Sustainability		
report 2022
2022
ZIGNAGO VETRO
CONSOLIDATED NON-FINANCIAL 
STATEMENT PURSUANT TO LEGISLATIVE 
DECREE NO. 254/2016

Glass meets 
nature
1.0 
Letter to the Stakeholders_________________ 	4
2.0 
Methodological note and reporting scope___ 	6
3.0 
Zignago Vetro: history, mission,
and business ___________________________ 	10
4.0 
ESG Highlights__________________________	32
5.0 
The Zignago Vetro Group's ESG Strategy ____ 38
6.0 
The environment_ _______________________	58
7.0 
Social topics____________________________	132
8.0 
Zignago Vetro Group governance _________	180
9.0 
GRI Index______________________________	228
10.0 
Notes_ ________________________________	236
ZIGNAGO VETRO |  Sustainability report 2022
﻿
3

1.0 
Letter to the 
stakeholders 
The United Nations decided to dedicate 
the year 2022 to glass, a material with 
a rich history spanning thousands of 
years, unique properties, and a truly vast 
variety of applications. 
Despite challenging circumstances, glass experienced a surge 
in demand and appreciation from users in 2022, proving itself 
to be a greatly sustainable commodity. Even through difficult 
times, it has been rewarded by consumer choices, a testament 
to its unique character and extraordinary qualities in terms of 
health, safety, and recyclability. Glass is an infinite resource 
with ancient roots that is becoming increasingly popular.
Against this backdrop, the Zignago Vetro Group has 
successfully pursued economic and sustainable growth, despite 
the complex general economic and geopolitical conditions. 
We have faced soaring production factor costs, particularly 
in energy, raw materials, packaging, transportation, and other 
areas. Additionally, we witnessed a conflict erupt in the heart 
of Europe. 
However, this year we also left behind the pandemic and its 
restrictions, resuming the pleasure of social relationships and 
everyday life. 
We experienced a year of 
hard and constructive work 
on the sustainability front, 
one that saw us pursue our 
pre-stated objectives with 
both determination and 
perseverance, while also 
adding challenging new goals 
and important milestones to the 
mix. 
The percentage of our production made from post-consumer 
recycled glass (PCR) increased yet again, surpassing 
our targets and reaching 53.4%. Glass is the undisputed 
frontrunner in terms of recyclability as it can be fully recycled 
indefinitely without compromising the quality of the resulting 
container. No other material comes close to competing with 
the intrinsic properties of glass. We have therefore set ourselves 
even more challenging recycling goals, despite the glass cutlet 
collection and processing market being highly competitive and 
speculative. Julia Vitrum S.p.A., our new company and the third 
Group initiative in the glass recycling sector, has grown steadily 
and is now a point of reference in the circular economy and 
local reuse field in North-East Italy. 
Meanwhile, Zignago Vetro has installed a new furnace at its 
Fossalta di Portogruaro facility, guaranteeing significantly 
improved sustainability and energy efficiency. This allows the 
Group to produce fewer emissions and make significant energy 
savings while producing an identical product. 
The amount of energy consumed to produce a tonne of glass 
decreased by -2.4% compared to the previous year, and the 
Group intends to decrease this figure by an additional -13% by 
2030. The share of electricity from renewable sources remained 
high at nearly 45% of the total, which is impressive considering 
the extremely challenging energy market context. We also made 
great progress in terms of water consumption in 2022: further 
investments and increasingly prudent industrial management 
allowed us to reduce our water consumption per tonne of 
molten glass by more than -36%, and we have confirmed some 
very ambitious strategic targets. The energy market, specifically 
the gas market, experienced severe tensions, threatening 
production disruptions due to supply interruptions. Despite these 
challenges, Zignago Vetro responded with its characteristic 
flexibility, redirecting energy sources to guarantee operational 
continuity. However, the ongoing situation did hinder our target 
of reducing CO₂ emissions per tonne of molten glass, which 
nevertheless remains a crucial long-term goal for the Group.
We have undertaken several initiatives to support worthy 
environmental, social, and cultural causes. Some of these 
include contributions to reforestation initiatives, seabed clean-
up activities, sustainable winemaking (Gambero Rosso award), 
and the provision of aid to local institutions supporting people 
and families in need, and to health care facilities. Finally, we 
supported several cultural initiatives. The Group continued its 
“Zignago Vetro e l’Arte” project in 2022, which supports artists 
and the arts, including glass art. This involved sponsoring the 
Mazzotti Gambrinus literary prize.
We made a concerted effort to 
improve our working conditions 
and to provide a safe and healthy 
place to work for our employees. 
We also devoted more time and 
attention to employee training 
and the prevention of work-
related injuries.
To complement the above, we enlisted the help of external 
professionals to assess our progress towards the United Nations 
Sustainable Development Goals (SDGs). This enabled us to 
paint a clear picture of our progress towards these goals and 
the extent to which we have already accomplished them. This is 
an important activity that the Group wishes to continue, using the 
appropriate methodology to monitor its degree of consistency 
with the United Nations’ SDGs over time.
In 2022, we successfully operated without any reports of 
violations in key areas such as human rights, environmental 
protection, finance and taxation, and the proper management 
of market relations. 
In addition, the Board of Directors and the Company, specifically 
through its ESG Committee, have consistently strived to build a 
fully sustainable management model that promotes a respect 
for human rights and transparent governance. As a result, 
Zignago Vetro's sustainability achievements were recognised 
by the entities responsible for assigning sustainability ratings, as 
demonstrated by largely positive feedback in 2022. New ratings 
were awarded and existing ones upgraded, thus positioning 
the Group as a leader in sustainability. Furthermore, Zignago 
Vetro was included in the first group of sustainable companies 
to be listed on the Italian Stock Exchange. This achievement is 
a testament to the virtue of our actions and the commitment we 
have shown towards sustainability.   
Alongside all this, we are pleased with the economic and financial 
results we have achieved, in addition to the value generated 
by the Group for the benefit of all stakeholders, with whom we 
have managed to maintain a healthy relationship, despite the 
challenges we have faced. Moreover, we have made every 
possible effort to fulfil our customers’ needs, despite significant 
market tensions and strong demand for containers. 
We are very proud of the professionalism and reliability for which 
the Group is well known. The results and improvements we were 
able to achieve in 2022 are owed to our extraordinary, united, 
motivated, and expert team. For this, we would like to extend a 
big thank you to each and every one of you.
To conclude, for all those who 
regard the Group as a source 
of value and opportunity in 
making use of their savings and 
capital, we believe we continue 
to represent a trusted partner. 
All of this makes us very proud and gives us a reason to believe 
that the Group is adequately pursuing ethical growth, capable of 
combining passion, care and attention to business management 
with the requests of its partners, in full awareness that its growth and 
results are based precisely on this. 
Notwithstanding the progress we have made and the results 
we have achieved, there remains much to be done, and we are 
committed to persevering and making improvements every day to 
construct a sustainable, ever-changing future for the Zignago Vetro 
Group.
Roberto Cardini
CHIEF EXECUTIVE OFFICER
ZIGNAGO VETRO |  Sustainability report 2022
1.0 Letter to the stakeholders 
5

2.0 
Methodological 
note and reporting 
scope
This document is the Group's fourth 
Sustainability Report (hereinafter also 
“Report”) and is the sixth consolidated 
non-financial statement to be published 
annually. 
C
D
A
A
B
Zignago Vetro Brosse S.A.S.
VIEUX ROUEN SUR BRESLE, FRANCE
Zignago Vetro Polska S.A.
PILAWA, POLAND 
Vetro Revet S.r.l.
EMPOLI, ITALY 
Zignago Vetro S.p.A.
FOSSALTA DI PORTOGRUARO, ITALY 
Zignago Vetro S.p.A.
EMPOLI, ITALY 
Zignago Vetro S.p.A. is part of an industrial group, which is 
headed by Zignago Holding, a company in which the glass 
business merges with other businesses, in particular the wine 
business and production of electricity from renewable sources.
The scope of this Report extends to all the Group's companies 
that fall under the consolidated financial statements prepared in 
compliance with the IFRS 11.
Specifically, it includes (consolidated line-by-line):
The following companies have not, however, been included, 
despite being consolidated on a line-by-line basis:
	- Zignago Glass USA Inc., which operates in Central 
and North America and has been deemed irrelevant 
for the purposes set out in this document;
	- Italian Glass Moulds, which operates in Italy and 
manufactures moulds for hollow glass containers. It 
was acquired by the Group in October 2022 and its 
non-financial KPIs for the subsequent portion of 2022 
are not considered significant. 
The companies Vetri Speciali S.p.A., Vetreco S.r.l., and Julia 
Vitrum S.p.A. are also consolidated at equity. 
Hereinafter, the above-mentioned Group, headed by the 
Parent Company Zignago Vetro S.p.A. is also simply referred 
to as the “Group”, or “Zignago Vetro”.
Zignago Vetro S.p.A. 
the parent company
FOSSALTA DI PORTOGRUARO, ITALY
EMPOLI, ITALY
Zignago Vetro Brosse S.A.S.
VIEUX ROUEN SUR BRESLE, FRANCE
Zignago Vetro Polska S.A.
PILAWA, POLAND
Vetro Revet S.r.l.
EMPOLI, ITALY
C
D
A
B
ZIGNAGO VETRO |  Sustainability report 2022
2.0 Methodological note and reporting scope
7

1979
Portogruaro Facility: 
F&B + C&P
1987
Acquisition of the Empoli 
facility: F&B
1994
Acquisition of facilities for 
the production of special 
containers
1995
then merged into Vetri Speciali
2002
Acquisition of Zignago Vetro 
Brosse in France: luxury 
perfumery
2004
Restructuring of the “specialty 
glass” sector
2007
Listing on the Italian Stock 
Exchange
2011
Acquisition of Zignago Vetro 
Polska in Poland: C&P + F&B
2013
Vetreco: cullet recycling
2015
Zignago Glass USA Inc.
2017
Vetro Revet: cullet recycling	
2019
Julia Vitrum: cullet recycling
2022
Italian Glass Moulds: 
production and regeneration 
of moulds 
for hollow glass containers
Flexibility
and production
efficiency 
Customer
service
Product
and process
innovation
The annual reporting period runs from January 1, 2022 to December 31, 
2022. 
Zignago Vetro S.p.A. prepared this Sustainability Report in accordance 
with the GRI Standards for the period from January 1, 2022 to December 
31, 2022.
The reporting company is Zignago Vetro S.p.A., with registered office at Via 
Ita Marzotto 8 in Fossalta di Portogruaro (Venice). Zignago Vetro S.p.A. is 
a private joint-stock company listed on the Euronext STAR Milan market. 
The executive responsible for drafting this report is Roberto Celot, Chief 
Financial Officer of the Zignago Vetro S.p.A. Group.
As recommended by GRI 1 (2021), the 2022 Sustainability Report and 
related KPIs present data and information from the 2020 and 2021 reports 
that have not been subject to restatement.
This document is subject to external assurance by KPMG S.p.A.
This Zignago Vetro Sustainability Report performs the function of a 
Consolidated Non-Financial Statement pursuant to Legislative Decree No. 
254 of December 30, 2016. It complies with the GRI Standards – using 
the “In Accordance with GRI Standards” option – issued by the Global 
Reporting Initiative (GRI) and applicable to NFS’ published after January 
1, 2023.
The GRI Standards require the Sustainability Report to contain information 
relating to material topics that reflect the reporting organisation’s significant 
economic, environmental and social impacts or those that substantively 
influence the assessments and decisions of stakeholders.
The process of collecting data and information for this Report has been 
managed in collaboration with the various company divisions with the aim 
of facilitating a clear and precise indication of the information considered 
significant for stakeholders in accordance with the GRI Standards’ reporting 
principles of “balance, comparability, accuracy, timeliness, clarity and 
reliability”. Unless otherwise indicated, the data and information in this 
Sustainability Report refer to the companies belonging to Zignago Vetro 
Group at December 31, 2022, fully consolidated within the Annual 
Financial Report.
Figures relating to previous years are shown purely for comparative 
purposes, in order to allow for an assessment of the performance of the 
Group's activities over the medium term. Furthermore, any estimates used in 
quantitative information reported in this document have been appropriately 
indicated in the various sections.
The 2022 Sustainability Report is our means for communicating the annual 
results of the Zignago Vetro Sustainability program to its own stakeholders.
This document was prepared using the “Global Reporting Initiative 
Sustainability Reporting Standards” (hereinafter GRI Standards) issued by 
the “Global Reporting Initiative” as a technical-methodological reference. 
These standards are integrated with the Sustainable Development Goals, or 
SDGs, developed with the UN’s 2030 Agenda.
ZIGNAGO VETRO |  Sustainability report 2022
2.0 Methodological note and reporting scope
9

3.0 
Zignago Vetro: 
history, mission, 
and business
3.1
History
3.2
Mission, vision and values
3.3
Structure and activity of the Zignago 
Vetro Group
3.4
Business units
3.5
The Business Model and strategic 
orientation
3.6
Glass and its main features
3.7
The reduction in the consumption of 
virgin raw materials and increase in 
recycling
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
11

3.2
Mission, Vision and Values
In 2008, the Zignago Vetro Group adopted its own Code of Ethics, which defines the 
underlying inspirational and behavioural principles of the process for value creation (for 
shareholders, for employees, and for the community in general) and the development of 
business. These principles must be implemented in a long-term and sustainable manner 
through fair relationships with clients and suppliers and with respect for the dignity of all 
people who, through their work, contribute to the success of the company itself1.
The Code of Ethics is subject to constant updating and revision in relations with 
contributions received from stakeholders, as well as with the evolution of legislative 
measures, international best practise and, finally, according to the know-how acquired 
in the application of the Code itself.
Mission
The Zignago Vetro Group pursues its original mission of producing and selling hollow 
glass containers for various market segments, specifically food and drink, cosmetics, and 
perfumery. 
The Zignago Vetro Group has always based its mission on core values such as a respect 
for work and human rights, protection of the environment, providing customers with 
products and services that meet the highest standards of quality and safety and, finally, 
supporting and promoting the local community, both in terms of supplies and charitable 
initiatives. Finally, in pursuing its Mission, Zignago Vetro seeks to create continuous value 
for its partners.
The Zignago Vetro Group’s mission is also to contribute to achieving the sustainability 
principles and goals defined by the United Nations 2030 Agenda.  
Zignago Vetro recognises the importance of the 17 Sustainable Development Goals, 
which cover all areas of social, economic and environmental development in an organic 
and comprehensive manner.
To this end, Zignago Vetro signed up to the United Nations Global Compact in 2020.
3.1
History
Zignago Vetro has its roots in the middle of the last century, 
when, on the initiative of Gaetano Marzotto, a vast tract of 
land, until then uncultivated, was converted to agro-industrial 
production, which later gave impetus to the first production of 
glass containers. This is how Zignago Vetro was born, with its 
first plant located in Fossalta di Portogruaro.
The founder’s original objective was to radically transform the 
quality of agricultural labour through the mechanisation of 
production and professional education.
It was not only an entrepreneurial experience, but also a 
social one: together with the company the founder created 
a working structure and buildings dedicated to society (a 
nursery school, elementary school, theatre, etc.) and to the 
people (accommodation for employees), that represented a 
fundamental step in the birth and development of a new social-
economic context that over time has evolved considerably, and 
even today continues to grow.
Zignago Vetro has succeeded in assimilating the essence of its 
founder’s message, developing its businesses over the decades, 
thanks to the fundamental contribution of the employees, their 
ties to the territory, and to the strategic vision that has made 
it possible to seize the growth opportunities that the market 
offered.
The commitment of the Marzotto family to the community has 
remained constant, growing alongside the company, and finds 
its expression through an ongoing attention on the reduction 
of its environmental impact and important investments in 
infrastructures and social initiatives.
Today, the Zignago Vetro Group is one of the main producers of 
hollow glass containers in Italy and is one of the most important 
international companies in its sector.
This result is the result of steady growth, thanks both to 
the development of its own plants and the acquisition of 
manufacturing glass companies and plants, many of which 
were dealing with situations of dire financial insolvency.
Zignago Vetro has been able to integrate the newly 
acquired businesses, restoring development and profitability, 
safeguarding jobs and also developing the referential socio-
economic context. Since 1987, five production plants have 
been acquired – and a new one has been built – which 
today operate within the four glass companies of the Group, 
distributed among Italy, France, and Poland. They were 
carefully curated developments, following a prudent investment 
logic and efficient allocation of capital.
Moreover, starting from 2013, the Group has integrated its 
glass-related activities with those dedicated to cullet collection 
and recycling: this was a fundamental step for the sustainable 
development and for the glass production. Indeed, glass is a 
packaging material that is 100% recyclable an infinite number 
of times, without deteriorating the quality of the new container. 
Today, the Group has three glass recovery facilities. 
The Parent Company Zignago 
Vetro has been listed since 
2007 on the Italian Stock 
Exchange, where it is present 
in the FTSE Italia Mid Cap and 
FTSE Italia STAR indexes.
Agenda 2030
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
13

Vision and Values
The Zignago Vetro Group’s vision is to be a manufacturer known for the superior quality 
of its products and services. This includes a strong emphasis on innovation, creativity, 
flexibility, and reliability, achieved through an all-encompassing effort that prioritises 
ongoing improvement.
An integral part of this vision is Zignago 
Vetro Group’s commitment to placing 
value on the human factor, through the 
contribution of both individual and collective 
action, which it considers fundamental for 
the success of the business
In this regard, the Group has an approach to human resources based on equal 
opportunities regardless of gender, ethnic origin, religion or political ideology.
This approach extends across the entire network of company relations, from its own 
employees through all commercial affairs. Equal importance is placed on the Group’s 
commitment to adopting specific policies for the context and market in which it operates, 
in compliance with applicable laws and regulations, fair competition and opposition to 
all forms of illegal conduct.
Another fundamental aspect of the company vision is the Group’s awareness that its pool 
of stakeholders goes well beyond customers, and includes their wider environmental, 
social and local context. From this comes the conviction that respect for the needs of 
all stakeholders, from environmental, social and ethical topics, in general, to human 
rights and workplace safety, in particular, are fundamental issues in the definition of the 
Group's policies and strategy.
Rigour in the 
performance of work at 
all levels;
Transparency in internal 
and external relations;
An ethical approach to 
corporate conduct;
Passion in the 
implementation of the 
Group's mission;
Sustainability as an 
integral part of the 
strategy of Zignago 
Vetro Group.
The founding values shared by the Group are:
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
15

3.3
Structure and activity of the 
Zignago Vetro Group
The Zignago Vetro Group is now one of the leading companies in the production and 
commercialisation of glass containers both in Italy and globally. The growth of the Group 
has featured a progressive diversification of its activities in various market sectors, ranging 
from beverages, food, cosmetics, perfumery, special containers and pharmaceuticals. 
This makes Zignago Vetro the most diversified glass group in the world. The Group’s 
growth occurred and even today continues to be based on some strategic principles 
and business models that focus on flexibility and efficiency in production, on customer 
service, and on innovation. All these characteristics were made possible by the expertise 
gained over the years in all the business unit that form the Group.
Zignago Vetro
35.9%
Free float on the	
	
	
Italian Stock Exchange	
64.1%
Zignago Holding S.p.A.
(MARZOTTO FAMILY)
Gruppo Vetri
Speciali
50%
Zignago Vetro
Polska
100%
Zignago Glass
USA
100%
Italian Glass
Moulds
100%
Vetro Revet
51%
Vetreco
30%
Julia Vitrum
40%
Zignago Vetro
Brosse
100%
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
17

3.4
Business Units
Zignago Vetro S.p.A. operates in the food & beverages, 
cosmetics & perfumery and pharmaceuticals markets and 
operates from two plants, in Fossalta di Portogruaro (VE) and 
Empoli (FI).
Zignago Vetro Brosse S.A.S. is a French company operating 
in the glass container market for haute perfumery, with a 
facility located in Normandy, in the centre of a district with 
ancient traditions in the production of elegant bottles for luxury 
perfumery. It also produces quality bottles to be used for luxury 
perfumery and spirits, created with semi-industrial production 
processes. 
 
Zignago Vetro Polska S.A., with offices and a production 
plant in the region of Mazovia, near Warsaw, works in specific 
niches of the worldwide market of glass containers for cosmetics 
and perfumery as well as for food and beverage, offering a 
wide range of personalised products.
Zignago Glass USA Inc. works as a sales agency to promote 
the European glass productions of the Group on the American 
market.
Vetri Speciali S.p.A. produces and markets personalised 
bottles, targeting premium and high-end wines, oils, and 
liqueurs, created in original shapes with a wide range of 
colours and also in very small lots. The company operates with 
four plants located in north-eastern Italy.
  
  
Vetreco S.r.l., Vetro Revet S.r.l., and Julia Vitrum S.p.A 
are companies that operate in the areas of processing and 
commercialisation of glass cullet intended for reuse in glass 
companies. Vetreco operates in central-southern Italy, Vetro 
Revet operates mainly in central Italy, and Julia Vitrum S.p.A 
operates mainly in north-eastern Italy.
Italian Glass Moulds S.r.l. manufacturers and recycles moulds 
for hollow glass containers, a key area of glass container 
production. The company boasts modern facilities, its own 
technologies, and an established and significant know-how.
2022
Market Segments
Products
Main features
Competitive advantages
Zignago Vetro
Sales Euro 356.4m
Food & Beverage
Perfumery and
Cosmetics
Flexibility, efficiency and technical 
expertise, key to success
Focus on selected segments for food & 
beverage, cosmetics & perfumery
Flexibility
Quality
Zignago Vetro 
Brosse
Sales Euro 57.7m
Luxury Perfumery
Extraordinary range of high quality and 
efficient products Focus on the luxury 
perfumery market
Quality
Innovation
Zignago Vetro 
Polska
Sales Euro 74.2m
Food & Beverage
Perfumery and
Cosmetics
Wide range of customised products for 
global, glass container, market niches 
for cosmetics, perfumery and food & 
beverages
Customisation
Small batch production
Gruppo Vetri 
Speciali
Sales Euro 166.1m
Special Containers
Special highly customised glass 
containers, produced in very small 
batches with a strong focus on efficiency
Customisation Small 
batch production
Vetreco
Sales Euro 10m
Vetro Revet
Sales Euro 13.7m
Julia Vitrum
Sales Euro 9.7m
Scrap Recycling
State-of-the-art technology to process 
scrap to the highest standards of colour 
separation, to produce the highest-
quality finished scrap
Located in strategic 
areas with strong growth 
potential
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
19

3.5
The Business Model and 
strategic orientation
The outstanding factors that characterise the Zignago Vetro’s business model, on which 
the Group’s strategic orientation is founded, are the following:
•	 flexibility and production efficiency, an essential prerequisite that allows the Group 
to operate in niche yet diverse markets. Indeed, Zignago Vetro offers products that 
differ greatly, ranging from standard manufacturing to personalised items, to those 
offering very significant innovations, up to the production of special containers 
featuring shapes, colours, dimensions, and production lots that are extremely far 
from the conventional ones;
•	 customer service, intended as an added value that is expressed through flexibility 
in responding to changing market demands, after-sales assistance, and a transparent 
and collaborative approach;
•	 product and process innovation, which allows the Group to constantly pay a high 
attention in making products in the best possible way;
•	 focus on the human component, an essential and distinctive element for the 
growth and strengthening of the Group's position in the market.
A further distinctive element of Zignago Vetro's strategy is vertical integration, which has 
allowed other complementary activities to develop alongside the production of glass 
containers, and in particular:
•	 decoration services - silk-screen printing and lacquering - on glass containers, 
produced by Zignago Vetro Polska, which over the years has created and developed 
a department capable of providing the market and Group companies with high 
quality services;
•	 processing and marketing of cullet originating from urban waste collection: this 
activity has been constantly expanding over the years and is part of the Group's 
growth lines for the near future. 
The Group wants to maximise the recycling of glass because it represents a significant 
source of savings in terms of consumption of raw materials and energy, as well as a 
reduction in climate altering emissions. Glass recycling is therefore one of the key 
points of the Group’s sustainability strategy.
Flexibility
and efficiency
Innovation
Service
Focus on the
human 
component
Human
component
FLEXIBILITY
AND EFFICIENCY
SERVICE
INNOVATION
QUALITY
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
21

3.6
Glass and its 
main features
It is both an ancient and very current material, made 
of recycled glass, sand, sodium, calcium carbonates, 
and other elements – all 100% natural materials.
According to a FEVE study, 91% of European 
consumers believe glass is the best packaging 
material2. Glass boasts unique qualities in terms of 
health, taste, and sustainability.
91%
ranked by 91% of 
Europeans as the 
best packaging 
material
100%
made of
natural
materials
Hygienic
Healthy
Eco-friendly
Infinitely 
recyclable
Safe
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3.0 Zignago Vetro: history, mission, and business
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Glass has no equal: it is hygienic, healthy, 
eco-friendly, infinitely recyclable, and 
safe.
The United Nations decided to dedicate the year 2022 to glass, celebrating the past, 
present, and future of this iconic material. Glass has been a part of daily human life 
since its origins and has long played a key role in business, culture, and science. It has 
accompanied humankind for millennia, from the Phoenicians to the Romans, up to the 
present day. Glass has countless applications and has played a star role in technological 
innovation. The unique blend of sand, sodium carbonate, and limestone, alongside the 
crucial addition of recycled glass cullet, still possesses the remarkable ability to create 
a magnificent substance that is adored by people around the world. It serves as a daily 
companion, making it an indispensable part of life. 
It requires both passion and dedication to 
manufacture and mould glass.
The production process is by no means easy. Our ability to make technological 
advancements and discover new possibilities of application relies on the 
accumulation of centuries of experience and expertise, in addition to the ongoing 
pursuit of research and experimentation. It is a material that cares for people and 
the planet. Glass is the only form of packaging that can be infinitely reused and 
recycled, thus reducing waste, slashing CO₂ emissions, and limiting the use of raw 
materials. It is also the only form of food packaging that never loses its intrinsic ability 
to preserve flavour and quality when recycled. Glass is a key resource for modern 
societies that care about the ecosystem and in which circularity plays an important 
role in daily life. This is also why glass was recently described by the scientific journal 
Nature as 
"the hidden gem in a carbon-neutral future”.
Zignago Vetro has enthusiastically participated in the International Year of Glass 
celebrations, attending and sharing its experiences at several major events.
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
25

Food
Safety
Glass is chemically and biologically inert, with 
a consequential absence of reactions with 
the substances that it contains and without the 
release of hazardous chemical substances; glass 
can also be easily sterilised and sanitised.
Perfect
Preservation
Glass is the only material that perfectly preserves 
the original flavour of foods and drinks without 
altering the content. Thanks to its structure, it is a 
perfect barrier against gases from both outside-
in and vice-versa.
Transparency, 
Elegance, Identity
Thanks to its intrinsic qualities, glass makes 
it possible to easily see the colour and 
consistency of the contents. Moreover, 
glass packaging has a peerless appeal in 
terms of quality, sensory perception, and 
aesthetic design, capable of creating a 
unique customer experience.
Totally and infinitely 
recyclable
Glass is in harmony with nature and makes 
it possible to protect natural resources. It 
does not break down into microparticles 
that harm the ecosystem and can be used 
countless times over. A glass container can 
always be turned into a new glass container 
with exactly the same characteristics and 
quality finish. Ad infinitum.
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
27

Glass recycling: 	 	
	
	
	
	
	
a key component of sustainability 
The total and infinite recyclability of glass makes it an extremely sustainable material. 
According to what publications by Enea, Eni, Enel and IASM, with the sponsorship of the 
Ministry of Industry (source: Co.Re.Ve. - Glass Recovery Consortium), glass recycling in 
glass production, i.e. substituting the use of virgin raw materials (sand, soda, limestone, 
dolomite, feldspar, etc.) with cullet, provides significant environmental benefits, the most 
significant being:
•	 Reduced consumption of natural resources (natural raw materials), resulting in 
less mining.
•	 Reduction of energy consumption, achieved by replacing traditional raw 
materials, featuring much higher energy costs, than the cullet used in their place.
•	 Reduced emissions from glass-melting furnaces as a result of direct savings 
achieved through the use of cullet.
Virgin raw
material
Glass 
cullet
Saving on raw materials
For every tonne of virgin raw materials, 0.8 tonnes of glass is obtained. 
If cullet were not used, the average composition of the vitrifiable mixture would be approximately 62% sand, 18% soda 
ash, 11% marble, 5% dolomite, 2% feldspar, and 2% other materials (source: Co.Re.Ve). 
According to data collected by Co.Re.Ve, 2.8 million tonnes of glass containers were produced for consumption in 
2021.
Of these, 2.4 million tonnes were collected for recycling, 
or 84.8% (+0.9% on 2020). Glass that was collected and 
sent for recycling saved a total of 412 million cubic metres 
of gas, 2.4 million cubic metres of CO₂, and 3.9 million raw 
materials. In addition, it generated revenues of about Euro 
102 million for Italian municipalities, while saving around 
Euro 400 million in landfill disposal costs.
The highest rates of cullet use are achieved in the production of coloured glass (green, UVAG) due to the increased 
availability of coloured and/or mixed glass cullet on the market. This may even exceed 90%.
Transparent glass production, on the other hand, still produces significantly lower scrap percentages, as a result of the 
reduced availability of good quality transparent scrap in the market. This is one of the reasons for Zignago Vetro’s firm 
commitment to adopting the best available technologies in its plants, to continually increase the quantity of transparent 
scrap available. In fact, a considerable part of Zignago Vetro's production is made of transparent glass, including 
containers for cosmetics and perfumery.
Energy saving
The use of cullet allows significant energy savings, which can be calculated as the sum of the amount of 
energy saved for the extraction of virgin raw materials (indirect savings) and the energy needed in the 
melting furnaces for producing the glass (direct savings). 
On the basis of the data provided by Co.Re.Ve., the average direct energy saving realised by the glass 
industry is about 2.5% of consumption for every 10% of scrap added in the vitrifiable mixture, while the 
indirect saving is roughly a further 1.6%.
Reduced CO₂ emissions
The use of cullet instead of virgin raw materials enables a reduction in the amount of carbon dioxide resulting 
from the decomposition of carbonates in the virgin raw material mixture.
According to the data provided by Co.Re.Ve., calculated by the Glass Experimental Station, in 2021 the 
reduced use of soda, marble and dolomite led to a reduction of about 2.4 million tonnes of CO₂ emissions.
Added to these emission savings are those resulting from the lower direct consumption of energy, quantified, 
according to Co.Re.Ve. data (calculated by the Experimental Glass Station) to about 374,000 less tonnes 
of CO₂ emitted.
Consequently, again according to Co.Re.Ve. data, in 2020 the use of cullet lowered direct CO₂ emissions 
by about one third.
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
29

3.7
The reduction in the 
consumption of virgin raw 
materials and increase in 
recycling 
As explained in the previous paragraphs, over the past ten years Zignago Vetro has 
adopted a significant strategy - including from an ESG point of view - by constantly 
reducing its use of virgin raw materials and simultaneously continuing to increase the use 
of recycled glass. 
As illustrated in the previous paragraphs, this strategic direction has resulted in a strong 
push towards the use of cullet and investment in treatment plants (Vetreco, Vetro Revet 
and Julia Vitrum), specialised in the recovery of cullet, enabling Zignago Vetro to become 
a leading operator in this sector in Italy.
Overall, in the above three companies, Zignago Vetro has invested, considering its own 
shareholding, over Euro 30 million. 
These investments have enabled Zignago Vetro to continuously increase the percentage 
of recycled glass used. The chart below illustrates this trend.
30 Mln
total
investment
more than
Zignago Vetro is also an active part of several actions whose 
purpose is to increase clients’ and consumers’ awareness of 
recycling: the company collaborates with glass associations 
on both national (Assovetro and Coreve) and European 
levels (FEVE) in order to promote the quality and quantity of 
collected glass; it also joined FEVE's “Close the Glass Loop” 
initiative to reach – by 2030 – a 90% average collection 
rate for recycled glass³.
The activities described above are all part of the pursuit of 
Zignago Vetro’s corporate strategy, through which Zignago 
Vetro expects 70% of the total glass it produces to comprise 
external post-consumer recycled material (Post Consumer 
Recycling - PCR) by 2030 (+31.1% compared to 2022). 
This is a particularly positive result and above expectations, 
considering that a significant part of the Group's container 
production is made of clear glass, where the possibility 
of reusing cullet is made more difficult due to the reduced 
availability of clear, properly colour-sorted, scrap. 
This is one of the main factors that led Zignago Vetro to invest 
so significantly in glass recycling, with the goal of making 
transparent scrap available in ever greater quantities and 
with an ever higher level of quality.
The achievement of annual and long-term objectives (ESG 
strategy) is also constantly monitored through a system of 
measurement (KPIs) and control.  
In 2022, the percentage of PCR scrap used for glass 
production increased further to 53.4% (49.6% in 2021 
and 48.0% in 2020). Thanks to this further improvement, 
the company has surpassed its ambitious target for 
2022 (of 52%). This is mainly due to its widespread 
presence in the region through wholly owned or joint-
venture recycling companies.
The Group’s target for 2023 is for 55.0% of all glass 
produced to originate from PCR glass cullet.
2012
30%
25%
35%
40%
45%
50%
55%
2013
2014
2015
2016
2017
2018
2019
2020
2022
2021
Zignago Vetro Group: % scrap (PCR) / packaged glass
PCR used for 
production:
Road to 2030
2022
53,4%
objective 2023
55,0%
objective 2030
70,0%
ZIGNAGO VETRO |  Sustainability report 2022
3.0 Zignago Vetro: history, mission, and business
31

4.0 
ESG Highlights
4.1
Key ESG KPIs
4.2
KPIs with indices of coverage for 
material topics
ZIGNAGO VETRO |  Sustainability report 2022
4.0 ESG Highlights
33

KPIs
2020
2021
2022
CHANGE 
2022/2021
Goal 2022
Goal 2023
Goal 2030
ENVIRONMENTAL KPIs
CO2 emissions (scope 1+2 
MB*)/molten glass (tonne CO2/
tonne)
0.514
0.502
0.533
+6.2%
0.497
0.529
0.351
CO2 emissions (scope 1)/molten 
glass (tonne CO2/tonne)
0.431
0.397
0.425
+7.1%
-
-
-
CO2 emissions (scope 2 MB*)/
molten glass (tonne CO2/tonne)
0.101
0.105
0.108
+2.9%
-
-
-
Indirect CO2 emissions
(scope 3)/molten glass 
(tonne CO2/tonne)
0.274
0.278
0.336
+20.9%
-
-
Engagement 
with parties 
responsible for 
at least 80% 
of scope 3 
emissions
Number of times the legal limit 
for atmospheric emissions was 
exceeded (NOx, SOx and dust)
0
0
0
0%
0
0
0
Total energy consumed
(MWh equivalents)
1,125,078
1,172,401
1,179,001
+0.6%
-
-
-
Total energy/molten glass
(kWh eq/kg)
1.995
1.936
1.889
-2.4%
1.897
1.870
1.646
% Renewable electricity
out of total
44.3%
44.6%
44.6%
0%
46%
46%
100%
Water withdrawals/molten glass 
(m3/tonne molten glass)
2.87
1.93
1.23
-36.3%
1.79
1.10
0.8
Water discharges (m3/tonne 
molten glass)
2.86
1.94
1.26
-35.1%
-
-
-
Number of times the legal limit 
for process water discharges was 
exceeded (pollutants such as 
suspended solids, DOC, heavy 
metals, hydrocarbons, etc.)
0
0
0
0%
0
0
0
% of PCR cullet
on glass produced
48.0%
49.6%
53.4%
+7.7%
52.0%
55.0%
70.0%
% reused packaging - Interlayer 
pads
79.6%
78.9%
66.7%
-15.5%
-
-
-
% reused packaging - Pallets
66.2%
70.3%
60.0%
-14.7%
-
-
-
% of recycled material in 
packaging used - Heat-shrinkable 
material
26.1%
31.9%
37.7%
+18.2%
-
-
-
% of recycled material in 
packaging used - Paper and 
Cardboard
72.8%
73.5%
68.5%
-6.8%
-
-
-
Total waste/Molten glass(kg/
tonne)
10.27
9.79
7.83
-20.0%
-
7.77
5.50
% Total waste directed to landfill
27.6%
30.7%
29.6%
-3.6%
0%
28.0%
20.0%
% Total waste sent for recycling, 
reuse or recovery (including 
energy recovery)
72.4%
69.3%
70.4%
+1.6%
100%
72.0%
80.0%
Environmental incidents at 
production sites
0
0
0
0%
0
0
0
KPIs
2020
2021
2022
CHANGE 
2022/2021
Goal 2022
Goal 2023
Goal 2030
SOCIAL KPIs
Group employees at December 
31
1,686
1,766
1,813
+2.7%
-
-
-
Employees, Italy
727
725
779
+7.4%
-
-
-
Employees, other countries
959
1,041
1,034
-0.7%
-
-
-
Employees by gender
- Male
- Female

1,168
518

1,196 
570

1,280
533

+7.0%
-6.5%

-
-

-
-

-
-
Employees by contract type:
- Fixed-term
- Permanent

241
1,445

330
1,436

299
1,514

-9.4%
+5.4%


-
-


-
-


-
-
Employees by job role:
- Executives
- White-collar
- Blue-collar
23
332
1,331
22
337
1,407
25
337
1,451
+13.6%
0%
+3.1%

-
-
-

-
-
-

-
-
-
Training hours
18,884
23,999
27,549.7
+14.8%
-
-
-
Mortality rate
0
0
0
0%
0
0
0
Employee work-related injuries
45
54
54
0%
0
0
0
Frequency index (No. inj./hrs 
worked*10^6)
17.2
19.7
19.6
-0.5%
0
0
0
Severity index (dlost/hrs 
worked*10^3)
0.626
0.759
0.889
+17.1%
0
0
0
External worker injuries
N/D
3
5
+66.7%
0
0
0
External worker injury frequency 
index (no.)
N/D
9.33
4.05
-56.6%
0
0
0
External worker injury severity 
index (no.)
N/D
0.17
0.28
+64.7%
0
0
0
Trade union meetings 
49
55
76
+38.2%
-
-
-
Final judgements against ZVG 
in cases of violation of workers' 
rights (no.)
0
0
0
0%
0
0
0
Final judgements against ZVG 
regarding violations of workers' 
freedom of association (no.)
0
0
0
0%
0
0
0
% workforce covered by regular, 
formal collective bargaining 
agreements regarding working 
conditions
100%
100%
100%
0%
100%
100%
100%
4.1
Key ESG KPIs
Below is a summary of the most significant KPIs for the Group, in terms of economic, 
governance, social, and environmental performance.
These indicators will be analysed in more detail in the following chapters.
ZIGNAGO VETRO |  Sustainability report 2022
4.0 ESG Highlights
35

KPIs
2020
2021
2022
CHANGE 
2022/2021
Goal 2022
Goal 2023
Goal 2030
Ethical Group KPIs
% of suppliers using 3TG minerals 
for which a CMRT (or other 
certificate of provenance) is 
available
100%
100%
100%
0%
100%
100%
100%
% of active suppliers subject to the 
Supplier Code of Conduct
100%
100%
100%
0%
100%
100%
100%
% of the Group’s expenditure 
covered by relevant suppliers 
assessed through ESG 
questionnaire
N/D
64.7%
75.9%
+17.3%
>75%
>75%
>75%
% response rate from suppliers 
assessed through ESG 
questionnaire
N/D
61.0%
80.4%
+31.8%
100%
100%
100%
% of suppliers suspended for non-
compliance with ESG principles
N/D
0%
0%
0%
0%
0%
0%
% buyers trained on ESG topics in 
the last two years
100%
100%
100%
0%
100%
100%
100%
% of operating sites subject to 
audit by the Supervisory Board
100%
100%
100%
0%
100%
100%
100%
Whistleblowing reports
0
0
0
0%
0
0
0
KPIs
2020
2021
2022
CHANGE  
2022/2021
Goal 2022
Goal 2023
Goal 2030
Economic-Financial Indicators
REVENUE*:
406.6
493.0
640.8
+30.0%
-
-
-
EBITDA*
106.6
130.3
162.1
+24.5%
-
-
-
EBIT*
53.8
75.8
99.2
+30.9%
-
-
-
Capital expenditure
 (Euro millions)
42.7
83.8
81.6
-2.6%
-
-
-
Group ROI*
12.84%
15.17%
17.8%
+17.3%
-
-
-
*Figure shown based on the “Management View”, as defined and reported in the Directors' Report to 
the 2022 Consolidated Financial Statements, which also includes Vetri Speciali, Vetreco, and Julia Vitrum.
Key IFRS data, with Vetri Speciali, Vetreco and Julia Vitrum consolidated at equity: 
Turnover Euro 468.9 million; EBITDA Euro 135.8 million, EBIT Euro 86.3 million and 
Technical investments Euro 69.2 million.
For the definition of the Management View and the reconciliation with the financial 
statements drawn up in accordance with IFRS, reference should be made to the 
Directors’ Report at December 31, 2022
4.2
KPIs with indices of coverage 
for material topics
The following table sets out the coverage indicators for the ESG initiatives undertaken by 
Zignago Vetro over the last two years:
COVERAGE INDICATOR
2022
Objective
2023
Objective
2030
ITALY
POLAND
FRANCE
GROUP
THE ENVIRONMENT
% operating sites with an environmental risk assessment in place
100%
100%
0%
80%
100%
100%
% ISO 14001 certified operating sites
100%
100%
0%
80%
80%
100%
SAFETY AT WORK
% of operating sites with an occupational safety risk assessment in place
100%
100%
100%
100%
100%
100%
% ISO 45001 or OHSAS 18001 certified operating sites
0%
0%
0%
0%
-
100%
% workforce represented by a joint management-worker health and 
safety committee
100%
100%
100%
100%
100%
100%
WORKING CONDITIONS
% workforce covered by regular. formal collective bargaining 
agreements regarding working conditions
100%
100%
100%
100%
100%
100%
% workforce covered by formally elected representatives (Union 
Representative/Workers’ Representative Body. etc.)
100%
100%
100%
100%
100%
100%
HUMAN RIGHTS
% of operating sites subject to SB human rights audits and verifications
100%
100%
100%
100%
100%
100%
CORPORATE ETHICS
% of operating sites subject to SB audits and verifications on ethics
100%
100%
100%
100%
100%
100%
CAREER MANAGEMENT
% of workforce subject to individual or group assessment on performance 
and professional development
100%
100%
100%
100%
-
-
% workforce with a professional development plan (workers included in 
training. wanting to change career. or considered for promotions or pay 
band upgrades)
100%
100%
100%
100%
100%
100%
PERFORMANCE-RELATED PAY
% of Executives with bonuses linked to the achievement of ESG objectives
100%
100%
100%
100%
100%
100%
TRAINING
% workforce in receipt of professional and/or personal development 
training in 2022 (participation in at least one course) (*)
100%
100%
89.2%
98.3%
-
-
% workforce trained on environmental topics in 2022 (*)
14.9%
56.2%
0%
32.6%
-
-
% workforce trained on worker safety in 2022(*)
68.9%
100%
70.4%
81.4%
-
-
% workforce trained on business ethics in 2022 (*)
10.9%
0%
4.2%
5.6%
-
-
% workforce trained to prevent discrimination and human rights violations 
in 2022(*)
10.9%
0%
4.2%
5.6%
-
-
SUPPLY CHAIN MANAGEMENT
% contracts/purchase orders with ESG clauses
100%
100%
100%
100%
100%
100%
% buyers trained on ESG topics in the last 2 years
100%
100%
100%
100%
100%
100%
Response rate among suppliers assessed with ESG questionnaire
74.1%
96.7%
74.1%
79%
100%
100%
(*) the average number of employees was used to calculate the indices. If the number of trained employees 
exceeds the average number, 100% is used as the percentage of trained employees
ZIGNAGO VETRO |  Sustainability report 2022
4.0 ESG Highlights
37

