Vetrerie Riunite Group
Sustainability Report 2020

3
Stakeholders Letter 	
5
Methodological Note 	
8
1.	
Organizational Profile 	
9
1.1.	
History, mission and vision of Vetrerie Riunite 	
10
1.2.	
Business model description 	
13
1.3.	
Certifications and quality management system 	
16
1.4.	
Materiality analysis and stakeholders map 	
16
1.5.	
Dialogue with stakeholders 	
19
2.	
Governance, ethics and transparency 	
21
2.1.	
Governance and organizational structure 	
22
2.2.	
Business integrity and transparency 	
22
2.3.	
Fight against corruption 	
23
2.4.	
Risk analysis and management 	
23
3.	
Economic responsibility 	
24
3.1.	
Creation and distribution of economic added value 	
25
3.2.	
R&D e innovation 	
28
3.3.	
Responsible management of the supply chain 	
31
4.	
Social Responsibility 	
34
4.1.	
Staff composition 	
36
4.2.	
Training and talents development 	
39
4.3.	
Occupational health and safety 	
39
4.3.1.	 Health and safety in the workplace in relation to the COVID-19 emergency 	
43
4.4.	
Relationship with the local community 	
44
5.	
Product responsibility 	
45
5.1.	
Product quality and made in Italy 	
46
5.2.	
Relevance of circular economy in terms of recycle and reuse of glass 	
47
5.3.	
Customer satisfaction 	
47
5.4.	
Customer privacy and data protection 	
48
6.	
Environmental responsibility 	
49
6.1.	
Policies adopted for packaging 	
51
6.2.	
Raw materials 	
52
6.3.	
Use and management of water resources 	
53
6.4.	
Energy efficiency 	
54
6.5.	
Emissions reduction 	
57
6.6.	
Waste management 	
58
GRI Content Index 	
62
Summary

5
Stakeholders Letter
Dear stakeholders,
With this document, Vetrerie Riunite S.p.A. publishes its first Sustainability Report: the 
decision to take this step of transparency is the result of a long path of commitment 
by the Group in managing the environmental, social and governance aspects of its 
business.
It is no coincidence that this decision takes place in 2020, the year in which the Covid-19 
pandemic made clear to everyone that the correct management of environmental, 
social and governance aspects has concrete and tangible implications in the real econ-
omy. Both the genesis of the pandemic crisis and the policies to contain the contagion, 
rather than promoting economic recovery, demonstrate how sustainability is an in-
creasingly central value, in Italy as well as abroad. This awareness, which has already 
been growing for several years, has intensified during the pandemic, to the point of 
becoming a priority in the dialogue with investors, banking and financial institutions, 
local administrations, trade organizations, customers and suppliers.
At the end of 2019, a majority of Vetrerie Riunite’s equity share was acquired by an 
investment fund of Sun Capital, a leading American Private Equity. This new sharehold-
er structure has provided a further stimulus to share the sustainability policies already 
in place at the Group, as well as to strengthen and complete them, with a view to 
continuous improvement: the Vetrerie Riunite 2020 Sustainability Report therefore 
captures a snapshot during a path in full evolution: not a point of arrival, but rather a 
solid platform, to reach new horizons of advancement.
Despite the uncertainty caused at all levels by the pandemic, 2020 was a positive year 
for Vetrerie Riunite: starting from the second half of the year, demand was at very high 
levels from all customers, and it is maintained as such for the entire following year. At 
the same time, a favorable product mix and some operating efficiencies made possible 
to close a year with a growth compared to the previous one.
The recent acquisition of the Group also coincided with a redefinition of its strategy, 
now more clearly oriented towards consolidating its leadership in the sector of glass 
washing machine doors, of which Vetrerie Riunite is already the first world producer, 
with a global market share of approximately 40%. Following this strategic affirmation, 
the Group proceeded, at the end of 2020, to the sale of the Vetri delle Venezie business 
unit, which - in addition to contributing negatively to the Group’s results - represented 
a risk of out-of-focus for management and production.
GRI 102-14 Statement from senior decision-maker

6
For 2021, the Group aims to consolidate the growth path started in the second half of 
2020, by investing in new production capacity - which allows it to capture new demand 
trends - and in extraordinary transactions - which contribute to consolidating market 
leadership -. The washing machine market is constantly growing on all continents, and 
Vetrerie Riunite is optimally positioned to benefit from this long-term trend, increasing 
its economies of scale and operational efficiencies.
Also, from the point of view of sustainability, Vetrerie Riunite intends to invest so that 
2021 represents a year of growth: various projects have been launched and are under-
way, which aspire to consolidate the Group’s positioning on the environmental, social 
and governance fronts. They will begin to deliver results starting from 2021, and then 
to an ever-greater extent thereafter. We therefore expect that the Sustainability Reports 
for the years to come will trace a period of constant improvement on all the dimensions 
highlighted and will constitute an irreplaceable tool for measuring the objectives 
achieved on such a strategic issue, as well as for interacting with all the Group’s 
stakeholders.

8
Methodological Note
This first Sustainability Report arises from the need of Vetrerie Riunite to communicate 
to all its stakeholders the sustainability performance relating to the fiscal year 2020 
(01.01.2020-31.12.2020), with information and references also to the data relating to the 
previous year.
Vetrerie Riunite undertakes to publish it annual Sustainability Report.
The following report examines the performance of Vetrerie Riunite not only from an 
economic point of view, but also from an environmental and social point of view. Al-
though the drafting of the Sustainability Report is a voluntary exercise for Vetrerie Ri-
unite, the decision to undertake a structured process of reporting non-financial infor-
mation was taken with a view to favourite an increasingly complete and transparent 
disclosure towards its main interlocutors, also in consideration of the high economic, 
socio-environmental and technological value of the activities carried out in the produc-
tion of their products.
The reporting boundary of the Sustainability Report considers the headquarters of 
Vetrerie Riunite S.p.A..
The Report was prepared according to the guidelines of the GRI Sustainability Reporting 
Standards (GRI Standards) issued in 2016 by the Global Reporting Initiative, which 
constitute the most widespread international reference for sustainability reporting.
The preparation of this Report was carried out following the fundamental principles of 
definition and quality provided by the GRI standard, such as: stakeholder inclusiveness, 
context of sustainability, materiality, completeness, accuracy, balance, clarity, compa-
rability, reliability and timeliness. The themes discussed in the following sections, in 
fact, are those considered relevant as they are able to reflect the environmental and 
social impacts of the activities of Vetrerie Riunite or to influence the decisions of its 
stakeholder. These material themes were identified by conducting a materiality analysis 
according to an organized and articulated approach.
In the paragraph “GRI Content Index” a correlation table between the information re-
ported by the organization and the GRI indicators is presented in a summary form, 
opting for a core coverage level.
The Report will not be subject to auditing, which is postponed to future years.
For further information about this report, please contact: 
 
 
Mr. Enrico Perlini - Finance Manager (e.perlini@vetrerieriunite.it).
GRI 102-45/56

9
1.	Organizational 
Profile
Highlights
•	300 employees
•	320 tons of glass per day
•	28 million pieces
•	+18% revenues in 2020
•	76 countries served
•	Soda-lime glass technology 
to avoid boron pollution
•	Endport technology ovens to 
reduce energy consumption 
and pollution

10
01 - Organizational Profile
1.1.	 History, mission and vision 
of Vetrerie Riunite
Vetrerie Riunite S.p.A. is the world leader in the glass porthole market for household appliances. 
 
Thanks to the synergy, dynamism and its innovative capacity, the organization has stood out in its sector 
for over 50 years.
The organization’s values and principles are written in the Code of Ethics which describes the ethical 
principles and the rules of behaviour. 
 
The Code of ethics of Vetrerie Riunite S.p.A. sets out the ethical principles and the rules of conduct that 
reinforce and give concrete form to the general principle of legality, understood as respect for all laws, 
regulations, administrative provisions and, in general, the regulatory provisions in force.  
 
The purpose is to maintain the highest possible degree of ethicality in the conduct of business activities, 
defining the principles and rules of conduct for all stakeholders.
The Addressees are:
•	
Members of Corporate Bodies (Board of Directors, Board of Auditors); 
•	
Executives and middle managers; 
•	
Employees; 
•	
Consultants, agents, commercial partners, suppliers and collaborators, however 
denominated.
All recipients will be required to observe and, to the extent of their competence, to ensure compliance 
with the principles of the Code of Ethics.
The Ethical Principles are:
1.	 Respect for personal dignity and impartiality 
 
For Vetrerie Riunite S.p.A. the respect for the person is a priority. In decisions that affect relationships 
with its stakeholders (customer management, work organization, supplier selection and management), 
Mission
Vision
To be a world leader in the creation 
of highly technological and inno-
vative products that respect the 
environment.
To be a world reference point for 
customers looking for specialized 
products with high technological 
complexity. A synergistic group 
with an eye always turned towards 
innovation.

11
01 - Organizational Profile
Vetrerie Riunite S.p.A. does not condone conduct that is discriminatory in content based on age, gender, 
health status, race, nationality, political opinions or religious beliefs. Vetrerie Riunite S.p.A requires no 
harassment of any kind of employees, suppliers, customers or visitors in internal or external working 
relationships. Harassment is defined as any form of intimidation, threat, behaviour or verbal abuse that 
is an obstacle to the peaceful performance of one’s duties, for example the abuse by a superior of his or 
her position of authority.
2.	 Respect for the law 
 
In carrying out their activities and in relations of any type or nature, personnel and collaborators of Vetrerie 
Riunite S.p.A. are required to diligently comply with the laws in force, the Code of Ethics and internal 
provisions. Under no circumstances may the pursuit of interest of Vetrerie Riunite S.p.A. justify any action 
that does not conform to an ethically and legally sound course of action.
3.	 Transparency and completeness of information 
 
The collaborators of Vetrerie Riunite S.p.A. are obliged to give complete, transparent, comprehensible 
and accurate information, in order to allow all the stakeholders to make autonomous and conscious de-
cisions in the development of their relations with the Company. In particular, in the formulation of any 
form of agreement, Vetrerie Riunite S.p.A. will take care to specify to the contractor, in a clear and un-
derstandable way, the conduct to be kept in the relationship established.
4.	 Privacy 
 
Vetrerie Riunite S.p.A. ensures the confidentiality of the information in its possession and refrains from 
searching for confidential data, except in the case of express and conscious authorization and in accor-
dance with the legal regulations in force. All employees of Vetrerie Riunite S.p.A. are required not to use 
confidential information for purposes unrelated to the conduct of their business.
5.	 Value of human resources 
 
The qualification and specialization of its employees have always been a commitment for Vetrerie Riunite 
S.p.A. because they are an indispensable factor of success. The company protects and promotes the 
value of human resources in order to maximize the degree of satisfaction and increase the wealth of skills 
possessed. Therefore, in the management of relationships involving the establishment of hierarchical 
relationships, Vetrerie Riunite S.p.A. requires the authority to be exercised with fairness and correctness, 
prohibiting any behaviour that may be considered harmful to the dignity and autonomy of the 
employee.
6.	 Environmental protection and sustainable development 
 
Vetrerie Riunite S.p.A. is strongly committed to an eco-sustainable development, through concrete in-
vestments and a cutting-edge environmental policy able to reduce to zero the external impacts. The 
environmental management system is integrated with the management of health and safety in the work-
place and with the quality of products and processes. With a monitoring plan approved and verified by 
the public control bodies, it tends to a continuous improvement of the impact levels on the various en-
vironmental matrices such as air, water, soil. Vetrerie Riunite S.p.A. has made a commitment to a constant 
reduction of greenhouse emissions. The Kyoto Protocol has never been considered as an obligation, but 
as a tool to add more and more energy efficiency that allows the containment of CO2 emissions. 
7.	 Protection of health and safety at work 
 
The primary mission of Vetrerie Riunite S.p.A. is to safeguard the health and safety of its employees, of 
external parties who come into contact with the company, of its clients and of the surrounding population. 
Equally primary is the objective of eliminating accidents and occupational diseases. Vetrerie Riunite S.p.A. 
is therefore committed to spreading and consolidating a culture of safety by developing awareness of 
risks and promoting responsible behaviour by all employees and collaborators.

