1
Nice
Welcome 
to the Nice 
future
Sustainability Report 2021

Nice S.p.A.
Via Callalta, 1 - 31046 Oderzo (TV) Italy
www.niceforyou.com
Sustainability Report 2021

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Dear readers,
it is with great satisfaction that we present to you 
our first Nice Sustainability Report. 
This document portrays an important year in our 
organisation’s history. 
In fact, in 2021, Nice expanded its boundaries by 
acquiring the American company, Nortek Security 
& Control. This process is helping to reshape not 
only our size and perimeter, but also the nature of 
our activities. It is precisely during such a significant 
year that we launched our programme for a 
sustainable transition in accordance with ESG 
(environment, social and governance) pillars. 
A full-fledged paradigm change through which we 
intend to make sustainability the foundation of our 
business strategy, aligning it with our values of 
paying attention to the society and environment in 
which we operate.
Our mission is to offer an accessible, secure and 
comfortable home. And we also wish to do the 
same for our bigger (common) home, the Earth. 
Our solutions are a valid ally in reducing the 
environmental impact of buildings.
We have combined this “enabling” role with a 
commitment to reduce our ecological footprint 
and contributing actively to the fight against 
climate change. This is why we have begun to 
calculate our organisation’s direct and indirect 
greenhouse gas emissions. An important analysis 
that allowed us to understand that the use phase 
of our products is the part of the value chain that 
accounts for most of our emissions. Therefore, 
this is the phase that we wish to focus on, to 
improve the energy performance and environmental 
requirements of our systems. 
As part of this effort, starting in 2022 we are 
benefiting from extending EPD certification (which 
describes the environmental performances of the 
life cycles of products and services) to our entire 
production process in order to expand our range of 
green solutions.
In other words, we now have a precise snapshot of 
our footprint and can continue in the right direction: 
that of greater respect for the environment.
Yet we could not make such important 
commitments without an adequate governance 
structure. We have created a sustainability function 
that sets goals, monitors performance and ensures 
that everyone has all the right tools to embark on 
this journey.
A journey we could not undertake without the 
fundamental contribution of our people. 
We believe in an approach to work on a human 
scale that also takes into account the wellbeing 
of our employees, combining stable employment 
(95% of contracts are permanent) with the 
promotion of a healthy, active lifestyle. 
We intend to continue in this direction even now 
that we have over 3,000 Nice People.
We have become a large group, but above all we 
want to be One Company: a closely knit team with 
a shared vision and goals. 
We want to expand our ability to include and 
harness diversity: to increase the presence 
of women in positions of leadership, bring 
multiculturalism to all levels of the hierarchy, ensure 
equal employment and career opportunities to 
people with disabilities and extend change across 
the entire organisation.
At Nice, the foundations have been laid for a 
sustainable, inclusive new phase. 
It is for this reason, among others, that the first 
report is entitled: “Welcome to the Nice Future”. 
We stand at the brink of a major change that poses 
many challenges: in these pages, we aim to share 
with you the milestones we have reached and the 
ambitious goals that lie ahead of us.
Enjoy your reading,
Letter to our stakeholders
Lauro Buoro, 
Founder & Chairman
Roberto Griffa, 
Chief Executive Officer
Lauro Buoro
Founder and Chairman
Roberto Griffa
Chief Executive Officer

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Contents
Letter to our stakeholders 	  	
	
	
	
  4 
Scenario 	
	
	
	
	
	
	
	
  8                
               
Nice to meet you  		
	
	
	
	
	
10
	
About us 	
	
	
	
	
	
	
	
12
	
Where we work 	
	
	
	
	
	
	
14
	
Our history 	  	
	
	
	
	
	
	
18
	
Main events in 2021 	
	
	
	
	
	
20
	
Mission and values 		
	
	
	
	
	
22
	
Our solutions 	
	
	
	
	
	
	
24
	
Our projects 		
	
	
	
	
	
	
26
The Nice journey to sustainability 	
	
	
28
	
Our approach to sustainability 	
	
	
	
	
30
	
Stakeholder engagement 	 	
 	
	
	
	
32
	
Stakeholder communication 	
	
	
	
	
34
	
Materiality matrix 	 	
	
	
	
	
	
36
	
Our goals 	
	
	
	
	
	
	
	
38
	
The Nice governance, strong company	
	
40
	
Governance bodies 	
	
	
	
	
	
42
	
Anti-bribery and corruption procedures 		
	
	
45
	
Customer privacy 	 	
	
	
	
	
	
46
	
Environmental compliance 	
	
	
	
	
47
	
Socioeconomic compliance  	
	
	
	
	
48
	
Tax strategy 	 	
	
	
	
	
	
	
48
	
Economic value generated and distributed	
	
	
50
The Nice environment, gentle footprint	
	
 52
	
Climate action	
	
	
	
	
	
	
  54
	
Energy consumption 	
	
	
	
	
	
  58
	
Smart and home automation for the environment  	
	
  62
	
Materials 	
	
	
	
	
	
	
	
  63
	
Waste 	
	
	
	
	
	
	
	
  65
	
Water withdrawals and discharge 	
	
	
	
  67
The Nice people, perfect balance		
	
	
  68
	
Ethical management of the supply chain 	
	
	
  70
	
Creating quality jobs 	
	
	
	
	
	
  74
	
Wellbeing and welfare 	
	
	
	
	
	
  80
	
Diversity and inclusion 	
	
	
	
	
	
  82
	
Talent empowering and training 	  	
	
	
	
  84
	
Health and safety in the workplace  	
	
	
	
  88
The Nice products, green design		
	
	
 94
	
Our solutions 	
 	
	
	
	
	
	
  96
	
Eco-design e circular economy 	 	
	
	
	
100
	
Research and innovation 	 	
	
	
	
	
100
	
Intellectual property  	
	
	
	
	
	
102
	
Responsible, transparent communication 	
	
	
104
	
Certified quality  	
	
	
	
	
	
	
106
	
Customer health and safety  	
	
	
	
	
109
Methodological note 	
	
	
	
	
	
110 
Appendix		
	
	
	
	
	
	
	
112
GRI Index	
	
	
	
	
	
	
	
122

9
Scenario 
Environmental context
Global growth rates mean that greenhouse 
gas emissions must be cut and less energy 
consumed.
CO2 emitted 
by the 
construction 
industry 
worldwide.
37%
Maximum global temperature increase 
compatible with the Paris Agreement limits.
2°C
A look at Europe:
55%
by 2030
60%
of Germans 
believe that smart home 
applications help people 
live more efficiently from 
an energy standpoint.
46%
of Italians 
would like to make changes to 
their homes after the pandemic, 
and 16% of them would like 
to improve technological 
equipment, while 11% would 
like to increase efficiency.
IT
DE
The drivers of smart home purchases
Energy savings
Security against intrusions, but also safety 
against home accidents, for example with 
anti-fire devices, is a widespread concern.*
Health and safety
Increased desire to live in more efficient 
homes, with environmental and economic 
benefits.
Source: https://interpret.la/is-energy-savings-a-motivator-for-smart-home-adoption/
Social backdrop
The European Commission’s Green Deal aims 
to reduce greenhouse gas emissions by 
Fragile segments of the population are growing and home automation provides them with 
solutions for improved quality of life.
The need to reduce the impact of buildings and respect the planet’s limits drives research 
into more sustainable ways of living.
Source: https://
globalabc.org/
resources/
publications/2021-
global-status-report-
buildings-and-
construction
Source: TIM Centro Studi Smart Home Report
To achieve this goal, heating and cooling 
consumption must be cut by
Heating and cooling account 
for 80% of the energy use of 
residential buildings.
18%
Source: Es-so Position Paper – February 2021
The fastest-growing age 
bracket in the world: by 2050, 
it will exceed adolescents and 
young people (between 15 and 
24 years of age).
Source: https://population.un.org/wpp/Publications/
Files/WPP2019_Highlights.pdf
Over 65
Worldwide there are 1 billion 
people with disabilities.
Source: https://www.worldbank.org/en/topic/disability
Disabilities
Post-Covid-19 renovations
Absence of barriers, voice commands for 
disabilities, sensors and automation enable 
remote control of non-self-sufficient persons 
such as the elderly*
Elimination of physical barriers
Home spaces are being converted into flexible, 
polyfunctional, digital environments to meet new 
needs such as agile work. 
3 out of 5 Americans have refurbished at least 
one room in their home*
*Source: TIM Centro Studi Smart Home Report – based on Xiaomi data
The pandemic resulted in a 
need to reconfigure home 
spaces.
Covid-19
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+3,000
NICE PEOPLE
13
PRODUCTION FACILITIES
+100
COUNTRIES SERVED
15
R&D CENTRES
Nice underwent profound change 
in 2021, marking a step forward 
for our organisation. Our borders 
expanded: Nortek Security & Control 
joined the Nice ecosystem.
Note: figures after acquisition of Nortek Security & Control
We improve the quality of life 
of individuals and the planet.
“
“
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Nice to 
meet you

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Smart Security 
Solutions
About us
Our story begins in 1993 with us as a player in gate 
and garage door automation. We are now the 
global leaders in the Smart Home, Security and 
Home and Building Automation sectors. 
Since our business was founded, design has been 
at the heart of our philosophy, and our quality 
standards and painstaking attention to detail set  
us apart.
 
We improve the quality of life of individuals 
and the planet by designing low environmental 
impact solutions, thanks to research into 
environmentally friendly materials, with reduced 
energy consumption as well as the development 
of solar power sources.
Nice solutions manage light and heat, limiting 
buildings’ energy usage. 
Solutions for Gates 
and Barriers
Smart Home 
Solutions
23 
countries
Solutions for Commercial  
& Industrial Door
Audio/Video and 
Power Management 
Solutions
Sun Shading 
Solutions
Health & PERS 
Solutions
Italy 
France 
Germany
Spain 
Poland 
Belgium
USA
Canada
Brazil 
South Africa 
UK
Romania 
Turkey 
Portugal 
Sweden 
Russia 
China 
India 
Singapore 
Australia 
UAE 
Morocco
Tunisia
Over  
3,000
Nice People
+100
countries 
served
13
manufacturing 
plants
15
R&D centres 
Our locations worldwide
We are now on all continents, with a direct presence 
in 23 nations and over 100 countries served.
We have 13 manufacturing plants, 15 R&D centres 
and over 3,000 Nice People. 
Our broad network allows us to spread Italian 
craftsmanship through the world, offering 
highquality solutions that cleverly combine 
technology, design, innovation, digital 
connectivity and ease of use.
Nice to 
meet you
12

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Our Headquarters
More than a simple workplace 
The Nice Headquarters in Oderzo (TV), Italy 
was designed by architect Carlo Dal Bo and 
inaugurated in 2007. It was born from the dream 
of creating a structure whose lines and forms 
evoke the philosophy that inspires our company: 
movement and dynamism.
The Nice Headquarters is a comfortable, lively 
place for a convivial coffee or lunch and cultivating 
wellbeing in the gym and sauna during lunch 
breaks.
TheNicePlace 
A space to get together and grow
This is the head office’s social hub, extending 
over more than 3,000 square metres, devoted 
to meetings, exchanges, interaction, participation 
and knowledge-building. 
It is a “living” place, open to experiences and 
initiatives that gives space to the needs of a 
constantly growing company and reflects its 
international nature.
TheNicePlace worldwide 
After Italy, we opened other conceptually similar 
spaces in France and Brazil, where the facility 
in Santa Rita do Sapucaí hosts a major training 
centre and administrative offices.
Focused factories  
Dynamic, specialised centres of excellence
We are taking strategic steps for our global 
growth based on a “focused-factory” approach to 
consolidate production excellence in specific 
business units. 
In 2019, our production lines devoted to gate 
and garage door automation, the Gate-Focused 
Factory, were installed at the Headquarters in 
Oderzo, in a structure inspired by the Galeries 
des Machines, built in Paris in the last quarter of 
the 19th century, which extends over an area of 
11,000 square metres.
The production facility in Germany was 
upgraded to enhance our production of 
automation systems for high-quality sun screens.
In Brazil, we inaugurated a new production 
facility in Santa Rita do Sapucaí in 2016: a 5,000 
square metre facility dedicated to the production 
of electronic components that employs over 90 
people.
This facility will be complemented by the 
structure currently being built in the Sao Paolo 
region of Brazil, based on the design by the 
prestigious firm MC A – Mario Cucinella 
Architects.
TheNiceLabs 
To ensure the quality of all products
Through our advanced laboratories, we test and 
carefully check our products every day to ensure 
security, quality, reliability and durability over time.
R&D Labs
in 8 Countries
• Italy
• Germany 
• Brazil 
• USA 
• Canada
• South Africa 
• Poland
Our laboratories have been recognised by 
certification authorities, bearing out their technical 
standards and suitability for conducting tests 
that cover the needs of our company’s numerous 
products:
• LCIE (France)
• IMQ (Italy)
• CTC Advanced (Germany)
• Intertek (Sweden)
• UL (USA)
Where we work
Nice to 
meet you

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Company structure
Our One Company
Nice S.p.A, based in Oderzo (Veneto), Italy controls 
all other Group companies. Nice S.p.A. is directly 
controlled by BeNice Holding S.p.A.
Nice to 
meet you
Nice S.p.A. 
and its subsidiaries
Legend:
Hy-Security 
Gate Inc.
Abode 
Systems, Inc.
Nice S.p.A.
Fibar USA LCC
Fibaro 
Dystrybucja 
sp zo.o.
Linear HK 
Manufacturing 
Limited
Operator 
Specialty 
Company Inc.
IntelliVision 
Technologies 
Corp.
2 GIG 
Technologies  
Canada Inc.
Nortek Home 
Control 
Holdings, LLC
IntelliVision
Limited 
Liability 
Company 
IntelliVision 
Technologies  
Private 
Limited
Linear 
Electroncs 
(Shenzhen) 
Ltd.
Fenice 
Immobiliare srl
Nice Gulf FZE
Nice Group 
U.S.A. Inc.
Nice Romania
Nice 
Automatismos 
Portugal S.A.
Nice Australia 
Home 
Automation
elero Singapore 
Pte. Ltd.
Nice Benelux 
S.A.
Nice 
Automatismos
Espana
Nice Polska
Nice Istanbul 
Makine Ltd
Fibar Group SA
Nice Group 
Canada Inc.
Nortek Security 
& Control LLC
ACM 
International Srl 
Vidue 
Automatismos
Portugal Lda
Proevolution 
Sarl
V2 S.p.A.
Nice Shanghai 
Automatic 
Control Co. Ltd
Nice South 
Africa (Pty) Ltd.
AFCA-V2 SAS
Vidue Spain SL
V2 Tunisie Sarl
V2 Eletronica 
Iberica SL
Nice Home 
Automation JSC
Nice Nordics 
AB
elero Motors &
Controls Pvt. 
Ltd.
Nice 
Deutschland
elero Gmbh
Nice France
SAAC srl
Nice UK
V2 Domotique 
Maroc Sarl
V2 Home 
Automation 
Albania Shpk
Nice Canada 
Real Estate
Holdings Inc. 
Nortek Security & Control and its subsidiaries are not part 
of the scope of this Sustainability Report.
Nice Brasil 
Industria e
Comercio de 
Eletronicos
e Automação
parent 
company
sales
production 
and sales
holding
real estate 
service

Our history
In the 90s, Nice was founded in search 
of a new way of designing.
Our business concept is based on offering 
integrated automation systems, created to be 
simple to use and quick to install, functional 
and accessible.
Gates 
& Doors
automation
Sun Shading 
Solutions
Wireless 
Alarm
Systems  
& Industrial 
Doors
High
Security
Systems
Smart and 
Security 
Home System 
& Access 
Controls
Access
Control
Smart Home
AV & AI,
Personal
Health
1993
1995
2000
2008
2011
2015
2018
2016
2019
2021
Nice 
fondation
Nice 
France
2006
+
+
Entering 
US
Market
Entering
the South
American
Market and
Strengthening
Sun Shading
Solutions
Entering 
the South 
African
Market
Strengthening
in the US
Entering 
the 
Canadian
Market
Strengthening
Smart Home 
Solution
2006-2019 
Listed on 
FTSE MIB
+
+
Nice to 
meet you
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+

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20
Main events in 2021
Growth and innovation were the themes of 2021. It was a crucial year for our company: a milestone in the life 
of the business that led us to face 2022 with renewed momentum.
Yubii Home, the heart of the 
new smart home experience.
Yubii Home is the smart hub 
that connects Nice, FIBARO 
and elero technologies and is 
open to integration with over 
3,000 third-party devices. 
A gateway that allows a home 
to become intelligent and tends 
to the comfort and safety of the 
entire family.
Nice new Smart Home 
Business Unit is born.
The business unit seeks to offer 
a new way of experiencing the 
home, focused on the needs of 
those who live in it, to create an 
increasingly close connection 
with end users.
The business unit seeks to 
integrate Nice solutions to 
connect the entire home.
The highlight in 2021, which changed Nice range of 
brands and products, as well as the organisation’s 
geographical, economic and demographic scope, 
was the acquisition of the US-based Nortek 
Security and Control in October 2021.
Through this acquisition, which includes strategic 
brands with multiple awards, we are expanding 
our portfolio and offering a full range of integrated 
solutions for residential, commercial, industrial 
and government applications, from do-it-yourself 
to specialised, professional installation, with 
personalised products and high standards of 
security.
The deal strengthened our presence on the 
North American market, doubling our research 
and development capacity, thus further boosting 
innovation processes and expansion of integrated 
solutions based on the concept of the platform, 
increasing our customer base in a rapidly growing 
market at the global level.
Nortek 
Control
Sun Shading Solutions: 
the business unit that 
consolidates the 
Screen segment.
On the 1st of January, a new 
business unit was created, 
dedicated solely to sun shading 
systems (applications for 
roll-down curtains, blinds and 
shades for outdoor and façade 
usage), among the fundamental 
elements of energy efficiency.
Launch of the ESG 
sustainable transition 
programme.
An internal and external 
paradigm shift focused on 
making sustainability key to our 
strategy, in line with our values 
of attention to the environment, 
the society in which we operate, 
our way of doing business and 
the drive to innovate.
Before
Nice People 
2,300  
R&D centres  
13 with 208 people
After
Nice People 
3,000
 
