2020
Sustainability
Report

Cover / Portada
BANK OF GUIZHOU OFFICES 
GUI YANG (CHINA)
Wall Cladding: Estatuario E06 Silk, Estatuario 
E07 Silk & Estatuario E08 Silk 6mm
Designed by: Gold Mantis
Images: Lephoto

NEOLITH URBAN BOUTIQUE AMSTERDAM 
Designed by Giuliana Barandiarán, Neolith Branding Team
NEOLITH URBAN BOUTIQUE AMSTERDAM 
Designed by Giuliana Barandiarán, Neolith Branding Team

NEOLITH URBAN BOUTIQUE MILAN
Designed by Héctor Ruiz Velázquez
NEOLITH URBAN BOUTIQUE MILAN
Designed by Héctor Ruiz Velázquez

010
0 / To our stakeholders:	 	
	
	
	
	
	
12
1 / Who We Are and What We Do	
	
	
	
18
2 / Our Contribution to the Environment	
	
58
3 / Positive Impact on Society	
	
	
	
	
70
4 / People		
	
	
	
	
	
	
	
	
	
82
5 / Respect for Human Rights	
	
	
	
	
98
6 / Fight Against Corruption and Bribery	
     102
Annex	 	
	
	
	
	
	
	
	
	
	
     106
About this report		
	
	
	
	
	
	
	
113
570 BROOME ST., NEW YORK CITY
Designed by Tahir Demircioglu

013
012
0 / 
To Our 
Stakeholders

015
014
It is my pleasure to present the Neolith 
sustainability report for 2020, which summarizes 
our main initiatives and progress in meeting 
current and future challenges and opportunities.
From a general perspective, this year started with a substantial health 
issue due to the Covid-19 pandemic. Multiple challenges arose in different 
countries and forced us to be nimble, in order to overcome the pandemic 
circumstances. Despite this complex environment, during 2020 we have 
achieved a remarkable performance. Watching events unfold throughout 
Letter from the Chairman of the Board
the year, we were keenly focused on what we, as a corporation, could do 
to serve. I am proud of what our company and our hundreds of employees 
around the world achieved, collectively and individually, as a global, 
coordinated and diversified organization. Neolith has demonstrated its 
ability to help our end customers to enhance their own spaces through a 
high-value surface which allows them to create beautiful places in which 
to spend their time.
In 2020, we dedicated much of our efforts in continue innovating, not 
only in product but in services, increasing efficiency in operations and 
international growth, that will set the fundations of the tomorrow’s 
Neolith. And because a better future is not possible without an intense 
focus on sustainability issues as well as neighborhoods and communities, 
we aligned our ESG (Environmental, Social and Governance) strategy 
with the vision of being a pioneer in the building materials industry 
becoming a key aspect of our brand positioning.
This means that our contribution to the UN Sustainable Development 
Goals (SDGs) is one of the most important topics we cover in our 
Sustainability report for 2020. The world’s economic and political issues, 
the scarcity of natural resources, and the increase in global disasters 
resulting from climate change require the roadmap of governments, 
businesses, and civil society to be urgently adapted. Aligned with this 
initiative, Neolith performed an internal and external evaluation of ESG 
concepts over 2020, where we defined certain specific actions to ensure 
sustainable growth and the company’s long-term future. Evaluating our 
ESG strategic plan in the context of the SDGs, we found our business to be 
in support of nine of the goals with a significant contribution to climate 
change, decent work, and responsible consumption and production. 
I would like to end this introduction by expressing my sincere gratitude 
for the employees, management, distributors, partners and shareholders’ 
efforts in supporting and contributing to our business project, and the 
exciting transformation our company will undergo in the coming years.
Sagi Cohen
Chairman of the Board
ESG@neolith.com

017
016
As my first year as Neolith CEO, I wanted to dedicate 
all my experience and energy to sustainability 
matters in order to unleash the Group potential to 
stand out.
At Neolith, our aim is to improve quality of life by 
providing functional, sustainable products that 
make people feel good, both indoors and outdoors.
In terms of social actions, we have made amazing progress on our zero-
accidents goal and have seen an outstanding improvement, moving us 
closer to our target. We have also identified opportunities to support 
our social environment through donations to hospitals and charitable 
institutions: organisations working with those most in need in our 
various markets around the world.
Initiatives such as Neolith Six-S, an all-new collection that we launched 
in the middle of the pandemic, offers enhanced design, high-tech 
features and advanced hygiene. We achieved this without sacrificing 
sustainability, and maintained our commitment to building a better 
world.
The fight against climate change requires coordinated efforts between 
countries and businesses alike. Neolith must play an active role in this 
transition, and so in 2019 we achieved Carbon Neutrality, once again 
leading the way within our industry. We are constantly demonstrating 
our firm commitment to the de-carbonizing our products and striving for 
the ultimate goal: a circular economy.
Environmental management plays an essential role in our operations, 
and I would like to highlight the noteworthy progress achieved. We 
now manufacture using 52% recycled materials, and we are using 100% 
renewable electricity and recycling 100% of our water resources with 0% 
discharge. I must also emphasize the major corporate initiatives that have 
been undertaken in the area of biodiversity, such as ‘Neolith Forest’ and 
the ‘Guatemalan Conservation Coast Project’.
This year, for obvious reasons, there has been huge challenges in 
all our markets globally. Neolith operates in over 100 countries 
directly or with partners, and it would be remiss of me not to thank 
our customers for their trust in us and allowing us to partner in their 
projects and success. I must also thank the Neolith employees for their 
commitment, efforts and flexibility as we made 2020 another record year 
– surpassing the sales threshold, increasing our operating profit by 4.8% 
and reducing our net debt; this has all contributed to building a solid 
position looking to the future, as always.
Ever since its founding, Neolith has proven its capacity to continuously 
grow and, considering how strong our team is, I have no doubt that 
we have the best professionals and positioning to continue moving 
Letter from the CEO
ESG@neolith.com

019
018
forward. I am pleased to announce that we will continue accelerating our 
international expansion plan both directly, and with close collaboration 
with our network of partners. We must always strive for market-leading 
levels of service while being sensitive to the needs of the local market.
Innovation has always been present since Neolith began, and as pioneers 
we must lead this category; I am therefore delighted to announce that 
we have doubled our investment in R&D, while matching our production 
capacity to meet global demand. Such is our firm promise to keep on 
boosting the Neolith brand, which is synonymous with design and 
innovation, that we endeavour to be constantly evolving and developing 
its potential for various uses in all international markets.
Finally, I would like to mention our ambitious strategic plan that has 
been established for the coming years. This plan comprises more than a 
hundred actions, covering Environmental, Sustainability and Corporate 
Governance. The strategic plan is the driving force behind the business, 
and we have linked a portion of the executive team’s compensation to its 
achievement.
I invite you to enjoy reading this first Sustainability 
Report on the events that have allowed us to make 
progress in our corporate mission. Our customers, 
opinion leaders, distributors, suppliers, employees, 
shareholders and society at large have all had 
significant input regarding who we are and how we 
do it. I wish to express my gratitude for the trust 
placed in us and our ability to maximize our shared 
values. I would also like to express my admiration 
for everyone who has embarked on this journey 
with us.
José Luis Ramón
CEO Neolith
ESG@neolith.com

021
020
I am very honoured to address our stakeholders regarding sustainability 
activities during 2020. 
Let me start by saying that this past year has been dominated by the 
COVID-19 pandemic, which generated not only a world health crisis, but 
also lockdowns of our main national and international markets all over the 
world mostly during first half of 2020. 
As Neolith leaders, the Senior Leadership Team, we realized that a daily 
Crisis Management Committee was needed to address our “safety first” 
commitment to our employees and stakeholders, and to protect company 
value for our shareholders by assuring business continuity and access 
to liquidity. With that aim, we worked to develop new products (Six-S 
Letter from the CfO
collection) which are contributing to a more sustainable way of producing 
and considering social campaigns embedded, like our “kilo donation 
program” to NGOs dedicated to providing food for deprived people. 
We were very conscious of problems generated by COVID-19, so we 
decided to donate money to Castellón hospitals to help them buying 
materials to fight against the pandemic. We also became a carbon neutral 
company, we revisited our Authority Matrix for decisions and compliance 
cycle and improved important procedures. We also helped financially to 
some customers who returned this with gratitude in the second half of 
the year.  
With all these efforts, we managed to overcome a very difficult first half, 
where sales dropped more than 10%, to end a remarkable 2020 with 
record of sales (€ 124m) and EBITDA (€ 39m /+4.8% growth versus 2019). 
Such achievement wouldn’t have been possible without the contribution 
of our employees who have worked tirelessly, our customers and rest of 
stakeholders who constitute what we call our “Neolith Family”. 
Sustainability was set as an important part or our strategic pillars and 
we have established the path we want to follow in the next years as it is 
shown, as a sample of this commitment, in our first Sustainability Report 
you are about to read.
Truly yours,
José Manuel Romero
CFO Neolith
ESG@neolith.com

1 / 
Who We Are 
and 
What We Do

What is Neolith?
Neolith, is a market leading sintered stone brand offering a high 
performance architectural surface made of a 100% natural material.
Since its establishment in 2009 by the founders with decades of 
experience in the natural stone industry, Neolith has become the 
surfacing material choice of a vast range of interior and exterior 
applications. Composed of over 50 strikingly colored and patterned 
models, suitable for any sort of application as furniture, kitchen 
countertops, flooring, cladding and facades.
Neolith is all about design, versatility, durability and sustainability with 
a mission to offer pioneer innovative products along with the highest 
quality service, to meet the needs and demands of the architecture and 
interior design worlds.
A brand that strives to continue creating a sustainable, ecological and 
recyclable product, with the vision to position itself as the leading 
brand that best serves demands in the industry globally.
NEOLITH MUSEUM, SHENZHEN (CHINA)
Designed by Willow Design Co. Ltd
NEOLITH GROUP HEADQUARTERS
Castellón, Spain
At the end of 2020, Neolith facilities 
covered a surface of 169.500 sqm in 
Castellón, Spain.

027
026
Key Milestones 
2020
REVENUE FIGURE
SEVER ACCIDENTS
€124 M
0
EBITDA
€39 M
GROWTH OF EBITDA 
COMPARED TO 2019
+4.8%
EMPLOYEES AT YEAR END
545
Neolith bases its business practices 
on sustainability and environmental 
respect.
Despite the impact of COVID-19 2020, 
has been a record year for Neolith as we 
have achieved the following results:
# OF COUNTRIES
+100
INTERNATIONAL SALES
82%
# OF SUPPLIERS
+1300
M2 SOLD (MILLION)
2.1
Neolith was able to continue 
growing in 2020 as a result of ac­
tive management of the situation 
resulting from COVID-19. Proof of 
this is having increased our EBITDA 
by +4.8% in comparison to 2019, in 
addition to increasing turnover and 
reducing net debt despite the dis­
ruption caused by the pandemic.
Neolith uses natural resources to 
manufacture its sintered stone. 
Aware of the importance of treat­
ing these resources with care, 
the Neolith Group reached Cli­
mate Neutrality in 2019 for carbon 
footprint scopes 1 and 2. Moreover, 
emissions from its value chain were 
calculated, as reflected in scope 3 
of the GHG Protocol standard. This 
Main milestones achieved in corporate 
governance and developing the 
business model
FIRST MATERIALITY 
ANALYSIS
FORMING THE AUDIT 
COMMISSION
DEVELOPMENT OF *ESG 
STRATEGY AND ACTION PLAN
FORMING OF 
INNOVATION CYCLES
CREATION OF THE COMPLIANCE 
OFFICER POSITION
FORMING OF *ESG 
COMMITTEE
demonstrates a real commitment to 
mitigating climate change. This 
is why the company analyzed its 
climate risks in 2020 in line with the 
TCFD (Task Force on Climate related 
Financial Disclosures), which will 
enable the impact of climate change 
to be gradually adapted and reduced 
over the next few years.