5.0 
The Zignago Vetro 
Group's ESG 
strategy
5.1
Zignago Vetro's commitment 
and the SDGs
5.2
Global Compact membership 
and commitments
5.3 
Analysis of materiality, relevant 
topics, and their impacts
5.4 
ISOs and certifications
5.5
ESG ratings and 
acknowledgements
ZIGNAGO VETRO |  Sustainability report 2022
5.0 The Zignago Vetro Group's ESG strategy
39

5.1
Zignago Vetro's 
commitment and the SDGs
In September 2015, more than 150 international leaders defined, at the United Nations, 
the 2030 Agenda for Sustainable Development, with the objective of contributing 
to global development, promoting the well-being of humans, and protecting the 
environment. The Agenda is based on 17 goals (SDGs,Sustainable Development Goals) 
to be achieved by 2030.
Fully aware of its own role for sustainable development, Zignago Vetro has linked its own 
activities to the UN Agenda in order to make its own contribution to the achievement of 
the SDGs. Given the type of business and the operational characteristics of the Group, 
Zignago Vetro focuses mainly on the following goals.
Environment
Social
Governance
Below are the individual SDGs to which Zignago Vetro adhered the most in 
percentage terms, with the main strengths found in the targets and indicators:
•	 Production of goods or services whose intrinsic nature and production methods 
exclude substances harmful to humans and the environment
•	 Periodic analysis to minimise emissions and waste produced in the production process
•	 Use of recycled or reclaimed inputs within the industrial process
•	 Procedures for properly disposing of substances considered hazardous
•	 Reuse in the production process of part of the inputs or waste produced, within a 
circular economy perspective
•	 Life Cycle Assessment (LCA) on individual products
•	 Formalisation of a Green Procurement Policy
•	 Training activities on principles and actions related to sustainability
•	 Directly or indirectly using energy produced from renewable sources
•	 Direct or indirect contribution to improving the quality of life of low-income social 
groups (health, education, etc.) within local communities
•	 Formalisation of a Diversity Supplier Policy
•	 Collaboration with non-profit and other charitable organisations in order to support 
economically disadvantaged individuals and families
•	 Analysis of gender identity, race/ethnicity, disability, and other demographic factors 
in order to track the diversity of its workforce
•	 Drafting a Code of Ethics and other policies that provide for the explicit recognition, 
protection, and inclusion among its employees, regardless of age, gender, disability, 
race, ethnicity, origin, religion, and economic status
•	 Establishment of an ESG Committee
•	 Training for all workers on issues related to diversity, equity and inclusion
•	 Quarterly production of ratios and KPIs to monitor the Group's social, economic and 
financial performance
GOALS
GOVERNANCE
SOCIAL
THE ENVIRONMENT
The analysis and definition of the SDGs is a complex activity that requires appropriate 
methodologies. 
There is in fact a considerable risk of falling into "Greenwashing", in the absence of 
a method capable of correctly summarising the extent to which a company complies 
with the 2030 Agenda for Sustainable Development.
In order to identify the Goals that are best suited to the type of business, history, 
management style and nature of the relationships that it has always historically had 
with its stakeholders, Zignago Vetro, beginning with the Sustainability Report 2021, 
uses a dual methodology, consisting of one approach at the "macro" level and one at 
the "micro" level.
In applying the "macro" approach, Zignago Vetro availed itself of the support of an 
external consulting company that based its methodology on the transposition of the 
169 targets and 247 indicators into a questionnaire "adjusted" for the laws, customs 
and behaviours of the geographical areas in which the Group directly and indirectly 
operates. The aim is to identify those SDGs found to be inconsistent following an in-
depth analysis of their industry, customers, suppliers, and their own Social Responsibility 
activities. In fact, the methodology is based on a scoring system that seeks to establish 
the highest percentage accessions.
ZIGNAGO VETRO |  Sustainability report 2022
5.0 The Zignago Vetro Group's ESG strategy
41

•	 Defining programmes that promote access to higher education nationally or 
internationally
•	 Promoting access to preschool
•	 Promotion of access to universities or advanced professional specialisation courses
•	 Apprenticeship and internship opportunities
•	 Specific measures to support access to, and attainment of, higher education for its 
employees
•	 Option to develop skills, career and mobility within roles, with the goal of eliminating 
gender disparities, including for employees with disabilities
•	 Promotion of forms of digital communication targeted at creating a specific literacy
•	 Respect for Human Rights and full integration of the principles in the Code of Ethics 
and other policies
•	 Allocation of financial resources for technological innovation
•	 Specific training and/or professional development opportunities for workers in roles 
at risk of being replaced by transformative technologies
•	 Fixed-term contracts less than 20%
•	 Hiring programme for young workers
•	 Offer internships and/or apprenticeship contracts to young people
•	 Integration of the Human Rights promulgated by the United Nations into the Code 
of Ethics
•	 Improvement with regard to the rate and severity of work-related injury
•	 Direct or indirect actions aimed at infrastructure development
•	 Direct or indirect actions aimed at improving the national, physical or technological 
infrastructure
•	 Offering financial incentives or financing options to SMEs, especially at the local 
level
•	 Quarterly monitoring of specific KPIs to improve environmental impact, with 
systematic activities to improve them
•	 More than 50% of the Company's sales are produced using recycled raw material
•	 Initiatives and programmes to increase the percentage of renewable energy used/
consumed in their operations
•	 Products and services that are self-powered or at least partially powered by 
renewable energy
•	 Minimise GHG emissions, through products, more efficiently than market alternatives
•	 Targets and programmes aimed at improving energy intensity understood as energy 
consumed per tonne of molten glass
ZIGNAGO VETRO |  Sustainability report 2022
5.0 The Zignago Vetro Group's ESG strategy
43

The second methodology, referred to as "micro" above, aims to tie the specific goals of 
Zignago Vetro's ESG 2030 Agenda to a specific SDG.
Consequently, the process of selecting the most significant goals for Zignago Vetro 
followed a punctual analysis of the 2030 targets established to complement each goal, 
and the verification of their application within the Zignago Vetro system: the targets that 
are most coherent with the corporate improvement objectives in the short (2023) and 
medium-long term (2030) were selected.
The ESG Committee has also formalised the coherence of the goals selected in this way 
with the mid- to long-term corporate strategy.
Following is a summary of the significant goals for the activity of the Group, for materiality 
issues, for the risks and opportunities connected to them, for the activity that Zignago 
Vetro has already undertaken, for their measurement, where possible, and for the pre-
fixed short-term and mid- to long-term objectives (strategic guidelines):
PILLAR
SDGs
MATERIAL
TOPIC
RISKS/
OPPORTUNITIES
ACTIVITIES
COMPLETED/
OBJECTIVES
REACHED
KPI
OBJECTIVES
2022-2023
OBJECTIVES 
2030
ENVIRONMENT 
Waste
management 
and “end-of-life 
programme”
Pollution linked to
inappropriate waste 
management.
Adopt specific waste
management procedures 
(ISO 14001)
Increase the quantity of 
waste sent to be recycled 
instead of to landfill
Invest in glass recycling 
technologies
See 
Paragraph 
6.10
See 
Paragraph 
6.10
See 
Paragraph 
6.10 and 6.1
Management
of packaging 
and its recycling
Consumption of resources
Increase use of recycled 
packaging or packaging 
containing recycled 
materials
See 
Paragraph 
6.11
See 
Paragraph  
6.11
See 
Paragraph  
6.11 and 6.1
Biodiversity and
pollution
prevention
Pollutant emissions
Impact on ecosystem
Prevent environmental
incidents and 
emergencies
See 
Paragraph 
6.12
See 
Paragraph 
6.12
See 
Paragraph  
6.12 and 6.1
Environmental
initiatives
Group involvement in the 
ecosystem
Various initiatives in the 
environmental field
See 
Paragraph 
6.13
See 
Paragraph 
6.13
See 
Paragraph 
6.13 e 6.1
PILLAR
SDGs
MATERIAL
TOPIC
RISKS/
OPPORTUNITIES
ACTIVITIES
COMPLETED/
OBJECTIVES
REACHED
KPI
OBJECTIVES
2022-2023
OBJECTIVES 
2030
ENVIRONMENT
The importance 
of cullet glass 
and the circular 
economy
Consumption of
resources
Consumption of
energy
Pollutant emissions
Invest in glass recycling 
technologies.
Increase percentages of 
recycled glass.
See 
Paragraph 6.3
See 
Paragraph 6.3
See 
Paragraph 6.3 
and 6.1
LCA and Eco 
Conceptions 
Investments in the 
development of products 
made entirely from 
recycled glass.
See 
Paragraph 6.4
See 
Paragraph 6.4
See 
Paragraph 6.4 
and 6.1
Electricity
Process energy 
consumption
Invest in innovative 
melting furnaces.
Revamp plants
Self-produce electricity 
from
See 
Paragraph 6.5
See 
Paragraph 6.5
See 
Paragraph 6.5 
and 6.1
Air emissions 
management
Pollutant
emissions
Technological investments 
to streamline processes 
and reduce greenhouse 
gas emissions.
Increase percentages of 
recycled glass.
See 
Paragraph 6.6
See 
Paragraph 6.6
See 
Paragraph 6.6 
and 6.1
Raw material 
and finished 
product 
transport 
and logistics 
efficiency
Pollutant emissions
Packaging circularity
Optimise transport
Use rail transport
Reduce plastic packaging
See 
Paragraph 6.7
See 
Paragraph 6.7
See 
Paragraph 6.7 
and 6.1
Water
Process water 
consumption
Compliance Regulations 
on discharges
Technological investments 
in process water 
recirculation systems
Adopt environmental 
matrix monitoring systems 
(ISO 14001)
See 
Paragraph 6.8
See 
Paragraph 6.8
See 
Paragraph 6.8 
and 6.1
Noise and 
Traffic
Initiatives to mitigate 
noise and vehicular traffic 
impacts
Technical solutions to 
reduce noise emissions
Systems and adequate 
internal infrastructure and 
traffic rules within the 
facilities
See 
Paragraph 6.9
See 
Paragraph 6.9
See 
Paragraph 6.9 
and 6.1
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PILLAR
SDGs
MATERIAL
TOPIC
RISKS/
OPPORTUNITIES
ACTIVITIES
COMPLETED/
OBJECTIVES
REACHED
KPI
OBJECTIVES
2022-2023
OBJECTIVES 
2030
SOCIAL
Personnel 
training and 
development
Alignment of skills and 
business needs
Improvement of business 
performance
Company culture
Specific employee 
training
Zignago Vetro Academy
Managerial training
Training pursuant to 
Legislative Decree No. 
231/01
Sustainability awareness 
trainings 
See 
Paragraph 7.3
See 
Paragraph 7.3
See 
Paragraph 7.3 
and 7.1
Diversity, equal 
opportunities, 
and non-
discrimination
Diversity of treatment
Adopt a Code of Ethics 
for both Zignago Vetro 
personnel and suppliers
See 
Paragraph 7.4
See 
Paragraph 7.4
n/a
Reduce
inequalities
Contribute directly/
indirectly to eliminating 
the inability of some 
societal sectors to 
participate in social, 
cultural, political, and 
economic life and make a 
useful contribution
Progressively achieve and 
sustain the income growth 
of the population’s lowest 
social strata
Strengthen and promote 
the social, economic, and 
political inclusion of all
Provide equal 
opportunities
See 
Paragraph 7.5
See 
Paragraph7.5
See 
Paragraph 7.5 
and 7.1
Respect for 
human rights
Discrimination
Corporate image
Code of Ethics
Legislative Decree No. 
231 system
Supplier code of conduct 
and questionnaire
See 
Paragraph 7.6
n/a
n/a
Human resource 
management
Safeguarding and 
creating jobs
Hiring policies
Labour management 
initiatives
Corporate welfare 
programme
Work/life balance
See 
Paragraph 7.7
See 
Paragraph 7.7
See 
Paragraph 7.7 
and 7.1
Suppliers
Creation of a positive 
social fabric
Local supplier selection 
policies
See 
Paragraph 7.8
See 
Paragraph 7.8
See 
Paragraph 7.8 
and 7.1
Workplace 
health and 
safety
Worker safety
Increase safety 
monitoring
Technological investments 
Employee information 
campaigns
See 
Paragraph 7.9
See 
Paragraph 7.9
See 
Paragraph 7.9 
and 7.1
Customer health 
and safety
Safeguarding consumers 
from risks linked to 
product use
Certifications:
UNI EN 15593
See 
Paragraph 
7.10
See 
Paragraph 
7.10
See 
Paragraph 
7.10 and 7.1
Communication 
with social 
partners and 
community 
initiatives
Group involvement in 
local communities
Invest in the well-being of 
the local community
Various initiatives to 
support local communities
See 
Paragraph 
7.11
See 
Paragraph 
7.11
n/a
PILLAR
SDGs
MATERIAL TOPIC
RISKS/
OPPORTUNITIES
ACTIVITIES
COMPLETED/OBJECTIVES
REACHED
GOVERNANCE 
Governance structure
Structure and functional features that 
guarantee top-tier management levels
Achieved/compliant
Remuneration system
Adequate remuneration to incentivise results
Achieved/compliant
Internal Control and Risk 
Management System and 
compliance
Ensure stakeholders have as much control 
over risks as possible
Achieved/compliante
Tax transparency and anti-
corruption stance
Respect for laws
Avoid penalties
Achieved/compliant
Corruption
Damage to corporate image
Introduction of Italian Legislative 
Decree No. 231 organisational 
system
Security and Privacy
Prevention of risks and cyber attacks
Protection of personal and sensitive data
Implementation and continuous 
monitoring and updating of 
protection systems
Regulatory compliance regarding 
data processing
Policies
Organise procedures to safeguard corporate 
behaviour in all areas
Implement and update procedures 
to strengthen and adapt to changes 
in the Legislative Decree No. 231 
organisational system
Creation and distribution of 
economic value
Inappropriate allocation of resources
Creation of shared value
Increase company profitability and 
dividends
Increase resources allocated to 
employment
Increase tax contributions
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5.2
Global Compact 
membership and 
commitments
During a meeting on March 12, 2021, the Board 
of Directors of Zignago Vetro S.p.A. resolved to 
join the United Nations Global Compact, which 
became effective on April 30, 2021, and was 
renewed in April 2022. The Board has made a 
specific commitment to the protection of Human 
Rights and diversity, as evidenced by its support 
for the Global Compact and other related 
initiatives.
The Global Compact is promoted by the United Nations and represents a further step 
in the direction taken by Zignago Vetro S.p.A. to pursue long-term sustainable growth. 
Our main sources of inspiration are the Universal Declaration of Human Rights (1948) 
and the United Nations International Covenant on Civil and Political Rights (1966). 
With regard to labour issues specifically, our primary point of reference – aside from 
national laws – is the ILO Declaration on Fundamental Principles and Rights at Work 
(established in 1998 and revised in 2022), in addition to the eight ILO conventions and 
their corresponding recommendations.
Support and respect 
internationally proclaimed 
human rights within the 
company’s respective spheres 
of influence;
Ensure that they are not 
complicit in human rights 
abuses, even indirectly;
Commit to eliminating all 
forms of discrimination 
within its reach, including its 
stakeholders;
Adopt diversity initiatives and 
programmes;
Support workers' freedom of 
association and recognise the 
right to collective bargaining;
Work toward eliminating 
all forms of forced and 
compulsory labour;
Work toward the effective 
elimination of child labour;
Work toward eliminating 
discrimination in respect of 
employment and occupation;
Formally commit to defining 
a maximum number of daily 
and weekly working hours;
Support a precautionary 
approach to environmental 
challenges;
Undertake initiatives 
to promote greater 
environmental responsibility;
Encourage the development 
and diffusion of 
environmentally friendly 
technologies;
Commit to working against 
corruption in all its forms, 
including extortion and 
bribery.
With this decision, Zignago Vetro agrees to respect the following key principles:
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Zignago Vetro therefore strengthens its commitment to sustainability, which started with its 
achievement and ongoing pursuit of the United Nations’ 2030 Agenda for Sustainable 
Development Goals (SDGs). 
By joining and signing up to the principles and initiatives of the UN Global Compact, 
Zignago Vetro S.p.A. strengthens its commitment to sustainability; for this reason it refers 
to and has adopted the Sustainable Development Goals (SDGs) under the United 
Nations 2030 Agenda, which focus on creating a culture of sustainability, promoting 
a responsible supply chain, the fight against corruption, involving employees, the 
continuous improvement of workplace health and safety, support for technological 
innovation, customer satisfaction and trust, ongoing dialogue with local communities 
and reducing environmental impacts and thus contributing substantially in the fight 
against climate change.
Zignago Vetro’s circular economy objectives have resulted in - and shall increasingly 
deliver in the future - a reduced use of production factors and significantly lower energy 
consumption and emissions for a similar quantity produced.
In compliance with the main contents in the Sustainable Development Goals of the 
United Nations for 2030 (SDGs), Zignago Vetro is committed to:
•	 incorporating ESG issues in all corporate functions;
•	 integrating ESG issues in the business model and in the industrial and economic 
management;
•	 request adequate information from its principal suppliers regarding their compliance 
with and adherence to the Supplier Code of Conduct as regards ESG issues;
•	 promoting the acceptance and actuation of the principles among company 
personnel, in the community, and in social projects that the Group promotes;
•	 collaborating to improve the efficiency in the implementation of the principles. 
In particular, Zignago Vetro is committed to promoting awareness among its 
stakeholders of the sustainability of its products and their development over time;
•	 regularly consulting with stakeholders on the main issues;
•	 communicating out of the company and to all stakeholders the activities carried out 
and the progress made in the realisation of the principles.
Zignago Vetro has progressively integrated ESG topics and SDG principles into its 
business model.
The reason is linked to the full awareness that “sustainability” - a series of intangible 
elements that go hand in hand with the assets and the tangible elements of business - is 
the only guarantee to be able to hypothesise a long-term leading position of the Group 
within its industrial category.
Furthermore, sustainability is a characteristic that Zignago Vetro believes can be traced 
directly to the circularity of production factors typical of this sector.
In recent years, Zignago Vetro also asked an external company to audit its approach 
to the SDGs.
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5.3
Analysis of materiality, 
relevant topics, and their 
impacts
The organisation must identify its material topics per the GRI Standard 3 - Material 
Topics (2021), which came into effect on January 1, 2023 and was issued by the Global 
Sustainability Standards Board (GSSB).
Zignago Vetro adhered to the required standards, following an analytical process while 
identifying its material topics. The process sought to:
•	 understand the organisational context;
•	 identify potential and current impacts;
•	 assess the importance of impacts;
•	 prioritise the most significant impacts to be reported.
When determining material topics, Zignago Vetro defined its reference context and 
addressed its stakeholders. These stakeholders were initially identified and subsequently 
involved in the stakeholder engagement process in 2021. After careful analysis, the 
process was also deemed valid for the 2022 NFS.
This process allowed the Group to garner useful information and identify current and 
potential impacts.
The analysis then focused on evaluating impacts according to their importance and 
magnitude.
A current negative impact was evaluated based on its severity; a potential negative 
impact, on the other hand, was evaluated based on its probability of occurrence and 
severity.
A positive impact was deemed actual based on the actual contribution made; a potential 
positive impact was deemed significant based on its scale and scope, in addition to its 
probability of occurrence.
The Group subsequently prioritised impacts to identify those most worthy of reporting.
The Group's current process of identifying the impacts and material topics for reporting 
purposes will continue, with plans to re-engage stakeholders in 2023 to obtain further 
valuable feedback. This feedback may result in the identification and reporting of 
material topics that were not previously identified.
The results of the analysis are provided below.
THE
ENVIRONMENT
Priority Topics
Main Impact Generated
Impact Type
(Negative/Positive - 
Potential/Actual)
Impact Materiality 
Level (Severity/
Magnitude)
Water consumption 
and discharge
Process water consumption that contributes to the depletion of 
natural resources.
Actual negative
Medium
Release of process pollutants into water, outside the permitted 
limits.
Potential negative
Low
Monitoring of pollutants released through water purification 
processes.
Actual positive
High
Plans to make investments to reduce water consumption in the 
production cycle.
Actual positive
Medium
Energy efficiency
Use of non-renewable energy sources that could contribute to the 
depletion of natural resources.
Actual negative
High
Energy efficient processes and reduced use of fossil fuels, 
including through specific investments
Actual positive
High
Increased space dedicated to renewable energy production and 
continued focus on pursuing renewable energy procurement 
policies.
Actual positive
Medium
Waste management
Violation of waste management regulations, resulting in 
environmental damage
Potential negative
Low
Disposal of waste in landfill
Actual negative
Medium
Waste recycling and materials recovery
Actual positive
Medium
Adequate disclosure of waste disposal processes, including 
special waste.
Actual positive
Medium
Atmospheric emissions, 
including greenhouse 
gases
Emissions of carbon dioxide into the atmosphere, contributing to 
climate change.
Actual negative
High
Release of process pollutants into the atmosphere, outside the 
permitted limits.
Potential negative
Low
Monitoring of pollutants released through flue gas cleaning 
processes.
Actual positive
High
Research and development of new glass melting processes 
to reduce the generation of carbon dioxide and other climate 
altering gases.
Potential positive
High
Reduction of emissions through energy efficiency initiatives and 
the use of renewable energy.
Actual positive
High
Raw materials and 
sustainable supplier 
management
Use of raw materials that could contribute to the depletion of 
natural resources.
Actual negative
Medium
Partnerships with suppliers whose conduct violates ethical, 
environmental, and social sustainability principles.
Potential negative
Low
Monitoring and selecting suppliers who apply appropriate 
sustainability standards in their production processes.
Actual positive
Medium
Feeding of secondary raw materials from recycling processes into 
the production cycle.
Actual positive
High
Development of supplier partnerships to foster engagement and 
training and thus create a responsible and sustainable supply 
chain.
Actual positive
Medium
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53

SOCIAL
Priority Topics
Main Impact Generated
Impact Type
(Negative/Positive - 
Potential/Actual)
Impact Materiality 
Level (Severity/
Magnitude)
Personnel training and 
development
Upgrading and development of employee training programmes 
and continuous skills and career development incentives.
Actual positive
Medium
Human resource 
management
Identification and assignment of roles appropriate to people's 
skills; opportunities for professional and career development.
Actual positive
Medium
Development of welfare plans, promotion of work-life-balance 
initiatives and dedication of attention to individual and collective 
employee wellbeing.
Actual positive
High
Respect for human 
rights, protection of 
diversity, and equal 
opportunities
Dedication of attention to the social inclusion of minority groups 
and equal opportunities, including through the use of tools to 
report wrongdoing and whistleblowing tools, which guarantee 
confidentiality and anonymity
Actual positive
Medium
Monitoring of potential occurrences of discrimination concerning 
the protection of diversity.
Potential negative
Low
Relations with 
communities and local 
bodies
Continued collaboration and support for cultural and social 
initiatives that address topics considered significant by local 
communities
Actual positive
Medium
Promotion of public events to raise awareness of glass recycling 
and environmentally sustainable products
Potential positive
Medium
Occupational health 
and safety
Increased incident frequency and severity index. 
Actual negative
Medium
Development of an employee incentive plan to raise awareness 
of occupational health and safety.
Potential positive
Medium
Provision of individual safety devices and the monitoring of their 
correct use.
Actual positive
Medium
Development and routine updating of workplace safety training 
programmes to reduce the incident severity and frequency index.
Actual positive
High
Customer health and 
safety
Implementation of procedures to comply with food safety plans in 
the container manufacturing process.
Actual positive
High
Guarantee the traceability of finished products to protect end 
consumers and ensure high standards of quality, safety, and 
hygiene.
Actual positive
High
COVID-19 emergency 
response
Promotion of a culture of health and safety through the provision 
of personal protective equipment and appropriate information on 
COVID-19 related risks.
Actual positive
Low
GOVERNANCE
Creation of economic 
value
Ensure longterm business continuity, create economic value to be 
distributed to stakeholders and used in business growth projects
Actual positive
High
Sustainable
governance
Increase performancerelated remuneration for top managers 
linked to the achievement of ESG objectives
Actual positive
Medium
Compliance and risk 
management 
Constantly update company policies to cover significant risks and 
comply with industry regulations.
Actual positive
Medium
Potential loss or disclosure of sensitive data due to inadequate 
information technology safeguards and unstructured information 
management.
Potential negative
Medium
Combatting corruption
Training programmes aimed at raising the awareness of top 
management, and at applying procedures and rules to combat 
corruption.
Actual positive
Low
Application of the reporting 	
	
principles
The Zignago Vetro S.p.A. Sustainability Report has been drawn up
•	 with accuracy, reporting qualitative and quantitative information, based on 
available evidence, with negligible margins of error, and continuity with previous 
reporting, using the same calculation methods;
•	 reporting information fairly and objectively, maintaining balance and transparency 
regarding both positive and negative impacts, and neutrality regarding information 
obtained from stakeholders;
•	 working with constant commitment, seeking the clarity and simplicity of information, 
to give stakeholders ease of use of and access to relevant data;
•	 compiling and reporting information in a uniform and comparable way, in order to 
facilitate analyses of changes in impacts and operations over time. Comparability 
is ensured with at least two previous periods and with future short and medium/
long-term targets, with the use of recognised units of measurement and indices that 
are standard and as well-known as possible, with consistent calculation methods 
and continuity of the information methodologies, with the use of absolute values in 
addition to percentages and normalised values, with explanations attached to the 
numerical values, and with a restatement of historical data whenever necessary;
•	 allowing an assessment of impacts during the reporting period through quantitatively 
and qualitatively congruous information. Completeness has been achieved by 
reporting without any omissions of key information;
•	 reporting information on impacts in a broader sector context, transparently 
describing commitments to sustainable development;
•	 reporting and making the same information available on a regular basis. Timeliness is 
essential to allow stakeholders to integrate information and make objective decisions. 
Zignago Vetro is committed at all levels to the timeliness, quality, completeness and 
consistency of the data disclosed;
•	 guaranteeing the quality of information. The criterion of verifiability is upheld by 
internal checks on information to verify its truthfulness and applicability, by the 
documentation of decision-making processes on the reporting carried out, by the 
verification of the sources of data, and by an analysis of assumptions and calculation 
methodologies.
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5.5
ESG ratings and 
acknowledgements
The Group has committed to “EcoVadis”4, a sustainability performance monitoring 
platform, and to “CDP”5, an international non-governmental organisation 
dedicated to the development of the green economy and, in particular, to 
mitigating climate change (“CDP Climate Change” report) and preserving water 
(“CDP Water Security” report).
Following the actions in the ESG area adopted by Zignago Vetro until now, 
below is a report on the evaluations formally received by the above-mentioned 
rating company:
5.4
ISOs and certifications 
Management systems are in place for each facility: 
	- compliant with the ISO 9001:2015 for quality at all Group plants and at Vetro 
Revet;
	- compliant with ISO 14001:2015 for environmental management systems in the 
plants of Fossalta di Portogruaro, Empoli, Vetro Revet and Poland;
	- compliant with ISO 50001:2018 for energy management at Zignago Vetro 
Polska's Polish production site. This management system will soon also be adopted 
in the Italian plants.
Even if excluded from this document, it is hereby declared that even Vetri Speciali has 
adopted an Environmental Management System based on ISO 14001:2015 model, 
which takes into account the “AIA” (Autorizzazione Integrata Ambientale/Integrated 
Environmental Authorisation) prescriptions of the individual regions and Vetri Speciali 
sites. This system falls under the category of “Special Part E - Prevention of Environmental 
Offences” of the Organisation, Management and Control Model, as per Legislative 
Decree No. 231/2001.
In addition, a programme has been launched to gradually introduce a comprehensive 
certification system. The details of the programme for glass manufacturing facilities are 
shown in the table below:
Ecovadis
CDP
Climate 
Change
CDP
Water 
Security
Sustainalytics
(since2021)
Morningstar
(since 2021)
Gaia
(since 2020)
Moody’s
(since 2019)
MSCI
(since 2020)
2022
85/100
Platinum
B
A-
12.2
**
64/100
50/100
BB
2021
83/100
Platinum
B*
B*
11.9
Regional Top 
Rated Badge
61/100
42/100
BB
2020
62/100
Silver
B*
B
-
-
53/100
38/100
BB
2019
59/100
Silver
B*
B-*
-
-
-
28/100
-
2018
55/100
Silver
B*
B-
-
-
-
-
-
2017
50/100
Silver
B*
-
-
-
-
-
-
CERTIFICATIONS
ZV Fossalta
ZV Empoli
ZV Polska
ZV Brosse
VETRO REVET
ISO 9001
v
v
v
v
v
ISO 14001
v
v
v
2025
v
ISO 50001
2023
2023
v
-
Not significant
ISO 45001
2024
2024
2025
2026
2024
FSSC 22000
v
v
2023
-
Not applicable
UNI EN 15593
Substituted by FSSC 
22000
Substituted by FSSC 
22000
v
-
Not applicable
*Increasing score within the same range     ** Value not yet available
During the year 2022, Zignago Vetro was one of the 20 companies 
included in Borsa Italiana’s first ESG Panel.
Additionally, we note that Zignago Vetro is also a member of the SEDEX platform, 
a sustainable supply chain reporting tool. 
In addition, the Group is periodically audited on ESG issues by its clients or by 
third party auditing firms. These audits and their outcomes are tracked in the 
company's management systems and considered important tools for sharing with 
customers, as well as sources of stimulus for continuous improvement.
Occupational health and safety has always been a priority for the Zignago Vetro 
Group. To make sure these aspects are always managed in compliance with applicable 
legislation, and to guarantee constant improvement, the target was set to obtain ISO 
45001 certification for all of the Group’s facilities. The plan envisages the certification 
of the Italian sites (Fossalta, Empoli and Vetro Revet) by the end of 2024, and then the 
foreign facilities of Zignago Vetro Polska by 2025 and Zignago Vetro Brosse by 2026.
FSSC 22000
certification
in 2022
FOSSALTA
PLANT
Standard Ethics 
Italian Index
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6.0 
Environment
6.1
Objectives
6.2
The Board’s commitment 
to climate change
6.3
The importance of 
glass cullet and the 
circular economy for the 
Zignago Vetro Group
6.4
LCAs & eco-conceptions
6.4.1
LCAs
6.4.2
Eco Conceptions
6.5
Energy efficiency
6.6
Atmospheric emissions 
management
6.6.1
Scope 1 and 2 GHG emissions
6.6.2
Scope 3 GHG emissions
6.6.3
Other pollutant emissions
6.7
Raw material and 
finished product 
transport and logistics 
efficiency
6.8
Water
6.8.1
Zignago Vetro and water
6.8.2
Water withdrawal and discharge 
management
6.9
Noise and traffic
6.9.1
Noise emission management
6.9.2
Management of impacts on vehicle traffic
6.10
Waste management and 
end-of-life programme
6.10.1
Waste management
6.10.2
Material end-of-life waste management
6.11
Management of 
packaging and its 
recycling
6.12
Biodiversity and the 
prevention of local 
pollution
6.12.1
Proximity of production sites to protected 
natural areas
6.12.2
Actions to safeguard biodiversity
6.13
Environmental initiatives
SDGs
MATERIAL
TOPIC
The importance 
of cullet glass 
and the circular 
economy
LCA and Eco 
Conceptions
Electricity
Air emissions 
management
Raw material
and finished
product
transport
and logistics 
efficiency
Water
Noise and 
Traffic
Waste 
management 
and "end-of-life 
programme"
Management
of packaging 
and its recycling
Biodiversity and
pollution
prevention
Environmental
initiatives
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6.0 Environment
59