12
01 - Organizational Profile
8.	 Efficiency and technological innovation 
 
Vetrerie Riunite S.p.A. intends to operate in the management of the company with criteria of economy 
and efficiency to provide products and solutions with a high quality/cost ratio and achieve full customer 
satisfaction. With this in mind, it has made innovation its nerve and strategic point: it is thanks to this that 
today the company can boast a very high technological level.
9.	 Responsibility towards the community 
 
Vetrerie Riunite S.p.A. is aware of the influence that its activities may have on the conditions, on the 
economic and social development and on the general well-being of the community, as well as the im-
portance of the social acceptance of the communities in which it operates. For this reason, Vetrerie Riunite 
S.p.A. intends to conduct its activities aimed at achieving the corporate purpose in accordance with 
social appreciation, in respect of the communities with whom it interacts.
10.	Prevention of conflicts of interest 
 
In conducting any activity, Vetrerie Riunite S.p.A. intends to avoid situations in which the persons involved 
in the transactions are, or may even only appear to be, in conflict of interest.
11.	Fairness in Relations with Competitors 
 
Vetrerie Riunite S.p.A. intends to protect the value of fair competition by refraining from collusive and 
anti-competitive conduct.
Rules of conduct
Relations with the corporate bodies 
 
The members of the corporate bodies, in addition to complying with the provisions of the law, are required 
to comply with the provisions of the Code of Ethics. In particular, corporate bodies must:
•	
ensure the truth, completeness, clarity and timeliness of information, both internal-
ly and externally, as well as the utmost accuracy in the processing, safekeeping and 
updating of accounting and corporate data and informations;
•	
properly and promptly record in the business accounting system each transaction 
or transaction in accordance with the criteria laid down by law and on the basis of 
the applicable accounting principles; each transaction or transaction must be au-
thorized, verifiable, legitimate, consistent and appropriate;
•	
participate, according to their respective competences, in the implementation and 
implementation an effective business control system and to involve the other enti-
ties with which they relate
•	
make confidential use of the information which comes to their knowledge for rea-
sons of office by avoiding using their position to obtain personal benefits.
Relations with the employees 
 
Staff selection and management  
 
Vetrerie Riunite S.p.A. offers the same opportunities without any discrimination, starting from the moment 
of the selection of the personnel. Favoritism, forms of patronage or nepotism are not permitted. Those 
who select or participate in the selection must not be in situations of potential conflict of interest with 
the candidate. 
 
Recruitment takes place under a regular contract of employment in full compliance with the law and the 
CCNL applied, facilitating the integration of the worker into the working environment. 
 
Vetrerie Riunite S.p.A. offers the same career opportunities to those who possess the characteristics

13
01 - Organizational Profile
required for access to higher functions, positions and/or profiles, without any discrimination. The Com-
pany shall give priority is given to staff training and constant updating on specific topics (for example: 
safety at work, updating of technical skills).
Relations with the suppliers 
 
The Company imprints its conduct in relations with suppliers on the principles of transparency, equality, 
loyalty and competition.
Relations with external collaborators 
 
The collaborators, however called, are obliged to respect the principles contained in the Code of 
Ethics.
Relations with the Public Administration 
 
The relations of Vetrerie Riunite S.p.A. with the Public Administration - state, regional and municipal, in-
ternal or community - or in any case relating to public relations, shall be guided by the strictest observance 
of applicable laws and regulations and shall in no way affect the integrity and reputation of the 
Company.
Relations with competitors 
 
In the management of business and business relations is inspired by the principles of loyalty, legality, 
fairness, transparency, efficiency and openness to national and international markets. The activities of 
Vetrerie Riunite S.p.A. and the behavior of its employees, directors, managers and collaborators must be 
inspired by the most complete autonomy and independence from the conduct of competitors in the 
national and foreign markets.
Protection of privacy  
 
The acquisition, processing and storage of information and personal data, is carried out in compliance 
with specific procedures aimed at preventing unauthorized persons and/or entities from becoming aware 
of it. These procedures are in compliance with current regulations, in particular Vetrerie Riunite S.p.A. 
pursues compliance with the provisions of the European Regulation 2016/679. 
 
The code of ethics is accessible to all on the www.vetrerieriunite.it website. 
 
The list of the main memberships of industry or other associations, and national or international advocacy 
organizations includes: Confindustria Verona, Assovetro, Assoceramica.
1.2.	Business model description
Vetrerie Riunite S.p.A. is a leading company in the production and marketing of glass objects high quality 
pressed, which provides the largest companies internationally in the industry of the household appliance 
and the household sector. The pressed glass production process involves melting the raw materials in 
the furnace and subsequent casting in a mould. The application of a punch on the molten material gives 
the glass the desired shape.  
 
Glassworks has developed specific skills in the production of pressed glass and its sales are addressing 
two markets: technical glass - portholes of washing machines, globes for lighting - and Tableware. 
 
The complementarity of the two productions has an important effect of efficiency of the capacity almost 
constant melting furnaces and other inputs and allows to maximize the use of energy and fused matter.

14
01 - Organizational Profile
With the exception of Tableware, fragmented into wholesale, retail, and HORECA channels, all other 
products are intended for B2B customers.
Technical glass 
 
Technical glass is the main focus both in terms of volume and turnover and is a segment where the com-
pany has an excellent reputation internationally, being the supplier of the most important manufacturers 
of household appliances. The main sector of reference is the “white industry” (washing machines and 
dryers) which Vetriere supplies pressed glass portholes, satisfying about a third of the demand Global 
for appliances’ front loader. 
 
Vetrerie Riunite is a leader in the production of medium-high range portholes and the Group’s customer 
portfolio includes the major players in the sector. The main strengths are represented by the know-how 
technology developed over the years and by continuous investments for the improvement of productivity. 
The technical department of Vetrerie can, in fact, develop technologically advanced glasses and very 
high performance with specific shapes and sizes also relevant. All products are of high quality, high 
transparency, high resistance to hydrolytic attack and detergents. These characteristics allow to direct 
the products of Vetrerie in the premium segment of the market.
Tableware 
 
Vetrerie Riunite untill December 2020 produced and sells glass products for household use, also called 
Tableware, that are glasses, cups, raised cups and other high-end glass objects for the table. 
 
On January 2021 this business unit has been sold to focus on the core business, technical glass. 
The Vetrerie Riunite business model is subdivided according to the following geographic structure:
HQ &
Plant
Vetrerie Riunite S.p.A.
World Map Business
Commercial
branch
Warehouse
Warehouse
Warehouse

15
01 - Organizational Profile
Vetrerie Riunite’s customers are washing machines manufacturers; it markets mainly with Eastern Euro-
pean countries; in particular, the main countries for Vetrerie Riunite turnover are:
For the porthole market, however, the principal countries with whom Vetrerie Riunite markets most are:
Revenues Per Country –  
All products
2020
2019
%Revenues 2020
%Revenues 2019
China
€ 12.908.796
€ 11.463.181
16,3%
16,1%
Poland
€ 11.455.345
€ 9.809.554
14,5%
13,7%
South Korea
€ 9.000.410
€ 7.028.868
11,4%
9,9%
Turkey
€ 8.958.242
€ 6.256.568
11,3%
8,8%
Russian Federation
€ 6.482.097
€ 6.813.562
8,2%
9,5%
Russian Federation
8,20%
China
16,30%
Poland
14,50%
South Korea
11,40%
Turkey
11,30%
% OF REVENUES PER PRINCIPAL COUNTRY OF ALL PRODUCTS - 2020
Revenues Per 
Country - Porthole
2020
2019
%Revenues 2020
%Revenues 2019
China
€ 11.459.446
€ 12.903.581
18,1%
17,6%
South Korea
€ 7.010.245
€ 9.016.320
11,1%
12,3%
Poland
€ 9.732.995
€ 11.400.379
15,4%
15,5%
Turkey
€ 6.246.922
€ 8.901.833
9,9%
12,1%
Turkey
Poland
South Korea
China
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
10%
15%
11%
18%
% OF REVENUES PER PRINCIPAL COUNTRY OF PORTHOLE MARKET

16
01 - Organizational Profile
1.3.	Certifications and quality 
management system
The Vetrerie Riunite Group glass products are composed of excellent raw materials, selected and inserted 
within a cutting-edge production process. The research carried out in the company laboratories has made 
it possible to obtain high quality articles recognized all over the world. 
 
The Vetrerie Riunite Group glass is certified according to REACH 1907/2006/EC due to the absence of 
pollutants within its chemical composition. This characteristic allows it to be totally recyclable as demon-
strated by the UNI-EN 12457-2 certification and suitable for the preparation of food and drinks. 
 
The Vetrerie Riunite Group household products can be used in microwaves (EN 15284: 2007 standard) 
and dishwasher safe (resistance to hydrolytic attack Class 3). Quality certifications are respected and 
renewed every year. 
 
The Company has the certification ISO 9001 (see paragraph 3.3).
1.4.	Materiality analysis and 
stakeholders map
With the aim of forming an interdisciplinary and heterogeneous team to support the materiality analysis 
process, the company has defined a Working Group, consisting mainly of the directors of the Vetrerie 
Riunite board and directors of the Business Units. Through an internal analysis, aimed at identifying the 
main stakeholder of the company, Vetrerie Riunite has identified 5 macro-categories of stakeholder:
•	
Investors, Banks, Insurance, Financial Community
•	
Employees
•	
Clients
•	
Suppliers and Business partner
•	
	Society (Institution, Public Administration, Not-for-profit Organization, Local Com-
munity, School and University).
To better define the nature of its sustainability strategies and for the subsequent drafting of this Sustain-
ability Report, Vetrerie Riunite carried out a materiality analysis aimed at identifying and prioritizing the 
themes considered relevant and significant for its business and for stakeholder. These themes, in fact, 
are defined as “material” as they reflect the economic, social and environmental impacts of the activities 
carried out by the company and because they can influence the decisions of internal and external 
stakeholder.

17
01 - Organizational Profile
Thanks to an analysis of sources internal and external to the company, Vetrerie Riunite has identified a 
series of main themes relating to 6 different macro-areas:
Subsequently, in order to select the really material topics for Vetrerie Riunite among those identified 
through this first survey, the methodological approach was divided into 3 phases, briefly summarized 
below:
•	
Mapping of relevant issues: through an analysis of sources internal and external to 
the company, 42 relevant issues were identified from a sustainability perspective, 
taking into account the business and the sector in which the organization 
operates;
•	
Assessment of relevant issues: the level of relevance of the identified issues was 
assessed individually by each member of the Working Group, taking into consider-
ation both the Vetrerie Riunite point of view and the perspective of the various 
categories of stakeholder;
•	
Data processing and rationales: once all the questionnaires with the evaluations 
have been collected, the data have been consolidated and processed and the re-
sult is a matrix that allows you to identify the topics that:
—
— reflect the significant economic, environmental and social impacts for the 
organization;
—
— substantially influence the assessments and decisions of relevant 
stakeholder.
It should be noted that the themes were initially assessed according to six different points of view, that 
of Vetrerie Riunite and that of each of the five macro-categories of stakeholder. Subsequently, the overall 
level of relevance of the stakeholder was obtained through an average. 
 
The results of the survey allowed to create the c.d. matrix of materiality. This analysis highlights the most 
important social, environmental, economic and governance issues for the company and its stakeholder. 
The analysis followed the materiality principle as required by the GRI standard. 
 
The chart below focuses on issues that are considered to be very relevant to Vetrerie Riunite and stake-
holder. The analysis shows that for Vetrerie Riunite the central issues are multiple for the purposes of its 
sustainable development: these include, for example, the health and safety due to covid-19 emergency, 
business resilience & continuity, occupational health and safety, quality of product, customer satisfaction, 
and more besides. 
 
The topics under analysis are subject to an evaluation scale, consisting of the minimum value of “1” (a 
minor topic), and the maximum value of “4” (a highly relevant topic). The materiality matrix allows to give 
a synthetic representation of the themes analysed and, on the basis of the evaluation carried out, they 
Social
responsibility
Governance, ethics and
transparent management
Economic
responsibility
Product
responsibility
Enviromental
responsibility
Institutions
and community
Materiality
questionaire

18
01 - Organizational Profile
assume a specific positioning that allows to identify the degree of relevance: the themes that are posi-
tioned in the clearest band of the graph represent the most significant themes for both Vetrerie Riunite 
and stakeholder; as you move towards the lower left quadrant, the theme assumes, progressively, a minor 
relevance.
Governance, Ethics, and Transparent management
Work-life balance & welfare
Equal opportunity
& diversity management
Training
Employment stability
Economic added value
Waste management
Raw materials
Tax approach
Packaging
Local communities
Biodiversity
Indirect
economic impacts
2,5
2,6
2,7
2,8
2,9
3,0
3,1
3,2
3,3
3,4
3,5
3,6
3,7
3,8
3,9
4,0
2,6
2,7
2,8
2,9
3,0
3,1
3,2
3,3
3,4
3,5
3,6
3,7
3,8
3,9
4,0
Water
Customer
privacy
R & D
Human rights
GHG emissions
Dialogue
w/trade unions
Energy management
Customer
satisfaction
Quality of
product
occupation
al H&S
H&S due to the COVID-19 emergency
Business resilience & continuity
End-users health
and safety
Social & environmental
assesment of suppliers
Green
procurement
Economic responsibility
Human capital
Product responsibility
Environmental responsibility
Institution and community
MATERIALITY MATRIX
RELEVANCE FOR STAKEHOLDERS
RELEVANCE FOR VETRERIE RIUNITE
Scope
Materials topic
Governance, ethics and transparent management
Sustainability into long-term strategy
Business integrity
Anti-corruption
Fair competition
Economic responsibility
Business resilience & continuity
R&D
Economic added value
Social & Environmental assessment of suppliers
Indirect economic impacts
Human capital
H&S due to the COVID-19 emergency
Occupational H&S
Human rights
Employment stability
Training
Equal opportunity & Diversity management
Dialogue w/trade unions
Work-life balance & welfare
Product responsibility
Quality of product
Customer satisfaction
End-users health and safety
Customer privacy
Packaging
Environmental responsibility
GHG emissions
Energy management
Water
Green procurement
Waste management
Raw materials
Biodiversity

