SUSTAINABILITY
REPORT 2022

Contents
Letter to Stakeholders 	
Methodological Note 	
1. Identity and strategy 	
	
1.1 Lafert Group 	
	
1.2 The sites 	
	
1.3 The trademarks 	
	
1.4 History 	
	
1.5 Vision and Mission 	
	
1.6 Industry regulations 	
	
1.7 Strategy and sustainability 	
	
1.8 The business model 	
	
1.9 Materiality analysis 	
2. Governance 	
	
2.1 Responsible company management 	
	
2.2 The governance 	
	
2.3 The organisational structure 	
	
2.4 The Organisation, Management 	
	
	
and Control Model ex D.lgs. n. 231/01
	
2.5 Code of Ethics 	
	
2.6 The Management Systems 	
	
2.7 Risk management 	
	
2.8 External initiatives and Memberships 	
	
2.9 Cybersecurity and Data protection 	
	
2.10 Regulatory Compliance 	
3. Infrastructural capital 	
	
3.1 Production facilities
	
3.2 The production process
	
3.3 Innovation and digitalisation
	
3.4 Research, development and patents
3
5
6
8
10
14
15
19
20
21
29
40
46
48
49
52
53
56
57
58
59
61
63
64
66
71
75
81
82
84
95
96
103
107
111
112
114
118
119
120
121
124
125
126
132
135
140
142
144
146
147
148
153
4. Relational capital 	
	
	
4.1 Customer relations 	
	
4.2 Customers’ priorities 	
	
4.3 Quality, safety and reliability 	
	
	
of the products
	
4.4 Responsible marketing 	
	
4.5 Suppliers: supply chain management 	
	
4.6 Relations with the local area 	
5. Economic-financial capital 	
	
5.1 Operating performance 	
	
5.2 The Economic Value Generated 	
	
	
and the Economic Value Distributed
	
5.3 Investments 	
	
5.4 Fiscal approach 	
6. Human capital 	
	
6.1 The personnel selection policy 	
	
6.2 Diversity, equal opportunities 	
	
	
and welfare
	
6.3 Employees
	
6.4 Training and skills
	
6.5 Occupational health and safety 	
7. Environmental capital 	
	
7.1 Environmental responsibility 	
	
7.2 Energy consumption 	
	
7.3 Emissions 	
	
7.4 Water resources 	
	
7.5 Waste generation and management 	
GRI Index 	
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

Letter to Stakeholders
2022 has been a difficult year. Despite a significant growth in the top line, 
marginality has suffered.
The increase of raw material costs has not reflected timely and fully 
in consequent prices raise on the market, and we have not been 
able to mitigate the gap through operational excellence. On 
contrary, we have recognized several disruptions in supply 
chain, leading in missing components which have jeopardized 
our delivery performance. In addition to this critical situation, 
few production bottlenecks, not helping the overall score with 
customers, have surfaced. 
Booking trend has been quite strong, also due to an abnormal 
dilatation of lead times.
2023 will be the year of inverting the trend on marginality. Thanks to 
capacity issues being addressed and general improvements in the whole 
supply chain, top line will continue to grow but at a slower pace and on time delivery 
will become a sane obsession. We shall embrace and leverage our fundamentals, quality and customization, to 
concentrate on operational excellence and rigorous costs control, guarantying value creation to our customers 
and reaffirming our strong positioning in the market as partner of choice for electrical motors and integrated 
automated solutions.
With a view to continuous improvement, we have set ourselves the goal of outlining a path of growth in 
sustainability, reflecting both our commitment to sustainable development and the growing strategic importance 
we attach to ESG issues. 
In fact, during the year 2022 Lafert confirmed his commitment and sensitivity towards these issues not only by 
following up the Sustainability Report for the year 2021 but elaborating his first Home-Work Travel Plan (or 
HWTP) with a view to reducing CO2 emissions by identifying alternative measures to use the private car to reach 
the workplace. 
Sustainability has become a daily commitment for Lafert to the point that the company has earned the Ecol Design 
Award 2022, a recognition created to reward the most virtuous companies that are committed to the sustainability 
of their activities and their plants by taking all possible measures to improve their environmental impact.
In this context, the renewal of the Group’s Code of Ethics and Conduct, as well as the implementation of a Code 
of Ethics addressed to suppliers (whose subscription is in the process of being signed) redefining the fundamental 
values of conduct that inspire and guide the activity not only of all employees of the Lafert Group, but of the entire 
supply chain; during the year 2022 the Organization, Management and Control Model according to D.lgs. n. 
231/2001 was also made official.
The year 2023 is characterized by the same sensitivity: in March the first Lafert Group Sustainability Plan was 
approved by the Board of Directors. This document outlines 82 objectives that we are committed to achieve over 
the next three years in the environmental, social and governance fields, which can be perfectly expressed in a 
single ambitious medium-long-term sustainability strategy.
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1. IDENTITY AND STRATEGY
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We are aware that our growth must also be sustainable and cannot disregard the adoption of solutions that 
are capable of increasing the well-being of the society we live in. At Lafert Group, all that is made possible by 
innovation, the heart of what we are about! Thanks to this awareness, we have strengthened our investment in 
research and development, despite a critical and uncertain macroeconomic trend. This has made it possible 
for us to develop new projects and new patents in order to offer high performance solutions that also feature 
extremely high energy efficiency, contributing to a 4% CO2 reduction through the sale of IE4 and IE5 motors 
to our customers. All that confirms our sensibility to the environmental, quality and safety impacts by which our 
products have always stood out.
Drawing up Lafert’s second Sustainability Report is in line with this approach besides being an important 
opportunity not only to show the financial, social and environmental results, but also to highlight the medium to 
long-term strategies and their consistency with sustainable development.
The sustainable business model, the creation and the sharing of value for Stakeholders has always been in our 
DNA, guiding us in day-to-day operations
	
Cesare Savini
	
CEO Lafert Group
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

Methodological Note
This document represents the second Sustainability Report of Lafert Group (hereinafter “Lafert” or “the Group”). 
The document contains information concerning economic, environmental and social issues, useful to understanding 
the activities carried out by Lafert, as well as its performance, its results and the impact of its activities.
The Sustainability Report has been drawn up by reporting a selection of the “GRI Sustainability Reporting 
Standards” published by the Global Reporting Initiative (GRI Standards 2021), as indicated in the GRI Content 
Index of this document, according to the “with Referenced to” reporting option.
Note that Lafert does not fall within the scope of It. Legislative Decree no. 254 30 December 2016 which, 
implementing Directive 2014/95/EU, has provided for the obligation to draft a Non-Financial Statement 
(“ESG”) for public interest entities that exceed certain quantitative thresholds.
The general principles applied for the preparation of the Sustainability Report are those established by the 
GRI Standards: relevance, inclusiveness, sustainability context, completeness, balance between positive and 
negative aspects, comparability, accuracy, timeliness, reliability, clarity. 
The selected performance indicators are those provided by the adopted reporting standards representative 
of specific sustainability sectors analysed and consistent with the activity performed by Lafert and the impacts 
thereof. The selection of these indicators was carried out based on an analysis of their relevance, as described 
in paragraph “Materiality analysis”. The various sections of the Sustainability Report provide the quantitative 
information, for which estimates have been used.
The reporting scope of qualitative and quantitative data and information refers to the performance of Lafert 
S.p.A. and its subsidiaries Lafert Servo Motors S.p.A, Lafert Servo Drives S.r.l (subsidiary of Lafert Servo 
Motors S.p.A.), ICME S.p.A., Lafert Elektromotorji D.o.o., Lafert (Suzhou) Co. Ltd., Lafert North America Inc., 
Lafert Moteurs S.A.S., Lafert GmbH, Lafert Motores Electricos S.L.U., Lafert Electric Motors Ltd. as at December 
31st, 2022. 
Please note that the data relating to the Group’s employees, with reference to the years 2020 and 2021, 
have been revised following an update of Lafert’s employee classification system: this decision was taken 
in accordance with the principle of comparability of the GRI standard in order to make the 2022 data as 
comparable as possible with those of the previous two years.
Any perimeter restrictions that have become necessary in reporting qualitative and quantitative KPIs shall be 
appropriately reported in specific notes within the document.
The Sustainability Report is drawn up annually. In order to allow data to be compared over time and the 
performance of Lafert’s activities to be assessed, the data relating to the previous two financial years are set 
out for comparative purposes. 
The process for drawing up the sustainability information involved the managers of the various Lafert’s 
departments.
The Sustainability Report was approved by the Board of Directors of Lafert S.p.A. on July 28th, 2023 and was 
not subject to a review by an independent auditor.
The Sustainability Report is published on the Company’s corporate website at
www.lafert.com/en/corporate/excellence/sustainability.
To request more information in this regard you can write to: lafert.sustainability@shi-g.com
This Sustainability Report has therefore been drawn up on a voluntary basis and is not 
a Non-Financial Statement.
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

1.	 Identity
	
and strategy
1.1	
Lafert Group
1.2	
The sites
1.3	
The trademarks
1.4	
History
1.5	
Vision and Mission
1.6	
Industry regulations
1.7	
Strategy and sustainability
1.8	
The business model
1.9	
Materiality analysis
SUSTAINABILITY REPORT 2022
6

•	 Lafert Group is leader in Europe in the designing and manufacturing of 
customized electric motors and drives, used primarily in the fields of industrial 
automation and energy saving. The company’s core business is represented by 
asynchronous and permanent magnet synchronous motors, servo motors and 
motor-drive packages, to offer maximum energy efficiency in the most diverse 
application sectors.
•	 The Lafert Group consists of eleven branches in Europe, North America and 
Asia, including six production and sales units, and five sales offices.
•	 In 2022 Lafert crossed the milestone of the 60th anniversary and, with the 
occasion, strengthened itself as a Group: through a merger agreement, all 
the Italian companies (Lafert Servo Motors S.p.A., ICME S.p.A. and Lafert 
Servo Drives S.r.l.) were merged under the leadership of Lafert S.p.A., thus 
simplifying internal relations.
•	 Thanks to the strategic role assumed by Lafert in the PTC (Power Transmission 
& Control) division of the Sumitomo Group, the production area is booming: 
during 2022 the new plant adjacent to the San Donà di Piave headquarters 
was inaugurated, and the agreement for the acquisition of a large area, over 
67,000 m2, in front of the headquarters was concluded.
•	 As evidence of the Group’s commitment to sustainable development and 
strategic growth in favor of ESG (Environmental, Social and Governance) issues 
in business activities, in 2022 Lafert drafted the 2023-2026 Sustainability 
Plan, aimed at continuous monitoring of projects and results.
•	 The combination of Innovation & Environment themes together with People 
Engagement one is the basis of the nine pillars that Lafert aims to pursue also 
through the Sustainable Governance policies and systems that regulate the 
processes and operations of the company.
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SUSTAINABILITY REPORT 2022
HIGHLIGHTS  |  Identity and strategy

Since 2018, Lafert Group has been part of the international industrial group Sumitomo Heavy Industries, Ltd., 
with the strategic idea to be the global Competence Centre for research and development of the most modern 
electric motors, as well as a landmark for the future growth of this market.
Sumitomo Heavy Industries, Ltd. is one of the 33 companies of the Sumitomo Group, founded by Masatomo 
Sumitomo about 400 years ago in Japan, and has been developing innovative solutions by applying vanguard 
technologies since its beginning. The company operates in a vast array of business areas using technologies 
of the latest generation, which contribute to the production of machinery and facilities. Moreover, during the 
last years, the company has focused its research and development on precision technology, mechatronics, 
and devices for precision control and for key components such as equipment for the production of LCD and 
semiconductors, and also digital home appliances.
Thanks also to this partnership, Lafert Group has established itself as a world leader in the branch of Super 
Premium efficiency motors through the expansion strategy of the Sumitomo Drive Technologies brand, also a 
leader in the products of the sector Power Transmission & Control – PTC.
The core business is high performance, robust and efficient electric motors, with the strength of easily adapt 
to the most diverse applications. Through a continuous exchange with the customer, Lafert Group studies and 
defines the best solution for the required application, designing efficient and innovative motors, with all the 
required customisations.
1.1 Lafert Group
Lafert Group is a European leader in the designing and manufacturing of electric 
motors and customised drives, specifically in the sectors of industrial automation and 
energy efficiency.
Sumitomo Heavy Industries, Ltd.
is a comprehensive machinery maker that 
manufactures goods ranging from general industrial 
and advanced precision machinery to construction 
machinery, ships, and environmental plant facilities.
Sumitomo Drive Technologies
is the brand of the Power Transmission & Controls 
division of Sumitomo Heavy Industries, Ltd.
It’s committed to strengthen relationships with
customers globally, while focusing on manifacturing
quality-oriented gearmotors and gearboxes products
and services.
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

In 2022, Lafert Group generated revenues of 230.691 thousand euros, with an increase of 21,9% compared 
to last year.
The overall workforce was 1.117 employees (among them, an average of approximately 84 temporary 
employees) at December 31st, 2022.
1.2M units
Motors Production
2022
+112%
Growth
2012-2022
5%
Investments 2023
on BDG
231 M€
Sales 2022
257 M€
BDG 2023
1.117
Employees 2022
+110%
Growth
2012-2022
46.500m2
Production area
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

1.2 The sites
The entrepreneurial force is embedded in the companies which make up the Group. Each company of the 
Group has its own autonomous organization and specialized production, and yet they are always connected 
by the possibility to combine their skills for further research and development, in a synergy which allows to 
create the best innovative technology. Lafert is an international group, leader in Europe, with 60 years of 
experience and solid partnerships with international players, world leaders in their sectors. The Group carries 
out its business in its 11 branches in Europe, North America and Asia, including 6 production and sales units, 
and 5 branches that only deal with sales and marketing, plus the associated company in Singapore, set up for 
trading purposes only.
In 2022, a merger agreement between the four companies was signed, and starting from 1st January 2023 
they were all merged into Lafert S.p.A. With this merger, Lafert S.p.A. incorporated Lafert Servo Motors S.p.A., 
Lafert Servo Drives S.r.l. and ICME S.p.A., while maintaining its company name.
Therefore, the Group has a presence in the main industrialised countries on three continents to be always close 
to the customer and assure timely and customised services. This makes it possible to offer the highest flexibility 
in the design and construction of the various products.
Below is the map showing the distribution of the companies in Lafert Group broken down by production or 
trading facilities.
6 PRODUCTION
FACILITIES AND
SALES OFFICES
5 SALES
OFFICES
6 PRODUCTION
FACILITIES AND
SALES OFFICES
1 SINGAPORE
ASSOCIATED
COMPANY
5 SALES
OFFICES
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022
ICME S.p.A.
ICME S.p.A., based in Fusignano (RA), of which Lafert S.p.A. owns 100% of the capital, produces and sells 
small and medium power electric motors, also marketed.
In 2022 the company posted revenues for 29.112 thousand euros, observing an increase of about 31% 
compared to last year.
Starting from 1st January 2023, the society was incorporated by merger into Lafert S.p.A. while actively 
maintaining its production site.
Fusignano, Ravenna - Italy
29.112 thousand Euro
Lafert Servo Motors S.p.A.
Lafert Servo Motors S.p.A., based in Noventa di Piave (VE), is 100% owned by Lafert S.p.A. produces 
customised brushless electric motors with high technological content. The subsidiary closed 2022 with revenues 
for 50.138 thousand euros, observing an increase of about 17,4% compared to last year.
Starting from 1st January 2023, the society was incorporated by merger into Lafert S.p.A. while actively 
maintaining its production site.
Noventa di Piave, Venezia - Italy
50.138 thousand Euro
Lafert Servo Drives S.r.l. 
Bologna - Italy
9.785 thousand Euro
Lafert Servo Drives S.r.l., based in Bologna, produces and distributes specific components for industrial 
automation, in particular drives for brushless servomotors and other electronic control systems. It is controlled 
by Lafert Servo Motors S.p.A. which is its sole shareholder. The company closed 2022 with revenues for 9.785 
thousand euros. observing an increase of about 10,7% compared to last year.
Starting from 1st January 2023, the society was incorporated by merger into Lafert S.p.A. while actively 
maintaining its production site.
Lafert S.p.A.
Lafert S.p.A., is based in San Donà di Piave (VE), is the parent company and produces customised electric 
motors with high technological content.
The production site is strongly expanding. As a matter of fact, in 2022 the deal of acquisition was signed for a vast 
area (the previous Pflauder productive site) in Via J. F. Kennedy, right in front of the historical site of Lafert S.p.A.
The acquisition of this area started the shaping of the project which will see Lafert as the new strategic hub 
for the development of integrated products for the PTC division in EMEIA. The surface of the subjected area is 
67.783 m², of which a maximum of 33.891 m² is buildable.
In 2022, the company generated revenues of 133.896 thousand euros, observing an increase of about 24.9% 
compared to last year.
San Donà di Piave, Venezia - Italy
133.896 thousand Euro

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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022
Lafert Moteurs S.A.S.
Lafert Moteurs S.A.S., which is based in St. Quentin Fallavier, and is wholly owned by Lafert S.p.A., markets 
the products of Lafert Group on the French market.
In 2022, the subsidiary generated revenues from sales and services of 4.251 thousand euros, observing an 
increase of about 45,8% compared to last year.
St.Quentin Fallavier - France
4.251 thousand Euro
Lafert GmbH
Böblingen - Germany
569 thousand Euro
Lafert GmbH, whose capital is 100% owned by Lafert S.p.A, is based in Böblingen and operates as commercial 
agent for some companies of Lafert Group in Germany.
In 2022, the subsidiary generated revenues from sales of 569 thousand euros, observing an increase of about 
23,3% compared to last year.
Lafert Electric Motors Ltd., based in Crewe Cheshire and wholly owned by Lafert S.p.A., markets the products 
of Lafert Group in Great Britain and Ireland.
In 2022, the subsidiary generated revenues from sales of 3.723 thousand euros, observing an increase of 
about 11,8% compared to last year.
Crewe Cheshire - United Kingdom
3.723 thousand Euro
Lafert Electric Motors Ltd.
Lafert Motores Electricos S.L.U., located in Zaragoza, is 100% owned by Lafert S.p.A. and markets Lafert 
products in Spain as well as, marginally, related products by non-competitor manufacturers.
In 2022, it generated revenues from sales and services of 4.447 thousand euros, observing an increase of 
58,1% compared to last year.
Zaragoza - Spain
4.447 thousand Euro
Lafert Motores Electricos S.L.U.
Lafert Elektromotorji D.o.o. 
Lafert Elektromotorji D.o.o., of which Lafert S.p.A. owns 100% of the capital, is based in Nova Gorica and has 
become over the years a centre of excellence in the production of windings for the Italian production facilities. 
In 2022, the subsidiary generated revenues from sales of 3.703 thousand euros, observing an increase of 
about 25,7% compared to last year.
Nova Gorica - Slovenia
3.703 thousand Euro

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1. IDENTITY AND STRATEGY
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Lafert Singapore Ltd.
Lafert Singapore Ltd., of which Lafert S.p.A. holds 30% of the share capital, is based in Singapore and markets 
Lafert Group’s products in Southeast Asia as well as, marginally, related products of other noncompetitor 
manufacturers.
Singapore
Lafert North America Inc.
The Canadian company Lafert North America Inc. with head office in Mississauga is the long-standing 
distributor of Lafert Group in Canada and the United States and has cooperated with the company for more 
than 20 years. The company is 100% owned by Lafert S.p.A.
In 2022, the company generated revenues from sales and services of 40.620 thousand euros, observing an 
increase of about 53,4% compared to last year.
Mississauga - Canada
40.620 thousand Euro
Lafert (Suzhou) Co. Ltd. 
Lafert Suzhou Co. Ltd. manufactures and sells brushless servomotors in China. The company has its head office 
in Suzhou and it is wholly owned by Lafert S.p.A.
In 2022, the subsidiary generated revenues from sales and services of 15.178 thousand euros, observing an 
increase of about 12,5% compared to last year.
Thanks to this production site, Lafert Group is able to meet the growing demand for motors in the Asian market, 
by long-standing customers as well as by fast-growing local companies. The direct presence of this company 
offers a reduction in delivery times and transport costs, while keeping the quality assurance of Lafert-branded 
motors. In February 2022, the company underwent a recapitalisation operation, following of a resolution by 
the Board of Directors of Lafert S.p.A., with the strategic objective of funding the Chinese company for the 
developments and investments in the medium/long-term plan and to repay part of debts with Sumitomo Heavy 
Industries, Ltd.
Suzhou - China
15.178 thousand Euro

The Group owns two registered trademarks in Italy: Lafert and ICME.
1.3 The trademarks
Lafert also markets Smartris-branded products, which has been registered by Sumitomo Heavy Industries, Ltd. 
in Japan.
As a rule, Lafert has always worked to associate its brand with the main company values in order to spread 
them between different audiences: the institutional campaigns promoted throughout the years focused especially 
on its most distinctive traits, on core business and the company’s commitment both in its choices of colour 
palette, graphical subjects and slogans or promotional texts. For example, the current institutional campaign 
concentrates on the innate evolution of Lafert which led us today to a slightly different segment of the market, 
transforming from components suppliers to packages and integrated solutions suppliers.
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SUSTAINABILITY REPORT 2022

1.4 History
2023
Merger of Italian companies
into Lafert S.p.A.
1962
Lafert S.p.A.
(Italia)
1996
Lafert Moteurs S.A.S.
(France)
Lafert Electric Motors Ltd.
(Australia)
2001
Lafert Electric Motors Ltd.
(United Kingdom)
2018
Acquisition by
SHI - Sumitomo Heavy Industries
1994
Lafert Servo Motors S.p.A.
(Italy)
Lafert Elektromotorji D.o.o.
(Slovenia)
1999
Lafert Servo Drives S.r.l.
(Italy)
1992
Lafert N.A.
(North America)
1997
Icme S.p.A.
(Italy)
2012
Lafert (Suzhou) Co. Ltd.
(China)
2021
Lafert HQ: + 6.000 mq
Complete acquisition of Lafert N.A. 
and Lafert Motors Eléctricos, S.L.U.
1994
Lafert Motores Eléctricos S.L.
(Spain)
2000
Lafert GmbH
(Germany)
Lafert Singapore Pte Ltd.
(Singapore)
2022
Complete acquisition of
Lafert Elektromotorji D.o.o.
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A long history of tireless curiosity
The history of Lafert S.p.A. cannot be seen apart from the proverbial features of its 
native land, the Veneto region in north-east Italy. A region of hands and brains that 
is recognized as the virtues of concreteness and tenacity, with the added value of 
innovative ideas. Lafert S.p.A. was founded in 1962 in San Donà di Piave, near 
Venice. Right from the start, the company dealt with the production of asynchronous 
electric motors, devoting all its efforts to assuring the quality of Lafert’s products on the 
Italian market. The headquarters of Lafert Group are still in San Donà di Piave, where 
the technical team kick off the customisation process; this is the feature of the company’s 
historical approach to its market. The main milestones of Lafert Group in 60 years of 
activity are set out below.
The first steps on the international market
At the end of the 1980s, Lafert S.p.A. took its first steps on the international market with its intrinsic propensity 
for customization. In those years we were introduced to different the demands and regulations from the global 
markets, often more rigorous than in Italy. In the early 1990s, the North American market already reserved 
particular attention to energy savings,and required some of the highest efficiency standards in the world.  Lafert 
North America Inc. was founded in 1992 to meet these needs thanks to a fruitful joint venture in Canada.
Always facing new challenges
In the 1990s, we faced the first industrial automation projects for the European market and expanded our 
production. To ensure the highest levels of customisation, we identified an in-house need that would profoundly 
change our history: internally producing all the motor components and acquiring proficiency in servo motors 
sector. In 1994, we founded Lafert Servo Motors S.p.A., located a few km from San Donà di Piave, and Lafert 
Elektromotorji D.o.o. in Slovenia, to respond to this expansion of the business.
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1. IDENTITY AND STRATEGY
SUSTAINABILITY REPORT 2022

International business development
In the second half of the 1990s, our expansion continued, as we increased the production and the distribution 
capacity with the establishment of some operative units in Spain, France and Australia. In 1997, Lafert Group 
acquired ICME S.p.A, a manufacturer of small and medium-power motors.
The following year, Lafert joined the Group AEG Fabrica de Motores, based in Barcelona.
Always one step ahead
In the first decade of the 2000s, Lafert S.p.A. expanded its strength by entering in new markets and applying its 
products to unique application areas. This step made it possible to study important innovations and develop a 
strong understanding of specific application that still put Lafert at top of the market today. 
In particular, thanks to the expertise in asynchronous motors and servo motors, Lafert S.p.A. was one of the first 
companies to apply the permanent magnet technology. Since then, the Group has been a leader in energy-saving 
market segments, by producing super-efficient, compact-sized motors with better performances than the limits of the 
regulations in force.
Technological evolution in Lafert’s DNA
In the second decade of the 2000’s, the company focused on the needs of the market, and developed a highly 
innovative approach to create solutions with built-in electronics, giving rise to the first integration of a permanent 
magnet synchronous motor and its drive. This innovative technology allowed Lafert S.p.A. to enter new business 
areas, such as renewable energies and material handling. In 2012, the market coverage extended also in the 
Asian market through the setting up Lafert Suzhou Co. Ltd. where the presence of Lafert S.p.A with its know-how 
and the quality of its motors was expand.
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1. IDENTITY AND STRATEGY
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Lafert 4.0
The great expansion and brand recognition led in 2018 to Lafert Group joining the international Sumitomo Group. 
Thanks to this integration, Lafert Group nowadays is able to face challenges that require the ability to address new 
global needs, developing synergies and integration projects with other global leading companies. The first results 
led to the development of new business sectors with specific solutions for AGVs and airport baggage handling, 
developing integrated packages for industrial automation.
Lafert is now an international Group whose quality can be spread worldwide through co-engineering processes 
and wholly in-house and controlled production.
Synergy and innovation as groundwork for our future
The entrance into the Sumitomo Group, in the Power Transmission and Control (PTC) division, allows us to 
create fundamental synergies between the other companies of the Group, develop new integrated products and 
enter new markets. To support our expansion, we inaugurated a new site in San Donà di Piave, totally automated 
with maximum energy efficiency, proving our history in grounding our work in evolution and market orientation. 
We also acquired a new industrial area next to our headquarters where we will build another piece of our future 
made of innovation, expansion, and sustainability.
In 2022, we crossed the line of our sixtieth anniversary and, with this occasion, we strengthened ourselves as 
a Group: we simplified the internal relationships by unifying all the Italian societies under the one common 
leadership of Lafert S.p.A.
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1. IDENTITY AND STRATEGY
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1.5 Vision and Mission
Facing new challenges every day, but with a clear vision on how to constantly improve the production capabilities, 
energy efficiency, product customization and performance, all while reducing our environmental impact.
This is the Vision of Lafert Group.
It is a great responsibility that Lafert assume for the world and future generations, an awareness that allows the 
Group to understand the future, to think big, and to anticipate future global needs to achieve a more efficient 
and sustainable world. 
Evolution is in Lafert’s DNA. Through company choices, in-house skills and market demands, the Group has 
always been committed to technological innovation that matures over time.
Evolution is the ability to optimize integrated industrial processes at the highest technological level, natural 
inclination towards custom solutions and ambition to improve, look forward, and imagine a future full of new 
opportunities.
Vision
Bring innovation anywhere, leveraging the maximum 
technological know-how.
Innovation means doing something new every day, 
something that will improve the world.
Mission
Create innovative motors that are increasingly efficient and 
optimize performance with advanced integrated solutions. 
Engineer customizations for different applications and 
changing market needs
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1.6 Industry regulations
In the electric motors sector, the main regulations relate to energy efficiency level of the products introduced 
into the market. In Europe, the new EU Regulation 2019/1781 on Ecodesign directly concerns companies 
that purchase, sell and use motors and drives. The widest objective of the regulation, obviously, is to allow 
the EU to achieve the goals set for energy efficiency and CO2 emissions, in order to limit the average global 
temperature increase.
EU Regulation 2019/1781 will be implemented in two stages, as of July 1st, 2021. The second stage, with a 
wider scope and increases motor requirements, will start two years later, on July 1st, 2023.
In order to meet the new requirements set by the EcoDesign regulation, Lafert has launched on the market a 
new range of IE2 three-phase motors, including brake motors, from 0.12 to 0.55 kW, well in advance to the 
first scheduled step – July 1st, 2021. 
Furthermore, in order to meet the needs of customers strongly focused on energy efficiency, Lafert is able to 
offer the same range of three-phase motors from 0.12 to 0.55 kW also with IE3 efficiency level, thus forestalling 
further increases in minimum efficiency levels and assuring a significant competitive advantage to the EU 
market and its customers.
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1.7 Strategy and sustainability
Considering that about 70% of the energy used by the industry goes to the electric motors that power the 
machinery, it is clear that an accurate choice of the electric motors to be purchased is critical to reduce energy 
consumption levels and moving towards a zero-impact future.
Proving the impact of electric motors, the 45% of global electrical consumption is indeed due to these motors, 
which are essentially indispensable for the operation of the machines on which our economies and societies 
are based.
Lafert and sustainability
At Lafert, innovation is the core around which ideas, projects, products, development processes all rotate.
Innovation is fed by research, which promotes the inception of ideas and the sharing of knowledge, supporting 
the various market segments.
Innovation also leads to sustainable and inclusive development, where it is at the service of people, companies, 
communities and regions, while respecting environmental sustainability.
Building upon innovation, Lafert has plotted a pathway towards sustainability that aims specifically at pursuing 
the following corporate objectives - driver, also underlying its policies and management systems that regulate 
the processes and operations of the Company, consistently with sustainable development:
INNOVATION
FOR...
Design
Process
Products
Environment
Knowledge
Quality
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Quality
Lafert considers innovation a driver to maintain the quality and safety of its 
products on which the reputation and brand awareness on the market is based, 
also related to performance and the reduction of electrical consumption.
Process
Lafert has always striven to innovate production processes in order to 
streamline the production cycle and optimise lead times also thanks to 
enabling technologies.
Environment
Lafert’s focus on reducing the energy consumption of its products and 
minimising their environmental impact has always been an essential driver 
in the development of new projects. This goes hand in hand with the 
development of production processes, which has made it possible to develop 
solutions to reduce to the minimum, for instance, water waste, through a Water 
Management system that assures the recovery, purification and reuse of water 
in the production system.
Products
The number of patents filed, and product innovations implemented by Lafert, 
with a view to their environmental and social impacts, have always been a 
specific feature of the company’s offer.
Knowledge
One of the core values of Lafert is its constant commitment to sharing its 
knowledge on emerging technologies and its use in cutting-edge products, 
implementing cross-fertilisation initiatives aimed at achieving the utmost energy 
efficiency and precision of movement in all application sectors. 
Design
Lafert develops innovative and integrated solutions that combine the quality 
of motors and state-of-the-art electronics and assure the highest efﬁciency 
in a compact design that makes for ductility and applicability in the most 
diverse sectors.
INNOVATION FOR...
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Sustainable development goals
Lafert has always pursued an industrial development model that adheres to principles of sustainability, 
transparency and quality, making tangible commitments and adopting specific management and organisational 
structures, with the aim of creating shared value for all its stakeholders, for people, for the community and the 
region, while respecting the environment. 
 Specifically, Lafert’s strategic approach is consistent with the journey towards sustainability it has 
embarked on this year, which entails progressive integration of the Sustainable Development Goals 
(SDGs), part of the United Nations’ Agenda 2030. 
The current context and the megatrends underway require from companies a commitment to pursue 
economic objectives that are able to generate positive impacts also in environmental and social terms. 
The implementation of a sustainable development policy by companies, as an element of the Group’s core 
business, is indeed a lever for achieving the SDGs, jointly with specific projects and initiatives.
In this context, Lafert has carried out a preliminary analysis of the consistency of its business model and 
strategic goals with the SDGs, also through the assessment of BLab-Global Compact’s SDG Action Manager 
platform (see the next paragraph), which has made it possible to identify some SDGs as a priority, with respect 
to which the Company’s business is able to give a significant contribution.
SDG Action Manager
In order to assess the company’s sustainable development against the 17 Sustainable Development Goals – 
SDGs – indicated by the United Nations’ Agenda 2030, Lafert has measured itself through the SDGs 
Action Manager, an online platform that was set up in 2020 stemming from the integration of the 
B Impact Assessment by the US no-profit B Lab with the Principles of the United Nations’ Global 
Compact Network.
SDG Action Manager is a tool that measures how much a company is contributing to the achievement 
of the individual goal with respect to its potential. 
Indeed, the tool enables a company to self-assess its level of contribution for each SDG (except the seventeenth, 
which stems from the interaction of the other 16 and is not assessed by the platform now).
The results obtained from the platform for each SDG are set out below, based on Lafert’s answers to the 
questionnaire provided by the system. 
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Lafert‘s contribution to SDGs
18,10%
16,00%
17,30%
9,60%
29,70%
25,00%
15,30%
25,60%
12,90%
36,50%
27,60%
7,30%
10,00%
10,20%
0% (not currently evaluated by the platform)
27,80%
19,20%
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Lafert Group Sustainability Plan
Innovation has always been the beating heart of Lafert, around which all ideas, projects, products, and 
development processes revolve. Innovation is fuelled by research, which nurtures the development of ideas and 
the sharing of knowledge, supporting the different market branches. However, when innovation is at the service 
of people, businesses, communities, and territories, and respects environmental sustainability, it also generates 
sustainable and inclusive development.
Starting right from the bond between innovation and care for the environment (Innovation & Environment) and 
the attention to people’s welfare (People engagement), Lafert developed a Sustainability Plan 2023-2026 
which specifically aims at following 9 pillars, which also lay the foundations of its policies and its management 
systems regulating the processes and operativity of the Group, in coherence with the sustainable development:
The established Sustainability Plan declared the strategic guidelines and the targets in the ESG field in the 
short-medium term, by defining quantitative goals, concrete actions, role assignations, responsibilities of the 
interested area, and performance indicators (KPI), accordingly to the company mission. The ESG strategy was 
developed through two trajectories: innovation and attention to the environment on one side, and care for the 
people’s well-being on the other. A total of 82 actions and strategic targets were identified, classifiable into 32 
tasks and, more generally, into 9 pillars.
PEOPLE ENGAGEMENT
GOVERNANCE
INNOVATION & ENVIRONMENT
1. DIVERSITY & INCLUSION
2. EDUCATION & CULTURE
3. HUMAN RESOURCES
4. COMMUNITY ENGAGEMENT
6. INNOVATION & DIGITAL 
TRASFORMATION
7. QUALITY & ESG SERVICES
8. ENVIRONMENT
9. SUSTAINABLE ECONOMIC 
GROWTH
5. SUSTAINABLE GOVERNANCE
1. DIVERSITY & INCLUSION
2. EDUCATION & CULTURE
3. HUMAN RESOURCES
4. COMMUNITY ENGAGEMENT
5. SUSTAINABLE GOVERNANCE
6. INNOVATION & DIGITAL TRANSFORMATION
7. QUALITY & ESG SERVICES
8. ENVIRONMENT
9. SUSTAINABLE ECONOMIC GROWTH
LAFERT
STRATEGY
9 PILLAR
PEOPLE ENGAGEMENT
INNOVATION
& ENVIRONMENT
32 COMMITMENTS
82 STRATEGIC ACTIONS & OBJECTIVES
4 PEOPLE ENGAGEMENT
4 INNOVATION & ENVIRONMENT
1 GOVERNANCE 
12 PEOPLE ENGAGEMENT
14 INNOVATION & ENVIRONMENT
6 GOVERNANCE 
14 PEOPLE ENGAGEMENT
46 INNOVATION & ENVIRONMENT
22 GOVERNANCE 
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DIVERSITY & INCLUSION
EDUCATION & CULTURE
Enchancing diversity and ensuring inclusion
Promote education and vocational training for 
the growth of people and the territory
OBJECTIVES
Manage the diversity and equal opportunities
Develop the culture of internal resources through 
organizational initiatives and training
Ensure the gendar balance in career paths and 
recruitment
Develop the training on themes as ethics and 
transparency
Exploiting merit and ensuring equal pay and 
career opportunities
MATERIAL 
TOPICS
•	
Respect for human rights and protection of 
workers
•	
Training and development of skills
 