R&D centres 
15 with 450 people
The personnel numbers in this table also include
temporary workers. 
The report’s scope refers to the figures prior to the 
acquisition of Nortek Security & Control (October 2021) 
and solely to personnel hired.
Nice to 
meet you

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Life made simple
Human/Caring/Reliable
We design from the human perspective, creating 
reliable solutions that simplify people lives.
The present is not enough
Innovative/Brave/Optimistic
By pushing the boundaries of the ordinary and 
challenging the status quo, we dare to create 
new paths.
Style meets passion
Authentic/Unique/Fresh
Authenticity makes us unique, we express it with 
original ideas through our very own personality.
Embrace diversity
Open /Free/Inclusive
As thinkers and creators, we look at the world 
with an open mind: engaging with possibilities and 
broadening our perspective in an inclusive way.
Beyond green
Sustainable/Conscious/Trasparent
Through smart technology adoption and human 
intelligence, we generate sustainable value while 
aiming to offer back more than we take.
Our family has grown and this will have a 
significant impact on our future. In fact, our borders 
are expanding not only in geographical terms, but 
also in terms of the solutions offered. 
Our configuration has required a revision of our 
vision and mission, to better represent the stages 
in our company’s history.
Thus, our Manifesto was born.
Nice to 
meet you
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We want to live 
in a Nice world
At the same time, we redefined the brand’s 
values, which now more explicitly and thoroughly 
incorporate what is guiding us through the 
sustainable transition on which we have embarked.
Mission and values
The Nice Manifesto
Improving quality of life by simplifying 
the everyday.
We are Nice, the Home Management,
Building Automation and Security solutions provider.
We believe in the power of good experiences and 
beauty to improve the quality of living spaces.
We create safe and smart environments, 
where people feel truly free.
We contribute to build a sustainable future. 
We want to live in a Nice world.
Nice values

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Nice to 
meet you
Our solutions
Sun Shading Solutions 
Solutions systems for awnings, sun shades and rolling shutters
Heating and cooling account for 80% of building energy use.
Automated sun screens help limit emissions and generates energy savings.
Smart Home & Security Solutions
Intruder alarm systems for a secure and connected home 
Smart home sensors and solutions monitor home energy consumption, reducing waste and preventing 
power overload, planning device shutdown when necessary.
Smart security products ensure the security and peace of mind of a home’s inhabitants. 
An integrated, connected, open system that makes a home secure, efficient and comfortable.
Gate & Door Solutions 
Solutions for Gates, Barriers, Commercial & Industrial Doors
Access control and automation solutions for gates, barriers and garage doors that improve users’ wellbeing 
and stand out for their reduced energy consumption during use and on stand-by, ecological materials and 
greater product maintainability.
Sliding gates 
Swing gates
Barriers
Garage doors
Awnings
Rolling shutters
Sun Shades
Climatic sensors 
Control units
& remote controls
Access control
and accessories
Biometrics 
Hostile Vehicle
Miligation

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Technological innovation, design and a focus on 
environmental impact are the main characteristics 
that allowed us to be partners in the construction 
of major, prestigious public and private projects of 
undisputed architectural relevance.
Some of the most celebrated examples include 
the recent installations in the Sinar Mas Plaza 
skyscraper in Shanghai, the city’s fifth-highest 
tower, where elero motors, Sun Shading Solutions 
Nice, were selected to control sun screens and 
living comfort. 
Our automation systems have also been installed in 
Nice to 
meet you
We are alongside 
Emergency in Uganda
Our company donated 85 motors to automate 
the exterior curtains of the new Paediatric 
Surgery centre of excellence in Entebbe, near 
Lake Victoria in Uganda, designed by architect 
Renzo Piano and his firm RPBW, in collaboration 
with the firm TAM Associati of Venice. 
The motors were made by the Italian 
manufacturer Resstende, our long-term partner 
for projects of international prestige.
The structure, which occupies an area of 12,000 
square metres, has been operational since April 
2021 and offers 72 beds and three operating 
theatres, in addition to full diagnostic and 
auxiliary facilities. 
In view of sustainability and integration with the 
local community, the centre’s roof is made up of 
around 2,600 solar panels capable of meeting 
part of its energy needs.
The sectors in which we operate:
Culture Hospitality 
Commercial & Retail
Public Spaces
Residential
Photo credit Marcello Bonfanti
Marina Bay Sands Hotel, Singapore
Our projects 
This is Nice
the futuristic Bluewaters Island complex in Dubai, and 
in Istanbul International Airport where we installed 
approximately 150 interior curtain automation motors 
in the control tower and weather station. 
Other prominent projects include Marina Bay 
Sands Hotel in Singapore, Vodafone Headquarters 
in Lisbon, IBM Pavilion in Milan and Messe 
Stuttgart in Stuttgart.
Designers, architects, engineers and contractors 
from around the world recognise Nice as a unique 
partner capable of meeting all Home Management 
Solution needs.
  
26

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29
109
STAKEHOLDERS INVOLVED
11
MATERIAL TOPICS IDENTIFIED
54
ANSWERS RECEIVED (49.5%)
9
SDGS TO WHICH WE CONTRIBUTE
We announced the launch 
of our sustainable transition 
plan in July 2021.
Sustainability is thoroughly 
transforming our business.
“
“
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The Nice journey 
to sustainability

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31
We want 
to live in 
a Nice world. 
Contributing 
to build 
a sustainable
future.
The Nice 
journey to 
sustainability
In 2021, we began to organise sustainability 
activities in a more conscious process that we 
want to become the keystone of our company 
strategy, triggering a cultural transformation 
and a thorough evolution of our way of doing 
business.
In line with the development of a “world without 
barriers”, we are determined to become “One 
Company” that knocks down barriers within and 
outside of the organisation, just as our solutions 
enable communication and interconnection 
between living spaces and the environment, 
embracing and leveraging differences.
The launch of our sustainable transition 
programme was announced in July 2021. We 
aim to promote a model of production attentive 
to the wellbeing of the planet and individuals, as 
summarised by the NiceLoveEarth logo, which 
marks our ESG company journey.
There were two milestones to this new 
direction in 2021: measuring greenhouse gas 
emissions and the resulting plan to reduce our 
carbon footprint and the preparation of the first 
Sustainability Report, designed to stimulate 
ongoing performance gains, improve dialogue 
with stakeholders and foster positive competition 
in which all actors may contribute to pursuing 
common goals, pooling all their resources and 
abilities.
Right for our business
To achieve our sustainability goals, we are 
adopting adequate governance and policy 
structures, while harmonizing quality, environment 
and safety management systems and investments 
in sustainable innovation.
Right for our planet
There are two main aspects of respect for the 
environment: decreasing the direct impact of our 
production and sales activities and creating devices 
that minimize the environmental impacts for the 
planet and climate, thus becoming enablers of 
sustainable buildings.
Right for our people
We embrace multiple voices, engaging in 
constant, ongoing dialogue with the various 
categories of stakeholders. We protect the rights 
of our people and improve everyone’s quality of 
life by creating connected, comfortable, secure 
and sustainable spaces.
Right for our products
Nice designs its solutions according to the 
principles of eco-design, favouring regenerated 
materials and limiting energy consumption by 
integrating dedicated technologies.
Since 2018, Nice has been studying the life 
cycles of its products and publishing the EPD 
Declarations of its main products in the Gate, Door 
and Sun Shading Solutions lines. 
We also introduced the Nice Green 
Innovation icon to help customers 
identify the solutions most attentive 
to protecting the planet.
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Our approach to sustainability

32
33
Nice
Stakeholder engagement
Identifying and selecting stakeholders
How we set our priorities of action 
Dialogue with stakeholders is fundamental to identifying the topics of this report and the priority areas 
of action on which we wish to focus our energies. Stakeholder engagement is structured according to a 
procedure divided into phases.
For the 2021 Sustainability Report, stakeholder 
mapping was carried out at our Headquarters, 
involving representatives from all departments 
and resulting in the identification of the 
stakeholders to be engaged and the specific 
individuals to whom the materiality questionnaire 
should be sent.
The questionnaire was structured as a list 
of potential material topics based on the 
benchmarking analysis performed on the main 
competitors and on the basis of the instructions 
provided in the international social responsibility 
standard ISO 26000.
The questions that emerged were divided into 
10 environmental aspects, 8 social aspects 
and 9 governance issues and were sent to 109 
internal and external stakeholders in Italy and 
abroad. Of those involved, 49.5% participated 
in the analysis by completing the survey 
(54 answers received).
1  
Identification
Identification of the most 
strategic internal and 
external stakeholders.
2  
Classification
Assignment of a level of 
responsibility/dependence 
and power/influence to all 
stakeholders on the basis of 
their relationships with Nice.
3
Positioning 
Setting a priority for 
stakeholders based on the 
values assigned in phase 2 as 
an indicator of their strategic 
nature.
4  
Engagement
Identification of the most 
appropriate engagement 
methods based on the 
category.
Responses by stakeholder category
4% 
Partner 
companies
20% 
Suppliers
36% 
Personnel
18%
Members of the 
board, members of 
the ESG committee 
and management
10%
Banks
8%
Customers
Main groups of Nice stakeholders
Universities and training entities
Non-profit associations
Partner companies
Customers
Competitors
Personnel
Suppliers/contractors
Banking 
institutions
Media
Labour unions
The Nice 
journey to 
sustainability
4%
Supervisory 
authority

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35
Stakeholder communication
Internal communication
The DailyWonder
We are a constantly evolving and expanding 
company. In this framework, it is fundamental to 
activate tools and methods that enable the exchange 
and spread of information, know-how and knowledge 
to clarify goals and share them with all Nice People. 
This enables not only a high-level view for the 
company, in line with the One Company definition, 
but also the engagement of potential customers, 
talents and stakeholders.
Accordingly, in 2019, we introduced our project The 
DailyWonder: a digital magazine designed to unite 
Nice people around the world through bottom-up 
communication that supports a common corporate 
culture and one team: the Nice team.
The DailyWonder is available in six languages and all 
people from all companies have access to it.
We also engage our staff through internal meetings 
that bring together the various work teams to foster 
collaboration, facilitate integration and the working 
group and share common goals and working 
methods.
The engagement of Nice People is the company’s 
true strength and something we continue to work on 
and invest in with global coordination and a culture 
based on solid values. 
Topics such as development, leadership and 
empowerment will be increasingly present on  
our agenda.
Main channels of dialogue
Eu sou o coração da Nice 
 
Some branches have begun to work on internal 
communication according to a systematic 
approach. 
In particular, the Brazilian office organised a 
series of activities starting in March 2021 on 
issues such as Women’s Day, Mother’s and 
Father’s Day, religious holidays, prevention (Pink 
October) and suggestions on how to manage 
one’s working environment and desk better. 
In March 2021, employees launched a full-
fledged staff engagement campaign entitled “Eu 
sou o coração da Nice” (I am the heart of Nice) 
to emphasise how the company’s value resides 
in the people who comprise it.
Other activities brainstormed by our Brazilian 
colleagues: company parties, recognition 
of birthdays and work anniversaries, 
merchandising, gadgets for families and even a 
Nice Coffee digital podcast, in which the team 
interviews a colleague each episode, introducing 
them to the rest of the company.
This is Nice
External communication 
Open dialogue across all channels
We believe in clear, responsible communication 
regarding the commitment, values and products 
we sell. We thus ensure open dialogue with all our 
stakeholders through the various online and offline 
channels.  
Apps: various applications, dedicated to both 
end users and professionals, to manage home 
automation devices.
Website: thanks to the contents of the website 
www.niceforyou.com, users can keep up to date 
with Nice activities, learn about its product line, the 
various features available and new products released 
into the market. 
Social network: through the brand’s social 
channels on LinkedIn, Facebook, Instagram and 
Twitter we reach all our stakeholders, diversifying 
our message and channel to suit the goal and 
audience. We use our channels to update our 
stakeholders on our sustainability journey.
Communications and public relations 
campaigns: in 2020-21, due to the pandemic 
crisis, we limited our launches of communication 
campaigns aimed at increasing brand and product 
awareness. In particular, an influencer marketing 
campaign was launched from June to December 
2021 in Italy: videos were shown on YouTube, 
Instagram Post and Stories to bring end users 
closer to the Nice Smart Home world. In addition, 
in 2021 we resumed media relation activities.
Newsletter: we use it to share materials and 
information that accompany the launch of new 
products and services with our business partners.  
Fairs: an important opportunity for direct contact 
with our partners and potential consumers to see 
and test out new products. Fairs are supported by 
the creation of dedicated communication materials. 
Roadshow: travelling events created in 
collaboration with Nice business partners 
(distributors). We support our partners by 
creating the necessary informational material 
and conducting online and offline promotion of 
the event.
The Nice 
journey to 
sustainability
Stakeholder 
Communications channel/methods
Management team
President and CEO
Nice HQ First Line
BU Directors
General managers of group companies
Holding 
Consultation and collaboration through dedicated 
periodic meetings
Personnel
Function heads
Workers’ safety representatives 
Consultation, collaboration and information through 
dedicated periodic meetings. 
Internal communication through dedicated digital 
magazine, company intranet or communications. 
Gate customers
Door customers
Screen customers
Smart home/alarm/integration customers  
Sales meetings: the voice of the customer 
Suppliers
Component suppliers (electronic, mechanical, pla-
stic moulds, packaging)
Contractors
Logistics partner
Contractual phases, verification and selection 
audits and periodic refresher meetings
Financial institutions/banks
Contractual phases, verification and selection audi-
ts and periodic refresher meetings  
IT consultants
Financial advisors  
Consultation, collaboration and information through 
dedicated periodic meetings  
Supervisory Body
Board of Statutory Auditors  
Periodic verification and update meetings

37
The main phases of the workshop:
1  
SWOT analyses based on ESG topics
2  
Definition of the main elements on 
which to act and construction of 
the main cause-and-effect correlations
3
Identification of the most significant 
cause-and-effect correlation
4  
Definition of tools, KPIs, strategies, 
partners and resources to create the 
solution identified
The working group identified two areas for 
further inquiry in two subsequent workshops:
•	Product quality
•	Personnel retention
Through the final focus group, guidelines were 
formulated for the intervention, to be organised 
as a strategy and an action plan, characterised 
by concrete actions supported by selected 
partners.
The co-design of Sustainability
To improve the environmental, social and 
governance sustainability performance of our 
company, we selected the co-design approach, 
involving the organisation of three online 
workshops dedicated to team brainstorming of 
ideas and improvements in company areas of 
primary importance.
The workshops involved an internal group of 
stakeholders with various competencies 
and operating levels, and were held on a web 
platform through the gamification formula.
This is Nice
The Nice 
journey to 
sustainability
Materiality Matrix
Governance
ESG Governance
Product and process
certifications
Relevant for Nice
Relevant for the Stakeholder
Environment
Energy consumption
Eco-design, eco-sustainability 
and circular economy
Fighting climate change and 
preventing pollution (water, soil, 
atmosphere)
Social
Health and safety at work
Human resources 
development and training
Employment and faimess 
in labour relations
Ethical supply chain
management and international
standards of conduct
Consumer relations and external 
communication
Product
Sustainability of the production 
process, technological 
development and intellectual 
property
Product and process
certifications
Energy consumption
Eco-design, eco-sustainability 
and circular economy
3,5
4,5
4
4,5
5
4
5
Fighting climate 
change
Employment and 
fairness in labour 
relations
Health and 
safety at work
Energy 
consumption
Sustainability of the 
production process, 
technological development 
and intellectual property
Human resources 
development and training
Eco-design, eco-sustainability 
and circular economy
Ethical supply chain
management and international
standards of conduct
ESG Governance
Product and 
process certification
Consumer relations and 
external communication
36

38
Our goals
In 2015, the UN identified the 2030 Agenda for Sustainable Development: a programme of 17 goals, known 
as the Sustainable Development Goals (SDGs), to define a new production and economic model that protects 
the planet and its inhabitants.
The 2030 Agenda establishes a framework in which individuals, NGOs, companies and institutions are called 
to participate, each contributing to their area of operation.
We, at Nice, have also structured our sustainability goals from an Agenda 2030 perspective, identifying the SDGs 
to which we may contribute most significantly based on our sector of activity and the topics identified as material.
This table shows our goals for 2025, broken down according to the ESG (environmental, social and governance) 
pillars, recognised at the international level as key aspects of sustainable development.
For each area, we indicate the SDGs of reference.
•	 Allocation of a share of the economic value generated for community projects
•	 Increased gender diversity on governance bodies and introduction of independent directors
•	 Adoption of tools for assessing and managing ESG risks
•	 ISO 14001 certification of all manufacturing plants
•	 Progressive achievement of energy self-sufficiency or 100% energy from renewable sources certified through guarantee of origin 
•	 Keeping the percentage of recyclable waste near 99%, while reducing its overall quantity
•	 For Scopes 1 and 2: 50% reduction in CO2 emissions
•	 Implementing a workplace health and safety management system for all manufacturing plants 
•	 Zero accidents at all group production plants
•	 Implementation of a group e-learning platform 
•	 Interdepartmental and intercompany mobility programme 
ESG Governance
Process certification 
Energy consumption 
of the organization 
Circular economy  
Fighting climate change 
and preventing pollution 
Health and safety at work 
Human resources development 
•	 Increasing the presence of women by 30% in leadership positions 
•	 Reduction of the remuneration gap between male and female personnel, obtaining equal salary certification  
•	 Introduction of flexible working hours and regulation of agile work for home-work balance 
Employment and fairness 
in labour relations 
•	 Vendor ratings: expansion of the supplier social and environmental responsibility section
Ethical supply chain 
Governance
Environment
Social
•	 Reduction of energy consumption during both the product use and stand-by phases
•	 Increase in the number of products powered by solar panels or batteries
•	 Partnerships with research institutions and universities for research and development on reduced environmental impact materials 
•	 Exclusive use of recycled plastic 
•	 100% low environmental impact packaging (recycled paper and cardboard, zero plastic, natural ink)
•	 Extension of product useful life, ensuring maintenance and the ability to replace worn and/or defective parts 
•	 Adoption of biodegradable plastics in selected projects, where possible
Energy consumption 
of the product 
Eco-design and circular 
economy  
•	 EPD certification of all new product lines
Product certification 
Product
2025 GOALS
MATERIALS TOPIC
The Nice 
journey to 
sustainability