6.1
Objectives
Zignago Vetro Group’s ESG commitment has 
evolved over time, gradually assuming a more 
precise and strategic orientation.
The strategic framework guides the definition of a system of annual targets, which is 
discussed at length in this report, with the medium-term horizon of 2030.
Highlighted below are the main strategic guidelines defined by the ESG Committee 
and Control, Risks and Sustainability Committee on the Environment and approved by 
Zignago Vetro’s Board of Directors. 
The main horizon 2030 issues and targets on which the Group acts annually are as 
follows:
•	 Continuous increase in the use of recycled glass in production;
•	 Continuous reduction in specific energy consumptions;
•	 Continuous increase in the use of electricity from renewable sources;
•	 Continuous reduction in specific water consumptions;
•	 Continuous reduction in specific direct and indirect emissions of greenhouse gases 
(GHGs);
•	 Continuous efficiency improvements in transport and logistics;
•	 Adoption of certified environmental management systems for all group facilities;
•	 Constant and significant allocations of financial resources to support projects for the 
protection and remediation of the environment.
70%
recycled glass
target by
end of 2030
100%
use of
renewable
energy target
by end of 2030
Increases in the percentage of recycled glass  used in the production 
process, defined as the ratio of the weight of reused PCR glass cullet in 
processes to that of the glass produced.
The target value in 2030 is 70%, representing an improvement of +31.1% on 
2022.
This strategic objective is achievable, above all, through the strengthening 
of the supply system to ensure availability of greater quantities, better 
quality and colour separation (e.g. transparent, aquamarine and green). 
In this regard, as already discussed in the previous paragraphs, the Group 
is investing heavily in cutting-edge technology to improve cullet recycling 
capacity.
Reductions in specific energy consumption, defined as the ratio of 
overall energy used (expressed in equivalent kWh) to the weight of molten 
glass (expressed in kg).
The target value in 2030 is 1.646 kWh/kg, a reduction of -12.9% on 
2022.
This strategy is mainly pursued through:
	- Maximising cullet reuse;
	- Reuse or better exploitation of thermal waste;
	- Plant efficiency improvements and renewals;
	- Cost-cutting interventions on heating, air conditioning and lighting 
systems;
	- Constant monitoring of consumption and improving the efficiency in the 
running of existing plants.
Increases in the percentage of electricity from renewable 
sources, defined as the ratio of renewable electricity consumed to the total 
electricity consumed.
The target value in 2030 is 100%, an improvement of +124.2% on 2022.
This strategic target is achieved through:
	- Greater procurement of electricity supplies from suppliers guaranteeing 
renewable sources;
	- Greater self-production (photovoltaic panels).
Reduction in specific water consumption, defined as the ratio of water 
used (in cubic metres) to the weight of molten glass (expressed in tonnes).
The target value in 2030 is 0.8 m3/tonne, a -35.0% reduction on 2022.
This target is achieved through:
	- The completion of the closed circuit systems in all plants;
	- The installation of more efficient systems;
	- Selective improvements in existing plants.
-12.9%
reduced energy
consumption target
by end of 2030
reduced water
consumption target
by end of 2030
-35%
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-34.1%
reduced GHG
emissions target
by end of 2030
streamlining
of transport
ISO 14001
consolidated net
profit returned
to environmental
and social
initiatives
0.25%
Reduction of specific emissions of greenhouse gases (GHGs), defined as the 
ratio of the mass of GHG emissions (in equivalent tonnes of CO₂) over the mass of 
molten glass (in tonnes). This indicator includes both direct (Scope 1) emissions and 
indirect (Scope 2) emissions generated to produce electricity used in various processes.
The target value that Zignago Vetro Group has set itself by 2030 is 0.351 tonnes of 
CO₂/tonne, a -34.1% reduction on 2022.
This target is achieved above all through:
	- Lower consumption of virgin materials;
	- Greater use of cullet;
	- Greater use of a mix of energy sources with lower environmental impact;
	- Plant efficiency and innovation, particularly of melting furnaces;
	- A programme of reforestation or sustainable forest management.
Reduction of the specific production of waste, defined as the ratio of the mass 
of waste produced (in kilograms) over the mass of molten glass (in tonnes), as well as 
maximisation of the percentage of waste sent for recycling, recovery and reuse. 
The specific production of waste target value in 2030 is 5.50 kg/tonne, a reduction of 
-29.8% compared to 2022, while the target for the percentage of recycling, recovery 
and reuse of produced waste is 80%, an increase of +13.6% compared to 2022.
These targets can be achieved through:
	- the optimisation of processes and waste reduction;
	- continuous improvements in separate waste collection;
	- analysis of opportunities for recycling, recovery and reuse of waste currently sent 
to landfill.
Transport and logistics efficiency, according to the following guidelines:
	- Reduction of road transport in favour of rail, where possible;
	- Optimisation of transport;
	- Reductions in the use of plastic packaging.
Achievement of ISO 14001 Environmental Certification for all Group 
plants (currently achieved in 4 out of 5 plants).
Zignago Vetro also allocates funding to support various environmental 
protection projects.
As stated above, the Board of Directors has adopted, from 2021, a policy of allocating 
0.25% of consolidated net profit to fund initiatives to support social development, care 
for individuals and environmental protection.
reduced waste
generation target
by end of 2030
-29.8%
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The H2Glass project and the search 	
for new energy sources
For some years now, Zignago Vetro has been engaged in the research and development 
of and search for new technological solutions and energy sources, in order to both 
minimise energy needs and replace energy from fossil sources with other renewable 
sources capable of eliminating or greatly reducing emissions.
In this regard, we note that in 2022, Zignago Vetro, together with other leading operators 
and research institutes, launched a special project called H2Glass. This represents one 
of the most important projects at the European level aimed at the decarbonisation of the 
glass industry, and is part of the broader Horizon Europe programme.
H2Glass aspires to develop technological solutions to achieve combustion from 100% 
green hydrogen, and to guarantee the necessary quality requirements and safety 
conditions in the management of industrial sites. The project therefore aims to replace 
natural gas and other fossil fuel sources with green hydrogen, to be used in an oxy-fuel 
type combustion process that eliminates undesirable emissions.
H2Glass was launched in January 2023 with an initial budget of Euro 33 million, and 
received the full support of the European Commission with funding worth Euro 24 million, 
credited over the course of 2022.
It is estimated that the associated innovation has the potential to create 10,000 new jobs 
and increase revenues in the glass manufacturing technology sector by around Euro 1.5 
billion. Furthermore, the project is expected to involve investments of approximately Euro 
17 billion, the creation of 200,000 new green hydrogen sector jobs, and a reduction in 
emissions of as much as 80%.
Together with Zignago Vetro, 22 other leading operators have also joined the project, 
including several manufacturers of hollow and flat glass at the European level, in addition 
to leading research institutes and universities, and other important industrial groups at the 
cutting-edge of technological innovation.
Furthermore, the project has received the support of major associations such as Glass 
Alliance Europe, the European Container Glass Federation (FEVE), and Glass 
for Europe.
10.000 + 200.000 
new jobs
Green hydrogen
100%
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6.2
The Board’s commitment to 
climate change
Well aware of the risks associated with climate change and its importance for society 
in general, the Board of Directors of Zignago Vetro Group has undertaken to launch a 
project to mitigate the main risks of climate change. In particular, the Chief Executive 
Officer is responsible for all issues relating to climate change, in addition to initiatives to 
reduce emissions and increase energy efficiency. Once the strategic framework relating 
to “Climate Risks Management” has been implemented, reporting to the Board on these 
issues will take place on a regular ongoing basis.
Zignago Vetro’s ESG Committee has been instructed to introduce a Climate Risks 
Management Framework, to identify the main climate risks, map them, and formalise 
prevention and mitigation actions to be undertaken to limit their impacts.
For each mapped risk, the ESG Committee will arrange for a disaster recovery procedure 
to be implemented in case of any related adverse event. 
Zignago Vetro’s ESG Committee has set out certain Group managerial responsibilities 
for the identification of physical and transition risks. For example, targets have already 
been set to mitigate the CO₂ emissions risk over the coming years, through systematic 
and increasing application of the principle of circularity and the use of recycled glass, of 
various energy efficiency processes and of alternative energies from renewable sources.
Physical risks, for example, i.e. the financial and economic impacts of extreme catastrophic 
events in the strategic framework that Zignago Vetro Group has adopted, are managed 
through a mapping of specific risks and the conditions that define them. This mapping 
also makes it possible to identify and measure specific costs for assets, plant and related 
production activities in the event of an adverse event.
The climate and transition risk management framework, integrated into the Group’s GHG 
Risk Management, consists of a series of multi-year activities that define the different types 
of risks and assess their potential impacts on the business. In particular, the different phases 
of the framework are:
•	 Identification of the main physical risks that could impact Zignago Vetro Group’s 
business and activities;
•	 Identification of the main transition risks;
•	 Identification by the ESG Committee of technical figures for the introduction of 
mitigation measures in the various facilities;
•	 Drafting of specific procedures to mitigate each specific physical risk identified;
•	 Drafting of specific procedures to be carried out in the event of an adverse event.
The assessments conducted to measure both physical and transition climate risks have 
highlighted the potential financial costs associated with the various risks. 
For example, in the case of catastrophic atmospheric events (e.g. flooding), the cost of lost 
production and the recovery of operations has been estimated for each production site. 
Similarly, in the event of excessive drought, the costs related to the possible interruption 
of the water supply for the cooling circuits of furnaces have been estimated.
The description and results of the above processes are presented annually in a CDP 
– Climate Change Report, together with specific sub-scores. In 2022, Zignago Vetro 
Group received an overall score of B, but a risk management processes sub-score of 
A. This highlights the Group’s commitment to reducing GHG emissions and properly 
managing the main physical and transition risks. There is nonetheless always room for 
improvement, such as the definition of more specific targets for the coming years, in order 
to make its actions and governance even more effective.
Among the main transition risks that Zignago Vetro Group has identified in its 
assessments are:
•	 Risks associated with current regulations;
•	 Risks associated with future regulations;
•	 Risks associated with technological developments;
•	 Legal risks (products, supply chain, etc.);
•	 Market risks;
•	 Reputational risks;
•	 The possibility that one or more physical risks become chronic.
Physical risks include:
•	 Flood risks (e.g. rainstorms, overflowing rivers);
•	 Water shortage risks;
•	 Risks of using more polluting energy production factors, and of not being able to 
source raw materials and energy factors;
•	 Meteorological risks.
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6.3
The importance of glass 
cullet and the circular 
economy for Zignago 
Vetro Group
The main raw materials used in the production of glass are silica sand, fluxes like soda, 
stabilisers like calcium and magnesium carbonates and other colouring agents or fining 
agents.
The most important raw material used in producing new glass is, however, recycled 
cullet.
Using recycled glass in the composition has a triple benefit:
•	 Savings on resources: containing the consumption of virgin raw materials and 
stimulus to develop the circular economy.
•	 Energy savings: a composition with a high percentage of cullet makes it possible 
to lower the fusion temperature of the glass and save energy (up to -3% of energy 
consumption for every +10% of cullet).
•	 Lower CO₂ emissions: in addition to a lower fuel consumption for fusion, the use of 
cullet enables the use of lesser quantities of other raw materials (carbonates) that 
release CO₂ during the fusion process. 
Over the years, the Group has established a number of standing objectives, given the 
necessary conditions, to increase the quantity of cullet used in glass container production 
and to increase the range of containers that can be made with recycled glass.
The cullet used in glassworks mainly consists of Post Consumer Recycling (PCR) 
materials, and a small portion of production waste. As such, an important indicator of 
the level of glassware circularity is the ratio of PCR cullet to glass produced. In 2022, 
53.4% of the glassware produced by the Zignago Vetro Group consisted of PCR 
material, with usage up +7.7% on 2021. This increase has made it possible to reach 
and exceed the target set for 2022. In particular, a substantial contribution to this result 
came from Zignago Vetro Brosse, which, despite having to produce extremely high 
quality containers for high-end cosmetics and perfumery sectors, managed to increase 
the use of cullet in its processes, without compromising on the aesthetic demands of such 
products.
Glass recycling KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic Goal 
2030
% of PCR cullet
on glass produced
48.0%
49.6%
53.4%
+7.7%
52.0%
55.0%
70.0%
PCR glass cullet as % of glass produced
% Glass cullet PCR
70
60
50
40
30
20
10
0
53.4%
55.0%
48.0%
2020
49.6%
2021
2022
GOAL
2023
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Glass: the true champion 
of the circular economy
100% recyclable an infinite number 
of times without sacrificing quality, 
glass stands out from all other 
materials thanks to its unparalleled 
characteristics and qualities.
The fact it can be completely 
recycled means that all you need 
to make glass, is glass! There are 
several significant advantages: less 
reliance on virgin raw materials, 
lower energy consumption, fewer 
atmospheric emissions.
Infinitely
Recyclable
Sustainable
by nature
The recovery and reuse of glass by the glass container manufacturing industry has been 
remarkable in Italy over the last few years.
The following graph illustrates glass packaging consumption rates in Italy over the last 
10 years and the percentage of said glass collected for treatment and recycling at 
glassworks:
The above data show that while the consumption of glass packaging has steadily increased 
in Italy in the last ten years – and particularly in the last five years – the collection rate (and 
subsequent recycling rate) has accelerated.
In 2021, the percentage of recycled glass packaging over products sold for consumption 
reached 77%, attaining the target set for 2030 (the EU27 average in 2020, the last year 
available, was 76%) (data source: Co.Re.Ve.). 
Zignago Vetro has been a real trailblazer in this regard. In fact, during the period under 
review, the Company significantly increased the reuse of cullet in its production processes. 
The following graph shows the Zignago Vetro Group’s use of cullet as a primary material 
to make glass containers from 2012 to 2022:
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2012
2022
FORECAST
2022
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
90.0%
85.0%
80.0%
75.0%
70.0%
65.0%
CONSUMED (TONNES)
COLLECTED (TONNES)
COLLECTED/CONSUMED %
This significant increase was made possible thanks primarily to the clear strategy devised 
by Zignago Vetro to use more cullet to produce its containers.
VIRGIN RAW MATERIALS
Composition of raw material use - Zignago Vetro Group
80%
70%
60%
50%
40%
30%
20%
10%
0%
70%
47%
53%
30%
RECYCLED GLASS
Glass consumption and collection in Italy
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In line with the above strategy, the Group has 
invested heavily in creating and developing 
special plants (and consequently companies) 
for processing cullet to prepare it for reuse at 
glassworks. Thanks to these activities, Zignago 
Vetro now operates three plants that process 
cullet. Below is a brief summary:
Altogether, the above three companies have a treatment capacity of about 800,000 
tonnes of raw glass per year, equal to about one third of the total raw glass collected in 
Italy annually. This makes Zignago Vetro a leading player in Italy’s cullet reuse sector.
JULIA VITRUM
VETRO REVET
VETRECO
Vetreco:
a company (held 30%) established in 2012 as a joint venture with 
two other leading glass groups. Vetreco is based in Supino (FR) 
and is the main hub for processing cullet in central and southern 
Italy;
Vetro Revet:
company acquired in 2017. Zignago Vetro holds 51%, while the 
remaining share is held by Revet, an Alia Group company, the 
main public utility company in Tuscany. Vetro Revet is based in 
Empoli, near one of Zignago Vetro's glassworks;
Julia Vitrum:
a company (held 40%) established in 2019 as a joint venture with 
another leading glass group. 20% of the capital is held by Friulia, 
which finances the development of the Friuli-Venezia Giulia 
Region. The company is based in San Vito al Tagliamento (PN) 
and started operating in September 2021. It is the largest and 
most modern plant in north-east Italy.
Glass Recycling Companies
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In 2022 these companies processed about 700,000 tonnes of glass waste, 
representing, overall, one of the largest enterprises in this sector in Italy.
The following process data relates to Vetro Revet only (and therefore does not include 
the companies Vetreco and Julia Vitrum):
From 2020 to 2022 the percentage of glass recovered from treated cullet 
increased noticeably, reaching about 84%.
The remaining part is represented by other materials recovered (aluminium and iron) as 
well as waste sent to landfill.
From 2019 to 2020 the Company produced a development plan for the plant with the 
revamping of separation technologies installed, making it possible to increase both its 
raw glass cullet treatment capacity and the fraction recovered and therefore reducing 
the quantity of waste sent to landfill.
In 2021 and 2022, plant refurbishments and improved cullet separation yields brought 
significant improvements in specific environmental indices, reducing energy consumption 
and air and water impacts.
2020
2021
2022
Δ% 22/21
Raw glass waste from urban 
collection processed in the 
plant
tonne
114,000
121,205
135,547
+11.8%
Furnace-ready cullet 
produced with the “end of 
waste” designation for reuse 
in glass manufacture
tonne
90,240
98,702
113,390
+14.9%
Energy consumption/mass 
of furnace-ready cullet 
produced
kWh/tonne
67.78
62.36
51.36
-17.6%
Water intakes/mass 
of furnace-ready cullet 
produced
m3/tonne
0.023
0.023
0.021
-8.7%
Scope 1 and 2 emissions/
mass of furnace-ready cullet 
produced
tonneCO₂eq/
tonne
0.022
0.020
0.017
-15.0%
Scope 3 emissions/mass 
of furnace-ready cullet 
produced
tonneCO₂eq/
tonne
0.107
0.099
0.083
-16.2%
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At the treatment centres, the cullet is fed into a continuous-flow, 
almost entirely automated process that consists of the following 
steps: 
Pre-sorting:
phase in which the main impurities are removed, including metal 
objects, ceramics, plastics, fabrics and other foreign non-glass 
materials. This phase is carried out both by using automatic equipment 
(e.g. electromagnets, screens, suction systems, etc.) and by the direct 
intervention of the operators. 
Cleaning: 
at the end of the pre-sorting phase, the material passes through a 
subsequent cleaning and drying system (if the material has moisture), 
which also provides for the controlled crushing of the larger parts of 
glass to allow the next Sorting phase.
Selection:
once the cleaning phase has been completed, the cullet, now stripped 
of most of its impurities, is fed into a highly automated and extremely 
sophisticated flow of machines equipped with optical readers and 
pneumatic mechanisms, whose function is to analyse every single object 
that passes through the machine and to eliminate the components that 
are not suitable to be reused as glass. A number of the aforementioned 
machines distributed along the material stream automatically separate 
the glass by colour: this is a very important activity as it allows the 
generation of separate cullet streams, separated by colour, which will 
enable more effective recycling in the glassworks, thus maximising the 
consequent possibility of recycling the cullet.
Zignago Vetro has made significant investments in recent years to equip 
its treatment and recovery plants with the best technologies available, 
in order to obtain a high-quality glass cullet that enables the broadest 
recycling options. 
Reclamation of other materials:
some of the material eliminated during the stream described above are 
those that can still be reclaimed; in particular magnetic metals (e.g. iron) 
and non-magnetic metals (e.g. aluminium) that are sent to the respective 
reclamation chains, thus minimising the quantities that must be disposed 
of in landfills.
Glass born of glass: 	 	
	
	
	
