailability of data and information pertaining 
to an external perimeter [102-46]. Sergio Rossi carries on its 
commitment in continuously updating and improving methods 
to gradually broaden the scope of data collection and reporting 
for each material topic.
$
Our Sustainability Report is drafted in accordance with the 
principles of balance, comparability, accuracy, timeliness, 
clarity and reliability, as deﬁned by the GRI Standards. The 
document highlights both strengths and weaknesses, as well 
as potential areas of improvements for the Group. The data 
collection and reporting processes are structured in order to 
ensure the comparability over the years and to guarantee an 
accurate interpretation of information by the key stakeholders 
interested in our performance evolution. We have been 
supported by the Italian EY Climate Change and Sustainability 
Services team in the drafting of the 2021 Sustainability Report. 
The current Sustainability Report is not subject to external 
assurance [102-56].
QUALITY REPORTING PRINCIPLES
Reporting principles and criteria
The calculation methodologies described below outline how 
energy and environmental ﬁgures have been computed for 2019, 
2020 and 2021. 
To compute the energy consumption regarding owned and 
leased vehicles, we based our calculation on the available data 
of fuel consumption. 
The following table shows the conversion factors that have been 
used:
FUEL DENSITY
DEFRA (Department of 
Environment, Food & Rural 
Affairs), Conversion factors - 
Full set, 2019, 2020 and 2021.
LCV (LOWER CALORIFIC VALUE)
MATTM (Ministero dell’Ambiente 
e della Tutela del Territorio e del 
Mare), Tabella parametri standard 
nazionali 2019, 2020 and 2021.
Energy consumption
97
96

Concerning environmental data, when actual data were 
not available, conservative estimations have been used. 
Greenhouse gases emissions calculations have been carried 
out based on the principles included in the GHG Protocol 
Corporate Accounting and Reporting Standard.
Indirect (Scope 2) GHG emissions related to electric energy 
consumption have been calculated with both the location-
based and the market-based method. The first one reflects 
the average emissions intensity of grids on which energy 
consumption occurs while the second reflects emissions from 
electricity that the Company has chosen on purpose.
For what concerns the amount of GHG emissions related 
to transportation activities (Scope 3), indirect emissions 
resulting from outbound logistics have also been considered 
by considering all shipments from our factory in San Mauro 
Pascoli to our store network and logistic hub worldwide. The 
Scope 3 emissions calculation also includes: emissions related 
to business travels by train, plane and rental car, and, from 
2020, those related to water consumptions and discharges.
Finally, in order to calculate the amount of CO2 saved thanks 
to the energy generated by our photovoltaic system, we have 
first converted the kWh consumption of electricity coming 
from the photovoltaic system into avoided CO2 emissions 
by using the Terna emission factor (i.e. the same used for 
electricity purchased from the grid). Afterwards, such saving 
has been compared to the amount of CO2 emissions generated 
by an average passenger vehicle (as defined by the UK DEFRA 
conversion tables) traveling for 10,000 kilometres, as to obtain 
the corresponding equivalence.
For further information about 
this Sustainability Report, 
please contact [102-53]:
Sergio Rossi S.p.A.
Via Pontaccio, 13
20121, Milan, Italy
Tel: +39 02 7632081
Email:  info@sergiorossi.com
GHG emissions
Contacts
To calculate the amount of air emissions, all pollutants relating 
to industrial processes have been considered; to obtain the 
quantity, the pollutants concentrations is multiplied by 
estimated annual flows.  
Air emissions
SOURCE
ACTIVITY DATA
EMISSION FACTOR
GWP
GHG EMISSIONS SCOPE 2
Electricity purchased from the 
national grid (Location-based 
method)
Electricity purchased from the 
national grid (Market-based 
method)
Electricity consumption (kWh)
Electricity consumption (kWh)
Terna, international 
comparisons on Enerdata 
ǾKYVIWERH
data
AIB, European Residual Mixes 
– 2018, 2019 and 2020 data
Only CO2 emissions were 
considered
SOURCE
ACTIVITY DATA
EMISSION FACTOR
GWP
GHG EMISSIONS SCOPE 1
Emergency generator/ Heating 
and Cooling
Owned and leased cars
Leakages from air-conditioning 
systems of refrigerant gases
Fuel consumption (Diesel and 
natural gas)
Fuel consumption (diesel)
Leakages (kg)
MATTM (Ministero 
dell’Ambiente e della Tutela 
del Territorio e del Mare), 
Tabella parametri standard 
nazionali 2019, 2020 and 2021
MATTM (Ministero 
dell’Ambiente e della Tutela 
del Territorio e del Mare), 
Tabella parametri standard 
nazionali 2019, 2020 and 2021
Only CO2 emissions were 
considered
Only CO2 emissions were 
considered
IPCC, 2013 - Climate Change 
2013: The Physical Science 
Basis. Contribution of 
Working Group I to the Fifth 
Assessment Report of the 
IPCC. Cambridge University 
Press, p. 732
CO2 equivalent, considering 
the following gases: CO2 (GWP 
= 1), CH4 (GWP = 25) and N2O 
(GWP = 298). Global Warming 
Potentials (GWPs) are taken 
from IPCC Fourth Assessment 
Report (AR4).