19
01 - Organizational Profile
Governance, Ethics
and Transparent
management
Sustainability into
long-term strategy;
anti-corruption;
business integrity
Local communities;
public policies
Water;
GHG emissions;
energy management
Business continuity and resilience;
R&D;
economic added value
Occupation H&S;
Human rights;
H&S due to the COVID-19
emergency
Quality product;
Customer satisfaction;
End-user health and safety
2,5
2,4
2,35
2,2
2,1
2,0
2,6
2,5
2,4
2,3
2,2
2,1
2,7
2,8
2,9
3,0
3,1
3,2
3,3
3,4
3,5
3,6
3,7
3,8
3,9
4,0
2,6
2,7
2,8
2,9
3,0
3,1
3,2
3,3
3,4
3,5
3,6
3,7
3,8
3,9
4,0
Economic
responsibility
Human capital
Product
responsibility
Environmental
responsibility
Institutions
and community
MATERIALITY MATRIX - CLUSTER
1.5.	Dialogue with stakeholders
Working for maintaining a constant, solid and transparent relationship with stakeholder is a fundamental 
condition for the correct development of business activities, representing the responsibility that Vetrerie 
Riunite places towards the social context which it interacts with. The company recognizes as stakeholder 
all those subjects (e.g. institutions, organizations, groups or individuals) who can, more or less directly 
and to different degrees, influence or be influenced by its activities. Since the needs and priorities ex-
pressed by the different types of stakeholder can be extremely varied and heterogeneous, the correct 
understanding of the same by Vetrerie Riunite is an aspect of primary importance in terms of:
•	
manage in advance the emergence of potential critical issues;
•	
define the actions to be implemented in response to the interests identified;
•	
identify the most effective communication and engagement channels for interact-
ing with the various parties to be involved.
To meet the expectations of its stakeholder in a timely manner, Vetrerie Riunite adopts a proactive ap-
proach, promoting a constant dialogue and the mutual sharing of needs and requirements. The company 
promotes these initiatives, aware that the opportunities for discussion represent an opportunity for growth 
and enrichment for all those involved. For the draft of this Sustainability Report, Vetrerie Riunite conducted 
an internal stakeholder mapping analysis which saw the involvement of the same Working Group subse-
quently involved in carrying out the materiality analysis. The process was divided into 2 main phases:

20
01 - Organizational Profile
•	
identification of the various stakeholder of Vetrerie Riunite and their breakdown 
within five macro categories;
•	
individual assessment of the level of strategic / relevance of the various stakehold-
er by each member of the Working Group by completing a specific questionnaire 
and based on two variables:
—
— influence, that is the ability of the stakeholder to influence the company’s ob-
jectives, activities and results;
—
— dependence, i.e. the extent to which the stakeholder is influenced and de-
pends on the company’s activities.
The commitment to progressively develop a corporate culture focused on creating shared value for 
stakeholder is evident considering the numerous channels of dialogue adopted by Vetrerie Riunite to 
interact effectively with its various interlocutors. The system of communication and comparison approach-
es and tools put in place by the company allows it to maintain constant interaction between the parties 
and constantly monitor the topics directly or indirectly related to ESG aspects.
GRI 102-12 External initiatives 
 
In terms of associations, Vetrerie Riunite maintains a long-term relationship with Confindustria, Assovetro, 
CUOA, SSV, Camera di Commercio Italo-Cinese and Fondazione Italia-Cina.
Stakeholder category
How the stakeholder are engaged
Frequency of the engagement
Customers
•	 Surveys
•	 telephone interview
•	 one to one meeting
•	 focus groups
•	 public meeting
•	 corporate advisory panels
Daily
Suppliers / Business partner
Daily
Shareholders/Investors/ Equity 
partners/Public entities
•	 Surveys
•	 telephone interview
•	 one to one meeting
•	 focus groups
•	 public meeting
•	 corporate advisory panels
On request
Banks/Insurance companies
On request
Public Institutions
•	 Institutional communication
On request
Community
•	 Surveys
•	 telephone interview
•	 focus groups
•	 public meeting
•	 corporate advisory panels
Every week
Environmental stakeholder
•	 Institutional communication
•	 Compliance with legislations
On request

21
2.	 Governance, 
ethics and 
transparency
Highlights
•	33% of women on the Board 
of Directors
•	D.Lgs. 231/2001
•	Whistleblowing policy
•	Risk analisys

22
02 - Governance, ethics and transparency
2.1.	Governance and 
organizational structure
The Board of Directors consists of 3 members, of which 2 men and 1 woman, and 67% are in the 30-50 
age group; there aren’t any employees who belong to the protected categories.
CEO
D. Vassena
M. Donello
G. Russo
Vetrerie Riunite
1 
Delegate of the Employer pursuant to Legislative Decree 81/2008 Vetrerie Riunite
2 Excluding local operations for Chinese customers
3 Excluding sales to Chinese customers
S. Vitti
M. Vellere
C. Cervato
D. Li
M. Gramigna
P. Bossi
D. Luca1
M. Padovani
CFO - IT
VR OPERATIONS2
VR SALES3
PRODUCT
MANAGEMENT
GM VERONA
INDUSTRIES
GM NOVAREF
GM BORROMINI
PROJECT
MANAGEMENT
HR - LEGAL
HEALTH & SAFETY
ENERGY - ISO
ENVIRONMENT
In compliance with the provisions of the law, Vetrerie Riunite is subject to the control of an audit firm, a 
board of auditors and a supervisory body, contributing to the supervision of the main ESG issues.
2.2.	Business integrity and transparency
Vetrerie Riunite did not report any legal action	 pending or concluded during the reporting period regard-
ing anti-competitive behaviour and violations of antitrust and monopoly practices in which the organi-
zation has been identified as a participant. 
 
In light of the company’s desire to operate in a transparent and correct way, also to protect its reputation 
and its shareholder, directors and employees, Vetrerie Riunite S.p.A. decided it was appropriate, in line 
Name
Surname
Role
Luca Matteo
Villa
Chairman
Davide
Vassena
CEO
Marisa
Donello
Director

23
02 - Governance, ethics and transparency
with its company philosophy, to adopt and implement an Organisation, Management and Control Model 
and subsequently keep it constantly up to date. The purpose of the Model is also to raise awareness 
among all Recipients, in order to guide their conduct based on the principles of correctness and trans-
parency, at the same time as avoiding and preventing any risk of them committing crimes in relation to 
the company’s activities. 
 
This Model was adopted by the Board of Directors of Vetrerie Riunite S.p.A. through a resolution passed 
on 28th May 2018.
2.3.	Fight against corruption
Vetrerie Riunite Spa has adopted and implemented a safety management system in compliance with 
d.lgs. 231/2001. The management system has no certification, but it is audited annually by the supervisory 
body. 
 
The team dedicated to the management of Vetrerie Riunite is made up of the supervisory body. The 
mechanisms adopted for the management of complaints are periodic audits by the supervisory body.   
Furthermore, a Whistleblowing policy has been implemented. 
 
Anti-corruption policies have been communicated to all members of government bodies and to all em-
ployee, while no training has been provided to government bodies, nor to employees. Business partners 
have not received anti-corruption training. 
 
Vetrerie Riunite has not had any legal actions pending or completed during the reporting period regarding 
anti-competitive behaviour and violations of antitrust and monopolistic legislation in which the organi-
zation has been identified as a participant.
2.4.	Risk analysis and management
Based on the provisions of the Decree and the instructions provided by the Guidelines, Vetrerie Riunite 
S.P.A. has mapped its risks, identifying the areas within its company that are particularly at risk of some 
of the Predicate Offences being committed. 
 
First of all, Vetrerie Riunite S.p.A. analysed the basic elements of the Predicate Offences, with the aim of 
identifying and defining the actual conduct which, within the company, could commit the crimes in 
question. Vetrerie Riunite S.p.A. then analysed the company, in order to identify the areas and depart-
ments that were most at risk. These risk areas were identified with the help of an external consultant who 
is an expert in (Italian) Legislative Decree no. 231/01 and who was hired specifically for this purpose, and 
by analysing the company Vetrerie Riunite S.p.A. based on interviews with Directors and Heads of Pro-
cesses and by analysing a sample of documents out of those used to run company activities. 
 
Lastly, Vetrerie Riunite S.p.A., within the “at-risk” areas identified during the initial assessment, drafted 
the procedures and protocols that it believed suitable to ensure the Model would be appropriate and 
efficient in relation to the provisions of the Decree. The results of this risk mapping activity will be de-
scribed in detail in each Special Section, which will also explain the procedures and measures imple-
mented by Vetrerie Riunite S.p.A. to prevent, or in any case reduce to a minimum, the risk of the Predicate 
Offences being committed.

24
3.	 Economic 
responsibility
Highlights
•	Revenues in 2020: 
80.008.296€
•	Economic value distributed: 
72.606.477€
•	78% of total budget is spent 
on purchases on local 
suppliers

25
03 - Economic responsibility
3.1.	Creation and distribution of 
economic added value
The Administration Financial and Controlling department (AFC) oversees the economics management of 
the entire Group. 
 
The Company employee policy ensures career and professional development. New talents are taken into 
consideration for managerial positions and to growth with the Company along the years. Growing steps 
for strategic positions are defined since the beginning. 
 
Professional training is provided at different levels according to roles, positions, expertise and individual 
needs. The professional training plan will start again after Covid-19 pandemic. 
 
Concerning tools of work, the AFC is supported by IT Systems AS400 for accounting, Microsoft Power 
BI for sales and profitability analysis and instant info access, DocFinance for treasury management, and 
Microsoft Excel supporting tools for specific computation and analysis.  
 
The information and reporting system is organized on reports, according to different level of detail and 
time frame. In this process all the AFC professionals are involved, following a Group calendar of deadlines 
and best practices that are mainly ongoing from many years but always updated and enhanced. Here the 
Group approved reports:
Weekly Report 
 
Weekly flash: It is handed within every Tuesday and it contains the main sales and orders data, production 
KPIs, accounting receivables and payables, inventories and treasury management indicators, EBITDA and 
Sales forecasts for the current month and the next 2 months. 
 
Weekly cash: it is handed within every Tuesday and it contains 13-week forecasts cash flows, with evidence 
of the operating cash flow and free cash flow. Deviations from the previous week’s version are 
requested
Monthly Financial Report (MFR) 
 
Flash MFR: Within the 10th of each month the AFC prepares a report consisting in Profit & Loss (monthly 
and year to date), Balance sheet and Cash Flow. In this task, the AFC gathers all the info needed from the 
other functions. 
 
Final MFR: Within the 14th of each month, on the base of the Monthly Fast closing, the AFC prepares the 
MFR according to SUN Capital group standards with more details and info than the previous one.
Budget / Forecast Report 
 
Budget Report: by the end of each year the budget for the following year is approved. All business areas 
are involved in the budget process with the use of specific tools developed internally to adequately sup-
port planning. The budget process is developed over a 3-month time horizon from September to Decem-
ber. 
 
Forecast Report: Two forecasts are carried out every year: in July the forecast 6+6 and in November the 
forecast 10+2. Management is strongly committed to planning and the economic and financial implica-
tions of each strategic decision are always examined
Business Plan 
 
Every year the company updates the three-year Business plan of the Group.
Annual Statutory Financial Report 
 
Annual Statutory and consolidated Financial Report. Within the 30th of April, the Company performs and 
approves all the documents required. The AFC coordinates the activities of all the Entities of the Group, 
auditors and Statutory auditors to ensure full compliance to the law and to the best practices.

26
03 - Economic responsibility
The AFC supports the Directors and investors providing reports on demand and specific analysis. As staff 
function, AFC relates with every function ensuring concerning Economics matters. 
 
In order to ensure the compliance with law and best practices, the AFC cooperates on a daily base with 
lawyers and tax consultants, as well as professionals of the investors.
Risk analysis: 
 
The AFC pdt manages above all risks related to its activity, that can be affected also by others activity. 
The main risks on which the department is committed to ensure compliance and coverage are:
•	
Fiscal risks: the Company cooperates constantly with a primary chartered accoun-
tants’ partnership to be aligned on every tax law and best practice ongoing.
•	
Law compliance risks: the company set a stable cooperation with a primary law-
yer’s partnership.
•	
Financial Reports issues: the Financial Reports are audited by law ban audit firm, 
with which the Company cooperate during the whole year to ensure the compli-
ance with International Accounting Standard and the truly reporting of the relevant 
events.
•	
Breach of Law and Statutory: to ensure the respect of statutory and law provisions, 
the Company has appointed, by law, a Statutory auditor committee composed by 
three independent chartered accountants. The committee supervises the main 
Company management and figures along the year and, at the end, issues a 
certification.
•	
Breach of Management best practices: the Company has adopted some operative 
procedures and best practices for the management of working flows. As well as dif-
ferent power of attorney at different levels of the management, in order to ensure 
segregation of duties and quick operation.
•	
Liabilities actions towards Management and Directors: to cover the risk coming 
from a legal action against management responsibilities, the Company undersigned 
a D&O insurance coverage with a primary Insurance firm.
For the FY 2021, the Company aims to reach an EBITDA of 17,7 mln €, the highest in its history. Thanks to 
a favourable market contingency and to an enhanced production efficiency, the Company aims to reach 
its highest profitability result. This will be possible also because of the ongoing costs reduction. 
 