40
41
Economic sustainability 
means creating value for 
all our stakeholders.
5
MEMBERS OF THE ESG COMMITTEE
0
CASES OF CORRUPTION
3
AREAS OF ACTION 
OF THE COMMITTEE  
0
CASES OF ENVIRONMENTAL AND 
SOCIOECONOMIC NON-COMPLIANCE
In 2021, we set up an internal team 
to implement ESG policies.
The Nice 
governance, 
strong company
40

42
43
Clear rules and shared principles, management 
procedures, risk monitoring and economic solidity 
are the foundation of a structured, coherent 
sustainability programme. 
As part of this process, we have adopted 
consolidated policies, while referring to the most 
virtuous examples, going far beyond regulatory 
requirements.
Management of Nice S.p.A. is entrusted to a 
Board of Directors that performs all ordinary 
and extraordinary governance functions, except 
for powers that by law are reserved to the 
shareholders’ meeting.
Composition of the BoD
As at 31 December 2021 the Board of Directors was 
composed of five members and had appointed a 
Chairman (company founder, Lauro Buoro) and a 
CEO (Roberto Griffa), to whom special powers were 
delegated in the area of environmental risk.
Governance of ESG policies
The BoD does not refer to internal committees and is 
directly responsible for the decision-making process 
in economic, environmental and social matters. 
However, in 2021 we formed an internal team to 
implement ESG policies, coordinated by Marco 
Bianchet, Global Quality & Sustainability Director.
The tools we use to ensure environmental 
protection are our Code of Ethics and the 
Organisation Model under Legislative Decree 
231/2001, which set the guidelines for monitoring 
environmental risk. Their application is periodically 
verified by the Supervisory Body through audits.
Our Code of Ethics
An integral part of our business
Our Code of Ethics, approved by the Board of 
Directors, is an integral, substantial part of our 
Legislative Decree 231 Organisation, Management 
and Control Model and contains the general 
ethics values that, along with legal, regulatory and 
contractual provisions, guide us in preventing the 
risk of criminal offences.
In particular, Section Q of the Code of Ethics 
governs environmental offences:
• Environmental pollution
• Environmental disaster
• Negligent offences against the environment
Governance bodies
• Trafficking in and dumping highly radioactive 
material
• Aggravating circumstances
• Organised illegal waste trafficking
• Killing, destroying, capturing, removing and 
possessing specimens of protected animal  
or plant species
• Destruction or degradation of a protected  
site habitat
• Trading in specimens of the species set out in 
Annex A of Art. 1 of Law 150 of 7 February 1992
• Trading in specimens of the species set out  
in Annexes B and C of Art. 2 of Law 150 of  
7 February 1992
The Code of Ethics also provides guidance on 
the preventative measures that we have adopted 
to protect the health and environmental safety of 
workers. 
In particular, an organisational structure has 
been set up to ensure adequate technical 
competencies and the powers needed to 
assess, manage and monitor risks for the health 
and safety of workers and the environment. 
In addition, training courses are provided for 
personnel according to the needs identified 
periodically and in view of the peculiarities of 
the various areas of risk.
Operational health and safety management 
involves the integration of the overall 
management and control system for company 
processes and is supported by adequate 
monitoring systems.
Through the Code of Ethics and Legislative 
Decree 231 Organisational Model, we 
provide guidance for complying with the 
Precautionary Principle (Principle 15 of the 
1992 Rio Declaration), which is the foundation of 
international environmental law.
Before starting a new production process or a new 
business, we conduct a preliminary assessment of:
• the adequacy of the financial investments 
required to carry out the project and/or the 
transaction;
• compliance with the procedures and criteria 
imposed with regard to the quality of 
products and their conformity with national 
and European legislation applicable to the 
company’s core business;
• compliance with the procedures established 
by the existing quality certifications;
• compliance with workplace safety and 
environmental risk legislation, although the 
company’s typical production processes do 
not expose us to high levels of environmental 
risk under  national and European legislation.
Governance
The Nice 
governance, 
strong 
company
Material topic:
ESG  Governance
2025 Goals
•	Allocation of a share of economic value 
generated to community projects 
•	Increased gender diversity on  
governance bodies and introduction  
of independent directors
•	Adoption of ESG risk assessment  
and management tools 
Material topic:
Process certifications
2025 Goals
•	ISO 14001 certification of all  
manufacturing plants
42

44
Sustainability governance
A committee in support of strategy
Anti-bribery and corruption procedures
We put into practice our focus on the issue 
of preventing corruption in accordance with 
Legislative Decree 231/2001 and hence the Code of 
Ethics and Organisational Model, which we adopted 
and updated on 4 March 2019, with regard to:
•	Undue collection of payments, fraud against 
the state or a public entity or to obtain public 
money and cyberfraud against the state or a 
public entity and corruption, undue instigation 
to give or promise benefits and corruption.
•	Corporate crimes such as instigation of 
corruption between private parties and 
illegitimate influence over a shareholders’ 
meeting.
The ethical principles of integrity, transparency, 
legality, impartiality and prudence are essential 
values both in commercial and institutional 
relations between Nice and public and government 
entities (for example in the event of participation 
in public tenders) and relations between legal 
representatives, directors, executives and senior 
executives who act in the name and on the account 
of Nice in the performance of their functions 
(for example, relations with any other person or 
professional during the discussion of a commercial 
transaction that we are to undertake).
Compliance with the provisions of the 
Organisational Model and Code of Ethics that 
we have adopted pursuant to Legislative Decree 
231/01 is constantly monitored, including through 
the audits conducted by the Supervisory Body 
over the year. 
We promote the prevention and verification of all 
unlawful conduct, encouraging addressees to 
report conduct of which they become aware by 
virtue of their dealings with the company to the 
Supervisory Body promptly.
No episodes of corruption occurred in 2020-2021.
Anti-corruption 
Communication and training 
We regularly communicate the Organisational 
Model and Code of Ethics to all members of 
the Board of Directors (which also approves all 
updates), the auditors and the members of the 
Supervisory Body, all our executives, middle 
managers and personnel when they are hired and 
over the course of all employment relationships, 
as well as to all consultants, professionals and 
suppliers.
These documents are also available from our official 
website, https://www.niceforyou.com/en.
To pursue our sustainability strategy, we have set 
up a Sustainability Governance Committee with 
a guiding role, consisting of five members, four 
men and one woman, which acts transversally 
at the level of the Headquarters and all our 
companies, through an ESG Operational Team 
and ESG local points of contact, and includes 
members of the Research and Development, 
Operations, Marketing, HR and Finance areas.
Organisation’s energy 
consumption and emissions
Environment
Committee’s main areas of intervention
The Nice 
governance, 
strong 
company
Social
ESG Committee 
Management models 
Company culture
Governance
Products’ energy consumption 
and emissions
Circular economy
Corporate social responsibility
Turnover and retention 
Diversity and inclusion

46
47
Customer privacy
In accordance with the provisions of the GDPR 
(EU General Data Protection Regulation 2016/679, 
entered into force in May 2018), we involve all 
functions in our commitment:
• to constantly determine and monitor the most 
appropriate safety measures for protecting the 
data stored and processed by the company;
• to periodically assess safety measures in 
relation to the risk of data breaches (due 
to cyberattacks internal and external to the 
company);
• to properly process the personal data 
of personnel and customers in the CRM 
system used by the company and through 
the websites of the company and its EU 
subsidiaries;
• to properly process the data owned by the 
company used by suppliers and consultants, 
also appointed external personal data 
processors.
We protect our customers’ privacy by monitoring 
all new processing of their data and updating our 
Privacy Organisational Model, the document that 
sets out the technical and organisational model 
measures suited to the proper management of 
data and protection of the rights and freedoms of 
data subjects.
To us, protecting our customers’ privacy is the 
foundation of cooperation, to foster sound 
commercial development and a stable balance 
over time. 
We thus strengthen the trust that our customers 
place in us.
Thanks to the focus on this issue, in 2020-2021 
there were no substantiated reports of privacy 
breaches and customer data losses.
Assessment of the methods of managing impacts 
on customer and personnel privacy is managed 
with the support of the internal legal department 
and external privacy consultant, without 
prejudice to monitoring of compliance with the 
Organisational Model adopted by the Company 
pursuant to Legislative Decree 231/2001.
Environmental 
compliance
Managing and monitoring risks of non-compliance 
with environmental protection legislation is an 
important issue to us. 
In producing electrical and electronic equipment 
(EEE), we are subject to extended producer 
responsibility and, pursuant to the Organisation and 
Management Model (OMG), we are directly involved 
in and responsible for the impacts of possible 
improper environmental management of the supply 
chain. In this framework, any non-compliance 
with regulations and the OMG could result in 
consequences in economic, legal and brand 
reliability terms. Conversely, proper management 
of environmental issues may have positive 
impacts in terms of visibility, reputation and 
social wellbeing.
The main environmental impacts we generate 
have to do with the atmospheric emissions 
associated with the consumption of resources 
and components and the energy consumed by 
our equipment over the course of their lives and 
our products at the end of their useful lives, which 
considerably reduce the potential environmental 
risks if their disposal process is managed 
appropriately.
We entrust environmental compliance to the HSE 
Manager, who periodically conducts spot checks and 
reports any non-compliance to the Supervisory Body 
(SB) periodically. 
Legislative developments that could affect the 
organisation are specifically identified by specialised 
external consultants, such as the business association 
ANIMA.
Moreover, in 2021, there was a significant push 
by the CEO to structure a process to lead the 
organisation towards sustainable development. 
In this regard, an executive and a structure 
dedicated to sustainability were identified with 
the task and responsibility of coordinating all the 
group’s manufacturing and commercial companies in 
accordance with environmental regulations.
The efficacy of the management model is assessed 
by the Supervisory Body with half-yearly frequency. 
The results of the assessment are presented to the 
Board of Directors in qualitative terms.
There were no cases of non-conformity throughout 
the Group in 2020-2021.
In view of ISO 14001:2015 
certification
Given the strategic importance that 
environmental issues have for us and 
our stakeholders, we want to adopt an 
environmental management system compliant 
with the ISO 14001:2015 standard. 
In May 2021, we conducted an analysis of the 
requirements to be met for the implementation, 
in 2022, of an environmental management 
system compliant with the certification standard.
 
At the Polish company, FIBARO, this scheme 
has already been implemented and includes: 
procedures for assessing environmental 
aspects, monitoring, emergency response, 
operational control and oversight of 
environmental regulations in the regulatory 
supervision procedure. The processes relating 
to the environmental impact are subject to 
internal and external audits and the efficacy of 
the management system is assessed within the 
framework of the annual management audits 
conducted by the ISO 9001:2015 and ISO 
14001:2015 standards.
This is Nice
Monitoring of security 
measures
IT
Marketing
HR
All departments
The Nice 
governance, 
strong 
company
Processing 
of customer 
personal data
Processing 
of personnel 
personal data
Processing 
of own data

48
Socioeconomic compliance
Compliance with socioeconomic regulations is a 
priority for a multinational company like ours.
In 2020/2021 we did not record any episodes 
of non-compliance with laws and regulations 
concerning social and economic matters.
The impact of socioeconomic compliance 
may be felt in all types of relations between 
ongoing business projects, including to fulfil 
the duty to comply with the Code of Ethics and 
Organisational Model that we have adopted, 
pursuant to Legislative Decree 231/01, and to 
comply with the laws of the various countries in 
which we operate. 
However, impacts may also be felt as a result 
of a decision to divest and/or discontinue the 
operation of a specific business unit or legal 
entity in a given country.
These special sections include a detailed list of 
socioeconomic violation (for example, violation 
against commerce and industry, corporate 
violation, offences against individuals, etc.).
The Nice Code of Ethics is addressed to the 
company’s directors, executives and personnel. 
The company’s directors and executives are also 
responsible for creating a culture structured on 
the principles laid down in the Code of Ethics, 
thus promoting awareness and encouraging 
commitment to it.
To conduct our business with integrity, we define:
•	the processes necessary to discharge the 
compliance obligations and objectives of each 
process, designing and implementing control 
for each of them;
•	a series of measurable indicators to help the 
organisation quantify the level of achievement 
of our goals and compliance performance.
We organise audits at planned intervals for 
regular review of the organisation’s compliance 
management system to ensure that it is constantly 
applicable, adequate and effective.
In the event of non-compliance, we intervene 
promptly with the appropriate assessments of 
the advisability of implementing new corrective 
measures, reviewing the efficacy of the actions 
taken and, where necessary, revising the 
compliance management system.
Tax strategy
Our tax strategy is based on the principles of 
integrity, transparency, legality, impartiality 
and prudence envisaged in our Code of Ethics 
and has as its main objectives the lasting growth 
of company assets and the creation of sustainable 
value over time for stakeholders.
In implementing our tax strategy, we adopt the 
principles laid down in the OECD Guidelines for 
Multinational Enterprises.
To eliminate or contain phenomena of double 
taxation, we apply the provisions of international 
treaties against double taxation of income and 
capital and for the prevention of tax evasion and 
avoidance. Intragroup dealings are governed 
on the basis of the arm’s length principle, in 
accordance with the OECD Guidelines, while 
pursuing the aim of aligning transfer conditions 
and prices with the places in which value is 
created within the group as correctly as possible. 
The CFO is responsible for implementing the tax 
strategy agreed upon with senior positions at 
the executive level. The tax function collaborates 
with the other company functions to ensure that 
possible tax risks are identified and adequately 
managed.
In line with our sustainability strategy, we 
pursue behaviour aimed at compliance with the 
law, aware that tax revenue is one of the main 
sources of contribution to economic and social 
development in the countries in which we operate.
Integrity
Transparency
Legality
Prudence
The Nice 
governance, 
strong 
company

50
51
Value distributed 
to stakeholders
Economic value generated
10% 
economic value 
retained
90% 
economic value 
distributed
As at 31 December 2021, the direct economic value generated by Nice S.p.A. amounted to nearly  
€159 million, up nearly 18% on 2020. This trend reflects the solidity of our balance sheet and cash flows.
Economic value generated and distributed
The economic value distributed is the wealth we 
create for our stakeholders. 
In particular, 85% of the direct economic value 
is distributed to suppliers through operating 
costs, 12% to personnel through salaries and 
benefits and 3% to providers of capital and 
shareholders through financial interest.
As part of a constant process of technological 
innovation of the assets produced and the 
production processes used, part of the 
value retained is reinvested in research and 
development to identify new solutions and ensure 
their technological and functional improvement, 
bringing added value to the company and benefits 
for individuals and the environment.
Value generated, retained and distributed
In euros - 2020-2021 - Figures referring only to Nice S.p.A.
The Nice 
governance, 
strong 
company
* Figure not significant
2021 
2020 
Economic value generated
158,840,511 
134,830,794 
Economic value distributed
142,880,471 
123,233,925 
      Operating costs
  121,837,181 
91,250,735 
      Personnel salaries and benefits
17,066,888 
15,954,771 
      Payments to capital providers
3,976,401 
13,222,792 
      Payments to the public administration
*
2,805,627 
Economic value retained
15,960,040 
11,596,869 
Figures referring only to Nice S.p.A.
3% 
value distributed to 
capital providers
12% 
value distributed 
to personnel
85% 
value distributed 
to suppliers

52
53
28%
CERTIFIED CLEAN ENERGY
99.8%
WASTE RECOVERED
64.2%
EMISSIONS OF PRODUCT CONSUMPTION 
THROUGHOUT THE LIFE CYCLE
99.6%
NON-HAZARDOUS WASTE
Reducing greenhouse gas emissions is a key 
issue in our sustainable development process.
Since 2021, in line with the UN's Climate 
Action goal, we have started mapping 
greenhouse gases to identify the most 
suitable strategies to minimize emissions.
Our focus on reducing our 
environmental footprint enables 
new sustainability scenarios.
“
“
52
The Nice 
environment, 
gentle footprint