Only CO2 emissions were 
considered
CO2 equivalent, considering 
the following gases: CO2 (GWP 
= 1), CH4 (GWP = 25) and N2O 
(GWP = 298). Global Warming 
Potentials (GWPs) are taken 
from IPCC Fourth Assessment 
Report (AR4).
Only CO2 emissions were 
considered
SOURCE
ACTIVITY DATA
EMISSION FACTOR
GWP
GHG EMISSIONS SCOPE 3
Business travel by air
Business travel by train
Outbound logistics
Water consumptions and 
discharges
Distance covered (km)
Distance covered (km)
Products shipped (km*kg)
Water used and disposed 
(cubic metres (m3)
DEFRA (Department of 
Environment, Food & Rural 
Affairs), Conversion factors - 
Full set, 2019, 2020 and 2021.
Ferrovie dello Stato Italiane, 
"Rapporto di Sostenibilità", 
2018, 2019 and 2020.
DEFRA (Department of 
Environment, Food & Rural 
Affairs), Conversion factors - 
Full set, 2019, 2020 and 2021.
DEFRA (Department of 
Environment, Food & Rural 
Affairs), Conversion factors - 
Full 2021.
99
98

APPENDIX
Water consumption for Sergio Rossi is mainly related to civil and 
drinking uses, in fact, water is not used in the production phase. 
For this reason, water consumption refers entirely to freshwater 
which is supplied by municipal sources: the municipality manages 
not only the withdrawn but also the discharge into the sewer 
[303-1, 303-2]. In 2021, the use of water is increased with respect 
to the previous year (+12%), shifting from 11,642 to 13,056 cubic 
metres. According to Aqueduct’s Water Risk Atlas Tool (World 
Resource Institute) the site of San Mauro Pascoli is highlighted 
as “water stress area”, and it represents the 88% of total water 
consumption [303-3].
The increase of water demand is mainly related to two aspects: 
ﬁrstly, the recovery of usual business activities during the 
whole year, and the proceed of the daily cleaning and activities 
of sanitization to ensure a safe workplace for our employees. In 
our production site in San Mauro Pascoli, we collect rainwater 
to irrigate green areas; for the limited contribution, the data 
consumption is not monitored.
Water
* The data refer only to the San Mauro Pascoli production site and the 
Pontaccio oﬃce since water consumption at the store level is not directly 
managed by Sergio Rossi. Nonetheless, stores’ contribution can be considered 
negligible.
WATER CONSUMPTION
SOURCE
Municipal supply
Of which from area with 
water stress issue
DATA (M3)
2019
11.3
9.9
2020
11.6
10.2
2021
13.1
11.5
As required by the environmental authorities in accordance 
with Italian Legislative Decree n. 152/06, we yearly conduct 
analysis on our air emissions. The year-on-year fluctuation 
in air emission levels is not directly related to the number of 
functioning hours of machines, but to the specific sampling 
considered for the analysis. Assuming the same year-round 
operating conditions of the production plant, we estimate the 
following values for the three-year period.
Moreover, also in 2021, we respected all the limits required by 
law. The legal limits are related to the purchase of products 
releasing VOCs during their use; such limits for Sergio Rossi 
are equal to 9,500 kg of glues and solvents that are mainly used 
for production and cleaning. 
Air emissions
AIR EMISSIONS
Volatile Organic 
Compounds (VOC)
UNIT
2019
0.86
T
2020
1.4
2021
1.3
In addition to the topics highlighted as material through our 
materiality analysis, we closely monitor other environmental 
aspects connected to our processes, especially from the 
perspective of regulatory compliance.