Vetrerie Riunite has never paid any kind of monetary political contribution. 
 
Vetrerie Riunite hasn’t received any significant fines and non-monetary sanctions for non-compliance 
with laws and/or regulations in the social and economic area. 
 
The representation of the economic value generated and distributed allows, through the reclassification 
of some items in the Vetrerie Riunite income statement, to better highlight the company’s ability to gen-
erate wealth for some of its main stakeholder, while respecting the cost-effectiveness of management 
and the expectations of the same interlocutors. The following table shows how most of the economic 
value generated by Vetrerie Riunite in 2020 has been used to remunerate the socio-economic system 
with which the company interacts, with reference to some of its main stakeholder:
•	
personnel: in the form of costs for wages and salaries, social security contributions, 
benefits, directors’ fees, etc.;
•	
Public Administration: costs incurred for the payment of income taxes (IRES and 
IRAP) and other taxes for the period;
•	
lenders: interest recognized as remuneration of the credit capital;

27
03 - Economic responsibility
•	
suppliers: costs related to the purchase of goods and services necessary for the 
performance of company activities.
Vetrerie Riunite adopts a management approach aimed at maximizing the economic profitability for 
generating a virtuous cycle to consolidate the creation of value for the benefit of the sustainable devel-
opment of the territory. In the financial statements as at 31 December 2020, the Group recorded an in-
crease in turnover of 8,3%, going from 71,8 million euros in 2019 to 77,8 million euros in 2020. In 2020, 
the Economic Value generated amounted to more than 80 million euros, mainly distributed to the various 
stakeholder. Vetrerie Riunite comes into contact with in carrying out its business, in compliance with the 
cost-effectiveness of management and the expectations of the interlocutors themselves. The distributed 
economic value, equal to 72,6 million euros, represents approximately 91% of the generated economic 
value. Finally, Vetrerie Riunite does not present any retained economic value since all the value generated 
is dedicated to economic growth and capital stability of the business system. 
 
During the reporting period, Vetrerie Riunite did not detect any significant fines and non-monetary sanc-
tions for non-compliance with laws and regulations in the social and economic area. 
 
The table below reports the financial assistance received by Vetrerie Riunite from the Italian 
government.
Our site is subject to the EU ETS directive which provides for the allocation of free CO2 quotas for the 
sectors included in the list of carbon losses. In phase IV of the EU ETS (2020-2030) the free allowances 
will be reduced and we estimate a deficit during the first sub-period (2021-2025) included in a range of 
15,000 - 20,000 allowances per year, considering a price fluctuating from 30 to 50 euros. 
 
The management method consists of purchasing CO2 quotas at the lowest possible price and investing 
in technology to reduce CO2 emissions. It is not possible to assess the cost of management as we have 
not purchased any CO2 allowances yet. Future studies and technology projects are also under discussion. 
We could imagine a cost of around 50,000 euros linked to a possible consultancy service on this topic.  
We operate in an energy-intensive industry that is very sensitive to changes in pricing regulations. Fur-
thermore, in Italy the cost of energy is higher than the European average. 
 
Direct economic value generated and distributed (EVG&D) - euro
2019
2020
Revenues
71.862.845
77.829.839
Financial income
146.901
105.459
Other income/expense
2.164.842
2.072.998
Total economic value generated
74.174.588
80.008.296
Operating costs
43.321.023
48.375.726
Remuneration of staff
19.086.847
19.219.240
Credit and risk capital
4.324.448
4.503.762
Taxes and duties
420.518
342.207
Donations of membership contributions
81.064
165.543
Total economic value distributed
67.233.900
72.606.477
Economic value retained by the Group
6.940.688
7.401.819
Financial assistance received - euro
2019
2020
Tax relief and tax credits
35.051
205.047
Investments grants, research and development 
grants, and other relevant types of grant
1.050.202
1.118.330

28
03 - Economic responsibility
A change in regulation that involves a change in the cost of energy has a direct impact on our business. 
At the moment we can estimate an increase in the price of energy as a consequence of the increase in 
CO2 prices, in a range between 5 and 10%. 
 
The financial implication of this cost change is very high and has a large impact on our operating cost. 
Our management method is mainly the work carried out by our Energy Manager who follows the evolution 
of national legislation relating to the energy-intensive company (art. 39 DL Development 83/12). Take part 
in the meetings hosted by Assovetro to define all the necessary actions for state support for the ener-
gy-intensive company.
3.2.	R&D e innovation
Vetrerie Riunite, since its foundation, believing in innovation as a tool of leadership has always dedicated 
a particular effort to research. 
 
The approach to innovation has actually led Vetrerie Riunite to become a world leader in the production 
of pressed technical glass. In the last twenty years, thanks to the particular attention to the technical 
needs of customers and the continuous search for improvement, Vetrerie Riunite has conquered the 
position of world leadership in the production of portholes for washing machines. 
 
Believing in this market and wanting to further strengthen its leadership position in the production of 
technical pressed glass, Vetrerie Riunite has strengthened its R&D division. The staff of the previous years 
mainly dedicated to the development of new products, have been coached by technicians dedicated to 
the study of the characteristics of glass and production processes.
The staff is composed of:
•	
Claudio Cervato, R&D Manager, who reports to CEO is directly in contact with cus-
tomers helps to develop new items and improve product feature.
The total amount of investments made by Vetrerie Riunite during 2020 is equal to 615.486€. 
 
Vetrerie Riunite, in the last two years, has dedicated research both to the improvement of the reference 
product, and to the acquisition of know-how for the development of new opportunistic products. 
 
In order to pay particular attention to the improvement in terms of safety and quality of the product not 
only addressed to the direct customer, but also to the final consumer, some projects have been launched 
in collaboration with prestigious external bodies such as: UNI Trento materials research division, Stazione 
Sperimentale del Vetro di Murano and Politecnico di Milano. 
 
Starting from the recent introduction of safety standards for household appliances in the US market, a 
project was addressed to increase the resistance to accidental impact of force of 6,8 Joule. Through the 
study of the shapes, the thicknesses and the parameters of tempera a program of experimentation has 
been started. With the analysis of the recorded data, in collaboration with an external partner, a software 
has been studied that can identify the weak points of the product. When designing new products, we are 
therefore able to orient the customer towards more performing geometries.

29
03 - Economic responsibility
In collaboration with international partners, an experimental study was launched for the surface treatment 
of glass in order to explore possible improvements such as:
•	
increased resistance to accidental damage;
•	
improvement of surface opacity resistance resulting from permanence in wet 
environment;
•	
antibacterial treatment.
The growing demand for product reliability with the goal of “zero defects” has started some improvement 
projects, which:
•	
the in-depth analysis of the individual defects to determine the causes that gener-
ated them by applying the OPEX (Operational Excellence)1 method, for example re-
duce the waste due to the bubbles defect;
•	
a study of design and experimental development for the realization of a prototype 
machine for the detection of defects present on the portholes for washing ma-
chines. The development was based on an online control system able to detect the 
presence of cosmetic defects in the glass. A vision station was built in prototypical 
version of vision and defect detection based on the concept of artificial intelligence 
and self-learning. For the applicability of the control of the latter, a specific study 
was also carried out on the feasibility of technological application.
Proactive
approach
Mindset
Customer
satisfaction
Increase
knowledge
Show me
the data
Quantitative
and useful data
O P E X
As a palliative proposal to improve quality efficiency, a project was launched to study and apply a surface 
pattern on the mould. This element would allow to:
•	
reduce the percentage of waste (hiding small aesthetic defects) and introducing an 
element of decorative novelty of the product; for this project, Vetrerie Riunite has 
already filed the patent;
•	
to create a functional element of performance improvement during the washing 
cycle.
1	
OPEX: a course organized by one of our major customer, focused how to reduce suppliers’ ppm waste. Requires suppliers 
to optimize their processes by reducing waste, adopting the OPEX (Operational Excellence) methodological approach.

30
03 - Economic responsibility
Identifying in the door assembly of the washing machine, a supply chain complexity that involves the 
involvement of various suppliers, Vetrerie Riunite, thought of creating a unique piece co-printed. Using 
the know-how of its companies both in the glass and plastic sector (Borromini), it has developed a system 
that allows the glass and accessories such as lock and hinge to be added to the plastic frame. This system 
is being patented. 
 
In a spirit “green” studied and still being prototyped, a new packaging that allows to optimize the spaces 
and reduce the amount of cardboard, allowing to:
•	
simplify glass packaging/glazing operation, also allowing automation;
•	
increasing the stability of the pallet during transport and the loading capacity in 
terms of parts loaded on containers/trucks.
In response to the need for a perforated porthole, Vetrerie Riunite, in contrast to competitors, explored 
the possibility of obtaining a more performing characteristic product directly drilled in the forming phase, 
and for this reason, various technologies have been explored. It has been carried out experiments with 
special moulds from multiple presses to the use of a laser beam directly during forming. 
 
Vetrerie Riunite has always been a supporter of soda-lime glass as the only recyclable glass, has dedicated 
many resources to improving technical characteristics, such as mechanical strength and thermal changes. 
This has determined an interest on the part of customers who use borosilicate glass that has seen in 
Vetrerie Riunite the possibility of using our glass as its substitute. Borosilicate, unlike soda-lime, is con-
sidered a special waste. In 2019, the first forms of baked goods were made, while in 2020, products were 
designed to expand the range. 
 
Always with particular regard to the production of “technical” articles, a project has been started to pro-
duce products for small appliances for food preparation (Mixing bowls and Blenders) and covers for pots.  
In collaboration with UNI-Trento and SSV, a study on the behaviour of microwave soda-lime has been 
launched in order to replace the current borosilicate used for the production of trays for microwave ovens. 
Vetrerie Riunite would be the first manufacturer of trays for microwave ovens in soda-lime. 
 
The improvement of the production process, which has always been marked by an increase in produc-
tivity, has been aimed at reducing the waste of energy during the forming phase of the product. In col-
laboration with Politecnico di Milano, the analysis of the thermal transition of the moulds during the 
production process has tried to study the intelligent optimization of the cooling in order to reduce the 
waste of compressed air with a consequent saving of electricity. 
 
In collaboration with the technicians of the English studio “Chartwell Consulting” were analysed the 
“bottle neck” of our production processes in order to improve the process and reduce waste. 
 
An important project to improve the burdensome and repetitive working conditions of the personnel 
directly employed in the production process: special self-learning anthropomorphic robots have been 
studied, able to carry out the lubrication operations of the moulds during the production process. 
 
Importance was given to the training of young technicians, with participation in seminars, and courses:
•	
certification Lean Six Sigma Green Belt in order to develop the ability to analyse 
and improve business processes, using a structured problem solving methodolo-
gy, as well as learn techniques for identifying and reducing business waste, to in-
crease efficiency and profitability. Learn to collect, process and statistically analyse 
business process data in order to set corrective actions and make decisions objec-
tively (data driven).
•	
OPEX: course organized by Whirlpool, with the aim of reducing waste in parts per 
million of suppliers, requires the latter to optimize their processes by reducing 
waste, adopting the methodological approach OPEX (Operational Excellence).
•	
ATIV (Italian Association of Glass Technicians): courses on European directives in 
the field of emission reduction.

31
03 - Economic responsibility
•	
Enginsoft, training:
—
— in-depth courses on instant simulation dedicated to mechanics, electronics 
and fluid dynamics with use of the Ansys Discovery system;
—
— virtual prototyping, to optimise the product design phase by also evaluating 
the thermal aspects related to glass tempering.
•	
SSV-introductory Course in Glass Science and Technology: in-depth course on 
melting and refractory furnaces for glass production.
•	
Dassault Systems - use update Catia software: advanced surface module / work-
flow improvement for the realization of 3D models that allow the development of 
moulds for the moulding of our products.
•	
Confindustria Verona: Round Table on “Proposition 65” Regarding substances iden-
tified by the state of California as carcinogenic or harmful to the reproductive 
system.
Other internal project are:
•	
FMEA (Failure Mode and Effect Analysis): is a methodology used to analyse the fail-
ure or defect modes of a process, product or system. Failure mode is the expres-
sion of how the fault or defect manifests in the process, while effect means the im-
pact of the fault or defect on the process or on the internal/external customer. The 
goal if the project is draw up an FMEA product manual listing all possible defects 
present in the glass, the methods of detection and corrective actions to be put in 
place to resolve them. Different versions of the manual will be published according 
to the end user (testing department, press department, ovens...).
•	
Ansy - simulate the pressing process: to measure the temperatures in the mould-
ing phase in order to develop a model that simulates the various phases of our pro-
cess. The goal is start working with the simulator approaching the simplest prob-
lems (fluid-dynamic type of cooling of the air rings) and then apply it to various 
sectors of our process up to complete simulation of the pressing process.
3.3.	Responsible management 
of the supply chain
Our packaging protects products from damage during the transport, we do not use it as vehicle for the 
brand or other marketing purposes. During last years we reduce the packaging removing unnecessary 
components and using recycled materials. Paper of the boxes, wood of the pallet etc. 
 