 
 
 
 
HUMAN RESOURCES
COMMUNITY ENGAGEMENT
Promote the well-being and development of 
employees’ growth
Promote the development of the territory and 
the employees’ growth
OBJECTIVES
Improving the living conditions work and the 
business climate
Strengthen the dialogue with the institutions 
local and national level
Strengthen the management of health and safety 
at work
Developing partnerships with schools, 
universities, non-profit organizations and local 
authorities
Develop the corporate welfare system
Encourage initiatives of territorial regeneration
Improving the internal communication with 
employees
MATERIAL 
TOPICS
•	
Respect for human rights and protection of 
workers
•	
Health and safety at work
•	
Dialogue and the engagement of 
stakeholders
•	
Support to the local community and 
territory
 
 
 
 
 
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SUSTAINABLE GOVERNANCE
Develop and maintain a governance system aligned to the best practices of sustainability
OBJECTIVES
Improving compliance, transparency and ethics
Ensuring sustainability considerations in 
business strategies
Improving the system of enterprice risk 
management with ESG impacts
Improving sustainability sensitivity and 
corporate brand reputation
Create a process of stakeholder engagement
Improving accountability and sustainability 
reporting
MATERIAL 
TOPICS
•	
Ethics and integrity in business conduct
•	
Transparent governance and management of sustainability claims
•	
Dialogue and the engagement of stakeholders
 
 
 
INNOVATION & DIGITAL 
TRANSFORMATION
QUALITY & ESG PRODUCTS
Develop innovation and technological 
transformation to contribute to the digitalization 
of the territories in which Lafert operates
Develop reliable, quality and “green” products 
and solutions for the sustainable growth of the 
country
OBJECTIVES
Promoting internal processes digitalization
Developing projects for the control and 
optimization of quality of services and of the 
products
Developing innovation of the products
Developing initiatives to improve the focus 
on customers and the measurement of their 
satisfaction
Increase the safety of products and of customers
MATERIAL 
TOPICS
•	
Innovation and technological 
transformation
•	
Product quality, safety and reliability
•	
Satisfaction and customer relationship 
management
 
 
 
 
 
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ENVIRONMENT
SUSTAINABLE ECONOMIC GROWTH
Improve environmental impact and achieve 
Carbon neutrality
Contribute to the social, environmental and 
economic development of national and 
international communities
OBJECTIVES
Implementation of a road map towards Carbon 
neutrality
Promote the selection and the assessment of 
suppliers considering ESG factors
Optimize the use of the materials and the 
management of waste
Develop initiatives for the access to subsidized 
loans by projects of sustainable innovation
Develop the strategy for mobility management
Respect of human rights along the chain supply
Improve the containment of water consumption
Develop a strategic economic and financial 
growth considering ESG aspetcs
Develop partnerships all along the value chain
MATERIAL TOPICS
•	
Fight against climate change
•	
Energy efficiency and sustainable products
•	
Creation and distribution of generated 
wealth
•	
Economic strength and resilience
•	
Responsible management of the supply 
chain
 
 
 
 
 
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1.8 The business model
The features of electric motors
Electric motors are used to perform a number of different functions and therefore must, as the need may be, 
perform different types of movement: in some cases fast, in others precise, or continuously and at constant speed, 
or with speed changes, etc. In general, the task of an electric motor is to provide torque at a given speed.
Furthermore, a motor may be required to perform several demanding activities, hence, in order to sustain them, 
the system must have appropriate size and electric power.
A first, fundamental distinction between electric motor types concerns the motor’s size:
• small-sized motors are used in the compressors of air conditioners and refrigerators, in the cooling fans of 
electronic equipment and in countless commonly used devices;
• medium-sized motors are found in conditioning systems (HVAC), in lifts, in metros. They are also widespread 
in industry to operate pumps, conveyor belts, fans and mechanical movements of all kinds, in machines and 
in industrial automation systems;
• the largest electric motors are used on trains, funiculars, ship propulsion systems and heavy equipment used 
in mines and paper mills.
There is a further difference between synchronous and asynchronous motors. 
• The synchronous motor is a type of alternating current electric motor in which the stator, generally three-phase, 
generates a rotating magnetic field. It cannot be started up directly from the mains and therefore requires a 
device for the purpose, such as an electronic converter (drive). For high powers it is the wound rotor type, 
while for powers up to a few tens of kW the rotor is the permanent magnet type. The latter type, thanks to the 
increasingly widespread use of electronic converters (drives), to its high efficiency and compact size, is used in 
a high number of applications ranging from computer HDs, as servomotors (as a suitable position transducer) 
in industrial automation and in robotics, but also more and more generally in variable speed applications such 
as pumps, fans, compressors, conveyor belts, including with sensor-less control.
• In the synchronous reluctance motor, unlike the previous type, the rotor is not the wound type or with permanent 
magnets but consists of ferromagnetic material in which ‘barriers’ are obtained in air and the torque originates 
from the tendency towards alignment between the rotating magnetic field of the stator and the rotor iron. 
Therefore, it does not require permanent magnets but with volume being equal, the torque is lower.
• The asynchronous motor is the most used and widespread type of motor and covers an extremely wide range 
of applications (industrial and residential) and power (from few W to MW), owing to its sturdiness and ability 
to be started up directly from the mains. It is made in the single-phase as well as three-phase version. The 
rotor is typically made with an aluminium cage (or copper as required), but it can also be of the wound type 
for high power ratings. The name asynchronous derives from the fact that the rotation speed of the rotor is 
slightly lower than that of the rotating magnetic field generated by the stator, by an amount called slip, which 
increases with the load. Applications are at fixed and variable speed (by using a drive) for lifting systems 
such as lifts or hoists, transport systems such as conveyor belts, ventilation, and air conditioning systems (air 
handling units), vacuum pumps, wind generators, without forgetting perhaps the most common use such as 
pumps and compressors.
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Electric motors and energy efficiency
The efficiency of electric motors may vary from the point of view of energy savings and this aspect significantly 
affects the purchase by industrial companies.  
Choosing the optimal motor rating is an extremely significant aspect to consider: an oversized motor with 
respect to the task will consume an excessive amount of energy and deliver only a fraction of the available 
power, while a motor with insufficient power will waste energy due to overheating. This means that choosing 
the proper motor rating allows companies to save energy and money, while limiting their environmental impact.
The efﬁciency of a motor is measured based on a scale published by IEC, the International Electrotechnical 
Commission. Nowadays, category IE1 and IE2 motors are considered obsolete. 
Energy efficiency and the role of drives
In addition to the installation of a state-of-the-art permanent magnet motor, further energy efficiency may be 
obtained through the combination of a high efficiency motor with a variable speed drive.
A variable speed drive indeed allows an electric motor to be controlled in such a way as to optimise its 
operation. This is achieved by regulating the speed and torque of the motor based on the system’s load 
requirements.
By using a suitable drive, the electric motor revolves exactly at the speed required by the underlying load, with 
significant power savings, thus increasing efficiency.
Despite that, according to the estimates, only 23% of industrial motors installed worldwide are currently coupled 
to a drive. This percentage is expected to increase to 26% in the next five years, but further significant savings 
might be obtained if the implementation rate were higher.
Some among the most recent motors reach the IE4 standard, which indicates energy 
dispersion is approximately 15% lower than IE3 motors, while the latest IE5 motors with 
‘ultra-premium’ efficiency offer the highest efficiency level among all motors currently 
on the market.
By combining a variable speed drive with the motor of a pump, fan or compressor, the 
energy consumption is typically reduced by 25%. 
IE1
IE2
IE3
IE4
IE5
Standard
Efficiency
High
Efficiency
Premium
Efficiency
Super-Premium
Efficiency
Ultra-Premium
Efficiency
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The business model and the value chain
Leader in market segments focused on Energy Efficiency, Lafert produces super-efficient, compact-sized motors, 
with far higher performances than the limits of the current regulations, and it is always ready to study new 
technologies and exceed new standards.
Thanks to the control ability, compact size and precision in rapid short and segmented movements, Lafert’s 
motors are perfectly suited to all Industrial Automation systems.
The Group’s business model is based on direct control of the entire production-distribution process.
With flexibility and reliability, Lafert Group focuses on the market needs, designing even extremely customised 
motors with an innovative approach and the highest specialisation in applications and solutions. 
The value creation development process is summarised below:
Co-Engineering
We work in co-engineering with our customers, international players in their industries, from the construction of 
machinery to industrial automation, designing high performance solutions for the most diverse sectors. 
Production
In order to assure the highest quality of our products, we produce every component in-house. Cutting the sheets 
in our shearing shop, winding the copper wires, melting the metal components, processing of the permanent 
magnets and ferrite, up to the electronic boards: all that reflects our attention to quality. 
Lafert’s core business is asynchronous, synchronous motors, servomotors and drives, 
wholly customised when required, which are innovative and developed to provide Lafert 
quality to the sectors of Energy Efficiency and Industrial Automation. With 60 years of 
experience and partnerships with international players, Lafert stands for innovation 
that evolves, does not stop and continues looking ahead towards “endless integrated 
solutions”, combining a motor, a gear and a frequency converter in one single package.
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Vertical production allows us to have the flexibility needed to develop motors for any specific application, but 
also to design integrated products in synergy with other leading international companies and with Sumitomo 
Heavy Industries, Ltd.
We have also innovated production processes, streamlining them, and setting up a smart customisation 
system that makes full use of the acquired know-how. Change is also embodied in the new San Donà di 
Piave production facility, where every aspect is automated and efficient, with state-of-the art interconnected 
information systems (Industry 4.0).
Distribution
We operate through eleven offices in Europe, North America and Asia, including six complex production units 
in order to foster process integration. This allows us to offer the highest flexibility in the design as well as in the 
distribution of our products.
Lafert Group’s sales network is present in major industrialised countries on three continents in order to be close 
to the customer and ensure truly timely and tailor-made service.
Therefore, at Lafert there is a strong interconnection between the Sales Department and the Business Development 
Department, which makes it possible to work in synergy with the following features:
• Business Development focused on highly technological and innovative projects and synergistic projects with 
the companies of Sumitomo Heavy Industries, Ltd.;
• Strong integration of Sales and Technical Department to provide the highest support to new applications and 
our customers;
• Strategic role of the Technical Department in assuring the success of Sales and Business Development.
SALES & MARKETING DEPARTMENT
DEPARTMENTS
BUSINESS
DEVELOPMENT
DEPARTMENT
OPERATIONS
FINANCE & CORPORATE SERVICES
HUMAN RESOURCES
PURCHASING
SHE & FACILITIES
QUALITY ASSURANCE
Energy
Efﬁciency
Industrial
Automation
TECHNICAL DEPARTMENT
R&D
264
ofﬁce workers
853
production
workers
5.200
motors/day
1.200 k
motors/year
51.000
m2 production area
and ofﬁces
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The product lines
Lafert’s product lines revolve around three types of motors: asynchronous, synchronous and servo motors, 
wholly customised and designed to provide the highest energy efficiency and movement precision to all sectors 
of application. Innovative and integrated solutions are developed to combine the quality of motors and state-
of-the-art electronics and assure the highest efﬁciency in a compact design.
Solid and reliable, Lafert’s asynchronous and synchronous motors stand for quality worldwide.
Brushless servomotors assure high performance in speed, precision and control. Owing to the features and 
functions, applications for the brushless motor are countless, in the sector of robotics, mechanics and electronics. 
At the same time, use of these motors is widespread especially in the industrial field, in so-called automatic 
machines, which require precise and rapid movements. Lafert provides customised, extremely efficient solutions 
and complete packages with dedicated drives.
The main product lines are as follows:
1. PM Synchronous Motors - IE4/IE5
2. Asynchronous Motors - IE2/IE3
3. Self-Braking Motors
4. Brushless Servo Motors
5. Integrated Solution for AGVs
6. Gearless Machines for Lifts
7. Servo Drives
Among the very first to develop high efficiency motors thanks to the use of the permanent 
magnet technology, assuring the highest energy performance.
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1. PM Synchronous Motors - IE4/IE5
High Performance (HP) is a generation of PM (Permanent Magnet) Synchronous Motors, achieving IE5 Super 
Premium Efficiency level, that offer improved electrical efficiency and a very compact design.
This uniquely engineered product combines the electrical design of Brushless Servomotors with the mechanical 
design of AC Induction Motors. The result is a compact motor primarily targeted toward HVAC applications in 
fans, compressors, and blowers, where there is emphasis on reducing the operating cost or weight and size 
of the motors.
Finally, Lafert offers wide flexibility in terms of design, by customising the motor’s active and mechanical parts 
based on the customer’s specific needs.
This range of motors includes the following series:
A) PM stand-alone motor -IE4/IE5
B) PM motor and drive package – IE5
C) PM motor with integrated drive – IE5
D) Integrated Direct Drive motor
A) PM stand-alone motor -IE4/IE5
High Performance (HP) is a generation of permanent magnet (PM) synchronous 
motors that achieve Ultra Premium IE5 Efficiency level, combining the 
electrical design of brushless servo motors with the mechanical design of 
AC induction motors.
With higher efficiencies than standard AC induction motors, the HP range 
also enhances the power/weight ratio, thereby allowing for significant size and 
weight reductions down to 50%.
Thanks to the torque and the high efficiency, available through the complete speed range, the HPS series is 
targeted to both quadratic torque applications, typically in HVAC, as well as to constant torque applications 
like material handling, air compressors and vacuum pumps. These applications require high performances in 
continuous operation under variable speed, reducing the operating cost and weight/size of the system.
The motor range is based upon Surface Mounted Permanent Magnet (SMPM) design. PM motors typically use 
rare earth elements such as Samarium and Neodymium in the construction of the magnet elements. Furthermore, 
in order to address market challenges and multiple application needs, Lafert has introduced for specific projects 
a cost effective Interior Permanent Magnet (IPM) design and Surface Mounted Permanent Magnet (SMPM) 
design and introduced different magnet elements more readily available, without applying rare earth magnets.

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B) PM motor and drive package – IE5
HP Combi is two-in-one, an innovative marriage between a permanent 
magnet synchronous motor and a variable frequency drive. The Combi 
package combines the IE5 Ultra Premium Efficiency of our permanent 
magnet synchronous motors with our variable frequency drive (VFD), 
achieving the highest energy efficiency standards.
The maximum speed control thanks to the VFD, the system optimisation assured 
by a single supplier and our extremely high efficiency permanent magnet motor 
enable energy savings and a reduction in energy supply costs of up to 50%.
The main advantages of HP Combi are:
• drive pre-configuration that allows for immediate use after installation;
• advanced electronic control that allows you to configure the drive through HP Drive Tools, a user interface 
available for PC or mobile app;
• greater efficiency and shorter payback time thanks to precise speed control and system optimisation.
The variety of configurations cover a wide range of industrial and commercial applications. In fact, HP Combi 
is designed for both variable torque applications, typically in HVAC, and for constant torque applications such 
as material handling, air compressors and vacuum pumps.
C) PM motor with integrated drive – IE5
High Performance Integral (HPI) is the second generation of our innovative 
range of fully integrated PM (Permanent Magnet) Synchronous Motors with 
variable frequency drive (VFD - IE2 efficiency), which guarantees IE5 Ultra 
Premium Efficiency and offers low energy consumption thanks to greater 
energy efficiency.
The original shape of the product combines the superior efficiency of each 
individual component with variable speed control and maximum compactness, 
achieving better performance than asynchronous motors in larger sizes.
The main advantages of HP Integral are:
• drive pre-configuration with the pre-loading of the operating settings;
• advanced electronic control with the option of setting up the drive through a user interface, HP Drive Tools, 
available for PC or mobile app;
• precise speed control and system optimisation granting greater efficiency and shorter payback time;
• built-in drive for an ultra-compact design.

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D) Integrated Direct Drive motor
An innovative concept of Synchronous PM Motor with low RPM, specifically 
designed for application on HVLS fans (High Volume Low Speed), it is 
introduced on the market as IFM, Integrated Direct Drive Fan Motor. The 
system offers the advantage of moving a significant amount of air at low 
speed, consequently distributing it evenly, while consuming less electricity 
than conventional ventilation systems, up to 50% less. 
In buildings with large halls and entrance areas, the most economical way to 
ensure even temperature distribution and therefore cooling, is identified in a new 
concept of Permanent Magnet Synchronous Motors which, when activated at a low 
number of revolutions, operate fans with large diameter blades (up to 7 m), reducing energy consumption.
The number of fan RPMs is controlled by a drive built into the motor. 
From the livestock to the industrial sector, the IFM range is versatile and can be used in large premises such as 
gyms, stables, shopping malls or warehouses.
2. Asynchronous Motors - IE2/IE3 
Asynchronous Motors have a significant impact on the total energy operation 
cost for industrial, institutional and commercial buildings. Today, the major 
factor influencing the motor industry is energy efficiency, driven by both 
increasingly demanding legislation and industry’s greater awareness of 
green issue responsibilities.
The range includes the following motors:
• The series Premium Efficiency IE3 assures conformity to minimum efficiency 
requirements (MEPS) set by the various EU countries, and to the mandatory 
NEMA/EISA requirements in the USA and Canada.
• The High Efficiency IE2 series assures a reliable and robust product, that fully complies 
with the requirements of the IE2 efficiency class, mandatory in Europe for all motors from 0.12 to 0.55 kW, 
and in other countries around the world.
• Two Speed Motors make it possible to adjust the power consumed based on the needs of the application and 
thus provide significant energy savings and consequent reduction in CO2 emissions, since they can be used 
at low speed, reducing the power input.
This type of motors is mainly used for Machinery (Textiles, Packaging / Labelling, Tools, Woodworking, Food), 
Pumps, Fans, Air Conditioning, Compressors and Vacuum Pumps, Blowers, Heat Exchangers.

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3. Brake Motors
4. Brushless Servo Motors
Lafert’s Brake Motors are engineered according to the customer’s specification. 
Total control over all aspects of production permits multiple design options 
including flanges, shafts, brakes plus optimum resistance to external agents 
and offshore environments for paints, seals, and magnet surfaces.
The result is a range of AC motors with DC and AC brake, produced 
entirely in-house which incorporates Lafert’s own technical solutions 
for achieving robustness and performance, combined with the option for 
application-specific customization.
This type of motors is mainly used for Machine Tools, Woodworking Machines, Food 
Industry, Conveyors, Cranes and Hoists, Yaw Drive - Nacelle Rotation.
Lafert’s know-how in manufacturing permanent magnet motors is combined 
with the company’s on-going drive for excellence and its ability to offer non-
standard solutions, all of which is invested in this product range. On-going 
research and development, often in conjunction with customers, continues 
to bestow superior performance in terms of speed, accuracy and control to 
satisfy application needs. The range of Brushless Servo Motors is one of the 
most complete available on the market with wide range of nominal torques 
from 0.18 to 390 Nm and includes:
• The range of Direct Drive Motors covers a range of torques from 10 to 500 Nm.
• The entire range is available with ATEX Certification - Zone 2 and 22, for use in 
potentially explosive areas.
The Ultra Compact range is the very latest addition, developed to achieve high dynamic performance in 
minimum dimensions. 
Available in 5 ratings, the power, precision, compactness and availability to co-design with the customer allow 
to create high performing machines. An ideal solution for all applications that require dynamic performance 
and maximum power density.
This type of motors is used mainly for Textile Machines, Machines for Plastic and Rubber, Packaging / Labelling 
Machines, Printing Machines, Robotics.

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1. IDENTITY AND STRATEGY
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5. Integrated Solution for AGVs
6. Gearless Machines for Lifts
7. Servo Drives
Smartris is the new complete package solution including gear, servo motor 
and drive for AGV systems (Automated Guided Vehicles), and combines the 
extensive technological competences of two companies. Lafert’s customized 
solutions for electric motors & drives meet Sumitomo expertise in gears and 
gearboxes. Both brands have strong reputation respectively in the motor 
and gear market and in the AGV sector, and with this new integrated 
package they are offering very competitive advantages and benefits.
Lafert’s LIFT range has established the company internationally as one of leading 
manufacturer. The motor’s innovative design, with its protected encoder and 
no external cabling, offers compactness and low weight, ideal for home lift 
systems or new concept M.R.L..
Its novel inner rotor and fractional slot gearless technology are of products 
of Lafert’s in-house design and manufacturing expertise. It provides the 
highest levels of performance and energy efficiency plus enhanced response 
to satisfy today’s needs and trends in the elevator market: higher speed to 
greater heights.
Lafert’s servo drive range is designed to drive brushless servo motors and includes 
standard products and custom solutions that ensure high performance and 
energy cost reductions for diverse applications across the fields of Industrial 
Automation and battery-powered applications, such as the automated 
handling of materials and/or people.