Sergio Rossi in committed to a proper waste management, 
maximising waste separation and the recycling. The amount of 
waste produced is principally linked to the production process 
even if the numbers could ﬂuctuate mainly depending on the 
disposal of old stocks [306-1, 306-2]. The overall amount of 
waste produced can be split into two diﬀerent macro-categories: 
hazardous and non-hazardous waste. The ﬁrst category 
comprises raw material, packaging, and all the garbage that can 
be assimilated to municipal waste; while the second category 
includes some of the glues we use in our production process, 
neon, and some container categories.
During 2021 we collected 20,9 tons of waste, 99% of which 
was non-hazardous waste. Considering the disposal method, 
the greatest part of the non-hazardous waste is diverted from 
disposal, in particular to recycling activities (61%), while the 
remaining part is sent to disposal through landﬁll (39%). Overall 
waste is managed oﬀsite [306-3, 306-4, 306-5]. 
To minimise the use of single-use plastics, Sergio Rossi provided 
to all the employees a water bottle that can be reﬁlled in the water 
dispensers implemented within the sites.
Waste
* The data refer only to the San Mauro Pascoli production site, given that 
both the Pontaccio oﬃce and the EMEA Retail Network fall within the local 
municipal waste collections, thus not requiring quantity monitoring.
Total recycled (Kg)
Total waste (Kg)
2019
2019
2019
2020
2020
2021
2020
2021
Recycling hazardous waste (Kg)
Recycling non-hazardous waste (Kg)  
0ERHǾPPLE^EVHSYW[EWXI/K
0ERHǾPPRSRLE^EVHSYW[EWXI/K
2021
6,8
40
12,690
12,730
20,910
101
100

The following table indicates the correspondence between the 
information required by the GRI Standards with respect to 
each indicator linked to our material topics and the contents 
of this document. In particular, when some information is 
missing because of the actual impossibility of measuring the 
related KPIs, we have inserted a detailed reference under the 
“Omissions” column below [102-55].
GRI Content Index
102-1 Name of the 
organisation
10
10
10
10
16
24
16, 42, 60
43, 46-47
UNGC 6
66-67
16
79
35, 79
Sergio Rossi does not 
formally adhere or adapt 
its decision-making 
approach in accordance 
to the precautionary 
approach.
GRI 101: FOUNDATION 
2016
General Disclosures
102-2 Activities, brands, 
products, and services
102-3 Location of 
headquarters
102-4 Location of 
operations
102-5 Ownership and legal 
form
102-6 Markets served
102-7 Scale of the 
organisation
102-8 Information on 
employees and other 
workers
102-9 Supply chain
7MKRMǾGERXGLERKIW
to the organisation and its 
supply chain
102-12 External initiatives
102-13 Membership of 
associations 
102-11 Precautionary 
Principle or approach
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
ORGANIZATIONAL 
PROFILE
103
102

102-14 Statement from 
senior decision-maker
18-19
5
UNGC 8, 9
UNGC 1, 2
UNGC 1,2 3,
4, 5
18
95
45
95
95
95
16, 94
STRATEGY
ETHICS AND 
INTEGRITY
GOVERNANCE
STAKEHOLDER 
ENGAGEMENT
REPORTING
PRACTICE
102-16 Values, principles, 
standards, and norms of 
behaviour
102-18 Governance 
structure
102-40 List of stakeholder 
groups
102-41 Collective 
bargaining agreements
102-42 Identifying and 
selecting stakeholders
102-43 Approach to 
stakeholder engagement
102-45 Entities included in 
XLIGSRWSPMHEXIHǾRERGMEP
statements
102-44 Key topics and 
concerns raised
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
(IǾRMRKVITSVX
content and topic 
Boundaries
36-38, 94-95
37-38, 96
With respect to last 
]IEVǆWǾKYVIWXLI
turnover rate has been 
updated. For further 
information refer to
pag.