54
55
Environment
The Nice 
journey to 
sustainability
Material topic:
Energy Consumption of the organization
2025 Goals
•	Progressive achievement of energy  
self-sufficiency or 100% energy  
from renewable sources certified  
through guarantee of origin 
Material topic: 
Fighting climate change and preventing
pollution
2025 Goals
•	Scope 1 and 2: 50% reduction  
in CO2 emissions  
Material topic:  
Circular economy
2025 Goals
•	Keeping the percentage of recyclable  
waste near 99%, while reducing its  
overall quantity
Reducing climate-altering greenhouse gas 
emissions is a key issue in our sustainable 
development process. 
Since 2021, in keeping with the United Nations' 
Climate Action goal, we have begun to map our 
greenhouse gas emissions. 
This process will allow us to identify a baseline to 
prepare, through the Science Based Target initiative 
(SBTi), a programme for reducing emissions in line 
with the objectives of the Paris Agreement, which 
requires that the global temperature increase be 
kept below 1.5 °C.
The emissions of Nice S.p.A. and its 36 subsidiaries 
are set out in a document called the GHG Inventory, 
created in accordance with the standards set by 
the GHG Protocol and the ISO 14064 standard, 
considering the following emissions categories:
•	Scope 1 emissions are from owned or directly 
controlled facilities and are attributable to the 
use of fossil fuels to power heating systems, 
generators or vehicles, in addition to refrigerant 
gas leak emissions;
•	Scope 2 emissions include all indirect 
emissions arising from the energy purchased by 
the company;
•	Scope 3 emissions include all indirect 
emissions not considered in the Scope 2 
category and refer to the emissions produced 
in the upstream and downstream phases of the 
value chain.
After analysing their significance, we included:
•	Purchased goods
•	Waste generated in operations
•	Upstream and downstream transportation
•	Employee commuting
•	Business travel
•	Use of sold products
Climate action
54
From the calculations of the GHG inventory, 
it showed that our emissions for the Scope 1 
category are mostly related to the vehicles used 
(56% of the total), with 37% relating to heating 
systems and leaks of F-gases (fluorinated 
greenhouse gases) from climate-control systems 
contributing 7%.
During the two-year period, an approximately 22% 
increase in Scope 1 emissions was identified, along 
with an increase in Scope 2 emissions of 2%. 
Overall, in 2021 we emitted (directly and indirectly) 
approximately 5,699 tonnes of CO2eq, a figure 
that was up 15% on 2020. The increase in Scope 
1 emissions is due to the gradual easing of the 
Covid-19 pandemic containment measures, 
which enabled regular resumption of activities and 
in-presence work. However, in 2021, electricity 
consumption declined.
Restricting the scope of study to production 
companies, it may be seen that such companies 
contribute approximately 65% of aggregate Scope 
1 and 2 emissions, and 87% of Scope 2 emissions 
attributable to electricity supply.
Tonnes of CO2eq. - 2020-2021
Stationary installations emissions
Vehicles emissions
Refrigerant gas emissions
1,026
2,098
237
1,523 
 2,295 
 273 
Scope 1
2020 
3,361
2021 
4,091 
Electricity emissions
1,583
1,608  
Scope 2
2020 
1,583
2021 
1,608 
Total Scope 1-2
 4,944 
  5,699 
2020
 2021 
Scope 1-2 emissions
Stationary installations emissions
Vehicles emissions
Refrigerant gas emissions
1,067
901
233
1,138
917
221
Electricity emissions
1,464
1,402  
Total Scope 1-2
3,665
 3,678 
2020
 2021 
75%
40%
81%
% of total 
generated in 2021
Scope 2
2020 
1,464
2021 
1,402 
% of total
87% 
Scope 1
2020 
2,201
2021 
2,276 
% of total
56% 
 65%
Scope 1-2 emissions of manufacturing plants
Tonnes of CO2eq. - 2020-2021

56
57
The Nice 
journey to 
sustainability
Overall, direct emissions have a more significant weight than indirect emissions relating to energy.
56% 
Vehicle emissions 
37%
Stationary installations 
emissions
7%
Refrigerant gas 
emissions
Percentage of Scope 1 emissions by source
Percentage of Scope 3 emissions by category
2021
4,091
in 2021
1,583
in 2020
Scope 1
Scope 1-2 emissions
Scope 2
1,608
in 2021
2020-2021
in 2020
In addition to Scope 1 and 2, we also calculated Scope 3 emissions, further expanding the measurement and 
reporting scope. It was thus found that, in our business, the two categories most affected – which account for 
approximately 97.41% of emissions produced – are goods purchased and sold.
Emissions reduction action plan
The choice to trace the overall contribution that company activity makes to the atmospheric concentration of 
greenhouse gases is aimed at identifying the strategies best suited to minimising emissions.
To reduce direct (Scope 1) emissions, the company fleet will gradually be 
replaced with hybrid or electric cars. 
Work will also be done on improving the performance of the building envelope 
to reduce the need for cooling and heating. An additional option is to transition 
from thermal heating systems based on fossil fuels to electrically powered 
systems, such as heat pumps.
To reduce indirect (Scope 2) emissions deriving from owned and leased 
properties, we intend to activate renewable source electricity supply with a 
guarantee of origin and through the use, where possible, of the installation 
of solar panels.
To act on the Scope 3 category, we intend to integrate environmental 
impact goals in terms of the carbon incorporated into materials, energy 
consumption and reparability/reuse into the design phase of automation 
products and solutions.
3,361
Goods 
purchased
70%
60%
50%
40%
30%
20%
10%
0%
33.19%
1.04%
0.89%
0.28%
0.36%
0.01%
64.22%
Business 
travel
Upstream 
transport
Downstream 
transport
Employee 
commuting
Use of sold 
products
Waste 
generated
2021

58
59
Energy consumption
Rational energy use is a priority for us.
We are therefore very attentive to preventing all 
waste and inefficiency, to reduce the impact of our 
facilities and control their operating costs.
In fact, reducing energy consumption, in addition 
to being crucial to mitigating climate change, 
has significant consequences on our income 
statement.
In this regard, at all our facilities in Italy and 
eventually abroad, we aim to activate energy 
supply contracts with a guaranteed renewable 
source origin and are constantly committed to 
implementing efficiency enhancement measures 
at our facilities.
Our energy consumption derives mostly from 
inbound logistics, storage, assembly, packaging 
and distribution, as well as from the climate-
control of the various facilities and sales offices.
In 2021 we consumed over 80,000 GJ of energy, a 
5% increase on 2020, justified by the resumption 
of activity after the end of Covid-19 restrictions.
The Nice 
environment, 
gentle footprint
Units of 
measure 
2020 
  2021
% change
Total consumption
MJ 
76,622,997.21 
80,697,149.97 
+5%
      of which fuel for vehicles
MJ 
27,558,281.78 
27,913,818.33 
+1%
      of which electricity
MJ 
25,910,267.49 
27,622,513.85 
+7%
      of which thermal energy
MJ 
23,154,447.93 
25,160,817.78 
+9%
Intensity of consumption 
compared to turnover 
MJ/€ 
0.18 
0.15
-18%
Total consumption of fuel 
for thermal energy (MJ) 
MJ 
23,154,447.93 
25,160,817.78 
+9%
      of which natural gas 
MJ 
20,861,556.69 
21,738,250.22 
+4%
      of which diesel fuel 
MJ 
1,786,774.10 
2,730,425.95 
+53%
      of which propane/butane 
MJ 
506,117.15 
692,141.61 
+37%
Company vehicle fleets 
Unit 
447.00 
442.00 
-1%
      Internal combustion  
      vehicles
Unit 
434.00 
423.00 
-3%
      Hybrid vehicles 
Unit 
10.00 
15.00 
+50%
      Electric vehicles
Unit 
3.00 
4.00 
+33%
Electricity consumption
MJ 
25,910,267.49 
27,622,513.85 
+7%
      From the national grid
MJ 
19,492,882.29 
19,986,096.65 
+3%
      From renewable sources                     
      - guaranteed origin
MJ 
6,417,385.20 
7,636,417.20 
+19%
Energy consumption
Total energy consumption
24,238.93
27,558.28
27,585.68
27,913.82
23,154.45
24,433.69
Electricity
Fuel
Thermal energy
Energy sources used
35% 
fuel
34% 
electricity
31% 
thermal energy
By type of source - 2021
In GJ
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000

60
61
We use all (and only) 
the energy we need
The Nice Shanghai facility intends to introduce 
an energy management system, contributing to 
energy savings and the consequent reduction 
in emissions and operating costs. 
The goal is to form a group with the company's 
managers and the various department heads, 
whose main responsibilities will be spreading 
and implementing national policies, laws and 
regulations on energy and water savings and 
supervising the formulation of company energy 
conservation policies.
Nice France intends to raise awareness 
among all its people on the issue of energy 
efficiency through internal communication 
that encourages them to make rational use 
of electricity through small gestures, such as 
optimising the use of heating and cooling, 
turning off lights when leaving offices, reducing 
the use of paper and using the standby 
function on electric devices.
In addition, it installed an electric charging 
station at the facility for the electric and hybrid 
vehicles of personnel and customers.
At the FIBARO plant in Poland, solutions to 
reduce energy consumption were implemented, 
including an automatic LED lighting system 
and shrink-wrap systems with the introduction 
of new ecological packing. At Nice Poland, 
the administrative office monitors the level of 
energy consumption and plans activities to 
reduce energy consumption.
In addition, it identifies the areas for completing 
projects aimed at reducing consumption, such 
as replacing energy-inefficient devices with 
other more effective models.
This is Nice
Mobility and fuels 
Main consumption types
Over the last year the distances travelled by 
company vehicles increased, as did consumption 
of thermal energy and electricity, due to occasional, 
voluntary (and no longer constant and mandatory) 
use of agile work.
In 2021 the company fleet, composed of 442 
vehicles, 96% of which are internal combustion, 
is the category responsible for the main share of 
energy consumption, since they are powered by 
diesel fuel, petrol and, in some cases, ethanol (22 
vehicles in Brazil). 
The remaining 4% of the company fleet is composed 
of hybrid and electric vehicles.
We are gradually converting the fleet with low-carbon 
fuel solutions, mainly electric or hybrid cars, as shown 
by the changes over the two years: in 2021 diesel 
vehicles decreased by 11, while hybrid vehicles 
increased by five and full-electric vehicles by one.
Energy mix
More clean energy and efficiency
In 2021, we consumed approximately 7.6 GWh 
of electricity, 28% of which was generated by 
certified renewable sources with guaranteed 
origin, whereas the remainder was drawn from the 
national grids of the respective countries.
To mitigate our contribution to global warming, 
we wish to increase our supply of guaranteed 
renewable electricity over the years, along with 
onsite renewable energy generation systems.
To power heating systems, 86% of the 
requirements were used for the combustion of 
natural gas, and for the remaining 14% we used 
fuels such as diesel, propane and butane.
In new building construction or renovation 
projects, we pay particular attention to the subject 
of energy savings, through an approach to design 
focused on sustainability and the use of the most 
innovative technologies available, for both the 
envelope and technological systems.
The Nice 
environment, 
gentle footprint
3% 
propane/butane
11% 
diesel fuel
86% 
natural gas
Breakdown of fuels for heating systems
72% 
from the grid
28% 
from renewable
sources (GO)
Main electricity source

62
63
Smart and Home Automation 
for the environment
Our contribution to combating climate emergency does not stop with reducing our direct impacts, but 
by becoming enablers. In fact, the efficiency solutions made possible by home automation enable us to 
reduce the energy consumption of homes and buildings, and are therefore essential to achieving carbon 
neutrality goals.
Buildings in the European Union
energy 
consumed
40%
Source: “Making Our Homes and 
Building For A Greener Future”, 
European Commission, December '21
greenhouse gas 
emissions generated
36%
are not 
energy-efficient
75%
of buildings will still 
be used in 2050
85-95% 
Source: European Union, 2021
Environmental sustainability of buildings
Sun Shading Solutions
If a dynamic sun-shading 
system was installed on 75% 
of windows, 19% of the energy 
required for home heating and 
cooling could be saved, thus 
also reducing CO2 emissions*.
The use of automation solutions favours building environmental sustainability, ensuring reduced 
energy consumption.
Energy efficiency
Smart devices in connected 
homes make it possible to 
monitor energy consumption, 
reducing unnecessary usage, 
avoiding energy overload and 
planning device shutdown when 
necessary.
Gates and doors
The latest-generation garage door and gate automation feature technologies that enable reduced 
energy consumption both when in use and in stand-by mode.
•	Reduction of parts 
purchased. 
•	Reduction of disposal 
issues. 
•	Reduction of transport-
related costs/impacts. 
•	Reduced use of 
materials, even if from 
renewable sources.
Advantages 
for Nice
Advantages 
for installers 
Advantages for  
the end customer
•	During installation, 
reduction of packaging 
materials and manuals to 
be disposed of.
This phase translates into 
a positive impact that 
increases as the number  
of customers increases.
•	Greater ease of 
separation of the parts 
to be recycled and 
disposed of correctly 
once the product has 
reached the end of its 
life cycle.
This phase translates into 
a positive impact that 
increases as the number 
of customers increases.
We are committed to identifying new sustainability 
scenarios through research into environmentally 
friendly materials and designs (see page 100). 
Sustainability is the foundation of all our 
projects: on one hand, it is the inspiring principle 
for creating all our products from the design 
phase. On the other, it inspires our unwavering 
commitment to improving products already on the 
market, which are constantly revised.
The design of an environmentally sustainable 
product involves the necessary phases of study, 
simulation and analysis of the methods that can be 
used to produce using regenerated or recycled 
materials, reduce weights and, through the FEM* 
methodology, verify the structural soundness of 
the pieces.
The virtuous cycle of analysis and reduction allows 
for continuous improvement of the environmental 
impact, while ensuring performance and functionality.
Materials
62
The Nice 
environment, 
gentle footprint
* Source: Es-so Position Paper – February 2021
*  A structural FEM (Finite Element Method) analysis makes it possible to study the behaviour of structures and machines (including those of a very complex 
nature), separating and dividing them into many small elements so as then to act on them.
1  
Use of easily 
recyclable raw 
materials 
(e.g., aluminium 
and alloys)
2  
Reduction of 
waste of the 
various types 
of materials 
(e.g., tendency 
towards 
monopolymer
for plastics)
3
Reduction of 
total weights  
with adequate 
design based on 
FEM* simulation
4
Reduction 
of parts 
to limit the need 
to separate 
components at 
the end of their life 
(disposal)
5
Reduction 
of the use of 
petroleum-
derived parts 
(e.g., oils and 
lubricants)
6
Reduction 
of consumption 
of paper  
used for manuals 
with paperless 
solutions
For further information on the materials purchased, see the Appendix on page 118.

64
65
Reducing impacts
A multifaceted commitment
Various departments are involved, in various capacities, in identifying how to reduce environmental impacts.
The amount of improvement to be contributed has been calculated through this collaboration.
The indicators for reduced impact products are: 
•	volumes of plastic material (recycled or virgin);
•	volumes of aluminium parts;
•	total weight of the new product and phase-out product;
•	use of paper for manuals and packing. 
The waste reduction plan shows that, through careful environmental planning, we have pursued and 
achieved the impact-reduction goals we had set.
Waste
We are aware of the importance of proper waste 
management: observance of environmental 
aspects, in addition to reflecting the company 
policy, has positive impacts in terms of visibility and 
trust on the part of customers and installers.
Our suppliers/contractors also declare their 
environmental conformity and, to verify effective 
compliance with waste management legislation, the 
HSE Manager performs spot checks, reporting any 
non-conformities.
Updates regarding any legislative developments 
that may affect the organisation are provided 
through specific reports from ANIMA (a 
Confindustria association), specialised consultants 
or periodic sector newsletters.
The efficacy of the management model is assessed 
by the Supervisory Body with half-yearly frequency 
and the results of the assessment are presented to 
the Board of Directors in qualitative terms.
Any reports from stakeholders can be sent to the 
dedicated certified e-mail address.
The waste generated during our activities consists 
primarily of packaging and waste components 
not meeting the established quality requirements 
and filtration and absorption materials (81%).
Almost all waste produced consists of  
non-hazardous waste (99.6% of the total).
Quality & Sustainability is the department in 
charge of formulating the company vision 
and implementing the directives issued by 
the BoD to make it a reality in collaboration 
with the other functions. 
The necessary information and training 
process is therefore exercised towards the 
other company bodies as well as towards 
outside, communicating our attention to 
specific environmental issues and more 
generally related to sustainability through 
the various channels.
Quality & Sustainability 
R&D 
R&D is responsible for design, taking 
account of environmental issues and the goal 
of reducing energy consumption and material 
use, and in particular, replacing virgin raw 
materials with recycled or regenerated 
raw materials.
R&D also makes additional contributions of a 
highly technical nature to the calculations and 
evaluations required for life cycle assessment 
studies, which are the basis for identifying 
critical issues in terms of environmental 
impacts and the resulting corrective measures 
on processes and supply chains.
Purchasing collaborates with R&D and 
selects the raw materials and components 
to be purchased. 
Specifically, it focuses its attention on 
recycled plastic materials or other recycled 
materials such as aluminium alloys. 
Together with Operations, it takes part 
in formulating purchase plans that aim 
to simplify and reduce the number of 
components required to make a product.
Purchasing
Operation & Logistics 
Operation & Logistics collaborates with 
R&D in defining packaging and proposing 
alternative solutions to plastic materials, 
while also reducing CO2 emissions through 
transport with adequate packing and pallets.
The R&D department collaborates with 
Quality & Sustainability in monitoring the 
results of the decisions applied to new and 
existing products. Together, they gather 
evidence of ongoing improvement towards a 
lower overall environmental impact.
Waste production
2020
1,500.00
1,000.00
500.00
992.37 
1,124.40 
In tonnes - 2020-2021
Type of waste
2020
2021
Hazardous waste
9
5
Non-hazardous waste
983
1,119
Total
992
1,124
Waste production
In tonnes
The Nice 
environment, 
gentle footprint
2021