For the transports, Vetrerie Riunite use ocean, road, air and multimodal transport. 
 
In 2020, there aren’t any significant changes along the supply-chain during the reporting period have 
been detected. 
 
Each year Vetrerie Riunite makes a Supplier assessment based on ISO 9001 standards; it is structured as 
follows:
•	
evaluation based on the criteria that were previously established for selecting a sup-
plier (technical, managerial, financial, ethical);

32
03 - Economic responsibility
•	
selection based on our specifications or those of the supplier, depending on what 
we need;
•	
recurring control of the supplier’s skill and the quality of what he sells.
Supplier are assessed according to: Production Capacity, quality, performance and support, price. 
 
Every year is defined a purchase budget based on production forecasts. 
 
For internal and external complaints, we use emails, ask for pictures or samples and proofs of the problem, 
together with numbers and values. For suppliers we have a Non-compliance procedure who are obliged 
to respect. 
 
In 2020, the most purchased product categories are energy and raw materials; compared to 2019, the 
purchase of services has increased by 21,6%, whereas the purchase of energy has decreased by 10,9%. 
Overall, purchases in 2020 decreased by 2,7%.
For “local procurement” Vetrerie Riunite refers to the suppliers with headquarters in the north of Italy. 
With the term “significant location of operation” the company refers to the Vetrerie Riunite’s production 
site near Verona. 
 
Vetrerie Riunite has high loyalty suppliers, especially because of technical reasons. 
 
The total budget allocated to purchases is equal to €30.460.000, of which 78% is spent on purchases on 
local suppliers. 
 
There aren’t any significant changes to the organization and its supply chain in 2020. Regarding Opera-
tions and suppliers, all companies inside the perimeter are currently performing operations only in coun-
tries that are supporting the freedom of association and collective bargaining. Following the evaluation 
process, it resulted that no suppliers were in the risk area of compromising the freedom of association 
and collective bargaining. 
 
Moreover, the companies inside the perimeter do not have operations and suppliers that are considered 
at significant risk for incidents of child labour and compulsory labour. 
 
The total number of suppliers evaluated by considering either social or environmental criteria is not 
available. However, Vetrerie Riunite is evaluating the possibility to introduce some criteria for the evalu-
ation of suppliers according to their sustainability level. 
 
The main risks associated with the supply chain of Vetrerie Riunite are the follow:
Inadequate needs analysis 
 
Without a proper Procurement software, it can be easy both to develop a wrong purchasing strategies 
and make bad negotiating contracts with our suppliers.
Poor supply chain management 
 
Is when there are no rules, e.g. no detailed requests, no purchasing approval, inadequate best price-qual-
ity research, no double-checked documents linking purchase orders to invoices and shipping 
documents.
Purchases by Product 
Category - euro
2019
2020
Var. % 2020-2019
Raw Materials
€ 8.100.000
€ 7.600.000
-6,2%
Packaging
€ 3.860.000
€ 3.700.000
-4,1%
Transport
€ 0
€ 3.760.000
-
Services
€ 3.700.000
€ 4.500.000
21,6%
Energy
€ 11.900.000
€ 10.600.000
-10,9%
TOTAL
€ 31.320.000
€ 30.460.000
-2,7%

33
03 - Economic responsibility
Fraud and Corruption 
 
Can happened if we do not have complete commercial information and we do not make document 
cross-checking;
Different suppliers quotes 
 
We ask for several quotations before to decide which supplier use
Loss of important suppliers 
 
Can happen if you do not build a good relationship with them, or you do not have a formal contract. It 
can be a very big problem if you do not have a second supplier
Vetrerie Riunite is working to improve the efficiency of its packaging, in order to reduce the waste and 
the space consumption.

34
4.	 Social 
Responsibility
Highlights
•	100% of employees have a 
permanent contract
•	97% of employees have a full 
time contract
•	28% of employees have 
received a performance 
assessment 303 training 
hours

35
04 - Social responsibility
Vetrerie Riunite encourages the professional development of its resources through multidisciplinary 
training courses. The verification of the progress of the career of each resource from the point of view 
of remuneration is carried out on an annual basis through the Budget process where, in agreement with 
the area manager, career advancement plans for the following year are discussed and approved (if there 
are grounds for doing so). For certain resources defined as “strategic” the professional growth plans are 
biennial/ triennial. 
 
Vetrerie Riunite adopts the 231 Organizational Model. The Human Resources department is composed 
of two entry data/data analysts and a department manager. 
 
There are no complaints management procedures. Any problems relating to the employment relationship 
are reported to the personnel office (payroll inconsistencies), to the union or to the supervisors (working 
environment and safety) or directly to the HR manager. 
 
The following section sets out the objectives that the Society sets itself in the course of 2021 for the theme 
of Human Resources and which aims to achieve according to specific methods and timing, through in-
vestment in specific resources and dedicated initiatives.
Objectives
Results expected
Methods and resources used 
for achieving the objectives
Timeline for achieving objectives
Absenteism
3%
Worklife balace, better 
work environment
1 year
FTE
BDG
BDG compliance
1 year
Holiday
100%
Work life balance program
1 year

36
04 - Social responsibility
4.1.	Staff composition
The Vetrerie Riunite Group is made up of 300 employees, of which 12% are women; there are also 60 
interns. Compared to 2019, the workforce decreased by 6%. 100% of employees have a permanent con-
tract, of which 12% are women.
All employees of Vetrerie Riunite come from Veneto; 97% of employees have a full time contract, of which 
9% are women. Furthermore, all employees are covered by a national collective labor agreement.
For Vetrerie Riunite, the “senior managers” are those who have the qualification of manager; in total, 6% 
of the executives have been hired by the local community. 
 
Most of the employees are represented by the professional figure of workers, equal to 78%, while 17% are 
represented by employees; 46% of employees fall within the 30-50 age group. There are 13 employees 
who belong to the protected categories, of which 12 men and 1 woman.
Total number of employees by employement 
contract (permanent and temporary), by gender.
2019
2020
Women
Men
Women
Men
Permanent
42
278
37
263
Total
42
278
37
263
Total employees
320
300
Total number of employees by employement 
type (full-time and part-time), by gender.
2019
2020
Women
Men
Women
Men
Full-time
31
277
28
262
Part-time
11
1
9
1
Total
42
278
37
263
Total employees
320
300
Gender
2019
2020
Women
Men
Total
Women
Men
Total
Officiers
0
5
5
0
4
4
Middle Managers
2
12
14
1
10
11
Employees
26
30
56
22
30
52
Workers
14
231
245
14
219
233
Total
42
278
320
37
263
300
Rate
13%
87%
100%
12%
88%
100%

37
04 - Social responsibility
Age Group
2019
2020
<30 years 
old 
30-50 
years old
>50 years 
old
Totale
<30 years 
old 
30-50 
years old
>50 years 
old
Total
Officiers
0
1
4
5
0
0
4
4
Middle 
Managers
0
5
9
14
0
4
7
11
Employees
5
26
25
56
3
27
22
52
Workers
38
109
98
245
34
105
94
233
Total
43
141
136
320
37
136
127
300
Rate
13%
44%
43%
100%
12%
46%
42%
100%
During 2020, the Group hired 12 employees, of which 2 women and 10 men; the rate of new hires is 4%, 
a decrease compared to 2019. The turnover rate, on the other hand, is equal to 11%, since the employees 
who have resigned are 34, an increase compared to 2019.
2020
Women
Men 
Tot
< 30 years 
old 
30-50 
years old
> 50 years 
old
Total 
Women
< 30 years 
old 
30-50 
years old
> 50 years 
old
Total Men
Number of employees
1
14
22
37
31
136
96
263
300
Number of new hires 
0
1
1
2
3
6
1
10
12
Number of employees 
turnover 
0
2
5
7
5
7
15
27
34
Rate of new 
employee hire 
0%
7%
5%
5%
10%
4%
1%
4%
4%
Turnover rate 
0%
14%
23%
19%
16%
5%
16%
10%
11%
2019
Women
Men 
Tot
< 30 years 
old 
30-50 
years old
> 50 years 
old
Total 
Women
< 30 years 
old 
30-50 
years old
> 50 years 
old
Total Men
Number of employees
1
15
26
42
41
130
107
278
320
Number of new hires 
1
3
1
5
16
15
4
35
40
Number of employees 
turnover 
0
3
2
5
3
8
12
23
28
Rate of new 
employee hire 
100%
20%
4%
12%
39%
12%
4%
13%
13%
Turnover rate 
0%
20%
8%
12%
7%
6%
11%
8%
9%

38
04 - Social responsibility
Benefits provided to employees full time are parental leave and retirement provision. No employee used 
parental leave in 2020, while in 2019 1 employee used parental leave; both the rate of return to work and 
the rate of retention are equal to 100%. 
 
During 2020, Vetrerie Riunite did not have any kind of discrimination incident. 
 
The employees who have received a performance assessment during 2020 are 28%, of which 4 women 
and 44 men.
Percentage of employees receiving 
regular performance and career 
development reviews
2019
2020
Number of 
women who 
received 
review
%
Number of 
men who 
received 
review
%
Number of 
women who 
received 
review
%
Number of 
men who 
received 
review
%
Officiers (Dirigenti)
 
-
1
20%
 
-
 
0%
Middle Managers (Quadri)
 
0%
3
25%
 
0%
 
0%
Employees (Impiegati)
2
8%
7
23%
3
14%
9
30%
Workers (Operai)
 
0%
35
15%
1
7%
35
16%
Total
2
5%
46
17%
4
11%
44
17%

39
04 - Social responsibility
4.2.	Training and talents development
The training provided to employees during 2020 is equal to 303 hours, of which 50% was provided to 
employees. Compared to 2019, the training hours decrease of 42%. The average hours of training per 
employee is equal to 1,01, decrease compared to 2019.
During 2020, Vetrerie Riunite did not provide any training courses related to human rights issues.
4.3.	Occupational health and safety
Vetrerie Riunite has adopted an occupational health and safety management system due both to legal 
requirements and on the basis of a defined risk management system. All the requirements are present in 
d.lgs 81/2008, d.lgs 231/2001 and SGSL Uni Inail September 2001. The management system has no cer-
tification, but it is audited annually by the supervisory body. There aren’t any worker, activity or workplace 
not covered from the system. The factory produces glass items for domestic appliances. There are workers 
and maintainers who operate in production departments, and employees in administration, commercial 
and technical departments. The Health and safety system cover all the production, maintenance and 
clerical activities. The work programs for the following year are presented at the end of the current year 
to the management and report the budgets, training programs and consultancy planned for the following 
year. The internal resources dedicated to health and safety are the RSPP, the delegated employer and the 
internal manager of the supervisory body (HSE Manager). Also the CEO, the general manager and union 
representatives are involved in decisions relating to improvement programs. There is an internal 
Training hours
2019
2020
Women
Men
Total
Women
Men
Total
Officiers (Dirigenti)
0
0
0
0
0
0
Middle Managers (Quadri)
0
0
0
23
78
101
Employees (Impiegati)
12
116
128
45
106
151
Workers (Operai)
0
391
391
0
51
51
Total training hours
12
507
519
68
235
303
Average training hours
2019
2020
Average hours of training per employee
1,62
1,01
Average hours of training 
per female employee
0,29
1,84
Average hours of training per male employee
1,82
0,89
Average hours of training per Officier 
-
-
Average hours of training per Middle manager
0,00
9,18
Average hours of training per Employee
2,29
2,90
Average hours of training per Worker
1,60
0,22

40
04 - Social responsibility
procedure for recording accidents, near misses, and reports by operators. The procedure includes the 
study and analysis of the event with the aim of introducing solutions that reduce its repeatability to a 
minimum. A large number of initiatives adopted, and improvement programs are active, such as a more 
detailed machine risk assessment than the current one to introduce any adjustments, or a packaging 
modification study to facilitate the packaging activity. 
 
The processes used to identify any hazards at work are mainly internal Audits, external Audits (by super-
visory body), specific advice activities. The Organization guarantees the quality of these process by 
Auditor’s certified skills, in compliance with current regulations. All non-conformities and opportunities 
for improvement are reported on specific reports which are the starting point for continuous improve-
ment. 
 