The distinctive features of Lafert’s business model
Strongly focused on the market, we have acquired unbeatable know-how in various applications, including 
very special ones. Lafert’s motors and servomotors are wholly customisable to assure the best performance to 
any environmental condition and industrial system.  
The main distinctive features are as follows:
Continuous
growth
Assuring continuous growth while 
preserving distinctive Lafert’s 
features (focus on the market 
and product) and achievement of 
strategic objectives
Integration with 
Sumitomo
Integration within Sumitomo 
PTC structure and strategy, 
strengthening the focus on the 
market and enhancing skills 
in the various markets through 
synergistic projects
Business
Development
Assuring the development of new 
products ensuring the timeliness of 
projects and anticipating market 
needs, thanks to the extensive 
technological know-how of PTC
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1. IDENTITY AND STRATEGY
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1.9 Materiality analysis 
Stakeholders are those subjects (individuals or groups) that are vested with diverse interests in a company and 
with whom a company interacts in its operations. The engagement of stakeholders not only makes it possible 
to understand their needs, expectations and assessments, but also allows the company to better define its 
strategies and business objectives, assessing change, risks and opportunities. 
Lafert’s relations with its stakeholders are carried out through differentiated tools and channels for dialogue 
according to the various categories of stakeholders, consistently with their level of interdependence and 
influence on the organisation.
Stakeholder Category
Engagement activities (Projects – Initiatives – Relations)
Banks and lenders
Shareholders’ Meeting - Website
Investors and shareholders
Shareholders’ Meeting - Website - Periodic meetings
Employees
Constant dialogue with Human Resources Manager - Informal / 
corporate meetings - Training sessions - Corporate welfare initiatives - 
Social networks - Website - Monthly report
Suppliers 
Periodic meetings - Definition and sharing of standards
Customers and consumers
Periodic meetings/ presentations - Project meetings - Partnerships on 
projects (products and innovation) - Social networks - Website and 
other dedicated communication channels - Informative Newsletters
Distributors and dealers
Periodic meetings/ presentations - Project meetings - Social networks 
- Website and other dedicated communication channels – Informative 
Newsletters
Community and region,  
Local institutions and
Associations
Meetings with representatives of local communities - Cooperation 
in open innovation projects - Training and social responsibility - 
Sponsorships
Industrial associations
Periodic meetings - Website - Presentations
Media
Interviews - Press conferences - Corporate website - Press releases
Public Administration
National and local public authorities / National authorities / local 
authorities - Control authorities and regulators: meetings / sending and 
exchange communications for specific requirements or requests
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Material topics
The relevant aspects to balance on the Sustainability Report in adherence to the GRI Standards 2021 (GRI 
3 – material topics) are those reflective of the significant economic, environmental, and social impact of the 
organization. The first step in non-financial reporting consists in identifying through the so-called “materiality 
analysis” the topics of sustainability which are most significant for the Organization.
Such topics are defined as “material” inasmuch they are associated with the most significant impacts (either 
positive or negative, real or potential, short- or long-termed) that the business is or might be able to generate 
on the economy, environment and people, including the impacts on human rights as well.
Following the approach of the European Union, as defined by the Communication from the European 
Commission published in June 2019 and containing the guidelines on the climate change notice in which in 
the NFR / Non-Financial Reporting Directive 95/2014, the material topics are the sustainability matters which 
may generate significant impacts on the development, performance, and value of a company. At the same 
time, a material topic is defined by the relationship between the matters and topics of social and environmental 
aspects upon which a company might have a relevant impact through its activity. The two “trajectories” of 
materiality are interlinked with each other.
The ESG material topics for the Lafert Group were identified through a so-structured investigation:
• analysis of the existing company documentation;
• analysis of public documents, articles, statistics and observatory results based on the type of international 
standards and frameworks adopted for sustainability reports;
• analysis of the characteristics of the industry affiliation, in order to identify the key topics on which competitors 
and comparable manufacturers also tend to focus.
Concerning this last point, considering the absence of the GRI Sector Standard for the industry affiliation of 
Lafert, a preliminary benchmark analysis was conducted through the examination of the websites and public 
documents of companies rated as “best-in-class” or “comparable” on the subject of non-financial reporting. 
Such analysis took into account the following elements:
• the presence of non-financial documentation/reports;
• the type of published documentation (ex: Sustainability Report, Non-Financial Declaration, Integrated Report, 
Social Report, etc.);
• the used report standards and related levels of application;
• the presence of a materiality matrix or a list of material topics;
• the type of topics defined as material for such companies.
This analysis allowed the identification of sustainability topics leading to 4 different macro-areas: Governance, 
economic and service Responsibility, Social Responsibility, and Environmental Responsibility.
The identified impacts were clustered according to their relative affinity level, in order to obtain a more limited 
list of 27 ESG topics to put under the quantitative evaluation of the Heads of Management and a representative 
cross-section of the main categories of the company’s stakeholders.
To evaluate the topics, a questionnaire was taken, by which it was required to prioritize each topic, according 
to the level of relevance.
Particularly, the evaluation of the level of “relevance” of the ESG impacts connected to each topic accounted 
for the following elements:
• scale: entity (in the positive or negative sense, depending on the case) of the impact directly or indirectly 
generated by the business activities;
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1. IDENTITY AND STRATEGY
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• range: spread of the impact expressed in geographical terms (ex: local level, national level, etc.), considering 
the number of stakeholders involved, etc.;
• character of remediability: measure by which it is possible either to mitigate or remedy the impact once it 
already took place (to be taken into account only for the negative impacts);
• probability: probability by which said impact might take place in the short, medium or long term (to be taken 
into account only for potential impacts).
To identify the topics and the truly “material” ESG impacts for the Lafert Group, a so-called “materiality 
threshold” was defined, considering for each macro field, 50% of the topics that obtained the highest priority 
threshold.
At the end of the process, the obtained results underwent discussion and validation by the managing board. 
The following chart highlights, for each identified material topic, the reasons for the relevance of the topic 
(impacts generated on the economy, environment, and people), the related KPIs which were reported, and the 
monitoring processes which were adopted.
Material issues
Impacts and relevance of the theme
KPI/GRI
Standards
Commitments, policies
and monitoring tools
Governance
Ethics and 
integrity in 
business 
conduct
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of society and the economic 
ecosystem in which it operates.
• Possibility of positively or negatively affecting 
the maintenance of relations with the main 
stakeholders with whom the Organization 
interacts.
GRI 2-27
GRI 205-1 
GRI 205-2 
GRI 205-3 
GRI 206-1 
GRI 207-1
• Code of Ethics and Conduct
• Organization, Management 
and Control Model ex D.lgs. n. 
231/01
• Sustainability Plan
Transparent 
governance and 
sustainability 
risks 
management
• Possibility of having a positive or negative 
impact on the protection of legality and the 
prevention of illegal behaviour.
GRI 2-27 
GRI 205-1 
GRI 205-2 
GRI 205-3 
GRI 206-1 
GRI 207-1
• Code of Ethics and Conduct
• Organization, Management 
and Control Model ex D.lgs. n. 
231/01
• Risk management system (ERM)
Involvement 
and dialogue 
with 
stakeholders
• Possibility of positively or negatively affecting 
the social and economic conditions of the 
territory and local communities.
• Possibility of positively or negatively affecting 
involvement and participation in social 
inclusion activities.
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of society and the economic 
ecosystem in which the organization 
operates.
GRI 2-26 
GRI 2-29 
GRI 413-1
• Stakeholder engagement
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Material issues
Impacts and relevance of the theme
KPI/GRI
Standards
Commitments, policies
and monitoring tools
Economic Capital
Creation and 
distribution 
of generated 
wealth
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of the company and the economic 
ecosystem in which it operates (eg: reference 
sector, geographical district, etc.).
• Possibility of positively or negatively affecting 
the maintenance of relations with the main 
stakeholders with whom the Organization 
interacts.
• Possibility of positively or negatively affecting 
the ability to retain human resources, attract 
new ones and ensure employment stability.
GRI 201-1 
GRI 203-1
• Group Industrial Plan
• Stakeholder Engagement
• Take measures to ensure business 
continuity, financial stability and 
profitability
Economic 
strength and 
resilience
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of the company and the economic 
ecosystem in which it operates (eg: reference 
sector, geographical district, etc.).
• Possibility of positively or negatively affecting 
the maintenance of relations with the main 
stakeholders with whom the Organization 
interacts.
• Potential to have a positive or negative 
impact on attractiveness to investors and 
capital providers.
GRI 201-1 
GRI 203-1
• Group Industrial Plan
Productive Capital
Product quality, 
safety and 
reliability
• Possibility of positively or negatively affecting 
the well-being of customers, in terms of the 
absence of toxic materials/substances in the 
products offered by the company.
GRI 416-1 
GRI 416-2 
GRI 417-1
• Quality Management System
ISO 9001
• Product certifications
Technological 
innovation and 
digitisation
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of society and the economic 
ecosystem in which it operates.
• Possibility of positively or negatively affecting 
the availability in the markets of products 
and services able to meet the needs of 
customers.
GRI 203-1
• Quality Management System
ISO 9001
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Material issues
Impacts and relevance of the theme
KPI/GRI
Standards
Commitments, policies
and monitoring tools
Human Capital
Respect for 
human rights 
and protection 
of workers
• Possibility of having a positive or negative 
impact on the protection of the fundamental 
rights of the members of the company’s staff 
and of all the collaborators with whom the 
Company deals.
GRI 401-1 
GRI 406-1
• Code of Ethics and Conduct
• Suppliers’ Code of Ethics
• Whistleblowing System
• Monitoring of incidents of 
discrimination
• Gender Equality certification 
UNI/Pdr 125:2022
• Human Resources Management – 
Diversity and Inclusion
ISO 30415
Occupational 
health and 
safety
• Possibility of positively or negatively affecting 
the guarantee of safety and health of staff by 
reducing accident rates within the Company 
and the levels of related work stress accused 
by company staff.
GRI 403-1 
GRI 403-2 
GRI 403-3 
GRI 403-4 
GRI 403-5 
GRI 403-6 
GRI 403-7 
GRI 403-8 
GRI 403-9 
GRI 403-10
• Commitment of accident 
monitoring, also through the 
risk assestment document (RAD) 
update
• Quality Management System
ISO 9001
• Health and Safety Management 
System
ISO 45001
Training and 
development of 
skills
• Possibility to positively or negatively affect the 
opportunities of each employee to undertake 
a career path and to fully realize their 
potential.
• Possibility of positively or negatively affecting 
the availability of pathways aimed at 
strengthening and developing professional 
skills and competences.
• Possibility of positively or negatively affecting 
the ability to retain human resources, attract 
new ones and ensure employment stability.
GRI 404-1 
GRI 404-2
• Commitment to training
• Gender Equality certification 
UNI/Pdr 125:2022
• Human Resources Management – 
Diversity and Inclusion
ISO 30415
(Diversity and inclusion training)
Relational Capital
Responsible 
management 
of the supply 
chain
• Possibility of positively or negatively affecting 
the management of environmental and social 
impacts along the entire supply chain (e.g.: 
greenhouse gas emissions, energy and 
water consumption, responsible selection 
of materials, health and safety of workers, 
protection of human rights, appropriate 
remuneration policies, etc.).
• Possibility of positively or negatively affecting 
the availability of products/services with 
sustainability characteristics.
• Possibility to influence positively or negatively 
the quality of work and respect for human 
rights along the supply chain.
GRI 2-6 
GRI 204-1 
GRI 308-1 
GRI 414-1
• Suppliers’ Code of Ethics
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Material issues
Impacts and relevance of the theme
KPI/GRI
Standards
Commitments, policies
and monitoring tools
Relational Capital
Satisfaction 
and customer 
relationship 
management
• Possibility to positively or negatively affect 
the realization and satisfaction of customer 
needs in terms of product offer and quality of 
services.
GRI 416-1 
GRI 416-2 
GRI 417-1 
GRI 418-1
• Periodic survey plan
• CRM
Support to 
the local 
community and 
territory
• Possibility of positively or negatively affecting 
the social and economic conditions of the 
territory and local communities.
• Possibility of positively or negatively affecting 
involvement and participation in social 
inclusion activities.
• Possibility of positively or negatively affecting 
the management of financial resources for 
the benefit of society and the economic 
ecosystem in which the organization 
operates.
GRI 201-1 
GRI 413-1
• Donations and initiatives to support 
the territory
Environmental Capital
Fighting climate 
change
• Possibility of positively or negatively 
affecting the protection of ecosystems and 
safeguarding biodiversity.
• Possibility of having a positive or negative 
impact on the protection of local communities 
and territory with respect to exposure to 
extreme weather events (eg: floods, floods, 
hurricanes, desertification, etc.).
GRI 305-1 
GRI 305-2
• ISO 14001
• Annual comparison and verification 
of emission reduction results
Energy 
efficiency and 
sustainable 
products
• Possibility to positively or negatively affect 
energy costs through energy efficiency actions 
and projects.
• Possibility of having a positive or negative 
impact on the protection of local communities 
and territory with respect to exposure to 
extreme weather events (eg: floods, floods, 
hurricanes, desertification, etc.).
GRI 302-1
• Environmental Management 
System Certification
ISO 14001
• Sustainable Packaging
Waste 
Management
• Possibility of positively or negatively affecting 
the protection of the environment and 
safeguarding natural resources.
• Possibility of positively or negatively affecting 
the health and well-being of local communities 
through proper and responsible waste 
management.
• Possibility of positively or negatively affecting 
the sensitivity and awareness of staff and 
consumers on proper waste management and 
disposal, reuse and recycling practices.
GRI 306-1 
GRI 306-2 
GRI 306-3 
GRI 306-4 
GRI 306-5
• Sustainable Packaging
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2.	 Governance
2.1	
Responsible company management
2.2	
The governance
2.3	
The organisational structure
2.4	
The Organisation, Management and Control Model
	
ex D.lgs. n. 231/01
2.5	
Code of Ethics
2.6	
The Management Systems
2.7	
Risk management
2.8	
External initiatives and Memberships
2.9	
Cybersecurity and Data protection
2.10	 Regulatory Compliance
SUSTAINABILITY REPORT 2022
46

•	 Lafert strongly believes that the definition of specific procedures aimed 
at regulating the management of the Group by creating added value is 
fundamental to pursue the responsible and sustainable success of the Company.
•	 Added to this, the influence by the Sumitomo Group, which is highly sensitive 
to sustainable issues, has led Lafert to create, on a voluntary basis, the 
Sustainability Report, the Sustainability Plan and the Home-Work Travel Plan.
•	 In March 2023, Lafert set up a Sustainability Committee and intends to 
raise awareness of sustainability themes within the Group through periodic 
newsletters and specific training courses, dealing with issues such as transparent 
governance, gender equality, discrimination, and inclusion, etc. 
•	 During 2023 Lafert undertook several projects for the acquisition of new 
certifications and the extension of existing certifications in the various Italian 
plants.
•	 In 2022, the new Group Code of Ethics was created, together with the 
implementation of the new Organization, Management and Control Model 
pursuant to Legislative Decree no. 231/2001.
•	 The specific Suppliers’ Code of Ethics has also been created and already signed 
starting from 2023.
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SUSTAINABILITY REPORT 2022
HIGHLIGHTS  |  Governance

2.1 Responsible company management
The Company, consistently with the traditional alignment of the Group with best practices in corporate 
governance, has defined a system of corporate governance rules that pays attention to external communication, 
in order to promote transparent, timely and complete information to stakeholders regarding the company’s 
strategic and operational developments.
The sensitivity towards sustainable topics is also a chief priority for the Sumitomo holding company. To this end, 
in March 2020, the SHI Group established with the resolution of the Board of Directors the “Group Sustainability 
Policy”. The goal of this policy is to integrate sustainability into business activities, paying particular attention to 
the development of products and services which contribute to sustainable growth, technological and economic 
development, and a reduction to the minimum in the environmental impact of the production. In March 2021, a 
Sustainability Committee was nominated in direct contact with the Board, with the task of monitoring the medium- 
and long-term strategy of the Group.
Proving their commitment to the topics of sustainability, in 2022 Sumitomo Heavy Industries, Ltd. obtained the 
“Silver Rating” from Eco Vadis.
Being part of the Sumitomo Group, Lafert Group is heavily influenced by this sensitivity and so, it has voluntarily 
outlined the Sustainability Report, the Sustainability Plan, and the Mobility Plan.
During the year 2022, Lafert Group started several projects concerning sustainable governance. During the year 
2023, aside from outlining the second Sustainability Report 2022 and the Sustainability Plan 2023-2026 with 
a medium-long-term perspective (considering all the goals and actions herewith contained), Lafert also decided 
to achieve some certifications. For some of these, such as the Legality Rating or the ISO 37001:2018 “Anti-
Bribery Management System”, the Group already has all the required tools and internal procedures available 
to obtain them easily, while others, such as the ISO 30415:2021 “Diversity&Inclusion” and the adherence to 
the procedure UNI PDR 125:2022 “Guidelines on the management system for gender equality” will require a 
considerable and remarkable effort.
In addition to the ex-novo achievement of certifications such as the aforementioned ones, Lafert Group will 
periodically update and extend to the Group perimeter the already obtained certifications, such as ISO 
9001:2015 “Quality Management System”, ISO 45001:2018 “Safety Management System”, ISO 14001:2015 
“Environmental Management System”.
The picture offered shows an ever-growing sensitivity to the achievement of a mature and responsible company 
management, with particular regard towards the topics of sustainability, ethics, transparency, and respect of 
human rights.
Lafert strongly believes that defining specific procedures that govern company 
management aimed at creating shared value is essential to pursue the sustainable 
success of the company.
In March 2023, Lafert nominated a Sustainability Committee too and is planning to 
spread more awareness in the Group about the topics of sustainability during the year 
by organizing specific training courses for all the working staff about themes such as 
transparent governance, gender equality, discrimination vs inclusivity, etc. Moreover, 
in order to raise collective knowledge about these topics, surveys and newsletters will 
periodically be sent to all stakeholders.
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2.2 The governance
Lafert adopts the traditional governance system consisting of the following corporate bodies:
• the Shareholders’ meeting (competent to resolve on the matters set forth by law and by the Articles of 
Association);
• the Board of Directors (the executive body of the company to whom the corporate governance is entrusted);
• the Board of Statutory Auditors (entrusted with the vigilance over the activities of the administrators, and the 
adherence to the law of the management and administration of the company).
On April 26th, 2021, KPMG S.p.A. was appointed to carry out the statutory audit of the accounts. This 
mandate is valid until the approval of the financial statements as at December 31st, 2023.
The “Supervisory Body” (S.B.) has a control function. It had been already present in Lafert in monocratic form 
but, given the considerable size reached by the Group over the years, the Company Management has taken 
the decision to make it a collegiate-type body, whose appointment took place on March 23rd, 2022.
The Board of Directors
The company is managed by a Board of Directors, the members of which are appointed by the Shareholders’ 
meeting.
The current members of the Board of Directors were nominated on 21st April 2023 to remain in charge for the 
next three years.
The directors are vested with the powers for ordinary and extraordinary management 
of the company without any limitation whatsoever and are therefore entitled to carry 
out all the deeds they deem most appropriate for implementing and achieving the 
corporate purpose, bar excluded only those the law and the Statute reserved to the 
Shareholders’ Meeting. 
Board of Directors
Shaun Dean
Chairman
Cesare Savini
Chief Executive Officer (CEO)
Florian Butzmann
Director
Akira Yamamoto
Director
Shoko Takita
Director
Joris Felicitas F. Blommaerts
Director
Board of Directors – Diversity (gender – age groups)
Women
Men
Total
N. 1
17%
N. 5
83%
N. 6
100%
Younger than 30
Between 30 and 50
Older than 50
N. 0
0%
N. 2
33%
N. 4
67%
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2. GOVERNANCE
SUSTAINABILITY REPORT 2022

The Board of Directors is vested with the widest powers for the ordinary and extraordinary management of the 
Company and all the powers necessary for implementing and achieving the corporate purposes that are not 
strictly reserved to the Shareholders’ Meeting by law or by the Statute.
The Board of Directors has the following powers, among others1:
• power of company representation vis-a-vis several parties;
• power to make expenditures, investments and general expenses, and to stipulate the related contracts;
• power to enter contracts for purchase and sale and to modify their terms and conditions;
• power to withdraw cash from bank accounts;
• power to negotiate with banks, credit institutions and financial institutions;
• power to comply with the applicable regulatory fulfilments;
• power to perform activities concerning personnel management and organisation.
The Board of Directors meets periodically to discuss the economic and financial trend of the Group and the 
commercial strategies for the pertaining business. Moreover, the very same is informed, trained and approves 
the new projects which Lafert undertakes regarding sustainable development.
During the actualization of the new projects, the managers and members of the Board of Directors are 
preliminarily involved regarding the instance of approval in order to accept possible observations and/or 
suggestions. The existing dialogue between the management and the members of the Board of Directors is 
considered an essential and constant element of Lafert Group. Focusing on the topics of sustainability, the BoD 
is informed since the beginning of the projects started concerning these aspects; the members are involved and 
educated on the related topics, concluding the process by the approval of such projects.
The BoD delegates its executive function of the management of the Group regarding the topics of economy, 
environment and governance to the so-called Lafert Group Management Team, a body made up of five 
directors (with reference to the following areas: Finance & Corporate Services, Sales, Operations, Business 
Development, and Human Resources) and one Managing Director.
The Management Team meets periodically with the members of the BoD regarding the progress, results, and 
current state of the company activities. Moreover, on a trimestral basis (or more frequently when needed), a 
formal meeting is held to discuss the relevant topics.
The BoD independently evaluates the matters brought to their attention by delegating the achievement of the 
validated corrective actions to the Management Team, which will act firsthand.
During the examined time period, the Board of Directors was not informed of any particular criticalities.
1	 For greater detail, refer to the company registration certificate.
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2. GOVERNANCE
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The Board of Statutory Auditors
The Board of Statutory Auditors consists of 5 members appointed by the Shareholders’ Meeting: a chairman, 
two 2 standing and two 2 alternate auditors.
The current Board of Statutory Auditors was appointed on April 26th, 2021 and shall remain in office until 
approval of the 2023 Financial Statements.
Board of Statutory Auditors
Camilla Menini
Chairman
Luca Angelo Pandolfi
Standing Auditor
Sandro Miotto
Standing Auditor
Lorenzo Brocca
Alternate Auditor
Alessandra Tavella
Alternate Auditor
The Board of Statutory Auditors oversees compliance with the law and the Statute, 
compliance with the principles of fair management and in particular the adequacy of 
the organisational, administrative and accounting structure adopted by the company 
and its effective functioning.
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2.3 The organisational structure
The organisational structure expresses the system of roles, powers, delegations, decision-making processes and 
company procedures, providing a clear identification of each person’s tasks and responsibilities with respect 
to company activities. 
Lafert’s organisational structure is strongly focused on providing governance to the Group and its subsidiaries, 
as well as defining the principles of business organisation, process and resource management.
To incorporate the tasks into its policies, so as to develop a responsible business conduct, Lafert structured an 
organization chart which displays all the positions, roles, and responsibilities. Moreover, the company relies on 
a file named “Authorization Chart” which displays all the internal procedures of approval. Each year, a budget 
is outlined which defines the strategic goals to achieve and their referring supervisor.
Following this event, the organizational structure of Lafert S.p.A. was revised, identifying variations in tasks, 
roles, and responsibilities.
Here follows the updated company organizational chart of Lafert S.p.A. which came into force on 1st January 
2023.
CEO Lafert Group
Sales & Marketing
Sales
Lafert (Suzhou) Co. Ltd.
Marketing &
Communications
Technical Dept
Quality Control
Purchasing
Lafert Elektromotorji D.o.o.
Industrial Special
Projects
Group Accounting,
Management
& Internal Audit
Management
Accounting
Information
Technology
Quality Assurance
HSE & Facilities
R&D
Project Management
Application
Operations
Human Resources
Business
Development
Finance &
Corporate Services
Payroll &
Data Analytics
Management
Italy
Training &
Development
HR Foreign Branches
Plants Management
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2.4 The Organisation, Management and Control Model
ex D.lgs. n. 231/01
In order to ensure, in performing its activities, compliance with the applicable regulations and with the principles 
of clarity and transparency, as well as in order to prevent instances of bribery, Lafert S.p.A. has drawn up an 
Organisation, Management and Control Model (hereinafter also “the Model”) in accordance with It. Legislative 
Decree 8 June 2001, no. 231.
 
However, this Model, is limited to the cases of environmental crime and security crimes. 
During the year 2022, therefore, the Company Management has considered necessary its revision, aimed 
at extending the perimeter of the crimes considered having regard to the organizational and operational 
characteristics of Lafert.
The Company decided to prepare the Model in the belief that it represents a tool for improving corporate 
governance, as well as an opportunity to raise the awareness of company personnel, through process control, 
on the need to prevent or avert crimes.
The Model consists of a General Part and Special Parts.
The General Part sets out the essential components of the Model, with reference to the Supervisory Body, 
personnel training and dissemination of the Model within and outside of the company, the disciplinary system 
and the measures to be adopted in the event of non-compliance with its requirements. 
The Special Parts are dedicated to the various types of crime and administrative offence considered a possible 
risk for Lafert Group. To this end, each Special Part contains reference to the individual crimes listed by It. 
Legislative Decree no. 231/2001 and to the principles of conduct that should inspire all areas identified as 
being at risk of crimes, even potentially. Each Special Part identifies the sensitive processes, possible ways in 
which offences may be committed, as well as the operational principles for control and internal audit.
Therefore, by implementing this Model, Lafert S.p.A. aims at promoting transparent behaviours by employees 
and all those who deal with the Company every day and in various roles, consistently with the objective of 
preventing any crimes from being committed. 
Based on the provisions of It. Legislative Decree no. 231/2001, the Company may be exempted from the 
liability arising from crimes committed by persons who hold representative, administrative, management roles 
or having financial and functional autonomy if it can prove to have:
• 	adopted and effectively implemented, through the Board of Directors, a suitable Organisation, Management 
and Control Model ex D.lgs. n. 231/01 to prevent the crimes in question;
• entrusted an internal body vested with autonomous powers of initiative and control the task of overseeing the 
functioning and compliance with the Model as well as updating it.
In 2012, Lafert deemed it essential to adopt said Model in order to ensure ethically 
shared behaviour and to pursue compliance with the principles of legitimacy, fairness 
and transparency in conducting its business.
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In compliance with the Decree and having regard to the considerable size of the Group, as mentioned 
above, Lafert considered it appropriate to have a Supervisory Body (S.B.) of a collegial form (and no longer 
monocratic as up to that moment constituted) which was appointed by the Board of Directors on 23rd March 
2022, deliberating the duration of the office until the approval of the 2024 Financial Statements.
To date, the S.B. has not received any reports, nor has it observed instances of bribery. 
The powers of the Supervisory Body are to be referred to specific supervisory tasks on the effective and proper 
functioning of the Organisational, Management and Control Model, on its consistency with the objectives and 
on its periodic updating. It is specified that, in order to perform its duties, the S.B. meets periodically at least on 
a quarterly basis and minutes are drawn up for the meetings, entered int an appropriate register of meetings.
Regarding the management of the “conflict of interest”2, in order to mitigate the happening chance of such 
situations, Lafert S.p.A. dealt with this topic by establishing an anticorruption internal policy, as well as 
including it in the Code of Ethics of the Group, especially highlighting each employee’s personal effort to 
prevent the origination of situations of conflict of interest and, in case of happening or of the potential doubt of 
the happenstance, the duty to report immediately via the designated e-mail address or to the independent and 
collegial Supervisory Body (S. B.)
If a situation of conflict of interest were to emerge, the Management Team is tasked with internally resolving the 
issue and, in case of extreme relevance, the issue should be brought to the attention of the BoD, which enacts 
the required considerations and examinations..
Throughout the process of establishing the Organization, Management and Control Model in adherence to 
D.lgs n. 231/2001, a map of the risks was outlined (where all the activities at risk of corruption are listed). 
Hereinafter all the crimes identified as “potential” correlated to the risk of corruption which Lafert might incur 
are reported, followed by an example of conduct:
1) Embezzlement against the State: after securing public funding, failing to allocate them to the declared ends;;
2) Undue perception of disbursements against the State: using documents or releasing false statements in order 
to obtain funding;
3) Supply fraud;
4) Fraud: gaining unrightful profit through artifice or ruse;
5) Instigation to corruption: offering or promising undue money so that an individual exercises their function 
or power.
The risks linked to corruption are reported to the Anti-bribery team via the designated e-mail address, the 
physical mailbox and/or by sending the report to the company’s postal address.
Supervisory Body (S.B.)
Alessia Oddone
Chairman
Camilla Menini
Councillor
Elena Bonafè
Councillor
2	 “Conflict of interest” means any situation in which an individual’s self-interest and/or activity interferes, or even appears to interfere, with 
Lafert’s interests.
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In the last two years, Lafert S.p.A. introduced two procedures inherent to the treatment of the risk of corruption:
1) the first, “Antibribery – rapports with the Public Administration” defines the conduct to follow in case of 
rapports with Public Officers and the adherence to this policy concerns the entire Group;
2) the second one, “Antibribery – rapports with Private Entities” defines the conduct to follow in case of rapport 
with private entities and the adherence to this policy currently concerns only Lafert S.p.A.
The procedures were established respectively in 2021 and 2022, with subsequent communication to the entire 
personnel of the Group and the governing bodies, and the entire staff were trained on the two policies. The 
training session on the anticorruption policies was developed in different modes: in presence, online, and by 
handing out informative papers. The training materials (as well as the very procedures) were shared with and 
made available to the entire staff.
However, the existing anticorruption procedures enforced by the Lafert Group have not been shared currently 
with third parties.
In 2021, 2 out of 5 members of the BoD took part in a training session about anticorruption policies, while in 
2022, 609 employees of the Italian seats took part in an equivalent one.
In 2022, Lafert Group did not report any confirmed case of corruption.
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2.5 Code of Ethics
Lafert Group is aware of the importance of its social and ethical responsibility towards individuals inside and 
outside the company and is determined to ensure the utmost fairness in the conduct of its business and related 
company activities, also to protect its image and reputation.
 
The document collates the various policies and procedures with the company’s core values, creating a common 
basis for each employee’s decision-making process. 
In order to achieve its objectives, Lafert complies to the following principles:
• Customer satisfaction;
• Ethics and integrity in conducting business;
• Compliance with laws and regulations;
• Protection of the environment and safety ;
• Respect for human rights, diversity and non-discrimination of human resources;
• Social responsibility and commitment towards the community;
• Confidentiality of information and protection of corporate know-how.
During the year 2022, Lafert started the implementation of the Suppliers’ Code of Ethics. It is applied globally 
to all suppliers, agents, contractors, subcontractors and business partners of Lafert Group.
The Code of Ethics was published on the company’s website and is available for consultation for whomever at 
the following link: https://www.lafert.com/storage/files/407926CodiceEtico-IT.pdf
All the other existing policies and procedures are internally available and open for consultation for all 
employees.
The principles on which Lafert’s Code of Ethics is based are also set out in the Suppliers’ Code of Ethics in a 
more analytical and exhaustive manner, with the aim of ensuring they are aligned with the Group’s values. 
Indeed, Lafert requires each of its suppliers to read and to adhere to the Suppliers’ Code of Ethics: any breach 
of the Code might undermine the commercial relationship between Lafert and the supplier, up to termination 
of the contract.
In 2023, the Code of Ethics will be shared with all the company’s suppliers, who ought to undersign it as a 
confirmation of their effort to operate in adherence to its general principles as outlined in the document.
The Code of Ethics, an integral part of the Model, defines the essential standards of 
ethical and responsible conduct to be adhered to every day by all company employees 
and associates. Said Code has also been adopted by each company of the Group.
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2.6 The Management Systems
Specifically, on quality, environment and health and safety issues, the Group has implemented a quality system 
and a system for managing the environmental risk and health and safety issues that are certified according 
to standards UNI EN ISO 9001:2015 (quality), UNI EN ISO 14001:2015 (environment) and UNI EN ISO 
45001:2018 (health and safety) respectively.
Thanks to this integrated management system, the Company ensures that the products and the services provided 
to customers comply with specific requirements, monitors and reduces to the minimum the adverse effects on 
the environment due to its business activities and is committed to providing a safe and healthy workplace, 
preventing injury and occupational diseases. 
Also considering the companies that belong to Lafert Group, as Lafert Servo Motors S.p.A., ICME S.p.A. and 
Lafert (Suzhou) Co. Ltd., have also obtained the UNI EN ISO 9001:2015 certification. 
Since Lafert has been a part of Sumitomo Group, it must comply to which is applied by the Japanese holding 
company in terms of regulation systems. Indeed, In Japan there are two important acts regarding corporate 
compliance: the Companies Act and the Financial Instruments & Exchange Act (commonly called J-SOX, the 
Japanese version of the Sarbanes-Oxley Act (SOX)). In particular, the first one is only applied to the parent 
company, whereas the second one affects all companies listed on the stock exchange in Japan is therefore also 
applicable to all subsidiaries, including Lafert.
The J-SOX compliance law introduces strict rules for internal control of financial information in order to protect 
all stakeholders and to improve the accuracy and the reliability of corporate information. 
The control is carried out in a two-fold manner: 
• 	at Process level (Process level control - PLC): it mostly focuses on the activities of monitoring and control of such 
activities on a process level (ex. approvals, authorizations, verifications, and reconcilements). Subsequent to 
the merger of the four Italian societies, which took place on 1st January 2023, Lafert is subject to this type of 
control. For this reason, it has embarked on a project which foresees the first official Go-Live date in January 
2025. The Process Level Control – PLC focuses on six macro-projects, that is to say: sales, purchasing, cost 
accounting, inventory, IT general control, and financial reporting. The project result will be the compilation 
of four documents such as: Risk Assessment and Pattern Analysis Risk Matrix (RCM), the flowchart with 
processes and subprocesses description, and Design Effectiveness (Walkthroughs).
• 	at Company level (Company level control - CLC): it is assessed whether the company has implemented and has 
managed control activities in an appropriate manner with respect to general organisational aspects, to the IT 
dimension and to financial reporting. About this aspect, Lafert had to fill in a questionnaire with 67 questions, 
37 of which relating to the general part with the request for information on governance and monitoring, risk 
assessment and risk response, information and communication, and other monitoring activities. On the other 
hand, 17 questions concerned the part of financial reporting in terms of implementation and review of accounting 
rules, control on the accuracy and completeness of the closure procedures, inspection of the estimated items and 
summary of the closure, inspection of the accuracy and completeness of the data sheets and a check on the 
accounting system. Last but not the least, 13 questions concerned IT strategy and policy, as well as IT safety systems.
As a global manufacturer of electric motors, Lafert seeks to grow in a continuous, 
sustainable and ethical manner, in order to be the go-to partner and create value for 
its stakeholders. With this aim, the company over time has put in place its management 
system in compliance with international standards through an Integrated Environmental, 
Health and Safety Management System (IMS).
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2.7 Risk management
Following the takeover by Sumitomo, Lafert has adopted a Risk Matrix system, in order to measure the impact of 
each identified risk on business continuity, reducing the likelihood of its occurrence or limiting its adverse effects.
The risk matrix is only filled in by Control Management Office after collecting information from the key people of 
relevant departments (Sales, Purchasing, Human Resources, SHE & Facilities, Operations - Plant Management, 
Quality Assurance).
The main business risks identified, monitored and managed by the Company are classified as follows: 
• Operational risks: this concerns any risk produced within the company that depends on the strategies, 
procedures, supply chain that could adversely affect the company’s operations and performance;
• Business risks: this concerns any risk produced from outside the company that depends on macroeconomic 
situations (e.g. fluctuations on stock markets, pandemics, market trends, political instability), which could 
adversely affect the company’s operations and performance.
The Risk Matrix is updated on a quarterly basis (March/June/September/December), it is subsequently 
reviewed by the Group’s Management team and then it is sent to Sumitomo, which reviews it and sends a 
feedback.
The BoD delegates to the Management Team its executive function in the Group and meets monthly to discuss 
the management, governance, and economic and financial performance of the Organisation, analysing the 
issues which surfaced during the month and those emerging according to the market trend, and trying to offer 
solutions and actions of enhancement/prevention depending on the potential issues.
The Management Team then periodically communicates with the BoD to analyse the results of the Group 
performance and other aspects related to the organization and its management.
During 2023, the company decided to extend the matrix by including the risk assessment related to the 
business management system. In the matrix, each risk will be graded by a score (Risk Priority Number – RPN) 
in order to identify the tolerance level of the risk and the eventual necessity of intervention from the executive 
body of the company (Lafert Group Management Team).
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2.8 External initiatives and Memberships
Lafert is a member of several trade associations, in the industrial as well as electronic sector. The associations 
it is a member of are listed below:
Confindustria is the main association representing manufacturing and service 
companies in Italy. The voluntary membership of Confindustria comprises of 
over 150,000 small, medium and large enterprises, for a total of 5,382,382 
employees.
The association’s mission is to promote the central importance of companies, 
as drivers of Italy’s economic, social and civil growth. In this sense, it defines 
common strategies and – while respecting their spheres of autonomy and 
influence – it shares objectives and initiatives with the world of economy 
and finance, of national, European and international institutions, the Public 
Administration, Social Partners, culture and research, science and technology, 
politics, information and civil society.
Lafert is a member of Confindustria
ANIE Federazione is one of the foremost trade organisations of the Confindustria 
system in terms of weight, size and representativeness.
1,400 companies of the electrotechnical and electronics industry are members 
of ANIE. The sector employs 500,000 people with an aggregate turnover (at the 
end of 2021) of 76 billion Euro. The associated companies, suppliers of cutting-
edge technological systems and solutions, embody Made in Italy technological 
excellence, stemming from significant annual investments in Research and 
Innovation.30% of private expenditure in Research and Innovation invested in 
Italy every year originates from ANIE sectors.
Lafert is a member of ANIE
CEMEP is the European Committee of Manufacturers of Electrical Machines and 
Power Electronics, officially set up in November 2013. CEMEP members are the 
twelve European associations representing manufacturers of HV/LV electrical 
motors, Drives and UPS. Federazione ANIE, through its two associations ANIE 
Automazione and ANIE Energia, is a member of CEMEP and has held the 
position of General Secretariat since 2013. CEMEP supports the interests of 
the industry at European level in the technical, regulatory and legislative fields.
Lafert is a member of CEMEP
Wind is a European Association of wind turbine manufacturers.
Lafert is a member of Wind Europe
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IRIS LAB is a Research Organisation where the companies involved in the project 
actively cooperate with several established University Consortiums which 
operate in the mechatronics and industrial electronics sector and are active 
in the field of high-dynamic performance drives, high-efficiency equipment 
for electric energy static conversion, advanced sensor technology, and the 
application of AI systems for advanced diagnostics and Industry 5.0.
The net of established collaboration active in the advanced research projects 
comprehends Universities, Italian and international Research Bodies, and the 
most important European Doctorate School in the field of Power Electronics, 
Electrical Machines and Drives.
These collaborations, together with the training of the involved young university 
researchers and highly qualified staff, contribute to the development of 
vanguard technology projects and the growth of generations of specialized 
and expert researchers.
Lafert cooperates with IRIS LAB
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2.9 Cybersecurity and Data protection
The protection of personal data and IT security are primary objectives for Lafert S.p.A., whose commitment 
is embodied in a series of parallel and coordinated activities, also using the services of external consultants. 
The Company’s decisions and operations that may have impacts on Cybersecurity or on personal data 
protection are carefully weighed by the personnel in charge. Vigilance on compliance and continuously 
updating any corporate policy on cybersecurity and personal data protection is made possible thanks to a 
privacy compliance programme, in which the roles and responsibilities relating to the fulfilment of obligations 
in matters of personal data processing are assigned according to the specific skills of the employees in charge.
The Company has also adequate information notices on privacy, processing register, privacy policy and cookie 
policy on its website, internal procedures for the management of the main privacy obligations as well as 
protected IT systems constantly updated by the responsible departments, in order to be able to assure, always, 
the highest standards of data security and integrity.
The choice to adopt the new ERP software was a steppingstone for the company’s growth of Lafert S.p.A. This 
allows to manage the information in a safe and sequestered way, tracking all the transactions while keeping 
to the existing database platform in DB2 (AS400). At the same time, the possibility of a cloud shift towards 
Oracle is being evaluated.
Cybersecurity is a pillar of the Company, and for this reason, Lafert S.p.A. armed itself with an advanced 
system for data traffic management in the network such as DarkTrace, which, thanks to its AI engine Antigena, 
verifies the standard traffic trend in order to intercept eventual anomalies and automatically answer according 
to every single suspect event.
In 2023, the new training course on Cybersecurity will be implemented. It consists of a multiyear web-based 
program which aids the users in the comprehension of the risks that may arise during the daily work function. 
Besides the informative pills, the course consists also of practical tests and simulations of the consequences of 
a possible incorrect answer.
To safeguard the Company means also protecting the know-how, which is to say the process of engineering 
and manufacturing the final product by means of PDM-PLM software. This project has already been started and 
is currently in the stage of development and implementation on the PDM side.
In order to better safeguard personal data, the Company limits collection as much as possible, in compliance 
with the principle of data minimisation, making sure to specify, from time to time, the specific legal basis 
legitimising the collection and processing of said data, providing any useful information that might be required 
to exercise the rights of the data subjects. 
In particular, the Company has long established an in-house governance on the collection 
and processing of personal data, preparing and implementing internal procedures on 
security, data protection and periodic personnel training and information activities. 
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In B2B dealings, the integrity and confidentiality of any personal data exchanged during the execution of 
commercial contracts is guaranteed by clauses specifically designed for the purpose.
For some Group’s companies, owing to the recent takeover, an analysis of the procedures and general 
governance on personal data protection and cybersecurity is underway, in order to evaluate their consistency 
with the Company’s own Privacy Compliance Programme. If any amendments or integrations are required, 
they shall be promptly indicated to the companies recently taken over, and thorough compliance therewith shall 
be monitored and assured by the Company.
The Company’s commitment is proved by the fact that no data leaks, theft or loss has been recorded, nor 
have there been to date any reports or notices of investigation proceedings being initiated by the competent 
Authorities.
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2.10 Regulatory Compliance
Likewise, at the date of preparation of this Sustainability Report, there are no pending environmental disputes. 
As of today, no complaint nor report from outside or regulatory bodies has been received by the Company for 
failing to comply with the social and economic laws and regulations, among which anti-competitive behaviour, 
antitrust and monopolistic practices; nor have any penalties been imposed for breaches on product safety 
regulations, on industrial and intellectual property, marketing activities, or for anti-competitive conduct. 
Moreover, Lafert established internally a multidisciplinary committee called Team Chemicals, coordinated by 
the Health Safety & Environment (HSE) and the Quality Assurance (QA) offices, which deals with the analysis 
of the incoming chemical products in the business site and the production process. This Team analyses both 
the aspects linked with the use of chemical products by the employees, those linked with the surrounding 
environment, and finally those linked with the product, by the adherence to the Reach Regulation and RoHS 
Directive.
Overall, the Organisation did not report any relevant case of non-conformity to the laws and regulations in the 
timeframe of reference.
During 2022, as in the previous year, there were no events that gave rise to sanctions 
and/ or litigation for non-compliance with laws, standards, regulations on the 
environmental matters.
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3.	 Infrastructural capital
3.1	
Production facilities
3.2	
The production process
3.3	
Innovation and digitalisation
3.4	
Research, development and patents
SUSTAINABILITY REPORT 2022
64