	
a circular path
The glass recovery and reuse process is described below. For the sake of simplicity, 
reference is made to the flow in Italy, as this is the main market in which the Group 
operates. The main steps involved in glass recycling are outlined below:
Collection of used glass:
this phase is normally carried out by utilities/municipal/public 
companies. It is increasingly carried out in the form of single-material 
collection (glass only) to allow greater efficiency in the recycling 
chain.  In addition to differentiated urban collection, other minor 
sources of scrap include glass from non-packaging uses (e.g., flat 
glass).
Consumer:
buys and uses products contained in glass. Glass is a healthy, elegant, 
protective material that is increasingly finding favour with consumers. 
Once the product has been consumed, the container is handed over to 
the collection system, normally managed by public bodies.
Treatment centres:
once the cullet is acquired, it is taken to the treatment centres (in the 
case of the Zignago Vetro Group, these are the plants managed 
through Vetreco, Vetro Revet and Julia Vitrum).
Co.Re.Ve. System: 
Co.Re.Ve. is a national body that has the task of managing the 
recovery of glass for its subsequent sale to recyclers. In 2022, about 
89.2% of the cullet collected on Italian territory was managed by the 
"Co.Re.Ve. system". Co.Re.Ve. sells cullet to recyclers via two possible 
types of contracts: a system of online auctions, which represents 
the vast majority of the volumes managed; or a system of direct 
agreements between public bodies and private recyclers.
Sending the "furnace-ready" cullet 
to the glassworks:
the cullet, cleaned and divided by colour, is sent to the glassworks 
where it is reintroduced into the melting process, at the end of which 
what had initially been a container, used, collected, treated and 
prepared to be used as a raw material, once again becomes a new 
container, functional, beautiful, perfectly equal to what it had once 
been.
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TRANSFER
TO TREATMENT 
CENTRE 
SENT TO 
GLASSWORKS FOR 
REUSE
SUBDIVISION 
BY COLOUR
PRE-SELECTION
AND SELECTION
IN THE TREATMENT
CENTRE 
COLLECTION 
PHASE
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6.4
LCA & Eco-conceptions
6.4.1
Product Stewardship Management 
System and Life Cycle Assessment (LCA)
In the last three years, Zignago Vetro has strengthened the Life Cycle Assessment (LCA) 
activities on its products and on those under design, using specific procedures and a 
more systematic process.
The formalisation of this process by Zignago Vetro meets two specific objectives. The first 
is embedded within the customer-engagement process, some of whom feel it necessary 
to know the overall environmental impacts attributable to the products they purchase. 
Several customers of Zignago Vetro are, in fact, listed companies that have made similar 
sustainability commitments to their stakeholders. Consequently, it is essential for them 
that a product, in addition to meeting their needs for design and functionality, also has a 
limited impact on various environmental matrices.
The second goal is a continuous mapping of the impact parameters associated with each 
phase of the product life-cycle, which enables greater efficiencies to be generated early 
in the design and engineering process.
In determining the LCA, Zignago Vetro uses software developed by FEVE (European 
Hollow Glass Federation) in collaboration with the developer, RDC Environment
This application is equipped with a database using data collected from all the European 
glassworks that have joined the project (energetic consumption and mix, quantity of 
virgin raw materials and scrap used, means of transport and distance covered by both 
raw materials and the finished product for delivery to subsequent plants in the supply 
chain, etc.).
All these input parameters, combined with the item-specific data and that of the specific 
production campaign, are processed according to the main standards considered 
as best practice (PEF, ISO 14067...), so that the main environmental impact (CO₂ 
emissions, atmospheric ozone effect, toxicity for humans, contribution to acidification 
or eutrophication, etc.) indicators for each product can be determined, related to its life 
cycle.
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6.4.2
Eco Conceptions
Deep green collection,
for sustainable cosmetics
Zignago Vetro’s commitment to the environment also extends to the range of products 
manufactured and marketed. Indeed, in 2017 Zignago Vetro was the first company 
to introduce, with the Deep Green Collection, containers for cosmetics produced in 
green glass.
This type of glass, other than providing increased natural UV protection to the content (up 
to 99%), is produced with percentages of recycled glass reaching up to 90%, enabling 
up to a -36% reduction in CO2 process emissions compared to the same article in white 
glass.
Lightweight products
As part of its ongoing product research, between 2010 and 2022 
Zignago Vetro continued to develop a series of lightweight products that 
possess all of the same original characteristics. Nearly 40% of containers 
were reduced in weight in the period. In 2022 alone, lighter items resulted 
in a reduced use of glass equal to over 2,800 tonnes and a saving of 
almost 1300 tonnes of CO₂.
Specifically in 2022, the study focused on improving eco-design features 
on new and existing containers for the F&B and C&P segments.
-36%
99%
90%
NATURAL UV
PROTECTION
RECYCLED GLASS
REDUCTION OF
CO₂ EMISSIONS 
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Thinking behind sustainable bottles and 
the "sustainable agriculture" label
To make sustainability visible, Zignago Vetro sought to give it form. A symbolic form, but 
one that we believe has a powerful meaning: it is the bottle to be awarded as a prize 
each year to the producer that has done the most for sustainable agriculture. We called 
it the “Sustainable Bottle”.
The design of the Sustainable Bottle sees Zignago Vetro's logo is next to some leaves, 
symbolising the concept of agriculture. Glass is sustainable by nature and invites its 
guest, i.e. the contents, to be equally sustainable. The leaves, in turn, wrap around the 
bottle and remind us that the lesson of glass has been heeded: the producer to whom the 
bottle is awarded is the most sustainable producer in Italy.
The Sustainable Bottle and the Sustainable Agriculture mark seek to represent the entire 
Italian agribusiness sector. For that reason, in the field of wine the Sustainable Bottle 
sought to award the winery that has done most for sustainable viticulture, as part of the 
recognition awarded by Gambero Rosso. Gambero Rosso and Zignago Vetro share the 
values of sustainability and innovation in the wine industry. That is why since 2021 they 
have had a strong partnership, believing that together progress may be made quickly 
towards a better world. The Sustainable Bottle, awarded in the Prize for Sustainable 
Winemaking, was thus presented at the Tre Bicchieri di Gambero Rosso event.
Sustainability exists but cannot be seen. It goes under the radar, 
unnoticed by us. Sustainable actions are the most valuable 
difference we can make in the current era, yet no one notices them. 
If only they were visible, they could educate people by reminding 
us of how much more needs to be done to safeguard the planet.
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Lama bottle
Adopting this approach, in 2022 Zignago Vetro introduced to the market a new product line in its already 
extensive perfumery range: the 100 ml LAMA bottle with SNI screw neck, and crimped CNI, in line with the 
CETIE standard. 
The Lama bottle has the following features:
	- it meets the needs of an increasingly sustainability-conscious demand: the accessories can be separated 
from the bottle with a simple movement, making the bottle easy to reuse (refill option) and to recycle;
	- its range is optimised and flexible: the dual neck is a device that enhances the appeal of the product and 
does not impact its shape, and it may be enhanced with high-quality accessories already on the market 
requested by the customer;
	- the shape of the bottle is reminiscent of classic design; however, the treatment of the walls gives it a sleek 
appearance, blending classic and modern lines perfectly to make it a timeless product;
	- the glass weight was designed to optimise sustainability without sacrificing the aesthetic appeal that only 
a glass container can give a perfume.
Having been extremely successful with the Lama bottle, Zignago Vetro is expanding the range of containers in 
its catalogue with these features. 
New interchangeable bottle necks 
meeting CETIE standards
CETIE's guidelines take the demands of manufacturers and users of packaging designed 
to be filled with beverages, cosmetics, perfumes and pharmaceuticals and place them in 
new shared technical standards. In cosmetics and perfumery, CETIE recently introduced 
new bottle necks, focusing on interchangeability between the FEA and VITE bottle neck.
To meet the sustainability needs of consumers, perfume manufacturers are increasingly 
moving toward screw neck bottles, instead of the traditional crimped or FEA bottle necks, 
so they can offer consumers bottles that are reusable or at least easy to recycle (and 
thus composed of separable parts). At the same time, in order to fit within existing bottle 
codes, customers need the lowest possible profile screw neck that allows them to use the 
same pump covers as their crimped counterparts, providing optimum unscrewing and 
screwing comfort for the consumer.
That is why the new SNI screw neck bottle has been introduced, which is interchangeable 
with its crimped counterpart, the CNI (corresponding to a low-profile FEA bottle neck), 
where market requirements do not allow screw neck bottles.
This gives customers the option of producing both formats (screw neck or crimped) for a 
particular bottle model, while maintaining the same aesthetic appeal. This of course also 
translates into an advantage for the glassworks because a single mould can be used to 
apply different collars and obtain two containers with two different tops.
INTERCHANGEABLE
BOTTLE NECK
RECYCLABLE
AND REUSABLE
HIGH QUALITY
ACCESSORIES
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Thinking behind the H₂O bottle
In 2022 Zignago Vetro included a special bottle in its F&B commercial range, inspired 
by the need to communicate the sustainability features of glass containers not only to its 
customers but also to consumers. The bottle’s shape is inspired by the classic form of old 
milk containers, in a deliberately vintage design to symbolise an old-fashioned usage 
that is perfectly in tune with the times. The workmanship on the body of the bottle, made 
with a succession of half-cylinders to create a three-dimensional wave effect, gives it a 
modern appearance and makes the container ergonomic and practical to use. Similarly, 
the bottle's wide neck and simplified closure mean it can be easily refilled, washed and 
reused. These features make it an ideal container for a variety of uses, from food and 
beverage storage to various DIY uses. Finally, as the ultimate expression of the circular 
economy in glass containers, the bottle contains more than 80% recycled glass from 
municipal waste. The goal of the H2O bottle is to raise awareness of the use of glass, a 
material that guarantees hygiene and is infinitely recyclable. 
Case study: CoReVe project 
In 2022, the H2O Bottle was chosen and customised 
by CoReVe for an awareness-raising project entitled 
"Rome's water... drink it in glass!" This publicity 
campaign includes a set of initiatives for distributing 
the bottles to households in Rome throughout 2023 
to encourage and promote the use of public water, 
starting with tap water, thus reducing waste. The 
bottle also symbolises how proper waste sorting, 
starting with glass, makes it possible to recover and 
recycle it, limiting the consumption of raw materials 
and energy and reducing CO₂ emissions. Since 
glass can be endlessly recycled, the campaign’s 
goal is to support the achievement of a perfect 
circular economy model.
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6.5
Energy Efficiency
Energy consumption represents a significant 
component of production activities in the glass 
sector; the energy is mainly used in glass fusion.
Over the years, all Group plants have made significant efforts to introduce more 
technologically advanced industrial equipment to optimise and improve the management 
of existing facilities and consequently reduce energy consumption. Energy efficiency 
policy, over the years, has resulted in numerous initiatives, such as:
	- investment in innovative technologies and materials for the engineering and 
construction of more energy efficient melting furnaces;
	- ongoing revamping of auxiliary plants with increasingly efficient and sustainable 
solutions;
	- installation of heat recovery turbine and photovoltaic panels for the self-production 
of electricity from thermal waste and renewable sources;
	- increase in the use of glass cullet to reduce the energy demands for the fusion 
process;
	- extension of the use of LED light bulbs for indoor lighting;
	- training of employees in technical departments on energy saving.
Again in 2022, these efficiency measures further reduced energy consumption 
(-2.4%) in relation to molten glass, through the replacement of the old Furnace 11 at 
the Fossalta plant with the new, more efficient Furnace 14, through the optimisation 
of the consumption related to processes in other furnaces of the Group, and through 
the continuous increase in the use of glass cullet. In this regard, the Group has always 
implemented maintenance plans to keep its plants running efficiently.
Zignago Vetro’s goal for 2023 is to reduce consumption by a further -1.0%, through 
the activities planned and defined using the energy audits conducted and the energy 
management systems in development at the Group’s plants, such as the replacement 
of some compressors and the optimisation of some combustion processes in furnaces 
and forehearts.
-2.4%
reduced energy
consumption
ENERGY KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
Goal 2030
Total energy consumed
MWh equivalents
1,125,078
1,172,401
1,179,001
+0.6%
-
-
-
Total energy / 
Molten glass
kWh equiv./kg of molten 
glass
1.995
1.936
1.889
-2.4%
1.897
1.870
1.646
2.02
2.00
1.98
1.96
1.94
1.92
1.90
1.88
2020
2021
2022
Total specific energy consumption
kWh equiv. / kg melted glass
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During the period between 2020 and 2022 the Group, given the expansion of its 
production capacity with the installation of new furnaces in the Fossalta plant and 
increased production at other sites, increased its energy consumption in absolute terms 
while reducing specific consumption in relation to the quantity of molten glass.
In light of macro-economic and geopolitical changes at the beginning of 2022, energy 
prices have shot up and the availability of natural gas, the main fuel used in the processing 
plants, has been severely limited by the energy crisis. In response to this situation, and 
in line with the indications of European and national authorities designed to limit the 
consumption of methane, the company has been forced to vary the production mix by 
replacing, where possible, natural gas with low-sulphur fuel oil.
Increased use of energy
from renewable sources
In this scenario the pursuit of the objective of a balanced mix of energy sources is 
also important, as we seek to maximise the use of renewable and self-produced 
sources.
Over the years, the Group has consistently increased the percentage of electricity 
it uses from renewable sources. It has done so by installing photovoltaic and heat 
recovery systems and progressively increasing the amount of electricity produced 
from renewable sources, which it purchases from Zignago Power, a company 
belonging to the Zignago Group.
Between February and October 2022, Zignago Vetro installed and commissioned 
two new photovoltaic systems, with a total potential output of 1,150 kW, at the 
warehouses serving its Fossalta di Portogruaro plant. Furthermore, the construction 
of a new 999 kW photovoltaic system began on the roof of one of the finished 
product warehouses for the Empoli site, which is expected to be commissioned in 
2023.
PRODUCTION SITE
ZV Fossalta
ZV Empoli
ZV Polska
ZV Brosse
Energy efficiency actions in 
2022
•	 Commissioning of the new 
Furnace 14, to replace the 
less efficient Furnace 11.
•	 % increase in PCR cullet 
used (+3.5%)
•	 LED lighting
•	 Development of an ISO 
50001 certifiable energy 
management system
•	 % increase in the 
procurement of renewable 
electricity from Zignago 
Power (+1.4%).
•	 Auxiliary technology 
efficiency, particularly 
in compressed air 
management
•	 Optimisation of melting 
processes
•	 % increase in PCR cullet 
used (+11.8%)
•	 LED lighting
•	 Potential extension of the 
photovoltaic system
•	 Improvement actions 
identified by the ISO 
50001 certified energy 
management system
•	 Improving efficiency of 
auxiliary technologies
•	 Increase in % PCR cullet 
used (+5.9%)
•	 Optimisation of melting 
processes
•	 Significant increase in % 
PCR cullet used (+66.1%)
RENEWABLE 
ENERGY KPIs
2020
2021
2022
Δ% 
22/21
Goal 
2022
Goal 
2023
Strategic
Goal 2030
% EE from
renewable 
sources over 
total
44.3%
44.6%
44.6%
0%
46.0%
46.0%
100%
RENEWABLE SOURCES
NON-RENEWABLE SOURCES
54.0%
46.0%
55.4%
44.6%
55.4%
44.6%
55.7%
44.3%
GOAL 
2023
2021
2022
2020
ELECTRICITY
FUEL OIL
METHANE
OTHER
47.3%
78.5%
77.4%
19.1%
18.2%
19.0%
1.2%
1.2%
1.2%
32.4%
2.1%
2.4%
2022
2020
2021
Further research projects are underway to find technological solutions to 
progressively reduce the use of electricity produced using fossil fuels. As a result 
of its strategy, Zignago Vetro expects to increase the percentage of electricity from 
renewable sources to 100% by 2030.
This objective does not yet include the potential effect deriving from the launch 
of the aforementioned fossil fuel replacement process (e.g. through initiatives like 
the H2GLASS project), which is currently still under review and therefore not yet 
currently quantifiable.
After the significant increase observed between 2019 and 2021, the percentage 
of electricity from renewable sources stabilised in 2022 at 44.6% of the total 
electricity consumed, thanks to:
•direct supply of electricity consumed by the Fossalta di Portogruaro facility from the 
Zignago Power biomass plant;
•installation of photovoltaic panels for a total of 21,000 square metres in the Fossalta 
di Portogruaro and Empoli plants;
•use in the Fossalta di Portogruaro plant of a steam turbine to recover the heat 
contained in the furnace fumes for the production of electricity. However, this turbine 
was decommissioned in mid-2022 with the shut-down of the associated Furnace 
11. The new Furnace 14 that replaces it recovers energy in another way from the 
preheating of combustion air in the glass melting process.
Despite the substantial improvements in the sourcing of electricity from renewable sources, 
the percentage achieved over the total electricity consumption was slightly lower than 
the 2022 target, since the overall electricity consumption was higher than expected due 
to increased production at the Group’s plant, and the greater use of electric boosting for 
glass melting.
Energy use by type
The energy consumed by the Group derives from the following main sources: electricity, 
methane gas, fuel oil.
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Zignago Power for renewable energy
Zignago Power S.r.l. was founded in 2008 in 
Fossalta di Portogruaro with the objective of 
meeting the energy demands of the Zignago 
Holding group, using renewable energy sources 
that respect the environment.
The Company owns two thermo-electric plants in Italy fuelled by solid biomass: one in 
Fossalta di Portogruaro (VE) and one in Bagnolo di Po (RO).
The Zignago Power thermoelectric plant in Fossalta di Portogruaro is fuelled by virgin 
wood chip biomass that has been processed exclusively by mechanical means. The 
plant runs on a Rankine cycle, with superheated, highly pressurised steam and four 
different tappings, to ensure high conversion efficiencies. The steam drives an electric 
generator coupled turbine, producing an output of approximately 17 MW electric (49.2 
MW thermal), at the best performance available on the market. In addition, the plant 
offers cogeneration, recovering thermal energy from combustion fumes to heat water for 
a district heating system for the local public and private users.
The biomass used is a renewable energy source, as per Legislative Decree No. 
387/2003. Qualifying in Italy as a Renewable Sources Powered Plant (IAFR), under 
current regulations, the plant is incentivised for the energy it produces on a par with other 
renewable sources, such as solar, wind, hydroelectric, geothermal and biogas. The plant 
is, in fact, considered to have net zero CO₂ emissions, since its fuel comes from organic 
carbon biomass, produced by plants that have absorbed equivalent quantities of CO₂ 
during their lifespan.
The Zignago Power thermoelectric biomass plant is currently the most sustainable 
generation system possible for the energy supply needs of Zignago Group, particularly 
Zignago Vetro, which needs a constant supply of electricity and power, almost 24 hours 
a day, 365 days a year. Among all the renewable options, the plant is the only possible 
solution to meet these needs in the area where it is located, since the energy source, in 
this case biomass, allows for programmable, independent electrical power production 
regardless of the weather conditions or seasons. Additionally, the energy is consumed 
in the vicinity of where it is produced, and distributed via the Group’s own network, 
minimising any losses or waste.
The biomass fuel for the plant comes, almost entirely, from a short supply chain, sourced 
within a range of a few tens of kilometres, through ongoing agreements with operators 
approved by the Italian Ministry of Agriculture, Food and Forestry Policies (MIPAAF). 
All the biomass is fully documented, certifying its traceability, from its exact geographic 
origin to the legal basis of its supply, in terms of quantities and authorised woodcutting 
areas. The documentation is annually approved by the Ministry, releasing the grid 
operator to apply the relevant incentive, based on the amount of biomass energy 
produced.The biomass fuel for the plant comes, almost entirely, from a short supply 
chain, sourced within a range of a few tens of kilometres, through ongoing agreements 
with operators approved by the Italian Ministry of Agriculture, Food and Forestry Policies 
(MIPAAF). All the biomass is fully documented, certifying its traceability, from its exact 
geographic origin to the legal basis of its supply, in terms of quantities and authorised 
woodcutting areas. The documentation is annually approved by the Ministry, releasing 
the grid operator to apply the relevant incentive, based on the amount of biomass energy 
produced.
This incentive scheme was created precisely to favour local 
supply chains, to maximise environmental sustainability of 
productive cycles, by sourcing biomass from local areas 
authorised for cutting well-defined amounts, and to generate 
positive, local economic and social impacts, such as 
employment, investment, and so on.
No biomass comes from long distances, such as transported 
by ship, or from non-European countries, or any areas where 
sourcing is not planned, controlled, regulated and authorised.
Another important aspect, from a sustainability perspective, 
according to the “cascading use” principle is that the Zignago 
Power plant uses biomass that cannot otherwise be used by 
other “higher value” activities, since it derives from agricultural 
waste (e.g. pruning), forest maintenance waste (e.g. branches 
and twigs), or virgin wood processing waste (e.g. sawmill 
residues from cutting quality wood for the furniture industry). 
Woody material is also sourced from storm debris, such as 
the trees felled by the recent violent storm Vaia. If these raw 
materials were not used as an energetic and economic resource, 
for example, if the plant were not there, they would, otherwise, 
simply be disposed of, and represent harmful environmental 
risks, such as dumping, forest fires, and similar.
It is also a cogeneration plant as, thanks to the recovery of 
thermal waste from fumes, it provides hot water for process 
uses in the production site itself and fuels a civil district heating 
system that extends to the surrounding town. 
STEAM
FURNACE
BOILER
STEAM TURBINE
DISTRICT HEATER
ASH
ASH
EXHAUST
TREATMENT
WATER
FUELLING AND 
DOSING
BIOMASS
AIR
AET Biomass Power Plant 
(Fossalta di Portogruaro - VE)
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6.6
Atmospheric emissions 
management
Plant production activities require the use of melting furnaces, which involves the 
emission of volatile substances, in particular greenhouse gases (GHGs) and mainly 
CO₂.
Zignago Vetro, using the data for 2019, has produced its own GHG Inventory in 
accordance with the GHG Protocol Accounting and Reporting Standard, in which 
a third party has reported and verified all the direct and indirect emissions from its 
industrial activities, and specifically: 
•	 Scope 1 emissions, i.e. those directly generated by production processes 
•	 Scope 2 emissions, i.e. those indirectly originating from the electricity consumed in 
production processes
•	 Scope 3 emissions, i.e. all other indirect emissions linked to production processes 
The Group manages this aspect of its production activities with extreme care, implementing 
all technological solutions available to date, not only in order to comply with current 
regulations, but also to achieve the highest possible environmental protection standards.
Zignago Vetro has committed to various initiatives with a view to reducing  CO₂  
emissions:
•	 reductions in energy consumption;
•	 using less polluting energy sources;
•	 maximising the quantity of glass cullet put in the furnaces;
•	 	Eco-conceptions of products offered with the introduction of lighter containers or 
containers with higher percentages of cullet.
SCOPE 2
INDIRECT
SCOPE 3
INDIRECT
DOWNSTREAM ACTIVITIES
UPSTREAM ACTIVITIES
GLASSMAKING
ELECTRICITY 
PURCHASED 
FROM THE 
GRID
TRANSPORT AND 
DISTRIBUTION (UP-
AND DOWNSTREAM)
END-OF-LIFE
MANAGEMENT FOR 
PRODUCTS SOLD
WASTE
SCOPE 3
INDIRECT
TRANSPORT AND 
DISTRIBUTION 
(UP-AND 
DOWNSTREAM)
PURCHASED OF 
GOODS AND 
SERVICES
BUSINESS
TRAVEL
EMPLOYEE 
COMMUTING
FUEL AND 
ENERGY-RELATED 
ACTIVITY
SCOPE 1
DIRECT
FUEL FOR THE 
COMPANY 
VEHICLE FLEET
REFRIGERANT 
GASES
COMBUSTION OF FUEL 
OIL AND PROCESS 
EMISSIONS
Carbon footprint and GHG
The calculation of Zignago Vetro’s carbon footprint and improvements in environmental 
data are among the most significant goals of its ESG Policy, and a top priority for the 
Board of Directors and the ESG Committee.
In particular, Carbon Intensity, measuring CO₂ emissions per product unit, is one of 
the monthly monitored KPIs for the achievement of the goals of the Zignago Vetro ESG 
business plan.
The ESG business plan defines a series of specific actions to improve results and reduce 
overall emissions, such as the setting of multi-year goals for individual environmental 
KPIs, and the formalisation of related procedures. 
Zignago Vetro’s Carbon Intensity goals are both consistent with ESG Policy principles 
and form part of the reduction process stimulated by the EU Emissions Trading System 
(ETS). Gradual, systematic and non-volatile improvements in this area can reduce the 
need to purchase CO₂ allowances on the market, thereby generating important savings 
for the Group.
Zignago Vetro is, therefore, increasingly focused on improving Carbon Intensity, aware 
that lower emissions lead to less energy consumption and greater energy savings. 
Following its commitment to improve Carbon Intensity, energy efficiency and 
environmental aspects in general, Zignago Vetro has implemented a monthly reporting 
system, including Scope 1 and 2 emissions and energy and water consumption data. 
Waste production, on the other hand, is calculated annually as a whole, even though, in 
reality, its monitoring through loading and unloading records is continuous throughout 
the year. Scope 3 indirect emissions from the value chain, due to their complexity, are 
calculated annually and verified by an independent audit firm.
Zignago Vetro procedures for Carbon Footprint calculations, particularly concerning 
the majority of Scope 1 data, refer to the EU Emissions Trading System (ETS), as per 
legislation regulating the direct emissions of stationary plants. The related data is verified 
by third-party certification bodies, applying strict Europe-wide standards. The second 
method of data collection defined in Zignago Vetro’s procedures is the GHG Protocol 
Accounting and Reporting Standard, which includes Scope 2 and Scope 3 indirect 
emissions certified by an independent audit firm.
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Scope 1
Scope 2
REFRIGERANT
GASES
COMBUSTION OF FUEL OIL AND 
PROCESS EMISSIONS
FUEL FOR
THE COMPANY
VEHICLE FLEET
ELECTRICITY PURCHASED
FROM THE GRID
6.6.1
Scope 1 and 2 GHG emissions
In order to fully represent the phenomenon of air emissions linked to company operations 
as well as the improvements that the Group intends to pursue in the medium-long term, 
it is believed that the most appropriate indicator is the tonnes of Scope 1 and Scope 2 
CO₂ emitted per tonne of total molten glass.
Scope 1+2 
CO₂ Emissions KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
CO₂ emissions
(Scope 1 + 2 MB)
tonne CO₂
289,927
304,181
332,595
+9.3%
-
-
-
Specific CO₂ emissions
(Scope 1 + 2 MB)
tonne CO₂/
tonne molten 
glass
0.514
0.502
0.533
+6.2%
0.497
0.529
0.351
Of which:
CO₂ emissions
(Scope 1)
tonne CO₂
232,960
240,779
265,407
+10.2%
-
-
-
Specific CO₂ emissions
(Scope 1)
tonne CO₂/
tonne molten 
glass
0.413
0.397
0.425
+7.1%
-
-
-
CO₂ emissions 
(Scope 2 MB*)
tonne CO₂
56,968
63,402
67,188
+6.0%
-
-
-
Specific CO₂ emissions  
(Scope 2 MB*)
tonne CO₂/
tonne molten 
glass
0.101
0.105
0.108
+2.9%
-
-
-
*MB = Market-Based. This is the most accurate method for estimating Scope 2 GHG emissions, since it is 
based on the energy contracts stipulated by the organisation, and takes into account the real supply of certified 
renewable energy.
External factors of necessity due to the crisis in natural gas 
supplies, as mentioned in the previous section, forced the 
Company to convert, where possible, the energy supply of the 
melting furnaces to make use of fuel oil. The increased CO₂ 
emissions were therefore in part due to the use of fuel oil, which 
has a higher emission factor for the same energy content than 
methane, and in part due to increased production.
Nonetheless, in 2022, the actions undertaken by the Group 
(listed in the following table) made it possible to limit the increase 
in emissions due to the new energy mix and to the natural loss of 
efficiency of the plants in relation to the ageing of the furnaces 
and the deterioration of the thermal insulation refractory 
material. In particular, the replacement of the old Furnace 11 
with the new, more efficient Furnace 14 led to greater energy 
savings per unit of molten glass in 2022, partially mitigating the 
negative effects due, as mentioned, to the use of fuel oil.
Absolute Scope 1 emissions increased by +10.2%, also 
due to the increase in production capacity achieved by the 
commissioning of the new Furnace 14, while specific Scope 1 
emissions per tonne of molten glass increased by +7.1%, due to 
the necessary use of fuel oil.
Absolute Scope 2 emissions from electricity consumption also 
rose by +6.0%, due to the increased production capacity, 
while, in specific terms, per molten glass unit, they increased by 
+2.9%, due to the extraordinary maintenance shut-down of the 
Zignago Power biomass plant, which led to the Fossalta plant 
being supplied from the national grid (also from non-renewable 
sources) for an unusually long period. The Group’s strategic 
goals include specific CO₂ emission reductions (Scopes 1 & 2) 
of -34.1% by 2030, through energy efficiency improvements, 
increased glass cullet use, continuous plant modernisation, 
and the introduction of new technologies - e.g. the H2GLASS 
project.
In the short term, however, the conditions of market uncertainty 
and the unavailability of well-established and reliable 
alternative technological solutions make it necessary to set less 
ambitious targets for 2023, while protecting the sustainability 
of the business. Therefore, the 2023 target is to limit specific 
emissions to 0.529 tonnes of CO₂ per tonne of molten glass, 
calculated in the most precautionary hypothesis of running all 
the plants on fuel oil.
PRODUCTION SITE
ZV Fossalta
ZV Empoli
ZV Polska
ZV Brosse
Actions to reduce Scope 1 
and Scope 2 emissions in 
2022
•	 Replacement of Furnace 
11 with the new, lower 
emissions Furnace 14.
•	 % increase in PCR cullet used 
(+3.5%)
•	 Limitation, where possible, 
of the use of fuel oil in the 
energy mix.
•	 % increase in the 
procurement of renewable 
electricity from Zignago 
Power (+1.4%).
•	 Auxiliary technology 
efficiency, particularly 
in compressed air 
management
•	 % increase in PCR cullet 
used (+11.8%)
•	 Increased solar energy 
production (+8.2%)
•	  Introduction of an ISO 
50001 certified energy 
management system
•	 Improving efficiency of 
auxiliary technologies
•	 Significant increase in % 
PCR cullet used (+5.9%)
•	 Optimisation of melting 
processes
•	 Significant increase in % 
PCR cullet used (+66.1%)
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6.6.2
Scope 3 GHG Emissions
Scope 3
TRANSPORT AND DISTRIBUTION 
(UP-AND DOWNSTREAM)
END-OF-LIFE
MANAGEMENT FOR 
PRODUCTS SOLD
PURCHASES OF GOODS 
AND SERVICES
WASTE
BUSINESS TRAVEL
EMPLOYEE 
COMMUTING
FUEL AND
ENERGY-RELATED 
ACTIVITY
To demonstrate the improvement process undertaken by Zignago Vetro in analysing and 
reducing all environmental impacts from its own process, as of 2019 the Company is 
also reporting indirect Scope 3 emissions in its GHG Inventory. As previously stated, 
the monitoring of this parameter is in accordance with the GHG Protocol Accounting 
and Reporting Standard and it is verified by an independent audit firm. The monitoring 
includes emissions in the following categories:
CATEGORY
DESCRIPTION
APPLICABILITY
Cat.1: Purchased goods and 
services
Emissions upstream of the process (cradle-to-gate) relating to the production of purchased products 
(both tangible such as raw materials and intangible such as services).
Applicable
Cat.2: Capital goods
Emissions upstream of the process (cradle-to-gate) relating to the production of purchased capital 
goods.
Applicable
Cat.3: Fuel- and energy-
related activities notincluded 
in Scope 1 and 2
Includes the following specific contributions:
•	
Upstream emissions from the extraction, production and transport of the fuels consumed;
•	
Upstream emissions from the extraction, production and transport of fuels used to generate the 
electricity consumed;
•	
Transmission and distribution losses.
Applicable
Cat.4: Upstream 
transportation and 
distribution
Emissions deriving from the following types of transport: 
•	
Transport and distribution of products (e.g. raw materials) procured from Tier 1 suppliers;
•	
Transport of the finished product carried out by third parties at the Group’s expense, including 
inbound and outbound logistics, and intra-Group, inter-site transfers.
Applicable
Cat.5: Waste generated in 
operations
Emissions from the disposal and/or treatment of generated waste.
Applicable
Cat.6: Business trips
Emissions from the business trips of employees in vehicles owned or operated by third parties, 
such as aeroplanes, trains, buses, taxis, and boats. This includes emissions from stays in hotels and 
accommodation facilities during business trips.
Applicable
Cat.7: Employee commuting
Emissions from employees’ daily commute to and from their workplace, and those associated with 
smart-working.
Applicable
Cat.8: Upstream leased 
assets
Emissions from the use of leased assets not already included in Scope 1 and 2.
Not applicable
Cat.9: Downstream
transportation and 
distribution
Emissions from finished product transport and distribution services carried out by third parties at the 
customer’s expense.
Applicable
Cat.10: Processing of sold 
products
Emissions from processing carried out by third parties on sold semi-finished products.
Not applicable
Cat.11: Use of sold products
Emissions from the use of sold products.
Not applicable
Cat.12: End of life of sold 
products
Emissions (expected) from the disposal and treatment of marketed finished products once they have 
reached their end-of-life.
Applicable
Cat.13: Downstream leased 
assets
Emissions from the use of owned assets leased to third parties.
Not applicable
Cat.14: Franchises
Emissions from franchise operations not already included in Scope 1 and 2.
Not applicable
Cat.15: Investments
Emissions associated with investments made. This category is only applicable to investors and other 
firms providing financial services.
Not applicable
ZIGNAGO VETRO |  Sustainability report 2022
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CO₂ KPI Emissions
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
goal 2030
CO₂ emissions 
(Scope 3)
tonne CO₂
154,424
168,440
209,775
+24.5%
-
-
Engagement 
with parties 
responsible 
for at least 
80% of 
Scope 3 
emissions
Specific CO₂ emissions 
(Scope 3)
tonne CO₂/
tonne molten 
glass
0.274
0.278
0.336
+20.9%
-
-
Of which
Cat.1: Purchased goods
tonne CO₂
79,149
79,365
70,807
-10.8%
-
-
-
Cat.1: Purchased services
tonne CO₂
N/D
N/D
14,670
-
-
-
-
Cat.2: Capital goods
tonne CO₂
N/D
N/D
18,681
-
-
-
-
Cat.3: Fuel- and energy-
related activities
tonne CO₂
37,201
46,267
54,767
+18.4%
-
-
-
Cat.4: Upstream 
transportation and 
distribution
tonne CO₂
24,046
22,758
28,374
+24.7%
-
-
-
Cat.5: Waste generated in 
operations
tonne CO₂
814
919
747
-18.7%
-
-
-
Cat.6: Business travel
tonne CO₂
124
124
189
+52.4%
-
-
-
Cat.7: Employee commuting
tonne CO₂
1,408
1,378
1,480
+7.4%
-
-
-
Cat.8: Upstream leased 
assets
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Cat.9: Downstream 
transportation and 
distribution
tonne CO₂
2,917
8,326
10,298
+23.7%
-
-
-
Cat.10: Processing of sold 
products
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Cat.11: Use of sold products
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Cat.12: End of life treatment 
of sold products
tonne CO₂
8,765
9,303
9,762
+4.9%
-
-
-
Cat.13: Downstream leased 
assets
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Cat.14:Franchises
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Cat.15:  Investments
tonne CO₂
N/A
N/A
N/A
-
-
-
-
Analysis of these indicators, collected in significant and 
consolidated database, over a multi-year period, builds on an 
awareness of the need to engage with the value chain’s main 
partners, and promote initiatives to reduce indirect emissions 
in any way related to Group operations. This is why Zignago 
Vetro has set itself the goal of directly engaging with partners 
responsible for at least 80% of Scope 3 emissions by 2030, 
and urging them to implement opportune improvement actions.
The results of these initial campaigns are reported in the 
table below. Between 2021 and 2022, the reporting of all 
Scope 3 categories applicable to the Group’s business was 
completed, with the addition of indirect emissions associated 
with the purchase of services (Category 1) and capital goods 
(Category 2). Naturally, this expansion in the reporting scope 
led to an increase in total Scope 3 emissions, both in absolute 
terms (+24.5%) and per molten glass unit (+20.9%).
Other contributions to the increase in indirect emissions were 
due to the greater use of fuel oil (associated with higher 
emissions from extraction, refining and distribution processes 
included in Category 3), and transport (improved precision 
and inclusion of more data for Categories 4 and 9).
The following table shows the Scope 3 data broken down by 
category over the last three years:
6.6.3
Other pollutant emissions
Concerning other emissions, more specifically NOx and SOx and dust (considerably 
less than those of CO₂), all the Group’s plants have invested in the best abatement 
technologies available, capable of guaranteeing a wide margin of compliance with the 
limits imposed by law. For these parameters, the indicator used was therefore the number 
of times these limits were exceeded per year for the most significant emissions (i.e. those 
from the melting furnaces). As evident from the following table, this number was zero.
As proof of its continuous commitment to the technological advancement of pollutant 
abatement plants, in the major facilities of the Group, in 2022, Zignago Vetro built and 
commissioned new DeNOx plants with Selective Catalytic Reduction (SCR) technology, 
to further cut emissions of nitrogen oxides. Furthermore, starting from 2023, the new 
continuous emissions monitoring systems (EMS) will also be activated in the same 
plants for advanced process control, and for a further guarantee of the containment of 
emissions.
NOx, SOx and dust KPIs
2020
2021
2022
Goal 2022
Goal 2023
Strategic
goal 2030
Number of times the legal limit for 
atmospheric emissions was exceeded 
(NOx, SOx and dust)
No.
0
0
0
0
0
0
6.7
Raw material and finished product 
transport and logistics efficiency 
Currently, transport for the Group and for the glass industry 
in general is mainly carried out by road. The Zignago Vetro 
strategic Roadmap calls for the introduction and delivery of 
the “multimodal” project launched in 2019. This project is 
based on willingness to diversify the means of transport, also 
with alternative and more sustainable ones, for the purpose of 
reducing CO₂ emissions.
More specifically, rail freight was identified as an alternative 
means that permits, given equal efficiency, an appropriate 
saving of emissions.
Currently the system is already in operation and permits delivery 
by rail of some of the sand delivered to the Fossalta and Poland 
plants. In 2022 the use of multimodal transport produced a 
saving of -22.4% (equal to -60.4 tCO₂eq) in CO₂ emissions 
compared with transporting the same material solely by road.
Similarly, the topic of external packaging is particularly relevant 
to Zignago Vetro’s ESG roadmap.
The R&D division is studying, in collaboration with main clients, 
packaging solutions that can reduce the total use of plastic, 
as well as the weight and dimensions of the packaging, in the 
future.
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6.8 Water
6.8.1
Zignago Vetro and water
Water has always been one of the most important resources for sustaining human life 
and it plays a key role in all natural cycles and ecosystems. In addition, its abundance on 
the planet and its chemical and physical properties also make water a primary resource 
for the economic and productive activities that have developed in recent centuries in 
agriculture and industry. Population growth and the intense economic development of 
societies mean that it is now necessary to tackle sustainable water use and consumption 
in all sectors and processes.
The Zignago Vetro Group is aware of and sensitive to the challenges linked to the 
conservation and protection of water resources, and has for years been on a path to 
improve its processes so that it can progressively reduce its impact in this area.
The area of glass production processes that uses the most water is undoubtedly the 
cooling of auxiliary equipment and incandescent glass cullet. Water is used as a cooling 
fluid in numerous pieces of equipment such as vacuum pumps, compressors, furnace 
blades, electrodes for electrical boosting in melting furnaces and other minor items of 
equipment. Water is also used to cool the incandescent glass cullet, which is transported 
inside special tanks (called "scrapers") equipped with bottom scrapers that transfer 
the glass to special accumulation hoppers in order to recycle the material within the 
production process.
The water needed to operate such equipment may, depending on the usage requirements, 
be taken from various sources, such as underground wells, surface water-courses or 
aqueducts and may be treated to remove hardness or pollutants.
Increasingly, plant cooling water is also being reused through recirculation technologies 
to reduce the need for and consumption of water from natural sources.
Given the high impact of the process on water resources, therefore, the Group has 
acquired appropriate technological and governance tools to reduce impacts and 
mitigate water-related risks.
The Company has long integrated water resource management aspects into the overall 
process of assessing risks relating to its operations. Risk identification and analysis is 
carried out by the Control and Risks Committee, a body appointed by the Board of 
Directors, which collaborates with other relevant bodies (such as the ESG Committee) 
to mitigate risks. The assessment is carried out at the facility level and takes into account 
both elements relating to the local context (spatial and hydro-geological characteristics, 
regulations applicable to water management, status of surrounding aquatic ecosystems) 
and the needs and expectations of any stakeholders involved (customers, employees, 
investors, local communities).
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6.8.2
Water withdrawal and discharge 
management
Reduction in water consumption
The use of water resources is an important factor in the Group's production 
activity, whose risks must be managed and mitigated, especially in relation to 
the need to prevent water pollution and to minimise, as far as possible, water 
consumption, waste and dispersion.
Zignago Vetro’s commitment through the progressive introduction of environmental 
monitoring and measuring systems (ISO 14001 and ISO 50001), target-setting, 
and technological upgrades has been constant and over the years has led to 
important reductions in terms of water intake and discharges, as illustrated in the 
table below:
Water KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
WATER WITHDRAWALS
Mm³
1,617
1,166
770
-34.0%
-
-
-
m³/tonne of 
molten glass
2.87
1.93
1.23
-36.3%
1.79
1.10
0.8
Surface water
(rivers, lakes, etc.)
% of total 
consumption
62.8%
53.7%
46.7%
-13.0%
-
-
-
Well groundwater
% of total 
consumption
34.0%
41.9%
47.9%
+14.3%
-
-
-
Mains water supply
% of total 
consumption
3.2%
4.4%
5.4%
+22.7%
-
-
-
Year
Total intakes (m3)
Specific intakes (m3/tonne molten glass)
2018
2,499,803
5.38
2019
1,984,403
3.57
2020
1,616,975
2.87
2021
1,167,321
1.93
2022
769,876
1.23
Risks identified that apply to the organisation as a whole or 
to specific sites are tracked, by assessing potential areas of 
concern and potential direct and indirect negative impacts 
on operations, legislative compliance and the Company's 
reputation. In addition to analysing, for each type of risk, the 
severity and probability of impacts linked to water management, 
their potential financial and strategic effect on the Group is also 
evaluated.
Using the outcome of the evaluation process, management 
can identify the main issues to address in water resource 
management, define the relevant functions within the 
organisation, the priorities and objectives to pursue with a view 
to continuous improvement, the specific initiatives and actions 
to put in place and the main parameters to measure in order to 
monitor them.
The most representative indicators for Zignago Vetro relate 
specifically to the quantity of water consumed and the quality 
of water discharged into the environment.
Both the volume and quality of water intakes from the various 
sources and the volume and mass of pollutants emitted in water 
discharged externally (to surface water or the public sewer) are 
then measured and monitored accurately.
This approach has enabled the Group to achieve remarkable 
results in saving more and more water. The last five years 
have seen a substantial reduction in the water requirements 
of production plants both in absolute terms and in proportion 
to the mass of molten glass, as shown in the graphs below. 
Total water withdrawals have decreased by -69.2% since 
2018, while specific water withdrawals have even dropped by 
-77.1%. This is all due to the success of the technological and 
management improvement activities that will be described in 
the following sections.
During 2022 the value of specific water withdrawals per tonne of molten 
glass reduced further compared to the previous year, with a decrease of 
-36.3%.
As set out in the preceding section, the Group is committed to constantly reducing 
its water consumption through technological investments in process water 
recirculation systems. As a result of its business strategy, Zignago Vetro expects to 
reduce specific water withdrawals by -35.0% between 2022 and 2030.
The tangible measures deployed to optimise the reduction of withdrawals in past 
years can be summarised as follows:
•	 systematic technical interventions to reduce water intake for the production  
process, mainly by means of the installation of closed-circuit water systems 
and recycling and recovery systems,
•	 the use of proper plants for the wastewater and rainwater’s treatment and 
disposal.
2018
2019
2020
2022
2021
Specific intakes (m3/tonne molten glass)
6
5
4
3
2
1
0
5.38
3.57
2.87
1.93
1.23
2018
2,499,803
1,616,975
1,167,321
769,876
2019
2020
2022
2021
Total withdrawals (m3)
1,984,403
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
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Procedures aimed 
at managing and 
reducing the use of 
water in general, 
effusions and chemical 
agents;
Technical upgrades 
with identified 
technologies 
and initiatives to 
progressively increase 
the percentage of 
water reused in the 
closed circuit;
A periodic reporting 
system for the purpose 
of monitoring the 
quantity of water used 
in the closed circuit 
compared to the total 
quantity used in the 
production cycles of 
different plants;
The monitoring and 
measurement of water 
savings following an 
increase in the use of 
recycled water.
In strategic terms (ESG Roadmap) Zignago Vetro calls for a detailed wastewater management plan (Effluent 
Management) that includes, among other things:
PRODUCTION SITE
ZV Fossalta
ZV Empoli
ZV Polska
ZV Brosse
Actions to reduce water 
withdrawals in 2022
•	 Connection of closed-loop 
cooling water for the new 
Furnace 14
•	 Liquid ring vacuum pump 
replacement with new air-
cooled system
•	 Monitoring of the water 
network, any hidden 
leaks, and major 
consumption points
•	 Regulation of largest users
•	 Optimisation of drawn 
water softening system
•	 Monitoring of the water 
network, any hidden 
leaks, and major 
consumption points
•	 Regulation of largest users
•	 Connection of closed-loop 
cooling water for furnace 
41
•	 Monitoring of the water 
network, any hidden 
leaks, and major 
consumption points
•	 Regulation of largest users
•	 Monitoring of the water 
network, any hidden 
leaks, and major 
consumption points
•	 Regulation of largest users
More specifically, Zignago Vetro has invested in a closed-circuit system for each 
furnace. This means that after the initial intake of water from wells and surface waters, the 
system continues reusing the same water for both cooling the glass during the production 
process and for cooling the processing system (compressors and vacuum pumps). The 
reuse of water within the closed circuit makes it possible, on the one hand, to reduce its 
consumption and, on the other, to purify it according to set deadlines.
The most recent upgrade of a plant to this standard was in 2022 in the Fossalta plant, 
where the cooling waters from the new Furnace 14 were connected to the closed-circuit 
system already set up for Furnace 13.
Thanks to these connection works and other initiatives, such as the replacement of open-
cycle vacuum pumps or the identification of hidden leaks, the Group was able to exceed 
its savings target for 2022, decreasing absolute withdrawals by -34.0%, and specific 
withdrawals by -36.3%.
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Commenting on the above data, it should be noted that surface 
discharges mainly derive from the cooling of production plants 
and from rainwater runoff. These amounts are therefore variable 
depending on the meteorological conditions, but have fallen in 
absolute terms due to the reduction in process water intakes.
We note that surface water discharges are subject to legal 
limitations that are much more restrictive than those established 
for sewage discharges.
Discharges are always kept within the limits set by applicable 
legislation.
WATER DISCHARGES
2020
2021
2022
Δ% 22/21
TOTAL DISCHARGES
mm³
1,613
1,178
787
-33.2%
m³/tonne of 
molten glass
2.86
1.94
1.26
-35.1%
Of which:
Sewerage
%
22.8%
26.8%
41.9%
+56.3%
Surface water discharges
%
77.2%
73.2%
58.1%
-20.6%
WATER POLLUTION KPI
2020
2021
2022
Goal 2022
Goal 2023
Strategic goal 
2030
Number of times the legal limit 
for process water discharges was 
exceeded (pollutants such as 
suspended solids, DOC, heavy metals, 
hydrocarbons, etc.)
No.
0
0
0
0
0
0
Water discharges
Appropriate treatment plants guarantee the quality of surface water discharges, 
which may be contaminated with process pollutants such as suspended solids, 
dissolved organic carbon (DOC), heavy metals or hydrocarbons.
All Group plant have invested in the best technologies for treating process 
wastewater, ensuring that the limits set by regulations are complied with, with 
ample headroom. Therefore, for water pollutants (such as suspended solids, 
DOC or total hydrocarbons), a decision was taken to use, as the indicator, the 
number of times the regulatory limit was exceeded per year. The table below 
shows that this was always zero. We note that surface water discharges are 
subject to legal limitations that are much more restrictive than those established 
for sewage discharges.
3
2
1
0
m³ / tonne of molten glass
Trends in water withdrawals and discharges
Water withdrawals
Water discharges
2022
1.23
1.26
2020
2.87
2.86
2021
1.93
1.94
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6.9
Noise and traffic
The Group's focus on the external environment may be seen not only in the protection of 
the above areas but also in initiatives to mitigate the noise and vehicular traffic impacts 
of its operations.
6.9.1
Noise emission management
Due to the nature and technology of the machinery used, the production processes 
carried out by the Group’s facilities generate considerable noise levels and can have an 
impact on the external environment.
For this reason, Zignago Vetro has, over time, equipped itself with the best technical 
solutions to mitigate the noise emissions generated by its operations, both by building 
new plants and retrofitting existing ones with the best available techniques (BAT). In fact, 
many of the noisiest plants (such as compressors or evaporation towers) are equipped 
with appropriate filters and sound barriers to dampen the noise emissions generated at 
source. They are also placed inside buildings with sound-absorbing walls and panels 
that isolate noise within the production buildings.
To verify the results of these abatement measures at all Group production sites, regular 
monitoring campaigns are conducted of the noise impact generated by the process at 
the receptors closest to the facilities. In this way, possible opportunities for improvement 
can be evaluated and additional measures to reduce the noise emitted can be planned.
For example, between 2019 and 2022, a number of acoustic mitigation works were 
carried out at the Fossalta di Portogruaro facility, improving the performance of various 
plants (installation of acoustic barriers on fans, evaporation towers and aerators) and 
buildings (new insulation and installation of insulated window frames).
The acoustic emission and input limits imposed by applicable regulations and noise 
zoning are met at all Group facilities.
6.9.2
Management of impacts on vehicle traffic
The type of business and geographical location of Group sites produce impacts on local 
vehicle traffic. Most of Zignago Vetro's operations involve road haulage both for the 
receipt from suppliers of raw materials and purchased goods and for the shipment of 
finished products to customers.
There are therefore several dozen heavy goods vehicles travelling on the local road 
networks every day to enter or leave Zignago Vetro facilities, constituting a potential 
source of road traffic congestion.
In order to avoid traffic jams and slowdowns, the company has appropriate logistics 
management systems and adequate internal infrastructure and traffic rules within the 
facilities.
For example, the entrances to each production site have adequate parking spaces for 
waiting heavy goods vehicles, and there is a gatehouse with a booking service for slots 
to load or unload goods.
During the most recent expansion works, the Company carried out several vehicle traffic 
monitoring campaigns at the roads closest to its facilities to investigate the effects before, 
during and after the works, and it found no major negative impact on the urban road 
system.
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Below is the data concerning the transfer of waste from routine activity6 in the Group’s glass plant:
2020
2021
2022
Δ% 22/21
TOTAL WASTE
tonne
5,793.1
5,931.9
4,887.1
-17.6%
TOTAL WASTE/MOLTEN 
GLASS
kg/tonne
10.27
9.79
7.83
-20.0%
Total waste delivered to 
landfill
%
27.6%
30.7%
29.6%
-3.6%
Total waste delivered to 
recovery (including energy 
recovery)
%
7.9%
16.1%
24.7%
+53.4%
Total waste delivered to 
recycling or reuse plants
%
64.5%
53.2%
45.7%
-14.1%
TOTAL HAZARDOUS 
WASTE
tonne
985.5
857.5
1,225.5
+42.9%
TOTAL HAZARDOUS 
WASTE/MOLTEN GLASS
kg/tonne
1.75
1.42
1.96
+38.0%
Hazardous waste to landfill
%
84.3%
83.4%
83.6%
+0.2%
Total hazardous waste 
delivered to recovery 
(including energy recovery)
%
14.1% 
15.0%
11.8%
-21.3%
Total hazardous waste 
delivered to recycling or reuse 
plants
%
1.6%
1.6%
4.6%
+187.5%
TOTAL NON-HAZARDOUS 
WASTE
tonne
4,807.6
5,074.4
3,661.6
-27.8%
TOTAL NON-HAZARDOUS 
WASTE/MOLTEN GLASS
kg/tonne
8.52
8.38
5.87
-30.0%
Total non-hazardous waste 
delivered to landfill
%
15.9%
21.8%
11.6%
-46.8%
Total non-hazardous waste 
delivered to recovery 
(including energy recovery)
%
6.7%
16.3%
29.0%
+77.9%
Total non-hazardous waste 
delivered to recycling or reuse 
plants
%
77.4%
61.9%
59.4%
-4.0%
6.10
Waste management and 
end-of-life programme
6.10.1
Waste management
Zignago Vetro constantly monitors, through specific registers and database, the volume 
of waste produced by all the plants, the compliance with all legal obligations and the 
relative storage requirements. In particular, specific procedures have been introduced 
by the Group to govern waste collection and management processes.
In 2022, the amount of waste generated per tonne of molten glass decreased by a 
further -20.0%.
After increasing in 2020 due to a number of factors (e.g., increased frequency of 
cleaning and sanitising activities, frequency of maintenance, or volumes of products 
selected), the figure dropped again in 2021 and 2022 thanks to a serious of measures 
designed to reduce waste.
The documents define in detail the operational indications and the responsibilities in the 
process in order to guarantee compliance with laws and adequate disposal of all waste, 
favouring forms of recycling and recovery.
The company is indeed committed to the diffusion of eco-compatible processes and 
technologies capable of reducing the generation of waste, as well as initiatives intended 
as incentives to establish the circular economy, such as:
•	 packaging reuse and recovery systems as described in the following paragraphs;
•	 recycling of all glass cullet of production departments in the vitrifiable mix;
•	 recycling of part of the dusts produced from the treatment of fumes by means of 
electrofilters in the vitrifiable mix;
•	 delivery to recycling of all the materials that make up the packaging of finished 
products, raw materials, and supply materials to various plants (paper, plastic, metal). 
The materials are collected in a differentiated way and delivered to companies 
specialised in the reuse and recycling of the materials.
Total waste by destination
Total waste directed to recycling of reuse
Total waste directed to recovery
(including energy recovery)
Total waste directed to landfill
64.5%
53.2%
27.6%
30.7%
7.9%
16.1%
45.7%
29.6%
24.7%
2020
2021
2022
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6.10.2
Materials End-of-life Waste Management
As extensively highlighted in the relevant section, the use 
of recycled glass, driven by sustainability but also by its 
undeniable cost-effectiveness, has now reached 53.4% of the 
total glass produced by the Group.
Having achieved these percentages, Zignago Vetro believes 
that the circularity of production factors and its implications are 
now a fully integrated part of its business model. 
Similarly, the issue of circularity is also considered very 
significant in waste disposal. 
Following precise indications from the Zignago Vetro Board of 
Directors, fully acknowledged by the ESG Committee, specific 
procedures have been established by the Environment, Safety, 
Quality and Purchasing function.
The objective of the Council, and consequently of the 
procedures, is to ensure that the various materials that for 
reasons of obsolescence, or exceeding a reasonable period of 
use, would be destined for scrapping, can instead be recycled 
and reused as a finished product or intermediate material in 
a new circular process. For Zignago Vetro, ensuring that these 
materials benefit from an extension of their useful life implies 
compliance with its commitment to the fight against climate 
change, a reduction in indirect emissions and, in some cases, a 
capital gain from the sale of the materials.
Proceduralising the activities carried out by the Environment, 
Safety, Quality and Purchasing function was preceded by a 
review and assessment of all materials used and an analysis 
of their characteristics, including minimum conditions for use 
and useful life defined in number of months or years. Using this 
mapping process for each product or material that has reached 
the end of its cycle, "alternative and sustainable" disposal 
methods have been identified with respect to traditional ones.
In several cases, End-of-Life management of decommissioned 
materials, also involved revenue that became more pronounced 
in the post-COVID era as a result of structural shortages of 
many production factors.
The table below shows the main materials covered by End-of-
Life Waste Management procedures, the industrial process they 
undergo, and the new industry and/or use they are intended 
for.
Material
Function 
Recycling process 
Description of new type of use 
Pallets
Wooden pallets that work as a base 
for products to be stacked
Wood recovery for other productions
Plastic interlayer pads
Serve as a shelf to horizontally 
separate different batches 
Granularisation or depolymerisation
Repolymerisation for the production of 
a new interlayer pad or other similar 
products
Heat-shrinkable polyethylene tubes
Film used to cover and protect every 
single lot produced
Depolymerisation
Cardboard separators
Serve to vertically separate the 
different lots of boxed and stored 
product
Collection and recycling, in 
production, of other cardboard
Non-conforming glass products
Non-conforming products immediately 
detected in the production phase
Immediate re-circulation
Cardboard boxes
Used to pack smaller bottles
Collection and recycling, in 
production, of other cardboard
Wastewater
Output water from the closed circuit of 
the installations
Purification
In 2022, ordinary waste generated per tonne of molten glass decreased by 
-20.0% on 2021.
This specific decrease per unit produced is even more marked concerning hazardous 
waste (-30.0%), while non-hazardous waste increased significantly (+38.0%). This 
increase is primarily due to the increase in disposal of electrofilter dust. However, 
Zignago Vetro remains very focused on managing the hazardous substances used in 
its production process in order to protect both workers and the environment from the 
associated risks. Possible alternatives to hazardous substances in use are constantly 
monitored with the aim of replacing them with equally functional but less hazardous or 
non-hazardous materials.
Much of the waste produced (amounting to 70.4%) is delivered to recycling, 
reuse, or recovery (including energy recovery), while only the residual fraction (the 
remaining 29.6%) is sent to landfill. 
Through a specific end-of-life programme for the materials used, both in production 
and in transporting and packaging finished products, the Zignago Vetro Group plans 
to systematically reduce the impact on the environment through actions to recycle and 
reuse these materials.
The Group has a commitment to continue, where possible, down the path already taken 
of reducing the specific amount of waste generated per unit of glass produced, and to 
channel a growing percentage of waste for reuse, recycling or recovery.
Below is a summary table of the Group’s KPIs and goals regarding waste generation 
and destination: 
This demonstrates the ongoing attention that the Group pays to waste management 
in terms of ecology and circularity. Despite the efforts made, the last three years have 
been affected by congestion in waste recovery routes, such as to prevent the desired 
increases in the recycling, reuse or recovery rate, which, however, have remained at a 
high level.
WASTE KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
Goal 2030
Total waste/Molten glass
Kg/tonne
10.27
9.79
7.83
-20.0%
-
7.77
5.50
Total waste sent for recycling, reuse 
or recovery (including energy 
recovery)
%
72.4%
69.3%
70.4%
+1.6%
100%
72.0%
80.0%
The materials subject to recycling activities include all those 
necessary for the post-production storage phases of the 
finished product (interlayer pads, plastic separators, pallets, 
heat-shrinkable tubulars, etc.) and the wastewater that comes 
out of the closed glass cooling circuit and is sent to the treatment 
plant where it is purified using a traditional chemical-physical 
process. Finally, non-conforming glass products are taken back 
and reused internally as recycled glass and therefore returned 
to the production process.
The End-of-life Waste Management procedures adopted by 
Zignago Vetro have become an integral part of its commitment 
to environmental protection and climate change in the ESG 
Policy. By feeding the materials to be disposed of into a new 
circular process, the Group contributes to limiting the production 
of new products to replace those to be disposed of, resulting 
in a proportional reduction in the consumption of production 
factors and, consequently, a reduction in emissions.
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6.11
Management of packaging 
and its recycling
Zignago Vetro operations require the use of 
packaging in order to deliver the finished product 
to the customer, as well as protecting it against the 
risk of damage or loss of quality.
The packaging typically used is: pallets, interlayer pads, heat-shrinkable polyethylene, 
cardboard boxes and trays.
Pallets
These are wooden supports used as a base on which layers of 
containers can be stacked on top of each other. By law, special 
treatments are applied to ensure they are hygienic and fire-
resistant.
Interlayer pads
These are separation layers in plastic (polypropylene) used to 
subdivide the layers that comprise the pallet of containers. Interlayer 
pads must be used in order to provide a light, resistant support 
base on which to place the upper layer and at the same time avoid 
compromising the quality of the container.
Heat-shrinkable material
This is a plastic film in polyethylene used to seal the pallet once 
it has been prepared and is ready for storage and subsequent 
delivery.
It is used both to keep the containers firmly anchored to the supports 
and to guarantee the quality of the containers (for instance, by 
keeping them safe from intrusion by foreign bodies such as dust, 
insects, etc.).
Boxes and trays
These are cardboard containers used to package containers of small 
glass items, typically for cosmetic or pharmaceutical use, in order to 
provide adequate support for subsequent palletising. This would not 
be possible using small containers if they were simply placed on top 
of a layer or interlayer pads.
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The reuse cycle is shown in the graphic below:
PALLET
SCRAPPING
(MATERIAL RECYCLING/RECOVERY)
SCRAPPING
(MATERIAL RECYCLING/RECOVERY)
RETURNED BY 
CUSTOMERS
RETURNED BY 
CUSTOMERS
SRM RATE
(Secondary Raw Material)
SRM RATE
13.5%
(of consumption)
POST-CONSUMPTION 
RECOVERY RATE
64.6 %
(of consumption)
POST-CONSUMPTION 
RECOVERY RATE
80.2 %
(of consumption)
REUSE IN
GLASSWORKING
60.0 %
(of consumption)
REUSE IN
GLASSWORKING
66.7 %
(of consumption)
% Recycled materials in 
reintegration
32.6 %
CHECKING
AND REPAIR
CHECKING
AND REPAIR
CONSUMPTION
CONSUMPTION
REUSE
REUSE
INTERLAYER PADS
CUSTOMERS
CUSTOMERS
SRM RATE
4.6 %
(of consumption)
SRM RATE
(Secondary Raw Material)
INTERLAYER PADS
HEAT-SHRINKABLE 
MATERIAL
PALLETS
PAPER AND CARDBOARD
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
% Packaging reused
79.6%
78.9%
66.7%
-
-
-
66.2%
70.3%
60.0%
-
-
-
% Packaging sent for recovery in other 
chains
7.5%
11.7%
13.5%
-
-
-
5.7%
4.01%
4.6%
-
-
-
% of recycled material in packaging used
42.3%
41.4%
32.6%
26.1%
31.9%
37.7%
-
-
-
72.8%
73.5%
68.5%
Recycling of Zignago Vetro packaging
In Zignago Vetro’s production cycle the packaging materials 
referred to above are both directly and indirectly recovered 
and reused.
Over the years the Group has put in place a set of initiatives 
to recover and reuse packaging, to minimise the quantity of 
new packaging purchased and to minimise the amount of 
packaging disposed of as waste.
Packaging recycling is now an organic part of Zignago Vetro’s 
production cycle. Specifically:
Pallets: the majority of the pallets used are reacquired by 
Zignago Vetro and are cleaned, checked and repaired so that 
they may be reused in the production process.
In 2022, the recovery rate at Group level was nearly 65% of 
pallets used, while the percentage reused reached almost 60%, 
net of the quantities discarded because of deterioration.
It should be noted that the pallets that are not reused are sent 
to special recovery channels, whether they are destined for the 
subsequent reuse of the wood (especially for the production of 
panels and others) or for the thermal recovery of the material 
(for the production of electricity from waste).
Interlayer pads: for this packaging material the Group has 
achieved very high recycling levels. Zignago Vetro also 
reacquires the used interlayer pads and checks and washes 
them so they can be reused in the production process.
In 2022, the recovery rate at Group level was 80% of interlayer 
pads used, while the percentage reused was almost 67%, net of 
the quantities discarded due to deterioration.
It is interesting to note that interlayer pads that are not reused 
are not sent to landfill but to a channel that recycles plastics in 
order to produce new interlayer pads, so that it is calculated 
that the interlayer pads purchased contain almost 33% recycled 
material.
Heat-shrinkable material: for this packaging material the 
Group has for some time been adopting a process of using 
heat-shrinkable film from recycling.
This process began in 2007 and involves Zignago Vetro and 
Aliplast, a leading manufacturer of flexible PE films, PET sheets 
and regenerated polymers. Since 2014, Herambiente Industrial 
Services, a company that handles business waste, has also 
been involved.
This purchasing policy has been progressively rolled out to all 
Group facilities. In 2022 the share of recycled heat-shrinkable 
material reached almost 38%, and in some plants accounted 
for more than 85%. Zignago Vetro is determined to continue 
with this purchasing policy and further increase the percentage 
of recycled material.
All processes involving the above companies are developed 
with sustainability in mind. 
The partnership with Aliplast and Herambiente is leading to a 
further reduction in the carbon footprint from the Company's 
production processes. All services provided and products sold 
at Zignago Vetro are monitored by applying LCA to assess 
the environmental footprint from a supply-chain perspective, 
considering their impact from regeneration to end of life.
The Zignago Vetro Group's use of Aliplast products produces 
savings of more than 1.4 million kg of CO₂.
Paper and cardboard: for this packaging material too, the 
Group has launched a purchasing policy targeting the use of 
recycled materials, achieving very impressive percentages: in 
2022 almost 69% of the boxes and trays used were produced 
using recycled material.
For the second year. Zignago Vetro is disclosing in the 
Sustainability Report the main KPIs offering the best summary 
of the results achieved by the Group’s policies on packaging 
reuse:
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6.12
Biodiversity and the 
prevention of local 
pollution
In its company policy Zignago Vetro has formalised its commitment to reducing the 
environmental impact of its operations, with particular attention to protecting biodiversity 
and respecting the local ecosystem. The Company has carried out an evaluation of the 
proximity of its sites to protected natural areas and takes all appropriate steps to minimise 
as far as possible the harmful effects of the production process.
6.12.1
Proximity of production sites to protected 
natural areas
The proximity of the Zignago Vetro Group's production plants to areas of high natural 
and environmental value was independently assessed, making use of publicly available 
nationwide geographic information systems and georeferenced geographic databases. 
Specifically, “Geographical Information System” (GIS) refers to a tool for organising 
geographic data, which allows data of various kinds (socio-economic, statistical, land 
register, environmental, technological networks, etc.) to be associated with geographical 
reference bases (maps, aerial ortho-photos, satellite images, etc.). Cartographic 
references and sources used are given where necessary.
The protected areas covered in this report are part of the "Natura 2000 Network," which 
is the main EU policy tool for biodiversity conservation. The Natura 2000 Network 
identifies an ecological network spread throughout the EU, established under the Habitats 
Directive (92/43/EEC), with the goal of long-term maintenance of natural habitats and 
species of flora and fauna that are threatened or rare in the EU. The network consists of 
Sites of Community Interest (SCIs), identified by Member States in accordance with the 
Habitats Directive, which are subsequently designated as Special Areas of Conservation 
(SACs), and also includes Special Protection Areas (SPAs) established under the Birds 
Directive (2009/147/EC) on the conservation of wild birds.
The areas that make up the Natura 2000 network are not strictly protected reserves 
where human activities are excluded, as the Habitats Directive aims to ensure nature 
protection while also taking into account “economic, social and cultural requirements 
and regional and local characteristics" (Article 2). Private entities may own Natura 2000 
sites, managing them sustainably from both an ecological and economic viewpoint.
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Fossalta di Portogruaro, Italy 
The Fossalta di Portogruaro facility is located in the municipality of the same name, with a 
population of about 5,700, in the metropolitan city of Venice in the Veneto region, about 
1 km south of the city centre.
About 80% of its perimeter is surrounded by agricultural fields, except to the south-west, 
where there are residential and commercial buildings. The plant is about 1 km north and 
1.2 east of an area identified as an SAC by the Natura 2000 Network Directive in July 
2018.
This area, named "Fiumi Reghena e Lemene - Canale Taglio e rogge limitrofe - Cave di 
Cinto Caomaggiore”, with the unique SiteCode IT3250044, covers an area of about 
640 hectares and extends from the municipality of Sesto al Raghena in the north to 
Maranghetto and Lugugnana in the south. The area consists of lowland rivers of a high 
vegetation and wildlife value and the presence of springs with aquatic rooted vegetation, 
rushes, sedges and reed banks. Specifically, the Cinto Quarries, a wetland of artificial 
origin, is an important area for waterfowl stopover and nesting, with, for example, the 
largest wintering colony of cormorants in the Venetian hinterland.
There are no national parks in the Metropolitan City of Venice, and there is only a small 
portion of the Sile River Natural Park, but it falls outside the municipal territory of Fossalta 
di Portogruaro. The Bosco Nordio Regional Nature Reserve is the only reserve in the 
territory of the Metropolitan City of Venice, and is in the municipality of Chioggia, but 
this is more than 60 kilometres from the production site as the crow flies.
Empoli, Italy 
The Empoli facility is located in the municipality of the same name, with about 48,700 
inhabitants, in the metropolitan city of Florence in Tuscany, the capital of the Empolese 
Valdelsa union of municipalities, and is more than 1 km west of the municipality’s main 
urban centre.
The whole of its perimeter is surrounded by areas of public green space or agricultural 
fields, and the facility is separated from an area of predominantly industrial use by the 
Florence-Pisa-Livorno motorway. Data from 2009 indicates that almost 86% of Empoli’s 
territory is covered by areas of open land, consisting mostly of agricultural land or the 
forests that over time have become a feature of the landscape in this part of the Arno 
plain.
The Zignago Vetro production site is about 10 km south-east of an area identified as an 
SAC by the Natura 2000 Network Directive. This area, named "Boschi di Germagnana 
e Montalto”, with unique SiteCode IT5170010, covers an area of about 230 hectares in 
total, divided between the municipality of San Miniato and the municipality of Montopoli 
in Val d'Arno. It is a fragment of a hilly area that begins immediately south of the Arno and 
extends between the Egola and Chiecina rivers, forming part of the larger wooded area 
between the Era and Elsa rivers. Overall, forest is the dominant feature of the site, partly 
because of the clear traces of fairly recent abandonment of the countryside, especially in 
some south-facing portions of the hills that were once used as olive groves and are now 
invaded by semi-impenetrable thickets. The area is therefore considered to have high 
biological and ecological diversity due to a combination of morphological and climatic 
features, since it hosts plant species that are the last remainders of populations typical of 
environments with colder climates than today’s.
Natura2000 Sites (small scales)
Habitats Directive Sites (pSCI, SCI or SAC)
	
Habitats Directive Sites (pSCI, SCI or SAC)
	
Birds and Habitats directives
Birds Directive Sites (SPA)
	
Birds Directive Sites (SPA)
	
Birds and Habitats directives
Natura2000 Sites (small scales)
Habitats Directive Sites (pSCI, SCI or SAC)
	
Habitats Directive Sites (pSCI, SCI or SAC)
	
Birds and Habitats directives
Birds Directive Sites (SPA)
	
Birds Directive Sites (SPA)
	
Birds and Habitats directives
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Pilawa, Poland
The Pilawa facility is located in the Trąbki municipality of about 2,000 inhabitants within 
Garwolin county in Masovian Voivodeship in eastern Poland, about 100 km from the 
border with Ukraine and Belarus, and is more than 1 km east of the municipality’s main 
urban centre. 
The whole of its perimeter is surrounded by green areas and buildings used for industrial 
and commercial purposes, and the Zignago Vetro Polska facility is about 8 km from an 
area identified as an SPA by the Natura 2000 Directive to the west and about 10 km 
from a second protected area to the east.
The first area, named "Bagna Celestynowskie" and with the unique SiteCode 
PLH140022, covers an area of about 1,000 hectares between the municipalities of 
Ponurzyca, Chrosna and Zabieski and is located on the western edge of the Garwolin 
Plain. The area is now the best-preserved portion of the former Osiecka Forest, now 
known as Celestyn Forest. The landscape system consists of dunes of different origin, 
sizes and compositions and peat bogs of varying areas and shapes created within local 
depressions. Tall-trunked plant species of interest, such as Scots pine, alternate with low 
scrub typical of bogs, such as cranberry.
The other protected area referred to above covers a small area of about 50 hectares 
and is named "Gołe Łąki" (SiteCode: PLH140027). The site, which was recognised as a 
Site of Community Importance (SCI) in January 2012, is located near the municipality of 
the same name in the "Siedlce Upland" mesoregion and is situated in a watershed area 
between the valleys of the Świder and Rudynia rivers, a considerable distance from the 
surrounding villages. The area has a congested basin with no drainage surrounded by 
a mosaic of meadows and strips of indentations covered mainly by pine forests. The 
area features significant standing water, dominated by typical peatland vegetation. Peat 
deposits, formerly exploited as evidenced by the presence of pits, are now waterlogged 
and separate from "mossy" areas. The area is also an important ecological corridor used 
by elk for seasonal migration.
About 11 km away in a westerly direction is the "Bagno Całowanie" SPA which, with 
an area of about 5,000 hectares, is one of the largest peat bogs in Mazovia. It was 
recognised as a protected area in November 2008 (SiteCode: PLB140011).
Vieux-Rouen-Sur- Bresle, France
The Vieux-Rouen-sur-Bresle facility is located in the municipality of the same name, 
with about 700 residents, positioned on the left bank of the Bresle river. The town, 
whose main activities are agriculture and light industry, is a municipality in the Seine-
Maritime department, in the Normandy region. The Zignago Vetro Brosse plant is 
surrounded by green areas and is situated a short distance from the left bank of the 
river.
The riparian area of the Bresle river ("Vallée de la Bresle"), with a total area of just 
over 1,000 hectares, was identified as an SCI and SPA in 2004 and 2015 respectively 
by the Natura 2000 Directive and given the unique recognition code FR2200363. 
Divided into four sub-units, the river is home to a dense population of Atlantic 
salmon, thus, together with the Skjern in Denmark, being one of the few waterways 
still frequented by the species. Conservation of this species, already the subject of a 
pilot restoration programme, appears to be a key strategic choice at the European 
biogeographic level. The warm hillsides of the Bresle and Liger rivers provide a long 
continuous area of grasslands, verges, groves and limestone forests with thermo-
continental characteristics and submontane influences, constituting an exemplary and 
highly diverse representation of the area’s potential for flora and fauna. The area is 
home to four threatened dragonfly species and is of special ornithological interest 
because of the rich forest system on its banks. In addition, with its southeast/northwest 
orientation, the Bresle valley forms a long ecological corridor.
Natura2000 Sites (small scales)
Habitats Directive Sites (pSCI, SCI or SAC)
	