66
67
Managing the waste produced
We recover almost all of it
Nearly 100% of the waste produced by our production facilities is sent to processing centres that recover the 
materials. Just 0.1% (1.71 tonnes on average) of the waste produced is sent for disposal.
Management option
2020 
2021
Waste recovered
877
979.6
Waste sent for disposal
1.6 
1.8
Total
879
981.5
Waste management
As per the process, waste is identified (by consulting safety sheets, the packaging type, identification code 
and analysis) and then monitored by environmental supervisors who verify that the chosen containers are 
filled. When maximum capacity is reached, the environmental supervisor notifies the HSE Manager of the 
need to contact the waste hauler to collect the container.
Waste: how to prevent it
Since 2020, our production system has 
significantly reduced the production of waste 
from packaging according to the kanban 
technique, a key element for streamlined 
production that avoids the risk of excessive 
production and thus waste and inefficiencies.
This technique has been applied, above all, to 
optimise consumption of plastic cases used 
as containers for small components: the cases 
are delivered empty to suppliers and reused 
several times.
Before the delivery of the materials by suppliers, 
we perform quality checks to reduce scraps, 
and therefore waste, and other components 
that present slight defects are, where possible, 
restored on site.
This is Nice
Zero-impact offices: 
it starts here
Among the initiatives implemented to reduce 
waste, we have identified various best 
practices to make our daily life in the office 
more sustainable. 
At our Oderzo Headquarters, we have 
introduced waste stations for separation and 
replaced the cups and stirrers traditionally used 
for coffee with compostable versions.
At its various branches, HySecurity in North 
America reuses or recycles waste, where 
possible, such as the packaging of products 
purchased from suppliers. 
It applies several circular measures to prevent 
waste production. For example, it takes particular 
care in choosing materials and product design, 
focusing on reliability and longevity and avoiding 
the use of hazardous materials.
In addition, the possible options for reducing 
waste are assessed together with suppliers.
At Nice Canada, operators also collaborate 
with suppliers to reduce packaging waste 
to a minimum and encourage the use of 
loose packaging. 
FIBARO in Poland has identified the possibility 
of reusing some materials, such as wood 
pallets, which are reused for shipments to the 
warehouse, or certain electric and electronic 
components, which are then reused by the 
Research and Development department.
In addition, campaigns are often launched to 
raise awareness among personnel.
Water withdrawals 
and discharge
In our production processes, based mainly on 
assembling components and semi-finished 
products, the use of water is not required.
The only withdrawals from the mains are made 
for hygiene and sanitation use (bathrooms and 
canteen) and from groundwater wells for irrigation.  
The water drawn from wells is returned to the 
aquifer through infiltration into the soil and 
without any processing, whereas that drawn 
from the mains is released into municipal sewers 
after treatment in septic tanks and/or grease 
condensation pits.
Although we do not have a significant direct 
impact on water resources, we still believe it 
is important to monitor consumption through 
periodic meter readings to avoid possible leaks 
from our plumbing and avoid jeopardising the 
availability of this fundamental resource for future 
generations.
Similarly, we do not produce water discharges 
other than wastewater or domestic run-off, since 
our production processes do not generate 
process water or industrial discharge. 
Small quantities of water are used to dilute 
the substances employed in the processes of 
cleaning metallic components, but the discharges 
generated are disposed of as waste in specific 
recovery and disposal centres.
The only impacts would occur in the event of 
accidental spillage of containers during loading of 
waste into vehicles.
In tonnes - 2020-2021
The Nice 
environment, 
gentle footprint
Origin of waste produced
3.61% 
14.58% 
81.36% 
Waste from packaging, 
absorption and filtration 
materials, rags and 
protective clothing
Waste from construction 
and demolition operations
Waste from electric 
and electronic equipment - 
batteries and accumulators
Waste produced by processing 
and physical mechanical surface 
treatment of metals and plastics, 
water- and steam-based 
degreasing processes
0.42% 
Year 2021
Other
0.03%

68
69
95% 
PERMANENT CONTRACTS
61%
OF INCOMING PERSONNEL 
ARE BETWEEN 30 AND 50
264
INCOMING PERSONNEL
11
SUPPLIER AUDITS COMPLETED
In 2021 we pledged to become increasingly 
inclusive, develop full awareness of diversity 
and allow everyone to express their full 
potential and identity.
Human capital is a fundamental asset 
for our company. Thanks to the top professionals who 
work at Nice and to their ideas, we create innovation 
that facilitates even the smallest daily gestures.
Lauro Buoro, Founder and Chairman 
“
“
68
The Nice people, 
perfect balance

It is fundamental to create lasting, collaborative 
partnerships with suppliers so that they are an 
integral, active part of our processes. 
Collaboration and mutual enrichment must draw 
on a shared journey, planned and supported 
by contributions by both parties, with which 
everyone identifies.
It bears noting that we do not use or transform 
any raw materials directly. Instead, we 
manufacture and assemble home automation 
products using components and goods provided 
by suppliers.
Accordingly, the geographical proximity of suppliers 
to our facilities, the quality of the materials offered 
and compliance by suppliers with regulations in the 
areas of energy consumption and environmental 
impact are all very important aspects.
Ethical management 
of the supply chain
In 2021, we implemented two strategies that had 
an impact on our supply structure and relations 
with suppliers:
•	Verticalisation of the electronics assembly 
manufacturing strategy to shorten and 
optimise the supply chain;
•	Selection of alternative suppliers, improving 
the country/cost sourcing strategy.
In recent years, all departments that interact 
most with suppliers – from the Purchasing Office 
to Quality and Research & Development – have 
developed a strong focus on and deep sensitivity 
to assessing the social and environmental 
responsibility of suppliers.
The greater the attention paid to the supplier 
selection and qualification process, in view 
of the new requirements we have set, the more 
significant the positive impact that the supply 
chain may have on improving our performance.
Supplier quality audits verify not only the 
company's general aspects – its internal 
processes (R&D, Purchasing, Planning, Quality, 
Manufacturing and Warehouse) and product 
conformity – but also environmental and 
workplace health and safety issues. 
On the basis of an assessment of all these 
aspects, each supplier is assigned a score 
that places it in one of the three available 
classes (A, B and C).
Material topic:
Health and safety at work 
2025 Goals
•	Implementing a workplace health  
and safety management system  
for all manufacturing plants 
•	Zero accidents at all group 
manufacturing plants 
Material topic: 
Human resources development
2025 Goals
•	Implementation of a group  
e-learning platform  
•	Interdepartmental and intercompany 
mobility programme  
 
Material topic: 
Employment and fairness in labour relations
2025 Goals
•	Increasing the presence of women by  
30% in leadership positions  
•	Reduction of the remuneration gap 
between male and female personnel, 
obtaining equal salary certification
•	Introduction of flexible working hours  
and regulation of agile work for  
home-work balance
 
Material topic:
Ethical supply chain
2025 Goals
•	Vendor ratings: expansion of the  
supplier social and environmental 
responsibility section 
Social
The Nice 
people, 
perfect 
balance
Suppliers purchase 
raw materials 
and produce or 
assemble semi-
finished products 
that they deliver to 
our warehouse.
The warehouse 
distributes 
the goods to 
manufacturing or 
R&D, depending on 
their intended use 
(samples or mass 
production).
Manufacture of 
finished products.
Finished products 
are sold and 
installed on the 
end customer's 
premises through 
our network of 
distributors and 
installers.
The supply chain
Supplier class 
Audit required
Type-A supplier
No additional audits need to be planned
Type-B supplier
The supplier will be verified after two years
Type-C supplier
The supplier will be verified within 12 months
Supplier under discussion 
The Quality Office suggests that the Purchasing 
Office assess discontinuing use of the supplier
70
Qualification of suppliers following audit

72
73
Observations, suggestions and opportunities for 
improvement identified during audits are submitted 
to the supplier in reports. We then assess the 
improvements in later audits.
The performance of qualified suppliers is assessed 
and measured through the vendor rating system 
in terms of quality, level of service and the 
economic aspect.
Direct assessments of suppliers and third parties 
are conducted by personnel from the Quality Office, 
sometimes accompanied by buyers, through an 
inspection (audit) and completion of a checklist.
Inspections may be performed in response to a 
need for additional information regarding the new 
potential supplier, failure to meet quality levels of 
the products and services received and the need to 
assess the supplier's manufacturing processes and 
non-conformities.
The audit questionnaire contains a generic section 
and then is differentiated according to the products 
supplied (electronics, plastic/moulding, die casting).
Generic sections
Section 1 - Company profile
Company size, organisational structure, 
medium-/long-term goals, technologies 
available and workload.
Section 2 - Questions regarding cooperation
Data-transfer systems, knowledge of Nice 
quality policy, potential future development 
of collaboration.
Section 3 - Questions regarding products 
and processes
Research and development, product liability, 
FMEA (Failure Mode and Effect Analysis) 
method, communication with customers, 
product development and approval, quality 
management, supplier assessment procedures, 
supply traceability, delivery management, 
cleaning management, personnel training 
and qualification plans, maintenance plans 
and production process monitoring.
Section 4 - Questions regarding products and 
processes - Workplace safety 
Risk assessment - workplace health and safety 
management system (WHMS, OHSAS 18001 
or ISO 45001) - safety organisation chart.
Section 5 - Questions regarding products and 
processes - Environment
Environmental certification (ISO 14001) - waste 
management procedures - observance of 
maximum limits on hazardous substances as 
established by Directive 2011/65/EU
Specific sections
Electronics 
Plastic 
Die-castings
Structure of assessment questionnaire
Audits resumed in 2021, resulting in a total of 
11 audits, of which 5 smart and 6 full, with the 
following outcomes:
• Smart audits: 3 "good" scores and 
   2 "excellent" scores
• Full audits: 3 class B and 3 class C
In 2021, additional questions to be implemented 
starting in 2022 were drawn up to expand 
the suppliers' social and environmental 
responsibility section.
Our Code of Ethics calls for the rejection and 
elimination of child exploitation and labour including 
through the rejection of third parties that make 
use of it. In fact, through the General Conditions 
of Purchase, it requires that suppliers comply with 
all requirements in the areas of regulations on 
environmental protection, worker health and 
safety and human rights.
Before introducing new suppliers, we conduct an 
assessment to verify all relevant aspects, whereas 
in the case of already active suppliers we perform 
periodic audits according to a calendar set by the 
Quality department.
Elimination of child 
and forced labour
Even for suppliers
Safety without borders
 
Nice South Africa is committed to combating 
child labour through a solid system that 
effectively monitors worker age during hiring. 
If children are found to be in need of work, 
the proper procedures ensure that an 
appropriate solution is identified through social 
service channels.
Nice Brasil complies with the national law 
against child labour: Brazilian laws set the 
minimum working age at 16, with the exception 
of specific “Jovem Aprendiz” programmes tied 
to the professional training of young people 
over age 14.
This is Nice
The Nice 
people, 
perfect 
balance

74
75
74
Before the acquisition of Nortek Control, we had 2,025 directly employed personnel, or 2,272 including 
temporary personnel. Most Nice People are based in Europe, followed by America, Africa and Asia.
 
Creating quality jobs
Operations accounts for 46% of the headcount, with the remaining 54% in Sales & Marketing, 
Staff & Management, R&D, Customer Service and Quality.
White-collar workers make up most of personnel, followed by blue-collar workers.
Professional 
classification
 2020 
 2021
Men
Women 
Total
Men
Women 
Total
Executives
49
4
53
53
5
58
Managers
138
31
169
144
33
177
Employees
955
448
1,403
922
424
1,346
Workers
315
156
471
298
146
444
Total
1,457
639
2,096
1,417
608
2,025
Distribution of personnel by geographical area
57
APAC
 1,376
Europe
449
America
143
Africa
2%
Quality
46%
Operations 
17%
R&D
6%
Customer service
12%
Staff &  
management
18%
Sales & marketing
9%
Managers
66%
Employees
22%
Workers
3%
Executives
Share of personnel by category
The Nice 
people, 
perfect 
balance
Year 2021
Year 2021
Year 2021

76
Overall, in 2021, 95% of Nice People had a permanent contract and just 5% had a fixed-term contract, 
bearing witness to our commitment to protecting stable work.
Contractual 
classification
2020
2021
Men
Women 
Total
Men
Women 
Total
Permanent
1,399
601
2,000
1.366
567
1,933
Fixed-term
58
38
96
51
41
92
Total
1,457
639
2,096
1,417
608
2,025 
In 2021, 96% of personnel had full-time contracts and 100% were covered by national collective bargaining 
agreements.
Number of full-
time and part-time 
personnel by gender
2020
2021
Men
Women 
Total
Men
Women 
Total
Full-time 
1,434
595
2,029
1,393
558
1,951
Part-time 
23
44
67
24
50
74
Total
1,457
639
2,096
1,417
608
2,025
Recruitment e turnover
In 2021, 264 new staff members were hired, compared to 294 in 2020 (-10%). Outgoing personnel 
amounted to 319 in 2021, down (-10%) in 2020, when 360 left the company. The result is a leaving rate 
of 1.4% lower than in the previous year.
Turnover
2020
2021
Delta
Hiring rate
14%
13%
-0.99% 
Leaving rate
17.2%
15.8%
-1.4% 
Incoming and 
outgoing personnel 
by age group 
in percentage
Gender
2020
2021
<30
30-50
> 50
<30
30-50
>50
Hiring rate (%)
Men
22%
34%
6%
18%
41%
8%
Women
10%
25%
3%
11%
21%
2%
Leaving rate (%)
Men
14%
46%
9%
17%
39%
9%
Women
9%
17%
5%
10%
22%
3%
Contractual classification
95%
Permanent
5%
Fixed-term
The Nice 
people, 
perfect 
balance
Breakdown of personnel by category and gender
Workers
Employees
Managers
Executives
298
Men
Women
146
922
424
144
33
53
5
 0
200
400
600
800
1,000
Year 2021
Year 2021
Most incoming personnel are men between the ages of 30 and 50, followed by men under age 30. 
The most significant figure in terms of outgoing turnover by age group relates to men between 30 and 50, 
followed by personnel under age 30. Both rates are in line with the previous year.

78
79
The Nice 
people, 
perfect 
balance
Diversity: hiring by gender
Diversity: leavers by gender
Diversity: hiring by age group
60%
50%
40%
30%
20%
10%
0%
11%
18%
21%
41%
2%
8%
Under 30
30-50
Over 50
Men
Women
Diversity: leavers by age group
66%
Men
34%
Women
65%
Men
35%
Women
Personnel turnover in 2020-2021
20
15
10
5
0
Hiring rate (%)
Leaving rate (%)
2020
2021
2020
2021
17.18%
14.03%
15.75%
13.04%
60%
50%
40%
30%
20%
10%
0%
10%
17%
22%
39%
3%
9%
Under 30
30-50
Over 50
Uomo
Donna
Year 2021
Year 2021
Year 2021
Year 2021

80
81
Company welfare is a non-monetary component 
of the remuneration package for personnel aimed 
at the personal wellbeing of Nice People and 
their families.
To ensure a wide range of benefits for our people, 
we use a portal that allows them to choose how 
to allocate the amount available, choosing their 
benefits flexibly: from gift cards to spend on 
the best-known e-commerce services to fuel 
vouchers and special rates from daycare centres 
or travel agencies.
We foster the wellbeing of our people through 
several supplementary healthcare solutions. 
We have enrolled in care and solidarity funds that 
provide executives and managers with insurance 
cover against death, permanent disability, 
illness, occupational and non-occupational 
accidents; non-occupational accident insurance 
for personnel; life insurance and supplementary 
healthcare benefits that cover hospitalisation due 
to disease or accident, diagnostic examinations 
and visits to specialists, maternity packages, 
prevention packages and dentistry packages.
The benefits that contribute to the wellbeing of 
our people include food service, which promotes 
healthy nutrition with a varied range of fare to 
meet dietary needs or intolerances. In addition, 
it is an inclusive service: exclusively plant-based 
options were introduced in 2021.
The goal for next year is to measure the impact on 
emissions of the various menu types and propose 
low-impact alternatives. 
In addition, all employees have access to a gym, 
also equipped with a small spa, available for use 
for a symbolic monthly contribution that ensures 
access to a qualified trainer.
We also organise themed events to promote 
employee wellbeing. 
In 2021, during World Yoga Day on 21 June, 
we invited all personnel to join in an online yoga 
lesson with a specialised teacher.
Finally, drawing on the experience with agile 
working during the pandemic, we are taking this 
approach to work-life balance.
Wellbeing e welfare
This is Nice
Smart Home and inclusion: a winning combination
The Nice 
people, 
perfect 
balance
As part of the Gruppo Polis, Casa Dolce Casa 
(Home Sweet Home) project, we contributed to 
smarter, more automated living situations for those 
with disabilities, with the ultimate aim of increasing 
their independence and autonomy.
We collaborated with the Gruppo Polis and the 
association Informatici Senza Frontiere in the Casa 
Dolce Casa programme, which won a co-design 
tender to foster an approach to independent living 
for those with intellectual disabilities.
Overall, 48 FIBARO smart home devices were 
installed in two apartments, where participants 
– four or five per home – enjoyed maximum 
autonomy thanks to a domestic support system 
to reduce risks in the home and simplify external 
communication and interaction with caregivers.
The technologies in the two homes will thus 
support above all communication, but also the 
monitoring and sending of reports.
The sensor networks installed in the apartments 
can monitor some critical situations: windows and 
doors, including those of home appliances, left 
open, the presence of smoke or fire, water leaks in 
the bathroom, anomalous temperature changes
or lights left on. 
The most important function is night monitoring: 
from 11 PM to 7:30 AM, sensors record 
inhabitants' movements, reporting via Telegram, 
e-mail, or the FIBARO app and dashboard, when 
residents do not go back to their rooms after a 
predetermined time.