029
028
Neolith’s Values
Neolith’s Mission and Vision
Presenting 
Neolith
Neolith has consolidated its position in the international market as the 
pioneering sintered stone brand and a industry leader, with Neolith 
becoming a global company present in more than 100 countries.
The dynamics of a young company on the cutting edge of technology 
with in-depth knowledge of the industry in which it operates, not to 
mention an obsession for excellence ever since it was founded, have 
allowed Neolith to maintain stable growth with a view to creating long-
term value. 
VISION
Create through innovation and design 
the best user experience for our clients 
with our architectural and interior design 
solutions.
PARTNERING
We are relationship builders and care 
about our people, customers, community 
and environment. We aim to make our 
organisation and community a better place 
to work and live. We truly believe that a real 
success is only possible though creating 
strong bounds with our partners and 
stakeholders.
MISSION
Generate a positive impact on 
people’s daily lives by offering 
innovative and sustainable 
architectural solutions with the 
desire to be truly global and a 
benchmark for clients anywhere 
in the world.
PASSION
We are passionate about what 
we do and feel proud being part 
of Neolith Group. We behave 
as Brand ambassadors of our 
organisation and aim to create 
a work place for enjoying and 
have fun.
INNOVATION
We are pioneers in sintered stone, but keep 
fresh, agile, and proactive. We are always 
thinking on improvement and challenge 
ourselves in order to keep competitive and 
disruptive.  We aim to create a sustainable 
organization through Innovation & 
development.
INTEGRITY
We are honest people, honour 
what we say and keep our 
commitments. We behave 
according to our values and 
respect our code of conduct.
INSPIRATION
We love what inspires us. Brands who 
inspire are able to understand well the 
consumers and help them reach their 
goals.  We want to help our clients 
build the world they want to see.
The group’s value chain begins with the raw-material extraction phase, 
and ends with the distribution and assembly of its finished products for 
use by end customers.
Neolith’s main value chain
NEOLITH SALES 
OFFICE
INSTALLERS
SPECIALIZED 
SHOPS
DISTRIBUTION
CONTRACTORS
END USERS
NEOLITH 
MANUFACTURING
PREPARATION OF 
RAW MATERIALS
RAW MATERIALS 
SUPPLY 
PRIVATE RESIDENCE
Pamplona, Spain

031
030
Neolith 
applications
The range of uses for Neolith products continues expanding. Since 
its founding in 2009, the number of different uses has been gradually 
increasing. Close relationships with end customers, its distributors’ 
market knowledge and the group’s capacity to innovate all make it 
possible to evolve each year and introduce new ones to the market. 
Various collections have been developed for use. These collections 
stand out from each other because of the final features, allowing end 
customers to adapt the best design to the intended use.
KITCHENS
FAÇADES
BATHROOMS
INTERIORS
FURNITURE
ACCESSORIES

033
032
Main Neolith 
collections
The various collections provide customers a whole range of possibilities, 
textures, colors and finishes to best adapt to the desired design.
The different collections are based on textures and materials from 
nature. Each collection is characterized by different finishes, which 
can be adapted to different design types. Given its extensive offer of 
collections, Neolith can respond to a large variety of styles and aesthetic 
criteria among end customers.
CLASSTONE
STEEL
FUSION
TIMBER
IRON
COLORFEEL

035
034
Case Studies
Neolith wants to recognize the work done by its distributors in 2020 
highlighting some of the Best Projects of the Year. 
A Façade Fit for a Warrior
Neolith brings its A game to Chase Center
A well-planned arena offers so much to a community beyond 
access to sporting events. It also serves as a music venue, 
supports local vendors and artists, creates jobs, provides social 
spaces and draws in tourists in turn supporting local businesses. 
So, when the Golden State Warriors looked to move to San 
Francisco from their previous home venue in Oakland, ensuring 
smooth integration within the Mission Bay locale was a top 
priority. 
While the team was based in San Francisco for a brief stint in 
the 1960s, the city they were returning to was much changed. 
Mission Bay is a modern neighborhood, characterized by large, 
hard-edged buildings the size of city blocks, creating a dense 
urban environment. 
When David Manica, lead designer and architect at Manica 
Architecture, was brought on the project, the brief from the 
city and the Warriors was clear: the building needed to be 
sympathetic to and in contrast with the area. It had to be 
simultaneously futuristic and timeless in its aesthetic. Crucially, 
the client also wanted a 360° design with no back entrance or 
rear façade. This way, the arena would feel inviting from every 
angle.
Continue reading this Case Study here:
Neolith® clads the best restaurant in the world: El Celler de Can Roca
Neolith®, knows the luxury hospitality sector well. Its surfaces have already been used in several Michelin-starred restaurants around 
the world.
This time, it was chosen to clad El Celler de Can Roca, the three times awarded “Best Restaurant in the World” with Three Michelin Stars.
“Neolith® is a serious company, a reliable material supplier, committed to excellence in every detail and with an unrivalled social conscience. The 
surfaces look great and our chefs are lucky enough to work with them on a daily basis.”
Continue reading this Case Study here:
Shenzhen’s Sintered Stone Showstopper
Neolith®’s surfaces are specified throughout a special exhibition space dedicated 
to the brand in Shenzhen, China
Shenzhen, China is one of the world’s most exciting and vibrant contemporary design 
destinations, and one in which Neolith, the pioneering brand of sintered stone, is making 
its mark. 
Recently applied across the entirety of distributor TechSize’s flagship showroom, both 
companies have collaborated again, launching a museum dedicated to Neolith®. The space 
not only celebrates the material and its unique properties, but also its myriad uses for 
interior and exterior surfacing.
The overall vision for the 166m2 attraction is to simulate the look and feel of the modern 
Chinese home, the aspirations of their owners and an overarching desire to embrace the 
natural world within residential interior design. 
The designer, Shenzhen-based firm, Willow Design, wanted their concept to communicate 
Neolith’s ongoing commitment to ecology and its highly sustainable qualities. 
Further, they sought to highlight the challenge of delivering both form and function 
simultaneously, and demonstrate how Neolith seamlessly achieves this balance. 
As Willow Hu, from Willow Design says, “Often, when we receive a brief, its specific 
requirements mean we usually have to prioritise either performance or looks. However, Neolith 
offers the best of both worlds: not only is it ultra-hygienic and low maintenance, which is 
important in the home setting, it’s also available in a wide range of highly-detailed patterns. This 
offers essential flexibility and inspires greater creativity. As you will see, the results speak for 
themselves. The material was pivotal in allowing our imaginations to run wild, creating a space 
which truly showcases Neolith’s potential.”
Continue reading this 
Case Study here:

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036
Six.S
Six·S was launched onto the market in the middle of the pandemic, 
with the following attributes considered:
Solidary. Born in the midst of a world health and economic crisis, Six•S 
is a collection inspired by the theme of solidarity, resilience and bravery 
of global society. A percentage of the collection sales will therefore be 
donated to a Covid-19 related charity.
Strong. A combination of high-strength and ultraresistance make 
Neolith a material suitable for interior and exterior applications, 
remaining unchanged over time.
Stylish. All Neolith slabs are a unique combination of style and 
substance, influenced by evolving global design trends and tastes, 
offering hyper-realistic decoration.
ABU DHABI WHITE
AMAZONICO
HIMALAYA CRYSTAL
LAYLA 
SUMMER DALA
WINTER DALA
Sensory. The new Six•S collection has been specifically designed 
to provide a multi-sensory experience. This is thanks to the state-
of-theart technology and development of a unique range of special 
textures and finishes which creates tactile appeal.
Sustainable. Neolith is a 100% natural surface, and a “carbon 
neutral” company that continually invests in eco-friendly production 
technology, as well as other green innovations.
Sanitary. Good hygiene is a requirement essential for maintaining 
physical well-being. Neolith offers an ultra-hygienic and easily 
disinfected surface.

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038
History and Key 
Milestones
Ever since it was founded in 2009, Neolith has been growing 
exponentially by offering new products and expanding to new 
countries, as a result of its passion for natural materials. Below are some 
of the main milestones in the history of Neolith since it was created. 
Construction of the 1st 
production line of 
sintered stone slabs
3mm Thickness
3600x1200mm
Solid colors
Neolith launches on 
the market, first sintered 
stone surface
10mm Thickness countertops, 
3600x1200mm
Thicknesses (5mm, 5+3)
Rotocollor Design
NDD Technology
Classtone Collection
20mm Thickness
3200x1600mm
NanoTech Polished
Neolith reaches international 
presence in more than 75 
countries
Neolith reaches international 
presence in more than 100 
countries
Timber Collection
Neolith Sinks
COMPANY FOUNDATION 
BY THE ESTEVE FAMILY
Construction of the 
2nd production line of 
sintered stone
Construction of the 
3rd production line of 
sintered stone 
Construction of the 
4th production line of 
sintered stone
Investindustrial partnership 
with the Esteve Family
Piattibelli
Infinity System
Spray Drying Plant
Full Body Veining 
Carbon Neutral Company
2600x1200 & 2600x1500mm
International presence
Neolith®, an international industry leader.
The group’s production center and main offices are located in Castellón, 
Spain:a strategic location considered one of the world’s main tile 
industrial regions.
Main showrooms
Algeria 
Andorra
Argentina
Australia
Austria
Barhain
Belarus
Belgium
Brazil
Cambodia
Canada
China
Colombia
Cyprus
Denmark
France
Germany 
Greece
Hong Kong
Hungary
Indonesia
Israel
Italy
Japan
Korea
Kuwait
Malaysia
Mexico
Morocco
Netherlands
New Zealand
Palestine
Philippines
Poland
Portugal
Romania
Russian Fed.
South Africa
Spain
Switzerland
Taiwan
Thailand
Top 50 Countries
Ukraine
United Arab Emirates
United Kingdom
United States of 
America
Uruguay
Uzbekistan
Vietnam
Italy: 
Milan
United States: 
Atlanta
San Francisco
Dallas
New York
Phoenix 
Salt Lake City
United Kingdom: 
London
Spain: 
Madrid 
Castellón
Germany: 
Düsseldorf
Japan: 
Tokyo
China: 
Shenzhen
Netherlands: 
Amsterdam
Colombia: 
Medellín
Coming soon:
Cape Town
Revenue breakdown by 
Geography
Europe 39%
Spain 18%
Greater China 12%
Africa & LATAM 7%
APAC & MEA 13%
North America 11%

041
040
Globally, COVID-19 has clearly been one of the main external factors 
making a mark on the year. The drop in demand during the pandemic 
was mainly due to the partial closure of not only the company, but 
also a general slowdown in economic activities in most countries. 
Despite this context, Neolith was nevertheless able to maintain positive 
business growth as reflected by a +4.8% increase in its EBITDA over 
2019.
Neolith’s response to the situation caused by 
COVID-19 has focused on
two main aspects: people’s safety, and active 
managing the supply and demand
Climate change and the emission-rights market have been a key factor 
in the strategy. Neolith achieved Climate Neutrality in 2019 thanks to 
its scope 1 and 2 compensation projects calculated pursuant to the GHG 
Protocol. Moreover, emissions associated with its value chain were 
calculated for the first time ever in 2020, including emissions associated 
with suppliers and distributors, corresponding to scope 3 of the GHG 
Protocol calculation standard. The Group has thus demonstrated a 
decisive commitment to helping mitigate climate change and actively 
working to reduce associated risks. This aspect is further developed in 
the chapter on the environment with an assessment of the climate risk 
analysis and main mitigation measures. 
With respect to the regulatory framework, a change in regulations 
is expected to restrict the concentration levels of certain airborne 
compounds. Neolith engages in a proactive approach to manage and 
improve the health-and-safety conditions of its production process. 
This change is being driven by its management team, consistently 
involving in workers’ health and safety.
Finally, considering the future outlook, the construction and 
architecture industry has been able to continue its activities given 
that most of its work takes place in outdoor areas, where high levels of 
protection against COVID-19 as well as physical distancing between 
people can be maintained.
The Economic 
and Social 
Environment
Business 
strategy and 
evolution
The international expansion plan is supported by various strategic 
pillars, particularly collaboration with distributors, the expansion of 
corporate-owned centers, the construction of new production lines 
and a product innovation plan. 
For proper supervision of this expansion and growth plan, an 
expansion committee has been created to meet monthly with a view to 
accelerating growth, conducting a strategic review of the market and 
adequately monitoring the market in each one of the countries where 
expansion is underway. This monitoring of center openings is to be 
back up with lean management and door tracking, reducing the risks of 
opening and allowing strategy to be deployed more rapidly. 
In addition, and associated with the financial growth and 
internationalization strategy, is the development of the ESG strategy 
and action plan. These non-financial aspects serve a dual purpose 
in the strategy: on the one hand, they help reduce the risks in the 
coming years relating to these aspects and, on the other, they make it 
possible to take advantage of market opportunities where a demand 
for sustainable products exists. The ESG action plan is divided 
into five strategic pillars, three temporary phases and five years of 
implementation. This plan is explained in detail further on in this 
document. 
ENIGMA RESTAURANT
Barcelona, Spain
Designed by RCR Arquitectes