Employees can report any health and safety hazards through trade union representatives or directly to 
the health and safety department. Moreover, in case of danger to health and safety, employees can always 
contact their superior who will decide the ways and methods for evacuating the department. There are 
currently in force procedures and instructions for the safe evacuation of personnel.
A procedure (called 6.4/4-0/1) for analysing accidents at work, including root cause research, is currently 
in place. At the end of the analysis, this is discussed with the management to approve the proposed 
improvement solutions. 
 
To contribute to the identification and elimination of hazards and the minimization of risks a competent 
doctor has been appointed. He regularly carries out periodic and pre-employment visits to company 
employees. The medical examination service is provided during working hours at the company clinic.   
Employees can consult and actively participate in the development and implementation of the safety 
management system through the trade union representatives. Currently three people are appointed 
within the trade union representatives who perform the role of workers’ safety managers. They meet with 
the management twice a year (According to the law, 1 periodic meeting is sufficient) and their task is to 
report any critical issues relating to health and safety. They are also consulted to discuss improvement 
proposals. 
 
The company scrupulously adheres to the regulations in force relating to training on safety at work. Both 
the training required by law and specific internal training courses relating to new procedures, new ma-
chinery, etc. are carried out.
The General training refers to courses required by law in accordance with the agreement State-Regions, 
while others are Specific training. In particular the types of training named forklifts and PLE refer respec-
tively to a forklift qualification course and a mobile elevating platforms qualification course. PES PAV is a 
specific course for electrical risk and Responsible a training for responsible staff. Firefighting is a course 
Type of training
2019
2020
Hours
Participants
Hours
Participants
General training
1.008
63
160
10
Specific training, of which:
848
112
468
45
Forklifts
376
72
96
8
PLE
260
26
PEI (Persona Idonea: suitable person), 
PES (Persona Esperta: expert person),
PAV (Persona Avvisata: forewarned person)
48
3
Responsible
64
8
Firefighting
168
21
First aid
304
19
Total
1.856
175
628
55

41
04 - Social responsibility
for fire emergency personnel and First aid for first aid personnel useful in case of injury or illness of a 
colleague. Due to Covid-19 some courses scheduled for 2020 had to be postponed. 
 
The company offers the flu vaccine every year (except for 2020) for the entire company population who 
intend to use it. On the other hand, the company has no proposals for facilitation of non-work-related 
medical services. 
 
There are no written policies relating to safety and health in business relationships with customers and 
suppliers. However, many strategic production choices (for example the speed of the machines) are 
constrained by the non-worsening of the safety and health conditions of the workplaces. 
 
The organization has implemented an occupational health and safety management system based on 
recognized requirements and/or standards or guidelines; 100% of employees and workers who are not 
employees, but whose work and workplace is controlled by the organization, are covered by the health 
and safety management system.
All workers are informed by the trade union representatives regarding the health and safety improvements 
envisaged for their specific department and all the information reported was taken from internal official 
records used by the company for statistical purposes. 
 
Comparing 2019 and 2020, for employees the number of recordable workplace injuries decrease from 
13 to 12 with a number of hours worked respectively of 507.954 and 480.219. For this reason, the rate of 
recordable work-related injuries drops from 25,59 in 2019 to 24,99 in 2020. 
 
Extending the comparison to workers who are not employees, in 2019 there was an injury at work with 
serious consequences which did not occur in 2020. Moreover, the number of recordable work-related 
injuries from 9 in 2019 decrease to 4 in 2020 with an amount of worked hours respectively of 259.121 and 
196.435. Obviously in 2020 the rate of high-consequence work-related injuries is equal to zero and the 
rate of recordable work-related injuries has considerably decreased from 34,73 in 2019 to 20,36 in 2020.  
In general, the two most frequent types of injuries are tripping or slipping and light burns. 
 
The main risks about the efficient management and enhancement of people are:
•	
failure to revise the classification in relation to the duties actually carried out;
•	
recognition of disproportionate remuneration in relation to the duties actually car-
ried out.
The measures to mitigate the risks are the annual verification through the budget process; regarding the 
organisational model implemented by the Society, the main risk is the failure to apply the organizational 
model, but there is a constant supervision of that.
All risks relating to the glass manufacturing business were determined by the risk assessment and report-
ed in the risk assessment document. One of the risks that has generated the most serious consequences 
is the cut. The cut risk was initially determined by the risk assessment. As production changed, it was 
necessary to change the risk assessment and adopt new personal protective equipment to reduce the 
risk. Another risk that has caused rare but important consequences is the risk coming from production 
machines. Over the years, procedures have been adopted to reduce the risk of injury related to the use 
of production machines. VR is currently studying a glass control system that allows to eliminate the 
manual handling of loads.  
 
All workers are informed by the trade union representatives regarding the health and safety improvements 
envisaged for their specific department and all the information reported was taken from internal official 
records used by the company for statistical purposes.
With regards to work-related ill health for all employees and workers who are not employees, the number 
of fatalities of work-related ill health and the number of cases of recordable work-related ill health result 
equal to zero, both in 2019 and in 2020. 
 
The risks associated with occupational diseases were all determined by the risk assessment activity and

42
04 - Social responsibility
reported in the risk assessment document. The risks that have caused the most serious problems in the 
past concern the manual handling of loads on which we are currently studying a system to reduce this 
risk, the noise for which we have modified and improved the PPE in use and the microclimate for which 
we have this year a further technical improvement of the cooling system of the production departments.  
All workers are informed by the trade union representatives regarding the health and safety improvements 
envisaged for their specific department and all the information reported was taken from internal official 
records used by the company for statistical purposes. 
 
The objectives that Vetrerie Riunite sets for 2021 is to reduce workplace accidents by 8 accidents through 
improvement of the behavioral performances of the operators through the training of the supervisors, 
and also increase in technical factors to replace procedural factors.

43
04 - Social responsibility
4.3.1.	Health and safety in the 
workplace in relation to the 
COVID-19 emergency
The covid emergency was managed through the drafting of protocols shared with the trade unions which, 
depending on the gravity of the pandemic situation, provided for more or less stinging provisions in the 
following areas:
1.	 Information
a.	 Prior information to workers
b.	 Prior information to third parties
c.	 Information in the company
2.	 Method of entry into the company
a.	 Temperature control
b.	 Request for information
3.	 Management method of suppliers and contractors
a.	 Communication of the behavioral rules to follow
b.	 Access to reception / offices for the collection / delivery of documents
c.	 Access to toilets
d.	 Carrying out of loading and unloading operations
e.	 In-company tenders
4.	 Cleaning and sanitization in the company
5.	 Personal hygienic precautions
6.	 Personal protective equipment
a.	 Masks
b.	 Other protective devices
7.	 Management of common spaces
8.	 Business organization
9.	 Meetings, events and staff training
a.	 Meetings
b.	 Events
10.	Management of symptomatic workers in the company
11.	Health surveillance and competent doctor
12.	Updating of the protocol

44
04 - Social responsibility
4.4.	Relationship with the 
local community
GRI 413-1: Operations with local community engagement, impact assessments, and 
development programs
Vetrerie Riunite has launched two projects related to the environmental and health and safety aspects; 
in particular:
Environmental project 
 
the purpose of this project is to establish the gap that exists between the concept of “formal” environ-
mental respect intended as a set of authorizations and obligations required by current legislation and 
“substantial” environmental respect, that is the rules and behaviours that lead to an environmentally 
sustainable workplace.
Health and safety project 
 
the purpose of this project is to establish the gap that exists between the concept of “formal” security 
understood as a set of authorizations and obligations required by current legislation and “substantial” 
security or the rules and behaviours that lead to an environment safe working.

45
5.	 Product 
responsibility
 
Highlights
•	Constant monitoring of the 
needs and requirements of its 
customers
•	No incidents of non-
compliance with regulations 
and self-regulatory codes 
regarding the health and 
safety impacts of products

46
05 - Product responsibility
5.1.	Product quality and made in Italy
Vetrerie Riunite collaborates with a list of major customers, such as by way of example LG, Arcelik, Candy, 
Bosh, Whirlpool, Miele, Electrolux and others. They represent the historical clients of the Group; therefore, 
Vetrerie Riunite has a long-standing customer relationship. 
 
The relationship with customers is always managed directly with the respective customer purchasing 
offices, in general talking directly with the head offices but, where necessary, also with the national plants. 
In particular situations, local agents are also used because, thanks to their knowledge of the customer, 
mastery of the language and local customs, they can facilitate relationships.
To address a business continuity and risk management issue, customers source by a multitude of com-
petitors, able to meet the needs of the market. 
 
Between the principles of Vetrerie Riunite is the respect of the timetable of supplying, also when the 
question far exceeds the offer; the home glass business was sold in January 2021, in order to focus more 
on the porthole business. This has allowed Vetrerire Riunite to carry out a more pointed bargaining with 
the customers. 
 
The Vetrerie Riunite sales office is organized in:
•	
Custom relations (external relations) office which interfaces customers with the 
company, fixes sales prices, defines supply contracts, agrees on annual volumes 
and payment methods and in general on all generic issues relating to customer ser-
vice. This office consists of area managers or key accounts (two at this time)
•	
A order management office (order management) that manages the logistics relat-
ed to supplies and therefore:
—
— receives and manages orders by entering them into the IT system
—
— interface with production to define delivery times and volumes
—
— Coordinate shipments by interfacing with shippers 
—
— Manages external warehouses.  
 
This office is managed by a manager assisted by 4 assistants.
•	
Sales office collaborates directly with the company’s R&D in the part that sees the 
process of technically defining new products.
•	
Sales office is directly involved also in defining the quality standard with the cus-
tomers in direct contact with the quality department.
•	
Sales office also has the task of formulating business plans, annual sales budgets, 
market studies in order to provide the strategic direction of the company with the 
appropriate tools to plan investments, to organize the production and in general to 
predict the market trends. 
•	
Vetrerie Riunite has acted specific initiatives for its customers, namely:
•	
Our trade policy is not tied to particular countries or markets since almost all our 
customers are multinationals that have their own plants in different continents or 
areas.
•	
Commercially, as a supplier of components, we follow the trends that our custom-
ers indicate or ask us to follow. At the moment the initiatives that are being asked 
of us and that we are therefore following are:

47
05 - Product responsibility
—
— to study of components that meet the new safety regulations and withstand 
shocks up to 6.8 Joules;
—
— to supply components that are recyclable;
—
— to Supply components that meet the repairability criteria.
•	
Among the main concerns of our customers, especially in this phase of pandemic, 
is the sustainability and constancy of supplies. Part of our job is to provide informa-
tion on our internal situation and ensure that the organization is able to operate 
even in exceptional conditions and knows how to manage this type of risks. Some-
time also weekly meetings are scheduled only to report the situation.
•	
An important and strategic responsibility we have in progress is to be able to guar-
antee our customers sufficient production capacity and therefore supplies in this 
phase of strong market growth. 
 
During the reporting period, Vetrerie Riunite did not report any incidents of non-compliance with regu-
lations and self-regulatory codes regarding the health and safety impacts of products. 
 
Vetrerie Riunite has not had any incidents of non-compliance concerning marketing communications.
5.2.	Relevance of circular economy in 
terms of recycle and reuse of glass
Vetrerie Riunite has always taken care to the environment: 100% of the internal wasted glass is directly 
recycled in production. Vetrerie Riunite produce only high-quality Soda-lime glass comparable to boro-
silicate glass (i.e. Pyrex).  
 
While Borosilicate glass, is a special waste, soda-lime glass can be easily recycled in the bins for glass 
disposal and eventually be used for production of bottles.
5.3.	Customer satisfaction
Vetrerie Riunite has managed to develop a constant monitoring of the needs and requirements of its 
customers by working with them in a “just-in-time” perspective. Through co-design activities, the group 
is now able to proactively contribute to the product development phase. The projects are analysed in 
order to achieve maximum optimization, both from a functional and cost point of view. Being by the side 
of customers allows the organization to create highly complex and technological items. This has allowed 
the establishment of lasting and solid collaborations, based on the professionalism of the services offered 
to its partners. 
 
During the fiscal years 2019 and 2020, Vetrerie Riunite did not report any compliance incidents with 
regulations and voluntary codes resulting in a fine or a warning.

48
05 - Product responsibility
5.4.	Customer privacy and 
data protection
During the reporting period, Vetrerie Riunite did not received substantiated complaints concerning 
breaches of customer privacy from outside parties or regulatory bodies. Moreover, the company did not 
report any leak, theft or loss of customer data.