94
94
September 2021
94
98
94
103-113
The report has not 
been subjected to 
external assurance
102-47 List of material 
topics
102-48 Restatements of 
information
102-49 Changes in 
reporting
102-50 Reporting period
102-51 Date of most recent 
report
102-52 Reporting cycle
102-53 Contact point for 
questions regarding the 
report
102-54 Claims of reporting 
in accordance with the GRI 
Standards
102-56 External assurance
102-55 GRI content index
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
105
104

37-38, 96
17, 37-38
17
17
37-38, 96
37-38, 42, 66-67
18-19, 37-38
66-67
18-19
66-67
37-38, 96
GRI 200 ECONOMIC 
STANDARD SERIES
ECONOMIC 
PERFORMANCE
PROCUREMENT 
PRACTICES
ANTI-CORRUPTION
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
201-1 Direct economic 
value generated and 
distributed
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components
103-2 The management 
approach and its 
components
103-3 Evaluation of the 
management approach
103-3 Evaluation of the 
management approach
204-1 Proportion of 
spending on local suppliers
103-1 Explanation of the 
material topic and its 
Boundary
GRI 103:
Management 
Approach 2016
GRI 201: Economic 
Performance 2016
GRI 103: Management 
Approach 2016
GRI 204: Procurement 
Practices 2016
GRI 103: Management 
Approach 2016
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
No incidents of corruption 
were recorded in the 
reporting period
37-38, 96
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
37-38, 66-68
37-38, 86-90
66-68
37-38, 86-90
100
68
37-38, 96
100
90
MATERIALS
ENERGY
WATER AND EFFLUENTS
'SRǾVQIHMRGMHIRXW
of corruption and actions 
taken
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
103-3 Evaluation of the 
management approach
103-2 The management 
approach and its components 
301-1 Materials used by 
weight or volume
103-1 Explanation of the 
material topic and its 
Boundary
103-1 Explanation of the 
material topic and its 
Boundary
302-1 Energy consumption 
within the organisation
GRI 205: 
Anti-corruption 2016
GRI 103: Management 
Approach 2016
GRI 301: Materials 2016
GRI 103: Management 
Approach 2016
GRI 103: Management 
Approach 2016
GRI 302: Energy 2016
GRI 300 
ENVIRONMENTAL 
STANDARDS SERIES
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
107
106

100
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
100
100
100
37-38, 96
101
37-38, 86-90
101
90
37-38, 86-90
101
90
90
EMISSIONS
WASTE
103-3 Evaluation of the 
management approach
GRI 303: Water 2018 
303-1 Interactions with 
water as a shared resource
303-2 Management of 
water discharge-related 
impacts
303-3 Water withdrawal
103-1 Explanation of the 
material topic and its 
Boundary
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components 
103-2 The management 
approach and its 
components 
305-2 Energy indirect 
(Scope 2) GHG emissions
103-3 Evaluation of the 
management approach
103-3 Evaluation of the 
management approach
305-3 Other indirect 
(Scope 3) GHG emissions
305-1 Direct (Scope 1) 
GHG emissions
GRI 303: Water and 
)JǿYIRXW
GRI 103: Management 
Approach 2016
GRI 103: Management 
Approach 2016
GRI 305: Emissions 
2016
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
37-38, 96
UNGC 7
UNGC 7
UNGC 7
UNGC 7
18
37-38, 96
37-38, 96
37-38, 66-67
37-38, 96
18, 37-38
ENVIRONMENTAL 
COMPLIANCE
103-1 Explanation of the 
material topic and its 
Boundary
307-1 Non-compliance with 
environmental laws and 
regulations 
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
GRI 103: Management 
Approach 2016
GRI 307: Environmental 
compliance 2016
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
SUPPLIER ENVIRONMENTAL 
ASSESSMENT
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
GRI 103: Management 
Approach 2016
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
UNGC 7, 8
101
101
101
101
101
306-1 Waste generation 
ERHWMKRMǾGERX[EWXI
related impacts
306-2 Management of 
WMKRMǾGERX[EWXIVIPEXIH
impacts
306-3 Waste generated
306-4 Waste diverted from 
disposal
306-5 Waste directed to 
disposal
GRI 306: Waste 2020
109
108

GRI 400 SOCIAL 
STANDARDS SERIES
37-38, 96
UNGC 6
UNGC 6
UNGC 6
37-38, 42, 
44-49
44-49
EMPLOYMENT
103-1 Explanation of the 
material topic and its 
Boundary
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
GRI 103: Management 
Approach 2016
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
Occupational health 
and safety management 
for Italian companies 
is based on the Italian 
PIKMWPEXMSR[LMGLHIǾRIW
periodic activities that 
have to be carried out in 
order to ensure workers’ 
safety.
403-1 Occupational 
health and safety 
management system
GRI 403: Management 
approach disclosure 
2018
42-43
37-38, 42-43
UNGC 6
UNGC 6
103-3 Evaluation of the 
management approach
103-2 The management 
approach and its 
components 
UNGC 6
UNGC 6
UNGC 6
UNGC 6
44
48-49
37-38, 96
OCCUPATIONAL HEALTH 
AND SAFETY
401-3 Parental leave
401-1 New employee hires 
and employee turnover
103-1 Explanation of the 
material topic and its 
Boundary
GRI 401: Employment 
2016
GRI 103: Management 
Approach 2016
308-1 New suppliers that 
were screened using 
environmental criteria
No suppliers were 
screened using 
environmental criteria in 
the reporting period
GRI 308: Supplier 
environmental 
assessment 2016
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
UNGC 6
UNGC 6
UNGC 6
Pg. 56; based on the 
Italian Legislation, training 
on health and safety 
is mandatory for all 
employees; length and 
type of training is based 
on worker’s role and level 
of risk.