•	 Lafert Group consists of six production units: four in Italy, one in Slovenia and 
one in China, with and extension of over 50.000 m². To these is added the 
acquisition of the over 67.000 m² area in front of the headquarters in San 
Donà di Piave which will be progressively built for a maximum of 33.891 m².
•	 In 2022, more than 1.2 K motors were produced.
•	 For its dimension, the Group performance is inevitably related to an accurate 
management of the production process, to a correct implementation of all 
phases of the production cycle and to a planned management of the tools and 
resources available, in particular the maintenance of the machinery fleet.
•	 Innovation and digitalization are the basis of the constant improvement of 
both the company’s production capacity and its positioning in the market in 
terms of offered competitive advantage.
•	 The R&D Department follows and anticipates the main market trends by 
designing and testing new and increasingly innovative solutions, especially in 
synergy with the other companies of the Sumitomo Group. Over the last few 
years, it has activated several collaborations with Universities, Consortia and 
other Research Institutes.
•	 As of December 31, 2022, the Lafert Group can count on one valid patent, two 
utility models and one design patent.
SUSTAINABILITY REPORT 2022
65
HIGHLIGHTS  |  Infrastructural capital

27.000 m2
Total area
548
Employees
Activities:
Asynchronous Motors,
PM Synchronous Motors
2.458
motors/day
573K
motors/year
3.1 Production facilities
The production activity takes place in 6 innovative production facilities.
Lafert S.p.A. - Headquarter
San Donà Di Piave, Venice - Italy
 Extremely efficient synchronous and asynchronous, three-phase, single-
phase and self-braking electric motors are manufactured at the facility of 
Lafert S.p.A., the Group’s historical production site, for the most diverse 
uses and applications.
A virtuous mechanism is in place for the management of the emulsified water used in machine tools: the 
emulsified water is separated by means of an internal evaporator that separates the aqueous phase from the 
oily phase. The oily phase is then disposed of with an authorised supplier while the aqueous phase is reused 
to fill the storage tank of the fire-fighting system and is reused by the foundry department for production.
Leak tests are regularly conducted on the compressed air system in order to limit leaks and carry out 
preventative maintenance. The compressor unit is managed with specific monitoring and recently underwent 
energy optimisation procedures. 
All electric consumption is recorded and broken down by category (production services, general and auxiliary 
services) as well as other consumption (e.g. water) in order to take action in the event of abnormalities and 
to enable its monitoring.
 In recent years it has significant expanded thanks 
to a new production plant designed with automated 
lines and integrated systems according to Industry 4.0 
principles. In 2021, installation of a 370 kw photovoltaic 
system began.
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Lafert S.p.A. - Building 1
San Donà Di Piave, Venice - Italy
This new production site, inaugurated in 2022 and located in San Donà 
di Piave near the historic headquarters, was built to face a customer’s 
specific request pertaining to a line of products with low varieties and 
high volumes.
Considering the type of business, regarding the production plants 
and their management, the company decided to aim at the highest 
achievable levels of technology and automation, implementing also the 
complete traceability of the product, starting first from the raw material 
until the finished motor, fully exploiting the potentials of the Industry 4.0.
The site includes an additional productive area, currently not in use, with the possibility 
of dedicating it to new productions for future projects.
6.000 m2
Total area
52
Employees
Attività:
PM Synchronous Motors
447
motors/day
104K
motors/year
67
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Lafert Servo Motors S.p.A.
Noventa di Piave, Venice - Italy
Highly customised, cutting-edge and highly efficient brushless servomotors 
are produced at this facility, intended for industrial automation. 
The entire production process of all brushless motor components takes 
place at this plant, allowing to achieve a high degree of flexibility, as well as 
products with a high level of reliability and quality.
Leak tests are regularly conducted on the compressed air system in order to limit leaks and carry out 
preventative maintenance. The compressor unit is managed with specific monitoring and recently underwent 
energy optimisation procedures. 
All consumption is recorded in order to take action in the event of abnormalities and to enable its monitoring.
 The strength of this production facility is the 
combination of asynchronous technology with 
the features of servomotors, achieving ever more 
innovative product transformations.
5.500 m2
Total area
219
Employees
Activities:
Brushless Servo Motors, 
Gearless Machines
769
motors/day
179K
motors/year
68
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Lafert Servo Drives S.r.l.
Bologna - Italy
 The production of specific components for industrial automation takes 
place at this facility, specifically, drives to control brushless servomotors. 
Lafert Servo Drives S.r.l. also develops customised solutions based 
on specific customer’s needs, while supporting energy savings and 
environmental sustainability.
All consumption is recorded in order to take action in the event of 
abnormalities and to enable its monitoring.
ICME S.p.A.
Fusignano, Ravenna - Italy
 This production site is dedicated to the development of small and 
medium sized asynchronous motors where quality, strenght and speed 
of delivery are the essential features. 
 The in-house engineering department supports customers in the design thanks 
to the know-how acquired in specific sectors and becomes a project partner.
All consumption is recorded in order to take action in the event of abnormalities and to enable its monitoring.
 Strongly geared towards the customer and highly 
focused on customisation, the production of this site 
is specialised for niche applications. 
800 m2
Total area
13
Employees
Activities:
Servo Drives - Design and 
Assembly
38
drives/day
8.700
drives/year
4.200 m2
Total area
70
Employees
Activities:
Asynchronous Motors - 
design and assembly
1.338
motors/day
307K
motors/year
69
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Lafert (Suzhou) Co. Ltd.
Suzhou - China
Inaugurated in 2012, this facility is wholly devoted to the production 
of brushless servomotors and gearless motors for lifts, catering for the 
Asian market.
 The direct presence ensures a marked decrease in delivery time frames and transport 
costs, while continuing to assure the quality of Lafert-branded motors.
All consumption is recorded in order to take action in the event of abnormalities and to enable its monitoring.
Lafert Elektromotorji D.o.o.
Nova Gorica - Slovenia
 Lafert Elektromotorji D.o.o. production facility, is located at the Italian-
Slovenian border and has become over the years a centre of excellence 
in the production of windings for the Italian production facilities. 
Professionalism and timeliness in dealing with the requests of production 
facilities have turned it into a cornerstone of Lafert Group’s growth.
This production facility supports the constant growth in 
production capacity and promotes the implementation 
of ever more compact-sized and efficient designs.
All consumption is recorded in order to take action in the event of abnormalities and 
to 
enable its monitoring.
 Thanks to this production facility located in China, 
Lafert Group is able to address the growing 
demand for motors on the Asian market, by long-
standing customers as well as by fast-growing local 
companies.
5.500 m2
Total area
74
Employees
Activities:
Brushless Servo Motors, 
Gearless Machines
243
motors/day
58K
motors/year
2.000 m2
Total area
90
Employees
Activities:
Windings for 
Asynchronous Motors
1.430
windings/day
333K
windings/year
70
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The performance of an industrial Group of Lafert’s dimension is inevitably correlated with an accurate management 
of the production process. The correct implementation of all the stages of the production process requires a careful 
and planned management of the available tools and resources: the machinery, equipment, materials, paints, and 
other necessary resources for the manufacturing of the final product are key components of the creation process of 
the company’s wealth. A meticulous planning of the logistics, the management of orders and incoming materials is 
also of primary relevance, as well as the management of the production waste, the scrap recovery and the analysis 
of the energy consumption constitute additional elements of significant impact both under the perspective of cost 
efficiency and of the parameters of Lafert’s sustainability.
Such characteristics and peculiarities of the production process of the Group are the foundation of the upstream 
creation of the wealth generated by the company and distributed between its stakeholders.
Hereinafter are highlighted in detail said characteristics of the production process of Lafert Group.
Machinery park management
In order to rely on a high-quality and efficient machinery park, almost all the critical machinery installed in the 
production area is subjected to preventive analysis and maintenance.
On the other hand, the maintenance of the older machinery is primarily done by the internal squads, which 
“manually” register the type of intervention required; during the interventions, the responsible operator, aside 
from intervening as necessary, reports the critical components to order the necessary spare parts so as to 
guarantee a swift repair in case of malfunctioning.
For what concerns the new machinery, especially the specific and customized systems, multiyear periodically 
programmed maintenance mandates are signed to guarantee the correct and efficient functioning.
The new MES (Manufacturing Execution System) currently at the installation stage, while serving for the data 
collection of the production, will also implement the module for maintenance management: this enables the 
scheduling of the maintenance interventions by opening a “ticket” directly from the production in case of 
breakage and, at the same time, allows to manage the programmed maintenance thanks to “alerts” specifically 
dedicated to their deadlines. All the interventions are then digitally registered alongside the list of the replaced 
or maintained parts.
Order management and material planning
The motor orders are inserted and elaborated through two main processes: the direct input by the Customer 
Support, respecting the load availability of the lines as supplied by the Production Planning, or by the Production 
Planning themselves, through the execution of the MPS (Master Production Schedule) to input the orders which 
cover the warehouse stock, or the forecast supplied by the costumers.
The first category is input by ERP and then imported into Cyberplan, a program which manages the analysis 
of the demands and scheduling of the orders; the second category is input by Cyberplan and subsequently 
imported into the ERP system.
3.2 The production process
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Independently from the input channel of the orders, the material demands are exploded by the Cyberplan MRP 
system (Material Requirement Planning), which, basing the calculations on the set stock, the minimum/multiple 
batches of reorder, storage, and the forecast goals, elaborates the purchase/production offers which are then 
analysed and released by the Production Planning.
At least once a year, if not after specific inputs such as, for example, product phase-out, the consumption trends 
are analysed and, consequently, the numbers of stock and minimum batches are updated in order to reduce 
the risk of obsolescence to the minimum.
Logistic deals
To guarantee shorter times of delivery and a better service level, logistic deals are signed with some customers 
to ensure the stock of critical components, provided the customer’s commitment to guarantee an established 
rotation of the warehouse.
In these deals, there are always clauses of obsolescence present, so the customer, facing a “phase out”, must 
guarantee, depending on the type of product, a forewarning which may vary from 3, to 6, to 12 months.
Inbound and Outbound Logistics
The management of Lafert’s logistics is divided into three main macro-categories: intrabranch logistics, inbound 
logistics and outbound logistics.
• The intrabranch logistics involves all the transportation of materials between the different plants of the Group 
(ex: from San Donà to Noventa, or from San Donà towards Slovenia and the other way around) and it is 
managed both by the company’s own means of transport and by specific local carriers. Considering the 
constant flux of materials between the different sites of the Group, the optimization of the transports is easily 
achievable and only in exceptional cases the transports are not fully loaded.
• The inbound logistics involves suppliers from different geographic areas and far from each other, so it is 
managed with the support of the big players in the field of transportation, which are able to optimize with 
groupage the small shipments thanks to their thick web, and also with the support of local carriers; in the second 
instance, the transports are optimized by identifying a group of suppliers in a common geographic area and 
the transports are scheduled, usually on regular basis, both to deliver the materials to the subcontractors and 
to collect the machined components.
• The outbound logistics concerns the commercially agreed restitution with each customer. For the customers 
with restitution DAP (Delivery At Place), Lafert commits to directly managing the transport: in this case, the 
company relies, according to the serviced geographic area, on suppliers that guarantee the most coverage 
alongside the best service, both in terms of punctuality and in terms of costs. The logistics department, aligned 
with the production and verifying the dates requested by the customer, schedules the collection of the goods, 
incorporating and optimizing the arrival destinations. In the case of EXW restitution (EX Works), once the 
material is stocked in the warehouse, the customer is notified of the goods ready for delivery and schedules 
the collection with the chosen trusted carrier; some customers can also count on a dedicated portal to book the 
collection directly. For overseas shipments, the containers are booked from time to time, calculating to optimize 
the transport by loading a 40-foot container. Since 1st January 2003, after the merger and considering the 
different plants share several customers, some actions were initiated to explore possible synergies in the 
logistics area in order to reduce the number of carriers and optimize the management.
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Data collection and analysis of electric consumption
Digital counters were installed on all the main electric lines, divided by driving force and light force, in order 
to detect the electric energy consumption of the different productive areas.
The consumption, expressed in kW/h, is monthly detected and manually registered in order to keep track of it, 
so as to verify eventual significant deviations from the consumption average or to consider possible bettering 
actions.
The next step will be to connect the counters to the net, in order to detect automatically the data and improve 
the usability thanks to the remote reading.
Painting area
In the last years, in addition to progressively transitioning from solvent-based paints to water-based paints 
(which currently consist of more than 90% of the total consumption) electronic systems for the management of 
paint and colours were installed to reduce the waste and optimize the consumption.
The new Multi Spray system allows to mix instantaneously the two components necessary for the paint catalysis, 
consuming only the required quantity and eliminating the process of manual preparation which, based on the 
consumption estimates, led to the waste of significant quantities of material.
The tintometer, on the other hand, allows to prepare internally, and only according to necessity, even small 
quantities of special colours which, having low consumption rates, would lead to the proliferation of the paint 
stock with consequent waste risks, not to mention the obsolescence of the colours.
Tools storage system
Considering the significant consumption of small tools, especially in the machining departments, an automatic 
set of drawers was installed as a pilot project for the management of special tools of higher value.
Once they scan their badge, the operators can request the retrieval of the desired tool; the system, after 
initialising the request, will make available and identify by a led light a drawer and its related subcompartment 
from where the operators may retrieve the tool.
This will allow us to monitor punctually the retrieval of each tool, giving the possibility to analyse eventual 
anomalies in consumption, and reduce waste.
Manufacturing waste management and scrap recovery
The major quantity of scraps generated by the production is mostly produced by the process of stamping 
(scraps of magnetic metal sheets), mechanical machining (aluminium and steel) and windings (copper).
The scraps of the stamping process are collected through magnetic bands, one for each machine, and 
transported outside in a big tank from which the scraps are daily retrieved and processed by specialized 
companies. The used stamping moulds are designed with the ultimate goal to reduce the scrap: the produced 
waste, then, is minimal.
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The scraps of the mechanical machining are mostly divided into bar or extruded shavings and clips. The clips 
are produced by the cutting process, as a consequence of manufacturing shaft machining or the boxes made 
from extruded pipe.
Regarding the extruded pipe, analyses were run to set the optimal lengths of some high-rotating specific codes, 
in order to reduce the waste to a minimum.
As long as the process to optimize and reduce the clips of steel bars is concerned, since the bars are purchased 
in standard measures of approximately 6 m, the merging and the sequencing of work orders which share the 
same raw material is established, reducing the setup and correlated waste of the end of the lot.
The disposal of metallic shavings and clips also requires the division by material type and, subsequently, the 
collection by specialized companies.
The copper scraps, produced by the winding process, are retrieved in designated containers located on the 
side of each working station; subsequently, they are collected in a single container, which is weighed and 
emptied on a mostly regular basis, always registering the weight and the date of emptying.
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3.3 Innovation and digitalisation 
The R&D team and the innovation creation process
Lafert Group faces new challenges daily with a clear vision of continuously improving the market’s production 
capacity: energy saving and product customisation are the two cornerstones to increasing performance and 
reducing environmental impact.
Its activities rely on the support and collaboration of the Technical Department, particularly regarding mechanical 
design, the creation of BOMs (Bills of Materials) and laboratory tests.
Under a perspective of continuous evolution and development of new platforms, Lafert embarked on a 
collaboration path with the University of Bologna, aimed at researching new advanced technological 
solutions through the use of “general purpose” software and firmware modular systems for high-performance 
motor control. Additionally, contacts with the University of Padua were also established to evaluate possible 
collaboration strategies with this athenaeum.
Lafert is also a member of the Research and Innovation consortium called IrisLab. Said consortium will be 
acknowledged as a technological platform for the launch of projects based on innovative and high-efficiency 
technologies.
Moreover, aiming at furtherly strengthening the product synergy projects between Lafert and Sumitomo, the 
R&D team has been recently enriched with a senior electrical engineer and a senior mechanical engineer from 
the Sumitomo R&D. 
The innovation in Lafert Group is developed through the R&D structure, a part of 
the “Business Development” area, which currently includes a team of two electrical 
engineers and one mechatronic engineer. The goal of the R&D structure is to study and 
develop solutions that can ensure the medium-long term competitiveness of Lafert’s 
products, following and possibly anticipating the main market trends. In particular, the 
R&D department deals with the analysis, electromagnetic design and testing phase of 
asynchronous and synchronous electrical motors.
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Integrated innovation: Lafert and Sumitomo
Lafert Group develops highly innovative, customised and high-quality products through its technical departments 
in the country and the R&D department. 
More efficient and optimised motors and drives nowadays represent cutting-edge integrated solutions for some 
important industrial sectors. The combination of these two elements is the ideal platform embodying Lafert 
Group’s DNA and its in-house skills, thanks to which the Group has been able to tap into many new ideas 
and tackle challenges aimed at developing technologically innovative products in synergistic action with the 
other companies, to integrate Lafert Group’s skills with those, albeit different, of the companies in the Sumitomo 
Group. Lafert Group’s diversification policy is the spark from which innovative products can be born that 
anticipate the future. 
Indeed, right since the Sumitomo Group took it over in 2018, Lafert Group has embarked on a process of 
further development of its technological areas and investments, some of which are already available while 
others will be available within the next three years, to support this ambitious project, which can be summed up 
in four lines of development:
1. New innovative solutions and products that anticipate future market needs; 
2. Continuous improvement of offerings and catalogue of products with ever-new customisations and features; 
3. Research and development activities aimed at identifying new technologies conducive to future applications 
that might pave the way to new business opportunities; 
4. Developing technologies in the electrification and digitalisation area, the purpose of which is an increasingly 
more sustainable and resilient future, where the focus is on man and the environment, even in the relationship 
with machines. 
Energy &
Lifeline
Logistics &
Construction
Industrial
Machinery
Mechatronics
(PTC - Power Transmission & Controls)
America
Asia
EMEIA
Despite the diversity in product types, Lafert Group appears perfectly cohesive and 
single-minded in pursuing objectives with the Japanese parent company Sumitomo 
Heavy Industries, Ltd. (in particular, PTC Power Transmission & Controls division); this 
result is possible thanks to constantly liaising with it daily. 
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Lafert’s innovation and continuously evolving solutions are made possible by the ability to streamline integrated 
industrial processes at the highest technological and safety level, with a particular focus on reducing the 
environmental impacts of production to the minimum. 
For Lafert Group, developing new, highly innovative and technological products means equipping companies 
with tools that reduce their environmental impact.
The innovative projects of Lafert
Lafert’s innovative projects are focused on the development of the leading market trends, which can be summed 
up as:
• energy savings;
• electrification;
• digitalisation;
• optimisation of weights, dimensions and materials use (compact and integrated solutions);
• product safety.
Development of integrated gear motors and servo gear motors IE5
In this process of synergic strengthening with Sumitomo, the collaboration is defining a 
new array of integrated gear motors equipped with IE5+ efficiency class motors (that 
is to say with better performance compared to what is currently expected from the 
highest defined efficiency class). Sumitomo offers integrated gear motor solutions 
among which, paired with the vast array of Sumitomo gears, figures an IE3 
asynchronous motor: the goal of the project is to update the array integrating 
in the same mechanics electromagnetic parts of Lafert’s PM motors with IE5+ 
extra-high efficiency. The purpose is the efficiency increase, given the rising 
sensitivity of the market about energy saving. The year 2022 saw the halt of 
the array (0.55 -> 7.5 kW), the dimensioning, cost analysis, and prototype 
manufacturing for the trial tests. The test stage will take place during 2023.
Keeping to the synergy projects with Sumitomo, an array of servo gear motors integrated 
with Sumitomo right-angle gear with hollow shaft is being developed. The non-finned mechanics 
without ventilation is especially suitable for Beverage applications, for cleanliness and hygiene reasons. 
Specifically, an array which involves the integration of n.3 Sumitomo high-efficiency gear sizes with n.3 Lafert 
latest-generation servomotor sizes (ultra-compact “U” series) is being worked on. The purpose of the project 
is to develop an array of gear motors, scalable 0.4-2.7 kW, extremely compact, with extra-high performance 
(IE5+), speed up to 3000rpm, with encoder option and integrated drive. Specifically, the designing of the 
new mechanics to integrate motor and gear is in progress, as well as the manufacturing of prototypes and the 
validation tests.
HPI motors with integrated drive
The update of the HPI 2.0 array with integrated drive (sizes 71, 90 and 112) with better performances and 
features was completed. The launch of the series production is planned for the start of 2023.
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IE2 Monophase asynchronous motors
The design of the monophase asynchronous motors array for the increase of the IE2 efficiency class was 
started, in adherence to the European regulation 2019/1781 which requires this qualification for monophase 
motors from 0.12 kW power, starting from 01.07.2023. The range will comprehend the power 0.12-2.2 kW, 
both in 2- and 4-pole versions.
Development of ferrite-assisted synchronous reluctance motors
The year 2019 marked the start of the development of ferrite-assisted synchronous 
reluctance motors (F.A.S.R.), a technology that makes it possible to achieve high 
efficiency (IE4-IE5) without using rare-earth-based magnets.
In these motors, it is possible to place the magnets inside the rotor plate instead of on the surface. Therefore, it 
is possible to reach high rotation speeds (e.g. 9000rpm), which produce significant power densities (kW/kg). 
A 132 rating was developed in 2019-2020 for a variable speed screw compressor for HVAC applications. 
In 2021, prototypes were also made in other ratings (frame sizes 71 and 90), optimising, in particular, the 
noise level, including variable speed pumps and fans as a possible sector of application (quadratic torque 
applications), where this type of motor shows, among other things, a less pronounced decline in efficiency as 
the speed decreases compared to a conventional SPM synchronous motor. 
The main advantages of this type of motor are the cost 
(the significant price fluctuations of Neodymium-based 
magnets are avoided) and environmental sustainability, 
given the lower impact that the production of rare-earth-
based magnets has on the environment nowadays.
However, the torque density of these motors (Nm/kg) is lower 
than that of motors with rare-earth-based magnets. 
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Automated Guided Vehicle Projects
Also, in 2021, R&D worked on AGV projects (Automated Guided Vehicle), where a 
range of wheel motors with the relevant drive was developed; of particular interest 
is the emerging market of (electric) traction by wheel motor of small agricultural 
machines, as part of the growing electrification trend of the farming sector 
(Agriculture 4.0).
Always on the topic of electrification, Lafert was also involved as a significant global player in the production 
of the electrical drive motor for off-road machines for agriculture, construction, earthmoving and material 
handling, with powers up to 275 kW, which Lafert was asked to produce, but also to streamline product and 
processes.
About drives, owing to the product’s history and specific expertise, Lafert Servo Drives S.r.l. has always focused 
on the design of particular drives for the control of permanent magnet motors. As a consequence, it has always 
made its products seek more significant energy efficiency.  
Specifically, in 2021 Lafert Servo Drives S.r.l. worked to broaden the range of products designed for AGVs 
(automated guided vehicles). The designers of Lafert Servo Drives S.r.l. created a new, compact-sized Drive to 
replace a previous, decidedly larger drive. Work focused on achieving greater efficiency of the drive + motor 
package and reducing the drive size, which also makes it possible to reduce the environmental impact by 
reducing the plastic and components used in the drives.
To meet the needs in this sector, the development of the 
extension of the AGV range is underway with Sumitomo, 
initially designed for use within the factory, at higher 
torques, to meet the needs of the agricultural sector, 
where there may be bumps and slopes. Projects were not 
limited to traction: for instance, in another exciting application, 
electrification concerned a sprayer, in which the AGV package was applied, 
although without the gearbox.
Indeed, the volume of the compact solution is indicatively 1/8 of the standard version. 
Furthermore, the weight was significantly reduced, from 1,480 grs. for the standard 
product to 290 grams for the compact product, with positive impacts on waste 
management in the event of scrapping.
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Drive-in projects
In 2021 Lafert Servo Drives S.r.l., in synergy with ICME S.p.A., explored the possibility of developing a new 
range of products, called “Drive-In”, in which low efficiency single-phase motors will be replaced by IE3 three-
phase motors (hence with higher efficiency) fitted with an appropriate Motor Inverter. These devices might be 
used in more complex systems (e.g. vacuum pumps), which will work in the S1 Duty Cycle, i.e. continuous 
cycle, thereby assuring significant savings in energy consumption. 
Projects for large fans for industrial and agricultural applications
Finally, in 2021, the range of products regarding large fans for industrial and farming 
applications was revised. Based on the second generation IFM (Integrated Fan 
Motor), a product consisting of a permanent magnet motor was developed, fitted 
with a specific drive. These systems were designed to prevent air stratification. 
Each linear metre in height corresponds to an increase of one-degree centigrade in temperature; therefore, 
in a 7-metre high industrial building, the difference between the ceiling and the ground is at least 7 degrees!
Project for the safety of test engineers
These benches will be equipped with intrinsic safety devices, reducing the likelihood of human contact with 
energised parts of drives and preventing the possibility of contact with moving motor parts. 
Finally, controlled access areas will be in place to prevent unskilled and unauthorised personnel from entering 
areas where electromechanical work is being carried out. 
Indeed, the hot air produced by heating systems inevitably 
rises upwards, stratifying under ceilings and then slowly 
dispersing outwards, making the high costs incurred by 
companies to heat premises ineffective and unaffordable. 
The waste in terms of energy and expenses are all the more 
significant, the taller the structure in question and the poorer its 
roof insulation. 
Work is also being carried out at Lafert Servo Drives S.r.l. on the design and development 
of new test benches to increase test engineers’ safety, thereby increasing the quality of 
Lafert’s products.
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3.4 Research, development and patents
Lafert Group, as evidenced by some important projects described in the previous paragraphs, conducts 
research and development activities in synergy with its customers.  
The strategy is to start from precise market demands, based on which projects are initiated, to create products 
that address these demands. Thanks to this strategy, Lafert can achieve significant savings in resources and 
higher efficiencies in identifying and addressing market trends and its customers’ demands. 
Patents and Utility Models
Valid patents and utility models at the end of 2022 were as follows:
• the patent, developed in recent years in three countries, i.e. Italy, China and USA, for “rotor of permanent 
magnet electrical motor”: concerns the IPM rotor (Interior Permanent Magnet) with ferrite magnets, developed 
for application on hydraulic pumps, in particular, it concerns the type of skew adopted, to optimise the noise 
level and at the same time the process in this type of rotor, specifically the rotor has a continuous skew of the 
external shape, but the linear internal structure still allows magnets with standard parallelepiped shape to be 
housed. It was filed in Italy in 2014 and then extended to China and USA. It has a validity of 10 years.
About utility models, the patents filed are as follows: 
• “Stator component for concentrated winding permanent magnet synchronous”: it concerns the insulation 
solution between the coils of the winding of a permanent magnet motor with a concentrated winding, with 
the insertion of a plastic stick, suitably shaped, between the coils. It filed in China in 2015. It lasts ten years.  
• “Thermoplastic end-cap and concentrated winding permanent magnet synchronous motors”: it concerns 
the insulation solution of the winding heads from the pack of laminations in a permanent magnet motor 
with concentrated slot, by using a plastic component, suitably shaped, also for proper routing of the coil 
connections, to be placed at the ends of the lamination pack. It filed in China in 2015. It lasts ten years. 
 