Habitats Directive Sites (pSCI, SCI or SAC)
	
Birds and Habitats directives
Birds Directive Sites (SPA)
	
Birds Directive Sites (SPA)
	
Birds and Habitats directives
Natura2000 Sites (small scales)
Habitats Directive Sites (pSCI, SCI or SAC)
	
Habitats Directive Sites (pSCI, SCI or SAC)
	
Birds and Habitats directives
Birds Directive Sites (SPA)
	
Birds Directive Sites (SPA)
	
Birds and Habitats directives
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6.12.2
Actions to safeguard biodiversity
The analysis conducted and described in the preceding section shows that although 
Zignago Vetro's production sites are located in urban areas designated for industrial 
activities, they are only few kilometres away from special natural areas. This awareness 
has always spurred Zignago Vetro to take every action possible to mitigate the potential 
impacts of its activities on the living beings in the area.
Over the years, expansions of production sites have always been limited to areas already 
used for industry, and appropriate environmental impact assessments have been carried 
out to ensure that there is no adverse impact on protected areas or typical habitats for 
local fauna. Procedures and mechanisms are then put in place in 100% of production 
sites to manage any emergencies or incidents that might involve pollution of the local 
environment, and 80% of sites have an ISO 14001 certified Environmental Management 
System. These systems incorporate specific prevention measures and maintenance plans 
to guarantee the efficiency of pollutant abatement and containment processes. For the 
Italian plants, an emergency environmental service is also active, providing a rapid 
response to unexpected events and swift re-establishment of the previous environmental 
conditions.
The absence of environmental incidents in the Group’s plants in the reporting period 
bears witness to the excellent performance achieved by the initiatives put in place to 
prevent local pollution and therefore protect biodiversity:
BIODIVERSITY AND LOCAL POLLUTION KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
Environmental incidents at 
production sites
No.
0
0
0
0%
0
0
0
6.13
Environmental initiatives
Zignago Vetro has always been sensitive to environmental issues and for this reason has 
promoted activities to support the protection of biodiversity and the ecosystem.
Friends of glass
Together with Assovetro and FEVE, we have promoted the European 
Friends of Glass Campaign since 2018. This focuses on various local 
activities to raise awareness of glass packaging, especially on the issues 
of health, taste and sustainability. 
Communication activities in collaboration with Assovetro to raise 
awareness of the characteristics and properties of glass containers; 
during 2022 the significant collaboration with Assovetro continued, 
raising public awareness of the advantages of using and recycling glass 
containers. A broader awareness campaign was also implemented 
throughout 2022, which the UN had proclaimed the International Year 
Of Glass.
Meglioinvetro
In collaboration with Assovetro and Co.Re.Ve. the Company maintains 
a platform brimming with news, information, facts, and research on the 
world of glass. In 2022 the social profiles of the platform further increased 
in popularity, number of subscribers and shares by users compared with 
the previous year.
Treedom project
One of the sustainability measures enacted by our Group is reforestation. 
We have long been using the Treedom platform to plant trees on our 
planet: the Zignago Vetro Forest has 4,615 such trees, present in eight 
countries around the world and absorbing 1,497,000 kg of CO₂. The 
trees we plant have great ambitions: to bring benefits not only to the 
environment, but also to the people living there. Therefore, we work with 
NGOs and local communities to select the right tree and then dedicate 
ourselves to ensuring it grows.
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Electric Mobility
Incentives
Zignago Vetro has increased the number of charging stations dedicated 
to electric cars, expanding the company vehicle fleet with hybrid or full 
electric vehicles. The charging points use 100% renewable energy from 
Zignago Power.
Close the glass loop
In collaboration with Assovetro, the European campaign coordinated by 
FEVE continued to be supported. This promotes the sustainability of glass 
packaging and supports the circular economy. The target is to achieve 
a 90% collection rate of sorted glass for recycling by 2030 in all EU 
countries.
Sustainable viticulture award
In 2022, Zignago Vetro continued its significant partnership with Gambero 
Rosso, Italy's leading food and wine multimedia publishing group. The 
Group was the main sponsor of the launch event of the Italian Wine Guide 
2022 in Rome, awarding the prize for sustainable viticulture to the most 
deserving winery in Italy.
Marevivo Project
Financed seabed clean-up and marine forest conservation and protection 
activities by the Marevivo association, within the "Replant" project. Through 
Zignago Vetro's support of the Marevivo association, the project (funded in 
2022 but implemented in 2023) will remove two nets of about 120 m each 
and about 2 pots in an area rich in the seagrass Posidonia Oceanica, in the 
San Felice Circeo area.  One of the key activities to protect marine forests 
is the removal of the nets, fishing gear and waste that are suffocating and 
destroying them. Ghost nets are a major risk to the marine ecosystem, as 
they pose a serious danger to marine wildlife, which can become trapped 
in them; over time, abandoned nets also release deteriorating microplastics, 
which can be ingested by animals.
Acting as ambassador at various 
environmental conferences
Speaker at the Gambero Rosso Global Summit entitled "Sustainability 
as a growing factor for the companies in the agricultural sector." 
Promoting the United Nations International Year Of Glass during Italian 
Glass Week at the debate "Green like glass. Innovation. Sustainability. 
Future" and at the "Glass Vallée - The night of glass" event.
Started the "door-to-door" 
recycling project with glass 
recycling companies (Vetreco, 
Vetro Revet, Julia Vitrum)
Zignago Vetro has begun a unique project in Italy involving customers and 
stakeholders, in order to increase and improve the glass recycling chain. In 
this circular model, the Group has established relationships with a network 
of distributors to source cullet (empty, broken or damaged containers that 
would be thrown away) directly from Zignago Vetro's customers. Once 
the local cullet has been collected – to minimise transport costs and 
CO₂ emissions – these partners also manage the associated transport 
to Zignago Vetro's cullet processing centres (Vetreco, Vetro Revet and 
Julia Vitrum), again following a ‘local is best’ philosophy. The recently 
launched initiative has been very successful, especially among medium 
to large wineries in the area. The Group's goal is to increase the network 
of stakeholders, such as small to medium wineries, the restaurant industry, 
and Horeca in general, joining the project. It is a form of “door-to-door 
collection" for cullet, simultaneously benefiting customers, processing 
centres and glass manufacturers. More importantly, it is a flagship project 
for the circular economy, with respect for the environment at its heart.
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7.0 
Social Topics
7.1
Objectives
7.2
Main stakeholders
7.3 
Training, staff development,
and talent retention
7.4 
Protecting diversity, equal 
opportunities, and non-
discrimination
7.5 
Reducing inequality
7.6 
Respect for human rights
7.7 
Human resource management
7.8 
Suppliers
7.9 
Safeguarding workplace health 
and safety
7.10 
Consumer Health and Safety
7.11 
Community initiatives
SDGs
MATERIAL
TOPIC
Personnel 
training and 
development
Diversity, equal 
opportunities, 
and non-
discrimination
Reduce
inequalities
Respect for 
human rights
Human resource 
management
Suppliers
Workplace 
health and 
safety
Customer health 
and safety
Communication 
with social 
partners and 
community 
initiatives
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7.1
Objectives
As set out in the chapter on environmental sustainability, Zignago Vetro is also steadily 
stepping up its commitment to improving its approach to social issues.
On social issues, Zignago Vetro has developed a strategic plan with annual intermediate 
goals and medium-term (2030) goals. 
Below are the main social issues and goals approved by the Board of Directors of Zignago Vetro, following a proposal 
by the ESG Committee and the Control, Risks and Sustainability Committee:
Placing the growth and development of human capital 
and satisfaction levels at the heart of the project;
Workers' health and safety as a focus, to be 
continuously developed and improved;
Increase staff training and development, with specific 
targets and themes;
Continuing and constant improvement of working 
environments, making them more convenient for 
workers;
Continuing improvement of ESG sustainability issues, 
with employee involvement;
Protection of personal differences and development of 
diversity awareness;
Continuing and constant support for local communities 
and social activities, financing and supporting the 
projects and needs put forward by them.
Beginning in 2020 Zignago Vetro adopted a precise system 
for defining the objectives and monitoring the impacts of 
financing activities for projects of this type.
Specifically, on December 18, 2020 the Board of Directors of 
Zignago Vetro decided to adopt a policy to allocate 0.25% 
of annual consolidated net profit to social, cultural and 
environmental initiatives.
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•	 To continue to support personnel development and satisfaction, in particular 
through: the growth of the Group and, therefore, of employment and promotion 
opportunities
	-
Facilitation, where possible, of job flexibility;
	-
Staff retention initiatives and therefore the reduction of outgoing turnover;
	-
Continuous improvements in the corporate welfare system.
•	 Further improvements to occupational health and safety measures, with the 
aim of reducing the incidence of injuries to zero.
•	 Greater emphasis on customer health and safety, continuing to pursue the zero 
defect policy and seeking further performance indicators in this area, in collaboration 
with stakeholders.
•	 Increased staff training and development throughout all group plants and at all 
levels. In particular:
	-
Increased training on occupational health and safety;
	-
Increased training on ESG topics;
	-
Increased training on topics in relation to Legislative Decree No. 231, including 
for foreign entities.
•	 Creation of ever more convenient work environments that allow staff to 
combine work and personal needs.
• Continuous improvements in terms of ESG sustainability topics, at all company 
levels, and increased training activities in this regard.
• Measures to protect diversity and equal opportunity, particularly by increasing 
the number of female employees.
• Continued promotion of diversity awareness at every level of the company.
• Increased support for local communities and social activities.
Zignago Vetro also allocates funding to support various community projects. 
As stated above, the Board of Directors has adopted, from 2021, a policy of allocating 
0.25% of consolidated net profit to fund initiatives to support social development, care 
for individuals and environmental protection.
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7.2
Main Stakeholders
The founding values of the Group are at the basis of the integrated management system, 
oriented towards the success of the company and a constant and positive relationship 
with its own stakeholders.
In this regard, in 2020 Zignago Vetro activated a formal Stakeholders' Engagement 
process, which will be completed in 2021 and is being carried out with the support 
of a specialised company in order to update the topics considered relevant to Group 
stakeholders. The results of the process will be compared with the Group’s ESG strategy 
in order to refocus choices where necessary. Stakeholders have been divided into the 
following categories depending on the activity carried out and the context in which 
Zignago Vetro operates:
•	 Employees
•	 Customers
•	 Shareholders
•	 Communities and local authorities
•	 Suppliers
•	 Trade associations
•	 Regulatory bodies
Zignago asked all stakeholders to take an online survey so that it could identify the 
sustainability topics most relevant to its internal and external stakeholders from a list of 
19 potential topics.
The members of Zignago Vetro's Sustainability Committee, on the other hand, expressed 
their preferred topics by determining their level of relevance to the organisation.
STAKEHOLDERS
INTERACTION TOOLS
STAKEHOLDER EXPECTATIONS
Employees
•	 Training programmes
•	 Dialogue with Human Resource Management
•	 Culture/awareness of ESG issues
•	 Equal opportunities
•	 Training and development
Customers
•	 Ongoing relations with the sales force
•	 Customer satisfaction questionnaires
•	 ESG audits received from clients
•	 Website feedback
•	 Product quality
•	 Product sustainability
Shareholders
•	 Shareholders’ Meeting
•	 Seminars
•	 Sector conferences and roadshows
•	 Transparent and responsible management
•	 Value creation
•	 Respect for ESG issues
Communities and local authorities
•	 Dialogue with communities and local bodies
•	 Regional support and development
Suppliers
•	 Supplier selection methods
•	 Collaborative and ongoing relations
•	 Respect for contractual conditions
Trade associations
•	 Meetings with the Trade Unions
•	 Responsible management
•	 Dialogue between the parties
Regulatory bodies
•	 Dedicated meetings
•	 Compliance with legal obligations
The Group is actively engaged in consulting with stakeholders 
on ESG issues, and regularly reports on these issues through the 
Sustainability Report and other institutional channels, such as 
quarterly reports and the new Zignago Vetro website.
This Sustainability Report has been drawn up in light of the 
results of the above engagement work with these internal and 
external stakeholders in order to map out their needs, interests 
and expectations with regard to the Group. It also utilises a 
careful analysis carried out in 2022, which confirmed the 
validity of the results of the previous stakeholder engagement 
process. These considerations enabled the updating of the 
material sustainability topics and the interconnections with 
corporate goals. A summary of this work is provided below.
Zignago Vetro believes that it is particularly important to 
update, through periodic assessments, sustainability issues that 
are relevant to the Group and its stakeholders, by also involving 
the main corporate functions with the purpose of identifying 
the more significant aspects for the organisation from an 
environmental, social, and economic viewpoint.
In fact, anticipating the changes and identifying the emerging 
trends through dialogue with the parties involved, enabled the 
Group to generate shared, long-term added value.
Every year, the Group companies adopt new and more 
challenging short, medium and long-term objectives, defining 
action plans and monitoring outcomes.
ZIGNAGO VETRO |  Sustainability report 2022
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139

2020
2021
2022
Male 
Female
Total
Male 
Female
Total
Male 
Female
Total
Executives
218
128
346
307.5
134
441.5
464.3
156
620.3
Managers
680
116
796
2,118
902.5
3,020.5
1,384.8
647.8
2,032.6
White-collar
2,742
840
3,582
3,992
3,279
7,271
2,360
2,750.5
5,110.5
Blue-collar
11,250
2,910
14,160
9,888.5
3,377.5
13,266
14,424.3
5,362
19,786.3
Total
14,890
3,994
18,884
16,306
7,693
23,999
18,633.4
8,916.3
27,549.7
Hours / person
11.2
13.6
15.2
7.3
Training, staff development 
and talent retention
Zignago Vetro S.p.A. has always paid the utmost attention to the development of its 
staff and the enhancement of talents, promoting training courses aimed at the constant 
improvement of technical, cross-cutting and management skills throughout staff careers 
(training and continuous development).
For each country in which the Group operates, training programs are organised and 
structured for all professional categories. Training also includes, particularly for senior 
figures, courses for the acquisition of strategic and cross-cutting knowledge and skills and 
team-building activities. In addition, for new hires too, the Group develops individual and 
group programmes for technical, management and sustainability awareness training.
The Group develops annual training plans covering practically all areas of the Company, 
and reviews them every six months. These plans are designed to be recurring, are 
reviewed every six months, and cover all Group facilities.
Collectively, employees received more than 27,500 hours of 
training in 2022, up +14.8% on 2021.
In 2018 the Group launched an in-house training programme, 
called the Zignago Vetro Academy, geared toward young 
recruits with high potential and talent already at the Company. 
This programme seeks to continuously improve the involvement, 
skills and professional networking of its resources, creating a 
virtuous system of:
•	 promoting an ecosystem geared towards skill and 
knowledge sharing (knowledge management), 
•	 creating an environment of awareness of and respect 
for every culture and diversity - understanding and 
management of intercultural effects on the organisation, 
team and Group (intercultural management);
•	 orientation towards the shared resolution of emerging 
challenges (problem-solving skills and tools - recurring 
problems, complex problems and out-of-the-box approach)
The 2022 edition of the Academy programme suffered an 
unintentional setback due to the pandemic waves experienced 
in early 2020 and following the outbreak of the Russia-Ukraine 
war, a conflict in which the Group was heavily involved in 
supporting the Polish component in activities to take in refugees 
fleeing Ukraine. The timetable for the 2023 edition of the 
Academy programme has been set. 
In order to further improve the high training standards and 
skills in the company, Zignago Vetro has a strategic goal 
of training all new entrants in the following areas: safety, 
environment, social ethics, technical skills, management skills 
and professional growth. 
Scope of Training
Objective
Goal 2022
Training of new hires on safety, environment and sustainability issues
100%
100%
Training of new hires on technical and operational issues
100%
100%
Within the professional development plans of its employees, 
the Company not only considers training aspects, but also 
evaluates the performance of its workforce in both collective 
and individual terms. 
The Group utilises forms of individual employee appraisal 
within each function at least annually. These are intended to 
verify the achievement of professional expectations and identify 
each staff member's strengths and areas for improvement in 
career advancement or professional growth. Similar individual 
assessments are also used for the purpose, where applicable, 
of determining the achievement of function objectives and the 
related bonus payments.
At the collective level, second level bargaining provides for the 
payment of bonuses and production bonuses to each individual 
employee for the achievement of collective performance 
associated with production, quality and economic parameters.
The following are career development key indicators:
Sustainability awareness training
In 2021, a training course entitled "Company 2030" was offered 
to employees. Its content included topics on environmental, 
social, governance, business ethics, sustainable corporate 
development, SDGs and human rights issues.
On the basis of this experience, in 2022, training modules 
dedicated to new recruits were developed internally, covering 
sustainability issues and their application within corporate 
processes through the Code of Ethics, ESG policies and 
procedures.
Professional development KPIs
2020
2021
2022
% of workforce subject to collective performance 
evaluation
%
100%
100%
100%
% of workforce subject to individual evaluation on 
professional performance
%
52%                    
57.3%
61.5%
Training hours
Training hours by employee category
30,000
25,000
20,000
15,000
10,000
5,000
0
2020
18,884
23,999
27,549.7
2021
2022
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7.4
Protecting diversity, equal 
opportunities, and non-
discrimination
Zignago Vetro companies are managed with complete respect for personal diversity.
Specifically, the Group companies are committed to refraining from engaging in conduct 
that may be inadequate in guaranteeing equal gender opportunities, and to operating in 
such a way as to mitigate risks associated with the emergence of working conditions that 
do not guarantee equal opportunities or which lead to unequal treatment for staff in similar 
roles and with similar merit or skill level. 
Careful monitoring is carried out, in particular, to prevent violations of international 
conventions on the protection of workers’ rights.
The Zignago Vetro Group is committed to promoting diversity and equal opportunities, 
especially through employee selection procedures. The Group companies reject all 
discriminatory practices and place a strong emphasis on enhancing the skills of each 
individual, irrespective of nationality, minority status, religion, gender, political association, 
trade union membership, sexual orientation or physical or psychological condition. In this 
regard, it is important to highlight that no cases of human rights violations have ever 
been reported in connection with the Group.
2020
2021
2022
Freedom and Equality
0
0
0
Collective bargaining right
0
0
0
Forced or compulsory labour
0
0
0
Exploitation of child labour
0
0
0
Discrimination regarding job or profession
0
0
0
Number of personnel from conflict areas in the past three years
2020
2021
2022
10 personnel
29 personnel
56 personnel
Number of reports of non-compliance with basic labour rights
(via whistleblowing and other channels)
7.5
Reducing inequalities
Among the main commitments to which Zignago Vetro Group 
devotes itself both in its ESG and operational activities are 
several that fall under SDG 10, which aims to "reduce economic 
imbalances internally and between countries." SDG 10 is 
particularly significant to the Group because it aims to protect 
the weakest and most defenceless part of the population and 
it recalls the many ESG activities that have contributed to its 
history since its origins. Zignago Vetro Group is aware that there 
are various ways to reduce economic imbalances and that the 
most effective involve both direct and indirect involvement in the 
growth process.
Starting from the definition of the principles, the issues 
concerning diversity, equity and inclusion are an integral part 
of some of the main policies (ESG Policy, Human Rights Policy, 
Supplier Diversity Policy) drawn up and revised several times 
by the Zignago Vetro Group.
On the purely practical side, there are several activities with 
non-profit and other charitable organisations that support 
individuals and families in economically disadvantaged 
conditions.
Finally, among the activities that we believe best embody the 
Group's contribution to reducing inequality are the policies 
and activities related to Lithuanian and Ukrainian refugees 
who have been hired at the plant in Poland. Benefits provided 
include accommodation and integration support. Recent events 
in Ukraine have unfortunately once again amplified the issue 
of war refugees. The Zignago Vetro Group, both because 
of the location of its plant in Poland and for the knowledge 
of the profound imbalances that have existed in Ukraine in 
recent years, is taking an active role in providing economic 
support and including - through the extension of job placement 
programs - the Ukrainian population from an operational point 
of view.
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7.6
Respect for human rights
Zignago Vetro is committed to total respect 
for all forms of human rights and promotes this 
commitment among its stakeholders. In this regard, 
please refer to the Code of Ethics.
None of the Group companies has ever been 
involved in human rights violations, nor have 
disputes ever been raised in this regard.
7.7
Human resource 
management 
Zignago Vetro Group, well aware that the human aspect plays a fundamental role, in 
terms of individual professionalism and motivation as well as collective management, 
undertakes to promote a dynamic, productive and engaging work environment respectful 
of the needs of its employees, by committing itself to:
•	 ensure the involvement of employees (within the scope of their duties) by effectively 
providing information, education and training activities to help increase awareness 
of their roles and responsibilities.
•	 efficiently organise and manage career development to ensure that all staff are 
adequately trained and evaluated to enhance the skills and knowledge of each 
member of personnel.
•	 promote open communication by creating opportunities for dialogue between staff 
representatives and trade unions. In 2022, 76 (Group-wide) union meetings were 
held at the national and local levels, dealing with issues concerning national and 
second-level bargaining and informational and consultative meetings with union 
representatives.  In 2023 Zignago Vetro Italia will participate in the negotiation of 
the national collective bargaining agreement for the industry.
•	 as part of its ongoing dialogue with union representatives and its focus on the local 
area, Zignago Vetro ensures that the relevant group is involved in choosing the target 
of its social interventions for the benefit of local communities;
•	 foster optimal working conditions and support work-life balance (remote working, 
flexible schedules, exchanges and participation).
•	 ensure fair and equitable remuneration consistent with and in accordance with 
regulations and collective bargaining agreements, in addition to ensuring that the 
gender pay gap is addressed.
Human rights KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
Goal 2030
Final judgements against ZVG in cases 
of child or forced labour
No.
0
0
0
0%
0
0
0
Final judgements against ZVG in cases 
of discrimination or harassment
No.
0
0
0
0%
0
0
0
Final judgements against ZVG 
regarding other human or civil rights 
violations
No.
0
0
0
0%
0
0
0
The following table details the number of reports that have emerged regarding cases of human rights violations (through 
the Whistleblowing system or other channels):
2020
2021
2022
Freedom and Equality
0
0
0
Discrimination
0
0
0
Right to Life
0
0
0
Slavery
0
0
0
Torture
0
0
0
Freedom of Movement
0
0
0
Freedom of Thought
0
0
0
Freedom of Expression
0
0
0
Right of Public Assembly
0
0
0
Social Security
0
0
0
Workers' Rights
0
0
0
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To make sure it complies with international best practice and Italian and EU labour 
legislation, the Zignago Vetro Group uses the work done over the years by the 
International Labour Conference (ILO).
The mix of national and European legislation and ILO conferences and conventions 
guides the Group in implementing best working practice.
The Zignago Vetro Group is therefore committed to abiding by, promoting and 
disseminating the following "core" conventions on labour-related issues:
•	 Freedom of Association and Protection of the Right to Organise Convention, 
1948 (No. 87);
•	 Abolition of Forced Labour Convention, 1957 (No. 105);
•	 Minimum Age Convention, 1973 (No. 138);
•	 Worst Forms of Child Labour Convention, 1999 (No. 182);
•	 Equal Remuneration Convention, 1951 (No. 100);
•	 Discrimination (Employment and Occupation) Convention, 1958 (No. 111);
•	 Occupational Safety and Health Convention, 1981 (No. 155);
•	 Fundamental Principles and Rights at Work, 1998;
•	 Promotional Framework for Occupational Safety and Health Convention, 2006 (No. 187);
Specifically, in addition to the main issues addressed in the core conferences, the Group 
monitors the main conventions to improve its handling of issues such as freedom to 
associate in unions and the involvement of unions in different activities including at the 
social level, issues relating to forced and child labour, the maximum number of working 
hours per day and week, the prohibition on corporal punishment and discipline of any 
kind, anti-discrimination and equal opportunity issues in the workplace, and wage issues 
to avoid any form of gender gap.
The following tables summarise key data regarding the Group's human resources.
2020
2021
2022
Age
<=18
<=29 
30 to 
50 
>=51 
Total
<=18
<=29 
30 to 
50 
>=51 
Total
<=18
<=29 
30 to 
50 
>=51 
Total
Executives
0
10
13
23
0
8
14
22
0
0
12
13
25
Managers
0
4
45
20
69
0
4
44
21
69
0
0
25
10
35
White-collar
0
29
174
60
263
0
29
169
70
268
0
28
189
85
302
Blue-collar
0
240
704
387
1,331
0
234
714
459
1,407
0
281
700
470
1,451
Total
0
273
933
480
1,686
0
267
935
564
1,766
0
309
926
578
1,813
Of which
temporary
0
31
27
20
78
0
44
78
50
172
0
86
80
41
207
Employees by professional category divided by age group
Instances of child labour identified:
Employees by geographical area at 31.12.
Breakdown by contract
Incoming turnover by geographical area (excl. temporary employees)
Outgoing turnover by geographical area (excl. temporary employees)
As provided for in its Code of Ethics and in the policies adopted in the social field, the 
Group opposes the use of child labour in any form. Recruitment procedures in place at all 
companies prohibit the selection of candidates under the age of 18 for any job position. 
In addition, checks during the candidate registration phase allow their requirements to 
be verified and violations to be avoided.
Child labour KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
goal 2030
Workers under 18 years of age
No.
0
0
0
0%
0
0
0
2020
2021
2022
Italy
727
725
779
France
260
332
326
Poland
699
709
708
Total
1,686
1,766
1,813
2020
2021
2022
PERMANENT
1,445
1,436
1,514
M
1,083
1,059
1,078
F
362
377
436
FIXED-TERM
241
330
299
M
85
137
202
F
156
193
97
TOTAL
1,686
1,766
1,813
%
2020
2021
2022
Italy
6.9%
6.3%
8.3%
France
10.2%
7.3%
8.5%
Poland
10.2%
3.5%
5.4%
Total
8.7%
5.4%
7.7%
%
2020
2021
2022
Italy
2.7%
3.8%
5.5%
France
4.1%
1.5%
7.8%
Poland
6.2%
5.6%
8.1%
Total
4.3%
4.1%
7.4%
Number
2020
2021
2022
Italy
49
45
62
France
27
19
25
Poland
64
22
36
Total
140
86
123
Number
2020
2021
2022
Italy
19
27
41
France
11
4
23
Poland
39
35
54
Total
69
66
118
ZIGNAGO VETRO |  Sustainability report 2022
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147

New hires by gender (excluding temporary)
Resignations by gender (excluding temporary staff)
Employees by contract type (part-time/full-time)
Social Dialogue - Number of Trade Union Meetings
Number
2020
2021
2022
Male
90
61
92
Female
50
25
31
Total
140
86
123
Number
2020
2021
2022
Male
50
49
79
Female
19
17
39
Total
69
66
118
Number
2020
2021
2022
M 
F
Total
M 
F
Total
M 
F
Total
Part Time
9
1
10
2
2
4
4
7
11
Full-time
1,158
518
1,676
1,194
568
1,762
1,276
526
1,802
Total
1,167
519
1,686
1,196
570
1,766
1,280
533
1,813
Working conditions and unions KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
Trade union meetings
No.
49
55
76
+38.2%
-
-
-
Final judgements against ZVG in cases 
of violation of workers' rights
No.
0
0
0
0%
0
0
0
Final judgements against ZVG 
regarding violations of workers' 
freedom of association
No.
0
0
0
0%
0
0
0
Companies within the Group are managed with absolute respect for personal diversity, 
whether it relates to gender, religion, political opinions, ethnicity, nationality, sexual 
orientation, age or anything else.
Zignago Vetro condemns and refrains from engaging in conduct that may be inadequate 
in guaranteeing equal gender opportunities. The Group is committed to operating in 
such a way as to mitigate risks associated with the emergence of working conditions that 
do not guarantee equal opportunities or equal treatment according to roles and merit. 
Careful monitoring is carried out, in particular, to prevent violations of international 
conventions on the protection of workers’ rights.
Zignago Vetro undertakes to create and maintain the conditions necessary to ensure that, 
in all the countries in which the Group operates, the skills, competences and knowledge 
of each employee are valued and developed so as to ensure personal growth and the 
achievement of corporate objectives.
Any form of discrimination is explicitly prohibited by the Code of Ethics.
The above highlights the Group's commitment to implement labour policies aimed at 
stability and long-term collaboration with its employees.
The Group's total workforce at December 31, 2022 is 1,813, a net increase of +47 
(+2.7%) employees on the previous year.
During 2022, a total of 123 employees joined the Group, most of whom were under 29 
years old. The incoming turnover rate was 7.7%.
Workforce over the last 3 years by geographical area 
Italy
France
Poland
800
700
600
500
400
300
200
100
0
779
727
708
699
326
260
332
725
709
2021
2022
2020
Workforce over the last 3 years by gender 
F
M
1,400
1,200
1,000
800
600
400
200
0
2020
1,168
518
2021
1,196
570
2022
1,280
533
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Workforce over the last 3 years by contract type
F - Temporary
M -Temporary
F - Permanent
M - Permanent
2022
2020
2021
1,200
1,000
800
600
400
200
0
156
193
97
85
137
202
362
377
436
1,083
1,059
1,078
Workforce over the last 3 years by professional category 
Managers
White-collar
Executives
Blue-collar
1,600
1,400
1,200
1,000
800
600
400
200
0
22
69
268
1,407
2021
23
69
263
1,331
2020
Outgoing turnover rate 
Incoming turnover rate
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
8.7%
5.4%
7.7%
7.4%
2022
2020
2021
2022
2020
4.3%
2021
4.1%
25
35
302
1,451
2022
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151