The Group did not 
provide any additional 
non-occupational 
medical and healthcare 
services.
Sergio Rossi does not have 
in place a process to analyse 
TSXIRXMEPP]WMKRMǾGERX
negative occupational 
health and safety impacts 
that are directly linked to 
its operations, products 
or services by its business 
relationships.
403-5 Worker training on 
occupational health and 
safety
403-6 Promotion of
 worker health
403-7 Prevention and 
mitigation of occupational 
health and safety impacts 
directly linked by business 
relationships
UNGC 6
UNGC 6
403-9 Work-related 
injuries 
GRI 403: Occupational 
health and safety 2018
43
37-38, 96
TRAINING AND 
EDUCATION
103-1 Explanation of the 
material topic and its 
Boundary
GRI 103: Management 
Approach 2016
These aspects are 
managed in compliance 
with the provisions of 
the Italian legislative 
framework which 
requires the presence of 
at least one “Employee 
Representative” as a 
mandatory role within 
the Occupational health 
and safety management 
system.
Integral part of such 
activities is the 
MHIRXMǾGEXMSRSJ[SVO
related hazards and risk 
assessments from which 
RSWMKRMǾGERXVMWOWLEZI
emerged.
43
403-4 Worker 
participation, 
consultation, and 
communication on 
occupational health and 
safety
403-2 Hazard 
MHIRXMǾGEXMSRVMWO
assessment, and incident 
investigation
403-3 Occupational 
health services
UNGC 6
UNGC 6
UNGC 6
111
110

UNGC 6
UNGC 6
37-38, 42, 
52, 55-57
42, 52, 
55-57
103-2 The management 
approach and its 
components 
103-3 Evaluation of the 
management approach
UNGC 6
55-57
37-38, 96
 37-38, 96
 37-38, 42, 
50-51
 37-38, 42, 
50-51
404-1 Average hours 
of training per year per 
employee
GRI 404: Training and 
Education 2016
DIVERSITY AND 
EQUAL OPPORTUNITY
103-1 Explanation of the 
material topic and its 
Boundary
103-1 Explanation of the 
material topic and its 
Boundary
GRI 103: Management 
Approach 2016
GRI 103: Management 
Approach 2016
103-2 The management 
approach and its 
components 
103-2 The management 
approach and its 
components 
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
103-3  Evaluation of the 
management approach
103-3  Evaluation of the 
management approach
406-1 Incidents of 
discrimination and 
corrective actions 
taken 
50-51
42, 50-51
No incidents of 
discrimination were 
recorded during the 
reporting period.
69
103-3 Evaluation of the 
management approach
GRI 406: Non-
Discrimination 2016
69
NON DISCRIMINATION
416-1 Assessment of the 
health and safety impacts 
of product and service 
categories
103-1 Explanation of the 
material topic and its 
Boundary
GRI 416: Customer 
Health and Safety 
2016
No incidents of 
compliance 
concerning the health 
and safety impacts 
were 
recorded in the 
reporting 
period.
37-38, 69
416-2 Incidents of non-
compliance concerning the 
health and safety impacts 
of products and services
103-2 The management 
approach and its 
components 
GRI 
STANDARD
DISCLOSURE
OMISSION
PART OMITTED, REASON 
AND EXPLANATION
PAGE NUMBER/URL
37-38, 96
No suppliers were 
screened using social 
criteria in the reporting 
period
37-38, 67-68
SUPPLIER SOCIAL 
ASSESSMENT
103-1 Explanation of the 
material topic and its 
Boundary
414-1 New suppliers that 
were screened using social 
criteria
GRI 103: Management 
Approach 2016
GRI 414: Supplier social 
assessment 2016
103-2 The management 
approach and its 
components 
103-3  Evaluation of the 
management approach
67-68
37-38, 96
CUSTOMER HEALTH 
AND SAFETY
GRI 103: Management 
Approach 2016
GRI 405: Diversity and 
Equal Opportunity 
2016
405-1 Diversity of 
governance bodies and 
employees
50-51
113
112