043
042
The innovation strategy comprises a double approach to innovation 
processes: incremental and breakthrough. The incremental 
development will improve current solutions and products, while 
the breakthrough approach will provide the company and industry 
solutions quite different from what has been seen to date, so as to create 
an advantage over competitors in certain business areas. 
The approved 2021 budget for research, innovation 
and industrial program is €13.6 M 
The organization plans to incorporate the organizational and cultural 
changes related to incremental innovation first. The primary initiatives 
to be undertaken in line with these incremental innovation processes 
include consolidating internal and external resources for research 
and development in order to become a self-financed department. 
This company approach to being capable of generating breakthrough 
innovations will be created by strengthening the organization’s know-
how in innovation and developing main areas of excellence to make 
progress in its knowledge of these areas. 
There are 10 strategic lines to this strategy which, as a whole, and 
through a series of carefully designed and meticulously planned 
actions, will allow the Group to bolster its leadership position as a solid 
corporation in market innovation. 
The innovation strategy will be one of the basic cornerstones of the 
company’s growth over the next several years. This strategy is based on 
a new corporate philosophy which underlines the following six aspects 
as the basic elements of the direction the Group will take as it moves 
forward: 
Philosophy 
of the Neoltih 
Group’s 
innovation 
strategy
Company for 
applications and 
services 
Products connected 
with design trends
Technical 
solutions and for 
product life cycle
Company based 
on innovation 
B2B2C scope 
and global brand 
recognition
Expansion of 
experience centres 
network
PHILOSOPHY
OF INNOVATION
STRATEGY
Lines of  innovation-strategy 
development
The innovation strategy currently focuses on four main areas of 
excellence. The creation of these areas of excellence is in line 
with developing this type of knowledge within the organization, 
eventually making it possible to move from incremental innovations 
to breakthrough innovations. These current areas of innovation are as 
follows:
In order to achieve this, a “Go to Market Strategy” has been designed 
based on a clear synchronization between product development 
processes and marketing with end customers. It will thus be possible 
to test with customers in order to move decisively forward with each 
of the steps. This market strategy will enable guaranteed end-product 
quality, while also reducing the time taken for finished products to 
reach customers. 
SAFETY IN THE PRODUCT 
AND PROCESSES
Constantly improving the 
product features, assuring 
a high-quality interior 
atmosphere for its entire life 
cycle.
SUSTAINABILITY OF THE PRODUCT
Product environmental behavior 
improvement, reducing residues, 
and improving the building’s energy 
efficiency, among other key aspects.
DIGITALIZATION
New product design to 
improve end-user experience.
NEW APPLICATIONS
Expansion of products and 
services offered for enhancing the 
building-use experience.
Strategic lines for innovation in the 
company
MONITORING FOR INNOVATION
PROGRAM MANAGEMENT 
KNOWLEDGE MANAGEMENT 
TECHNOLOGY
INTEGRATED RESOURCES MANAGEMENT
OPEN INNOVATION
LESSONS LEARNT
EFFICIENT PRODUCT PORTFOLIO
SELF-FINANCING
FOCUS ON RESEARCH

045
044
Corporate 
governance 
model
Neolith has been a family business since its founding in 2009. 
However, the entry of International Design Surfaces Opportunities 
S.à.r.l. into the company’s capital in the 2019 financial year brought 
about a change in the Group’s shareholding structure as well as a boost 
to its growth and international expansion strategy. The Esteve family, 
the Group’s former owners, have remained on the Board of Directors to 
continue offering their experience and knowledge of the business and 
the Group’s operation.
The Board meets at least quarterly to perform its administrative, 
supervision and management team control duties. In 2020, the Board 
of Directors met five times face-to-face and online. Likewise, four 
additional out-of-session board meetings were held in writing to pass 
resolutions which were urgent due to the relevance and interest for the 
company.
Under its motto “Safety First”, Board meetings always began with the 
management team first reporting on issues related to the health and 
safety of the Group’s stakeholders (in particular, its employees and 
customers). Secondly, they would cover aspects related to “ESG” such 
as investments in energy efficiency, enhancing product sustainability 
and strategies for reducing its carbon footprint. Thirdly, they would 
review financial, operational, sales and marketing and investment plan 
aspects.
The Audit Committee has been one of the main new developments 
concerning good corporate governance in 2020. This Committee was 
created by decision of the Board of Directors, and assigned certain tasks 
regarding which it must report to the Board on a regular basis. 
Another significant milestone for Neolith in 2020 was the creation 
of the ESG Committee to discuss issues relating to non-financial 
information. This ESG Committee is assigned the duties of supervising 
and monitoring environmental, social and corporate governance 
aspects in day-to-day operations. Likewise, it must meet periodically 
and report to the Audit Committee at least once every three months, or 
on a case-by-case basis for particularly relevant matters.
Senior Leadership Team. On the organization’s executive side, the 
Senior Leadership Team is the team of people with the highest authority 
within Neolith. There are various corporate roles led by these executives 
as detailed below:
BOARD OF DIRECTORS
AUDIT COMMITTEE 
Senior Leadership Team. 
Executive team at the end of 2020
José Luis Ramón
Chief Executive Officer
José Manuel Romero
Chief Financial Officer
Mar Esteve
Chief Marketing 
& Strategy Officer
Daniel Sánchez
Chief Commercial Officer 
& Vice President
David Bueno
Chief Transformation
 & Innovation Officer 
Antonio Quereda
Chief Operations Officer 
James Amendola
Vice President of North 
America
Óscar Sanchís
Chief People Officer
Francisco Mateu
Chief Legal Officer
Environmental, Social and Governance 
Committee 
Regulatory Compliance Body
Audit Commission + 2 Board Members
Health & Safety Commitee

047
046
In order to carry out the duties described above, three main roles 
have been defined with power of scrutiny and the ability to act on 
the aspects mentioned. This composition is in line with best practices 
in differentiating between supervising and integrating ESG aspects, 
while also assigning the roles the capacity to implement actions the 
responsibility for the corresponding results. The ESG Committee is 
therefore comprises the following roles:
•The Chief People Officer (CPO), with the power to monitor social 
aspects including those relating to the Group’s workforce and human 
capital. 
•The Chief Innovation and Transformation Officer (CIO&CTO) to whom 
the areas of safety, health, quality and sustainability must report.
•The Chief Legal Officer (CLO) who is responsible for good corporate 
governance and, according to the role as Compliance Officer, sees to 
compliance with external regulation and internal policies and codes 
(e.g. the Code of Ethics).
The primary ESG management instrument is the ESG Action Plan which 
is described further below. This ESG Action Plan includes actions, 
indicators and objectives to be monitored periodically. The Committee 
must furthermore conduct a quarterly evaluation of ESG indicators 
regarding their alignment with the overall strategy. Finally, ESG issues 
are discussed every month at Senior Leadership Team meetings. 
ESG Committee Duties
ESG 
supervision and 
control structure
Integrating and 
leading the Group’s 
ESG aspects
Identifying ESG 
aspects that might 
significantly affect 
the business
Proposing updates 
to the ESG Executive 
Plan and integrating 
new ESG indicators
Implementing the 
necessary 
mitigation actions
Remaining up-to-date 
on new developments in 
the area of ESG that are 
relevant to the organization.
Tracking the Executive 
Plan through the ESG 
Dashboard
Reporting to the Audit 
Committee at least quarterly 
on significant ESG risks and 
opportunities
Evaluating the 
Group’s ESG risks 
and opportunities
Risk 
management 
and control
The Neolith organization-and-governance model envisages risk 
management as a key planning tool.
Potential risks are identified on a daily basis by the Senior Leadership 
Team, which reports these to the Board of Directors for them to perform 
their supervisory duties properly. The corresponding mitigation 
measures are also identified. Risk control and monitoring is conducted 
by each department director as part of their duties.
The main risks identified for Neolith are as follows:
As part of the efforts to update and manage risks, the criminal risk 
matrix was updated in 2019 and 2020, and appropriate procedures were 
created to manage each business area. To do so, an external consultant 
specializing in criminal risks was contracted to conduct an exhaustive 
study of the Group, analyzing 12 different corporate departments and 
nine different jurisdictions of application for Neolith. This criminal-
compliance risks assessment process identified 102 controls, and work 
was carried out on 77 applicable conducts that might lead to some type 
of risk. The result was a consistent enhancement of the procedures 
followed by the Group.
The various risks are associated with specific mitigation measures, 
which are monitored by the Management Committee member 
responsble as well as the corresponding department directors.
Main Risks from Neolith 
Activities
CLASSIFICATION
RISKS
Market risks
(context)
· Risks deriving from COVID-19: market closings, mobility restrictions, 
etc.
· Market risks due to the impact of price increases and drops. 
· Risks related to new regulatory changes. 
Financial risks
· Currency exchange variation risks.
· Credit interest variation risks.
· The risk of defaulting on current financing agreements. 
Strategic risks
· Commercial and industrial risks arising from possible delays in the 
expansion plan (openings, new markets, etc.) 
Operational risks
· Operational risks due to possible manufacturing shutdowns. 
· Risks of cyberattacks and security gaps in information systems. 
· Legal noncompliance risks.
ESG risks
· Risks related to the supply of materials due to supply-chain availability 
and the impact on prices. 
· Risks of human rights violations and unfair labor conditions in the supply 
chain. 
· Risks related to workers’ health and safety. 
· Risks related to the implementation of the good corporate governance 
model in the corporate expansion process.

049
048
The materiality study carried out in 2020 considered a total of 37 
relevant issues of external and internal relevance in three areas: 
governance, the environment, and social impact. These issues were 
prioritized through a process that included a two-sided assessment 
(external and internal), respectively resulting in answers from 
the companies’ leaders, key distributors, and investors, as well as 
consideration of the main industry and sustainability trends nationwide 
and internationally in order to obtain a true and accurate representation 
of their relevance for the various stakeholders. The result of this process 
has been prioritizing the issues and placing them in a materiality 
matrix.
Materiality
Study
Corporate Governance Management 
Environmental management
Strategic vision
Climate change and biodiversity
Staff
Supply chain
Value chain
Materiality of the Neolith
INTERNAL RELEVANCE
EXTERNAL RELEVANCE
14
30
16
29
27
35
28
20
19
21
2
7
4
9
8
10
1
6
11
5
20
3
33
34
24
12
13
31
17
25
32
18
22
36
23
15
37
26
The list of material issues arranged by order of relevance for Neolith 
is displayed in the following table. These issues are handled by the 
company’s management through the ESG strategy created in 2020. This 
strategy, which is explained in detail further below, defines specific 
actions to ensure each of the matters relevant to the company and 
managed appropriately. Responses to each of the material issues are 
provided throughout this report. An indication of the issues approached 
is provided at the beginning of each chapter.
List of material aspects for 
Neolith
#
ASPECT
#
ASPECT
#
ASPECT
1
Environmental compliance
14
Money laundering, corruption and bribery
27
Collaborating partner loyalty
2
Employee health & safety
15
Climate change
28
Creation of local wealth: employment, 
suppliers, economic development
3
Customer satisfaction
16
Compliance
29
Board of Directors assessment
4
Waste and a circular economy
17
Human capital development
30
Diversity of the Board of Directors
5
Impact of the product on health
18
Supply chain and environmental impact
31
Water management
6
Employee working conditions and human 
rights
19
Good corporate governance practices
32
Social dialog
7
Consumption of energy and materials
20
Communication with stakeholders
33
Data protection and cybersecurity
8
Reputation, positioning, and brand image
21
Integrating ESG aspects in the strategy and 
decision making
34
Conflict-of-interest management
9
R&D&I Programs and Investment
22
Supply chain control
35
Dialogue processes with local communities
10
Product sustainability
23
Diversity and equality
36
Supply chain and biodiversity impact
11
Human rights in the supply chain
24
Transparency
37
Protecting biodiversity and protected natural 
areas
12
Talent attraction and retention
25
Corporate culture and engagement
13
Integrated Environmental Management 
System
26
Employee benefits
3
5
27
20
28
35

051
050
Stakeholders
Neolith has identified the key stakeholders surrounding its value chain. 
A series of shared values is defined for each group which the company 
sees as key to maintaining relations with them. These values can be 
viewed in the following graph.
Value generated, distributed 
and retained by Neolith.
Recognizing the values shared with its stakeholders allows Neolith 
to strengthen these relations with each of them in the long term. 
This exercise is part of the ESG strategy and the company’s strategy 
for seeking sustainable long-term profitability, benefiting everyone 
involved in the value chain. 
This recognition of shared values is further seen in the distribution of 
revenue among the different stakeholders with which Neolith Group 
maintains a relationship. The revenue distribution indicates the 
importance of these groups to Neolith’s activities.
ESG strategy 
and sustainability 
commitment
Neolith’s primary objective is to continue growing over the next few 
years. There is huge potential for its products to reach new markets, 
and to increase the type of solutions provided to end customers.
In this expansion process, 
Neolith 
believes Environmental, Social 
and Governance (ESG) 
are the cornerstones required 
for its growth
To support its global strategy, five ESG pillars have been defined that are 
fully in line with the Group’s overall strategy.
Employees
Health and safety
Diversity
Quality employment
Conciliation
Adequate salary
Recognition
Customers
Product quality
Safety
Aesthetics
Adaptability
Shareholders
Good governance
Transparency
Frequent reporting
Profitability
Distributors/Suppliers
Stability
Transparency
Long-term relationships
Trust in payments
Social and environmental 
criteria
Society
Climate neutrality
Negative impact 
management
Social projects
Diversity
Specifiers
Quality
Information
Product reliability
These pillars are integrated through an Action Plan. This Action Plan 
has two objectives: (i) to take advantage of market opportunities and 
trends as well as manage and (ii) monitor operational, reputational and 
business risks in the current environment. The Action Plan will make 
it possible to enhance products, market them and potentially generate 
new lines of revenue. At the same time, managing and monitoring ESG 
risks makes it possible to reduce operational costs, reduce reputational 
risks and reduce the possibility of legal procedures against the 
company.
PILLAR 1
PILLAR 2
PILLAR 4
PILLAR 3
PILLAR 5
ORGANIZATION AND GOVERNANCE ESG
Creation of an ESG governance structure that assigns responsibilities, 
roles and processes that enable integrating and supervising the actions 
of this plan.
HUMAN CAPITAL
Growth is only possible if we manage to attract the best talent and that 
their work is of the highest quality. Recognizing diversity, talent and 
leadership as a value within the organization. 
SUSTAINABLE PRODUCT AND MANUFACTURING
Sustainable product demand is driven both by customer preference and 
by new and stricter regulations. Improving the product environmentally 
and social development are decisive factors increasingly present, able to 
generate new income lines.
SUPPLY CHAIN CONTROL
A large share of ESG risks are in the supply chain. Having traceability 
and control of the supply chain will allow us to reduce risks and to have 
strong suppliers in the long run.
COMPLIANCE AND TRUST
Traceable regulatory compliance and information reports which are 
verified and rigorous are important to the Neolith stakeholders This allows 
us to create long-term valued relationships.