The Group also holds a Design patent called “Electric motor”. This concerns the peculiar features of Lafert’s 
servomotor aesthetics, such as the shape of the case. It was filed in China in 2015.
The Group’s R&D expenditure has been increasing significantly recently, from just over 
one million euros in 2020 to nearly 2 million euros in 2022. Through these projects, the 
Group has also secured two patents, two utility models and one design patent. 
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4.	 Relational capital 
4.1	
Customer relations
4.2	
Customers’ priorities
4.3	
Quality, safety and reliability of the products
4.4	
Responsible marketing
4.5	
Suppliers: supply chain management
4.6	
Relations with the local area
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•	 The success of Lafert Group is linked to the strong appreciation of the products 
by the market, influenced by the high quality and variety of the products 
offered, the high efficiency of the motors and the strong customization of the 
proposed solutions, perfectly adaptable to infinite fields of applications.  
•	 The Group adopts a co-engineering approach with the customer, developing a 
very strong relationship and mutual trust that favors fruitful and long-lasting 
collaborations.
•	 The quality, safety and reliability of Lafert motors are guaranteed by the ISO 
9001: 2015 Certification – “Quality Management System” which covers all 
management processes, from design to shipment through the very important 
testing phase.
•	 All motors produced are subjected to test and control at all stages of the 
production cycle, and to final testing before delivery to the customer.
•	 For its products, Lafert has both safety and efficiency certifications to guarantee 
compliance with national, European and global directives.
•	 The Group’s commitment to improving environmental impact has been 
recognized by the Ecol Design Award 2022, which rewards the most virtuous 
companies in sustainability. 
•	 The link with the territory and the involvement of the local community were the 
basis of the celebrations of the 60th anniversary organized by Lafert Group in 
September 2022, to which all employees and their families, local authorities 
and main Sumitomo stakeholders were invited.
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4.1 Customer relations
Lafert Group’s success is significantly linked to appreciation of its products by its customers, which is influenced 
by the quality of the products offered, allowing the Group to achieve margins in line with or higher than those 
of competitors.
Flexibility and reliability assure customers’ confidence and strong visibility in the international competitive 
arena. From robotics to renewable energies, material handling to air processing, or even the most diverse 
industrial machineries, the fields of use for our products are endless. For this reason, we are the ideal partner 
to supply high-performance solutions for all applications
The integration of Lafert Group into Sumitomo multiplies the opportunities for collaboration with global partners 
and gives us the opportunity to intensify our international presence.
A new CRM3 was also introduced, which will include possible improvements in the project sharing both inside 
Lafert and in the SHI world, especially for synergic projects or customers in common with SHI.
In March 2023, an ad-hoc training course was held and, in the future, Lafert expects to identify improvements 
in the market approach, both in terms of expansion of the offer and optimization of the response time, with 
special regard to the new leads.
Finally, the Sales team was organized with a special focus on applications: consequently, the activities will 
not be divided by geographic areas any longer, but rather by application, introducing the figures of the 
application manager and specialist, who will be the directional contact person for the entirety of the Lafert 
products, both for the market and the sales network.
Lafert’s main target markets
Lafert’s customers are mainly manufacturers or distributors in the following fields:
Thanks to the co-engineering approach, the Group builds very close relationships and 
high mutual appreciation with its customers, which fosters profitable and above all, 
long-lasting relations.
Industrial
machinery
Air technologies
Material
handling
Lifting
HVAC/R
Renewable
energy
3	 Customer Relationship Management
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Plastic and rubber machines
The solid and compact design of motors designed for plastic and 
rubber machines makes it possible to use them under heavy-duty 
conditions. The motor overload capacity and high performance 
provide excellent dynamism, appropriate acceleration and 
deceleration control based on the speed and pressure managed 
by the system at any time, thereby increasing energy efficiency.
The diversity of applications and performance required for the 
motor imply a diverse demand for technologies, from asynchronous 
motors to high torque, water-cooled servomotors.
Lafert offers a wide range of motors suitable for the sector of 
rubber and plastic processing, as well as providing customised 
solutions on request.
Packaging/labelling machines
The efficiency of these machines focuses on cutting, folding and 
shaping precision. Products move on the line at significantly 
high speeds and undergo various operations, often only taking 
a few instants. 
The overall performance of a machine cannot disregard the 
possibility of quick and precise calibration, essential to assure 
proper speed and positioning settings.
Textile machines
Winding kilometres of delicate and fragile thread at very high 
speed without producing vibration, tears or sudden changes in 
speed, requires high-precision and a highly reliable technology to 
ensure accurate speed control.
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Industrial machinery

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Industrial machinery
Printing machines
The final result of the printing process directly shows the 
consequences of the quality level of the machine movements in 
terms of speed, accuracy and reliability. 
All the internal movements have to run and be perfectly synchronised 
with extremely short start-up times and high operation speeds.
Woodworking Machines
These customers are companies that manufacture large-scale 
industrial plants with the highest degree of automation but also 
small companies with high quality productions, which share 
specific safety requirements in the operation and locking of 
the machinery and an ever-increasing demand for reducing 
production times, while maintaining high standards of precision 
and quality.
Machine tools
These customers manufacture precision lathes, tools for grinding 
gears, machines manufacturing parts and components of other 
machines; the quality of the machinery and its products depends 
on some main aspects:
• possibility of dedicated design of internal components;
• absolute precision of the operating movements;
• low level of vibrations and cogging;
• maximum reduction of space and dimensions;
• ease of maintenance.
Food processing machines
Applications in this sector must first of all comply with the strict 
regulatory requirements regarding hygiene. The workplace is also 
made difficult by frequent and long washing, often carried out with 
aggressive chemicals. 
The manufacturing and packaging processes also require great 
ability for synchronisation and control, even at high speeds.

Conveyors
The extreme variety of possible applications, for example from 
mining plant to an industrial assembly line, conveying any 
combination of material from sand to chemicals, grease and oil 
in any environment or ambient temperature requires a motor for 
all seasons and environments. With long running hours and pre-
established constant speeds, significant targets for efficiency and 
performance will be specified.
AGVs
The AGV sector (Automated Guided Vehicles) includes battery 
powered applications for automated handling of materials or 
people within industrial facilities, which range from forklift trucks 
to automated vehicles for industrial cleaning and hydraulic pumps. 
The diverse application requirements range from motor efficiency 
to noiselessness of the control system and drastic reduction of 
emissions compared to conventional drive systems.
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Material handling
Robotics
Rapid short and segmented movements, operations requiring 
precise control of acceleration, braking and peak torque. Design 
and development of the machine are often carried out step by 
step with the development of the motor that can end up completely 
customised.

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Material handling
Gear reducers
A gearbox uses mechanical advantage to increase output torque 
and reduce rpm; the motor shaft is fed into a gear box and through 
a series of internal gearing provides torque and speed conversion 
with the best efficiency possible.
The efficiency focus and energy saving favour such machines.
Treadmills
Introduced before the development of powered machines to 
harness the power of animal or humans to do work. More recently 
are used as exercise machines for running or walking in one place.
The stability, the smooth running coupled with high efficiency and 
power consumption reduction favour such motors.

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HVAC/R (Heating, Ventilation, Air Conditioning/Refrigeration)
This sector accounts for 60% of global energy consumption and that is why it is under 
significant pressure by world Governments, which have mandated minimum efficiency 
levels, of the motor only at first and later of the entire machine (fan or pump combined with 
motor and control system).
Pumps
Pumps operate by some mechanism either reciprocating or rotary 
and consume energy to perform the mechanical work by moving 
the fluid. 
Long running hours for this type of application give an ideal 
opportunity to improve performance and reduce energy 
consumption.
Cooling Compressors
Widely used method for air conditioning and also used in 
domestic and commercial refrigeration. Application of a constant 
torque type with long running hours often at high speeds with 
speed control. It is an ideal opportunity for efficiency improvement 
and power consumption reduction. Ideal application to implement 
motorisations aimed at energy savings.
Fans
HVAC/R applications (Heating, Ventilation, Air Conditioning / 
Refrigeration) have typically a variable demand controlling either 
air pressure and temperature, water pressure and temperature, etc.. 
Typically HVAC/R applications are designed for continuous 
operation of such applications. Due to the continuous running of 
HVAC/R applications the electrical motors installed need to warrant 
and secure great resistance and high reliability.
In HVAC/R applications the most significant parameter to fulfil will 
be high efficiency level and energy performance to secure low 
running cost.

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Air technology
Applications in the sector of compressed air and vacuum technologies significantly contribute to the global energy 
consumption. Compressors, vacuum pumps and blowers generally operate for many hours per day and, since they 
require variable performance, they are suitable for coupling with high-efficiency motors that control speed via drives. 
Air Compressors and vacuum pumps
Air compressors convert power, usually from electric motors 
into a kinetic energy by compressing and pressurising air and 
on commend can be released in quick burst. Constant torque 
application with long service renders this application a target for 
efficiency improvement and energy consumption reduction. 
Blowers
Air blower generally uses centrifugal force to propel air forward. 
This type of load coupled with speed control and long running 
hours is a prime target for efficiency improvement and energy 
consumption.

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Lifting
Cranes and Hoists
This sector requires maximum progressive interventions, high 
accuracy and very low noise levels. The use of fitted brake with 
direct current, double braking surfaces and high braking torque 
ensures precise and reliable braking.
Safety and fast interventions are requirements that often result in 
customisation of the motor with the installation of special safety 
devices such as hand release lever.
Their installation in offshore plants or areas with tropical climate, 
require special treatments against corrosion and special coating.
Elevators and escalators
In recent years, the elevator market has witnessed a substantial 
technological shift towards the MRL (machine room less) systems 
with gearless traction that allow the design of reliable, noiseless 
and comfortable systems, thus overcoming the typical constraints 
of the traditional hoist.
The market requires compact size, higher speed, rapid braking 
and low noise levels.

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Renewable energy
Coolers
These installations often operate in harsh environments (offshore) 
and this demands guaranteed quality on special finishes and anti-
corrosion treatments offering resistance to chemicals and extreme 
weather conditions and aggressive environments. These are often 
motors designed for specific applications that require maximum 
customisation of the motor components such as shaft, flange and 
brake. Energy saving is extremely important in this sector as well. 
Yaw Drive - nacelle rotation
In order to generate a maximum amount of energy from wind, 
the optimal orientation and the positioning of the nacelle are of a 
fundamental importance.
The yaw mechanism requires reliable and efficient components. 
The robustness coupled with high reliability favours Lafert’s motors.

Types of customers
For each of the target markets analysed, Lafert builds the commercial relation with three different types of customers:
• OEM (Original Equipment Manufacturer), in other words, a company that makes products, parts or components 
used by other companies referred to as “parent company” which affix their own logo on them;
• Distributors, the entity that deals with marketing Lafert branded products to the end customer;
• 	Systems integrator, that is, a company that deals with integrating systems and machinery, even very 
heterogenous, in order to manufacture a single and functional end product that suits the end customer’s needs.
In Industrial Automation applications, the distributor is indeed a system integrator, which provides the machine/
system manufacturer with an all-round service, including study/sizing/configuration, supply of the motor/
drive/control package, commissioning at start-up and assistance on application.
In terms of geography, the Group’s customers are mainly located in six main areas:
• Italy
• German-speaking countries
• Scandinavian countries
• Rest of Europe
• North America
• Rest of the world
Scandinavian countries
Rest of Europe
North America
Italy
Rest of the world
German-speaking countries
SALES BY GEOGRAPHIC AREA
SALES BY PRODUCT RANGE
Asynchronous Motors
PM IE4/IE5
Synchronous Motors
Servo Motors
& Drives
18%
27%
55%
27%
20%
14%
5%
27%
7%
SALES BY APPLICATION
Wind
Material handling / AGV
Systems Integrator
Distribution, Partner, Engineering
HVAC/R
Air technology
Industrial Machinery
Robotics
25%
14%
11%
10%
7%
6%
17%
10%
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The customer acquisition process
The positioning of Lafert brand is high especially in the customised motor segment and the know-how is well-
established in certain application sectors.
Customer relations management
Customer relations are assured by a widespread coverage of the areas served, overseeing the whole sale process.
At delivery level, however, customer relations are entrusted to the various local Customer support officers, whose 
role it is to assure coordination of all resources, promptly processing requests and liaising with the customer.
At commercial level, the relationship is managed by Country Sales Managers, Sales 
Engineers or Agents. They have the task of acknowledging the customer’s needs, 
collecting their requests, guiding their choices, and monitoring their degree of satisfaction 
in the relationship with Lafert, with a view to developing new business opportunities 
related to the same customer.
That is why, in most cases, customers are acquired through search and direct contact by 
companies interested in the service and products offered by Lafert Group. In their turn, 
satisfied customers contribute to promoting and increasing the Group’s reputation by 
word of mouth. Trade fairs are another essential tool in promoting the Group’s image 
and reputation.
DIRECT CONTACT
“WORD OF MOUTH”
TRADE FAIRS
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4.2 Customers’ priorities
The ability to meet customers’ needs and anticipate their expectations is key to Lafert’s growth and it is essential 
in order to maintain and ensure the relationship is based on trust.
With this aim, the company has developed an action plan aimed at improving customer satisfaction through:
• Fostering innovation as the driver to improve product efficiency, aimed at the growth of enterprises, 
streamlining their processes and reducing environmental impacts to the minimum;
• Focus on the customer and on meeting their needs - such as quality and high product performance - through 
co-engineering activities;
• Looking for technological excellence as a response to customers’ needs;
• Pursuit of the well-being of the people who work at and for Lafert.
With these assumptions, in its relations with customers Lafert, also in line with the principles of the Code of Ethics:
• undertakes to meet their expectations, acting in good faith, with loyalty, fairness and transparency; 
• carries out its business respecting customers’ right not to receive products or services that do not conform to 
that agreed and which might be detrimental to their business; 
• addresses its customers’ demands, which might lead to improvements in the quality of the services and 
products offered; 
• refrains from engaging in conduct that may in any way undermine the integrity, reliability and security of IT 
or telematic systems and data of its customers and end consumers.
In order to contribute to an improvement of the Group’s commercial abilities, the market must be based on fair 
and loyal competition, i.e. on compliance with laws and regulations on the matter. 
The Group does not engage in unlawful or however disloyal conduct in order to obtain confidential information 
nor does it lead the personnel or customers to disclose sensitive information. Furthermore, it does not carry out 
sales to commercial counterparts that carry out unlawful ort risky activities.
Finally, it is prohibited to provide services, carry out sales or make agreements with the counterparts for the 
purpose of obtaining benefits of any kind. 
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4.3 Quality, safety and reliability of the products
The system adopted by Lafert, highly process-centred and aimed at assuring the highest level of quality to its 
customers, makes it possible to assure the utmost transparency in carrying out the various steps of projects, 
leading to the supply of customised and complex solutions in the expected time frames.
Lafert holds the ISO 9001:2015 certification of its Quality Management System, covering all management 
processes, from Research & Development to sales, from delivery and installation to after-sale support.
The Quality System has been designed to achieve the core objectives of design control which is often carried 
out jointly with the customer in order to adapt to the specific features of each request. 
Lafert’s Quality System also makes it possible to ensure compliance with legal regulations and international 
standards on quality and safety, starting from design all the way to internal and external production processes. 
The production process is verticalized, as a consequence it is thoroughly controlled throughout, by production 
personnel as well as by the facility’s Quality Control resources, and includes the following stages:
• Magnetic lamination stamping;
• Rotor Die-casting;
• Machining of shafts, rotors and components in cast iron and aluminium;
• Hand and Machine Winding manufacturing;
• Assembly;
• Painting.
Quality, conformity and safety are assured by adequate plans for testing, measurement and control throughout 
the production cycle (acceptance, fabrication, assembly and final), performed by trained and qualified 
personnel. Specifically, for example, upon final testing all manufactured motors from size 56 to size 160 are 
100% electrically and functionally tested prior to delivery to the customer, as follows:
For the purpose of traceability, all motors produced at Lafert Group’s facilities (regardless of the brand used) 
are identified with appropriate plates and markings that identify their origin, certify their compliance with 
applicable standards, define their electrical and performance specifications and above all ensure full traceability 
through production batch and/or serial numbers linked to ERP production orders.
Frequency
Test description
Type of test
100%
Winding resistance measurement
Functional test
100%
Continuity of thermal protector (if any)
Functional test
100%
High voltage test vs earth at 2.5/3.0kV ac
Safety test
100%
High voltage test between phases at 1.3/2.2kV ac
Reliability test
100%
External ground cable/connection at 25A (if any)
Safety test
100%
Insulation resistance measurement vs earth at 500V or1kV dc
Additional safety test
100%
No-load test: current, unbalancing and power or V/Ke
Functional test
100%
No-load test: noise and sense of rotation
Functional test
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Product non-conformity reports and complaints
Normally, the non-conformity report of a product or a process, generated by the Restitution and/or complaints, 
a non-conformity, scraps, and deviation in the manufacturing, and non-conformities imputable to the supplier 
starts a chain of actions, depending on the gravity of the issue, which focus on identifying the causes and 
planning activities meant to contain, correct, and prevent the repetition of the issue. Specifically:
1 - Containment actions
Regardless of the origin of the report, it is necessary to analyse the issue and define a containment action. 
Actions of this type are meant to “plug” or “resolve” a specific problem which manifested, attempting to limit 
the possible damage.
The containment actions are followed by a statistic and risk analysis to evaluate whether the considered case 
is a single/isolated one or whether it concerns a non-conformity classified as “grave”.
2 - Corrective actions
The corrective actions are meant to prevent a specific issue, especially a grave one, from occurring again in 
the future.
The corrective actions are usually initiated in the presence of deviations, variances or non-conformities which 
have already been verified/confirmed, whose resolution is not sufficient to prevent the phenomenon from 
reoccurring and so they lead to the necessity to intervene by correcting, revisioning or modifying one of the 
following elements which are typically at the origin of the issue.
3 - Preventive actions
The preventive actions represent the actions held in place to prevent the manifestation of potential non-
conformities and are usually short- medium-termed activities aimed at enhancing the effectiveness of other 
correlated actions (usually corrective ones).
The improvement process takes into consideration the reports directly originated from:
• first-part internal audits (of a process/product) and external audits operated by customers or Certification 
Bodies;
• the re-examination of the Lafert Group quality system;
• the periodic risk evaluation derived directly from the analysis of all single/isolated cases, and all the grave 
or recurrent non-conformities reported in a specific timeframe derived from non-conformities reported by 
customers, internally or by external suppliers.
Particularly, the output of these processes, followed by an evaluation in terms of risk/possibility, may generate 
corrective and preventive actions and chances for improvement.
The chances for improvement (generally reported by the QA function) are suggestions which may originate 
real and actual “improvement actions” normally used to increase the quality, reliability, potentialities, and 
performance of specific products/processes/technologies, besides improving managerial aspects, and so they 
represent one of the primary elements of the so-called “Continuous Improvement”.
These actions, in more complex cases, may be implemented through medium- long-termed “improvement 
projects” which may generally include investments and involve inter-functional work teams. Because of the 
technical-managerial complexity, the existence of economic and temporal constraints, the necessity to interact 
on an inter-functional level, and for the strategic importance that they normally imply, these improvement 
projects which require any type of investment, are usually managed and approved according to the modalities 
stated in the internal procedures of the organization.
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Usually, the time periods requested for the implementation of improvement opportunities/suggestions vary 
depending on the complexity of the actions to be taken.
Generally, complaints may come:
• directly from the customer;
• through the personnel of the sales area which operates on the market by name and on behalf of Lafert Group 
(agents, representatives, Key Account Manager, foreign branches, etc.);
• from other Companies of Lafert Group;
• from people and/or companies which have no direct contact with Lafert Group but are direct or indirect users 
of the products sold by Lafert.
The staff who receives the complaint have the task of verifying the completeness and the correctness of the 
received inputs before they proceed with the internal circulation/distribution. Once it is verified that the product 
or service in the object of the complaint originates from Lafert, that the inputs are complete and that the report 
has a reasonably objective foundation, the person who received the report assigns a complaint number to 
the communication. Where the reported issue is not easily resolvable by sharing data, documentation, or 
information, and so it requires more complex management, the most competent business functions are involved 
in order to evaluate the level of importance, gravity and urgency of the report, as well as the time frame of its 
resolution.
The resolution of a complaint involves the implementation of the most urgent or immediate actions suit to 
circumscribe, contain, limit, and possibly avoid the potential negative effects which may derive from a failed 
management of the reported issue.
At the end of the related evaluations, of the investigations and/or verifications, the assigned function has 
the responsibility to communicate the most suitable proposals to close the complaint. It is of fundamental 
importance to ensure that the received information/decisions are promptly notified to the complainant and that 
the closure of the complaint is opportunely registered in a specific form in order to guarantee traceability for 
future occurrences.
The resolution of a complaint does not imply necessarily the implementation of corrective actions, however, 
when the managing of a complaint identifies the causes which generated it, it becomes the assigned function’s 
responsibility to identify, promote, suggest, and/or implement (with the eventual support of the Quality 
Assurance area and/or of the involved functions) the useful or necessary corrective actions.
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The main certifications of Lafert
In order to guarantee quality and safety to customers, Lafert’s products are covered by a set of certifications 
assuring compliance with national, European and worldwide directives.
Below are the main certifications of Lafert.
CE Certificate
The CE mark, which means European Conformity Mark, consists of a specific 
graphical symbol (logotype) that guarantees to the consumer conformity of the 
product with all the provisions of the European Community that concern its use 
from design, to manufacture, to marketing, from commissioning of the product 
to disposal.
This symbol was created in 1993 and, on many products, it is mandatory for 
them to be marketed within the European Economic Area (EEA) which includes 
European Union countries and the 3 EFTA countries (Norway, Iceland and 
Lichtenstein).
Therefore, a product that is marketed in Europe must have the CE mark whether 
it is manufactured in China or in a European Union country such as Italy.
All Lafert’s products have the CE mark since 1995.
CSA Certificate of Conformity - Canada
The legal basis of reference for the safety of machinery and electrical 
apparatuses in workplaces, to  export into the Canadian market  consists of 
the Occupational Health and Safety (OHS) Act. This code, in addition to being 
legal in nature, also contains technical requirements and indicates the so-called 
consensus standards.
Lafert has the CSA certificate of conformity for AC motors.
UL Certificate of conformity
The UL Mark indicates that UL has tested representative samples of a product 
and assessed them as suitable for applicable standards or other requirements, 
in relation to their potential risks of fire, electric shock and mechanical hazards. 
The UL Mark on a product attests to the manufacturer’s constant conformity to 
applicable safety regulations. UL is the only independent certification body 
authorised to issue the UL Mark. The UL Mark is the most widely recognised, 
acknowledged and accepted proof of the conformity of a product to US and 
Canadian safety requirements.
Lafert has the UL certificate for AC motors, synchronous PM motors and 
brushless servo motors.
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CCC Certificate
The China Compulsory Certification (CCC) is a mandatory scheme in force 
since 2002. Before being imported or marketed into the Chinese market, 
products belonging to certain categories included in the CCC must obtain the 
relevant certificate. The certification obligation is valid for electronic products 
and others. 
The CCC certificate entails passing safety tests and EMC tests. Manufacturers 
must have their goods tested solely by certification laboratories in China. 
Furthermore, the relevant certificate of conformity must be issued by a 
certification body designated by the China Authority for Certification and 
Accreditation (CNCA).
Lafert has the CCC certificate for AC motors, synchronous PM motors and the 
range of ATEX Brushless Servo Motors.
EAC Certificate
In the last decade, the Eurasian Economic Union, consisting of the Russian 
Federation, Armenia, Belarus, Kazakhstan and Kyrgyzstan, has introduced 
new regulations that require mandatory EAC certification for industrial and 
consumer products in order to access these markets.
The EAC certification is therefore a mandatory requirement, very often included 
within the specifications of supply contracts, to be able to export to Russia 
and other member countries of the Eurasian Economic Union. Furthermore, the 
EAC certificate is mandatory also for distribution to CIS countries (Azerbaijan, 
Ukraine, Moldova, Tajikistan, Uzbekistan and Turkmenistan).
The mark is applied to products that have passed all tests of conformity to 
mandatory technical requirements. The conformity can be formalised in the 
form of certification or declaration, either serial or by batch.
Lafert has the EAC Certificate for AC motors.
UKCA certificate – UK Conformity Assessed
Since January 1st, 2021, UKCA has been the conformity assessment mark 
required for Great Britain (England, Wales and Scotland) and applicable to 
most products currently subject to CE marking.
Lafert has the UKCA Certificate for its products.
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Conformity to Directive 2014/34/EU ATEX - 3G/D for use in potentially 
explosive zones
With regard to the risk due to the presence of potentially explosive atmospheres, 
the European Union has adopted two directives on matters of health and safety.
Directive ATEX 2014/34/EU was implemented in Italy with Legislative Decree 
no. 85 19 May 2016 and applies to products marketed or commissioned as of 
April 20th, 2016. It applies to products marketed or commissioned as of April 
20th, 2016, defining the responsibilities of the main economic operators (art. 
6, 7, 8 and 9 of Atex Directive 2014/34/EU) and the methods for certifying 
products (art. 13 of Atex Directive 2014/34/EU).
Lafert has the ATEX Certificate for the range of Brushless Servomotors.
cURus certificate - UL Underwriters Laboratories Inc.
cURus is a certified mark certified by Underwriters Laboratories. The mark has 
been designed for the US and Canadian markets and, unlike the cULus mark, 
it is designed for semi-finished products that are part of larger products or 
systems. Adopting a cURus-marked semi-finished product simplifies the cULus 
certification of the end product. For example, a power supply unit may be 
cURus certified, while the computer that includes it may be cULus certified.
Lafert has the cURus certificate for AC motors, synchronous PM motors and the 
range of Brushless Servo Motors.
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Quality of the products and environmental impact
In December 2021, Lafert’s HPS permanent magnet motors obtained recognition of the CEL energy rating - 
Class 2, which is the efficiency level required for exporting to China in accordance with regulation GB 30253-
13 that regulates synchronous permanent magnet motors.
CEL – China Energy Label is an energy consumption label for electrical appliances used in China in all 
applications, from industrial to home appliances. Manufacturers of electrical motors must affix the CEL label 
on products intended for the Chinese market, including the energy rating, to inform consumers of the product’s 
energy efficiency. The Chinese government’s choice has the goal of progressively reducing energy consumption 
and Co2 emissions in the country
• 	Lafert’s HPS permanent magnet motors have achieved Class 2 in the 0.55-37 kW range. Achieving Class 
2, similar to the European rating IE4/IE5, proves the care for producing high-performance motors, with low 
consumption and low environmental impact.
•  Furthermore, the energy rating of Lafert’s asynchronous motors has been updated to Class 3 in compliance 
with the most recent Chinese regulations, approving the AMPE/AMPH range 0.75-22 kW 2-4 poles and 
0.75-11 kW 6 poles. Indeed, according to the GB18613 regulation of 2020, only asynchronous motors with 
CEL Class 3 label can be imported, produced and used in China.
The achievement of new CEL certified levels for motors, either synchronous or asynchronous, is an important 
milestone for Lafert: the countless tests that the motors undergo at an external laboratory and by a local 
certification Body are the guarantee of the quality and high efficiency of the products. Furthermore, thanks 
to these certifications, Lafert is able to guarantee an even greater range of products for the Chinese market, 
suitable not only for industrial automation but also for all those applications where energy efficiency is essential.
The energy efficiency of Lafert’s electrical motors has substantially contributed to improving the country’s 
environmental impacts.
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4.4 Responsible marketing
In the belief that acting ethically and responsibly underlies the company’s success, Lafert’s activities are inspired 
by the constant and ambitious search for uncompromising quality. Customer relations are therefore based on 
the full satisfaction of their needs, with the aim of creating a solid relationship inspired by the values of fairness, 
transparency and trust.
Therefore, the company undertakes to:
• assure the highest quality standards of the products sold; 
• provide truthful and exhaustive information so that the Customer may make an informed choice; 
• censure the use of any communication tool that may mislead the Customer about the quantity, quality, origin 
and provenance of the products/services offered; 
• assure the utmost attention to suggestions and any complaints from Customers; 
• certify that the products comply with the market requirements in compliance with the laws in force in the 
countries where they are marketed, also in terms of safety;
• ensure the advertisements to Customers are inspired by criteria of clarity and transparency, prohibiting the 
use of any a deceptive, misleading and incorrect practice.
Specifically, Lafert’s marketing activities target the channels described below.
Website
In 2021 a project began to develop a new website with the main aim of repositioning the brand after the 
takeover by Sumitomo. 
In view of the heftiness of the project, the launch was scheduled in 2 stages: 
• Stage 1 (online as of September 2021) concerned the more purely corporate aspects: from creating the logo 
to the corporate image, vision and mission to turnover data. 
• Stage 2 (online within 2022) it will focus on the part of products and applications by adding a number of 
case studies aimed at positioning Lafert as a specialist in its target sector.
To further confim the highest transparency of Lafert Group, it is pointed out that from the “Download area” a 
set of flyersand brochures with detailed information on the products, the company, the certifications, safety 
instructions and energy efficiency levels of all the solutions supplier can be downloaded.
The Marketing & Communication structure supports the sales network, in planning sales 
activities, and also deals with the Group’s marketing activities proper, which includes 
how the corporate image is presented, raising brand awareness, the organisation of 
corporate events, definition of the messages to be conveyed to stakeholders. 
The website is the communication channel through which all stakeholders are kept 
abreast of product news, corporate changes and initiatives of Lafert Group.
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Internal communication
Among the initiatives which are being evaluated to facilitate the change and innovation process, explaining 
and sharing it with the employees, there is the design of a Group Intranet which ought to allow to:
• communicate Purpose, Vision and Mission, spread the company values and the sense of belonging;
• create a shared company culture of trust and participation in the innovation processes;
• simplify and fasten the onboarding process for new employees;
• centralize the information and render it prompt, sure and accessible to everyone, enhancing its safety;
• optimize the internal processes and the authorization/work fluxes, archive and share documents;
• render available to all employees a shared space to develop reciprocal knowledge, especially during the 
trying pandemic time, which forced a huge part of the personnel to operate remotely.
A monthly synthetic document is also active, called Monthly report, which is distributed to the directors of the 
primary units. In the Monthly report, each area contributes to the redaction of a text meant to supply an update 
on the activities and projects in progress under the responsibility of the direction. The administrative area, on 
the other hand, supplies economic, financial, and strategic information to inform all the managers about the 
performance of the companies of Lafert Group.
Newsletter
Lafert distributes a periodic newsletter (monthly) to all company personnel and to a selection of customers 
and distributors which aims to update stakeholders about news on participation in trade fairs, new product 
launches, plant/product certifications, corporate events, publication of financial data, sharing of strategies, 
etc. All these articles are then published in full on the website, in the “News section”.
Social media
Lafert Group promotes its contents on the Linkedin platform. With the aim of sharing news with its employees 
every day and more in general with the local community, the opening of Facebook page is imminent.
Trade fairs
Lafert has always taken part in a number of European and world trade fairs.
During 2022, the fair activity resumed after the stop imposed by COVID in 2020/2021, and Lafert partook in 
16 specialised sector fairs mostly in Europe.
Corporate events
In September 2022, Lafert Group held a party for the celebration of the 60° anniversary since its 
founding, to which all the employees and their families, the local authorities and Sumitomo’s 
main stakeholders were invited, with the purpose of involving the entire local community and 
strengthening the relationship with the territory. The 23rd, 24th and 25th September were three days 
full of stories, meetings, concerts, shows and tastings which animated the spaces of the city of San 
Donà. A program thick with diversified events to involve the entire local community, cultural realities 
and associations, and all Lafert’s employees.
During the Convention “Improving ourselves by looking at the future between innovation and sustainability”, 
one of the most significant of the program, some of the strategic lines for the future of the company were 
The communication with the personnel takes place mostly through the monthly sending 
of a Newsletter, intending to inform all the employees of the initiatives, successes, 
events, new partnerships and results, thus nurturing the employer branding.
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explained. Shaun Dean, CEO of Lafert Group and in charge until April 2023, emphasized SHI’s will to keep 
Lafert well-rooted in the territory, with constant special attention to the needs of the local community. The 
event was enriched by the speech of some authoritative lecturers such as Valerio Rossi Albertini, physicist, 
academic and scientific populariser, and Enrico Pagliarini, journalist of Sole24Ore and radio speaker, with 
the moderation of Marianna Aprile, journalist and tv presenter.
During these three days of celebrations, the company opened the doors of its production sites to the citizenry, 
offering the chance to visit the plants, see where the quality of our products is born, and experience the real 
business climate. The Factory Tour involved approximately 650 people counting employees, relatives, and 
citizens, who were taken in groups at the discovery of the production processes in the plants of San Donà and 
Noventa, led by some special guides: our colleagues of the Operations Department.
The inauguration of the new plant in San Donà di Piave was a moment of particular importance for all Lafert. 
The new plant was entirely built in an Industry 4.0 perspective with automated production lines, and fully 
sustainable. The local authorities, the Mayor of San Donà and the vice-president of Confindustria took part in 
the inauguration.
Videos
Corporate videos and video presentations of products and applications were made with the aim of disseminating 
knowledge of Lafert’s solutions and know-how as well as innovation across the Group.
Awards and recognition
The main recognition received by Lafert Group are listed below.
Lafert was granted the Ecol Design Award 2022
Ecol Design Award 2022 is an award by Recycla, created to honour the most virtuous companies 
that are committed to the sustainability of their own business and their own plants by adopting 
all the possible measures to improve their environmental impact. The award wants to testify to the 
continuous perseverance in working together with Recycla to create an environmentally friendly 
path through the correct management of waste. The award considers the efforts and the results 
achieved by the company, evaluating the performance utilizing chosen measurable indicators as critical 
factors to judge the effectiveness in the achievement of the set goals of each company partnering with Recycla. 
Specifically, in 2022, Lafert S.p.A. achieved extraordinary results in the following five KPIs:
445 Kg
reduced waste
generation
7.726 l
liters of water
preserved
75%
recovery
material
592 Kg
fossil fuel
saved
24 Kg
carbon dioxide
not produced
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Lafert among the 100 Italian Excellencies, VIII Edition
On 1st December 2022, we took part in the award ceremony of the eighth edition of the 100 
Italian Excellencies Award in the hall of Campidoglio in Rome. The purpose of the award is to 
acknowledge the 100 protagonists of the best Italy, in virtue of the precious contribution given 
to the growth of our Country by each of the elite. Lafert, which has been developing vanguard 
technologies for energy efficiency and industrial automation for sixty years, was selected for its 
history and its annual contribution to environmental sustainability thanks to the reduction in emitted 
CO2 of the business plants which use our motors.
The story and the achievements of Lafert were narrated and inserted in the printed volume redacted by the 
Liber Association, which collects the stories of the companies which distinguished themselves in 2021 in the 
development of our country. The volume wants to tell the face of beautiful Italy through the stories of 100 
Italian Excellencies, through characters, companies, and organizations which with their work contribute and 
contributed to the enhancement of our Country and to the quality of our products as it is acknowledged in the 
whole world.
Lafert conquered a place among the Gotha of Made in Italy production by being listed in the ADI Design Index 
for the third time.
Lafert’s quality and unique and innovative design have earned a place among the best Italian industrial 
products. With the HPI 2.0 motor, size 71, Lafert earned its place on the pages of the 2020 ADI 
Design Index, after winning over the permanent Observatory of the ADI (Association for Industrial 
Design), consisting of more than 100 experts.
This is already the third time Lafert has been listed by the ADI. In 2012, Lafert entered the world of 
Industrial design with the range of 1st generation HPI motors, also awarded the honourable mention 
in the Golden Compass competition. In 2017, the IE3 Premium asynchronous motor won over the ADI 
again with its extremely high energy efficiency, the innovative design and more than 200 customisations to 
adapt to any type of need.  In 2021, the new generation of HPI 2.0 motors confirmed once again Lafert’s focus 
on innovation and product design.
HPI 2.0 is a permanent magnet motor with fully integrated electronics that achieves extremely high performance 
levels with a decidedly more compact design and more modern electronics. Developed to meet the needs of 
those who show awareness of the need to conserve energy and resources but also require careful and simple 
management of technological systems. With significantly more powerful electronics, the motor indeed enables 
greater control and more user-friendly integration in industrial systems.
The final appearance stems from the close synergy of Lafert and the Miquadra Design studio, which used market 
surveys to identify, among key points, the users’ new receptivity towards industrial components designed with 
a view to Industry 4.0
Lafert is among the Top 500 companies in the Venetian industrial arena.
Lafert has been listed among the Top 500 companies in the Venetian industrial arena that have proven 
to be driving forces for the local economy and have developed innovative proposals to address 
common problems and concrete solutions in the field of sustainability.
Top 500 Venezia is the research curated by PWC in collaboration with the Ca’ Foscari University 
of Venice and Nordest Economia that identifies the companies that most contributed to regenerating 
the region with their plan of investments and their strategy for growth. The research aims to provide 
a snapshot of the provincial entrepreneurial fabric by showcasing to the economic, business and social 
community of the area best practices, stories and key players who can provide inspiration in addressing 
current changes and issues.
Lafert has been listed as one of the driving companies in 2021, as one of the Venice area’s good practices 
for the growth policies pursued over the course of our history in terms of technological research, international 
standing and competitiveness, and investments in HR and sustainability.
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4.5 Suppliers: supply chain management
Lafert Group believes in the importance of fostering synergies, in the close collaboration and engagement of its 
suppliers, who not only assure the reliability of production performance but at the same time share the values 
and expectations of the Company, also in terms of ethical, environmental and social standards.
The guidelines in supply chain management
In activities for selecting and assessing suppliers, impartiality and respect for all parties must always be assured 
and, especially in negotiations, the principles set forth by Lafert’s Code of Ethics must always be complied with.
The search, selection and qualification/approval of new suppliers are activities that involve a large number 
of resources across departments of Lafert Group, usually even in the medium-long term. These activities must 
therefore be scheduled in time, shared with the departments concerned and implemented in the face of real 
and objective organisational/business needs, opportunities or criticalities.
The types of suppliers
The suppliers of Lafert Group mainly deal with procurement of raw materials, components and finished products.
The weight of each category on total purchases is set out below in detail: 
Magnetic steel
16,3%
Copper wire
14,7%
Diecasting
10,9%
Windings
9,3%
Rods
7,2%
Brakes
5,7%
Magnets
5,7%
Sheared laminations
4,4%
External processing
3,6%
Bearings
3,2%
Hardware
2,7%
Plastic
2,0%
Packaging
1,6%
Indirect & Services
1,4%
Electronics components
1,4%
Wiring
1,3%
Extruded aluminium
1,2%
Steel bars
1,2%
Connectors
1,1%
Cast iron
1,0%
Fan cover (steel)
0,9%
Motors
0,6%
Paints, primers
0,6%
Insulating material
0,6%
Aluminium alloy
0,6%
Consumables
0,4%
Anodising
0,4%
107
4. RELATIONAL CAPITAL
SUSTAINABILITY REPORT 2022