82
83
In 2021, we pledged to become increasingly 
inclusive, develop full awareness of diversity at our 
company and to allow everyone to express their 
full potential and identity. Full consideration and 
development of all Nice People is the main goal 
of our social sustainability commitment. 
The issue of Diversity and Inclusion (D&I) has 
always been a focus of attention for us. 
In 2021 the Headquarters began a project to 
recognise diversity within the company, 
involving personnel and providing concrete 
suggestions for embracing and spreading the 
value of inclusiveness.
With the support of an external partner, Diversity 
Lab, we launched a series of meetings to develop 
and protect diversity and create a working 
environment that allows everyone to express and 
manifest their individuality and potential.
The project is designed to identify our Inclusive 
DNA, i.e. to determine our company's "inclusive" 
genetic code, draw up guidelines and come up 
with ways to spread and implement them.
Workshops involved the first lines of the 
Headquarters and D&I Ambassadors: a group 
of people who have shown particular interest in 
these issues and who are tasked with carrying out 
projects and initiatives within the Nice ecosystem.
During the first session, the various areas of 
diversity were analyzsed, identifying those that are 
priorities for us: gender, ethnicity and disability.
At the following workshop, the top management 
and D&I Ambassadors reflected together on the 
measures to be taken to make Nice One Company 
at the level of D&I. 
The most significant examples include: increasing 
the presence of women in positions of leadership, 
bringing multiculturalism to all levels of the 
company hierarchy, ensuring equal employment 
and career opportunities to people with disabilities 
and extending change to the entire organisation.
The results of these two workshops will lay 
the foundation for preparing the Inclusive DNA 
Guidelines.
To promote diversity, eliminate discrimination by 
gender and support equal opportunities, one of 
the steps that can be taken in this direction is an 
increasingly balanced relationship between the 
base salary/remuneration of women and those 
of men of the same level.
On average, the women who work with us 
receive a base salary equal to 90% of that of 
men: this relationship remained unchanged in 
2020-2021.
At the level of average compensation, including 
bonuses, overtime and other additional amounts, 
women's remuneration was 80% of that of men in 
both years of the reporting period.
The findings make it possible to identify broader 
margins of improvement, particularly for the 
average remuneration of women who occupy the 
positions of managers or executives.
Non-discrimination 
Respect for diversity is key
Respect for diversity and each individual's 
personal characteristics and rejection of all forms 
of discrimination by age, health, gender, religion, 
race and political and cultural opinions, as well 
as personal and social conditions, are among our 
general, fundamental ethical values, as stated 
in the Code of Ethics, in order to protect the 
impartiality of decisions and behaviour.
Episodes of discrimination violate our Code of 
Ethics and are subject to the provisions of our 
disciplinary and sanction system, laid down in the 
General Section of the Company's Organisation, 
Management and Control Model adopted 
pursuant to Legislative Decree 231/2001.
Following two episodes of discrimination 
recorded in 2020-2021, the unlawful conduct 
against other personnel was punished through 
disciplinary penalties and termination of 
employment. 
Diversity and inclusion
Tools and virtuous practices 
for fair employment
 
Nice South Africa has an Employment 
Fairness Committee that represents all 
categories of professionals. 
The Committee discusses the fairness plan 
every three months, before it is presented to 
the Department of Labour.
The Board of Directors of FIBARO in Poland 
has established a policy of respect for human 
rights that has been circulated at all internal 
levels within the organisation and to its 
commercial partners. 
The policy is described in the Code of Ethics.
Human rights at FiBARO
•	Guaranteed respect for human rights in 
the hiring process, written procedures and 
periodic internal audits;
•	Dedicated e-mail address for sending 
notices of violations of the Code;
•	Anti-harassment policy;
•	Information for all personnel on the equal 
treatment policy;
•	Clear, formal hiring process;
•	Equal treatment in employment and 
access to career advancement and 
training opportunities, implemented by 
developing growth and training plans;
•	Equal rights in terms of performance 
of duties, implemented by identifying 
the skills and abilities required for each 
position. 
All personnel are required to comply with the 
Code of Ethics and notify their employers 
of any violations, including episodes of 
harassment and discrimination. 
Executives are under a special obligation 
to comply with the principles enshrined in 
the Code, while also helping and supporting 
personnel in properly interpreting and applying 
FIBARO ethics.
This is Nice
The Nice 
people, 
perfect 
balance
Ratio of women's to men's 
base salaries
Ratio of women's to men's 
average remuneration
1.0
0.8
0.6
0.4
1
0.7
0.6
0.7
0.8
0.8
0.7
0.8
Executives
Managers
Employees
Workers
Year  2020-2021
1.2
1.0
0.8
0.6
1.1
1.0
0.8
0.8
0.8
1.0
0.8
0.9
Executives 
Managers 
Employees 
Workers
2020	
2021
Year  2020-2021
2020	
2021
To prevent the recurrence of further cases of 
discrimination, we launched a campaign to 
raise awareness of respect for diversity 
and against racism.

84
85
People and their growth in terms of skills and 
leadership are the foundation of our success 
and solidity. The training and development 
programmes selected are assessed after 
completion by monitoring skills and identifying 
any additional training gaps. In particular, at 
Italian facilities, training programmes offer various 
avenues towards skill development:
•  Leadership Program
•  Nice Speed Up
•  Soft Skills Management
•  Project Management skill
•  Technical Competences
Training courses differ from one facility to the 
next, but always include the Nice Speed Up 
programme, languages, on-the-job training 
and ongoing feedback for constant 
improvement of learning.
Leveraging talent and training
Training and skill development
The Nice 
people, 
perfect 
balance
This is Nice
Nice South Africa, our facility in Cape Town, joined merSeta, one of the 21 education and training 
authorities (SETAs). 
Set up to promote skill development under the 1998 law, the 21 SETAs reflect various sectors of the South 
Africa's economy: manufacturing services, engineering and related services.
FIBARO in Poland implemented its Talent Programme to identify talent at the company and support their 
development. Participation in the programme is a great opportunity to learn about and understand the 
potential of each individual at the company, based on their motivation and skills. The result is identifying 
strengths and growth potential.
The programme consists of four phases:
Poland and South Africa
Successful training
Individual 
development 
session with the 
HR consultant.
A group of 
consultants 
observes the 
participants to 
identify methods 
of behaviour and 
characteristic 
actions for a given 
participant.
Each participant 
is sent a complete 
record of his or her 
strengths and areas 
for development, 
with suggestions 
of specific actions 
to take.
Feedback with 
supervisor and HR 
to work together to 
determine possible 
development 
activities with each 
participant.
Interview 
Development 
centre session
Individual report 
Feedback with 
supervisor and HR
In addition, through the programme Fibar Supports Creativity, FIBARO personnel are encouraged to 
present innovative ideas to improve and develop the organisation, capable of promoting a non-standard 
approach and disruptive solutions.
The programme calls for a competition to be held: in addition to a cash prize, the winning personnel will 
receive the opportunity to lead or participate in the process of implementing the proposed project along 
with all departments involved.
The programme dedicated to personnel from FIBARO  Sales Office is instead designed to develop their 
sales skills, with a particular focus on the acquisition of B2B customers. 
84

86
87
The performance and the development of the 
personal skills and professional paths of 
individual staff members are accompanied and 
supported by periodic assessments. 
In 2021, the coverage of these assessments 
increased for white-collar and blue-collar workers, 
whereas it declined for executives andmanagers.
The share of average training hours of women in 
executive and white-collar positions is generally 
higher than for the same categories of men.
Training proper is not the only way of developing 
and bringing out talent and leadership abilities.
We resumed events dedicated to the organisation's 
leaders, with virtual and physical meetings to 
discuss the company's strategic guidelines, followed 
by NiceToLead communications: positive, 
empowering messages for all management roles.
Finally, we reinforced – and aim to continue 
to reinforce – constantly increasing access to 
international work experiences, in view of personal 
and professional growth, but also synergies and 
collaboration between the various teams, as in 
the case of Nice Speed Up, the international 
career acceleration plan active within the company 
since 2017.
Nice Speed Up: the career 
acceleration programme 
 
Nice Speed Up is a programme involving rotation 
between the various Nice companies that offers 
the freedom to move between the Headquarters 
and international branches in keeping with the 
mission of "a world without barriers."
The programme lasts 18 months and allows 
periodic assignment to various sectors and 
functions of the business, at multiple companies, 
while carrying out major cross-functional projects 
and developing a wide range of skills.
Supporting training (Speed Up Executive 
Programme) has also been designed with a 
training institution to provide participants with all 
the tools and knowledge they need.
The purposes of this strategic initiative are:
• to contribute to the Group's international growth;
• to support the development of new processes 
and tools;
• to influence teams and spread the company 
culture;
• to allow personnel to enjoy new experiences, 
learn and grow to contribute even more 
significantly to the future of our company.
The Nice Speed Up programme enables a deep 
understanding and involvement in our company's 
fundamental processes.
This is Nice
The Nice 
people, 
perfect 
balance
Average training hours per person
Personnel who received an assessment
Gender diversity in access to periodic assessments
65.9%
39.7%
12.1%
0%
53.8%
35.7%
23.9%
16.9%
70%
60%
50%
40%
30%
20%
10%
0%
2020
2021
% Executives
% Managers
% Emlpoyees
% Workers
70%
60%
50%
40%
30%
20%
10%
0%
Men
Women
Executives 
Managers 
Employees 
Workers
53.1%
66.7%
34.8%38.7%
26.2%
18.9%
10.9%
29.7%
6
5
4
3
2
1
0
Executives 
Managers 
Employees 
Workers
4
0
3
6
4
6
Men
Women
2
1
Year  2021
Year  2021

88
89
A safe, healthy workplace is one of the fundamental 
pillars of ensuring the wellbeing to which all 
workers are entitled. 
Since 2015, our Safety Policy has been designed 
to improve workplace health and safety, full, 
substantial compliance with the law, the prevention 
of occupational accidents and illnesses and the 
involvement of all levels so that everyone sets a 
good example and spreads a culture of safety. 
To reach these goals, we provide access to 
adequate organisational, instrumental and 
economic resources.
Workplace safety is entrusted to a dedicated 
organisational structure that conducts 
periodic audits.
To achieve these objectives, we are committed 
to training, providing the skills needed to perform 
work tasks, implementing and carrying out 
maintenance programmes for infrastructure, plant 
and machinery and ensuring the safe storage and 
use of substances.
In 2021, training courses were provided to 
emergency personnel, alongside general and 
specific training courses on safety, additional 
specific training courses for supervisors and 
updates for lift truck operators.
Particular attention is devoted to operating personnel 
based at the main manufacturing facilities.
For requests or clarification, workers may contact 
their Workers' Safety Representatives, who in 
turn may refer any claims or complaints to the 
Employer's Representative or the Head of the 
Prevention and Protection Service during the 
monthly meeting and/or directly to the Employer 
during the periodic annual meeting.
Finally, as provided in the Legislative Decree 
231/2001 OMG, a certified e-mail address is 
available for submissions from all stakeholders.
Health and safety in the workplace
Since 2015, we have had an Organisation and 
Management Model (OMG) pursuant to Legislative 
Decree 231/2001 to identify the chain of responsibility 
in managing worker health and safety: the safety 
organisational structure identifies the safety executives 
and supervisors of the various departments and 
the Head of the Prevention and Protection Service 
draws on various external consultants to conduct 
assessments and measurements and prepare the risk 
assessment documents.
The efficacy of the worker health and safety 
management methods is assessed by the 
Supervisory Body, an external entity envisaged in 
the OMG, with half-yearly frequency. 
The OMG covers all workers present within the 
organisation and all related tasks, along with 100% 
of workers at our manufacturing companies, are 
covered by a workplace health and safety system.
The health and safety 
Management system
Risk monitoring
A focus on accidents
To identify any risks in the workplace, the Head of 
the Prevention and Protection Service/Workplace 
Health and Safety Manager conducts inspections 
of manufacturing premises and interfaces with the 
various managers.
Any accidents and injuries are analysed together 
with the supervisors to verify any critical issues and 
identify dangers not taken into due account and 
preventative and protective measures to prevent 
them from recurring. 
As changes occur in manufacturing and operations, 
the related risk assessments are also updated.
Reports of the presence of risks or situations of 
non-compliance with workplace health and safety 
regulations are generally submitted by the worker 
directly to his or her supervisor or Head of the 
Prevention and Protection Service in verbal form.
To investigate the causes of a workplace 
accident, prevent it from recurring and improve 
company safety, a form describing the process, 
equipment and circumstances of the accident 
is completed.
The form describes any improvements and actions 
to be taken to eliminate the causes. 
At the annual and monthly meetings, accidents are 
analysed with the Workers' Safety Representatives 
and Employer's Representative.
The Nice 
people, 
perfect 
balance
The Covid-19 pandemic had a radical influence 
on companies' lives and businesses. 
We did not underestimate this threat, 
immediately taking a series of measures to 
ensure the health and safety of all our personnel 
in the workplace, alongside business continuity.
On 16 March 2020, the Covid Committee was set 
up and the Covid Manager was identified as the 
Head of the Prevention and Protection Service.
Thanks to the timely measures that we took, 
we succeeded in minimising the negative 
impact on our activities.
We immediately made use of agile work 
for duties that were compatible with it and 
took advantage of temporary redundancy 
schemes for the reduced workloads of the 
various departments.
Although the Covid-19 pandemic posed a 
serious health and socioeconomic threat, 
the measures taken in the field allowed us 
to manage the situation, ensure business 
continuity and protect individual health.
Covid-19 pandemic 
containment measures
88

90
91
Workplace injuries
2020
2021
Men
Women 
Total
Men
Women 
Total
Number of recordable workplace 
injuries
21
4
25
31
7
38
of which, number of deaths due 
to workplace injuries
0
0
0
0
0
0
of which, workplace injuries 
with serious consequences 
(other than death)
0
0
0
0
0
0
The Nice 
people, 
perfect 
balance
Workplace injuries
A trend conditioned by Covid-19
Rate of workplace injuries
25
20
15
10
5
0
2020
2021
Nice SpA
elero               
Nice BR
HySecurity
FIBARO
Nice SA
Nice CA
9.6
13.5
0
8
12.5 12.9
22.7
9.5 9.6
8.2
13.8
8.7
8.1
16.3
Year 2020-2021
Number of workplace injuries
12
10
8
6
4
2
0
Nice SpA
elero      
Nice BR
HySecurity
FIBARO
Nice SA
Nice CA
2
2
9
3
2
1
2
7
3
7
Year 2021
Men 
Women
Frequency index - Number of accidents/number of hours worked * 1,000,000
The number of accidents increased by 52% in 2021 
compared to 2020. The period 2020-2021 was 
characterised by severe instability and complexity 
in view of the constant presence of Covid-19, which 
did not permit work to go ahead on a regular basis 
and fostered the emergence of conditions with 
greater potential risk of accidents.
Despite the complexity of the last two years, 
some manufacturing companies (V2, ACM and 
Nice Australia) stood out for having recorded zero 
injuries. Accordingly, they will not appear in the 
following tables and their value will be zero in the 
calculation of rates.
Occupational Medicine
The Occupational Medicine service for the Oderzo 
facility is entrusted to a leading local company. 
The Head of the Prevention and Protection 
Service/HSE Manager speaks periodically with 
the contact person at the Oderzo Medicine Centre 
to plan initial specialist visits, periodic visits and 
clinical examinations with constant, profitable 
collaboration.
Assessments of fitness for duty are submitted 
to the Head of the Prevention and Protection 
Service/HSE Manager, so that he or she may 
identify, together with the supervisors, actions and 
corrections to the activities to which workers may 
be exposed in the event of prescriptions/limitations.
Participation and consultation of workers 
on health and safety
Our people participate and are involved monthly 
by Workers' Safety Representatives in formal 
periodic meetings, even though they are in fact 
involved actively in management on a daily basis, 
so as to permit the implementation of prevention 
and protection measures at the company. 
In addition, the meeting required pursuant to Art. 35 
of Legislative Decree 81/08 is held each year.

92
93
The Nice 
people, 
perfect 
balance
Promotion of worker health
Work on a human scale
At our company, healthcare is guaranteed to all 
direct workers and provided at accessible prices. 
At our Headquarters, for example, we have set up 
a healthcare programme for personnel through 
the Fasi Open fund, which provides some health 
benefits completely free of charge (specific 
screening by gender and age) and other benefits at 
specific rates.
The fund is financed by the employee and, in part, 
by the worker concerned, through withholding of 
small sums from the payroll. 
Workers can also extend health coverage for their 
family members for an additional fee.
In addition, in 2021 the organisation contracted 
an additional insurance service for any 
hospitalisations and treatments relating to Covid-19.
We believe in promoting a healthy, active lifestyle, 
which is why we have provided access to a 
company gym. Alongside the gym, we also offer a 
relax area with sauna for company use.
In addition, to promote proper nutrition, our 
canteen menus indicate foods with high fat content 
alongside low-calorie options.
Occupational illnesses
In our sector, the factors that could cause 
occupational illnesses are: mechanical vibrations 
transmitted to the hand and arm; microtraumas and 
inappropriate posture of the arms due to activities 
performed at a constant, repetitive rate for at least 
half a shift; vibrations transmitted to the entire 
body when driving heavy vehicles and operating 
mechanical systems; and dysfunctions of work 
organisation. 
These cases occur, for example, during the use of 
manual tools for product assembly.
To prevent occupational illnesses that develop as a 
consequence of improper ergonomics, it is sought to 
ensure the rotation of workers within a single line and 
various lines. 
During the two-year period, personnel reported three 
occupational illnesses (two in 2020 and one in 2021). 
No occupational illnesses were recorded among 
external workers.
To minimise risks, in addition to the specific 
assessment of physical agents that may
cause occupational illnesses, relating to 
dysfunctional work organisation through an 
assessment of the related stress, measures 
are implemented to improve workstation 
ergonomics and assess less harmful 
movements in terms of biomechanical 
overloading of the arms and spinal column. 
Finally, opportunities for dialogue between 
workers and management (factory meetings) 
were organised to allow workers to present their 
remarks in the work environment. 
All workers are informed of the possible risks 
through the provision of general and specific 
training courses.
Cases of occupational illnesses
Number of cases of recordable occupational illnesses (employee personnel) - 2020-2021
2.0
1.5
1.0
0.5
0.0
2
1
2020
2021
We believe 
in the promotion 
of a healthy and 
active lifestyle

95
For a strategy designed to improve 
environmental performance, focusing 
on product sustainability throughout 
the value chain becomes strategic.
4
PRODUCTS EPD-CERTIFIED 
IN 2021
425
425 INTELLECTUAL 
PROPERTY RIGHTS
97.4%
MILLION EURO 
INVESTED IN R&D 
OF EMISSIONS GENERATED 
BY THE MANUFACTURE AND USE
 OF PRODUCTS
In 2022, obtaining EPD process certification 
will allow us to create an increasing number 
of green products.
16.7
The Nice
products,
green design
94

96
96
Product
The Nice
products,
green design
We offer a broad, integrated portfolio of solutions 
that ranges from residential to commercial and 
industrial use. Many of our products help reduce 
the energy consumption of the buildings in which 
they are installed.
All our products are made with the utmost attention 
to their impact form the design phases.
Our solutions
Material topic:
Energy consumption of the product
Goals for 2025
•	Reduction of energy consumption both 
during product use and stand-by
•	Increase in the number of products 
powered by solar panels or batteries  
Material topic:
Eco-design and circular economy
Goals for 2025
•	Partnerships with research organisations 
and universities for research and 
development into materials and technologies 
with a lesser environmental impact
•	Exclusive use of recycled plastic 
•	100% low environmental impact packaging 
(recycled paper and cardboard, zero 
plastic, natural ink)
•	Extension of product useful life, ensuring 
maintenance and the ability to replace worn 
and/or defective parts
•	Adoption of biodegradable plastics in 
selected projects, where possible
Material topic:
Product certifications
 