053
052
Short, medium 
and long-term 
implementation of 
the ESG strategy
SDGs in Neolith’s 
Activities
The ESG Action Plan is organized in three phases. In Phase 1, work will 
be carried out on two fundamental aspects: defining the necessary 
structure to integrate ESG management and implement actions 
considered a priority. 
In Phase 2, the focus of the actions will be on enhancing positioning, 
taking advantage of market opportunities and increasing the 
competitive edge on ESG aspects.
Finally, Phase 3 is aimed at implementing best market practices 
and becoming a leading company in ESG with a solid foundation for 
managing, supervising and monitoring the key indicators.
The Action Plan links the Group’s strategy to the SDGs. The United 
Nations (UN), along with the 193 Member States of its General 
Assembly, agreed in 2015 to 17 Sustainable Development Goals (SDGs) 
necessary for achieving progress and the wellbeing of people, the 
environment and the economy. The SDGs came about in 2015 as part 
of the Agenda 2030 for Sustainable Development. These goals also 
feature 169 specific targets and 232 official indicators for measuring the 
progress achieved. Their purpose is to promote education, equality and 
inclusion, fight climate change and eradicate poverty around the world, 
among others.
An evaluation of the contribution of the actions in the ESG Action Plan 
to each one of the SDGs was conducted to analyze the possibilities of 
Neolith coming into alignment with these.
PHASE 1
Consolidating the ESG structure an implement greater impact 
actions
•Defining the necessary structure to integrate ESG management
•Policy preparation 
•Risk analysis 
•Implementing those actions deemed a priority in each area 
PHASE 2
Improving Neolith’s ESG positioning
•Improving positioning
•Taking advantage of market opportunities 
•Improving competition difference in ESG aspects
PHASE 3
Implementation of better practices
•Implement the best market practices 
•Become a leading ESG company
•Solid management base, supervising and monitoring key indicators.
2021
2022-23
2024-25
Contribution to the Sustainable 
Development Goals
The contribution to the achievement of the SDGs was assessed only 
considering the actions involving an additional impact beyond what the 
company is already doing in order to align the ESG Action Plan with the 
Agenda 2030.
The impact principle is thus followed, whereby the results achieved 
through the Action Plan seek to maximize the company’s positive 
impact in the short, medium and long term. This first action mapping 
with the SDGs made it possible to identify areas in which Neolith 
will have the greatest impact over the five years the strategy will be 
implemented. Over the next year, the Group will be working to identify 
the indicators most relevant to each one of the SDGs, and establish a 
procedure for tracking the evolution thereof.
The SDGs on which Neolith has a greater positive 
impact are SDGs 8, 12 and 13 
(Decent Work and Economic Growth, Responsible 
Consumption and Production, 
and Climate Action)
2 ACTIONS
5 ACTIONS
11 ACTIONS
2 ACTIONS
4 ACTIONS
10 ACTIONS
2 ACTIONS
2 ACTIONS
7 ACTIONS

055
054
Certificates and 
Awards
Since its founding in 2009, Neolith has been acknowledged with 
international design and architecture awards for its innovative and 
cutting-edge approach, as well as the high quality of its products and 
processes. The company and its products have garnered a series of in­
ternational awards recognizing product quality and sustainability.
These accolades demonstrate the company’s evolution and Neolith’s 
spirit of innovation and sustainability from the very beginning. It has 
always been a constantly evolving company, seeking to meet the needs 
and expectations of current and future customers.
Best Of Kbis
Pia Awards
Alfa De Oro
Installation Awards
Architectural Record Award
30 More innovative Products 
Kbb Readers Choice Awards
Pia Awards
Red Dot Award
Muuuzz Awards
Kbb Readers Choice Award
Pia Awards
Architectural Record Award
Materialica Gold Award
Best of Houzz
IDC Innovation Awards
KB Culture Awards
A’design Award
A+Award Architizer
Muuuzz Awards
Plus X Award
Sustainability and 
Installation Awards
Product Design 
Awards
Kbb Readers 
Choice Award
Edison Awards
Money-Saving 
Products Winner
Fundación RCR
Fundación Vicente Ferrer
World Wildlife Fund
OK Kosher Certification
European Comission Certification
Member of the US Green 
Building Council (USGBC)
Designed and produced by 
TheSize Surfaces in Spain
NSF Certifies that Neolith is totally 
suitable for contact with food.
ICC-ES Certification for the Strongfix 
System for ventilated facades
Audited by KPMG
German Design 
Award
Interior Design
Best of the Year 
AP50 Readers Choice
Great Design AD 2017
Producto del año en 
Innovación y Tecnología
Muuuzz Awards
Plus X Award
Red Dot Award
Interior Design
Best of the Year 
D Award
Interzum Award
Premio Interiores
NEOLITH 
PRODUCTO SOSTENIBLE
I I I  E D I C I Ó N  P R E M I O S
2017
Architectural Record
Muuuzz Awards
Edison Awards
Edison Awards
Plus X Award
Great Design AD
A’design Award
Product Innovation Awards
Architectural Record
A’design Award
Red Dot Award
Plus X Award
Great Design AD 2019
Idea Awards
Muuuzz Awards

057
056
PRIVATE RESIDENCE, LAKE HURON (CANADA)
Designed by Saota & Matter Architectural Studio
PRIVATE RESIDENCE, LAKE HURON (CANADA)
Designed by Saota & Matter Architectural Studio

058
CHASE CENTER, SAN FRANCISCO (US)
Designed by Manica Architecture & Gensler
059

060
EL CELLER DE CAN ROCA, GIRONA (SPAIN)
Best Restaurant in the World by 50 Best in 2013, 2015, 2019 
061

063
062
NEOLITH HQ SHOWROOM, CASTELLÓN (SPAIN)
NEOLITH HQ SHOWROOM, CASTELLÓN (SPAIN)

065
064
2 / 
Our 
Contribution 
to the 
Environment

067
066
Key Milestones 
2020
Neolith is aware of the impact of 
its activities on the environment. 
These activities focus on producing 
and distributing products 
manufactured from aggregate and 
natural stone. This impact and the 
consumption of resources not only 
occur as part of Neolith’s activities, 
but also throughout the value 
chain. Neolith thus takes a lifecycle 
approach to the management of its 
environmental impact.
Main impact on the stages of the 
product life cycle.
MANUFACTURING
Greenhouse gas 
emissions 
Energy and water 
consumption 
Residue generation
DISTRIBUTION AND 
TRANSPORT
Greenhouse gas 
emissions 
Impact on local air quality
END OF LIFE
 Residue generation
 Energy consumption in 
grinding and recycling 
processes
RAW MATERIALS SUPPLY
Impact on biodiversity
Ground change of use
Consumption of raw 
materials
CARBON NEUTRAL 
COMPANY
100% emissions compensated
Neolith seeks maximum 
efficiency in the use of 
resources and is committed 
to cleaner technologies. The 
main resources needed for the 
Group’s activities are the raw 
materials required to produce 
Neolith as well as energy, which 
is mainly supplied by electricity 
and gas. The consumption of 
water resources within the 
Group is not high given the 
small amount of water used in 
the manufacturing processes 
and the initiatives implemented 
for internal re-use.
Key environmental figures and 
milestones
WASTE GENERATION 
VS 2019
CO2 TOTAL EMISSIONS
CARBON NEUTRAL
WASTE SENT TO
RECYCLING CENTRES
RECYCLED CONTENT 
IS UP TO:
WATER RECYCLED
RISK ANALYSIS
52%
89%
100%
-20%
-13%
100%
TCFD
ENVIRONMENTAL PROTECTION
352.000€
TREES PLANTED
425
In 2020, the model Textil White 
was produced with 52% recycled 
content.
In 2020, Neolith reduced the CO2 
total emissions by 13%

069
068
Environmental 
Management and 
Certifications
The Environmental Affairs Department was created in 2018, and 
work has been done from the outset to implement an Integrated 
Environmental Management System in order to achieve ISO 14001 
certification. All the systems and procedures are aligned with 
international standards and certification is expected in 2021. 
Moreover, the department sees to managing environmental risks 
associated with its activities and receives a budget to meet the 
environmental needs projected by the department.
Neolith is certified as reviewed by a third party pursuant to standard 
ISO 14021 on the recycled content of Neolith products as proof of its 
commitment and progress toward a waste reduction and circular 
economy strategy. Neolith currently has the following environmental 
acknowledgements and certificates:
It certifies that Neolith meets the established chemical emission 
limits which contributes to a healthier environment.
It certifies that Neolith is suitable for use in locations such as 
schools and medical centres.
It ensures that Neolith meets the European health and safety 
environmental protection requirements.
LEED, Leader in Energy and Environmental Design, is a program 
providing third-party verification of sustainable buildings. 
Neolith meets the preliminary safety requirements and earns 
points to help consumers reach the desired level of certification 
for their home or commercial project.
The USGBC, a council which is supervised by LEED, brings 
together defenders of sustainable policies and practices.
Neolith has a declaration of product components showing they 
have no health impact.
This certifies that Neolith is free of substances on the Alert List 
and free of VOC emissions (zero emissions).
GREENGUARD CERTIFICATION
EC (EUROPEAN COMMISSION) 
CERTIFICATION
GREENGUARD GOLD CERTIFICATION
LEED POINTS EARNER
U.S. GREEN BUILDING COUNCIL 
(USGBC)
HEALTH PRODUCT DECLARATION
FRIENLY MATERIALS 
(SILVER)
Environmental 
Management in 
the Supply Chain
Neolith is aware that raw-materials extraction has a high impact 
on biodiversity, soil degradation and erosion in addition to risks of 
a breach of ILO standards. The Procurement Department therefore 
ensures new suppliers pass an environmental self-assessment before 
signing any contracts. 
These self-assessment sheets include aspects relating to ISO 14001, 
and require that the companies report their objectives, environmental 
Sustainable Use 
of Resources
Furthermore, when selecting raw materials, Neolith again reflects 
its commitment to sustainability by using packaging made from FSC 
certified wood as well as other sustainable procurement criteria.
CONSUMPTION OF RAW MATERIALS
RAW-MATERIALS CONSUMPTION
2020 (TONS)
Minerals
79.356
Plastic
990
Refractory minerals
1.324
Wood
1.043
Metal
1.226
Cardboard
15
Other
2.200
TOTAL
84.834
ENERGY CONSUMPTION
Energy consumed by 
Neolith
Improving its energy efficiency is one of Neolith’s major objectives. The 
main energy consumption in the production process involves natural 
gas (87%), followed by electricity (13%). Bottles of propane and diesel 
fuel are also used.
ENERGY CONSUMPTION 1
2020
Electricity consumption
21.687.045 kWh
Gas consumption 
144,297,739 kWh
Diesel-fuel consumption
52,219 liters
Propane consumption 
1,408 kg
TOTAL ENERGY CONSUMPTION 2
166,575,951 KWH
Note 1 
All the centers of the group 
except Ireland are included, due 
to it not having the means to 
carry out the report
Note 2 
the diesel conversion factor 
is 10.96 kwh/l and the propane 
factor is 13,386 kwh/kg
impact metrics systems and environmental policies applied. This 
self-assessment system allows the Group to establish open and direct 
communication with its suppliers and work with them to reduce the 
impacts during the extraction phases. 
Moreover, Neolith is working to improve its supply-chain control 
through a selection and approval system. This will allow it to have 
greater control over suppliers and enhance its knowledge of them.
An energy audit was conducted in 2020 to better manage the consumption 
of energy and establish measures to reduce such consumption. Some of 
the projects to be undertaken at its facilities to enhance energy efficiency 
include:
•Installing systems to recover heat from the kilns to the drying chamber.
•Installing variators on several pieces of equipment in the spray drying 
plant.
As Neolith has certified 100% renewable energy for the electricity 
consumption for its headquarters (in Castellón).