49
6.	 Environmental 
responsibility
Highlights
•	Objective: Reduction of water 
consumption
•	-1,23% consumption of energy 
•	Environmental policy

50
06 - Environmental responsibility
As stated in the Environmental Policy, Vetrerie Riunite is aware of the impacts that its own activity has on 
the environment and the resulting responsibilities. For this reason, it undertakes to manage production 
processes in a sustainable and responsible way, in compliance with the law, improving its performance 
and involving staff in specific training and awareness initiatives. These programs involve both company 
employees and the staff of external companies that operate in Vetrerie Riunite. To achieve these com-
mitments, the company has adopted an Environmental Management System which is an integral part of 
the integrated Quality, Safety and Environment System. This System proposes the continuous improve-
ment of environmental performance in a perspective that affects the entire life cycle of the products, 
through procedures and instructions for the control of activities associated with significant environmental 
aspects. In this context, the Environment Function plays the role of referent and coordinates all types of 
reporting on the management of environmental aspects. Company values ​​are therefore reflected in ac-
tions aimed at ensuring maximum respect for the environment and legality from an environmental point 
of view. The key element of Vetrerie Riunite’s activity is in fact regulatory compliance as, being “Glass 
manufacturing plant with a melting capacity of over 20 tons per day” is subject to the issue of Integrated 
Environmental Authorization (A.I.A.), as indicated by Legislative Decree 152/06. Vetrerie Riunite is required 
to comply, as part of the A.I.A., with a Monitoring and Control Plan that precisely defines the parameters, 
methods of analysis and sampling points of the most significant environmental aspects. In compliance 
with the values ​​that have always distinguish the company, Vetrerie Riunite favors solutions and innovations 
that involve reductions in consumption energy and water, as well as in harmful emissions. In process 
innovation, great attention is paid to production optimization and mitigation of the environmental impacts 
of production. This commitment has led the company over the years to adopt some measures aimed at 
reducing the main impacts:
•	
the installation of energy-saving ovens, which guarantee a direct reduction in meth-
ane and electricity consumption and indirectly a reduction in CO2 emissions;
•	
the installation of special systems for water recycling;
•	
the recycling of all glass waste from production;
•	
forming machines equipped with electronic movement mechanisms, more precise 
and with lower consumption than mechanical ones.

51
06 - Environmental responsibility
The objectives that the Society sets itself for the next years for the theme of Environment are the 
following:
6.1.	Policies adopted for packaging
A study is in the final phase for the realization of the rationalization of the box models (from about 30 
current models to 3 or 4 for the new boxes). The project makes it possible to centralize the box forming 
process and distribute them with a future automatic supply line to the production lines. 
 
 
The project will take place in 2022 an will reduce packaging. In particular, it will be possible to obtain 
substantial reductions in both pallets and cardboard boxes. Furthermore, the estimates also provide in-
teresting reductions in the number of shipments due to the greater compaction of loads.
Objectives
Results expected
Methods and resources used 
for achieving the objectives
Timeline for achieving objectives
Reduction of energy 
consumption for the melting 
of 1 Kg of glass for F4
1200Kcal/Kg glass
F4 makeover with energy 
saving objective
Dec-2020
Enhancement of water 
use in closed circuit
Reduction of water consumption
Installation of a new 
evaporative tower
Completion also inside 
the LED lighting plant
Electricity saving
Installation of LED lighting 
fixtures in departments 
and offices
Reduction of diffuse 
dust emissions
Containment of diffuse 
dust emissions
Installation of new systems 
for dust collection
Study and design of reducing 
electricity consumption from the 
grid by installing solar panels
reduction of electricity 
consumption
Photovoltaic panels installation
Dec-2021
grid by installing solar panels
Realization of photovoltaic 
panels installation
3 GWh/anno
Photovoltaic panels installation
Dec-2022
Realization of packaging 
rationalization project
Reduction packaging del 10%
New packaging and 
distribution system
Dec-2022

52
06 - Environmental responsibility
6.2.	Raw materials
The control and selection of raw materials are crucial actions to ensure the high quality of the Vetrerie 
Riunite products. Glass is one of the oldest known materials: it comes from amorphous powders present 
in nature (quartz sand) and comes to life thanks to fire; for this reason, all components must be carefully 
selected and properly mixed. For the production of its products, Vetrerie Riunite starts from the use of 
natural and synthetic materials that they include:
•	
Raw materials, at the base of the composition of the batch;
•	
Semi-finished products for the creation of product molds, consisting of steel, cast 
iron and graphite;
•	
Packaging material, consisting of cardboard packaging.
Most of these materials, elements necessary for the production of glass products, are typically defined 
as “non-renewable”, such as materials that do not regenerate in a short period of time. Given the com-
pany’s commitment to reduce its environmental impacts, 
important attention is paid to the management of scraps 
and their reuse within the production process. In compli-
ance with the quality standards required from the point of 
view of transparency and brightness only white scrap is 
returned to the melting furnaces. In 2019 and 2020, the 
percentage of white cullet out of the total glass produced 
was 34%. 100% of our white cullet is reused within our 
production process. The total weight of material that is 
used to produce and package the organization’s primary 
products and services, divided by non-renewable materials and renewable materials is reported below:
100%
materials for packaging renewable
Total materials used to carry out the services offered
2019
2020
Raw material (tons)
Non-renewable material
70.270
74.862
Renewable material
36.029
35.136
Materials needed in the production process (tons)
Non-renewable material
100
86
Materials needed in the production process (litres)
Non-renewable material
700
638
Packaging materials (tons)
Non-renewable material
4.404
3.172

53
06 - Environmental responsibility
6.3.	Use and management 
of water resources
For the use and management of water resources, the withdrawal is mainly related to industrial activities 
and, to a lesser extent, to a series of support actions, such as the canteen and civil utilities. The water 
taken from the aqueduct is used exclusively for civil uses, while the well water is used for industrial pur-
poses including cooling the glass and machinery more thermally stressed and for washing moulds and 
mechanical parts. Where it is possible, closed cooling circuits are used where the water is cooled by 
evaporative towers. Vetrerie Riunite has been in possession of an Integrated Environmental Authorization 
(AIA) since 2012 and in this context the water together with the air, earth and noise is subject to a plan 
of periodic checks carried out by the VR itself, by the bodies delegated to control (ARPAV , Province of 
VR, Municipality of Colognola ai Colli) and from the audits of the customers themselves. Since 2019, the 
company has also joined the CDP (Carbon Disclosure Project), an independent body that offers companies 
and countries a system to measure, manage and share information on climate change and water safety. 
Vetrerie Riunite’s risk assessment covers our direct operations in the facility. It does not contain a specific 
assessment of the water risk of the supply chain. Water risks are assessed with reference to various risk 
factors that can create substantial changes in our business are the following:
•	
floods / natural disasters with consequent damage to production plants;
•	
lack of water availability with consequent impossibility to continue the productive 
activity.
The above risks have a direct impact on the ability to produce glass. The impact of the above risks can 
cause material changes in the business, operations and revenues of the company. The impact is directly 
proportional to the days of production stop (each day is equivalent to a reduction in revenues of 0.3%). 
Other regulatory risks are considered negligible as they should not cause material change in our business. 
In 2019 the water investments concerned the installation of a new transfer system (20.000€ cost, equal 
to 0.1% of CAPEX), while in 2020 a new water-cooling tower was installed, resulting in a cost of 50.000€, 
equal to 0, CAPEX 5%. As for OPEX, the maintenance costs are too low compared to the total maintenance 
costs for both years. In 2019, the index value was 6,46. A new transfer system, installed at the end of the 
year, and a new water-cooling tower, installed in 2020, would guarantee a reduction below the value 6, 
reaching the target. The water discharges have as their sole destination the public Sewerage managed 
by the AcqueVeronesi company. There are 4 discharges:
•	
n. 2 discharges of water similar to domestic (bathrooms, changing rooms, showers, 
etc.)
•	
1 discharge of treated water in a chemical-physical purification plant suitable for 
the treatment of water from galvanic
•	
1 discharge of rainwater and industrial cooling water.
As a result of their use in cooling operations, the wastewater deriving from production activities contains 
traces of lubricating oils so that there are de-oiling and sediment separator systems. The discharges of 
the water coming from the purifier and those coming from the cooling water are subjected to periodic 
analyses provided for the AIA self-control protocols and by controls by external bodies. The standards 
are defined in the AIA control protocol.

54
06 - Environmental responsibility
Water resources 
 
 
Water is an indispensable natural resource in the glass production process, used mainly for the cooling 
of products and plants. To limit withdrawals, we favor closed industrial circuits and, when this is not 
possible, the waters come carefully treated before being reintroduced into the environment. Vetrerie 
Riunite is committed to a sustainable and compatible use of water, resorting as much as possible to re-
cycling and recovery actions and the use of adequate wastewater treatment and disposal systems. In 
addition, with a view to prevention, the company carries out frequent monitoring of its own at established 
intervals water discharges.
Water drains 
 
Water discharges have a single destination: discharges into the Municipal Public Sewer. Following their 
use in cooling operations, the wastewater deriving from production activities contains traces of lubricat-
ing oils, these waste waters are previously treated by a chemical-physical purification plant followed by 
a passage on sand filters.
Water withdrawals 
 
Water withdrawal is mainly connected to industrial activities and, to a lesser extent, to a series of support 
actions, such as the canteen and civil utilities. The water withdrawn from the aqueduct is used exclusively 
for civilian uses, while the water from wells is used for industrial purposes including the cooling of glass 
and machinery more thermally stressed and for washing molds and mechanical parts. Vetrerie Riunite, 
as far as possible, uses water recovery systems and closed-circuit systems that allow to reduce the amount 
of water withdrawn from the wells. 
 
In 2020, the water consumption of the organization is 634 megaliters, 8,8% more than in 2019; further-
more, Vetrerie Riunite hasn’t any water-stressed areas.
6.4.	Energy efficiency
Glass manufacturing is by its very nature an energy-intensive process, mainly due to the very high tem-
peratures with which the vitrifiable mixture is melted inside the ovens constantly in operation, to the 
production of compressed air and to the annealing and tempering operations. For this reason, over the 
years, all possible efforts have been made to introduce it of technologically advanced industrial plants 
and the optimization of the management of existing plants in order to reduce their energy consumption. 
Pursuant to Law 10/91, Vetrerie Riunite has appointed the Energy Manager, who guarantees maximum 
attention to the topic through the management of a precise series of actions such as analysis, monitoring 
and optimization of energy consumption. Also, in 2019, it was carried out the energy audit, with the aim 
of analyzing the main sources of energy consumption and identifying potential actions to improve their 
use. The main sources used are natural gas and electricity. The company also uses diesel (for forklifts and 
company cars) and acetylene (for the lubrication of the preparatory molds). In 2019 the refurbishment of 
Oven 4 was carried out by replacing the old furnace of the Unit Melter type with an End Port oven with 
an increase in the max extracted from 100 tons / g to 175 tons / g with a substantial reduction of the 
Water consumption (in megaliters):
2019
2020
All areas
All areas
Change in megalitre water storage if water storage is found to have a 
significant impact in correlation with the use of water resource
583
634

55
06 - Environmental responsibility
calories necessary for the production of 1 Kg of glass passing from 1.500 Kcal / Kg glass to 1.200 Kcal / 
Kg glass of the order of 20%. 
 
The main energy consumptions for Vetrerie Riunite are reported. It is important to notice that the company 
does not self-produce electric energy, although the board is evaluating the possibility to develop such 
solutions. Data in the following tables are gathered by invoices and measurement reports.
In 2020, the consumption of bought energy from non-renewable sources is equal to 223.156 gigajoule, 
1,2% more than in 2019. 
 
In 2020, the total consumption of natural gas from non-renewable sources is equal to 23.123.574 smc, 
while the total fuel consumption from non-renewable sources is equal to 161.550 litres; in 2020, in total 
832.220 gigajoule were consumed, 1,2% less than in 2019.
Consumption of 
bought energy 
2019  
(kwh)
2020  
(kwh)
2019  
(GJoule)
2020  
(GJoule)
Electric energy 
bought from Non-
renewable sources
61.275.557
61.987.659
220.592
223.156
Total energy bought 
and consumed
61.275.557
61.987.659
220.592
223.156
Fuel consumption from
non-renewable resources
Consumption
of bought energy
 200.000
400.000
600.000
800.000
1.000.000
842.603
220.592
223.156
832.220
2019
2020
2019
2020
CONSUMPTION IN GJ - 2020
Fuel consumption within the organization 
from non-renewable sources
Use
2019
2020
2019   
(GJoule)
2020  
(GJoule)
Natural Gas (smc)
heating
23.374.394
23.123.574
836.990
828.009
GPL (litres)
productive 
process
174.440
137.350
4.241
3.339
Diesel (litres)
productive 
process
11.000
3.200
400
116
Diesel (litres)
company 
vehicles
27.000
21.000
972
756
Total Non- Renewable Sources (smc)
23.374.394
23.123.574
836.990
828.009
Total Non- Renewable Sources (litres)
212.440
161.550
5.613
4.211
Total GJ
-
-
842.603
832.220

56
06 - Environmental responsibility
The main actions related to savings during the reporting periods mainly refer to electricity and methane. 
The basis for calculating the reductions in energy consumption is made by referring to the calendar years 
2019 e 2020. 
•	
Refurbishment of Oven 4 by replacing the old Unit Melter type oven with an End 
Port type oven with an increase in the max extracted from 100 ton/day to 175 ton/
day. In the same way as what was achieved in 2017 on the Oven 2, the investment 
was also made with a view to energy saving: on the F2 in 2017 a saving of 22% was 
certified in the year 2018 on 2016 (52.459 Gjoules) while on the F4 it is necessary 
to compare the year 2018 with 2020 which in the Covid period is not very signifi-
cant (provides a -13% equal to -26.618 Gjoule) (F.Y. 2019);
•	
Replacement of all external lighting with LED lamps. The amount of energy saved 
per year is around 43.000 Kwh/year corresponding to 155 Gjoules) (F.Y. 2019).
•	
Energy saving diagnostic analysis of the compressed air production room but with-
out significant results other than the fact of having the confirmation of energy op-
timization achieved. A new analysis has been scheduled for next year (F.Y. 2020).
•	
It was carried out a study for the installation on the roofs of photovoltaic panels for 
self-production of electricity (F.Y. 2020).