0,2%
America
84,6%
Europe
14,6%
Asia
73,3% of Lafert Group’s total purchases concentrates in Italy, most of which between 
Veneto, Lombardy, Friuli-Venezia Giulia and Emilia-Romagna, no further away than 
300 km from the Group’s Italian production facilities.
The following charts report specific information on the suppliers of the main productive plants4 of Lafert Group. 
Referring to FY 2022, approximately 73,3% of these suppliers are located in Italy, 14,6% in Asia, 11,3% 
in Europe and the remaining percentage in the rest of the world. No significant variations were reported 
compared to the previous two years, proving the solidity of the commercial relationships of Lafert Group with 
its partners.
Nr. Suppliers
2020
2021
2022
n.
% of total
n.
% of total
n.
% of total
In Italy5
429
74,48%
455
73,27%
448
73,32%
In Europe
62
10,76%
64
10,31%
69
11,29%
In America
0
0,00%
1
0,16%
1
0,16%
In Asia
82
14,24%
97
15,62%
89
14,57%
In Rest of the World
3
0,52%
4
0,64%
4
0,65%
Total
576
100%
621
100%
611
100%
4	 The data about the suppliers in the following charts refer to the Companies Lafert S.p.A., Lafert Servo Motors S.p.A., ICME S.p.A. and Lafert 
(Suzhou) Co. Ltd. The Group presents two other production Societies, Lafert Servo Drives S.r.l. and Lafert Elektromotorji D.o.o., excluded 
from this perimeter as some data are not available: Lafert Servo Drives S.r.l. (Bologna) deals with assembling the drives with the motors 
which are supplied by Lafert S.p.A. and Lafert Servo Motors S.p.A., while Lafert Elektromotorij (Slovenia) mostly deal with windings. So, in 
terms of procurement and materials, there are no relevant aspects to notify.
5	 Lafert Group suppliers with registered office in Italy have been identified as “local” suppliers.
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4. RELATIONAL CAPITAL
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The following chart reports the total expenditure of Lafert Group towards the suppliers of the main productive 
companies, divided by geographic area. Neither in this case, any significant fluctuation was reported in 2022 
compared to the percentages of the previous two years. However, in 2022 the absolute value of Lafert’s total 
overlay increased by 28,5% compared to 2021, the datum also due to the general increase of costs in 2022. 
During the last fiscal year, the budget spent on suppliers for Lafert’s production Society concentrated mostly in 
Italy (76%), Asia (14,2%) and in Europe (9,7%). In total, in 2022 the Group spent almost 168 million euros for 
the suppliers of its production societies.
The major categories of goods purchased by Lafert, as reported in the chart hereinafter, are divided into finished 
products, raw materials, and semi-finished products. The purchase of raw materials is the most significant 
voice, corresponding to more than 75% of the overall expenditure. Approximately 23% of the expenditure is, 
conversely, related to the purchase of semi-finished products, while the remaining percentage is to be attributed 
to the finished products.
Suppliers’ selection criteria
The search and selection of new suppliers is an activity typically linked to the need to improve the pool of 
suppliers with regard to the following primary factors:
• Reduction of the purchase price;
• Increase of product quality;
• Improvement of the service level (deliveries, supply conditions etc.);
• Opportunities connected to procurement flexibility;
• Reduction of supply risks (business continuity, contingency plan, etc.);
• Compliance with sustainability aspects (ESG).
Based on these needs, the search for potential new suppliers is independently activated by the Purchasing 
department (PCS), supported if required by the departments directly concerned.
Value spent on 
Suppliers
(Value in k€)
2020
2021
2022
€
% of 
total
€
% of 
total
€
% of 
total
In Italy
66.996
79,44%
100.533
76,96%
127.624
76,02%
In Europe
7.724
9,16%
12.637
9,67%
16.235
9,67%
In America
-
0,00%
1
0,00%
113
0,07%
In Asia
9.565
11,34%
17.389
13,31%
23.803
14,18%
In Rest of the 
World
50
0,06%
70
0,05%
111
0,07%
Total
84.335
100%
130.630
100%
167.886
100%
Type of goods
(Raw Materials, Semi-Finished Products, Finished Products)
2020
2021
2022
Finished Products
2.476
1.979
2.735
Raw Materials
59.533
95.008
126.583
Semi-Finished Products
22.326
33.643
38.568
Total
84.335
130.630
167.886
109
4. RELATIONAL CAPITAL
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1. 	When a range of available suppliers emerges in the scouting activity, the PCS department acquires (through 
registers, brochures, catalogues, telephone contacts, internet, introductory visits, etc.) the largest amount of 
information regarding potential suppliers, thus leading to preliminary sifting.
2. 	After assessing the risks, opportunities and strengths of each potential supplier, the PCS department (with 
the contribution of the departments concerned, if required) starts the process of qualification, approval 
and negotiation with the selected supplier(s), collecting all the information relating to the supply and the 
necessary cost estimates.
3. 	After acquiring the information documents and the offer for the required supply, the Buyer may enter the 
supplier in the database and issue the purchase order for approval/acceptance of the required supply.
During 2022, as it was reported in the paragraph “Code of Ethics”, Lafert Group started and finished the 
realization of the new “Suppliers’ Code of Ethics”: the document was subsequently formalized and its signing 
by the suppliers will become a mandatory condition to work with Lafert.
In February 2023, the Suppliers’ Code of Ethics was sent to all the suppliers of raw materials, processed 
goods, and components of the Group. The sharing of this document should be completed by the end of the first 
semester of 2023. Subsequently, the Group will proceed to send the document also to the main suppliers of 
services and maintenance, with the target to complete the activity by September 2023.
The Central Purchasing Department is also defining a Vendor rating model to classify and monitor all the active 
suppliers in terms of financial solidity, terms of payment, punctuality of payment, quality, etc. To this end, an 
attentive mapping of all the suppliers of the Group is currently underway.
As of today, the Organisation does not yet present formalized selection criteria for the suppliers concerning 
topics strictly linked with sustainability, however, there is the intention to integrate said aspect in the future.
Periodic suppliers’ assessment
This assessment takes place according to a specific method, which is based on the calculation of the so-
called “TQF”, i.e. the supplier’s overall assessment data, based on three specific aspects: quality, service 
and price applied. 
In the area of trimestral risk assessments, presented in the section “Risk Management”, the impact of each risk 
identified on the business continuity is analysed also in relation to the supply chain and the suppliers of the 
Group.
The suppliers that Lafert Group deals with periodically undergo a comprehensive 
assessment of their performance and prices applied.
110
4. RELATIONAL CAPITAL
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4.6 Relations with the local area
The Group is focused on region’s issues and local community, without making any distinctions between 
local or international communities. The company is committed to systematically supporting through financial 
contributions forms of volunteering and participation in multi-year projects, such as:
• initiatives organised by the Municipality of San Donà di Piave such as sports events or young people’s 
education and entertainment;
• open day organised for the schoolchildren and the players of the local Rugby team;
• redevelopment project of the industrial estate of Via John Fitzgerald Kennedy (San Donà di Piave), scheduled 
for the coming years in collaboration with other local companies in the area (probably, starting from 2024);
• regularly taking part in the sustainable mobility initiative promoted by the Municipality of San Donà di Piave 
for the disabled, contributing to the purchase of vehicles for transporting the disabled or people in need;
• Lafert Academy: training programme about production topics for young people. At the end of the training 
period, Lafert select and hire people particularly deserving;
• For over 10 years, at Christmas, Lafert has made a donation to the CRO (Oncology Referral Centre) of 
Aviano. Recently, the company has also allocated to the CRO the funds raised in memory of some colleagues 
who passed away.
Associations
 For over 20 years, Lafert Group has supported the local rugby team, Rugby San Donà, 
which bears the company’s name.
Through this sponsorship, Lafert not only promotes healthy growth and exercise, of which rugby is a very good 
example, but also supports the local community through scholarships and hires.
Despite being an international concern, Lafert Group is strongly rooted in the region 
where it was born and where the historical headquarters is still based: San Donà di 
Piave (Venice). 
The sponsorship not only includes awarding scholarships to the most 
deserving players, but also Open days in the company to introduce 
children and young people to the industrial concern that is the sponsor.
111
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SUSTAINABILITY REPORT 2022

5.	 Economic-financial
capital
5.1	
Operating performance
5.2	
The Economic Value Generated and the Economic Value Distributed
5.3	
Investments
5.4	
Fiscal approach
SUSTAINABILITY REPORT 2022
112

•	 Revenues from sales and services in 2022 according to the reclassified 
income statement amounted to € 227.547 thousand (+21% vs 2021). 
Sales in Italy: 28,2% - Sales abroad: 71,8%.
•	 During 2022 the following are highlighted:
	
over € 243.443 thousand of economic value generated (+20,9% vs 2021) and
	
over € 233.459 thousand of economic value distributed (+22,8% vs 2021).
•	 Lafert Group’s investments in Research and Development projects almost 
reached € 2 million in 2022.
113
HIGHLIGHTS  |  Economic-financial capital
SUSTAINABILITY REPORT 2022

5.1 Operating performance
The sales trend registered highly superior scores from the previous practice thanks to the growth in the market 
demand in most of the sectors and markets and to the long-termed partnership built throughout the years with 
the customers, who entrusted Lafert with their production, growth, and success. After the 2020 practice, marked 
by the global crisis due to Covid-19, the years 2021 and 2022 were very positive in terms of ordered and 
invoiced and, especially thanks to the growing applications such as those linked with the production machinery, 
like “Air Technology” with the compressor and above all the vacuum pumps which are directly linked with the 
electronic production, the production of batteries for electric vehicles and many other productions. The partners 
in the production of machinery for “system integrators”, “robotics”, and “textiles” have also increased their 
demand well beyond expectations, led by an overall demand for an increase in productive capacity.
The 2022 practice was also interested by the revision of the selling prices as a consequence of the rises in the 
market which concerned the economies of the main sectors in Italy and in the world. Specifically, the rise in 
the prices of the main raw materials for the production of asynchronous motors and servomotors, together with 
the rise in the prices of energy and transportation, required significant actions to safeguard the marginality of 
the core business.
The revenues from sales and services in 2022, according to the reclassified income statement, amounted 
to 227.547 thousand euros (+20,95% compared to 2021) while the order intake amounted to 169.569 
thousand (-35,76% compared to 2021).
The sales on the Italian market, which comprised 28.2%, increased by 24.6% compared to the previous year, 
while the sales abroad (71.8% of the total) registered an increase of 19.6%.
The order book to be processed by 31st December 2022 amounted to 118.977 thousand, a slight increase 
compared to the book from the end of 2021, guaranteeing a coverage of approximately 6 months of 
production. The significant increase in the order book is ascribable mainly to the strong recovery in terms 
of post-pandemic ordered, which interested all the main sectors of the business applications, the issues of 
raw material and component supply, and the requirements of production capacity which extended the time 
to fulfil orders. Despite the abovementioned positive trend in sales, the overall result of the Group thinned in 
comparison to the previous practice as a consequence of the investments made.
Sales abroad
Sales in Italy
+24,6%
sales in Italy
compared to 2021
+19,6%
sales abroad
compared to 2021
28,2%
71,8%
114
5. ECONOMIC-FINANCIAL CAPITAL
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Procurement
Compared to the previous practices, the cost of the main raw materials suffered very significant increases, 
independently from the specific product category.
• In 2022 and compared to 2021, the price of copper suffered averagely from an increase of 11% with a 
resulting increase in the price of the wound stators.
• The price of the magnetic metal sheet, after the decrease reported in 2020 and the sudden increase of 
almost 50% in 2021, suffered from an additional increase of 64% as well as steel, whose price increased 
averagely to 55%.
• The same trend is registered in the prices of primary aluminium and alloy, which increased by approximately 
64% in comparison to the previous practice.
• The price of the permanent magnets increased to about 40% compared to the previous practice. 
• In the last trimester of 2021, the costs related to electric energy and gas also increased with a trend which continued 
for a good part of 2022 due to the tensions in the markets caused by the outbreak of the war in Ukraine.
The enormous challenge linked to the increase in the cost of raw materials led to several campaigns for the 
increase of the selling prices, in different stages, to regain the profitability of the company even though the 
uncertainty in the raw material and purchased goods market remains, due to the tensions in the conditions of 
demand and supply, in the commercial controversies between Countries, the current geopolitical risks and the 
fluctuations in the prices of oil and currencies. 
Russia-Ukraine war
Since February 24, 2022, Russia has been waging a war against Ukraine, still ongoing, with a significant 
impact on the geopolitical scenario and the resulting socio-economic implications.
The directors of Lafert Group and of the Sole Shareholder, Sumitomo Heavy Industry Ltd., have carefully 
evaluated the implications of the event on the business, on margins and on the equity and financial situation. 
The analyses did not bring to light any significant risks linked to dealings with third parties located in the areas 
affected or effects on the recognition and valuation of assets and liabilities. To date, the events and sanctions 
imposed by Italy and Europe have not affected the balance of Lafert Group, since there are no trade relations 
with the states concerned.
Therefore, top management believes that the Russia-Ukraine conflict has no impact on the items of estimation, 
valuation and measurement of assets and liabilities as at the financial reporting date, 31 December 2022, and 
should be viewed as a non-adjusting event based on IAS 10. 
price of copper
compared to 2021
 price of magnetic
laminations
compared to 2021
prices of
primary aluminium
compared to 2021
prices of
permanent magnets
compared to 2021
prices of steel
compared to 2021
+11%
+64%
+64%
+40%
+55%
115
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A breakdown of revenues by geographic area and market segment is provided below.
The below table gives the evidence of the turnover by application sector for the last three years.
Revenues by 
geographic area 
(Value in k€)
2020
2021
2022
Revenues
%
Revenues
%
Revenues
%
Italiy
38.890
27,09%
51.417
27,33%
63.170
27,76%
Austria
21.932
15,28%
25.151
13,37%
29.488
12,96%
USA
15.026
10,47%
22.965
12,21%
4.478
1,97%
Germany 
(Deutschland)
16.772
11,68%
21.926
11,65%
27.982
12,30%
China
5.803
4,04%
10.142
5,39%
9.857
4,33%
Rest of the World
45.148
31,45%
56.525
30,05%
92.572
40,68%
Total
143.571
100%
188.126
100%
227.547
100%
Turnover by 
application sector 
(Value in k€)
2020
2021
2022
Revenues
%
Revenues
%
Revenues
%
Air Technology
19.234
13,40%
24.437
12,99%
31.129
13,68%
Automotive,
Car Equipment
2.216
1,54%
3.050
1,62%
3.806
1,67%
Distribution, 
Partner, 
Engineering
12.293
8,56%
9.571
5,09%
21.933
9,64%
Food, Beverage, 
Tobacco,
Hospitality
4.238
2,95%
5.473
2,91%
7.935
3,49%
HVAC/R
31.589
22,00%
41.267
21,94%
58.842
25,86%
Machine Tools
3.362
2,34%
5.161
2,74%
7.811
3,43%
Materials Handling 
/ AGV
8.236
5,74%
9.403
5,00%
13.501
5,93%
Robotics
4.663
3,25%
6.101
3,24%
7.601
3,34%
Rubber & Plastics
1.655
1,15%
1.526
0,81%
1.355
0,60%
Systems Integrator
25.789
17,96%
32.569
17,31%
38.194
16,78%
Textile
7.741
5,39%
11.209
5,96%
12.811
5,63%
Wind
17.628
12,28%
16.175
8,60%
15.968
7,03%
Woodworking
379
0,26%
798
0,42%
673
0,30%
Other
4.548
3,18%
21.386
11,37%
5.988
2,63%
Total
143.571
100%
188.126
100%
227.547
100%
116
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SUSTAINABILITY REPORT 2022

The following table gives a detailed breakdown of Lafert Group’s expenses for the services during 2022.
Expenses by services (Value in k€)
2022
External processing
33.022
Shipping costs
6.209
Fees and sales commissions
1.646
Maintenance and repair costs
3.060
Utilities
3.015
Legal, tax and accounting advice
3.061
Expenditure on advertising, marketing and sponsorship
1.449
Rentals and operating leases
1.502
Personnel services
515
Directors and auditors’ fees
107
Insurance costs
910
Travel expenses for employees
492
Charges and banking commissions
219
Surveillance and cleaning expenses
562
Telephone expenses
435
Entertainment expenses
500
Rights of use and royalties
66
Other services
99
Stationery and postal charges
11
Total
56.880
Financial assistance received from the government (Value in k€)
2020
2021
2022
Grants for investment, research and development and other major 
forms of assistance
358
1799
2.373
Financial assistance from Export Credit Agencies (ECAs)
-
-
280
Total
358
1799
2.653
The table below shows the total value of the financial assistance that Lafert has received from the government 
over the last three years.
117
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5.2 The Economic Value Generated and the Economic Value 
Distributed
The income statement, which shows the Economic Value Generated and the Economic Value Distributed, is 
drawn up based on the consolidated income statement of the period of reference, with the aim of showing the 
economic value directly generated by Lafert Group and its distribution to internal and external stakeholders. 
The Economic Value Generated refers to Lafert’s net revenues (Revenues, Other Operating Revenues, Net 
of losses on receivables), whereas the Economic Value Disrtibuted shows costs reclassified by stakeholder 
category and any distributed dividends.
The Economic Value Retained refers to the difference between Economic Value Generated and Economic 
Value Distributed and includes depreciation and amortisation of tangible and intangible assets, provisions and 
prepaid/deferred taxes.
These changes are partly due to a general increase in the inflation rate, which has led to higher costs for the 
Group, especially in relation to the supply of raw materials and energy costs.
As can be seen from the table above, the values changed significantly between 2021 
and 2022 for almost all items: revenues increased by almost 19,8%, as did costs; 
operating costs increased by 24% and personnel costs by more than 15,4%.
Consequently, an increase in the Total Economic Value Distributed was recorded in 
2022 compared to the previous year of 22,9%.
Added value6 (Values in k€)
2020
2021
2022
Revenues 
143.885
198.641
237.970
Other income
425
1.146
3.144
Financial Income
464
1.610
2.329
Total Economic Value Generated
144.774
201.397
243.443
Operating costs
96.153
144.004
178.431
Remuneration of personnel
35.870
43.518
50.239
Remuneration of lenders
1.293
901
3.131
Remuneration of investors
0
0
0
Remuneration of the Public 
Administration
997
1.662
1.654
Charitable contributions
8
7
4
Total Economic Value Distributed
134.321
190.092
233.459
Economic Value Retained
10.453
11.305
9.974
6	 The data in the table, relating to the economic value generated, distributed and retained, have been updated following a different way of 
reclassifying the items in the Income Statement.
118
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5.3 Investments 
T
p
o
e
p
e
Every year, Lafert Group invests in projects for the technological innovation of products and processes, pursuing 
a development which proves sustainable over time.
In 2022, the investments in material goods amounted approximately to 15 million euros, equal to 6.5% of 
the overall turnover of the Group for the examined practice. Of this amount, the most significant part refers to 
the purchase of highly technological machinery and systems to increase production efficiency and safety and 
reduce energy consumption in the line, complying with the principles of the national plan for transition 4.0. 
Approximately 2.4 millions of the investments refer to the purchase of a buildable area in Via Kennedy, in front 
of the present society headquarters of Lafert S.p.A., currently in the design stage to define its best use. The 
majority of the resources was used in the Italian plants of the Group which, aside from the abovementioned 
goods, invested in the implementations of new control and managing systems in the area of software for the 
process business management and for the activities of research and development.
Over the last three years, expenses for research and development projects have increased, confirming they are 
key to the Group’s business plan.
For the analysis of the main innovative projects carried out in 2021 see chapter 3 “Infrastructural capital”, 
paragraph “Innovation and digitalisation”.
Research and Development expenses
(Value in k€) 7
2020
2021
2022
Research and development expenses
1.249
1.948
1.938
The research and development activity is considered a strategic lever from a competitive 
point of view to respond to the market’s evolution as well as from the point of view 
of sustainability. Many of the ongoing projects target the improvement of energy 
efficiency, the reduction of the consumption of raw materials used in the production 
process and the improvement of the reliability and durability of products, reducing 
environmental impacts. 
2020
2021
2022
+55%
in 3 years
7	 The data for 2020 and 2021 in the table have been updated following a reclassification of R&D expenditure.
119
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5.4 Fiscal approach
Lafert Group undertakes to apply the fiscal laws in force, ensuring that the spirit and purpose set forth by 
the law and the legal system for the matter being interpreted are complied with. The approach adopted 
hinges on principles of prudence, responsibility and transparency towards the tax administrations and all the 
Stakeholders. 
Lafert Group promotes the spread of a fiscal culture in compliance with the regulations and with the Code of 
Ethics. In cases where the fiscal discipline raises interpretative doubts or application difficulties, a reasonable 
line of interpretation is pursued, making use of the advice of qualified consultants. 
The Group’s fiscal headquarter is in Italy, where the parent company Lafert S.p.A. and the most significant 
companies in terms of revenues and tax paid are located. The focus is on counteracting the phenomena of 
tax avoidance and evasion at national and international level. Indeed, the shareholdings held in foreign 
companies are not used for planning an international fiscal policy aimed at favouring taxation in countries 
with lower tax burdens, but have the strategic purpose of commercial expansion of Lafert’s business in foreign 
countries. Regarding this issue, as of fiscal year 2019 the Group has adopted the Master file on transfer pricing 
which will be updated for each financial year in order to improve transparency on transfer price policies. 
Furthermore, each year the Group cooperates with the shareholder Sumitomo in preparing the document on 
international taxation “Country by Country” report.
The governance of tax control is delegated to the Group’s Accounting Management Department which, also 
through the support of external consultants, monitors the correctness of transactions, the evolution of tax 
regulations and provides single guidelines on the management of tax risk to the Group’s companies.
All requests made to Lafert Group by tax authorities are managed within the proper flow of information, with 
an approach by the Group that aims at responding promptly and thoroughly. Relations with the authorities are 
key to the Group’s tax policies and are collaborative and proactive. 
In 2022, no tax disputes or claims were recorded and, as at the date of this document, there are no significant 
tax disputes.
120
5. ECONOMIC-FINANCIAL CAPITAL
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6.	 Human capital 
6.1	
The personnel selection policy
6.2	
Diversity, equal opportunities and welfare
6.3	
Employees
6.4	
Training and skills
6.5	
Occupational health and safety
SUSTAINABILITY REPORT 2022
121