071
070
CONSUMPTION OF WATER
Consumption of Water by Neolith 19
A share of the water used during the production process is re-circulated 
for more efficient use. 100% of the industrial water consumed at its 
facilities is re-used internally or by a third party meaning Neolith 
discharges zero water. 
There are three water purifiers treating the water consumed at its 
facilities. These water purifiers collect the water used for the different 
production processes and recover the water following physical/
chemical treatment to be re-used in the process. Any water that 
cannot be purified or re-used is managed externally by management 
authorities that revalorize it. This leads to zero industrial discharge. 
Water consumption is monitored with tracking lists that include total 
quarterly consumption and the ratio of water consumed per ton of 
production.
CONSUMPTION OF WATER
2020 (m3)
Water from the mains 
18.752,2
Water tank purchased
220
TOTAL
18.972,2
The Neolith facilities where the manufacturing process takes place are 
mainly located on industrial estates, meaning this causes no impact 
on protected areas. All other activities are carried out at logistics 
or distribution centers in the city, meaning there is no impact on 
biodiversity or protected areas due to the Group’s direct activities.
The Group’s activities do not cause any direct 
impact on biodiversity or protected areas 
Nonetheless, it collaborates on a Guatemala Coast Conservation pro­
ject which helps preserve biodiversity in that area through the carbon 
footprint compensation program. The coast of Guatemala is affected 
by deforestation on 65% of its original forest land. An environmental 
impact study was conducted this year, and a project was commenced to 
plant the company’s own forest through an initiative carried out aiming 
to give each supplier the gift of a tree planted for Christmas. The initial 
planting of 300 trees will boost biodiversity in the area where they were 
planted and will be useful for  offsetting CO2 emissions.
Protecting 
biodiversity
2019 was the first year Neolith achieved carbon neutrality based 
on scope 1 and 2 emissions as defined by the GHG protocol. This 
achievement was possible thanks to offsetting efforts through two 
initiatives: purchasing renewable electricity certificates, and the offset 
project involving the planting of 425 trees 
In order to adapt to climate change, Neolith believes information 
on climate risk management must be effectively included in the 
organization. A TCFD risk analysis was therefore conducted in June 
2020, which revealed certain climate-change risks where Neolith is 
working to implement actions that minimize such risks. 
One of the key milestones in 2020 was creating a tool to calculate its 
complete carbon footprint, including all the categories applicable 
to the Group from scope 3 emissions (13 of 15 categories). Using this 
tool, Neolith is able to quantify, assess and track its impact on the 
environment and its contribution to climate change. The group’s total 
carbon footprint dropped by 13% in 2020 in comparison to the year 
2019.
Fight Against 
Climate Change
Neolith Carbon Footprint
Note 3
Included are all Neolith 
sites except Ireland, since 
it lacks reporting capability. 
Equivalent CO2 emissions 
were calculated using the 
MITECO (Version 15, June 
2020) and DEFRA (2019, 
2020) emission factors as 
well as by following the 
GHG Protocol calculation 
standard
SCOPE 3
2019
(ton CO2 eq)
2020
(ton CO2 eq)
VARIACIÓN
FY19 vs FY20
Scope 1: Direct GHG emissions
24.304
29.382
21%
Scope 2 (market based): Indirect GHG 
emissions associated with electricity
0
0
0%
Scope 2 (location based): Indirect GHG 
emissions associated with electricity
4.131
4.743
15%
Scope 3 (market based): Other indirect 
emissions from the value chain
52.714
36.621
-30%
Scope 3 (location based):
Other indirect emissions from the 
value chain
53.782
37.797
-31%
TOTAL (MARKET BASED)
77.018
66.007
-14%
TOTAL (LOCATION BASED)
82.217
71.926
-13%
Emissions in production processes 
mainly in factory. Scope 1 was offset 
a forestry protection project in 
Guatemala
Scope 1 represented 40% 
in 2020, and 30% in 2019
Emissions (location based) of the 
electricity provided. Guaranteed origin 
certificates were obtained for both 
years, that way offsetting 100% of the 
emissions
Scope 2 represented 7% in 
2020, and 5% in 2019
Scope 3 emissions are mainly produced by the 
purchase and transport of materials in the supply 
chain. In 2019, scope 3 increased due to the 
materials used in the construction of a new atomizer
Scope 3 represented 53% 
in 2020, and 65% in 2019
In 2020, Neolith reduced 
the CO2 total emissions by 
13%
CO2 emissions in 2020
CO2 emissions in 2019
Neolith Group carbon footprint

073
072
SCOPE 3 CATEGORIES 4
2019
(ton CO2 eq)
2020
(ton CO2 eq)
3.1
Products and services purchased 
6.893
10.675
3.2
Capital goods purchased 
26.196
1.987
3.3
Related to fuel and energy (market based)
6.842
8.166
3.3
Related to fuel and energy (location based)
7.897
9.320
3.4
Transportation and distribution (upstream)
3.698
5.736
3.5
Waste generated during operations 
176
177
3.5
Business travel
583
569
3.6
Employee transportation 
22
23
3.7
Assets leased (upstream) (market based)
100
49
3.8
Assets leased (upstream) (location based)
113
71
3.9
Transportation and distribution (downstream)
8.015
8.821
3.10
Processing of products sold 
15
16
3.11
Use of products sold 
53
56
3.12
End-of-life of products sold 
187
419
3.13
Assets leased (downstream) 
0
0
3.14
Franchises
0
0
3.15
Investments 
0
0
 
Neolith’s scope 3 GHG emissions
Note 4
Equivalent CO2 emissions 
were calculated using the 
MITECO (Version 15, June 
2020) and DEFRA (2019, 
2020) emission factors as 
well as by following the 
GHG Protocol calculation 
standard. 
Neolith is working toward a circular economy; the environmental 
department thus measures the most relevant waste generation 
indicators and consumption at its facilities every month. With respect 
to the management of the waste generated at its facilities, Neolith 
applies measures to improve management known as the 3R’s (Reduce, 
Recycle and Re-use).
The waste generated directly by product manufacturing at the 
production and spray drying plant are mainly reject (raw as well as 
in powder or solid form), shard with and without mesh, mud from 
the purification plants, aqueous suspensions, cardboard, plastic and 
wood. On the other hand, the least common waste generated include 
catalyzed resin, contaminated plastic/cardboard/metal packaging, 
plastic and rubber, ink waste, organic solvents, used oil, isocyanates, 
calcium hydroxide, furnace wool and other contaminated material. 
Most of the waste generated corresponds to the product manufacturing 
process. The waste continues to be managed during maintenance 
shutdowns as exhaustive cleaning of the area reserved for it is done.
In 2020, Neolith took one step further in establishing the carbon 
footprint from the company’s value chain by calculating all categories 
applicable as per the international GHG Protocol greenhouse gas-
emissions calculation standard. This was relevant for the group because 
it made it possible to identify which parts of the value chain produce 
the highest emissions. 
REDUCE
RECYCLE
REUSE
Neolith Group reduces waste generation optimizing raw 
materials used in the production process.
The residues generated are classified according to their LER 
code, all those residues that can be recycled or valued are 
processed by a specialized authorized processor. Neolith Group 
has a a self-declaration certificate of the percentage of recycled 
material.
The recent opening of the atomizer plant has allowed the 
residues generated to be re-used by the production line. This 
way, the white material residue has passed from 26% to 16% of 
waste. With the new investment plan, black material will also 
be recovered.
In addition, one of the ESG initiatives, is the creation of a new 
product line called EcoNeolith. This line will be produced by 
recycling the unused/waste materials after the production 
process. The feature is that the final product varies its color hues 
according to the material used.
ELIMINATE
Those residues that have not been recovered or managed by 
recycling or valuation are sent to a controlled dump. Neolith 
continues to seek out alternatives for those residues that are 
currently disposed of.
WASTE GENERATED 5
2020
(tons)
Non-hazardous waste
Reject 
13.454
Shard with mesh 
3.092
Shard without mesh
5.239
Aqueous suspensions
5.215
Other waste 6 
1.055
Total 
28.055
Hazardous waste
Adhesives and sealants 
64
Contaminated IBCs 
72
Other 7 
36
Total
172
TOTAL
28.370
Note 5
Excluded is the Ireland 
site since it lacks 
reporting capability.
Note 6
Included in this category: 
cardboard, paper, mud, 
industrial waste and 
plastic.
Note 7
Included in this category: 
isocyanates, calcium 
hydroxides, waxes and 
fats, used oil, etc
Non-Hazardous and Hazardous Waste 
Generated
In line with the list of valorization or elimination operations proposed 
by Spanish Law 22/2011 on waste and contaminated soil, the waste 
generated by Neolith is managed as follows:
No actions are taken to fight food waste as it not considered a material 
aspect.
WASTE TREATMENT
2020
Revalorized waste (R5, R12, R13)
89%
Waste sent to dumps (D5, D13, D15)
11%
Waste treatment pursuant to 
Spanish Law 22/2011 on waste and 
contaminated soil

075
074
RCR Arquitectes, 
Pritzker Prize, 2017
Estudio Juan Herreros
Estudio OAB Carlos Ferrater, 
Premio Nacional de Arquitectu­
ra, 2009
Héctor Ruiz-Velazquez
Ricardo Bofill
Guilherme Torres
César Pelli
Gensler
Gansam Architects + Partners
Top Global Architects already trust 
Neolith for their projects
Lázaro Rosa-Violán
Estudio Luis Vidal + Architects
Jaime Beriestáin
Marcio Kogan
Carlos Rossi
Hadi Teherani
Ricardo Rossi
Martín Zanotti
Manica Architecture

077
076
Paco Pérez -Miramar, Llançà
2* Michelin
Eneko Atxa - Azurmendi, Bilbao 
3* Michelin
Jean Pierre Pastor - Meltemi, 
Parma, 1* Michelin
Herman den Blijker - Goud, Rot­
terdam
Juan Amador - Amadors 
Wirtshaus und Greißlerei, 
Vien, 2* Michelin
Cedric Grolet - World Best Pastry 
Chef 2018 (The World’s 50 Best), 
Paris
Alessandro Borghese - 
AB, Il Lusso della Semplicita, 
Milan
Ann-Sophie Vidal, Paris
Germans Roca - El Celler de Can 
Roca, Girona , 3* Michelin
Some of the best chefs in the 
world have included Neolith in their 
renowned restaurants.
Narda Lepes, 
Buenos Aires
Anthony Vazquez - Tanta, 
Buenos Aires
Fernando Trocca - El Mostrador de 
Sta. Teresita, Uruguay
Italo Bassi - Confusion, 
Porto Cervo, 3* Michelin
Grant Achatz - Alinea, Chicago
3* Michelin
Karlos Arguiñano - TV Star
Hans van Wolde - Beluga 
Loves You, Maastricht, 1* 
Michelin
Jordi Cruz - ABaC, Barcelona
3* Michelin
Albert Adrià - Enigma, Barcelona
3* Michelin

079
078
3 / 
Positive Impact 
on Society

081
080
Kilo x M2 campaign
Neolith actively 
participates in the 
economic, social and 
cultural development 
of the countries where 
it operates. 
The actions carried 
out include promoting 
local employment 
when hiring staff 
and new suppliers, 
continuous training 
for employees and 
support for sustainable 
development through 
its products.
Thanks to the KILO x M2 
campaign in 2020, Neolith 
will donate €106,000 
throughout 2021
In 2020, Neolith launched a worldwide charity 
initiative through the KILO x M2 campaign in 
order to highlight one of its six fundamental 
values: solidarity. The Six-S campaign was 
developed in response to two unprecedented 
world phenomena: the COVID-19 pandemic and 
the climate emergency. Under this campaign, 
Neolith is committed to making significant 
donations to food banks all over the world, 
donating 1 kg of food for every m2 sold of 
the Six-S Collection to feed the poorest and 
most vulnerable communities in the world. 
Throughout 2020, this charity initiative has 
particularly focused on the people whose lives 
have been severely affected by the COVID-19 
pandemic.
In collaboration with its partner distributor 
network, Neolith will donate groceries to local 
food banks across the planet to ensure the 
spread of its message of solidarity and extend it 
internationally
Key Milestones 
2020
Neolith Global 
Forest
Great Bear 
Forest
Guatemalan 
Conservation Coast
Carbon offset projects
Thanks to Neolith Global 
Forest, 425 trees have been 
planted in damaged areas 
around the world. 
This reforestation campaign 
is being carried out through 
Treedom to recognize the great 
work by Neolith’s partners 
by planting a tree on behalf 
of each of them in regions in 
Kenya, Cameroon, Haiti and 
Ecuador. 
This project will foster a major 
environmental change, and 
will fund small agroforestry 
projects in planting areas, 
among many other varied 
benefits such as protecting the 
flora and fauna and fighting 
soil erosion.
With this initiative, Neolith 
has been contributing since 
late 2020 to planting a forest 
that will help offset its carbon 
footprint throughout 2021, 
and get a total of 18 farmers 
involved in the project, 
thereby contributing to the 
local communities’ self-
sufficiency with direct funding 
for local farmers, training to 
diversify their capabilities and 
the possibility of being able to 
benefit from other sustainable 
opportunities.
The Great Bear Forest Carbon 
Project is an Improved Forest 
Management Project. 
The Project activities include 
changes in land – use 
legislation and regulation 
that result in increased 
carbon stocks by converting 
forests that were previously 
designated, and coastel wolves 
sanctioned, or approved for 
comercial logging to protect 
forests. 
Emissions caused by 
harvesting, road building 
and other forestry operations 
are also prevented. It is a 
landmark Project for balancing 
the human well-being and 
ecological integrity through 
carbon finance, and it is 
the first carbon Project in 
North America on traditional 
territory with unextinguished 
Aboriginal Righst and Title.
This Projects consists on 
works to protect the remaning 
forests of the Guatemalan 
Conservation Coast región 
by addressing the drivers of 
deforestation through effective 
law enforcement, land-use 
planning, education, economic 
opportunities, and sustainable 
agroforestry initiatives. 
As a direct result of the Project 
activities, a REDD+, VCS, and 
CCB Standards certified Project 
with a Gold Level status for 
biodiversity, over four million 
tCO2e will be avoided by 2021, 
the equivalent of taking over 
440,000 homes off the grid for 
a year. When considering the 
lifetime of the Project over 30 
years, the tCO2e avoided will 
be closer to approximately 22 
million. 
There are also important 
biodiversity benefits. Over 
400 species of birds have been 
documented in the Project area 
and 120 species depend on the 
corridor to sustain their great 
journeys.