57
06 - Environmental responsibility
6.5.	Emissions reduction
A significant environmental issue for the glass industry concerns emissions into the atmosphere since 
the production of glass requires the use of melting furnaces and other combustion processes, which 
generate greenhouse gas emissions (GHG) and polluting emissions into the atmosphere. Since 2019, the 
company has also joined the CDP (Carbon Disclosure Project), an independent body that offers companies 
and countries a system to measure, manage and share information on change climatic. Reporting infor-
mation to the CDP is a way for Vetrerie Riunite, not to stop at legislative regulations, but to take a further 
step: identify and address their own risks environmental and find new opportunities for action for the 
management and improvement of these, too for example, always looking for the best technological 
solutions available. The GHG emissions for Vetrerie Riunite during the years 2019-2020 are reported 
below:
Vetrerie Riunite bought the air conditioning systems in the company’s production site in a different way, 
and then led to the reduction of CO2 emissions in the two-year period considered 98.5%2.
EMISSIONS  
SCOPE 1 - 2019
Total GHG emissions  
(Ton CO2 eq)
Natural Gas
Heating
47.278
Diesel
Productive process
30
LPG
Productive process
271
Diesel
Company vehicles
73
TOTAL
47.653
EMISSIONS  
SCOPE 1 - 20201
Total GHG emissions  
(Ton CO2 eq)
Natural Gas
Heating
46.771
Diesel
Productive process
9
LPG
Productive process
214
Diesel
Company vehicles
56
TOTAL
47.050
EMISSIONS  
SCOPE 2 - 2019
Total GJ
Total GHG emissions  
(Ton CO2 eq) - LB
Total GHG emissions  
(Ton CO2 eq) - MB
Electricity
Non-renewable
220.592
58,6
57,5
EMISSIONS  
SCOPE 2 - 20203
Total GJ
Total GHG emissions  
(Ton CO2 eq) - LB
Total GHG emissions  
(Ton CO2 eq) - MB
Electricity
Non-renewable
223.156
59,3
58,1
1	
DEFRA 2020 emissions factors’ have been used.  
2	
F-GAS is considered R407C. DEFRA 2020 factor emissions.  
3	
TERNA 2020 emissions fcators’ have been used.

58
06 - Environmental responsibility
6.6.	Waste management
The company is committed to minimizing the production of waste and investing to find new methods to 
increase their recovery. For this reason, the volume of waste produced is precisely monitored in compli-
ance with regulatory obligations and related storage requirements.
Disposal Methods - 2019
Weight of hazardous 
waste (tons)
Weight of non-hazardous 
waste (tons)
Total
% total
Recycling
9,65
338,51
348,16
32%
Recovery, including 
energy recovery
2,62
555,16
557,78
52%
Landfill
89,99
82,36
172,35
16%
TOTAL
102,26
976,03
1.078,29
100%
Disposal Methods - 2020
Weight of hazardous 
waste (tons)
Weight of non-hazardous 
waste (tons)
Total
% total
Recycling
6,90
277,33
284,23
28%
Recovery, including 
energy recovery
6,30
438,34
444,64
43%
Landfill
174,07
122,15
296,22
29%
TOTAL
187,27
837,82
1.025,09
100%
Scope 1
47.050 ton CO2
Scope 2 - Local based
59.3 ton CO2
Scope 3 - Market based
58.1 ton CO2
Emissions
Landfill
29%
Recycling
28%
Recovery
43%
DISPOSAL METHOD

59
06 - Environmental responsibility
Types of waste
2019
2020
Weight of hazardous 
waste (tons)
Weight of non-hazardous 
waste (tons)
Weight of hazardous 
waste (tons)
Weight of non-hazardous 
waste (tons)
Plastics
15,08
14,64
Carton packaging
146,73
156,71
Metal
3,46
5,86
Batteries
0,29
Light bulbs
0,50
Used oil
3,44
6,36
Contaminated fabrics 
and containers
13,35
13,64
Oil filters
0,91
Contaminated packaging
0,40
0,43
Wood
127,25
100
Other
83,87
683,51
166,00
561,00   
TOTAL
102,26
976,03
186,93
838,21  
From 2019 to 2020, considering the total amount of waste produced, occurred a reduction of 53,2 tons. 
Although the weight of hazardous waste increased, the weight of non-hazardous waste has decreased 
so much that the reduction of the total waste production was possible. One type of hazardous waste that 
contributed with 13,6 tons to the growth of the hazardous waste weight are the Contaminated fabrics 
and containers. Another weighty type of waste is Used oil; however the most impactful category remains 
Other.
The disposal of the waste is defined by the organization, the contractor in charge, the transporter with 
direct confirmation of the disposal by the contractor in charge.
The waste produced essentially derives from the production process. With the aim of reducing the amount 
of waste, the company is committed to reusing “white” waste glass and reintroducing it into the produc-
tion cycle as a raw material. The company is also registered with CO.NA.I - National Packaging 
Consortium.
Waste management is regulated by specific procedures with the aim of:
•	
define the guidelines for the subdivision, classification, temporary storage and dis-
posal of waste in compliance with the laws, regulations and regulations in force;
•	
identify those responsible for the various stages of waste disposal (from produc-
tion to final storage), including in the tasks the information to the authorities re-
quired by current legislation;
•	
specify the procedures for managing the documentation.

60
06 - Environmental responsibility
The company does not own any proprietary sites that fall within protected areas or high biodiversity 
value.
On 2020 an assessment report was issued by the sewer manager for exceeding the “sulphites” parameter 
in the wastewater emitted by the chemical-physical chromium abatement plant coming from an internal 
galvanic plant company. A technical brief was sent to highlight the activities implemented to control the 
“sulphites” parameter.

62
GRI Standard
Indicator 
number
Indicator title
N. page
Notes
GRI 102- General disclosures
102-1
Name of the organization
5
102-2
Activities, brands, products, and services
13 — 15
102-3
Location of headquarters
14
102-4
Location of operations
14
102-5
Ownership and legal form
13
102-6
Markets served
15
102-7
Scale of the organization
15; 36
102-8
Information on employees and other workers
36
102-9
Supply chain
31 — 32
102-10
Significant changes to the organization 
and its supply chain
32
102-12
External initiatives
20
102-13
Membership of associations
13
102-14
Statement from senior decision-maker
5
102-15
Key impacts, risks, and opportunities
26
102-16
Values, principles, standards, and norms of behaviour
10
102-18
Governance structure
22
102-40
List of stakeholder groups
16
102-41
Collective bargaining agreements
32
102-42
Identifying and selecting stakeholders
16
102-43
Approach to stakeholder engagement
16 — 17
102-44
Key topics and concerns raised
16 — 17
102-45
Entities included in the consolidated 
financial statements
8
102-46
Defining report content and topic Boundaries
8
102-47
List of material topics
18
102-48
Restatements of information
8
102-49
Changes in reporting
8
102-50
Reporting period
8
102-51
Date of most recent report
8
102-52
Reporting cycle
8
102-53
Contact point for questions regarding the report
8
102-54
Claims of reporting in accordance 
with the GRI Standards
8
102-55
GRI content index
62 — 64
GRI 103 – Management 
approach
103-1
Explanation of the material topic and its Boundary
16; 22 — 23; 28 — 
31; 39; 43 — 44; 46 — 
48; 51 — 54; 57 — 58
103-2
The management approach and its components
16; 22 — 23; 28 — 
31; 39; 43 — 44; 46 — 
48; 51 — 54; 57 — 58
103-3
Evaluation of the management approach
16; 22 — 23; 28 — 
31; 39; 43 — 44; 46 — 
48; 51 — 54; 57 — 58
GRI Content Index

63
GRI Standard
Indicator 
number
Indicator title
N. page
Notes
GRI 201 – Economic 
performance
201-1
Direct economic value generated and distributed
26 — 27
201-2
Financial implications and other risks and 
opportunities due to climate change
27 — 28
201-4
Financial assistance received from government
27
GRI 202 – Market presence
202-2
Proportion of senior management 
hired from the local community
36
GRI 204 – Procurement 
Practices
204-1
Proportion of spending on local suppliers
32
GRI 205 – Anti-corruption
205-2
Communication and training about anti-
corruption policies and procedures
23
205-3
Confirmed incidents of corruption and actions taken
23
GRI 206 – Anti-
competitive behaviour
206-1
Legal actions for anti-competitive behavior, 
anti-trust, and monopoly practices
22
GRI 301 - Materials
301-1
Materials used by weight or volume
52
GRI 302 - Energy
302-1
Energy consumption within the organization
55
302-4
Reduction of energy consumption
55
GRI 303 – Water and 
effluents 2018
303-1
Interactions with water as a shared resource
53 — 54
303-2
Management of water discharge-related impacts
53 — 54
303-5
Water consumption
54
GRI 305 - Emissions
305-1
Direct (Scope 1) GHG emissions
57
305-2
Energy indirect (Scope 2) GHG emissions
57
GRI 306 - Waste
306-2
Management of significant waste-related impacts
59 — 60
GRI 307 – Environmental 
compliance
307-1
Non-compliance with environmental 
laws and regulations
60
GRI 308 – Supplier 
environmental assessment
308-1
New suppliers that were screened 
using environmental criteria
32
GRI 401 – Employment
401-1
New employee hires and employee turnover
37
401-2
Benefits provided to full-time employees that are 
not provided to temporary or part-time employees
38
401-3
Parental leave
38
GRI 402 – labour 
management relations
402-1
Minimum notice periods regarding 
operational changes
1 month
GRI 403 – Occupational 
health and safety
403-1
Occupational health and safety management system
39 — 41
403-2
Hazard identification, risk assessment, 
and incident investigation
41 — 42
403-3
Occupational health services
39 — 41
403-4
Worker participation, consultation, and 
communication on occupational health and safety
39 — 40
403-5
Worker training on occupational health and safety
40
403-6
Promotion of worker health
39 — 40
403-7
Prevention and mitigation of occupational 
health and safety impacts directly 
linked by business relationships
40 — 41
403-8
Workers covered by an occupational health 
and safety management system
41
403-9
Work-related injuries
41
403-10
Work-related ill health
41

64
GRI Standard
Indicator 
number
Indicator title
N. page
Notes
GRI 404 – Training 
and education
404-1
Average hours of training per year per employee
39
404-3
Percentage of employees receiving regular 
performance and career development reviews
38
GRI 405 – Diversity and 
equal opportunities
405-1
Diversity of governance bodies and employees
22; 36 — 37
GRI 406 - Non discrimination
406-1
Incidents of discrimination and 
corrective actions taken
38
GRI 407 - Freedom 
of association and 
collective bargaining
407-1
Operations and suppliers in which the 
right to freedom of association and 
collective bargaining may be at risk
32
GRI 408 – Child labour
408-1
Operations and suppliers at significant 
risk for incidents of child labor
32
GRI 409 - Forced or 
compulsory labor
409-1
Operations and suppliers at significant risk for 
incidents of forced or compulsory labor
32
GRI 412 – Human 
rights assessment
412-2
Employee training on human rights 
policies or procedures
39
GRI 413 – Local communities
413-1
Operations with local community engagement, 
impact assessments, and development programs
44
413-2
Operations with significant actual and potential 
negative impacts on local communities
44
GRI 414 – Supplier 
social assessment
414-1
New suppliers that were screened 
using social criteria
32
GRI 415 – Public policy
415-1
Political contributions
26
GRI 416 – Customer 
health and safety
416-2
Incidents of non-compliance concerning the health 
and safety impacts of products and services
47
GRI 417 – Marketing 
and labelling
417-3
Incidents of non-compliance concerning 
marketing communications
47
GRI 418 – Customer privacy
418-1
Substantiated complaints concerning breaches of 
customer privacy and losses of customer data
48
GRI 419 – Socioeconomic 
compliance
419-1
Non-compliance with laws and regulations 
in the social and economic area
26

Vetrerie Riunite S.p.A. 
 
 
Via Calcinese, 60 
 
37030 Colognola ai Colli (VR) – Italia 
 
T +39 045 6137111 
 
F +39 045 6137129 
 
- 
 
vetrerieriunite.it  
 
info@vetrerieriunite.it

vetrerieriunite.it