Employment contracts
All the Group's employees are hired with a regular employment contract, in compliance 
with the regulations in force in the countries where the Group’s production sites are 
located. Every Group company has established forms of collective bargaining with 
their workers, either national (for the Italian plants of Zignago Vetro and Vetro Revet) or 
corporate (for the Polish plants of Zignago Vetro Polska and the French plant of Zignago 
Vetro Brosse). 
Current collective bargaining agreements provide for agreements regarding all of the 
following:
•	 Working conditions (e.g., pay, working hours, holiday allowances).
•	 Training and career management (e.g., training opportunities, rules on salary level 
transitions).
•	 Corporate Social Responsibility (respect for human rights, combatting discrimination 
and/or harassment, reducing the environmental impact of processes, protecting 
worker safety). 
•	 Employability and balance.
The employment contract is the fundamental tool for governing employment activities, 
and is used to lay down the terms and conditions of an employee's employment and 
their responsibilities.
An employment contract is an agreement that is signed between employee and employer 
(or employment agency).
The employment contracts in place in the Zignago Vetro Group include, in accordance 
with national collective bargaining agreements, company contracts and in compliance 
with the law of each country where member companies are present, the following items:
•	 the type of work to be done, setting out exactly what is expected of the employee;
•	 the worker's data (personal and residential details and tax data);
•	 the location of the company and the place of work to which the employee will have 
to travel to perform his or her job (on site or remote working);
•	 remuneration and economic benefits (gross hourly or monthly amount, based on 
collective bargaining agreements supplemented by company agreements; any 
supplementary elements upon achievement of certain results; benefits and other 
perks);
•	 the terms and conditions of the employment relationship (start date and any end 
date; fixed-term or permanent contract; part-time or full-time; shift pattern or daily 
working hours; etc.);
•	 planned working time on a daily and weekly basis (daily start and end times, any 
planned breaks, 8 hours per day, 40 hours per week);
•	 vacation days, paid leave, and time off in lieu (counted in hours on a monthly basis in 
line with the national collective agreement supplemented by the company contracts).
Workers' contracts in the Zignago Group are drafted on the basis of the legislation of 
the relevant countries and with the participation of union representatives, and provide 
proper protections and safeguards for both employer and employee (especially 
by limiting the ability of the hirer to terminate the employment without notice).
For some positions, secrecy and non-competition agreements are included in the 
contracts, as a legal method of preventing former employees, especially from 
manufacturing, technical or commercial backgrounds, from competing directly with 
Group companies for a certain period of time following the end of employment, or from 
disclosing confidential information to competing companies.
Employment contract KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
goal 2030
% workforce covered by regular, 
formal collective bargaining 
agreements regarding working 
conditions
%
100%
100%
100%
0%
100%
100%
100%
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Corporate Welfare
With an eye to improving and developing human resources and increasing the sense of 
belonging among its employees, the Zignago Vetro Group:
•	 has undertaken actions aimed at developing and favouring a positive work/life 
balance;
•	 has introduced forms of welfare and insurance coverage for non-work situations; 
•	 has introduced the opportunity for all worker categories to join supplementary health 
care funds on a voluntary or contract basis (Fasie);
•	 has launched a corporate welfare plan (CWP), in addition to the company’s 
supplementary agreement. 
The initiative has been implemented at Zignago Vetro S.p.A.’s plants and is expected to 
be rolled out at additional plants in the coming years.
Zignago Vetro’s Corporate Welfare Plan is Provided partly through 
the DayWelfare platform and enables access to different types 
and forms of benefits:
•	 Nurseries
•	 Schools
•	 Summer camps and after-school 
activities
•	 University costs
•	 School books
•	 Purchases and shopping
•	 Sport and gym costs
•	 Trips
•	 Training courses
•	 Health and well-being
•	 A healthcare fund
•	 Dentists
•	 Supplementary pension plans
•	 Cultural events and performances
•	 News and magazines
Work-Life Balance
In order to guarantee equal gender opportunities, the Group promotes various work-
life balance initiatives to facilitate working and living conditions according to individual 
needs, such as through part-time work, flexible hours and smartworking.
99.4% of the personnel were on a full-time contract, while the remaining 0.6% benefited 
from part-time working arrangements, with the aim of facilitating the management of a 
work-life balance.
In the extraordinary context of the pandemic COVID-19 emergency, during 2020 
Zignago Vetro introduced smart working. This was extended for the whole of 2022 for 
all tasks where this was feasible, providing for smart working on a maximum of two days 
per week. Agile working has made it possible to further structurally improve work-life 
balance management for a large proportion of Group employees.
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Green Mobility Management 
Including on the basis of Legislative Decree No. 179/21, the Zignago Vetro Group’s 
ESG Committee recognises the vital importance of sustainable mobility activities, aware 
that they can contribute directly or indirectly to the reduction of emissions and can also 
be a valuable tool to improve corporate welfare.
Green Mobility activities are currently the responsibility of the ESG Committee, assisted 
by the Environment, Safety and Quality function and two Mobility Managers (one in 
Empoli and one in Fossalta di Portogruaro) appointed on December 28, 2021.
The appointment of two Mobility Managers in the two Italian glass production plants 
was formalised following the implementation in 2021 of a "Home-Work Travel Plan" (the 
“Plan” or “HWTP") targeted at identifying useful measures to direct employee commutes 
towards more sustainable forms of mobility. 	
The Mobility Manager therefore has a remit to decide on, plan, schedule, manage and 
promote optimal sustainable mobility solutions for the Group. The above Home-Work 
Travel Plan was preceded by an assessment with employees to accurately monitor and 
assess their mobility needs, in relation both to the location of the Group's main facilities 
and to the mobility options in the relevant regions.
The assessment therefore included a questionnaire which enabled mapping of employee 
logistics, the kilometres travelled in the commute and the means of transport used. The 
questionnaire also included a series of questions targeted at intercepting the needs, 
necessities and desires of employees towards alternative forms of mobility, capable of 
reducing the time and stress of commuting and potentially generating savings.
The HWTP, albeit with variations between facilities, showed that an extremely high 
number of employees use private transportation to get to work, primarily due to the 
distance of workplaces from public transportation stations. 	
Specifically, the figure for Fossalta was 92% and almost 93% for Empoli. At Fossalta, 
60.4% of employees take less than 15 minutes to get to work, and approximately 85% 
less than 30 minutes. In Empoli, 85% of employees take less than 30 minutes to get to 
work, but the majority take more than 15 minutes. The choice of a private vehicle over 
the use of public mobility services is therefore essentially linked to greater flexibility and 
availability of public transport. 
The calculation of the type of vehicles used, the average distance travelled per day for 
return journeys, and the average time taken, enabled an accurate assessment of CO₂ 
emissions, broken down according to the means of transport used.
The Plan analysed the propensity for change toward more sustainable forms of 
mobility.
Among the measures considered:
•	 flexibility working hours;
•	 remote working; 
•	 public transport or a shuttle service provided by the Company;
•	 carpooling/car sharing;
•	 micro-mobility (bicyles/scooters).
The Plan seeks to implement a series of measures to discourage the use of private cars 
and use alternative and significantly less polluting forms of mobility.  
This has led to the provision of mobility vouchers, free parking for employees who 
choose to carpool, the introduction of a shuttle service to and from the nearest stations, 
agreements with public transport companies, company bicycles to be used by reservation, 
and charging stations for electric bikes and scooters. Finally, flexible working hours and 
remote working could become structural and not just temporary measures, in order to 
change mobility habits and reduce emissions.
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Consistent with the HWTP, the company vehicle fleet transformation process continues.
Owned cars and vans will be gradually sold or decommissioned according to a pre-
established plan, and replaced with electric or hybrid vehicles. 
On December 16, 2022, the Home-Work Travel Plan for Fossalta di Portogruaro and 
Empoli was updated, with the goal of later being rolled out to all Group facilities.
Each employee gave his or her personal details and work performed, and again 
described in detail how he or she got to work, in addition to his or her willingness to 
make a change.
For both facilities, the Plan is a true Impact Analysis or LCA that makes it possible to 
estimate the CO₂ equivalent of kilometres travelled by all employees to and from work 
daily and also distinguishes emissions by pollutant type (CO, Nox, PM10 and CO₂).
The Empoli plan review shows that, on average, employees travel 1,215 km daily 
between home and work, producing a total of 46,055 kg in CO₂ eq. emissions, 
corresponding to a ratio of 0.1723 kg CO₂eq per km. 
Willingness to participate in a car-pooling project is very high because, in addition to 
benefiting employees by reducing costs, it also contributes, from a statistical point of 
view, to reducing accident rates. As regards community benefits, car-pooling helps to 
reduce both pollution and local traffic.
Compared to the 2021 plan, there has been a decrease in numbers of employees using 
a private car (from 100% to 93%) in favour of a different mix of local transport. Bicycle 
use has increased slightly (0% to 2%). The Company has supplied an app to encourage 
car-pooling, has provided parking for bicycles and scooters, including electric ones, 
and has equipped its facility with lockers and showers for employees to encourage 
bicycle use.
The review of the Fossalta di Portogruaro plan shows that, on average, employees travel 
2,188 km daily between home and work, producing a total of 82,986 kg in CO₂ eq. 
emissions, corresponding to a ratio of 0.1724 kg CO₂eq. per km.
Compared to the 2021 plan, there has been a decrease in numbers of employees using 
a private car (from 93.3% to 92%) in favour of a different mix of local transport, including 
walking. Car-sharing nonetheless decreased compared to the 2021 plan. There was an 
increase in the use of company cars. In addition to various activities to encourage car-
pooling, the company has provided covered parking spaces for bicycles and scooters, 
including electric ones, and provided company bikes and charge points. In addition, 
changing rooms with lockers and showers for employees have been provided at the 
Fossalta facility to encourage bicycle use.
Main relevant strategies
Discouraging the use of 
private cars
Encouraging car-pooling
Mobility vouchers and 
company shuttle service
Encouraging the use of 
public transport
Agreements with 
local public transport 
companies
Free or discounted 
memberships
Encouraging travel by 
bicycle
CCTV parking areas for 
bicycles and scooters
Purchase of company 
bicycles and charge 
points for electric bikes 
and scooters
Reducing the demand for 
travel
Increased smartworking
Vehicle category
CO
NOx
PM10
CO₂
Motor vehicles
158kg
82kg
8kg
4426kg
Motorcycles
9kg
0.3kg
0.1kg
285kg
Public transports
0
0
0
0
Amount of emissions in one year
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7.8
Suppliers
Sustainable Supply Chain Management 
System 
In 2022, Zignago Vetro, in line with the commitment highlighted in the ESG Policy, further 
strengthened the Stewardship process and engagement with its suppliers.
Zignago Vetro promotes a culture of sustainability throughout the entire supply chain, 
committing itself to pursuing the following specific objectives:
•	 to hire suppliers who hold views that are in keeping with Zignago Vetro’s 
policy, and with the principles of ethical, social and environmental responsibility 
promoted by the Company;
•	 to guarantee a responsible supply chain selection and qualification process 
by constantly monitoring supplier requirements;
•	 to give greater consideration to local suppliers in support of the development 
of local communities.
The Group favours the approach of close partnerships with suppliers, with the aim of 
creating relations with stakeholders of proven reliability, both in terms of quality and 
supply consistency and of respect for the principles of fair competition and related 
activities.
With regard to relations with suppliers, a formalised policy is in place indicating the 
principles of sustainability, while for the selection and qualification of suppliers, the 
Group adopts assessment practices targeted at preventing collaboration with partners 
who violate human rights, adopt practices that are contrary to fairness in the conduct 
of business (in particular with regard to corruption), carry out their activities through the 
exploitation of minors or do not adequately manage their environmental impact.
SUPPLY
CHAIN
1. Raw materials
Preference is given to local 
suppliers who share Zignago 
Vetro's policies aimed at 
guaranteeing a high level of 
quality.
2. Production
Preference is given to suppliers 
with flexible production structures 
that place particular emphasis 
on the human component, and 
guarantee all the relevant rights 
in line with the principles set out in 
the Zignago Vetro Code of Ethics.
3. Distribution 
Transportation is currently 
primarily by road; implementation 
is expected to continue with the 
introduction of the multimodal 
transportation project that began 
in 2019.
4. End customer 
Customer service, intended as 
an added value that is expressed 
through flexibility in responding 
to changing market demands, 
after-sales assistance, and a 
transparent and collaborative 
approach.
5. Recycling and reuse
Zignago Vetro's supply chain 
must highlight its commitment to 
the disposal, reuse and recycling 
of materials, investing wherever 
possible in a circular economy 
system for inputs.
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Supplier code of conduct
In 2019, Zignago Vetro introduced a Supplier Code of Conduct that is based on the 
principles contained in the United Nations Universal Declaration of Human Rights, ILO 
conferences and the OECD Guidelines for Multinational Enterprises. Suppliers are also 
required to comply with the regulations and standards in force in the countries in which 
they operate.
In the event that local regulations are less stringent than the principles contained in the 
above-mentioned Supplier Code of Conduct, suppliers agree to take the necessary 
steps to comply with the principles contained in the Supplier Code of Conduct within a 
reasonable period of time.
By signing the document, suppliers agree to commit to a series of important social 
principles.
The key points of the Supplier Code of Conduct include:
•	 the specific commitment not to purchase minerals from areas of conflict (so-called 
Conflict Minerals). A declaration regarding the origin of materials (the Conflict 
Minerals Reporting Template - CMRT - as per the Responsible Minerals Initiative) 
will be requested from suppliers of materials that could potentially be affected (tin, 
tungsten, tantalum, gold and their derivatives);
•	 the commitment to pay a minimum wage;
•	 the commitment to guarantee a maximum limit of daily and weekly working hours;
•	 the commitment not to use any form of child labour;
•	 the commitment to eliminate all forms of discrimination and gender pay gaps of any 
kind;
•	 the supplier’s commitment not to engage, in turn, those suppliers who do not 
guarantee:
	-
free participation in trade unions;
	-
a minimum wage above subsistence levels and reasonable economic 
conditions;
	-
the presence of minimum workplace safety measures;
	-
a ban on child labour, except in cases explicitly provided for by law;
	-
the prohibition of forced labour;
	-
a policy that requires suppliers not to indirectly engage with other suppliers 
who might inflict corporal or illicit punishment on their employees.
Compliance with the Code is required of all Zignago Vetro employees. These persons are 
in turn required to communicate, share and explain to their employees, subcontractors, 
auxiliaries and their employees, the principles set out in the Code and to ensure and verify 
compliance with them.
The Zignago Vetro Group has decided to increasingly involve suppliers in its 2030 Agenda, 
in line with evolving legislation, the SDG principles and its stakeholder engagement policies.
The key indicators related to sharing the Supplier Code of Conduct are as follows:
KPIs on the code of conduct for suppliers and 
contractors
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
% of active suppliers subject to the 
Supplier Code of Conduct*
%
100%
100%
100%
0%
100%
100%
100%
% of contracts/purchase orders with 
ESG clauses*
%
100%
100%
100%
0%
100%
100%
100%
*Each contract/purchase order shall include at least the adherence clause to the Supplier Code of Conduct, made available through a link. Some contracts may 
also contain other specific ESG-related clauses.
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Supplier ESG assessment
A Group procedure has been in place since 2021 describing how relevant suppliers are 
selected and evaluated in terms of ESG, involving suppliers completing and returning 
a special questionnaire and accepting Zignago Vetro's sustainability and human rights 
principles.
The digital questionnaire includes a large number of KPIs, requiring suppliers to have 
and implement a sustainability plan, at the very least in part.
As well as producing a score to be used in the Group’s overall assessment process, the 
digital questionnaire also promotes an active innovation and modernisation process.
The questionnaire and resulting score allow Zignago Vetro to assess different suppliers, 
broken down by product and service type. At the same time, the questionnaire helps the 
provider to implement a self-assessment process, thus providing some of the tools it might 
need to subsequently produce an ESG action plan.
The Zignago Vetro online “Supplier Sustainability Assessment” questionnaire, first of all, 
asks for general data, product or service type, and a signature to affirm the truthfulness 
of the given answers.
The questionnaire is then divided into 73 questions, some of which qualitative and open-
ended, and others quantitative, making it possible to rank the suppliers not only by 
turnover and employee numbers, but also by a sustainability score.
The questionnaire focuses on assessing environmental, social and governance aspects 
in detail, including:
Supplier Assessment ESG KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
% of the Group’s expenditure covered 
by relevant suppliers assessed through 
ESG questionnaire
%
N/D
64.7%
75.9%
+17.3%
>75%
>75%
>75%
% response rate from suppliers 
assessed through ESG questionnaire
%
N/D
61.0%
80.4%
+31.8%
100%
100%
100%
% of suppliers suspended for non-
compliance with ESG principles
%
N/D
0%
0%
0%
0%
0%
0%
% buyers trained on ESG topics in the 
last 2 years
%
100%
100%
100%
0%
100%
100%
100%
The data show an increase in inventory turnover from surveyed suppliers (+17.3%) and 
a significant improvement in their response rate (at 80.4%, an increase of +31.8% on 
the 2021 campaign), demonstrating the Group's commitment to engagement activities. 
Once again in 2022, no suppliers were suspended for non-compliance with ESG 
principles.
The ESG assessment of suppliers, in the manner described above, is integrated into their 
overall assessment carried out regularly by each of the Group companies, according to 
their own internal procedures. This makes it possible to verify and analyse all the main 
supplier selection and assessment indicators, from price through to service and supply 
quality, delivery times, process sustainability, and ethical and human and social rights 
compliance. The Group reserves the right to conduct unscheduled audits at the offices 
of suppliers regarded as "strategic." The annual tool used to assess these commitments is 
the Management Review.
In addition to enabling better mapping and strengthening its knowledge of its supply 
chain, the Zignago Vetro Group’s questionnaire and activity with suppliers form part of 
a broader stewardship and engagement process with its stakeholders.
In order to further develop this engagement process and make it even more productive, 
from 2023 the Group will include the most important ESG elements in the periodic audits 
performed at its suppliers to verify process management and quality.
As regards the supply chain, the Zignago Vetro Group considers compliance with 
sustainability principles synonymous with long-term reliability. Specifically, the Zignago 
Vetro Group’s Board has a goal of branching out externally, i.e. to each supplier’s 
supply chain, issues linked to consumption, recycling, reuse and disposal of materials, 
occupational health and safety, protection of human rights and respect for local 
communities, their culture and traditions, and diversity in all its forms. 
To strengthen the management of supplier sustainability aspects, the Zignago Vetro 
Group has also published the Diversity Suppliers Policy and Conflict Mineral Policy on 
its website.
The questionnaire also contains some “red flag” compliance questions, which, if not 
answered correctly, lead to immediate suspension of the supplier and a request for 
corrective action.
As standard practice, the Group reserves the contractual right to adopt all appropriate 
measures (including contract terminations) in the event that any supplier, in carrying out 
activities in the name of or on behalf of the Company, violates any rule of legislation or 
Zignago Vetro’s requirements in terms of solidarity and ethical conduct.
In 2021, specific training was given to all Group buyers on the supplier ESG assessment 
procedure and methods.
The following are the main indicators for the supplier ESG assessment:
	- governance documents, such as the Code of Ethics 
and the Code of Conduct;
	- 231 Organisational Model;
	- ESG Policy;
	- description of any sustainability plan;
	- voluntary Sustainability Report or Non-Financial 
Statement;
	- privacy policy effectiveness;
	- energy manager, and relevant certifications 
(particularly: ISO 14001, SA8000, ISO 45001 
(or OHSAS 18001), ISO 37001 and ISO 50001;
	- legal disputes, in any, and their description;
	- carbon footprint;
	- energy and water consumption, and saving and 
efficiency measures;
	- waste disposal methods and circular processes;
	- waste management assessment;
	- circularity in the production process or end-of-life 
of materials and products;
	- protecting diversity;
	- defence of human rights, and relevant certification;
	- health and safety management;
	- safety management system;
	- ISO certifications and quality;
	- welfare;
	- disability;
	- labour management;
	- engagement with local communities;
	- work with suppliers;
	- internal auditing and compliance;
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Conflict Minerals
As per its Conflict Minerals Policy, the Group verifies that products purchased from its 
suppliers do not contain conflict minerals. This is done by using the above described 
ESG assessment questionnaire to monitor suppliers at risk of using conflict minerals in 
their processes, with particular reference to the 3TG minerals, that is, those containing tin, 
tantalum, tungsten or gold. Should a supplier declare use of even one of these minerals 
in the digital questionnaire, the software flags an alert, triggering an in-depth analysis of 
their origin, in the interests of protecting Zignago Vetro. Accordingly, the Group’s stated 
goal is not to be involved, even indirectly, in any supplies from countries listed at risk by the 
United Nations. When flagged, the supplier must certify that the minerals do not come from 
conflict areas, preferably by providing a Conflict Minerals Reporting Template (CMRT), 
as per the Responsible Minerals Initiative (RMI). In case of any doubt, Zignago Vetro may 
subject the supplier to a further Due Diligence process.
Origin of suppliers
All Group companies undertake to maintain a sufficient number of suppliers, not only 
to guarantee optimal economic conditions, but also to mitigate risks associated with the 
unavailability of materials essential for the performance of their activities.
We note that as the Group’s plants are located in the Eurozone (Italy, France and 
Poland), the purchase of raw materials takes place almost exclusively through suppliers 
located in areas near the Group’s production plants. 84.03% of purchases come from 
local suppliers. No suppliers are from conflict zones of any kind.
Conflict mineral KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
% of suppliers using 3TG minerals for 
which a CMRT (or other certificate of 
provenance) is available
%
100%
100%
100%
0%
100%
100%
100%
International suppliers
Local suppliers
Zignago 
Vetro
Zignago 
Vetro Brosse
Zignago 
Vetro Polska
Vetro
Revet
Origin of suppliers
100.00 %
80.00 %
60.00 %
40.00 %
20.00 %
0.00 %
11.8%
15.3%
20.1%
1.2%
88.2%
84.7%
79.9%
98.8%
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7.9
Safeguarding workplace 
health and safety
Occupational health and safety is a priority for the Zignago Vetro Group. The Group’s 
target in this regard is zero injuries. 
The main measures to ensure compliance with applicable legislation and make sure the 
working environment is increasingly safe and healthy include:
•	 assessment of work risks, identification of risk mitigation measures, and the definition 
of safety procedures;
•	 supply of personal protective equipment to all workers;
•	 provision of training, information and safety training to all workers;
•	 use of machines, equipment and systems with the highest safety standards, and the 
necessary maintenance to uphold these standards over time;
•	 meetings involving all safety figures in order to optimise interventions;
•	 health monitoring to ensure personnel are always fit for work and that their work 
does not cause them any harm;
•	 analysis of injuries and risk situations (near misses), in order to prevent injuries from 
similar situations;
We note that to ensure compliance with legal obligations and make the working 
environment increasingly safer and healthier, a process has been undertaken to certify 
all Group sites to ISO 45001.
The process led to containing the number of injuries in 2022, compared to 2021, at 
54. Though there were the same number of injuries in 2022 as 2021, the number grew 
at Zignago Vetro Brosse from 16 to 21, but was offset by a fall in the number at Italian 
plants, from 26 to 21.
The frequency index in 2022 was 19.6, slightly improving compared to 19.7 (-0.5%) in 
2021, due to a slight increase in hours worked. 
Safety at work KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
Injuries
No.
45
54
54
0%
0
0
0
Frequency index
Nrinj/hrworked
·106
17.2
19.7
19.6
-0.5%
0
0
0
2020
2021
2022
Italy
26
26
21
France
11
16
21
Poland
8
12
12
Total
45
54
54
Injury frequency index 
if=(No.injuries / No. hours worked) * 1000000
21.00
20.00
19.00
18.00
17.00
16.00
15.00
14.00
13.00
12.00
11.00
10.00
9.00
19.6
2022
17.2
2020
19.7
2021
Injury rate by country
Injury rate by country
France
Poland	
Italy
Total
60
50
40
30
20
10
0
26
11
8
45
2020
26
16
12
54
2021
21
21
12
54
2022
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In terms of severity, days lost to injury increased by 363, from 2,085 days in 2021 to 
2,448 in 2022 (+17.4%), causing the index to fall from 0.759 (2021) to 0.889 (2022). 
Accounting for the different hours worked, the index worsened between 2021 and 2022 
by +17.1%.
Safety at work KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
goal 2030
Working days lost
No.
1,642
2,085
2,448
+17.4%
0
0
0
Severity index
dlost/hrworked
·103
0.626
0.759
0.889
+17.1%
0
0
0
Injury severity index  
Si = (No. days lost / No. hours worked) * 1,000
1.000
0.800
0.600
0.400
0.200
0
0.889
2022
0.626
2020
0.759
2021
This worsening was mainly due to an increase in days lost at Italian facilities, though, 
overall, the days lost at Italian facilities were lower than those lost abroad. 
In 2022, severe injuries, those leading to 40 days lost, were 4 in Italy, 1 in France, and 
5 in Poland. In Zignago Vetro Group companies, in 2022, as in all previous years, there 
were no fatal injuries.
Days lost by country
2020
2021
2022
Italy
604
301
696
France
691
937
945
Poland
347
847
807
Total
1,642
2,085
2,448
Injury severity Index in the last 3 
years
2020
2021
2022
Minor injuries
35
39
44
Severe injuries
10
15
10
Fatal injuries
0
0
0
Total
45
54
54
Italy
France
Poland
Total
Minor injuries
17
20
7
44
Severe injuries
4
1
5
10
Fatal injuries
0
0
0
0
Total
21
21
12
54
Serious injuries
Minor injuries
Injuries 2022
60
50
40
30
20
10
0
Italy
4
17
Poland
5
7
Total
10
44
France
1
20
Injury severity index in the last 3 years
2020
2021
2022
50
45
40
35
30
25
20
15
10
5
0
35
39
44
10
15
10
MINOR INJURIES
SERIOUS INJURIES
FATAL INJURIES
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Safety training increased both in terms of the total number of hours administered (up 
+2.5%) and the number of hours of training per head (up +1.6%) due to the enhancement 
of both individual (role) and induction training plans for new recruits.
Where possible, e-learning and remote training were used, in order to make the training 
courses more flexible. Online training courses include both mandatory, regulated safety 
courses and personalised courses, prepared in collaboration with internal staff.
2020
2021
2022
Δ% 22/21
Hours of training on workplace safety
8,280
10,334
10,594
+ 2.5%
Per capita hours of training on workplace safety
5.3
6.4
6.5
+1.6%
13,000
10,000
7,000
4,000
1,000
10,594
2022
Hours of training on workplace safety 
+2.5% TOTAL HOURS Increase in total hours provided for safety training
In 2022, regarding cases of work-related ill health, none were reported in Poland, 1 
was reported in France, and another was reported in Italy, by the company Vetro Revet.
No Zignago Vetro Group companies have been judged responsible for any accidents.
Before being authorised to access Zignago Vetro facilities, external companies 
must demonstrate not only full compliance with local and national health and safety 
legislation, but also their commitment to health and safety, in line with the Zignago Vetro 
Group’s corporate policies and Supplier Code of Conduct. In this regard, a preference 
is afforded to companies that already have an ISO 45001 certified occupational health 
and safety system. 
In terms of health and safety, Zignago Vetro Group, in fact, treats contractors and 
the employees of external companies working on its behalf at its sites just as its own 
employees. Contractors must comply with the Group’s Code of Ethics and Conduct, in 
addition to its Sustainability Policy. At the same time, they also have the right to work in 
an environment that puts safety first.
In terms of injuries of the personnel of external companies at Zignago Vetro Group 
facilities, 5 injuries were recorded in 2022 (of which 2 severe), all at Italian facilities, 
compared to 3 in 2021, equal to an increase of +66.7%. Despite the overall increase 
in the number of injuries, the frequency index fell sharply (-56.6%) due to the significant 
increase in hours worked by external companies at multiple temporary construction sites. 
In terms of severity, the index increased from 0.17 in 2021 to 0.28 in 2022, an increase 
of +64.7%.
The Zignago Vetro Group’s clearly stated target is to achieve zero work-related 
injuries, regarding both employees and contractors. To this end, monitoring and control 
procedures and tools have been strengthened. The ESG Committee, together with 
Group’s Board, assign primary importance to the goal of mitigating all kinds of injuries.
External worker safety KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic
goals 2030
Injuries (external workers)
No.
N/D
3
5
+66.7%
0
0
0
Frequency index (external workers)
Nrinj/hrworked
·106
N/D
9.33
4.05
-56.6%
0
0
0
Severity Index (external workers)
dlost/hrworked
·103
N/D
0.17
0.28
+64.7%
0
0
0
8,280
10,334
2020
2021
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7.10
Consumer health 		
	
and safety
Zignago Vetro takes all possible measures to guarantee the production of the safest 
containers for end-customers and consumers. For this purpose:
•	 keeps HACCP risk assessments updated;
•	 carries out general prevention measures (e.g. cleaning, pest control);
•	 has identified, actively mitigates and monitors all aspects that might lead to critical 
defects for the consumer;
•	 carries out periodic audits to verify the proper functioning of the system;
•	 ensures compliance with Good Manufacturing Practices (GMP)7
Food safety activities are also certified by external certification bodies. The group is 
moving towards FSSC 220008 certification, as recognised globally by the GFSI. The 
status of certifications in the various plants is as follows:
•	 Zignago Vetro Fossalta: obtained FSSC 22000 certification at the end of 2022 and 
currently holds UNI EN 15593:2008 certification, which will expire in August 2023;
•	 Zignago Vetro Empoli: obtained FSSC 22000 certification in March 2021;
•	 Zignago Vetro Polska: holds UNI EN 15593:2008 certification and plans to obtain 
FSSC 22000 certification by the end of 2023;
•	 Zignago Vetro Brosse: while taking all necessary measures to guarantee consumer 
safety, considering its limited production numbers, the company currently has no 
specific certification plans;
•	 Vetro Revet: specific certification is not relevant for the activities carried out at this 
company. 
As proof of this commitment, one of the indicators that the Group considers to be most 
indicative of the degree of safety with which it serves its customers is the number of 
product defects causing damage to consumer health and safety. This indicator has 
remained at zero since 2016.
The table below shows the number of consumer injuries where Zignago Vetro has been 
cited. 
Consumer Injuries reported
2020
2021
2022
End User
-
-
-
Company/Wholesaler
-
-
-
Total
-
-
-
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7.11
Community initiatives
Zignago Vetro has always paid attention to the development 
of local communities, through continuous investments in the 
local area and support for social and humanitarian activities 
to sustain society and the most disadvantaged social groups.
Specifically, in 2022 the following main projects were financed:
Support for social initiatives
and inclusion policies:
Distribution of funds to five 
institutes dedicated to the care 
of the weakest and sickest 
people and families in difficulty 
in the areas near the Fossalta and 
Empoli plants;
Adherence 
to 
the 
equal 
opportunities charter: Zignago 
Vetro continues to adhere to the 
Charter for Equal Opportunities 
and Equality at Work, a project 
created at the instigation of the 
European Commission. The Group 
has always paid great attention to 
the protection of all its employees 
in the workplace, without any 
form of discrimination on the 
basis of gender, age, disability, 
ethnicity, religious beliefs or sexual 
orientation. 
The 
commitment 
signed is to introduce an inclusive 
human 
resource 
management 
program, with concrete actions 
and by monitoring progress. The 
work begins with top management 
and then involves every level of the 
organisation, through continuous 
monitoring to overcome gender 
stereotypes
Zignago Vetro has donated 
an ultrasound to the Women’s 
Centre 
at 
Empoli 
hospital, 
dealing with treatment, support 
and 
prevention 
regarding 
women’s 
cancers. 
The 
latest 
generation ultrasound will be a 
great aid in the day-to-day work 
of the department, as it speeds up 
and facilitates diagnoses;
Support for refugees of the 
war in Ukraine: a number of 
Zignago Vetro Polska employees 
gave lodgings or rented out 
apartments to Ukrainian refugees. 
Donations were also made to the 
Polish Red Cross and the Polish 
Center for International Aid, which 
are 
committed 
to 
supporting 
Ukrainians;
Support 
for 
disadvantaged 
children in Poland: the company 
donated sports equipment to the 
Siennica orphanage. In addition, 
a playground was built in an area 
adjacent to a residential complex;
Financial 
support 
for 
the 
Maggio Musicale Fiorentino: 
Zignago Vetro was a sponsor of 
the Maggio Musicale Fiorentino 
(Florentine Musical May), an 
annual artistic event linked to 
classical music, ballet and opera. 
Continuation of the special 
project "Zignago Vetro and 
Art" to support artists and art 
in general. The project puts the 
spotlight 
on 
supporting 
and 
promoting artists from the areas 
in which it operates to bring art 
and business closer together in the 
interests of mutual increased value.
Support for sports associations 
and 
other 
philanthropic 
activities;
In addition, the Zignago Vetro 
contributed to the financing 
of other social activities by 
Zignago Holding;
Fundraising 
to 
support 
disadvantaged 
families 
in 
Poland: In 2022, Zignago Vetro 
Polska continued its fundraising 
activities for certified families in 
poverty;
Internal fund-raising for the 
war in Ukraine: Zignago Vetro 
organised 
a 
voluntary 
fund-
raising campaign, engaging all 
Group employees, and pledging 
to double the amount raised. The 
proceeds were donated to the 
Polish humanitarian association 
Polska 
Akcja 
Humanitarna, 
which is committed to supporting 
Ukrainian refugees;
Zignago 
Vetro 
Brosse 
has 
collaborated 
with 
small 
companies in an area with high 
unemployment rates since 2017, 
with the aim of promoting local 
industrial development;
In 2019, Zignago Vetro Polska 
started 
a 
project 
to 
recruit 
Ukrainian employees from war 
zones. The project has the dual 
purpose of training an adequate 
number of qualified employees 
and increasing the Company’s 
social role through social diversity. 
Since 2018, Zignago Vetro has 
collaborated with the Noncello 
cooperative to give people with 
disabilities work opportunities on 
the production line, involving them, 
since 2022, in re-sorting finished 
products, and carrying out the 
quality control of cullet destined 
for furnaces.
Support for cultural 
initiatives:
Social inclusion projects:
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Zignago Vetro has adopted a precise system 
for defining the objectives and monitoring 
the impacts of its financing activities for 
projects of this type. On December 18, 2020 
the Board of Directors of Zignago Vetro also 
decided to adopt a policy to allocate 0.25% 
of annual consolidated net profit to social, 
cultural and environmental initiatives.
Art paths promoted
by Zignago Vetro
In 2021, Zignago Vetro launched an art project to promote culture as a lever for enriching 
society and the world we live in, and inspiring new, shared emotions. The project 
provides support to organisations and artists seeking to develop all forms of expression 
in the artistic and cultural sphere. Every year, Zignago Vetro engages its personnel in 
promoting artistic and cultural activities, encouraging a virtuous exchange between the 
business and art worlds, and developing a project with shared artistic values.
Zignago Vetro and Art
Having supported painting in 2021, in 2022, the 
chosen initiative was the Gambrinus Mazzotti 
Literary Prize, dedicated to the best writing on 
the themes of mountains, ecology, nature and 
the valorisation of the qualities of the local 
environment, themes that directly relate to 
Zignago Vetro’s focus on sustainability. 
In addition to supporting this literary award, in collaboration with the Treviso Comic 
Book Festival, Zignago Vetro has published a graphic novel dedicated to the theme of 
glass, combining art, writing and glass to promote knowledge on the origins and use of 
this incomparably precious material. The Company intends to further promote this work 
in the future.
Zignago Vetro 
and Art.
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8.0 
Governance
8.1
Objectives
8.2
ESG Governance
8.3
Corporate Governance
8.3.1
Governance structure
8.3.2
Remuneration system
8.3.3
Internal control and risk management system and 
compliance
8.3.4
Fiscal transparency and anti-corruption
8.3.5
IT security and protecting privacy
8.4
Policies
8.5
Creation and distribution of 
economic value
8.6
GRI 207
8.7
Taxonomy
SDGs
MATERIAL TOPIC
Governance 
structure
Remuneration 
system
Internal Control 
and Risk 
Management 
System and 
compliance
Tax transparency 
and anti-
corruption stance
Security and 
Privacy
Policies
Creation and 
distribution of 
economic value
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8.1
Objectives
Zignago Vetro is committed to protecting the rights of minority shareholders and to 
continuously creating value through its statutory activities, in full compliance with 
applicable regulations in the respective countries where the Group operates.
Zignago Vetro wishes to:
•	 Create long-term economic value, and share it among personnel, partners, suppliers 
and all stakeholders of the company.
•	 Guarantee long-term business continuity, economic and employment stability, and 
the reinvestment of resources in the company.
•	 Pursue an ethical and responsible conduct of business that guarantees sustainability 
for all stakeholders.
•	 Increase performance-related remuneration for top managers, specifically that 
linked to the achievement of ESG objectives.
•	 Continuously improve the development of a system of policies and procedures on 
ESG topics, to be extended to all Group companies.
8.2
ESG Governance 
Sergio Pregliasco
(Technical Director)
Céline Riviere
(General Manager of Zignago Vetro Brosse)
Roberto Cardini
(Chief Executive Officer)
Michele Pezza
(Operations Director Italy and Group synergies)
Roberto Celot
(Chief Financial Officer and Investor Relations)
Paolo Zannier
(Safety and Environmental Quality Systems 
Manager and ESG Coordinator)
Leonardo Gestri
(Director of Human Resources)