083
082
Responsible 
Product 
Management
Neolith understands responsible product management as a 
comprehensive product value-chain process combining its inherent 
features, the process of marketing and distribution as well as after-sale 
services offered to customers and the Group’s capacity to respond to 
any type of incident that may occur. Close relationships with customers 
and collaborators, quick services and product quality are thus some of 
the reasons why customers choose Neolith.
Having continuous product availability at the plant and at its own 
distribution centers boosts Neolith customer loyalty and satisfaction, 
meaning availability and the continuity of the supply of sintered stone 
is a key factor for success, particularly for the Group’s growth strategy. 
Neolith also engages in direct sale and distribution. In this case, 
Neolith assumes the role of third-party distributor and handles the 
logistics involved with distributing Neolith and Granith slabs, sales 
to marble workers and promotion through opinion leaders. Through 
the ESG strategy being developed by the Group, the product could be 
distributed in a much more streamlined and direct way to each of the 
stakeholders in the chain.
Having control over each of the links in the chain of sale allows Neolith 
to more efficiently work on a strategic level and transmit its message 
in a more fluid and direct manner. The Group’s expansion policy is 
therefore aimed at expanding the percentage of direct distribution 
sales.
The supply chain is comprised of the 
following.
DISTRIBUTOR THIRD-PARTY
ELABORATORS AND INSTALLERS
END CUSTOMER
SPECIFIERS 
Neolith bases is quality management system on standard ISO 9001:2015 
and is working to earn the corresponding certification, which is 
expected for 2021. Likewise, all of its products undergo strict quality 
controls implemented by the Group to ensure compliance with the 
features specified on the technical data sheets, and in the health and 
safety standards required by regulations to which Neolith is committed 
in addition to ensuring a positive impact with its products on customer 
health and wellbeing. 
At present, the Group is engaged in several product innovation 
processes to enhance its properties leading to a positive impact on 
indoor and outdoor air pollution, in addition to receiving the Health 
Product Declaration Certificate (UK).
In the current context, one key aspect of its measures protecting 
consumer health and safety is related to restricting customer and 
MEASURES FOR CONSUMER HEALTH 
& SAFETY
employee exposure to possible COVID-19 contagion. Although personal 
sales relations have had to be restricted, Neolith has promoted the 
use of videocalls and other electronic means of contact to continue 
remaining close to its customers in a safe manner.
Despite the difficult situation caused by COVID-19, Neolith maintained 
and reinforced its position in the world market in 2020 thanks to 
its commitment to excellence and continuous improvement. This 
achievement is due to the Group’s commitment to sustainability, R&D 
and financial strength. Due to these cornerstones, the Group was able 
to prepare its new International Expansion Plan, accompanied by an 
Industrial Plan, both of which are designed to find a balance between 
product development and commercial expansion.
Concerning financial management, Neolith periodically holds meetings 
dedicated to analyzing and interpreting the evolution of financial 
figures and the Group’s economic situation. Alongside this, a sales 
forecast has been performed weekly since the outset of the COVID-19 
pandemic, for further enhanced financial predictability. This forecast, 
which is presented to the entire Senior Leadership Team, covers current 
trading, backlog orders, estimated future sales and negative budget 
behavior.
Taxes Paid

084
KILO X M2 CAMPAIGN
Neolith Donated more than €100,000 with this initiative in 2020

087
086
NEOLITH GLOBAL FOREST
425 trees were planted in African, South and Central American countries

089
088
GREAT BEAR  FOREST CARBON PROJECT
Improving forest management
GUATEMALAN CONSERVATION COAST PROJECT

091
090
4 / 
People

093
092
Neolith’s core labor principles
DEVELOPMENT AND 
TRAINING
Ongoing performance 
improvement management
EMPLOYMENT CONTINUITY
Internal promotion 
and horizontal mobility in the 
company
CONCILIATION AND 
FLEXIBILITY 
Flexibility and optimal labor 
conditions
Key figures in Health and Security
OCCUPATIONAL 
ILLNESSES
SEVERITY 
RATE
0,03
0
OCCUPATIONAL 
ACCIDENTS (MINOR)
2
RATE OF 
FREQUENCY
2,06
EMPLOYEES AT 
YEAR END
545
INDEFINITE PERIOD 
CONTRACTS
90%
Key Employment Figures.
Significant reduction in accidents with 
leave in 2020 due to an important 
increase in the H&S actions
Key Milestones 
2020
SEVER ACCIDENTS
0
Health and safety measures 
against COVID-19
Comply with 
established 
prevention measures
Keep interpersonal 
distance of 2m. 
Always stay with the 
working group.
Respect the capacity and 
opening hours of the canteens. 
Mandatory use of gloves 
and masks when using a 
fridge, coffee machine and/or 
microwave. Do not move tables 
and chairs
Disinfecting and 
cleaning commonly 
used work equipment
Mandatory use of face masks 
throughout the premises. 
Except in the dining room when 
eating/lunching.
Respect interpersonal 
distance and changing 
rooms capacity.
Taking temperature 
before attending the 
workplace
Clean hands frequently. 
Cover your nose and mouth 
when coughing or sneezing.
If you develop symptoms or 
have been in direct contact 
with a positive case, report 
it to your line manager 
immediately and without 
fail.
In order to ensure safety measures at 
the workplace for all employees, the 
Group spent an extra 160,000 euros on 
prevention in 2020, with 20% of this figure 
earmarked for employee testing during 
mass detection campaigns or in individual 
cases as per the criteria applied at all 
given times

095
094
People 
management
Employment
Fostering commitment and professional development among the 
people who are a part of the Neolith teams is one of the organization’s 
key goals. People committed to the company’s mission, values and 
strategic goals are the Group’s main asset.
Concerning the labor-management issues prioritized by Neolith, these 
are based on the following three fundamental principles which are 
integrated in all areas of the Group’s corporate culture: 
The Neolith’s development has been accompanied by the growth and 
development of its workforce. It was in this context – and in order to 
equip the company with a solid management team to be able to take on 
the challenges of the future, improve its processes and procedures and 
take advantages of all opportunities ahead – that the Group reinforced 
its management team in 2020 by recruiting 11 highly-qualified 
professionals. 
Neolith comprised 545 professionals at the end of 2020, classified 
under these professional categories: Directors, managers and middle 
management, technicians and line supervisors, and administrative staff 
and operators. They are divided among the following areas: Operations, 
Innovation and Transformation, Sales, Marketing and Strategy, Finance 
and Administration, HR and Legal Affairs. This organizational structure 
design makes it possible to meet the Group’s needs efficiently and in a 
stable manner. 
Due to the company’s origins and the fact that the production plant 
is located in Castellón, Spain, 88% of all Group employees are in 
Spain. The remaining 12% come from locations in Italy, Poland, the 
United Kingdom, South Africa, Hong Kong, United Arab Emirates, 
India, Sweden and the US, mainly operating in the areas of product 
distribution and commercialization.
Neolith is committed to continuity and stability, which is clearly 
reflected in the types of contracts the company signs where 90% were 
indefinite at the end 2020. 
Due to the type of jobs done within the Group, 98% of all contracts 
in 2020 were full-time, with the remaining 2% due to reductions in 
working hours to care for children.
Due to the low seasonality of Neolith activities, no high variations have 
been observed in the number of contracts at year end and the annual 
average, as reflected in the following tables with the corresponding 
breakdowns at year end.
Regarding dismissals in 2020, Neolith dismissed 27 employees, mostly 
due to disciplinary reasons. However, the Group was not in a situation 
EMPLOYEES AT 
YEAR END
WOMEN IN 
WORKFORCE
INDEFINITE PERIOD 
CONTRACTS
EMPLOYEES IN 
SPAIN
90%
88%
545
27%
Key Employment Figures.
NUMBER OF EMPLOYEES 8
2020
Gender
Female 
146
Male
399
Age
Under 30
86
30 - 50
402
Over 50
57
Country
Spain
478
South Africa
17
United Kingdom
13
US
12
Hong Kong
9
Poland
7
Italy
6
United Arab Emirates
1
India
1
Sweden
1
Professional category
Directors
10 
Managers and supervisors
58
Technicians and Line coordinators 
146
Administrative staff and Operators
331
TOTAL
545
Number of employees as of the 
end of the year, broken down 
by gender, age, country and 
professional category
Note 8
Headcount as of December 31st, 2020.
requiring any type of temporary layoffs due to the pandemic caused by 
COVID-19. The following tables show the breakdown of dismissals by 
age, gender and professional category.
As part of the analysis of average pay received by the workforce for all 
employees in 2020, the Group calculated the pay gap with a result of 
15.1%. 
This figure can mainly be accounted by the organization type where, 
given the industry and geographic location of the production plant, 
most applications received for higher-paid positions are submitted by 
men.

097
096
Caring for its employees’ health and safety is one of Neolith’s priorities. 
In line with the company’s motto “Safety First”, Neolith has had 
an Internal Prevention Service since February 2020 which handles 
workplace safety, ergonomics and applied psychology. 
One of the Group’s goals for health and safety in 2021 entails preparing 
a health and safety policy which will allow the company to outline 
its commitments in this area and uniformly communicate to all 
stakeholders the way in which the Group works to ensure a safe 
atmosphere for its employees. 
Regarding health-and-safety risks, one of the main risks relating to 
the Group’s activities is employee exposure during the production 
process to crystalline silica. Neolith is aware of the importance of active 
management in this area in order to mitigate as much as possible the 
likelihood of such risks occurring. Therefore, in order to minimize the 
risk of employee exposure to silicWa powder, a series of mitigation 
measures have been implemented including:
•Continuously analyzing and identifying substances and processes that 
generate risks due to exposure to silica. A search for feasible alternatives 
from a technical and economic perspective for substances used and 
processes followed.
•The preparation of a Best Practice Guide for handling crystalline 
silica for all employees as well as courses and awareness workshops on 
exposure to this agent. 
•The provision of FFP3 respiratory protection pursuant to standard 
UNE-EN-143 to employees directly exposed to crystalline silica.
•Measuring silica exposure measuring in the work areas identified 
as exposed and assessing these in order to implement improvement 
actions in areas where results were unfavorable, in addition to 
subsequent verification of the efficacy of such measures.
•Not considering workers from temporary employment agencies 
for work with silica-exposure risks based on Spanish Royal Decree 
216/1999, on minimum occupational health and safety provisions for 
temporary employment agencies.
•Medical check-ups with specific medical protocols for each position 
by the external prevention service .
•Plans to contract an industrial wash service to wash and 
decontaminate work clothing in addition to installing air cabins for 
body washing.
•Plans to install enclosures around the silo and press sections, as well as 
around the hopper within the silo section to prevent dust spreading.
In addition to having implemented the measures mentioned above.
 Neolith is working to optimize its processes to 
eliminate employee exposure to silica in line with 
the regulations in effect
Regarding accident rate and incident data in relation to the Group’s 
workforce, quantitative data is provided below which allow the Group 
to monitor the effectiveness of the procedures implemented by the 
company in the area of health and safety.
Health & Safety
HEALTH & SAFETY
2020 DATA
Number of workplace 
accidents 9
Female
0
Male
2
Total
2
Frequency rate 10
Female
0
Male
2,69
Total
2,06
Severity index 11 
Female
0
Male
0,04
Total
0,03
Number of 
occupational diseases
Female
0
Male
0
Total
0
Absenteeism hours
TOTAL
41.227
Key Health and Safety indicators
Note 9
Accidents with sick leave 
occurring in the financial year 
2020, excluding in transit
Note 10
The frequency index was 
calculated using the following 
formula: number of work 
accidents multiplied by 
1,000,000 and divided by the 
number of hours worked
Note 11
The severity index was 
calculated taking into account 
the following formula: number 
of days lost multiplied by 1000 
and divided by the number of 
hours worked
As concerns workplace accidents, Neolith has been registering positive 
cases since the beginning of the COVID-19 pandemic separately from 
the workplace accident and common illness records. The number of 
leaves caused by COVID-19 is reported weekly to the Management 
Committee, separating positive cases and leaves due to isolation 
because of close contact.
Neolith has responded to the COVID-19 pandemic by implementing a 
series of measures and setting up specific protocols. 
A contingency plan was communicated to all workers and the Works 
Council to raise aware of the measures implemented. Moreover, 
Group employees were given a QR code with all the information on 
all measures implemented to facilitate access to the information, thus 
guaranteeing compliance with it and ensuring both the offices as well as 
the production plant would be COVID-19 controlled areas.
In order to ensure safety measures at the workplace for all employees, 
the Group spent an extra 160,000 euros on prevention in 2020, 
with 20% of this figure earmarked for employee testing during mass 
detection campaigns or in individual cases as per the criteria applied at 
all given times.
€160,000 on COVID-19 prevention in 2020.
Besides offering a response to the needs of its employees deriving 
from the pandemic caused by COVID-19, Neolith wished to share its 
commitment with its customers and other stakeholders as well. And so 
came the Six-S Collection which combines the six attributes it is named 
after: Solidary, Sanitary, Strong, Stylish, Sensory and Sustainable.
COVID-19