Goals for 2025
•	EPD certification of all new product lines
Access control, also 
in proximity of the house
Residential gate 
control
Residential garage 
doors control
Lights and other 
electrical loads control
Awnings and pergolas
control
Integrated alarm 
and control system
HVAC Control
Blinds and shutters 
control
Home solutions  
Industrial solutions
•	Blinds and shutters control
•	Garage doors control
•	Gates & barrier control
•	Perimeter security solution  
hostile vehicle mitigation
Commercial solutions
•	Gate & barrier control 
•	Lights and other electrical loads control
•	Sun shades control
•	A/V control
•	Access controls

99
Electronics & Accessories
Transmitters
Screen motors
Gates, Doors & Barriers
Smart Home Controllers
250 K
8.5 mln
12 mln
50 mln
79 mln
Our products have already made millions of homes smarter
+1.6 Bn
Big data event/year*
*abode only
Electronics & Accessories
All the devices to complete, 
connect and control the Nice 
automation systems.
Transmitters
Practical and functional 
solutions to manage Nice 
automation systems.
Screen motors 
Automation systems for 
awnings, sun shades and 
rolling shutters.
Gates, Doors & Barriers 
Solutions to open and close
the automation systems easily
and in total safety.
Smart Home Controllers
Smart gateways and smart 
devices to take care of the 
comfort and safety of the 
entire house.
+1.8 M
Connected Devices*
*abode, FIBARO, ELAN
The Nice
products,
green design
98
Since 2016, we have installed millions of products worldwide, making homes more welcoming, modern, 
accessible and connected.
Our commitment to making these solutions even greener has thus had a significant impact, because it 
affects a very considerable and growing number of units.
figures at 31.12.2021

100
101
Our R&D division is composed of a highly 
specialised international team constantly at 
work on developing increasingly innovative 
products: every day at our laboratories we 
perform rigorous, thorough tests using 
cutting-edge procedures and tools so as 
to ensure the highest technological and 
qualitative standards in our prototypes.
As part of a constant process of technological 
innovation of our products and production 
processes, we reinvest part of the value we 
generate in research and development to 
improve the technical aspects, functionality and 
safety of our solutions.
In particular, in 2020, an innovation programme 
was developed, involving the launch of 
numerous investigations and prototyping 
processes, with subsequent analyses and 
tests verifying the quality and functional 
characteristics of our products, also considering 
the various regulations.
This programme resulted in the formulation 
of new models and products, as well as 
technological and functional improvements, 
bringing added value to the company.
Eco-design and the circular economy
Sustainability is an issue dear to us from the 
design phases. Producing optimal solutions from 
the standpoint of their environmental impact 
is a challenge that we intend to pursue over 
time thanks to technological innovation and by 
investing in eco-design and the materials used.
Since 2018, we have performed an LCA (Life Cycle 
Assessment) analysis on our products, which has 
made us aware of the indirect impacts of their use. 
For example, the study conducted on our Robus 
600 model of sliding gate motors shows that  
86% of greenhouse gas emissions are 
associated with the use phase.
The importance of creating products with a 
lesser impact over their entire life cycles is also 
underscored by the Scope 3 emissions analysed 
in the process of calculating the carbon footprint, 
which confirms that the categories with the 
highest emissions are the materials purchased 
and the use of the products sold. (see page 57).
To implement a sustainability strategy designed 
to improve environmental performance, it thus 
becomes strategic to act on product sustainability 
throughout the supply chain, by both using 
materials with a lesser impact in terms of 
consumption of natural and energy resources and 
producing even more efficient solutions from the 
energy standpoint.
Since 2019, we have obtained the EPD 
(Environmental Product Declaration) certification 
for four products (Robus 600, Era Inn, Era Mat 
and Spy 550), and in 2022, we will extend this 
certification at the process level, so as to be able 
to apply it to more articles. 
This effort is designed to create new product 
ranges with a lesser impact on the planet 
thanks to:
•	elements made from 100% regenerated plastic;
•	reduced energy consumption during use and 
stand-by;
•	solar-energy power sources;
•	modularity and easy of repair;
•	instructions in digital format;
•	replacement of plastic packaging with paper;
•	environmental product labelling. 
Solar energy within reach
Research and innovation
The Nice
products,
green design
Investments in research and development
2020
€18.46 million
2021
€16.74 million
For our main product lines, we offer solar-powered 
solutions that enable energy savings and help 
reduce the building environmental impact.
For example, Nice Solemyo is the solar-powered 
kit for residential use for gate, garage door and 
barrier system automation.
The kit contains a 15W and 30W photovoltaic 
panel and a battery box that stores the electricity 
generated by the solar panel, supplying it 
constantly and stably throughout the day.
In sun shades, RolSolar M-868 is a solar-powered 
solution for motorising interior roller blinds and 
shutters produced by elero, the flagship brand of 
our Sun Shading Solutions business unit.
The kit contains the RolSolar 868 motor, battery 
and solar panel, connected simply using a plug-in 
cable, without the need for a connection to the 
power main or a control unit. 
The battery is charged by a solar panel, and 
it is also possible to add another solar panel, 
additional battery or battery-charger can be added 
at any time.
This is Nice

102
103
We work in a dynamic market, stimulated by 
constant technological progress. 
Our strategy for maintaining our competitive 
advantage is based on investing in research and 
development and intellectual property (IP) tools 
that protect our know-how.
Over the years, we have  developed approximately 
425 intellectual property rights, mainly brands, 
inventions and designs and, to a lesser extent, 
copyrights and utility models.
Given the importance of the topic, we decided 
to invest in a brand and product protection 
strategy, since the sale of counterfeit, poor-quality 
or even hazardous products is very widespread 
and causes enormous damages to our brand, 
undermining consumer health and confidence.
For example, the strategy involves constantly 
monitoring all information circulating on the Web 
and other channels of information to protect the 
brand and prevent possible defamation attacks, 
illegal use of the brand and infringement of 
intellectual property rights.
In support of these measures, we use a 
platform that, thanks to algorithms based on 
artificial intelligence, is capable of identifying 
counterfeiting, illegal sales and inappropriate price 
lists and images.
The various anomalies that can be detected 
via the tool include: illicit Internet domains, 
unauthorised use of brands, counterfeiting of 
products, infringement of patents, designs and 
copyright, unfair competition, unauthorised 
commercial promotions and damage to our online 
reputation.
The tool's reports are then reviewed by the IP 
Department, which verifies which of them are 
actual violations.
The platform, which has been in use since July 
2019, has shown that most counterfeiting takes 
place in marketplaces in China, Poland and France.
Intellectual property
Status
Number
Granted 
387
Question 
15
Opposition 
4
Pending 
12
Published 
7
Total 
425
Intellectual property rights
47.1% 
brands
0.2%
copyrights
35.8% 
designs
16.5
inventions
Intellectual property rights filed
The Nice
products,
green design
0.5%
utility models

104
Manufacturers are also required to prepare a 
declaration of conformity listing the directives 
applicable to the product and indicating which 
regulations or portions of regulations have been 
consulted in assessing conformity. Non-conformity 
with requirements entails the inability to sell the 
product or withdrawal from the market. 
The declaration of conformity is either provided 
with the product or must be made easily available. 
The declarations of conformity for our products 
are available on our website.
Compliance with European directives
Most of our products use electricity to function. 
Accordingly, to be sold on the European market, 
which is among our main target markets, our 
products must comply with various directives 
such as:
•	2006/42/CE  (Machines), regarding machine 
safety;
•	2006/95/CE (LVD) the Low Voltage Directive 
covers health and safety hazards from 
from the use of electrical equipment;
•	2011/65/UE (RoHS 2) “RoHS”, which limits the 
use of certain hazardous substances in electrical 
and electronic devices;
•	2014/30/UE (EU EMC), the "EMC" Directive is 
related to electromagnetic compatibility between 
various electrical appliances;
•	2014/53/UE (RED), the "Radio" Directive applies 
to products that emit or receive intentionally  
radio frequencies;
•	2012/19/UE (WEEE), which concerns electrical 
and electronic device waste. 
 
Responsible, transparent 
communication of information
We believe that correct, clear product information 
is indispensable not only to complying with the 
law, but also to gaining the lasting confidence of 
customers and consumers. 
Compliant labelling is therefore a marketing tool 
for all intents and purposes, used to position a 
product on the market responsibly. 
Labelling is a tool that a manufacturer can use to 
inform consumers of a product's characteristics 
clearly and transparently.
In 2020-2021, we ensured compliance with all 
legal obligations relating to product information 
and labelling.
Product labelling 
Legal requirements
All product legislation requires markings that 
contain at least some functional and performance 
parameters that may change depending on the 
product concerned.
This information is included in a label that is not 
easy to remove or printed directly on the product 
surface (pad, screen or laser printing).
The information generally required includes:
•	Manufacturer (full postal address);
•	Product identification (model);
•	Production date or lot;
•	Operational voltage;
•	Power use;
•	Operational temperature range;
•	Performance characteristics (speed, torque, 
force, etc.).  
Mandatory symbols and logos such as the 
CE marking (for sale in the European Union), 
any certification logos, and logos indicating 
disposal of the product on its package and in 
its documentation (for example, the instruction 
manual) are also required.
Declaration of conformity 
Regulatory framework
Technical product 
documentation 
Components
The technical documentation prepared by the 
manufacturer contains, where applicable, at least 
the following elements: 
•	planning and manufacturing designs, plans for 
components, sub-units, parts, etc.;
•	descriptions and explanations needed to 
understand such designs and product functioning;
•	a list of the regulations, applied in whole or in part, 
and a description of the solutions adopted to meet 
safety objectives.
The Nice
products,
green design
Light – very light – packaging
 
In 2015, Nice's Headquarters began to reduce 
and optimise the number of product codes, 
packaging and plastic components, introducing 
recyclable natural cardboard packaging.
An additional step was taken in 2018 when a 
policy of reducing polystyrene in packaging 
was launched. 
Since 2021, everything that is produced at the 
Oderzo plant does not contain any polystyrene 
in its packaging and is 100% recyclable.
Thanks to this process, we saved over 45 
tCO2eq in two years.
Nice sustainable journey dovetails with its 
virtuous processes of company digitalisation: 
the environmental lightening of packaging over 
the years is a further example.
In 2020, we introduced a QR code that can 
be used to access product instructions in 
digital format.
Considering products to which it is applicable 
by law, in 2020-21 coverage reached 20%, with 
a savings of nearly 800 tCO2eq and the goal of 
completing the process by 2023.
This is Nice
The goals of these directives are:
•	setting minimum requirements to ensure 
adequate safety of product use against some of 
the following risks:
•	mechanical (crushing, impact, cutting, high 
temperatures, falling parts, etc.);
•	of an electrical nature (electrocution of people 
or animals, fires, explosions, etc.);
•	release of substances deemed hazardous into 
the environment;
•	interference with the functioning of the devices 
in question and other devices (including radio 
devices).
•	ensuring that the manufacturer supports the 
reuse or recycling of its products or helps 
finance the costs of disposing of products at the 
end of their life cycle.
•	ensuring the identification of the manufacturer 
and product, application of the “CE” marking 
and traceability.

106
Type of certification 
  Certification 
  Description
System certification 
ISO 
9001:2015
Quality Management System.
System and product 
certification (radio)
RED
European directive that sets manufacturing standards 
for radio products with regard to their health and safety, 
electromagnetic compatibility (EMC) and efficient use 
of the radio spectrum.
Product certification 
(Sun Shading Solutions)
UL
US market certification that attests to product 
conformity, deeming it to be suitable in terms of,
 for example, anti-fire, electric shock or mechanical 
hazard risks.
Product certification 
(Sun Shading Solutions)
NF
French market certification that attests to 
product conformity with national, European 
and international regulations.
Product certification (Sun 
Shading Solutions)
CCC
Chinese market safety mark.  
Product certification 
(Sun Shading Solutions)
CQC
Chinese market safety mark.
Product certification 
(Sun Shading Solutions)
VDE
European market certification for electrotechnical 
and medical products.
Product certification (Gate 
and Door)
ETL
US market certification that attests to product 
conformity, deeming it to be suitable in terms of, 
for example anti-fire, electric shock or mechanical 
hazard risks.
Product certification (Alarm)
IMQ
European market certification of product safety 
and quality.
Certificazione di prodotto 
(Industrial Door)
TUV
European (mainly Italian and German) and Swiss 
market certification of product safety and quality.
Laboratory recognition 
UL
Laboratory recognition certification (levels certified: 
CTDP and CTF3).
Laboratory recognition 
Intertek
Laboratory recognition certification (Satellite 3).
Laboratory recognition 
IMQ
Laboratory recognition certification required by 
the FCC in America.
Certification or recognition of processes and products
The Nice
products,
green design
Certified quality
Quality and safety, along with a focus on product 
design, are the focus of our commitment to 
constant improvement of our products and 
processes sustainability.
All products must meet certain legal standards and 
requirements in effect in the countries in which they 
are marketed, while also satisfying the expectations 
of direct customers and end users.
Product certifications meet the essential 
requirements set by two directives of the 
European Parliament and of the Council of 26 
February 2014: Directive 2014/35/EU, also known 
as the Low Voltage Directive (LVD), on electrical 
equipment designed for use within certain voltage 
limits, and Directive 2014/30/EU on electromagnetic 
compatibility (EMC), which harmonises the laws 
of the Member States relating to electromagnetic 
compatibility of devices to be placed on the market.
We have adopted a certified quality management 
system in conformity with the ISO 9001:2015 
standard, and in the new product development 
phase we take all necessary precautions to ensure 
that all applicable regulatory requirements are 
analysed and complied with from the design phase:
•	functional requirements, i.e. compliance with 
the performance characteristics declared in 
the product marking (labelling) and instruction 
manuals.
•	safety requirements, i.e. that the product cannot 
become hazardous.
•	environmental requirements, i.e. that they do not 
contain prohibited substances and that they do 
not release hazardous substances and involve 
a commitment to research into low-impact 
technologies, considering the entire product life 
cycle (LCA).
Our quality system is subject to certification by 
a third-party entity. No critical issues have been 
identified during inspections.
In addition, we have an internal audit system 
to verify internal processes for ISO 9001:2015 
certification annually.
If necessary, changes are made to product 
specifications, documented and approved by the 
responsible external laboratories, which issue 
product conformity reports.
All products and processes are monitored 
annually and laboratories, in conformity with the 
applicable standard, EN 17025, are responsible 
for performing tests on products and their 
certification. 
Thanks to our internal laboratories, we manage the 
CE marking and declarations of conformity for our 
products.

108
In 2022, the Environmental Product Declaration 
was joined by EPD process certification, which 
describes the environmental performance relating 
to the life cycles of products and services in 
accordance with the international standard ISO 
14025 (see page 100).
The entire organisation is actively involved in the 
certification process: all departments supervise and 
review the company processes that involve them 
and then subject them to verification by the Quality 
Office.
In the case of product certifications, the main 
functions involved are Product Marketing, for 
product selection and formulation, Research 
and Development, from design to testing, and 
Operations, for verification of the production 
process, all coordinated by the Laboratory and 
Quality Office.
The conformity of a product to certain standards 
and certifications makes it possible to obtain 
advantages such as reduced exposure to 
safety risk associated with the use of electronic 
components and moving mechanical parts and 
consolidation of a good reputation and brand 
continuity on the market thanks to the presence of 
the accreditation mark on the product.
The tools we use to verify and constantly improve 
product quality are analyses to design new 
products, conformity with certification standards 
and, of course, customer feedback.
When problems with the use of products occur, 
the Assistance Team provides proactive support 
to customers to resolve the reports and, after 
forwarding them to the Quality Office, provides 
elements useful to product improvement.
This process yields the product's return index.
Product statistics are generated weekly and 
analysed monthly.
Quality reports indicate any problems with 
warranties and out-of-box (OBF) failures, 
indicative of the negative impact of perception of a 
product on first use, for example due to damage to 
the product in packaging, complexity of installation, 
or irregularity of the device's functioning.
In 2021, to improve the quality of our products 
constantly and proactively, we introduced an 
update to management methods, i.e. a meeting on 
OBFs, involving our most strategic stakeholders, 
as a result of which we can:
• determine the main cause of each OBF;
• identify preventative and corrective measures.
Customer health and safety
Customer health and safety is our prerogative: we 
are constantly committed to ensuring the safety 
of electromechanical products with an electrical 
component for both domestic and industrial use. 
For reliable, safe products we make use of stan-
dardised procedures for the design and pro-
duction phases.
FMEA (Failure Mode and Effect Analysis) analyses 
are also applied to the manufacturing process to 
identify operations that may compromise product 
functioning and safety.
To optimise safety management during the 
marketing and after-sale phase, we use software 
to track reports from customers that makes it 
possible to identify the problem, analyse the 
anomaly and identify an ad-hoc solution.
Monitoring of KPIs relating to the non-
conformities reported by customers (type of 
report, number, response time) and to returns and 
withdrawals (withdrawals of finished products by 
type of defect) allows us to assess the efficacy of 
our safety management system and constantly 
improve our performance.
In 2020-2021, there were no episodes of non-
conformity relating to the impacts on consumer 
health and safety of the use of our products.
Measures for monitoring project and product safety
Design phase
FMEA (Failure Mode and Effect Analysis) in the laboratory for electronic and 
mechanical parts.
Laboratory tests and live tests.
Internal alpha tests to verify that a new product is functioning properly.
External beta tests.
Manufacturing phase
Safety tests:
• Ground continuity testing;
• Dielectric strength testing.
Functional tests:
• voltage and current usage testing;
• unlock testing;
• load and empty testing.
The Nice
products,
green design

110
111
Methodological note
This is the first Nice Sustainability Report, 
designed to provide a totally voluntary account of 
topics relevant to our organisation and our main 
stakeholders.
It has been prepared in accordance with the Global 
Reporting Initiative Sustainability Standards, 
international guidelines drawn up in 2016 by the 
Global Reporting Initiative (GRI), an independent 
international association that promotes the 
development of voluntary reporting of economic, 
environmental and social performance. The GRI 
is the most widespread international sustainability 
reporting reference.
Appended to this document below is the "GRI 
Content Index" with the details of the qualitative 
and quantitative information reported.
The reporting scope includes the 33 companies 
of the Nice Group, including the parent 
company, Nice S.p.A., and refers to the period 
2020-2021.
The information to be reported has been 
diversified according to the type of organisation: 
commercial companies (22) and manufacturing 
companies (11).
The General Disclosure (GRI 102) contains 
information mostly managed at the centralised level 
(provided by Nice S.p.A.), along with Economic 
Performance (GRI 201) and Tax (GRI 207). 
"Manufacturing" companies have been entrusted 
with information on products and related 
certifications, the materials used in design and 
manufacture (GRI 301), management of water 
withdrawals and effluents (GRI 303) together with 
waste (GRI 306). 
With regard to the Social GRI Standards, 
information has been collected on the 
management of occupational health and safety 
(GRI 403), training (GRI 404) and the fight against 
child and forced labour. 
For the remaining GRI Standards considered, all 
companies, including commercial companies, 
have provided information.
 