Paolo Pacini 
(General Manager of Zignago Vetro Polska)
is also on the ESG Committee
From left to right 
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1 ESG policy
During a meeting held on March 12, 2021, the Zignago Vetro 
Board of Directors formally adopted a dedicated ESG Policy, 
giving formal validity to the ESG organisational structure and 
ESG governance that had been in place for some time.
2 ESG Organisational 
Structure
ESG Governance requires an explicit attribution of 
responsibility throughout the organisation and is structured as 
follows:
2.1 ESG Committee: provides guidance 
and oversees the Group’s ESG plan
AIn order to make sustainability an integral part of the 
organisation, the Group has constituted an internal Committee 
(named “ESG Committee”) consisting of some of the most 
important Group Executives, members of the Internal Executive 
Committee, so as to guarantee that all the main corporate 
functions are represented.
At its meeting of May 2, 2019, the Board of Directors of 
Zignago Vetro formally established this Committee, which 
meets at least once a month.
This organisational model is considered the most appropriate 
to ensure efficient and effective action with regard to ESG 
issues.
The ESG Committee is responsible for identifying the Group's 
ESG policies and strategy. It therefore defines the degree 
of importance of ESG factors that may have an impact 
on Zignago Vetro business, on its investments, and on its 
stakeholders, taking into account the reports drafted by the 
ESG Coordinator.
The ESG Committee is also assigned the function of 
monitoring, analysing and directing all processes, activities, 
results and initiatives that directly or indirectly concern 
sustainability issues in Group companies. The Committee 
deals with any potential updates of the list of stakeholders 
and the materiality matrix that contains the most important 
sustainability issues for the Group.
The Committee is also responsible for identifying and 
monitoring the corporate sustainability objectives formally 
assigned to each corporate function.
The ESG Committee reports to the Zignago Vetro Internal 
Executive Committee.
In order to further strengthen the centrality of sustainability in 
the company, on the proposal of the Independent Directors of 
Zignago Vetro S.p.A., and by motion of the Board of Directors, 
on December 14, 2022, the Control and Risks Committee 
was assigned responsibility for environmental, social and 
governance (ESG) issues, in addition to, more generally, 
the supervision and coordination of sustainability issues. The 
Control and Risks Committee thus took on the name of the 
Control, Risks and Sustainability Committee (CRSC) 
2.2 ESG Coordinator
Reports to the ESG Committee and is responsible for 
guaranteeing, supervising, and improving the implementation 
of the Zignago Vetro ESG policy within the organisation by 
collecting reports and information provided by the operating 
companies and subsidiaries and by the main company 
functions.
2.3 ESG Consultants 
In order to better focus on the ESG issues and to effectively 
concentrate the efforts on the pursuit of the SDGs, Zignago Vetro 
cooperates with some external consultants with experience and 
multidisciplinary training. Collaboration with these specialists 
covers aspects related both to initiatives aimed at improving its 
effectiveness towards ESG issues and communication related 
to them.
Consultants have been involved or may be involved in the 
future on specific topics such as:
•	 policies and procedures for all ESG topics;
•	 health and safety training programmes;
•	 training on other ESG topics;
•	 internal and external audits on ESG topics;
•	 Diversity Programmes with the purpose of promoting 
various know-how and skills and reaching an increasingly 
integrated working environment that is sensitive to people.
3 ESG Governance
3.1 ESG Strategy
Zignago Vetro has adopted a formal system of strategic 
guidelines relating to the main ESG topics. 
3.2 ESG Policies
On March 12, 2021, the Board of Directors of Zignago Vetro 
S.p.A. approved a new ESG policy.
Consistently with the descriptions above, the objective of 
Zignago Vetro ESG Policy is to affirm and clarify how said 
principles will be integrated into the industrial and operational 
process of all the businesses.
Through the integration and the introduction of these principles 
within the Corporate Governance and all the other company’s 
policies and procedures (ESG Objectives Policy, Human 
Resources Policy, Payment Policy, etc.) Zignago Vetro has 
set itself the objective of improving value creation for its own 
stakeholders, especially thanks to:
•	 the optimisation of all corporate activities and the creation 
and assessment of new business opportunities deriving 
1 Policy ESG
2 ESG Organisational Structure
2.1 ESG Committee (ESG guide and responsibility)
2.2 ESG Coordinator
2.3 ESG Consultants
3 ESG Governance
3.1 ESG Strategy
3.2 Specific ESG Policies
3.3 System of ESG Objectives and Measurement of their Achievement
ESG policy, organisational structure, and 
governance
In order to correctly define the roles and responsibilities and reach ESG objectives, 
Zignago Vetro has drafted a dedicated ESG Policy and set up an ESG Structure and 
ESG Governance.
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also from the correct management of sustainability issues 
over the long term, as well as from ESG opportunities in a 
broader sense, in order to attract investors and clients;
•	 reducing costs, increasing efficiencies and resource savings 
and limiting exposure to contingent liabilities;
•	 reducing economic, financial and reputational risks through 
a thorough understanding of all key non-financial metrics;
•	 the periodic ESG reporting system for stakeholders;
•	 an engagement and reporting commitment with the 
stakeholders in case of events with significant fall-out on 
ESG matters (ESG material events);
•	 collaboration with ESG consultants and external experts.
3.3 System for defining ESG 
objectives and measuring 
their achievement
The Zignago Vetro ESG Governance system has made it possible 
to adopt specific management methods of ESG issues for some 
time.
More specifically, a Roadmap defining objectives and the timing 
deemed necessary for implementing them is defined and updated 
annually.
Zignago Vetro operates with a corporate system of formalised 
annual objectives, assigned to each corporate function and 
approved by the Chief Executive Officer.
Specific ESG objectives are identified among these targets.
The achievement of these objectives is regularly monitored 
(reporting system) at least once a year.
For a good number of higher variability targets, monitoring is 
conducted monthly.
Since 2020, this system of ESG objectives is also associated with 
the incentive payment policies for Executives and managers. The 
aforementioned reporting system continues to evolve, with a view 
to constant improvement.
Specifically, in addition to ESG reporting for internal management 
purposes, and in addition to statutory reporting, it is evolving as 
follows::
•	 in favour of all stakeholders, press releases for the approval 
of quarterly interim management reports, half-yearly 
reports and financial statements, communicating the main 
sustainability and ESG improvements over the period, and 
in relation to the same period of the previous year;
•	 for all stakeholders, we are rebuilding the ESG section of the 
Corporate website, which is expected to present increased 
contents and details, including general principles, policies 
and documents, news and presentations;
•	 for trade unions, there will be periodic communications on 
topics such as numerousness, contractual categories and 
types, organisation of labour, workloads, welfare and 
contract management with external companies. Company 
trade union representatives are also regularly involved in 
choosing the destinations of funds with an environmental or 
social purpose.
Risk Management and opportunities from 
an ESG Viewpoint
The Group companies have adopted a policy of continuous management of business 
risks concerning all company departments in order to closely monitor, identify and 
mitigate such risks with the aim of protecting the interests of shareholders and other 
stakeholders.
In particular, the Group companies have implemented a dedicated Internal Control and 
Risk Management System, which provides a set of rules, procedures and organisational 
structures for the identification, measurement, monitoring and management of all the 
main risks.
For the development of the entire framework, Zignago Vetro makes use of external 
consultants specialised in ESG and environmental issues and may continue to do so in 
the future.
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8.3
Corporate Governance 
8.3.1
Governance Structure
The corporate governance structure of Zignago Vetro is a traditional system comprising 
of a Board of Directors and a Board of Statutory Auditors; as per the law, an audit is 
undertaken by an independent leading Big-Four audit firm. The Company, as much as 
possible in line with the recent regulations introduced and with the principles contained 
in the Self-Governance Code, has adopted the following governance structure:
•	 Shareholders’ Meeting;
•	 Board of Directors;
•	 Control, Risks and Sustainability Committee;
•	 Appointments and Remuneration Committee;
•	 Related Party Transactions Committee;
•	 Lead Independent Director;
•	 Board of Statutory Auditors;
•	 Independent Audit Firm;
•	 Supervisory Board;
•	 Executive Officer for Financial Reporting;
•	 Internal Audit Manager;
•	 Director in charge of the Internal Control and Risk Management System.
In addition to the below, please refer to the Corporate Governance and Ownership 
Structure Report at December 31, 2022.
Shareholders’ Meeting
The Shareholders’ Meeting represents all of the shareholders and is called in accordance 
with the provisions of law and regulations for companies with listed shares to pass 
motions reserved for them by law or by the Company By-Laws.
The capital structure at December 31, 2022 was as follows:
Shareholder
% of Share Capital
Zignago Holding S.p.A.
64.1%
Other Shareholders
35.9%
At the date of the present Report, all of the Company’s shares are nominative, freely 
transferable and indivisible and each - except where indicated below - has a right to 
one vote at the ordinary and extraordinary Shareholders’ Meeting of the Company, 
as well as other equity and other administrative rights, in accordance with law and the 
applicable By-Laws.
In 2015, the Shareholders’ Meeting of Zignago Vetro introduced multi-voting rights, as 
required and governed by Italian law, whereby against enrolment of the shareholder in 
the register kept by the Company in relation to a certain number of shares, and following 
the conclusion of the maintenance of these shares for a period of 24 months, the 
shareholder has double voting rights for all such shares. Subsequently, the company's 
Board of Directors approved the Regulations relating to the shares with multi-vote rights. 
In 2020 the company amended its By-Laws to bring them into line with legislative 
changes. Further details are available on the Company’s website.
The introduction of multi-vote rights is intended to allow all shareholders who permanently 
hold shares in the Company – and who therefore express a view regarding medium 
to long-term investment – to influence the decisions of the Shareholders' Meeting. 
Therefore, any minority shareholder who intends to avail themselves of said rights can 
do so upon request pursuant to the relevant procedure and following the uninterrupted 
maintenance of shares for two years.
At December 31, 2022, the number of voting rights amounted to 146,231,500, of which 
114,560,000 were for shares that have already acquired multi-voting rights.
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Board of directors
The central role in planning the strategy of the company is attributed to the Board of 
Directors which, in accordance with Article 15 of the By-Laws is composed of between 
5 and 15 members. The Shareholders’ Meeting decides the number of members on the 
Board of Directors, their appointments within the above-mentioned limits and the duration 
of office, which cannot be more than three years. The offices held by the Directors 
appointed conclude on the date of the Shareholders’ Meeting called for the approval of 
the financial statements of the final year of office and they may be re-elected.
As per Italian law, the appointment of the Board of Directors occurs through the voting of 
slates, which allows the minority shareholders to elect at least one Director.
The minimum shareholding required for the presentation of the slate of candidates is 1% 
of the ordinary shares, or where otherwise established by Consob regulations, taking 
into consideration the capitalisation of the share float and of the share ownership of 
listed companies.
Each slate must indicate at least one independent candidate in possession of the 
necessary legal requisites, or two in the case of a Board of Directors which is composed 
of more than seven members.
The composition of the Board of Directors, elected on April 29, 2022, is shown below. 
Its mandate will end upon approval of the financial statements at December 31, 2024.
Name
Date of birth
• Executive
• Non-Exec.
• Indep.
• Minority 
Slate
Committee:
• Control, 
Risks and 
Sustainability 
•Appointments 
and 
Remuneration
• Related 
Parties
Exerience
in glass sector
Experience
in finance sector
Member of
BoD in 2022
Offices held
in other listed
companies
Nicolò Marzotto
28.09.68
NE
-
YES
YES
100%
-
Roberto Cardini
11.11.55
E
-
YES
YES
100%
-
Gaetano Marzotto
21.12.52
NE
-
YES
YES
100%
1
Stefano Marzotto
24.04.55
NE
ARC
YES
YES
100%
-
Luca Marzotto
09.01.71
NE
CRSC
YES
YES
100%
1
Ferdinando Businaro
26.02.65
NE
-
YES
YES
100%
-
Alessia Antonelli
22.05.71
NE, I
CRSC + RPC
-
-
100%
1
Roberta Benaglia
12.04.73
NE, I
RPC
YES
YES
50%
-
Giorgina Gallo
02.04.60
NE, I
CRSC
-
YES
100%
2
Daniela Manzoni
08.02.69
NE, I
ARC
-
-
100%
-
Franco Moscetti
09.10.51
NE, I
ARC
-
YES
100%
4
Barbara Ravera
21.01.75
NE, I, MS
RPC
-
-
100%
-
The members of the Board of Directors are called upon to discuss, analyse, support and 
make decisions ensuring the governance and sustainability of the company over time. 
It is therefore important and necessary that the members of the Board, with their diverse 
backgrounds and experiences, have the necessary skills, tools and time to actively 
contribute. 
The concept of diversity is interpreted not only in terms of gender, but also in the 
diversity of experiences, knowledge of other markets, age and seniority on the board. 
The Board is increasingly becoming a working group of people with very different but 
complementary qualities, collectively suited to the roles they are called on to play.
The composition of Zignago Vetro’s Board of Directors, as appointed on April 28, 
2022, far exceeds Consob requirements on the number of Board members of the under-
represented gender and of independent members. Furthermore, the average age of 
Board members is decreasing, as is the average number of years on the Board.
In the Board of Directors, only the CEO is the Executive Director.
On March 12, 2021, the Board of Directors of Zignago Vetro S.p.A. approved the "Board 
of Directors and Internal Committees Regulation" adopted pursuant to Recommendations 
11 and 18 of the Corporate Governance Code.
On March 11, 2022, Zignago Vetro’s Board of Directors approved the “Guidelines for 
the maximum number of offices of members of the Board of Directors”, in addition to the 
“Policy on qualitative and quantitative criteria for members of the Board of Directors”.
Composition of the Board of Directors
Non-Indipendent Directors
Female
Indipendent Directors
Male
50%
42%
50%
58%
2022
2022
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The Board of Directors of Zignago Vetro S.p.A. has carried out a process of self-assessment 
regarding its composition and functioning in accordance with the recommendations of 
the Borsa Italiana’s Self-Governance Code, to which the Company adheres. Reference 
is also made to the letter dated December 21, 2018 sent by the Chairperson of the 
Corporate Governance Committee to all issuing companies.
The aim of this process was to evaluate the adequate composition and correct 
functioning of the Board of Directors and its Committees, as these conditions constitute 
a guarantee with regard to Company balance and stability, as well as a guarantee 
factor for stakeholders. As such, they represent a key element for generating value for 
shareholders in the medium-to-long term.
The Board of Directors has therefore assessed its performance with the aim of identifying 
potential areas of improvement, aimed not only at increasing the efficiency of the 
management body and committees as a whole, but also at encouraging company 
development by leveraging skills and professionalism.
With this in mind, the self-assessment process involved the following actions:
•	 ensuring an assessment of the correct and effective functioning and adequate 
composition of the Company's Board of Directors and Committees;
•	 the updating of internal regulations, which oversee the functioning of the 
aforementioned corporate bodies, in order to ensure their suitability in light of any 
changes that may occur to business activities and the operating context;
•	 identification of areas for potential improvement in the Group’s governance bodies, 
promoting their discussion within the Board of Directors and its Committees;
•	 the strengthening of collaboration and trust between individual members and 
between the strategic supervision and management departments;
•	 the encouragement of the active participation of individual members and their 
contribution to debate among the Board, so that decisions taken by the Board may 
benefit from the contribution of the various professionals present within the body.
The Self-Assessment Process was carried out with the following methodology:
•	 preliminary phase: information and data collection via specific questionnaires;
•	 processing phase: analysis of responses and preparation of a summary report, 
including any suggestions;
•	 process results preparation phase: general assessment summary carried out to 
identify Group governance improvement areas, and taking into account the 
recommendations of the Borsa Italiana Corporate Governance Committee 
Chairperson in the aforementioned letter.
Control, risks and sustainability committee
The Control, Risks and Sustainability Committee is composed 
of three Non-Executive Directors, with sufficient accounting, 
financial and risk management experience, of which two are 
independent and have the duty, among others, to identify 
and evaluate the business issues and risks and carry out the 
consultative and prepositional functions required by the Self-
Governance Code. The Committee will also oversee and 
coordinate sustainability issues.
For the composition of the Committee, refer to the previous 
table.
The Self-Assessment Process judged the following material topics adequately covered:
The size and composition of the Board of Directors in relation 
to the Company’s organisational structure and operations.
The competence and time availability of Non-Executive 
Directors and Independent Directors.
The workings of the Board of Directors and the Committees.
The adequacy and completeness of documentation and 
information to support Board and Committee meetings.
The information provided by delegated bodies for assessing 
ongoing operations and foreseeable developments, 
particularly those of greatest economic, financial and capital 
importance, as well as the general scenario of the sector in 
which the Company operates.
The timeliness and effectiveness of the communication of 
information to support board meetings.
The organisational, administrative and accounting structure 
of the Company, particularly concerning the Internal Control 
and Risk Management System and the management of 
conflicts of interest and related party transactions.
The various competences of Directors in relation to the risks 
to which the Company is exposed.
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Independent auditors
The legally required audit is carried out by a leading independent audit firm in 
accordance with applicable regulations, appointed by the Shareholders’ Meeting on 
the reasoned proposal of the Board of Statutory Auditors.
The independent auditors who carry out the audit of Zignago Vetro also carry out the 
audit of the subsidiary companies.
Supervisory board
The Supervisory Board (SB) is appointed by the Board of Directors and is responsible 
for ensuring the Organisation, Management and Control Models pursuant to Legislative 
Decree No. 231/2001 is adequate and efficient, effective and updated.
At December 31, 2022, the Supervisory Board was composed as follows:
Name
Office
Alberta Gervasio
Chairperson
Andrea Manetti
Statutory Auditor
Carlo Pesce
Statutory Auditor
Roberta Tognin
Alternate Auditor
Cesare Conti
Alternate Auditor
Name
Office
Alessandro Bentsik
Chairperson SB
Massimiliano Agnetti
Member
Nicola Campana
Member
Executive officer for financial reporting
The Executive Officer for Financial Reporting, among other matters, is responsible for 
implementing adequate administrative and accounting procedures for the preparation 
of the parent company accounts, the consolidated financial statements and all other 
financial documents, certifying, together with the appointed boards, the adequacy and 
application of these procedures and that the accounting information including interim 
reports correspond to the underlying accounting documents, records and accounting 
entries.
Internal audit manager
The Internal Audit Manager is charged with, among other issues, establishing that the 
Internal Control and Risk Management System is functional and adequate, in addition 
to verifying the functionality and appropriateness of the Internal Control and Risk 
Management System.
Appointments and remuneration 
committee
The Appointments and Remuneration Committee is composed of three Non-Executive 
Directors (of which two independent) with adequate knowledge and experience of 
finance and remuneration policies, and has the duty to formulate proposals with regard 
to the remuneration of Chief Executive Officers and those who hold particular offices.
For the composition of the Committee, refer to the previous table.
The related party transactions committee
In 2010, via a special Board of Directors motion, the Company established the Related 
Party Transactions Committee, which has a vital role in monitoring related party 
transactions and compliance with the aforementioned procedure. This Committee in fact 
has the duty to guarantee substantial correctness of the transactions with related parties, 
through the issue of an opinion on the interest of the company served through the specific 
transaction as well as the suitability and correctness of the conditions.
The Committee comprises Non-Executive Directors, all three of whom are considered 
independent in accordance with the Self-Governance Code.
On June 18, 2021, the Board of Directors of Zignago Vetro unanimously approved the 
“Related Party Transactions Policy", which became effective on July 1, 2021.
Lead Independent Director
As per Article 2 of the Self-Governance Code, the Company has designated a 
Lead Independent Director. The other Non-Executive Directors, and in particular the 
Independent Directors, report to the lead Independent Director, for a better contribution 
to the activities and the functioning of the Board of Directors.
Board of statutory auditors
The Board of Statutory Auditors verifies, among other issues (i) compliance with law 
and the By-Laws, (ii) respect of the principles of correct administration and in particular 
on the adequacy of the organisational structure of the Company, of the internal 
control system as well as the administration and accounting structure and its ability to 
correctly represent the operational events and (iii) the method for establishing corporate 
governance regulations which the company declares it is in observance of.
The functions in accordance with law are reserved to the Statutory Auditors. In 
accordance with Article 20 of the By-Laws, the Board of Statutory Auditors consists of 
three Statutory Auditors and two Alternate Auditors, shareholders or non-shareholders. 
Each of the members of the Board of Statutory Auditors must possess the honourability 
and professionalism requisites and be independent in accordance with law.
The appointment of a Statutory Auditor and an Alternate Auditor, in accordance with the 
By-Laws (Article 20), is reserved for the minority slate of Shareholders with a minimum 
holding of at least 1% of ordinary shares or an alternative amount established by Consob, 
taking account of the capitalisation and Shareholder structure of listed companies.
The Statutory Auditor elected by the minority slate is elected the Chairperson of the 
Board of Statutory Auditors.
At December 31, 2022, the Board of Statutory Auditors was composed as follows
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8.3.2
Remuneration system
Performance-related pay
A portion of the short-term performance-related pay for Directors with operating powers, 
Senior Executives, and other important figures has been linked to ESG goals since 2020. 
In 2022, 97% of objectives were achieved.
The Company’s remuneration policy follows the criteria set out in the CFA and the Issuers’ 
Regulation. In particular: 
•	 contributes to the Company's strategy, since a considerable part of the remuneration 
of relevant company figures, and in particular Executives, is variable and linked to 
the achievement of specific annual targets (MBO), both in terms of the Company’s 
financial performance and personal performance. This type of compensation 
represents between 30% and 40% of total remuneration. For Senior Executives, this 
MBO system is linked to Group performance targets, while for others it is based on 
the targets of the company in which they work.  Economic-financial performance 
targets represent between 30% and 50% of the incentive pay for relevant Non-
Executive figures (middle managers and office staff), and 80% for Executives, while, 
therefore, personal targets vary between 20% and 70%. This wide scale is justified 
by the need to more accurately align incentives with each role. This considers, 
above all, the ability of the role to directly affect the Company’s financial-economic 
performance, prioritising this over other areas which, while important for corporate 
improvement, may not have an immediate effect on results. These targets are formally 
set at the beginning of each financial year and are regularly monitored and recorded 
at the end of the period, determining whether or not they have been achieved, and 
consequently their effect on variable remuneration. Of the aforementioned targets, 
those concerning the Company's economic-financial performance are specifically 
linked to turnover, EBIT and ROI; those of a personal nature, on the other hand, 
are determined on a case-by-case basis in relation to the specific role and/or 
position held by the individual; targets are also set for the improvement of company 
performance in sustainability areas. Zignago Vetro regularly draws up its strategic 
plan: the latest version was approved at the meeting of the Board of Directors held on 
21 June 2022. The resulting remuneration policy for the aforementioned corporate 
figures is fully consistent with the targets set out in the aforementioned document;
•	 it contributes to the pursuit of long-term interests, since medium- to long-term strategic 
development plans play a role in determining subsequent annual budgets, which 
give rise to a significant portion of the company and personnel performance targets 
set annually. For Executive Directors and Senior Executives, moreover, a large 
portion of incentive remuneration is not paid annually, but is instead linked to the 
achievement of precise medium- to long-term targets, specifically linked to growth 
in the Group's results and the value generated for shareholders. In continuity with 
•	Performance-related pay
•	Medium- to long-term performance-related pay
•	Performance share (and similar) plans
•	ESG performance-related pay
Director in charge of the Internal Control 
and Risk Management System 
(previously called the Executive responsible for the Internal 
Control System)
The Director in charge of the Internal Control and Risk Management System ensures the 
correct functioning of the internal control system, and among other matters, proposes to the 
Board of Directors the appointment and revocation of the Internal Audit Manager position, 
identifying the principal company risks and implementing the guidelines outlined by the 
Board of Directors.
He/she may also request the Internal Audit Manager to carry out verifications on the 
specific operating areas and on compliance with the internal rules and procedures and 
reports promptly to the Control and Risks Committee (or the Board of Directors) in relation 
to problem issues emerging in the course of their activities or which they have however 
become aware of in carrying out their duties.
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the past, the Board of Directors meeting held on June 21, 2022 resolved to submit 
for approval to the Shareholders' Meeting called for July 28, 2022 a new medium-
to-long term incentive plan, reserved for the Company's Chief Executive Officer, as 
well as for the Company's Senior Executives based on the free assignment of rights 
to receive shares of the Company called “2022-2024 Performance Shares Plan" 
subject to the achievement of specific economic and sustainability targets.
•	 This part of the remuneration policy, therefore, has been specifically designed and 
set out to ensure maximum possible focus on achieving the medium- to long-term 
targets set by the Board of Directors;
•	 it contributes to the Company’s sustainability, since part of the incentive pay for key 
company figures is linked to improvement in production and other sustainability issues. 
For all Group Executives, a significant portion of incentive pay has been linked to the 
continuous improvement of the Group's sustainability profile. In this regard, part of 
the short and medium-long-term variable remuneration is subject to the achievement 
of specific targets represented by the formal sustainability assessments assigned to 
the Group by specific rating companies (e.g. Ecovadis, Sustainalytics, Gaja etc.).
•	 it is determined taking into account the remuneration and working conditions 
of the Company's employees. Specifically, it takes appropriate account of the 
responsibilities involved, the complexity of the tasks carried out and the degree of 
professionalism required to adequately perform the role.
•	 it stipulates that all Directors are entitled to remuneration determined upon their 
appointment by the Shareholders' Meeting. This establishes the gross amount due 
to each individual Director for the duration of the term of office. This gross annual 
remuneration is not based on the achievement of financial targets but on the 
commitment required of each Director in their respective roles;
•	 it stipulates that, in addition to the fixed compensation due to them as members of the 
Board of Directors and which is determined upon their appointment, Senior Directors 
are also entitled to further compensation comprising both fixed and variable 
components. These are appropriately balanced on the basis of the Company’s 
strategic targets and the risk management policy, and take into account the sector in 
which the Issuer operates.
	-
The fixed component of this remuneration (whose quantification criteria 
are proposed by the Appointments and Remuneration Committee) should 
sufficiently remunerate the beneficiary in line with the level of their professional 
service where the variable component is not paid because the performance 
targets indicated by the Board of Directors are not met.
	-
The variable component is intended as an incentive, and consists of a payment 
based on the achievement of short-term and medium- to long-term financial 
and non-financial performance targets. The former include both quantitative 
economic and financial indicators concerning the Group, including turnover, 
EBIT and ROI, and other parameters, including non-quantitative ones
Specifically, the short-term variable component is structured as follows:
•	 approximately 80% linked to quantitative economic and financial Group indicators. 
This component is generally broken down as follows:
	-
30% upon achievement of budgeted revenue;
	-
35% upon achievement of budgeted EBIT;
	-
35% upon achievement of budgeted ROI;
•	 In case of results that are higher or lower than those set out in the Budget, a linear 
adjustment is made to the amount to be paid, rising to 150% of the base amount and 
potentially falling to zero.
	-
approximately 20% is linked to other variables, including non-quantitative 
ones and individual economic, financial and ESG performance.
	-
As regards short-term variable remuneration, the Appointments and 
Remuneration Committee proposed the formulas for the calculation of the 
variable portion of remuneration (MBO), to be allocated to the Executive 
Directors, setting out the respective allocation ratios and verifying the correct 
application of these remuneration ratios with regards to the results achieved in 
2021
As regards the medium- to long-term variable component, the new 2022-2024 
Performance Shares Plan (of which the Chief Executive Officer is the beneficiary and 
which represents at target approximately 80% of his fixed gross annual remuneration, 
corresponding to a total maximum of 43,500 shares) provides that:
•	 the free allocation of shares is subject to the achievement at the end of the three-year 
vesting period of:
	-
three targets related to Zignago Vetro's economic-financial performance in the 
medium to long term with a combined weighting of 75% 
	-
three targets related to ESG issues with a total weighting of 25%.
The performance targets operate independently of each other; this means that if even 
one of the performance targets is achieved, a portion of the rights to receive shares 
will be accrued regardless of the performance achieved on the other targets. If the 
performance target level is not achieved, there is no vesting of rights to receive shares, 
and thus no allocation of shares. Similarly, if the performance target level is exceeded, 
there is no provision for the vesting of additional rights over and above those granted, 
and therefore no allocation of additional shares. 
•	 20% of any shares allocated under the Plan at the end of the three-year vesting 
period will be subject to a two-year holding period during which they may not be 
transferred for any purpose, as follows: (i) 5% for a period of 6 months; (ii) 5% for 
a period of 12 months; (iii) 5% for a period of 18 months; (iv) 5% for a period of 24 
months.
i. it stipulates that Senior Executives are entitled to compensation consisting of a fixed 
component and a variable component, as is the case for Senior Directors.
•	 The fixed component of this remuneration, whose quantification criteria are proposed 
by the Appointments and Remuneration Committee, should sufficiently remunerate 
the beneficiary in line with the level of their professional service where the variable 
component is not paid because the performance targets for Senior Executives 
indicated by the Chief Executive Officer are not met.
•	 The variable component is intended as an incentive, and consists of a payment based 
on the achievement of short-term performance targets (MBO) and medium- to long-
term targets (2022-2024 Performance Shares Plan). 
	-
As regards variable short-term remuneration, targets are linked both to 
qualitative, economic-financial indicators concerning the Group - among 
which turnover, EBIT and ROI - and other, non-quantitative factors, such 
as improvements in industrial performance, commercial development of 
new areas and customers, streamlining organisational structure in general, 
successful implementation of new plants, continuous improvement in elements 
of company production, successful implementation of specific company 
projects of a strategic nature, and optimisation of the financial structure. 
For Senior Executives, the short-term, variable component of remuneration 
represents on average around 40% of total compensation. 
	-
The Appointments and Remuneration Committee proposed the formulas for the 
calculation of the variable portion of remuneration (MBO), to be allocated 
to Senior Executives, setting out the respective allocation ratios and verifying 
the correct application of these remuneration ratios with regards to the results 
achieved in 2021.
	-
As regards medium- to long-term variable remuneration (which for Senior 
Executives represents at target approximately 60% of the fixed gross annual 
remuneration, totalling a maximum of 16,500 shares for each Executive), 
as previously outlined, Senior Executives are also included among the 
beneficiaries of the new 2022-2024 Performance Shares Plan with the same 
targets as described above in paragraph 3 (vi).
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•	 With regard to the termination or cancellation of the employment of Executive 
Directors, no special treatment is provided for beyond that required by law. Indemnity 
of Directors and Executives in the case of dismissal and termination of employment 
following a public tender offer is not provided for. No indemnities are expressly 
provided for in the event of termination of the relationship for Executives, except as 
provided for in the applicable national collective bargaining agreements.
On this basis the Appointments and Remuneration Committee drew up the proposal for 
the structure of the remuneration of Directors and Senior Executives of the Company for 
the years 2022-2024.
Medium- to long-term performance-
related pay
In 2016, the Company introduced performance-related pay linked to the achievement 
of medium/long-term objectives in order to:
•	 adopt a motivation and engagement instrument, linking the remuneration of Top 
Management to the medium/long-term performance;
•	 align managerial goals with the interests of shareholders, in line with best practice for 
listed companies and the Self-Governance Code;
•	 introduce an ongoing remuneration package component which is currently absent, 
which is:
	-
frequently used by the market and appreciated by stakeholders (investors, 
proxy advisors);
	-
effective in terms of retention and attraction.
The incentive-based remuneration plans adopted to date have constituted an incentive 
and loyalty-building tool which, within the framework of Zignago Vetro's remuneration 
policy, has strongly contributed to the Group's results and have resulted in a contribution 
to the Beneficiaries following the positive results achieved.
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ESG Performance-Related Pay
Finally, from 2020, the Company has linked a significant component of performance-
related pay remuneration to the achievement of specific sustainability objectives, drawn 
from the formalised system of ESG objectives adopted by Zignago Vetro.
The results achieved in 2022 met 97% of the objectives set.
Performance-related pay KPIs
2020
2021
2022
Δ% 22/21
Goal 2022
Goal 2023
Strategic 
goal 2030
% of Executives with bonuses linked to 
the achievement of ESG objectives
%
100%
100%
100%
0%
100%
100%
100%
Performance share plans
On June 21, 2022, the Board of Directors, upon conclusion 
of the 2019-2021 performance-related pay remuneration 
period, on the proposal of the Appointments and Remuneration 
Committee, and with the favourable opinion of the Board of 
Statutory Auditors, approved the proposal to the Shareholders’ 
Meeting of the long-term incentive plan called the “2022-
2024 Performance Shares Plan” for the Chief Executive Officer 
and the Senior Executives.
The Plan is chiefly designed to incentivise and build loyalty 
amongst, including in the medium to long term, those individuals 
that play a key role in achieving the targets of the Company 
and the Group more generally, and to align the interests of the 
Company's key staff with those of the shareholders.
Specifically, the Plan is designed to (i) strengthen the involvement 
of the individuals who play a key role in the achievement of the 
Company's results, and (ii) align the interests of the Beneficiaries 
with those of the shareholders, with a view to the concrete 
pursuit of sustainable success for the Company.
The Plan provides for the grant to Beneficiaries of Rights to 
receive shares held in portfolio by the Company, free of charge, 
at the end of a three-year Vesting Period, subject to and on the 
basis of the level of achievement of the Performance Targets in 
accordance with the provisions of the Plan and its Regulation. 
Rights are personal, named, non-transferable and not 
negotiable in any way or under any title.
The Shares allocated have full rights and, therefore, the attached 
rights devolve to each Beneficiary from the point at which they 
become holders of the Shares.
The Rights will vest after the Vesting Period ending December 
31, 2024, and the relative Shares will vest in 2025. 20% of the 
allocated Shares will then be subject to a two-year Holding 
Period, during which they may not be subject to Transfer as 
follows
•	 5% for a period of 6 months from the date of delivery of the 
Share Allocation Letter
•	 5% for a period of 12 months from the date of delivery of 
the Share Allocation Letter
•	 5% for a period of 18 months from the date of delivery of 
the Share Allocation Letter
•	 5% for a period of 24 months from the date of delivery of 
the Share Allocation Letter
A maximum of 109,500 Shares will be allocated under the 
Plan, assuming that all Beneficiaries achieve the highest levels 
of performance. 
Also assuming 100% achievement of the Performance Targets, 
there is provision to award: 
•	 to the Chief Executive Officer, a maximum of 43,500 
Shares;
•	 to the Senior Executives, a maximum of 66,000 Shares.
The Performance Targets consist of the following parameters:
•	 three targets related to the Zignago Vetro Group’s 
economic-financial performance in the medium to long 
term with a combined weighting of 75%;
•	 three targets related to ESG issues with a total weighting 
of 25% (understood as maintenance or improvement of 
current rating).
The Shares serving the plan will be shares already held in the 
Company's portfolio.
Participation in the Plan is subject to a continuing employment 
relationship with the Company. Should this relationship cease 
to exist, in the scenarios covered by the Plan, Shares are 
allocated according to the terms and conditions set out in the 
Plan Regulation.
The LTI Plan Regulation includes clawback clauses.
The Zignago Vetro Shareholders’ Meeting held on July 28, 
2022 approved the aforementioned 2022-2024 Performance 
Shares Plan.
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8.3.3
The internal control and risk management 
system and compliance
The Internal Control and Risk Management System concerns the set of rules, procedures 
and organisational structures which enable the identification, measurement, management 
and monitoring of the principal risks.
Zignago Vetro S.p.A. has adopted an Internal Control and Risk Management System 
(hereafter “ICRMS”) which ensures an adequate management of the Company’s risk 
exposure, not just ensuring correct management of the business, but also the achievement 
of the strategic objectives identified.
In particular the ICRMS, integrated into the more general organisational and corporate 
governance structures adopted by the Company, oversees the propriety of corporate 
transactions, promoting efficiency and efficacy of processes, the reliability of financial 
information, compliance with law and regulations, in addition to the By-Laws and the 
internal procedures, and guarantees and safeguards the capital base and the value 
generated by operations.
On the basis of these principles, the Board of Directors, also to incorporate the 
amendments introduced by the 2020 Corporate Governance Code (previously the Self-
Governance Code) and to update its model to changing operating conditions and to 
the altered external environment, approved, with the support of the Control, Risks and 
Sustainability Committee and the Director in charge of the Internal Control and Risk 
Management System, the ICRMS Guidelines.
In relation to the various actors involved in the controls mechanism, the ICRMS guidelines 
describe in detail the respective duties and responsibilities.
In particular, the set of skills and relative functions is based on the profiling of the 
following bodies/parties:
•	 the Board of Directors, which directs and assesses of the System’s adequacy;
•	 the Director in charge of the Internal Control and Risk Management System, who 
oversees the functioning and adequacy of the System, identifies and manages the 
principal corporate risks, and taking into account the characteristics of the activities 
carried out by the Company, implements the guidelines drawn up by the Board of 
Directors, overseeing the design, implementation and management of the ICRMS 
and verifying its adequacy and efficacy on an ongoing basis;
•	 the Control, Risks and Sustainability Committee, with the duty to support the 
assessments and the decisions of the Board of Directors concerning the Internal 
Control and Risk Management System;
•	 the Internal Audit Manager, appointed to verify that the Internal Control and Risk 
Management System is adequate and operational;
•	 the Board of Statutory Auditors, which oversees the efficacy of the Internal Control 
and Risk Management System;
•	 the Supervisory Board, which guarantees the adequacy of the Organisation and 
Management Model as per Legislative Decree No. 231/2001, oversees its 
observance, promotes initiatives for the formation and circulation of the model and 
periodically informs the Control and Risks Committee and the Board of Directors of 
any issues encountered, identifying the corrective actions to be undertaken.
In relation to the involvement of the boards and employees in the organisation of the 
ICRMS, duties and responsibilities are segregated among the separate organisational 
units or within them, with a distinct separation between the roles of risk management, 
allocated to the Risk Owners of the various departmental units, and those of risk 
controllers. Specifically, the monitoring of the correct and effective functioning of the 
internal control system and the follow up actions required is based on three levels of 
control:
•	 first level controls: directed to ensure the correct management of corporate processes. 
In this regard, the operating units identify and evaluate risks and define specific 
mitigation actions.
•	 second-level controls: directed to verify that the first level controls are operative and 
appropriate to prevent risks. In relation to these categories, the functions proposed 
1 Code of Ethics
2 Adequacy of the 
organisational structure
3 Adequate system of 
powers and delegations
4 Adequacy of the system 
for setting objectives, 
budgeting, management 
control and reporting
5 Adequacy of the internal 
communications system
6 Adequacy of the system 
of corporate operating 
procedures
7 Adequacy of IT systems
8 Protection of personal 
data and privacy
9 Organisational Model 
231/01
10 Adequacy of the 
Financial Reporting 
Accounting Control Model 
(as per Legislative Decree 
No. 262/2005)
11 Safety, Environment 
and Quality Management 
Model
12 System for the 
management and 
protection of privileged 
information and internal 
dealing
13 Director in charge of the 
Internal Control and Risk 
Management System
14 Internal Audit Manager
15 Related Party 
Transactions Policy
16 System for combating 
active and passive 
corruption
17 Whistleblowing
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for the control of risks define methods and instruments for the management of risks 
(recording, assessment and monitoring of risks);
•	 third-level controls: comprise verifications carried out on the design and functioning 
of the Internal Control and Risk Management System and on the monitoring of the 
execution of the improvement plans drawn up by management. This category of 
controls was undertaken by an independent corporate function.
The ICRMS structure defined through these guidelines is structured on the major 
international models, in particular those established in accordance with Enterprise 
Risk Management (ERM) and according to a structured analysis and prioritisation of 
principal risks in the areas of greatest exposure, identified as the strategic, operative, 
financial and regulatory compliance level and seeks to ensure a unified approach and 
in line with the operating strategies.
This approach, which further identifies and evaluates risks, the control measures and 
the relative action plans, was undertaken on the basis of the professional experience 
developed over the years by individuals involved in corporate risk management and 
however considering the following aspects:
•	 the nature and level of risk compatible with the strategic objectives of the Company;
•	 the organisational structure in place;
•	 the mapping of the risk areas as per Legislative Decree No. 231/2001;
•	 the analysis of significant processes in relation to control risks and objectives related 
to administrative-financial disclosure in accordance with Law 262/2005.
In relation to the method to identify and measure risks, the process was developed 
considering the organisational structure and the businesses of the Company and 
classifying the risks relating to each, thereafter assessing them through combining the 
parameters concerning frequency/probability and the gravity of consequences.
The risk evaluation analysis and measurement was preliminarily focused on the potential 
exposure to risk in the absence of any mitigation action, and subsequently focused on 
the level of “residual” risk, considering the existing controls to subsequently draw up any 
improvement actions.
1 The Code of Ethics 
In February 2008, the Company adopted a Code of Ethics, in 
line with best international practice, which sets out the principles 
and founding ethical values of the Company, as well as the 
conduct regulations and legislation. The Code of Ethics, which is 
an integral part of the Organisation, Management and Control 
Model as per Legislative Decree No. 231/01, is binding for the 
conduct of Directors, employees and all collaborators of the 
company. A specific procedure for the recording of potential 
violations of the Code of Ethics and 231 Model was set up. 
The new version of the Code of Ethics is dated July 2021 and 
incorporates the changes made to the 231 Model with the new 
version approved by the Board of Directors during the same 
period.
2 Organisational structure 
The general organisational structure and the appointment of 
Executives and of their principal operating roles was drawn 
up by the Chief Executive Officer. The Board of Directors is 
systematically informed in relation to principal organisational 
amendments.
3 Powers and delegations 
The Board of Directors on April 29, 2022 delegated powers to 
management. The principal conditions adopted for achieving 
the strategic and operational objectives, as well as the 
monitoring of the efficacy and efficiency of the activities and 
the safeguarding of the Company’s assets, are as follows:
4 Drawing up of objectives, 
budgets, reporting and 
management control
The Company operates a structured system for the definition 
of corporate objectives (strategic and operational), for the 
development of annual budgets, of their interim review, of the 
monitoring and analysis of the variance between objectives 
and performance, through a structured system of management 
control and reporting.
5 Internal communication 
A system of internal communication which is structured to 
facilitate and promote the communication of significant 
information to specific parties within the Company and the 
Group is operational.
6 System of operational 
procedures 
For the correct application of corporate directives and 
the reduction of risks related to the reaching of corporate 
objectives, the Company has put in place an ISO procedure 
which regulates internal processes, governing both the activities 
carried out within departments and relations with other entities.
7 Information Systems
Almost all of the corporate information processes, both 
operational and accounting and financial, are facilitated by 
an IT system, based on highly integrated software packages. 
Since the beginning of 2019, Zignago Vetro has used the 
SAP management system, with highly integrated modules 
that guarantee the maximum congruity, completeness and 
protection of company information and data. This management 
system has also been introduced in the other Group companies.
•	 The use of the systems is governed by internal procedures 
which guarantee security, privacy and correct utilisation by 
users.
•	 The availability of data when required is guaranteed by an 
abundant hardware and software infrastructure.
8 Data security and privacy 
The confidentiality of data and information is primarily 
guaranteed through a segregation system based on user 
profiles and permissions.
Security is guaranteed by a hardware and software 
infrastructure designed with the necessary remit in mind and 
subject to constant maintenance and undergoing periodic tests.
The platforms and the applications utilised are integrated in 
order to minimise the introduction of multiple data sets and to 
render automatic the process flows. The services are supplied 
by outsourcers.
The Zignago Vetro Group has adopted all of the most cutting-
edge safeguards to achieve conformity with law and applicable 
regulations (compliance) and for correct and transparent 
disclosure to the market. Monitoring and implementation is 
constant and ongoing.
The principal elements upon which the internal control system of the Company is based are as follows
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9 Organisational model as 
per Legislative Decree No. 
231/01
in March 2008 the Company approved the Organisational 
model in accordance with Legislative Decree No. 231/01, in 
order to avoid the possibility of the commission of significant 
offences under the Decree and consequently by the 
administrative of the Company. The Model adopted provides 
for an organisational structure, a system of procedures and 
delegations, general principles, rules of conduct, instruments 
of control and organisational procedure, as well as training 
activity and information and a disciplinary system, drawn up 
in order to ensure the prevention of the commission of offences. 
The areas to which the scope of the 231/2001 Organisation 
Model extends are, among others:
•	 managing workplace safety
•	 pollution, disaster, and environmental crime
•	 discharges of industrial waste water
•	 waste management
•	 temporary deposit of hazardous waste
•	 remediation of contaminated sites
•	 registers and forms of waste loading/unloading
•	 emission limits and air quality
•	 safeguarding of stratospheric ozone
We also declare that, although not required by the laws of 
Countries of reference, the ESG Committee is now studying the 
possibility of extending the logics and structures of the Zignago 
Vetro 231 Model also to the companies abroad.
The Board of Directors appointed a Supervisory Board, 
which was entrusted with the duties of monitoring the correct 
functioning of the Model and its development and reports to 
the Board of Directors and Board of Statutory Auditors on a 
half-yearly basis.
The model is continuously updated, with the latest version 
approved by the Board of Directors on July 29, 2021.
We also declare that, although not required by the laws of 
Countries of reference, the ESG Committee is now studying the 
possibility of extending the logics and structures of the Zignago 
Vetro 231 Model also to the companies abroad.
10 Model of accounting 
control as per Law 
262/2005 in relation to 
financial disclosure
In compliance with the above-stated law on the protection of 
savings, the Company adopted a model for the management 
of administrative and accounting procedures, for the drawing 
up of financial and accounting control communications, as 
well as management regulations, periodic verification and 
the declaration of adequacy of the model, attributing the 
responsibility within the organisation in particular to the Executive 
Officer for Financial Reporting In particular, the model seeks to 
provide the reasonable certainty that accounting disclosure is 
provided to users with a true and correct representation of the 
facts, and corresponding to the documented results, the books 
and accounting entries and communications of the company 
provided to the market.
11 Security, environment and 
quality
the Company has adopted a system of organisational structures 
and procedures dedicated to the management of security of 
data (which also fulfils the privacy regulation), the protection 
of the environment, security of plants and personnel and the 
quality of service provided. The Evaluation Document of Risks is 
constantly monitored and updated.
12 Confidential information 
and insider dealing 
The Company has adopted a procedural system for internal 
management and external communication of confidential 
information, consistent with the requirements introduced 
by the EU directive in relation to market abuse. For further 
information, refer to the section of the Corporate Governance 
and Ownership Structure Report at December 31, 2022.
Considering the activities carried out by the Control, Risks 
and Sustainability Committee, by the Supervisory Board, the 
contribution of the Board of Statutory Auditors, management, 
the Executive Director appointed to oversee the internal 
control system, the Internal Audit Manager and the Executive 
Officer for Financial Reporting, the Board of Directors 
considers the system of internal control adequate and 
effective.
13 Director in charge of the 
Internal Control and Risk 
Management System
In order to implement a rigorous internal control system, the 
Board of Directors, on the proposal of the Chairperson of the 
Control, Risks and Sustainability Committee, Ms. Antonelli, 
appointed Mr. Roberto Cardini as Executive Director to 
oversee the functioning of the control system. The Board of 
Directors has assigned functions indicated by the Corporate 
Governance Code to the Director in charge of the Internal 
Control and Risk Management System.
The Director in charge of the Internal Control and Risk 
Management System:
•	 identifies the main business risks, taking into account the 
characteristics of the activities undertaken by the Issuer 
and by its subsidiaries, and periodically presents them for 
examination to the Board of Directors;
•	 implements the guidelines defined by the Board, and 
supervises the planning, realisation and management of the 
Internal Control and Risk Management System, constantly 
verifying its adequacy and efficiency;
•	 adapts the system to the operating conditions and the 
regulatory and legislative environment;
•	 requests that the Internal Audit Department undertake 
verifications on specific operational areas and on the 
compliance of internal procedures and rules in the execution 
of business operations, simultaneously communicating such 
to the Chairperson of the Board of Directors, the Chairperson 
of the Control, Risks and Sustainability Committee and the 
Chairperson of the Board of Statutory Auditors;
•	 reports promptly to the Control, Risks and Sustainability 
Committee (or to the Board of Directors) with regards to 
problems and critical issues emerging during the execution 
of their activities or of which they have become aware, so 
as to ensure that the Committee (or the Board) may take 
appropriate initiatives.
14 Internal Audit Manager
since December 2014, the Internal Audit function has outsourced 
to Mr. Alessandro Bentsik, previously Chairperson of the 
Supervisory Board, the verification, on an ongoing basis and 
in relation to the specific requirements, the operational viability 
and suitability of the Internal Control and Risk Management 
System, through an audit plan, approved by the Board of 
Directors, with the prior approval of the Control, Risks and 
Sustainability Committee and the Board of Statutory Auditors.
The audit plan constitutes a defined though not rigid 
operating instrument, verifying that the Internal Control and 
Risk Management System of the Company is functional and 
adequate, in accordance with Article 6, Recommendation 36 
of the Corporate Governance Code. Its flexibility guarantees 
the appropriateness of the Plan to quickly incorporate any 
amendments considered necessary during the year.
The appointment was made on the proposal of the Director in 
charge of the Internal Control and Risk Management System, 
with the prior approval of the Control, Risks and Sustainability 
Committee and the Board of Statutory Auditors.
The Internal Audit Manager reports to the Control, Risks and 
Sustainability Committee, to the Board of Statutory Auditors 
and to the Director in charge of the Internal Control and Risk 
Management System.
He is not responsible for any operational area of the Issuer. 
In carrying out his/her duties, he/she has direct access to 
all useful information for the discharge of office and reports 
exclusively to the Control, Risks and Sustainability Committee.
In 2021, the previously appointed Internal Audit Manager 
reported periodically on activities to the Control, Risks and 
Sustainability Committee, to the Chairperson of the Board of 
Statutory Auditors, to the Chairperson of the Board of Directors 
and to the Director in charge of the Internal Control and Risk 
Management System.
During the year, the Internal Audit Manager supported the 
activities of the Control, Risks and Sustainability Committee.
15 Related party transactions 
policy 
the Company has adopted a specific procedure for the 
management of transactions with related parties, in compliance 
with the new regulatory provisions introduced by the Consob 
Commission.
The most significant aspects of the new procedure include:
“related party transactions” are classified as transactions of 
significant value (concerning transactions exceeding thresholds 
established by Consob), of insignificant value (those of a value 
which prima facie do not pose significant risk for investor 
interests and therefore excluded from the application of the 
new procedure) and those of intermediate value (a residual 
category comprising transactions with related parties not 
covered by the first two categories);
the transparency and market communication regulations are 
more stringent in relation to significant transactions, requiring 
publication of a prospectus;
the procedural regulations which establish the involvement of 
the Related Party Transactions Committee for the transaction 
approval procedure.
As required by the reference legislation, following approval 
by the Related Party Transactions Committee, in June 2021 the 
Company’s Board of Directors approved the new Regulation 
and the new Procedure for the Management of Transactions 
with Related Parties, verifying their compliance with the 
legislative provisions.
At the date of this Report, the Committee is composed of
•	 Alessia Antonelli (independent);
•	 Roberta Benaglia (independent);
•	 Barbara Ravera (independent).
Considering that no significant events or changes to the 
shareholder structure have taken place since adoption of the 
procedure which governs related party transactions, and that 
the procedure has been demonstrated as effective, no changes 
have been made by the Company to the procedure.
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16 Topics relating to 
combatting active and 
passive corruption
Zignago Vetro S.p.A. has formalised and adopted an 
Organisation, Management and Control Model pursuant 
to Legislative Decree No. 231/2001. The model analyses 
and identifies risk areas and control measures to prevent the 
commission of corruption offences, as per Articles 24 et seq. of 
Legislative Decree No. 231/21.
In compliance with legislation regarding the administrative 
responsibility of entities, the Organisational Model adopted 
by the Company establishes the specific commitment to respect 
the principles of Legislative Decree No. 231/2001 and of the 
Code of Ethics, which complies with the Organisational Model.
The Code of Ethics clearly defines a set of values that Zignago 
Vetro recognises and shares and which it considers essential for 
the proper conduct of business and Company activities, under 
the consideration that it can raise awareness and constitutes a 
guide for all parties that work for and with the company, as 
well as an integral part of the Organisation, Management and 
Control model, as envisaged by Article 6 of Legislative Decree 
No. 231/2001 concerning the administrative liability of legal 
persons.
Zignago Vetro, in its annual audit plan, provides for an analysis 
of the efficiency of the management and organisational 
mechanisms adopted to prevent conduct in violation of the 
regulatory provisions and to the detriment of the Company.
.
8.3.4
Fiscal transparency and anti-corruption
The Group operates according to the principles of utmost fiscal correctness.
None of the tax audits of Group companies gave rise to significant observations by the 
auditors.
Regarding relations between Group companies, Zignago Vetro has adopted a 
formalised protocol, as per current legislation, to regulate transactions between Group 
companies according to the principles of maximum objectivity and transparency.
Tax data are subject to double control by the independent audit firm and the tax 
consultants appointed by the Group companies.
During 2022, Zignago Vetro S.p.A. was not audited by any fiscal control entities.
2020
2021
2022
None
None
None
2020
2021
2022
None
None
None
Tax penalties 
Outstanding tax liabilities 
17 Whistleblowing
Zignago Vetro S.p.A. has adopted an organisational 
whistleblowing system aimed at reporting incidences of legal 
non-compliance and fraud against the interests of the Company. 
This system came into operation in 2019. Any alleged violation 
is reported to the Supervisory Board or the Board of Statutory 
Auditors. In 2021 the policy was updated on the basis of the 
changes made to the 231 Model and the Code of Ethics.
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8.3.5
IT security and protecting privacy
Zignago Vetro has continued the process of verifying and strengthening measures to 
maintain and improve IT security and both internal and external IT skills.
With a view to continuous improvement, the development of the IT Risk Management 
System, covering all cyber security issues, is intrinsically linked to other company 
processes managing specific risks, such as that of the management of access credentials 
and vulnerabilities in system code.
In this regard, in 2022, the company was committed to:
•	 protection from unwanted intrusions and threats to maintenance services from 
external third parties via VPN, in addition to verification of SAP access policies for 
consultants;
•	 periodic penetration testing at all offices;
•	 analysis of the dynamic behaviour of running software, to intercept and block any 
unauthorised access attempts, and updating of the firewall;
•	 preventing USB port use, to avoid the use of devices susceptible to viruses
In the process of preventing cyber attacks, a fundamental role is played by system 
users, whose behaviours can compromise the validity of adopted security policies and 
measures. 
Therefore, in parallel with the planning of technical measures, Zignago Vetro continued 
to promote its IT security awareness campaign, focusing, in particular, on the use of 
individual user workstations, and the simulation of phishing attacks.
With the same commitment, Zignago Vetro undertakes to respect both personal and 
corporate data privacy. 
As a principle, Zignago Vetro prohibits any form of investigation of the ideas, preferences, 
personal tastes or private lives of its employees or contractors.
Such information is acquired, processed and kept through specific procedures designed 
to ensure 1) that unauthorised individuals cannot gain access to it, and 2) full compliance 
with privacy rules.
Employees and collaborators are also required to keep in confidence information 
to which they gain access in the course of their duties, in accordance with the law, 
regulations and circumstances, and to treat the data in their possession with great care.
Zignago Vetro is committed to complying with applicable personal data protection laws 
and regulations in the countries in which it operates. 
Specifically, Zignago Vetro refers to the EU GDPR 679/2016 (Regulation (EC) No. 
679/2016 of the European Parliament and of the Council of April 27, 2016 on the 
protection of natural persons with regard to the processing of personal data and on the 
free movement of such data, and repealing Directive 95/46/EC).
Regarding privacy, in 2022, measures were taken to verify the compliance of corporate 
procedures with EU Regulation 2016/679, which governs the protection of personal 
data.
In particular, various corporate roles and departments were assessed in terms of 
procedures and direct controls to guarantee the proper protection and processing of 
personal data, and to reduce any risks of non-compliance.
This activity was developed by analysing data processing across the vast and 
heterogeneous corporate information assets that are generated in the course of business 
processes.
The human resources, production and IT service departments were all involved in this 
analysis process, in order to assess compliance across different operating sectors.
Complementary to this, supervisory activities continued regarding the completeness and 
consistency of records of the nature, purposes, legal basis and retention requirements of 
the processed data.
Finally, the analysis was also carried out on agreements stipulated by Zignago Vetro 
Group with third party suppliers and related parties, to define, on the basis of the nature 
of agreements, clauses, data flows and assigned roles, respective responsibilities and 
tasks, particularly regarding the exercise of the rights of data subjects.
In particular, all situations of joint-processing and control were identified for the purposes 
of data protection obligations regarding tasks, roles and the correct qualification of all 
parties involved (e.g. Data Processors, Independent Data Controllers).
From the analyses carried out, no personal data confidentiality breaches were identified 
in 2022, nor in the two previous years.
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8.4
Policies
On July 29, 2021, the Board of Directors of Zignago Vetro S.p.A. approved the new 
version of the 231 Model, which incorporates regulatory updates that were approved 
after the Model was last reviewed on July 19, 2019. The main issues that highlighted, 
analysed and recognised are:
•	 corruption and abuse of office;
•	 smuggling and anti-competitive practices;
•	 cyber security;
•	 new tax offences;
•	 attention to climate change and all major environmental challenges;
•	 the promotion of and respect for all universally recognised human rights;
•	 freedom of association for workers and recognition of the right to collective 
bargaining;
•	 absolute commitment to avoiding any injuries involving employees or external 
collaborators operating within the scope of the Company;
•	 commitment through compliance with the system of labour standards, regulations, 
and agreements targeted at ensuring a basic living wage that ensures acceptable 
living conditions for all workers and promotes opportunities for women and men, 
in order to achieve decent and productive work, in conditions of freedom, fairness, 
safety, and dignity;
•	 commitment to guarantee the right of workers' associations, collective and individual 
bargaining, respect for the maximum number of working hours per day, week and 
month;
•	 prohibition of child labour in all its forms;
•	 commitment to opposing all forms of discrimination;
•	 prohibition of corporal punishment and similar disciplinary practices;
•	 prohibition of forced labour in all its forms;
•	 promotion, insertion and integration into working life of people belonging to 
protected categories;
•	 prohibition of making contributions and/or grants to organisations with which 
there may be conflicting interests or to associations that carry out activities or play 
important roles in determining national and international policy.
The aforementioned changes made to the 231 Model necessitated an update to the 
Code of Ethics for all Group Companies on the same date, bringing it into line and 
making it compatible with the various national regulations.
In order to strengthen the Organisation, Management and Control Model, as per 
Legislative Decree No. 231/2001, and governance in general, Zignago Vetro Group’s 
Board of Directors has made particular efforts to ensure that the Whistleblowing system is 
governed by a specific policy and programmes that are easily accessible to stakeholders 
who might potentially report any violations of the Code of Ethics.
For the Zignago Vetro Board, whistleblowing policies, procedures and programmes are 
essential to protect the Group, its reputation, its integrity and, above all, its sustainability 
over time.
To protect those who may wish to report any irregularities, whether on an anonymous 
basis or not, all legal measures have been taken, including the establishment of an 
independent Supervisory Board and a 24/7 reporting system.
The policy system is constantly monitored by the ESG Committee and the Control, Risks 
and Sustainability Committee. 
Apart from urgent needs to revise or modify individual policies, every two years, the 
entire policy system is revised, and then considered for approval by the Board of 
Directors, in order to incorporate any changes to the regulatory systems of each country 
where the Group has a presence, and harmonise such changes across the entire Group.
In line with full inclusion of ESG principles in the Business Model and with the period 
review of Corporate Governance, in 2021 a decision was taken to add to, update or 
review the main policies concerning Zignago Vetro’s relations and engagement with its 
main stakeholders. For many of these relationships it was simply a case of including in 
a document the natural and continual development of sustainability issues, particularly 
concerning the many relationships inside and outside the Group. Similarly, a new 
document was drafted which in some cases merely formalised internal practices, rules 
and structures already in existence, while in other cases the new document was drafted 
to formalise and institutionalise new types of practice.
The policies are:
1 ESG Policy;
2 Business Conduct Policy;
3 Supplier Code of Conduct;
4 Whistleblower Policy;
5 Human Rights Policy;
6 Supplier Diversity Policy;
7 Data Privacy and Security Policy;
8 Conflict Minerals Policy;
9 Green Procurement Policy
Also in 2021, all sustainability principles were integrated at all levels into the 
Group's Corporate Governance.
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1 ESG Policy
Written at the start of 2020, this was approved by the ESG 
Committee and the Board of Directors in 2021, and was 
integrated into the policy on the variable performance-related 
pay system linked to specific, objective ESG parameters. The 
ESG Policy includes the system of rules, practices, obligations 
and roles that make up Zignago Vetro’s ESG framework and its 
commitment towards all stakeholders.
2 Business Conduct Policy
The Zignago Vetro Group’s corporate objective is to satisfy its 
customers and meet the expectations of all the stakeholders. 
It achieves these goals by creating products that satisfy all 
regulatory, legal, safety and standards requirements, and 
which are produced sustainably and in compliance with the 
ethical principles that the Company has adopted.
Specifically, through its various companies, the Zignago Vetro 
Group undertakes to:
•	 respect all applicable laws, corporate policies and 
guidelines, in addition to all those external regulations to 
which the Group subscribes;
•	 create a collaborative, inclusive and socially sustainable 
working environment that respects the international 
regulations and conventions regarding the recognition, 
promotion, development and exchange of professionalism 
and knowledge, whether individual or collective, through 
management that is based on the principles of fairness, 
merit, integrity, equal opportunities and respect, and which 
serves to promote and protect its employees;
•	 operate in respect of the global ethical principles that 
protect the interests and rights of all its stakeholders;
•	 guarantee the efficacy, efficiency and transparency of 
its management systems by implementing procedures, 
operational instructions, programmes and tools that enable 
the promotion and monitoring of those activities designed to 
help the Group achieve the goals it has identified;
•	 through periodic internal audits, risk and opportunity 
assessments and management reviews, constantly verify 
that the principles and specific objectives it has identified 
are achieved as planned, and that continuous improvement 
is pursued;
•	 circulate this Policy, ensure that it is understood and applied 
at every level and that it is available to all stakeholders.
3 Supplier Code of Conduct
This is the document that details the many relations and 
policies involving suppliers.
Zignago Vetro asks its suppliers to comply both directly and 
indirectly with the United Nations Universal Declaration of 
Human Rights and, in line with global best practice, to other 
sources and guidelines that govern the principles of legality, 
sustainability, fairness, equality and transparency. The latest 
version was approved by the ESG Committee and the Board 
of Directors in 2021.
4 WhistleBlower Policy
Through the Whistleblower Policy, Zignago Vetro and the 
Group Companies, in line with international Best Practices, 
undertake to encourage and protect employees who disclose 
any cases of fraudulent behaviour discovered in the course of 
their work and professional activities.
The Group commits with its stakeholders to the highest integrity 
and fairness in business management, in order to cultivate a 
corporate culture in which all employees are able to report 
serious negligence or fraudulent behaviour without fear of 
repercussions. 
All this comes in the awareness that employees who make 
correct use of the Whistleblowing procedure help the Group to 
better protect and manage its reputational risks and to preserve 
its long-term value.
It was approved by the ESG Committee and the Board of 
Directors in 2021.
5 Human Rights Policy
In line with the decision to accede to the United Nations Global 
Compact and convinced that all companies have a profound 
responsibility regarding respect for human rights, Zignago 
Vetro has adopted a Human Rights Policy.
Following the recommendations of the United Nations and 
within the international and national frame of reference, the aim 
of the Zignago Vetro’s Human Rights Policy is to apply these 
principles to its business, all company activities, its stakeholders 
and subsidiaries.
The latest version was approved by the ESG Committee and the 
Board of Directors in 2021.
6 Supplier Diversity Policy
Through the Supplier Diversity Policy Zignago Vetro undertakes 
to promote and support a culture of equal opportunity.
The Supplier Diversity Policy is designed to promote a working 
environment that protects all types of diversity and, at the same 
time, to reject any form of direct or indirect discrimination.
Specifically, Zignago Vetro’s Supplier Diversity Policy seeks to 
actively promote and support through professional relationships 
companies that are run by women, and those with excellent 
performance in terms of gender, disability, interculturality and 
the presence of different generations. Final approval by ESG 
Committee and Board of Directors in 2021.
7 Data Privacy e Security 
Policy
Aware of the importance and the critical nature of security and 
data protection, Zignago Vetro has decided to put in place a 
policy committing it to constantly improve the management of 
sensitive information.
In terms of methodology, Zignago Vetro has opted to manage 
data privacy and data security separately. 
1. data privacy relates to the collection, management and 
storage of data;
2. data security focuses on protecting data from external and 
internal threats
This Policy is subject to continuous attention and revision to 
adapt it to the evolution of the risks over time: the most recent 
revision was made by the ESG Committee and the Board of 
Directors in late 2021.
8 Conflict Minerals Policy
The Conflict Minerals Policy was adopted by Zignago Vetro to 
bring its supply chain into line with Regulation (EU) 2017/821 
and the US legislation banning the import of various types 
of minerals and raw materials from war zones and high-risk 
zones. Specifically, the policy focuses on tin, tantalum, tungsten 
and gold that, for both Zignago Vetro and its suppliers, must not 
come from conflict areas but solely from responsible sources. 
The latest version was approved by the ESG Committee and the 
Board of Directors in 2021.
9 Green Procurement Policy
With the approval of the ESG Committee and the Board 
of Directors, in 2021 Zignago Vetro adopted a Green 
Procurement Policy in view of its firm commitment to the need 
and responsibility to purchase products, materials and services 
that maximise environmental and health protection. 
The Company intends to address the purchase of sustainable 
materials and services both internally and within the scope of 
the inputs used for its products and their packaging. 
The objective of this Policy is three-fold: environmental, social 
and financial and, above all, seeks to be consistent with circular 
nature that is a feature of glass and its products.
The purpose of this Policy is:
•	 ensure commitment and willingness to purchasing products, 
materials, and services that protect the environment and 
health;
•	 integrate the relevant procedures into the Company’s work 
and all business dealings;
•	 seek best practices in the purchase of sustainable raw 
materials.
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8.5
Creation and distribution of 
economic value
The Group's ability to produce and redistribute wealth extends beyond shareholders 
to employees, other stakeholders in general and the social context in which the Group 
operates.
The economic value generated by the Group from 2020 to 2022 is outlined below:
The table above highlights the calculation and distribution of the economic value directly 
generated and distributed by the Group as a whole.
2020
2021
2022
[€/000]
ECONOMIC VALUE GENERATED BY THE GROUP
322,685
383,510
509,676
Revenues
306,713
362,437
468,851
Other income
0
0
0
Financial income
0
0
11,893
Impairments on financial assets
19,016
20,761
35,069
Doubtful debt provision
0
0
0
Exchange rate differences
(3,044)
312
(380)
Income/charges from sale of property, plant and equipment
0
0
0
Impairments on tangible & intangible assets
0
0
(5,757)
ECONOMIC VALUE DISTRIBUTED BY THE GROUP
271,984
311,664
409,446
Operating costs
168,715
197,508
290,211
Remuneration of collaborators
67,096
71,089
76,150
Paid to lenders
2,308
599
2,599
Remuneration of investors
37,005
31,569
35,497
Remuneration of the public sector
(3,390)
10,674
4,736
Charitable donations
250
225
253
ECONOMIC VALUE RETAINED BY THE GROUP
50,701
71,846
100,230
Economic value represents the total wealth created by Zignago Vetro and subsequently 
distributed among its various stakeholders.
In particular:
•	 Euro 76.2 million was distributed to employees through the payment of wages and 
salaries, social security contributions, remuneration and benefit programmes;
•	 Euro 290.2 million was spent on operating costs (raw materials, costs for services, 
etc.).
We note that Zignago Vetro carried out various social and cultural initiatives during 
2022 with regard to community investments.
However, there are other indicators that help to measure the Group's ability to generate 
economic value, in particular:
•	 the Group's operating margin (EBITDA) and return on equity (ROE), inasmuch as they 
give an indication of the business’ sustainability, of its current and future capacity to 
remunerate and hire human resources in the general social interest and of the degree 
of appreciation of its customers for the products it offers, their quality and the services 
associated with them;
•	  the distribution of dividends and the increase in Zignago Vetro’s share value. The 
Company is listed in the Euronext STAR Milan segment of the Italian Stock Exchange. 
This means that, among the other shareholders, there are certain to be savers and 
general investors for whom the most immediate measure of value creation is the 
distribution of dividends and the appreciation of the company's market value.
The tables and graphs below provide a measurement of the value creation indicators 
mentioned above.
In 2022, Euro 35.4 million was distributed to shareholders in the form of dividends.
EBITDA and DIVIDENDS 
EBITDA (Lhs)
ROE % (Lhs)
Dividends 
distributed (Lhs)
180,000
137,500
95,000
52,000
10,000
28.00%
21.00%
14.00%
7.00%
0.00%
2022
35,497
162,138
27.23%
2020
37,005
106,560
20.56%
2021
31,569
130,269
22.96%
ZIGNAGO VETRO |  Sustainability report 2022
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219