099
098
Regarding measures aimed at facilitating a work/life balance, Neolith 
is firmly commited to offering a flexible work environment that helps 
enhance its employees’ personal and professional performance. For this 
reason, Neolith is working on a digital disconnection policy aimed at all 
Group employees. 
Moreover, any additional request by employees related to work/family 
balance or the organization of working hours is reviewed individually 
and discretionally. 
Neolith complies with labor laws on all matters related to work/family 
balance measures. 
Organization of 
work
The organization of working hours and time off for those working 
for Neolith in Spain is determined by three collective bargaining 
agreements the Group has signed, covering 88% of the Group’s 
employees worldwide: 
•A national collective bargaining agreement for extraction industries, 
glass industries, ceramic industries and for exclusive retailing using the 
same materials for 7.9% of its employees. 
•A regional collective bargaining agreement for the glazed tile, paving 
stone and ceramic tile industry in the autonomous region of Valencian 
Community for 78.3% of its employees.
•A provincial collective bargaining agreement for construction and 
plumbing wholesalers for 1.7% of its employees.
For cases of employees exceeding the standard working hours set 
forth in the collective bargaining agreement, Neolith compensates 
those hours with extra time off or overtime hours. Vacation days and 
compensated time off are scheduled by mutual agreement between the 
company and the employee.
Key Figures on Organization of Work.
EMPLOYMENT 
DISCONNECTION
Preparation of a 
disconnection policy
FLEXIBLE 
ENVIRONMENT
Flexible work time 
management
OF EMPLOYEES COVERED BY 
COLLECTIVE AGREEMENT
88%
COLLECTIVE 
AGREEMENTS
3
Neolith is developing a management framework 
and policy associated with the right to disconnect 
from work
Social relations
Neolith acknowledges and defends the importance of collective 
bargaining which is reflected in the percentage of its workforce covered 
by collective bargaining agreements. Worldwide, 88% of its employees 
are covered by a collective bargaining agreement (see the collective 
bargaining agreements signed by the Group in section 5.4). This 
figure corresponds to employees in Spain where most of the Group’s 
workforce reside and where 100% of the employees covered by such 
an agreement reside. As for employees located in other countries, the 
Group complies with local labor laws and relevant provisions in the area 
of collective negotiations and representation. 
Worldwide, 88% of all employees are covered by a 
collective bargaining agreement 
With regard to formal communication channels with employees, 
Neolith engages in ongoing and fluid communication with the workers’ 
representatives. Pursuant to Spanish Organic Law 11/1985, of 2 
August, which guarantees employees’ right to freely organize in order 
to promote and defend their economic and social interests, a Works 
Council was established within the organization comprising one union 
member and eight company employees. This Council periodically and as 
needed meets with the Group’s representatives in order to debate any 
concern raised by employees in relation to the company’s social and/or 
labor environment. 
Besides this formal communication channel, Neolith employees have a 
suggestion box and ethics channel or whistleblowing channel available 
to them through which they may report their concerns anonymously. 
Employees are invited to freely express their opinions and interests 
directly to the Human Resources manager in a safe and trustworthy 
environment, as part of the open communication offered by the Group. 
In order to have two-way company/employee communication, the 
Group engages in active communication on initiatives carried out by 
the different areas of the company through a quarterly publication 
exclusively for internal use and communication purposes known as 
Neospaper.
With multiple communication channels, the Group has decided to 
formalize its procedures relating to communication with employees in 
an internal communication policy which is currently being drafted.
In 2021, Neolith will be establishing a system for 
measuring employee satisfaction and the work 
climate
Additionally, Neolith plans to implement processes in 2021 to 
periodically measure employee satisfaction and the work climate 
in order to better understand their concerns and add them to 
the company’s strategy. The next step after measuring employee 
satisfaction will be evaluating the corporate culture so as to ensure this 
ties in with the Group’s future challenges and is adequate for this new 
Neolith growth phase.

100
Training and
Talent 
Management
Neolith believes its employees’ training and professional development 
are one of the essential principles of its activities. This is also set out 
in its Code of Ethics, which declares the Group’s commitment to 
promoting its employees’ and collaborators’ training so as to facilitate 
equal opportunities and career development.
Regarding training management, the Group has a procedure for 
defining non-standard training programs which consists of supervisors 
defining the training needs. Those responsible for the different teams 
send their requests for training to the HR Department, which evaluates 
and approves the proposals as appropriate. This procedure is ongoing 
throughout the year. In 2020, much of the training planned had to be 
postponed or cancelled due to the pandemic.
For 2021 financial year, Neolith established the milestone of producing 
a training plan for employees in order to foster their professional 
development in a structured manner, and not only enhance their 
technical competencies required specifically for their positions, but 
also to boost their leadership and innovation skills so they may progress 
alongside Neolith towards achieving the goals set.
Career development within the company is a key 
aspect for the Group
TRAINING
2020 GLOBAL DATA
Training 
hours
Directors
4
Managers and supervisors
323,5
Technicians and line coordinators 
122
Administrative staff and operators
2.260,5
TOTAL
2.710
Training Hours by Professional 
Category
In this context, Neolith has set up a performance management system 
(PMS), the aim of which is to maximize employees’ capacity to make 
an impact on the organization through their development and skills 
enhancement, to successfully perform their responsibilities and grow 
within the Group. 
It is worth mentioning that, as established in the Code of Ethics and 
placing high importance on the performance evaluation process, 
promotions to new roles and positions within Neolith are carried out 
considering each professional’s skills and capacities with no nepotism 
allowed and always when compatible with general job efficiency.
101
Equality, diversity 
and accessibility
Neolith firmly believes in creating professional atmospheres based on 
equal opportunities, diversity and non-discrimination.
The Code of Ethics is the authoritative document 
which sets out the principles by which everyone at 
the company must 
conduct themselves on all levels
Through this document, Neolith undertakes to promote non-
discrimination as concerns race, color, nationality, social origins, 
age, gender, marital status, genderual orientation, ideology, political 
opinions, religion or any other personal, physical or social conditions 
affecting its professionals. 
Besides having expressed a commitment to conducting all personnel 
evaluations and assessments respecting the principle of equal 
opportunities for all stakeholdersand at all times respecting candidates’ 
privacy and opinions, as well as avoiding favoritism in recruitment and 
hiring processes in order to strengthen its position and ensure equality 
in recruitment processes, the Group has established the preparation of 
a hiring policy as one of its priority objectives for 2021. This policy will 
define the guidelines that will consistently govern all hiring processed 
carried out by the Group. By integrating this policy, which will include 
equality and non-discrimination criteria, the Group will integrate 
responsible hiring in its management model in line with its strategic 
objectives and Code of Ethics.
In compliance with the Spanish General Law on the rights of the 
disabled and their social inclusion, Neolith hires people with a disability 
through special employment centers. Two people with a disability 
are currently included in its workforce. Regarding accessibility at the 
Group’s facilities, the offices are designed for access by the disabled. 
The physical accessibility measures in place include adaptation of 
entrances, mobility and orientation within the building as well as the 
ability for the disabled to use shared facilities (elevators, climate control 
systems, lighting, etc.).

102
Spray Drying Plant Lab
Neolith HQ Facilities in Castellón (Spain)
Quality Control, Slab Production Plant
Neolith HQ Facilities in Castellón (Spain)
In the background, one of the Neolith kilns. Slab Production Plant
Neolith HQ Facilities in Castellón (Spain)
103

105
104
Spray Drying Plant Lab
Neolith HQ Facilities in Castellón (Spain)
Quality Control, Slab Production Plant
Neolith HQ Facilities in Castellón (Spain)
Slab Production Plant
Neolith HQ Facilities in Castellón (Spain)

107
106
5 / 
Respect for 
Human Rights

109
108
Principle of 
Prevention
Neolith encourages its employees and suppliers to comply with human 
and labor rights as recognized by Spanish and international law, 
committing to comply with all regulations in effect in this area. 
An initial assessment of the impact on human rights is planned for 
next year, so as to get ahead of the future European Directive on due 
diligence processes in the supply chain. There is currently no due 
diligence process on Human Rights; nonetheless, the Code of Ethics 
sets forth guidelines for employee behavior.
Relating to promotion and compliance with the provisions of essential 
ILO conventions on respecting freedom of association and the right 
to collective bargaining, Neolith recognizes this employee right and 
provides the resources required for guaranteeing this freedom and non-
discrimination of professionals deciding to exercise this, in addition to 
having a Works Council in direct communication with the company.
The Code of Ethics establishes 
the principles governing the Group’s activities and 
compliance with the principles 
of equality, the eradication of forced labor 
and collective bargaining
With respect to the provisions of essential ILO conventions related 
to non-discrimination on the job and in employment, section 4.6 
describes how the Code of Ethics establishes principles governing 
the Group’s activities as concerns equality as well as the measures 
implemented and to be implemented from now until the year 2023 
under the Equality Plan. Furthermore, the company is currently in the 
process of preparing a hiring policy that will establish the rules for non-
discrimination in recruitment processes.
Regarding the eradication of forced or mandatory labor and the 
effective abolition of child labor, the Group still has not implemented 
policies or procedures in this area. Nonetheless, Neolith complies with 
local labor laws in all countries where it operates, and is not involved in 
operations nor maintains commercial relations with suppliers at risk of 
forced-labor or child-labor situations.
There were no incidents in 2020 related to discrimination or 
harassment.
Promotion and 
Compliance with 
ILO Provisions
Ethics management is one of the fundamental pillars on which 
Neolith supports its presence in the market, and the Code of Ethics is 
a cornerstone of its commitment to regulatory compliance and ethical 
behavior within the Group. 
The Group bases its activities on the principles and lines of action 
established by the Code of Ethics. In addition, compliance with this 
is mandatory for all employees and third parties who enter into a 
commercial relationship with the Group. Neolith has enabled an ethics 
or whistleblowing channel in order to comply, enforce, reinforce and 
supervise compliance with the Code of Ethics.
One of the tools for transparency 
and communication with 
stakeholders Neolith has is an 
ethics or whistleblowing channel
Neolith believes the ethics or whistleblowing channel is a tool not only 
allowing it to monitor compliance with the Code of Ethics, but also a 
way to express the Group’s commitment to responsible management 
and transparency so that it can continue growing within a culture based 
on trust, integrity and professionalism. 
Complaints filed through this channel are received and processed 
by the Compliance Officer, who treats the identity of the person 
communicating the anomaly as confidential information, and possibly 
anonymously if so decided by the whistleblower. The rights of privacy, 
defense and presumed innocence of investigated parties are guaranteed 
in all processes investigating the complaints received.
Complaint management follows a written and formal procedure. This 
procedure, which standardizes management and offers trust in all 
actions, is published and accessible for stakeholders (www.thesize.
es /es/empresa/canal-denuncias/procedimiento). The Compliance 
Officer is the person who receives complaints and periodically reports 
them to the Audit Committee without the identification details of the 
whistleblower. Any facts that may be very serious and criminal will be 
subject to extraordinary submission. Cases that may be criminal are 
reported to the authorities in accordance with local law.
As concerns the number of Human Rights 
complaints, Neolith did not receive any complaint 
related to this issue in 2020
Ethics or 
Whistleblowing 
Channel

111
110
6 / 
Fight Against 
Corruption and 
Bribery

113
112
Measures 
to prevent 
corruption and 
bribery
Through the Code of Ethics, the company declares its firm commitment 
to the principles that govern a policy of preventing crime and fraud, 
and particularly in those relating to money laundering, anti-corruption 
and anti-bribery.
As measures to prevent corruption and bribery, Neolith provides 
preventive guidelines to all subsidiaries through its Code of Ethics. 
As defined in the Code of Ethics, no Neolith collaborator may directly 
or indirectly offer, promise, grant, request or accept illegal payments 
or other benefits, favors or compensation of any kind to or from any 
authority or civil servant. The only exception to this rule are low-
value gifts and offerings that are proportionate and reasonable in 
accordance with local practice, delivered for a legitimate reason that 
is socially acceptable and sporadic so that there is no doubt about the 
collaborator’s or the company’s good faith. Cash gifts are expressly 
prohibited. 
There are also procedures and forms which are used in each of the 
phases of contact with risky customers. The following scenarios have 
thus been defined in relation to customers in order to conduct a series 
of prevention checks: first commercial operation, non-face-to-face 
operations and control as well as monitoring measures. 
Neolith explicitly prohibits collaborators from making any type of 
payment to any court authority, public administration or official 
organization irrespective of the method or justification. 
The Group updated its criminal risk matrix in 2019 and 2020, and 
appropriate procedures were created for adequate risk management in 
each business area. An external consultant who specializes in criminal 
risks was contracted this year and 12 different corporate departments 
and nine different jurisdictions of application for Neolith were analyzed. 
As a result, 102 possible controls were identified and work was done on 
77 applicable conducts to reduce the risks. This processed enhanced the 
procedures followed by the Group. 
A complaint was received 
through the ethics channel in 2020 in 
relation to this 
chapter for possible fraud; 
however, the case was 
closed following a rigorous study and 
investigation
Measures to 
fight money 
laundering
Money Laundering and Terrorism Financing measures are defined in the 
internal prevention and control procedure which describes action that 
might indicate irregularity, and control guidelines are established for 
the prevention, mitigation and monitoring thereof. 
Along with the finance team, the Compliance Officer coordinates and 
supervises all activities relating to preventing these practices with the 
following duties assigned:
•Centralizing and managing all incidents that may arise in relation to 
prevention of money laundering and terrorism financing.
•Keeping personnel punctually informed of these issues. 
•Reporting any circumstance that may or should alter or modify this 
prevention procedure.
Neolith uses a set of procedures to help the company mitigate the risk 
of participation in activities that may involve a money laundering 
or terrorism financing crime. The primary mechanisms include 
supervising and ethically assessing the Group’s new and historical 
customers – Know Your Client (KYC). As part of this procedure, all 
employees and collaborators must provide specific documentation to 
identify customers as a reliable natural person or legal entity, obtain 
general trade information on the taxpayer, obtain information on the 
management and shareholding structure for legal entities in addition to 
documentation on the characteristics and commercial circumstances of 
the potential customer.
Moreover, the Group’s organizational structure is based on a joint-
and-several management model including the CEO and CFO in a view 
to good corporate governance practices and increased supervision and 
control.
Donations to 
Foundations 
and Non-Profit 
Entities
In 2020, considering the health crisis at the start of the pandemic, 
Neolith donated 
a total of €300,000 to hospitals 
to fight COVID-19
 These donations were made to the regional health department for use 
at three hospitals: Hospital General Universitari, Hospital Provincial 
and Hospital Universitario de La Plana located in the area around 
Neolith headquarters and production center. This donation was 
preferentially used to purchase personal protective equipment (PPE) 
for the healthcare workers involved in the fight against the COVID-19 
pandemic. 
In addition, Neolith contributed €32,000 to industry associations 
during the year.