The document has been prepared according to the 
reporting principles set out in the GRI Standards:  
•	Completeness: the material topics discussed 
in the report are discussed in their entirety 
and represent the environmental, social and 
economic aspects most relevant to the group's 
activities, thereby enabling a full assessment of 
the company's performance in the reporting year.
•	Sustainability context: the performance of 
Nice, as presented in this report, has been set 
within the broader context of the sustainability of 
the company business.
•	Stakeholder inclusion: this document indicates 
the group's stakeholders and the methods by 
which their interests have been considered in 
formulating the contents of the report.
•	Materiality: the topics reported have been 
identified on the basis of their relevance to the 
business of Nice and its stakeholders.  
To ensure the quality of the information reported, 
the quality principles suggested by the GRI have 
been followed in preparing the report.
•	Accuracy: the level of detail of the content 
presented in the Report is adequate to 
understanding and assessing the sustainability 
performance of Nice during the reporting period.
•	Reliability: the information presented in the 
document has been collected, processed and 
validated by the heads of the individual functions 
and/or companies, with the collaboration of a 
consulting firm. 
•	Clarity: the choice of clear, accessible language 
and the use of graphs and tables to represent 
data trends help make this report easy for 
stakeholders to understand.
•	Comparability: the Report's indicators have 
been presented for the two-year period  
2020-2021.
•	Balance: the content of this document 
provides a balanced analysis of the company's 
sustainability in the reporting period.
•	Timeliness: the report takes into account events 
between 1 January 2020 and 31 December 2021 
that may be significant to an assessment of the 
group's performance by its stakeholders. 
The full report is also available from the group's 
website: www.niceforyou.com
 
For information regarding the report: 
Sustainability Dept.
e-mail: sustainability@niceforyou.com
How 
to read 
this Report

112
113
Appendix
The Nice Group's information for 2020 (unless otherwise indicated) is presented below.
GRI 102-8, Information on employees and other workers
Distribution of employees by geographical area
58
APAC
1,392
Europe
514
America
132
Africa
8%
Managers
67%
Employees 
22%
Workers
3%
Executives
Employees by category
Contract type
95%
Permanent contracts
5%
Fixed-term contracts
Breakdown of employees by category and gender
Workers
Employees
Managers
Executives
315
Men
Women
156
955
448
138
31
49
4
 0
200
400
600
800
1000

114
115
2%
Other materials
2%
Other materials
2%
Material purchases by type - 2020
35%
30%
25%
20%
15%
10%
5%
0%
ACM
elero
FIBARO HySecurity Nice AU
Nice BR  Nice CA
Nice DE
Nice
Shangai
Nice SA
Nice SpA
V2
4%
1%
9%
5%
6%
26%
3%
7%
3%
31%
3%
Materials purchases by company - 2020
35%
30%
25%
20%
15%
10%
5%
0%
Materials purchases by company - 2021
Material purchases by type - 2021
Materials
7%
Plastic injection
31%
Electrical products
9%
Melting and extrusion
6%
Mixed materials
16%
Motors
3%
Packaging
12%
Assembly systems
4%
Fixing devices
10%
Mechanical components
8%
Plastic injection
34%
Electrical products
9%
Melting and extrusion
5%
Mixed materials
17%
Motors
2%
Packaging
11%
Assembly systems
4%
Fixing devices
8%
Mechanical components
ACM
elero
FIBARO HySecurity Nice AU
Nice BR  Nice CA
Nice DE
Nice
Shangai
Nice SA
Nice SpA
V2
2%
4%
0%
8%
5%
6%
25%
3%
9%
3%
31%
4%

116
117
GRI 302-1 1 Energy consumption within the organisation
Energy sources used
38.7% 
Fuel
33.8% 
Electrical energy
27.5% 
Thermal energy
2% 
Propane/butane
8% 
Diesel
90% 
Natural gas
Breakdown of fuels for heating systems
62% 
Vehicle
 emissions
31%
Stationary system 
emissions
7%
Refrigerant gas 
emissions
Percentage of Scope 1 emissions by source
GRI 305-1 Direct (Scope 1) emissions
GRI 306-3 Waste generated
79% 
Packaging, absorption and 
filtration materials, rags and 
protective garment waste
Construction and 
demolition work waste
Waste from electrical and 
electronic devices - batteries 
and accumulators
Waste generated by processing 
and physical and mechanical 
surface treatment of metals and 
plastics, water- and steam-based 
degreasing processes
18.1% 
2.6% 
0.3% 
Source of waste generated

118
119
Diversity: hiring by age groups
70%
60%
50%
40%
30%
20%
10%
0%
10%
22%
25%
34%
3%
6%
Under 30
30-50
Over 50
Men
Women
Turnover by age groups
GRI 401-1 New employee hires and turnover
Diversity: new hires by gender
Turnover by gender
62%
Men
38%
Women
69%
Men
31%
Women
9%
14%
17%
46%
5%
9%
Under 30
30-50
Over 50
Men
Women
70%
60%
50%
40%
30%
20%
10%
0%

120
121
Number of work-related injuries
12
10
8
6
4
2
0
Nice SpA
elero      
Nice BR
HySecurity 
Nice SA
Nice CA
6
4
2
2
4
4
Average hours of training per employee
10
9
8
7
6
5
4
3
2
1
0
Executives 
Managers 
Employees
Workers
0
9
9
3
3
Men
Women
0
1
GRI 403-9 Work-related injuries
The manufacturing plants of FIBARO, Nice AU, V2 SpA, ACM and Nice Australia did not present any 
injuries in 2020.
GRI 404-1 Average hours of training per year per employee
Gender diversity in access to periodic assessment
120%
100%
80%
60%
40%
20%
0%
Executives 
Managers 
Employees
Workers
64.3%
100%
39.8%39.3%
13.6% 9.2%
0%
0%
Men
Women
Men
Women
3
0
GRI 404-2 Programs for upgrading employee skills and 
transition assistance programs

122
123
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
General disclosure
GRI 102: 
General 
disclosures 
2016
GRI 102-1 Name of the 
organisation
 3
 
GRI 102-2 Activities, brands, 
products and services
 12-13
 
GRI 102-3 Location of 
Headquarters
 14
 
GRI 102-4 Location of operations 
 14
 
GRI 102-5 Ownership and legal 
form
 16-17
 
GRI 102-6 Markets served 
 12
 
GRI 102-7 Scale of the 
organisation
 13
 
GRI 102-8 Information on 
employees and other workers
 74-79
 
GRI 102-9 Supply chain 
 70-73
 
GRI 102-10 Significant changes 
to the organisation and its supply 
chain
 70-73
 
GRI 102-11 Precautionary principle
 43
 
GRI 102-12 External initiatives
No external initiatives to be 
reported
GRI 102-13 Membership of 
associations
 47, 65
• CEI – Committee
• Ente Nazionale Italiano di 
Unificazione
• Fed. Anima
• Assoc. Nazionale Industria 
Meccanica
• IFTTT inc.
• KNX Association Cvba
• Z-Wave Alliance LLC
• WI-FI Alliance
• IBC – Associazione
• Assonime Assindustria Veneto 
Centro
• Federmanager Fondazione IDI 
Dirigenti
GRI 102-14 Statement from senior 
decision-maker
 4-5
 
GRI 102-16 Values, principles, 
standards, and norms of behaviour
 22-23 
 42-43
 
GRI context index
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
GRI 102: 
General 
disclosures 
2016
GRI 102-18 Governance structure
 42-43
 
GRI 102-40 List of stakeholder 
groups
 33
 
GRI 102-41 Collective bargaining 
agreements
 77
 
GRI 102-42 Identifying and 
selecting stakeholders
 32-33
 
GRI 102-43 Approach to 
stakeholder engagement
 34
 
GRI 102-44 Key topics and 
concerns raised
 36-37
 
GRI 102-45 Entities included in the 
consolidated financial statements
Companies excluded from the 
scope of the Report but included 
in the consolidated financial 
statements: 
• Nortek Security & Control LLC
• Linear HK Manufacturing Limited
• Linear Electroncs (Shenzhen) Co. 
Ltd
• Operator Specialty Company Inc
• IntelliVision Technologies Corp.
• IntelliVision Technologies Private 
Limited
• IntelliVisionLimited Liability 
Company
• 2 GIG Technologies Canada Inc
• Nortek Home Control Holdings, 
LLC   
GRI 102-46 Defining report content 
and topic Boundaries
 38, 39
 
GRI 102-47 List of material topics
 36
GRI 102-48 Restatements of 
information
This document is the first 
Nice Sustainability Report
GRI 102-49 Changes in reporting
This document is the first 
Nice Sustainability Report
GRI 102-50 Reporting period
2020 and 2021
GRI 102-51 Date of most recent 
report
This document is the first 
Nice Sustainability Report
GRI 102-52 Reporting cycle
 Annual
GRI 102-53 Contact point for 
questions regarding the report
110, 131
 
GRI 102-55 GRI context index
122

124
125
Eco-design, environmental sustainability and the circular economy.
GRI 301 
Materials 2016
GRI 103 Management approach
63-64
Management of the topic at the 
Headquarters level
GRI 306 
Waste 2020
GRI 103 Management approach
65-66
GRI 306-1 Waste generation and 
significant waste-related impacts
65-66
GRI 306-2 Management of 
significant waste-related impacts
65-66
GRI 306-3 Waste generated
65-66
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland
Energy consumption (energy efficiency, renewable energy and cogeneration).
GRI 302 
Energy 2016
GRI 103 Management approach
 58-61
2021: The reporting scope 
includes all companies with the 
exception of:
• Nice Benelux
• Elero Motors & Controls
• Nice Deutschland
GRI 302-1 Energy consumption 
within the organization
 58-61
GRI 302-2 Energy consumption 
outside of the organisation
 58-61
Fight against climate change and prevention of pollution (water, soil, atmosphere)
GRI 303 
Water and 
effluents 2018
GRI 103 Management approach
 67
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland 
GRI 302-1 Energy consumption 
within the organization
 67
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
GRI 201 
Economic 
performance 
2016
GRI 103 Management approach
 48
The reporting scope includes only 
Nice S.p.A.
GRI 201-1 Direct economic value 
generated and distributed
 45
GRI 205 
Anti-corruption 
2016
GRI 103 Management approach
 45
The reporting scope includes all 
companies with the exception of:
• Nice UK 
• Nice Benelux
• V2 Domotique Maroc Sarl 
• V2 Tunisie Sarl 
• AFCA-V2 SAS 
• Vidue Automatismos Portugal Lda
• Elero Motors & Controls 
• Nice Deutschland
GRI 205-2 Communication and 
training about anti-corruption 
policies and procedures
 45
GRI 205-3 Confirmed incidents 
of corruption and actions taken
 45
GRI 207 
Taxes 
2019
GRI 207-1 Approach to taxes
 48
Management of the topic at the 
Headquarters level
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
Fight against climate change and prevention of pollution (water, soil, atmosphere)
GRI 305 
Emissions 2016
GRI 103 Management approach
54-57
The reporting scope includes 
all companies for 2020. 
In 2021 the following were 
excluded:
• Nice Benelux
• Elero Motors & Controls
• Nice Deutschland
GRI 305-1 Direct (Scope 1) 
GHG emissions
54-57
GRI 305-2 Energy indirect 
(Scope 2) GHG emissions
54-57
GRI 305-3 Other indirect (Scope 3) 
GHG emissions
57
2020: The reporting scope 
includes all companies with 
the exception of:
• Nice UK 
• Nice Benelux
• V2 Domotique Maroc Sarl 
• V2 Tunisie Sarl 
• AFCA-V2 SAS 
• Vidue Automatismos Portugal Lda
• Elero Motors & Controls 
• Nice Deutschland 
For the categories of goods 
purchased, waste generated and 
the use of products sold, only 
manufacturing companies were 
considered. 
In addition, the commercial 
company Abode Systems, Inc. 
was also considered for the goods 
categories.  
 
2021: The reporting scope 
includes all companies with the 
exception of:
• Nice UK 
• Nice Benelux
• Elero Motors & Controls 
• Nice Deutschland  
For the categories of good 
purchased, waste generated, and 
the use of products sold, only 
manufacturing companies were 
considered. 
In addition, the commercial 
company Abode Systems, Inc. 
was also considered for the goods 
and services categories. 
GRI 307 
Environmental 
compliance 
2016
GRI 103 Management approach
 47
GRI 307-1 Non-compliance with 
environmental laws and regulations
 47

126
127
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
Employment and fairness in work relationships (e.g., no child labour, non-discrimination)
GRI 401 
Employment 
2016
GRI 103 Management approach 
74-79
The reporting scope includes all 
companies with the exception of:
• Nice UK 
• Nice Benelux
• V2 Domotique Maroc Sarl 
• V2 Tunisie Sarl 
• AFCA-V2 SAS 
• V2 Portugal
• Elero Motors & Controls 
• Nice Deutschland 
GRI 401-1 New employee hires 
and turnover
74-79
GRI 401-2 Benefits provided to 
full-time employees that are not 
provided to temporary or part-time 
employees
 74-79
GRI 409 Forced 
or compulsory 
labour 2016 
GRI 103 Management approach 
 82-83
GRI 406-1 Incidents of 
discrimination and corrective 
actions taken
 82-83
GRI 408 
Child labour 
2016
GRI 103 Management approach 
 74
GRI 408-1 Operations and 
suppliers at significant risk for 
incidents of child labour
 74
GRI 409 
Forced or 
compulsory 
labour 2016
GRI 103 Management approach 
 74
GRI 409-1 Operations and 
suppliers at significant risk 
for incidents of forced or 
compulsory labour
 74
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
Occupational health and safety
GRI 403 
Occupational 
health and 
safety 2018
GRI 103 Management approach 
 88-91
GRI 403-1 Occupational health 
and safety management system
 88-91
GRI 403-2 Hazard identification, 
risk assessment, and incident
investigation
 88-91
GRI 403-3 Occupational health 
services
 90
GRI 403-4 Worker participation, 
consultation, and communication 
on occupational health and safety
 90
GRI 403-6 Promotion of worker 
health
 92
GRI 403-7 Prevention and 
mitigation of occupational health 
and safety impacts directly linked 
by business relationships
 92
GRI 403-8 Workers covered by 
an occupational health and safety 
management system
 92
GRI 403-9 Work-related injuries
 91
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland
GRI 403-10 Work-related ill health
 92
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland

128
129
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
Development of human resources and training in the workplace.
GRI 404 Training 
and education 
2016
GRI 103 Management approach 
 84-87
GRI 404-1 Average hours of 
training per employee
 86
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland
GRI 404-2 Programs for upgrading 
employee skills and transition 
assistance programs
 84-87
GRI 404-3 Percentage of 
employees receiving regular 
performance and career 
development reviews
 84-87
The reporting scope includes 
all manufacturing companies 
with the exception of:
• Nice Deutschland
GRI 405 
Diversity 
and equal 
opportunity 
2016
GRI 103 Management approach 
 79, 82-83
Management of the topic at 
the Headquarters level
GRI 405-2 Ratio of basic salary and 
remuneration of women to men
 83
Ethical management of the supply chain and compliance with international standards of conduct.
GRI 414 
Supplier social 
assessment 
2016
GRI 103 Management approach 
 72
Management of the topic at 
the Headquarters level
GRI 414-1 New suppliers that were 
screened using social criteria
 72
GRI 307 
Environmental 
compliance 
2016
GRI 103 Management approach 
 47
GRI 307-1 Non-compliance with 
environmental laws and regulations
 47
GRI 419 
Socioeconomic 
compliance  
2016
GRI 103 Management approach 
 48
GRI 419-1 Non-compliance with 
laws and regulations in the social 
and economic area
 48
GRI Standard 
Disclosure 
Page 
number 
Omissions/notes
Responsible relations with consumers and external communication.
GRI 416 
Customer health 
and safety 2016
GRI 103 Management approach
 109
GRI 416-2 Incidents of non-
compliance concerning the health 
and safety impacts of products and 
services
 109
GRI 417 
Marketing and 
labelling 
2016
GRI 103 Management approach
 104-105
GRI 417-1 Requirements for 
product and service information 
and labelling
 104-105
Management of the topic at the 
Headquarters level
GRI 417-2 Incidents of 
non-compliance concerning 
product and service information 
and labelling
 104-105
GRI 417-3 Incidents of 
non-compliance concerning
marketing communications
 104-105
GRI 418 
Customer 
privacy 2016
GRI 103 Management approach 
 46
GRI 418-1 Substantiated 
complaints concerning breaches 
of customer privacy and losses 
of customer data
 46
Product and process management system certifications.
Approach to 
management
GRI 103 Management approach
 106-107
Organisational policies for integrating social responsibility into the organisation (ESG structure chart, 
ESG committee, ESG training, stakeholder involvement) and internal communication
Management 
approach
GRI 103 Management approach
 38, 42
Management of the topic at the 
Headquarters level

131
Nice S.p.A.
Via Callalta, 1 - 31046 Oderzo (TV) Italy
www.niceforyou.com
Queries and feedback:
sustainability@niceforyou.com
Consulting, data collection and validation:
eAmbiente   
www.eambientegroup.com
Editorial production and graphic design:
LifeGate  
www.lifegate.it
Publication:
Ottobre 2022
Thanks to alle the Nice People 
that contributed to the drafting and review 
of the Sustainability Report.

132