•	 Lafert Group’s workforce on 31 December 2022 amounted to 1.117 people, 
registering an increase of 7,1% compared to 2021. 
•	 87,4% of the workforce is hired on open-ended contract.
•	 In relation to the year 2022, the company registered a positive turnover of 
72,9% for under 30 men and 95,8% for under 30 women.
•	 People growth is one of the most pursued corporate values, from the recruiting 
phase and throughout the stay in the company, as well as the well-being of 
people pursued through the organization of initiatives aimed at strengthening 
the link between the company and employees.
•	 Lafert adopts Agile Working as a new approach to business organization, in 
which the individual needs of the worker are considered as complementary 
with those of the company.
•	 In 2022, the company recognized all workers the maximum fringe benefit 
value according to the legislation in force, and almost 4.000 hours of training 
were provided to Group employees.  
•	 Lafert Group adopts an Occupational Health and Safety Management System – 
ISO 45001:2018. This system is adopted and certified for the parent company 
Lafert S.p.A. and applicable to all other plants.
•	 During 2022, there were no deaths as a result of accidents at work nor 
accidents with serious consequences.
•	 During 2023, Lafert Group undertook for the Italian companies the project to 
acquire the Gender Equality Certification pursuant to UNI/PDR 125:2022 and 
at the same time the issue of ISO 30415:2021 Certification - Human Resources 
Management - Diversity and Inclusion.
SUSTAINABILITY REPORT 2022
122
HIGHLIGHTS  |  Human capital

For Lafert Group, people are the key factor in achieving its purposes. That is why the Group protects and 
promotes their value and works to improve and increase the wealth of skills held by each employee, also in 
order to develop the professional expertise of each for the benefit of the company and, more generally, of all 
Stakeholders. 
Honesty, talent, professionalism, seriousness and technical expertise are the features the Group demands from 
its employees.
Personnel management is inspired by principles of fairness and impartiality, avoiding favouritism or 
discrimination, all while respecting the worker’s professionalism and skills. At the same time, in pursuing goals, 
the employees must work in the awareness that ethics is of primary importance for Lafert Group and, therefore, 
all their actions must always comply with the Organisation, Management and Control Model pursuant to It. 
Legislative Decree no. 231/2001 adopted, the Code of Ethics and the company protocols and regulations. 
For this purpose, said documents are provided to all employees.
Lafert Group requires all resources, at all levels, to cooperate in order to keep a climate of mutual respect within 
the Company, safeguarding the dignity, honour and reputation of each. 
The “growth of people” is one of the key corporate values that is pursued, from the 
recruitment stage, throughout one’s career at the company, thanks to the organisation 
of initiatives aimed at strengthening the bond between the company and its employees. 
61%
2%
17%
20%
19% in Lafert
for at least 20 years
1.117
+245
in 2 years
EMPLOYEES
(to 31.12.2022)
21%
23%
26%
30%
AVERAGE AGE
(years)
20-29
30-39
40-49
50-64
SENIORITY
(years in the company)
20-29
30-44
0-9
10-19
123
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

6.1 The personnel selection policy
Top management believes that proper human resource management – also in terms of information, training 
and education – is an essential condition for achieving the commitments taken on and the goals assigned 
each year to the entire organisation. In the delicate phase of selecting new personnel as well as in cases 
of internal changes in job positions, there is generally the need to assure an adequate level of knowledge 
and expertise.  To this end, there is a procedure aimed at disseminating to all levels of the organisation 
the necessary information on the objectives, rules, procedures and operating methods established by top 
management, supporting, where necessary, said information with specific training and education activities on 
specialist aspects that may positively influence the performance of the organisation.
The selection processes
Selection processes play an essential role for the Group as they are intended to identify candidates that have 
specific skills, such as professionalism, seriousness and technical expertise. The result of this process leads to 
the identification of profiles that meet the Company’s needs, and which also share the ethical principles and 
values of honesty and loyalty that inspire Lafert.
The requesting department assesses the candidate’s academic qualifications and skills, attitudes, motivation and 
anything else required to provide a neutral opinion on qualification. The information required in the selection 
phase is strictly related to the need to ensure the characteristics foreseen by the professional, psychological and 
skills profile, respecting the private sphere and opinions of the candidate and respecting equal opportunities 
for all parties concerned. The personnel of Lafert Group involved in the personnel assessment and selection is 
required to adhere to the following rules of conduct: 
• impartiality in the treatment of the candidates taking part in the recruitment process; 
• confidentiality of the information acquired during the selection; 
• independence in performing their tasks and abstaining from getting involved in operations that may lead to 
a conflict of interest;
• prohibition of any undue pressure from internal or external subjects.
The selection process varies depending on the professional category, with particular reference to office workers 
and production workers. For the office workers, an individual/specialized plan is programmed, depending on 
the figure/activity, which allows them to be put in touch with the supervisors of the different company areas 
in order to know all the company organization. For the production workers, this activity is led by the Head 
of Prevention and Protection Service (HPPS) and the Workers’ Safety Representative (WSR), who explain to 
the new entries the topics of safety rules to adopt inside the production area, as well as the internal rules of 
procedure. Lastly, they are instructed about the correct behaviour to maintain inside the company. 
After the selection process is successfully completed, the candidate is supported during the induction phase 
through an on-boarding process, differentiated according to the professional profile.
To this end, selection is carried out in full compliance with equal opportunities, therefore 
without any discrimination whatsoever, avoiding favouritism, any form of facilitation 
and clientelism, with choices inspired exclusively by objective criteria of professionalism 
and talent. 
124
6. HUMAN CAPITAL
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6.2 Diversity, equal opportunities and welfare
In compliance with the principles of the Code of Ethics, Lafert expresses its attention to a fair management and 
growth of the intellectual potential of its human resources, in line with criteria of merit and the results achieved, 
assuring equal treatment and censuring any attitude or behaviour that is threatening, hostile, discriminatory 
or harmful to the person and dignity of the worker, of their beliefs and preferences, or such as being able to 
undermine the peaceful performance of their tasks. 
All people at Lafert are required to promote and maintain a climate of mutual respect of each other’s sensitivity 
in the workplace. 
Lafert’s Code of Ethics shares its commitment to the protection and promotion of human rights, in compliance 
with the Universal Declaration of the United Nations, the fundamental Conventions of the International Labour 
Organization (ILO) and the OECD Guidelines, believing in a society founded on the primary principles of 
equality, solidarity, protection of civil and political rights, of social, economic and cultural rights and so-called 
third generation rights, such as the right to self-determination, to peace, to a healthy environment. 
Specifically, Lafert promotes the topic of gender equality and professional growth of the women in the company, 
knowing that in the industry sector, the percentage of female professionals is contained. With the purpose to 
consolidate the attention towards the abovementioned topics, the Group will embark in 2023 on the journey to 
obtain the Certification on Gender Equality in compliance with UNI/PDR 125:2022 as well as the Certification 
ISO 30415:2021 – Human Resources Management – Diversity and inclusion.
Lafert promotes the dissemination of an inclusive corporate culture, aimed at assuring 
respect for equal opportunities, considering each person’s value regardless of their 
gender, sexual orientation, disability, ethnic origin, nationality, political opinions and 
religious beliefs, according to the principle of impartiality. 
125
6. HUMAN CAPITAL
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6.3 Employees
8
Compared to 2020, an increase has been observed during 2021 in the number of employees by 9.3%, mainly 
due to two factors: the takeover of two new companies, Lafert North America Inc. and Lafert Motores Electricos 
S.L.U., and the resumption of activities after the pandemic.
The personnel mainly consist of men working in the production of electrical motors.
Lafert’s employees are hired solely with a regular employment contract, through the National Collective Labour 
Agreement of metalworkers, in compliance with the laws and regulations in force.
Forms of employment
In order to accommodate the personal and family needs of employees, there is the option of making use of 
flexible working hours and the part-time scheme is available, although most employees – more than 97,2% – 
work on a full-time contract.
Number of 
employees
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
143
663
806
169
788
957
191
835
1026
8	 In the total amount, the employees of Lafert Elektromotorji D.o.o. located in Slovenia were not counted, as a punctual accounting data 
system is not yet active to recount gender and age. The total number of employees of this society amounted to 90 individuals in 2022, with 
no significant variations compared to the previous year. The employees are almost totally production workers (86 people).
Approximately 87,4% of employees are hired on open-ended contracts.
Number of employees 
by type of contract/by 
gender
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
On open-ended 
contracts
128
611
739
139
648
787
163
734
897
On temporary 
contracts
15
52
67
30
140
170
28
101
129
Total
143
663
806
169
788
957
191
835
1026
Number of employees 
by type of hours/by 
gender
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Full-time
123
660
783
148
782
930
167
830
997
Part-time
20
3
23
21
6
27
24
5
29
Total
143
663
806
806
788
957
191
835
1026
126
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

The table below shows the total number of non-employees in Lafert Group, which amounted to 82 in 2022. 
Most of them (93,9 %) are temporary workers.
Non employees by 
type of contract by 
gender and region
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Interns and Trainees
1
4
5
0
2
2
2
3
5
Temporary workers
3
19
22
13
97
110
14
63
77
Self-employed workers
0
3
3
0
0
0
0
0
0
Total
4
26
30
13
99
112
16
66
82
Diversity
The high number of men, especially in production, is due to the type of processing and operations required 
by the business. 
Number of employees 
by category/by 
gender
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Managers
2
8
10
2
10
12
2
12
14
Middle managers
2
13
15
3
17
20
2
16
18
Office workers
64
107
171
78
125
203
84
144
228
Production workers
75
535
610
86
636
772
103
663
766
Total
143
663
806
169
788
957
191
835
1026
Indeed, over the total number of employees, 74,7% (766 out of 1.026) are production 
workers and only 10% of them are women. Most female employees, however, work in 
offices or in production – respectively 84 and 103 over a total of 191 women.
127
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

The percentages of employees broken down by category and gender are set out below, in relation to the total 
number of employees as at December 31st, 2020-2021-2022.
The ratio of the percentage of female to male employees is fairly constant over time. However, in 2022 the 
percentage of female employees in the Group rose by 1,0% compared to the previous year, amounting to 
18,6% of Lafert’s total employees.
Percentage of 
employees by 
category/by gender
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Managers
0,2%
1,0%
1,2%
0,2%
1,0%
1,3%
0,2%
1,2%
1,4%
Middle managers
0,2%
1,6%
1,9%
0,3%
1,8%
2,1%
0,2%
1,6%
1,8%
Office workers
7,9%
13,3%
21,2%
8,2%
13,1%
21,2%
8,2%
14,0%
22,2%
Production workers
9,3%
66,4%
75,7%
9,0%
66,5%
75,4%
10,0%
64,6%
74,7%
Total
17,7%
82,3%
100,0%
17,7%
82,3%
100,0%
18,6%
81,4%
100,0%
Number of 
employees by 
category/by 
age range
2020
2021
2022
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
Managers
0
2
8
10
0
2
10
12
0
3
10
13
Middle 
managers
0
9
6
15
0
13
8
20
0
10
9
19
Office workers
22
118
31
171
30
139
34
203
38
155
35
228
Production 
workers
124
328
158
610
173
379
170
722
174
408
184
766
Total
146
457
203
806
203
532
222
957
212
576
238
1026
% of employees 
by category/
by age range
2020
2021
2022
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
< 30 
years
30 < x 
> 50 
years
> 50 
years
Total
Managers
0,0%
0,2%
1,0%
1,2%
0,0%
0,2%
1,0%
1,3%
0,0%
0,3%
1,0%
1,3%
Middle 
managers
0,0%
1,1%
0,7%
1,9%
0,0%
1,3%
0,8%
2,1%
0,0%
1,0%
0,9%
1,9%
Office workers
2,7%
14,6%
3,8%
21,2%
3,1%
14,5%
3,6%
21,2%
3,7%
15,1%
3,4%
22,2%
Production 
workers
15,4%
40,7%
19,6%
75,7%
18,1%
39,6%
17,8%
75,4%
17,0%
39,8%
17,9%
74,7%
Total
18,1%
56,7%
25,2%
100,0%
21,2%
55,6%
23,2%
100,0%
20,7%
56,1%
23,2%
100,0%
In 2022 most Lafert’s employees were between 30 and 50 years old (56,1%), with nearly 15,1% office 
workers and nearly 39,8% production workers.
128
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

Parental leave
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Number of employees who 
took parental leave
8
10
18
9
26
35
15
27
42
Number of employees who 
returned to work during the 
reporting period after taking 
parental leave
8
10
18
9
26
35
15
27
42
Number of employees who 
returned to work after taking 
parental leave and who 
are still employed by the 
company in the 12 months 
following their return
8
10
18
9
26
35
ND
ND
ND9
All the 42 employees who took parental leave in 2022 regularly returned to work and did the same job or an 
equivalent job.
Parental leave is valid indiscriminately for full-time and part-time employees hired on open-ended contracts and 
for workers on temporary contracts. The return-to-work rate10 and the retention rate11 are both 100% for 2020 as 
well as for 2021 for all genders, evidencing the corporate policies adopted by the Group, based on equity and 
gender equality in terms of parental leave.
The return to work rate and retention rate are 100% for 2020 and 2021 for both genders. The return to work 
rate for 2022 is also 100%.
These data highlight the effectiveness of the Group’s corporate policies, based on equity and gender equality in 
terms of parental leave.
9	 The 2022 figure will be available in the 2023 report, that is, when 12 months have passed since this report and the number of employees 
who have taken parental leave in 2022 and who will still be effectively in force in 2023 can be verified.
10	The return to work rate refers to the total number of employees who actually returned to work after parental leave in relation to the total 
number of employees who should have returned to work after taking parental leave.
11	The retention rate refers to the total number of employees still employed 12 months after returning to work at the end of parental leave in 
relation to the total number of employees returning to work following parental leave in the previous reporting period.
129
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

Turnover
Terminations
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Until 29 years
5
34
39
1
52
53
14
104
118
From 30 to 50 
years
10
31
41
5
42
47
17
83
100
Over 50 years
4
16
20
4
19
23
10
26
36
Total
19
81
100
10
113
123
41
213
254
Turnover rate
2020
Women
Men
< 30 years
30 < x > 
50 years
> 50 years
Total
< 30 years
30 < x > 
50 years
> 50 years
Total
Negative turnover - terminations
41,67%
10,64%
10,81%
13,29%
25,37%
8,54%
9,64%
12,22%
Positive turnover - hires
25,00%
9,57%
8,11%
10,49%
26,12%
8,26%
3,61%
10,71%
Overall turnover
66,67%
20,21%
18,92%
23,08%
51,49%
16,80%
13,25%
22,93%
Turnover rate
2021
Women
Men
< 30 years
30 < x > 
50 years
> 50 years
Total
< 30 years
30 < x > 
50 years
> 50 years
Total
Negative turnover - terminations
5,88%
4,59%
9,30%
5,92%
27,96%
9,93%
10,61%
14,34%
Positive turnover - hires
35,29%
13,76%
4,65%
13,61%
72,04%
17,97%
6,15%
28,05%
Overall turnover
41,18%
18,35%
13,95%
19,53%
100,0%
27,90%
16,76%
42,39%
Turnover rate
2022
Women
Men
< 30 years
30 < x > 
50 years
> 50 years
Total
< 30 years
30 < x > 
50 years
> 50 years
Total
Negative turnover - terminations
58,33%
13,82%
22,73%
21,47%
55,32%
18,32%
13,40%
25,51%
Positive turnover - hires
95,83%
26,83%
11,36%
31,94%
72,87%
21,63%
13,92%
31,38%
Overall turnover
154,17%
40,65%
34,06%
53,40%
128,19%
39,96%
27,32%
56,89%
Hires
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Until 29 years
3
35
38
6
134
140
23
137
160
From 30 to 50 
years
9
30
39
15
76
91
33
98
131
Over 50 years
3
6
9
2
11
13
5
27
32
Total
15
71
86
23
221
244
61
262
323
130
6. HUMAN CAPITAL
SUSTAINABILITY REPORT 2022

The turnover percentages were calculated on the overall number of employees on 31st December of each year, 
in adherence to the request of the GRI Standard.
During the last triennium, the Group always maintained a positive turnover rate, 
registering more hirings than terminations in each accounted fiscal year, testifying to 
the continuous growth and stability of the business.
For the majority, the hirings involved already qualified personnel with a background in 
a wide range of fields, with an age between 30 and 50. This is precisely the aspect that 
distinguishes Lafert from its competitors, testifying to the fact that the Group strongly 
believes in the younger generations, investing time and money in enhancing them with 
a view to growth and modernisation of the business.
In relation to FY 2022, we ought to highlight the positive turnover of 72,9% for men 
under 30 and 95,8% for women under 30.
131
6. HUMAN CAPITAL
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6.4 Training and skills
Training and skills
Lafert believes it is important to ensure all the personnel working at the company have access to appropriate 
levels of information, training and education. This activity is diversified based on the various contract levels and 
respecting professional profiles, as described below.
Upon hiring, or immediately following confirmation, each worker is informed by the competent department 
about the company organisation (see the paragraph “The Selection Processes”), the policy and objectives 
for quality, procedures, existing production flows, safety in the workplace and all other matters concerning 
the employment relationship. Each new recruit is handed a document containing basic information and the 
Group’s Code of Ethics laying down all the rules of conduct one must abide by. A meeting plan with all the 
supervisors of the different company areas is programmed for all the office workers.
After hiring, and for the entire period deemed necessary by the department manager, each new employee 
(including personnel transferred internally to new positions) is adequately trained to perform the assigned 
duties correctly, through coaching and supervision by experienced company personnel.
Training planning 
All training activities carried out by company personnel are documented in an appropriate form by recording 
the topics covered, trainer’s name, duration of the course and participants’ names. At the end of the training/
education activity, said form is handed by the trainer to the HR department for updating the records of the 
personnel involved.
After an appropriate period, the HR department has the task of sending the form to the department manager 
concerned asking them to close the training activity. If the required knowledge and training activities carried 
out have been sufficiently effective, the department manager will formally declare that the training activity is 
closed by stating it on the appropriate form; at this point it will be the responsibility of the HR department to 
update the relevant system information. Otherwise, the department manager will report to the HR department 
the failed “qualification” and/or limitations shown by certain participants, recommending the usefulness of 
further training activities or otherwise.
All training activities provided by external entities or trainers are documented as a rule in appropriate registers, 
lists and/or certificates issued by the provider. A copy of the documents issued by the entity shall be handed 
by the parties concerned to the HR department and finally recorded in the appropriate archives. In courses 
provided by external entities, the course normally ends with a test of the effectiveness of the training activities 
carried out. In these cases, and in all cases where certificates are issued by the provider, no further internal 
testing and assessment activity by Lafert is required.
Training may be requested by the person in charge, the manager or the worker himself. 
The HR function, together with the area manager, analyses the specific request and then 
takes action to meet individual and/or area needs.
A total of 3,9 average hours of training were provided during 2022, including both 
compulsory and specific training.
132
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The table below sums up the average training hours recorded in 2020, 2021 and 2022:
Average training hours
2020
2021
2022
Women
Men
Total
Women
Men
Total
Women
Men
Total
Managers
4,0
1,3
1,8
26,0
5,0
8,5
23,0
0,3
3,5
Middle managers
4,0
0,6
1,1
2,7
0,9
1,2
-
1,6
1,4
Office workers
1,2
2,1
1,8
1,1
3,7
2,7
5,4
6,4
6,1
Production workers
0,3
2,2
2,0
1,2
1,7
1,6
2,6
3,4
3,3
Total
0,8
2,2
1,9
1,5
2,0
1,9
4,0
3,8
3,9
The WorkDay platform was implemented in 2021, for assessing performance and assigning annual 
objectives. It also provides a section relating to the assessment of acquired skills in connection with 
previously customised professional training pathways.
Lafert Group provided a total of 3.961 hours of training to all its employees in 2022.
133
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Company welfare
Lafert Group promotes as much as possible forms of work flexibility to support work-life balance and childcare. 
The option of flexible working hours is provided, and the part-time arrangement is easily accessible, as well 
as parental leave.
With a view to that, Smart Working – adopted as a necessary tool to carry out work activities during the Covid 
19 pandemic – is taking shape as a new approach to company organisation, in which the worker’s individual 
needs are balanced, in a complementary manner with those of the company, within an overall strategy aimed 
at the well-being of the individual as worker, also aimed at preventing, where possible, situations of “work 
stress” caused by the growing complexity of the tasks to be performed.
For this reason, within its sustainability and work-life-balance initiatives, the Company wishes to introduce 
systematically the Agile Working mode, as of the end of the emergency status in March 2022 and stipulate 
the consequent individual agreements between company and employee as required by It. law 81/2017 
according to each worker’s type of job.
In 2022, the company granted to all employees the maximum value provided by the current legislation for the 
fringe benefit theme.
Company cars are allocated to personnel in connection to their job position and is normally related to the 
contractual level of the assignees. The cars are assigned for specific work needs in order to ensure the employee 
is able to adequately perform his or her tasks and, where deemed appropriate, acknowledge a benefit to 
himself/herself.
The following chart reports the number of Lafert’s full-time employees who accessed the reported benefits in 
2022.
To provide economic support to employees, the Company has implemented a welfare 
platform which offers to workers a personalised incentive system, with the option of 
subscribing to supplementary pension schemes.
Benefit for full-time employees
2020
2021
2022
Life insurance
10
13
13
Health care
761
820
920
Coverage for disability
761
820
920
Parental leave
761
820
920
Pension contribution
761
820
920
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6.5 Occupational health and safety
Policy for health and safety in the workplace
As part of the respect due to people as an essential element for achieving the company’s objectives, Lafert 
Group undertakes to ensure that its activities, its plants and services are compatible with the best prevention 
and protection of workers’ health and safety, in order to reducing the risks arising from normal work activities, 
particular situations or emergencies.
Furthermore, it works to preserve and improve the working conditions, health and safety of employees, 
especially with preventive actions.
Therefore, Lafert Group undertakes to:
• eliminate/reduce to the minimum risks in relation to the knowledge acquired based on technical progress, 
favouring actions taken at the source;
• adopt equipment, machinery and plants to perform production activities that comply with the essential safety 
requirements;
• replace, as regards the products used, what is dangerous with what is not, or is less dangerous;
• limit to the minimum the number of workers who are or may be exposed to risks;
• adopt appropriate management systems to assure and maintain a high level of prevention and protection 
from the risks of accidents and occupational diseases;
• assure suitable information, education, awareness-raising and training on the matter of health and safety to 
all workers.
For the purpose of prevention, the Group not only assures compliance with the laws and regulations of the 
sector, but, through suitable planning, it adopts specific objectives and ensures the preparation of programmes 
and means to achieve them, assess and periodically review them. This procedure is aimed at achieving a 
continuous improvement of health and safety conditions, also on the basis of technical regulations, directives 
or recommendations by international bodies.
Occupational Health and Safety Management System
Lafert Group adopts an Occupational Health and Safety Management System - ISO 45001:2018. This system is 
adopted and certified for the parent company Lafert S.p.A. and applicable to all other production companies, 
therefore covering all the Group’s employees.
The prevention policy on health and safety in the workplace is implemented and made operational through 
the management and the engagement of personnel at all levels and departments concerned according to the 
procedures set forth by standard ISO 45001:2018.
The Group undertakes to spread and consolidate a culture of safety, developing 
awareness of risks and compliance with the regulations in force on prevention and 
protection, promoting responsible behaviour by everyone.
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In order to assure the application and effectiveness of the measures on occupational health and safety, the Group:
• adopts a preventative approach to the management of safety issues;
• periodically reviews the effectiveness of the management system adopted by assessing the achievement of 
the objectives and goals set for the purpose; 
• promotes knowledge of the objectives by personnel, awareness of the results to aim for, acceptance of 
responsibilities, individual motivation and commitment in the implementation of the system, encouraging 
participation and consultation at all levels;
• communicates its health and safety policy to all stakeholders and whoever requests it;
• commits the human and financial resources required to achieve the objectives and to implement the 
improvement programmes.
Hazard identification, risk assessment and accidents investigation
The regulatory framework, specifically It. Legislative Decree no. 81/08, defines the responsibilities, activities 
and deadlines.
The procedures and protocols set forth by the ISO 45001 management system in this connection call for:  
• the adoption by the organisation of rules and procedures, in addition to the mere legal requirements, which 
cover one’s own quality aspects and health and safety risks;
• monitoring the trends of accidents, near-misses and occupational diseases and improving how they are managed;
• the adoption of all the necessary measures to limit the occurrence of emergency conditions and any 
impacts thereof;
• the adoption of measures aimed at eliminating, where possible, the hazards and reduce the health and 
safety risks;
• the involvement of all company departments and of the entire organisation through proactive behaviour.
These internal assessments take place through several channels, such as internal audits, monitoring by officers 
and/or managers and reports by personnel. The internal communication system adopts both a horizontal 
and vertical system for monitoring nonconformities, leading to their assessment and elimination. Lafert 
Group promotes the culture of workplace safety through education, which is carried out according to legal 
requirements jointly with workforce information and training.
As part of the health and safety policy, the Risk Assessment Document (RAD) has been drawn up, identifying 
the specific potential risk factors relating to these operational sectors, and the Interference Risk Assessment 
Document (IRAD), which assesses the “interference risks” in relation to contracts. Furthermore, a document 
containing the work plan and improvement actions is periodically drawn up and updated (Improvement plan).
Occupational health services and workers’ health promotion
As set forth by It. Legislative Decree no. 81/08, a health surveillance service is provided (company doctor) with 
the purpose of checking the health condition of employees and express a judgement of fitness for the specific 
task assigned to the employee. 
Lafert Group, through the prevention and protection service, has implemented processes 
for assessing and maintaining the prevention and protection measures put in place to 
eliminate or reduce structural risks and risks deriving from work activities.
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Health welfare
The health welfare system is assured by being a member of Fondo Metasalute. The aim of the Fund is to support 
workers’ needs, providing supplementary healthcare services to those of the Italian National Health System 
(SSN). Registration of workers to Fondo Metasalute is mandatory and automatic, paid by the company with a 
monthly fee. Companies that apply the National Metalworking Labour Agreement, among others, are eligible 
for the Fund.
Participation and consultation with workers and communication on matters of 
occupational health and safety
In application of It. Legislative Decree no. 81/2008, Lafert Group has appointed a Health and Safety 
Manager (or Head of Prevention and Protection Service - HPPS).. This role coordinates the prevention and 
protection service, goes to the company and deals with the management of safety in the workplace and 
relations with the various control and certification bodies and entities, coordinating with the workers’ safety 
representatives and Directors. 
The Board of Directors, upon the proposal put forth in the Management review meeting, establishes objectives 
in the short and medium-term, which are disclosed and shared throughout the organisation. Meetings are 
held regularly, organised by the H&S Manager, the minutes of which are then shared with the trade union 
representatives. The company has also identified and formalised a Safety Officer, with a proxy signed by both.
Workers’ training on health and safety at work
Lafert Group pays close attention to the training issue and to the growth of workers’ personal skills in relation 
to health and safety issues. Specific trade union agreements are defined and signed for submitting company 
training plans to Fondimpresa that include training courses on workplace safety.
Hereinafter, we report the overall training hours on Health, Safety and Environment12 provided to Lafert’s 
employees divided by category.
Type of training
13
2022
Hours
Employees
General training
162
79
Specific training
62
22
Other
3311
936
Total
3535
1037
12	The hours related to the updating of the course on “environment and safety” are divided as follows: about 1/3 environment and 2/3 safety.
13	The data in this table refer to all Group companies with the exception of Lafert Elektromotorji d.o.o., Lafert Moteurs S.A.S., Lafert GmbH 
and Lafert Motores Electricos S.L.U. Data from the Slovenian headquarters are not available, while those of the other three companies are 
not considered relevant as they are business premises that have few employees and very low health and safety risks.
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Hereinafter is the list of the training courses provided to Lafert’s employees:
• Fire training and emergency management, and updates; 
• Yearly HSE update (Health, Safety ed Environment); 
• License for defibrillator use and updates; 
• Legislative update D.lgs. n. 81/2008 addressed to managers; 
• First aid training and/or related updates; 
• Training on topics such as alcohol and work; 
• Training on forklift use; 
• Training on stacker use; 
• Training on overhead crane use; 
• General training and specific High Hazard training; 
• General training and specific Low Hazard training; 
• Member of the Prevention and Protection Service training; 
• ADR basic training – dangerous goods handling.
Since 2022, it was decided to provide 3 hours of yearly training, 2 about safety and one about the 
environment, for each employee: the covered topics of 2022 were the prevention of musculoskeletal disorders 
and sustainable mobility.
Prevention and mitigation of impacts on occupational health and safety within 
trade relations
The potentially critical aspects relating to occupational health and safety that concern trade relations are dealt 
with by Lafert Group according to the following approach:
• monitoring and raising awareness in the supply chain;
• monitoring the supply chain regarding quality and possible nonconformities of products;
• assessment of the impacts on health and safety associated with the supply chain;
• promotion with stakeholders of the actions undertaken by the organisation and results it achieves within the 
sphere of health and safety in the workplace.
6	 The rate of registrable work-related injuries has been calculated as follows: number of injuries over number of hours worked per 200,000.
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Accidents
The overall number of accidents registered in 2022 by the Group amounts to 31. The datum related to the 
rate of recordable accidents at work rose slightly compared to the previous year, as the overall working hours 
decreased. As a matter of fact, in absolute numbers, the number of accidents rose by only 3 units, on a total 
of over 1,000 employees.
During 2022, Lafert invested greatly in implementing the level of safety of the company, and the safety and 
environment managing system allows to reduce significantly the accidents.
The data reported for 2022 refer to the productive societies15 of the Group, where more risks related to work 
activities are present. 
Most accidents occur due to accidental impacts, sudden movements (e.g. back strain, falls, sprains), injuries/
bruises while using equipment/hand tools.
Every injury/accident is declared by the department heads by filling in an appropriate form which is sent to the 
competent manager. After that, the prevention service analyses the dynamics of the accident and shares with 
the competent area any improvements required to prevent recurrence of the event.
Data on accidents
2020
2021
2022
Number of deaths following work accidents
0
0
0
Number of work accidents with serious consequences 
(except deaths)
0
0
0
Number of work accidents
37
28
31
Hours worked
1.293.900
1.697.997
1.595.050
Rate of recordable work accidents14
5,72
3,30
3,89
Number of deaths derived from occupational disease
0
0
0
All the accidents recorded by Lafert Group during the last triennium are of non-significant 
entity, as no deaths nor accidents with grave consequences ever occurred.
14	The rate of recordable work accidents has been calculated as follows: number of work accidents over worked hours by 200,000.
15	Lafert S.p.A. and all its Italian plants, Lafert Elektromotorji D.o.o. e Lafert (Suzhou) Co. Ltd.
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7.	 Environmental capital
7.1	
Environmental responsibility
7.2	
Energy consumption
7.3	
Emissions
7.4	
Water resources
7.5	
Waste generation and management
SUSTAINABILITY REPORT 2022
140

•	 Lafert is aware that the development of high efficiency and high performance 
motors is not enough to reduce the impact on the environment and the territory. 
Therefore, it has started a series of improvement activities looking at internal 
processes and collaborations with partners and suppliers.
•	 Lafert Group adopts the Environmental Management System according to the 
UNI EN ISO 14001: 2015 standard.
•	 During 2022, Lafert created its first Home-Work Travel Plan within San Donà 
di Piave perimeter, launching a sustainable mobility project aimed at reducing 
the home-work journeys of its employees.
•	 A first photovoltaic system of 381.000 KWh/year has been installed in the 
new plant in San Donà di Piave, and in 2023 the installation of an additional 
247.000 KWh/year plant is planned at the Noventa di Piave plant.
•	 The project to replace petrol and diesel company cars with plug-in models has 
begun.
•	 Lafert adopts a virtuous mechanism for managing emulsified water that allows 
the collected water to be reused in the production process.
•	 In 2023, a project was launched to analyze and study the life cycle of Lafert 
products in collaboration with the University of Trento, which will lead to 
the identification of areas for improvement with a view to increasing the 
sustainability of the Group’s business model.
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HIGHLIGHTS  |  Environmental capital