In Euro thousands
31/12/20*
31/12/21*
31/12/22*
Net Profit
45,556
60,019
86,596
Amortisation and Depreciation
51,722
53,722
60,790
CASH FLOW
97,278
113,741
147,386
Change in working capital excluding change in Payables to suppliers of 
fixed assets
(5,737)
9,931
(64,957)
Change in provisions to other non-current assets
(6,172)
(3,674)
4,950
OPERATING CASH FLOW
85,369
119,998
87,379
Net investments
(47,240)
(83,823)
(81,614)
Change in Payables to suppliers of fixed assets
(688)
12,431
(8,720)
Cash flow investments
(47,928)
(71,392)
(90,334)
FREE CASH FLOW
37,441
46,606
(2,955)
Dividends
(37,005)
(31,569)
(35,497)
IFRS 16
(5,735)
(10,529)
(5,665)
IFRS 2
1,049
1,046
796
Equity investments
-
(2,915)
(125)
Treasury shares
-
-
(1,727)
Stock Option subscription
-
-
6,922
Write down of fixed assets
-
-
2,752
Sale of Buildings
-
-
2,064
Other changes
(1,533)
2,103
(16)
CHANGE IN NET FINANCIAL POSITION
(5,783)
6,647
(33,451)
Over the years, the Group has generated an increasing flow 
of operating cash, which has been allocated to investment 
activities in order to ensure the Group’s future growth.
That being said, thanks to a significant ability to generate cash 
flows, Zignago Vetro has continued to pay dividends to its 
shareholders, in amounts that have been growing constantly, 
thereby guaranteeing good financial stability.
The graph below illustrates the Zignago Vetro Group's 
operating cash generation over the last five years and its ratio 
to consolidated revenues. This cash flow is net of ordinary 
maintenance costs, and before investments in fixed assets 
and dividend distributions. The graph demonstrates that the 
Group is able to consistently generate a high and growing 
level of cash flow, such as to justify the investment programme 
undertaken.
*This figure is based on the Management View, which also includes Vetri Speciali, Vetreco and Julia Vitrum. For the definition of the management view and the 
reconciliation with the financial statements drawn up in accordance with IFRS, reference should be made to the Directors’ Report at December 31, 2022
ZV
FTSE MIB
FTSE Mid Cap
Operating Cash Flow (Lhs)
% CFO/ Revenuei (Rhs)
Operating cash flow and cash conversation - Zignago Vetro Group
120
110
100
90
80
70
60
50
40
25.0%
23.0%
21.0%
19.0%
17.0%
15.0%
13.0%
11.0%
9.0%
7.0%
5.0%
17.0%
54.9
17.4%
21.0%
19.6%
22.9%
93.2
82.6
79.1
58.3
23.7%
117.0
87.4
13.6%
2016
2017
2018
2019
2020
2021
2022
Zignago Vetro share performance over the last year 
54.70%
20.57%
2023
OCT
JUL
APR
FEB
NOV
AUG
MAY
MAR
DEC
SEPT
JUN
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
-10.00%
10.0
5.0
0.0
Zignago Vetro share price trend in the last 5 years 
111.93%
22.35%
2023
2022
2021
2020
2019
125.00%
100.00%
75.00%
50.00%
25.00%
0.00%
-25.00%
15.0
10.0
5.0
Zignago Vetro: distribution of economic value
Company system
Shareholders
Employees
State and institutions
Lenders
50.00%
37.50%
25.00%
12.50%
0.00%
43.65%
36.52%
20.54%
-2.21%
1.50%
2020
38.27%
38.67%
16.99%
5.75%
0.32%
2021
34.74%
45.72%
16.19%
2.16%
1.19%
2022
ZIGNAGO VETRO |  Sustainability report 2022
8.0 Governance
221

8.6
GRI 207
Zignago Vetro operates in the production and marketing of high-quality hollow glass 
containers.
The Group has production sites in 3 European countries (Italy, France and Poland) and 
has a commercial subsidiary on the American continent.
As a multinational Group, it contributes to the economies of the various countries in 
which it operates.
The Group’s global fiscal contribution includes various types of tax, falling within the 
following categories:
•	 income taxes, such as tax on company profits;
•	 property taxes, set on the basis of ownership or leasing of property;
•	 labour taxes, which include taxes collected and paid to the tax authorities on behalf 
of employees;
•	 indirect taxes collected on the production and consumption of goods and services, 
such as VAT, customs duties, etc.
In 2022 the Group reported an effective tax rate of +5.2% (+15.1% in 2021).
The Group’s tax rate depends on the geographical distribution of pre-tax results 
and the rules applicable in the various countries’ tax systems, but may also be 
affected by specific contingent situations. For 2022, the tax rate is due mainly 
to the normal imposition of taxes, as described above, but additionally there as 
a significant element due to the reporting of the tax benefit from the ‘Patent Box’, 
formally recognised by the tax authorities following the appropriate process and 
relating to the period 2015-2019.
The table below shows the amount of current and deferred income taxes reported 
in the consolidated income statement for the years ended December 31, 2022 and 
December 31, 2021:
2021
2022
Current income taxes:
Italian companies
8,295
4,307
Foreign entities
1,431
1,266
9,726
5,573
Deferred tax charges active/passive:
Italian companies
378
339
Foreign entities
491
(1,229)
869
(890)
Consolidation adjustments
79
53
Total
10,674
4,736
Further details on income taxes are available in the 2022 Consolidated Financial Statements.
Sales and EBITDA (1988-2022)
40 43
49
58
57
62
71
82
90
94
93
95
104 109
133 142
162
193
209
241
257
230
265
291
299
292
302
319
323
337
376
421
407
493
641
500
600
Euro (m)
CAGR: 8.25%
CAGR: 8.28%
SALES
EBITDA
0
50
100
150
200
250
300
400
350
450
550
650
1988
1991
1989
1992
1990
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2013
2004
2014
2005
2015
2006
2016
2007
2017
2008
2018
2009
2019
2020
2021
2022
2010
2011
2012
130 162
10 11
11
11
14
18
23
27
26
25
24
23
29
33
35
40
50
54
64
62
70
71
77
70
67
66
75
81
92
104
12
118 107
The historic growth and evolution of the Group goes together with a steady growth not 
only in turnover, but also in economic-financial results.
SALES 2022
641
FACTORIES
12
Countries
4
Employees
2,778
Containers produced each year
approximately 3.0 billion
*This figure is based on the Management View, which also includes Vetri Speciali, Vetreco and Julia 
Vitrum.
The Zignago Vetro Group in brief (2022)*
Income taxes
ZIGNAGO VETRO |  Sustainability report 2022
8.0 Governance
223

Fiscal Approach
The Zignago Vetro Group’s fiscal approach reflects the principles, objectives and 
commitments in the Code of Ethics and the sector-specific policies, approved by the 
Corporate Boards, laying down the standards and practices followed within the Group.
In the spirit of the above-mentioned Code and policies, the Group undertakes to 
act honestly and with integrity on all fiscal issues and aims to pursue a transparent, 
sustainable long-term fiscal strategy.
The Group has undertaken to comply with fiscal legislation in all the jurisdictions in which 
it operates, working closely with tax consultants, auditors and the tax authorities to make 
sure it pays the taxes due.
Fiscal planning: The Group strives to ensure that its tax affairs are managed as accurately 
as possible, in compliance with the applicable fiscal legislation.
A conservative approach is taken to fiscal planning, consistent with the principles laid 
down in the Codes and policies.
The Group does not pursue aggressive fiscal planning strategies and does not use 
artificial schemes without any economic foundation in order to make tax savings.
Governments often put in place fiscal incentives to promote investment, 
employment and economic growth: the Group seeks to obtain such benefits only 
when applicable to the activities already being carried out in the entities belonging to 
the Group.
Fiscal risk management
The Group has a low appetite for fiscal risk. In determining the tax treatment of a specific 
transaction or operation prudent, reasonable and substantiated fiscal choices and 
interpretations are made.
In light of the size and complexity of operations, risks may arise linked to the interpretation 
of complex fiscal legislation. Management involves identifying these risks and analysing 
them in full, if necessary using qualified tax consultants.
Relations with tax authorities
The Group seeks to build and maintain open, constructive relations with all the relevant 
tax authorities and to resolve any dispute in a spirit of collaboration.
Where there is particular uncertainty regarding the tax treatment applicable to significant 
issues, the appropriate tools are used to ascertain in advance the position of the relevant 
tax authority.
The Group acts transparently in all communications with the relevant tax authorities, 
including in the event of a tax audit involving any Group Entity or third party.
The Group seeks to provide responses to questions and requests from the tax authorities 
that are prompt, transparent and as full and well-substantiated as possible.
The Group has an internal control system that is a key element of Corporate Governance, 
and catalyses all the persons and functions that contribute to business activity, with the 
aim of adding the greatest possible sustainable value to it.
2022 TAX PERIOD
Zignago Vetro
Zignago Vetro
Brosse SAS
Zignago Vetro Polska SA
Vetro Revet SRL
COUNTRY
ITALY
FRANCE
POLAND
ITALY
Activities
Production and
sale of hollow
glass containers
Production and
sale of hollow glass 
bottles for luxury 
fragrances
Production and
sale of hollow
glass containers
Processing and
sale of
glass cullet
Number of employees
744
326
709
34
Revenue from sales to third parties
349,871
56,252
57,718
3,376
Revenue from inter-company transactions with 
other tax jurisdictions
6,520
1,457
16,484
-
Pre-tax profit/loss
67,159
(3,558)
6,141
646
Tangible assets other than cash and cash 
equivalents
267,910
18,574
44,006
7,698
Tax on company income paid on a cash basis
5,145
0
1,265
0
Tax on company income due on profits/
losses;
4,783
(1,062)
1,199
43
Reasons for the difference between tax on 
company income due on profits/losses and 
tax due, if the tax rate specified in the law is 
applied to pre-tax profits/losses
n/a
n/a
n/a
n/a
Within this Governance system the aim is to manage and prevent risks associated with 
the fiscal variable, and to provide support for tax audits. Furthermore, it consists of the 
need:
•	 to protect the interests of companies and their shareholders;
•	 to ensure transparency in the decisions made by management.
Specific fiscal risk categories include:
– transaction risk;
– day-to-day operational risk;
– tax returns risk;
– accounting risk
Fiscal risk management in the Zignago Vetro Group involves administration and control 
of areas of uncertainty to prevent disputes arising with the relevant tax authorities in the 
countries in which individual companies are based.
Fiscal risk within the Group is a routine activity, as it is considered on a daily basis.
Various individuals are involved in the fiscal risk function, both inside and outside the 
business. They include:
•	 Board of Directors;
•	 CEO and CFO;
•	 task manager and his team;
•	 independent audit firms, internal Board Committees, Internal Audit and Supervisory 
Board;
•	 tax authorities (and other authorities).
ZIGNAGO VETRO |  Sustainability report 2022
8.0 Governance
225

8.7
Taxonomy
The Regulation of the European Parliament No. 2020/852 of June 18, 2020 introduces 
the requirement for non-financial companies to report the share of their turnover 
coming from products and services associated with economic activities considered 
environmentally sustainable in accordance with Articles 3 and 9 of the same Regulation, in 
addition to the share of their capital expenditure and their operating expenditure relating 
to assets or processes associated with economic activities considered environmentally 
sustainable in accordance with the aforementioned Articles.
Specifically, the aforementioned Regulation considers economic activities that can be 
considered environmentally sustainable as those that are able to pursue the following 
objectives:
•	 climate change mitigation;
•	 climate change adaptation;
•	 sustainable use and protection of water and marine resources;
•	 transition to a circular economy;
•	 pollution prevention and control;
•	 protection and restoration of biodiversity and ecosystems.
Regarding the above, Delegated Regulation (EU) 2021/2178 
established that non-financial statements for the 2022 financial 
year, published from January 1, 2023, should include certain 
information on “taxonomy-aligned” and “taxonomy-non-
aligned” activities meeting the taxonomy eligibility requirements 
and also complying with the specific technical screening criteria 
established by the European Commission and Delegated 
Regulation (EU) 2021/2139 for the first two environmental 
objectives, namely:
•	 climate change mitigation
•	 climate change adaptation
The economic activities carried out by Zignago Vetro Group 
are to be considered “eligible” whenever they can be traced 
back to the activities identified in the Taxonomy, particularly 
regarding activities referred to by Delegated Regulation (EU) 
2021/2139.
The Group has therefore considered the aforementioned 
applicable legislation, in addition to the clarifications issued by 
the European Commission in the form of Q&As in the months of 
December 2021 and February 2022, and adopted a prudential 
approach to the assessments underpinning the disclosure.
On the basis of an analysis of economic activities, the indicator 
relating to turnover was calculated using the denominator of 
consolidated net turnover, in compliance with IAS 1. However, 
in the numerator, no sales of products or services currently 
considered eligible were identified. Indeed, considering their 
respective sectors, concerning hollow glass production, none 
of the activities of Zignago Group are currently included in 
the European Taxonomy regarding the two aforementioned 
environmental objectives. 
For the calculation of the Capital Expenditure (CapEx) 
indicator, increases in property, plant and equipment and 
intangible fixed assets were considered in the denominator 
before depreciation, revaluations and write-downs for the year 
in question, excluding fair value variations. In the denominator, 
any acquisitions of property, plant and equipment (IAS 16), 
intangible assets (IAS 38), investment property (IAS 40) and 
rights-of-use assets (IFRS 16) were considered. 
Regarding the numerator, increases in property, plant and 
equipment relating to the purchase of outputs from economic 
activities eligible for the Taxonomy and/or to measures to 
reduce atmospheric emissions were considered eligible, 
including energy efficiency investments, reductions in building 
and store energy consumption, the installation of electric vehicle 
charging stations, and the hybrid and/or electric renewal of 
the company vehicle fleet. Consequently, the remaining portion 
of increases in property, plant and equipment, intangible assets 
and rights of use included in the denominator were considered 
ineligible. 
Regarding the Operating Expenditure indicator denominator 
calculation, the totality of non-capitalised direct costs associated 
with research and development, building renovations, short-
term and variable leases and maintenance and repairs was 
taken into account, together with any other direct expenditure 
connected with the day-to-day maintenance of property, 
facilities and equipment necessary to ensure continuous and 
effective operation of these assets. Expenses relating to the 
day-to-day operation of property, plant and equipment such 
as raw materials, the cost of labour using machinery, electricity 
and necessary fluid supplies were not included.
Regarding the numerator, the costs included in the denominator 
relating to the purchase of outputs from economic activities 
eligible for the Taxonomy and/or relating to measures to reduce 
atmospheric emissions were considered eligible, including 
costs relating to energy efficiency investments, reductions in 
building energy consumption, and short-term hybrid and/or 
electric contracts for the company vehicle fleet. Consequently, 
the remaining portion of the costs included in the denominator 
were considered ineligible.
We note that this disclosure is to be considered as indicative, 
and may be the subject of further subsequent investigations 
and revisions on occasion of the publication of the non-
financial statements for the 2023 financial year, in line with the 
progressive development of Regulation (EU) 2020/852 and 
related Delegated Regulations and interpretations.
ZIGNAGO VETRO |  Sustainability report 2022
8.0 Governance
227

9.0 
GRI Index
ZIGNAGO VETRO |  Sustainability report 2022
9.0 GRI Index
229

Declaration of use
The Zignago Vetro Group presented this report in accordance with the GRI Standards for the period from January 
1, 2022 to December 31, 2022. 
GRI 1 was used
GRI 1 - Core Principles - 2021 version
Relevant GRI industry standards 
Not applicable
GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
General Disclosures
GRI 2 -
General
Disclosures
2021
2-1 Organizational details
P. 6
2-2 Entities included in the 
organization’s sustainability reporting
P. 6
2-3 Reporting period, frequency and 
contact point
P. 8
2-4 Restatements of information
P. 8
2-5 External assurance
P. 8/186
2-6 Activities, value chain and other 
business relationships
P. 12 - 31
2-7 Employees
P. 143 - 158
2-8 Workers who are not employees
P. 171 - 172
2-9 Governance structure and 
composition
P. 179 - 185 
- 186
2-10 Nomination and selection of the 
highest governance body
P. 188 - 189 - 
191 - 192
2-11 Chair of the highest governance 
body
P. 190
2-12 Role of the highest governance 
body in overseeing the management 
of impacts
P. 52 - 53 P. - 
64 - 66
2-13 Delegation of responsibility for 
managing impacts
P. 64
2-14 Role of the highest governance 
body in sustainability reporting
P. 64
2-15 Conflicts of interest
P. 190 - 191 
- 192
2-16 Comunications of critical issues
P. 190 - 191 
- 192
2-17 Collective knowledge of the 
highest governance body
P. 195 - 196 
- 202
2-18 Evaluation of the performance of 
the highest governance body
P. 202 - 209
2-19 Remuneration policies
P. 194 - 195 - 
202 - 203
2-20 Process to determine 
remuneration
P. 194 - 195 - 
202 - 203
GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
GRI 2 -
General
Disclosures
2021
2-21 Annual total compensation ratio
-
a. b. c. GRI 2 - 
2-21
Confidentiality 
agreement
2-22 Statement on sustainable 
development strategy 
P. 40 - 50
2-23 Policy commitments
P. 179
2-24 Embedding policy commitments
P. 212 - 213 - 
216 - 217
2-25 Processes to remediate negative 
impacts
P. 64 - 66
2-26 Mechanisms for seeking advice 
and raising concerns 
P. 216
2-27 Compliance with laws and 
regulations
-
a - b GRI 2 - 2-27
Not relevant
No cases of non-
conformity with 
laws or regulations 
were identified 
during the 
reporting period.
2-28 Membership associations
-
a. GRI 2 - 2-28
Not relevant
The organisation 
does not hold 
any major roles 
in national or 
international 
trade associations 
or advocacy 
organisations.
2-29 Approach to stakeholder 
engagement
P. 50
2-30 Collective bargaining agreements
P. 152 - 153 
Material topics
GRI 3 - Material 
topics - 2021
3-1 Process to determine material 
topics
P. 50
3-2 List of material topics
P. 52 - 53
Sustainable business strategy and economic performance
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 217 - 221
GRI 201 – 
Economic 
performance - 
2016
201-1 Direct economic value 
generated and distributed
P. 217 - 221
Responsible procurement and consumption of materials 
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 159 - 160
GRI 204 – 
Procurement 
practices - 2016
204-1 Proportion of spending on local 
suppliers
P. 165 - 166
ZIGNAGO VETRO |  Sustainability report 2022
9.0 GRI Index
231

GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
Combatting corruption
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 209 - 210
GRI 205 - Anti-
corruption - 2016
205-2 Communication and training 
about anti-corruption policies and 
procedures
P. 202 - 203 
- 211
GRI 205 - Anti-
corruption - 2016
205-3 Confirmed incidents of 
corruption and actions taken
-
a. b. c. d. GRI 205 
- 205-3
Not relevant
The organisation 
identified no 
incidents of 
corruption in the 
reporting period.
Fees
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 223 - 225
GRI 207 - Tax 
2019 - 2021 
version
207-1 - Approach to tax
P. 223 - 225
207-2 Tax governance, control, and 
risk management
P. 223 - 225
207-3 Stakeholder engagement and
management of concerns related to tax
P. 223 - 225
207-4 Country-by-country reporting
P. 223 - 225
Responsible sourcing and consumption of materials
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 159 - 160
GRI 301 - 
Materials - 2016
301-1 Materials used by weight or 
volume
P.  76
301-2 Recycled input materials used
P. 27 - 31 - P. 
67 - 76 - 77
301-3 Reclaimed products and their
packaging materials
P. 67 - 86
Reduced energy consumption
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 88 - 102
GRI 302 - Energy 
- 2016
302-1 Energy consumption within the 
organization
P. 88 - 93
302-3 Energy intensity
P. 88 - 95
302-4 Reduction of energy 
consumption
P. 90 - 91
GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
Reduced water consumption and discharge monitoring
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P.103 - 110
GRI 303 - Water 
and effluents - 
2018
303-1 Interactions with water as a 
shared resource
P. 103 - 110
303-2 Management of water 
discharge-related impacts
P. 106 - 110
303-3 Water withdrawal
P.106 - 110
Reduced energy consumption and GHG emissions
GRI 3 - Material
topics - 2021
3-3 Management of material topics
P. 88 - 102
GRI 305 - 
Emissions - 2016
305-1 Direct (Scope 1) GHG 
emissions
P. 97 - 99
305-2 Energy indirect (Scope 2) GHG 
emissions
P. 97 - 99
305-3 - Other indirect (Scope 3) GHG 
emissions 
P. 99 - 102
305-4 GHG emissions intensity
P. 101 - 102
305-5 Reduction of GHG emissions 
P. 99 - 103
305-6 Emissions of ozone-depleting 
substances (ODS)
P. 102 - 103
Reduction of waste generated and use of responsible disposal methods
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 113 - 121
GRI 306 - Waste 
- 2020
306-1 Waste generation and 
significant waste-related impacts
P. 113 - 117
306-2 Management of significant 
waste-related impacts
P. 113 - 117
306-3 Waste generated
P. 113 - 115
306-4 Total waste directed to landfill
P. 113 - 115
306-5 Total waste directed to landfill
P. 113 - 115
ZIGNAGO VETRO |  Sustainability report 2022
9.0 GRI Index
233

GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
Sustainable supply chain management 
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 158 - 160
GRI 308 
- Supplier 
environmental 
assessment - 2016
308-1 New suppliers that were 
screened using environmental criteria
P. 162 - 164
308-2 Negative environmental impacts 
in the supply chain and actions taken
P. 164
Product management and innovation
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 80 - 86
Sustainable products and processes
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
 P. 80 - 86
Creation and protection of jobs
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 153 - 158
GRI 401 - 
Employment 
- 2016
401-1 New employee hires and 
employee turnover
 P. 143 - 146
Protection of worker health and safety
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 166 - 172
GRI 403 - 
Occupational 
health and safety 
- 2018
403-1 Occupational Health and 
Safety Management System
P. 166
403-2 - Hazard identification, risk 
assessment, and incident investigation
P. 166 - 172
403-3 Occupational health services
P. 143 - 158
403-5 Worker training on 
occupational health and safety
P. 172 - 173
403-6 Promotion of worker health
P. 153
403-7 Prevention and mitigation of 
occupational health and safety impacts 
directly linked by business relationships
P. 166 - 172
403-9 Work-related injuries
P. 166 - 172
GRI
STANDARD/
OTHER SOURCE
DISCLOSURE
WHERE CITED
OMISSION
SECTOR
GRI
STANDARD
NO.
REQUIREMENTS 
OMITTED
REASON
EXPLANATION
Training and skills development
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 138 - 141
GRI 404 - 
Training and 
education - 2016
404-1 Average hours of training per 
year per employee
P. 140
Diversity, equal opportunity and non-discrimination
GRI 3 - Material 
topics - 2021
3-3 Gestione dei temi materiali
P. 141 - 143
GRI 405 - 
Diversity and 
equal opportunity 
- 2016
405-1 Diversity of governance bodies 
and employees
P. 141 - 143
P. 188 - 190
Protecting human and workers’ rights
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 41 - 143
GRI 406 - Non-
discrimination 
- 2016
406-1 Incidents of discrimination and 
corrective actions taken
-
a - b GRI 406-1
Not relevant
No incidents of 
discrimination were 
reported during the 
period.
Data Security and Protection
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 53
Local communities
GRI 413 - Local 
communities - 
2016
3-3 Management of material topics
P. 174 - 176
413-1 Operations with local community 
engagement, impact assessments, and 
development programs
P. 174 - 176
413-2 Operations with significant 
actual and potential negative impacts 
on local communities 
P. 174 - 176
Supplier evaluation
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 160-165
GRI 414 - 
Supplier social 
assessment - 2016
414-1 New suppliers that were 
screened using social criteria
P. 164
414-2 Negative social impacts in the 
supply chain and actions taken
P.. 52 - 159
Customer involvement, dialogue and satisfaction and service excellence​
GRI 3 - Material 
topics - 2021
3-3 Management of material topics
P. 173
GRI 416 - 
Customer Health 
and Safety - 2016
416-1 Assessment of the health and 
safety impacts of product and service 
categories
P. 55
ZIGNAGO VETRO |  Sustainability report 2022
9.0 GRI Index
235

10.0 
Notes
1.	
https://zignagovetro.com/documentazione-esg/
2.	 Source: https://feve.org/about-glass/facts-productdetails/ 
3.	 FEVE data https://feve.org/wp-content/ uploads/2019/11/Introducing-FEVE-Close-the-
GlassLoop-leaflet.pdf, https://closetheglassloop.eu/
4.	 https://support.ecovadis.com/hc/it/articles/115002531307-Cos-%C3%A8-EcoVadis-
5.	 https://www.minambiente.it/pagina/carbondisclosure-project-cdp 
6.	 Excludes waste from extraordinary activities such as construction sites, furnace refurbishment, 
glass scrapping from furnace start-ups, etc. 
7.	
Regulation (EC) No. 2023/2006
8.	 The FSSC 22000 (Food Safety System Certification 22000) scheme is recognised globally 
by the Global Food Safety Initiative (GFSI), the most authoritative interest group formed 
by agri-food companies, on a par with BRC and IFS. The requirements of this scheme are 
laid down by ISO 22000:2018; ISO/TS 22002-4:2013 - Food and feed packaging 
manufacturing I - Packaging materials (Glass and ceramics) and FSSC Additional 
requirements (Version 5.0: May 2019 and 5.1 November 2020) 
ZIGNAGO VETRO |  Sustainability report 2022
10.0 Notes
237

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R.E.A. Milano N. 512867 
Partita IVA 00709600159 
VAT number IT00709600159 
Sede legale: Via Vittor Pisani, 25 
20124 Milano MI ITALIA 
 
 
 
 
 
 
 
 
KPMG S.p.A. è una società per azioni di diritto italiano e fa parte del  
network KPMG di entità indipendenti affiliate a KPMG International 
Limited, società di diritto inglese. 
(This independent auditors’ report has been translated into English solely for the convenience of 
international readers. Accordingly, only the original Italian version is authoritative.) 
Independent auditors’ report on the consolidated non-financial 
statement pursuant to article 3.10 of Legislative decree no. 254 of 30 
December 2016 and article 5 of the Consob Regulation adopted with 
Resolution no. 20267 of 18 January 2018 
To the board of directors of  
Zignago Vetro S.p.A. 
Pursuant to article 3.10 of Legislative decree no. 254 of 30 December 2016 (the “decree”) and article 5 
paragraph 1, letter g of the Consob (the Italian Commission for listed companies and the stock 
exchange) Regulation adopted with Resolution no. 20267 of 18 January 2018, we have been engaged to 
perform a limited assurance engagement on the 2021 consolidated non-financial statement of the 
Zignago Vetro Group (the “group”) prepared in accordance with article 4 of the decree and approved by 
the board of directors on 15 March 2023 (the “NFS”). 
Our procedures did not cover the information set out in section “8.7 Taxonomy” of the NFS required by 
article 8 of Regulation (EU) 852 of 18 June 2020. 
Responsibilities of the directors and board of statutory auditors (“Collegio Sindacale”) 
of Zignago Vetro S.p.A. (the “parent”) for the NFS 
The directors are responsible for the preparation of an NFS in accordance with articles 3 and 4 of the 
decree and the “Global Reporting Initiative Sustainability Reporting Standards” issued by GRI - Global 
Reporting Initiative (the “GRI Standards”), which they have identified as the reporting standards. 
The directors are also responsible, within the terms established by the Italian law, for such internal 
control as they determine is necessary to enable the preparation of an NFS that is free from material 
misstatement, whether due to fraud or error. 
Moreover, the directors are responsible for the identification of the content of the NFS, considering the 
aspects indicated in article 3.1 of the decree and the group’s business and characteristics, to the extent 
necessary to enable an understanding of the group’s business, performance, results and the impacts it 
generates. 
The directors’ responsibility also includes the design of an internal model for the management and 
organisation of the group’s activities, as well as, with reference to the aspects identified and disclosed in 
the NFS, the group’s policies and the identification and management of the risks generated or borne. 
The Collegio Sindacale is responsible for overseeing, within the terms established by the Italian law, 
compliance with the decree’s provisions. 
 
Auditors’ independence and quality control 
We are independent in compliance with the independence and all other ethical requirements of the 
International Code of Ethics for Professional Accountants (including International Independence 
Standards, the IESBA Code) issued by the International Ethics Standards Board for Accountants, which 
is founded on fundamental principles of integrity, objectivity, professional competence and due care, 
confidentiality and professional behaviour. Our company applies International Standard on Quality 
Control 1 (ISQC Italia 1) and, accordingly, maintains a system of quality control including documented 
policies and procedures regarding compliance with ethical requirements, professional standards and 
applicable legal and regulatory requirements. 
Auditors’ responsibility 
Our responsibility is to express a conclusion, based on the procedures performed, about the compliance 
of the NFS with the requirements of the decree and the GRI Standards. We carried out our work in 
accordance with the criteria established by “International Standard on Assurance Engagements 3000 
(revised) - Assurance Engagements other than Audits or Reviews of Historical Financial Information” 
(“ISAE 3000 revised”), issued by the International Auditing and Assurance Standards Board applicable to 
limited assurance engagements. This standard requires that we plan and perform the engagement to 
obtain limited assurance about whether the NFS is free from material misstatement. A limited assurance 
engagement is less in scope than a reasonable assurance engagement carried out in accordance with 
ISAE 3000 revised, and consequently does not enable us to obtain assurance that we would become 
aware of all significant matters and events that might be identified in a reasonable assurance 
engagement. 
The procedures we performed on the NFS are based on our professional judgement and include 
inquiries, primarily of the parent’s personnel responsible for the preparation of the information presented 
in the NFS, documental analyses, recalculations and other evidence gathering procedures, as 
appropriate. 
Specifically, we carried out the following procedures: 
1. Analysing the material aspects based on the group’s business and characteristics disclosed in the 
NFS, in order to assess the reasonableness of the identification process adopted on the basis of the 
provisions of article 3 of the decree and taking into account the reporting standards applied. 
2. Analysing and assessing the identification criteria for the reporting scope, in order to check their 
compliance with the decree.  
3. Comparing the financial disclosures presented in the NFS with those included in the group’s 
consolidated financial statements. 
4. Gaining an understanding of the following: 
- 
the group’s business management and organisational model, with reference to the management 
of the aspects set out in article 3 of the decree; 
- 
the entity’s policies in connection with the aspects set out in article 3 of the decree, the achieved 
results and the related key performance indicators; 
- 
the main risks generated or borne in connection with the aspects set out in article 3 of the decree. 
Moreover, we checked the above against the disclosures presented in the NFS and carried out the 
procedures described in point 5.a). 
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5. Understanding the processes underlying the generation, recording and management of the 
significant qualitative and quantitative information disclosed in the NFS.  
Specifically, we held interviews and discussions with the parent’s management personnel, personnel 
of Vetro Revet S.r.l. and personnel of Zignago Vetro Brosse S.A.S.. We also performed limited 
procedures on documentation to gather information on the processes and procedures used to gather, 
combine, process and transmit non-financial data and information to the office that prepares the NFS. 
Furthermore, with respect to significant information, considering the group’s business and 
characteristics:  
- 
at parent level,  
a) we held interviews and obtained supporting documentation to check the qualitative 
information presented in the NFS and, specifically, the business model, the policies applied 
and main risks for consistency with available evidence,  
b) we carried out analytical and limited procedures to check, on a sample basis, the correct 
aggregation of data in the quantitative information; 
- 
we visited the Fossalta di Portogruaro site, which we have selected on the basis of its business, 
contribution to the key performance indicators at consolidated level and location, to meet its 
management and obtain documentary evidence supporting the correct application of the 
procedures and methods used to calculate the indicators. 
Conclusion 
Based on the procedures performed, nothing has come to our attention that causes us to believe that the 
2022 consolidated non-financial statement of the Zignago Vetro Group has not been prepared, in all 
material respects, in accordance with the requirements of articles 3 and 4 of the decree and the GRI 
Standards. 
Our conclusion does not extend to the information set out in section “8.7 Taxonomy” of the NFS required 
by article 8 of Regulation (EU) 852 of 18 June 2020. 
Padua, 29 March 2023 
KPMG S.p.A. 
(signed on the original) 
Gianluca Zaniboni 
Director of Audit 
 
 
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Zignago Vetro S.p.A.
Via Ita Marzotto 8, 30025 Fossalta di Portogruaro (VE) – Italy
Tel (+39) 0421 246111 - info@zignagovetro.com