115
114
Annex
About this report

117
116
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Business 
Model
Description of the business 
model:
Business environment
Organization and structure
Markets in which it operates
Aims and strategies
Primary factors and trends 
that may affect its future 
evolution
GRI 102-2 Activities, 
brands, products and 
services
GRI 102-4 Location of 
operations
GRI 102-6 Markets 
served
029-039
Risks
The main risks related to 
these issues associated 
with the Group’s activities 
including, when pertinent and 
proportionate, its commercial 
relations, products or services 
that may have negative effects 
on these areas, and:
1) How the group manages 
such risks.
2) Explaining the procedures 
used to detect and assess them 
in accordance with national, 
European and international 
frameworks of reference for 
each matter.
3) Information on impacts 
detected, offering a breakdown 
thereof; particularly on the 
main short, medium and long-
term risks.
GRI 102-15: Key 
impacts, risks, and 
opportunities
038-043
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Environmental 
management
Current and expected 
effects from the 
company’s activities 
GRI 102-11 
Precautionary 
Principle or approach
058-065
Environmental 
assessment or 
certification procedures
Resources dedicated to 
preventing environmental 
risks
Application of the 
principle of precaution
Quantity of provisions 
and environmental-risk 
guarantees
Pollution
Measures to prevent, 
reduce or repair carbon 
emissions (also including 
noise and light pollution)
103: Emissions
Emissions of ozone-
depleting substances 
(ODS)
GRI 305-7 Nitrogen 
oxides (NOX), sulfur 
oxides (SOX), and 
other significant air 
emissions
063-065
General Areas
Environmental issues
Annex
Contents required by Spanish Law 11/2018 on non-financial infor­
mation and diversity
The Circular 
Economy and 
Waste Manage­
ment
Measures for prevention, 
recycling, re-use, other 
means of recovery and 
elimination of waste
103: Effluents and 
waste
GRI 306-2 Waste by 
type and disposal 
method
064-065
Food waste 
is considered 
a material 
aspect due to 
the company’s 
activities.
Actions to fight food 
waste
N.A.
Sustainable Use 
of Resources
Consumption of water 
and water supply 
pursuant to local limits
103: Water
GRI 303-1 
Interactions with 
water as a shared 
resource
062
Consumption of raw 
materials 
103: Materials
GRI 301-1 Materials 
used by weight or 
volume
061
Measures taken to 
improve the efficiency in 
the using them
103: Materials
061
Direct and indirect 
consumption of energy
103: Energy
GRI 302-1 Energy 
consumption within 
the organization
061
Measures taken to 
improve energy efficiency 
GRI 302-4 
Reduction of energy 
consumption 
GRI 302-5 
Reductions in energy 
requirements of 
products and services
061
Use of renewable energy
GRI 302-1 Energy 
consumption within 
the organization
061
Climate change
Important elements of 
greenhouse gas emissions 
generated 
103: Emissions
GRI 305-1 Direct 
(Scope 1) GHG 
emissions 
GRI 305-2 Energy 
indirect (Scope 2) 
GHG emissions
GRI 305-3 Other 
indirect (Scope 3) 
GHG emissions
063-064
Measures taken to adapt 
to the consequences of 
climate change
GRI 201-2 Financial 
implications and 
other risks and 
opportunities due to 
climate change
063-065
Reduction goals 
voluntarily established 
GRI 305-5 Reduction 
of GHG emissions
060-065
The group 
currently has 
no established 
goals, but is 
working on this 
in 2021.
Protecting 
biodiversity
Measures taken to 
preserve or restore 
biodiversity
103: Biodiversity
GRI 304-3 Habitats 
protected or restored
062
Impact caused by 
activities or operations in 
protected areas
GRI 304-2 Significant 
impacts of 
activities, products, 
and services on 
biodiversity

119
118
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Employ­
ment
Total number and 
distribution of 
employees broken 
down by gender, 
age, country and 
professional category.
GRI 102-8 Information on 
employees and other workers
GRI 405-1 Diversity of 
governance bodies and 
employees
083
Total number and 
distribution of 
employment contract 
types
083
Annual average of 
indefinite, temporary 
and part-time 
contracts by gender, 
age, and professional 
category
GRI 102-8 Information on 
employees and other workers
082-083*
Number of dismissals 
by gender, age and 
professional category
401-1 New employee hires and 
employee turnover
082-083*
Pay gap
405-2 Ratio of basic salary 
and remuneration of women 
to men
082-083*
Average pay by 
gender, age, and 
professional category
405-2 Ratio of basic salary 
and remuneration of women 
to men
082-083*
Average director pay 
by gender
082-083*
Average senior 
management pay by 
gender
082-083*
Implementing right to 
disconnect policies
103: Employment
082-083*
Employees with a 
disability
GRI 405-1 Diversity of 
governance bodies and 
employees
082-083*
Organi­
zation of 
work
Organization of 
working hours
103: Employment
086
Number of absentee 
hours
403-2 Types of injury and 
rates of injury, occupational 
diseases, lost days, and 
absenteeism, and number of 
work-related fatalities
086
Measures aimed at 
facilitating work/
family balance 
and foster the co-
responsible exercise of 
such by both parents
103: Employment
086
Health & 
safety
Health and safety at 
the workplace
103: Health and safety and the 
workplace
084-085
Number of workplace 
accidents and diseases 
by gender, frequency 
rate and severity by 
gender
GRI 403-2: 403-2 Types of 
injury and rates of injury, 
occupational diseases, lost 
days, and absenteeism, and 
number of work-related 
fatalities
084-085
Social 
relations
Organization of social 
dialog
103: Employee/employer 
relations
087
Percentage of 
employees covered by 
collective bargaining 
agreements by 
country
GRI 102-41 Collective 
bargaining agreements
087
List of collective 
bargaining 
agreements, particular 
in the area of 
occupational health 
and safety 
GRI 403-4 Worker 
participation, consultation, 
and communication on 
occupational health and safety
087
Social and Personnel Issues
* Complementary information available in Non Finantial Information Report 2020 published on 
www.neolith.com
Training
Policies implemented 
concerning training
GRI 404-2 Programs for 
upgrading employee skills and 
transition assistance programs
103: Training and education
088
Total quantity of 
training hours by 
professional category 
GRI 404-1 Average hours of 
training per year per employee
088
Universal accessibility for the 
disabled
GRI 404-1 Average hours of 
training per year per employee
089
Equality
Measures taken 
to promote equal 
treatment and 
opportunities for men 
and women
103: Diversity and equal 
opportunities
Equality plan 
measures taken to 
promote employment, 
protocols against 
genderual harassment 
and gender 
harassment
Integration and 
universal accessibility 
for the disabled
Policy against all types 
of discrimination and, 
as applicable, diversity 
management
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Application of due diligence 
procedures in the area of human 
rights
GRI 102-16 Values, principles, 
standards, and norms of behavior 
GRI 102-17 Mechanisms for 
advice and concerns about ethics
GRI 412-2 Employee training 
on human rights policies or 
procedures
096-097*
Prevention of the risk of 
human rights violations and, as 
applicable, measures to mitigate, 
manage, and make amends for 
possible abuses committed
GRI 102-16 Values, principles, 
standards, and norms of behavior 
GRI 102-17 Mechanisms for 
advice and concerns about ethics
GRI 412-2 Employee training 
on human rights policies or 
procedures
Complaints of human rights 
violations
GRI 102-17 Mechanisms for 
advice and concerns about ethics
Promoting and compliance 
with the provisions of essential 
ILO conventions on respect for 
freedom of association and the 
right to collective bargaining, 
eradication of workplace and 
occupational discrimination, 
the eradication of forced or 
mandatory labor and effective 
abolition of child labor
GRI 102-16 Values, principles, 
standards, and norms of behavior 
GRI 407-1 Operations and 
suppliers in which the right 
to freedom of association and 
collective bargaining may be at 
risk
GRI 408-1 Operations and 
suppliers at significant risk for 
incidents of child labor
GRI 409-1 Operations and 
suppliers at significant risk 
for incidents of forced or 
compulsory labor
Information on compliance with 
human rights
* Complementary information available in Non Finantial Information Report 2020 published on 
www.neolith.com

121
120
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Measures to prevent corruption 
and bribery
GRI 102-16 Values, principles, 
standards, and norms of behavior 
GRI 102-17 Mechanisms for 
advice and concerns about ethics
100-101
Measures to fight money 
laundering
GRI 102-16 Values, principles, 
standards, and norms of behavior 
GRI 102-17 Mechanisms for 
advice and concerns about ethics
Donations to Foundations and 
Non-Profit Entities
413-1: Operations with local 
community engagement, impact 
assessments,and development 
programs
Information on the fight against 
corruption and bribery
AREAS
REPORTING
FRAMEWORK
REFE­
RENCE
COMMENTS/
REASON FOR 
OMISSION
Company’s 
commitments 
to sustainable 
development
The impact of the 
company’s activities on 
local employment and 
development
The impact of the 
company on local 
populations and 
throughout the territory
Relations with local 
stakeholders and types 
of dialogue with them
Association or 
sponsorship actions
GRI 102-43 Approach 
to stakeholder 
engagement 
GRI 413-1 Operations 
with local community 
engagement, impact 
assessments, 
and development 
programs
GRI 413-2 Operations 
with significant 
actual and potential 
negative impacts on 
local communities
070-072
Subcontracting 
and suppliers
Inclusion of social issues 
on gender equality and 
the environment in the 
procurement policys
GRI 308-1 New 
suppliers that were 
screened using 
environmental 
criteria 
GRI 414-1 New 
suppliers that were 
screened using social 
criteria
060-061
Consideration of social 
and environmental 
responsibility in 
relations with suppliers 
and subcontractors
Systems of supervision 
and audit as well as the 
results thereof
Consumers
Measures for Consumer 
Health & Safety
GRI 416-1 Assessment 
of the health and 
safety impacts of 
product and service 
categories
GRI 417-1 
Requirements for 
product and service 
information and 
labeling
072*
Claim systems
Complaints received and 
their resolution
Información 
fiscal
Profits earned country 
by country
103: Economic 
performance
073*
Profit tax paid
103: Economic 
performance
Public subsidies 
received*
201-4 Financial 
assistance received 
from government
Information on Society
* Complementary information available in Non Finantial Information Report 2020 published on 
www.neolith.com
This Sustanability Report was prepared using the Task-
force on Climate-related Financial Disclosure (TCFD) as 
a reference, in addition to the guidelines established in 
the Global Reporting Initiative (GRI) Guide.
This Sustanability Report includes information the 
performance of the dominant company International 
Design Surfaces Investments, S.L. and its subsidiaries. 
This company is the head of a group of companies 
that, along with it, comprise Neolith (hereinafter, 
the Group). The perimeter of information reported 
coincides with the perimeter of the financial 
information found in the Group’s annual accounts 
and the Non Financial Information Report. The period 
covered by this report is the 2020 financial year, the 
horizon of which includes the milestones achieved 
since January 1, 2020 until December 31 of the same 
year. This is the first Sustanability Report disclosed 
by the company. It will now be published annually; 
however, this first report does not include any data 
from prior years. Any questions related to the content of 
this report may be addressed by email to ESG@neolith.
com or the company’s primary place of business, which 
is Polígono Industrial Camí Fondo, Supoi 8. C/Ibers 31, 
12550 Almazora, Spain.
About this Report

www.neolith.com