7.1 Environmental responsibility
Lafert Group, considering environmental protection as essential for sustainable development, aims at reconciling 
the needs of economic development with attention to the environmental impact.
Furthermore, Lafert has always been actively promoting initiatives aimed at constantly reducing the environmental 
impacts of its business, adopting the best possible practices and factual cooperation with suppliers and partners.
With a view to that, on November 26th, 2021 Lafert S.p.A. obtained the certification of the environmental 
management system pursuant to standard UNI EN ISO 14001:2015 with the aim to reach and prove a good 
level of behaviour towards the environment, controlling the impact of activities, products and services on the 
environment, adopting an environmental policy and setting safeguarding objectives.
The Environmental Management System is the set of processes, tools and models implemented by a company 
to meet the requirements of the regulatory framework. They are useful for sustainable development, as the 
company that is certified makes a tangible commitment to limit the direct environmental impacts deriving from 
its activities and control indirect ones, relating to the environmental behaviour of its suppliers, in order to 
improve the reduction of emissions, encourage waste recycling and proper environmental practices.
The international environmental management standard has indeed the purpose of providing organisations with 
the foundations of an effective environmental management system which, integrated with the other specific 
needs of each production concern, help organisations achieve their environmental and economic objectives.
In particular, UNI EN ISO 14001:2015 specifies the requirements of the Environmental Management System 
and allows each organisation to:
• identify the environmental impacts and risks and related opportunities for improvement;
• assure compliance with the legal requirements on environmental matters of interest for the company;
• bear witness to the commitment towards the environment and the community for external stakeholders;
• obtain the administrative simplifications and fiscal benefits arising from the voluntary environmental 
certification;
• obtain advantages in terms of image and cost reduction linked to better use of the natural resources in 
production processes;
• obtain internal advantages related to better management of environmental aspects and greater personnel 
engagement.
The company is aware that the development of electrical motors with low energy impact 
and high efficiency has a significant impact on the environment and the land. 
Environmental sustainability and adoption of green practices make up the main 
commitment of the certified company, which decides to pursue the continuous 
improvement of its performance in order to respect and protect the environment. 
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Lafert’s environmental commitments
Lafert’s top management, aware of its role and its obligations towards the environment in which it operates, 
has undertaken a process to improve its performance and those of customers, with a view to developing 
valuable and sustainable solutions, in compliance with regulations and capable of meeting the demands and 
expectations of its stakeholders.
The main objectives of the Environmental policy are summed up below:
• comply with laws, standards and regulations in force concerning the sector and any other obligations the 
Company is subject to;
• effectiveness, efficiency and reliability, using all the required resources in order to assure compliance with 
the principles of diligence and fairness;
• personnel engagement, assuring a high level of professionalism, also in issues of environmental sustainability; 
• choose partners and suppliers who declare they operate with a view to continuous improvement of their 
environmental performance; 
• operate by reducing waste generation, preventing pollution and carrying out waste disposal in compliance 
with the laws in force;
• systematically renew its vehicle fleet, ensuring the environmental impact of the vehicles used remains low; 
• sustainably manage natural resources and energy at the company premises, reducing waste and monitoring 
and controlling environmental aspects.
Lafert’s top management has defined the guidelines to achieve its environmental objectives, including:
• continuous reduction of energy consumption, by optimizing the use of machinery and production processes; 
• strengthening the use of remote working, regardless of the health emergency, for the efficient management 
of offices at company headquarters and to improve the efficiency of energy consumption;
• increase in the percentage of waste recovered, reduction of the amount of CER 150106 waste (packaging in 
mixed materials) through the introduction of waste separation down to the individual user;
• The project of sustainable mobility, through the implementation of an introduction to solutions in support of 
the employees for the reduction of the home-work commutes;
• The implementation of an analysis and research project on the life cycle of Lafert’s products.
It is also interesting to consider the project for the installation during 2023 of a photovoltaic system which 
involves the production site in Noventa di Piave, and the substitution of the petrol- and diesel-fuelled cars with 
plug-in models in the Italian plants of the Group.
Regarding the Lafert North America Inc. seat, recently, the light panels in the offices and the warehouse were 
replaced with high-energy efficiency LEDs.
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7.2 Energy consumption
16
Lafert S.p.A. manages energy resources carefully, monitoring the consumption of every single product and 
studying new implementation projects of supporting technologies.
An important percentage of the energy consumption of Lafert S.p.A. is destined for the production of 
compressed air in the factory, for this reason, much attention is dedicated to the topic. As a matter of fact, the 
company’s compressor plants are designed in a way that the air production is provided by a series of base 
compressors which manage the air demand in normal production with maximum optimization and a fleet of 
compressors equipped with inverters designed for the management of the air surplus demanded by the different 
departments. So, to avoid waste, 70% of the compressors are equipped with an IPM motor with permanent 
magnets and IE5energy consumption class.
The remaining part of the electric energy is used by Lafert mostly for the fuelling of machinery, tools and 
systems, and in a minimum part for the fuelling of offices and services.
In order to guarantee more sustainably the generation of a percentage of the necessary energy, in 2022, Lafert 
decided to install in its plant in San Donà di Piave a photovoltaic system of 381.000 kWh/year and plans the 
installation of a photovoltaic system of 247.000 kWh/year in the site of Noventa di Piave.
The table below shows Lafert’s energy consumption for 2020, 2021 and 2022:
Energy consumed (GJoule)17
2020
2021
2022
Electricity
Electricity purchased
19.671,36
23.212,00
23.212,00
Of which from non-renewable sources
19.671,36
23.212,00
23.212,00
Of which from renewable sources
0
0
0
Fuels
Natural Gas18
38.799,94
35.426,42
LPG
424,96
424,96
Automotive fuels
Diesel fuel
914,16
827,09
Petrol
136,90
337,74
LPG19
0
0,23
Total consumption
59.947,31
60.228,44
16	Compared to what was reported in the rest of the document, the data related to the energetic consumption and the emissions for FY 2020-
2021, refer to the following societies of the Group: Lafert S.p.A. and all the Italian sites, Lafert Elektromotorji D.o.o. (Slovenia), Lafert 
Suzhou Co. Ltd. (China), and Lafert Electric Motors Ltd. (UK). For FY 2022, the data of the society Lafert North America Inc. (Canada), 
purchased in 2021, was also taken into account. Moreover, for the commercial activities of Lafert North America Inc., and Lafert Motores 
Electricos S.L.U., respectively located in Canada and Spain, only the data from the second half of 2021 are available, since when they were 
purchased by Lafert S.p.A. The remaining two societies of the Group, located in France and Germany, were not included in the perimeter 
as they are very contained in dimensions and do not have a punctual data collection system available.
17	The source of the emission factors used to calculate direct GHG emissions is the Defra database 2022 (UK Department for Environment, 
Food and Rural Affairs).
18	Natural gas consumption of Lafert Servo Drives S.r.l. has been estimated.
19	Data concerning the Spanish company Lafert Motores Electricos S.L.U. for the year 2021, when it was taken over by Lafert Group.
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In 2022, the consumption of purchased electric energy of Lafert Group increased by 11,5% compared to year 
2021, due to the production increase and the inclusion of the Canadian society Lafert North America Inc., 
whose data were not available last year.
The consumption of natural gas, for the same considerations reported on the electric energy consumption, also 
increased to 7,1% compared to the previous year.
The production is fuelled both by electric energy and gas, the latter used for heating and die-casting.
The Group’s total energy consumption for the year 2022 increased by 9,5% compared 
to 2021.
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7.3 Emissions
20
In calculating the emissions of Lafert Group, direct ones (scope 1) and indirect ones (scope 2) were considered. 
The former refers to the emissions generated directly by the company in relation to the production process, 
while the latter are indirect emissions deriving from the purchase of electricity from third parties, required for 
production as well as for the routine management of facilities.
The table above shows that direct scope 1 emissions increased by 8,4% compared to 2021.
According to the “Location Based” criterion, indirect emissions generated by the Group in 2022 increased by 
11,7% compared to the previous year. This change is mainly due to the increase in production by Lafert Group, 
which inevitably led to higher consumption.
The total emissions produced by the Group in 2022 according to the Location Based criterion amounts to 
4.571,26 tCO2e, with an 10% increase compared to 2021.
GHG Emissions Scope 1 (tCO2e) - Scope 121
2020
2021
2022
Direct emissions
Natural Gas
2.188,29
1.998,03
2.131,25
LPG
27,19
27,19
-
Diesel fuel
68,45
61,93
112,90
Petrol
9,83
24,24
43,85
LPG (automotive)
-
0,01
-
Overall emissions - Total Scope 1
2.293,76
2.111,40
2.288,01
GHG Emissions Scope 2 (tCO2e) - Location Based22
2020
2021
2022
Indirect emissions
Electricity purchased
1.685,29
2.043,43
2.283,25
Overall emissions – Total Scope 2
1.685,29
2.043,43
2.283,25
Total emissions Scope 1 + Scope 2
3.979,04
4.154,83
4.571,26
GHG Emissions Scope 2 (tCO2e) - Market Based23
2020
2021
2022
Indirect emissions
Electricity purchased
2.586,20
3.052,59
3.444,50
Overall emissions – TotalScope 2
2.586,20
3.052,59
3.444,50
Total emissions Scope 1 + Scope 2
4.879,95
5.163,99
5.732,51
20	Lafert Group’s GHG scope 2 emissions for the last three years have been recalculated following an update of the conversion factors.
21	The source of the emission factors used for the calculation of the direct GHG emission is the Defra 2022 database (UK Department for 
Environment, Food and Rural Affairs).
22	The source of the emission factors used for the calculation of indirect GHG emissions is the Joint Research Centre Data Catalogue for 
data of companies located in Europe, while for the values related to locations located in Canada and China were used factors from Terna 
International Comparisons (last publication available). The three-year values were recalculated in the light of the update of the emissive 
factors of reference.
23	The source of the emission factors used to calculate indirect GHG Market Based emissions for European countries is the European Residual 
Mixes “AIB” latest update (May 31st, 2022). For non-European countries for which, at the time of drafting the document, the residual mix 
factors are not publicly available from accredited sources, the same emission factors applied in the Location Based calculation were used.
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7.4 Water resources
24
The collection of water by Lafert Group takes place from the public aqueduct network and mainly concerns 
sanitary and productive uses.
Water consumption in 2020 was low as it was affected by the pandemic situation. Indeed, in 2020, 
approximately 12,43 mL were used while in 2021 consumption increased by 27%, reaching 15,82 mL.
The water consumption of 2022, referred to the Group about which we have punctual data, amounts to 
10,45mL.
At the moment, Lafert cannot evaluate the water consumption saved and auto-produced employing this system.
Water withdrawal by source by type (in mega-litres)
2020
2021
2022
Third party water resources – water providers (total) - water mains
Of which freshwater
12,43
15,82
10,45
Of which other types of water
-
-
-
Total water withdrawal
12,43
15,82
10,45
24	The present paragraph reports the data relating to the withdrawal of water resources. Compared to what was reported in the rest of the 
document, for FY 2020 and 2021, only the data relating to the societies Lafert S.p.A., Lafert Servo Motors S.p.A., ICME S.p.A and Lafert 
(Suzhou) Co. Ltd. were considered. For Lafert Servo Drives S.r.l. only the quantitative data of FY 2020 are available, while the other societies 
of the Group are unable to record specific information. Regarding FY 2022, the data relating to Lafert S.p.A., Lafert Servo Motors S.p.A., 
Lafert Elektromotorji D.o.o., Lafert Electric Motors Ltd. and Lafert North America Inc. were considered.
A virtuous mechanism is in place for the management of the emulsified water used in 
machine tools: the emulsified water is separated by means of an internal evaporator 
that separates the aqueous phase from the oily phase. The oily phase is then disposed 
of with an authorised supplier while the aqueous phase is reused to fill the storage tank 
of the fire-fighting system and is reused by the foundry department for production.
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7.5 Waste generation and management
25
2020
Quantity 
(tonne)
Of which not 
for disposal
Of which for 
disposal
Total waste generated
6.833,24
6.480,84
352,40
Hazardous waste by type of materials
248,44
46,24
202,20
Hazardous waste containing solvents, 
paints and waste adhesives
0,20
0,20
-
Oils and oil emulsions
181,00
3,00
181,00
Solvents
15,00
15,00
-
Solvent sludge
14,00
14,00
-
Dangerous absorbent material
21,20
-
21,20
Waste from dismantling end-of-life vehicles 
and maintenance
0,20
0,20
-
Waste from hazardous electronics
0,28
0,28
-
Hazardous components removed from 
equipment out of use
0,03
0,03
-
Neon
0,06
0,06
-
Batteries and accumulators
1,40
1,40
-
Insulation materials containing hazardous 
substances
0,05
0,05
-
Contaminated packaging
11,50
11,50
-
Spray cans
0,27
0,27
-
Waste containing oil
0,20
0,20
-
Surgical masks
0,05
0,05
-
25	This paragraph sets out the data concerning waste management. Compared to that reported in the rest of the document, for the fiscal year 
2019/20 and 2020/21 one only considered the figures concerning the companies Lafert S.p.A., Lafert Servo Motors S.p.A., ICME S.p.A. 
A sound data collection system has not yet been implemented for the other Group companies, also due to the small size and/or type of 
activity carried out (commercial).
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2020
Quantity 
(tonne)
Of which not 
for disposal
Of which for 
disposal
Total waste generated
6.833,24
6.480,84
352,40
Non-hazardous waste by type of materials
6.584,80
6.434,60
150,20
Scrap metal and production
6.039,50
6.039,50
-
Filings and plastic chips
7,90
7,90
-
Non-hazardous packaging waste
236,20
130,20
106,00
Waste from non-hazardous electronics
2,30
2,30
-
Scrap metal and production
113,50
113,50
-
Sludge from septic tanks
41,00
-
41,00
Aqueous suspensions containing paints 
and varnishes
1,60
-
1,60
Non-hazardous absorbent material
0,20
-
0,20
Aqueous liquid waste
1,00
-
1,00
Waste from non-hazardous electronics
1,80
1,80
-
Scrap metal and production
35,50
35,50
-
Batteries and accumulators
0,17
0,17
-
Abrasive wheels
0,40
-
0,40
Glass
0,13
0,13
-
Plastics
1,60
1,60
-
Washing solutions
102,00
102,00
-
149
7. ENVIRONMENTAL CAPITAL 
SUSTAINABILITY REPORT 2022

2021
Quantity 
(tonne)
Of which not 
for disposal
Of which for 
disposal
Total waste generated
7.519,82
7.174,75
345,07
Hazardous waste by type of materials
247,59
54,29
193,30
Off-specification products and unused 
products
0,20
0,20
-
Oils and oil emulsions
170,28
3,28
167,00
Solvents
5,80
5,80
-
Solvent sludge
29,00
29,00
-
Dangerous absorbent material
26,30
-
26,30
Waste from hazardous electronics
0,14
0,14
-
Contaminated packaging
15,00
15,00
-
Spray cans
0,29
0,29
-
Surgical masks
0,58
0,58
-
Non-hazardous waste by type of materials
7.272,23
7.120,46
151,77
Scrap metal and production
6.601,40
6.601,40
-
Waste from non-hazardous electronics
278,19
174,19
104,00
Various electronics
0,77
0,77
-
Sludge from septic tanks
46,00
-
46,00
Aqueous suspensions containing paints 
and varnishes
0,60
-
0,60
Non-hazardous absorbent material
0,07
-
0,07
Aqueous liquid waste
0,60
-
0,60
Waste from non-hazardous electronics
2,00
2,00
-
Scrap metal and production
35,70
35,70
-
Scrap metal and production
212,20
212,20
-
Abrasive wheels
0,50
-
0,50
Glass
0,20
0,20
-
Washing solutions
94,00
94,00
-
150
7. ENVIRONMENTAL CAPITAL 
SUSTAINABILITY REPORT 2022

2022
Quantity 
(tonne)
Of which not 
for disposal
Of which for 
disposal
Total waste generated
7.664,72
7.663,68
1,04
Hazardous waste by type of materials
87,47
86,43
1,04
Hazardous waste containing solvents, 
paints and waste adhesives
5,60
5,60
-
Off-specification products and unused 
products
0,84
0,84
-
Oils and oil emulsions
62,91
62,91
-
Dangerous absorbent material
4,92
4,92
-
Waste from dismantling end-of-life vehicles 
and maintenance
1,66
1,66
-
Waste from hazardous electronics
0,08
0,08
-
Batteries and accumulators
0,10
0,10
-
Contaminated packaging
10,32
10,32
-
Dangerous cleaning solutions
1,04
-
1,04
Non-hazardous waste by type of materials
7.577,25
7.577,25
-
Scrap metal and production
6.956,11
6.956,11
-
Non-hazardous absorbent material
12,80
12,80
-
Non-hazardous waste containing solvents
9,20
9,20
-
Non-hazardous packaging waste
565,32
565,32
-
Waste from non-hazardous electronics
1,83
1,83
-
Scrap metal and production
31,26
31,26
-
Batteries and accumulators
0,09
0,09
-
Non-hazardous packaging waste
0,64
0,64
-
151
7. ENVIRONMENTAL CAPITAL 
SUSTAINABILITY REPORT 2022

Waste management is carried out according to internal procedures compliant with the legal provisions in force. 
In 2022 Lafert Group generated approximately 7.665 tonnes of waste, with no significant change from 2021. 
Approximately 98,9% of this consists of non-hazardous waste.
Waste production in 2022 is mainly related to the category “metal and production waste” (88.7% of total 
non-hazardous waste). Other waste that has been produced in significant quantities compared to the total is 
non-hazardous packaging waste.
The waste is collected in the production departments in first collection containers and identified by type of 
material. These containers are then periodically emptied by authorised personnel and is stored in special 
outdoor areas in containers suitable for disposal. The temporary storage area is periodically emptied, and the 
waste is picked up by selected firms for disposal and/or recovery of the waste.
In 2022 Lafert Group generated approximately 7.665 tonnes of waste, with no significant 
change from 2021. Approximately 98,9% of this consists of non-hazardous waste.
152
7. ENVIRONMENTAL CAPITAL 
SUSTAINABILITY REPORT 2022

GRI Index
SUSTAINABILITY REPORT 2022
153

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
General disclosures
GRI 2: General 
Disclosures 
2021
2-1
Organisational details
1. Identity and strategy/Lafert Group
8
2-2
Entities included in the 
organisation’s sustainability 
reporting
Methodological Note
5
2-3
Reporting period, frequency 
and contact point
Methodological Note
5
2-4
Reviewing the information
Methodological Note
5
2-5
External assurance
Methodological Note
5
This Sustainability 
Report has not 
been reviewed by 
a third party
2-6
Activities, Value Chain and 
other business relationship
1. Identity and strategy/ The business 
model
3. Infrastructural capital
4. Relational capital / Suppliers: supply 
chain management
29
64
107
2-7
Employees
6. Human capital/Employees
126
2-8
Non-employee workers
6. Human capital/Employees
126
2-9
Governance structure and 
composition
2. Governance/The governance
49
2-10
Appointment and selection 
of the highest governing 
body
2. Governance/The governance
49
2-11
Chairman of the highest 
governing body
2. Governance/The governance
49
2-12
Role of the highest 
governing body in 
the control of impact 
management
2. Governance/The governance
2.Governance/Risk management
49
58
2-13
Delegation of responsibility 
for impact management
2. Governance/The governance
49
2-14
Role of the highest 
governing body in 
sustainability reporting
Methodological Note
5
2-15
Conflict of interest
2. Governance/ Code of Ethics
56
2-16
Communicating critical 
concerns
2. Governance/The governance
49
No critical 
concerns were 
communicate d 
to the highest 
governing body 
as they were not 
identified in the 
reporting period
Statement of use
Lafert Group has reported in this non-financial statement the information contained in the GRI Content 
Index for the period 1 January 2022 - 31 December 2022 according to the option “with referenced to GRI 
Standards”
GRI 1
GRI 1: Foundation 2021
154
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
GRI 2: General
Disclosures 
2021
2-17
Collective knowledge of 
the highest governing body
2. Governance/ Responsible company 
management
48
2-18
Performance assessment of 
the highest governing body
2. Governance/The governance
49
2-22
Declaration on the 
sustainable development 
strategy
Letter to Stakeholders
4
2-23
Commitment in terms of 
policy
2. Governance/ Responsible company 
management
48
2-24
Integration of policy 
commitments
2. Governance/ The organisational 
structure
52
2-25
Processes to address 
negative impacts
1. Identity and strategy / Materiality 
analysis
2. Governance/ Responsible company 
management
4. Relational capital / Quality, safety 
and reliability of the products
40
48
96
Part of the material 
issues management 
approach
2-26
Mechanisms to request 
clarification and raise 
concerns
2. Governance/ Code of Ethics
56
2-27
Compliance and laws and 
regulations
2. Governance/ Regulatory Compliance 
63
2-28
Membership in 
associations
4. Relational capital / Relations with the 
local area
111
2-29
Approach to stakeholder 
involvement
1. Identity and strategy / Materiality 
analysis
40
2-30
Collective agreements
6. Human capital/Employees
126
Material issues
GRI 3: Material
issues 2021
3-1
Process of determining 
material issues
1. Identity and strategy / Materiality 
analysis
40
3-2
List of material issues
1. Identity and strategy / Materiality 
analysis
40
CREATION AND DISTRIBUTION OF THE WEALTH GENERATED
GRI 3: Material 
issues 2021
3-3
Management of
material issues
5. Economic-financial capital
112
GRI 201: 
Economic 
performance 
2016
201-1
Economic value directly 
generated and distributed
5. Economic-financial capital / The 
Economic Value Generated and the 
Economic Value Distributed
118
201-4
Financial assistance 
received from the 
government
5. Economic-financial capital / 
Operating performance
114
GRI 203: 
Indirect 
economic 
impacts 2016
203-1
Infrastructure investments 
and services financed
5. Economic-financial capital / 
Investments
119
155
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
ETHICS AND INTEGRITY IN BUSINESS CONDUCT
GRI 3: Material
issues 2021
3-3
Management of material 
issues
2. Governance
46
GRI 205:
Antibribery
2016
205-1
Transactions assessed for 
corruption risks
2. Governance/ Code of Ethics
56
205-2
Communication and 
training on anticorruption 
policies and procedures
2. Governance/ Code of Ethics
56
205-3
Verified corruption 
incidents and actions taken
2. Governance/ Code of Ethics
56
GRI 206:
Anticompetitive
conduct 2016
206-1
Actions for anticompetitive 
behaviour, antitrust and 
monopolistic practices
2. Governance/ Regulatory Compliance
63
GRI 207: Taxes 
2019
207-1
Fiscal approach
5. Economic-financial capital / Fiscal 
approach
120
207-2
Tax governance, control 
and risk management
5. Economic-financial capital / Fiscal 
approach
120
207-3
Stakeholder involvement 
and management of tax 
concerns
5. Economic-financial capital / Fiscal 
approach
120
TRANSPARENT GOVERNANCE AND MANAGEMENT OF SUSTAINABILITY RISKS
GRI 205:
Antibribery 
2016
205-1
Transactions assessed for 
corruption risks
2. Governance / Code of Ethics
56
205-2
Communication and 
training on anticorruption 
policies and procedures
2. Governance / Code of Ethics
56
205-3
Verified corruption 
incidents and actions taken
2. Governance / Code of Ethics
56
GRI 206:
Anticompetitive
conduct 2016
206-1
Actions for anticompetitive 
behaviour, antitrust and 
monopolistic practices
2. Governance / Regulatory 
Compliance
63
GRI 207: Taxes 
2019
207-1
Approach to taxation
5. Economic-financial capital / 
Investments
119
207-2
Tax governance, control 
and risk management
5. Economic-financial capital / Fiscal 
approach
120
156
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
TECHNOLOGICAL INNOVATION AND DIGITALISATION
GRI 3: Material
issues 2021
3-3
Management of material 
issues
3. Infrastructural capital / Innovation 
and digitalisation
75
GRI 203:
Indirect 
economic 
impacts 2016
203-1
Infrastructure investments 
and services financed
5. Economic-financial capital / 
Investments
119
FIGHTING CLIMATE CHANGE
GRI 3: Material
issues 2021
3-3
Management of material 
issues
7. Environmental capital/Emissions
146
GRI 305: 
Emissions 2016
305-1
Direct emissions of GHG 
(Scope 1)
7. Environmental capital/Emissions
146
305-2
Indirect GHG emissions 
from energy consumption 
(Scope 2)
7. Environmental capital/Emissions
146
ENERGY EFFICIENCY AND SUSTAINABLE PRODUCTS
GRI 3: Material
issues 2021
3-3
Management of material 
issues
7. Environmental capital
140
GRI 302: 
Energy 2016
302-1
Energy consumed within 
the organization
7. Environmental capital/ Energy 
consumption
144
RESPECT OF HUMAN RIGHTS AND WORKERS PROTECTION
GRI 3: Material
issues 2021
3-3
Management of material 
issues
6. Human capital
121
GRI 401:
Occupazione 
2016
401-1
Recruitment and turnover
6. Human capital/Employees
126
GRI 406: Non
discriminazione
2016
406-1
Discrimination and 
corrective action taken
6. Human capital/Employees
126
157
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
OCCUPATIONAL HEALTH AND SAFETY
GRI 3: Material
issues 2021
3-3
Management of material 
issues
6. Human capital
121
GRI 403: Salute 
e sicurezza sul 
lavoro 2018
403-1
Occupational health and 
safety management system
6. Human capital/ Occupational health 
and safety
135
403-2
Hazard identification, risk 
assessment and accident 
investigation
6. Human capital/ Occupational health 
and safety
135
403-3
Occupational health 
services
6. Human capital/ Occupational health 
and safety
135
403-4
Worker participation 
and consultation and 
communication on health 
and safety at work
6. Human capital/ Occupational health 
and safety
135
403-5
Workers’ health and safety 
training
6. Human capital/ Occupational health 
and safety
135
403-6
Promoting the health of 
workers
6. Human capital/ Occupational health 
and safety
135
403-7
Prevention and mitigation 
of occupational health and 
safety impacts in trade 
relations
6. Human capital/ Occupational health 
and safety
135
403-8
Workers covered by an 
occupational health and 
safety management system
6. Human capital/ Occupational health 
and safety
135
403-9
Workplace accidents
6. Human capital/ Occupational health 
and safety
135
403-10
Occupational diseases
6. Human capital/ Occupational health 
and safety
135
TRAINING AND SKILLS DEVELOPMENT
GRI 3: Material
issues 2021
3-3
Management of material 
issues
6. Human capital
121
GRI 404:
Training and 
education 
2016
404-1
Average annual training 
hours per employee
6. Human capital/Training and skills
132
404-2
Employee skills upgrading 
programmes and transition 
assistance programmes
6. Human capital/Training and skills
132
158
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
CUSTOMER SATISFACTION AND MANAGEMENT
GRI 3: Material
issues 2021
3-3
Management of material 
issues
4. Relational capital/ Quality, safety 
and reliability of the products
96
GRI 416:
Customers 
health and 
safety
2016
416-1
Assessment of health and 
safety impacts by product 
and service categories
4. Relational capital/ Quality, safety 
and reliability of the products
96
416-2
Incidents of noncompliance 
regarding health and 
safety impacts of products 
and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
GRI 417:
Marketing and 
labelling 2016
417-1
Information and labelling 
requirements for products 
and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
417-2
Non-compliances in the 
information and labelling 
of products and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
417-3
Non-conformities 
concerning marketing 
communications
4. Relational capital/ Quality, safety 
and reliability of the products
96
GRI 418:
Customers 
privacy 2016
418-1
Proven complaints about 
customer privacy breaches 
and customer data loss
2. Governance/Cybersecurity e Data 
protection
61
PRODUCT QUALITY, SAFETY AND RELIABILITY
GRI 3: Material
issues 2021
3-3
Management of material 
issues
4. Relational capital
82
GRI 416:
Customers 
health and 
safety
2016 
416-1
Assessment of health and 
safety impacts by product 
and service categories
4. Relational capital/ Quality, safety 
and reliability of the products
96
416-2
Incidents of noncompliance 
regarding health and 
safety impacts of products 
and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
GRI 417:
Marketing
and labelling 
2016
417-1
Information and labelling 
requirements for products 
and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
417-2
Non-compliances in the 
information and labelling 
of products and services
4. Relational capital/ Quality, safety 
and reliability of the products
96
417-3
Non-conformities 
concerning marketing 
communications
4. Relational capital/ Quality, safety 
and reliability of the products
96
159
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
RESPONSIBLE MANAGEMENT OF THE SUPPLY CHAIN
GRI 3: Material
issues 2021
3-3
Management of material 
issues
4. Relational capital
82
GRI 204:
Procurement
practices 2016
204-1
Proportion of expenditure 
to local suppliers
4. Relational capital/ Suppliers: supply 
chain management
107
GRI 308:
Environmental
assessment of
suppliers 2016
308-1
New suppliers evaluated 
using environmental 
criteria
4. Relational capital/ Suppliers: supply 
chain management
107
GRI 414: Social
evaluation of
suppliers 2016
414-1
New suppliers that have 
been evaluated using 
social criteria
4. Relational capital/ Suppliers: supply 
chain management
107
WASTE MANAGEMENT
GRI 3: Material
issues 2021
3-3
Management of material 
issues
7. Environmental capital / Waste 
generation and management
148
GRI 306:
Waste 2020
306-1
Waste generation and 
significant wasterelated 
impacts
7. Environmental capital / Waste 
generation and management
148
306-2
Management of significant 
impacts related to waste
7. Environmental capital / Waste 
generation and management
148
306-3
Waste generated
7. Environmental capital / Waste 
generation and management
148
306-4
Waste not for disposal
7. Environmental capital / Waste 
generation and management
148
306-5
Waste for disposal
7. Environmental capital / Waste 
generation and management
148
STAKEHOLDER ENGAGEMENT AND DIALOGUE COMMUNITY AND LOCAL SUPPORT
GRI 3: Material
issues 2021
3-3
Management of material 
issues
4. Relational capital / Relations with the 
local area
111
GRI 413: Local
communities 
2016
413-1
Activities involving local 
community involvement, 
impact assessments and 
development programmes
4. Relational capital / Relations with the 
local area
111
413-2
Activities with significant 
negative, potential and 
current impacts on local 
communities
4. Relational capital / Relations with the 
local area
111
No negative or 
potentially negative 
impact activities 
were launched 
during the 
reporting period
160
GRI INDEX
SUSTAINABILITY REPORT 2022

GRI Sustainability Reporting Standard 
Reference to chapter / Paragraph
Page
Standard Application 
Notes / Omissions
OTHER INDICATORS REPORTED
WATER AND WASTE WATER
GRI 303: Water 
and waste 
water 2018
303-3
Water intake
7. Environmental capital/Water 
resources
147
DIVERSITY AND EQUAL OPPORTUNITIES
GRI 405:
Diversity and 
equal
opportunities 
2016
405-1
Diversity in government 
bodies and among 
employees
6. Human capital/Employees
126
COMPANY WELFARE AND WORK-LIFE BALANCE
GRI 401:
Employment 
2016
401-2
Benefits for full-time 
employees that are not 
available for temporary or 
part-time employees
6. Human capital/Employees
126
401-3
Parental leave
6. Human capital/Employees
126
161
GRI INDEX
SUSTAINABILITY REPORT 2022